kontraktbilag 1d - cooperation and organization - dcpt

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Annex 4.9 - Cooperation and organization
Central Denmark Region
Project No. 218477
Document No. 1215550692
1.1 Project organization .................................................................................... 1
1.1.1 Overall project organization ........................................................ 2
1.1.2 Roles and responsibility .............................................................. 3
1.1.2.1 Role and responsibility of the DCPT Project Manager (PM) ....... 3
1.1.2.2 Role and responsibility of the DCPT Chief Physicist (CP) .......... 3
1.1.2.3 Role and responsibility of the Consultant Project Manager (PM) 3
1.1.2.4 Role and responsibility of Varian’s Customer Project Manager
(CPM) ........................................................................................... 3
1.1.2.5 Role and responsibility if the Turnkey Contractor’s Site Manager
(SM) ............................................................................................. 4
1.2.1 Dispute organisational diagram .................................................. 5
1.2.1.1 Procedures ................................................................................... 6
1.3 Cooperation ................................................................................................ 7
1.3.3 Meetings ..................................................................................... 8
1Central Denmark Region:
1 COOPERATION AND ORGANIZATION
The following sections describes the project organization and how any disputes
can be taken care of in the project by the same organization.
1.1 Project organization
The establishment of DCPT is organized as a part of the project organization for
the building of the New University Hospital in Aarhus (DNU). The overall govern-
ance of the project is carried out by the DNU Steering Committee, which refers to
the Central Denmark Region. The committee together with Central Denmark
Region has approved the framework for the tender process, tender strategy, time
schedule, award criteria etc. and will also approve the final selection the turnkey
contractor.
The committee has appointed the DCPT Project Group headed by the DNU Pro-
ject Director, and four working groups have been established, covering procure-
ment and commissioning of equipment, construction, clinical implementation and
education, and research.
The Project Group will be responsible for the evaluation of the tender and the
final selection of the Turnkey Contractor. The award decision will thereafter need
political approval by the Regional Council. The Project Group has the following
members:
(Chair)
Executive Director and Head of Department of Health Planning, Rikke
Skou Jensen, Central Denmark Region
Chief Medical Officer Claus Thomsen, Aarhus University Hospital
Centre Director Henrik Bech Nielsen, Cancer and Inflammation Centre,
AUH
DCPT Project Manager Mads Konge Petersen, DNU Project Department
(chair of the working group on construction)
Client Consultant Nicholas Robin Olejas, NIRAS A/S
Special Consultant in hospital planning Tine Rosenmeier, DNU Project
Department
Professor Cai Grau, Department of Oncology, AUH (chair of the working
group on Research)
Professor Morten Høyer, Department of Oncology, AUH (chair of the
working group on clinical implementation)
Chief Physicist Ole Nørrevang, Department of Medical Physics, AUH
(chair of the working group on Equipment)
www.niras.coom
1.1.
1.1.2 Roles and responsibility
The roles and responsibilities are only described for the key individuals.
1.1.2.1 Role and responsibility of the DCPT Project Manager (PM)
The DCPT Project Manager is a member of the Project Group, where he is chair
of the working group on construction. The Project Manager is Mads Konge Pe-
tersen
The DCPT Project Manager forms the top-level project management for the
complete process of establishing the Danish Center for Proton Therapy and gov-
erned by the DNU Project Management, which is physically located within the
DNU Project Department in charge of the establishment of the entire New Uni-
versity Hospital (DNU).
The DCPT Project Manager is responsible for the projects overall economy, time
schedule, quality, the contractors and the handover of the facility to the future
DCPT operations and maintenance.
The DCPT Project Manager refers to the DNU Project Department management
and the Project Group.
1.1.2.2 Role and responsibility of the DCPT Chief Physicist (CP)
The DCPT Chief Physicist is a member of the Project Group, where he is chair of
the working group on equipment. The Chief Physicist is Ole Nørrevang.
The DCPT Chief Physicist is responsible for the purchase of the proton equip-
ment, and the coordination and verification of the technical and clinical commis-
sioning of the proton equipment. The DCPT Chief Physicist is responsible for
verifying the completion of the scope described in the supply contract.
The DCPT Chief Physicist refers to AUH and the Project Group regarding the
supply contract scope and delivery, and refers to the DCPT Project Manager
regarding all building related subjects.
