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EDM Project Cost and Schedule. Martin Cooper, Los Alamos Co-spokesperson for the EDM Project for presentation to LANL Cost and Schedule Review Committee for the EDM Project Los Alamos, NM February 11, 2005. Management Structure. DOE Nuclear Physics. NSF Physics.

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Presentation Transcript
slide1

EDM Project Cost and Schedule

Martin Cooper, Los Alamos

Co-spokesperson for the EDM Project

for presentation to

LANL Cost and Schedule

Review Committee for the

EDM Project

Los Alamos, NM

February 11, 2005

management structure
Management Structure

DOE

Nuclear

Physics

NSF

Physics

LANL Physics Division

Principal Investigators

LANL NP Program Manager

EDM Project

Spokespersons

Project

Manager

Executive

Committee

Principal

Investigators

Work Package

Leaders

Collaborators

wbs structure
WBS Structure

EDM Project

WBS 1

Neutron

Beam Line

WBS 2

Shielding

WBS 3

Cryogenics

WBS 4

3He ABS

Interface

WBS 5

Magnetic

Shielding

WBS 6

Magnets

WBS 8

Measuring

Cells

WBS 9

SQUIDs

WBS 10

Light

Systems

WBS 11

Electronics

Computers

WBS 12

Conventional

Construction

WBS 7

High

Voltage

WBS 13

Management

WBS 14

Integration and

Commissioning

WBS 15

Escalation

task names
Task Names
  • Design includes the effort for the scientists to specify the element, e.g. to calculate the magnetic field uniformity for the geometry, and for the engineer to translate those specifications into shop drawings.
  • Procure means the time and effort to build the object.
  • Install is the effort to assemble the manufactured parts and merge the component into the next larger item. Stand alone testing and in-field modifications take place at this step, which is usually heavy on technician time.
statistics
Statistics

Average Contingency 35.1%

Contingency $3.6M

EDIA 12.6%

EDIA $1.9M

cost accrual
Cost Accrual
  • Microsoft Project allows assignment of the
  • method of cost accrual:
  • Start Matched best to capital procurements
  • Prorated Matched best to labor
  • End Matched best to small purchases
  • Only obvious capital purchases, e.g. the second
  • dilution refrigerator, were accrued as "start".
  • Everything else was accrued as "prorated"
  • These assignments can skew the funding plan
  • unrealistically towards the out-years. Contingency
  • might compensate.
critical decisions

FY\'05

Q1 Q2 Q3 Q4

FY\'06

Q1 Q2 Q3 Q4

FY\'07

Q1 Q2 Q3 Q4

FY\'08

Q1 Q2 Q3 Q4

FY\'09

Q1 Q2 Q3 Q4

FY\'10

Q1 Q2 Q3 Q4

FY\'11

Q1 Q2 Q3 Q4

Critical Decisions

CD0: Mission need and funding path

CD1: Preliminary baseline

CD2: Baseline

CD3: Construction start

CD4: Construction completion

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