ILC Engineering Design Phase – Status & Plans

Mike Harrison

GDE/BNL
Reference Design Report
The draft report and associated cost estimate was presented to ICFA in Beijing
Reference Design Cost Estimate
Summary
RDR Value Costs

Total Value Cost (FY07)
4.80 B ILC Units Shared
+
1.82 B Units Site Specific
+
14.1 K person-years
( explicit labor = 24.0 M person-hrs @ 1,700 hrs/yr)
1 ILC Unit = $ 1 (2007)

ILC Engineering Design Phase
We are at an evident change point in the ILC Project.

Two years after the formal formation of the GDE,
the recent completion of the draft Reference Design Report (RDR) marks a major milestone in this global effort.

The GDE is now in the process of restructuring itself and making plans for the engineering design phase, leading to the completion of the ILC Engineering Design Report (EDR) in 2010.
Engineering Design phase will include:
Basic R&D to demonstrate that all components can be engineered
R&D into alternative solutions to mitigate remaining risk.
An overall design to allow machine construction to start within 3 years,
selection between high tech options must be made to allow industrialization efforts.
A comprehensive value-engineering exercise must be conducted.
A complete value cost estimate for the machine must be provided, including a funding profile consistent with the project schedule.
A project execution plan must be produced, including a realistic schedule.
Designs for facilities shared between different area systems , and for site-specific infrastructure. The designs must include the level of detail needed for regions to estimate the cost to host
All necessary information must be provided to regions to evaluate project technical and financial risks in support of a bid to host.
High Priority -Controlling COST
fundamental containment of the current RDR Value estimate (no cost creep).

potential cost-reduction via engineering
clearly identified in the RDR (do we really need two tunnels ?).

Together with the risk-mitigating/cost reducing prioritised R&D program

n.b. the Reference design costs were reduced by ~25% from the original numbers

Industrialization
Second focus: increasing direct involvement of industries

Preparation for mass production
is a critical issue for key technologies,
understanding how individual countries can contribute in-kind

This must be achieved on a truly worldwide basis,
Intend to follow free-market
including seeking out and developing potential (new) industrial bases
For example India
RDR provides guidance
The RDR provides a design and a value estimate that is parametric in nature,
allows us to identify the cost drivers and the technical risks;
critical in prioritizing both engineering and R&D,

primary cost drivers:
SCRF linac technology
CFS,
~70% of the ILC value estimate.

These two will be a major focus during the EDR
Prioritization for the EDR
Based on:
Technical risk mitigation
Cost risk mitigation
Cost reduction
Preparation

Not in the above order:
Quantitative evaluation possible based on RDR Value estimate and plan

Mechanism?
Define proposed Work Packages,
Build Work Breakdown Structure
Secure institutional/funding agency consensus
Getting Started on the EDR:
Re-organize ourselves toward the EDR
Project management-based structure,
Definition, scope and resources

Examine RDR & plan EDR a starting point
Multi-day technical meetings planned
Internally controlled process

Continue the design work and technical R&D

EDR Objectives -Main Linac Technology:
Complete the critical R&D as identified by the R & D Board task forces.
Coordinate/monitor industrialization efforts
Identify a plan for consolidating design work
Identify ways in which the maximum benefit can be obtained from the European XFEL project
Formally launched June 5, 2007
EDR Objectives: Conventional Facilities & Siting (CFS)
CF/S has been identified as an RDR cost driver;
expected to yield cost reduction through value engineering.
Complicated via site/regional dependencies:
Need to delineate global/generic engineering and site/region-specific engineering;
Both categories to be clearly identified in WBS.
Primary EDR Goals:
iteration of CF/S requirements with accelerator designers/engineers ( òvalue engineering’ );
Detailed evaluation of alternative solutions (e.g. shallow site);
Prepare critical information for specific site selection / development;

Lack of an agreed-upon single site is a significant problem

EDR Objectives: Accelerator Systems
Define performance-driven specifications for the accelerator components and infrastructure
Iterate cost/performance trade-offs
CF/S will be a focus;
Demonstrate that the accelerator design fulfills the required performance goals in a cost-effective way;
by demonstration via critical R&D;
by simulation;
Maintain a risk register, and develop alterative fall-back solutions.
Restructuring the GDE
Project Management for the EDR Phase
Devised along functional lines
(instead of institutional or regional )
Many WP’ s will have strong institutional center
Relationship between Project and Institutes through a series of òMemoranda’
Defines a Work Package for a given Institution

we must be extremely careful to develop and maintain inter-regional consensus/balance
ILC Project Management
Global focus
Role of the project managers in relation to the regional directors:

Project Managers are responsible for
Leading the worldwide technical development effort
Setting technical direction and executing the project toward realization of the ILC

Regional Directors are responsible for
Promoting, seeking funding and authorization of the international cooperative program.
ILC Project Management as a proposal for the organization toward EDR
EDR Project Management
Managing a non-centrally funded project:
green indicates a commitment:
institute will deliver
MoUs facilitate connection:
Project Management (authority and responsibility) and institutions (funding and resources).
The òC’ coordinating role in a WP
Each WP has only one coordinator.

Memoranda of Understanding
Until we have central funding, the GDE must continue to seek its resources indirectly via the institutes forming the collaboration.

Responsibilities for delivering a WP must be formally agreed upon between the GDE Project Management and the corresponding institute via MoU.

The institutes are then responsible for obtaining the necessary resources for the task from their funding sources (agencies).

The process by which the WPs are defined, and the allocation of institutes to carry out those WPs through MoUs, must be an open and transparent process allowing all interested parties to make a proposal to carry out the work and to understand and accept the criteria used in decision making.
Resources
SCRF òCenters of Excellence’ in each region
KEK, FNAL/ANL/JLAB, DESY
Infrastructure and key staff ready for EDR
Supports R & D and development of industry

ILC Design and Engineering expertise in each region
CERN has unique expertise in large scale civil engineering, mass production of cryogenic components and cryogenic systems
2007/08 -EDR Meeting Schedule
2007/08 EDR Milestones
May -Project Managers announced:
Akira Yamamoto (KEK)
Marc Ross (Fermilab) chair
Nick Walker (DESY)
Aug. -Korea ILCSC PM submission
Aug. to Oct. -EDR Kick Off Meetings
Oct -DRAFT Work Packages / WBS
Fermilab ILC GDE meeting
Jan. to Feb. 08 -EDR R & D Meetings
March 2008 -Tohoku ILC Meeting
EDR organization in place (WBS, MoU drafts)
Conclusions
GDE transition from reference design phase to the engineering design phase is underway

The goal is to produce a design by 2010 which can be used for project approval, site selection and updated cost estimates. Consistent with construction start ~ 3 years later

Engineering Design phase will benefit from:
Strong, steady support from funding agencies
Institutional commitment to further develop collaborations
A commitment to unify and strengthen governance