APUL Draft Project Management Plan

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					Accelerator Project for Upgrade to LHC (APUL)
     Preliminary Project Management Plan




               DocDB# APUL-doc-1-v5
                   June 30, 2009
APUL Preliminary Project Management Plan




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                     APUL Preliminary Project Management Plan



Submitted, Approved, and Accepted By:

APUL

                                                Brookhaven National Laboratory

_____________________________
P. Wanderer                  date
APUL Project Manager                            _____________________________
                                                S. Vigdor                         date
                                                Associate Laboratory Director for Nuclear and
Fermilab                                        Particle Physics



_____________________________                   _____________________________
S. Holmes                          date         S. Aronson                    date
Associate Director for Accelerators             Laboratory Director



_____________________________
G. Apollinari                 date
Head of Technical Division




______________________________
N. Grossman              date
ES&H Director




______________________________
P. Oddone                 date
Director, Fermilab




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APUL Preliminary Project Management Plan




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                               APUL Preliminary Project Management Plan



Table of Contents
Abbreviations Used in this Document .............................................................................. vii
1 Introduction ................................................................................................................. 1
  1.1      Approval and Revision ....................................................................................... 1
  1.2      Project Description.............................................................................................. 1
2 Project Objectives and Performance Criteria .............................................................. 2
  2.1      Scientific Objectives ........................................................................................... 2
  2.2      Technical Requirements and Objectives ............................................................. 2
3 Project Structure and WBS Dictionary ....................................................................... 4
  3.1      Work Breakdown Structure (WBS) Overview ................................................... 5
  3.2      WBS Dictionary .................................................................................................. 5
4 Project Management Structure .................................................................................... 5
  4.1      The Fermilab Directorate .................................................................................... 6
     4.1.1      The Fermilab Director................................................................................. 6
     4.1.2      Fermilab Associate Director for Accelerators ............................................ 7
  4.2      Laboratory Supporting Divisions & Sections ..................................................... 7
     4.2.1      Fermilab Technical Division Head ............................................................. 7
     4.2.2      Fermilab Business Services Section Head .................................................. 7
     4.2.3      Brookhaven Superconducting Magnet Division (SMD) Head ................... 8
     4.2.4      Brookhaven Procurement and Property Management (PPM) Division
     Head       8
     4.2.5      Other National Laboratory Participation .................................................... 8
  4.3      The APUL Project Management Team............................................................... 8
     4.3.1      APUL Project Manager............................................................................... 8
     4.3.2      Deputy Project Manager ............................................................................. 9
     4.3.3      APUL Project Engineer .............................................................................. 9
     4.3.4      APUL ES&H Coordinators......................................................................... 9
     4.3.5      APUL Documentation Coordinator .......................................................... 10
     4.3.6      Project Controls Specialist ........................................................................ 10
     4.3.7      APUL Budget Specialist ........................................................................... 10
  4.4      APUL Subsystem Managers ............................................................................. 11
  4.5      Control Account Managers ............................................................................... 11
  4.6      APUL Project Management Group ................................................................... 12
  4.7      The Laboratory Oversight Group and Technical Advisory Committee ........... 12
5 Project Controls System ............................................................................................ 13
  5.1      Memoranda of Understanding/Statement of Work ........................................... 13
  5.2      Project Execution Plan ...................................................................................... 14
  5.3      Cost Tracking .................................................................................................... 14
  5.4      Contingency/Management Reserve Allocation ................................................ 14
  5.5      Change Controls................................................................................................ 15
     5.5.1      Change Control Procedures ...................................................................... 15
     5.5.2      Technical Change Control Levels ............................................................. 15
     5.5.3      Schedule Change Control Levels .............................................................. 15
     5.5.4      Cost Change Control Levels ..................................................................... 16
     5.5.5      Change Control Summary......................................................................... 16


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                                 APUL Preliminary Project Management Plan


  5.6      Reporting........................................................................................................... 17
  5.7      Reviews ............................................................................................................. 18
     5.7.1       DOE Reviews............................................................................................ 18
     5.7.2       Level 2 Technical Reviews ....................................................................... 18
     5.7.3       Level 2 ES&H Reviews ............................................................................ 18
     5.7.4       CERN Reviews ......................................................................................... 18
     5.7.5       Director’s Reviews.................................................................................... 19
6 Environment, Safety and Health ............................................................................... 19
  6.1      ES&H Organizations ........................................................................................ 19
     6.1.1       APUL ES&H Review Committee ............................................................ 19
     6.1.2       ES&H Responsibilities of APUL Project Staff ........................................ 19
  6.2      ES&H Documentation ...................................................................................... 20
     6.2.1       Environmental Considerations .................................................................. 20
     6.2.2       Safety Assessment Documentation ........................................................... 20
     6.2.3       Safety MOU with CERN .......................................................................... 20
7 Technical Considerations .......................................................................................... 20
  7.1      Quality Assurance ............................................................................................. 20
  7.2      Risk Management ............................................................................................. 21
  7.3      Configuration Management .............................................................................. 21
  7.4      Value Engineering ............................................................................................ 21
Appendices ........................................................................................................................ 23
A APUL Technical Scope............................................................................................. 23
B APUL Cost ................................................................................................................ 24
C APUL Schedule ........................................................................................................ 25
References ......................................................................................................................... 27




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               APUL Preliminary Project Management Plan



Abbreviations Used in this Document
APUL:    Accelerator Project Upgrade to LHC
BAC:     Budget At Completion
BNL:     Brookhaven National Laboratory
CCB:     Change Control Board
CDR:     Conceptual Design Report
CERN:    The European Laboratory for Particle Physics
DocDB:   Fermilab Computing Division Document Database
DOE:     U.S. Department of Energy
DPM:     Deputy Project Manager
ES&H:    Environment, Safety and Health
ETC:     Estimate to Complete
EVMS:    Earned Value Management System
FMS:     Financial Management System
FNAL:    Fermi National Accelerator Laboratory
FPD:     Federal Project Director
FRA:     Fermi Research Alliance, LLC
ISM:     Integrated Safety Management
LHC:     Large Hadron Collider (at CERN)
LOG:     Laboratory Oversight Group for APUL
MOU:     Memorandum of Understanding
NSF:     National Science Foundation
OPMO:    Fermilab Office of Project Management Oversight
PCR:     Project Change Request
PEP:     Project Execution Plan
PM:      Project Manager
PMG:     Project Management Group
PMP:     Project Management Plan
PSAD:    Preliminary Safety Assessment Document
QA:      Quality Assurance
QAP:     Quality Assurance Plan
SAD:     Safety Assessment Document
SMD:     Brookhaven Superconducting Magnet Division
SOW:     Statement of Work
TAC:     Technical Advisory Committee for APUL
TD:      Fermilab Technical Division
TDR:     Technical Design Report
TPC:     Total Project Cost
WBS:     Work Breakdown Structure




