DOE Review of the LCLS Project Management M

DOE Review of the LCLS Project Management M. Reichanadter LCLS Deputy Project Director 13 -15 May 2008 LCLS Project Management M. Reichanadter reich@slac. stanford. edu

Review Documentation LCLS Project Review information: http: //www-ssrl. slac. stanford. edu/lcls/doe_reviews/2008 -may 1315/index. htm Thumb drives, hardcopies of presentations and documentation Project Documentation: WBS and WBS Dictionary Schedules, Milestones and Milestone Dictionary Cost To Go Estimates – Fully burdened and escalated. Includes contingency assessment at lowest level. February 2008 Monthly Report & Risk Registry Response to Recommendations from July 2007 Review Questions? Contact: Helen O’Donnell X 3368, heleno@slac. stanford. edu Daphne Mitchell X 5377, dmitchell@slac. stanford. edu 13 -15 May 2008 LCLS Project Management 2 M. Reichanadter reich@slac. stanford. edu

Outline Project Status Cost and Schedule Performance Contingency & EAC Funding, Obligations & Costs Milestones & Critical Path Procurement Status Integration Management Risks & Mitigations Summary 13 -15 May 2008 LCLS Project Management 3 M. Reichanadter reich@slac. stanford. edu

Project Status LCLS reporting against a new Baseline Approved by DOE Deputy Secretary in January Addresses impacts of the FY 07 CR TPC = $420 M (TEC = $352 M, OPC = $68 M) CD-4 = July 2010 TPC >73% Complete, TEC >78% Complete Contingency on TEC = $21. 5 M 29. 5% on remaining work Management Reserve on OPC = $9. 3 M 30. 5% on remaining work FY 08 contingency tight but is being managed 13 -15 May 2008 LCLS Project Management 4 M. Reichanadter reich@slac. stanford. edu

TEC Project Status Summary Technical Systems well advanced Injector & Linac complete through Sector 30 Undulator components mostly in hand. XTOD in procurement phase. XES in final design. Turner Construction >85% Complete Powering equipment & Tunneling activities complete. BO through NEH in May. BO through FEH in August. SLAC installing technical equipment prior to BO “co-occupancy” LCLS Facilities turned over to Operations Injector Facility (w/Drive Laser) Linac (w/BC-1, BC-2) through Sector 30 Magnetic Measurement Facility 13 -15 May 2008 LCLS Project Management 5 M. Reichanadter reich@slac. stanford. edu

LCLS Project Performance 13 -15 May 2008 LCLS Project Management 6 M. Reichanadter reich@slac. stanford. edu

Project Performance (through Feb 08) TPC BCWS BCWP ACWP Obligations (cum) $286. 1 M $285. 8 M $285. 6 M $300. 5 M TEC (Line Item) Remaining Work (ETC) $ 72. 8 M ~$26. 4 M is under contract Est at Complete (EAC) $332. 7 M EAC includes variances and Pending BCRs 13 -15 May 2008 LCLS Project Management 7 M. Reichanadter reich@slac. stanford. edu

LCLS Earned Value Indices • Not much trend data with the resetting of CPI & SPI. 13 -15 May 2008 LCLS Project Management 8 M. Reichanadter reich@slac. stanford. edu

LCLS TEC Progress 13 -15 May 2008 LCLS Project Management 9 M. Reichanadter reich@slac. stanford. edu

FY 08 Contingency Estimate ~$1. 4 M draw on contingency through 30 Sep 08 13 -15 May 2008 LCLS Project Management 10 M. Reichanadter reich@slac. stanford. edu

FY 09 CR Impact & Mitigation • TEC base plan exceeds a strict 1/12 th monthly CR allocation ~$2. 6 M. Worst case: Delay procurements to match CR BA. Early science in FY 09 is at risk. Assumes $0 carry-forward • Preferred solution: Request $8. 1 M in Oct 08, with $3. 1 M in subsequent months. • Award schedule-critical procurements. Adequate contingency is available to address unexpected costs. Turner close out scheduled for Dec 08. 13 -15 May 2008 LCLS Project Management 11 M. Reichanadter reich@slac. stanford. edu

DOE (Level 2) Milestone Performance L 2 milestones include ~2 months float from early finish dates 13 -15 May 2008 LCLS Project Management 12 M. Reichanadter reich@slac. stanford. edu

