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PIP-II Configuration Management Plan

Document number: PIP-II DocDB 2937

Document Approval

Signatures Required Date Approved

Originator: Technical Integration

Approver: Jemila Adetunji, Quality Assurance Manager

Approver: Alex Martinez, Integration Coordinator

Approver: Allan Rowe, Project Engineer

Approver: Eduard Pozdeyev, Project Scientist

Approver: Marc Kaducak, Project Manager

Approver: Arkadiy Klebaner, Technical Director

Approver: Lia Merminga, Project Director

PIP-II Project Design Review Plan

Fermi National Accelerator Laboratory 2

Revision History

Revision Date Release Description of Change



Table of Contents

1. Introduction ..................................................................................................................................... 4

2. Acronyms ....................................................................................................................................... 4

3. Reference Documents .................................................................................................................... 5

4. Roles and Responsibilities .............................................................................................................. 6

5. Project Elements Under Change Control ........................................................................................ 9

5.1. Requirements .......................................................................................................................... 9

5.2. Interfaces ................................................................................................................................. 9

5.3. Baseline Designs ..................................................................................................................... 9

5.4. Software and Firmware .......................................................................................................... 10

5.5. Lattice .................................................................................................................................... 10

5.6. Cost & Schedule .................................................................................................................... 10

6. BCR Process Flow Charts ............................................................................................................ 10

7. Baseline Change Process ............................................................................................................. 13

7.1. Change Proposal Origination ................................................................................................. 13

7.2. Change Proposal Preliminary Evaluation ............................................................................... 13

7.3. Threshold Assessment .......................................................................................................... 14

7.4. BCR Preparation.................................................................................................................... 18

7.5. Design Change Board Review ............................................................................................... 18

7.6. Change Control Board Review............................................................................................... 19

7.7. P2PEB (iCCB) Review ........................................................................................................... 20

7.8. BCR Approval or Disposition ................................................................................................. 21

8. Baseline Change Implementation and Verification ........................................................................ 21

8.1. Baseline Change Implementation .......................................................................................... 21

8.2. Baseline Change Verification ................................................................................................. 21

9. BCR and Disposition Databases ................................................................................................... 22

10. Records ........................................................................................................................................ 22



10.1. Record Retention Schedule ................................................................................................... 23

1. Introduction

The PIP-II Project Execution Plan (PEP) requires the Project to implement a formal configuration management process by CD2 fulfilling the requirements specified in DOE O413.3b – Program and Project Management for the Acquisition of Capital Assets [1,2]. The configuration management process is designed to systematically control, document, communicate and implement changes to the PIP-II Project baselines for design, scope, cost, and schedule. The requirements and process defined in this PIP-II Configuration management Plan (CMP) are applicable to all work performed under the scope of the PIP-II Project during the project lifecycle ending at CD4.* The PIP-II Project Management Plan (PMP), PIP-II Systems Engineering Management Plan (SEMP), PIP-II Quality Assurance Plan (QAP), and the FNAL OPSS Change Control Policy 12.PM-007 establish the framework for the overall change and configuration management processes which are specified in this document [3,4,5,6]. In addition, this plan defines the roles and responsibilities of key authorities, Partners, and stakeholders to ensure relationships and expectations are clearly established throughout the configuration and change control process. *Note: The PIP-II Document Management and Control Procedure defines the process to control baseline documents including project management documents, procedures, work instructions, design documents, and others requiring revision control and change management [7].

2. Acronyms

BCR Baseline Change Request

BOE Basis of Estimate

CAM Control Account Manager

CCB Change Control Board

CD2 DOE Critical Decision 2 – Approve Performance Baseline

CD4 DOE Critical Decision 4 – Project Completion

CF Conventional Facilities

CMP PIP-II Configuration Management Plan

DCB Design Change Board

fBCR Office of Project Support Services BCR management tool

FNAL Fermi National Accelerator Laboratory

FPD Federal Project Director

ESHM PIP-II ES&H Manager

iCCB International Change Control Board

KPP Key Performance Parameter



L2 WBS Level 2 System

L3 WBS L3 System

OPSS Fermilab Office of Project Support Services

P2PEB PIP-II Project Executive Board

PC Project Controls

PD PIP-II Project Director

PEP PIP-II Project Execution Plan

PM PIP-II Project Manager

PMP PIP-II Project Management Plan

POC Point of Contact (non-DAE Partner technical contact)

