DOE Review of the LCLS Project

1. DOE Review of the LCLS Project LCLS Project Management M. Reichanadter LCLS Deputy Project Director

2. Review Documentation • LCLS Project Review information is located at: • http://www-ssrl.slac.stanford.edu/lcls/doe_reviews/2007-july10-12/index.htm • Thumb drives, hardcopies of documentation and plenary presentations. • Project Documentation: • WBS Dictionary • Summary Schedule – Detailed Schedules • Cost To Go Estimates – Fully burdened and escalated. • Injector Safety Assessment Document, LCLS ISM Document • Milestones & Milestone Dictionary - Updated milestone and definitions. • April 2007 Monthly Report – progress/issues, CPR, milestones • Response to Recommendations from October 2006 Review • Risk Management Plan and Risk Registry • PARS Report, Project Data Sheet, Project Execution Plan • Additional information for upcoming EIR • Questions? • Contact Helen O’Donnell X3368, heleno@slac.stanford.edu

3. Outline • Project Progress / Status • Cost, Schedule and Milestone Performance • Contingency Allocation and EAC • Continuing Resolution • Recent effects of the FY07 CR • Project mitigations and revised project baseline • Procurement Status • Risk Mitigation • Summary

4. Progress since October 2006 • LCLS Performance – Good News • Injector TEC complete, commissioning underway • Linac is recovering from CR effects. Preparing to install 2nd Bunch Compressor on original schedule. • Undulator magnets @ SLAC under full measurement program • Civil Construction effort fully deployed. • Stronger SLAC and Turner teams in place. • LCLS Performance – Bad News • FY07 funding uncertainties have degraded overall CPI and SPI • Redirected staff, hold procurements. SPI drops to ‘yellow’ • $8M funding reduction in FY07 requires project to replan remaining work. • Shift procurements from FY07 to FY09, phase CD-4 • DOE directs change to baseline to address the CR effects • EIR scheduled for August 2007

5. LCLS Progress on Approved Baseline • % Planned 52% • % Complete 46% • SPI = 0.88 • CPI = 0.92 • EAC up-trend BCWP down- trend, due to CR • $ total burn rate ~$7M per/mo • SLAC labor portion burns ~ $2.5M/mo

6. LCLS TEC Earned Value (through Apr07) • BCWS $160.0M • BCWP $140.7M • ACWP $154.8M • EAC $298.3M • Outstanding Phase-Funded Awards $76.4M • % Contingency on uncommitted work 14.5% • EAC includes all remaining work, overruns, potential BCR’s and reserve for high risk items. • % contingency degraded from ~22% to 14.5% over past two quarters due to redirection of staff and funding uncertainties.

7. Cost and Schedule Variance Trend • CV and SV show significant degradation • Primary cause: redirected staff, hold on funding / procurements • Lower earned-value and rise in EAC

8. Recent L3 Milestone Performance Milestone Plan Actual Var CF – Research Yard Mods BO 9/21/06 8/30/06 -16d UN - MMF Ready to Measure 10/27/06 8/28/06 -44d LN – X-Band Klystron RFI 11/27/06 8/31/06 -62d IN – Start Laser Commission 12/14/06 1/16/07 14d IN – Inj Controls Install Complete 1/2/07 3/16/07 52d LN - Start BC1 Commissioning 2/28/07 3/30/07 22d IN - Start Injector Commission 3/6/07 4/5/07 22d CF – Linac Power/Water Available 6/11/07 3/29/07 -52d UN – 33 Undulators @ SLAC 7/6/07 4/30/07 -49d Despite the CR effects, LCLS team has been able to deliver on its near-term milestones.