LCLS Schedule Critical Path (CP) to CD-4 Undulator/FEE C. O. – install – FEL commission – Photons in FEH Total float 108 working days (~5 months) K-measurement = 108 days Soft X-ray Mirror System = 109 days Undulator Girder Assembly = 111 days Pop-Up Camera System = 113 days Space Renovation BO = ~90 days Renovation of existing space (low risk). Construction planned in FY 10 but can be advanced if necessary. “Co-occupancy” installation of technical equipment prior to BO. Turner activities have priority. Co-mingled work is proceeding smoothly due to advance planning. Track Turner EV in LCLS PMCS, site walk validation, OAC meetings 13 -15 May 2008 LCLS Project Management 13 M. Reichanadter reich@slac. stanford. edu

LCLS Procurements LCLS using co-located procurement group 1 Manager 2 Buyers (technical components) 1 Contract Administrator (A/E, CM/GC contracts) 1 Construction Buyer (Davis-Bacon contracts) Administer field changes and submittals 2 P/T Consultants (price and change negotiations) Weekly technical/procurement staff meetings Advance procurements monitored via APP’s DOE increased SLAC authority to $500 K Starting pre-planning of LUSI procurements. 13 -15 May 2008 LCLS Project Management 14 M. Reichanadter reich@slac. stanford. edu

Recent Procurements >$100 K • Recent performance on estimating contracted work has been good. • ~$11 M of large procurements remain (~4. 5 M Space Renovation, $2. 8 M D/B FEH Hutches) 13 -15 May 2008 LCLS Project Management 15 M. Reichanadter reich@slac. stanford. edu

Integration Management Team (staff of 8) Directed by R Boyce Meets weekly to review interfaces, resolve gaps, conflicts Representation from all LCLS L 2 WBS (includes LUSI) Monitor installation readiness, planning and coordination Design reviews continue to play important role in advancing design and vetting integrated solutions Risk Registry now mostly a tactical document Punch list managed by System Managers Often involves integrated mitigation actions 13 -15 May 2008 LCLS Project Management 16 M. Reichanadter reich@slac. stanford. edu

LCLS Technical Specifications • LCLS technical specs flow down from GRD-PRDs • LUSI beginning to finalize its design specs • LUSI interface captured in ICDs + Interface Working Group 13 -15 May 2008 LCLS Project Management 17 M. Reichanadter reich@slac. stanford. edu

TEC Remaining Work ~$72. 8 M 13 -15 May 2008 LCLS Project Management 18 M. Reichanadter reich@slac. stanford. edu

Contingency Assessment on Remaining Work 19 • Assessment is a bottoms-up, risk-based estimate of “potential need” by each CAM 13 -15 May 2008 LCLS Project Management 19 M. Reichanadter reich@slac. stanford. edu

Project Management Risks & Mitigations Safety – Particularly construction and installation Fully staffed in ES&H, construction safety and oversight (UTR’s) Regular inspections, enforced procedures, stand-downs, daily tool box meetings Aligned DOE, SLAC, Turner, Jacobs, Subcontractors Cost – Contingency Perform monthly analysis on EAC and projected ‘burn rate’ Perform semi-annual contingency assessment & MC analysis Cost – Control (Owner-directed changes) Regular walk-arounds with IMT and LUSI teams Adhere to configuration controls (BCR, FCO and DCR) 13 -15 May 2008 LCLS Project Management 20 M. Reichanadter reich@slac. stanford. edu

Project Management Risks & Mitigations Schedule – Installation Coordination IMT facilitates integration and identify gaps/conflicts Weekly install meetings (w/Turner) +readiness reviews Schedule – FY 09 Continuing Resolution Request $8. 1 M ($5 M above CR level) at beginning of FY 09 Defer less critical work until later in FY 09 Evaluate cost and contingency monthly Management – Transitions Actively manage organizational interfaces LCLS-LUSI, transition to Linac Ops, transition to LCLS Science Program Project transitions are high priority to DOE and SLAC Regular communication and access to key resources DOE-BES, DOE-SSO, SLAC Directorate • System Managers will address their risks and risk handling plans. • Full lists of active risks and mitigation actions are LCLS Risk Registry. 13 -15 May 2008 LCLS Project Management 21 M. Reichanadter reich@slac. stanford. edu

Summary LCLS reporting on recently revised baseline Overall, earned value making steady progress Milestone performance good so far Cost and schedule contingencies adequate to address project risks Monitor and manage FY 08 contingency allocation Request $8. 1 M in Oct 08 ($5 M above CR level) to maintain schedule to early science Challenges ahead: Close out (Turner) construction project Simultaneously manage install/commission activities Continue LUSI integration and transition to operations 13 -15 May 2008 LCLS Project Management 22 M. Reichanadter reich@slac. stanford. edu

End of Presentation 13 -15 May 2008 LCLS Project Management 23 M. Reichanadter reich@slac. stanford. edu