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Accelerator/Organisation

Accelerator/Organisation. Mats Lindroos and John Weisend II. www.europeanspallationsource.se April 22, 2015. Overview. The Accelerator at ESS Accelerator division Staff plan Project organization CCB levels and governance structure Tools High level schedule Risk analyses.

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Accelerator/Organisation

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  1. Accelerator/Organisation Mats Lindroos and John Weisend II www.europeanspallationsource.se April 22, 2015

  2. Overview • The Accelerator at ESS • Accelerator division • Staff plan • Project organization • CCB levels and governance structure • Tools • High level schedule • Risk analyses

  3. 352.21 MHz 704.42 MHz Accelerator Technical performances 2.4 m 4.6 m 3.8 m 39 m 56 m 77 m 179 m Target High β Source LEBT RFQ MEBT DTL Spokes Medium β HEBT & Contingency 75 keV 3.6 MeV 90 MeV 216 MeV 571 MeV 2000 MeV • Key parameters: • -2.86 ms pulses • -2 GeV • -62.5 mA peak • -14 Hz • -Protons (H+) • -Low losses • -Minimize energy use • -Flexible design for mitigation andfuture upgrades • The scope contingency for the accelerator project consists of the RF sources and installation costs (after 2019) for the high beta-part of the linac • The fully equipped cryomdoule for the high-betalinac are IK contributions and are not part of the scope contingency. The infrastructures needed for the construction of these are only available during ESS construction. Design Drivers: High Average Beam Power 5 MW High Peak Beam Power 125 MW High Availability > 95%

  4. Accelerator Selected technologies PARTNERS ESS AD In-kind ATOMKI CEA CNRS CockcroftInst Daresbury Lab Elettra ESS-Bilbao GSI Huddersfield Univ IFJ PAN INFN Catania INFN Legnaro INFN Milan NCBJ RAL RHUL Tallinn UT TU Lodz Univ Oslo Warsaw UT Wroclaw UT Paidcontracts Aarhus Univ DESY Lund Univ PSI Uppsala Univ

  5. Accelerator Division 58 employees (2015-04-01) Finalized & ongoing recruitments in orange G.Jacobsson

  6. AcceleratorStaff Plan at ESS

  7. Accelerator Division Staff per Group Number of Accelerator Division employees at the end of each year.

  8. Accelerator Division Staff per Category Number of Accelerator Division employees and Operators at the end of each year.

  9. AcceleratorStaff Plan

  10. Accelerator Project organization Weekly ESS management team: • Mats Lindroos, Project leader • John Weisend, Deputy project leader • David McGinnis, Chief engineer • HåkanDanared, In-kind manager • LaliTchelidze, Safety including radiation safety • Anders Sunesson, RF systems • LuisellaLari, Head planner • Andreas Jansson, Beam instrumentation • Matthew Conlon, QA/QC Collaboration Board: • ESS Technical Director • Project leader • Representatives of all contracted institutes (one elected as chair) Quarterly Technical Board: • Weekly ESS management team • All WP leaders and deputies • Representatives of all contracted institutes if not already a WP leader

  11. Control Change Boards (CCB) & control flow for Accelerator ESS governance ACCSYS Project Leader via EPG and through CEO ESS Board / STC CCB-A Collaboration board 1-2/year via CEO via ACCSYS (deputy) Project leader CEO / ESS CCB CCB-B ACCSYS TB Quarterly CCB-C viaACCSYS (deputy) Project Leader reports status report at meeting, ACCSYS Control Log ACCSYS Mngt Team CCB-C’ delegates, approves weekly minutes, actions & ACCSYS Control Log

  12. Accelerator Mgt SW tools https://aig.esss.lu.se:8443/LinacLegoWebApp/ https://doors1.esss.lu.se:8443/dwa/welcome/welcome.jsp https://ess-ics.atlassian.net/secure/RapidBoard.jspa?rapidView=48 EXONAUT (see John Weisend)

  13. Acceleratorcost per WP Total budget: 510 M€

  14. Accelerator Budget Profile Total budget: 510 M€

  15. AcceleratorBudget Profile

  16. EVM Graph 2013 2014 JAN 2015 FEB 2015 Cost variance mainly due to late invoices

  17. EVM Graph - Comments Behind Schedule • Schedule variance = Earned Value – Planned Value • The schedule variance (-2.8 Million Euro) is mainly due to: • -1.5 M€  New Vacuum plan not still in place in P6 (WP12) • -1.3 M€  Delay of ACCP contract signature ~1 week due to continued contractual fine tuning (Cryo WP11) This has no impact on the final delivery date or on the beam delivery milestone

