Daniel K. Inouye Solar Telescope

Construction

Monthly Report to the NSF

Budget & Schedule as of January 31, 2015 Project Status as of February 29, 2016

TableofContents1.0 Project Status ......................................................................................................................... 3

Site Activity ................................................................................................................................ 3Legal Status ................................................................................................................................. 4Safety .......................................................................................................................................... 4Project Management ................................................................................................................... 4Near Term Activities .................................................................................................................. 5Science ........................................................................................................................................ 6

2.0 Current Photos ....................................................................................................................... 7

3.0 Integrated Project Schedule ................................................................................................... 8

4.0 Financial Summary and Projections .................................................................................... 14

4.1 Brief Narrative ................................................................................................................. 144.2 Funding Profile Table ...................................................................................................... 144.3 Top Level EVM Data Table & "S" Curve ....................................................................... 154.4 WBS Sub-System Level EVM ........................................................................................... 174.5 SV and CV Trend Graph (last 12 months, rolling) ............................................................. 174.6 Discussion of Variance and Correction Actions at WBS Level in Section 4 .................. 184.7 Obligations as of 12/31/15 ............................................................................................... 21

5.0 Risk Management ................................................................................................................ 22

5.1 Brief Narrative ................................................................................................................. 225.2 Budget Contingency Allocations During This Reporting Period .................................... 245.3 Schedule Contingency ..................................................................................................... 245.4 Scope Contingency ............................................................................................................. 25

6.0 Program Officer Summary ................................................................................................... 25

7.0 Appendix: Project Sub-system status ................................................................................... 25

Optics ........................................................................................................................................ 25Instrumentation ......................................................................................................................... 26Wavefront Correction ............................................................................................................... 26High Level Software ................................................................................................................. 27

1.0 ProjectStatus

SiteActivityWeather has been reasonably good on the summit this past month. Work continued on interior Tenant Improvement Fit & Finish, including drywall, bathroom tiling, and installation of various electrical conduits and boxes in the S&O building. The elevator installation was completed this month, sans final certification. LU/LA lift modifications continue at the telescope level. Final shimming and through-bolting of the pier cone chevron members was started in advance of the telescope mount installation. For the enclosure, the overall weather was cooperative in February, with little rain for this time of year. Five days of exterior work were lost due to high winds. In the structural/mechanical area, installation of the secondary and upper counterweight shutter sectors seals has been completed, along with the shutter tracks grease gutters. The final zone of cladding, which covers the arches is in progress and overall for the system 90% of the cladding modules have been placed. Flashing between the main shutter sectors modules is complete, with installation of catwalk skirt seal and cladding flashing ongoing. All ventilation gates have been installed and sealed. The first maintenance activity is underway: changing the gearbox oil and bearings grease in the azimuth bogies. In the electrical and controls area, the control system cabling is nearly complete, and remote Input/Output signal cabinets are starting to be dressed. Power and control cabling distribution, and conduit where applicable, for the ventilation gates is in progress. LED Spotlight mounting holes have been laid out and drilled. Retrofit work to remedy a design problem of the azimuth cable wraps has started. Compressed air distribution system work also continues, with routing, transitions, and brazing of piping to seals and convenience outlets at upper levels ongoing. The solenoid control valve panel detailed design is complete and parts ready for panel fabrication. The TMA install continued with the alignment of the Coudé bearing rail. This was expected to be a slow process and is meeting expectations. The remaining encoder segments and gear ring segments were positioned ready for alignment when the bearing is set. The Coudé Cable wrap install continues with the installation of the first and most difficult cable chain. The cable routing from the warp to the pier pass-throughs was laid out and installation of cable trays started. The remaining cable chains for the coudé were cleaned, inspected and transported to site. Site work continues on the primary distribution of the Facility Thermal Systems in the S&O Building Mechanical Room and compressed air in the Enclosure. Work was started on the primary lower enclosure chase and the condensate system. Air compressor layout was completed with installation rescheduled for March. Facility Management System (FMS) development and the first control cabinet build continue to show excellent progress. The RFQ for the ductwork for the Enclosure was completed and bids collected. The requisition will be submitted once a couple of clarifications have been resolved. Ice tanks are on schedule for delivery in late April or early May. The heat exchangers were ordered and are due for delivery in early May.

LegalStatusThere are currently two outstanding legal cases with potential impact to the project construction:

1) Declaratory Action (Challenge to the University of Hawai’i’s Haleakala Observatories Management Plan)

a. Status: Awaiting decision by Hawai’i Supreme Court. 2) Second Administrative Appeal (Challenge to the Project’s 2012 Conservation District Use

Permit) a. Status: Awaiting decision by Hawai’i Supreme Court.

