Princeton UniversityPlasma Physics LaboratoryEVMS Certification Review

NSTX Project OverviewRon Strykowsky

October 4-6, 2011

2

Topics

• Project Overview (Mission, Scope, Plans, Organization, Budget)

• Performance

• Reporting & Management Processes

3

NSTX Upgrade Project Mission• Technical Mission;

1) Double magnetic field and plasma current o Toroidal magnetic field of up to 1 Tesla (presently 0.55 Tesla)o Plasma current up to 2 Mega-amp (presently 1 Mega-amp)

o Upgrade centerstack2) Double neutral beam power & more tangential injection

o Beams tangent to radii 130cm, 120cm and 109.4cmo Configure NB1 and NB2 so they can operate together or separatelyo Increase NB heating from 5-7MW to 10-14MW

o Install a second neutral beam line• Major ($94M and 5 year) upgrade to an existing Operating

Fusion Reactor.• Classified as an MIE (Major Item of Equipment) Project.• Most Project funding being carved out of a $50M/year

operating program.• Technical scope not new technology or first-of-a-kind.

4

National Spherical Torus Experiment – NSTXNeutral Beam #1 operating since Sept 2000

NSTX Device operating since February 1999 Center-stack Assy

Vacuum Vessel

Umbrella Structure

CS Pedestal

PlasmaTF Coil

PF Coil

5

Centerstack Upgrade Scope• TF Bundle contains 36

identical conductors with one-layer joint design

vs. two conductors types

and two layers in the present design.

• Bolted joints located at further radius hence lower joint current density and lower magnetic field at joint

6

Second Neutral Beam Scope

PresentNBI

PumpDuct

NSTX

2nd NBI

NSTX test cell TFTR test cell

An existing TFTR Neutral Beamline will be Moved to the NSTX Test Cell

7

NSTX CD-2 Baseline

Base cost = $77.3M (27% complete $20.3M spent $57M to go.)

Contingency (on etc)= 27% ($17 contingency)

TPC =$94.3M

Outage = April 2012 – September 2014 (30 months)

Schedule Contingency = 12 months

CD-2 Approval December 2010 (Approval of baseline)

CD-3 Approval January 2012 (Start of construction)

CD-4 September 2015 (Project completion)

8

NSTX - Progress to Date CD-0 Approved - February 2009 Conceptual Design & CD-1 Readiness Review - October 2009 EVMS Implemented - January 2010 CD-1 Approved - April 2010 Preliminary Design Review & CD-2 Readiness Review - June 2010 CD-2 Lehman Review – August 2010 DOE approval of Critical procurements & limited fabr. – August 2010

- Inner TF conductor- TF Conductor machining, lead extension,& friction stir welding - Other Critical Procurements- Refurbishment of 2nd neutral beam

CD-2 Approved - December 2010 PARS-II reporting initiated - January 2011 Initiated EVMS Certification preparations – February 2011 Final Design and CD-3 readiness review – June 2011 TF Fault review and validation of upgrade TF design – September 2011 DOE Authorize start of outage machine removals – September 2011 EVMS Certification Review- October 4-6 SC-OPA (Lehman review) - October 26 & 27 Request CD-3 Approval - November

CD-3 Approval - January

Since CD-0 the design and project management have been vetted by 23 individual reviews composed of 57 external people from 19 institutions.

Since CD-0 the design and project management have been vetted by 23 individual reviews composed of 57 external people from 19 institutions.

We plan to complete the Project at least six months earlier than our CD-2 baseline plan

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NSTX-U OUTAGE PLAN 2011 2012 2013 2014

A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A SInvestigation review

DOE Approval To Proceed with Outage (CD-2 Baseline Start of Outage)Award Inner TF maching contract

Conductor deliveriesFabricate new centerstack

Vent and Ventilate Vacuum Vessel 9/19/2011Diagnostic CalibrationsSecure Power Supplies and shut dion Cryo systemsEstablish Construction Power in Test CellTurn Off and Lock Out All Std AC Power in Test Cell

Test Cell Limited Access 10/17/2011 Remove Cable Tray from Top of NSTX Remove RF Piping within 6' of machine Install new 118' EL Platform on west side Remove racks (to RWSB or new 118' platform) Remove diagnostics (to Mockup Bldg) Remove Bay L pumpduct Remove NW section of 109' EL PlatformVacuum Vessel Penetration Cutting for Bays J & KVacuum Vessel Penetration Cutting for Bay LNB RefurbishmentMove NB2 into NTC and Seal NB BoxComplete NB2 SystemsReinstall Items Removed for NB2 InstallationRemove Items for Centerstack Related Work Remove diagnostics from bays JKL (to D MG)

