project execution plan - ocean...

PROJECT EXECUTION PLAN

SCIENTIFIC OCEAN DRILLING VESSEL

Scientific Ocean Drilling Vessel (SODV) Acquisition, Conversion, Acceptance &

Commissioning

Submitted to the National Science Foundation by The JOI Alliance (Joint Oceanographic Institutions, Inc., in collaboration with Lamont-Doherty Earth

Observatory of Columbia University and Texas A&M University/Texas A&M Research Foundation)

June 2005

JOI Alliance: Project Execution Plan - Scientific Ocean Drilling Vessel

2

TABLE OF CONTENTS 1.0 Executive Summary 3 2.0 Introduction 5 3.0 Acquisition Approach 7 4.0 Design and Development Strategy 7 5.0 Construction and Installation Strategy 10 6.0 Commissioning and Initial Operations Strategy 10 7.0 Project Management 10

7.1 Organization Structure 10 7.2 Schedule/Milestones 14 7.3 Budget Planning/Cost Estimate 14 7.4 Financial Management 18 7.5 Source Selection 18 7.6 Work Breakdown Structure 18 7.7 Configuration Management/ Change Control 19 7.8 Information Technology Systems 20 7.9 Quality Assurance and Quality Control 20 7.10 Risk Management 21 7.11 Health, Safety and Environment 23 7.12 Testing and Acceptance 24 7.13 Annual Work Plan 25 7.14 Project Interfaces 25 7.15 Procurement and Contracts 29 7.16 Document Control/Reporting 31 7.17 Contingency Management 31

8.0 Security 31 9.0 Plan for Transition to Operations 32 10.0 Reviews 32 Appendix A – Science System Development Plan 33 Appendix B – Report Templates 37 Appendix C – Glossary and Acronym List 39


3

1.0 Executive Summary The Scientific Ocean Drilling Vessel (SODV) Program is funded by the National Science Foundation (NSF) through funds in the Major Research Equipment Facilities Construction (MREFC) account. This Project Execution Plan (PEP) documents the approach proposed to design, develop and convert an existing oil exploration drill ship to support the Integrated Ocean Drilling Program (IODP), which is the successor to the very successful Ocean Drilling Program (ODP). Although management of the program is integrated across all the JOI Alliance institutions (Joint Oceanographic Institutions, Inc.; Texas A&M University; and Lamont-Doherty Earth Observatory of Columbia University), JOI has oversight responsibility for the SODV acquisition process. Texas A&M University (TAMU) is under a subcontract from JOI and is responsible for securing a contract for a suitable drill ship, converting the vessel to an SODV, and outfitting the shipboard science laboratories and support facilities. Lamont Doherty Earth Observatory of Columbia University (LDEO) is under a subcontract from JOI and is responsible for securing a contract with a well logging service provider and assisting TAMU with the conversion of the logging specific areas of the SODV. The SODV project is managed by a set of integrated product teams organized with representation from JOI, TAMU, LDEO, and the scientific community. The central team is the SODV Conversion Management Team (SCMT), which has high-level responsibility for tracking all work and coordinating with the Conversion Implementation Teams. In the late 1990’s a team of scientists was charted to establish the requirements that the next generation drill ship must meet to satisfy the science objectives of the IODP. These requirements served as the basis for an Invitation to Tender that was sent to the drilling contractor community to gauge the availability of qualified ships and equipment. Based on the responses, a Request for Proposals (RFP) was developed and released to industry in the fall of 2004. To determine the optimum acquisition approach for the SODV, JOI conducted a net present value study that indicated a Contractor Owned and Contractor Operated (COCO) method of acquiring the SODV was the least cost solution. Therefore, the JOI Alliance will lease a drill ship from a Drilling Contractor and then have the Drilling Contractor hire a shipyard to modify the ship to meet the specific science requirements of IODP. Responses to the RFP were received in February 2005. These responses are being evaluated following a formal source selection plan developed by Texas A&M Research Foundation (TAMRF). Three review teams (Cost, Business Management and Technical) will report their findings to the Source Selection Advisory Committee (SSAC). The SSAC will integrate the findings and recommend to the Source Selection Official which proposal provides the best value to meet the IODP’s requirements.


4

The SODV project was originally scheduled to take two years, but due to the reduced funding in the first year (FY 2005), the program is now projected to take three years. At present the program is in Source Selection with an expected award to a Drilling Contractor by fourth quarter of FY2005. To plan the project, a Work Breakdown Structure (WBS) was established and used to develop the budget and the Earned Value methodology for the SODV. Variance analysis will be conducted and results documented in monthly status reports, which will then provide the basis for the quarterly and annual reports. Change management will be followed for the life of the program. A change control process will be established with the SODV Conversion Management Team overseeing the processing of changes. Formal baseline reviews will be held at critical junctures during the program’s development allowing for changes to cost, schedule and performance parameters. Community engagement is an integral component of the SODV Program. The scientific community will be given many opportunities to influence the designs of the shipboard science facilities. Specifically, four Conversion Design Teams (CDTs) will be established to design the Science Facilities, the Science Support Areas, the Drilling and Coring Systems, and the Information Technology (IT) systems. The IT CDT will develop the IT system planned for the SODV, make sure that it is compatible with IODP databases, and ensure that the system is secure. In addition to the CDTs, an SODV Independent Oversight Committee (SIOC) and a Program Advisory Committee (PAC) have been established to insure that a quality product is produced using solid program management approaches. The Independent Oversight Committee will review the program periodically and at critical milestones and will report to the President of JOI. The PAC is composed of science community and industry representatives that are focused on the development of the design of the SODV. Risk management has been implemented to identify the risks to the program. The severity of each risk is assessed and the potential cost and schedule impacts are determined. For moderate and high risks a mitigation strategy will be developed and executed to reduce the potential impacts attributed to these risks. Health, Safety and Environmental aspects of the program are being developed. Necessary environmental impact assessments will be coordinated with the IODP. An Integrated Safety Management System (ISMS) will be developed to bridge the various safety management systems in place at the drilling contractor, TAMU and LDEO. A test plan will be developed to provide the roadmap for testing to be accomplished as the SODV is developed. The science system will be assembled and tested in a laboratory environment prior to installation onboard. Dock trials, Builders Trials and formal acceptance trials will form the basis for acceptance of the SODV after it is converted.