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1 Introduction
This document describes the Project Management Plan (PMP) that the Fermi National
Accelerator Laboratory (Fermilab) and Brookhaven National Laboratory (BNL) will
follow to meet the technical, cost, and schedule objectives of the APUL Project. DOE,
Fermilab and BNL will work together to accomplish the APUL Project. This PMP for the
APUL Project sets forth the plans, organization and management systems that will be
used by Fermilab and BNL. The PMP is complemented by a Project Execution Plan
(PEP). The PEP establishes the DOE APUL Project Management structure. The overall
project management will be in conformance with applicable DOE orders and established
management practices at Fermilab.

This PMP covers the construction of the US part of the LHC Phase I upgrades, i.e., the
design, fabrication, testing and delivery of components to CERN by the US Laboratory
Collaboration defined as the APUL project. It does not cover the installation and
commissioning of the delivered components at CERN, which are outside of the scope of
APUL.

1.1 Approval and Revision
The PMP is prepared by the APUL Project Manager and approved by the Fermilab
Director or his designee. The APUL Project Manager shall review the PMP at least
annually and revise it as necessary to update the document and reflect project
development. Revisions to the PMP that incorporate baseline change actions are
considered to be approved by virtue of the corresponding baseline change. Revisions to
this PMP that are not connected with baseline changes will be approved by the Fermilab
Director or his designee.


1.2 Project Description
The US contribution to the Phase I upgrade of the Large Hadron Collider (LHC) at the
European Laboratory for Particle Physics (CERN) consists of the design and fabrication
of specialized equipment by two US national laboratories, Brookhaven National
Laboratory and Fermi National Accelerator Laboratory. The contribution through the
national laboratories is referred to here as Accelerator Project Upgrade to LHC (APUL),
or simply the Project. The US contribution will enable a projected two- to three-fold
increase in LHC luminosity. Furthermore, participation in the upgrade offers the U.S. the
opportunity to benefit from its previous investment in the LHC, and enable it to continue
developing novel techniques and analysis tools leading to additional important
discoveries expected from the upgrade.

APUL is a subproject of the Phase I upgrade projects at CERN. In parallel with
construction of the LHC, the HEP and accelerator communities have been discussing
possible directions for increasing the scientific reach of this unique facility. The adopted
phased approach to the upgrade of the LHC accelerator complex includes in the first
phase (2008-2013) the construction of a 160 MeV H- proton linac (Linac4) and the



                                             1
Phase-I Upgrade of the LHC interaction regions. APUL is responsible for delivering D1
magnets and cold powering systems at interaction regions at points 1 and 5.

General program oversight for the APUL Project is the responsibility of the US
Department of Energy (DOE) and the Project is administered through the DOE Office of
Science, Office of High Energy Physics (OHEP), the DOE Chicago Operations Office,
and the DOE Fermi Group Site Office (FSO). The DOE Brookhaven Site Office (BHSO)
will provide the Federal Project Director for APUL. The project work will be undertaken
by two US national laboratories: Brookhaven National Laboratory (BNL), Fermi
National Accelerator Laboratory (Fermilab or FNAL), directed by the Project Manager
and Project Management Office. When taken together, these laboratories will be
designated in this document as the US Laboratory Collaboration. Fermilab has been
designated as the lead laboratory with the major responsibility to ensure the successful
completion of APUL.


2 Project Objectives and Performance Criteria
2.1 Scientific Objectives
The primary objective of APUL is to assist CERN, the European Laboratory for Particle
Physics, in achieving a projected two- to three-fold increase in LHC luminosity by way
of the Phase I upgrade of the Large Hadron Collider (LHC). Two important secondary
objectives have guided the choice of work to be done to implement this objective. First,
the work should present a significant opportunity for the US national laboratories to
maintain and improve their technological capabilities. Second, the US collaboration on
APUL should advance international cooperation in the construction of large science
projects.



2.2 Technical Requirements and Objectives
The APUL Technical Design Report (TDR) provides detailed descriptions of the
hardware systems provided by the US laboratories, including detailed requirements and
specifications and detailed descriptions of the designs of hardware systems. The
technical performance of the engineering designs developed and of final fabricated parts
will be measured against the Technical Baseline defined in the TDR.

The TDR is a controlled document of APUL requiring approval of its initial contents and
of any changes by the Project Manager following recommendation by the Change
Control Board. The initial contents of, and any changes to, the TDR must also be
approved by CERN, as specified in the Implementing Arrangement.

Technical milestones to measure the progress and success in meeting these goals are
established as part of the Project Baseline. Meeting each subsystem’s objectives is the
responsibility of the corresponding Subsystem Manager. Ensuring that the project as a



                                           2
whole meets the performance objectives of the CERN LHC Phase I Upgrade Project is
the responsibility of the Project Manager.

APUL must be executed in a manner consistent with the overall LHC Phase I upgrade
project schedule. The current version of the overall Phase I upgrade schedule is found at
the web site http://slhc-irp1.web.cern.ch/slhc-irp1/. Coordination of the US Project
schedule with the master Phase I upgrade schedule maintained by CERN is accomplished
by setting milestones, typically corresponding to the delivery of equipment to CERN by
APUL or to the US laboratories by CERN for incorporation into US-provided systems.
These milestones are under joint US-CERN change control.

Appendices A, B and C provide additional information on the project scope, cost and
schedule, respectively.




                                           3
3 Project Structure and WBS Dictionary




Figure 3.1: Overview of APUL Work Breakdown Structure, to Level 3




                                                4
3.1 Work Breakdown Structure (WBS) Overview
The Work Breakdown Structure (WBS) organization is shown in Figure 3.1. The project
WBS and management structure parallels the project budget structure.

