1 NSLS-II Learning from the 2016 PMI Project of the YearPMI Rochester Professional Development Day 3 May 2017 Erik D. Johnson BNL NSLS-II Translation of Lessons from the Project to the Practice
2 Keys to NSLS-II Project SuccessBasic Energy Science’s (project sponsor) unwavering commitment Top Priority for Brookhaven National Laboratory Strong and continuing interaction with the Stakeholder Community Technical capabilities of the Project Team Excellent Integrated Project Team Adherence to sound project management principles Consistent and frequent peer review (54 major reviews!) Openness of the project team to taking and acting upon advice “The NSLS-II project exemplified the value of strong partners executing complex projects as well as the wide-ranging benefits that diligent exercise of sound project management principles can yield.” Dr. Harriet Kung Dr. Doon Gibbs Associate Director of Science for Basic Energy Science Laboratory Director U.S. Department of Energy, Office of Science Brookhaven National Laboratory Project Management Institute: 2016 Project of the Year Submittal
3 National Synchrotron Light Source - IIProject at completion - 10,000 times brighter than NSLS with ultra‐low emittance and exceptional beam stability Delivers world leading capability to image single atoms Total Project Cost (TPC) = $912M, TEC= $791.2M; OPC=$120.8M $150M ARRA accelerated funding profile (did not increase TPC) LINAC, 3.0 GeV Booster, 500mA Storage Ring 791.5m circumference 7 Insertion Device Beamlines (capability for over 58 beamlines) Various buildings totaling 628,000 gross square feet (~58,000 m2) Completed 6 months early, added $68M scope from CD‐2 baseline Why and How Subject of Prior talk
4 SMI beamline ~$10M Baselined October 2013 PDS: 12-ID-A and –B-1GI-SAXS/WAXS i/b: 12-ID-C Future o/b: 12-ID-B SMI SAXS beam chamber & detector chamber Completed in April 2017 ~$10M
5 NSLS-II Beamlines Soft X-Ray Scattering & Spectroscopy23-ID-1: Coherent Soft X-ray Scat (2015) 23-ID-2:Coherent Soft X-ray Spectr & Pol (2015/2016) 21-ID: Photoemission-Microscopy Facility (2017) 2-ID: Soft Inelastic X-ray Scattering (2017) 22-BM: Magneto, Ellipso, High Pressure IR (2018) Complex Scattering 10-ID: Inelastic X-ray Scattering (2015) 11-ID: Coherent Hard X-ray Scattering (2015) 11-BM: Complex Materials Scattering (2016) 12-ID: Soft Matter Interfaces (2017) Diffraction & In Situ Scattering 28-ID-1: X-ray Powder Diffraction (2015) 28-ID-2: X-ray Powder Diffraction (2017) 4-ID: In-Situ & Resonant X-Ray Studies (2017) 27-ID: High Energy X-ray Diffraction (2020) 25-ID: Materials in Radiation Environments (2020?) Hard X-Ray Spectroscopy 8-ID: Inner Shell Spectroscopy (2017) 7-BM: Quick X-ray Absorption and Scattering (2016) 8-BM: Tender X-ray Absorption Spectroscopy (2017) 7-ID-1: Spectroscopy Soft and Tender (2017) 7-ID-2: Spectroscopy Soft and Tender (2017) 6-BM: Beamline for Mater. Measurements (2017) Imaging & Microscopy 3-ID: Hard X-ray Nanoprobe (2015) 5-ID: Sub-micron Res X-ray Spec (2015) 4-BM: X-ray Fluorescence Microscopy (2017) 18-ID: Full-field X-ray Imaging (2018) Structural Biology 17-ID-1: Frontier Macromolecular Cryst (2016) 17-ID-2: Flexible Access Macromolecular Cryst (2016) 16-ID: X-ray Scattering for Biology (2016) 17-BM: X-ray Footprinting (2016) 19-ID: Microdiffraction Beamline (2017) NSLS-II Project (DOE) NEXT Project (DOE) ABBIX Project (NIH) Partner Funding (multiple sources) NY State Funding (NY State) NSLS-II Operating Funds (DOE) MRE
6 Producing High Impact ScienceGeneral User Operations CSX-1, CSX-2, XPD, HXN, SRX, IXS, CHX, LiX, AMX, FMX, ISS Science Commissioning XFP, TES, CMS Technical Commissioning ESM, ISR, SMI, NYX, SIX Completion in FY17 BMM, QAS, XFM Completion in FY18 SST-1, SST-2, PDF, FXI, FIS, MET CSX and CMPMSD NSLS-II ABBIX NEXT BDN NPB High coherent flux facilitated the first ever speckle and XPCS measurement of charge stripes in a cuprate X.M. Chen, et al. PRL (2016) 19 beamlines in operations or commissioning Only 2 years beyond CD-4!