Remove diagnostics from bays DEF (to D MG) Remove diagnostics from bays ABC (to D MG) Remove diagnostics from bays GHI (to D MG)

Umbrella Mods Bays JKL Bays DEF Bays ABC Bays GHI

TF/PF/Bus Mods Bays JKL Bays DEF Bays ABC Bays GHI

Centerstack RemovalCenterstack InstallationReplace Items Removed for Centerstack Work Bays DEF

Bays ABC Bays GHI Bays JKL

Replace RF PipingPassive plate hardware mods Outage Complete Clean/Photo/Close/Bakeout set-up & Start Operations CD-2 BaselineRe-establish Power to NTC 6 Month accelerationBakeout

• Recent Machine Operational failure has placed the project on a fast track !

• Our CA plans have not changed but we’re working ahead of schedule.

• Recent Machine Operational failure has placed the project on a fast track !

• Our CA plans have not changed but we’re working ahead of schedule.

10

NSTX Upgrade Project Team

• Excellent , experienced and talented team assembled.

• Most important part of the management process.

• Excellent , experienced and talented team assembled.

• Most important part of the management process.

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NSTX Upgrade Project Responsibility Assignment Matrix (excerpt shown)

WBS / Control Account Organization Breakdown Structure

L2 DESCRIPTIONControl Account Tr

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BAC1.1 Project Integrated Model (1000) 1000 X 385

Center Stack Upgrade (1001) 1001 X 2,169Passive Plate Analysis and Upgrade Activity (1002) 1002 X 251Vacuum Vessel and Support Structure (1200) 1200 X 3,554Center Stack Upgrade Project Design Support (1300) 1300 X 1,063Outer Toroidal Field Coils (1301) 1301 X 338Center Stack – TF Inner Legs/Bundle(1304) 1304 X 2,595TF Joint Stand and Performance Test (1303) 1303 Closed 353Ohmic Heating Solenoid (1305) 1305 X 4,556Inner PF Coils (1306) 1306 X 669Center Stack Casing Job (1307) 1307 X 904Center Stack Assembly (1302) 1302 X 990Center Stack Magnets Systems 1310 Closed 442

1.2 Electron Cyclotron Heating (ECH) (2300) 2300 X 84NBI Source Refurbishment (2420) 2420 X 1,094NSTX Beamline 2 Decontamination (2430) 2430 X 2,057NSTX Beamline 2 Refurbishment (2440) 2440 X 2,590NSTX Beamline2 Relocation (2425) 2425 X 1,860NSTX Beamline 2 Services (2450) 2450 X 4,516NBI Armor (2460) 2460 X 700NBI Power Systems (2470) 2470 X 3,335NBI Controls & Instrumentation (2475) 2475 X 2,089NSTX Beamline 2 Duct & Vacuum Vessel Mods (2480) 2480 X 2,260NSTX Test Cell Equipment Removals/Relocations (2490) 2490 X 3,618

1.3 Vacuum Pumping System (2485) 2485 X 388Coolant Systems (3200) 3200 X 195NSTX CSU Bakeout System Mods (3300) 3300 X 79Gas Delivery System (3400) 3400 X 102

1.4 Center Stack Upgrade Diagnostics (4100) 4100 X 836MPTS VV Modifications (4500) 4500 X 949Control and Protection System (5200) 5200 X 2,493

1.5 Power Systems Integration and Testing (5000) 5000 X 5,735Coil Bus Runs (5501) 5501 X 1,131

1.6 Control Systems Data Acquisition (6100) 6100 X 9181.7 Project Management and Integration (7100) 7100 X 5,812

Center Stack Upgrade Management (7200) 7200 X 1,539Neutral Beam Upgrade Management (7300) 7300 X 1,450Health Physics Technical Support (7400) 7400 X 2,507Direct Allocations Jobs (7710) 7710 X 2,985Integrated Systems Tests (7900) 7900 X 78

1.8 Installation of the Coil Support Systems (8200) 8200 X 6,474CS Removal & Reinstallation/Pumpdown/Bakeout (8250) 8250 X 1,174

Total 2,869 4,685 11,557 353 3,183 6,014 11,421 9,149 11,266 490 836 949 2,493 918 8,797 2,259 78 77,317

