DOE Review of the LCLS Project LCLS Project Management M. Reichanadter LCLS Deputy Project Director

Review Documentation LCLS Project Review information is located at: http://www-ssrl.slac.stanford.edu/lcls/doe_reviews/2007-july10-12/index.htm Thumb drives, hardcopies of documentation and plenary presentations. Project Documentation: WBS Dictionary Summary Schedule – Detailed Schedules Cost To Go Estimates – Fully burdened and escalated. Injector Safety Assessment Document, LCLS ISM Document Milestones & Milestone Dictionary - Updated milestone and definitions. April 2007 Monthly Report – progress/issues, CPR, milestones Response to Recommendations from October 2006 Review Risk Management Plan and Risk Registry PARS Report, Project Data Sheet, Project Execution Plan Additional information for upcoming EIR Questions? Contact Helen O’Donnell X3368, heleno@slac.stanford.edu

Outline Project Progress / Status Continuing Resolution Cost, Schedule and Milestone Performance Contingency Allocation and EAC Continuing Resolution Recent effects of the FY07 CR Project mitigations and revised project baseline Procurement Status Risk Mitigation Summary

Progress since October 2006 LCLS Performance – Good News Injector TEC complete, commissioning underway Linac is recovering from CR effects. Preparing to install 2nd Bunch Compressor on original schedule. Undulator magnets @ SLAC under full measurement program Civil Construction effort fully deployed. Stronger SLAC and Turner teams in place. LCLS Performance – Bad News FY07 funding uncertainties have degraded overall CPI and SPI Redirected staff, hold procurements. SPI drops to ‘yellow’ $8M funding reduction in FY07 requires project to replan remaining work. Shift procurements from FY07 to FY09, phase CD-4 DOE directs change to baseline to address the CR effects EIR scheduled for August 2007

LCLS Progress on Approved Baseline % Planned 52% % Complete 46% SPI = 0.88 CPI = 0.92 EAC up-trend BCWP down- trend, due to CR $ total burn rate ~$7M per/mo SLAC labor portion burns ~ $2.5M/mo

LCLS TEC Earned Value (through Apr07) BCWS $160.0M BCWP $140.7M ACWP $154.8M EAC $298.3M Outstanding Phase-Funded Awards $76.4M % Contingency on uncommitted work 14.5% EAC includes all remaining work, overruns, potential BCR’s and reserve for high risk items. % contingency degraded from ~22% to 14.5% over past two quarters due to redirection of staff and funding uncertainties.

Cost and Schedule Variance Trend CV and SV show significant degradation Primary cause: redirected staff, hold on funding / procurements Lower earned-value and rise in EAC

Recent L3 Milestone Performance Milestone Plan Actual Var CF – Research Yard Mods BO 9/21/06 8/30/06 -16d UN - MMF Ready to Measure 10/27/06 8/28/06 -44d LN – X-Band Klystron RFI 11/27/06 8/31/06 -62d IN – Start Laser Commission 12/14/06 1/16/07 14d IN – Inj Controls Install Complete 1/2/07 3/16/07 52d LN - Start BC1 Commissioning 2/28/07 3/30/07 22d IN - Start Injector Commission 3/6/07 4/5/07 22d CF – Linac Power/Water Available 6/11/07 3/29/07 -52d UN – 33 Undulators @ SLAC 7/6/07 4/30/07 -49d Despite the CR effects, LCLS team has been able to deliver on its near-term milestones.

Key Upcoming L3 Milestones Milestone Plan Comments s XT – AWARD: LE Mirror Substrate Jul-07 Awarded XE – COMP: AMO PDR Meeting Aug-07 On schedule PM – FY07 Shutdown: HW RFI Nov-07 On schedule XE – 2-D Detector Mid-Project Review Nov-07 On schedule XT – AWARD: HE Mirror Substrate Nov-07 On schedule XT – Fixed Mask RTS to SLAC Dec-07 On schedule LN – BC-2 Installation Complete Jan-08 On schedule, tight UH – 1st Prod Vac Chamber @ SLAC Jan-08 Near CP, issues CF – BTH, FEE, UH, EBD Co-Occ Dec-07 CP, On schedule, tight LN – Start Linac Commissioning Feb-08 On schedule, tight Mitigate vacuum chamber risk with focused and experienced task force Co-Occupancy interface to installation effort. Critical interface.

CR Funding Uncertainty Time-Line Continuing Resolution LCLS funded incrementally at ~$86M level. FY07 planned funding $122M Funding Uncertainty A S O N D J F M 2006 2007 Funds arrive at ANL Possible year-long CR No funding restoration until FY09 DOE directs LCLS to revise baseline plan. Budget passed. LCLS funded at $114M level

CR Impacts and Mitigation Actions Impact: Funding Uncertainty Range from ~$83M to full funding (~122M) FY07 peak funding year, FY08 funding fixed at $66.9M Mitigation: Redirect management team Review/revise planning. Reset priorities. Maintain civil construction and technical commitments Maintain existing core team, defer matrixed staff at 3 labs Defer future procurements, cancel FY07 shutdown Hold procurements at all 3 labs to avoid risk to BA Cost: ~$4.1M Standing army (actualized costs without earned value)

CR Impacts and Mitigation Actions Impact: $8M FY07 funding reduction Mitigation: Develop new plan based upon reduced funding profile. Defer selected procurements from FY07 to FY09 Minimize impacts to science with phased CD-4a, CD-4b Accelerate shutdown procurements to recover schedule Cost: ~$20.9M Project extended by 14 months Staffing costs, no changes to scope CD-4a, first LCLS science 4 months beyond original plan Project is funding limited in FY08