PPD PIP-II Project Planning Document

QAM PIP-II Quality Assurance Manager

RLS Resource Loaded Schedule

SEMP PIP-II Systems Engineering Management Plan

SPC Sub-project Coordinator (Partner technical contact)

SPM Sub-project Manager (Fermilab technical contact)

TC Teamcenter

TD PIP-II Technical Director

TPC Total Project Cost

WBS Work Breakdown Structure

3. Reference Documents

1 PIP-II Project Execution Plan DocDB # 115

2 Program and Project Management for the Acquisition of Capital Assets DOE O 413.3B

3 PIP-II Project Management Plan DocDB # 172

4 PIP-II Systems Engineering Management Plan TC ED0008164

5 PIP-II Quality Assurance Plan DocDB # 142

6 FNAL OPSS Change Control Policy 12.PM-007

7 PIP-II Documentation Management and Control Procedure DocDB # 2946

8 FNAL OPSS EVMS Certified System Documents and Guidelines

9 PIP-II Requirements Management Plan TC ED0007941

10 PIP-II Interface Management Plan TC ED0007942

11 CVS Repository

12 PIP-II GitHUB

13 PIP-II Lattice Management and CAD Integration Guideline DocDB # 2952

https://pip2-docdb.fnal.gov/cgi-bin/private/ShowDocument?docid=115



https://web.fnal.gov/organization/OPSS/Pages/EVMS-Documentation.aspx


http://www-bd.fnal.gov/cgi-acc/cvsweb.cgi/

https://ghe-pip2.fnal.gov/



14 Department of Energy Administrative Records Schedule 17 ADM 17 Section 30-C

4. Roles and Responsibilities

This section describes the roles and responsibilities of authorities and critical stakeholders related to the PIP-II design and configuration change management process.

• PIP-II Project Director (PD) - Chairs the Change Control Board (CCB) - Chairs the International Change Control Board (iCCB) - Responsible for approving and executing the PIP-II Configuration Management Plan - Responsible for ensuring all PIP-II Project staff and Partner stakeholders follow the

requirements established in the CMP - Has authority to approve cost changes <$3M - Has authority to approve baseline change requests (BCR) below Tier 3 – Threshold 3

as designated by the PEP and duplicated in section 7.3.3 - May delegate BCR approval authority to Project Manager or Technical Director

• PIP-II Technical Director (TD) - Chairs the Design Change Board (DCB) - Member of the CCB - Has authority to approve technical BCRs below Tier 4 - Threshold 4 according to

section 7.3.2 - Has authority to recommend technical BCR approval to the Project Director if a DCB

review consensus is not reached - May delegate technical BCR approval authority to Project Scientist or Project

Engineer - Responsible for the overall technical evaluation of BCRs

• PIP-II Project Manager (PM) - Member of the CCB - Responsible for the schedule and financial impact evaluation of BCRs - Responsible for the implementation of approved BCRs in the resource loaded

schedule (RLS) and financial documentation - Responsible for establishing BCR record-keeping procedure - Responsible for annual review and revision (if required) of the CMP

• PIP-II Project Scientist - Member of the DCB - Member of the CCB - Responsible for evaluating and approving BCRs impacting functional and physics

performance requirements

• PIP-II Project Engineer - Member of the DCB - Member of the CCB - Responsible for ensuring BCRs meet required engineering design standards

• PIP-II Integration Coordinator

https://www.energy.gov/sites/prod/files/cioprod/documents/ADM_17%281%29.pdf



- Member of the DCB - Responsible for assessing BCR impacts to interfaces and requirements cross-cutting

L2 systems and L3 sub-systems

• PIP-II ES&H Manager (ESHM) - Member of the DCB - Member of the CCB - Responsible for ensuring BCRs meet required ES&H standards

• PIP-II Quality Assurance Manager (QAM) - Member of the DCB - Member of the CCB - Responsible for assessing BCR review and implementation follow this CMP - Responsible for auditing the implementation of approved BCRs - Responsible for assessing overall QA impacts of BCRs evaluated by the DCB