• CAM’s chosen for their technical expertise and specialty. (many CAM’s but this works for us)

• CAM’s have ownership

• CAM’s chosen for their technical expertise and specialty. (many CAM’s but this works for us)

• CAM’s have ownership

1 112 20

335

020406080

100120140160180200220240260280300320340

>$1M $1M - $0.5M $0.5M - $.25M $250k - $100k <$100K

Coun

t

Value

Purchases & S/C's count by value

12

NSTX Budget cross-cut

24%

76%

Material/Labor

Materials and Subcontracts

PPPL Labor

23%

19%49%

9%

Scope Title I,II, III Design

Procurement

Fab,Assembly, Installation, TestProject Management

• >75% of the Project is PPPL labor.

• Many small procurements (parts, off the shelf hardware, materials) may be augmented with in house fabrication.

• All procurements fixed priced contracts.

• >75% of the Project is PPPL labor.

• Many small procurements (parts, off the shelf hardware, materials) may be augmented with in house fabrication.

• All procurements fixed priced contracts.

Project Performance metrics• Cost

– CPI=1.02 CV=+ $427K• Schedule

– SPI= 0.96 , Total float = 6 months PLUS 12 months schedule contingency

• BAC =$77.3 EAC= $80.7 TPC =94.3M• Summary status;

– Design = 93% complete– Procurement = 2% complete– Fabrication & Assy = 7% complete

• Free balance contingency 31% on remaining work (27% at CD-2)• Risk: $2,000k retired since CD-2 Currently $3,744 remain

13

$0

$5,000

$10,000

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$105,000

$0

$500

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NSTX Upgrade Performance

BCWS (mo.) ACWP (mo.) BCWP (mo.)

BCWS (cum.) ACWP (cum.) BCWP Cum

EAC FUNDING

Performance to date is good

14

• Performance is good to date• Transitioning from design in FY09-11

to fabrication/assembly in FY11 -14• Accelerated schedule being iterated

but will call for significant ramp-up in spending, re-assignment of labor and increased procurement work load.

• Performance is good to date• Transitioning from design in FY09-11

to fabrication/assembly in FY11 -14• Accelerated schedule being iterated

but will call for significant ramp-up in spending, re-assignment of labor and increased procurement work load.

Milestones on Track for early finish

15

Excellent people getting the work done

16

NSTX Upgrade FY10 FY11 FY12Hours spent

Sum of hours month M J J A S O N D J F M A M J J A S O Nh2 skill Last Name MAY JUNE JULY AUG Sept OCT NOV Dec JAN FEB Mar APR May JUN JUL Design Baseline 1233 1081 1011 1051 1031 1307 823.2 890.9 1728 1887 1989 1326 1437 1077.7 600.1 300.8 276 451.7 432EA Design Clark 46 36 174 47 77 48 144 68 108 1001 861 1696 856 715 715 1214 785 949 803 813 1147 1173 1134 1274

Feder 28 104 24 64 -64 62 173 152 80 156 163 148 114 917 513Finehart 149 49Jariwala 157 127 232 40 115 40 89 11 108 79 160 152 148 153 EA Engr Total Baseline 512.9 803.2 1317 1452 1366 844.1 965.6 744.4 1049 787.4 466.2 406 403.8 364.9 323.5 193.6 208.3 214.4 204Martinelli 144 16 304 160 136 24 248 84 1441 998 1318 1038 725 725 942 966 596 1022 941 848 869 901 687Medved 123 160 112 40 234 120 156 130 79 107 962 488Mitchell 144 134 161 34 7 18 115 61 EE Engr Total Baseline 442.3 420.4 254.1 243.6 224.3 146.3 371.1 358.6 978.4 514.9 609.4 366 369.2 727.3 222.9 256.1 233.9 376 361Morris 130 80 144 72 54 50 85 51 32 38 113 124 90 111 30 594 421 472 209 127 127 256 270 171 318 338 432 559 555 365Paluzzi 80 140 178 126 153 76 158 131 135 139 156 140 149 144 174 131 123Paul 72 136 208 160 148 76 160 128 166 40 64 124 140 130 144 Baseline 1115 1587 978.3 879.4 502.9 1211 795.6 713.5 974.1 930.8 825.9 656.3 991.6 1222.1 490.3 296.2 258.7 330.6 273Upcavage 80 155 114 157 53 73 54 70 8 133 EM Engr Total 981 967 792 1012 819.5 819.5 618 384 318 455 762 776 1033 952 813Van Kirk 47 15 27 35 64 106 134 114 195 960 679Winkelman 40 88 148 104 128 80 116 68 4 28 128 131 114 174 M J J A S O N D J F M A M J J A S O NWojtowicz 160 EA Engr Baseline 151.7 151.7 151.7 151.7 151.7 151.7 144.5 122.9 151.7 144.5 166.2 151.7 152.4 250 202.5 163.9 149.6 135.3 129

