LCLS Ultrafast Science Instruments LUSI Management Overview T

LCLS Ultrafast Science Instruments (LUSI) Management Overview T. Fornek – Project Manager August 19, 2008 LUSI DOE Review August 19, 2008 Management Overview p. Tom Fornek tomf@slac. stanford. edu

Outline Project Management Overview Scope & WBS Organization Baseline Development Funding Profile Project Schedule Contingency Staffing Procurements Risk Management CD-2 Requirements Summary LUSI DOE Review August 19, 2008 Management Overview p. 2 Tom Fornek tomf@slac. stanford. edu

LUSI Project Philosophy n. LUSI is a “Major Item of Equipment “ (MIE) Project delivering three LCLS scientific instruments n. Utilizes Integrated Project Teams and matrixed engineering n. LUSI team “owns the plan” n. The P 3/COBRA database is the sole source of the approved LUSI scope, cost and schedule work plan n. Plan the work … Work the plan”. Emphasis on meeting schedules/milestones n. Changes to the “plan” are approved through change control n. LUSI Project is integrated with the LCLS Directorate. n. Transparent organizational structure and configuration management n. Matrix supporting infrastructure from LCLS Directorate n. LUSI seeking industrial solutions n. LUSI utilizes MOUs with BNL (Detectors) and DESY (Split and Delay) n. LUSI identifies risks up-front (continuous over the project life) LUSI DOE Review August 19, 2008 Management Overview p. Tom Fornek tomf@slac. stanford. edu

LUSI Scope LUSI will deliver: Three X-ray scattering instruments XPP - X-ray Pump Probe CXI - Coherent X-ray Imaging XCS - X-ray Correlation Spectroscopy The instruments will be assembled entirely at SLAC using SLAC technical staff Project detailed scope is based on Value-managed decisions Advice from instrument teams LUSI will provide instruments producing groundbreaking science LUSI DOE Review August 19, 2008 Management Overview p. 4 Tom Fornek tomf@slac. stanford. edu

Project description (1) Near Experimental Hall 1 2 X-ray Transport Far Experimental Hall 3 4 5 6 CXI HEDS Mono AMO Part of LCLS SXR XPP XCS Proposed External Funds Beam Transport LCLS LUSI HEDS Proposed External Funds Offset Monochromator Exp. Chamber Detector SXR LUSI DOE Review August 19, 2008 Management Overview p. 5 Tom Fornek tomf@slac. stanford. edu

Project description (2) CXI WBS 1. 3 X-ray transport tunnel (200 m) XCS WBS 1. 4 XPP WBS 1. 2 HEDS SXR imaging XCS Offset Monochromator WBS 1. 5 LCLS AMO LUSI DOE Review August 19, 2008 Management Overview p. 6 Tom Fornek tomf@slac. stanford. edu

Purpose of this review Baseline (CD-2) status review for: WBS 1. 1 – Project Management WBS 1. 2 – X-ray Pump Probe (XPP) instrument WBS 1. 3 – Coherent X-ray Imaging (CXI) instrument WBS 1. 4 – X-ray Correlation Spectroscopy (XCS) instrument WBS 1. 5 – Diagnostics and Common Optics WBS 1. 6 – Controls and Data Acquisition WBS 2. 0 – Other Project Costs (Spent) Independent Cost Review per DOE O-413. 3 (Part of this review) LUSI DOE Review August 19, 2008 Management Overview p. 7 Tom Fornek tomf@slac. stanford. edu

LUSI WBS Organization WBS Typical Instrument WBS Coordination & Integration Product-based Components Installation LUSI DOE Review August 19, 2008 Management Overview p. 8 TITLE 1. 1 PROJECT MANAGEMENT 1. 1. 01 ES&H 1. 1. 02 Project Management 1. 1. 03 Technical Support WBS TITLE 1. 2 X-RAY PUMP PROBE (XPP) 1. 2. 01 XPP System Integration & Design 1. 2. 02 XPP X-ray Optics & Support Table 1. 2. 03 XPP Laser System 1. 2. 04 XPP Detector System (BNL) 1. 2. 05 XPP Sample Environment & Diffractometer System 1. 2. 06 XPP Facilities 1. 2. 07 XPP Vacuum System 1. 2. 08 XPP Installation Tom Fornek tomf@slac. stanford. edu

