Daniel K. Inouye Solar Telescope

Construction

Monthly Report to the NSF

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

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

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

2.0 Current Photos .................................................................................................................... 8

3.0 Integrated Project Schedule ................................................................................................ 9

4.0 Financial Summary and Projections ................................................................................. 16

4.1 Brief Narrative .............................................................................................................. 164.2 Funding Profile Table ................................................................................................... 164.3 Top Level EVM Data Table & "S" Curve .................................................................... 174.4 WBS Sub-System Level EVM ...................................................................................... 194.5 SV and CV Trend Graph (last 12 months, rolling) ....................................................... 194.6 Discussion of Variance and Correction Actions at WBS Level in Section 4 ............... 204.7 Obligations as of 2/29/16 .............................................................................................. 23

5.0 Risk Management ............................................................................................................. 24

5.1 Brief Narrative .............................................................................................................. 245.2 Budget Contingency Allocations During This Reporting Period ................................. 265.3 Schedule Contingency .................................................................................................. 265.4 Scope Contingency ............................................................................................................. 27

6.0 Program Officer Summary ................................................................................................ 27

7.0 Appendix: Project Sub-system status ................................................................................ 27

Optics ........................................................................................................................................ 27Instrumentation ......................................................................................................................... 27Wavefront Correction ............................................................................................................... 28High Level Software ................................................................................................................. 29

1.0 ProjectStatus

SiteActivityThe weather has been reasonably good this past month (little rain), but winds have remained high. pFlow and Steel Tech worked with Du-Watts to install the final platform lift controls at each floor level. Work also progressed on final alignment and latching mechanism installation for the roof of the platform lift. Du-Watts also continued work on rough-in of electrical conduits and boxes in the S&O building, roof lightning protection, and interfaces to the enclosure cable wrap system from the S&O side. AURA personnel continued installation of drywall installation as utility installation allows. The LU/LA lift shaft walls and drywall effort was also started. For the Enclosure, March was unfortunately a month with a lot of disruptions in progress on site. The large crawler crane was demobilized over the course of almost the first two weeks of the month, taking up much more time and effort than expected. Subsequently, the remaining crane had a malfunction and the third week of the month, productivity on cladding was also lost. Finally, the last two weeks contained only a few days and partial days without wind too excessive for exterior work. The site structural and mechanical crew made the most of the time, completing the telescope level flooring, installing the Lifting Platform Transfer Bridge, Arch Girder Fall Protection System, Miscellaneous Steel, etc. Cladding and flashing to achieve water-tightness is ongoing – only 11 modules remain. On the electrical side, substantial progress has been made in execution of control cabinet and field device terminations, and vent gates power and control cabling. The temporary bypass system for the shutter drives startup was removed and replaced with the permanent system for the altitude cable wrap junction boxes terminations. In addition, rough-in, wiring, and fixture mounting has started for the observing area LED work spotlights. The compressed air valve and control panel fabrication was completed, including a pressure test and preliminary setting of sensors. It was subsequently mounted in the upper catwalk in preparation for connection to the seals distribution system. The retrofit work to repair the problems of the Azimuth Cable wrap was completed in preparation for arrival of the supplier’s commissioning agent to complete the checkout of the wraps on March 31st. The Coudé Rotator bearing alignment continued throughout March with final adjustments and checks carried out on 3/30. This alignment process was lengthy and extremely challenging with the bearing rail flatness confirmed to within 50 microns across the 9.2 meter diameter. The coudé drive rack and encoder sections were all installed during this period and alignment has started based on the finally aligned bearing. Preparations for the next stage of the install were made with inspection and transport of the precision leveling wedges, which mount to the bearing and support the coudé drive system. The Coudé cable wrap has now all of the factory installed chains installed and cable/hose dressing to the facility connection point is ongoing. The Facility Thermal Systems site work continues with good progress on the primary distribution in the S&O Building Mechanical Room and compressed air in the Enclosure. The secondary distribution through the primary lower enclosure chase is complete and work is now in progress on the Coudé Level. Work on the Enclosure cable wrap drains has started. Air compressor installation was started and should finish up in April. Facility Management System (FMS) development and the first control cabinet build continue to show excellent progress. The cabinet should be ready to start site installation late April/early May. The PO for ductwork for

the Enclosure was awarded and should ship mid-April. Ice are still on schedule for delivery in late April or early May. The fan coils, air handling unit, and heat exchangers should arrive in the May/June timeframe.

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.

