Project Execution Plan for the Utilities Infrastructure Modernization (UIM) Project

Transcription

1 Project Execution Plan for the Utilities Infrastructure Modernization (UIM) Project Project # 13-SC-71 at Thomas Jefferson National Accelerator Facility Newport News, VA Thomas Jefferson Site Office Office of Safety, Security and Infrastructure Office of Science U.S. Department of Energy Date Approved: Month/Year

2 Project Execution Plan for the Utilities Infrastructure Modernization (UIM) Project at the Thomas Jefferson National Accelerator Facility Submitted by: Michele Solaroli, Project Manager, TJNAF Rusty Sprouse, Project Director, TJNAF Hugh Montgomery, Laboratory Director, TJNAF Richard Korynta, Federal Project Director, TJSO, DOE Scott Mallette, Deputy Manager, TJSO, DOE Joseph Arango, Manager, TJSO, DOE Christopher Ackerman, Program Manager Office of Safety, Security and Infrastructure, Office of Science, DOE Date: Date: Date: Date: Date: Date: Date: Concurrence: Stephen Meador, Acting Director Office of Project Assessment, Office of Science, DOE Date: Approval: Stephanie Short, Acting Associate Director Office of Safety, Security and Infrastructure Office of Science, DOE Date:

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4 Project Execution Plan for the Utilities Infrastructure Modernization Project at the Thomas Jefferson National Accelerator Facility Change Log Revision History Rev. Date Reason 0 10/12/2010 Preliminary Project Execution Plan For Approval 1 4//2014 Project Execution Plan Update and Reformat into New Template Draft For Approval at CD-2/3A

5 Project Execution Plan for the Utilities Infrastructure Modernization (UIM) Project at the Thomas Jefferson National Accelerator Facility Table of Contents 1. INTRODUCTION Project Background Justification of Mission Need PROJECT BASELINE Scope Baseline Cost Baseline Schedule Baseline Work Breakdown Structure (WBS) Funding Profile LIFE CYCLE COST ACQUISITION APPROACH TAILORING STRATEGY BASELINE CHANGE CONTROL MANAGEMENT STRUCTURE AND INTEGRATED PROJECT TEAM Integrated Project Team Department of Energy Thomas Jefferson National Accelerator Facility A-E Consultant GC Subcontractor(s) PROJECT MANAGEMENT/OVERSIGHT Risk Management Project Reporting and Communication Management Plan Earned Value Management System Independent Project and Annual Peer Reviews Engineering and Technology Readiness Alternative Analysis and Selection Environment, Safety and Health Safeguards and Security Value Management Value Engineering Configuration Management/Document Control Quality Assurance and Testing and Evaluation Transition to Operations Project Closeout...30 APPENDIX A...31

6 Project Execution Plan for the Utilities Infrastructure Modernization (UIM) Project at the Thomas Jefferson National Accelerator Facility A-E AE BCCB BCP CD CDR CFR CTF DDFO DOE DOE HQ EA EAC EMS ERLs ES&H EVMS FM&L FPD FY GC HA ICE IPR IPT ISM KPPs JLab LEED Acronym List Architect-Engineer Acquisition Executive Baseline Change Control Board Baseline Change Proposal Critical Decision Conceptual Design Report Code of Federal Regulations Cryogenic Test Facility Deputy Director for Field Operations Department of Energy Department of Energy Headquarters Environmental Assessment Estimate at Completion Environmental Management System Energy Recovery Linear Accelerators Environment, Safety and Health Earned Value Management System Facilities Management and Logistics, TJNAF Federal Project Director Fiscal Year General Contractor Hazards Analysis Independent Cost Estimate Independent Project Review Integrated Project Team Integrated Safety Management Key Performance Parameters Thomas Jefferson National Accelerator Facility or Jefferson Laboratory Leadership in Energy and Environmental Design

7 M&O NEPA OSHA PARS-II PDS PED PEP PB PD PM QA RMP SC SF SLI SSI TEC TJNAF TPC UIM VA WBS Management and Operating National Environmental Policy Act Occupational Safety and Health Act Project Assessment and Reporting System Project Data Sheet Project Engineering and Design Project Execution Plan Performance Baseline Project Director Project Manager Quality Assurance Risk Management Plan Office of Science Square Feet SC Science Laboratories Infrastructure SC Office of Safety, Security and Infrastructure or SC-31 Total Estimated Cost Thomas Jefferson National Accelerator Facility or Jefferson Laboratory Total Project Cost Utilities Infrastructure Modernization Commonwealth of Virginia Work Breakdown Structure

