Project Execution Plan for - physics.rutgers.edu

Project Execution Plan

for The Main Injector ExpeRiment ν-A Project

(MINERνA)

at

Fermi National Accelerator Laboratory

MINERνA Document #61 Version 33

February 22, 2007

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Preliminary Project Execution Plan Submitted by Integrated Project Team _______________________________ Stephen L. Webster date Fermi Site Office /DOE MINERνA Project Director Concurred by: _______________________________ Joanna M. Livengood date Fermi Site Office Manager _______________________________ Saul Gonzalez date Program Manager _______________________________ Daniel R. Lehman date Director, Office of Project Assessment Approved by: _______________________________ Robin Staffin date Associate Director, Office of HEP

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MINERνA Project Execution Plan

Table of Contents 1 Introduction............................................................................................................... 1

1.1 Purpose and Context of this Document .............................................................. 1 1.2 Approval and Revision ....................................................................................... 1

2 Programmatic Mission Need.................................................................................... 2 3 Project Description ................................................................................................... 2

3.1 Scientific Objectives ........................................................................................... 2 3.2 Technical Goals .................................................................................................. 2

4 Organizational Structure and Responsibilities ...................................................... 3 4.1 Office of High Energy Physics ........................................................................... 4 4.2 Fermi Site Office................................................................................................. 4 4.3 Federal Project Director...................................................................................... 4 4.4 Fermi National Accelerator Laboratory.............................................................. 5 4.5 Work Breakdown Structure ................................................................................ 5

5 Resource Requirements............................................................................................ 7 6 Technical Considerations ......................................................................................... 7

6.1 Research & Development ................................................................................... 7 6.2 Value Engineering .............................................................................................. 7 6.3 Test & Evaluation ............................................................................................... 8 6.4 Environment, Safety, & Health........................................................................... 8

6.4.1 National Environmental Policy Act (NEPA).............................................. 8 6.4.2 Preliminary Safety Assessment Document................................................. 8 6.4.3 Integrated Safety Management Plan ........................................................... 8

6.5 Sustainable Building Design............................................................................... 9 6.6 Configuration Management ................................................................................ 9 6.7 Quality Assurance............................................................................................... 9

7 Project Baselines and Change Control ................................................................. 10 7.1 Baseline Change Control .................................................................................. 10 7.2 Baseline Scope of Project ................................................................................. 11 7.3 Baseline Cost of Project.................................................................................... 11 7.4 Baseline Schedule ............................................................................................. 12

8 Life-Cycle Costs ...................................................................................................... 14 9 Alternatives and Tradeoffs..................................................................................... 14 10 Risk Management ................................................................................................... 15 11 Project Monitoring and Reporting........................................................................ 15 12 Acquisition Strategy................................................................................................ 15 Appendix A. Integrated Project Team Charter...................................................... 16

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1 Introduction The recently completed NuMI beamline at Fermilab provides the highest-intensity neutrino beam in the world. Although constructed primarily for neutrino oscillation studies, this beam also provides an unprecedented opportunity to study other aspects of neutrino physics. The goal of the Main Injector ExpeRiment ν-A (MINERνA) Project is to exploit this opportunity by constructing a fully-active neutrino detector to operate in the NuMI beam at Fermilab. Measurements with this detector will provide a physics program of high rate studies of neutrino-nucleus (ν-A) interactions, elucidating the nature both of neutrinos and of nuclear matter. MINERνA also seeks the application of these data to support present and future neutrino oscillation experiments, in which an understanding of the cross-sections and final states for neutrino interactions is essential for measuring neutrino oscillation parameters.

1.1 Purpose and Context of this Document This Project Execution Plan (PEP) summarizes the mission need and justification of the MINERνA project, its objective and scope, the Department of Energy (DOE) management structure, the resource plan, and the environmental, safety, and health (ES&H) requirements. In addition, it establishes the technical, cost, and schedule baselines for the project, as well as the DOE Baseline Change Control thresholds. The project is being carried out by the Fermi Research Alliance, which operates Fermi National Accelerator Laboratory (Fermilab) under Contract No. DE-AC02-07CH11359. The MINERνA Project Management Plan (PMP), which is a complementary document to this PEP, describes the organization and systems that the contractor will employ to manage the execution of the project and report to DOE.

