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    2014 Winner-Building The Wendelstein 7-X

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    murali_pmp1766
    The document summarizes the Wendelstein 7-X (W7-X) nuclear fusion reactor project in Germany. W7-X aims to optimize stellarator reactor design. Key challenges included an unconventional design requiring new manufacturing processes. Lessons learned include allocating sufficient schedule and cost contingencies, conducting thorough risk assessments, and applying earned value management tools. Effective communication, quality management, and handling design changes were also important to the project's success.

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    2014 Winner-Building The Wendelstein 7-X

    Uploaded by

    murali_pmp1766
    39 views13 pages
    The document summarizes the Wendelstein 7-X (W7-X) nuclear fusion reactor project in Germany. W7-X aims to optimize stellarator reactor design. Key challenges included an unconventional design requiring new manufacturing processes. Lessons learned include allocating sufficient schedule and cost contingencies, conducting thorough risk assessments, and applying earned value management tools. Effective communication, quality management, and handling design changes were also important to the project's success.

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    Original Title

    2014 Winner-Building the Wendelstein 7-X

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    The document summarizes the Wendelstein 7-X (W7-X) nuclear fusion reactor project in Germany. W7-X aims to optimize stellarator reactor design. Key challenges included an unconventional design requiring new manufacturing processes. Lessons learned include allocating sufficient schedule and cost contingencies, conducting thorough risk assessments, and applying earned value management tools. Effective communication, quality management, and handling design changes were also important to the project's success.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    39 views13 pages

    2014 Winner-Building The Wendelstein 7-X

    Uploaded by

    murali_pmp1766
    The document summarizes the Wendelstein 7-X (W7-X) nuclear fusion reactor project in Germany. W7-X aims to optimize stellarator reactor design. Key challenges included an unconventional design requiring new manufacturing processes. Lessons learned include allocating sufficient schedule and cost contingencies, conducting thorough risk assessments, and applying earned value management tools. Effective communication, quality management, and handling design changes were also important to the project's success.

    Copyright:

    © All Rights Reserved
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    of 13

    Building the

    Wendelstein 7-X

    Antonio Gittens, MEng Candidate antonio.gittens@mail.utoronto.ca


    Lavender Zhang, MEng Candidate laviez@gmail.com
    Marina Freire-Gormaly, MASc marina.freire.gormaly@gmail.com

    27-Sep-2014

    Outline
    Background

    Why is the W7-X project interesting?

    Lessons learned

    Summary

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Background
    W7-X is a stellarator-type nuclear fusion reactor

    First attempt to optimize large-scale stellarators


    Key step in developing commercial power generators

    Located in Greifswald, Germany at the Max Planck


    Institute for Plasma Physics

    Launched in 1996, commissioning started in May


    2014

    Background

    Source: http://www.hazemsakeek.net/ar/?p=5305

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Key Project Challenges
    Unique toroidal shape not seen in other reactors
    Required a new and complex design

    Novel materials and manufacturing processes


    Suppliers had to invent much of what was needed

    High standards and tight tolerances

    Final product is an experimental research facility

    Lesson 1: Schedule Planning


    Tight Schedules Impractical with
    Unproven Designs!
    Structural supports required several
    design changes
    Estimates were unrealistically low
    Little contingency was included

    Design changes are inevitable


    Source: http://www.iter.org/doc/www/
    Schedule must consider level of content/com/Lists/Stories/
    Attachments/680/ITER_W7X.pdf
    confidence in estimates

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Lesson 2: Stakeholder Management
    Involving New Stakeholders Can Bring More Resources!
    New magnetic coils were needed but not in budget
    U.S. research interest in stellarators was increasing
    Offered Americans partnership in research in
    exchange for $9M in new coils

    Monitoring developments of neutral, low-interest,


    low-power stakeholders could pay off

    Lesson 3: Stakeholder Management


    Find Non-Monetary Incentives for Reluctant Stakeholders!
    W7-X was high-risk for suppliers so costs are high
    Suppliers needed to be EU-Approved to get other
    fusion contracts
    Offered non-approved suppliers a path to approval