LUSI Integrated Project Team DOE-HQ H. Kung, Acquisition Executive T. E. Kiess, Program Manager DOE-SSO H. Joma DOE Federal Project Director Instrument Team Leaders (Advisory) SLAC T. Fornek LUSI Project Manager Deputy - TBD Technical Configuration Control Committee (Scope Decisions) WBS 1. 2 XPP IIT WBS 1. 3 CXI IIT WBS 1. 4 XCS IIT D. Fritz (Instr. Scientist) S. Boutet (Instr. Scientist) A. Robert (Instr. Scientist) J. Langton ( Lead Eng) P. Montanez ( Lead Eng) E. Bong - Acting (Lead Eng) DOE-SSO Support LCLS Directorate Support ES&H, QA, Finance, EVMS, Procurement… Engineering N. Kurita - Chief Engineer WBS 1. 5 Diagnostics & Common Optics Y. Feng (Lead Scientist) WBS 1. 6 Data Acquisition & Controls G. Haller (Lead) E. Ortiz (Lead Eng ) LUSI DOE Review August 19, 2008 Management Overview p. 9 Tom Fornek tomf@slac. stanford. edu

Typical Integrated Instrument Team WBS 1. 2 X-ray Pump Probe Instrument Team Leaders K. Gaffney, D. Reis, T. Tschentscher, J. Larsson Instrument Scientist – Lead Engineer (CAM) - D. Fritz J. Langton Eng/Design Support – J. De. Lor J. Defever N. van Bakel Y. Feng G. Haller M. Scharfenstein D. Marsh Detectors. Diag. /Common Optics – Controls & DAQ – ES&H – QA – Instrument Team Leaders Sign Off on Instrument Physics Requirements Document LUSI DOE Review August 19, 2008 Management Overview p. 10 Tom Fornek tomf@slac. stanford. edu

LCLS Directorate Support Business Services – C. Lowe (mgr), W. Sisson (Finance), F. Fernandez, (Project Controls), D. Pindroh, (Procurement) Michael Scharfenstein, ES&H Representative Darren Marsh, QA Representative Helen O’Donnell, Office Management Siony Matni, Administrative and Finance Mechanical Engineering Niels van Bakel – Detectors LUSI DOE Review August 19, 2008 Management Overview p. 11 Tom Fornek tomf@slac. stanford. edu

Baseline Development Process Define initial schedule and budget assumptions Initial scope assumptions, WBS dictionary Responsibility assignment and organization Generate the schedule baseline estimate Finalize the Milestone Hierarchy and Dictionary, schedule activities, links, etc. Load resources Generate the resource loaded schedule Compare to funding profile Iterate until scope, schedule, costs match yearly funding, stakeholder requirements and good management practice Major driver is early science for the instruments LUSI DOE Review August 19, 2008 Management Overview p. 12 Tom Fornek tomf@slac. stanford. edu

LUSI Cost Baseline Base Cost (BCWS) $42. 13 M Contingency $12. 97 M TEC $55. 10 M OPC $4. 90 M TPC $60. 00 M LUSI DOE Review August 19, 2008 Management Overview p. 13 Tom Fornek tomf@slac. stanford. edu

LUSI Project Funding Profile LUSI Funding Profile (AYM$) Prior Yrs MIE FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 Total 0. 50 6. 00 15. 00 13. 50 5. 10 55. 10 4. 90 15. 00 13. 50 5. 10 60. 00 OPC 3. 40 1. 50 Total 3. 40 2. 00 LUSI DOE Review August 19, 2008 Management Overview p. 14 6. 00 15. 00 Tom Fornek tomf@slac. stanford. edu

BA Plan & Obligation Profile Assumed BA Profile 08 Q 1 08 Q 2 08 Q 3 08 Q 4 09 Q 1 09 Q 2 09 Q 3 09 Q 4 10 Q 1 10 Q 2 10 Q 3 10 Q 4 11 Q 1 11 Q 2 11 Q 3 11 Q 4 12 Q 1 12 Q 2 12 Q 3 12 Q 4 . 5 M 6. 5 M 8. 0 M 9. 5 M 21. 5 M 40. 5 M 50. 5 M 55. 1 M • LUSI is fundinglimited in Q 1, Q 2 of FY 09. LUSI DOE Review August 19, 2008 Management Overview p. 15 Tom Fornek tomf@slac. stanford. edu