1.2 Approval and Revision The PEP is approved by the Associate Director, Office of High Energy Physics, as a prerequisite of Critical Decision 2, Approval of Performance Baseline. Revisions to the PEP that are required to incorporate baseline change actions are considered to be approved by virtue of the corresponding baseline change. Approval of revisions to the PEP that are not associated with baseline changes has been delegated to the Federal Project Director (FPD). The FPD is authorized to approve non-substantive changes to the PEP and to update the document with appropriate factual material (such as actual dates that project milestones are accomplished) without higher-level approval. The MINERνA PMP is approved by the MINERνA Project Manager and the Fermilab Associate Director for Research.

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2 Programmatic Mission Need The MINERνA Project will exploit the existing NuMI neutrino beam at Fermilab by constructing a detector to provide important supporting measurements for current and proposed neutrino oscillation experiments. It will also produce new data on the interactions between neutrinos and the atomic nucleus. A Statement of Mission Need (CD-0) was approved by the Office of Science on June 23, 2006.

3 Project Description The NuMI beamline at Fermilab provides a neutrino beam of extremely high intensity. With the NuMI beam, statistically significant neutrino measurements are feasible with much lighter targets than was previously the case. The goal of the MINERνA experiment is to perform a high-statistics neutrino-nucleus scattering experiment using a fine-grained, fully active scintillator detector. The MINERνA detector will be located in the NuMI beam, directly upstream of the existing MINOS Near Detector in the Near Detector hall at Fermilab. The MINERνA detector will consist of an active target made of solid scintillator bars, surrounded on all sides by an electromagnetic calorimeter and a hadronic calorimeter. The upstream end of the detector contains nuclear targets of graphite, iron and lead. The detector is hexagonally shaped and has three stereo views for precise tracking. It will be located as closely as possible to the MINOS Near Detector, which may serve as a muon identifier for MINERνA. The MINERνA Project encompasses the construction and testing of the MINERνA detector. The installation and operation of the detector are excluded from the project to provide the needed flexibility to complete the project to CD-4 independently of scheduling issues associated with NuMI/MINOS and Fermilab Accelerator complex.

3.1 Scientific Objectives The MINERνA experiment (Fermilab E938) will provide measurements of final states in exclusive ν-A interactions using the NuMI neutrino beam. The intensity of the NuMI beam allows high-statistics measurements of these interactions in a wide range of neutrino energies, so that properties of neutrino interactions with matter can be described with unprecedented levels of precision. The neutrinos also serve as probes to explore nuclear properties, some of which are inaccessible to charged particle probes. Measurements of neutrino cross-sections on a variety of nuclear targets will provide crucial input to current and future neutrino oscillation experiments.

3.2 Technical Goals The objective of the MINERνA Project is to produce a fine-grained, scintillator-based neutrino detector to be installed on-axis in the existing NuMI beamline, upstream of the MINOS Near Detector. The detector comprises an all-scintillator inner region and an instrumented lead and steel outer region for electromagnetic and hadronic calorimetry. The detector is to include a variety of nuclear targets for neutrino interactions.

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More detailed discussions of the technical goals can be found in Section 7.2 and the Conceptual Design Report (CDR).

4 Organizational Structure and Responsibilities The DOE organization for the MINERνA Project is shown in Figure 4.1. Each of the major organizational elements is discussed in the following subsections.

DOE DES Project Director

Fermi Site Office Chicago Integratedort Center

Fermi NationalAccelerator Laboratory

Office of Science(Acquisition Executive)

Office of High Energy Physics

BTeV Program Manager

Figure 4.1DES Project

Project Management Organization

DOE MINERνA Project Director

Fermi Site Office Chicago Office

Fermi NationalAccelerator Laboratory

Office of Science

(Acquisition Executive)Office of High Energy Physics

MINERνA Program Manager

MINERνA ProjectProject Management Organization

MINERνA Project Manager

Project Management Group

Figure 4.1 DOE organization for the MINERνA Project.