• PIP-II L2 Manager (L2M) - Has the authority to reject change proposals within system - Has the authority to initiate the BCR processes within system - As authority to approve cost changes <$100k - Has the authority to approve BCRs below Tier 5 – Threshold 5 within L2 System

according to Section 7.3.1 - Member of the DCB (if system impacted by BCR) - Member of the CCB - Responsible for evaluation and threshold assessment of BCRs within L2 system - Responsible for authoring BCRs originated by L2 system - Responsible for implementing approved BCRs impacting L2 system - Responsible for ensuring configuration management is adequately applied within L2

system, including for Partner scope within system - Responsible for ensuring L3Ms follow requirements established in the PIP-II CMP

• PIP-II L3 Manager (L3M)/Control Account Manager (CAM) - Member of the DCB (if L3 sub-system impacted by BCR) - Has authority to approve cost changes <$25k - Responsible for originating baseline change proposals within L3 sub-system - Responsible for participating in the evaluation and threshold assessment of baseline

change proposals within L3 sub-system - Responsible for assisting L2M with BCR authoring within L3 sub-system - Responsible for implementing BCRs impacting L3 sub-system - Responsible for documenting BCRs impacting L3 sub-system - Responsible for ensuring configuration management is adequately applied within sub-

system

• PIP-II Project Controls (PC) and Finance - Headed by Deputy PIP-II Project Manager - Provides BCR cost and schedule impact analysis - Under guidance of the PM, implements approved changes in Resource Loaded

Schedule (RLS)



- Under guidance of the PM, implements approved changes in financial reports and budgeting documents

- Executes cost and schedule change control procedures defined by FNAL OPSS EVMS Certified System Documents as appropriate [8]

• PIP-II Sub-project Manager (SPM) - Responsible for receiving and communicating design change proposals from Partners

to L3M or L2M as appropriate - Responsible for participating in the evaluation and threshold assessment of design

change proposals within sub-system - Responsible for assessing and communicating impacts of baseline change proposals

to Partner points of contact (POC) or Sub-project Coordinators (SPC)

• PIP-II Design Change Board (DCB) - Chaired by PIP-II Technical Director - Responsible for BCR technical evaluation, approval, rejection, or reconsideration - Responsible for documenting technical reasons for BCR rejection or reconsideration - Permanent members:

▪ PIP-II Technical Director ▪ PIP-II ESH Coordinator ▪ PIP-II Quality Assurance Manager ▪ PIP-II Project Scientist ▪ PIP-II Project Engineer ▪ PIP-II Integration Coordinator

- ad hoc members: ▪ Partner SPC (if impacted) or Partner identified representative ▪ L2Ms (non-originating but impacted) ▪ L3Ms (non-originating but impacted) ▪ Stakeholders ▪ Technical experts

• PIP-II Change Control Board (CCB) - Chaired by PIP-II Project Director - Responsible for BCR cost and schedule evaluation, approval, rejection, or

reconsideration - Responsible for documenting cost and schedule impact reasons for BCR rejection or

reconsideration - Permanent members:

▪ PIP-II Project Director ▪ PIP-II Project Manager ▪ PIP-II Deputy Project Manager ▪ PIP-II Technical Director ▪ PIP-II In-kind Manager ▪ PIP-II Project Scientist ▪ PIP-II Project Engineer ▪ PIP-II QA Manager ▪ PIP-II ESH Coordinator ▪ PIP-II Project Controls Manager ▪ PIP-II L2 Managers



- ad hoc members: ▪ Federal Project Director (FPD) as observer for BCRs above Threshold 3 ▪ Stakeholders

• PIP-II Project Executive Board (P2PEB) - Serves as the International Change Control Board (iCCB) - Notified of all changes to the Project baseline scope, technical performance, cost or

schedule that have been recommended by the PIP-II Management Team - Evaluates changes impacting Partner scope or schedule - Makes recommendation to the Project Director who approves or disapproves the

change - In absence change consensus, Project Director makes final decision - Communicates change notices, as appropriate, to relevant Partner stakeholders - Ensures execution of approved changes within respective scope - Meets quarterly or as needed to address critical changes - Members:

▪ PIP-II Project Director (Chair) ▪ PIP-II Partner Technical Coordinators

• Partner Stakeholders including Sub-project Coordinators (SPC) - Generates requirements, interface, or design change proposals related to Partner

scope of work and submits them to appropriate L3 Manager - Participates in change proposal evaluation related to Partner scope prior to BCR

initiation - Member of DCB as Stakeholder when scope is affected - Implements approved technical baseline changes upon approval

5. Project Elements Under Change Control

5.1. Requirements

Physics, functional and technical requirements are subject to change control. Changes to

requirements potentially impact multiple systems or sub-systems and therefore meet the standards

of requiring formal change control. Requirements management is described in the PIP-II

Requirements Management Plan [9].

