SUBJECT:

FERMILAB RESEARCH ALLIANCE

NUMBER: 12.PM-OOl
PROJECT MANAGEMENT
REsPONSffiILITY: Office of Project Management Oversight REVISION: 2
APPROVED By: Head, Office of Project Management Oversight
EFFECTIVE: 03/27109
TITLE Project WBS, OBS, RAM
1.0 PURPOSE
This procedure provides guidelines and fonnats for the development of the project Work
Breakdown Structure (WBS), WBS Dictionary, Organizational Breakdown Structure (OBS), and
Responsibility Assignment Matrix (RAM). The WBS subdivides and logically organizes the entire
project scope into its component elements to establish a framework for effective management
control of the project's scope, schedule, and budget. The WBS Dictionary is a set of specific
definitions that describe the scope of each work element identified in the WBS. The OBS is a
project organization framework for identification of accountability, responsibility, management,
and approvals of all authorized scope. The RAM integrates the organizational structure depicted in
the OBS with the work structure depicted in the WBS, establishing ownership of the work.
2.0 SCOPE
The scope of this procedure is to describe these project tools and provide guidelines for their
development. All projects using the Fermi Research Alliance, LLC (FRA) Eamed Value
Management System (EVMS) must have a WBS, WBS Dictionary, OBS, and RAM.
3.0 RESPONSmILITIES
3.1 Project Manager (PM) is responsible for
establishing project requirements and criteria
developing the project work scope by using appropriate design and engineering
resources to create a technical description
working with the control account managers (CAMs) and functional line management to
identify the resources for the project
defining the WBS, WBS Dictionary, OBS, and RAM for the project for internal control
and for external reporting
maintaining the WBS, WBS Dictionary, OBS, and RAM as controlled documents
ensuring the preparation of drawings, specifications, procurement documents,
installation and test instructions, and other documents to establish and record the project
configuration, including as-built documentation
storage and management of documents listed above
providing project office staff to execute project controls systems referenced in this
procedure
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PROCEDURES: PROJECT WBS, OBS, RAM
NUMBER 12.PM-OOI REVISION 2 EFFECTIVE: 03/27/09 PAGE20F 11
4.0 PROCEDURE
4.1 Work Breakdown Structure (WBS)
The project WBS is a product -oriented grouping of work elements that organizes and
defines the total scope of the project. The WBS is a multi-level framework that organizes
and graphically displays elements representing the work to be accomplished in logical
relationships. Each descending level represents an increasingly detailed definition/division
of a project component. The WBS is the structure that integrates and relates all project
work (technical, schedule, and budget) and is used throughout the lifecycle of a project to
identify, assign, and track specific work scopes. The WBS is created to the level required
by the project manager to plan and manage the project. In the Project Execution Plan
(PEP),the agreed level of detail for scoping and reporting with the customer is defined.
Each project will have a WBS unique to that project. A sample Work Breakdown Structure
can be found in Appendix C.
4.1.1 WBS Development Process
WBS development at Fermilab will take into account the following:
The WBS provides the framework for the scope, schedules, and budgets. It
includes the entire scope for the project. The WBS does not include scope
outside of that authorized as part of the scope baseline.
The WBS contains product -oriented or services-oriented elements, which are
successively subdivided into increasingly detailed and manageable work
products or elements.
Each WBS element represents an aggregation of all its subordinate elements.
Valid WBS elements have a specific output (i.e., a product or service),
discernible beginning and ending dates, and assigned resources.
The WBS has elements that can be assigned to individual managers who will be
responsible for the planning and control of the scope represented by each of
these elements.
The WBS is coded so that cost, schedule summarization, and roll-ups are
possible from the work package level to the control account (CA) level, and to
each higher-level WBS element such that the sum of all elements equals the total
project.
The WBS consists of a number of levels, and extends to at least the CA level.
During initial development, CAs may not yet be defined. This guidance is meant
to apply to the completed WBS at the end of the planning process.
The total project will be referred to as level 1 in the WBS.
At its upper levels, the WBS can have lifecycle-phase elements (i.e., initiation,
definition, execution, and transition/closeout) to allow for the closeout of
completed work at a high level in the WBS. In the DOE system, these lifecycle
phase elements can align with specific Critical Decisions (CD).
At its upper levels, the WBS has elements designated for reporting performance
data to the funding agencies.
All required external reporting elements (such as CD Reviews) are included.
All of the items appearing on the WBS are traceable to items on the project
schedule.
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Project Management Oversight's Web Page: http://www.fnal.gov/direcrorateiOPMOlProcPollhome.hun Print Date: 312712009