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4.1 Office of High Energy Physics Within the Office of Science, the Office of High Energy Physics has overall DOE responsibility for the development of High Energy Physics (HEP). The Associate Director of the Office of High Energy Physics (OHEP) will serve as the Acquisition Executive for this project. OHEP is the lead program organization for the MINERνA Project. The responsibilities of OHEP relating to the project include the following:

• participate and concur in annual budget process; • review the PEP and substantive changes to it; • review the initial cost, schedule, and technical baselines; • ensure that funding is provided on a timely basis; • coordinate project needs within DOE headquarters; • coordinate with the MINERνA Federal Project Director.

4.2 Fermi Site Office The Fermi Site Office (FSO) has overall responsibility for the MINERνA Project. The FSO Manager has assigned the MINERνA Federal Project Director (FPD) the authority for the implementation and direction of the project. The FSO Manager will provide the MINERνA FPD with support from FSO staff when appropriate.

4.3 Federal Project Director The management responsibility, authority, and accountability for execution of the project have been assigned to the Federal Project Director (FPD). The FPD is a DOE employee who is appointed by the FSO Manager, subject to the approval of the Office of High Energy Physics. The FPD receives guidance and direction from the FSO Manager and serves as the principal point of contact for DOE headquarters on issues specific to the project. Specific responsibilities of the FPD are:

• serve as Project lead in drafting/coordinating the Acquisition Strategy and PEP; • implement procedures for baseline management and control; • maintain close contact with the activities of Fermilab to assure that the goals and

schedules are met in a timely and effective manner. Review project performance monthly and keep the Office of High Energy Physics informed of cost, schedule, and technical progress and problems in a timely manner;

• control the project contingency funds and authorize its use within levels established in the Project Execution Plan;

• coordinate with the FSO Manager regarding approval of subcontract procurement actions performed by Fermilab;

• oversee the preparation and review of the safety analysis documents; • direct the updating of the Project Execution Plan;

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• coordinate updates of the budget; • participate in and provide support for the program peer reviews, reviews by

oversight committees and validation of the project; • Monthly input of project status information to the DOE Project Assessment and

Reporting System (PARS). • submit quarterly reports and other reports on the status of the project for DOE

management as required in this Project Execution Plan and applicable DOE requirements;

• aid in the compliance by the MINERνA Project with appropriate DOE requirements, and contracting regulations.

4.4 Fermi National Accelerator Laboratory The Fermi Research Alliance (FRA) manages and operates Fermilab. FRA has provided the Laboratory Director with the overall responsibility for all projects, programs, operations, and facilities at Fermilab. Fermilab, through FRA or any possible successor, will have the responsibility of completing the MINERνA Project within the technical, schedule, and cost baselines defined in the PEP. The MINERνA Project Group performs management and oversight of the MINERνA Project. The head of the Project Group is the MINERνA Project Manager. The MINERνA Project Manager provides oversight, coordination, management, and direction of the MINERνA Project. The Project Manager represents the project in interactions with the MINERνA Collaboration, FNAL, DOE, NSF, U.S. research institutions, and foreign research institutions and funding agencies. The MINERνA Project Manager is appointed by the Fermilab Director or his designee. The MINERνA Project Manager reports to the Fermilab Director or his designee and has the responsibility and authority for delivering the project scope on schedule and within budget. The Project Manager has the day-to-day responsibility for managing the Project. Other details of the roles and responsibilities of the MINERνA Project Manager and other members of the MINERνA Project Group can be found in the MINERνA Project Management Plan (PMP). The MINERνA PMP parallels the DOE PEP. It documents Fermilab’s plan for carrying out the project. It contains lower level details for running the project and it describes the roles and responsibilities of the MINERνA Project Manager, project support personnel, Fermilab, the funding agencies, advisory groups and the MINERνA collaboration.

4.5 Work Breakdown Structure The technical description of the MINERνA Project is presented in the MINERνA CDR. The CDR describes the principal components of the MINERνA detector and experiment.

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The detector subsystems are the basis for defining the high-level WBS of the MINERνA Project. Figure 4.2 shows the MINERνA WBS to Level 2. Further details of the WBS are in the MINERνA PMP and the resource-loaded cost and schedule materials.

