1. Linac Coherent Light Source (LCLS)
Project Management Control System
Trish Mast
August 11, 2004

2. PMCS Development
The LCLS PMCS and methodology is modeled after the B-Factory PMCS.
Utilize personnel experienced with the B-Factory PMCS system for both implementation and execution.
Software selection (Cobra, P3 and wInsight) based upon:
Comprehensive evaluation matrix (process drives software)
Software was tested with project data
Successful experience
The LCLS PMCS meets DOE Order 413.3, Program Management for the Acquisition of Capital Assets and the 32 criteria from DoD on the Industry Standard for Earned Value

3. PMCS Baseline Development
Integrated Cost and Schedule Baseline Development
Establish the WBS
Detailed Schedule Development
Schedule Integration
Funding reconciliation
Establish the Performance Measurement Baseline (PMB)
Integrate the Cost and Schedule Baseline
We started the process in Aug ’03 and finalized the baseline in Mar ‘04

4. PMCS Baseline Development
Detailed Schedule Development
100% of scope covered
Simplest approach is to schedule the WBS
Logic-driven schedule networks
Identify interfaces (needs and availabilities) with other systems
Consistent use of calendars,
units and resources for reliable calculations
Proper activity coding for reporting and summarization
The EIR concurred that all requirements had been met

5. PMCS Baseline Development
Schedule Integration
IPS Activities
I promise to do lots of things
I promise to deliver you something
I can’t start until you give something to me
Interface Milestones
“contract” between organizational elements
Delivering organization
Receiving organization

6. PMCS Baseline Development
Funding Reconciliation
Typically, the ‘bottoms-up’ plan yields a different funding requirement than what has already been established from the ‘top-down’, requiring schedule iterations
Identify and correct funding issues at lowest level of detail plan to fit within the existing funding constraints
Establish the PMB
Develop the work packages
Cost load the schedule to establish the budget and obligation profiles
Identify performance measurement techniques
Implement “Rolling Wave” philosophy for detail planning

7. Integrate the Cost and Schedule Baseline
Accounting
Systems
WBS / Cost
Estimate
Performance
Analyzer
Reports for
Mgmt/DOE
Performance
Measurement
Baseline
Integrated
Project
Schedule
Integrated Cost/Schedule Database
Status
Worksheets
CCB Actions
All tools and processes are completely integrated and automated

8. Project Execution and Control
Monthly Reporting
Cost/Schedule Drill Down Approach
Project Level SPA Chart
Project Level Cost Report – (CPRs, CSSRs)
Project Level Performance Analysis
System Level SPA Chart
System Level Performance Analysis
System Level Cost Report (Budget Element)
Work Package Detail Cost Report
Detailed Accounting Report /Schedule
Traditional Analysis (Critical Path, Variance, EAC)

9. Milestone Reports Performance Analysis SPA vs Funding
Sample Monthly
Reports

10. Critical Path Analysis Cost/Schedule Performance Reports
Manpower Reports
Critical Path Analysis
Cost/Schedule Performance Reports
Sample Monthly
Reports

11. Execution and Change Control
Change Control Process
Prepare project scope change request form (tech description, cost evaluation and schedule impact)
Approve and incorporate changes to the baseline

12. All reports and logs tie out each month
Change Control Log
All reports and logs tie out each month

13. Detailed Cost Estimate
All budgeted quantities tie to Basis of Estimate

14. Still to Do…
PMCS Validation in Oct/Nov as noted in EIR Report
FY05 Work Package Planning
Refine collection of Actual Costs
Implementation of wInsight