3.2 WBS Dictionary
 WBS         Title                                          Description
   0                APUL                 Design, construct, and deliver beam separation
                                         dipole magnets and cold powering systems for the
                                         LHC Phase I Upgrade project.
  1.0       Project Management           Management support. Project financial, schedule,
                                         budget, change control, reporting, design and
                                         fabrication management, organization of reviews,
                                         coordination with CERN
  2.0         Beam Separation            Design, fabricate, test, and deliver five(5) D1
              Dipole Magnets             standalone magnets. Installation at CERN is not
                                         included in the scope. This task is complete upon
                                         equipment acceptance at CERN.
  3.0          Cold Powering             This task provides the cold powering system for the
                                         inner triplet magnets. It includes design,
                                         procurement/fabrication, testing, and delivery three
                                         major deliverables: 1.) the Distribution Feedbox, 2.)
                                         Current Leads, and 3.) Superconducting Links.
                                         Installation at CERN is not included in the scope.
                                         This task is complete upon equipment acceptance at
                                         CERN.




Table 3.1: APUL Level-2 WBS Dictionary




4 Project Management Structure
Figure 4.1 shows an organizational chart of the APUL Project. The Integrated Project
Team is expanded into the DOE hierarchy in the Project Execution Plan.




                                                5
Figure 4.1 APUL Organization Chart



4.1 The Fermilab Directorate
4.1.1 The Fermilab Director
The Fermilab Director is responsible to the FRA and the DOE for the successful
completion of the APUL Project. Only the Fermilab Director is authorized to commit
funds appropriated for Laboratory use. The Fermilab Director appoints the APUL
Project Manager. With the advice of the APUL Laboratory Oversight Group, the
Director or designee approves or concurs with the APUL TDR, the PMP and the cost
estimate, schedule, and scope of the Project. The Fermilab Director is ultimately
responsible for ensuring that the project is carried out in a safe and environmentally
responsible manner.




                                          6
4.1.2 Fermilab Associate Director for Accelerators
The Fermilab Director has delegated some aspects of APUL responsibilities to the
Associate Director for Accelerators. To implement the work plan for the Project, APUL
Memoranda of Understanding are executed with collaborating institutions. The
Associate Director for Accelerators, on behalf of the Director, approves all APUL
Institutional Memoranda of Understanding related to the Project. The Associate Director
for Accelerators chairs the APUL Laboratory Oversight Group, described in Section 4.7.
In addition the Associate Director for Accelerators serves as the chair of the internal
Project Management Group.


4.2 Laboratory Supporting Divisions & Sections


4.2.1 Fermilab Technical Division Head
The Fermilab Director has designated the Technical Division (TD) as the host division
for the APUL Project and as such it provides the resources and home for the APUL
Project management. In addition to the host role, the TD Head provides oversight for
TD financial resources, human resources, technical resources, space resources, and
Environmental, Safety, and Health (ES&H) monitoring for the Project.

The TD Head or a designee is a member of the Project Management Group. The TD
Head advises the Associate Director for Accelerators on approval of APUL Memoranda
of Understanding relevant to TD resources and concurs in these approvals. The TD Head
advises the Associate Director for Accelerators on approval of the PMP and concurs with
these approvals.

On guidance from the Director, the TD Head allocates yearly budgets to the Project.
These project funds are then administered by the Project Manager, according to the
responsibilities described below, within the context of TD procedures and policies and
with the support of the TD budget office.

The TD is the primary source of Fermilab manpower and technical resources for the
project.


4.2.2 Fermilab Business Services Section Head
Fermilab Business Services provides support for procurement, financial transactions, and
accounting activities necessary to accomplish projects. The Head of Business Services
and the Head of the Procurement Department of Business Services will work with APUL
Management to accomplish procurements on schedule and to meet technical
specifications.




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4.2.3 Brookhaven Superconducting Magnet Division (SMD) Head
The SMD Head provides oversight for SMD financial resources, human resources,
technical resources, space resources, and Environmental, Safety, and Health (ES&H)
monitoring for the Project.

4.2.4 Brookhaven Procurement and Property Management (PPM)
      Division Head
The Brookhaven PPM Head provides support for procurement, financial transactions, and
accounting activities necessary to accomplish projects. The PPM Head will work with
APUL Management to accomplish procurements on schedule and to meet technical
specifications.

4.2.5 Other National Laboratory Participation
If conditions warrant, other DOE National Laboratories in addition to Fermilab and
Brookhaven could contribute to APUL. As with the current participating Laboratories,
these additional Laboratories would supply the required human and infrastructure
resources to accomplish their agreed scope of work, follow their respective DOE
approved ES&H and QA programs, and provide timely reporting to APUL.

4.3 The APUL Project Management Team
The APUL Project resides within the Technical Division at Fermilab, which has been
designated as lead lab of APUL. Critical resources also reside at BNL. The project is
supported by Fermilab and BNL staff as listed below with expertise in a variety of areas.
The members of this group, with the exception of the Project Manager, are appointed by
the Associate Director for Accelerators with concurrence of the the Project Manager.
Collectively they comprise the Project Management Team. The Project Management
Team assists the APUL Project Manager in supporting and coordinating the efforts of the
subsystem managers in executing the APUL Project.


4.3.1 APUL Project Manager
The Project Manager is appointed by the Fermilab Director for Accelerators with
concurrence of the Department of Energy/Office of High Energy Physics. The APUL
Project Manager (PM) heads the APUL Project Management Team and is responsible for
the execution of the APUL Project. Therefore, the APUL PM must develop and maintain
the Project Management Plan; negotiate and update the Memoranda of Understanding
(MOU) between Fermilab, BNL, and CERN; and direct the activities of subsystem
managers. These MOUs determine the resources which are available to the project from
the collaborating institutions. Implicit in these responsibilities is the requirement that the
PM administer both human and financial resources available to the project through these
MOUs.

The APUL PM works with representatives of the divisions and sections at Fermilab and
BNL to obtain resources for the project as approved by the Fermilab and BNL




                                              8
Directorates. This may include the development of additional MOU between the Project
and specific Fermilab and BNL divisions or sections.

The PM assigns responsibilities and resources to the Subsystem Managers. The progress
of these assignments is monitored through monthly status reports generated by the
Subsystem Managers, by means of regular Subsystem Managers meetings, and through
daily communications. The APUL PM is responsible for developing, maintaining, and
tracking the schedule for the project, which includes a complete list of milestones to
facilitate monitoring the progress of the project. The APUL PM provides monthly
reports summarizing the progress of the Project to the Fermilab Director and the Federal
Project Director.

The PM may delegate responsibilities to the Deputy Project Manager and/or other project
team members.