Design Total 1001 861 1696 856 917 513 1214 785 949 803 813 1147 1173 1134 1274 104 158 124 78 167 72 142 143 98 116 151 132 89 235 243Engr Boales 160 148 228 120 80 EA Analysts Baseline 361.2 651.5 1165 1300 1214 692.4 821.1 621.5 897 642.9 300 254.3 251.4 114.9 121 29.7 58.7 79.1 75.3

Brooks 34 17 17 74 112 75 89 8 121 68 17 1337 840 1194 960 795 416 800 823 498 906 790 716 780 666 452Bryant 170 12 3 7 23 1 37 112 42 13 18 1 7Chrzanowski 76 116 95 51 121 69 106 110 69 77 103 112 43 121 69Grow 66 19 18 7 8Heitzenroeder 17Khodak 112 240 76 20 19 60 87 181 60 137 69 8Mangra 159 29 192 40 15Mardenfeld 8 160 36 16 40 46 29 46 45 69Raftopoulos 51 96Rogoff 230 160 156 160 144 183 152 160 160 160 153Salehzadeh 135 66Simmons 28 42 29 27 46 3 36 33 29 39 48 20 46 46 70Titus 143 119 97 67 136 50 98 93 63 86 119 120 137 128 110Zatz 17 33 34 25 42 43Zhai (EM**) 70 43 61 77 34Zhang 77 86 86 86 90 60 8 32 86 134 107 60 25 95Willard (EM**) 233 152 40 344 199 112 169 155 110 77 40Zolfaghari 160 80 60 43 111 65 168 103 165 103 77 94 120 76

Engr Total 1441 998 1318 1038 962 488 942 966 706 1022 941 848 869 901 687EE Engr Desai 17 0

Hatcher 121 68 99 69 38 21 108 129 68 125 120 111 129 111 51Lawson 25 121 46 17 34 8 8Mozulay 95 55 13 17Neumeyer 31 20 3 13 6 55 13 31 39Que 34 28 86 129Ramakrishnan 25 33 16 33 34 34 16 4 16 12 34 124 98 100 71Stevenson 43 51 60 43 25 43 17 34 34 34 51 69 69 51von Halle 5 2 1Woolley 129 164 138 51 34 25 69 103 30 147 129 86 129 138 145Zhao 69 34

Engr Total 594 421 472 209 131 123 256 270 171 318 338 432 559 555 365

EM Engr Atnafu 95 51 43 16 8 22 47 103 94 65 83 64Blanchard 2 2 21 51 42 33 20Denault 32 75 67 66 31 58 33 24 4 12 58 74 95 141 118Dodson 121 69 25 51 17 43 43 32 36 53 47 106 42 34Dudek 76 72 62 48 68 52 64 62 44 76 79 68 85 59 89Garzotto 48 44 30 16 16 32 32 48 40Kozub 12 34 34 41 60 31 24 41 29 17 126 61 15Labik 59 52 30 55 33 22 25 21 103 108 90 77 124

0

1

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O N D J F M A M J J A S O N

Design

FDR

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O N D J F M A M J J A S O N

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FDR

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EE Engr

FDR

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O N D J F M A M J J A S O N

Analyst

FDR

• Resource loaded schedules, CPR’s, meetings don’t actually accomplish work, people do!

• Must track needs and get (negotiate) assignments with other projects.

• Resource loaded schedules, CPR’s, meetings don’t actually accomplish work, people do!

• Must track needs and get (negotiate) assignments with other projects.