1.1.2.3 Role and responsibility of the Consultant Project Manager (PM)
The Consultant Project Manager is the Project Manager responsible for the ser-
vices supplied by the Client Consultant NIRAS A/S, in relation to the tender for
the construction of the DCPT facility. Besides project management for the con-
struction he is responsible for coordinating the delivery and installation of the
proton equipment. The Consultant Project Manager is Lars Nordenhof
The Consultant Project Manager refers to the DCPT Project Manager.
1.1.2.4 Role and responsibility of Varian’s Customer Project Manager (CPM)
Varian’s Customer Project Manager is the top-level project management at the
supplier of the proton equipment. Varian’s Project Manager manages the devel-
opment and implementation process of Varian’s products and services at multi-
ple sites. He monitors the project from initiation through delivery including plan-
ning schedules and monitoring budget/spending. Organizes cross-functional
activities, ensuring completion of the project i.e. product on schedule and within
budget constraints. Varian’s Project Manager is John Curtis.
Varian’s Project Manager refers to the Contractors Site Solutions Director.
1.1.2.5 Role and responsibility if the Turnkey Contractor’s Site Manager (SM)
The Turnkey Contractor’s Site Manager manages all aspects of Installation and
Room Commissioning at customer site by planning and coordinating the optimal
use of company and external resources, in order to provide the highest level of
service that maximizes the customer’s satisfaction.
Responsibilities include all building requirements (BID Document), planning and
installs of equipment (RFE) as well as room commissioning and customer ac-
ceptance testing. Ensures adequate records and systems are maintained. Identi-
fies and implements improvements in commissioning processes and tools for
cost reduction and customer satisfaction. Maintains close communication with
Varian’s Project Manager, engineering, QA/RA, sales, PT general management
and Service management as the role transitions from Install and Commissioning
to the Service Site Manager.
The Turnkey Contractors Site Manager will be appointed when the contract is
awarded.
The Contractors Site Manager refers to the Contractors Customer Project Man-
ager.
1.2 Description of the dispute organisation
The dispute organisation is embedded in the overall organisation. The dispute
organisation has no legal implications to the wording in the turnkey contract, and
is solely established to reinforce the close cooperation between all parties and
ensure the necessary momentum.
If the dispute is not resolved within the processes described below, the dispute
will be handled according to the turnkey contract wording.
The organisational diagram and the procedures described in the following shall
support collaboration and cooperation by adding the opportunity to move an
unresolved dispute to the next level of management in the project organisation –
and their own organisation at the same time. This will prevent unresolved dis-
putes from being downgraded and ultimately become a larger problem if left
unresolved for a longer period of time. At the same time it will give either of the
parties the opportunity to involve the next level of management even though the
parties do not agree that the next level should be involved. Ultimately this will
help to prevent tension in the day-to-day tasks between the key individuals, and
ensure that the individual’s respective organisations have a higher involvement
and knowledge in the project process.
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1.2.
Konge Petersen), and Aarhus University Hospitals AUH chief physicist (Ole
Nørrevang). Level 3.1 consists of the DCPT consultant project manager (Lars
Nordenhof), and Varian’s Central Project Manager CPM (John Curtis) & the Site
Manager SM, and the Turnkey Contractor’s Site Manager.
Level 2 involves the PD management level – which includes the chair of the Pro-
ject Group. It also includes Varian’s Site Solutions Director (Brendan Lyden), and
the equivalent individual within the Turnkey contractor’s organisation.
Level 1 involves adding support to level 2 by including the next management
level to the forum. Level 1 consists of the CEO of Central Region Denmark (Ole
Thomsen), the contractors Business Unit General Manager, and the equivalent
individual within the Turnkey Contactor’s organisation.
1.2.1.1 Procedures
At any level the option to include or otherwise involve higher management or
additional support is expected and encouraged to reach an early resolve and to
avoid the unintended use of upper management resources.
When the official step is initiated to move the dispute 2 the next management
level, there must to submitted a formal case presentation to the affected partici-
pants at the intended level. The case presentation must be submitted at least
within 5 working days of the scheduled meeting of the forum, preferably within 10
working days. The case presentation must contain all relevant documents and
appendixes.
The following description must not be seen as a strict rule, but as a guideline to
the optimal dispute resolve time frame.
If a dispute is left unresolved for more than 10 working days, one party may re-
quest that the dispute is moved to the next level, and the other parties involved in
the dispute are obliged to participate in the preparation of the case presentation
and the subsequent procedure.
If a dispute is left unresolved for more than 35 working days, the procedures are
invoked and the dispute must be moved to the next management level. This
does not apply to disputes that have been postponed or planned for later re-
solve, to the mutual agreement of the parties involved.