SafetyThis month a new portable first aid safety station was assembled and deployed, revisions were made to the forklift inspection checklists and platform lift operation procedure, and new SDS/MSDS were reviewed and filed. A new safety program was drafted, SAF-0017, the Fall Protection Plan and a two (2) day expert instructor training course on Electrical Safety NFPA / NEC 70E Training is being procured and to be scheduled. The 2016 Safety Review on Maui is being scheduled and coordinated for late July/early August. The USAF AMOS mirror coating facility was visited and meeting held on M1 stripping and coating operations. The Hazard Analysis Team worked on the PA&C-GOS install and planning for the team’s future work schedule. There was one OSHA recordable work related injury when a DKIST worker injured their knee carrying material upstairs resulting in restricted duty for 42 days. There were four (4) first aid incidents reported, debris blew into eye behind safety glasses and was flushed out with eyewash, and another worker visited a clinic with eye irritation and the eye was flushed out. A worker cut their thumb on sharp materials, and after dressing the cut, they returned to work. Another worker had ear irritation from a welding spark and was examined by a doctor but no treatment was given. There were two (2) near hits this month. During the 300 ton crane disassembly there was rapid unexpected movement of the mast and boom that would have caused a very serious accident, as workers had been positioned by the mast shortly before in an aerial lift. Immediate actions - All workers stopped work, the crane was inspected, and a meeting was held. The crane’s owner technician was removed as lead for disassembly and the proper procedures were determined. No one was hurt and there was no damage. Root causes -The crane owner’s technician not familiar with specific make and model crane disassembly, not following manufacturer’s procedure, and not acting on other experienced workers advice. An indeterminate potential cause was problems with the crane compressed air system. Corrective actions taken – The crane owner’s worker was removed as lead for disassembly with the ironworkers’ riggers forming review team prior to each disassemble task. All workers reminded of stop work authority and requirement to double check each other’s work. With the compressed air system in doubt, all further disassembly occurred using the assist 130 ton crane. The crane’s owner home office was notified of incident and issues with worker. Another near hit occurred when enclosure was moved without completely following all the Job Hazard Analysis (JHA) procedure steps of proper notification and adequate spotters assigned. No damage or injuries. Enclosure operator was counseled by site supervisor and supervisor on compliance with required procedures for moving enclosure. Enclosure move procedures were reviewed at next PoD meeting with all

workers. There were four (4) safety toolbox trainings and eight (8) new workers received safety and environmental training. Eleven (11) DKIST workers received First Aid / CPR / AED 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), along with Change Control information and support, and weekly site construction status updates; the NSF status meeting did not take place as the NSF participated in the Project All Hands meeting in Maui where all status issues were covered. Internal Project monitoring includes bi-weekly administrative actions, bi-weekly Change Control Board reviews and the monthly Cost Account Manager meetings and follow-up. The project re-planned the internal project monitoring to take place weekly in cycles of: 1) Cost Account Manager, 2) Coude (focusing on instrument systems), 3) Engineering Manager’s Meeting and 4) IT&C planning. The PMO executed an All Hands meeting in Maui to review status, plans and problems in the project as we transition from subsystem/facility completion to system integration and testing. We held meetings over 3 days to cover the various areas of the project and to both and engage the full team in all discussions; a site visit was also executed where different orientations and planning meetings could take place among small teams for the coming year. Overall, the meeting was regarded as a success (in particular with regard to morale) with sundry follow-up actions. We continued to work with the NSF LFO on the contingency review of the project; two key areas were identified: schedule contingency and indirects. Both of these areas have changes based on guidance from the LFO and change requests have been filed accordingly. We also worked with the LFO on the Business Systems Review and the site visit of assets and security for the DKIST project. We provided responses to all requests and questions and updated SPEC-0030 to clarify guidance on project site visits. Within the project, we reviewed safety coverage and plans on site (actions to follow). We worked with WFC on schedule mitigation plans focusing on short term staffing enhancements to parallelize activities where possible. We reviewed the office/lab space needs evolving in Tucson and Boulder, and communicated with the broader NSO on these areas. We refined plans to clarify the scope of the Boulder Integration lab project; this will kick off in earnest in April. In other staffing areas, we reviewed the IT&C upcoming hires for Maui. We communicated with the LSST on software engineering needs (and potential transfers). We reviewed opportunities to improve schedule through additional resources available from the Akamai program. The PMO also reviewed a press release on FTS pumps (and approved it). We worked with the DKIST Director and DC PM on IT planning for the summit and its interfaces to the NSO. Finally, we provided a presentation to the ALMA-IRIS-DKIST workshop on the project construction status and plans for early science operations. We also developed slides for the April SOC meeting and for a meeting between the project and the Air Force for mirror coating. The PMO also met with the U. S. Air Force AEOS group to resume negotiations on DKIST's use of their mirror coating facility; tasks related to establishing an MOU include a

cost proposal and draft MOU from the USAF, mirror handling plan within their facility and estimate of waste from the project (next meeting will be in May).