4.3.2 Deputy Project Manager
The Deputy Project Manager (DPM) assists the APUL PM in all matters relating to the
APUL Project, including the planning, procurement, disposition and accounting of
resources, progress reports on project activities, ES&H issues, and Risk Management. In
the absence of the Project Manager, the DPM assumes the project management
responsibilities.

The DPM also reviews Memoranda of Understanding and other project documentation,
advising the Project Manager on risk management, ES&H, or other relevant issues.


4.3.3 APUL Project Engineer
The APUL Project Engineer is responsible for overall engineering coordination of the
design and fabrication phases of the project and works directly with the Subsystem
Managers to achieve this. The Project Engineer is directly responsible to the APUL
Project Manager. In cooperation with them the Project Engineer works with the APUL
ES&H Coordinators to implement FNAL and BNL policies of Integrated Safety
Management (ISM) in the project and resolve any ES&H issues that may arise. The
Project Engineer is also responsible for implementing quality assurance procedures and
the Configuration Management Plan and its associated change control procedures.


4.3.4 APUL ES&H Coordinators
APUL will have one ES&H coordinator at FNAL and one at BNL. The ES&H
Coordinators address the administrative aspects of all ES&H work associated with the
APUL Project and reports to the APUL Project Manager. The ES&H Coordinators
compiles and maintains the APUL Hazard Assessment Document, Preliminary Safety
Assessment Document (PSAD), and the APUL Safety Assessment Document (SAD).
The ES&H Coordinators plan and coordinate ES&H reviews of the project and assemble
the associated documentation.


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4.3.5 APUL Documentation Coordinator
The APUL Documentation Coordinator supports the Project Manager in the preparation
and revision of the PMP and other project documentation. The Documentation
Coordinator also assists in the preparation of MOU and Statements of Work (SOW) with
the collaborating institutions and with the organization of materials for internal and
external reviews of the project. The Documentation Coordinator supports the ES&H
Coordinator in the compilation of relevant safety documentation for the project.

APUL documentation is maintained within a document database, the DocDB document
management system.1 The Documentation Coordinator is the administrator for the
database. Through this database, each project document is assigned a unique
identification number and its versions are tracked by date and submitter, with a record of
the changes made. DocDB is also used to maintain records of meetings within the
project. The organizer of the meeting defines it as an event and the participants submit
presentations, background documents and minutes. The database can provide links to
previous meetings so that reference documentation is available on-line.

The APUL Documentation Coordinator also coordinates Quality Assurance issues and
maintains the APUL Quality Assurance Plan2 and other QA documentation, as discussed
in Section 7.1, reviews Memoranda of Understanding and SOW, and advises the Project
Manager on QA issues. The Documentation Coordinator prepares and maintains the
project risk management documentation, as discussed in Section 7.2. This includes
performing the risk matrix calculations and updating the documentation as necessary.


4.3.6 Project Controls Specialist
The APUL Project Controls Specialist is responsible for project controls and earned value
reporting. The Project Controls Specialist maintains and updates the APUL Project cost
and schedule plan and prepares the schedule information for monthly reports and
scheduled reviews, submitting them to the APUL PM for approval and transmission. The
Project Controls Specialist works with PM in identifying schedule issues in a proactive
manner in order to track and report deviations from baseline schedules and costs as
specified in Section 5. The Project Controls Specialist also assists collaborators in
preparing subproject schedules and collaborates with the Fermilab Office of Project
Management Oversight to develop project controls.


4.3.7 APUL Budget Specialist
The Budget Officer has the responsibility for preparing cost information for the monthly
reports, submitting them to the PM for approval and transmission. The Budget Officer
monitors expenditures of funds and prepares the Project Accounting Task Structure. The
Budget Officer verifies costs in MOUs/SOWs and provides financial data to Project
Controls for use in earned value reporting and as needed for reports and reviews. The
Budget Officer tracks requisitions as needed and tracks monthly costs and obligations.


                                           10
The Budget Officer also assists collaborators in preparing initial budget estimates and
collaborates with the Fermilab Office of Project Management Oversight to develop
project controls.

The Financial Management System (FMS) in use by Fermilab allows individual cost
codes to be established, where necessary. The Budget Officer has the responsibility for
establishing the proper chargeable task codes. The FMS is also used to track and monitor
such expenses as charge-backs from other Divisions/Sections, and other Fermilab related
costs. At the successful completion of each project phase or WBS task, the Project
Manager or designated representative is required to verify that work was performed and
completed in accordance with acceptable standards before final payment is authorized by
the Business Services Section.


4.4 APUL Subsystem Managers
The APUL Subsystem WBS Organization is shown in Figure 3.1. Subsystem managers
are responsible for bringing their subsystem to completion in accordance with the project
budget and schedule. They are also responsible for applying Integrated Safety
Management principles to their subsystems and adhering to all applicable ES&H policies.

Subsystem Managers are assigned by the APUL Project Manager. The Project Manager
may make additional management support appointments, such as Level 3 managers or
subsystem coordinators, on an as-needed basis.

The primary responsibility of Subsystem managers is the planning and the coordination
of the work for the subsystem. In close consultation with the Project Management Team,
they develop the work plan, schedule, and budget for their individual subsystems. They
are responsible for implementing the plan and tracking its progress and use of resources.
They coordinate the personnel and facilities allocated to the subsystem.

Subsystem managers provide the Project Manager with monthly status reports. These
reports highlight progress of their subsystem toward the project goals and difficulties
encountered or anticipated. The report shall include a short discussion of technical
management relevant to their responsibilities and measure the progress of the subsystem
effort against the milestones of the subproject. Furthermore, it shall give an accounting
of the budgetary expenditures during the monthly period, highlighting items costing more
or less than expected.



4.5 Control Account Managers
The Control Account Managers (CAMs) are the members of the project team responsible
for the performance defined in their respective Control Accounts and for managing the
resources authorized to accomplish the tasks. A Control Account is a management
control point at which budgets (resource plans) and actual costs are accumulated and


                                           11
compared to an objective measurement of work performed for management control
purposes. The control account is the minimum level in the WBS structure where project
cost and schedule performance is compared. A control account is a natural management
point for planning and control since it represents the work assigned to one responsible
organizational element for one WBS element, which is the point at which the WBS and
OBS intersect. The control accounts are determined by the scope of the management
tasks. A single CAM is assigned to one or more of these control accounts and is
responsible for the planning and control within their control account(s) and the
identification, analysis, and reporting of significant variances that may occur during
project execution.