When a dispute is moved to the next management level, this level must resolve
the dispute within 10 working days of the first meeting in the forum, or initiate
procedures for movement to the subsequent level. This does not apply if the
dispute by mutual agreement by the involved individuals are postponed for later
resolve or otherwise managed.
1.3.1 Vision and intentions
The purpose of describing the vision for the cooperation is to create ownership to
the project amongst all the project participants regardless of their status/role. It is
also an opportunity to clarify the importance that cooperation is the primary driv-
ing force to ensure any project's success, and that there should be an additional
focus on the key personnel’s cooperative skills and also that the project organi-
sation supports this vision. To achieve a good cooperative environment it re-
quires trust.
To achieve and maintain a trusting and professional relationship it is important to
maintain a high level of communication and involvement between the parties,
and have a clear mind set of how the communication is performed written as
verbally. The communication must be performed in a respectful and honest
manor, and all parties are expected to always let the projects best interest be
their first priority. This is necessary to avoid focus on self-interest and sub opti-
misation, which leads to conflicts, mistrust and degradation of the cooperation.
The intentions of DCPT are to create the framework that supports the vision, and
to continuously push this message throughout the project organisation. DCPT
intends to enter into agreements that are competitive, but fair and reasonable to
the contracting parties.
As part of the overall project DCPT Project Management considers creating a
financial poll from which there can be distributed bonuses, similar activities or
incentives, that is awarded to the sole discretion of the DCPT Project Manage-
ment. The awarding criteria could for instance be in relation to the spirit of the
cooperation.
The organisation will incorporate a description of how to handle conflicts/disputes
smoothly and swiftly. This will create the rules for how disputes are handled by
moving unresolved disputes further up in the management ranks of the organisa-
tion, so individuals with greater bargaining power and responsibilities can try to
resolve the disputes. This will create a better workflow for the day to day tasks,
and help to preserve the good relations between the key individuals, and hope-
fully also avoid the need to incorporate legal assistance in the process.
1.3.2 General scope description
The request for the Turnkey Contractor’s involvement is shown in the phase and
scope description table. The list is not exhaustive and adaptations to the current
situation must prevail.
The wording in the table is created in general terms as opposed to detailed de-
scriptions of specific tasks. This is done in the mutual understanding that it is
impossible to delineate the prospective duties adequately, and that general
terms are better suited to adapt to the situation at hand.
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A delineation as – relevant, adequate etc. – are in its nature not specific and
leaves room for interpretation, and it will in effect be the mutual collaborative
intentions that will insure the successful completion of this project.
1.3.3 Meetings
Official meetings will in general consist of the following categories/levels:
Management (executive level) (quarterly/semi-annually)
Design (monthly to daily, dynamic nature)
During all phases the Turnkey Contractor is expected to participate in all re-
quested meetings to the extend deemed reasonable. The Turnkey Contractor is
also expected to participate in any potential seminars, workshops, teambuilding
courses etc. The frequency in the different categories above is only an example
of what could be expected, and shall not be considered final scope in any sense.
The meetings will be held in Denmark at the building site or at the facility where
DCPT management resides.
Design meetings are likely to be held at a very dynamic frequency during the first
phase of the building design phase that involves the “bunker”, especially with the
limited timeframe there is from the signing of the Turnkey Contractor and the
RFE date. The design meetings primary participants in this phase are the Turn-
key Contractors design team and Varian’s design team, excluding any specific
user meetings. The subsequent building design phase for the “clinic” does not
have the same time schedule limitations, and as a consequence can follow a
more rigid meeting frequency. Because this dynamic is expected DCPT will not
demand that all design meetings must be held at DCPT’s site or facility. Besides
design meetings all other meetings primary participants are members from re-
spectively DCPT, Varian and the Turnkey Contractor.
Considering that the individuals participating in the different meetings resides
globally, which subsequently ties up many resources for travelling, some of the
meetings may be held by video conference if agreed by the participants. If video
conference sessions are accepted be the parties, DCPT only requests that the
equipment used can accommodate high quality video and audio, in a room that
is equipped/furnished to support this purpose. The equipment must also accom-
modate reviewing/revising of drawings/documents by the participants while
communication via video and audio. If this request is not meet to DCPT’s satis-
faction, DCPT reserves the right to request the physical presence of the partici-
pants instead.
All meetings will when relevant be minuted by DCPT or the summoning party. All
planned meetings must be prepared with the issue of an agenda included any
appendixes preferably more than 5 working days in advance, or a minimum of 3.
