As a result of recent discussions between the US CMS collaboration, the Director of the host laboratory, Fermilab, and DOE and NSF, revisions are proposed to the US CMS Project Management Plan of September 30, 1996. These revisions will be presented to the US CMS collaboration at the upcoming collaboration meeting (UC San Diego, April 11-12, 1997) where there will be a necessary opportunity to fully discuss and ratify them. At present they are to be considered drafts.

The main revision involves the clarification that the position of US CMS Project Manager and US CMS Spokesperson are the same. Hence the Project Manager/Spokesperson is to be proposed by the collaboration and appointed jointly by the DOE/NSF and Fermilab for the period of construction. The Project Manager must therefore be removable by DOE/NSF or Fermilab or the collaboration. The responsibilities of the US CMS Project Manager are to be spelled out in a letter of joint appointment from DOE/NSF and Fermilab to the Project Manager. A copy of that letter in its present form is appended as Appendix A.

In addition, the DOE and NSF request that Fermilab exercise management oversight for the US CMS detector project. A Project Management Group (PMG), which will report directly to the DOE and NSF, will be convened by Fermilab for this purpose. The PMG will also serve as the change control board, an entity whose composition had been left unspecified in the US CMS Project Management Plan (see Project Management Plan Section VIII). The Fermilab Director would then concur in the MOU between CERN and US CMS and in the MOU between US CMS and the collaborating institutions. The responsibilities of Fermilab are spelled out in a letter of joint appointment from DOE and NSF to the Fermilab Director. A copy of that letter in its present form is appended as Appendix B.

The other main revisions to the September 30, 1996 draft of the US CMS Project Management Plan which follow from this are:

• Most importantly, the crucial partnership between the DOE and the NSF and their relations with the US CMS Project Office and the Fermilab Directorate will be handled by a Joint Oversight Committee (JOC) consisting of the Head of Physics at the NSF and the Head of High Energy Physics at the DOE and their designees. Since the two agencies are in partnership for US CMS, such a committee is mandatory. As indicated in Fig. 1, the US CMS Project Manager reports directly to the Joint Oversight Committee and to Fermilab. In addition, a key responsibility of the Project Manager is to provide the budget request and recommended allocation of the assigned budget to the JOC.
  

• Another major change is the existence of the PMG. The PMG is reported to by the US CMS Project Manager. In turn, it independently reports to the JOC.
  

• The US CMS Management Board (Fig. III-4) is replaced by the attached Fig. 2. The main change here is to add an appointed subsystem level 2 project manager (who reports to the Project Manager) who will work closely with the elected subsystem institution board chair. Thus the US CMS Management Board becomes a mixed body of elected and appointed personnel. The level 2 project managers are those that had appeared in Table V-1, the main difference being that the group is now proposed by the relevant subsystem institution board and appointed by the Project Manager. Common Projects and Project Office now appear in the list of level 2 project managers, as they are elements of the level 2 WBS. In the case where US CMS physicists are CMS Project Managers, this structure will be made as consistent as possible with the overall CMS management structure.
  

• The US CMS Project Office (Fig. III-5) is replaced by the attached Fig. 3. It now reflects the leadership of the Project Manager and has a few details added. As part of its responsibilities as the host laboratory, Fermilab is aiding in the ramp up of the US CMS Project Office.
  

• The US CMS MOU, Authorization, Funding, and Reporting Structures (Fig. III-7) is replaced by Fig. 1. One major change is to explicitly recognize the different DOE and NSF funding routes. While funds will be disbursed by DOE directly to individual institutions, the NSF funds will be distributed and tracked by the NSF liaison office under the direction of Professor Reucroft at Northeastern University. This liaison office is part of the overall US CMS Project Office shown in Fig. 3. As US CMS is a unitary project, however, the Project Manager is responsible for the disposition of both NSF and DOE funds.
  
  

• The Table V-1 is modified by the assignment of the level 2 managers as specified in Fig. 2 of this note.
  

• The Table VI-1, CMS Project Milestones, has been expanded. The US CMS Management Board has now produced a set of level 1 milestones relevant to the US responsibilities within CMS. Following the level 1 milestones, the level 2 project managers have produced the level 2 schedule and milestones which are relevant to their subsystems. This work is in preparation for integrating the cost (WBS items - section V) and schedule (Section VI).
  

• The PMG will be the specific mechanism by which change control and contingency management are realized (Section VIII). The PMG is also the specific realization of the independent reporting to DOE and NSF mentioned in Section IX C.2.
  

• The lowest level of reporting is by the individual US CMS institutions to the level 2 project manager. To insure a proper level of detail, the reporting should be made at WBS level 7. It is at level 7 that the MOU between US CMS and the individual institution will be written. It is the responsibility of the level 2 managers to provide tracking and reporting at WBS level 7 to the Project Manager, and thence to the PMG and the JOC. The US CMS Memorandum of Understanding provides the mechanism for specifying the deliverables and identifying the work on the WBS items at level 7.