NUMBER 12.PM-OOl
PROCEDURES: PROJECT WBS, OBS, RAM
REVISION 2 EFFECTIVE: 03/27/09 PAGE30F 11
The WBS includes elements at the control account (CA) level for major
subcontracted efforts.
The WBS does not include contingency since this does not represent project
work.
4.2 WBS Dictionary: The WBS Dictionary is a set of specific definitions that describe the
scope of each work element identified in the WBS. It defines each element in tenns of the
content of the work to be perfonned. The WBS Dictionary also documents or references the
relevant requirements that pertain to this element. The WBS Dictionary demonstrates that
the scope of work for the project and the WBS are fully reconciled. Each project will have a
WBS Dictionary unique to that project. A sample WBS Dictionary can be found in
Appendix D. This fonnat is not required, but the infonnation contained must be included in
any fonnat used.
4.3 Organizational Breakdown Structure (OBS): The project Organizational Breakdown
Structure (OBS) is a functionally oriented division of the individuals and organizations
responsible for performing the work on a specific project. The OBS is an organizational
framework used for identifying accountability, responsibility, management and approvals of
all authorized work scope. The OBS helps management focus on establishing the most
efficient organization to perfonn project work scope by taking into consideration
availability and capability of management and technical staff, including subcontractors, to
achieve the project objectives.
The OBS identifies the organization responsible for completing each major segment of
work. The assignment of lower-level segments to responsible managers provides a key
control point for management purposes. Each project will have an OBS unique to that
project. A sample OBS can be found in Appendix E.
4.4 Responsibility Assignment Matrix (RAM): The RAM is an essential element of the
project plan that integrates the organizational structure defined in the OBS with the scope of
work outlined in the WBS. The RAM establishes ownership of the work depicted in the
WBS by linking the WBS and the OBS. The intersection of the WBS and OBS, as shown
on the RAM, is the control account (CA). EVMS RAMs will identify the control account
managers (CAMs) for these intersection points by name. The intersection point will also
include the budgeted cost of work scheduled (BCWS), resulting in a "dollarized RAM."
The sum of the CAs will total the total project BCWS. Each project will have a RAM
unique to that project. A sample RAM can be found in Appendix F.
4.5 Development Process: The Project Manager will identify the staff resources and the
organizations necessary to participate in the planning and execution of the project. The
Project Manager will seek agreement with the line management of these organizations as to
their role and extent of involvement, based on initial project requirements. The Project
Manager will then assemble the project team and develop the project's OBS and RAM. The
assignment of CAMs, as required to complete the RAM, will be with the concurrence of line
management. For purposes of the project organization, all CAMs report to the Project
Manager.
No copy printed from this site is official. Before using a printed copy, verify that it is the most current version by checking the document revision on Office of
Project Management Oversight's Web Page: http://www.fnaJ.gov/direclorateiOPMOlProcPoUhome.htm Print Date: 3127/2009
PROCEDURES: PROJECT WBS, OBS, RAM
NUMBER 12.PM-OOI REVISION 2 EFFECTIVE: 03/27/09 PAGE40F II
5.0 REFERENCES
DOE Order 413.3A, Program and Project Management for the Acquisition of Capital Assets
FRA Earned Value Management System Description
EVMS Procedure l2.PM-002, Control Accounts, Work Packages, Planning Packages
6.0 APPENDICES
12.PM-OOIA: Appendix A: Signature Page and Revision History
12.PM-OOIB: Appendix B: Acronyms and Glossary
12.PM-OOIC: Appendix C: Work Breakdown Structure (WBS) - Sample
12.PM-OOID: Appendix D: WBS Dictionary - Sample
12.PM-OOlE: Appendix E: Organizational Breakdown Structure (OBS) - Sample
12.PM-OOIF: Appendix F: Responsibility Assignment Matrix (RAM) - Sample
No copy printed from this site is official. Before using a printed copy, verify that it is the most current version by checking the document revision on Office of
Project Management Oversighl's Web Page: http://www.fnal.gov/directoratelOPMO/ProcPollhome.htm Print Date: 3(2712009
Appendix A
SIGNATURE PAGE AND REVISION IllSTORY
This procedure approved
Director, Office of Project Management and Oversight
Fermi National Accelerator Laboratory
Dr. L. E. Temple
TABLE OF REVISIONS
Author(s) Description Revision
Initial Version 0
E. McCluskey In Appendix B changed definition of 1
Control Account and added definition for
Control Account Manager.
E. McCluskey Revised OBS definition 2
DATE
Date
10/17/08
12/02/08
03/27/09
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Project Management Oversight'S Web Page: hup:llwww.fnal.gov/directoratelOPMOlProcPolfhome.htm Print Date: 3(27(2009
AppendixB
ACRONYMS AND GLOSSARY
BCWP - Budgeted Cost of Work Performed
BCWS - Budgeted Cost of Work Scheduled
CA - Control Account
CAM - Control Account Manager
CD - Critical Decision
DOE- U.S. Department of Energy
EVMS - Earned Value Management System
FRA - Fermi Research Alliance, LLC
OBS - Organizational Breakdown Structure