5

For each fiscal year an Annual Work Plan will be developed explaining the work to be accomplished by the funding provided. The procurement involves subcontracts from JOI to TAMRF for the development of the science lab system by TAMU and the awarding of contract to a Drilling Contractor to provide and modify the ship. A separate subcontract from JOI to LDEO will be negotiated to provide planning, infrastructure, and equipment for support of logging services on the SODV. Earned Value Management reporting is required by each of these contracts. Earned Value reports will by processed by each subcontractor and submitted to JOI for final reporting to NSF. Documents developed for the SODV will be managed under the OPTIX document management system. A contingency reserve has been created and is managed by the JOI SODV Conversion Director. The funds will be used to mitigate specific known risks and provide funding for change orders and emergent issues. Security aspects of the subsystems onboard the SODV will be analyzed. Physical security for the ship during port calls will be developed and documented by the Drilling Contractor. This area will be worked in conjunction with the operational management parts of IODP. The plan for transition to operations will be developed by the IODP, with inputs from the SODV program. 2.0 Introduction The SODV Project Execution Plan (PEP) is viewed as a living document and will be updated as this MREFC project reaches critical milestones or when external factors, such as final decisions on each fiscal year’s federal budget, materialize (www.joialliance.org/MREFC). This is the initial version of the document: The next iteration is planned for the first quarter of FY 2006 after the contract for the SODV is awarded to a Drilling Contractor. The external SODV Independent Oversight Committee will review each version of the PEP as it is developed. The SODV will serve as the U.S. contribution to support the scientific mission of the IODP, which is an international program of basic research in the marine geosciences, supported by NSF and numerous international partners. IODP will build upon the successes of ODP by enhancing the capabilities of scientific ocean drilling through international partnerships using multiple drilling platforms. In addition to the U.S. riserless SODV, the Japanese are contributing a new riser drill ship and the Europeans are providing mission-specific platforms suited for unique environments. The new demands and complexity of the multi-platform IODP environment require systems integration management to ensure that services are provided in a cost-effective,


6

holistic, and responsive manner. JOI and its partners, TAMU and LDEO, together known as the JOI Alliance (JA), were selected by NSF to be the Systems Integration Contractor (SIC) for the SODV and related activities for IODP. Although management is integrated across all institutions, JOI has oversight responsibility for the SODV acquisition process. TAMU is responsible for securing a contract for a suitable drilling vessel, conversion of that drilling vessel to an SODV, and equipping the shipboard laboratories and support facilities. LDEO is responsible for assisting TAMU with the conversion of logging specific areas of the SODV. Figure 1 shows the responsibilities of each of the Alliance members for the execution of the SODV Project. The SODV MREFC website (www.joialliance.org/MREFC) serves as a source of information to keep the community informed of progress made on the project. The website includes general information on SODV accounts, NSF budgets, the JA SODV preplanning documents and information on the new science system being developed for the ship.


7

3.0 Acquisition Approach To confirm what acquisition approach to follow, an analysis of lease versus purchase options was conducted. The results show that a leased solution was the least cost alternative when comparing the options using a Net Present Value analysis. The results were provided as a JA deliverable to NSF. These results validated the acquisition approach for obtaining the enhanced ship capable of supporting the riserless drilling activities for IODP by using a COCO model. 4.0 Design and Development Strategy A study to determine the improvements needed in the new riserless drilling vessel was conducted by a committee of scientists to capture the desires of the science community. The March 2000 Conceptual Design Committee (CDC) report to NSF entitled “The Non-Riser Drilling Vessel for the Integrated Ocean Drilling Program” provided a first-order assessment of the U.S. scientific community’s requirements for a deepwater SODV (i.e., performance specifications and onboard scientific measurement capabilities) and a preliminary survey of existing drilling vessels. The CDC report recommended a wide variety of improved drilling capabilities, better coring tools, expanded and improved laboratories and improved habitability for the scientists. These recommended improvements represented an unconstrained vision of the science and drilling capabilities necessary for the SODV to support IODP. This vision was used as an input to the next steps in the design and development of the SODV. The CDC also conducted a preliminary screening of existing drilling vessels on the international market that indicated up to 19 ships could be considered as potential candidates for this program.

To engage the drilling contractors as early as possible in the acquisition process for the SODV, the JA developed a multi-stage approach. First, a “Market Survey” for derrick, substructure, and drilling equipment was issued to vendors. In parallel with the release of the Market Survey, an initial “Invitation to Tender” was issued to a minimum of 12 drilling contractors with ships capable of drilling in greater than 3000 meters of water to obtain accurate market information. These activities were initiated in late December 2003. A total of 41 drilling vessels were screened as potential candidates on the international market at that time. Combining these survey results with information from various rig-focused newsletters it was determined that adequate competition could be expected for the SODV. This led to the release of the RFP. The RFP for acquisition, conversion and operation of the SODV was released in October 2004, with proposals due in February 2005. The JA encouraged a full and open competitive process for the proposals, and there is no indication that the process followed prevented participation from any potential contractors. See Figure 3 for the Source Selection schedule. The JA evaluated the requirements in the CDC report and in general


8

included the values recommended as the basis for the science system requirements in the RFP. The requirements are prioritized in the RFP so that if the drilling contractors cannot achieve one of the capabilities it is clear where a compromise can be proposed. An award to a Drilling Contractor is planned for the 4th quarter of FY2005. The first task to be funded will be for the Engineering Design Phase (EDP) of the SODV. The detailed design of the conversion will involve selection of the new drilling equipment and the placement of the laboratories to provide the optimal flow of core samples through the labs to the refrigerated storage. A more complete explanation of the work that the Drilling Contractor must accomplish to modify one of their drill ships for the IODP mission is contained in Section 7.15. TAMU serves as the science system integrator developing the detailed design, acquiring all of the equipment and conducting the testing and installation onboard the SODV for all laboratories and the computer system. They will work closely with the Drilling Contractor as the overall design of the ship evolves. Conceptual plans for the design and equipment of the shipboard laboratories have been developed based on guidance provided in the CDC report (see Table 1). LDEO will support the development of logging capabilities on the SODV. Science community input during the laboratory design phase is important to ensure that the best implementation strategy is achieved within the constraints of an existing vessel. Community involvement during this stage will be achieved at a high level through input from the Science Advisory Structure (SAS), coordinated by IODP Management International (IODP-MI), through discussions with the U.S. Science Advisory Committee (USSAC) and through the involvement of members of the science community who can provide expert advice and balanced input to the JA within the required timeframe. In addition, the community-at-large will be given the opportunity to read and comment on the SODV Briefing Book, which presents the conceptual designs for the on-board science facilities for the new ship. These comments will influence the discussions regarding the specific requirements for each laboratory on-board the SODV. Specific details of the proposed community outreach plan are described more fully in the Community Interface and Opportunities for Engagement section of this document (Section 7.14).


9

Table 1: No.

Summary of Conceptual Design Committee Recommended Drilling Platform Characteristics

1. Riserless drilling 2. Continuous sampling from sea floor to target depth

3.

Mud and Casing storage, sufficient mud and 1500 meters of casing

4.

Water depths: 20 to 7000 meters

5.

Drilling Depths: As deep as possible beyond 2000 meters below seafloor

6.

Drill string length: 11,000 m (water depth plus drilling depth)

7.

Drill string diameter: Minimum Inside Diameter (ID) of 4.125 inches (105mm)

8.

Station keeping: vessel must have dynamic positioning with operations in Beaufort 8 conditions, an anchoring system for work in shallow water would be advantageous

9.

Endurance: must be able to remain on station for up to 8 weeks without resupply or port call

10.

Laboratory and sample storage: a. 1,800 sq. m of interior heated/air conditioned lab space b. Deck space for ten 20 foot refrigerated containers for storage of

samples c. Deck space for five 20 foot containers for special purpose labs d. Geophysics doghouse, 50 sq. m, located at the stern

11.

Accommodations: berthing and support for 60 scientific staff in 2 person staterooms with no more than 4 persons per head

12.

Safety, Lifesaving and Communications: vessel should be equipped with safety, lifesaving and communications equipment to allow it to operate in any jurisdiction in the world.