8 1. INTRODUCTION This Project Execution Plan (PEP) describes the project management processes and procedures that are used to ensure that the Utilities Infrastructure Modernization (UIM) project scope is completed on time and within budget. This PEP defines the project scope, cost and schedule; describes the organizational framework and overall management systems for the project; and identifies roles and responsibilities of the project participants. It also describes the formal change control process by which the project scope, cost, schedule, and documentation may be revised. 1.1 Project Background Critical Decision 0 (CD-0), Approve Mission Need, was achieved on September 18, A memorandum dated July 26, 2010 delegated the Acquisition Executive (AE) authority from the Department of Energy (DOE) Office of Science (SC) Director to the Associate Director for Safety, Security and Infrastructure (SC-31) to approve subsequent Critical Decisions. Critical Decision 1 (CD-1), Approve Alternate Selection and Cost Range, was achieved on October 14, Absence of funding over multiple fiscal years resulted in an overall delay to starting the UIM project of approximately three and a half (3.5) fiscal years (FYs). 1.2 Justification of Mission Need The SC mission is to deliver the remarkable discoveries and scientific tools that transform our understanding of nature and advance the energy, economic, and national security of the United States. SC is the Nation s largest Federal sponsor of basic research in the physical sciences and the lead Federal agency supporting fundamental scientific research for energy. Within SC, the Office of Safety, Security, and Infrastructure (SSI, or SC-31) manages the Science Laboratories Infrastructure (SLI) program. The SLI mission is to support scientific and technological innovation at SC laboratories by funding and sustaining mission ready infrastructure and fostering safe and environmentally responsible operations. The mission of TJNAF is to advance knowledge of hadronic physics and superconducting accelerator technologies. The TJNAF cryogenic, power distribution, cooling water, and communication systems are experiencing failure at increasing frequencies and have insufficient capacity to meet current and forecasted need. The current utility system capability gaps at TJNAF jeopardize its ability to provide the unique competencies to deliver its mission, to perform a complementary role within the DOE laboratory system, and to attain the vision for scientific excellence and pre-eminence in the structure of nuclear building blocks, the underlying quark-gluon structure of the nucleus; and tests to verify predictions of the Standard Model. In addition, these gaps jeopardize TJNAF s capability to contribute to enabling technologies and emerging fields in photon science and electron-light ion colliders, 2K cryogenic engineering technology, photon science, 8

9 advanced high power free electron lasers, energy recovering linear accelerator (ERLs), and electron-light ion collisions at ultra-high luminosity. The UIM project will address these performance gaps in the TJNAF utility systems. 2. PROJECT BASELINE This section presents the project Performance Baseline (PB) including the UIM scope, cost, and schedule. This section also addresses the current funding profile, Work Breakdown Structure (WBS) and other relevant information. 2.1 Scope Baseline The scope of the project includes design and construction work to replace portions of certain existing utility systems as summarized in Table 1 and graphically depicted in Figure 1. Table 1 shows the Threshold and Objective values for the project. The difference between the objective and threshold values are scope alternates. All scope alternate items will be designed and included in the construction bid packages as additive alternate items. Scope alternate items may be included within the project baseline based on the available budget contingency. Any scope alternates added to the project baseline will be incorporated in accordance with Table 9, UIM Project Change Control Approval Thresholds, as applicable. The scope of the project is divided into Phase A, Phase B and Phase C and coordinated with tailored CDs for reasons described in Section 5. Table 1 Threshold and Objective Values Element Electrical Distribution System Threshold Value (Minimum) Replace accelerator primary and secondary feeders with copper (upgrade from aluminum to copper) Objective Value (Maximum value) Threshold value plus Increase size of the tie line between substations 1 Scope Phase(s) A, Process Cooling Replace and extend system life of existing cooling towers at North and South Access Construct a 2,500 square foot (SF) addition to the TEDF chiller plant building and a 800 ton chiller for the computer center Threshold value plus Replace the ESR cooling tower (life extension) Replace Building 92 cooling tower (life extension) Add a 1 MW UPS system for the computer center A, B, C 1 The Tie Line was replaced using GPP funding in order to mitigate risk and due to delayed project funding. 9

10 Element Cryogenics Test Facility Communications System Upgrade Threshold Value (Minimum) Objective Value (Maximum value) 1,000 SF addition 2,500 SF addition Upgrade cryogenic piping and support systems Create an expandable Threshold value plus pathway for a fiber ring Establish redundant around the campus to network path for eliminate single points of major facilities. failure for this core ring. Establish two demarcation communication utility facilities from off-site (2,000 SF) Scope Phase(s) C A, C The Project will be ready for CD-4 when the pre-requisites listed in the DOE Office of Science Decision Matrix are met, and: 1. Threshold KPPs are achieved (at a minimum), 2. Physical construction is completed, 3. Systems/buildings commissioning are complete, and 4. Final acceptance of systems/buildings is issued by the appropriate Authority Having Jurisdiction. Figure 1 UIM Project Site Layout 10

11 2.2 Cost Baseline The Total Project Cost (TPC) for the UIM project is $29,900k and will be the upper limit of a build-to-cost approach to accommodate as much of the Objective KPPs as possible within the project budget. Based on the threshold KPP s the reconciled Architect- Engineer (A-E) estimates of probable cost and Independent Cost Estimates (ICEs), the base cost (TEC + OPC) is $25,033k. Cost contingency of $4,867k is allocated at CD-2 based on risk and engineering analysis. The cost contingency may be adjusted once all contracts are awarded and the related risk is retired. The cost baseline is set at CD-2 when the Performance Baseline (PB) is established through approval of this PEP. As work progresses, the project will generate revised detailed Estimate at Completion (EAC) as appropriate. The TPC breakdown, segregated by funding types is provided in Table 2. Table 2 Cost Estimate 2.3 Schedule Baseline Funding Type WBS TITLE TOTAL Cost ($000) OPC Project Planning $700 TEC Preliminary & Final Design (PED) $825 TEC PED Contingency (7%) $75 TEC Construction $23,508 TEC Construction Contingency (20%) $4,792 TEC TOTAL ESTIMATED COST (TEC) $29,200 TEC + OPC TOTAL PROJECT COST (TPC) $29,900 The schedule accommodates all major milestones and the activities under the WBS including, CD approval dates, major procurement approval dates and deliverables. Major milestones are the CD dates that will be controlled as Level 1 milestones in accordance with Table 3 below. The overall project schedule includes 18 months of schedule contingency between CD-2 and CD-4. The significant design completion and construction completion milestones are shown as DOE Level 2 milestones that will be controlled by the FPD in accordance with Table 4 below. Level 3 and lower milestones are managed by the TJNAF Project Director in accordance with Table 5 below. As the construction contracts are awarded, the construction subcontractors schedules will be integrated into the project schedule and additional Level 3 milestone activities will be added to the PB. Once the PB is established at CD-2, earned value and status of milestones will be updated monthly in the 11