The CAM has the primary responsibility for developing and managing the control
account budget. CAMs are responsible for the development, content, and accuracy of
their respective budgets and schedules. Together with the Project Manager, CAMs
document risks and contingency estimates within their respective Control Accounts.
They are also responsible for supplying progress information for schedule statusing and
Estimate to Complete (ETC), as well as analyzing Cost Performance Reports. ETC will
be performed in accordance with the FRA Earned Value Management System
Description and Procedures.3

4.6 APUL Project Management Group
The Associate Director for Accelerators chairs a Project Management Group (PMG) that
meets as required, ordinarily monthly, to monitor the progress of the project. The
meetings are organized and run by the APUL PM. The meetings are attended by those
who have responsibility for the Project and by those who have authority to redirect
resources within the Laboratory and the Collaboration. The group normally consists of
the Fermilab Associate Director for Accelerators, the Project Manager, DPM, Project
Engineer, the Head of the Technical Division, the Fermilab Office of Project
Management Oversight (OPMO), the Fermilab ES&H Director or his/her representative,
the Head of Fermilab Business Services or his/her representative, and other
representatives of Fermilab, BNL, and APUL as appropriate. The PMG also serves as the
Change Control Board (CCB) for the project.

Issues requiring consideration are brought to the attention of the PMG by the Project
Manager. For the purpose of their deliberations, the PMG may organize any reviews they
deem necessary. Once the CCB has examined the request for change, a recommendation
for appropriate actions is made to the Project Manager. Records of their decisions are
maintained in the APUL Document Database and changes to the Project are tracked in
the accounting system.


4.7 The Laboratory Oversight Group and Technical Advisory
    Committee

The Laboratory Oversight Group (LOG) provides a coordinated communication channel
between the Fermilab Associate Director for Accelerators and the directorates of the U.S.


                                           12
DOE laboratories in APUL. This mechanism is invoked when issues of joint policy or
strategy arise, or when there is need to discuss APUL access and/or use of specific
laboratory infrastructures. Most meetings are by phone, email, or video conference.

The LOG will establish a Technical Advisory Committee (TAC) to advise on
management and technical progress of the Project. The TAC will meet as needed, at least
once per year, to review the status and progress of the Project. The LOG may call for
additional reviews of all or part of the Project as required to ensure that technical
progress is proceeding in a timely manner and that technical and managerial problems are
being properly addressed. The TAC is appointed by the LOG and is generally constituted
of persons from outside the APUL efforts knowledgeable in the technologies represented
in APUL and/or in Project Management.



5 Project Controls System
This section details the procedures and tools to be adopted by the project management to
create an accountable, traceable and flexible management plan. The Project will utilize
the FRA EVMS as described in the FRA EVMS System Description and Procedures
documents4. These systems enhance the ability of the project management to monitor the
technical and financial progress of the project. The APUL Project Manager is responsible
for implementation and use of the procedures and tools described below.

5.1 Memoranda of Understanding/Statement of Work
The formal documents that describe the work of the collaborating institutions on the
APUL Project are the Memoranda of Understanding (MOU) between them and Fermilab
and the Statements of Work (SOW). An MOU is a general agreement that describes the
overall objectives and scope of work to be performed. It is an expression of intent,
subject to revision, not a legal contract. A scope of work and resource commitment will
be established and described in the MOU for each collaborating institution. The SOW is
a more specific document, detailing the work to be performed by the institution on a
shorter, typically yearly, basis. These documents will be signed by:
     The Fermilab Director or his designee (MOU);
     The Fermilab Technical Division Head (MOU/SOW);
     The APUL Project Manager (MOU/SOW);
     The CAM(s) of the relevant subsystem(s) (MOU/SOW);
     The Institutional Representative from the collaborating institution (MOU/SOW);
     An appropriate administrative officer from the collaborating institution
        (MOU/SOW).
The negotiation of an MOU/SOW is based on the following principles:
     The agreement should utilize the expertise and facilities of the collaborators in
        such a way as to efficiently meet the technical, cost and schedule goals of the
        APUL Project.




                                          13
      The MOU/SOW should ensure that all parties clearly understand their scope of
       work and have a clear commitment to deliver it on budget and on the schedule
       required by the MOU/SOW.
      The MOU/SOW should clearly establish cost, schedule, and deliverables and be
       consistent with the baseline technical information.
      The MOU/SOW should establish reporting requirements for technical, cost and
       schedule information and actual scientist hours.
      MOU/SOW will fully describe the method of funding and staffing for work to be
       undertaken.
      The MOU/SOW delegates certain responsibilities for management and related
       activities as appropriate to each participating institution.
      The MOU are updated as appropriate, generally through addenda or SOW.

5.2 Project Execution Plan
In consultation with Fermilab and funding agencies, the Project Management team has
assembled a Project Execution Plan (PEP). The plan includes Total Project Cost (TPC)
for the Project as a whole and each of its WBS elements, establishes technical milestones
to measure their progress to successful completion and defines thresholds for triggering
different levels of Change Control Review.

Subsequent changes to the project scope, cost, or schedule exceeding thresholds to be
defined in the PEP and PMP will be traceable, made in accordance with the Change
Control procedures described in Section 5.5, and documented as described in Section 5.6.

5.3 Cost Tracking
The Project Manager and Fermilab will collaborate to utilize a project accounting system
meeting the requirements for an Earned Value Management System. Status updates to
this system will be made at least monthly by the CAMs. The CAMs are responsible for
monitoring, controlling, reporting, and correcting problems with the spending for their
respective subtasks. Equipment spending for each subtask will be reviewed monthly by
the Project Managers and the individual CAMs. Together they will initiate any
appropriate corrective actions. Should the difficulties encountered exceed the thresholds
to be delineated in the Project Baseline, the Change Control Process described in
Section 5.5 must be initiated by the Project Manager.


5.4 Contingency/Management Reserve Allocation
The Project Contingency/Management Reserve is defined as the difference between the
original project Total Project Cost (TPC) and the current Budget At Completion (BAC).
The actual allocation of contingency is reflected in the BAC and all changes will be
traceable.

The use of contingency is approved in accordance with Table 5.1. Subsystem managers
are responsible for requesting the use of contingency funds from the Project Manager as
soon as the need for such funds is discovered. These requirements will naturally arise


                                           14
during the monthly reviews of expenditures for each subtask. Funds not used in a
subsystem are returned to the contingency.