LUSI Resource Loaded Schedule The LUSI resource-loaded schedule comprises ~3, 900 tasks. 64 Control Accounts LUSI uses Primavera (P 3) as its scheduling tool with COBRA as the cost processor. SLAC has successfully delivered with P 3/COBRA (PEP-II, GLAST, SPEAR-III, LCLS). Significant supporting documentation for LUSI base costs. . A WBS Dictionary defines the scope of work at the lowest WBS level (typically Level 4/5). 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. LUSI DOE Review August 19, 2008 Management Overview p. 16 Tom Fornek tomf@slac. stanford. edu

Critical Decision Milestones CD-0 - Mission Need - Approved Aug 2005 CD-1 - Alternative Selection and Cost Range – App’d Sep 2007 CD-2 - Approve Performance Baseline - planned Oct 2008 Utilize Phased CD-3 and CD-4 Milestones CD-3 - Approve Start of Construction CD-3 A – XPP - scheduled Jul 2009 CD-3 B – CXI - scheduled Apr 2010 CD-3 C – XCS - scheduled Oct 2010 These are baseline dates. Funding profile prevents combining CD-3 s – We are trying to obtain earlier funding CD-4 - Approve Start of Operations CD-4 A – XPP - scheduled Dec 2010 CD-4 B – CXI - scheduled Sep 2011 Early science begins with separate CD-4 A, CD-4 B CD-4 C – XCS - scheduled Aug 2012 Baseline assumes long lead procurement approval for XPP and CXI received by November, 2008 LUSI DOE Review August 19, 2008 Management Overview p. 17 Tom Fornek tomf@slac. stanford. edu

Key Cost/Schedule Assumptions Schedule Six month Continuing Resolution in FY 2009 Staffing can be secured to meet schedule requirements LCLS milestone dates for LUSI tie-ins are met Cost Six month continuing resolution in FY 2009 Three month continuing resolution in succeeding years Escalation rates used are 2. 3% non-labor and 4% labor. LUSI DOE Review August 19, 2008 Management Overview p. 18 Tom Fornek tomf@slac. stanford. edu

LUSI Project Summary Schedule LUSI DOE Review August 19, 2008 Management Overview p. 19 Tom Fornek tomf@slac. stanford. edu

Schedule Contingency Float XPP – 75 working days to CD-4 A CXI – 95 working days to CD-4 B XCS – 80 working days to CD-4 C (No funding constraints - 182 days) Critical Path XPP Diffractometer design, fabrication & installation CXI 1 micron K-B mirror system XCS Delayed design effort due to funding Diagnostic and common optics components delayed procurements Component assembly and installation LUSI DOE Review August 19, 2008 Management Overview p. 20 Tom Fornek tomf@slac. stanford. edu

Project Contingency “Bottoms-up” contingency estimate $11. 3 M on $39. 22 M ETC Available contingency in proposed baseline is $12. 8 Contingency is managed at the project level Annual comprehensive ETC and contingency update LUSI DOE Review August 19, 2008 Management Overview p. 21 Tom Fornek tomf@slac. stanford. edu

Staffing (FTE) Plan for staffing ramp-up 1. AMO & other LCLS Engineers available to LUSI in September (~5 FTE) 2. Seeking Deputy Project Manager LUSI DOE Review August 19, 2008 Management Overview p. 22 Tom Fornek tomf@slac. stanford. edu

Control Account Managers WBS Control Account Mgr Cntrl Accts Work Pkgs Budget 1. 1 PM T. Fornek (Acting) 6 12 $5. 5 M 1. 2 XPP J. Langton (WO Detect) 10 44 $4. 5 M 1. 3 CXI P. Montanez 11 45 $9. 5 M 1. 4 XCS E. Bong (WO Detect) 12 41 $5. 7 M 1. 5 D&CO E. Ortiz 10 39 $6. 4 M 1. 6 Cntrls & DAQ G. Haller 20 289 $7. 2 M 1. 2. 3 + 1. 4. 3 Detectors N. Van Bakel 8 9 $3. 5 M LUSI DOE Review August 19, 2008 Management Overview p. 23 Tom Fornek tomf@slac. stanford. edu

LUSI Procurement Planning LUSI employs established SLAC procurement procedures LUSI uses the LCLS procurement cell Weekly LCLS/LUSI procurement status meeting with David Pindroh, LCLS Procurement LUSI Advanced Procurement Plans exist LUSI DOE Review August 19, 2008 Management Overview p. 24 Tom Fornek tomf@slac. stanford. edu

Procurements LUSI DOE Review August 19, 2008 Management Overview p. 25 Tom Fornek tomf@slac. stanford. edu