PEP - Project Execution Plan
PV - Planned Value (also known as BCWS)
RAM - Responsibility Assignment Matrix
SOW - Statement of Work
WBS - Work Breakdown Structure
Contract - A contract is a mutually binding agreement that obligates the seller to provide the specified product and
obligates the buyer to pay for it.
Contractor - An individual, partnership, company, corporation, or association having a contract with a contracting agency
for the design, development, maintenance, modification, or supply of deliverable items and/or services under the terms of
a contract.
Control Account (CA) - A key management control point located at the natural intersection point of the WBS and the
OBS, where functional responsibility for work is assigned. It represents the point at which budgets (resource plans) and
actual costs are accumulated and compared to earned value for management control purposes.
Control Account Manager (CAM) - The member of the project team responsible for the performance defined in a
Control Account and for managing the resources authorized to accomplish the tasks.
Critical Decision (CD) - On DOE projects, a formal determination made by the Acquisition Executive and/or designated
official at a specific point in a project life cycle that allows the project to proceed. Critical Decisions occur in the course of
a project: at determination of Mission Need (CD-O), at the completion of conceptual design (CD-I), at project baselining
(CD-2), at the commencement of execution (CD-3), and at turnover (CD-4).
Program Office - The DOE headquarters organizational element responsible for managing a program
Project - In general, a unique effort that supports a program mission; has defined start and end points; is undertaken to
create a product, facility, or system; and contains interdependent activities planned to meet a common objective or
mission. A project is not constrained to any specific element of the budget structure (e.g., operating expense or plant and
capital equipment). Construction, if required, is part of the total project Projects include planning and execution of
construction, renovation, modification, environmental restoration, decontamination and decommissioning efforts, and
large capital equipment or technology development activities. Tasks that do not include the above elements, such as basic
research, grants, ordinary repairs, maintenance of facilities, and operations, are not considered projects.
Project Execution Plan (PEP) - The plan for the execution of the project, which establishes roles and responsibilities and
defines how the project will be executed. Every project implementing Earned Value management will have a unique
project execution plan.
Schedule - A plan that defines when specified work is to be done to accomplish program objectives on time.
Statement of Work (SOW) - The document that defines the work-scope requirements for a project. It is a basic element
of control used in the processes of work assignment (scope) and the establishment of project schedules and budgets.
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Project Management Oversight's Web Page: http://www.fnal.gov/directorateiOPMOIProcPoJJhome.htm Print Date: 312712009
System - A collection of interdependent equipment and procedures assembled and integrated to perfonn a well-<lefined
purpose. It is an assembly of procedures, processes, methods, routines, or techniques united by some fonn of regulated
interaction to fonn an organized whole.
Work Breakdown Structure (WBS) - A product-<lriented grouping of project elements that organizes and defines the
total scope of the project. The WBS is a multilevel framework that organizes and graphically displays elements
representing work to be accomplished in logical relationships. Each descending level represents an increasingly detailed
definition of a project component. Project components may be products or services. It is the structure and code that
integrates and relates all project work (technical, schedule, and cost) and is used throughout the life cycle of a project to
identify and track specific work scopes.
Work Breakdown Structure Dictionary - A listing of work breakdown structure elements with a short description of the
work-scope content in each element
Work Package - A task or set of tasks perfonned within a control account.
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Project Management Oversight'S Web Page: hltp:/Iwww.fnal.gov/directorateJOPMOlProcPolfhome.htm Print Date: 3/27/2009
Appendix C
EXAMPLE OF WBS (OUTLINE FORMAT)
This example is for a project scope consistent with designing and building components (four cryomodules),
constructing a small building to house the completed units and developing a database to store information
regarding fabrication and testing. All facilities needed to actually assemble and test the components as well as
the hardware for the database already exist and are outside the project scope. All WBS elements have been
expanded to their lowest level to demonstrate the detail of the project.
was Numbef
"
~ . WBSNumber
"
..
1. Cryomodule Production Project
1. 1.
,
= ',1
Project Management
1. 1. 1. Overall Project Management
1. 1. 2 DOE 413.3 Documentation
1. 1.2 1. CD-I DocumentatiOn 1. 3. 2 .. eMt COld Mass Pans (not cavities)
1. 1. 2 2 CO.2 Documentation 1. 3. 2 .. CMt Vacuum Vessel
1. 1. 2 3. CD3 Documentation
1. "
2 . eMt Instrumentation
1. 1. 2

