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

2. Review Documentation LCLS Project Review information:
Thumb drives, hardcopies of presentations and documentation
Project Documentation:
WBS and WBS Dictionary
Schedules, Milestones and Milestone Dictionary
Cost To Go Estimates – Fully burdened and escalated.
Includes contingency assessment at lowest level.
February 2008 Monthly Report & Risk Registry
Response to Recommendations from July 2007 Review
Questions? Contact:
Helen O’Donnell X3368,
Daphne Mitchell X5377,

3. Outline Project Status Procurement Status Integration Management
Cost and Schedule Performance
Contingency & EAC
Funding, Obligations & Costs
Milestones & Critical Path
Procurement Status
Integration Management
Risks & Mitigations
Summary

4. Project Status LCLS reporting against a new Baseline
Approved by DOE Deputy Secretary in January
Addresses impacts of the FY07 CR
TPC = $420M (TEC = $352M, OPC = $68M)
CD-4 = July 2010
TPC >73% Complete, TEC >78% Complete
Contingency on TEC = $21.5M
29.5% on remaining work
Management Reserve on OPC = $9.3M
30.5% on remaining work
FY08 contingency tight but is being managed 4

5. TEC Project Status Summary
Technical Systems well advanced
Injector & Linac complete through Sector 30
Undulator components mostly in hand.
XTOD in procurement phase. XES in final design.
Turner Construction >85% Complete
Powering equipment & Tunneling activities complete.
BO through NEH in May.
BO through FEH in August.
SLAC installing technical equipment prior to BO “co-occupancy”
LCLS Facilities turned over to Operations
Injector Facility (w/Drive Laser)
Linac (w/BC-1, BC-2) through Sector 30
Magnetic Measurement Facility 5

6. LCLS Project Performance6

7. Project Performance (through Feb08)
TPC
BCWS $286.1M
BCWP $285.8M
ACWP $285.6M
Obligations (cum) $300.5M
TEC (Line Item)
Remaining Work (ETC) $ 72.8M
~$26.4M is under contract
Est at Complete (EAC) $332.7M
EAC includes variances and Pending BCRs

8. LCLS Earned Value Indices
Not much trend data with the resetting of CPI & SPI.

9. LCLS TEC Progress

10. FY08 Contingency Estimate
Estimate ~$1.4M draw on contingency through 30Sep08 10

11. FY09 CR Impact & Mitigation
TEC base plan exceeds a strict 1/12th monthly CR allocation ~$2.6M.
Worst case: Delay procurements to match CR BA. Early science in FY09 is at risk.
Assumes $0 carry-forward
Preferred solution: Request $8.1M in Oct08, with $3.1M in subsequent months.
Award schedule-critical procurements. Adequate contingency is available to address unexpected costs. Turner close out scheduled for Dec08.

12. DOE (Level 2) Milestone Performance
L2 milestones include ~2 months float from early finish dates 12 12

13. LCLS Schedule Critical Path (CP) to CD-4
Undulator/FEE C.O. – install – FEL commission – Photons in FEH
Total float 108 working days (~5months)
K-measurement = 108 days
Soft X-ray Mirror System = 109 days
Undulator Girder Assembly = 111 days
Pop-Up Camera System = 113 days
Space Renovation BO = ~90 days
Renovation of existing space (low risk). Construction planned in FY10 but can be advanced if necessary.
“Co-occupancy” installation of technical equipment prior to BO.
Turner activities have priority. Co-mingled work is proceeding smoothly due to advance planning.
Track Turner EV in LCLS PMCS, site walk validation, OAC meetings

14. LCLS Procurements LCLS using co-located procurement group
1 Manager
2 Buyers (technical components)
1 Contract Administrator (A/E, CM/GC contracts)
1 Construction Buyer (Davis-Bacon contracts)
Administer field changes and submittals
2 P/T Consultants (price and change negotiations)
Weekly technical/procurement staff meetings
Advance procurements monitored via APP’s
DOE increased SLAC authority to $500K
Starting pre-planning of LUSI procurements.

15. Recent Procurements >$100K
Recent performance on estimating contracted work has been good.
~$11M of large procurements remain (~4.5M Space Renovation, $2.8M D/B FEH Hutches)

16. Integration Management
Integration Management Team (staff of 8)
Directed by R Boyce
Meets weekly to review interfaces, resolve gaps, conflicts
Representation from all LCLS L2 WBS (includes LUSI)
Monitor installation readiness, planning and coordination
Design reviews continue to play important role in advancing design and vetting integrated solutions
Risk Registry now mostly a tactical document
Punch list managed by System Managers
Often involves integrated mitigation actions

17. LCLS Technical Specifications
LCLS technical specs flow down from GRD-PRDs
LUSI beginning to finalize its design specs
LUSI interface captured in ICDs + Interface Working Group

18. TEC Remaining Work ~$72.8M

19. Contingency Assessment on Remaining Work19
Assessment is a bottoms-up, risk-based estimate of “potential need” by each CAM 19

20. Project Management Risks & Mitigations
Safety – Particularly construction and installation
Fully staffed in ES&H, construction safety and oversight (UTR’s)
Regular inspections, enforced procedures, stand-downs, daily tool box meetings
Aligned DOE, SLAC, Turner, Jacobs, Subcontractors
Cost – Contingency
Perform monthly analysis on EAC and projected ‘burn rate’
Perform semi-annual contingency assessment & MC analysis
Cost – Control (Owner-directed changes)
Regular walk-arounds with IMT and LUSI teams
Adhere to configuration controls (BCR, FCO and DCR) 20 20

21. Project Management Risks & Mitigations
Schedule – Installation Coordination
IMT facilitates integration and identify gaps/conflicts
Weekly install meetings (w/Turner) +readiness reviews
Schedule – FY09 Continuing Resolution
Request $8.1M ($5M above CR level) at beginning of FY09
Defer less critical work until later in FY09
Evaluate cost and contingency monthly
Management – Transitions
Actively manage organizational interfaces
LCLS-LUSI, transition to Linac Ops, transition to LCLS Science Program
Project transitions are high priority to DOE and SLAC
Regular communication and access to key resources
DOE-BES, DOE-SSO, SLAC Directorate
System Managers will address their risks and risk handling plans.
Full lists of active risks and mitigation actions are LCLS Risk Registry.

22. Summary LCLS reporting on recently revised baseline Challenges ahead:
Overall, earned value making steady progress
Milestone performance good so far
Cost and schedule contingencies adequate to address project risks
Monitor and manage FY08 contingency allocation
Request $8.1M in Oct08 ($5M above CR level) to maintain schedule to early science
Challenges ahead:
Close out (Turner) construction project
Simultaneously manage install/commission activities
Continue LUSI integration and transition to operations

23. End of Presentation