MINERνA

Scintillator Extrusion WBS 1.0

Wavelength-shifting (WLS) Fibers WBS 2.0

Scintillator Plane Assembly WBS 3.0

Clear Fiber Cables WBS 4.0

Photomultiplier Tube Boxes WBS 5.0

Photomultiplier Tube Procurement & Testing WBS 6.0

Electronics and DAQ WBS 7.0

Frames, Absorbers and Stand WBS 8.0

Module and Veto Wall Assembly WBS 9.0

Project Management WBS 10.0

Figure 4.2 MINERνA Work Breakdown Structure to Level 2.

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5 Resource Requirements MINERνA is a Major Item of Equipment (MIE). The Total Project Cost (TPC) is equal to the Total Estimated Cost (TEC) plus Other Project Costs (OPC). The estimated DOE funding profile for the MINERνA Project is shown in Table 5.1

FY 2006 ($AYk)

FY 2007 ($AYk)

FY 2008($AYk)

FY 2009 ($AYk)

FY 2010 ($AYk)

Total ($AYk)

Total Estimated Cost

(TEC)

0 0 5,400 4,900

400

10,700

Other Project Costs (OPC)

800 4,900 400 0 0 6,100

Total Project Costs (TPC)

800 4,900 5,800 4,900 400 16,800

Table 5.1 Planned DOE funding profile for the MINERνA Project (cost in thousands of Then-Year dollars).

Although Fermilab is the host site, a considerable fraction of the labor will be provided by universities from the MINERνA collaboration.

6 Technical Considerations

6.1 Research & Development The MINERνA Project employs a set of underlying technologies that are well-established and have proven successful in detectors for high energy physics. Preliminary research & development for MINERνA is aimed at achieving the optimal configuration of these established technologies to attain the project’s scientific goals. The project includes a Research & Development phase to complete this process.

6.2 Value Engineering Value Engineering, or Value Management, is directed at analyzing the functions of systems, equipment, facilities, services, and supplies for the purpose of achieving the essential functions at the lowest life-cycle cost consistent with required performance, quality, reliability and safety. The systematic procedure for applying Value Engineering is referred to as the Value Methodology Standard. For the MINERνA Project, the Value Methodology Standard includes physics and engineering studies; project and subsystem reviews to address technical, cost and schedule issues; and documentation of studies, presentations and reports. The MINERνA Project uses this standard in assessing the

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overall project and its various subsystems. The Project Management Plan includes further details of how this system is applied and documented. It is not anticipated that a formal value engineering study will be required for the MINERνA Project. However, the project will continue to apply the Value Methodology Standard as the project proceeds.

6.3 Test & Evaluation Testing and evaluation is carried out on the MINERνA Project to ensure that the technical specifications of the detector will enable it to meet the scientific goals of the project and also to ensure that the components of the detector meet the technical specifications. In the former case, this is accomplished with detailed computer simulations. In the latter case, laboratory tests of components ensure that they meet established criteria. Subsystem managers are responsible for conducting these tests and including evaluations in the monthly reports.

6.4 Environment, Safety, & Health Fermilab has implemented policies for Integrated Safety Management (ISM) and Integrated Environmental Management. The ISM Plan is described in Section 6.4.3.

6.4.1 National Environmental Policy Act (NEPA) In compliance with NEPA, the MINERνA Project submitted an Environmental Evaluation Notification Form, on the basis of which a Categorical Exclusion was granted on December 2, 2005.

6.4.2 Preliminary Safety Assessment Document A draft MINERνA Hazard Assessment Document has been prepared for this specific experiment and will serve as the basis for the Preliminary Safety Assessment Document required for CD-2. A Safety Assessment Document (SAD) will be prepared prior to sustained operations of the completed MINERνA Detector.

6.4.3 Integrated Safety Management Plan The MINERνA Project will be executed in accordance with the principles of Integrated Safety Management (ISM) as specified in DOE P 450.4. While direct implementation of ISM is a line management responsibility, it is also addressed at the project level. The project will prepare an ISM Plan, which addresses the following ISM principles. 6.4.3.1 Defining the Scope of Work

Subproject managers are responsible for planning work, identifying ES&H concerns and resources needed to support the work. The MINERνA Project staff meets regularly with

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line and safety managers to discuss planned work and establish priorities. Progress on priority items is tracked and submitted in the monthly report. 6.4.3.2 Hazard Identification Process