$0$1$2$3$4$5$6$7$8$9$10$11$12$13$14$15$16$17$18$19

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S

$M

Free balance contingency (%)contingency free balance target (%)Free balance contingency ($)contingency PEP target draw down profile ($)

Contingency Free Balance

FY2011 FY2012 FY2013 FY2014

Contingency remains above target and available to mitigate uncertainties and risk

17

30.8% (through end August)

Risk monitored at monthly status meeting

18

NSTX Upgrade Project Risk Registry, rev 19 draft VU=

Project Manager's

assessmentNumberAffecte

d JobJob Title Deadline to

Retire Risk or Absorb Impact

Cost considered

Risk

$ 5,530 retirement date

risk est PLAN Remaining

CD-2 12/1/2010 5765 5765

1303a 1303 TF Joint Test Stand and Testing 2/1/2011 50 $ 5,480 5480 retired1303b 1303 Increased number of redesign/retest cycles 2/1/2011 50 $ 5,430 5430 retired1303c 1303 Unexpected technical challenges in implementing testing

apparatus and procedures2/1/2011 30 $ 5,400 5400 retired

2300b 2300 Diagnostic/waveguide hqas a present weakness that hasn't been seen in operation

2/2/2011 0 $ 5,400 5400 retired

2300c 2300 Diagnostic/waveguide requires more analysis to qualify 2/2/2011 25 $ 5,375 5375 retired1200a 1200 Centerstack Structural Supports 2/2/2011 60 $ 5,315 5315 retired2440a 2440 Beamline Refurbishment 2/2/2011 0 $ 5,315 5315 retired2450b 2450 Heat load may be too high 2/2/2011 0 $ 5,315 5315 retired7300a 7300 NB2 Management 2/2/2011 75 $ 5,240 5240 retired7400a 7400 Health Physics Support 2/2/2011 35 $ 5,205 5205 retired1304c 1304 Copper extrusion vendor has difficulty making full length

conductors5/1/2011 100 $ 5,105 5105 retired

1001d 1001 Centerstack Plasma Facing Components 6/22/2011 436 $ 4,669 4669 retired1001e 1001 Centerstack Plasma Facing Components 6/22/2011 -75 $ 4,744 4744 retired8200e 8200 Passive Plate Tiles/hardware need upgrading: Possibly ~3500

tiles, 70000 in 3̂, replacing with 2D CFC8/1/2011 1000 $ 3,744 3744 retired

1000a 1000 Centerstack Analytical Support Sep-2011 $ 40 $ 3,704

1000b 1000 Centerstack Analytical Support Sep-2011 $ 40 $ 3,664

1002a 1002 Passive Plate Analysis Sep-2011 $ 20 $ 3,644

2300a 2300 Miscellaneous small appendage reinforcements on vessel Sep-2011 $ 100 $ 3,544

6100c 6100 Data Acquisition rate Sep-2011 $ 25 $ 3,519

1200b 1200 Engineering total man-hours >1 engineer Sep-2011 $ - $ 3,519

1200c 1200 Schedule is front end loaded Sep-2011 $ - $ 3,519

8200rs 8200 Construction Oct-2011 $ 3,519 950

7100a 7100 Project Management and Integration Dec-2011 $ 150 $ 3,369

1001a 1001 Centerstack Plasma Facing Components Sep-2012 $ 3,369

1307a 1307 Centerstack Casing Assembly Design and Fabrication Feb-2013 $ - $ 3,369

1305b 1305 TF quadrant - poor VPI impregnation Mar-2013 $ 200 $ 3,169

1305c 1305 TF quadrant fails electrical tests Mar-2013 $ 200 $ 2,969

1305d 1305 TF full bundle - poor VPI impregnation Apr-2013 $ 250 $ 2,719

1305e 1305 TF full bundle fails electrical tests Apr-2013 $ 75 $ 2,644

1306a 1306 Inner PF Coils Design and Fabrication Apr-2013 $ 50 $ 2,594

1306b 1306 Coil fails final acceptance tests. Apr-2013 $ 50 $ 2,544

2490a 2490 Relocations to Support NB2 Installation Apr-2013 $ 147 $ 2,397

1301a 1301 Outer TF Coil Repairs May-2013 $ 50 $ 2,347

1301b 1301 Coil does not pass final acceptance tests May-2013 $ 50 $ 2,297

2490b 2490 LOWEUS re-design and re-installation may require more effort than estimated due to the physical constraints in the area of bay L

