Linac Coherent Light Source (LCLS) 5/23/2019 Linac Coherent Light Source (LCLS) Earned Value Management System Trish Mast September 18, 2007

Project Controls Team The Plan for the Plan Critical Path

PMCS Team The PMCS group is composed of 5 Project Controls/Scheduling analysts The entire PMCS group is contract labor through Deltek, Inc. The PMCS team supports the Project Office and CAMs Trish Mast: Project Office, Undulator, Commissioning Jeff Chan: Installation Manny Abela: Injector, Linac, and E-Beam Systems Controls Jay Doubrava: Photon Systems and Photon Systems Controls Anita Malahowski: Conventional Facilities

The Plan for the Plan (or How We Spent our Summer Vacation) Initially developed offline database that represented the 2007 CR Effects which was presented at the July Lehman Review Database was called “CRFN” Used Actuals thru April 2007 2007 CR effects were calculated for Oct ’06- April ’07 Estimate to Complete reflected CR effects on future work

The Plan for the Plan July Lehman Review requested CR effects modifications plus full Estimate to Complete Database to contain complete rebaseline of ETC Rebaseline to be completed by end of August CR Effects to be isolated Lehman Review recommendations to be implemented Results to be presented at September 18th Mini Lehman Review

August Rebaseline effort broken into 3 Steps: The Plan for the Plan August Rebaseline effort broken into 3 Steps: Step 1: Update database to include actuals thru June 2007 (CRR1) Step 2: Update the Database with the Lehman CR related recommendations to produce a final “CR Effects” total (CRR2) Step 3: Implement all pending BCRs, rate updates, and baseline corrections for a comprehensive Estimate to Complete (CRR3)

Step 1 Data at last Lehman Review was presented with April Actuals For this review we have updated the data with June Actuals

Step 2 Only CR Effects will be reviewed CR Cost Impacts to 1st two quarters of FY07 CR Cost and Schedule impacts to ETC CR Effects that were realized are Schedule delays Additional marching army costs Impacted milestones Inflation/escalation Redistribution of costs from OPC to TEC Recalculation of contingency and management reserve

Step 3 Add in all pending BCRs Refine, correct and validate the ETC to fit within the allocated funding profile Finalize the plan for the transition to operations Update the overhead and escalation rates: Changes OH: OPC Labor @ 40% OH: TEC Non-Labor @ 4.32%, OPC Non-Labor @ 5.04% SLAC/LLNL Escalation rates @ 4.0%/Year ANL Escalation rates @ 4.5%/Year Validate the database and start the BOE documentation in preparation for the EIR in October Bottoms up contingency analysis and Monte Carlo Analysis was performed

Critical Path Analysis Top three critical paths were run and analyzed All constraints removed from database except Funding constraints Shutdown constraints Top three paths to CD4 were calculated Critical path to “Initiate Early Experimental Operations” calculated

Backup Slides

Detailed Cost Estimate Report (DCE)

Budget and Funding Analysis

Milestone Hierarchy Defined Level 1, 2, 3 and 4 Milestones Level 1 controlled by DOE HQ Level 2 controlled by DOE Stanford Site Office Level 3 controlled by LCLS Project Director/Deputy Project Director Level 4 controlled by System Manager Level 1-3 Milestones are under formal configuration control.

Resource Loaded Schedules

Integrated Schedules

CPR Drilldown (Level 2)

BCWS, BCWP,ACWP Report (SPA)

Obligation Report (OSCUM)

Milestone Dictionary

WBS Dictionary

Responsibility Assignment Matrix (RAM)