The European Schedules, with more than 200,000 activities require a robust Project Management tool to store scope and schedule, with risks and uncertainties. The latter are then analysed with Primavera Risk Analysis. A customised integrated reporting system is fed with information from Primavera. An in-house developed supplier contract management system integrates the document management system and Primavera, which also feeds into the reporting system. A number of tools have also been developed to consolidate processes. F4E has managed to integrate data from various systems where Primavera is the core Project Management system. It is constantly developing different management tools and techniques to increase the efficiency of its work. Referenced: www.p6academy.com Source: http://coll15.mapyourshow.com

1. REMINDER
Check in on the
COLLABORATE mobile app
Building a solid Project Management
System with Primavera and other tools
Prepared by:
María Ortiz de Zuniga
Planning Responsible Officer
Fusion For Energy
Where and how data is stored is
important, but integrating it to be able
to increase efficiency and reduce
redundancy is even more important
Session ID#: 200090
@fusionforenergy

2. Customers require the effective
integration of technologies to
simplify their workflow and boost
efficiency.
Anne M. Mulcahy
Former chairperson and CEO of Xerox Corporation

3. Outline
■ Introduction to the ITER Project:
▪ Why?
▪ What for?
▪ How?
■ Data Integration:
▪ Why?
■ Data Integration at F4E
▪ Different systems
■ Current Issues
■ Future improvements
■ Added Value from Data Integration
■ Questions

4. WORLD POPULATION OIL CONSUMPTION
(in barrels)

5. World Energy Consumption over time

6. Renewables?
(wind, wave, solar, hydro ...)
Advantages:
• No CO2 production!
• Inexhaustible source of energy
Disadvantages:
• Low energy density – large
environmental footprint
• Fluctuate in time : requires storage
systems and back-up power plants.
Alternative Energy Sources
FUSIÓ – Portant a la terra l’energia de les estrelles – Escola Perez Iborra, Novembre 2014

7. Vandellos II, Tarragona
Advantages:
• No CO2 production!
• Reliable constant source of energy
base-load
Nuclear fission?
Alternative Energy Sources
Disadvantages:
• Long lived radioactive waste
• Public concerns on safety
Reactors under construction
(IEA 2011)
FUSIÓ – Portant a la terra l’energia de les estrelles – Escola Perez Iborra, Novembre 2014

8. Fusion: bringing the energy from
the start to Earth

9. The Dark Knight Rises
Spiderman
The Saint
Unreal
Quake
Ironman
The stars

10. Fusion
Plasma
Magnetic field
Tokamak
Fusion
200 million C

11. Resources
■ Deuterium: 30 mg/litre in all water
■ Lithium: 65 g/ton in the Earth crust
280 litre Earth crust (50 gram lithium)
+ 400 litre water (12 gram deuterium)
Corresponds to 300 tons oil or
a Danes total energy consumption in a life
■ Fusion fuel resources suffice
for the rest of the Earths life

12. What will ITER do?
Fusion on a much larger scale
than in present experiments
500 MW power out
10 times the power in
Study “burning” plasma
and maintain for up to an hour
Test key technologies
for future fusion reactors

13. Who participates in ITER?
■ World’s largest international energy research project
Seven ITER parties
50% of the world’s population
80% of the world’s GDP
ITER

14. ■ To ensure a fair cost sharing of ITER by ―value‖,
around 90% of project built by in kind contributions
■ In kind contributions classified into 85 procurement
―packages‖ divided amongst the seven parties
How will ITER be built?