Jun-2013 $ 147 $ 2,150

1001b 1001 Centerstack Plasma Facing Components Jun-2013 $ 2,150

1305f 1305 OH bundle - poor VPI impregnation Sep-2013 $ 500 $ 1,650

1305g 1305 OH coil fails electrical tests Sep-2013 $ 500 $ 1,150

1305h

7200a

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

Dec

-10

Jan-

11

Feb-

11M

ar-1

1

Apr

-11

May

-11

Jun-

11

Jul-1

1

Aug

-11

Sep-

11

Oct

-11

Nov

-11

Dec

-11

Jan-

12

Feb-

12M

ar-1

2

Apr

-12

May

-12

Jun-

12

Jul-1

2

Aug

-12

Sep-

12

Oct

-12

Nov

-12

Dec

-12

Jan-

13

Feb-

13M

ar-1

3

Apr

-13

May

-13

Jun-

13

Jul-1

3

Aug

-13

Sep-

13

Oct

-13

Nov

-13

Dec

-13

Jan-

14

Feb-

14M

ar-1

4

Apr

-14

May

-14

Jun-

14

Jul-1

4

Aug

-14

Sep-

14

Risk Balance Analysis (excludes opportunities)

• Risk registry populated from WAF’s prepared by CAM’s

• Changes discussed monthly

• Risk registry populated from WAF’s prepared by CAM’s

• Changes discussed monthly

Cost Performance, Variance analysis & Estimate to Complete

19

• Bottoms-up performed every 6 months. Last one performed in June for the PDR.

• CAM’s marked –up their WAF’s and input to a scratch P3 file. DOES NOT CHANGE BAC.

• To date no cost ECP’s processed but the ETC provides advanced warning of what issues need to be mitigated.

• Monthly less formal ETC input from CAM’s discussed at the monthly status meetings.

• Bottoms-up performed every 6 months. Last one performed in June for the PDR.

• CAM’s marked –up their WAF’s and input to a scratch P3 file. DOES NOT CHANGE BAC.

• To date no cost ECP’s processed but the ETC provides advanced warning of what issues need to be mitigated.

• Monthly less formal ETC input from CAM’s discussed at the monthly status meetings.

EVM Data as of: 8/31/2011 PEP Variance Threshold (>10% AND >$50K) exceeded which requires CPR5 submission at WBS Level 2

Thousands of $ Internal variance requiring a VAR

WBS[2] Cumulative to Date At Completion % %

OBS[3] BCWS BCWP ACWP SV CV BCWS BCWP ACWP SV CV SPI CPI TCPI BAC EAC VAC Spent Complete

1.1 Torus Systems

1000 CSU Analytical Support (Titus) 5 9 7 4 2 203 188 136 -15 52 0.92 1.38 0.30 385 800 -415 0.17 0.49

1001 CS Plasma Facing Components (Tresemer) 39 15 32 -24 -18 853 826 686 -27 139 0.97 1.20 1.02 2,169 1,998 171 0.34 0.38

1002 Passive Plate Analysis & Upgrade (Titus) 0 1 15 1 -14 251 246 287 -5 -40 0.98 0.86 0.16 251 317 -66 0.90 0.98

1200 Structures & Supports (Smith) 0 6 106 6 -100 2,290 2,207 2,471 -83 -264 0.96 0.89 0.83 3,554 3,393 161 0.52 0.62

1300 Center Stack (Chrzanowski) 21 21 5 0 16 396 396 318 0 78 1.00 1.24 0.96 1,063 1,012 51 0.31 0.37

1301 Outer TF Coils (Chrzanowski) 0 0 0 0 0 20 20 20 0 0 1.00 1.00 1.03 338 330 8 0.06 0.06

1302 Center Stack Assembly (Chrzanowski) 0 0 0 0 0 0 0 10 0 -10 0.00 0.00 1.01 990 994 -4 0.01 0.00

1303 TF J oint Test Stand & Test (Kozub) 0 0 16 0 -16 353 353 224 0 129 1.00 1.57 0.00 353 212 141 1.06 1.00

1304 Inner TF Bundle (Chrzanowski) 34 7 5 -27 2 1,182 793 810 -389 -17 0.66 0.97 0.71 2,595 3,357 -762 0.24 0.30

1305 Ohmic Heating Coil (Chrzanowski) 51 30 68 -21 -38 1,757 1,607 1,893 -150 -286 0.91 0.85 0.95 4,556 4,999 -443 0.38 0.35

1306 Inner PF Coils (Chrzanowski) 0 0 5 0 -5 175 167 203 -8 -35 0.96 0.83 0.97 669 720 -51 0.28 0.25

1307 CS Casing Assembly (Chrzanowski) 0 1 9 1 -8 167 158 264 -9 -105 0.95 0.60 1.05 904 973 -69 0.27 0.18

1310 CSU Magnets Systems (Chrzanowski) 0 0 0 0 0 442 442 442 0 0 1.00 1.00 0.00 442 442 0 1.00 1.00

WBS[2]Totals: 149 90 267 -59 -177 8,089 7,402 7,763 -687 -360 0.91 1.05 0.87 18,268 19,547 -1,280 0.36 0.40