CD4 Documentation 1. 3. 2 7. GMt Couplers
1.
1. "
ES&H 1. 3 2 7. 1. CMt Power Coupler
1.
,. ,
25125.1.2 Conventional Facilities 1. 3. 2 7. 2 GMt HOM Coupler
1. ,. 1. Conceptual Design Phase 1. 3. 2 .. GMt Assembly & Integration
1.
,.
1. 1. Consultant Support Concept Design 1. 3. 2 .. 1 . EOIA for GMt Integration
1.
,.
1. 2 FNAL Support - Concept Design 1. 3. 2 .. 2 Assembly 01 GMt Cavity String (in clean room)
1. 2 2 Preliminary Design Phase 1. 3. 2 . 3 Assembly of CMt Cryomodule (out clean room)
1. 2 2 1. Consultant SupPOrt - Prelim Design 1. 3. 2 s .. GMt Qualification Test
1.3 3 3 FNAL Support - Prelim Design 1. 3. 3.
,
=s.1.:U Cryomodule Production Components
1. 2 3. Site Prep Package 1. 3. 3. 1. EOIA for Cryomodule Components
1. 2 3. 1. Final Design Site Prep 1. 3. 3.
,.
Dressed Cavities (81CM)
1. 2.: 3. 1. 1. Consultant Support Site Prep 1 . 3. 2. 1. Raw Niobium for cavity
1. 2. 3. 1.
,.
FNAL Support Site Prep 1. 3. 3. 2
,.
Cavity & Helium Vessel
1. 2 3. 2 Construction Phase Site Prep 1. 3. 3. 2 3. Cavity Processing
1. 3 3. 3 1. Subcontractor Site Prep 1. 3. 3. 2