10

5.0 Construction and Installation Strategy Construction of the SODV will be separated into several parts in the contract with the Drilling Contractor. While still in the EDP, the Drilling Contractor will identify any long lead items that are required to support the schedule. These long lead items will be placed on contract as soon as possible after the design phase to prepare for and minimize the time spent in the conversion shipyard. After the final conversion design has been approved, the Drilling Contractor will solicit bids from shipyards to perform the conversion. Depending on the availability of MREFC funding, the construction period in the shipyard may be broken into defined phases to match the fiscal year funding stream. The laboratory structure and spaces will be completed at the shipyard, including the interior build out of the spaces with all supporting services including electrical, lighting, heating and networks. TAMU and LDEO will integrate and test the Science System at their facilities prior to installing them on the SODV. As these systems are engineered, scientific equipment will be ordered in time to support installation and testing at TAMU or LDEO. Simultaneously, all test documents and training materials will be developed. 6.0 Commissioning and Initial Operations Strategy During the EDP, the Plan for Transition to Operations will be developed and presented to NSF. The concept for commissioning the ship is to follow the normal testing done for a major ship modernization and then to conduct shakedown cruises that are planned to fully exercise the new drilling and science systems in a wide range of deep-sea conditions. 7.0 Project Management The SODV project management approach has been organized to conform to MREFC guidance contained in the various NSF management and oversight documents while providing a structure that will efficiently deliver the required drillship within the allotted schedule and budget. The SODV Conversion Director at JOI has overall responsibility for the oversight of the acquisition process. JOI Alliance team members, TAMU/TAMRF, and LDEO provide critical program, contracts and fiscal management functions, tapping their expertise gained during ODP to help deliver the best science platform for IODP.

7.1 Organization Structure

The SODV organizational structure is composed of five internal JOI Alliance teams and an external Program Advisory Committee (PAC). The internal relationships are shown in the SODV Organizational chart, Figure 2. Figure 6 shows the external relationships of the SODV organization to the JOI Alliance, Science Community, and the Drilling Contractor.


11

Membership of the teams has been designed so that key positions overlap within the conversion project and within the existing IODP-JOI Alliance management structure. The overlapping organizational structure will help insure efficient and effective communications within the SODV Conversion Project, and externally to the IODP-JOI Alliance management, and the Science Community. Figure 2:

Project Team Descriptions:

SODV Conversion Management Team (SCMT) • Chaired by the JOI SODV Conversion Director; • Focal point for all strategic planning; • High level tracking of SODV acquisition and conversion activities; • Interfaces with the science and drilling communities; • Approves all conversion construction drawings and resolves any Design

Team conflicts. • Final approvals of the Project budgets and changes, Equipment

Procurement Plans, and Preliminary and Final SODV Conversion Designs;

JOI SODV Implementation Team

• Chaired by the JOI SODV Conversion Director; • Technical and financial control of the SODV project; • Responsible for interfacing with the NSF Program Office, USSSP and

IODP-MI;


12

• Maintains the SODV information web site;

TAMU SODV Implementation Team • Chaired by the SODV Project Manager; • Responsible for the day-to-day management of the SODV conversion; • Develops and manages conversion timelines, WBS, project budgets, and

earned value reporting; • Direct technical interface to the Drilling Contractor; • Direct interface to the Conversion Design Teams;

LDEO SODV Implementation Team

• Chaired by LDEO Manager of Science and Technical Services; • Ensures that equipment and infrastructure aboard the SODV adequately

supports science and operations of the Logging Services provider;

TAMRF SODV Administration Team • Chaired by TAMRF VP-Administrator; • Develop and negotiate both the operational and conversion contracts with

the Drilling Contractor; • Direct business/contractual interface to the Drilling Contractor; • Fiscal control of the TAMRF/TAMU SODV conversion project that

includes: o Consolidation of MREFC budget; o Procurements and purchase orders; o Production and analysis of Earned Value variances; o Interfacing with any auditing group;

Program Advisory Committee (PAC)

• An SODV Project advisory committee composed of external advisors; • Provides analysis and advice to the JOI SODV Conversion Director and

TAMU Project Manager; • Reviews copies of all relevant reports; • Provides an avenue for the science and drilling communities to

communicate directly with the SODV Project; Brief Description of Key Project Positions

JOI SODV Conversion Director:

• Chairs the SODV Conversion Management Team (voting member) and the JOI SODV Implementation Team;

• Serves as Contracting Officer’s Technical Representative (COTR) on all JOI SODV contracts;

• Interfaces with the NSF Program Office • Oversees the approved budget for the MREFC funds • Approves significant budget variations above a mutually agreed threshold


13

• Manages change control process and approves major changes that may affect the project’s baseline.

JOI Assistant Director Ocean Drilling Programs/SODV

• Member of the SODV Conversion Implementation Team; • Assists the SODV Project Director with SODV deliverables and related

activities; • Interfaces with each of the 4 Conversion Design Teams; • Facilitates scientific community engagements throughout the project.

TAMU Deputy Director of Science Services:

• Directs the Science Operations and Tools & Analytical Services departments at TAMU;

• Represents JASMT on the SODV Conversion Management Team, voting member.

LDEO Manager of Technical and Engineering Services:

• Manages the technical and engineering staff at LDEO; • Represents LDEO management on the SODV Conversion Management

Team, voting member. PAC Chair:

• Represents Program Advisory Committee on the SODV Conversion Management Team as non-voting member.

SODV Project Manager:

• Chairs the TAMU SODV Conversion Implementation Team; • Serve as Contracting Officer’s Technical Representative (COTR) on all

TAMRF/TAMU SODV contracts; • Represents the TAMU Conversion Implementation Team on the SODV

Conversion Management Team, voting member; • Manages vessel conversion, including schedule, and compliance with the

approved MREFC budget; • Supervises the SODV Technical Coordinators; • Approves all change orders that are within the projects approved baseline; • Oversees the drilling contractor’s SODV conversion activities.

Science Technical Coordinator:

• Facilitates the Science Laboratories and Information Technology Systems Design Teams;

• Develops the Science Equipment Procurement Plan; • Develops the Basis of design documents for the SODV science systems; • Works with the drilling contractor to develop the Preliminary and Final

designs for the SODV science systems; • Supervises the outfitting the science laboratories;


14

• Assists the Project Manager with oversight of the drilling contractor’s SODV conversion activities.

Drilling Technical Coordinator:

• Facilitates the Science Support Areas and Drilling Package & Vessel Design Teams;

• Develops the Drilling Equipment Procurement Plan; • Develops the Basis of design documents for the SODV drilling and

vessels systems; • Works with the drilling contractor to develop the Preliminary and Final

designs for the SODV drilling and vessels systems; • Supervises the outfitting the TAMU coring systems; • Assists the Project Manager with oversight of the drilling contractor’s

SODV conversion activities.

7.2 Schedule/Milestones

Two schedules have been created for the SODV: The first is the plan for the Source Selection process (Figure 3), and the second is the overall project schedule (Figure 4). The project schedule is based upon the budget planning guidelines provided by NSF. These Figures display summary tasks down to the third level of the WBS, which explains why certain of the numbers in the Microsoft Project Plan’s ID Column are not sequential. The complete, detailed project schedule is kept current and displayed on the JOI SODV web site (www.joialliance.org/MREFC).