1.2 Plasma Heating and Current Drive Systems

2300 ECH Analysis (Titus) 0 0 0 0 0 84 82 29 -2 53 0.98 2.86 0.13 84 44 40 0.65 0.98

2420 2nd NBI Sources (Cropper) 0 0 0 0 0 4 4 4 0 0 1.00 0.94 1.02 1,094 1,075 19 0.00 0.00

2425 BL Relocation (Denault) 0 0 0 0 0 101 95 54 -6 41 0.94 1.76 0.84 1,860 2,160 -301 0.03 0.05

2430 2nd NBI Decontamination (Stevenson) 0 0 0 0 0 2,057 2,057 2,070 0 -13 1.00 0.99 0.00 2,057 2,070 -13 1.00 1.00

2440 2nd NBI Beamline (Denault) 57 69 22 12 47 407 386 226 -21 160 0.95 1.71 0.96 2,590 2,521 69 0.09 0.15

2450 2nd NBI Services (Denault) 0 1 17 1 -17 352 367 388 15 -21 0.97 0.88 0.98 4,516 4,656 -140 0.08 0.08

2460 2nd NBI Armor (Tresemer) 0 3 17 3 -14 392 395 380 3 15 1.01 1.04 0.89 700 723 -23 0.53 0.56

2470 2nd NBI Power (Raki) 2 2 1 0 0 249 249 262 0 -13 1.00 0.95 0.93 3,335 3,573 -238 0.07 0.07

2475 2nd NBI Controls (Cropper) 0 7 11 7 -5 248 218 71 -30 147 0.88 3.05 0.96 2,089 2,023 66 0.04 0.10

2480 2nd NBI/TVPS Duct (Denault) 1 3 4 2 -1 460 448 451 -12 -3 0.97 0.99 1.02 2,260 2,221 39 0.20 0.20

2485 Vacuum Pumping System (Blanchard) 0 0 4 0 -4 90 89 125 -1 -36 0.99 0.71 1.03 388 414 -27 0.30 0.23

2490 NTC Equipment Relocations (Perry) 0 8 105 8 -96 278 378 413 100 -34 1.36 0.92 0.98 3,618 3,712 -94 0.11 0.10

WBS[2]Totals: 59 93 182 33 -90 4,723 4,768 4,473 45 295 1.00 1.06 0.96 24,591 25,193 -602 0.18 0.19

1.3 Auxiliary Systems

3200 Water Cooling System Mods (Denault) 0 0 7 0 -7 74 68 35 -6 33 0.92 1.94 0.85 195 184 11 0.19 0.35

3300 Bakeout System Mods CSU (Raki) 0 0 0 0 0 5 5 0 0 5 1.00 0.00 1.02 79 73 6 0.00 0.06

3400 Gas Delivery System Mods (Blanchard) 0 0 0 0 0 41 36 14 -5 22 0.88 2.51 1.15 102 72 30 0.20 0.35

WBS[2]Totals: 0 0 7 0 -7 120 109 49 -11 60 0.91 2.21 0.96 377 329 48 0.15 0.29

1.4 Plasma Diagnostics

4100 Center Stack Diagnostics (Kaita) 0 0 0 0 0 183 183 145 0 38 1.00 1.27 0.97 836 814 22 0.18 0.22

4500 MPTS VV Modification (Labik) 26 6 41 -20 -35 594 487 593 -106 -106 0.82 0.82 0.84 949 1,144 -194 0.52 0.51

WBS[2]Totals: 26 6 41 -20 -35 777 670 738 -106 -68 0.86 0.91 0.91 1,785 1,958 -173 0.38 0.38

1.5 Power Systems

5000 CSU Power Systems (Raki) 25 8 25 -17 -17 1,410 1,381 1,359 -29 22 0.98 1.02 0.94 5,735 5,983 -248 0.23 0.24

5200 DCPS (Hatcher) 8 22 13 14 9 431 427 345 -4 81 0.99 1.24 1.00 2,493 2,416 77 0.14 0.17

5501 Coil Bus Runs (Smith) 0 0 3 0 -3 380 380 315 0 66 1.00 1.21 0.65 1,131 1,472 -340 0.21 0.34

WBS[2]Totals: 33 30 41 -3 -11 2,221 2,189 2,019 -33 169 0.99 1.08 0.91 9,360 9,871 -511 0.20 0.23

