1. CERN Construction Planning and Scheduling (LHC installation)
K. Foraz

2. Content Introduction Multi-level planning Follow-up Conclusions
Deviation management
Communication
Conclusions
ITER - K. Foraz EN-ACE

3. Challenge to carry out a Mega-Project
Time Horizon
Multi-years
Multi-phases
Chain of Command
Multi-layers organization
Matrix Structure
High‐degree of Specialization
Subject Matter Expertise
Cutting-Edge Technology
Dispersed Teams
Virtual teams in multiple locations
Outsourcing to other countries
Risks had to be properly analyzed
Responsibilities had to be clear
Coordination was crucial
As well as clear and transparent communication
Mega-Project factors
Impact on the Project
ITER - K. Foraz EN-ACE

4. Scheduling requirements
To coordinate a large project requires an overall view, which can only be achieved by collecting and summarizing detailed information
Have a coherent information up-to-date
Be able to identify the over/under-estimation from experience
Multi level planning
From planning to scheduling
ITER - K. Foraz EN-ACE

5. The Master Schedule Review of the strategic goals and major milestones
ITER - K. Foraz EN-ACE

6. LHC construction and installation schedule
From strategy to tactic
Aim: implement and control the flow of installation
Respect the main milestones of the Master Schedule
Based on the WBS
Linear schedule
ITER - K. Foraz EN-ACE

7. From tactic to operation
Detailed schedules
From tactic to operation
The LHC main ring: 8 sectors treated as 8 identical machines
Arcs
Long Straight Sections
Services areas
3 main MSProject files
Weekly review of the 3 schedules, and their dependences
ITER - K. Foraz EN-ACE

8. Tools used MSProject Excel Gant chart Level resources Progress curves
Automated excel -> Linear schedule
Time sheets
Main options for general schedule
ITER - K. Foraz EN-ACE

9. Baseline schedule
The delay of the QRL imposed the reshuffling of some activities. Additional resources were added for the following phases +3 months
Major non-conformities during installation: +2 months because of the QRL, +4 months because of the interconnections
Interconnection non conformities + Inner Triplet Crisis +7 months
Hardware commissioning was included
ITER - K. Foraz EN-ACE

10. Baseline evolution 2002 2003 2004 2005 2006 2007 Civil engineering
LHC civil engineering work
Water cooled cables
Cryogenic line
1st LHC cryo-magnets
lowering
LHC Interconnection work
2002
2003
2004
2005
2006
2007
Civil engineering
General Services
Cryogenic line installation
Machine installation
2002
2003
2004
2005
2006
2007
2002
2003
2004
2005
2006
2007
ITER - K. Foraz EN-ACE

11. Follow-up Aim: to depict actual status and compare it to baseline
Adaptation through continuous feedback
Minor changes
Major changes
Schedule Change Requests circulated through the groups and approved by the project leader – Schedule Change Order
ITER - K. Foraz EN-ACE

12. Follow-up
Information sources
ITER - K. Foraz EN-ACE

13. Follow-up Bi-monthly short term planning review
Who: Schedule officers, Project engineers or representatives, Work coordinators, Safety coordinators
What: Work within the next 3 months, logistic issues
ITER - K. Foraz EN-ACE

14. Follow-up Worksite meetings
Who: Work coordinators, Safety coordinators, worksite supervisors, contractors, (schedule officers)
What: Work within the week, worksite issues, daily logistics…
ITER - K. Foraz EN-ACE

15. Follow-up Other meetings: MARIC, ICC… 2017.01.16
ITER - K. Foraz EN-ACE

16. Schedule deviation management
Purpose
Determine whether the schedule has changed
Determine which factors create schedule changes
Manage actual changes as and when they occur
Minimize overall impact of delays to the main milestones
Sources of deviation
1st worksite
Material readiness
Lack of resources
«Force majeure», Accident/Incident
Unexpected technical difficulties
ITER - K. Foraz EN-ACE

17. Schedule deviation management
Understanding
the cause – to prevent gap widening
the consequence – to find the best answer
Solutions
Additional resources ($$)
Shift works
Schedule reshuffling
Accepted delay !
“We will either find a way, or make one.” – Hannibal
ITER - K. Foraz EN-ACE

18. Getting your message across to your audience
Communication
«Government»
Getting your message across to your audience
Shared Vision
Project community
The world
Contractors & collaborations
Regular reports
ITER - K. Foraz EN-ACE

19. Highlight issues & risks (solutions & alternative plans)
Communication
«Government»
Synthetic
Highlight issues & risks (solutions & alternative plans)
ITER - K. Foraz EN-ACE

20. Communication Project community & Contractors & collaborations
General Project status
&
Details on deadlines, co-activites and constraints
(the closest you get to the worksite, the more you simplify the information)
ITER - K. Foraz EN-ACE

21. it's kind of fun to do the impossible !
Conclusions
it's kind of fun to do the impossible !
Walt Disney
Planning & scheduling a Mega-Project requires
Clear structure and clear responsibilities
Flexibility (schedule pressures are coming from all avenues)
Close contact with the top & the bottom
Transparency
ITER - K. Foraz EN-ACE

22. Thank you for your attention
ITER - K. Foraz EN-ACE

23.
ITER - K. Foraz EN-ACE