7.3 Budget Planning/Cost Estimate NSF’s guidance is to plan for MREFC funding with the following profile: FY 2005 $14.88 million FY 2006 $57.92 million FY 2007 $42.20 million If the funding profile varies due to actions by the federal budget process, then this PEP will be updated to reflect the decisions made for the FY 2006 and FY2007 budgets.

Figure 3. Drilling Contractor Source Selection Process


16

Figure 4. Project Schedule


17

Figure 4. Project Schedule (cont.)


18

7.4 Financial Management Cost control polices and procedures are in the process of being developed for both the SODV conversion teams and the drilling subcontractor prior to the commencement of the SODV conversion efforts. These policies and procedures will be used to facilitate the tracking of technical progress and timely delivery of the various component parts of the program. These procedures comply with NSF and federal regulations and policies. Earned Value Management mechanisms to monitor and report costs, accomplishments, and variances will be implemented. Costs will be captured and reported in accordance with the approved SODV budget and at task levels mutually agreed upon. The progress reports will include the Budgeted Cost of Work Performed (BCWP), the Actual Cost of Work Performed (ACWP), and projected costs to complete. The Cost Performance Indices (CPI) and the Schedule Performance Indices (SPI) metrics will be tracked and reported. The SODV Conversion Director will submit SODV progress reports to NSF on a monthly basis. The formal change control process, described in Section 7.7, will necessitate an update to the cost baseline when changes have been approved.

7.5 Source Selection A formal source selection plan reviewed by NSF and available on a need to know basis, has been the controlling management process in place since the release of the RFP in October 2004. A structured review commenced after the receipt of the proposals in early February 2005. Three evaluation teams are following the steps outlined in Figure 3. These teams -- Business, Cost and Technical -- form the Source Evaluation Board (SEB) that reports to the SSAC. The SSAC integrates the results of the SEB analysis and will initially determine all bidders in the Competitive range. After briefing the JA and NSF, the TAMRF Source Selection Official (SSO) will review and approve the competitive range determination. After allowing time for the bidders to update their proposals, the SEB will analyze the final offers and make a recommendation to the SSAC as to the proposal that provides the best value for supporting riserless drilling for IODP. After a review by the JA, NSF and the SODV Independent Oversight Committee, the selection will be reviewed and approved by the SSO. Award is anticipated in the 4th quarter of FY2005.

7.6 Work Breakdown Structure

Figure 5 shows the WBS to the second level developed to allocate the work among the various tasks that comprise the SODV Project. The WBS elements will be used in the Earned Value Management System (EVMS) to assist in tracking and reporting SODV program performance in accordance with cost and schedule baselines. Each part of the work has been further broken down to lower levels of this WBS to perform the detailed work planning effort.


19

Figure 5:

7.7 Configuration Management/ Change Control

During the execution of the SODV project there will be a series of baselines updates that will be tracked. The first baseline review will be conducted shortly after the award to the Drilling Contractor is finalized. The second will be conducted when the Drilling contractor completes the EDP and an updated cost estimate is available. The next update would be when the Drilling Contractor has received bids from the shipyards and the major cost aspect of the program is better known. The last would be at the mid point of the ship conversion period in the shipyard. From an overall project perspective the JA will not exceed the Schedule and Budget documented in these baselines in a negative way without prior NSF approval. A change control process will be established. This will include a formal change control board to process Engineering Change Proposals through a structured review process. Delegation of change authority will be established at certain dollar thresholds.


20

7.8 Information Technology Systems

A separate Conversion Design Team for Information Technology (IT) Systems has been created at TAMU to provide guidance to the design of the SODV cyber infrastructure.. The goal of this group is to bring the latest network and computer display capabilities to the SODV so that the visiting scientists have a robust computing environment within which to work onboard and communicate through use of a shipboard World Wide Web connection. Security of this system is of critical importance. The SODV project will operate under the Information Security Program managed by TAMU’s Computer and Information Services (CIS) Department. The Information Security Program complies with applicable requirements as specified in Texas Administrative Code and provides the following cyber security services:

• Monitors the effectiveness of security controls for mission critical or confidential information systems

• Conducts and reports annually an “Information Security Awareness, Assessment, and Compliance” (ISAAC) risk analysis/assessment of mission critical and confidential information systems/resources.

7.9 Quality Assurance and Quality Control

A number of different processes have been implemented to help the program succeed and provide an excellent research resource for the geophysical science community. At a high level an SODV Independent Oversight Committee has been established with a charter to review the whole program semi-annually. This committee is composed of senior scientists, acquisition specialists and drilling experts from academia and industry. They will review cost, schedule and performance of the program and report to the President of JOI. They will also review the results of the Source Selection process to ensure a fair and equitable selection has been made and, they will review all future revisions to the PEP. In addition to the high level oversight by the SIOC, the PAC will advise the Conversion Management Team on all aspects of the SODV Project at a detailed level. The SODV is being designed to meet regulatory requirements. The Technical Specifications in the RFP require that the SODV meet Class Compliance through Det Norske Veritas, Lloyds Register of Shipping or the American Bureau of Shipping. Implied in this is a minimum quality of marine equipment and safety standards. During the negotiations with the selected Drilling Contractor, the issue of what Quality Assurance standards (ISO 9000, etc.) to include in the shipyard conversion process will be resolved.


21

7.10 Risk Management

A formal risk management program is being implemented for the design and conversion of the SODV. This program follows a traditional risk management approach of identifying potential risks, applying a severity ranking, analyzing potential cost impacts and developing mitigation strategies. Current risks: Risk 1. Impact of Incremental Funding Level

Rating – High Description -The current funding profile is:

$14.88M in FY 2005 $57.92M in FY 2006 $42.20M in FY 2007 If the Congress does not meet this funding scenario, then there is a risk that the schedule could extend beyond three years and, the corresponding total program costs would increase. Although the largest impact would be during the third year, a similar situation will happen if the FY 2006 budget is delayed or is reduced over the planned number. If the second year’s funding is impacted, then the ordering of long lead materials will potentially be delayed causing a schedule extension. Mitigation Strategy – The NSF and the JA SODV management have laid out alternative funding scenarios and determined the potential cost and schedule impacts. As the FY 2006 budget works its way through Congress, these alternative-funding scenarios will be updated to reflect the actual budget numbers. Once the FY 2006 budget is passed, the impact will be determined on the cost and schedule. One approach to lower the potential risk is to delay committing the ship to the shipyard until the FY 2007 budget for the SODV is firm. The downside to this approach is that it may delay the delivery of the completed ship until some time in 2008.

Risk 2. Impact to Conversion schedule if FY 2007 funds are delayed

Rating – High Description – Depending on when contract award occurs, there is the possibility that the ship may be in the shipyard undergoing conversion when the additional funds from the FY 2007 appropriation are required. Considering that there is both a day rate associated with the ship and shipyard costs, the availability of the third year of funding arriving in a timely fashion is critical. The early indications on the FY 2006 budget are that a virtual freeze in discretionary spending accounts is being considered. In addition, even if funding is provided the past few federal budget cycles have been delayed. The government has not, in recent years, completed the next year’s bills required to run the government before the end of each current fiscal year. This has caused the government to operate under continuing resolutions. Mitigation Strategy: An assessment of this risk will be accomplished prior to committing the ship into the yard. If there is substantial concern the shipyard period could be delayed until full funding for the conversion is available.