Cavity Qualification
1.
,.
a 2 2 Advanced Procured Items Site Prep 1.

3. 2 .. Cavity Tuners
1.
,.

2 3. Construction Phase Support Site Prep 1. 3. 3.
,.
.. Cavity Dressing
1. ,. 3 2 3. 1. Consultant Support Site Prep Construction 1. 3. 3. 2. 7. Cavity Shipping & Handling
1.
,.
3 2. 3. 2. FNAL Support Site Prep Construction 1. 3. 3 3. Magnetic Package
1. ,.

Building Package 1. 3. 3. 3. 1. EOIA for MagnetIC Package
1.
,.
.. 1. Final Design Building 1 . 3 . 3. 2 Quad & Corrector PaCkage
1.
,.

1. 1. Consultant Support Building Final Design 1. 3. 3 3. a .PM
1.
,.
.. 1 .
,. FNAl Support Building Final Design 1. 3.

3 . Helium Vessel & Parts
1. 2: 4. 2 ConstructiOn Phase Building 1. 3. 3 3. S. Current leads
1.
,. .. 2 1 . Subcontractor Building 1. 3. 3. 3.

Magnet T estJng
1.
,.

2
,.
Advanced Procured Items Building 1. 3. 3. .. Cold Mass Parts (not cavities)
1.
,.

3 3. Construction Phase Support Building 1. 3. 3. S. Vacuum Vessel
1. 2. .. 3 3. 1. Consultant Support Building Construction 1. 3. 3. 6 . InSirumenlatlon
1.
,.

2 3. 2 FNAl Support Building Cnstructlon 1. a 3. 7. Couplers
1.
,.
.. Outfitting Package 1 . 3. 7. 1. Power Coupler
1. 2. S. 1. Final Design Outfining 1. 3. 3. 7. 2. HOM Coupler
1. 2. s. 1. 1. Consultant Support Outfinlng Flnal Design 1. 3

,
= 5. 1.3.4 Cryomodule Production Assembly & Integration
1. 2. S. 1.2 FNAL Support Outfitting Final Design 1. 3.

1. EOIA for Cryomodule Integration
1.
,.

2 Construction Phase Outfitting 1. 3.

,.
Assembly of Cavity String (Inside Clean room)
1.
, .
.. 2 1. Subcontractor Outfitting 1. 3. 4. 3. Assembly of Cryomodule (outside clean room)
1.
,.
.. 2 2 Advanced Procured Items Outfitting 1. 3.

. . Cryornodule Oualificatlon Test
1.
,.
.. 2 3 . Construction Phase Support Outfitting 1. 3. .. .. Cryomodule Shipping & Handling
1.
, .
.. 2 3. 1 Consultant Support Outfining Construction 1. 4.
,
Z51'25.1." Database Management
1. 2 .. 2 3.
,
FNAL Support Outfinlng Construction 1. 4. 1. Database Design
1. 3. CryomoduJe with Quad 1. 4. 1. 1. Requirements Document
1. 3. 1.
,
:!5f25. 1.3.1 Cryomodute Final Design 1 . t. 2. Interface Document
1. 3.
,. ,
25/25.1.3.2 Cryomodule Prototype (CM1) 1.

t . 3. Database Schema
1. 3. 3 1. EOIA lor CM1 Components 1.

2 Database Construction
1. 3. 2 2 CM1 Dressed cavities (81CM) 1. <
,.
1. COOing
1. 3. 2 3 1. Raw Niobium for CM1 Cavity 1 . 2 ,. sample Data Set
1. 3. 2 2
,. CM1 Cavity & Helium Vessel 1 . 3. EkltaTest
1. 3. 2. 3 3. GMt Cavity Processing t . 4 . .. Production Release
1. 3. 2. 2 .. GM1 Cavity Qualification 1. 4.

1. Training Materials
1. 3. 2 3 . GMt Cavity Tuners 1.

,.
Database Integration
1. 3. 2 3 .. GM1 Cavity Dressing 1. ..