5.5 Change Controls
Any change to the Project that does not alter the technical or scientific objectives as
defined in Section 2 does not require a new proposal to be submitted to the Laboratory.
Although the scope of the project is not affected, changes resulting in cost variations,
changes of personnel assignments, or schedule impact are considered changes to the
project plan that may require authorization to implement.


5.5.1 Change Control Procedures
Formal change control procedures are used to track technical, schedule, and cost changes
in the Project. Each such change requires the preparation of a Project Change Request
(PCR) form. Each PCR will be reviewed by the APUL Project Manager. The APUL
PMG will function as a Level 3 Change Control Board for the project, chaired by the
APUL Project Manager, with additional personnel from the APUL collaboration or
Fermilab staff as needed. The APUL Project Manager, or his designee, will maintain
current records of all Change Requests and their disposition.


5.5.2 Technical Change Control Levels
Minor technical changes consistent with the baseline technical design and affecting just
one subproject may be approved by the Subproject Manager.

Technical changes that affect more than one subproject but that do not diminish
performance must be approved by the Project Manager.

Technical changes that affect ES&H requirements or changes in scope that affect
accelerator capabilities require a Change Request to be submitted for consideration by the
APUL PMG and approved by the Fermilab Associate Director for Accelerators.
Depending on the importance of the scope change, the Associate Director for
Accelerators may seek the advice of the Technical Advisory Committee.


5.5.3 Schedule Change Control Levels
Changes that result in the delay of a Level 3 milestone by more than two weeks must be
approved by the Project Manager.

Changes that result in the delay of Level 3 milestones by six months or more require a
Change Request be submitted for consideration by the APUL PMG and approved by the
Fermilab Associate Director for Accelerators. The response to such a Change Request
may be to initiate a plan to reallocate resources to recover the schedule or rescheduling of
the milestone.



                                            15
Any change that delays a Level 2 milestone must be approved by the FPD.


5.5.4 Cost Change Control Levels
Any use of contingency must be approved by the Project Manager. Accumulated use of
contingency exceeding $100K requires a Project Change Request to be submitted for
approval by the PMG and the Fermilab Associate Director for Accelerators.


5.5.5 Change Control Summary
Table 5.1 summarizes the Fermilab change control thresholds and responsibilities.

                 Change Control Approval Thresholds for APUL
                 Level 1              Level 2               Level 3                   Level 4
               Acquisition         Federal Project     Fermilab Associate       APUL Project Manager
Authority      Executive /            Director            Director for
             SC – Associate                               Accelerators
                Director
             Any change in              N/A              Any change that           Any change in the
            scope that affects                         affects the scientific    scope as described in
Technical   the mission need                             goals, technical        the Technical Design
              requirements                              baseline, or ES&H               Report
                                                          requirements as
                                                       defined in the PMP
  Cost       Any increase in     Accumulated use of    Accumulated use of       Any use of contingency
             the TEC or TPC      contingency above      contingency above
                                 100k$ or > 25% of      100k$ or > 25% of
                                 Level 2 WBS cost       Level 2 WBS cost
Schedule      Any change to      Any change to level   Any change greater         Any change greater
            level 1 milestones      2 milestones         than 6 months to       than 2 weeks to level 3
                                                        level 3 milestones            milestones




                                                16
                      Associate       DOE Federal            Fermilab            Fermilab           Subproject
                      Director          Project              Associate            Project            Manager
                     OHEP (Level       Director              Director            Manager             (Level 5)
                         1)            (Level 2)             (Level 3)           (Level 4)

           Scope     Any change in   Any significant     Major technical     Related technical   Minor technical
                     the KPPs as     change to the       changes that are    changes to          changes to a
                     referenced in   technical scope     significant         multiple            single subproject
                     PEP.            (as described in    departures from     subprojects that    that does not
                                     PEP) that affect    the technical       do not diminish     diminish
                                     ES&H                baseline.           performance         performance
                                     requirements or     Changes that
                                     meeting Project     affect ES&H.
                                     Closeout            Out-of-scope
                                     definitions in      changes to
                                     PEP.                upgrade physics
                                                         capabilities.

           Schedule Any change     Any change to         Any change that     Any change that     Any change that
                    that causes a  a Level 2             results in the      results in the      results in the
                    delay in CD-   milestone > 1         delay of a Level    delay of a Level    delay of a Level 5
                    4 project      month or a            3 Director’s        4 milestone by      milestone by more
                    completion     Level 1               milestone.          more than one       than one month
                    date .         milestone < 3                             month.
                                   months.
           Cost      Any change in Any cumulative        Increase in the     Increase in the     Increase in the
                     Total         use of                cost of a single    cost of a single    cost of a single
                     Estimated     contingency of        item by more        item by more        item by more than
                     Cost or Total > $1M.                than $250k.         than $100k.         $25k.
                     Project Cost.                       Increase in the
                                                         Project base cost
                                                         exceeding $500k
                                                         during the
                                                         previous 12
                                                         months.



Table 5.1 Change control levels for the APUL Project.



5.6 Reporting
The APUL Project provides reports on a monthly basis to Fermilab and DOE
management. Reporting is done in accordance with the FRA EVMS Monthly Reporting
Procedure.5 The objective of the monthly reports is to collect and integrate essential
information pertaining to the cost, schedule and performance of the project in order to aid
its monitoring and management. The monthly Project Report comprises information
submitted to the Project Manager in reports by the CAMs and summarizes it in the
context of the overall project status. The CAMs submit written reports to the Project
Manager on a monthly basis, within two weeks following the end of the subject month.
These reports summarize the activities of the previous month, describe activities planned
for the upcoming month, and include comments and concerns.




                                                        17
5.7 Reviews
The APUL Project will undergo a series of reviews to monitor the progress of the cost,
schedule, technical aspects and safety of the project.


5.7.1 DOE Reviews
The DOE Office of Science will conduct reviews of the APUL project in accordance with
DOE Order 413.3 as part of the critical decision process. These reviews will also track
the progress of the APUL project.

5.7.2 Level 2 Technical Reviews
Each Level 2 subsystem will undergo technical reviews to help optimize the design and
cost of the subsystem, as well as to coordinate its schedule with those of the other
subsystems. A committee appointed by the Project Manager, comprising members of the
APUL Collaboration and experts from Fermilab and other institutions, review each
subsystem at least once, with additional reviews at the discretion of the Project Manager.
The review committee submits a written report to the Project Manager, who acts upon the
committee’s findings as necessary.