12 SLI program Monthly Project Status Report and the DOE Project Assessment and Reporting System (PARS-II). Table 3 DOE Level 1 Milestones Milestone Description Date CD-0: Approve Mission Need 9/18/2009 (actual) CD-1: Approve Alternative Selection and Cost Range 10/14/2010 (actual) CD-2/3A: Approve Performance Baseline and Start Phase A of Construction August 2014 CD-3B: Approve Start Phase B Construction October 2014 CD-3C: Approve Start Phase C Construction June 2015 CD-4: Project Completion June 2018 Table 4 DOE Level 2 Milestones Milestone Description Complete CD-1 Requirements 10/12/2010 (actual) Complete CD-1 ESAAB 10/14/2010 (actual) Complete National Environmental Policy Act (NEPA) Documentation 2/25/2011 (actual) Award A/E Subcontract 2/28/2014 (actual) Compete CD-2/3A Requirements April 2014 Complete CD-2/3A ESAAB May 2014 Award Electric Upgrade GC Subcontract May 2014 Complete CD-3B ESAAB July 2014 Award Cooling Tower GC Subcontract July 2014 Complete Phase A Communications Construction August 2014 Complete Phase C Design November 2014 Complete CD-3C Requirements January 2015 Complete CD-3C ESAAB March 2015 Award Phase C Subcontracts March 2015 Complete Electrical Upgrade Construction September 2015 Complete Cooling Tower Construction November 2015 Complete CTF Construction January 2016 Complete Phase C Communication Construction January 2016 Complete Computer Center Power and Cooling February 2016 Complete Construction September 2016 Complete CD-4 Readiness 2 November 2016 Complete CD-4 ESAAB December 2016 Date 2 CD-4 readiness as defined in Section 2.1, page 8&9 of this document. 12

13 Table 5 Level 3 Project Milestones Milestone Description Complete Documents for CD-1 IPR (documents posted) 8/11/2010 (actual) Issue Electric Upgrade Solicitation 3/10/2014 (actual) Complete Phase A Design Review April 2014 Complete Documents for CD-2/3A IPR (documents posted) April 2014 Start Phase C Design May 2014 Issue Cooling Tower Solicitation June 2014 Start Phase A Communications Construction June 2014 Start Electric Upgrade Construction May 2014 Start Cooling Tower Construction July 2014 Issue Communications Phase C Solicitation October 2014 Issue CTF Construction Solicitation October 2014 Issue Computer Center Power and Cooling Solicitation November 2014 Complete Documents for CD-3C IPR (documents posted) January 2015 Start CTF Construction March 2015 Start Computer Center Power and Cooling Construction March 2015 Start Phase C Communication Construction March 2015 Complete Documents for CD-4 IPR (documents posted) November Work Breakdown Structure (WBS) The project scope of work has been decomposed into a Work Breakdown Structure (WBS) for the purposes of planning, managing, executing and reporting status of all project activities. Table 6 represents the planned WBS for the UIM project. Table 6 UIM Work Breakdown Structure Date WBS# WBS Name Total $000 1 UIM Project 1.1 Project Planning $ Conceptual Design $ Project Support $ Electrical Distribution $4, Design Services $ Construction $4, Process Water Cooling Towers $6, Design Services $ Construction $6, Process Water Computer Center $5, Design Services $ Construction $5, Cryogenics $3, Building $1, Design Services $ Construction $1, Cryogenics Equipment $1, Design Services $ Construction $1,954 13

14 WBS# WBS Name Total $ Communications $3, Communications Design $ Communications Construction $3, Project Management $368 TEC Contingency $4,867 Total Project Cost $29,900 Each WBS element is described in a written narrative and collected in a project WBS Dictionary. The WBS dictionary divides the scope of work by function and deliverables and serves as a common reference for the project team. The UIM WBS dictionary helps avoid work duplications or omissions. Lower-level WBS elements have been defined to Level 4 and are described in written narrative and collected in the project WBS dictionary. Table 7 shows the definition of Level 2 WBS elements. Table 7 Level 2 Work Breakdown Structure Dictionary WBS # WBS Title WBS Description 1.1 Project Planning All other project cost (OPC) efforts including Conceptual Design and OPC Project Support. 1.2 Electrical All efforts to upgrade existing electrical distribution system by Distribution replacing primary and secondary cables on the Accelerator Site. 1.3 Process Water All efforts to replace existing cooling towers with more efficient Cooling Towers cooling towers for increased capacity. 1.4 Process Water All efforts to upgrade the CEBAF data center with more efficient Computer Center cooling and power systems. 1.5 Cryogenics All efforts to upgrade the existing CTF facility (building and equipment) to increase capacity and efficiency. 1.6 Communications All efforts to upgrade outdated communication system and provide a redundant route around the Accelerator Site and JLAB campus. 1.7 Project Effort to manage the execution of the design and construction of the Management project. 14