5.2. Interfaces

Interfaces between L2 Systems and L3 sub-systems are subject to change control. If the BCR related

to an interface change exceeds Threshold 5 described in 7.3.2, the interface change must be

reviewed and approved by the DCB and CCB as appropriate. Interface management is described

in the PIP-II Interface Management Plan [10].

5.3. Baseline Designs

Approved baseline designs are subject to change control. If the BCR related to design exceeds

Threshold 5 described in 7.3.2, the design change must be reviewed and approved by the DCB and

CCB as appropriate. Following BCR approval, design elements are changed and routed through the

revision control process built into the Teamcenter (TC) environment.



For element designs under Partner control, the Partner revision control process is used and

implemented after approval from the DCB and CCB as required.

5.4. Software and Firmware

Change control is initiated for software and firmware following the completion of successful bench-

testing and initial version release. Software and firmware developed for the PIP-II Project will be

revision tagged. Software and firmware developed between collaborators will use a GitHub

Enterprise repository for code storage and revision tagging [11]. Software and firmware developed

in-house, for in-house components, will use Fermilab’s CVS repository for revision tagging [12]. All

revisions used in successful component verification tests will be tagged accordingly. All revisions

used in successful beam line operations will also be tagged accordingly. Any proposed changes to

component software or firmware after successful testing, but prior to beam operations

implementation, are routed through the change and revision control process.

5.5. Lattice

The lattice data defining the device position and configuration associated with PIP-II LINAC is subject

to change control. Lattice management is described in the PIP-II Lattice Management and CAD

Integration Guideline [13].

5.6. Cost & Schedule

Baseline changes requested to modify cost or schedule within a control account are subject to change

control. Cost and schedule change control are performed via FNAL OPSS Procedure 12.PM-007

referred above and bypass the DCB if no technical changes are in consideration.

6. BCR Process Flow Charts

The flow charts below establish the process to make baseline changes to the PIP-II Project. The

first chart is a consolidated version that highlights the main functions within the change control

process. The second chart shows the detailed sequence of the change control process and

establishes the full linkage between the five primary process steps: Origination, Evaluation, Design

Change Review, Baseline Change Review, Change Implementation and Verification. Key authorities

and stakeholders are identified in each step in both flow charts.



Consolidated PIP-II Change Control Process Flow Chart



Detailed PIP-II Change Control Process Flow Chart



7. Baseline Change Process

7.1. Change Proposal Origination

Change proposals occur throughout the lifecycle of the Project any time a technical, scope, cost or

schedule change is required. A change proposal occurs prior to authoring and formally pursuing a

BCR. Examples of change proposals:

• Requirements change (performance change from baseline)

• Interface change (cross-cutting L2 system interfaces)

• Baseline design change (revision of or change to baseline component, or sub-system design

or configuration)

o Note: Design changes that do not impact performance, cost, schedule, or interfaces

do not require a change proposal but must be logged in a PIP-II L2 System Internal

Change Record

• Lattice change (position, layout, device parameter changes impacting machine layout)

• Scope change (addition or subtraction of scope within a control account)

• Cost change (increase or decrease in activity or procurement costs)

o Note: Cost changes to Partner scope of work that does not impact FNAL scope, cost,

or schedule is managed via Partner change control processes. Cost changes to

Partner scope of work that does impact FNAL scope, cost, or schedule must follow

the process detailed in this CMP starting with change proposal origination.

• Schedule change (delay, advance, or logic change between activities or milestones)

o Note: Cost changes to Partner schedule that does not impact FNAL scope, cost, or

schedule is managed via Partner change control processes. Changes to Partner

milestones identified in P6 and the PIP-II Project Planning Documents (PPD) must

follow the process detailed in this CMP starting with change proposal origination.

Change proposals may originate from various sources (stakeholders, Partners, design team, project

management, etc.) for the reasons described above. As change proposals are identified, they must

be communicated to and addressed by the L3M for the originating sub-system. The L2M determines

whether to pursue a BCR after performing a preliminary evaluation described below.

