NCSX CD-3 Documentation

This report provides the NCSX documentation pertaining to DOE Critical Decision 3 (CD-3), Approval for Fabrication. Links to the relevant documentation are provided for easy access.

It is organized according to the CD-3 elements identified in DOE M 413.3-1 (items 1-10). Items 11-20 were requested by the NCSX Federal Project Director.

  1. Final Drawings and Specifications

    The final drawings and specifications for the VVSA and the MCWF were an important input to the Final Design Review of May 19-20, 2004.

    The Product Specifications and the FDR presentations are posted here as input to the CD-3 process. Drawings will be available in hard copy form at the review.

  2. Construction/Execution Planning

    The following documentation has been posted as input to the FDR of Construction/Execution Planning:
    • Acquisition plans for the MCWF including procurement approach, manufacturing, inspection, test, QA, and acceptance.

    • Acquisition plans for the VVSA, including procurement approach, manufacturing, inspection, test, QA, and acceptance.

  3. Resource Loaded Schedule

    The Resource Loaded Schedule (RLS) is an important planning tool. The RLS includes the required staffing through the life of the construction project. The staffing requirements from the RLS are used extensively for institutional planning purposes.

    The RLS is the baseline plan for the NCSX project and the primary tool for managing the long range project activities. The RLS is kept current through the Engineering Change Proposal (ECP) process. The Configuration Management Plan and the ECP's that have been processed are discussed and accessed under Item 18).

    The detailed near term plans, as embodied in the Work Authorizations, are consistent with the major tasks in the RLS. The Work Planning process that supports the development of the Work Authorizations includes safety evaluations as discussed in Item 17.

    Milestones at levels one through three are drawn from the RLS and are used by the project and DOE as one tool for tracking progress. Milestone charts

    The RLS is a primary tool for staff planning. The primary tasks are laid out in the Work Breakdown Structure dictionary. The resources required to accomplish the tasks embodied in the RLS are drawn from the posted Cost and Schedule Baseline documentation.

  4. Final Design Functions and Requirements/Site Final Design Review

    The requirements for NCSX are documented in the General Requirements and Systems Specifications documents. This Final Design Review documentation and FDR presentations by D. Williamson, P. Goranson, and B. Nelson document the design developed to meet these requirements.

    The Final Design Reviewers Report documents the review of this design.

  5. Risk Management

    A Risk Management Plan has been developed. The primary risk identification and tracking document is the critical items list. This list is continuously updated and discussed at the weekly project management meeting and the IPT meetings. The Risk Management Plan is a summary of the risk identification and tracking process.

    Management training is an important element for risk management. Management training is being planned for this summer. The training package includes risk management.

  6. Value Management/Engineering

    Value Engineering (VE) has been an important element of the peer review process for NCSX.

    During Preliminary Design, the NCSX project conducted a Value Engineering (VE) Study for the purpose of identifying value improvements in the project design to achieve the required functionality at the lowest cost. The VE Study Report was issued as part of the documentation package for reviews that were held in the Fall of 2003 prior to establishing the NCSX performance baseline.

    The VE Report documented some recommended changes that were accepted and incorporated into the CD-2 performance baseline, as well as potential changes that were then still under study. The NCSX Project Execution Plan (PEP) states that in the post-Preliminary Design phase the project will follow up on open items documented in the VE study report.

    Of the open items identified in the VE study report, the most significant and most urgent to bring to resolution was the suggestion of using the existing C-site power systems to power the NCSX magnets instead of using the existing D-site supplies, which is the baseline. The project has focused its continuing VE efforts to date on resolving this item. Status Update

  7. Project Controls/Earned Value Management System

    The Project Controls/Earned Value Management System that is used to manage NCSX is the basic system used to manage projects at PPPL over a period dating back to TFTR. The system is documented in: NCSX Project Control System and Project Control System Description.

    The System was reviewed by DOE for its adequacy for managing NCSX. This review is documented in the PCS Final Report of February 2003. The information and reports that are drawn from this System are discussed in Item 17 of this document.

  8. Acquisition Strategy

    The acquisition strategy is presented in the Acquisition Execution Plan (AEP).

    While the schedule and project costs have evolved, the basic strategy documented in the AEP is being followed. A detailed discussion of the conformance of the NCSX project execution with the acquisition strategy can be found in the following document: Review of NCSX Acquisition Strategies vs. AEP Statements

  9. Project Execution Plan

    The Project Execution Plan (PEP) is updated through the revision process. The Project is managed with the process documented in this plan.

  10. Integrated Project Team

    The NCSX Integrated Project Team has been in place and functioning since FY2000. The team membership has evolved over time in recognition of the changing nature of the project from the conceptual stage, through design, and now embarking on fabrication of major components.

    Recent additions to the team have included the PPPL Head of Procurement, the Head of Quality Assurance, and the NCSX Physics Manager. Meetings are held on a regular basis, and documented on the NCSX project web site. NCSX IPT

  11. Integrated Safety Management Plan

    The NCSX Project will implement the Integrated Safety Management (ISM) Program described in the
    PPPL ISM Document.

    Integrated Safety management (ISM) at PPPL is comprised of the following:

    • The governing policy that safety be integrated into work management and work practices at all levels.

    • The distinct policies, programs, procedures, and cultural beliefs that have been developed as the structure utilized in fulfilling the Laboratory's environment, safety, and health responsibilities.