15 2.5 Funding Profile The funding profile for CD-2 is shown in Table 8. Table 8 UIM Funding Profile at CD-2 ($000) FY TOTAL PED Construction ,300 28,300 TEC ,200 29,200 OPC Total Project Cost ,200 29, LIFE CYCLE COST The project TPC is estimated to be $29,900k in as spent dollars from October 2009 to March The operations and maintenance cost is estimated to be ~ $4.6M in current dollars with a 50 year operational lifetime. The decommissioning and dismantling are expected to be offset by the component salvage value. There are no known decontamination costs associated with this project. The UIM project will contribute to DOE s leadership in reducing greenhouse gas emissions associated with operations and general purpose facilities by devising and implementing system elements where applicable that meet the Department s sustainability goals in both best practices and consideration of available technology during design. The will include incorporate as many sustainable design and construction elements as practical and cost-effective. Waste management requirements will include recycling and waste minimization approaches. 4. ACQUISITION APPROACH Acquisition for this project will be performed by TJNAF. TJNAF s standard procurement practice is to use firm fixed-price purchase orders and subcontracts for supplies, equipment and services, and to make awards through competitive solicitations. Drawings and commercial specifications will be sufficiently detailed to allow prospective design and construction firms to effectively participate in most UIM procurements. This practice was employed during the design and construction of prior projects at TJNAF and has proven to be very effective for the projects as well as for small business vendors. As appropriate, critical procurements will be evaluated according to pre-defined criteria for ranking prospective vendors competing for an award. An evaluation plan will include a technical review of each proposal as well as a review of business and cost factors (e.g., past performance, management, and environment, health and safety factors). Procurement actions will be coordinated with the TJSO Contracting Officer as appropriate. All procurements for the UIM 15

16 project are within the TJSO Contracting Officer s authority. Procurements with value below $3,000,000 can be issued by TJNAF without the TJSO Contracting Officer s approval. 5. TAILORING STRATEGY Tailoring requirements have been determined to effectively manage the acquisition and all other project processes commensurate with the risk, complexity, safety, cost, and schedule factors of this project and consistent with the DOE 413.3B. Tailoring activities include: The conceptual design and cost estimate was developed by an A-E and reviewed by the TJNAF project team with assistance from Fermi National Accelerator Laboratory prior to CD-1. The procurement and execution of project scope elements is tailored to facilitate completion of the most critical and urgent utility system improvements. The project execution plan reflects the tailoring of CD-3 and execution of construction in three distinct phases, as described below: o Phase A elements of work include the Electrical Distribution System and critically urgent elements of the Process Cooling and Communications Systems upgrades. The urgent Communication System upgrades include data center segmentation that can be fast-tracked because of the immediate usefulness and limited physical footprint of the work. The urgent Process Cooling system upgrades include installation of headers to facilitate cooling tower tie in to the process cooling systems. Fast-tracking these elements will mitigate operational risks associated with system failures that simply increase with time. For instance, recent communications network and telephone outages at TJNAF have taken place that disrupted routine laboratory operations. The estimated cost of Phase A work is $xx,xxx k plus contingency. o Phase B elements of work include the Process Cooling elements of work. Lead time for procurement of cooling towers is approximately 6 months. The estimated cost of Phase B work is $xx,xxx k plus contingency. o Phase C elements of work include the balance of Communication System and the Cryogenics Test Facility. The estimated cost of Phase C work is $xx,xxx k plus contingency. The conceptual design was advanced significantly for the Phase A and B elements of work subsequent to CD-1 because of the critically urgent need to address these infrastructure upgrade requirements. The readiness review for a combined CD-2 and CD-3A will be performed by an independent review team. CD-3A is defined as Start of Construction for Phase A. There will be subsequent reviews for CD-3B and CD-3C as appropriate once the procurements for the Phase B and C elements of the project are sufficiently mature. CD-3B is defined as Start of Construction for Phase B. CD-3C is defined as Start of Construction for Phase C. 16

17 6. BASELINE CHANGE CONTROL The change control process will be governed by DOE O 413.3B, Program and Project Management for the Acquisition of Capital Assets and SC Office of Project Assessment (OPA) policies and procedures., Periodic reviews will be held during the design phase of the project to ensure that the technical baseline is maintained; quality assurance is maintained; the design is in compliance with engineering standards and the requirements of the specifications; and the design is adequate for the intended purpose. The TJNAF Project Manager (TJNAF PM) will address potential changes that originate in the design process. After CD-2, change control will be handled in accordance with Table 9. The Baseline Change Control Board (BCCB) consists of core members of the IPT. The board will be convened at the discretion of the FPD and TJNAF Project Director (TJNAF PD) to review and make determinations on proposed changes. 17