7.2. Change Proposal Preliminary Evaluation

The preliminary evaluation of a change proposal is an assessment of the impact to technical

(requirements, interfaces, scope, designs, lattice, etc.) and cost and schedule baselines. The L2M

carries out the preliminary evaluation of the change proposal in partnership with the L3M, Project

Controls, Partners and relevant stakeholders to assess whether to pursue a BCR. An effective

preliminary evaluation will assess and document the impacts in the following areas:

• Impact to Partners design, scope, cost, and schedule



o Partner(s), if impacted, must receive notice from L3M of proposed change prior to

authoring a BCR

o Partner(s), if impacted, must participate in the preliminary evaluation of the proposal

and support the authoring of a BCR

• Expected system and sub-system performance change due to physics, functional or technical

requirements changes

• Impacts to interfacing systems due to cross-cutting interface changes

• Cost impact to originating sub-system/control account as well as other impacted sub-

systems/control accounts

• Schedule impact to originating sub-system as well as other impacted sub-systems

• Impact of lattice modifications to all affected sub-systems, including the Conventional

Facilities system

• Threshold Assessment (defined in 7.2)

• BCR Implementation Matrix (identifies affected documents, analyses, responsible parties,

and completion timeline required to implement BCR)

Based on this preliminary evaluation, the L2M has the following authorities:

• Reject change proposal

• Draft BCR and initiate change process

o Execute BCR directly according to 7.3.1 for changes that do not exceed Threshold 5

as defined in 7.3.2, or

o Route BCR to DCB or CCB as appropriate

7.3. Threshold Assessment

The change control thresholds in this document are aligned to the authority tiers defined in the PEP.

The threshold number is associated with an authority tier as defined below and in the PEP.

Thresholds 5-3 are detailed in this CMP.

• Tier 0: Project Management Executive (SC-1)

• Tier 1: Associate Director HEP

• Tier 2: Federal Project Director

• Tier 3 (Threshold 3): PIP-II Project Director (Chair of CCB, iCCB)

• Tier 4 (Threshold 4): PIP-II Technical Director (Chair of DCB)

• Tier 5 (Threshold 5): L2M (System Manager)

• Tier 6 (Threshold 6): L3M/CAM



BCRs must be assessed against the above thresholds to determine the required approval and

execution authority pathway. For cost, scope and schedule related thresholds, the PIP-II Project

follows FNAL OPSS procedures referred above.

7.3.1. Cost Change Authorization Thresholds

Table 1 defines the cost change authorization thresholds. These cost thresholds align with the

change control threshold requirements defined in the subsequent sections.

TIER 0 Project

Management

Executive

(SC-1)

TIER 1 Associate

Director

HEP

TIER 2 Federal

Project

Director*

TIER 3 PIP-II Project

Director

Project

Manager

L2

Manager

L3

CAM

Cost Change

Authorization

Any increase

in TPC of the

project as

stated in

Table 2.5 of

the PEP.

Cumulative

contingency

usage of

$30M** or

any

increase to

the total

TEC or

OPC level

of funding

as stated

Table 2.5 of

the PEP.

Single

contingency

usage of

$3M at any

Level 2

WBS or

cumulative

contingency

usage of

$10M**.

Changes

to cost

below the

Federal

Project

Director

thresholds.

<$3M

<$250k <$100k <$25k

Table 1: PIP-II Project cost change authority definitions.

7.3.2. Direct Change Implementation

Changes may be directly implemented depending on certain cost, schedule, and technical thresholds. A L2M may implement a change within system below Threshold 5 defined in 7.3.3. Changes below Threshold 5 do not require a formal BCR. At the lowest level, a WBS L3 CAM may implement a cost change according to the threshold defined in Table 1. All directly implemented changes must be logged using the PIP-II L2 System Internal Change Record which will be maintained on the PIP-II Sharepoint site. Changes entered in the L2 change records will be discussed during weekly PIP-II G9 (PIP-II internal project management committee) meetings.



The PIP-II L2 System Internal Change Record will be available for all PIP-II Project stakeholders to view. Changes that may be implemented without a formal BCR but must be logged in the PIP-II L2 System Internal Change Record are:

• Cost changes >$25k but <$100k

• Changes to revision-controlled drawings not impacting other L2 systems o Internally originated changes o Manufacturer or vendor changes requested during manufacturing

• Minor change orders affecting technical scope

• Changes to revision-controlled documents o Assembly procedures o Travelers o Acceptance/inspection documentation

• Changes to revision-controlled engineering notes or analyses

• Cost or schedule changes below Threshold 5 that do not cross-cut L2 systems or impact milestones

7.3.3. Threshold 5

Approved BCRs below Threshold 5 are implemented directly by the originating L2M and Project

Controls according to this plan. BCRs exceeding Threshold 5 must follow the BCR flow chart

through the DCB or CCB as appropriate.

