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John N. Galayda – Director, LCLS Construction May 13, 2009

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Presentation on theme: "John N. Galayda – Director, LCLS Construction May 13, 2009"— Presentation transcript:

1 John N. Galayda – Director, LCLS Construction May 13, 2009
Project Close-Out Planning, Critical Path, Contingency Planning and Risk Analysis John N. Galayda – Director, LCLS Construction May 13, 2009

2 Plan laid out 12/2008 Project Closeout
Based on DOE M ( ) This manual was cancelled, 1/13/2009 DOE N Project Transition/Closeout (CD-4) DOE G ( )

3

4 Table of Contents Tailoring Project Performance and Completion Criteria Readiness Assessment/Operational Readiness Review Commissioning Plan Transition to Operations Plan Quality Assurance Environmental Management System Revision Safeguards, Security and Safety Plan Post CD-4 Approval Requirements (related to transition/closeout)

5 Project Performance and Completion Criteria
Defined in the Critical Decision approvals, refined in Global Requirements Document Defined minimum goals for each stage of commissioning, prerequisite to starting next stage LCLS Start-up Test Plan Defined criteria for completion of commissioning stages: Injector Linac Linac-to-Undulator Undulator & Beam Dump Front-End Enclosure Near Experiment Hall X-Ray Tunnel & Far Experiment Hall Key Performance Parameters Prerequisite to the Approval of CD-4, Start of Operations

6 Project Performance and Completion Criteria

7 Project Performance and Completion Criteria
For Closeout: Verify Performance Criteria Have Been Met 7

8 Commissioning Plan Equipment checkout integrated with staged accelerator readiness sequence Safety readiness and technical readiness have been integrated Injector linac Linac-to-Undulator,Beam Dump, Front-End Near Hall X-Ray Tunnel, Far Experiment Hall Photon Beam Systems will follow this path Technical/scientific accelerator commissioning plans are also in good shape Conventional Facilities: “commissioning agent” (contract work) results 8

9 Readiness Assessment/Operational Readiness Review
Safety Assessment Document has been developed and expanded in stages, latest at System Lead Deliverable Date Injector Schultz/Hislop/ Scharfenstein. Injector SAD 3/2007 Linac Scharfenstein Injector/Linac SAD 12/2007 Linac-to-Undulator-to-Dump, Front-End Enclosure Accel Sys SAD 8/2008 Near Experiment Hall Arthur SAD extension 8/2009 X-Ray Tunnel, Far Experiment Hall 1/2010 9

10 Readiness Assessment/Operational Readiness Review
Not governed by the Accelerator Safety Order (except for radiation shielding) SLAC Building Inspection Office assesses building readiness for handover BIO determination will be included in the closeout package System Lead Deliverable Date CF Saenz (for LCLS) Test results, cleared punchist LTU-NEH 9/2009 FEH, Hutches 3/2010 10

11 Quality Assurance, Safeguards/Security
Guidance: to keep the QA plan current SLAC Quality Assurance Program- June 2008 Governing document Safeguards/Security Existing SLAC program

12 Transition to Operations Plan
SLAC Linac operations staffing, policies and procedures are mature Criteria for transition to operations of new systems were well-established Criteria were met at each stage as part of the Accelerator Readiness Review Process Criteria for transition-to-operations of Photon Beam Systems will be patterned after SLAC SOP XFD operations organization is in growth spurt Handover from Project to Directorate/XFD commissioning organization will be part of ARR for the Near Hall and subsequent SLAC instrument readiness reviews Handover deliverables will ensure safe operation; sophistication will grow as operations and organization mature SLAC Guidelines for Operations will be amended to include XFD operations, and offered as part of Project Closeout 12

13 Project Closeout Report
Target date: 10/2010 Technical, scope, cost and schedule baseline accomplishments Financial closeout, including a final cost report Deactivation, decontamination and decommissioning planning (if required) Closeout approvals Permits, licenses, and/or environmental documentation Contract closeout status Adjustments to obligations and costs Photographic documentation Baseline change control log

14 Critical Path Detection of X-Rays in Far Hall after January-March 2010 shutdown for K-10 substation replacement Accelerator, Undulator-to-AMO: maintenance only Completion/testing of Personnel Protection for XRT and FEH.

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16 Level 2 Milestones

17 SXR instrument LCLS Project has no obligation to install/integrate SXR hardware after 3/2010

18 Major scope additions since last review
Project Contingency Major scope additions since last review SXR Instrument installation/integration: +$1.5M Adds scientific capability to LCLS in 2010 Leverages a $5M hardware contribution by consortium 3 instruments (AMO, XPP, SXR) by end of 2010 Far Hall Hutch 6 and Mezzanine +$800K Adds workspace to Far Experiment Hall Completes originally envisioned count of hutches Mezzanine installation would be disruptive later in operation Building 28 office area increase +$2.15M Additional technical/safety oversight of work Refined basis of estimate (A/E design) Expansion to area previously envisioned for SSRL Permits co-location of XFD personnel (albeit far from LCLS)

19 Estimate at Complete LCLS EAC for TEC $345.0M LCLS EAC for OPC $62.0M
Remaining Work (ETC) $29.4M Remaining Contingency $ 7.0M % Contingency (Cost to Go) 23.9% % Contingency (Comm to Go) 27.5% Adding scope to optimize science. Reserve adequate contingency to address remaining risks to project. LCLS EAC for OPC $62.0M Remaining Work (ETC) $16.7M Remaining Mgmt Reserve $ 6.0M % Mgmt Reserve (Cost to Go) 36.0% Increasing Mgmt Reserve due to lower than anticipated commissioning costs, so far…

20 Bottoms-up Contingency Assessment
Assessment is a bottoms-up, risk-based estimate of “potential need” by each CAM Historically conservative

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23 Top-Down Contingency Assessment
Correct cost-to-go for Pending BCRs $800K in allowances Assume all schedule variances are real Remaining work, assuming all schedule variances will be realized as cost: $32M Remaining contingency: $ 8M Contingency allocation, top down: 11% avg 20% to civil construction not yet awarded 5% to civil construction already contracted 5% to SLAC effort-to-go 10% on other M&S not yet awarded $4.5M unassigned contingency

24 Contingency Wish List Technical:

25 Alternative for Office Space
Tilt-up building Fast construction LEEDS Gold ~18,500GSF More convenient access to LCLS Halls Proposals under evaluation Will wait for award of hutches and April (maybe May) actuals to decide

26 Other Project Costs Allocated $2M for ramp-up of x-ray commissioning effort in 2009 – not fully committed $6M cumulative management reserve Wish list: $1.77M reserve in 2009 Commit $1M soon 2010: must reserve $2M for risk mitigation $3M to go

27 Happily, many technical risks to the project may be retired
Risk Assessment Happily, many technical risks to the project may be retired Civil construction generic risks are pretty invariant right up to the end of the project. While less cost-to-go means less schedule risk, the approach of CD-4 milestone means schedule risk becomes more significant

28 Risk Assessment (cont’d)
Major $ risk is civil construction claims appropriate accrual was put in baseline TEC Major schedule risk is civil construction schedule As noted in Risk Registry

29 End of Presentation 29 29

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