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The minutes of the meeting shall be considered binding on the Parties unless
comments to the minutes has been notified to the party which takes the minutes,
within the next meeting or 15 Working Days from the reception, whichever is the
earliest.
Detailed scope of meetings will not be further specified or detailed in the follow-
ing phase descriptions.
Competitive Dialogue Phase
Participate in the final optimization of the tender, during the contract negotiations.
Participate in all subsequent optimization requests by DCPT or Varian.
The Turnkey Contractors design team can ex- pect a high level of interaction with Varian’s design team immediately after the Turnkey Con- tractor has been awarded the contract..
During the contract negotiation a detailed time schedule must be presented and updated.
During the contract negotiation the Turnkey Con- tractor must provide all necessary information to DCPT (Chief Physicist), so the regulatory radiation safety process can be handled according to the expectations of the Chief Physicist.
xxx Building Design Phases According to the “Build- ing and Planning 2012” Description of Services. Outline proposal Project proposal Preliminary project Main project Project follow-up
Participate in all required and necessary design phase meetings.
Design reviewing will stretch over all the different sub design phases that is outlined in the left column, and will be of varied intensity. This project has a very tight schedule which will intensify the collaborative needs between the Turnkey Con- tractor and Varian, especially during the design phase of the “bunker” which also will affect the review process. The Turnkey Contractor must anticipate reviewing to be very dynamic with short intervals and reply times.
The reference to “Building and Planning 2012” in the left column, and the sub design phases outlined, is a reference to a Description of Services which is the dominant paradigm within construction law in Denmark. The Turnkey Contractor that will be awarded the contract will describe their services performed with the use of this paradigm. The Turnkey Con- tractor, there design team, advisors, subcontractors etc. - as well as Varian – are expected to familiarize themselves with the paradigms used under the Danish contract law, so that the inter- faces and collaboration with the services performed by either party is aligned.
Participate in all optimization requests by DCPT or Varian, and perform any agreed changes/updates that are the result of the optimisation.
Establish and maintain a continuous dialog and collaboration with the Varian.
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Develop a detailed plan with Varian concerning the completion levels and tasks that is required prior to and after the RFE date.
Present a detailed plan for the construction phase, especially the use of the roads surrounding the site to DCPT and the Turnkey Contractor. This must be presented within 3 months of the planned work commences.
xxx Construction Phase Participate in all required and necessary con-
struction phase meetings. Participate in all required site inspections prior to
and/or after events such as concrete pours, verification of structures, surface material and integ- rity etc.
Adjust and further detail the planning made for the tasks and cooperation between Varian and DCPT during the installation phase.
Update and confirm the planning and approvals of use of the surrounding roads to the site during the construction phase.
Update and detail the plan for the tasks and hand over procedures related to the requirements at RFE date with Varian, and present this to DCPT.
Present a detailed delivery schedule for all the supplied parts.
Present a detailed plan for the commissioning process of the Turnkey Contractors commissioning.
xxx Installation Phase (Vari- an)
Participate in all required and necessary installation phase meetings.
Update and confirm the planning made for the tasks and cooperation between Varian and DCPT during the installation phase.
xxx Completion and handover Phase
Participate in all required and necessary completion and handover phase meetings.
xxx
Tender no.: 2014/S 058-096820
Appendix 7: Varian Medical Systems General Project
Organization
Tender no.: 2014/S 058-096820
Appendix 07: Project Organization
The Contractor is requested to provide a description of its planned project organization (both in
respect of the Supply Contract and the O&M Contract)
Figure 1: Organization before contract signing with the building contractor (PM: Project
manager)
Tender no.: 2014/S 058-096820
Confidential Rev1,0 31 October 2014 Page 3 of 22
Figure 2: Organization during the execution - DCPT (PM: Project manager, SM: Site manager)
The overall vision of DCPT for this project is to have an open and honest dialogue between the
involved parties. This specifically applies to the collaboration between DCPT management and
the main contractors, the Supplier of the Proton equipment (the “Contractor”) and the Building
contractor reference is also made to Clause 6 and Clause 9 of the Contract.
The description should be read in continuation with paragraph 2.4 in the Request for Tender
document, which explains level 3 and partly level 2. The levels indicated are an indication of the
decision levels that applies to this project, and level 1 indicates that the Contractor and the
Building contractor are encouraged to maintain a solution-oriented dialogue that will make the
overall decision process as smooth as possible.
