| Paper |
Title |
Page |
| TUPD019 |
Inter-disciplinary Mechanical and Architectural 3D CAD Design Process at the European XFEL
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1467 |
| |
- L. Hagge, N. Bergel, T. H. Hott, J. Kreutzkamp, S. Suehl, N. Welle
DESY, Hamburg
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Realising the European-XFEL involves creating and coordinating several types of 3D design models for many different subsystems like underground buildings, utilities, accelerator systems or photon beam lines. In order to handle the huge amount of data, reduced envelope models are needed for integrating the subsystems towards the complete facility and to ensure that the different subsystems connect properly and do not intersect. Detailed component design models are required for planning approval, tendering or in-house production. A key issue was to develop an optimized design for the facilities while still being able to accommodate possible late R&D-driven design changes of subsystems. The paper describes the procedures and tools which are used for planning and designing the European-XFEL and reports benefits and experience. The procedures in use allow visualization of the facilities, negotiation of requirements and solutions between all the working groups, optimized storing of the documentation as well as running approval and change management procedures. Tools in use include a requirements database, 3D-CAD systems and an engineering data management system.
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| TUPD030 |
Distributed Project Management at the European XFEL
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1488 |
| |
- J. Kreutzkamp, L. Hagge, R. Wichmann
DESY, Hamburg
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The European XFEL project at DESY has introduced a distributed project management system (DPMS) based on Microsoft Project Enterprise to keep track of schedules, resource usage, investment planning and actual costs. The XFEL project is organized into more than 40 work packages (WP) which address the different technical subsystems, global infrastructure and general tasks. Each WP is led by a work package leader (WPL) who is responsible for the WP budget, schedule and resources. The DPMS enables WPLs to directly create and update project plans for their WP, and it automatically creates high-level aggregated views for the project management office. Along with the system introduction, processes for distributed project planning, controlling and reporting have been established. One of the key challenges which can be resolved with the DPMS is to identify and track dependencies among different WPs, and to determine and escalate the impact of changes in one WP to other WP schedules. The DPMS is in operation since early 2007. The paper gives an overview of the system and the established project management processes and reports experience.
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