22

Risk 3. Potentially Hazardous Working Environments Rating –Moderate Description - Working in both the offshore drilling platform and scientific laboratory environments, there are many aspects of health and safety issues that must be monitored to ensure a safe, risk-free workplace and to avoid accidents.

The operation phase of this contract could incur significant lost scientific research and potential injury to the crew and science staff if the design developed for the SODV does not provide a safe working environment. Mitigation –During the development of the design, the TAMU HSE Coordinator, with oversight from the JOI Alliance System Management Team (JASMT), will conduct an HSE review of the proposed design. If aspects of the design do not meet HSE standards, then the design will be updated to insure a safe working environment onboard.

Risk 4 Potential loss of Staff for Future Operations

Rating – Moderate Description – There is a risk that some of the key experienced operations personnel on the program may have to be released depending on how long it takes to get the converted ship operational. The original plan was to convert a ship over a two year period. With the lower than expected funding in the first year, the total conversion period is now three years. If funding continues at a lower than expected level, then there is a possibility of a significant gap in operations between the demobilization of the existing ship and the start of science operations with the new ship. Mitigation - One key method of reducing the impact of this risk is to conduct certain parts of this program in parallel. For example, long lead items will be purchased in parallel with the start of fabrication of new labs and habitability spaces. These steps will help to minimize the time spent in the conversion shipyard and minimize the gap in operations.

Risk 5 Ship Stability

Rating – Moderate Description – The pool of available ships tends to be commercial oil drill ships that are over 20 years old. It is normal that older ships can have both intact and damage stability problems caused by the changes/modernizations that have already taken place during prior operations. The stability situation must be clearly understood and tracked as part of the conversion process. Mitigation - The impact of this risk can be reduced by performing an independent check of the stability during the source selection and by conducting an inclining experiment on the selected ship prior to starting the detailed design of the conversion package. For the SODV an inclining experiment will be performed shortly after contract award.


23

Risk 6 Liability/Environmental Insurance Rating – Moderate Description –When the SODV starts to conduct test drillings and Shakedown Cruises the issue of obtaining reasonably priced insurance becomes an issue. Mitigation Strategy – Current practice is to conduct detailed site surveys that help to lower the risk that drilling will expose the ship or the environment to any problems.

Risk 7 Staffing in light of continued JOIDES Resolution operations

Rating – Moderate Description –From contract award until early in CY 2006 the SODV detailed engineering design will be taking place concurrent with operations of the existing riserless drill ship, the JOIDES Resolution. This creates the risk that the expertise needed by the JA to conduct the design phase and provide timely review comments to the Drilling Contractor may not be available due to ongoing operations. Mitigation Strategy –Alternating the cruise rotation on the JOIDES Resolution can partially mitigate this risk, yet if workloads remain high a temporary increase in FTE will be required.

Risk 8 Shipyard Availability

Rating – Moderate Description –At present worldwide shipyard capacity is fairly heavily utilized. The conversion period will need to be short and at a particular point in the development process in order to keep the costs to a minimum. As there will be a day rate associated with waiting for an available shipyard, the cost impact to the program could be significant. There is additional risk that the project cost could increase if the project is forced to take a more expensive shipyard in order to maintain schedule. Mitigation Strategy – The drilling contractor will be required to make shipyard availability a key selection parameter in their criteria for awarding a contract. 7.11 Health, Safety and Environment (H, S&E)

The SODV project and the selected Drilling Contractor will comply with all applicable HSE policies and requirements of the NSF, TAMU, LDEO and the drilling contractor. Compliance will also include applicable codes, guidelines, and standards of classification societies and country that the SODV is flagged under. Safety Management Design: The TAMU Associate Director of HSE, serving as a consultant to the Conversion Management Team, will complete internal safety reviews of the preliminary science facilities design and of laboratory equipment lists. The safety reviews will be submitted to the Conversion Management Team for action as necessary.


24

Conversion: The Drilling Contractor and TAMU will agree upon a joint safety management system and protocols that will govern the activities of all personnel working on the SODV during the conversion period. Operational Preparation: As part of the SODV conversion deliverables the following tasks will be completed prior to the start of the operational phase of the SODV.

• Develop an Environmental Impact Statement in accordance with NSF guidelines. • Develop an ISMS that will bridge the various safety management systems used by

the Drilling Contractor, TAMU, and LEDO. • ISMS Objectives:

o Insure that all activities aboard the SODV are in compliance with International Safety Management code (1994 amendments to SOLAS, 1974).

o Create an integrated “table of contents” for all safety documents used by Drilling Contractor, TAMU, and LDEO.

o Provide safety protocols for any hazardous activities or identifiable risks aboard the SODV that are not covered by the existing safety documents.

o Resolve any conflicts between the various safety management systems. o Clearly define lines of authority and responsibility between the staff of the

Drilling Contractor, TAMU, and LDEO • Conduct an independent, objective, and systematic review of SODV’s ISMS and

safety protocols using external auditors. 7.12 Testing and Acceptance

A Test Plan will be developed that documents the approach for testing of the SODV. The responsibility for testing will be split between the Drilling Contractor and TAMU. The Drilling Contractor will ensure the shipyard hired to convert their drill ship conducts a sequence of tests to prove that the new and renovated systems meet Regulatory Body Rules and Technical Specifications contained in the final design documents. The Science System will be incrementally tested at TAMU as the individual lab systems are integrated in a shore-based site. Each lab will pass shore based testing prior to being released to the ship for installation. After installation onboard TAMU staff will conduct a separate integration test on the whole core processing system. The Drilling Contractor will test out the entire drilling system. For the ship systems incremental tests will be conducted during the conversion period followed by system testing during Dock Trials. Upon successful completion of Dock Trials, Builders Sea Trials and Acceptance Trials will be conducted. Once the entire SODV has passed this initial testing an extended period of underway testing will be conducted during a series of shakedown cruises. This testing will include actual drilling in a variety of bottom types to insure that the drilling system and the core processing system meet requirements. Upon completion of these cruises the ship may return to a yard facility for a limited post delivery availability to correct any deficiencies


25

uncovered during testing (if required). Upon successful resolution of the defects, a final inspection will be conducted and the vessel will be certified for operations by the SCMT, in close communication with NSF and other stakeholders.

7.13 Annual Work Plan

Annual Work Plans will be prepared to provide a clear accounting of the part of the SODV Project being executed during the particular fiscal year. The first of these documents has been prepared and provided to NSF as a separate deliverable. It documents the milestones and work planned for the FY 2005 funding of $14.88m.