SafetyThe safety staff supported the successful all hands site tour by developing a group coordination plan, a specific construction site visit document and supplied on site safety during the tour. The HAT worked on the PA&C / GOS installation analysis. Various safety program processes were maintained such as: updated the safety training database, employee training records distributed to the supervisors, new SDS/MSDS reviewed and filed, safety supplies procured, compressed air nozzle safety reviewed, Lab - Shop Safety Inspection Checklist revised, and we are arranging for a First aid / AED / CPR training class next month. Overhead Crane Operator Qualification and Certification OSHA requirements were reviewed in light of our facility bridge cranes. A new first aid assessment log was created, the new manager and supervisor safety program briefing was completed, and new altitude rated powered air purifying respirators (PAPR) were researched for possible procurement. There were no OSHA recordable work related injuries and no near hits reported. There were seven (7) first aid incidents reported, a small finger cut by knife, three (3) altitude exacerbated illnesses (~flu), and three (3) mild altitude illnesses were relieved by self-administration of oxygen. There were four (4) safety toolbox trainings and four (4) new workers received safety and environmental training. There was one safety recognition award given this month.

ProjectManagementThe PM office prepared the necessary project reporting including the monthly project execution updates (to NSF, Co-Investigator), monthly telephone status on programmatic agreement obligations, financial notifications/requests (to AURA, NSF), along with Change Control information and support, and weekly site construction status updates. Internal Project monitoring includes bi-weekly administrative actions, bi-weekly Change Control Board reviews and the monthly Cost Account Manager meetings and follow-up; in February, the CAM meetings were abbreviated from other months. The Project Management Office was engaged in several reviews throughout February:

- Large Facilities Contingency Review: The project developed a web site for addressing/organizing responses. Multiple e-mail and telephone exchanges were performed to clarify information between the project and LFO. There were two key areas of change:

o 1) NSF clarified guidance on the reporting and tracking of baseline funds (GSA P-120). The Project basis-of-estimate for indirects included amounts required to pay for the use of contingency. In order to reconcile the Project’s reporting with

the new guidance, a Change Request was submitted to move this amount to contingency; a new risk was added to the risk register to incorporate this additional exposure. Further, the change request process was modified to include a calculation of indirects for any change request impacting contingency.

o 2) In the review of the Project’s schedule contingency, it was clarified that the 80% Monte Carlo risk adjusted end date of June 10, 2020 (established at the Project Re-baseline review in 2013) should be used as the CSA end date for the project. At the time of the approval of the re-baseline, the current Integrated Project Schedule of July 31, 2019 was used, although all parties understood that this date did not incorporate the identified program risks. See Section on Schedule Contingency for details.

- NSF Cost Reasonableness review: The project developed a web site for addressing/organizing responses and drive the process to conclusion. Multiple e-mail and telephone exchanges were performed to clarify information between the project and CAAR. Ultimately, the project developed movies navigating the project systems to facilitate the NSF’s remote review of these areas.

- NSF LF Business Systems Review: The PMO supported two site visits (Tucson and Maui). The project provided all requested information and updated documents as needed to support AURA/NSO responses.

Further, the project reviewed the current EVMS guidance (across administrations) in anticipation of an NSF request for validation of the system; we project full compliance with the guidelines but are concerned about the validating/certifying mechanism (OMB letter (Oct 23, 2015) indicates that the cost of certification can be more than $1M depending on how it is done). The PMO (PM and Business Manager) participated in numerous discussions with Maui Prosecution due to scheduled trials resulting from arrests during project transports. The PMO prepared for the Project All Hands Meeting, finalizing agendas, plans, presentations and workshops. The PMO distributed memos for the merit salary increases to Team leads. We reviewed the SSEB report on the DL-NIRSP IR Camera, reviewed information on the UK DKIST Consortium visible camera development, and reviewed the quality control on the Cryo-NIRSP software milestones (which drove further development of the Boulder Integration Lab). Finally, the PMO engaged with the DKIST Director and VTF senior management to clarify the budget, schedule and scope status of the project and a identify a path forward as a first light instrument with DKIST.

NearTermActivitiesa. 01-03 March: DKIST All Hands Meeting (Maui, HI) b. 06-07 April: AURA SOC (London) c. 18-21 April: AURA Board of Directors & Annual Member Reps (Tucson, AZ) d. 24-25 May: NSF Large Facilities Workshop e. 26 June – 01 July: SPIE (Edinburgh) f. TBD August: DKIST Annual Safety Review (Maui, HI) g. TBD: M1 Cell Assembly FAT (Liege, Belgium – consolidated FAT)