15. Feeders (31)
(NbTi)
Correction Coils (18)
(NbTi)
Poloidal Field Coils (6)
(NbTi)
Toroidal Field Coils (18)
(Nb3Sn)
Central Solenoid (6)
(Nb3Sn)
Divertor
(54 cassettes)
Blanket
(440 modules)
Cryostat
(29 m high x 28 m dia.)
Vacuum Vessel
(9 sectors)
Thermal Shield
(4 sub-assemblies)
In-Vessel Coils
(2-VS & 27-ELM)
F4E: What do we do?
ITER Tokamak Reactor
Fusion gain Q = 10, Fusion Power:~500MW,
Ohmic burn 300 to 500 sec, Goal Q=5 for
3000 sec

16. ITER Tokamak – Mass Comparison
ITER Machine mass:
~23000 t
28 m diameter x 29 m tall
Charles de Gaulle mass:
~38000 t (empty)
856 ft (261 m) long
(Commissioned 2001)
Maria.ortiz-de-zuniga@f4e.europa.eu 16
F4E: What do we do?

17. Vacuum Vessel Mass Comparison
VV & In-vessel components
mass: ~8000 t
19.4 m outside diameter x
11.3 m tall
Eiffel Tower mass: ~7300 t
324 m tall
(Completed 1889)
Maria.ortiz-de-zuniga@f4e.europa.eu 17
F4E: What do we do?

18. TF Coil – Mass Comparison
Mass of (1) TF Coil:
~360 t
16 m Tall x 9 m Wide
D8 Caterpillar Bulldozer
~35 t
Maria.ortiz-de-zuniga@f4e.europa.eu 18
F4E: What do we do?

19. Cryostat Size Comparison
ITER Cryostat
~28 m Tall x
29 m Wide
Jefferson Memorial (Washington DC)
~29 m Tall (floor to top of dome)
Maria.ortiz-de-zuniga@f4e.europa.eu 19
F4E: What do we do?

20. F4E: What do we do?
Maria.ortiz-de-zuniga@f4e.europa.eu
ITER
• 10 million components
• First-of-the-kind, once-off project
• Novel technologies for many systems
• Nuclear safety relevant
Airbus A380
• 1 million components
• Commercial product in
series production
• Consolidated technologies
• Non-nuclear safety relevant
20

21. F4E: Where are we going?
JET Q~1
ITER
Q=10
DEMO
Q=25
Power
Station
Q~25
Q, is the ratio of fusion power produced in a
nuclear fusion reactor to the power required
to maintain the plasma in steady state

22. INTERFACES
“When the number of interfaces is
large, you cannot just add them up,
you need to integrate them”
P. Barabaschi
Current F4E Director

23. Data Integration
■ An integration layer can automate complex business
processes or provide unified access to information that is
scattered across many systems
Planning
Risk
Contract
Data
Docume
nt Data
Baseline
Data
(cost &
schedul
e)
Actual
Cost
Data

24. Data Integration
■ A data warehouse can act as a massive storage for all the
data found across the systems, but all this information can
only be integrated if a unique key is identified across them
■ In project management-based systems, this unique key is
commonly found to be the common lowest standardized-level
WBS ID or a combination of the WBS ID and the activity ID
▪ This decision depends on the granularity of the WBS and the
resulting granularity of the schedules
Planning
Risk
Contract
Data
Documen
t Data
Baseline
Data
(cost &
schedule)
Actual
Cost Data

25. Data Integration
■ Initially, integration can be seen as burdensome and not
worth it for small amounts of data
■ A relatively small amount of effort early in the process to
standardise data will delivery huge benefits but…
■ Integration requires a number of conditions to be satisfied in
the data:
▪ Standardization/uniformity in data entry
▪ Change control of data which is being monitored and especially
if used as a key in the integrated system
▪ Further thinking when introducing improvements as the
impacted range is now wider than with non-integrated systems

26. Data Integration at F4E
■ A number of legacy
systems and constraints on
our integration design
coming from our
environment:
▪ that’s why F4E could not
use an out-of-the-box tool
■ Key deciding factor: Use the
right tool for the right job
▪ P6 is good for planning, but
not as flexible for cost