9. Key Upcoming L3 Milestones Milestone Plan Comments s XT – AWARD: LE Mirror Substrate Jul-07 Awarded XE – COMP: AMO PDR Meeting Aug-07 On schedule PM – FY07 Shutdown: HW RFI Nov-07 On schedule XE – 2-D Detector Mid-Project Review Nov-07 On schedule XT – AWARD: HE Mirror Substrate Nov-07 On schedule XT – Fixed Mask RTS to SLAC Dec-07 On schedule LN – BC-2 Installation Complete Jan-08 On schedule, tight UH – 1st Prod Vac Chamber @ SLAC Jan-08 Near CP, issues CF – BTH, FEE, UH, EBD Co-Occ Dec-07 CP, On schedule, tight LN – Start Linac Commissioning Feb-08 On schedule, tight Mitigate vacuum chamber risk with focused and experienced task force Co-Occupancy interface to installation effort. Critical interface.

10. A S O N D J F M A M J J A S 2006 2007 CR Funding Uncertainty Time-Line Continuing Resolution LCLS funded incrementally at ~$86M level. FY07 planned funding $122M Funding Uncertainty Funds arrive at ANL Possible year-long CR No funding restoration until FY09 DOE directs LCLS to revise baseline plan. Budget passed. LCLS funded at $114M level

11. CR Impacts and Mitigation Actions • Impact: Funding Uncertainty • Range from ~$83M to full funding (~122M) • FY07 peak funding year, FY08 funding fixed at $66.9M • Mitigation: Redirect management team • Review/revise planning. Reset priorities. • Maintain civil construction and technical commitments • Maintain existing core team, defer matrixed staff at 3 labs • Defer future procurements, cancel FY07 shutdown • Hold procurements at all 3 labs to avoid risk to BA • Cost: ~$4.1M • Standing army (actualized costs without earned value)

12. CR Impacts and Mitigation Actions • Impact: $8M FY07 funding reduction • Mitigation: • Develop new plan based upon reduced funding profile. • Defer selected procurements from FY07 to FY09 • Minimize impacts to science with phased CD-4a, CD-4b • Accelerate shutdown procurements to recover schedule • Cost: ~$20.9M • Project extended by 14 months • Staffing costs, no changes to scope • CD-4a, first LCLS science 4 months beyond original plan • Project is funding limited in FY08

13. Mitigation Action – Phased CD-4 • Beam Transport Hall – 227m long above grade facility to transport the electron beam through the existing RSY • Near Experimental Hall – underground facility whose primary function is to house 3 experimental hutches, prep and shops • Undulator Hall – 170m long underground tunnel housing undulators and ancillary equipment • Far Experimental Hall – underground single 46’ cavern to house 3 experimental hutches and prep space • Front End Enclosure – 40m long underground facility to house diagnostic equipment in support of photon beam CD-4a LCLS Operations in NEH – July 2009 • X-Ray Transport Tunnel – 200m long underground tunnel used to transport photon beams to FEH Defer XT, XE technical procurements until FY09 CD-4b LCLS Operations in FEH - May 2010

14. CR Impacts and Mitigation Actions • Impact: Replan remaining LCLS work • Mitigation: Redirect management team • With FY07 funding known, reassess impacts on planned shutdown, CD-4a, CD-4b • Prepare revised LCLS baseline documentation • All changes to baseline related to CR Impacts • Limited EIR to validate baseline change • Cost: ~$1.4M • Redirected army (actualized costs without earned value)

15. Summary of CR Impacts (K$) CR Summary captures project impacts both past (realized) and future (ETC): • Delay costs, acceleration costs, redirected and standing army costs, escalation. • No changes to scope. • Redistribution of costs from OPC to TEC to reflect extended TEC. • Update contingency and management reserve on ETC.

16. Scope, Cost & Schedule Items • No changes in scope or technical capabilities. • Little or no scope contingency remaining. • All estimates prepared FY2007 dollars. • SLAC, ANL & LLNL indirect rates unchanged: • SLAC indirect rate for LCLS, LUSI projects of 20% labor, 6% capped @ $500K for M&S. • ANL, LLNL rates unchanged. • Standard DOE escalation guidance applied • LCLS and SLAC management worked to minimize cost growth by coordinating staff roll-off into operations once commissioning goals are achieved.