Volume 3 - Varian Management Plan
Tender no.: 2014/S 058-096820
The project organization is to some extent dynamic, which is illustrated in fig. 1 and fig. 2.
Possibly changes will also occur at the time of installment of the equipment.
The key individual from the DCPT organization that is not described in the Request for Tender is
the Consultant Project Manager. This person will be the main figure that the Contractor and
subsequently the building contractor will work closely with after the contract has been awarded
and the contract negotiations are completed. This individual will be dedicated to the project and
represents the daily link to the DNU Project Department Project Manager (Mads Konge
Petersen), and the Aarhus University Hospital (Ole Nørrevang).
Tender no.: 2014/S 058-096820
1 Varian Medical Systems General Project Organization
Varian has organized the process from signing of the contract to the Operation&
Maintenance (O&M) phase as a project with a dedicated Customer Project Manager
(CPM) that leads a cross-functional team dedicated to the project
Customer project management
A designated Customer Project Manager (CPM) will be assigned who has overall
responsibility for the DCPT project until successful acceptance by the DCPT team. The
customer project manager is the main point of contact between the customer team
including the building team and the Varian team on-site.
After acceptance the local service site manager is responsible for the day-to-day
performance of the system, and a dedicated product manager is assigned as the point of
contact for the clinical team for product related questions and go-live support.
There will be an intensive interaction of Varian’s building specialist with the building
contractor as outlined under 1.2.1 Building Design Support Services.
During installation, commissioning and O&M a Site Manager, who is reporting to the
CPM, will be always on the site. Besides leading the site team, he will be the primary
point of contact to the customer’s team on site.
The installation and commissioning is performed by specialists and a team of locally
hired Field Service Engineers employed by Varian well before the projects starts and
trained in the factory and on other sites. This team of FSE’s will work together with other
specialists to complete the installation and commissioning phase of the project.
After the handover this team of FSE’s (Field Service Engineers) with the site manager
will form the future O&M-Team. Utilizing this approach the later Service people will have
an in depth knowledge of the system hands on trained on the job. Furthermore the team
can develop a good and trustful relationship with DCPT’s team.
Tender no.: 2014/S 058-096820
2 Project Organization in the design and build phase:
The project is organized as a cross-functional team reporting on all project relevant topics
to the CPM. The team is meeting at least every other week in a core team meeting to
share information and make decisions or prepare decisions to be made by the upper
management.
• Exchange of Information about the sub-processes (like Supply Chain, Production,
Engineering, etc.)
projects and general PTX projects) schedules with the project plan
• Defining risks and mitigations
Tender no.: 2014/S 058-096820
Figure 1: Overall Project Organigram
Varian tender response no.: 5003.0545.00
Customer Project
Varian tender response no.: 5003.0545.00
The CPM’s report the technical and commercial statuses of the Customer projects to the upper management once a month in the
steering committee meeting. Additionally, decisions beyond the Core Team level will be made in this committee:
Figure 3: Customer Project Organization, decision level upper management
Tender Response DCPT Aarhus
Tender no.: 2014/S 058-096820
2.1 Description of the Project phases
2.1.1 Building design support services
The building design process typically starts before a purchase agreement is effective.
The site solutions team provides regular on-site support in order to assist with the
building design, as well as to minimize delays. The ProBeam system must be installed in
a building that meets the product requirements and conforms to local regulations,
especially regulations on radiation safety. These requirements are listed in the Building
Interface Document (“BID”) provided as part of the purchase agreement.
Initial Support
The BID consists of 80 pages of detailed information, and approximately 70
accompanying drawings. The BID is structured in such a way that it applies to all
ProBeam facility configurations. In addition radiation source terms are provide as soon as
the DCPT project team has selected a radiation expert. These documents contain the
complete set of requirements towards building design. They are considered complete,
and subject to the change management process laid out in the purchase agreement. The
site solutions team will provide 2D-CAD layouts with of the proton bunker. These CAD
files need to be implemented into the building design by the DCPT project team. Room or
concrete dimensions should not be changed by the DCPT project team without prior
agreement between Varian and the DCPT project team. The initial concrete bunker
layout provided by Varian will in most cases satisfy shielding requirements. However, it
remains the customer’s responsibility to certify the radiation safety through a shielding
expert familiar with local rules and regulations. Changes to the bunker concrete, as a
result of the shielding expert’s analysis, need to be coordinated with Varian prior to
integration into the building design.
