Overview Cost to Complete

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Presentation transcript:

Overview Cost to Complete Gamma-ray Large Area Space Telescope GLAST Large Area Telescope: Lowell A. Klaisner Stanford Linear Accelerator Center Project Manager Klaisner@slac.stanford.edu 650-926-2726 Overview Cost to Complete

Rebaseline schedule Subsystem managers input Done Review Cost to Complete Subsystem managers meeting November 17, 2004 Materials ready for DOE November 24, 2004 GLAST Mission Office Monthly December 2, 2004 LAT JOG Telecon December 6, 2004 LAT Baseline review at DOE Headquarters December 17, 2004 LAT JOG at NASA-HQ TBD

Schedule – Rebaseline July, 2003 TKR A/B 4/15/04 | 7/14/04 TKR 13/14 10/21/04 | 12/1/04 ACD 9/21/04 | 12/15/04 Critical Path Plan | Late CAL A/B 5/20/04 | 7/14/04 CAL 13/14 10/21/04 | 12/1/04 DAQ 9/10/04 | 12/15/04 TEM A/B 5/20/04 | 7/14/04 TEM 13/14 10/21/04 | 12/1/04 X-LAT 8/2/04 | 12/15/04 Install Tower A/B 8 wk Install Towers 1-12 12 wk Install Towers 13/14 2 wk Install Global items 6wk GRID Assembly 5/20/04 | 7/14/04 4 wk FLOAT 5/20/04 | 7/14/04 10/28/04 | 12/1/04 12/15/04 1/27/05 | 4/7/05 5/5/05 | 7/14/05 7/14/05 11/3/05 | 12/1/05 System Test 14 wk Environmental Testing 15 wk 10 wk FLOAT Pre-test Review Ship LAT 1 wk 4 wk FLOAT Pre-ship Review LAT RFI 12/1/05 CD-4 Review Fabrication Commissioning

DRAFT LAT Schedule – No float

Slip in the 16 months since rebaseline

DRAFT October Plan

Draft Cost Estimate

Summary of existing inputs Increase in fabrication phase funding $ 24 Million New fabrication phase funding $160 Million New cost to complete as of September 30 $ 41 Million New contingency $ 5.2 Million Assumed schedule Last Tracker module complete May 2005 Ship LAT to NRL September 2005 Ship LAT to Observatory Integration January 2006 2 months float March 2006 Launch May 2007 Cost risk is primarily schedule risk

Issues Can not let subsystem schedules slip Each subsystem needs to execute its own plan Even if off the critical path, each slip is causing major cost growth Need to control costs Can not continue to process CCB actions for costs that have already occurred Too many surprises Must ramp down staffing Descope options

Goals for this meeting Each subsystem manager should understand what is required to update his cost estimate and the supporting text Develop a cost to complete for the instrument to be used as the basis for the rebaseline Develop a schedule for shipping the instrument to NRL Needs a credible 2 months of float in January when the rebaseline is incorporated