5.7.3 Level 2 ES&H Reviews
Each Level 2 Subsystem will undergo a review to ensure compliance with applicable
Fermilab and BNL ES&H requirements. Additional ES&H reviews may be scheduled at
the Project Manager’s discretion. The APUL ES&H Review Committee is discussed in
detail in Section 6.1.1. The Committee will submit a written report of its findings to the
Project Manager, the BNL Superconducting Magnet Division Head, and the Fermilab
Technical Division Head. The Project Manager will address any findings of
noncompliance with ES&H requirements and inform the Division Heads in writing of the
resolution of those findings.

Prior to operating equipment or performing work on APUL subsystems at Fermilab and
BNL, the APUL ES&H Review Committee will conduct an Operational Readiness
Review or partial Operational Readiness Review in accordance with the TD Operating
Manual and BNL Standards Based Management Systems.6


5.7.4 CERN Reviews
CERN participation in APUL Technical Design Reviews and procedures for CERN
review of the US Project or components of it are specified in the Implementing
Arrangement.




                                           18
5.7.5 Director’s Reviews
The Fermilab Director, or his designee, may periodically appoint a committee to conduct
reviews of the APUL Project to monitor its progress. Director’s Reviews are held at the
Director’s discretion, typically on an annual basis.




6 Environment, Safety and Health
The design, construction, and testing of APUL equipment provided by Fermilab will be
performed in compliance with the standards in the Fermilab ES&H Manual, and all
applicable ES&H standards in the Laboratory’s “Work Smart Standards” set. In addition,
all related work, including work performed off-site, will be performed in compliance with
applicable federal, state and local regulations.

Similarly, the design, construction, and testing of APUL equipment provided by
Brookhaven National Laboratory will be performed in compliance with the applicable
ES&H standards in BNL’s Standard Operating Procedures. All related work, including
work performed off-site, will be performed in compliance with applicable federal, state,
and local regulations.

6.1 ES&H Organizations
The Fermilab Environment, Safety & Health (ES&H) Section provides ES&H support for
all activities at Fermilab, including guidance on ES&H issues, environmental monitoring
and safety assessments. The Technical Division ES&H group in the Support Department
provides additional support for specific aspects of the experiment.

The Brookhaven Safety and Health Services Division (SHSD) provides ES&H support
for all activities at Brookhaven, including guidance on ES&H issues, environmental
monitoring and safety assessments.


6.1.1 APUL ES&H Review Committee
The APUL ES&H Review Committee is appointed by the Fermilab Technical Division
and Brookhaven Magnet Division Head to ensure that the project complies with Fermilab
and Brookhaven ES&H requirements. The APUL ES&H Review Committee is
composed of experts in areas such as mechanical and electrical engineering, cryogenics,
fire protection, radiation and other potential hazards encountered in high energy physics
projects.


6.1.2 ES&H Responsibilities of APUL Project Staff
Both Brookhaven and Fermilab follow Integrated Safety Management. Each person
involved in APUL is responsible for following good ES&H practices in the course of his
or her own work. However, in addition to these ordinary responsibilities, the APUL


                                           19
Project has an assigned ES&H Coordinator at each laboratory, who directs the
preparation of hazard analyses, ES&H reviews, and associated documentation.


6.2 ES&H Documentation
6.2.1 Environmental Considerations
Both Brookhaven and Fermilab have implemented an Environmental Management
Systems (EMS) as part of their Integrated ES&H Management Plans. The EMS
integrates environmental considerations into the planning and decision-making process,
with the aim of evaluating the environmental impact of actions and mitigating any
adverse effects. Compliance with the National Environmental Protection Act (NEPA) is
part of this system. The APUL Project submitted an Environmental Evaluation
Notification Form, on the basis of which a Categorical Exclusion was granted on 05-
May-2009.


6.2.2 Safety Assessment Documentation
The project has prepared a Preliminary Safety Assessment Document (PSAD) for APUL.
The PSAD, in turn, will form the basis for a detailed APUL SAD, identifying and
addressing APUL-specific ES&H issues. The SAD will be completed under the direction
of the APUL ES&H Coordinators and reviewed as the various construction decisions
relating to ES&H are made.

6.2.3 Safety MOU with CERN
The MOU on Accelerator Mechanical Safety document between APUL and CERN
defines the mutual interactions between the CERN Technical Inspection and Safety
Commission (TIS) and APUL with respect to the structural safety of mechanical
equipment manufactured or purchased by the US Laboratories and delivered to CERN for
installation in the LHC.




7 Technical Considerations
7.1 Quality Assurance
All work on the APUL Project will be performed in compliance with the Quality
Assurance programs established at Fermilab and Brookhaven. The Fermilab Technical
Division and Brookhaven Superconducting Magnet Division are required to develop a
Quality Assurance Plan (QAP) that describes how QA is implemented on the project. The
major elements of the APUL QAPs address the project’s management, performance and
assessment. Each institution will be expected to cover the following topics in their quality
programs:




                                            20
      Document control; at a minimum to be applied to drawings, specifications and
       work instructions
      Design control; at a minimum to include configuration management, controls for
       ensuring integration and interfacing are sufficiently managed, and holding
       technical design reviews at a level appropriate to the risk of the work
      Process control; at a minimum to include a system for identifying, recording and
       tracking nonconformances to closure, as well as a system for control of measuring
       and test equipment (i.e. calibration)
      Qualification & training; all personnel performing work on the project must be
       adequately qualified and/or trained to a level commensurate with the risk of the
       work
      Assessments; it is expected that internal or external assessments will be
       performed and documented to ensure that work is being performed according to
       the defined quality program

When design and/or fabrication/assembly work is performed by industry, it is expected
that the requirements of the QAP flow down to the suppliers.


7.2 Risk Management
The APUL Project has adopted a standard risk management process7. The APUL Project
employs several tools to implement the risk management process. Chief among these is
the program Primavera Risk Analysis, which evaluates risks based on likelihood of
occurrence and potential impact on cost and schedule, using an uploaded WBS structure.
Its use is more fully described in the risk management documentation maintained in the
APUL document database, from which it is available to all of the affected project
members and stakeholders.8

Other risk management tools include, but are not limited to, project reviews, monthly
reports and the Subsystem Managers’ meeting. This meeting is held weekly and provides
a forum for identification of risks and discussion of risk handling strategies.


