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F easibility studies and CDR. CDRs: Vol 1: The CLIC accelerator and site facilities ( H.Schmickler ) CLIC concept with exploration over multi- TeV energy range up to 3 TeV Vol 2: The CLIC physics and detectors ( L.Linssen ) Vol 3: CLIC study summary ( S.Stapnes )

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F easibility studies and cdr
Feasibility studies and CDR

CDRs:

  • Vol 1: The CLIC accelerator and site facilities (H.Schmickler)

    • CLIC concept with exploration over multi-TeV energy range up to 3 TeV

  • Vol2: The CLIC physics and detectors (L.Linssen)

  • Vol 3: CLIC study summary (S.Stapnes)

    • Comprehensive summary for European Strategy, including cost issues and cost drivers for R&D mitigation in next phase

    • Proposing objectives and work plan of post CDR phase

  • Timescales:

    • Autumn/end 2011: Vol1 and 2 completed

    • Spring 2012: Vol 3 ready for the European Strategy Open Meeting


Work plan for the coming years
Work-plan for the coming years

  • Before 2011 - CDR (2011), CLIC feasibility established

  • 2011-2016 – Project Preparation phase

  • Goal for 2016: Develop a project implementation plan for a Linear Collider (at CERN):

    • addressing the key physics goals as emerging from the LHC data

    • with a well-defined scope (i.e. technical implementation and operation model, energy and luminosity), cost and schedule

    • with a solid technical basis for the key elements of the machine and detector

    • including the necessary preparation for siting the machine at CERN

    • within a project governance structure as defined with international partners

  • After 2016 – Project Implementation phase, including an initial period to lay the grounds for full approval


Resource drivers
“Resource – drivers”

Preliminary

Work-package can be written – already in APT

Large collaborative effort (40%+ level)

Remain key activity for the test mentioned, start also to

prepare the drive beam complex (injector as first step)

Also in these areas WPs can be prepared

RF structure development crucial, increased focus on manufacturing; large series for long term tests, modules for (some) industrial experience foreseen; significantly increased test capacity needed (plan is limited by test capacity – prev slide)

Module integration the largest single WP among these, several iterations will be needed; some of these activities (and also in the boxes above) might need to move partly beyond 2016, 30% outside effort seems to be within reach


Material budgets
Material budgets

  • Material:

  • Ramp-up to about 30 MCHF in 2013

  • Total integrated 2011-2016  160-170 MCHF

  • Assuming planned CERN contribution

  • (MTP 2010 – about 105 MCHF)

  •  need from collaborators 60-70 MCHF

  • Material contributions from outside CERN should rise from 20-25% (present level) up to more than 1/3

  • Next steps:

  • Recent internal review identified some possible reductions

  • Can we secure more than 1/3 from collaborators ?

  • Further prioritization needed


Personnel
Personnel

Similar as for material, help from Collaboration maybe easier.

CERN personnel planning will be result of detailed discussions with group leaders (roughly flat at 90 FTE/year, i.e. 450 FTE in 2012-16)

A fraction of this will have to be provided by a material-to-personnel transfer.

 need from collaborators up to ~ 50 additionalFTEs (50%)


Clic 2011 2016 post cdr
CLIC 2011-2016 – post CDR

  • Next steps for WPs: checks, prioritization, interactions with groups concerning WPs at CERN (objectives, material and personnel)

    • Several detailed issues to resolve but RF expertise remains the a key concern, and structure manufacturing and increased testing capabilities as well as module integration will be key work-packages (should be CERN core technologies)

  • Will change operation mode by mid year to move focus towards next phase

    • Aim to have most of the WPs (with substantial CERN involvement) defined at that time

    • We would like to involve line management in project meetings (every 6-8 weeks) and define how the CLIC project connects to the department planning in a natural way (dedicated representative per department or to all of them?)


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