7 Beamline ConstructionABBIX Project (3 beamlines) NIH Sponsored Activity for Life Sciences Research - $45M budget All instruments delivered at nearly the same time, all in user ops Recently completed NEXT Project (5 beamlines) DOE sponsored Major Item of Equipment - $90M budget All instruments delivered at nearly the same time (one is already in user ops) Substantially completed – CD-4 review later in May Beamlines Developed by NSLS-II Portfolio (8 beamlines) NSLS-II Operations budget funds these instruments Organized roughly in pairs for delivery to operations, at ~1 year intervals High priority for NSLS-II (but not the highest) Focus on cost performance and optimize schedule within other constraints NSLS-II Partner Beamlines Portfolio (5 beamlines) Most of the activity is funded by external sponsors (NSF, DOD, NIST) Some work performed by NSLS-II at partner expense, some funded by NSLS-II Delivered asynchronously New Engagement Development (~7+ beamlines under consideration)
8 Engagement principalsAdvanced Beamlines for Biological Investigations with X-rays Project Lonny Berman Project Manager NSLS-II EXperimental Tools Project Steve Hulbert Project Manager Jeff Keister Deputy Project Manager Beamlines Developed by NSLS-II Portfolio Julian Adams Portfolio Manager NSLS-II Partner Beamlines Portfolio Andrew Broadbent Portfolio Manager High Energy Instrument Development Low Energy Instrument Development Practice Development Ray Tracing Standards Development HEX and MRE Development Elements of charting future instrument delivery
9 Beamlines - looking to the FutureStarting Prospective INF QIX J-PLS PLS HEX MRE CDI ARI/SMF FED MAY-17 28 ~38
10 ‘Project’ compared to ‘PracticeBuildout in the era of an Operational NSLS-II Science productivity is the priority for the funds we get for the facility Development is important – but must factor in operations constraints Budget availability Facility availability for installation (laydown area – disturbing experiments – access to machine for installation) Resources largely dedicated in the NSLS-II project are highly matrixed to work in the practice Can we translate successes from the project to the practice? Use what we can – As-Is (e.g PM systems & EVMS tools) Identify principles that drove success and adapt them to new circumstances Adapt and Extend project toolset for a matrixed portfolio of work This is work in progress!
11 NSLS-II Construction PracticeFocused on delivery of project work for NSLS-II Includes management, coordination, development and execution components Management – includes oversight, coordination, and development of information tools and processes that facilitate execution of multiple engagements at various points in their life cycle Coordination – utilization of tools for resource coordination and oversight to provide prioritization input when resource conflicts arise Development – evaluating and planning approved engagements to bring them to a baseline status Support and Execution of engagements either in portfolios, or as stand-alone activities Supported by NSLS-II operations funding Manage activities funded both by NSLS-II operations and by external sponsors
12 Instrument Development ImprovementObjectives WBS and Instrument Divisions Round Table Discussions Process Map and topics highlighted in construction group meetings Recommendations Refine ideas on process improvement opportunities Develop internal plan for pursuing opportunities Discuss the ideas w/DOE facilities (5-way meeting Oct 2016) Hold ‘kick-off’ meeting at BNL as part of a round robin series (like the hackathons)? Summary from April 2016
13 Objectives and Plans Cultivate the Capability to develop ~3 beamlines per year Need a reproducible process Predictable cost and schedule As cost effective as can be reasonably accomplished Consider entire life cycle of an instrument NSLS-II evaluation of current state Started with Project/Portfolio managers considering issues in current work Turned out to be heavily weighted to process and practice, with some technical VE opportunities identified Expand discussion to beamline leaders and technical staff Value Engineering Round Tables Coordination with DOE peers Develop a common understanding of beamline development process and costs Capture and adapt best practices where possible Share development information and data where practical Provide some level of uniformity (standardization)
14 Instrument Development ImprovementBy end of CY 2016 will have developed 17 ports (19 Simultaneous Endstations) 6 NSLS-II Project (CSX1/CSX2, XPD, HXN, SRX, IXS, CHX) ABBIX (LIX, AMX/FMX) 5 NEXT (ISS, ESM, ISR, SMI, SIX) BDN (CMS, TES) 2 Partners (XFP, NYX) Working to capture lessons looking to the future Informal discussions on cost of NSLS-II beamlines as compared with others In Construction group discussions started with ‘traditional’ VE questions Some opportunities have been identified and certainly others exist yet to be explored Found much of the discussion actually centered on process improvements Activities undertaken or planned – judged to be high impact areas in need of attention Self Assessment on Controls (Spring 2015) Requirements Capture and Analysis Tool (Spring 2016 ) Ray Tracing Practice Task Force (May 2016) Value Engineering Round Tables Organize ‘Divisions’ around our now standard WBS to collect information Charrette broad crosscut of staff to capture current state practice and possible improvements Evaluating next round of instrument development Instrument Execution Plan Development Task force (Charged May 2016) Will guide the selection of the next instruments to be built on NSLS-II Operating