1.6 Central Instrumentation & Control

6100 Control Sys Data Acquisition (Sichta) 1 6 7 5 -1 117 111 107 -7 3 0.94 1.03 1.00 918 918 0 0.12 0.12

WBS[2]Totals: 1 6 7 5 -1 117 111 107 -7 3 0.94 1.03 1.00 918 918 0 0.12 0.12

1.7 Project Support & Integration

7200 Center Stack Management (Dudek) 69 20 25 -49 -4 523 474 560 -49 -86 0.91 0.85 0.99 1,539 1,639 -100 0.34 0.31

7300 NB2 Management (Stevenson) 89 10 12 -78 -2 460 382 361 -78 21 0.83 1.06 1.01 1,450 1,419 31 0.25 0.26

7400 Health Physics Support (Stevenson) 47 47 22 0 24 851 851 513 0 338 1.00 1.66 0.93 2,507 2,290 217 0.22 0.34

7100 Project Management & Integration (Strykowsky) 77 77 168 0 -91 2,175 2,175 2,282 0 -107 1.00 0.95 0.98 5,812 6,674 -862 0.45 0.37

7710 NSTX-U HP and Other Allocations (Strykowsky) 35 35 13 0 22 1,512 1,512 1,291 0 221 1.00 1.17 0.96 2,985 2,827 157 0.46 0.51

7900 Integrated System (Gentile) 0 0 0 0 0 5 5 4 0 1 1.00 1.36 0.99 78 77 1 0.05 0.07

WBS[2]Totals: 317 189 240 -127 -50 5,527 5,399 5,012 -127 388 0.98 0.95 0.97 14,371 14,926 -555 0.38 0.38

1.8 Site Preparation and Torus Assembly

8200 CS & Coil Sprt Structure Install (Perry) 4 4 8 0 -4 81 97 89 16 8 1.20 1.09 0.95 6,474 6,816 -342 0.01 0.02

8250 Remove/Install Centerstack (Perry) 0 0 0 0 0 0 0 0 0 0 0.00 0.00 1.01 1,174 1,157 17 0.00 0.00

WBS[2]Totals: 4 4 8 0 -4 81 97 89 16 8 1.20 1.09 0.96 7,648 7,972 -325 0.01 0.01

PMB 589 417 793 -172 -376 21,656 20,746 20,250 -910 495 0.96 1.02 0.94 77,317 80,714 -3,397 0.25 0.27

MR Shows corrected accounting error Updated EAC 0 0

TAB CV > -10K 77,317 80,714

Current Period

Project Summary report

20

• Communicate overall project performance at director’s meeting, internal and DOE meetings

• Communicate overall project performance at director’s meeting, internal and DOE meetings

Project Management – Analysis & reporting

21

• Monthly status meeting

‒ Associate Director, Project Management, Project Controls, CAM’s

‒ Schedule progress, Earned value , Risk registry review, ETC assessment

‒ Variances, issues, impacts, resolutions, direction provided

• Monthly reporting including

‒ (see CAM notebook and Management Instrument panel)

‒ Updated risk register, VAR’s, PARS-II, Schedules, CPR’s, Special Reports

• Weekly Technical meetings (Design/analysis, value

engineering and 4 week look-ahead)

• Weekly DOE video meeting (PPPL , PU & PSO Management

with OFES)

• IPT meetings coordinated by DOE with all stakeholders

• Weekly (Daily) Meeting with PSO Federal Project Director

• Weekly Director’s meeting

• Work control center daily meetings for outage tasks

• Data collection, disciplined processes, and good communication fosters quick problem resolution and no surprises

• Data collection, disciplined processes, and good communication fosters quick problem resolution and no surprises

Summary• PPPL is a small lab which facilitates good communications and quick

problem resolution.• External project oversight, both technical and management, have provided

valuable input and improved our operations and product.• Astute planning by DOE and PPPL have positioned the project to take

advantage of recent adversity.• Excellent communication amongst stake holders.• Management systems in place. Continuously enhanced in recent years.• CAM’s have ownership of their CA plans.• The project is >75% PPPL labor with relatively small procurements. The

largest and most critical procurement contract has been placed.• The project is 27% complete• Risks assessed and being retired.• Contingency free balance tracking to plan.• All Project Execution Plan (PEP) milestones ahead of plan.• The project is on schedule, below budget, and forecasting early completion.