As discussed in Section 6.4.2, the project has prepared a Hazard Analysis Document. This document and additional hazard analyses initiated by line management will be in conformance with the Fermilab ES&H Manual (FESHM), Chapter 2060. 6.4.3.3 Developing and Implementing ES&H Controls

Applicable ES&H Standards are integrated into this PEP and other project planning documents. Work processes are documented and reviewed. 6.4.3.4 Performing Work Safely

Where applicable, the project tasks with identified ES&H hazards will specify appropriately trained workers or else the schedule will allow for adequate training. Where possible, the project schedule will allow for dry runs of hazardous procedures. 6.4.3.5 Assessing Performance for Continuous Improvement

The project will undergo periodic ES&H reviews. These reviews may be conducted jointly by Fermilab and the DOE. A Fermilab safety committee will conduct an Operational Readiness Review prior to the operating the detector.

6.5 Sustainable Building Design This is not applicable to MINERνA, as the project does not include the design or construction of any buildings.

6.6 Configuration Management The MINERνA Project has implemented a configuration management process to support the design and implementation of the project. This process is detailed in the PMP and other supporting documentation, which is maintained in a controlled document database. This process ensures that baselines are controlled and documented and that configuration changes are properly approved, implemented and tracked. It is not anticipated that a formal Configuration Management Plan will be required for the MINERνA Project. However, the project will apply configuration management principles, appropriately tailored for the scope of the MINERνA Project, from ANSI Standard 649-1998, National Consensus Standard for Configuration Management.

6.7 Quality Assurance The MINERνA Project has developed a Quality Assurance Program in accordance with DOE Order 414.1A. This program is overseen by the FPD and implemented by line

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management throughout the project. The MINERνA Project Manager has prepared a Quality Assurance Plan with support from the project staff and approval of the FPD. The Quality Assurance Plan is in conformance with the Fermilab Director’s Policy Manual, Chapter 10.

7 Project Baselines and Change Control The project baselines and control levels are defined in a hierarchical manner that provides change control authority at the appropriate management level. The highest level of baseline change control authority is defined as Level 1. Changes at Level 1 are approved by the Acquisition Executive. Changes below Level 1 are approved as shown in Table 7.1 Change control thresholds for the project are presented in section 7.1. The technical, cost, and schedule baselines and the associated control levels down to Level 2 are presented in sections 7.2, 7.3, and 7.4. The change control levels and procedures at Level 3 and below are addressed in the PMP.

7.1 Baseline Change Control The baseline change control thresholds are in compliance with DOE Order 413.3A.

Change Control Approval Thresholds for MINERvA

Level 1 Level 2 Level 3 Level 4

Authority Acquisition Executive /

SC – Associate Director

Federal Project Director

Fermilab Associate Director for

Research

Fermilab MINERνA Project Manager

Technical

Any change in scope that affects the mission need

requirements

N/A Any change that affects the scientific

goals, technical baseline, or ES&H

requirements as defined in the PMP

Any change in the scope as described in the Technical Design

Report

Cost Any increase in the TEC or TPC

Accumulated use of contingency above 100k$ or > 25% of Level 2 WBS cost

Accumulated use of contingency above 100k$ or > 25% of Level 2 WBS cost

Any use of contingency

Schedule Any change to level 1 milestones

Any change to level 2 milestones

Any change greater than 6 months to

level 3 milestones

Any change greater than 2 weeks to level 3

milestones

Table 7.1 Change control thresholds for the MINERνA Project. Changes must be approved at all applicable lower levels before being forwarded to the next higher level for consideration.

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7.2 Baseline Scope of Project The baseline scope of the MINERνA Project includes the design and assembly of the component subsystems for a fine-grained, scintillator-based neutrino detector. The elements include research & development to finalize the design of the detector and its components. The Project will procure the necessary materials to build the detector. Some of the components will be assembled and tested at workshops to be set up and operated at collaborating universities as well as at Fermilab. The installation of the detector itself is not part of the MINERνA Project. These activities are to be performed as part of MINERνA’s operational phase. This decision is a risk mitigation step that was taken during the pre-CD-0 risk analysis, in order to avoid having the project schedule dependent upon other schedules, such as accelerator or MINOS operations, which may affect conditions in the MINOS Near Detector Hall. The technical definition of project completion for MINERνA is summarized in Table 7.2.