18 Scope Cost Schedule Funding Deputy Director for Science Any change in scope and/or performance that affects the ability to satisfy the mission need or is not in conformance with the current approved PEP Section 2.1 and Project Data Sheet (PDS). Any increase in TPC, TEC, or OPC of the project as stated in Table 8. Any delay in CD-4, project completion date as stated in Table 3. Table 9 UIM Project Change Control Approval Thresholds Acquisition Executive (AE) Any addition to scope as described in PEP section 2.1 or Major changes in technology or approach to Level 2 WBS components as shown in Section 2.4. One time contingency* usage of $500k or larger or The larger cumulative change of lesser than 50% or $2.5M of Level 2 WBS** as shown in Table 6. Any changes to Level 1 milestone as shown in Table 3 (with the exception of CD-4). The cumulative change of lesser than 9 months of schedule contingency before CD- 4 as shown in Table 3. Any changes to funding profile as shown in Section 2.5 that negatively impacts the Performance Baseline. Federal Project Director* Major changes in technology or approach to Level 3 WBS components as shown in Table 6 The larger cumulative change of greater than 50% or $2M of Level 3 WBS** as shown in Table 6. Any changes to Level 2 milestone shown in Table 4 Contractor Project Manager Major changes to WBS below Level 3 The larger cumulative change of greater than 50% or $1M to WBS Lower than level 3**. Any changes to milestone below Level 2 * Any contingency usage will require the approval by the FPD or Federal personnel. ** After the cumulative threshold has been reached and the next higher change authority has been notified and has approved the changes, the cumulative cost thresholds will reset. 18

19 7. MANAGEMENT STRUCTURE and INTEGRATED PROJECT TEAM This section presents the organizational structure and roles and responsibilities for project participants. The project organization chart is shown in Figure Integrated Project Team The Integrated Project Team (IPT) for the UIM project consists of personnel from the TJSO and from TJNAF. The purpose of the IPT is to provide professional management and subject matter expertise to assure the safe, timely, and cost-effective completion of the project. The IPT supports the Federal Project Director (FPD) during DOE oversight and review. The IPT Charter describes the organization, and designates members, operating principles and roles and responsibilities; a copy of the IPT Charter is included as Appendix A. The FPD will work closely with the program manager from SSI (SC-31) to ensure that project execution is consistent with SLI program goals and objectives and to ensure the Acquisition Executive and other DOE HQ stakeholders are apprised of the project status. This will be accomplished through routine conference calls, site visits, project reviews, and other formal and informal communications. 19

20 Figure 2 - Organization Chart (*Core members of Integrated Project Team) Office of Safety, Security, & Infrastructure Associate Director S. Short- Acquisition Executive C. Ackerman Program Manager Thomas Jefferson Site Office J. Arango - Manager S. Mallette - Deputy Manager *R. Korynta Federal Project Director Project Management & Integrated Planning *P. Kessler Facilities & Logistics *R. Sprouse Director *M. Solaroli Project Manager JLab Project Team Architect Engineer Contractor(s) 7.2 Department of Energy Associate Director, Office of Safety, Security and Infrastructure / Acquisition Executive The Associate Director, Office of Safety, Security and Infrastructure, serves as the AE for the project. Office of Safety, Security and Infrastructure Program Manager The SC-31 Program Manager reports to the AE and serves as the primary interface between the FPD and the SLI program. The Program Manager s role and responsibilities are summarized as follows: 20

21 Communicates direction from the AE to the FPD. Oversees development of project definition, scope, and budget. Defines mission requirements and objectives. Prepares, defends, and provides the project budget with support from the field and DOE and SC HQ elements. Reviews and provides recommendations to the Acquisition Executive on Level-0 and Level-1 baseline changes. Functions as the primary point-of-contact at DOE HQ for project matters to all parties external to the IPT. Develops project performance measures, and monitors and evaluates project performance throughout the life cycle of the project. Coordinates project reviews as necessary. Ensures that ES&H requirements are implemented by the project. Coordinates with other DOE HQ offices as necessary to execute the project. DOE Thomas Jefferson Site Office FPD The Thomas Jefferson Site Office (TJSO) reports to SC Deputy Director for Field Operations (DDFO, or SC-3) and administers the M&O contract with JSA, which includes day-to-day oversight of TJNAF. The FPD is overall responsible and accountable to the AE for the execution of the project. The FPD s authorities, roles and responsibilities are summarized as follows: Develop, staff, and issue the IPT charter. Single point of contact between federal and contractor staff. Plan, implement and complete the project using a systems engineering approach. Tailor DOE project management requirements to the project. Develop and implement the Acquisition Strategy and the Project Execution Plan. Define project objectives and technical, schedule, and cost scopes. Ensure timely completion and quality of required project documentation. Assess contractor project performance versus contract requirements. Proactively identify and resolve critical issues within Federal control. Integrate and manage the timely delivery of government reviews, approvals, property, services and information. Ensure the design, construction, environmental, safety, health and quality efforts performed are in accordance with the contract, public law, regulations, and Executive Orders. Evaluate and verify reported progress and report project performance in the Project Assessment and Reporting System (PARS). Approve changes in accordance with the PEP change control process. 21