    Implementation of ISM at PPPL begins at the Institutional or Lab-wide level by:

    1. Identifying the governing requirements, customer expectations, and responsibilities that must be fulfilled in the management and operation of Laboratory activities.

      This step results in the "umbrella" of standards encompassing Laboratory activities that includes applicable DOE Directives, laws, regulations, contractual requirements, and industry standards.

    2. Developing Laboratory policies, plans, and procedures, based on the "umbrella" of governing requirements and expectations, to guide work activities and ensure responsibilities and commitments are met.

    These two steps, performed on a continuous cycle, form the foundation of ISM at the institutional level. And, to further accomplish the integration of safety and environmental considerations into management and work inclusively, PPPL implements ISM on two additional levels:

    1. the facility or project level
    2. specific to each work activity being performed

    Whether at the institutional, project, or activity level, the main focus of ISM is that all work be performed safely. This is accomplished by applying the "Core Functions" of ISM to all work in a five step process:

    1. Define the Scope of Work
    2. Analyze the Hazards
    3. Develop and Implement Hazard Controls
    4. Perform Work within Controls
    5. Provide Feedback and Continuous Improvement

    The "mechanisms" that PPPL has developed to implement these core functions are defined in Lab-wide, Department, Project, and work group policies, plans, and procedures. Laboratory staff and other individuals who work at PPPL are expected to be familiar with the established systems and documents.

    NCSX NEPA documentation and the Hazard Analysis

  12. Integrated Safeguards and Securities Plan

    The "Princeton Plasma Physics Laboratory Integrated Safeguards and Security Management" (pdf) presentation provides a good summary of the plan for integrating NCSX Safeguards and Security into the overall management of Safeguards and Security at PPPL.

  13. Quality Assurance Plan

    The NCSX Quality Assurance Plan defines the quality plan for NCSX and satisfies the requirements of DOE O 414.1A, Quality Assurance. It is effective until first plasma. This Plan integrates the PPPL Quality Assurance Plan with implementing NCSX, PPPL and ORNL plans and procedures to assure that an appropriate quality assurance program exists for NCSX, independent of the site at which the work will be performed. The Quality Assurance program for NCSX is summarized in NCSX Quality Assurance, presented at the Performance Baseline Review.

  14. Inspection, Test, and Acceptance Plans

    The NCSX Project has prepared a Test and Evaluation Plan (TEP)" (Link NCSX Site)> which identifies those tasks, documents, actions, reviews, inspections, tests, and acceptances required to safely and economically bring NCSX on line.

    The TEP provides a road map of required activities, defines NCSX Startup configurations and incorporates costs and schedule associated with Inspections, Test, and Acceptance of the device.

  15. Commissioning Plans

    Detailed in the NCSX Test and Evaluation Plan (TEP) section 4: "NCSX Sub Systems, section 5: "Documents and Procedures", section 6: "Elements of the Facility Startup ISTP", section 7: " Approval for Coil Energization for First Plasma", and section 8: "Cost and Schedule" are the elements of The NCSX Commissioning Plan which are required for the safe and economical Startup of the NCSX device. Addendum # 1 of the TEP depicts the major aspects of NCSX commissioning plan which starts at end of NCSX construction and concludes with NCSX First Plasma and Plasma Operation.

  16. Training and Operational Readiness Plans

    Training of NCSX Staff will be implemented in accordance with PPPL Procedure "Laboratory Training Program" (Proc-TR-001) which depicts training requirements for Laboratory Staff associated with the fabrication, construction, commissioning, startup, operation, and maintenance of MFE devices at PPPL.

    This training addresses qualifications, certifications, ES&H items, and other specific training elements required to operate the NCSX device in a safe and efficient fashion.

    An Operational Readiness Assessment (ORA) plan has been developed and is currently being reviewed by cognizant personnel within the Princeton Site Office (PSO/DOE).

  17. Scope, Schedule, Cost Performance Reporting

    The project scope, schedule and cost are documented on the project web site. Approved baseline changes to scope, cost and schedule are documented on the NCSX Project Engineering web site as Engineering Change Proposals
    (ECPs) .

    The latest approved baseline is documented in ECP 6 as shown in the Project Master Schedule.

    The project performs a monthly progress statusing and generates a suite of performance reports that are documented on the NCSX Project Engineering web site: Cost Performance Reports.

  18. Change Control Management and Reporting

    The Configuration Management Plan provides the basis for managing NCSX Change Control. This plan is based on, and is fully consistent with, DOE order 413. The project has rigorously followed this Plan in developing the change control Engineering Change Proposals (ECPs). All ECPs are discussed at the IPT meetings during the ECP development process.

  19. Procurement Plan

    A Procurement Plan, in the form of a spread sheet, has been developed for the NCSX. This Plan lays out all the significant procurements for the project with the important milestones for each procurement. These milestones are linked to, and statused with, the the master schedule. An important function of the Procurement Plan is providing clear direction to the managers of each procurement as to the dates for the required deliverables.

  20. PDR and PBR Recommendations Disposition Report

    The NCSX site Preliminary Design Review (PDR) was held October 7-9, 2003. The Performance Baseline Review (PBR) of the NCSX project was conducted by the Office of Science on November 18-20, 2003.

    Both reviews produced comments and recommendations which the project accepted and incorporated into the baseline.

    The status of the project teamÕs response to these reviews is documented in the two reports:

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Last update: May 28, 2004
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