27. ■ Single data repository and hence
consistent data
■ Single Master Data source for each
piece of data
■ Intranet access without access to
source system
■ Automated reporting
The Goal:
CMSIDM
Data Integration at F4E

28. Data Integration at F4E
■ The following systems/data sources are found at F4E and
have been integrated at F4E:
▪ Planning
▪ Risk
▪ Baseline
▪ Contract Management
▪ Document Management
▪ Actual Cost Data
Planning
Risk
Contract Data
Document
Data
Baseline Data
(cost &
schedule)
Actual Cost
Data

29. Data Integration at F4E
▪ Planning is done within Primavera P6 R8.3
— Developed and maintained by the Planning Officer with input from
the Technical Officer
— Updated and versioned on a monthly basis
— Standard-format planning reports presenting only Primavera data are
generated through P6
— Planning data reports integrating data from other systems are
generated through the Integrated Reporting System
— Numbers:
– Over 200,000 activities are held in the main P6 instance
– Over 60,000 activities held within ~70 projects are versioned
monthly
– Over 80,000 activities are backed-up nightly through an API-
based development
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

30. Data Integration at F4E
▪ Planning is done within Primavera P6
— WBS is organized to map F4E’s Procurement Packages,
Procurement Arrangement Agreements with ITER, and then
Contracts
— P6 is the unique data entry point for WBS changes
Procureme
nt Package
- PP
Procureme
nt
Arrangeme
nt - PA
Contracts
Contract
Phases
•Pre-
tendering
•Tendering
•Execution
Free WBS
definition
P6 Project
Integration Level
A standardised WBS is
implemented across all
schedules
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

31. ▪ Planning is done within Primavera P6 R8.3
— Integrated data from ITER Organisation-Central Team
Data Integration at F4E
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

32. Data Integration at F4E
▪ Risk Management
— Risk Register:
– Project Risk Register is stored in P6 Web
– Risk registers are being migrated from Excel to P6 by the Risk
Officer, through a customized API development
– Risk registers are maintained by the Technical Officers for each
project
— Risk uncertainty:
– Risk uncertainty has been populated following an ITER-wide
approach on project phase and/or risk factor and/or probability
distribution functions on durations
– P6 is the unique data entry point for this information
– Data processing through a Monte Carlo Analysis is performed in
Oracle Primavera Risk Analysis
– Results are stored back in UDFs in
P6
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

33. Data Integration at F4E
▪ Risk Management
— Specialized risk reports are generated through OPRA
— Data risk reports are generated through the Integrated Reporting
System
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

34. ▪ Baseline is kept for cost and time
— For time: it is stored and maintained in P6
– More in the requirements for data integration
— For cost: it is stored and maintained in Deltek Cobra
Data Integration at F4E
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

35. Data Integration at F4E
▪ Document Management
— The Document Management system is a .NET-based in-house
development customized for the ITER project
— It has been adapted to satisfy nuclear project requirements, such as
ITER:
– Traceability
– Confidentiality
– Collaboration
– Metadata
– Workflow
— The Document Management system is integrated with other systems
for its supplier instance (Contract Management), where F4E
managed to link the customized DM tool with activities in the projects
in P6, via the WP and Docs functionality
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

36. Data Integration at F4E
▪ Contract Management
Contract Management is a tool developed by F4E
— Using the same platform as IDM, it is available for communication
with suppliers and called Contract Tracker
— A separate instance of Primavera is available for suppliers to develop
and maintain their schedule on an F4E database: FSS
— FSS allows documents on Contract Tracker to be linked to activities,
through WPs and Docs functionality
— This one and other functionalities have been programmed at F4E
through an API-based development
— This enables the automatic generation of contractual documentation:
– A documentation schedule: based on the documents assigned to
activities in the schedule, and their status
– A control plan: based on the control points in the schedule and
their validation through Team Member by their owner
— Reports are generated through IRS
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

