DOE Mini-Review of the LCLS Project

1. DOE Mini-Review of the LCLS Project LCLS Project Management M. Reichanadter / SLAC

2. Outline • Project Management Overview • Resource-Loaded Schedule & WBS Org • TPC, TEC, Contingency • Project Schedule & Critical Path • Project Organization & Management • Summary

3. LCLS Project Philosophy LCLS Project Structure Fixed-vs-flexible baseline, more management levels, more delegation. Transparent organizational structure and configuration management. LCLS team “owns the work plan”. The LCLS resource-loaded cost/schedule database is the single source of approved LCLS scope, cost and schedule work plan. “Plan the work … Work the plan”. Emphasis on meeting schedules/milestones. Changes to the “plan” are approved through change control. LCLS is not a green site. Identify core group of scientists, engineers and managers. LCLS Division @ SLAC, LCLS Groups @ ANL / LLNL Matrix supporting infrastructure from 3 collaborating labs. LCLS seeking industrial solutions (bias toward “buy” versus “make”) Candidates: Controls, Magnets, Vacuum, Lasers, Optics Core strength of LCLS team is Physics and System Integration LCLS will co-manage needed R&D along with baseline Controls, 2-D Pixel Detector, EOU Diagnostics LCLS identifies risks up-front (continuous over the life cycle) Conventional Facilities, Controls, XTOD, Undulators

4. LCLS Resource Loaded Schedule • The LCLS resource-loaded schedule comprises ~14,000 tasks. • ~9000 Activities with resources, ~900 Work Packages, ~600 Control Accounts • 7-L1, 34-L2 & 129-L3 milestones used to report progress. • Earned-Value measured against resource-loaded schedule. • LCLS uses Primavera (P3) for scheduling & COBRA as a cost processor. • SLAC has successfully delivered with P3/COBRA (PEP-II, GLAST, SPEAR-III). • Significant supporting documentation for LCLS base costs. • Basis of Estimate covers base costs only. Contingency assessed independently. • A WBS Dictionary defines the scope of work at the lowest WBS level (typically Level 5/6). • A series of design reviews/workshops were conducted to ensure that the scope of work will achieve the LCLS mission. • Contingency is assessed at the lowest WBS. • Design Maturity & Judgment Factor (risk-based) • Work schedule, commitments and resource profiles are derived from the resource-loaded schedule.

5. LCLS WBS • LCLS is organized into fully integrated (design through commissioning) decoupled systems. • Decoupling allows each system to go as fast as technically possible. • Allows phased commissioning Management & Integration Product-based Components I&A – Components into subsystems Physics Commissioning • Controls is embedded in technical systems. • Improves controls / hardware interface. • Configuration management is easier. • Needs good coordination between Controls Manager and System Manager. • Dual signature authority

6. LCLS Total Project Cost (Sep04) LCLS Revised Cost Estimate $315MAY TEC $379MAY TPC Approve CD-2b (Perf. Baseline) is planned for Dec-04. ~35.2% (was 29.5%) contingency on work remaining LCLS is ~37% complete on PED

7. Contingency Assessment @ L2 (Nov04) Compares well with Available Contingency on WR (35.2%)

8. TEC / OPC Profiles • TEC. Softened FY05 scheduled work (CR until Jan05, 40% cont FY05) • TEC from $273M to $315M • Base from $213M to $236.5M • PO Staff, Constr, CM Staff • CD-4 extends into FY09 • Cont from $42M to $64M • Mostly in CF • OPC. • FY07 ($8M spares) + some power + comm team + MR. • FY08 more power + larger comm team + MR + start-up funds. • FY09 power + full start-up team + MR + start-up funds. • Apr09 (start of operations)

9. LCLS Summary Schedule – Sep04 Critical Path Increased float to 214 days (10.5 mos.) from 140 days (7 mos.) Through Linac and B.O. for e-beam dump Increased explicit float on all CF B.O. dates from 2 mos. to 3 mos. Softened 1Q-05 for continuing resolution Extended CD-4 to March 2009 from Sept 2008 Improved schedule + later CD-4 increased schedule contingency from 16% to 24%