Science The science team reviewed or prepared the following system documentation: "Instrument Software Release Acceptance Test Plan", Observatory Control System Design Requirements Document, Feed Optics Control System Specification, Instrument Control System Specification, Data Model Specification, Wavefront Correction Operational Concepts Document, The science team led or participated in the following project meetings: monthly High Level Software team telecon, monthly Instrument Scientists meeting with instrument partners, camera design review in Belfast Feb. 2-3, 2016, Wavefront Correction Science meeting, and Data Center Document review meetings. The team prepared for the DKIST all hands meeting. The science team is preparing for the PDR of the Polarization Analysis & Calibration System (PA&C). Documentation development and updates continue. A revised polarimetric section of SPEC-0009 has been distributed in rough draft form. A weeklong lab spectropolarimeter test run was performed. Contrast ratios were successfully derived for the baseline DKIST calibration polarizer substrates and CryoNIRSP PBS substrates (non-vacuum, non-cryo) from 365nm to 1150nm. The minimum contrast was measured to be over the required value of 1000 with a peak contrast over 9000. Automatic acquisition and analysis of full Mueller matrix sample characterization was done for air, MISPI retarder, wire grid polarizer and a Thor Labs dichroic. Data processing and further procurement for the Boulder test lab setup is underway. PA&C related Tech Notes 220, 225, 231 and 225 have been updated and / or approved. Preparations for the Dunn telescope observing run (~4 weeks in March) continued with a focus on testing calibration methods to improve the DKIST system polarization error budget (M1+M2 terms). Science team members participated in the Akamai Workforce Program internship site visits, reviewed mentor project description drafts (>50 projects), and graded 120+ intern applications for the selection committee. The placement committee activities and intern-mentor communications are performed in preparation for the summer program.

2.0 CurrentPhotos

Figure 1 A demonstration of the PA&C Polarization Modulator Rotation Stage. February 22, 2016. Photo and movie (see http://atst.nso.edu/node/2970) by Andy Ferayorni.

Figure 2 The installation of the optical benches into the WFC clean room was completed. Photo shows the Mark Drobilek, Luke Johnson and Predrag Sekulic performing measurements of WFC optics (Photo by E. Johansson; 24 February 2016).

3.0 IntegratedProjectScheduleThe IPS projected finish date for the project is currently September 23, 2019. This reporting period the Integrated Project Schedule (IPS) finish date has slipped 4 days resulting from a slip in the TMA Mount Installation Complete (which was driven by the delays in the enclosure assembly, principally due to weather, which delayed the start of the assembly).

Level 1 Milestones

As part of the NSF Re-baseline Review, eight level 1 milestones were established. The current IPS end date is an 83-day shift from the initial IPS end date but within the overall risk adjusted schedule. Next month, the project will reflect a change in the level 1 milestone for the DKIST Start of Operations. At the time of the project re-baseline (Oct 2012 and completed in Mar 2013), the project established two key dates for the project: 1) an Integrated Project Schedule end-date of July 31, 2019 (6% probability of success but reflecting the current schedule) and 2) an 80% confidence level end-date of June 10, 2020. In accordance with LFO requirements at that time, the Integrated Project Schedule date was incorporated into the CSA as the formal project end, although all parties understood that this date did not recognize program risks. NSF Large Facilities Office requirements now dictate utilization of probabilistic modeling, and incorporation of the risk adjusted end-dates as the CSA project end. As such, the DKIST CSA will be adjusted to reflect the June 10, 2020 date as the formal project end. This change will also be reflected in the level 1 milestone starting with the March status update.

Critical Path

Instrument Delivery

Integrated Project Schedule - Activities Started This Month

Integrated Project Schedule - Activities Completed This Month

Integrated Project Schedule Near-Term Milestones

Contract Awards

4.0 FinancialSummaryandProjections

4.1 BriefNarrativeTo date, the project has received ~$268M ($146M ARRA; $122M MREFC). The Project has incurred approximately $196.9M in actual costs (1/31/2016) and approximately $226M combined actuals+obligations. Earned value is $201.2M. The Project maintains $36.9M in planned contingency funds. The risk adjusted Total Project Cost for the new project baseline remains at $344.1M.

4.2 FundingProfileTable

NSF Funding Authorization

4.3 TopLevelEVMDataTable&"S"CurveEarned Value – CPR, WBS Level 3 (all values in $K) Note: All cost and schedule data presented below as of January 31, 2015.

Table 1 We note that the Earned Value metrics are reported according to the PMI PMBOK 5th edition standards (current); the prior versions of these are represented as: 1) PV=Planned=BCWS, EV=Earned=BCWP, AC-Actual=ACWP.

$M EVM Reporting Date January 2016 Total Project Cost (TPC - $M) $344.1 Estimate at Completion (EAC - $M) EAC1: AC+(BAC-EV) EAC2: AC+(BAC-EV)/(CPI*SPI)

$302.9 $310.4

Budget at Completion (BAC - $M) $307.3 Planned Value ($M) $210.7 Earned Value ($M) $201.2 Actual Costs ($M) $196.9 % Complete Planned Earned Actual

69% 65% 64%

Cost Variance (CV) $4.3 Schedule Variance (SV) -$9.5 Actuals + Commitments (Approximately) $226 Cumulative NSF Funding-to-date $268 Contingency Balance $36.9 Contingency % of Estimate to Complete Contingency/(EAC_1-AC) Contingency/(EAC_2-AC)

34.8% 32.5%

The EAC calculation shown during this reporting period is EAC = Actual Costs + (Budget At Completion – Earned Value). The risk-adjusted cost for the project represents the projected total cost of the project at the end of construction.