  18. EVM Graph - Comments Under Budget • Cost Variance = Earned Value – Actual Value • The cost variance (+0.7 Million Euro) is mainly due to: • +0.7 M€  Effect of re-plan in January of the whole Beam Instr. WP (BI WP07) • +0.1 M€  Delay in payment to CNRS (Spoke WP04) • +0.3 M€  Effect of re-plan (NC linac WP03) • +0.5 M€  Delay in payment to CEA (Elliptical WP05) • -0.5 M€  Effect of some re-plan on-going (RF WP08) • -0.3 M€  Uppsala University Invoice Q4 2014, coming in 2015 (Test stand WP10) • -0.1 M€ Some discrepancies due to invoices for on-going 2014 contract booked on the old PCC i.e. WP8 at the place of WP17 (Power Converters WP created on Sept 2014) • Some other little fluctuations in all the WPs (mainly to salaries)

  19. High Level Master Schedule There are many “close critical path” in the project, notably RFQ, DTL, Cryomodules and RF systems

  20. Critical Path - Accelerator Permits Licensing ConvF ConvF RF – Klystron Prototyping for Test Stand 2 & Medium Beta HPA AccSys Fabricationof Medium Beta CM MB transport to Lund Lund Test Stand 2 – Medium Beta Cryomodule series testing Medium Beta Cryomodule Installation MB Comm. Early Access G04 Cryo-Compressor Bldg(Conventional power 220V&400V) Accsys ready for 570 MeV bean On Target HB inst. & Comm. Sep 2016 Jun 2019 Sep 2022 Jun 2014 Machine* – Ready for first beam on Target First installations on-site (Accsys) Ground break 20

  21. Critical Path - Accelerator

  22. Accelerator Risks • ACCSYS is currently tracking 182 risks including many detailed technical ones • Most of these risks have treatment plans (the remaining ones are being developed) • The nature of these risks is that most exist throughout the length of the project • The Exonaut Risk software and database works well • Our ability to accurately estimate the costs of the risks is limited

  23. Accelerator Risks • The likelihood of a few risks has been reduced since the 2013 Review due to experience to date. These include: • Lack of appropriate design and Product Data Management (PDM) tools’. • This previously high-ranking risk has been re-assessed. Probability of this occurrence reduced significantly due to visit by D. Ferguson and due to resulting Lab-wide review of tools by a committee which made recommendations on improvements. This may be reassessed once the lab working group finishes implementing the recommendations (Q2 2015) • ‘Political and financial considerations overrule technical considerations for IKC assignments.’ • Reduced probability of occurrence due to positive experiences of the last 12 months. • An example of a retired risk is: ‘Decisions not made in time’ • Risk retired due to ongoing experience with ACCSYS decision process. Mechanisms exist for decisions being made in a timely manner • The fixed price for the ACCP (coming in under budget) helps reduce the cost risk to the project)

  24. AcceleratorTop Risks • The top 5 risks for ACCSYS are: • Unidentified design faults cause failure during production • Suppliers do not meet scope and schedule requirements • In-kind contributors do not meet scope & schedule requirements • Inability to deal with on-site adjustments to components • Electrical machinery not powered down during maintenance (safety risk) • Treatment plans (including design reviews, close communication with IKCs and suppliers, development of onsite installation and adjustment capabilities) are underway. The last risk will be dealt with via a site wide lockout/tagout procedure. • In reality, the biggest single risk for success (this risk is held at the ESS level) remains retention of staff – Hiring has generally gone quite well, the real challenge is to avoid burn out

  25. Next Six Months • Hardware testing facility in Lund operational • Technical verification program full launched • Audits and Reviews • Integration and coordination of accelerator project • Review of all Level 4 requirements • Finalize IK contracts • Continue recruitment of staff to AD • Continue project work according to plan

  26. Accelerator Summary • The accelerator project is in a phase of intense prototyping and reviewing and will soon see most major systems in construction • Large part of prototyping and design done by in-kind partners • Essential to get in-kind contracts agreed and signed in 2015 to permit construction of all systems to start in earnest • Work on (parts of the) RF design, modulators, beam instrumentation and cryogenic design done in Lund • Coordination, integration and verification represent a major part of the work done today by the accelerator division at ESS in Lund • The accelerator division is recruiting according to plan and will be 2018 have 110 staff with some 40 being technicians • The project schedule has many close critical paths which makes it sensitive to delays, even in activities which not necessarily are being seen as critical • A testing facility which presently is the home of he reduced scal modulator prototype exists and will be further extended in the coming years • The goal is to build and train the accelerator division so that it can assume full responsibility for operation and maintenance of the accelerator systems in 2019

  27. Extra slides

  28. Staff Planning 2015-2019 – Growth per Group Number of Accelerator Division employees at the end of each year. 2014 actuals, in blue.

  29. Staff Planning 2015-2019 – Growth per Category Number of Accelerator Division employees at the end of each year. 2014 actuals, in blue.

  30. Staff Planning 2015-2019 – Recruitments of Technicians

  31. Staff Planning 2015 – Recruitments Overview (per group) Totally 18 recruitments:

  32. Staff Planning 2015 – Recruitments Status (2015-04-01)

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