10. “New” LCLS Organization • Increase senior level expertise • Chief Scientist will oversee project physicists • Construction Safety professional • Dedicated procurement group • The E-Beam systems and X-Ray systems Oversight staff will add a management layer between the system managers and the project office • Laser Group Manager to provide expertise to the entire project

11. LCLS Procured Materials and Services / Lab • Lab Procurement efforts are decentralized • SLAC ~$15M/yr • ANL FY06-FY07 Undulators • LLNL modest procurements of mostly commercial items

12. SLAC-LCLS Procurement Organization • Dedicated Procurement Cell (co-located) • LCLS Procurement Manager (TBD) • Dual reporting to LCLS PD (Galayda) & BIS AD (Jobe) • Signature Authority up to $750K is proposed • Technical Lead (Jamison) • Conv. Fac. Lead (Patten) • Administrative Aide (TBD) • LCLS Procurement Consultant • Desaulniers, 1st visit next week • Executing PMCS Award & Laser RFP • Executed A/E Award & Co-author CM SOW • LCLS Procurement Team; • Provides input to procurement schedule, • Signs off and executes APP’s, • Evaluation team member

13. LCLS Peoplepower / System / Lab FY05 “softened” from 99FTE’s but still a challenge

14. LCLS is under Configuration Management • Management Control • LCLS Project Management Plan • with Appendices • LCLS Advance Procurement Mgmt Plan • w/ Critical Procurements Appendix • LCLS Quality Implementation Plan • LCLS Risk Management Plan • with Risk Registry Appendix • Technical Control of Scope • Technical Specifications Documents • GRD, PRDs, ESDs, RDSs, ICDs • WBS Dictionary • Cost/Schedule/Resource Control • LCLS P3 Cost & Schedule Database • With Baseline Change Requests • LCLS L1-L2-L3 Milestones

15. LCLS Monthly Report(14 months of reporting, 6 months on TPC) • Technical Highlights • Issues and Assessments • Earned-Value Performance • Milestone Performance • Change Control Log

16. LCLS Project Coordination • ILCC meets quarterly to address issues affecting resource allocation and coordination to the LCLS project at the partner laboratories. • Federal Project Director is invited to ILCC meetings. • FAC meets semiannually and provides advice on the construction and technical capabilities of the LCLS. • SAC meets semiannually and provides advice on the scientific program of the LCLS.

17. LCLS Project Coordination ANL – LLNL Tech Add define scope of work, budgets and resources on an annual basis. Supports; IWOs, MPOs Project Office will prepare draft TA in July. Signature process to start 01Aug.

18. Summary • A revised cost and schedule estimate for the LCLS project based upon the recommendations of the Aug04 Lehman Committee has been developed. • Base Cost increased to add PO staff and CF estimate • from $213M to $236M • Schedule softened and extended to provide greater schedule contingency. • from 14% to 24% • Base Cost contingency was increased. • from 29.5% to 35.2% on remaining work • Increased management staff. Dedicated procurement organization. • CF Construction Management model is in focus. SOW in draft. • No Scope Changes • We are ready for CD-2b • Areas to work on in next 6 months; • With full FY05 funding, hire key personnel • Prepare FY05 long-lead procurements (LLP’s). APP’s are ready for most LLP’s • Continue to add management, procurement and construction staff. • Construction start is March 2006!

19. Next Presentation

20. Response to Recommendations and Revised Baseline Details • A written response to the action items and recommendations has been prepared. • See weblink

21. “Old” vs “New” Cost Estimate • Note work pushed out, softened schedule

22. “Old” vs “New” AT L2 (slightly revised estimate) Main increase to TPC WBS 1.01 – Increase in project office staff and shifting of global controls activities. WBS 1.09 – Increase in CF construction management cost, tunneling cost and contingency. WBS 2.02 – Increase in management reserve, start-up funds, extension to mid 2009 and power costs.