DKIST Earned Value Cumulative (all values in $K)

DKIST Monthly Earned Value Cumulative (all values in $K)

4.4WBSSub-SystemLevelEVMEarned Value – CPR, WBS Level 4 (all values in $K)

4.5SVandCVTrendGraph(last12months,rolling)

4.6 DiscussionofVarianceandCorrectionActionsatWBSLevelinSection4

CUMULATIVETODATE(K$)

PLANNED EARNED ACTUAL SV CV BAC

1.2.1.6Relocation 808 407 407 -401 0 2,443VarianceExplanation:(SV)Severalrelocationswerepostponedbasedonthestateofthesummitconstruction.CorrectiveAction:Theworkpackagewillbere-profiled.1.2.1.9NationalParkService(SUP) 1,749 1,476 1,476 -273 0 2,899VarianceExplanation:(SV)Theprojectedspendingprofile(forProjectMonitor,otherobligations)isbehindschedule;thereisnoimpactontheprojectatthistime.CorrectiveAction:Wewillcontinuetomonitor.1.2.3.1.1TelescopeMountAssembly 28,395 27,037 26,819 -1,358 217 37,172VarianceExplanation:(SV)ThePackingandTransportoftheTelescopeMountwasbehindtheoriginalschedule(shiftinthestartfromOctober2015toDecember2015;however,thishasnoimpactonthecriticalpathasthetwomajorcomponentswereseparatedandtheCoudéRotator(neededfirstfortheDecember2015start)hasbegunconstruction.(CV)ThepositivecostvarianceistheresultofholdbackonthecloseoutoftheFactoryAcceptance;theFATwasconcludedonMarch10andsowillreconcilewiththenextreport.CorrectiveAction:Somerecoveryexpectednextmonth.Re-profileoftheTMAsiteassemblyisinprocessbasedonthelatestartandimprovedinformationonlabor,inspectionandtransportrequirements.1.2.3.1.2.1.2M1MirrorGrind,Polish&Ship 14,774 14,921 14,391 147 530 14,921VarianceExplanation:(CV)Thefinalinvoiceforthepolishinghasnotyetbeenprocessed.CorrectiveAction:Wewillcontinuetomonitor;weanticipatedthisresolvinginJanuarybutitshouldconcludeinFebruary.1.2.3.1.2.2M1CellAssembly 6,132 5,467 5,012 -665 455 6,132

VarianceExplanation:(SV)Thecontractorisexperiencingsignificantdelaysinpreliminaryfactorytesting.Thisschedulesliphasnoeffectonthecriticalpathatthistime.(CV)ThepositivevarianceisdirectlyrelatedtothescheduleslipwithamilestonepaymentdueatthecompletionofFAT.

CorrectiveAction:ContinuedmonitoringthrucompletionofFAT.ReevaluationofcompletionplanafterFAT.

1.2.3.1.3TopEndOpticalAssembly 7,498 6,792 7,287 -707 -496 7,498VarianceExplanation:(SV)Theoverallscheduleforacceptancetestingslippedinpartduetothefullsolarloadtestingdelays.(CV)FollowingtheagreementontheHeatStopcompensation,theTEAOwasacceptedandtransportedincurringactualsforthoseexpenses.ThevalueearnedwasdelayedwiththeshipmentoutoftheJanuarystatustimeframe.CorrectiveAction:WewillreviewinFebruary2016.1.2.3.1.2.8M1ToolsandEquipment 630 66 101 -564 -35 1,163VarianceExplanation:(SV)Thisareaisbehindschedulebutisnon-criticalpath.TheprojectSSEBmadearecommendationforthein-situwashingunitinMarch.Thiswillbegintorecoverinthe3rdquartercalendaryear2016.CorrectiveAction:Wewillcontinuetomonitor.

1.2.3.1.5FeedOptics 3,950 3,844 3,894 -106 -50 4,993

VarianceExplanation:(SV):Despiterecoveriesthismonthinbothcostandschedulevariance,theoverallprogressisbehindtheplan

CorrectiveAction:Willcontinuetomonitor.

1.2.3.3.1.1PolarimetryAnalysisandCalibration 2,292 1,835 1,865 -457 -30 4,137VarianceExplanation:Hirestothegrouphavebeensuccessfulbuttooklongerthananticipated;asaresult,earlyprocurementshavenottakenplaceasplanned.Additionally,testingrevealedissuesintheearly-procuredpolarizationoptics;remediationisunderwaywiththeopticsvendorbutithasdelayedprogress.Someprogresswasmadethismonthinschedulerecovery.CorrectiveAction:Wewillcontinuetomonitor(WemetinJanuaryinBouldertoreview).

1.2.3.3.3VisibleSpectropolarimeter(ViSP) 2,025 2,400 2,261 375 139 5,336VarianceExplanation:(SV)Theestablishmentofbridgefundingactivitiesenabledprogresstoadvancepriortothefabricationcontractfinalization.(CV)Theinvoicingonprogressisbehindtheworkefforts.CorrectiveAction:Wewillcontinuetomonitor.