22 Manage project contingency funds. 7.3 Thomas Jefferson National Accelerator Facility Jefferson Science Associates, LLC manages and operates JLab for DOE and is responsible for implementing project plans approved by DOE. The Project Director will be supported by a project team that includes a Project Manager, Facility User Representative(s), Procurement staff support, Environmental Safety and Health Representative, Construction Field Representative and other TJNAF project management support. TJNAF Project Director (TJNAF PD or PD) The TJNAF PD reports to JLab leadership and management. The TJNAF PD will establish and maintain a project organization to accomplish the project. Staffing this project organization will include, but is not limited to, the Project Manager, engineering support, ES&H, Quality Assurance (QA), construction oversight and safety, procurement, project controls, and finance personnel. The PD provides senior management oversight, chairs the Baseline Change Control Board (BCCB) and approves Level 3 Baseline Change Proposals (BCPs). TJNAF Project Manager (TJNAF PM or PM) The project manager is responsible for the design, construction, testing and turnover to operations of the completed systems/facilities and provides support to the TJNAF PD. Specific responsibilities of the PM include: Manages day-to-day execution of the project at TJNAF. Establishes technical and administrative controls to ensure the project is executed within approved cost, schedule, and technical scope. Implements an Earned Value Management System (EVMS) to track performance against the approved project baseline. Ensures that project activities are conducted in a safe and environmentally sound manner. Ensures ES&H responsibilities and requirements are integrated into the project. Participates in management meetings and communicates the project status and issues. Identifies and manages project risks. Prepares and provides recommendations for baseline change control proposals. Leads the TJNAF project engineering team. 22

23 Procurement A representative from Procurement provides subcontract administration and contractual support. Specific roles and responsibilities of the Procurement representative include: Solicit sources and administer subcontracts. Assist in source selection. Direct preparation of the Request for Proposal. Perform price and cost analysis. Ensure all contractual provisions are approved and met. Negotiate terms, recommends award of contract and prepares necessary justification documentation. Prepare subcontract modification changes in scope of work, funding and schedules. Monitor expenditures and reviews invoices. Recommend resolution of disputes and subcontractor claims. Upon completion perform subcontract closeout. Safety and Health A Safety and Health team member will: Review the design and participate in the oversight of construction activities with respect to Integrated Safety Management (ISM). Provide advice and support to the PM on continuous improvement of safety throughout the project. Approve the construction GC and subcontractor hazard assessment and safety plans. Project Engineering Team The project engineering team, made up of TJNAF Facilities Management and Logistics (FM&L) engineers, as well as members from cryogenics and information technology groups, will provide technical and engineering support and review of the design, construction, testing and startup of the improved utility systems. 7.4 A-E Consultant An architect-engineering (A-E) consultant will prepare the preliminary and final designs, and the construction contract documents (i.e., technical Request for Proposal). The A-E may also provide construction phase services such as construction administration support 23

24 which will typically include review of submittals and resolution of design changes due to and field conditions. 7.5 GC Subcontractor(s) The GC subcontractor(s) will perform construction work related to the project generally through fixed-price contracts. The GC(s) will provide all labor, material, and equipment necessary to replace and expand existing utility systems, construct the new facilities, complete all renovations and associated site work in accordance with the final approved construction documents; demonstrate the proper operation of all equipment, and restore any disturbed areas. Equipment will also be procured via fixed price subcontracts. 8. PROJECT MANAGEMENT/OVERSIGHT 8.1 Risk Management A Risk Management Plan (RMP) has been issued that identifies the potential risks and provides a comprehensive strategy for management of these risks. The objective of this plan is to proactively identify and manage project related risks throughout the project s life cycle. The mitigation of risks minimizes their impact on the project s cost and schedule as well as on the facility s operational performance. Adequate contingency will be provided for these risks. The RMP consists of a risk registry and indicates assigned responsibilities of the project personnel in performing the risk management actions. The RMP will be maintained to ensure that the project incorporates appropriate, efficient and cost-effective measures to handle project risk. The risks anticipated during construction of the proposed systems and facilities are typical of infrastructure design and construction. The risks associated with this project and acquisition strategy are judged to be low and manageable. The greatest project risk is the interface with on-going TJNAF operations and commissioning for the 12 GeV Upgrade Project. This risk is being mitigated by diligent coordination with all stakeholders. The coordination is being facilitated by the UIM Interface Coordination Group comprised of members from affected organizations. The leader of the Interface Coordination Group is a member of the Accelerator Operations Group matrixed to the UIM project. 8.2 Project Reporting and Communication Management Plan The project will report in DOE PARS II. In addition, the TJNAF will provide to the FPD a monthly project status report consistent with requirements in the EVMS description document (TJNAF Project Control System Manual Rev 7). The HQ Program Manager will organize quarterly project performance meetings with the project personnel, the Acquisition Executive, and the Office of Project Assessment (SC-28). 24