23. Details of Revisions-1 • Revisions to the LCLS Scope of Work • No Additions to the LCLS scope. • Revisions to the TEC • Added Chief Scientist in FY05 and beyond • Added Construction ES&H Professional in FY05 and beyond • Added Construction Consulting Support • Added Construction Procurement Support in FY05 and beyond • Added Construction Procurement Consulting • Revised CM model such that CM acts as SLAC’s principal agent to initiate and manage general contractor and/or subcontractor procurements • Added 2 Independent Cost Estimates (ICE) for Conventional Facilities construction costs • Added $5.1M TEC funds to the Title I construction cost estimate upon recommendation from the A/E (Jacobs Engineering).

24. Details of Revisions-2 • Revisions to the OPC • Added $600K in FY08 to address legacy issues in SLAC Linac Sectors 20-30 • Added start-up teams of physicists and engineers + $5.3M additional start-up funds to address uncertainties in legacy issues and electric power costs. • Increased Management Reserve from $500K to $5M • Added Laser Group Leader in FY05 and beyond • Added RF Gun Physicist in FY05 and beyond • Revisions to the Schedule • 60-day explicit float in Beneficial Occupancy dates • Minimum critical path of ~214 working days of float wrt CD-4

25. Details of Revisions-3 • Revisions to the Contingency • Increase contingency guidance in the Injector Drive Laser • Increase contingency guidance in Conventional Facilities to address the uncertainties with the T1 cost estimate provided by the A/E and the recent independent (Wightman) cost estimate. • Explicit schedule contingency of 60 days added to each Beneficial Occupancy (BO) milestone. • Revisions to the Proposed Funding • FY05 – No Changes • FY06 – No Changes • FY07 - From $106M (90M TEC, 16M OPC) to $121.5M (105.5M TEC, 16M OPC) • FY08 - From $49M ($34M TEC, $15M OPC) to $66.0M ($50.5M TEC, 15.5M OPC) • FY09 – From $0M to $31.5M ($10M TEC, 21.5M OPC)

26. “New” LCLS Organization • Increase senior level expertise • Chief Scientist will oversee project physicists • Construction Safety professional • Dedicated procurement group • The E-Beam systems and X-Ray systems Oversight staff will add a management layer between the system managers and the project office • Laser Group Manager to provide expertise to the entire project

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28. How do we keep control of the project? • What are we doing? Single source of cost/schedule baseline data: LCLS WBS (P3) • Technical Specifications (GRD, PRDs, ESDs, ICDs, (see LCLS QIP) (Single Source) • Signature authority on Procurements • Regular Design Reviews (reduce risk) • Plan the work … Work the plan … Need to change the plan? → BCR → work new plan • How are we doing? Earned-Value Performance Management • Monthly Status on % Complete • Actual cost tracking versus budgets • Cost / Schedule Variances (PARS) – Emphasize meeting schedules, costs track closely. • L1, L2, L3 Milestone Reporting • Monitor Critical Path and Float • Contingency Usage / Risk Management • Who is doing what? Communication & Coordination • Weekly / Monthly LCLS Management and Physics Meetings • Weekly/Monthly/Quarterly LCLS/DOE Meetings • LCLS Monthly Report • ANL-LLNL-SLAC MOU • Inter-Laboratory Coordinating Council (ILCC) • LCLS Website (for all official documentation) • Need Help? • $$ - Contingency solves alot, though not all problems • Resources @ ANL/LLNL/SLAC via the ILCC

29. LCLS BCR Thresholds

30. LCLS Technical Specifications These define the technical baseline of the LCLS. Under configuration mgmt

31. Contingency Assessment • Contingency assessed on the base cost by Sys Mgrs/CAMs. • Design Maturity • Judgment Factor • Risk-Based • Contingency assessed at the lowest WBS. • Contingency allocated and managed centrally from the LCLS Project Office. • Follows PMP thresholds • Track monthly allocation.