17. Revised TPC Funding Profile FY08 contingency is tight • FY07 TEC down $5M • FY08 no restoration • CR degraded performance Mitigation • Pushed work into FY09. • Identified swing procurements • Track on risk list.

18. Revised ETC, BAC @ L2 • Awarded contracts reserve 10% contingency for CF and 5% on technical.

19. Basis of Estimate on Remaining Work (TEC)

20. LCLS schedule to CD-4a and CD-4b • CD-4a (July 2009) Photons in the FEE and NEH • CP - UH Occupancy – BPMs - install – commission – NEH Photons • Total float to CD-4a; 71 working days (~3-1/2months) • Near CP – Undulator vacuum system, Undulator testing • “Early-occupancy” Target dates allow installation prior to BO. • Priority to Turner. Staying to CF schedule is key. • CD-4b (May 2010) Photons in FEH – Project Complete • CP – FY09 funding – FEH Hutch BO – Install – FEH Photons • Total float to CD-4b; 84 working days (~4months) • Near CP – XT/XE procurements tied to FY09 funding • FEL commissioning is done early, lower risk at CD-4b LCLS summary schedule w/CP in backup documentation

21. LCLS Procurements • LCLS using co-located procurement group (7) • 1 Manager, 3 Buyers, 1 FCO/Buyer, 2 Consultants • B. Miller (Consultant), J. Dee (Price Negotiation) • S. Zadel (FCO’s and submittals) • Weekly technical/procurement staff meetings • Procurements monitored via and CP List and APP’s • Field Change Order Process monitored closely • ~4.4% on work accomplished • Recent SLAC PERT review • LCLS too slow on closing out field changes (FCOs) • Identified earlier by LCLS Self-Assessment. CAP in place. • DOE SSO to approve all SLAC procurement actions >$100K • LCLS using detailed planning & tracking document (incl. DOE actions) for next 6 months. • Add to risk registry. Need to stay on top of this. So far, so good.

22. Most LCLS contracts completed or awarded • ~$185M of procurements and subcontracts, ~$27M remain. • Some specialty components but most are commodities. (vacuum, cabling, power supplies) • Largest Remaining Procurements • Space Renovation ~$5.0M • 2 FEH Hutches ~$2.2M • 12kV Utility ~$1.6M • Install Contracts • Cost Risks • CF Procurements • Additional expertise in cost estimating • Staying to Schedule • System Integration

23. Risks & Mitigations • Baseline – Need a baseline to measure against. • Refocus project team on building the project. Project is at capacity, ~$7M/month. • EIR in August. ESAAB as soon as possible. • Safety – Particularly construction and installation • Fully staffed in ES&H, construction safety and oversight (UTR’s) • Regular inspections, enforced procedures, stand-downs, tool box meetings • Aligned DOE, SLAC, Turner, Jacobs, Subcontractors • Cost Control • Monitor FY08 contingency – See Risk Registry • Track FCO usage, obligations, SLAC labor • Strong, experienced negotiating (procurement. legal) team in place. • Schedule Control • Central coordination of Installation activities with detailed schedules • Undulator Vacuum Chamber – Parallel design effort, Task Force • Interfaces and Transitions (LUSI, Linac Ops, LCLS Ops, Science Prog) • LUSI rolled into LCLS. Other interfaces are being making progress • System integration facilitated by APD-Engineering and Integration Manager • Regular access and communication with SLAC Directorate

24. Summary • LCLS has prepared a revised ETC to address the funding uncertainties and reduced funding in FY07. • TPC of $409M ($30M delta) and phased CD-4 (14 month extension) • The revised ETC allows the project to complete its commitments (technical, cost and schedule) to DOE. • No changes to scope or technical capabilities • Cost and schedule contingencies are adequate • Contingency is tight in FY08 • Challenges ahead: • Maintain construction progress, refocus on building the project • Prepare for efficient handoff to installation teams • Continue good progress on commissioning • Get ready for LCLS transition to operations and LUSI

25. LCLS Earned Value Indices • CPI and SPI trend: Degraded due to CR. Redirected staff, hold on procurements, Injector variances (done), MMF Setup