Subsystem Measurement Commissioning Goal Detector Modules Modules Mapped

with Radioactive Source

108 loaded frames of the Detector Modules assembled and mapped; and ≥ 86 frames (80% of total) have ≥ 119 strips per plane sensitive to a radioactive source (93% of strips per plane).

Electronics and DAQ Readout Chain

Module data read out through DAQ

system

Read out radioactive source data through the entire MINERvA Electronics and DAQ chain through one module.

Nuclear Targets Complete Visual inspection Nuclear Targets of carbon, steel and lead assembled and passed inspection.

PMTs and PMT Boxes PMTs and PMT Boxes tested in test

stands

≥ 449 (95%of total deployed) of PMTs and associated bases, boxes, and electronics pass PMT and PMT box testing criteria

Clear Fiber Cables Cable Transmission 3784 clear fiber cables (100% of total deployed) produced and tested; and For at least 80% of the cables, 8 of 8 fibers pass quality control test.

Table 7.2 Technical definition of MINERνA project completion.

7.3 Baseline Cost of Project Table 7.3 shows the minimum (base) cost for the MINERνA Project TEC broken down by WBS, in AYM$, followed by the contingency and then the maximum (base plus contingency).

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WBS Element Item Base

($AYM) 1.0 Scintillator Extrusion 0.4 2.0 Wavelength Shifting Fibers 0.7 3.0 Scintillator Plane Assembly 0.8 4.0 Clear Fiber Cables 1.1 5.0 PMT Boxes 0.5 6.0 PMT Procurement & Testing 1.1 7.0 Electronics & DAQ 0.9 8.0 Frame, Absorbers & Stand 0.6 9.0 Module & Veto Wall Assembly 0.4 10.0 Project Management 1.3

TEC Contingency Contingency on MIE 2.9 TEC MINERvA TEC 10.7

OPC Base Base R&D Costs 4.8 OPC Contingency Contingency on R&D 1.3

OPC MINERνA OPC 6.1 TPC MINERvA TPC 16.8

Table 7.3 Baseline cost of the MINERνA Project, shown by WBS element. The TPC includes contingency. All costs are in millions of AYM$.

7.4 Baseline Schedule Table 7.4 lists the critical decisions for the MINERνA Project and their estimated approval dates.

Critical Decision Description Date CD-0 Approve mission need June 23, 2006 (actual) CD-1 Approve preliminary

baseline range March 2007 CD-2 Approve project baseline March 2007

CD-3A Approve long-lead procurements March 2007

CD-3B Approve expenditure of construction funds September 2007

CD-4 Approve project completion September 2010

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Table 7.4 DOE Critical Decisions for the MINERνA Project. Approval dates after CD-0 are best estimates as of this time.

WBS Milestone Name Date 10 L1 – CD-0 June 23, 2006 10 L1 –CD-1 March 2007 10 L1 –CD-2 and CD-3a March 2007

3 L2 - Complete Scintillator Assembly Prototyping April 2007 7 L2 - Prototype System Integration Test Complete June 2007 5 L2 – PMT Box Factories Ready For Production July 2007 10 L1 –CD-3b September 2007

9 L2 - Full Module Prototype Assembly and Mapping Complete October 2007

6 L2 - Ship First 40 Tracking Prototype PMTs To Box Factories December 2007

4 L2 - Tracking Prototype Clear Fiber Cable Production Complete January 2008

8 L2 - Tracking Prototype OD Frames Complete May 2008

7 L2 - Tracking Prototype Electronics and DAQ Complete August 2008

10 L2 - MINERvA Tracking Prototype Detector Ready for Evaluation September 2008

4 L2 - Detector ODU Shipments Complete November 2008 1 L2 - Scintillator Shipping Complete December 2008 2 L2 - All Detector WLS Fibers Shipped To W&M March 2009 6 L2 - 60% of PMTs Shipped To Box Factories May 2009

8 L2 - Purchase of OD and Nuclear Target Materials Complete July 2009

7 L2 – DAQ and Electronics Complete August 2009 3 L2 - All Outer Detector Towers Shipped To Fermilab September 2009 5 L2 - 75% of PMT Boxes Complete September 2009 3 L2 - All Inner Detector Planes Shipped To Fermilab December 2009 4 L2 - Detector Clear Fiber Cable Production Complete January 2010 9 L2 - All Modules Ready For Installation February 2010 10 L1 - MINERvA Detector Ready For Installation April 2010 10 L1 - CD 4 September 2010

Table 7.5 Level 1 and 2 milestones for the MINERνA Project. These milestone dates include schedule contingency.