3. Database Deployment
1. 3. 2 2 7. GMt Cavity Shipping & Handling 1. <

.. Transition Support to Ops Team
1. 3. 2 3. CMl MagnetIC Package
1. 3. 2 3. 1. EDIA for CMt Magnetic Package
1. 3. 2 3.
,. GMt Quad & Corrector Package
1. 3. 2. 3. 3. GM1BPM
1. 3. 2 3. 4. GM1 Helium Vessel & Parts
1. 3. 2 3. 5. GM1 Current Leads
1. 3. 2 3 . GM1 Maanet Testina
No copy printed from this site is official. Before using a printed copy, verify that it is the most current version by checking the document revision on Office of
Project Management Oversight's Web Page: http://www.fnal.gov/directoratelOPMOlProcPollhome.htm Print Date: 312712009
Appendix D
EXAMPLE OF WBS DICTIONARY
Continuing with the Cryomodule Project example from Appendix B. this example of a WBS Dictionary show the level of detail
to which the Scope of Work should be defined.
No copy printed from this site is official. Before using a printed copy, verify that it is the most current version by checking the document revision on Office of
Project Management Oversight's Web Page: http://www.fnal.gov/directorateJOPMOIProcPoVhome.htm Print Date: 312712009
AppendixE
EXAMPLE OF OBS
Continuing with the Cryomodule Project example from Appendix B, this example OBS shows an organizational structure from
the funding agency Program Office through the host laboratory to the project' s control account managers and supervisory staff.
u.s. FOOeral FL::ndi09
D:reci04' of Responsible Office - Abigail Chief Execu:r.-e)
Program Maro:ger - Bra ley \"Irn:alT'tS
Fermilab S,ft6 Q[1Ql: ,FSQl
-1
FSC
I
FSO Fedt.'\fal Pro,ect OIfCCtO( - YtlJium Persor. Suworl Stan
ReseMch Al liance
Boord of Directors
Robet. J Zimmer, Ch;:lIllTlaf'
Q;rectorn!!:
Slejh'1en D. Holmes, kisociate
Oira::torlQt Ac<:.@o:era!orS
P[2iect QIDr&
Manager - Adam $m:lh
PrDJeC- - Omnne Vet""cl
ProteCt Ellgif'le{!f - G4:!0rge CoIcham
(Ferni lab AcceJem:or Oivisior)
I I I
Facilities Group
CryQ-T ech Grovp beslgll & II':egration Group

Cors""ction l\-tan3QOr Rod Buddwcll
Manager - CoIc!ham) Manager - Smgh - John RecCI d.t
fFermilab Facilities Ergireerin9
(Fertnllnb Accelermor (Ulke S:a:e Ur iversity) (Fem"lI..1b Computing Div:sionj
SefViC8l5 S6c1ion,
Asst. M.lJ'lager - )'o/ilma EVOlnS100
(FerrTlao Tedlrical DIvision)
R. R.. lddal't
J Pvlirtlno
K Fel'dman
An.: hi tect.
l!>igfl & SimulfltJan
DBA Lei:uj l!r
W Sizewell
(DESYI
Pro'.otyptt Facilities
J. Sunerfield
H. U:i$ko
R H(7.ve' l
Engsf1e9m'9 Supervisor
Accelera:or Integration
Le.EU1ijt
S. Fams:v.u11h
(CERN)
PmdUC!' OI'l Manager
T Kin.:
J. Kril'lgle
L Sheldon
Inspec:oon Supervisor
Coup1in9 Integrlt)'
ACrninh\\rrdan
H. Ricker,backer
(Fermilab Ar::r; ON i
T65'ln9 $tlpflrvi"Or
I
- -
_.-
- - 1
T. Vcss
D&D Su'lderc;;
PtotOftpe Desigr.
I
Primary Contrdaor
F Galena
I
(OESY. corsul-.an: } I
Safely
- - - - - - -"
No copy printed from this site is official. Before using a prinled copy, verify that it is the most current version by checki ng the document revision on Office of
Project Management Oversight's Web Page: http://www.fnal. gov/directoralelOPMOlProcPol/homc.hlm Print Dale: 3n7fl1X)9
AppendixF
EXAMPLE OF RAM
Continuing with the Cryomodule Project example from Appendix B, this example of a simple RAM shows how the control
accounts are intersections of the Project WBS and OBS. Since the budgets for each CA are shown, this is a "dollarized" RAM.
Project OBS
Faci!ities Group
Design & Integration
Group
Cryo-Tech Group
IT Group
I
l
Managament
1.1
25125.1.1
A. Smtth
$300k
ProjectWBS
l ProductiOn Project
1.0
I
I
l Con_Uona' )
Fildll!es
1.2
I
Cryomodule
Final OaS/gll
1.3. 1
25125.1.2
25125.1.3.1
I
I
( J
r O."b... 1 WlltlOuao
Mana
1
e:m
ent
1.3
I
I I I
C<yomodule
C<yomo<>J'. C<yomod,'"
Proto"...
Prod""""
P"","",on
Components AiS&mbly ..
1.3.2 1 33 1.3.4
25125.1.3.2 25125.1.3.3 25/25.1.3.4
S.
25125.1 .4
J. Recalli!
S250k
No copy printed from this site is official. Before using a printed copy, verify that it is the most current version by checking the document revision on Office of
Project Management Oversight's Web Page: http://www.fnal.gov/directoratclOPMOfProcPol/home.htm Print Dale: 3127(2009