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1 Managing the Gemini Project Matt Mountain - Director Jim Oschmann -Project Manager Background Project Management approach Results Final Thoughts National Science Board Committee on Programs & Plans 15 th November, 2001

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2 Jim Oschmann Experience 20 years experience working in optics industries Defense R&D in High Energy Lasers, Laser Communications, Laser Radar & IR systems TRW, Hughes, Sensis Corp (Optical Systems Engineer and Systems Engineer) Commercial Optical Industrial experience Phase Shift Technology (Manager of Optical Systems) With Gemini for nine years Systems Engineer in 1992 Acting Project Manager 1993 Systems Engineering Manager 1994-1997 Project Manager 1998 to present Optical Systems Systems Engineering Project Management Education in Optical Sciences University of Rochester and University of Arizona

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3 The Gemini Scientific Mission The main themes of the science programs are concerned with observing and understanding the origins and evolution of stars and planetary systems, of galaxies, and of the Universe itself. The telescopes will be used to observe objects ranging in distance from within own our Solar System to within 10% of the observable horizon of the Universe Gemini Science Requirements, 1991

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4 International Agreement and Gemini Board defined Gemini Construction Two 8m telescopes, on Mauna Kea and Cerro Pachon Superb image quality, infrared optimized configuration Initial instrument complement Operations Operations infrastructure at Hilo and La Serena Build up and training of operations staff Enable and support community access and exploitation of the Gemini telescopes to undertake forefront astrophysical research Development On-going Instrumentation Program Upgrades and enhancements of existing instruments Facilities development Laser Guide Star Adaptive Optics Detector development Internet-II infrastructure

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5 Gemini Schedule 19922002 Construction Operations Development $184M 1997 Science Requirements & Implementation Plan accepted International Agreement signed Australia joins$8M Telescope first light $68M $31M

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6 Site Construction

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7 Completed Telescopes

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8 Gemini Construction Schedule 1991Initial Hiring of Central Project Team - Concept Design Begins 1992Primary Mirror Blanks Procured (long lead item) 1993International Agreement Signed 1994Construction Activities Begin (polishing, enclosure, & site construction) 1995Telescope Structures Contract 1996 Mauna Kea & Cerro Pachon Foundations Complete 1997 First Primary Mirror Completed & Telescope Structure Delivered to GN 1998 Telescope Installed with Primary Mirror (GN), Telescope Structure Delivered to GS, GS Primary Mirror Completed 1999 Engineering First Light on Gemini North 2000Initial Science Observations from Gemini North Engineering First Light on Gemini South 2001Initial Science Observations from Gemini South 2002Construction Close-out Science Observing and Instrument Commissioning

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9 Construction Project Australia Joins +$9.2M

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10 Both Gemini Telescopes Completed Mauna Kea, Hawaii and on Cerro Pachon, Chile Gemini North - Mauna KeaGemini South - Cerro Pachon Budget = $184M + $0M - $0.3M Schedule - 3 months Both Observatories in limited science observations punch list construction and commissioning activities in full swing

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11 Features of the Gemini Construction Project AURA Managed Dedicated division set up to concentrate on Gemini Oversight committee including senior engineering manager input JPL Chief Engineer Lockheed Martin Engineering Manager Carried out as one unified project Two construction sites Limited initial instrument complement Partner funding provided when required NSF worked with partners to ensure project not limited by cash flow concerns Partners took responsibility timely funding for transition to operations and for continued development

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12 Features of the Gemini Construction Project Science objectives defined and prioritized Cost fixed, so constant tension built into process Effort to get most for the money Central single management of effort Contingency funds managed centrally Product Oriented Work Breakdown Organization matches WBS Subcontractors managed rigorously Project Scientist part of design team Partner with Project Management Instrument Management was the exception Initially had more control at the partner level

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13 Gemini Construction Project Organization

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14 Design Process Establish science requirements Perform conceptual design and analysis Design requirements Flow down through error budgeting process System breakdown and major interfaces defined Initial integration plan established early Schedule reworked from bottom up Trades in concepts Cost, risk, and science trades Hard choices made early Long lead items designed and procured early Minimizing schedule risk Focuses remaining design effort

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15 Systems and subsystem reviews Science and engineering reviews Major cost trades performed early Systems reviews Science representatives from all partners High level plan and trades presented and discussed Conceptual, preliminary, and critical design reviews for major subsystems Mix of internal and external reviewers Brought in specialists as required Several science working groups for specific reviews and trades Vendor reviews in some cases

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16 Cost Estimates Cost estimates reviewed consistent with reviews Bottoms up cost estimates Drove major trades and risks Trade of budget across WBS to solve problems Systems Engineering involvement Cost, schedule and technical trades Cost progress reviewed on monthly basis Problems identified early Competitive bidding where possible Some partner work altered to full international bidding Goal was producing the most science for the money Major exception was instrumentation Partners took on cost risk for this freedom Instrument costs ring-fenced

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17 Schedule Schedule was structured from bottoms up Driven by Systems Engineering Sub system organization Integration & Test planning for flow of assembly Schedule Options, trades, feedback into Integration & Test planning Major elements followed WBS Progress reviewed monthly along with budget

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18 Development of systems plan: Defining Interfaces Gemini Example: Science Instruments Internal Interfaces

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19 System I&T Plan

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20 Schedule based upon flow diagram Gemini overall example (details too numerous to present)

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21 Design Smooth Transition to Operations (Gemini Example)

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22 Contingency Planning A Key to Risk mitigation Hold budget in project office for contingency (