MINERνA uses a system of “tiered” milestones. Milestones are established during the development of the resource-loaded cost and schedule. These are reviewed by the MINERνA Project Manager who selects a subset, called Level 3 milestones to be monitored jointly by the MINERνA Project Manager and Fermilab management. From

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these, a smaller number, called Level 2 milestones, are selected to be monitored and controlled by the Federal Project Director. From those, a smaller number of Level 1 are selected to be monitored and controlled by the Office of Science Acquisition Executive. At each level, milestones are chosen from the lower level based on the following criteria: significance in judging the progress of the project; relatively uniform distribution throughout the lifetime of the project; proximity to the critical path; and distribution across the WBS Level 2 subprojects. The Level 1 and Level 2 milestones of the MINERνA Project, shown in Table 7.5, meet these criteria.

8 Life-Cycle Costs The life-cycle costs of the MINERνA Project include installation, operations, maintenance and disposal of the detector. The operational support required of Fermilab will be documented in an MOU between the MINERνA Collaboration and Fermilab. The eventual decommissioning of MINERνA will involve the disassembly of the MINERνA detector and removal to the surface. Since the detector will not be located in an area where radioactivation of its components is a concern, no serious waste disposal issues are anticipated. It is possible that recycling of some materials, e.g., steel, may partially offset the decommissioning costs.

9 Alternatives and Tradeoffs The scientific goals of the MINERνA Project are made possible by the unique NuMI beam at Fermilab; hence there is no alternative site in the United States. Neither the T2K beamline in Japan nor the CNGS beam in Europe has an appropriate detector hall available for a project like MINERνA. As an alternative to building a new detector, the possibility of re-using the MINOS Calibration Detector or components thereof to conduct neutrino scattering studies was considered. However, this device lacks the necessary mass and granularity to attain MINERνA’s scientific goals. Other technology choices for the detector were considered but rejected: • A liquid argon detector is deemed unsuitable since the technology is not fully

developed and it would be difficult to integrate nuclear targets into such a detector; • A bubble chamber would also make integration of nuclear targets difficult; it would

also present safety concerns and could be cost-prohibitive; • A nuclear emulsion detector would be very expensive and processing the large

number of events would be difficult and labor-intensive; • A sampling calorimeter would not satisfy the scientific goals, since it would not be

able to reconstruct low-momentum tracks in the inactive regions; • An open magnet spectrometer would present problems of size and expense due to the

large magnet required.

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The original detector design included a coil to generate a magnetic field. The decision to eliminate this was a major design tradeoff. It simplified the design and reduced the expense of the detector significantly at a relatively small cost in the detector’s physics capabilities.

10 Risk Management The MINERνA Project has adopted a standard risk management process. Five basic elements comprise this process: Risk Planning, Risk Assessment, Risk Handling, Risk Monitoring, and Risk Documentation. Risk planning comprises the development of strategies and methods to address risk and the commitment of adequate resources to handle them. Risk assessment is the evaluation of the risk’s likely impact on the project’s scope, cost, or schedule. Risk handling is the formulation of a strategy for each identified risk to ensure that appropriate actions are developed and implemented. Risk monitoring is the continuous process of quantifying and re-evaluating risks to ensure that risk handling strategies remain valid by adapting to changing conditions. Risk documentation provides a means to record and report risk handling strategies and the status of identified risks. The specific implementation of the risk management process is described in the MINERνA PMP and additional Risk Management documentation maintained in the project’s document database.

11 Project Monitoring and Reporting The FPD will provide quarterly reports on the MINERνA Project to the Office of High Energy Physics. Monitoring of the MINERνA Project will occur through established mechanisms among project participants. Fermilab will provide formal monthly project reports to the FPD. The requirements of the monthly reports are included in the MINERνA PMP. The FPD will submit monthly entries to PARS. Various entities will conduct reviews to assist in the elimination of problems, to verify that interfaces between activities and tasks are acceptable, and to verify that the project is progressing satisfactorily. These entities include the MINERνA Project, the Fermilab Directorate and the funding agency(s), each of which will review the project at different levels. The DOE Office of Science will conduct a single review for the purpose of issuing CD-2 and CD-3A. There will be an independent project review.