7.14 Project Interfaces

Within the Alliance Clear definition of roles and responsibilities delineated in contracts, well-defined organizational structures and lines of authority, and clear expectations for team deliverables have been implemented. Figure 6 illustrates the contractual relationships that will ensure effective management within the JA. JOI will receive resources and direction via contract agreement with NSF. The SODV acquisition will be funded under the NSF’s Major Equipment Research Facilities Construction account. JOI in turn will provide resources and oversight via contract agreements with LDEO and TAMU/TAMRF. Each will then provide resources and give direction to a variety of subcontractors. SODV Project Team – Relationships between JOI ALLIANCE and Drilling Contractor During the EDP, the SODV Project Manager and support staff will interface with the drilling contractor’s design office and may have occasion to be co-located. The SODV Project Manager will consolidate and represent the views of the TAMU Implementation Team and report to the SODV Conversion Management Team on a regular basis. The TAMU Deputy Director of Science Services will report to JASMT on a regular basis. The JOI SODV Conversion Director will interface with the NSF Program Officer and with the science community. SODV Project Team – Relationships among SODV Project Manager, TAMRF, DRILLING Contractor, and Shipyard

A close working team relationship between the SODV Project Manager, TAMRF, TAMU Science and Drilling Coordinators, LDEO Manager of Engineering and Technical Services and the Drilling Contractor must exist during the EDP and the shipyard conversion phase. The TAMU Implementation Team will assist the drilling contractor during the development of the preliminary and final set of conversion drawings and design


26

documents. The preliminary set of drawings will be validated by the CDTs and all drawings will be approved by the SCMT. After the conversion drawings are approved, the drilling contractor will go out with an RFP for shipyard conversion bids. Once a shipyard is selected and an award is made, fabrication drawings will be developed. Figure 6:

Community Engagement Involving the science community in the SODV conversion process is paramount to the success of the program to ensure that the new ship meets the needs of the community. To help guarantee that the SODV program maintains strong community interfaces and transparency, the JA has developed a multi-tiered plan by which the community will be invited to participate in the development of the SODV at all stages of the process. Ultimately, the JOI SODV Conversion Director and the SODV Conversion Management Team will approve the optimal on-board science capabilities based on an iterative design process using recommendations from both the science community and the JA. The mechanisms for community engagement will include several levels of internal and external committees and working groups dedicated to finalizing the designs of the shipboard science facilities, the SODV Briefing Book and associated questionnaire,


27

interfacing with the appropriate IODP SAS panels and U.S. Advisory Panels, an extensive website updated to reflect progress, and an SODV presence at professional meetings through booths and Town Meetings. These mechanisms are described more fully below. SODV Program Advisory Committee (PAC) The PAC will be composed predominately of members of the science and drilling communities, report to the JOI SODV Conversion Director, and interface with the Conversion Management Team. This committee will be charged with assessing the design plans for the on-board science and drilling capabilities. This committee will provide feedback to the Conversion Management Team in an iterative process to ensure that the final plans reflect the needs of the science community. Membership to this committee will be determined from a general call for nominations. Conversion Design Teams (CDTs) Four CDTs will be established at TAMU that are dedicated to designing the on-board science capabilities and developing prioritized equipment plans for both the science, drilling and vessel systems. These teams will report to the TAMU Science Technical Coordinator and the TAMU Drilling Technical Coordinator. The four design teams are: Information Technology Systems, Science Laboratories, Support Facilities, and Drilling Package/Vessel. The membership of these teams will pull expertise from the appropriate community (science, technical and engineering). The proposed membership structure for these teams is a combination of community members, and JA and drilling contractor’s staff. Scientist participation in these design teams will be determined from a general call for nominations. The needs of the design team will determine the exact team composition. Figure 7 summarizes the tasking that these teams will be responsible for accomplishing on the SODV. As the CDTs initiate work on specific spaces they will have the capability to form ad hoc working groups that comprise both external and internal people with expertise in a given area. These groups will be charged with providing advice on the designs of a specific research area or support area so that it ultimately meets the requirements of the end-user. The SODV Briefing Book and associated questionnaire The SODV Briefing Book was developed by Alliance staff members and presents their vision for a riserless platform to meet the needs of scientific ocean drilling in the 21st century. It describes drilling and coring capabilities, onboard scientific research capabilities, and issues of habitability in an attempt to synthesize the needs and preferences expressed by the scientific community in numerous reports presented over the past decade. The concepts presented in the book will evolve into functional designs for the new IODP riserless platform.


28

Figure 7:

The JA requested input from the scientific community regarding conceptual designs presented in the briefing book for the SODV through a questionnaire intended to calibrate the Alliance’s vision to that of the community. IODP-MI has been tasked with synthesizing the responses into a comprehensive report that represents the community’s views. This report and the individual responses to the questionnaire will be used by the Design Teams to develop the conversion design requirements and the equipment procurement plans. The Briefing Book and the questionnaire provides an avenue by which both the U.S. and the international science community can express their opinions on the conceptual design of the riserless ship. IODP and U.S. Advisory Panels The appropriate U.S. and IODP advisory panels will have the opportunity to review and comment on the designs of the on-board science capabilities in accordance with their respective policies. The panels will be provided with updates of the SODV progress during their meetings. Ideally, members from each of these panels will independently provide their expertise to the functional designs through the PAC, CDTs, and ad hoc working groups. Other The community will be updated on the progress of the SODV through a presence at professional conventions, town hall meetings, and announcements via listserves and appropriate publications.


29

7.15 Procurement and Contracts

The majority of funds will be placed on a subcontract between JOI and TAMRF. This contract will cover the acquisition of the SODV via a contract from TAMRF to a Drilling Contractor and design, development and testing of the Science System by TAMU, with help in the Logging area by a separate sub-contract to LDEO. The objectives of the SODV acquisition and conversion RFP are to (1) obtain firm day rates for the vessel, (2) determine what equipment and services will be supplied by the drilling contractor, (3) identify the drilling contractor’s exceptions to the contract, (4) confirm that the vessel offered is available for the full length of the contract period of performance, (5) document the HSE program of the drilling contractor and identify any shortfalls, (6) obtain a cost for the EDP of the vessel modification, (7) obtain costs for the long-lead items required for the shipyard conversion, (8) acquire detailed layout drawings of the proposed drilling contractor conversions to the offered vessel to meet the requirements of scientific ocean drilling, (9) confirm that the drilling contractor has a shipyard time slot available for the conversion process, (10) validate and confirm the costs for the vessel conversion, including the cost of the vessel modifications and installation of all required systems and subsystems, and (11) validate and confirm the time required to complete the conversion process. The JA will keep NSF representatives apprised with the progress on the evaluation of the RFP responses. The primary questions that the JA will ask in evaluating RFP responses from the drilling contractors are:

• Do the offered vessel(s), and the proposed vessel conversion plan, meet the minimum requirements set by the SODV Technical Specification?

• Does the time frame and quoted day rates for the proposed vessel(s) meet the NSF project and budget requirements?

• Are the conversion costs and time frame within the NSF project and budget requirements? An important parameter in the total conversion costs will be the vessel day rate charged by the drilling contractor during the shipyard period.

• What are the results of vessel inspections carried out on the proposed vessel(s)? • What are the transit speed and fuel costs for the proposed vessel(s)? • What are the long-term corporate business parameters of the drilling

contractor(s)? Based on a best value evaluation, and maintaining due diligence, the JA will make a recommendation to NSF on a preferred SODV, and with NSF approval begin negotiations to finalize contract terms. The JA plans to complete the vessel selection and negotiation process by the 4th quarter of FY 2005, and make an award. The contract to the Drilling Contractor resulting from the RFP process contains six activities related to the design and acquisition of the SODV. Upon award the first activity funded will be the EDP. This iterative design process will involve the drilling contractor and naval architecture design firms developing a final design starting from their proposed solution that met the requirements contained in the Statement of Work (SOW) in the


30

RFP. It is anticipated this activity will take place from award through early 2006. This is the critical period for involving the Science Community in the development of the details of the science system on the ship. The remaining tasks will be funded in the following fiscal years:

• Acquisition of the long lead equipment for the new drilling system to be installed on the SODV.