We tested the prototype deployment of the online version of the electronic document repository (vault). The PMO had representatives attend the DOE Project Management Workshop; this was an excellent meeting for reviewing lessons learned for project development given the large number of projects engaged within the DOE. Finally, we recovered operations plans and established the short term timeline for actions to develop them further.

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

ScienceAll science team members attended the DKIST All Hands meeting on Maui, March 1-3. Team members participated in the ViSP monthly meeting at HAO, Boulder and led monthly instrument scientist meetings with the instrument partners. The science team reviewed or prepared the following system documentation:

- Feed Optics Control System specification (SPEC-0132) - Technical Notes Polarization Analysis & Calibration System (PA&C TN-0222 and - TN-0219), Wavefront Correction Operational Concepts Document (SPEC-0129). -

Team members discussed requirements for DKIST IT Infrastructure at the Boulder and Maui offices and participated in the review of Data Center specification documents. A four week observing run was conducted at the Dunn Solar Telescope. The goal was to experimentally verify polarization calibration techniques to be applied to DKIST. Data collections tested simultaneous observation and polarization calibration techniques for several polarimeters, namely IBIS, FIRS and SPINOR. Correlation method and daytime sky methods for calibrating the main telescope optics (M1+M2) represent the largest polarization error budget term and performance testing is moving forward. A draft publication (PASP, Harrington et al. ) was distributed using HiVIS / AEOS data from Haleakala to extend research of daytime sky calibration techniques (second order scattering models, data filtering algorithms, Zemax modeling of telescope polarization). For retarder crystal plate coatings, a new 405nm test laser and Infrasil witness coupon samples were verified for MgF2 coating absorptivity verification for ViSP and DL-NIRSP retarders at Stanford Photo-thermal Solutions. Coating of the SAR & PCM crystal plates is proceeding. The Boulder lab verification spectropolarimeter moved forward with specifying and procuring 2 custom 0.33 wave 5-layer achromats, and purchase of most opto-mechanics required for separate “generator” and “analyzer” arms. A sample coating formula for many-layer dichroic coatings (Sloan, Apache Point) adapted for Facility Instrument Distribution Optic (FIDO) coudé

beamsplitter configuration was obtained and modeled for polarization response. A revised RFI document is in process to include several new specifications and performance parameters for the FIDO coatings. Further predictions for angle-of-incidence response for dichroic, AR and metallic coatings were created. TN-0225 was reviewed, revised and approved. Responses to the original Zemax modeling TN-0220 draft and extensions for FIDO beamsplitter calculations are mostly complete. Work in progress: Definition of detailed workflow scenario at the summit facility in an attempt to clarify specifically instrument procedures that the operator has to go through on a daily basis before science operations can commence: assessment, startup, opening of the facility. Drafting of the "User Acceptance Test Plan for the Observatory Control System". A posting to Solar News was made announcing an opportunity for matching DST observations for any approved ALMA Solar programs in Cycle 4.

2.0 CurrentPhotos

Figure 1 Project All Hands Meeting site visit on March 2nd, 2016. The team was divided into groups and walked through an orientation and planning session on site activities (photo by J. McMullin).

Figure 2 Webcam image of testing of the platform lift roof extension (March 21, 2016).

3.0 IntegratedProjectScheduleThe Level 1 Milestone for the Final Blank – M1 Polishing & Acceptance Complete was achieved this month 9.5 months. The IPS projected finish date for the project is currently October 15, 2019. This reporting period the Integrated Project Schedule (IPS) finish date has slipped from September 23, 2019 reported last month as a result of a slip in the Wavefront Correction (WFC) schedule. The WFC schedule has been being closely monitored for several months and many schedule re-plans have previously been implemented to keep it from being the project’s critical path. A mitigation strategy, which includes additional resource assignments in this area, has been developed and is expected to provide enough schedule float in this area to take it off the critical path in the long term. In the short term (next month), we anticipate shifting the schedule back into September based on improvements to the ongoing Boulder lab WFC testing plans (not able to be implemented prior to the report).

Level 1 Milestones

As part of the NSF Re-baseline Review, eight level 1 milestones were established. The current IPS end date is a 106-day shift from the initial IPS end date but within the overall risk adjusted schedule. Last month, we reported the following: 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 the National Science Board resolution (NSB-13-42), 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.