25 The project will also schedule IPT calls at least bi-weekly prior to CD-2 and monthly during the execution phase. Other organizations or personnel who may also participate in these calls include the AE, HQ personnel, OPA, and others as necessary. The purpose of these calls is to provide updates on the project progress and to discuss and resolve issues. The frequency of calls may be increased as needed to resolve project issues. 8.3 Earned Value Management System The TJNAF has a certified EVMS that complies with the ANSI/EIA-748 Standard. The project EVMS that will be implemented prior to CD-2 approval will be consistent with the site EVMS description document and will provide an objective measure of actual costs and schedule performance against the Performance Measurement Baseline. At CD- 2, with establishment of the performance baseline, the project will report earned value data into the DOE PARS II system. Project performance is tracked based on the updated monthly and cumulative cost, schedule, and earned value data. 8.4 Independent and Project and Annual Peer Reviews Independent Project Reviews of the project status and management will be conducted by Office of Science, Office of Project Assessment prior to each CD, and at a minimum annually after CD-2. The project is also responsible for performing Conceptual, Preliminary, and Final Design reviews by teams external to the project. Additional external and independent technical reviews, as applicable may be performed. 8.5 Engineering and Technology Readiness The UIM project is technically non-complex. The project will assess engineering readiness through design reviews, IPRs, and other independent technical reviews (see Project Reviews). 8.6 Alternatives Analysis and Selection An alternatives analysis was performed as part of the Acquisition Strategy development process. The alternative selected is to expand the CTF & modernize site utilities at the TJNAF. Refer to the Acquisition Strategy for the alternative analysis and selection details. 8.7 Environment, Safety and Health The TJNAF ISM System will be utilized for the design and execution of the Utilities and Infrastructure Modernization Project. Subcontractors will be required to demonstrate both safety philosophy and practices through binding subcontract language. Proposed project work will be performed under the standards and codes set forth in the TJNAF 25

26 DOE JSA contract Necessary and Sufficient Work Smart Standards. These include the Federal Occupational Safety and Health Act (OSHA), 29 Code of Federal Regulations (CFR) 1926, 10 CFR851, and Virginia OSHA which dictates the minimum baseline requirements for safe work on the project. A Hazard Analysis (HA) has been conducted and the report issued. The HA identifies construction hazards and operational hazards and mitigation plans for the hazards. The operational hazards are due to work activities and building design features associated with the usage of the new buildings. The HA report serves as the basis for planning physical and administrative controls to protect the health and safety of workers, contractors, and the environment. The project specific ES&H Plan per 10 CFR 851 will address all construction activities as necessary. TJNAF will employ a Best Value or Technically Acceptable Low Bid procurement policy that includes ES&H performance as a critical parameter to assure that subcontractors can meet the TJNAF ISM requirements. The TJNAF ES&H Manual is utilized as the basis for this evaluation. Subcontractors must have a safety record with demonstrated performance in similar construction activities. Their management team must have a strong commitment to the safety program, in particular in applying the principles and core functions of ISM, to assure outstanding worker and ES&H and safety performance. Subcontractor management is held accountable for the safety performance of their workers, and will be responsible for ensuring all work is done safely. To ensure that ES&H oversight is maintained on a continual basis for all activities, the PM and GC(s) will be responsible for ES&H oversight of the construction subcontractors. The ES&H professionals will have the authority to assist subcontractor management in the enforcement of subcontract agreement safety requirements. The FPD is the primary point of contact for the TJSO ES&H oversight activities and will maintain cognizance of all project activities. TJSO oversight activities are designed to ensure that the planned TJNAF ESH&Q oversight is being performed in an effective manner and that ESH&Q oversight is being conducted in accordance with the TJNAF and the TJSO Project Specific Oversight Plan. TJSO oversight activities during construction include participation in site walkthroughs and contractor work planning meetings, and safety meetings. TJSO oversight will be conducted primarily by TJSO staff, but additional resources will be obtained if necessary. No environmental issues have been identified that would significantly impact this project. The environmental risk is low. The project has complied with all requirements of NEPA and its implementing regulations. A NEPA Categorical Exclusion has been approved for the project. All required permits will be obtained prior to execution of work. Replacement/Expansion of utility systems along with expansion of the CTF building will be continually coordinated with TJNAF operations and will not impact ongoing research at TJNAF. 26

27 TJNAF has implemented an Environmental Management System (EMS). Requirements of the EMS flow down to construction subcontracts. Oversight of construction activities will be conducted by TJNAF to ensure subcontractors are in compliance with EMS requirements. Throughout construction, environmentally sensitive construction practices will be followed to reduce site disturbance, minimize construction waste, and improve indoor air quality. DOE National Laboratories have taken the initiative and the lead in developing creative, innovative, and cost-effective ways to meet the sustainability targets and goals under Executive Order (EO) 13514, "Federal Leadership in Environmental, Energy, and Economic Performance." The goal of the EO is to reduce greenhouse gas emissions associated with our operations and general purpose facilities. The TJNAF UIM project will contribute to this leadership by devising and implementing system elements where applicable that meet the Department s sustainability goals in both best practices and consideration of available technology during design. While not a LEED registered project, the project will include as many of sustainable design and construction aspects as practical and cost-effective. Waste management requirements will include recycling and waste minimization actions. 8.8 Safeguards and Security Safeguards and Security requirements for this project have been coordinated with TJNAF Security and DOE TJSO. Security needs of this project are adequately covered by the existing site security arrangements. TJNAF access requirements and procedures will be written into project contract documents and will be followed by all project personnel accessing the site. The construction contractor(s) will be required to fence the project site, to the extent practicable, for both safety as well as security considerations. 8.9 Systems Engineering The primary goal of systems engineering is to transform mission requirements into system architecture, performance parameters, and design details, beginning with the definition of a need and progressing through the establishment of the baseline and ending with verification that the need has been met. The UIM project follows the systems engineering process initiated during mission definition, through identification, management, and flow-down of functions and requirements, and subsequent verification of parameters for buildings and utility components; continuous risk management will be carried out through project completion. This systems approach is integral to project management from the conceptual design throughout the preliminary and final designs. Project integration with ongoing operations will be continually evaluated to determine the most efficient solutions to interface challenges during installation of the unities upgrades. 27