12 Acquisition Strategy The MINERνA Project has developed an Acquisition Strategy for approval by the Acquisition Executive as a prerequisite for CD-1. The Acquisition Strategy addresses major procurements for the project as well as work done at collaborating institutions under subcontract.

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Appendix A. Integrated Project Team Charter

Mission StatementThe mission of the MINERνA Integrated Project Team (IPT) is to provide planning, coordination and communication for the MINERνA Project that will ensure project completion on schedule, within budget and fully capable of meeting MINERνA’s technical and scientific goals while complying with all applicable laws and standards for environment, safety and health. The IPT will also ensure that project management is carried out with integrity and that quality assurance principles are applied to processes within the project. Purpose and Goals

1. Support the Federal Project Director and MINERνA Project Manager in performance of project management responsibilities.

2. Develop and implement an appropriate project contracting strategy. 3. Assure all project interfaces are identified, completely described/defined, and

managed to completion. 4. Identify and define appropriate and adequate project performance parameters. 5. Perform periodic reviews and assessments of project performance and status

against established performance parameters, baselines, milestones, and deliverables, taking corrective actions as appropriate.

6. As necessary, plan and participate in project reviews, audits, and appraisals. 7. Support development of all Critical Decision (CD) packages. 8. Review and comment on project deliverables, e.g., drawings, specifications,

procurement, and construction packages. 9. Review change requests (as appropriate) and support the change control board as

requested. 10. Support the preparation, review, and approval of project completion and closeout

documentation. 11. Delivery of a quality, cost effective project.

MembersDOE Federal Project Director................................................Steve Webster DOE MINERνA Program Manager.......................................Saul Gonzalez DOE Fermi Site Office Business Manager............................Dennis Wilson DOE Fermi Site Office ES&H Team Leader ........................Jon Cooper MINERνA Project Manager ..................................................Deborah Harris MINERνA Deputy Project Manager......................................Robert Flight MINERνA Schedule Officer..................................................T. J. Sarlina MINERνA Budget Officer.....................................................Dale Knapp

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Primary Team Interfaces Multiple interfaces are necessary for the MINERνA IPT to ensure well-coordinated timely project performance. These include the Office of High Energy Physics (OHEP) Program Manager for Fermilab, other DOE Headquarters Program and Project Management organizations, the MINERνA Project Management Group, the MINERνA Level 2 Managers, the MINERνA experiment collaboration, the Fermilab Particle Physics Division Review Committee and other affected Fermilab personnel. The Federal Project Director will be the primary point of contact with the OHEP Program Manager for coordination and submittal of CD documentation. The Federal Project Director will also routinely contact the OHEP Program Manager to communicate project status and discuss issues or concerns. Input will also be solicited from the OHEP Program Manager on institutional developments that may impact project performance. Interface with Fermilab Management and affected personnel will be necessary for coordination with site activities that may impact project performance or where project activities may have broader site impacts. These interfaces will also be necessary for planning and implementing the assembly and testing of MINERνA components. The Fermilab Project Manager will be the IPT point of contact for day-to-day interfaces with Fermilab Management and other affected personnel. For CD approvals and project reviews it may be necessary for the Federal Project Director to interface with other DOE Headquarters Program and Project Management organizations. However the OHEP Program Manager will be the IPT point of contact for interface with these organizations. The MINERνA Level 2 Managers will be responsible for implementing project elements of work. The Fermilab Project Manager and/or IPT team members directly associated with the elements of work being performed will be the primary points of contact with the MINERνA Level 2 Managers. The MINERνA Collaboration provides guidance on the scientific and technical goals of the MINERνA Project and participates in the design, construction and testing of MINERνA components. The MINERνA Co-spokespersons will be the primary points of contact with the MINERνA Collaboration. Meetings The Integrated Project Team shall meet as necessary to accomplish the stated goals and mission. Team members shall meet with each other and external interfaces as necessary to resolve specific issues.

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