    Creativity can reveal a cheap way to shift


    engagement levels

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Lesson 4: Risk Management

    Sources: http://www.dw.de/babcock-files-for-insolvency-but-talks-continue/a-588129, http://www.wsws.org/en/


    articles/2002/07/borg-j24.html, http://news.bbc.co.uk/2/hi/business/2096953.stm

    Lesson 4: Risk Management


    Incomplete Risk Assessment Could Jeopardize Schedule!
    Babcock Borsig led consortium of coil manufacturers
    Declared bankruptcy in 2002
    Signs of financial difficulty well before contracts were
    finalized

    May be better to split contracts across firms


    Mitigates risk but doesnt avoid it

    10

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Lesson 5: Cost Management
    Earned Value Management Tools Should be Used to
    Monitor and Control the Project!
    W7-X adapted EVM tools to their project needs
    A separate EVM tool for Assembly, Diagnostic
    Engineering and In-Vessel components
    EVM for Assembly EVM for Diagnostics EVM for In-Vessel
    Monthly Weekly Monthly
    Tracked internal and Tracked progress Tracked Internal and
    external workforce against design hours External hours
    Work Packages assigned Milestone monitoring Timescale of years (e.g.
    to units within the system with monthly 2006-2011 for plasma
    Assembly Plan management meeting facing baffles)

    11

    Example of EVM-In Vessel

    Source: http://w3.pppl.gov/~neumeyer/SOFE/Presentations/SO4/SO4C-4%20Lorenz.pdf

    12

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    EVM Tool Implementation
    Implement early in the project

    Maintain high data quality of EVM inputs

    Clear definition of earning rules for each activity

    EVM tool should interface with other project tools

    13

    Lesson 6: Cost Management


    Minimize Cost Overruns Through Effective Contingency
    Planning and Less Optimistic Estimates!
    Cost increases and delays damage relations with
    funding agencies and public
    Use appropriate contingency reserves to avoid
    constant re-planning
    Contingency reserves can expedite decision making

    14

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Project Contingency

    Source: http://w3.pppl.gov/~neumeyer/SOFE/Presentations/SO4/SO4C-1%20Bosch.pdf

    15

    Complexity of W7-X

    16

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Lesson 7: Communication Management

    Complex Systems Built by International Teams Require


    Effective Communication Channels
    Use virtual teams to bring expertise to the project
    Information management tools
    should be flexible
    W7-X used over 600 companies
    Need a clear work breakdown
    structure
    Source: http://w3.pppl.gov/~neumeyer/SOFE/
    Presentations/SO4/SO4C-1%20Bosch.pdf

    17

    W7-X Coils European Consortium

    Source: http://w3.pppl.gov/~neumeyer/SOFE/Presentations/SO4/SO4C-1%20Bosch.pdf

    18

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Lesson 8: Scope Management
    Small Scope Creep Leads to Big Overall Changes!
    Complex structure, large number of components
    Inter-connected, co-dependent design
    High precision, tight tolerance work
    Schedule & cost overran as the project better
    understood technical requirements and risks

    19

    Lesson 9: Quality Management


    Use Quality Assurance Plans to Control All the Work and
    Test Steps !
    Based on ISO 9001 Standard
    Multiple levels of Quality Management
    Highly skilled project team

    Qualified manufacturers to construct the components

    Certified QA Inspectors

    Structured gated approval process for each step of


    design, manufacturing and assembly

    20

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Summary
    W7-X faced many technical and financial challenges

    Allocate realistic schedule & cost contingencies

    Conduct thorough risk assessment

    Apply EVM tools from the beginning

    Practise effective communication & quality management

    Assembly of W7-X will be complete by the end of 2014.


    First plasma is scheduled for 2015

    21

    Questions

    21

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Super conducting coils

    Source: http://w3.pppl.gov/~neumeyer/SOFE/Presentations/SO4/SO4C-1%20Bosch.pdf

    23

    Source: Max-Planck-Institut fr Plasmaphysik: Fusion Basics

    24

    W7-X Presentation - PMI Lakeshore - September 27, 2014


    Lesson 11: Change Management

    25

    Lesson 11: Change Management


    Change request must be investigated thoroughly and
    implemented quickly if appropriate!
    Each change may affect scope, schedule, cost, quality,
    and risk
    Design changes in the design phase should be
    implemented quickly before building starts
    Management process changes welcome during the
    execution of the project as project team learns more of
    the project with increasing certainties

    26

    W7-X Presentation - PMI Lakeshore - September 27, 2014

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