7.3 Configuration Management
For the APUL Project, the Configuration Management Process includes specifications for
parts ordered, documentation (typically in databases) of how various accelerator parts are
put together with labeling and tracking of configuration and performance, and control of
overall documents of configuration and specifications for the accelerator and the project.
The APUL Project uses the DocDB document management system for control of
configuration management documents.9


7.4 Value Engineering
The APUL Project has implemented a design review system, in which each major
subsystem is closely examined to obtain optimal value for the system, given the technical



                                           21
requirements and schedule constraints imposed on it. These reviews are documented in
the project’s document database, which uses the DocDB document management system.
Documentation and updates are thus available to the project management staff, subsystem
managers and other project personnel.

Specific project notes on design modifications are maintained in an assigned Value
Engineering category in the document database. The database allows for easy access,
review and updating by participants in the APUL Project.10




                                          22
Appendices


A APUL Technical Scope
This appendix describes the technical scope of the APUL project, as defined in the
Project Execution Plan. Installation and operation of the equipment are not included in
the project.

The technical definition of project completion for APUL is summarized in Table A.1.


      Subsystem                 Technical Definition of Subsystem
                                           Completion
 Beam Separation Dipole       Complete design, fabrication, testing, and
       Magnets                delivery five(5) D1 standalone magnets
                              including successful performance in CERN
                              string test.
      Cold Powering           Complete design, fabrication, and delivery
                              five(5) distribution feed boxes and
                              corresponding current leads and
                              superconducting links including successful
                              performance in CERN string test.

Table A.1 Technical definition of APUL project completion.




                                                 23
B     APUL Cost
Table B.1 presents the base cost for the APUL Project TEC broken down by WBS, in
AYM$, followed by the contingency. Other Project Costs include R&D; these costs and
their contingency are also shown. The Total Project Cost is the sum of all these.

    WBS Element                                 Item                   Base
                                                                     ($AYM)
           1.0              Project Management
           2.0              Beam Separation Dipole Magnets
           3.0              Cold Powering
        4.0                 Laser Profile Monitoring
  TEC Contingency           Contingency on MIE
       TEC                  APUL TEC
    Base OPC                Base R&D Funds
  OPC Contingency           Contingency on R&D
          OPC               APUL OPC
          TPC               APUL TPC

Table B.1 Baseline cost of the APUL Project in $AYM.




                                                24
C APUL Schedule
This appendix sets out the schedule of DOE Critical Decisions for the APUL project.
These are listed in Table C.1.


    Critical Decision                   Description                   Date
            CD-0                 Approve mission need       November 19, 2008 (actual)
            CD-1                 Approve preliminary
                                 baseline range                  3rd Qtr FY2009
            CD-2                 Approve project baseline        1st Qtr FY2010
           CD-3A                 Approve long-lead
                                 procurements                    1st Qtr FY2010
           CD-3B                 Approve expenditure of
                                 construction funds              3rd Qtr FY2010
            CD-4                 Approve project
                                 completion                      4th Qtr FY2013

Table C.1 DOE Critical Decisions for the APUL Project.




                                                 25
The major project milestones are listed in Table C.2

 WBS                        Milestone Name                                           Date
  2        L2 – Magnet #1 Production Complete                                   February 1, 2012
  2        L2 – Magnet #2 Production Complete                                    April 1, 2012
  2        L2 – Magnet #1 delivered to CERN                                      April 15, 2012
  3        L2 – DFBX #1 Production Complete                                       June 1, 2012
  3        L2 – Superconducting Link #1 Production Complete                       June 1, 2012
  2        L2 – Magnet #3 Production Complete                                     June 1, 2012
  2        L2 – Magnet #2 Delivered to CERN                                      June 15, 2012
    3      L2 – DFBX #2 Production Complete                                       July 1, 2012
    3      L2 – Superconducting Link #2 Production Complete                       July 1, 2012
    2      L2 – Magnet #4 Production Complete                                    August 1, 2012
    3      L2 – DFBX #3 Production Complete                                      August 1, 2012
    3      L2 – Superconducting Link #3 Production Complete                      August 1, 2012
    2      L2 – Magnet #3 Delivered to CERN                                     August 15, 2012
    3      L2 – DFBX #1 Delivered to CERN                                       August 15, 2012
    3      L2 – Superconducting Link #1 Delivered to CERN                       August 15, 2012
    3      L2 – DFBX #4 Production Complete                                    September 1, 2012
    3      L2 – Superconducting Link #4 Production Complete                    September 1, 2012
    3      L2 – DFBX #5 Production Complete                                     October 1, 2012
    3      L2 – Superconducting Link #5 Production Complete                     October 1, 2012
    2      L2 – Magnet #5 Production Complete                                   October 1, 2012
    2      L2 – Magnet #4 Delivered to CERN                                     October 15, 2012
    3      L2 – DFBX #2, #3 Delivered to CERN                                   October 15, 2012
    3      L2 – Superconducting Link #2, #3 delivered to CERN                   October 15, 2012
    3      L2 – DFBX #4, #5 delivered to CERN                                  December 15, 2012
    3      L2 – Superconducting Link #4, #5 delivered to CERN                  December 15, 2012
    2      L2 – Magnet #5 delivered to CERN                                    December 15, 2012
    1      L1 – All APUL Components Delivered to CERN                          December 15, 2012
   10      L1 - CD 4                                                            January 15, 2013

Table C.2 Level 1 and 2 milestones for the APUL Project. These milestone dates include schedule
contingency.




                                                  26
References
1
   Eric W. Vaandering and Lynn Garren, BTeV Document Database Design and Interface, BTeV-doc-140
(2001).
2
  APUL Quality Assurance Program, APUL Document xxx, Date.
3
  Fermi Research Alliance Earned Value Management System Description, March 27, 2009.
4
  Fermi Research Alliance Earned Value Management System Description, March 27, 2009.
5
  Fermi Research Alliance Project Management Procedure 12.PM-006- Monthly Status Reporting , March
27, 2009.
6
   Particle Physics Division Operating Manual, ES&H Reviews for Experiments, PPD_ESH_006, March 1,
2006.
7
   Department of Energy, Project Management for the Acquisition of Capital Assets, DOE M 413.3-1
(2003).
8
  APUL Risk Management, APUL Document #002, March 27, 2009.
9
  APUL Configuration Management, APUL Document #003, April 22, 2009.
10
   APUL Value Management Document, APUL Document #44, June 22, 2009.




                                               27