Long Lead & Major Procurements Long Lead Procurements XPP Diffractometer/Detector Mover Components $ 730 K CXI 1. 0 Micron KB Mirror System $ 970 K XCS Detector Mover $ 689 K Large Offset Monochromator $1, 160 K XPP Ti-Sapphire Power Amplifier $ 245 K Other Major Procurements CXI 0. 1 Micron KB Mirror System XCS Diffractometer System LUSI DOE Review August 19, 2008 Management Overview p. 26 $ 517 K Tom Fornek tomf@slac. stanford. edu

LUSI MOUs Brookhaven National Laboratory – Detector Systems for XPP and XCS Instruments ETC - $1. 1 M XPP Detector System: Estimated Delivery – January, 2010 Cost to date $1. 8 M (OPC) XCS Detector System: Estimated Delivery – September, 2011 Estimated Cost – $1. 8 M DESY Split and Delay System Long-Term Loan arrangement LUSI DOE Review August 19, 2008 Management Overview p. 27 Tom Fornek tomf@slac. stanford. edu

Risk Management LUSI Follows the LCLS Risk Management Plan and uses the LCLS Risk Registry LCLS Project Management Document 1. 1 -002 Risk is considered in cost contingency Risk identification, assessment and mitigation First risk registry update meeting July 31, 2008 Major Risks Annual funding - Continuing Resolutions Foreign procurements – Dollar fluctuation, sole source Loss and/or availability of critical personnel CXI mirror delivery, performance XCS Monochromator performance LUSI DOE Review August 19, 2008 Management Overview p. 28 Tom Fornek tomf@slac. stanford. edu

DOE 413. 3 A CD 2 Requirements Established Perfomance Baseline Completed – Includes Key Performance Parameters Updated Project Execution Plan Ready for signature pending CD-2 Comments ANSI/EIA-748 -A-1998 Compliant EVMS SLAC EVMS certified Independent Project Review/Cost Review EIR lines of inquiry will be addressed by this CD-2 Review The Quality Assurance Program must fully address all applicable Quality Assurance Criteria as defined in 10 CFR 830 Subpart A and DOE O 414. 1 C. SLAC Document PM-391 -000 -01 -R 0 released in July ’ 07. Consistent with DOE Order 414. 1 C and the SLAC Office of Assurance “Quality Implemention Procedure Requirements “SLAC-I-770 -0 A 17 S-001 -R 000” LUSI DOE Review August 19, 2008 Management Overview p. 29 Tom Fornek tomf@slac. stanford. edu

DOE 413. 3 A CD 2 Requirements Prepare a Preliminary Design Completed Conduct a Preliminary Design Review Completed for XPP, CXI and XCS Hazards Analysis Report Completed (PM-391 -001 -34 R 0) Update the Preliminary Security Vulnerability Assessment Report. CD-1 report still valid LUSI DOE Review August 19, 2008 Management Overview p. 30 Tom Fornek tomf@slac. stanford. edu

EIR Lines of Inquiry EIR ELEMENT COMMENT 1. Work Breakdown Structure PM-391 -000 -96 (Structure) 2. Project Cost & Res Loaded Sched This presentation & Project Controls/EVMS presentation 3. Key Proj Cost & Sched Assump This presentation 4. Critical Path Project Controls/EVMS presentation 5. Risk Management This presentation and Management breakout 6. Funding Profile This presentation 7. Project Controls/EVMS presentation 8. Basis of Design Engineering presentation 9. Design Review Engineering presentation 10. System Functions & Reqs Engineering presentation 11. Sustainability Not applicable 12. Hazards Analysis PM-391 -001 -01 13. Value Management/Engineering LUSI Value Management Plan (Doc No. PM-391 -000 -02) 14. Start-up Test Plan SP-391 -001 -15, -16, -17 (XPP, CXI, XCS) 15. Project Execution Plan Draft ready for signature pending CD-2 review changes 16. Acquisition Strategy Approved September, 2007 17. Integrated Project Team This presentation & the PEP LUSI DOE Review August 19, 2008 Management Overview p. 31 CD 2 Ready Tom Fornek tomf@slac. stanford. edu

In Conclusion Project Cost, Schedule and Scope Baselines are in Place and Fit the Funding Profile Integrated Project Team is in Place Risks are Identified and Steps Have Been Taken to Reduce Risk Where Possible Contingency is Reasonable LUSI is ready for CD-2 LUSI DOE Review August 19, 2008 Management Overview p. 32 Tom Fornek tomf@slac. stanford. edu