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

Outline Project Management Overview Resource-Loaded Schedule & WBS Organization TPC, TEC, Contingency Project Schedule & Critical Path Scope, Cost & Schedule Development CD-2a to Cd-2b Project Management Execution & Control Summary

LCLS Project Philosophy LCLS Project is a “Big Science” Project Fixed-vs-flexible baseline, more management levels, more delegation. Transparent organizational structure and configuration management. LCLS team “owns the plan”. The P3/COBRA database is the sole source of the 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) Controls, Conventional Facilities, XTOD, Undulators

LCLS Resource Loaded Schedule The LCLS resource-loaded schedule comprises ~14,000 tasks. 8771 Activities with resources 864 Work Packages 564 Control Accounts LCLS uses Primavera (P3) as its scheduling tool with COBRA as the 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.

LCLS WBS Organization 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

LCLS Organization @ L2 Project organization parallel to budget and WBS Pay attention to interfaces

LCLS Project Baseline LCLS Baseline (strawman) $273MAY TEC $315MAY TPC Approve CD-2b (Perf. Baseline) is planned for Sep-04. ~29.5% contingency on work remaining LCLS is ~30% complete on PED

LCLS Integrated BA-BCWS Chart LCLS is funding-limited in FY04. Spending FY04 funds + FY03 carry-over. FY05 funds allow for full deployment of PED effort ($20M) and LLP ($30M). FY06 construction start. FY09 operations start

TEC / OPC vs Funding TEC. Work is scheduled as soon as technically possible; Aggressive schedule & staff-up. Contingency back-loaded. If a large contingency utilization in FY05/FY06 is needed, there are; ~$8.3M of tasks in FY05 ~$9.8M of tasks in FY06 With > 250d float OPC. LCLS procures most special process spares in FY07. FY07 & FY08 has costs to operate the SLAC Linac + commissioning manpower. FY09 (1st year of operations)

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.

Contingency Assessment @ L2 (Mar04) Compares well with Available Contingency on WR (29.5%)

Contingency Utilization on SC Projects LCLS Contingency is ~29.5% of work remaining L2 System Managers assessed their needs at ~27% Contingency is consistent with recent Office of Science experience.

LCLS Peoplepower / System / Lab *Apr-Sep budget only Oct-Apr (actuals) = 30.5 FTE’s Integrated FY04 ~ 58 FTE’s ramp-up year for aggressive schedule does not include contract labor (AIM, Jacobs, Dalesio)

LCLS Peoplepower Rampup Estimate (all Labs) Significant ramp-up in FY05 staff (Controls/PC, E/RF Engr & ME/MD are most critical) Estimate on FTE’s on staff at end of FY04.

LCLS Summary Schedule LCLS Schedule Systems are ~decoupled during PED, construction, & I&C. Critical Path Linac (~140 days) Undulator (~170 days) T3-BO-LTU-Dump 1st Beam in Undulator System Managers will discuss details of critical paths

Cd-2a – CD2b Process Defining LCLS Scope LCLS team conducted peer reviews to ensure that the project scope is well-designed, meets performance standards and the needs of the user community. Technical Value Engineering Design Reviews Injector System TDR (Nov-03) Injector Laser Review (Jul-04) Linac System TDR (Dec-03) Undulator System TDR (Mar-04) XTOD System TDR (Mar-04) X-ES System TDR (Dec-03) Charge to the committees; Will the current design meet the LCLS requirements? Is the maturity of the technical system adequate to support a cost and schedule estimate? Have we missed anything? Is there a better way?

Cd-2a – CD2b Process Defining LCLS Scope Project-wide Value Engineering Facilities Advisory Committee (Apr-04) Scientific Advisory Committee (Sep-03, Dec-03, Jul-04) Experimental hutch design, First proposals, Organization Global Controls Review (Mar-04) Injector – Linac Cost/Schedule VE Review (Mar-04) Workshops Undulator Parameters (Oct-03) Undulator Magnet (Nov-03) Commissioning Workshop (Jan-04) Injector Laser Review (Jan-04) Injector Heater Workshop (Feb-04) Conventional Facilities Title I Process Jacobs Engineering brought on in Jan04. Charrettes, VE Session, 50% review, 100% review-Jacobs (Mar-04)

Cost and Schedule Estimate Basis LCLS is the world’s first X-R FEL. A large fraction of the cost and schedule estimates are based upon expert physics and engineering judgment. Category #

CD-2a -2b Process Bottoms-Up Resource-Loaded Development Establish WBS and discrete tasks Schedule Logic. Add resources (labor, $) 100% of scope/effort Identify large procurements Scrub existing schedule Schedule Integration. Add interface milestones Perform QA on schedule logic, durations and total float Establish Performance Baseline Identify control accounts work packages Set LCLS baseline Integrate Baseline Integrate P3 and Cobra. Load Actuals “0” Variance Establish Performance Measurement Baseline Cost/Schedule Baseline Produce BL Reports for CAM Handbooks PMCS CAM Training Submit EIR and PMCS Documentation Iterated several times to get scope/cost/ contingency “set” and get schedule/obligations/resources consistent with funding profile. Funding Reconciliation. Review/adjust obligation/spend plan to fit funding, resources, DOE/Project Milestones Identify Project Critical Paths Resource-loaded baseline scope for the LCLS presented to EIR committee in Jun-04. Cost, schedule & contingency found to be “reasonable”.

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

LCLS Monthly Report (12 months of reporting, 4 on complete TPC) Technical Highlights Issues and Assessments Earned-Value Performance Milestone Performance Change Control Log

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.

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.

Summary We are ready for CD-2b / CD3a. LCLS has established a Project Baseline. The technical scope of the LCLS has converged. GRD, PRDs, ESD’s are the baseline design. WBS Dictionary is consistent. Civil Construction Title I Complete. EIR concluded that the LCLS baseline plan is reasonable. Resource-loaded cost and schedule is established and consistent with funding guidance and CD-4. Scope, cost and schedule configuration control is in place. Ensures early warning of problems (follow-up in Management Breakout). We are ready for CD-2b / CD3a. Areas to work on in next 6 months; Hire key personnel Identify even more FY05 hires Prepare FY05 long-lead procurements Have a construction organization, schedule and procurement strategy ready by Mar05. Construction start is ~1 year away!

End of Presentation Additional Slides

LCLS Integrated BA-BCWS Chart (FY04-FY05) Current FY04 spending ~$1.3M/mo Zero carryover planned for FY05.