Varian could support BIM (Building Integrated Model) level one or two. During these
projects Varian has, on a regular basis, worked with and exchanged design documents in
different formats and through different processes, integrating tightly with our customers’
BIM-like processes. Examples are pdf files and Bluebeam software for design reviews
and markups, Autodesk files such as dwg, dxf and dwf or rvt and nwd as used in Autocad
and Trueview or Revit and Navisworks. Files are typically exchanged via document
exchange services such as ftp, dropbox and sharepoint as well as through customers’
proprietary solutions for document exchange.
Request for Information (RFI)
Technical questions by the DCPT project team shall be sent to the Varian CPM. The
response is provided by the CPM, typically with a turnaround time of 2-3 business days.
In our experience, the RFI process will resolve 70-80% of the day-to-day technical
Tender no.: 2014/S 058-096820
Confidential October 2014 - Rev. 0.0 Page 11 of 22
questions the DCPT project team might have. On average, we receive 1-3 RFIs per week
and project
Coordination meetings
Varian’s participants to coordination meetings are decided by the CPM, based on the
agenda provided by the DCPT project team. Coordination meetings can be held in
person or by conference call. The primary purpose of online meetings is to discuss
specific proposals by the DCPT project team. Coordination of a specific proposal allows
the DCPT project team to design the building more efficiently. Online meetings have a
typical duration of 1-2 hours and will happen in periods of high design activity up to once
or twice per month. In periods of average design activity, these meetings will more likely
be held in 1-2 months intervals. In-person meetings typically focus on the review of
conceptual design proposals, or comment closure as a result of a design review.
Typically there are up to 5 in-person technical meetings during the design phase of the
project.
Design Review
The site solutions team reviews the complete design set provided by the DCPT project
team and provides feedback. It remains the DCPT project team’s responsibility to
implement all BID requirements. The DCPT project team is expected to address each
comment prior to the next design review, and identify the proposed resolution in marked-
up drawings. For resource planning purposes, design reviews must be scheduled in
advance, typically 30 days prior to receiving the drawing set. Typical response time for a
drawing set is 2 weeks. The DCPT project team is asked to provide the design in the
form of 2D-drawings, with limited narrative sections, and in PDF format. The site
solutions team may request to have selected drawings available in AutoCAD format, and
selected tables in Excel format.
Varian could also support BIM (Building Integrated Model) level one or two. During these
projects Varian has, on a regular basis, worked with and exchanged design documents in
different formats and through different processes, integrating tightly with our customers’
BIM-like processes. Examples are pdf files and Bluebeam software for design reviews
and markups, Autodesk files such as dwg, dxf and dwf or rvt and nwd as used in Autocad
and Trueview or Revit and Navisworks. Files are typically exchanged via document
exchange services such as ftp, dropbox and sharepoint as well as through customers’
proprietary solutions for document exchange.
The following design reviews are provided as standard:
• Schematic Design
At this level the drawing set provided by the DCPT project team will consist mainly
of architectural layouts and sections, systematic mechanical, electrical, plumbing
concepts, life safety considerations and site access drawings. A typical set
consists of 15-50 drawings in pdf format.
Tender no.: 2014/S 058-096820
• Design Development 30%
At this level the drawing set provided by the DCPT project team room dimensions
and space allocations should be final. The drawing set typically consists of all
categories applicable to the building design, but the detail level remains in an
early stage. A typical set consists of about 150 drawings in PDF format, and
some selected drawings in AutoCad format.
• Design Development 60-80%
This design review is an intermediate step and in many cases it is preferred to
perform this review on a more complete set. The goal of this review is to close as
many previous comments as possible, and for the DCPT project team to provide
BID compliant solutions for all issues.
- An advanced set at this detail level normally consists of:
- Approximately 150 architecture drawings
landscaping and structural engineering
- Approximately 80 drawings of mechanical, plumbing and fire protection
systems
In previous projects, drawing sets that contained less than 250 drawings in this
stage resulted in new comments and additional time needed in the process to
address the comments.
• Construction Drawings 99%
For this design review expectations are that all comments have been addressed
and the resolutions are agreed upon and coordinated. The set would normally
consist of all the categories in the appendix below. A complete set at this detail
level normally consists of:
- Approximately 180-200 architecture drawings
landscaping and structural engineering
- Approximately 80-100 drawings of mechanical, plumbing and fire protection
systems
Documents to be reviewed
In order to support the customer, Varian reviews customer-provided design sets in
agreed intervals to meet the following objectives:
• To review and comment on the customer’s implementation of BID requirements.