Threshold 5 is exceeded by meeting ANY of the following:

• Technical (requirements, interfaces, baseline designs, software, lattice) or scope change

impacts more than originating L2 system

• Technical or scope change impacts Partners

• Cost and/or schedule change impacts Partners

• Cost and/or schedule change impacts more than originating L2 system

• Cost change is limited to originating L2 system but exceeds a single contingency usage

of $100k

• Cost change >$100k but < $250k require Project Manager approval

• Schedule change is limited to the originating L2 system but results in any changes to a

Tier 6 or above milestone

7.3.4. Threshold 4

BCRs below Threshold 4 are implemented by the L2M and Project Controls after receiving

approval from the DCB (PIP-II Technical Director) according to this plan. BCRs exceeding

Threshold 4 must be reviewed by the CCB.

Threshold 4 is NOT exceeded and may be approved if ALL the following apply:



• Impacted L2Ms approve of technical or scope change as members of the DCB

• Impacted Partners approve of technical scope change as members of the DCB

• Cost change to any impacted L2 system does not exceed a single contingency usage of

$100k per L2 System.

• Cost change >$100k but < $250k require Project Manager approval

• No changes to Tier 6 or above milestones within impacted L2 systems

7.3.5. Thresholds 3-0

Thresholds 3-0 are approved by the authority of the PIP-II Project Director, Federal Project

Director, Associate Director of HEP, and the Project Management Executive. These thresholds

and approval authorities are defined in Table 6.1 in the PEP and duplicated below in Table 1.

Table 2: PIP-II Project approval authority definitions for Tiers 0-3. Table and Appendix

references are in the PEP but not duplicated here.

TIER 0 Project Management Executive (SC-1)

TIER 1 Associate Director HEP

TIER 2 Federal Project Director*

TIER 3 PIP-II Project Director

Scope

Any change in scope or performance that affect the ability to satisfy the mission need.

Change to the Objective KPPs or any change in scope or performance that affect the ability to satisfy an Objective KPP.

Changes to the Global Requirements as defined in the PIP-II Global Requirements Document

Changes to System Level Requirements as defined in the PIP-II Physics Requirements Documents

Cost

Any increase in Total Project Cost (TPC) of the project as stated in Table 2.5.

Cumulative contingency usage of $30M** or any increase to the total TEC or OPC level of funding as stated Table 2.5.

Single contingency usage of $3M at any Level 2 WBS or cumulative contingency usage of $10M**.

Changes to cost below the Federal Project Director thresholds.

Schedule Any delay in CD-4, project completion date as stated in Table 2.3.

Any changes to Tier 1 milestones (with the exception of CD-4) as stated in Table 2.3.

Any changes to Tier 2 milestone as shown in Appendix A2.

Any changes to milestones below Tier 2.

Funding

Any changes to funding profile as shown in Table 2.5 that negatively impacts the Performance Baseline.



7.4. BCR Preparation

BCRs are authored, routed, approved, and dispositioned using the Fermilab Office of Project Support

Services (OPSS) fBCR tool (https://fermipoint.fnal.gov/org/ocpo/os-pss/pages/pm-tools.aspx). The

BCR form is filled out according to these instructions: (https://fermipoint.fnal.gov/org/OCPO/os-

pss/fBCR/Pages/Contents.aspx). The basis and justification for the BCR is established during the

change proposal preliminary evaluation process. Supporting documentation required to justify the

BCR is completed following the preliminary evaluation and is used to complete the BCR form and

initiate the design and baseline change reviews.

*Note: The fBCR tool is intended to serve as the complete BCR routing and approval mechanism

for the PIP-II Project. As of this writing, the fBCR tool is function only used for items routed through

the CCB for cost and schedule changes. A manual process is required to route route a BCR through

the DCB and iCCB. During this transition period, all BCR forms, supporting documentation, and

DCB logs are stored on the PIP-II Project Management Sharepoint Site (-> change Control) linked

here: PIP-II Project Management Change Control Site

7.5. Design Change Board Review

The Design Change Board (DCB) reviews the impact of all technical and scope baseline changes

exceeding Threshold 5. The DCB also reviews whether the BCR properly assesses the threshold

required for routing. The PIP-II Technical Director chairs the DCB.