We are still pending receipt of approval on the associated Change Request and so no updates to the table’s Start of Operations milestone have been made; we anticipate this being executed in April.

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

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4.0 FinancialSummaryandProjections

4.1 BriefNarrativeTo date, the project has received ~$268M ($146M ARRA; $122M MREFC). The Project has incurred approximately $199.2M in actual costs (2/29/2016) and approximately $229M combined actuals+obligations. Earned value is $203.9M. 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 February, 2016.

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

$302.6 $311.3

Budget at Completion (BAC - $M) $307.3 Planned Value ($M) $214.6 Earned Value ($M) $203.9 Actual Costs ($M) $199.2 % Complete Planned Earned Actual

70% 66% 65%

Cost Variance (CV) $4.6 Schedule Variance (SV) -$10.7 Actuals + Commitments (Approximately) $229 Cumulative NSF Funding-to-date $268 Contingency Balance $36.9 Contingency % of Estimate to Complete Contingency/(EAC_1-AC) Contingency/(EAC_2-AC)

35.7% 32.9%

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 808 410 410 -398 0 2,443VarianceExplanation:(SV)Severalrelocationswerepostponedbasedonthestateofthesummitconstruction.CorrectiveAction:Theworkpackagewillbere-profiled.1.2.1.9NationalParkService(SUP) 1,770 1,499 1,499 -271 0 2,899VarianceExplanation:(SV)Theprojectedspendingprofile(forProjectMonitor,otherobligations)isbehindschedule;thereisnoimpactontheprojectatthistime.CorrectiveAction:Wewillcontinuetomonitor.1.2.3.1.1TelescopeMountAssembly 28,657 27,281 26,885 -1,376 396 37,172VarianceExplanation:(SV)ThePackingandTransportoftheTelescopeMountwasbehindtheoriginalschedule(shiftinthestartfromOctober2015toDecember2015;however,thishasnoimpactonthecriticalpathasthetwomajorcomponentswereseparatedandtheCoudéRotator(neededfirstfortheDecember2015start)hasbegunconstruction.(CV)Thepositivecostvarianceimprovedthisreportingperiodby$179K,butthecumulativeCVistheresultofholdbackonthecloseoutoftheFactoryAcceptance;theFATwasconcludedonMarch10andsowillreconcilewiththeMarchfinancialreport.CorrectiveAction:Re-profileoftheTMAsiteassemblyisinprocessbasedonthelatestartandimprovedinformationonlabor,inspectionandtransportrequirements.

1.2.3.1.2.2M1CellAssembly 6,132 5,467 5,012 -665 455 6,132

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

CorrectiveAction:ContinuedmonitoringthrucompletionofFAT.ReevaluationofcompletionplanafterFAT.

1.2.3.1.3TopEndOpticalAssembly 7,498 6,792 7,291 -707 -499 7,498VarianceExplanation:(SV)Theoverallscheduleforacceptancetestingslippedinpartduetothefullsolarloadtestingdelays.(CV)FollowingtheagreementontheHeatStopcompensation,theTEAOwasacceptedandtransportedincurringactualsforthoseexpenses.ThevalueearnedwasdelayedwiththeshipmentbutshouldberecoveredinthereportfortheMarchfinancialstatus.CorrectiveAction:WewillreviewinMarch(delayedfromlastmonth)2016.1.2.3.1.2.8M1ToolsandEquipment 641 66 106 -574 -40 1,163VarianceExplanation:(SV)Thisareaisbehindschedulebutisnon-criticalpath.TheprojectSSEBmadearecommendationforthein-situwashingunitinMarch.Thiswillbegintorecoverinthe3rdquartercalendaryear2016.CorrectiveAction:Wewillcontinuetomonitor.

1.2.3.2WavefrontCorrection 8,880 8,448 8,400 -432 48 11,021VarianceExplanation:(SV)$-269koftheSVisaresultofdeferredprocurementswhichwillbecompletedlaterthisyear.Themajorityofthenegativeschedulevarianceisattributedtolaborrelatedscheduleslipsonin-housefabricationactivities,HOAO/CVsoftware,andresidualdesignactivities.CorrectiveAction:Amitigationstrategy,whichincludesadditionalresourceassignmentsinthisarea,hasbeendevelopedandisexpectedtoprovideenoughschedulefloatinthisareatotakeitoffthecriticalpath.1.2.3.3.1.1PolarimetryAnalysisand 2,342 1,965 1,939 -377 26 4,137

Calibration

VarianceExplanation:Hirestothegrouphavebeensuccessfulbuttooklongerthananticipated;asaresult,earlyprocurementshavenottakenplaceasplanned.Additionally,testingrevealedissuesintheearly-procuredpolarizationoptics;remediationisunderwaywiththeopticsvendorbutithasdelayedprogress.Someprogress,$81K,wasmadethismonthinschedulerecovery.CorrectiveAction:Wewillcontinuetomonitor.