1.2.3.3.4.1DiffractionLimitedNear-IRSpectropolarimeter(DL-NIRSP) 1,586 3,101 1,814 1,515 1,287 8,059VarianceExplanation:(SV)Thevarianceincreasedascontinuedprogresswasmadeaheadofthecoreschedulethroughthebridgefunding.(CV)Invoicinglatencycontributedfurthertoanincreaseinthepositivecostvariance.CorrectiveAction:Wewillcontinuetomonitor.TheSV,CVareanticipatedtocorrectoverthenextmonths.1.2.3.3.4.2CryogenicNear-IRSpectropolarimeter(Cryo-NIRSP) 3,898 3,307 2,802 -591 505 6,032VarianceExplanation:(SV)DespitesignificantprogressintheUCdevelopment(plannedMIPinFebruary2016),theoverallplanslippedsignificantlythismonth.Therehasbeenfurtherlossinscheduleprincipallyinthesoftwareareas(duetostaffloss).CorrectiveAction:Wewillcontinuetomonitor.Theprojecthasprovidedadditionalresourcesintheshorttermtosupportthesoftwareeffort(templatedcodesamplestoacceleratetheirprogress).1.2.3.3.6.1CameraHardware 405 33 33 -372 0 405VarianceExplanation:Nochangefrompreviousmonthindicatingascheduleslip(delaysinthecustomdevelopmentofthecamerahardware).Currently,theslipdoesnotimpacttheprojectschedule,butthereareadditionalrisksidentified.CorrectiveAction:Wearemonitoringclosely.WewillknowinAugust2016ifare-spinisrequiredwhichwillpushoutthedeliveryofalpha/betareleasestotheprojectandmaynecessitateriskmitigation(procurementofaninterimAndorZylacamera).1.2.3.5Enclosure 28,718 26,682 25,673 -2,036 1,009 29,551VarianceExplanation:(SV)Forthestructural&mechanicalandelectricalWPs,theenclosureconstructiononsiteisbehindscheduleduetobadweatherinthefallandwinter,Decemberwasparticularlybrutalwithsteadyhighwindspreventinghighworkfornearlythreeweeksofthemonth.Furtherlossinschedulehasbeendrivenbythecontractorloweringstaffinglevelsprematurely.Wearecontinuingtoworktorecover.VarianceExplanation(CV)Enclosurecostvarianceispositiveduetolaginprocessingofinvoicesforworkperformedduringthemonth,strictoversightofinvoicingamounts,andaccumulatedholdbackonthestructural/mechanicalwork(approx.$350K).Forthesiteassemblyoversight(EAS),theburnrateislowerthanexpected,however,anincreaseinexpendituresisexpectedintheintegrationandtestingphases.CorrectiveAction:Wewillcontinuetomonitor(andareworkingwithboththeassemblycontractor(SteelTech)andIDOMtoaccelerateprogress.

1.2.3.6.2Buildings 18,860 17,551 17,178 -1,310 373 20,728VarianceExplanation:(SV)Theelectricalinfrastructureisbehindtheplannedrampup(principallyduetohistoricalstaffingissues);theteamhasbeenreconstructedandisworkingtoclearthebacklogofwork.(CV)ThepositiveCVisprincipallyaninvoicinglatency(tiedtomilestones)withthesundrybuildingcontracts.

CorrectiveAction:ArevisedplanisindevelopmentandwillbesubmittedintheApriltimeframe.

1.2.3.6.4.1CleaningStation,Fixtures,Tooling 568 299 426 -269 -127 1,059VarianceExplanation:(SV)Thecontractcontinuestolagbehindschedule.Thefinaldesignreviewoccurredon24Feb.(CV)Thecontractualpaymentplanhasup-frontpaymentsbuiltintotheschedule.ThiswillrecoveratthecompletionoftheFATphaseinmid-2016.CorrectiveAction:Continuetomonitorprogress.Thishasnoeffectonthecriticalpathatthistime.

1.2.3.6.6.1SystemInterconnects 906 254 271 -653 -18 1,129VarianceExplanation:(SV)Thevarianceisprincipallytheresultofahistoricallossofresourcesinthisarea;procurementsarecorrespondinglybehindschedule.Thisisnotcriticalpathandshouldhavenoimpact.SomerecoveryisexpectedintheFY162ndquarterwithfocusedresourcesonisland.CorrectiveAction:Wewillcontinuetomonitor(thisisnon-criticalpath).1.2.3.7.7.3FacilityManagementSystem 815 267 324 -548 -57 1,523VarianceExplanation:(SV)ThisactivitywasdelayedduetotheredirectionofefforttowardresolutionofthemajorFTSsystemslabor(negotiationswithHBCTC);thishasbeenconcludedbuthascontinuedtofallbehind.CorrectiveAction:Theneededhireinthisareahasbeenmade;arevisedplanwillbedevelopedandthisareawillbeupdated.