28 8.10 Value Management Value management (VM) is a combination of planning tools and methods to find the optimum balance of project benefits in relation to project costs and risks. It is the process of planning, assessing and developing the project in order to make the right decisions about the optimized balance of project benefits, risks, and costs. Project VM increases the likelihood of optimizing project deliverables and benefits. The UIM project team follows value management principles throughout the life of the project while maintaining the necessary level of performance and safety. The project manager will assess how to critically appraise and analyze all the tasks, activities, and processes involved in the project in order to determine whether better value alternatives or solutions are available. The main idea of the project VM process is to ensure the number of wasteful activities is reduced and inefficiencies in specific aspects of the project implementation are avoided Value Engineering Consideration of sustainable design and energy savings started with conceptual design and will be continued through final design of all project components. A value engineering assessment to evaluate the effectiveness of possible alternative design approaches, sustainability, and energy conservation features has been incorporated into completed designs. The purpose of the assessments is to evaluate the impacts to the project initial and life cycle cost as well as schedule of any suggested changes to the design. Value engineering principles will be applied throughout the life of the project Configuration Management/Document Control The TJNAF has established procedures to ensure that all safety, operational, and subcontract requirements are met. These procedures are followed by the UIM project. Design reviews are conducted to include consideration for reliability, maintainability, and operability to ensure the development of systems that are reliable, safe, easy to operate, and maintainable with minimal resources. The buildings and systems will be inspected during construction to ensure that the construction conforms to contract drawings and specifications. In addition, an independent commissioning agent will participate with the design and will test the operations of systems to ensure accurate operations based on the design. During formation of the project documents, reviews are conducted to include consideration for relocation of equipment, maintenance costs during the life cycle of systems, and coordination with ongoing operations. Configuration of the project baseline documents will be maintained using the formal change control process described in Section 6. These documents listed below are controlled. 28

29 Project Data Sheet, Project Execution Plan, Requirements Document, Design Documents, Approved Baseline Change Proposals Quality Assurance and Testing and Evaluation This project will follow the TJNAF established web-based quality assurance program. This project falls under Standard industry Quality Level 3; therefore no formal QA plan is required. The industry standard practices for industrial construction projects will apply. Specific quality control requirements involving program requirements; personnel training and qualifications; documentation and record keeping; work process; design; procurement; inspection and testing; and independent assessment will be addressed in the procurement documents. Division 1 General Requirements of the construction documents will identify the general requirements of the subcontractor s quality control program. The technical specifications (Divisions 2 44) will identify the specific technical requirements. TJNAF QA procedures will be implemented during project development, design, and construction to ensure that all safety, operational, and subcontract requirements are met. Design reviews will include consideration of safety, reliability, maintainability, and operability. The facilities and systems will be inspected during construction to ensure that they are constructed in accordance with the approved construction documents. In addition an independent commissioning agent will test the operation of the utility and building systems to ensure systems perform in accordance with the design specifications Transition to Operations Final Inspection and Acceptance The TJNAF project team will evaluate the building, equipment, and systems to ensure that: Equipment, systems, and facility checkouts. Inspections and walk downs have been completed and a punch list has been developed for incomplete work. As applicable, assigned building managers have received building equipment operational training and manuals. An inspection of corrective actions has been conducted and punch list work has been completed. TJNAF FM&L Personnel have inspected all the life safety systems for proper operation. 29

30 Commissioning A third party commissioning agent will review design documents to ascertain performance and operational test requirements for all major systems. A commissioning plan to test and evaluate system performance both individually and collectively as compared to approved design criteria has been prepared. Functional performance tests have been established for systems with completed designs. All designated systems will be tested against the performance criteria. Results will be recorded, and corrective actions initiated if required. Use and Start of Operations Beneficial use may occur prior to the completion of all of the commissioning and punch list items but all life safety systems will be operational prior to any use. Readiness assessments will be completed when the construction is complete, prior to use. Training of the TJNAF facilities management staff on the use of all equipment and systems will be performed as the equipment and systems become operational. At the point of beneficial use the responsibility for the operation and safety of the systems will transfer to the TJNAF FM&L Division. Lessons Learned During the project all lessons learned will be distributed through the SC Lessons-Learned System. An initial lessons learned document will be developed regarding up-front planning and submitted 90 days after the start of construction under CD-3A and updated after CD-3B and CD-3C. All project lessons learned will be documented, collected and issued as a final project lessons learned report Project Closeout A Draft Project Closeout Report will be developed prior to CD-4 approval and the Initial Project Closeout Report will be developed after the project is complete. The completion report will contain the final cost of the project, project lessons learned, and performance achieved at project completion. The initial Project Closeout Report will be submitted 90 days after CD-4 is achieved. As part of project closeout, the project will establish/update the Facilities Information Management System, document the achievement of the Facility Sustainability goals, and finalize PARS II reporting. 30