1.2.3.3.3VisibleSpectropolarimeter(ViSP)

2,925 2,400 2,261 -525 139 5,336

VarianceExplanation:(SV)Wentfromapositivevarianceof$375Ktonegativeschedulevariancewithinthisreportingperiod.$900Kofplannedprogresswasexpected,butthisreflectedaplanthathasbeensupersededbytherecentcontractaward.(CV)Theinvoicingonprogressisbehindtheworkefforts.CorrectiveAction:Changerequestwillbesubmittedtomoreaccuratelyrepresentfabricationcontractwhichwasrecentlyawarded.1.2.3.3.4.1DiffractionLimitedNear-IRSpectropolarimeter(DL-NIRSP)

1,739 3,184 1,814 1,445 1,370 8,059

VarianceExplanation:Thecurrentvariancesreflecttheprojectedactivitiespriortocompletionofthefabricationcontract;thebridgefunding(postFDR)allowscontinuedprogress(earnedvalue);however,theoverallplanneedstobeupdatednowthatthecontractfortheremainingworkhasbeencompleted.(CorrectiveAction:Changerequestwillbesubmittedtomoreaccuratelyrepresentfabricationcontractwhichwasrecentlyawarded.1.2.3.3.4.2CryogenicNear-IRSpectropolarimeter(Cryo-NIRSP) 3,898 3,307 2,802 -591 505 6,032VarianceExplanation:(SV)Despitesignificantprogressinthehardwaredevelopment(UniversalCryogenicsMIP),thescheduledelayencounteredlastmonthhasremained,principallyattributedtothesoftwareareas(duetostaffloss).ThereisconsiderablepositivefloatintheIPSassociatedwiththeCryo-NIRSP.CorrectiveAction:Wewillcontinuetomonitor.Theprojecthasprovidedadditionalresourcesintheshorttermtosupportthesoftwareeffort(templatedcodesamplesandon-sitesupporttoacceleratetheirprogress).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 29,317 26,886 26,093 -2,431 793 29,551VarianceExplanation:(SV)Forthestructural&mechanicalandelectricalWPs,theenclosureconstructiononsiteisbehindscheduleduetobadweatherinthe2015fallandwinter.Furtherschedulelosshasbeenencounteredduetocombinedwind/weatherandprematureresourcestep-downsbythecontractor.Weareworkingonplanstoretainadditionalunionlabortoacceleratetheschedule.(CV)Enclosurecostvarianceispositiveduetolaginprocessingofinvoicesforworkperformedduringthemonth,strictoversightofinvoicingamounts,andaccumulatedholdbackonthestructural/mechanicalwork(approx.$350K).Forthesiteassemblyoversight(EAS),theburnrateislowerthanexpected,however,anincreaseinexpendituresisexpectedintheintegrationandtestingphases.CorrectiveAction:Weareworkingwithboththeassemblycontractor(SteelTech)andIDOMtoaccelerateprogress.MitigationofDKISTresourceassignmentsfromECSisbeingevaluatedtofurthersupportenclosure

siteassembly.

1.2.3.6.2Buildings 19,006 17,963 17,386 -1,043 577 20,728VarianceExplanation:(SV)Theelectricalinfrastructureisbehindtheplannedrampup(principallyduetohistoricalstaffingissues);theteamhasbeenreconstructedandisworkingtoclearthebacklogofwork.Tenantimprovementfitandfinishisbehindschedule.(CV)ThepositiveCVisprincipallyaninvoicinglatency(tiedtomilestones)withthesundrybuildingcontracts.CorrectiveAction:ArevisedplanisindevelopmentandwillbesubmittedintheApriltimeframe.Tenantimprovementisexpectedtotakethebalancetheyeartocomplete(noncriticalpathactivity;prioritizedbuildingaccess/occupationhavealreadybeenestablishedandareinuse).1.2.3.6.4.1CleaningStation,Fixtures,Tooling 577 306 429 -270 -123 1,059

VarianceExplanation:(SV)Thecontractcontinuestolagbehindschedule.Thefinaldesignreviewoccurredon24Feb.(CV)Thecontractualpaymentplanhasup-frontpaymentsbuiltintotheschedule.ThiswillrecoveratthecompletionoftheFATphaseinmid-2016.CorrectiveAction:Continuetomonitorprogress.Thishasnoeffectonthecriticalpathatthistime.

