STUDY SUMMARY - IPMU

SUMMARY REPORT
WIDE FIELD FIBER-FED OPTICAL
MULTI-OBJECT SPECTROMETER (WFMOS)
telescope environment and interfaces in critical locations and/or simple measurements to
characterize the local environments.
5. Some spectrograph gratings do not meet the delivery date. This schedule assumes
delivery of all gratings is in time for integration and test. Sufficient testing and early
integration can be done with a low-spec grating and/or a single accepted grating.
6. Positioner Contractor unable to Perform. This acknowledges a single source for a critical
deliverable. Mitigate with close monitoring and supplement with JPL resources if needed.
This approach has been used often in the past with good success.
7. Spectrograph aspherics difficult to manufacture. This risk is listed because only verbal
quotes have been obtained from the vendors. It is expected to be addressed quickly by
seeking alternate vendors as well as active involvement and management of the selected
vendor.
Risk decisions are supported by analyses and recommendations from the project team, but
are ultimately made by the Project Manager in the same manner that all cost, schedule and performance
impact decisions are made. If the scope of any change impacts Level 1 or 2 requirements,
the management team, the advisory board, and Gemini are part of the decision process.
The descope list provides the leverage for accepting reasonable risk and maintaining confidence
that a meaningful instrument can be developed within the fixed budget even if many of the
identified risks are actualized. The plan identifies functional or performance capabilities, which
may be dropped at some later point of the project, allowing cost savings to be applied to the area
where risks happened. It also describes where risks may be added (through dropping a test, or
other activity with resulting cost avoidance) acceptably in order to cover unplanned costs in other
areas. As with the risk list, the descope list will evolve through the instrument development and
needs to be continuously assessed and updated.
7.5 Reserves
The total project reserves required is estimated at 20%; this 20% excludes the $8M allocated
for the Subaru provided elements and does not factor in the Gemini-held contingency. The reserves
are established by assessing risks associated with each WBS element (Management and
Cost Volume, section 5.2). Higher reserves are allocated to areas that: 1) require more development
effort and therefore have more uncertainty in meeting performance cost and schedule, 2)
show risk of cost growth on procurements, 3) have a higher level of complexity in design or
schedule coordination, and 4) have two or more identified significant risks at the project start.
The reserves do not explicitly include an allocation for exchange rate uncertainty and instead a
conservative exchange rate has been used to absorb rate fluctuations.
Reserves above the partners’ contract-required 15% are held at JPL and managed at the project
level to provide maximum flexibility in risk management. Allocation of reserves is a process
that references the specific risk item and balances resources according to the summary of risks,
schedule, and remaining resources. The project risks and reserves are reviewed and updated
monthly with the project team and Gemini and quarterly with the advisory board. A clear assessment
and justification for the release of reserves is developed with the subsystem leads to
assess the impact across the instrument system. The final decision is made by the PM with concurrence
from the PI. The advisory board will be notified of the potential for significant changes
as they arise. A minimum level of reserves for each project phase is defined and managed to ensure
sufficient funding is available through delivery. This is discussed further in the Management
and Cost Volume.
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