4.7 Obligationsasof1/31/16

Vendor Name Obligation Description TotalAdvanced Mechanical & Optical Systems, SA Coating Equipment Design & Bui 515,849.98$

M1Cell Assembly Vendor Fab 1,065,010.61$ AEC Engineering, Inc. Enclosur Fab/Factory Assembly 34,816.00$

Enclosure Shipping & Transport 163,867.34$ Enclsr CA-Site Tech Spprt/SA 93,435.20$ FTS Develop and Const Support 38,227.00$ FTS Vendor Design 48,076.90$

Altres Tenant Impr Fit/Finish 24,715.88$ TMA AURA Site Assembly/Install 200,000.00$

Arizona Optical Systems Coude Optics-Mirror Fab 962,044.75$ BCF Solutions -Triad Project Management Project Management Control Sys 1,293,805.04$ Branco, JoAnne Maui Traveler House 20,800.00$ Brashear, a division of L-3 Communications Corp. TEOA Options; transfer bdgt 476,114.40$ CKM Cultural Resource, LLC Cultural Monitor Contract 311,542.03$ Climatec, Inc. Facility Plant Equipment Fab, 610,470.10$ Crystal Employment Services TMA AURA Site Assembly/Install 46,757.00$ Delta Executive Security Hawaii, LLC Site Security 53,915.19$ DeWitt Companies Ltd. Relocation (MREFC) 31,895.00$ Du-Watts Electric, Inc Encl Elec Proc & Assembly 472,740.09$

Tenant Improvement - Fit and F 1,002,239.59$ Flat Irons CADWorks Coudé Lab Design 33,051.00$ G4S Secure Solutions Inc. Site Security 28,410.79$ Hofstadter Analytical Services, LLC PAC supplemental thrml anlysis 20,959.10$ Imagine Optic IT&C Materials 25,500.00$ Ingersoll Machine Tools, Inc. TMA AURA Site Assembly/Install 21,120.00$

TMA Factory Assembly Test 142,500.00$ TMA Packing and Transport 628,779.78$ TMA Preliminary Design Effort 2,360,670.76$ TMA Site Assistance 1,658,881.69$

John Ritchey, Structural Engineer, LLC Quality Assurance/Quality Cont 27,467.42$ KC Environmental, Inc. Habitat Conservation Plan 100,669.32$

National Park Service SUP 56,624.08$ KRS Commercial Building, LLC Building Lease 63,837.64$ M3 Engineering & Technology Corp. M3 Construction Services 62,607.08$ Makena Beach & Golf Resort Travel - Project Mgmt (MREFC) 26,805.31$ Meadowlark Optics, Inc. PA&C-Risk Mitigation/Early Des 24,050.00$

PAC supplemental thrml anlysis 167,655.44$ Misc. <$10K Misc. <$10K 925,607.66$ Misc. <$20K Misc. <$20K 276,461.87$ Observatory Sciences Ltd. Quality Assurance/Quality Cont 195,058.68$ Pflow Industries, Inc Platform Lift Installation 112,617.58$

Platform Lift Procurement 174,837.38$ QED Optics Context Viewer Objective Lense 76,230.00$

Wave Front Corection Optics 25,410.00$ Wave Front Correction Optics 50,113.20$

S & F Land Company, Inc. Warehouse Staging Area 143,982.54$ Stacy Machine & Tooling, Inc. LOWF S Mechanical Procurement 23,629.82$ Steel Tech, Inc Encl Site Struct/Mech Assembly 1,378,968.23$

Enclosure Cranes 631,028.00$ Exigent Mtn Support Services 23,948.09$ S&O Steel Erection Contract 451,127.73$

Trane Facility Plant Equipment Fab, 120,700.00$ Tri-Isle, Inc NOAO Tucson Rental Space 50,000.16$

Warehouse Staging Area 115,953.05$ Tucson Rolling Shutters, Inc. Encl Ventilation Gates 39,758.07$ Univ. Corp. for Atmospheric Research ViSP - Fabrication - Phase 2 2,074,454.00$

ViSP - Integration, Testing an 500,000.00$ ViSP- Fabrication - Phase 1 500,000.00$

University of Arizona M1 Polishing, Proc & Fab 354,618.01$ University of Hawaii Cryo-NIRSP - Fabrication - Pha 3,229,637.80$

DL NIRSP Fabrication 4,712,555.75$ Total 29,102,609.13$

Actuals, Obligations and Commitment Projections

5.0 RiskManagement

5.1 BriefNarrativeThe Project Risk Register is reviewed monthly in meetings between Project Management and Engineering subsystem leads; each update provides refinement of the potential trigger dates, re-estimation of the cost, schedule or performance impact, and status and implementation of any mitigation measures. There are currently 90 risks represented at the high level register totaling to $28.8M in exposure, with a Monte Carlo-produced 80% likelihood of $32.6M. Only minor updates to risk items was made during February due to the suite of ongoing project reviews (contingency, cost reasonableness, business systems review). The NSF LF Contingency Review drove changes in the handling of indirects which added a $1.2M risk exposure for indirects fees incurred during the spendout of contingency funds; this was added as PM-124.

High Exposure List (>$1.0M; note these are included in the MC 80% scenarios): • Project Delays during construction: $6M (ITC-067, ENC-006, INST-063): Risk Register:

This is the potential exposure on the contingency based on an 80% likelihood Monte Carlo simulation which indicated 12 months of schedule contingency were needed to complete the project. A CR has been submitted to shift the IPS schedule to September 30, 2019.