1.2.3.6.6.1SystemInterconnects 924 254 282 -670 -29 1,129VarianceExplanation:(SV)Thevarianceisprincipallytheresultofahistoricallossofresourcesinthisarea;procurementsarecorrespondinglybehindschedule.Thisisnotcriticalpathandshouldhavenoimpact.SomerecoveryisexpectedintheFY162ndquarterwithfocusedresourcesonisland.CorrectiveAction:Wewillcontinuetomonitor(thisisnon-criticalpath).1.2.3.7.7.3FacilityManagementSystem 845 411 338 -434 73 1,523

VarianceExplanation:(SV)ThisactivitywasdelayedduetotheredirectionofefforttowardresolutionofthemajorFTSsystemslabor(negotiationswithHBCTC).CorrectiveAction:Gradualrecoveryisexpectedaslargeprocurementsareexecutedovernextfewmonthsforbothsoftwareandequipment.

4.7 Obligationsasof2/29/16

Vendor Name Obligation Description TotalAdvanced Mechanical & Optical Systems, SA Coating Equipment Design & Bui 515,850$

M1Cell Assembly Vendor Fab 1,065,011$ AEC Engineering, Inc. Enclosur Fab/Factory Assembly 34,816$

Enclosure Shipping & Transport 163,867$ Enclsr CA-Site Tech Spprt/SA 93,435$ FTS Develop and Const Support 38,227$ FTS Vendor Design 48,077$

Altres Mechanical/FTS Union Labor 100,000$ TMA AURA Site Assembly/Install 127,837$

Arizona Optical Systems Coude Optics-Mirror Fab 962,045$ BCF Solutions -Triad Project Management Project Management Control Sys 1,293,805$ Brashear, a division of L-3 Communications Corp. TEOA Options; transfer bdgt 476,114$ CKM Cultural Resource, LLC Cultural Monitor Contract 296,497$ Climatec, Inc. Facility Plant Equipment Fab, 610,470$ Cole, Wesley Travel - Project Mgmt (MREFC) 1,581,306$ Crystal Employment Services TMA AURA Site Assembly/Install 33,592$ Delta Executive Security Hawaii, LLC Site Security 39,429$ DeWitt Companies Ltd. Relocation (MREFC) 31,895$ Du-Watts Electric, Inc Encl Elec Proc & Assembly 409,342$

Tenant Improvement - Fit and F 932,954$ Flat Irons CADWorks Coudé Lab Design 29,141$ Imagine Optic IT&C Materials 25,500$ Ingersoll Machine Tools, Inc. TMA AURA Site Assembly/Install 21,120$

TMA Factory Assembly Test 142,500$ TMA Packing and Transport 628,780$ TMA Preliminary Design Effort 2,360,671$ TMA Site Assistance 1,658,882$

JAVINE VENTURES, INC DBA VARITEC SOLUTIONS Facility Plant Equipment Fab, 26,363$ John Ritchey, Structural Engineer, LLC Quality Assurance/Quality Cont 27,467$ KC Environmental, Inc. Habitat Conservation Plan 93,481$

National Park Service SUP 52,581$ KRS Commercial Building, LLC Building Lease 51,070$ M3 Engineering & Technology Corp. M3 Construction Services 54,609$ Makena Beach & Golf Resort Travel - Project Mgmt (MREFC) 26,805$ Meadowlark Optics, Inc. PA&C-Risk Mitigation/Early Des 24,050$

PAC supplemental thrml anlysis 143,621$ Misc. < $10K Misc. < $10K 973,194$ Misc. < $20K Misc. < $20K 374,383$ Observatory Sciences Ltd. Quality Assurance/Quality Cont 188,659$ Pflow Industries, Inc Platform Lift Installation 112,618$

Platform Lift Procurement 174,837$ PHYSIK INSTRUMENTE IT&C Materials 49,960$ QED Optics Context Viewer Objective Lense 40,656$

Wave Front Corection Optics 20,328$ Wave Front Correction Optics 30,188$

S & F Land Company, Inc. Warehouse Staging Area 130,572$ Stacy Machine & Tooling, Inc. CV Mechanical Hardware (MREFC) 23,630$ Steel Tech, Inc Encl Site Struct/Mech Assembly 1,102,847$

Enclosure Cranes 631,028$ Exigent Mtn Support Services 23,948$ S&O Steel Erection Contract 369,087$

Trane Facility Plant Equipment Fab, 120,700$ Tri-Isle, Inc NOAO Tucson Rental Space 50,000$

Warehouse Staging Area 101,779$ Univ. Corp. for Atmospheric Research ViSP - Fabrication - Phase 2 2,074,454$

ViSP - Integration, Testing an 500,000$ ViSP- Fabrication - Phase 1 500,000$

University of Hawaii Cryo-NIRSP - Fabrication - Pha 3,229,638$ DL NIRSP Fabrication 4,712,556$

Total 29,756,273$

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 $32.4M.