Varian will comment on discrepancies that we detect, and help the customer to
resolve comments in a cost effective manner.
Tender no.: 2014/S 058-096820
• To review and comment on discrepancies between DCPT project team
installations and Varian’s equipment or clearance requirements.
• To coordinate space on the site between DCPT project team and Varian, ensuring
that space for site traffic, cranes and storage area is sufficient.
• To review that standard rigging and service routes into and inside the building are
useable and account for typical workflows.
• Radiation safety is the responsibility of the customer; however, Varian will keep
standard radiation safety principles in mind and comment accordingly. This
service allows the Architects to flag specific issues to the DCPT project team’s
radiation safety consultant.
3 Project organization during construction of the building
phase
• Main Task:
o Remaining Building interface clarification and design in close cooperation with
the customer team
o Internal development projects for customer specific requirements
o Start of Site team local recruiting and training (see Figure 4: Training concept
for team operation site)
o Logistic planning
o CPM and Building Specialist from SiteSolutions, architects and building
contractors and project manager from the customer team
o Core team
o Engineering on customer specific projects, supply chain and production
• Interaction with the customer team
o Remaining meetings on building design 1 to 2 a month, site inspection
(monthly)
3.1.1 Building support in Building Construction phase
Varian will attend all required/necessary construction phase meetings. Varian provides
on-site support during the construction phase which includes site visits from our
construction QA team during the critical phases of concrete pours as well as post
concrete to help ensure a quality review of BID requirements. During Varian’s
construction QA support process, a qualified representative of Varian will visit the project
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site to review the status of the construction with DCPT Building Team, review and
comment where appropriate on the status of BID compliance and answer questions that
may come up in the field. Varian’s construction QA support cannot confirm the design
implemented by the DCPT Building Team. However, Varian can confirm the BID
documentation provided.
3.1.2 Supply chain and production
The ProBeam cyclotron and beam line are produced in Troisdorf, Germany. The capacity
of the factory is currently 3-4 systems per year. By adding a second cyclotron test cell
within the next year, this capacity will increase to allow for the manufacturing of 6-8
systems per year. To avoid conflicts with the long lead time of core components, Varian
is not only performing made-to-order-production, but is also purchasing and producing
components in advance according to its sales forecast. To shorten installation and
commissioning time and deliver highest quality, all components are tested before
shipment to the customer’s site. The beam line is produced in modules, which receive
many tests including electrical, cooling water, vacuum and alignment. These modules are
all pre-produced, packed and stored for an on- time delivery. The cyclotron is first
completely assembled and transferred to the test cell for beam commissioning. After
successful beam extraction, the cyclotron is disassembled into two major parts and
stored in special transport containers
Figure 5: Transport of the Cyclotron after assembly
Figure 6: Beam line (top) and Nozzle Production
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3.1.3 Overview: Logistics, rigging, installation and commissioning
• Main Task:
o Commissioning of the system
o Validation and verification of new and/or customer specific product features
o Training of clinical team of the DCPT
o Testing and involvement of the customer team to prepare the acceptance test
o Acceptance testing and consecutive handover of treatment rooms
o Clinical commissioning of rooms handed over to the clinical team
• Personnel involved:
o The clinical team of the DCPT
o Locally hired Field Service Engineers to participate in installation and
commissioning as training on the job
o Varian installation specialists, Varian commissioning specialists
o Subcontractors for rigging, installation and alignment
• Interaction with the customer team
o Regular meeting on the site with the team from DCPT and the Varian Team at
least once a week
o Strict monitoring of progress against the installation and commissioning
planning and early mitigations of possible delays
During installation, commissioning and later in the service phase a Site Manager, who is
reporting to the CPM, will be always on the site. Besides leading the site team, he will be
the primary point of contact to the customer’s team on site.. He and part of I&C-team will
change their role to Service after final hand-over to the customer.
The installation and commissioning is performed by specialists and a team of locally
hired Field Service Engineers employed by Varian well before the projects starts and
trained in the factory and on other sites .
At the end of the commissioning phase before the Customer Acceptance starts it is a
good practice to let the medical physicists of DCPT participate on commissioning and
testing activities. It needs to be mutually agreed that this should not increase time to
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reach Acceptance. But it is a good method to train the DCPT team for the Acceptance
Tests and helps to build a trustful relationship between the teams which will work
together for years.