• Instrument programs at CDR require additional funds (note that this has been split into risks for the individual instruments fabrication/integration effort - INST-107 (CN), INST-108 (DLN), INST-109 (ViSP), INST-110 (VBI), INST-111 (VTF): Risk Register: $2.1M. This is based on a risk factoring performed on the fabrication/integration plan at the time of CDR.

• Integration, Testing and Commissioning Staffing/Effort: $1.6M (PM-026, OS-071). There are a set of IT&C tasks that are not clearly covered in existing staffing plans (e.g., coating and cleaning design, feed optics installation equipment, etc.). These areas are being elaborated through the JIRA system to explore the synchronization to other tasks and identify the need for additional staff/materials.

• Indirects (PM-124): $1.2M: This is the potential additional draw on contingency due to indirects fees incurred from the spendout of contingency.

• Site Permitting: $1.2M: This is the potential draw on the contingency based on residual risks with the project permitting/environmental compliance efforts. These have the potential for both delaying activities or for requiring additional mitigations (e.g., if the Incidental Take License numbers are too low). This risk will be reevaluated at the end of the year when the ‘net benefit’ metrics are clarified by USFWS/DOFAW and the path toward success (or modification of the Incidental Take License numbers) is refined and documented.

• Site Construction: Labor Unions: $1.3M (this sums together the component risks for all site labor utilizing or planning to utilize trade support). We are successfully working with the Carpenters and Plumbers trade halls. This has required the engagement of an intermediary firm (Altres, Inc.) to support the reporting/wages&fringe required; this requires an additional overhead. Further, the breakdown of apprentices/journeyman is dictated by the individual unions (and is in fact time variable) potentially requiring additional staff from what was planned. We will continue to monitor and update this risk.

• TMA Optical and Mechanical interfaces failures: $1.2M: Risk Register item for the performance of the built interfaces which could compromise the image quality. If issues are discovered after fabrication and assembly (during IT&C) this would lead to mechanical rework.

Subsystem Probability-weighted Risk Exposure

Project Management (1.2.1) $ 6,987 K Systems Engineering (1.2.2) $ 843 K

Enclosure (1.2.3.5) $ 581 K Telescope Assembly (1.2.3.1.1) $ 1,494 K

Optical Systems (1.2.3.1.2, 1.2.3.1.3, 1.2.3.1.5) $ 2,641 K Wave Front Control (1.2.3.2) $ 1,174 K

Integration, Testing and Commissioning (1.2.4) $ 6,128 K Instrumentation (1.2.3.3) $ 5,892K

Science Support (1.2.5) $ 459 K Facility Thermal Systems (1.2.3.6.7) $ 1,557 K

Support Facilities (1.2.3.6) $ 751 K High Level Software and Control (1.2.3.4) $ 254 K

Totals $ 28,761 K

5.2 BudgetContingencyAllocationsDuringThisReportingPeriodThe Contingency Log table below represents the total project contingency and all adjustments were made to MREFC funded work packages during this reporting period.

5.3 ScheduleContingencyThe Monte Carlo modeling projected 12 months of schedule contingency were needed at the 80% CL. The dates for the project are (based on REV-0092, ATST Response to the NSF Re-Baseline Review Panel Report (28 February 2013)):

• Jul 31, 2019: IPS end date for the project in Feb 2013; CSA end date of the project; 6% probability of success

• Sep 30, 2019: Current IPS end date for the project (February monthly report); 30% probability of success

• Jan (16), 2020: Project targeted end date - this has been communicated to the community as our target and what we are driving the instrument partners to deliver to; 70% probability of success

• Mar 30, 2020: Current risk exposure identified in the risk register has costs to carry marching army, recurring expenses, etc to this date; 75% probability of success

• Jun 10, 2020: Fiducial MC 80% project end date; we have sufficient budget to

raise the risk exposure costs to this date; the project contracting strategy during the early months provided some improvement to this schedule.

Previously, the project had reported the contracting strategy on the early site construction efforts as schedule contingency. Based on the limitations of this strategy (noted in previous months) and the NSF review of the project contingency, this strategy is most accurately labeled as a risk mitigation effort.

5.4ScopeContingencyThere is no project scope contingency. Any issues that arise that are beyond our ability to handle through risk management must be handled through de-scopes.

6.0 ProgramOfficerSummary

7.0 Appendix:ProjectSub-systemstatus

OpticsIn the month of February 2016, we have closed out the M1 Polishing contract with University of Arizona. All final test reports have been accepted by AURA. For the TEOA contract, the TEOA hardware is in storage at L3 facility. We have received and accepted the final version of the test reports and all other deliverable documentations. This contract will remain in this status till the delivery of the TEOA to Site. The M1 Assembly preliminary acceptance testing continues after a few months of correcting some issues discovered in the early stages of assembly. The next stages of assembly and test will focus on the thermal performance of the M1 Cell. Delivery of the hardware is expected before the end of 2016. The M1 Coating and Cleaning Equipment contract is through its final design review and the drawings are complete and ready for fabrication. The Coudé Optics Assemblies contract has successfully passed the final design review. The mirror substrates have been received and are in fabrication with the rough machining complete on two of the three mirrors. The frame assembly drawings are complete and ready to begin fabrication. A small portion of the optical tooling and equipment necessary for the Integration and Test phase of the project is now scheduled for design completion utilizing some consultant work from the University of Arizona. Additionally, the In-situ Wash Unit for the M1 Assembly was let for bids 4 weeks ago. Bids have now been reviewed and the work is ready for contract negotiation and signing.