- SE-066 (Inconsistent Design Levels Across Subsystems) was raised in probability due to evaluations of FTS/Electrical/IT work ongoing with the Site contractor (and some delays in project procurements in these areas).

- PM-002 (Site Permitting) was lowered due to passage of time (2016 trigger date was passed with ongoing progress); next evaluation will be June 2016.

- PM-012 (Office Space) was lowered due to progress in the ROB development (EA/FONSI approval in April – just outside of status but included in risk report).

- INST-058 (Incomplete Coudé Station/Facility Instrument Distribution Optics Design); we reviewed the BOE including discussions with PA&C as their design develops; overall no change as there is still indication of significant risk in this area (will re-evaluate in several months).

- INST-109 (Fabrication/Integration Risk for the ViSP) was reviewed; good progress is being made but we are not yet able to lower the estimated risk exposure.

- INST-107 (Fabrication/Integration Risk for CN) was reviewed; risk exposure was planned to lower this month but the loss of software resources pushed the exposure to its existing nominal value.

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 spend out 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) $ 6,697 K Systems Engineering (1.2.2) $ 1,139 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 $ 28,764 K

5.2 BudgetContingencyAllocationsDuringThisReportingPeriodThere were no adjustments to contingency during this reporting period. The project contingency balance is $36,863,024.

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

• Oct 15, 2019: Current IPS end date for the project (this monthly report) • 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

OpticsThe M1 Assembly Aperture Plate thermal testing is complete. The thermal testing on the M1 Cell will now make use of the chiller to continue the thermal testing and tuning prior to factory acceptance. The acceptance should occur in September with delivery to Maui around the beginning of 2017. All M1 cart acceptance testing is also complete, along with the M1 Lifter. The M1 Coating and Cleaning Equipment final design review was completed successfully and the fabrication has started. The contractor is on schedule for factory acceptance in September, with delivery to Maui in December. We anticipate that these items will be stored on Maui upon receipt until they are needed at the DKIST site. The Coudé Assemblies final design review was completed successfully last month. The final action items from the meeting are in process, and the contractor is progressing with quoting on the fabrication drawings. The optics are all well in process. The M7 mirror is at the sub-contractor, Zygo, for on schedule completion. The M8 and M9 mirrors are already rough ground to near shape, and the M9 mirror initial polishing is complete. The assemblies are on schedule for delivery in early 2017. The contract for the M1 In-situ Wash Unit hardware has been executed and the initial phase of the contract is underway. The first of several small work packages for the necessary IT&C tooling is currently waiting for a completed PO to be sent to the contractors. This work is anticipated to take 8-10 weeks with several follow on work packages.

InstrumentationCryo-NIRSP: Follow up work to the Manufacturing Inspection Point (MIP) of the spectroraph hardware at Universal Cryogenics (U.C.) was performed this month. The expectation remains for a late-April acceptance test effort at U.C. The optics procurements at Precision Aspheres continued; three of the six mirrors were accepted and are being prepped for coating; fabrication of the remaining 3 mirrors continues. DL-NIRSP: Procurement of major optics and hardware continues at IfA. ViSP: the formal kick-off meeting for the fabrication contract was held. In addition, a meeting to close-out the bridge-phase work was successful held at the High Altitude Observatory (HAO).