• Award a subcontract from the Drilling Contractor to the shipyard that will produce the detailed design and then perform the actual conversion.

• Mobilization of the selected drill ship to the shipyard in preparation for the conversion.

• Removal of equipment from the ship. • Operation of the converted ship through 2013 (using POC and SOC funding).

Shipyard Selection Process Selection of a shipyard for vessel conversion will be the result of a bid process implemented by the Drilling Contractor and approved by TAMRF. Based on shipyard responses to the vessel conversion bid, a list of finalists will be selected, visited, inspected, and negotiations will be finalized between the drilling contractor and the selected shipyard. The selected shipyard must demonstrate, among other factors, (1) acceptable technical expertise to accomplish the tasks required, (2) that appropriate cost control measures exist in their operation, and (3) that they can provide the preferred services within the available time frame. A contract for the conversion will then be signed between the drilling contractor and the shipyard.

Contractual Model for vessel conversion The contractual model between the TAMRF and the Drilling Contractor will be decided during contract negotiations. It could be cost reimbursable, fixed price, incentive based, or some combination, to ensure the greatest benefit to IODP. The design modifications to the drill ship will be limited once the drilling subcontractor submits the bid package to the shipyard. Any changes from the approved design will be subject to a “change order” that must be approved by the SODV Project Manager and the JOI SODV Conversion Director (above a specified level). The TAMRF fiscal representative will be part of the review process validating that funding is available to support changes/change orders that have a fiscal impact. Throughout the acquisition and conversion of the SODV, NSF representatives and the PAC will be consulted and involved when cost or requirement baselines are affected by changes.

Science System Development TAMU serves as the lead for development of the Science System onboard the SODV. Appendix A contains the plan for how the science system will be developed and installed on the SODV.


31

7.16 Document Control/Reporting

JOI has invested in the OPTIX document management system. Plans are being developed to augment this system with a web based document management module for tracking all deliverables on the SODV project. Once this system is operational and the SODV team is trained on its capability, then this system will serve as the means to control documents as they are developed for the SODV. The JA will provide monthly status reports to NSF on the SODV Program. Included in this status report will be a section that analyzes the cost and schedule variances indicated by data from the EVMS. Quarterly and Annual reports will be produced in phase with the government’s fiscal year. Outlines for each type of report are shown in Appendix B.

7.17 Contingency Management

A management reserve will be created and kept by the SODV Conversion Director at the JOI level. This fund will be used to mitigate specific risks that arise on the program and to provide a source of funds as change orders are processed. The amount of the contingency will vary by the type of work being accomplished under each part of the WBS, with higher risk areas receiving a higher contingency.

8.0 Security Security will be integral in the acquisition of the SODV. During the design phase the systems for providing physical security for the ship during Port Calls will be reviewed and modified if required. For communications and computer systems TAMU’s Computer and Information Services (CIS) department will conduct a risk analysis/assessment study. This is especially important due to the large number of rotating science crews that are brought onboard the SODV for each mission. The security measures in place for IODP for planning and implementation of international travel, work in port environments, and at sea will be reviewed. To the best of their ability, the JA will identify potential risks and provide recommendations for mitigating security issues. Security measures proposed for port calls to prevent unauthorized entry onto the IODP vessel will be reviewed. The procedures for equipment and material stored in port locations will be reviewed to determine if additional security to ensure their safe and untampered delivery is required. The impact on the Drilling Contractor of Ship international codes and conventions such as SOLAS 1974 and the International Code for the Security of Ships and Ports will be reviewed. The JA and the vessel owner will ensure that security measures meet or exceed the new international requirements.


32

9.0 Plan for Transition to Operations The JOI Alliance staff will develop a “Transition to Operations” plan for the ship. This plan constitutes the normal operations planning done under the IODP POC/SOC accounts to prepare for Phase 2 operations of the SODV. THE SODV CMT will provide input to this plan. 10.0 Reviews The SODV program maintains a set of reviews structured at critical points in the program to assure the management team that sound progress is being accomplished. During the EDP a preliminary and critical design review will be held to ensure that the Drilling Contractor’s technical solution satisfies the requirements. Following NSF guidance for MREFC projects a series of baseline reviews have been established and are shown on the schedule. At each of the NSF Initial, Interim, and Final Baseline reviews the SODV Independent Oversight Committee will attend and provide a report directly to the President of JOI on the progress of the program.


33

Appendix A – Science System Development Plan Overview This plan provides the JA’s approach for ensuring that the science systems on the SODV are developed in a structured fashion that not only meets the wishes of the science community but also fits into the overall conversion construction schedule of the new riserless drillship. The JA has the responsibility for determining the requirements, developing the designs, selecting and ordering the equipment, and performing the initial integration and testing of the new on board science facility prior to delivering the final product to the shipyard for installation. The science community has been and will continue to be fully engaged in the process to develop these facilities. The first-order requirements, not constrained by budget, for the new riserless platform were outlined in a 2000 report by the CDC entitled, “The Non-Riser Drilling Vessel for the Integrated Ocean Drilling Program.” Based on the recommendations set forth in this document, the JA developed the Request for Proposal bid package that was released in October 2004. The plans to involve the scientific community in the detailed design process are fully described in the PEP. Science System Requirements The final science system requirements for the new ship will draw from the experience gained from 20 years of successful operations during the ODP. Additionally, the JA will be advised by the IODP SAS panels, the USSAC, and by individual members of the community to ensure that the needs of the community are reflected in the final designs of the ship. Top Level System Requirements At the onset of this effort, the JA will conduct an assessment of the top-level system requirements for the new ship. The objectives of this effort will be to determine:

• The minimum onboard measurements required for each type of expedition. • An optimized core flow that prevents back up of core sections at stations

(particularly during high-recovery expeditions) and meets the established minimum measurements.

• The preferred automation levels for each onboard laboratory • The ideal number of staff and their respective qualifications required to

support the onboard facilities. • The support services required to provide common uninterruptible power,

minimize noise and vibration, and maximum flexibility. • An optimized computer system design that provides seamless flow of data

from lab instrumentation to the archives, including a data network wiring drawing.