Mitigation Action – Phased CD-4 Beam Transport Hall – 227m long above grade facility to transport the electron beam through the existing RSY Undulator Hall – 170m long underground tunnel housing undulators and ancillary equipment Near Experimental Hall – underground facility whose primary function is to house 3 experimental hutches, prep and shops Far Experimental Hall – underground single 46’ cavern to house 3 experimental hutches and prep space Front End Enclosure – 40m long underground facility to house diagnostic equipment in support of photon beam CD-4a LCLS Operations in NEH – July 2009 X-Ray Transport Tunnel – 200m long underground tunnel used to transport photon beams to FEH Defer XT, XE technical procurements until FY09 CD-4b LCLS Operations in FEH - May 2010

CR Impacts and Mitigation Actions Impact: Replan remaining LCLS work Mitigation: Redirect management team With FY07 funding known, reassess impacts on planned shutdown, CD-4a, CD-4b Prepare revised LCLS baseline documentation All changes to baseline related to CR Impacts Limited EIR to validate baseline change Cost: ~$1.4M Redirected army (actualized costs without earned value)

Summary of CR Impacts (K$) CR Summary captures project impacts both past (realized) and future (ETC): Delay costs, acceleration costs, redirected and standing army costs, escalation. No changes to scope. Redistribution of costs from OPC to TEC to reflect extended TEC. Update contingency and management reserve on ETC.

Scope, Cost & Schedule Items No changes in scope or technical capabilities. Little or no scope contingency remaining. All estimates prepared FY2007 dollars. SLAC, ANL & LLNL indirect rates unchanged: SLAC indirect rate for LCLS, LUSI projects of 20% labor, 6% capped @ $500K for M&S. ANL, LLNL rates unchanged. Standard DOE escalation guidance applied LCLS and SLAC management worked to minimize cost growth by coordinating staff roll-off into operations once commissioning goals are achieved.

Revised TPC Funding Profile FY08 contingency is tight FY07 TEC down $5M FY08 no restoration CR degraded performance Mitigation Pushed work into FY09. Identified swing procurements Track on risk list.

Revised ETC, BAC @ L2 Awarded contracts reserve 10% contingency for CF and 5% on technical.

Basis of Estimate on Remaining Work (TEC)

LCLS schedule to CD-4a and CD-4b CD-4a (July 2009) Photons in the FEE and NEH CP - UH Occupancy – BPMs - install – commission – NEH Photons Total float to CD-4a; 71 working days (~3-1/2months) Near CP – Undulator vacuum system, Undulator testing “Early-occupancy” Target dates allow installation prior to BO. Priority to Turner. Staying to CF schedule is key. CD-4b (May 2010) Photons in FEH – Project Complete CP – FY09 funding – FEH Hutch BO – Install – FEH Photons Total float to CD-4b; 84 working days (~4months) Near CP – XT/XE procurements tied to FY09 funding FEL commissioning is done early, lower risk at CD-4b LCLS summary schedule w/CP in backup documentation

LCLS Procurements LCLS using co-located procurement group (7) 1 Manager, 3 Buyers, 1 FCO/Buyer, 2 Consultants B. Miller (Consultant), J. Dee (Price Negotiation) S. Zadel (FCO’s and submittals) Weekly technical/procurement staff meetings Procurements monitored via and CP List and APP’s Field Change Order Process monitored closely ~4.4% on work accomplished Recent SLAC PERT review LCLS too slow on closing out field changes (FCOs) Identified earlier by LCLS Self-Assessment. CAP in place. DOE SSO to approve all SLAC procurement actions >$100K LCLS using detailed planning & tracking document (incl. DOE actions) for next 6 months. Add to risk registry. Need to stay on top of this. So far, so good.

Most LCLS contracts completed or awarded ~$185M of procurements and subcontracts, ~$27M remain. Some specialty components but most are commodities. (vacuum, cabling, power supplies) Largest Remaining Procurements Space Renovation ~$5.0M 2 FEH Hutches ~$2.2M 12kV Utility ~$1.6M Install Contracts Cost Risks CF Procurements Additional expertise in cost estimating Staying to Schedule System Integration

Risks & Mitigations Baseline – Need a baseline to measure against. Refocus project team on building the project. Project is at capacity, ~$7M/month. EIR in August. ESAAB as soon as possible. Safety – Particularly construction and installation Fully staffed in ES&H, construction safety and oversight (UTR’s) Regular inspections, enforced procedures, stand-downs, tool box meetings Aligned DOE, SLAC, Turner, Jacobs, Subcontractors Cost Control Monitor FY08 contingency – See Risk Registry Track FCO usage, obligations, SLAC labor Strong, experienced negotiating (procurement. legal) team in place. Schedule Control Central coordination of Installation activities with detailed schedules Undulator Vacuum Chamber – Parallel design effort, Task Force Interfaces and Transitions (LUSI, Linac Ops, LCLS Ops, Science Prog) LUSI rolled into LCLS. Other interfaces are being making progress System integration facilitated by APD-Engineering and Integration Manager Regular access and communication with SLAC Directorate

Summary LCLS has prepared a revised ETC to address the funding uncertainties and reduced funding in FY07. TPC of $409M ($30M delta) and phased CD-4 (14 month extension) The revised ETC allows the project to complete its commitments (technical, cost and schedule) to DOE. No changes to scope or technical capabilities Cost and schedule contingencies are adequate Contingency is tight in FY08 Challenges ahead: Maintain construction progress, refocus on building the project Prepare for efficient handoff to installation teams Continue good progress on commissioning Get ready for LCLS transition to operations and LUSI

LCLS Earned Value Indices CPI and SPI trend: Degraded due to CR. Redirected staff, hold on procurements, Injector variances (done), MMF Setup