STUDY SUMMARY - IPMU

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<strong>SUMMARY</strong> REPORT WIDE FIELD FIBER-FED OPTICAL MULTI-OBJECT SPECTROMETER (WFMOS) Table 7.2-1: WFMOS Costs by Partner Partner Baseline Amount, $K Total Cost w/ Distributed Reserves, $K JPL 27,237 34,385 Cambridge 10,383 11,940 PSU 563 647 Caltech 2,578 2,578 LNA 3,550 4,083 UK-ATC 4,355 5,009 UCL 1,639 1,885 Subaru Provided Elements 8,000 8,000 Baseline Total 58,305 Reserves 10,222 Total w/ Reserves 68,527 68,527 WBS Element Table 7.2-2: Cost by Top-Level WBS Cost by Year, $K Institution yr 1 yr 2 yr 3 yr 4 yr 5 Total Cost, $K Reserves, Reserves, % $K 1.0 Science Caltech/JPL 317 210 215 218 221 1,181 20.0 236 1,418 2.0 Management JPL 895 1,273 1,310 1,212 904 5,594 10.0 559 6,153 3.0 System Engineering JPL 485 528 530 509 276 2,328 17.3 404 2,732 Cost w/ Reserves, $K 4.0 Instrument System 7,791 11,702 11,068 4,566 2,284 37,411 24.1 9,022 45,534 4.1 Spectrograph Cambridge 1,847 3,278 3,698 959 601 10,383 20.0 2,077 12,459 4.2 Positioner JPL/PSU 2,490 3,410 1,765 288 324 8,276 23.9 1,453 9,729 4.3 Detector System Caltech/JPL 729 1,337 982 147 183 3,379 28.3 870 4,248 4.4 Fiber System LNA 1,231 952 625 441 302 3,550 20.0 710 4,260 4.5 Prime Focus Instrument JPL 701 1,628 2,871 2,157 561 7,918 26.0 2,120 10,038 4.6 System Software UKATC 391 400 692 526 257 2,266 25.0 567 2,833 4.8 Metrology/Calibration UCL system 403 697 435 48 56 1,639 20.0 328 1,967 5.0 Instrument Integration JPL and Test 0 0 284 794 624 1,701 28.3 481 2,182 6.0 Data Systems UKATC 318 555 839 230 148 2,089 20.0 418 2,507 7.0 Subaru Provided Elements Gemini 1,655 1,655 1,655 1,655 1,379 8,000 0.0 0 8,000 TOTAL 11,462 15,923 15,901 9,184 5,836 58,305 20.3 10,222 68,527 73
<strong>SUMMARY</strong> REPORT WIDE FIELD FIBER-FED OPTICAL MULTI-OBJECT SPECTROMETER (WFMOS) Table 7.2-3: Partner Shares and WFMOS Cost Distribution Country Required, % WFMOS, % United States 46.80 58.94 United Kingdom 28.15 35.45 Canada 13.60 0.00 Brazil 4.45 5.60 Argentina 4.65 0.00 Australia 2.36 0.00 Total 100.00 100.00 Details of the cost estimate are provided in the Management and Cost Volume. The cost estimates obtained are bottoms up estimates from the doing organizations supplemented with cost analogies for similar instruments or subsystems. Cost guidelines were developed and distributed to ensure consistency and completeness in the estimates. Vendor quotes have been obtained for major procurements. Each estimate has been through the originating institution’s financial office so that all rates and overheads are accurate. A series of informal and formal reviews were conducted by JPL, STFC and an external review board during the development of the proposal. The reserves for each subsystem were estimated based on design complexity, design heritage, team experience, development effort, fidelity of vendor quotes, and overall risk in delivery. Cost tracking and management will be critical on this project. The PM is responsible for managing and reporting the project schedule and costs with support from the Business Management Team. Although Earned Value Management (EVM) is not required for the WFMOS project, the fundamental principles of EVM will be applied. The cost and schedule management will be implemented and controlled using JPL's business management system, which provides an integrated project management system for defining work, organizing the work, assigning responsibility, developing schedules, authorizing work, establishing budgets, measuring performance, analyzing variances, controlling costs, and summarizing the technical, schedule, and cost information required for effective control of a project. For tracking, monthly financial reports from each partner will be submitted and then consolidated for management review. To minimize overhead, each partner will submit their standard institutional financial report, and the Project Resource Analyst (PRA) will assemble a projectlevel report with key features used by the Project Manager for review. An accurate understanding of the design status with respect to the schedule is critical for assessing the cost status. The status of major milestones with expected costs is a good global indicator of cost trends. In addition, a project lien list will be developed and maintained to track cost changes and potential increases. The lien list contains items that may require additional funds, the decision date for execution, and the steps necessary to finalize the decision. This lien list is used by the management team as a means to assess cost trends and they will approve liens based on cost, instrument performance, technical risk, and schedule risk. Cost management is critical on this project, and the management approach reflects that by assigning clear responsibilities and allocating sufficient time for cost, schedule, and risk analysis. Any cost trends that indicate likely overruns and the realization of costs incurred through executed liens will be managed through the implementation of descopes and allocation of reserves. Decisions made to control costs without impacting instrument performance typically come in one of several forms: 1) reduced expected performance while still meeting the requirements (minimum performance), 2) elimination of design options that could have led to improved perform- 74
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STUDY SUMMARY - IPMU

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