The DCB is convened within one week of when technical BCRs are completed and routed in the

fBCR tool.

The BCR originator prepares a summary presentation that describes the information required in 7.1

and 7.2 above and presents to the DCB.

The DCB may approve, reject, hold, or return to the L3M for reconsideration any BCR for the

following reasons:

Approve:

• Successfully meets requirements and system performance

• Impacted Partner(s) approve of change

• Does not negatively impact other systems or sub-systems designs

• Design improvements justify change request by any of the following:

o Minimizes technical risk

o Corrects previously unknown design errors

o Improves procurement or fabrication processes

o Improves assembly procedures

o Decreases safety risk

https://fermipoint.fnal.gov/org/ocpo/os-pss/pages/pm-tools.aspx

https://fermipoint.fnal.gov/org/OCPO/os-pss/fBCR/Pages/Contents.aspx

https://fermipoint.fnal.gov/org/OCPO/os-pss/fBCR/Pages/Contents.aspx

https://web.fnal.gov/project/piptech/ProjectManagment/_layouts/15/start.aspx#/SitePages/Home.aspx



o Decreases commissioning, operation, or decommissioning effort

o Positively impacts other systems or sub-system designs

Reject:

• Negatively impacts requirements or system performance

• Impacted Partner(s) reject or cannot accommodate change

• Design improvements DO NOT justify change request for any of the following:

o Change request is deemed inconsequential or to minimal to consider

o Increases technical risk

o Imparts unnecessary design complications or other systems of sub-systems

o Complicates procurement or fabrication processes

o Complicates assembly procedures

o Increases safety risk

o Increases commissioning, operation, or decommissioning effort

Hold:

• Current Project status does not justify proceeding with BCR but may in the future

• Change impact to other systems is not clear

• Implementation of change at Partner is not synched with PIP-II Project

Return to L3M for reconsideration:

• Incomplete technical information provided with BCR for DCB to effectively review

• Incomplete Partner technical impact assessment

• Incorrect technical threshold assessment

*Note: Prior to fBCR tool implementation for the DCB, manual approval and disposition/rejection

are logged in the DCB Log on the PIP-II Project Management Sharepoint site (-> Change Control).

When a voting DCB member is not present during a DCB review, approvals or rejections may be

submitted electronically via email to the TD referencing the BCR for which the vote is cast. All DCB

members must cast a vote in order to complete the DCB review.

7.6. Change Control Board Review

The Change Control Board reviews the impact of all BCRs above Threshold 4 approved by the DCB

and above Threshold 5 for cost and schedule changes. The PIP-II Director chairs the CCB.

The BCR originator presents a cost and schedule impact analysis summary to the CCB. The detailed

analysis is prepared with project controls group support. If the BCR was approved by the DCB, the

BCR originator summarizes the technical impacts.




CCB reviews are scheduled as needed for cost and schedule changes and as soon as practical

following DCB approval of technical baseline changes.

The CCB may approve, reject, hold, or return to the L3M for reconsideration any BCR for the

following reasons:

Approve:

• Improves schedule performance

• Improves cost performance

• Change in scope of work required

• Change in Project WBS configuration required

• Change in available budget or budget profiles

• Scope of work prioritization changes

• Unfavorable variances cannot be corrected

Reject:

• Contingency expenditure change is deemed too great to justify change

• Schedule impact is too significant to justify change

• Variance acceptable or correctable

• Partner scope or schedule impact greater than assessed

Hold:

• Current Project status does not justify proceeding with BCR but may in the future

• Other pending Project changes impacts are unknown at the time of evaluation

• Contingency or budget currently unavailable to execute change

• Partner assessment incomplete or unclear

Return to L3M for reconsideration:

• Incomplete cost and schedule impact assessment provided with BCR for CCB to effectively

review

• Incomplete Partner schedule impact assessment

• Incorrect cost and schedule threshold assessment

7.7. P2PEB (iCCB) Review

The PIP-II Executive Board (P2PEB) serves as the international Change Control Board (iCCB) for

the PIP-II Project. The P2PEB is notified of all changes to the Project baseline scope, technical

performance, cost or schedule that have been recommended by the PIP-II DCB and CCB. P2PEB



evaluates changes impacting Partner scope or schedule and makes a recommendation to the Project

Director who approves or disapproves the change.