15 Beamline Work Breakdown StructureHave developed a standard WBS to use for beamline construction going forward Captures all work to construct a beamline regardless of funding source In addition to using WBS for specific engagements, use it as the headings for ‘Divisions’ parallel to those used for Conventional Construction XYZ Beamline 01 XYZ Management 02 XYZ Design 02.01 XYZ Conceptual Design 02.02 XYZ Preliminary Design 02.03 XYZ Final Design 02.04 XYZ R&D Program 03 XYZ Beamline Construction 03.01 XYZ Photon Delivery System Procurement and Fabrication 03.02 XYZ Photon Delivery System Installation and Test 03.03 XYZ End Station Procurement and Fabrication 03.04 XYZ End Station Installation and Test 04 XYZ Beamline Infrastructure 04.01 XYZ Hutches 04.02 XYZ Mechanical Utilities 04.03 XYZ Electrical Utilities 04.04 XYZ EPS 04.05 XYZ PPS 05 XYZ Accelerator Infrastructure 05.01 XYZ Front End 05.02 XYZ Source 05.03 XYZ Straight 06 XYZ Controls 06.01 XYZ Basic System Controls 06.02 XYZ Instrument Applications 07 XYZ Conventional Facilities 07.01 XYZ Conventional Facilities Design 07.02 XYZ Conventional Facilities Construction 07.03 XYZ Conventional Facilities Commissioning 08 Special Equipment
16 Beamline Information DivisionsStarted indexing work as we are collecting it Added 00 Division for General Requirements, Information and Tools (avoids overloading the 01 management Division) Division Title 00 General Requirements, Information and Tools 01 Management 02 Design 03 Beamline Construction 04 Beamline Infrastructure 05 Accelerator Infrastructure 06 Beamline Controls 07 Conventional Facilities 08 Special Equipment Organize information and activities around these divisions Cost estimates Value engineering documentation Round table discussions
17 FY18 Practice Goals Complete construction of BDN beamlinesQAS and XFM PDF and FIS/MET Complete construction of NPB (Partner) beamlines SST-1 & SST-2 Proceed with construction of HEX beamline (In Partner Portfolio) Practice Activities J-PLS construction (Station on 12-ID SMI) CDI planning (to become an engagement in the BDN Portfolio) ARI R&D activity and planning SMF, INF, QIX plan development (at a modest level) Capture and codification of Lessons Learned Development of reproducible processes for beamline construction Support of department ‘project’ engagements Long term goal – facilitate reliable delivery of 3 beamlines each year (resources permitting)
18 Information Sharing Practice has a large and diverse stakeholder community Continues to be challenging to make sure everyone has access to what they need Make use of standard coordination meetings for many things and for many situations still the best way to go Have continued to evolve our use of SharePoint as a simple and flexible information exchange Works well for structuring interactions Good dynamic update and revision history Can ‘push’ changes to users
19 SharePoint landing pageSub-pages Key Lists References to tools and features
20 Procurements – basic infoCan examine whole list (and sort or filter) or get details from specific procurement
21 Procurements – keeping trackView can make specific selection Can follow history of procurements in meeting discussions
22 Lessons Learned Look across engagements
23 Planning Tools Proposal Workbook Operations Schedule ToolExcel based tool to standardize and simplify proposal creation process and enable smooth compatibility when switching to project controls systems upon proposal approval. Operations Schedule Tool Translates excel based operations requirements and actuals into format that enables operations team to update work group requirements similar to how “status” is taken on project schedules. These updated requirements are imported into Primavera to create an operations working schedule. Resource Comparison Tool Compiles actuals, labor pool, and labor requirements into format that enables easy comparison between data sets from both a Project Manger and Work Group Manager perspective. Enables management to analyze resources at the organizational level or view the detail at the division, project or work group level.
24 Resource Planning ProcessResource Comparison Tool Operations Schedule Creation Monthly Labor Pool Projected Labor Operations Schedule Tool Labor Requirements outside of P6 MOU and Term Updates PeopleSoft Primavera (P6) Excel Labor Requirements Labor Pool Actuals Combined Data All P6 Working Schedules w/ ETC Forecast Primavera Ops Schedule Monthly Labor Requirements Contract Labor Monthly Actuals by Work Group Proposal Workbook Ops Labor Requirements Input #2 Material Conversion to Labor Hours Final Labor Actuals Prelim Labor Actuals ort Resource Report Resource Comparison Report Labor Ops Labor Requirements Input #3 Ops Labor Requirements Input #1 Tool Project Requirement Conflict Analysis Proposed Project Requirement Analysis Actuals Work Group/Project Analysis Requirements & Labor Pool Analysis Project Schedule Analysis & Updates
25 Take-aways from ongoing workLearn! Projects both within and beyond your organization have lessons for you! Some are evident and directly applicable Others illustrate principles which might translate to your practice – be open to new ideas or reimagined old ones Embrace reviews as a learning tool You often learn more when you have to explain yourself Sometimes you learn early enough to stay out of trouble Reflect Look at your practice critically and see if you can apply lessons from prior work or the work of others Evolve Your strategy and tools may need to change as your work changes – don’t be afraid to invest the effort to evolve and improve Share! It helps you learn!