FRA New Initiatives:
OHAP - Organization and Human Asset Plan
Evolution of Workforce

    Required skill mix may vary with time,
    especially with ending the Tevatron, and starting new programs.

    We need to analyze differences between resources available and resource needs for the future program.

    This gap analysis helps planning for retraining, redirecting, and retaining Fermilab staff.

Long-term plan
  • Develop a coherent process / format for the entire laboratory including OHAP, Lab-wide WBS, HR, Projects, Programs etc.
  • Chose Primavera (choice for the ILC) as the software for this purpose
  • Working versions of Primavera are not available yet -- possibly available by end of 2008
  • Team formed for the conceptual design of our needs with Primavera
    1. Young-Kee Kim (Directorate)
    2. Dean Hoffer (Directorate)
    3. Connee Trimby (Finance)
    4. Kathi Luedemann (WDRS)
    5. Barbara Brooks (WDRS)
    6. Mike Lindgren (PPD)
    7. Rich Stanek (ILC)
    8. Peter Garbincius (ILC)
    9. Ken Domann (AD)
    10. Elaine McCluskey (AD)
    11. Bakul Banerjee (CD)
    12. Jamie Blowers (TD)
    13. Bill Freeman (PPD)
Short-term process: using spreadsheets (labor-intensive)
  1. Classify job skills (December 2006 - March 2007) - Complete
    • Get Lab-wide human resources/skills needed to execute the programs.
    • 127 functionalities are identified - see here
  2. Classified Lab's current Workforce in 127 functionalities and HR titles - Complete
  3. Stategic Plan for Future Programs (June 2007 - September 2007)
  4. Study skill needs from FY08 to FY12 - Complete
    • Made the list of projects and programs (about 50 in total) - See here.
    • Provided assumptions and guidelines
      • Between June 2007 and October 2007, changed our assumptions multiple times -- e.g. Tevatron FY10 running
    • Collected data from Divisions, Sections, and Centers based on the assumptions given
    • Assigend a div./sec./center representative and a person for each project and program ("validation lead"). See here.
      • This person worked with divisions and centers to make sure that we capture all the needs and avoid double counting.
      • This involved several iterations.
    • Had various strategy meetings
      • e.g. ILC detector R&D, CMS upgrades, muon collider R&D, etc.
  5. Assumptions and guidelines in October 2007
    • Tevatron Operations
      • runs until the end of FY10
      • no further upgrades or new improvements
      • focus on commissioning of installed improvements and reliable running to maximize the total integrated luminosity
    • Tevatron decommissioning with minimal efforts
      • Tevatron decommissioning
      • CDF decommissioning
      • DZero decommissioning
  6. Resource Needs and Future Initiatives
    • Resource Needs include
      • CMS Upgrades
      • NOvA, MINERvA, DES, COUPP (60 litre) Construction
      • ILC Accelerator R&D - Contant at current efforts of 152 FTEs (with skills needed, not skill available)
      • ILC Detector R&D - from ~20 FTEs in FY08 to ~35 FTEs in FY12
      • Muon Collider R&D
      • HINS R&D
      • LAr TPC R&D - constant at current efforts of ~11 FTEs
      • SNAP R&D - constant at current efforts of 5-6 FTEs
    • Future Initiatives - not included in resource needs
      • CDMS 25kg
      • COUPP (500 litre)
      • Auger North
      • SNAP
      • SNuMI
      • Project X Accelerator R&D
      • Future experiments with a high intensity proton source (muon, kaon, ....)
      • LAr TPC construction (from ~100 ton level to ~100k ton level)
  7. Gap Analysis - Complete (December 14, 2007)
    • Analyze differences between Current Resources and Resource Needs
    • This allows us to see "resources available" for "future initiatives" described in Section 6.
  8. Year 2008 and 2009
    • Gap Analysis
      • Analyze available resources for various possible future initiatives.
      • Use a strategic plan / priorities in this analysis.
    • Formed various teams based on skills and evaluated the OHAP data and identified jobs/skills for contract hires and for new hires
      • Engineering/Designer Task Force
        • Contract Hires
          • 5 positions in Engineer / Designer (Process Controls Engineer, Cryogenic Engineer, Fluids System Engineer, Mechanical Designer, Mechanical Engineer)
          • 6 positions primarily for Superconducting RF (4 Mechanical Designers, 2 Engineers)
          • Many filled, a few in process
        • Staff Hires
          • 1 position for Project Engineer (LBNE)
          • 2 positions for junior engineers
          • 2 positions for Bardeen Fellow (engineers)
      • Project manager tema for Project Support
        • Contract Hires
          • 3 positions for Project Office (Project Controls Specialists)
      • Scientists
        • The composition in the energy, intensity, and cosmic frontiers needs to be evolved in the next ten years to match the science strategy, and the implementation has begun.
        • Shortage in the intensity frontier (neutrinos in particular)
          • Keeping a constant level = a few new hires / year
          • Most of new hires will be at the intensity frontier.
  9. Nest Step (1) - Summer and Fall 2009
    • 3rd iteration of the OHAP process with better software tools
  10. Next Step (2) - Succession Planning
    • Develop staff to replace Senior management, Department or group leader Key expertise over many functions as required
      • Terms expire
      • Retirement
      • Single-point failure
    • Identify and prepare suitable employees through mentoring, training and job rotation
    • Develop a hiring plan based on various inputs including an age profile for each job classification