If a P2PEB Member does not concur with a BCR, the request must be returned to the PIP-II Project

Director for reconsideration. Any reconsideration request must document the issues that lead to the

non-concurrence and include suggestions for mitigating actions as applicable.

L2Ms inform impacted P2PEB members and other Partner stakeholders during change proposal

initiation and evaluation to build early Partner support and minimize P2PEB non-concurrence.

P2PEB meetings are held quarterly and will contain an iCCB component to review summary PIP-II

Project baseline changes. When Partner scope is impacted and schedule requires, special iCCB

meetings may be convened at the PD’s request.

7.8. BCR Approval or Disposition

BCR approval workflow is established using the OPSS fBCR tool. In summary, the technical aspects

of a BCR are approved by the DCB and the baseline cost and schedule aspects of the BCR are

approved by the CCB.

Rejected or dispositioned BCRs are logged using the OPSS fBCR tool with status and rejection

notices recorded in the PIP-II BCR Disposition Record.

8. Baseline Change Implementation and Verification

8.1. Baseline Change Implementation

Approved technical changes to baselines may require revisions to several technical documents

including procedures, drawings, analyses and engineering notes, manufacturing plans, acceptance

criteria, and others. Impacted L2Ms are responsible for identifying and modify all elements within

their respective systems to accommodate approved technical changes. These changes are logged

identified in the BCR Implementation Matrix associated with the BCR. L2Ms are also responsible for

ensuring technical changes are implemented for Partner scope as appropriate.

Approved cost and schedule baseline changes are implemented by the PIP-II Project Controls group

according to FNAL OPSS procedures referred above.

The timeline to implement baseline changes are determined by the resulting schedule modifications.

Target completion dates are indicated in the BCR Implementation Matrix.

8.2. Baseline Change Verification

The PIP-II Quality Assurance Manager and impacted L2Ms are responsible for verifying that technical

changes are made to all affected elements. When changes are approved, it is the responsibility of



the L2M to ensure all elements under the scope of the approved BCR are properly communicated to

responsible parties and implemented. The L2M shall work with the QA Manager prior to authoring a

BCR to develop an implementation matrix to identify all elements requiring change. The

implementation matrix must identify the element, change process, responsible party, and

implementation status. Following an approved BCR and after all changes are made, the L2M shall

sign off on the implementation matrix and submit to the QAM for verification. The PIP-II QAM, or

designated QA representative, will evaluate the implementation matrix and the impacted elements to

verify if changes were adequately implemented. When the approved BCR is related to the scope of

work performed at a Partner, the responsible L2M shall coordinate with the Partner SPC to complete

the implementation matrix by identifying all affected elements at the Partner. The L2M is responsible

for coordination with the Partner SPC regarding the implementation of the changes under the scope

of the approved BCR. For technical changes made at a Partner, the L2M is responsible for signing

off on the implemented change. The L2M and QAM will verify all necessary changes were made via

documented evidence such as revised and released documentation or coordinated hold/witness

points. It is imperative that all changes are verified prior to the start of work under the scope of the

change.

PIP-II Project Manager and PIP-II Deputy Project Manager are responsible for verifying cost, scope,

or schedule changes to project controls documentation. The implementation and verification

procedures are defined in the FNAL OPSS EVMS Certified System Documents and Guidelines

referred above.

9. BCR and Disposition Databases

Approved and dispositioned BCRs and supporting information are logged in the OPSS fBCR tool

linked here: https://fbcr.fnal.gov/

10. Records

Records are stored as defined below:

• Technical BCRs and associated documentation presented to the DCB

o PIP-II Sharepoint site: Project Management -> Change Control

• PIP-II Baseline Change Request Record o OPSS fBCR tool: https://fbcr.fnal.gov/

• PIP-II BCR Disposition Record o OPSS fBCR tool: https://fbcr.fnal.gov/

• Approved BCR Implementation Matrix o PIP-II Sharepoint site: Project Management->Change Control

• PIP-II L2 System Internal Change Records o PIP-II Sharepoint site: L2 System Work Sites


https://fbcr.fnal.gov/





https://web.fnal.gov/project/piptech/Technical%20Integration/SitePages/Home.aspx



10.1. Record Retention Schedule

As of Department of Energy Administrative Records Schedule ADM 17 Section 30-C, the records associated with this process shall be stored throughout the life of the related systems/subsystems, assemblies, and components [14].