We employ a dedicated team of specialists who have extensive experience in installing
and commissioning multiple proton therapy systems simultaneously. We are constantly
adding experienced resources to reduce commissioning time and improve the quality of
this process. The site solutions team has extensive experience in delivering and
commissioning equipment, including installations in dense city centers. Early integration
of the CPM and building interface team with the customer’s design and construction
team, as well as regular on-site construction QA support and Varian’s experienced heavy
rigging partners all contribute to successful installations. By combining our extensive
experience in project management and equipment installation with the early involvement
of the site solutions team, the customer and the city regulators, the team was able to
address installation issues early, resulting in no impact on the building design and
construction.
Figure 7: A cyclotron transport container leaving the factory in Troisdorf, Germany
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Figure 8: High Level Overview of Installation & Commissioning Phase
Installing a proton therapy system requires extensive initial planning as well as flexibility
on site to adjust planning to cope with any events that may occur during the process.
Once the installation team has created the installation plan and prepared the required
materials, the performance of installation work will be done according to the validated
installation plan and instructions. All tasks required for installation of the system on site
Figure 9: Rigging of the central part of the cyclotron to the building
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are documented on installation checklists. Basic workflow during installation is as
follows:
• Setting footplates & stands
Figure 10: The DCPT Facility
Our analysis during the Dialogue Sessions shows a good fit of Varian’s system into the space
allocated. In the drawing below (Figure 10) we have indicated the area outside of the building for
the rigging of the cyclotron and the gantries and the cranes. In the next step we would propose
to detail this further.
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3.1.4 Overview of the commissioning Process
The commissioning process is designed to ensure that all of the installed equipment is
correctly calibrated and functioning according to the designed and contractual
specifications. Once the installation phase is primarily done the commissioning phase
starts with some overlap between these activities. During this time, installation work on
non-critical path items may be completed while other portions of the team are beginning
to commission the equipment. Commissioning the equipment entails running a series of
pre-defined checklists on each piece of equipment or on each subsystem in order to
verify that it is functioning correctly and within the specifications of the customer contract.
All commissioning activities will be carried out in accordance with the commissioning
manual and commissioning checklists. The completeness of the commissioning is based
on the successful completion of these checklists. Once each checklist is completed, that
checklist must be signed by the appropriate Varian Field Service Engineer (FSE) who
completed the work, the Site Project Manager (SPM) and the Customer Project manager
(CPM).
Commissioning of the proton therapy system requires or generates ionizing radiation;
therefore, corresponding requirements of radiation safety regulations shall be met prior to
the start of the production of radiation. A valid authorization from local authority shall be
provided, which is the responsibility of the customer.
Similar to the installation process, all calibration and commissioning work performed on
site will be done in accordance with validated and verified commissioning plan and
procedures. A critical part of the commissioning is the scanning system commissioning
for which Varian developed software tools and reduced the effort of this task for the
medical physicist considerably, as well as reducing the time to treat complex tumors. This
is not only of importance for the initial commissioning, but for subsequent retuning of the
beam line in the service phase. After several months, Varian recommends confirming the
beam position and re-tuning it if necessary. Such a re-tuning (for all gantry angles and
energies) can be performed for one room during one night shift.
Pencil beam scanning is key to optimizing proton radiation therapy. Varian proBeam
incorporates a fully rotating gantry with dedicated nozzle hardware that allows precision
to within .5 mm at any treatment angle. All Varian gantry treatment rooms, as well as
fixed-beam treatment rooms are equipped with this highly-precise application of pencil
beam scanning, branded as Dynamic PeakTM.
The proton therapy system is ready for operation when fully tested according to the
defined requirements of the technical specification and customer contract.
3.1.5 Customer Acceptance testing
After completing all installation and commissioning checklists for the common system as
well as a particular treatment room (TR) the system is ready to be accepted by the
customer. In each purchase agreement (PA) there is a list of Customer Acceptance Tests
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(CATs) that are executed with the customer by a Varian representative to ensure that the
system meets the contractual requirements.
The CPM will inform the DCPT representatives of the completeness of a particular room
as well as the common system and that Varian is ready to execute the CATs. Each test
will be executed, all supporting documents will be filled out, and this will be signed by
both the DCPT representative and the Varian CPM.
During the preparation phase Varian Medical Systems is willing to discuss additional
customer specific CATs.
Once all CATs pass, then this room and the common system are then handed over for
clinical use to the customer.
A separate set of CATs will be executed for each TR in the customer’s system. A formal
acceptance test certificate must be completed for each room.
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4 Project Organization in the Service phase:
All information regarding the project organization during the service phase is included in
Appendix 15