InstrumentationCryo-NIRSP: The first major manufacturing inspection point (MIP) for the spectrograph was successfully held at Universal Cryogenics in Tucson. DL-NIRSP: procurement packages for various optics were produced and submitted to DKIST for review and approval. The spectral arm prototype is under development. Approvals for the infrared camera amendment were completed and the contract submitted for signature. ViSP: purchase of optical components has begun, including the doublets and the feed mirror set. Related fabrication efforts have started. Planning for the March 15th formal Kick-Off Meeting began with submission of the required materials by HAO. VTF: Planning for a 1-Etalon instrument delivery to the summit by KIS was started. VBI: The team completed work on the new revision of the ICD between the facility and the instrument. In particular, we finalized the coolant feeds to the instrument manifolds and updated the associated budget. Power distribution enclosure fabrication continued and contract electronics tech was secured to assemble the units once delivered. Beta-2 software release development was completed and we are now testing the system with hardware in the lab. The team also provided input from the instrument p[perspective towards the design of a Boulder end-to-end simulator for all DKIST software control systems. This will allow the VBI to be tested by the science/operations staff as part of the overall DKIST control system. PA&C: The team continued working on the preliminary design for the GOS and modulator systems. The mechanical design of the occulter is complete including thermal analysis showing steady state temperature of +4C. Fabrication of the polarization calibration and modulator optics resumed. Our vendor reached the polishing payment milestones for the Cryo-NIRSP retarder and modulator this month. We are amending the contract for small increase in cost to use different coating vendor and to have contractor staff on site to supervise coating process. The Alpha_0 (prototype) release of the modulator control software was delivered to instrument partners on schedule Other: Steve Hegwer retired from the NSO. The search for a replacement has started.

WavefrontCorrectionThe Wavefront Correction (WFC) team made progress in several areas during the month of February 2016. We continued with the preparation of the WFC laboratory in Boulder:

• The installation of the optical benches is now complete. All three benches have been installed, connected in the proper orientation and levelled.

• We procured and installed two computer workstations, one inside the cleanroom on a movable cart and one outside the cleanroom on a table. These will be used to support lab integration and testing of the WFC system.

• We continued installing equipment in the two WFC electronics racks and have positioned them alongside the edge of the cleanroom to allow for easy cable access inside the tent.

• We ordered two large heavy-duty work benches to support assembly and integration of the opto-mechanical system.

• We ordered all of the supplies required to work in the cleanroom: lab coats, hair nets, beard covers, booties, sticky mats and cleanroom wipes.

We continued integration of the Real-Time Controller (RTC) with the High Order Adaptive Optics (HOAO) software and were able to successfully send commands from the HOAO control system to the RTC. We performed initial optical testing of the fold mirrors, wavefront sensor beam splitters and three of the cemented triplet lenses. The results of the Low Order Wavefront Sensor beam splitter tests do not agree with the final tests performed by QED Optics and we are working to resolve this issue. We resolved all the outstanding issues regarding the air-spaced triplet optics for the High Order Wavefront Sensor we received last month from QED Optics and approved payment of the invoice. The off-axis testing of the cemented triplet objective lens was completed by QED Optics and showed that the lens operates as expected throughout its field of view. This means that the refiguring has corrected the excess spherical wavefront error we have seen in this optic. We gave approval to QED to recoat the optic and perform final testing. We are arranging for the remaining three objective lenses to be shipped back to QED Optics to be refigured and tested as well. In other areas we completely revised the WFC laboratory budget and are submitting a change request to ensure that we have sufficient funds to support the procurement of the WFC feed optics, turbulence simulator and all laboratory equipment required to integrate and test the WFC system in the laboratory.

HighLevelSoftwareThe High Level Software (HLS) group continued final development on the principal software systems. The Maui end-to-end test bed has been installed and is operating the observatory, instrument, and telescope control systems along with the mount and enclosure simulators. The design of the Boulder end-to-end test bed has begun; this system will be for user testing of the principal systems and instrumentation software and for operations planning. The Observatory Control System is continuing development of experiment execution and interface to the Boulder data center. The Data Handling System has finished principal testing and development on the data storage system, achieving full read/write speeds. The Instrument Control System is finishing the development of the Time Reference and Distribution System and is supporting instrument development using the Standard Instrument Framework. The Telescope Control System has developed all systems test in the HLS Test Application Framework and has begun regular nightly regression testing. The Feed Optics Control System specification has been approved and development of this telescope system should commence this spring. The Camera System Software has completed several major tasks required for better observation timing of the Visible Broadband Interferometer.