VTF: Work continues on planning for a single-Etalon solution for the instrument, including how this will be incorporated into the DKIST IT&C plans. VBI: The VBI assembly into Liebert racks has been put on hold until after May 9 due to fabrication delays and other project deadlines. The lab testing for Beta-2 release was completed this month. Scope of release was limited due to lack of camera system timing features planned for a later release. An optics cleaning report was produced to document the process and results of cleaning the VBI optics before storage. A modular clean room has since been installed to ensure contamination of the optics during future lab testing is minimized. PA&C: Team has continued to focus on completing design work and documentation for upcoming preliminary design review (PDR). Polarization error budget draft has been released with emphasis on carving out portion for polarization calibration optics in the Gregorian Optical Station (GOS) and polarization modulator optics at the instruments. This will allow the GOS and modulator sub-systems to be reviewed at the PDR, while the overall polarimetry systems engineering effort continues to be developed. Mechanical design of the GOS is nearing completion, and thermal simulations have been run to determine the power dissipation of critical component such as the occulter and dark stop, both looks to be at acceptable levels. Interactions with systems engineering have picked up to ensure the overall static and dynamic optical alignment of DKIST account for GOS and modulator optics. The software effort produced an early release of the modulator simulator to instrument partners to aid in their development effort. Fabrication of polarization optics continues but delivery has been delayed until July to work around summer travel and vacation schedules Other: An offer was made and accepted by Rich Summers to join the DKIST project as the Senior Instrument Project Engineer / COTR / CAM for the partner instruments and the Facility Instrument Distribution Optics system.

WavefrontCorrectionThe Wavefront Correction (WFC) team made progress in several areas during the month of March 2016. We continued with many tool and equipment procurements for the WFC lab in Boulder and updated the lab Material Safety Data Sheet book for some of the new items. Our clean room vendor performed a particle count test in the lab and inside the cleanroom tent. We are awaiting the final report, but the tent filters appear to be working well. We reviewed and updated the control interface between the Real-Time Controller (RTC) and the High Order Adaptive Optics (HOAO) software and continued with development and testing of the control software. Our optical vendor, QED Optics, had the refigured cemented triplet lens recoated with a cold coat process (50° C) anti-reflective coating. The lens sustained damage during the coating process, which we believe was caused by thermal stresses between the bonded lens elements. This may be a clue to the excess spherical error originally seen in these optics. We are working with QED to perform additional testing and simulations to verify the cause and QED is working with a vendor to provide a room temperature coating process for the remaining lenses to be refigured. We completed the laboratory budget review and submitted a change request for a revised budget which includes the procurement of the WFC feed optics, turbulence simulator and all laboratory equipment required to integrate and test the WFC system in the laboratory. The WFC team attended the DKIST All-Hands Meeting in Maui Mar 1-3. The revision of the WFC

Operational Concepts Document is now complete and has been submitted to the Configuration Control Board for approval. We discovered issues with some of the parts fabricated in-house for the front end optics in the WFC system which will require rework. Our in-house machinist is out on sick leave due to surgery so we have contracted out the rework of these parts. Unfortunately the resulting delay has pushed us into the critical path for the entire project. We are working with DKIST project management to address the issue and pull the schedule back in. We are also working to get a temporary materials handler to assist the WFC Mechanical Engineer with the many hundreds of parts that must be organized as we begin mechanical assembly in the lab. Finally, we completed an in-depth thermal analysis of the main beam splitter that feeds the instruments that are optically downstream of the WFC system. We are reviewing the results to determine whether active cooling will be required for this optic.

HighLevelSoftwareThe DKIST High Level Software (HLS) group continued final development on all software systems. The Observatory Control System (OCS) has completed development of the facility task support and associated script support library, allowing scripts to be written to perform standard operational scenarios such as startup, shutdown, and calibrations. The OCS has also installed the alpha version of the Facility Control System simulator; this new system has been developed to interface the operations systems with the facility thermal systems. The Instrument Control System (ICS) has continued development of the Timing Reference and Distribution System (TRADS), used to provide precise time to the DKIST software systems. The Data Handling System (DHS) has completed the first release of the data handling hardware and software for use on the summit. The Tucson Camera Line provides full high-speed, high-volume requirements for the camera systems and data export systems. The Camera System Software (CSS) has started work on several requested features for data organization and timing fort the instruments. The CSS has finished modifications to the build system for automated camera configurations. The CSS is also supporting the development of the CryoNIRSP IR cameras. The Common Services Framework (CSF) has nearly completed work on the header database service, required to save and recover header information used in the exported FITS data files. The CSF also continues to address bugs and improvements in the framework and base software. The Telescope Control System (TCS) has made several improvements on rotation within the target reference frame, development of the FCS simulator alpha and worked on the interface to the facility thermal systems. The Feed Optics Control System (FOCS) specifications and statement of work have been approved and the request for proposal has been issued. The Feed Optics hardware has been installed in the Tucson lab and is ready for software development, testing, and documentation, which should take 6 months. The HLS group has also accepted an Akamai summer student to work on upgrading the HLS software repository and build procedures. This work will not only help the student gain valuable experience, but will help the HLS group provide a better developer product for the instrument groups and the summit integration team.