37. Data Integration at F4E
▪ Actual costs
— Financial data is maintained in a customised SAP-based European
Commission system: ABAC
— Financial data and schedule data is linked through the WBS
– ABAC maps the contracts through the WBS at contract-level, as
found in P6
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

38. Data Integration at F4E
▪ Cost Baseline
— The Cost baseline is maintained in a dedicated system based on
Deltek Cobra
— The WBS as in P6 is used for the Cost Baseline, as the integration
channel
— Cost Baseline data shall report to each specific team through the
Reporting System
— Only the Cost Engineer has access to the Cost Baseline system
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

39. Data Integration at F4E
▪ Earned Value Management
— A pilot design has been produced and tested whereby:
EVM will measure External (€) & Internal (h) Work
Reporting and EV Technique selection is at level of contract
External work is based on the Cost Baseline
Internal work is based on a proposed parametric resource
output, allowing project teams to adapt it

40. Data Integration at F4E
▪ Earned Value Management
— The unique data source is P6 for:
– Resources
– Schedule baseline
– Schedule progress
– Earned Value Techniques and their related input
— The Cost information is maintained in Deltek Cobra
— Loading information from P6 to Deltek Cobra is currently done semi-
automatically
— This has been a test and is not currently in production

41. DWh
Procureme
nt
Planning HR Technical Budget
Where is resulting data Integration at F4E?
▪ The Data Warehouse
— A corporate Data Warehouse gathers data from across the business
— It integrates data from many different systems in many different fields
as shown below

42. Data Integration at F4E
▪ Integrated Reporting System - IRS
— The IRS reads data from the Data Warehouse
— The IRS is based on SAP Business Objects and integrates other
non-project management system
— Different P6 EPS nodes are read with different frequencies
– The working node is published daily
– The versioning node is published according to the versioning
frequency: currently monthly
— Data within these nodes is published into the Primavera Extended
Schema
— The IRS is used for tabular and graphical data reports
— It is managed by ICT
— Reports management is done through Project Controls

43. Requirements for
Data Integration at F4E
▪ Baseline Management & Change Control
— Is initiated through a Sharepoint site
— The change requests are reviewed and approved by the Change
Control Board
— The approval then manually triggers a change in the Project Baseline
in P6
— Previous Baselines are maintained in a dedicated EPS node in P6
— Baselines in P6 are maintained by the Change Control Officer
— Project Baseline rights are assigned to the Change Control Officer
Planning
Risk
Contra
ct
Docu
ment
Baseli
ne
(cost
&
sched
ule)
Actual
Cost

44. Current Data Integration issues found in the
systems
■ Improve performance of OPRA for large projects
▪ Problems accessing data from P6 into OPRA
▪ For example: when Risk Officer is assigned to different EPS
node, unless Super Admin profile
■ Issues with the publication:
▪ For example: time-phased resource data for multi-year projects
cannot be published.
■ Back-ups: baselines cannot be exported or backed-up
▪ solved in 15.1
■ Improve performance of P6 when importing and
copying/pasting
■ Version update of P6 is much faster than other integrated
systems and this creates integration issues when trying to
stay up-to-date with latest P6 Service Pack/Release

45. Benefits from Data Integration at F4E
■ Reports with data from different sources
▪ This has resulted in useful data-mining exercises
▪ This has allowed us to retrieve not only raw historical data but
also processed data, enabling F4E to change schedule
templates and standard durations, resulting in more realistic
schedules
■ Data Integration is key to perform good overall project
control, especially in large and complex projects

46. Lessons Learned
■ Implementation of suitable Project Controls at the start of the
project is much easier than back-fitting a system
■ Integration of historical data into a new system is complex
and time consuming
■ The absence of a defined system forces the creation of
multiple ad-hoc systems
■ Aligned data between systems: a large effort was put into
aligning the data in different sources, so that a clear mapping
could be obtained
Data Integration is key to perform good overall project control,
especially in large and complex projects
START EARLY

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