34

Lab Specific Requirements The CDTs, with help from ad-hoc working groups, will be responsible for specifying the design requirements and necessary equipment lists for each of the designated science facility spaces on the ship. Conceptual designs for each of the spaces and preliminary lists of equipment upgrades and new acquisitions are presented in the Briefing Book, which is available online at www.joialliance.org/MREFC. Science System Design, Acquisition, and Deployment The following is a description of the process the JA plans to follow in order to deliver the final science facilities aboard the new IODP riserless drilling platform. The total science system will be developed in three phases with their associated WBS tasks: 1.2.1 Design Science System a. Develop basis of design documents b. Develop science equipment procurement plan c. Validate preliminary designs 1.2.2 Acquire Science System a. Operate test and integration facility b. Analytical systems c. Science support and recreational systems d. Network and computer systems e. TAMU’s coring systems f. Logging systems 1.2.3. Deploy Science System a. Deliver science system b. Install science system c. Test and commission science system Design Science System Based on input from the science community (e.g. 2000 CDC Report) and on post-Leg observations during ODP, the JA technical staff developed the SODV Briefing Book and the questionnaire. The science community will review the Briefing Book and submit responses to the questionnaire that will be compiled into a report summarizing the current needs of the community regarding the new ship. This activity is current and will be finalized in June 2005. In parallel with the Briefing Book questionnaire effort, the JA will be soliciting nominations from the community and selecting expertise from within the Alliance to populate the four CDTs. The objective of these teams is to specify the final design requirements for the onboard facilities and to develop the science equipment priorities and procurement plan.


35

Once a contract has been awarded to a Drilling Contractor, the CDTs have been established, and the responses to the Briefing Book questionnaire have been compiled into a final report, the Design Teams will enter the EDP of the project. During this phase, the CDTs will work with ad-hoc working groups, TAMU Conversion Implementation Team, and the Conversion Management Team to develop the designs for the science facilities and to finalize the approved science equipment procurement list. The EDP will be a concentrated effort that will be accomplished in a short period. As each of the designs for the specific spaces become finalized, they will be forwarded to the SODV PAC for comment. Ultimately, the SODV PAC serves as an avenue for community participation and will be tasked with ensuring that the designs set forth by the CDTs are in concert with the needs of the user community. Procure, Develop, Test and Integrate Science Equipment The next step in the process after detailed designs have been approved and the instrumentation and equipment have been prioritized is to procure and test the total science facility package. Procurement specialists at TAMU will order the equipment and accept delivery in a test facility in College Station. The test facility will be a large, air-conditioned space leased by TAMU with the intent of integrating the total science system with the IT infrastructure to ensure that the system is fully operational prior to installing it on the ship in the yard. Once the analytical instrumentation, the science support, and the network and computer equipment have been acquired, they will be set up in the test facility and fully tested. The analytical instruments will be tested for quality assurance and quality control standards, the data management applications will be developed, the operating procedures for each of the analytical instruments will be documented in training manuals, and the appropriate operators will be trained on each of the instruments. Simultaneously, the data from the instruments will be interfaced with the network and the database to insure that the instruments and the database are totally integrated. Security procedures will also be developed and tested. After the system is totally integrated and tested, it will be packaged for deployment on the ship and shipped to the yard. Simultaneously to testing of the analytical systems, TAMU will be purchasing the TAMU coring system, developing the associated in-house systems, training staff, and writing support documents. Similarly, LDEO will be doing the same with the logging systems. Deploy Science System The total science system will be packaged and shipped from College Station to the shipyard where it will be stored, if necessary, until it is installed on the ship. The analytical and the network cyber infrastructure will be installed and tested onboard to assess that all the instruments were not damaged during shipping and the network is still fully integrated. Once the system has been tested and the security systems demonstrated,


36

it will be delivered to the United States Implementing Organization (USIO) for science operations. Schedule The schedule for the total science system development and acquisition extends for two years from Summer 2005 to Summer 2007 (Figure 5, PEP). Design Science System The design process for the science system is estimated to take nine months. Once the CDTs are staffed, they will begin work immediately to develop the Science Equipment Procurement Plan and the Basis of Design Documents. Throughout the nine-month period, as the CDTs produce documents, schematics, and priority lists, they will be submitted to the SODV PAC for review. The final reviews to validate the preliminary designs will be complete in early 2006. Procure, Develop, Test, and Integrate Science Equipment Some of the work associated with this task will take place in parallel with the design activities. Work that does not require the CDTs and the SODV PAC can commence immediately. As the designs and priority lists are finalized by the CDTs and approved by the SODV PAC, the process of procuring, developing, testing, and integrating the system will begin. Deploy science system Once the entire system has been procured, developed, tested and integrated in the College Station test facility, it will be packaged and shipped to the shipyard. Once the system arrives at the shipyard, it will be installed on the platform where it will be integrated and tested.


37

Appendix B – Report Templates SODV Monthly Report Outline Due to NSF by the 7th of each month 1. Progress toward Key Milestones

A. Significant Accomplishments B. Technical Status and Activity Update C. Financial Status using Earned Value Management

2. Project Changes A. Adjustments to Level 1 Milestones B. Use of Contingency Budget C. Cost Variance D. Schedule Variance

SODV Quarterly Report Outline Due to NSF 45 days after the end of the quarter 1. Executive Summary 2. Key Milestones

A. Significant Accomplishments B. Progress toward Scheduled Milestones C. Technical Status and Activity Report

3. Financial report A. Facilities construction B. Other WBS items 4. Project Changes and Effects

A. Adjustments to Level 1 Milestones B. Use of Contingency Budget C. Cost Variance D. Schedule Variance

E. Items requiring change control board 5. Potential areas of future concern SODV Annual Reports Outline Due to NSF 90 days after the end of the fiscal year 1. Executive Summary 2. Key Milestones

A. Significant Accomplishments B. Progress toward Scheduled Milestones C. Technical Status and Activity Report D. Comparison to Year’s Goals

3. Financial report A. Facilities construction B. Other WBS items


38

4. Project Changes and effects A. Adjustments to Level 1 Milestones B. Use of Contingency Budget C. Cost Variance D. Schedule Variance

E. Items requiring change control board 5. Potential areas of future concern 6. Future year plans


39

Appendix C – Glossary and Acronym List CDC Conceptual Design Committee CDT Conversion Design Teams CIS Computer and Information Services COCO Contractor Owned Contractor Operated COTR Contracting Officer's Technical Representative CPI Cost Performance Indices CY Civilian Year DC Drilling Contractor EDP Engineering Design Phase EVMS Earned Value Management System FY Fiscal Year HSE Health, Safety, and Environment ID Internal diameter IODP Integrated Ocean Drilling Program IODP-MI IODP Management International ISAAC Information Security Awareness, Assessment and Compliance ISMS Integrated Safety Management System ISO International Standards Organization IT Information Technology JA JOI Alliance JASMT JOI Alliance System Management Team JOI Joint Oceanographic Institutions, Inc. JOIDES Joint Oceanographic Institutions for Deep Earth Science LDEO Lamont Doherty Earth Observatory MREFC Major Research Equipment and Facilities Construction NSF National Science Foundation ODP Ocean Drilling Program PAC Program Advisory Committee PDA Post-delivery availability PEP Project Execution Plan POC Platform Operating Cost RFP Request for Proposal SAS Science Advisory Structure SCMT SODV Conversion Management Team SEB Source Evaluation Board SIC System Integration Contractor SIOC SODV Independent Oversight Committee SOC Science Operating Cost SODV Scientific Ocean Drilling Vessel SOLAS Safety of Life at Sea SOW Statement of Work SPI Schedule Performance Indices SSAC Source Selection Advisory Committee SSO Source Selection Officer


40

TAMRF Texas A&M Research Foundation TAMU Texas A&M University TBN To Be Named USIO United States Implementing Organization USSAC United States Science Advisory Committee WBS Work Breakdown Structure