1. DOE Review of the LCLS Project
LCLS Project Management
M. Reichanadter / SLAC

2. Outline Project Management Overview
Resource-Loaded Schedule & WBS Organization
TPC, TEC, Contingency
Project Schedule & Critical Path
Scope, Cost & Schedule Development
CD-2a to Cd-2b
Project Management Execution & Control
Summary

3. LCLS Project Philosophy
LCLS Project is a “Big Science” Project
Fixed-vs-flexible baseline, more management levels, more delegation.
Transparent organizational structure and configuration management.
LCLS team “owns the plan”.
The P3/COBRA database is the sole source of the approved LCLS scope, cost and schedule work plan.
“Plan the work … Work the plan”. Emphasis on meeting schedules/milestones.
Changes to the “plan” are approved through change control.
LCLS is not a green site.
Identify core group of scientists, engineers and managers.
LCLS SLAC, LCLS ANL / LLNL
Matrix supporting infrastructure from 3 collaborating labs.
LCLS seeking industrial solutions (bias toward “buy” versus “make”)
Candidates: Controls, Magnets, Vacuum, Lasers, Optics
Core strength of LCLS team is Physics and System Integration
LCLS will co-manage needed R&D along with baseline
Controls, 2-D Pixel Detector, EOU Diagnostics
LCLS identifies risks up-front (continuous over the life cycle)
Controls, Conventional Facilities, XTOD, Undulators

4. LCLS Resource Loaded Schedule
The LCLS resource-loaded schedule comprises ~14,000 tasks.
8771 Activities with resources
864 Work Packages
564 Control Accounts
LCLS uses Primavera (P3) as its scheduling tool with COBRA as the cost processor.
SLAC has successfully delivered with P3/COBRA (PEP-II, GLAST, SPEAR-III).
Significant supporting documentation for LCLS base costs.
Basis of Estimate covers base costs only. Contingency assessed independently.
A WBS Dictionary defines the scope of work at the lowest WBS level (typically Level 5/6).
A series of design reviews/workshops were conducted to ensure that the scope of work will achieve the LCLS mission.
Contingency is assessed at the lowest WBS.
Design Maturity & Judgment Factor (risk-based)
Work schedule, commitments and resource profiles are derived from the resource-loaded schedule.

5. LCLS WBS Organization
LCLS is organized into fully integrated (design through commissioning) decoupled systems.
Decoupling allows each system to go as fast as technically possible.
Allows phased commissioning
Management & Integration
Product-based Components
I&A – Components into subsystems
Physics Commissioning
Controls is embedded in technical systems.
Improves controls / hardware interface.
Configuration management is easier.
Needs good coordination between Controls Manager and System Manager.
Dual signature authority

6. LCLS Organization @ L2 Project organization parallel to budget and WBS
Pay attention to interfaces

7. LCLS Project Baseline LCLS Baseline (strawman) $273MAY TEC $315MAY TPC
Approve CD-2b (Perf. Baseline) is planned for Sep-04.
~29.5% contingency on work remaining
LCLS is ~30% complete on PED

8. LCLS Integrated BA-BCWS Chart
LCLS is funding-limited in FY04.
Spending FY04 funds + FY03 carry-over.
FY05 funds allow for full deployment of PED effort ($20M) and LLP ($30M).
FY06 construction start.
FY09 operations start

9. TEC / OPC vs Funding
TEC. Work is scheduled as soon as technically possible;
Aggressive schedule & staff-up.
Contingency back-loaded. If a large contingency utilization in FY05/FY06 is needed, there are;
~$8.3M of tasks in FY05
~$9.8M of tasks in FY06
With > 250d float
OPC. LCLS procures most special process spares in FY07.
FY07 & FY08 has costs to operate the SLAC Linac + commissioning manpower.
FY09 (1st year of operations)

10. Contingency Assessment
Contingency assessed on the base cost by Sys Mgrs/CAMs.
Design Maturity
Judgment Factor
Risk-Based
Contingency assessed at the lowest WBS.
Contingency allocated and managed centrally from the LCLS Project Office.
Follows PMP thresholds
Track monthly allocation.

11. Contingency Assessment @ L2 (Mar04)
Compares well with Available Contingency on WR (29.5%)

12. Contingency Utilization on SC Projects
LCLS Contingency is ~29.5% of work remaining
L2 System Managers assessed their needs at ~27%
Contingency is consistent with recent Office of Science experience.

13. LCLS Peoplepower / System / Lab
*Apr-Sep budget only
Oct-Apr (actuals) = 30.5 FTE’s
Integrated FY04 ~ 58 FTE’s
ramp-up year for aggressive schedule
does not include contract labor
(AIM, Jacobs, Dalesio)

14. LCLS Peoplepower Rampup Estimate (all Labs)
Significant ramp-up in FY05 staff
(Controls/PC, E/RF Engr & ME/MD are most critical)
Estimate on FTE’s on
staff at end of FY04.

15. LCLS Summary Schedule LCLS Schedule
Systems are ~decoupled during PED, construction, & I&C.
Critical Path
Linac (~140 days)
Undulator (~170 days)
T3-BO-LTU-Dump
1st Beam in Undulator
System Managers will discuss details of critical paths

16. Cd-2a – CD2b Process Defining LCLS Scope
LCLS team conducted peer reviews to ensure that the project scope is well-designed, meets performance standards and the needs of the user community.
Technical Value Engineering
Design Reviews
Injector System TDR (Nov-03)
Injector Laser Review (Jul-04)
Linac System TDR (Dec-03)
Undulator System TDR (Mar-04)
XTOD System TDR (Mar-04)
X-ES System TDR (Dec-03)
Charge to the committees;
Will the current design meet the LCLS requirements?
Is the maturity of the technical system adequate to support a cost and schedule estimate?
Have we missed anything? Is there a better way?

17. Cd-2a – CD2b Process Defining LCLS Scope
Project-wide Value Engineering
Facilities Advisory Committee (Apr-04)
Scientific Advisory Committee (Sep-03, Dec-03, Jul-04)
Experimental hutch design, First proposals, Organization
Global Controls Review (Mar-04)
Injector – Linac Cost/Schedule VE Review (Mar-04)
Workshops
Undulator Parameters (Oct-03)
Undulator Magnet (Nov-03)
Commissioning Workshop (Jan-04)
Injector Laser Review (Jan-04)
Injector Heater Workshop (Feb-04)
Conventional Facilities Title I Process
Jacobs Engineering brought on in Jan04.
Charrettes, VE Session, 50% review, 100% review-Jacobs (Mar-04)

18. Cost and Schedule Estimate Basis
LCLS is the world’s first X-R FEL.
A large fraction of the cost and schedule estimates are based upon expert physics and engineering judgment.
Category #

19. CD-2a -2b Process Bottoms-Up Resource-Loaded Development
Establish WBS and discrete tasks
Schedule Logic.
Add resources (labor, $)
100% of scope/effort
Identify large procurements
Scrub existing schedule
Schedule Integration. Add interface milestones
Perform QA on schedule logic, durations and total float
Establish Performance Baseline
Identify control accounts
work packages
Set LCLS baseline
Integrate Baseline
Integrate P3 and Cobra.
Load Actuals
“0” Variance
Establish Performance Measurement Baseline
Cost/Schedule Baseline
Produce BL Reports for CAM Handbooks
PMCS CAM Training
Submit EIR and PMCS Documentation
Iterated several times to get scope/cost/ contingency “set” and get schedule/obligations/resources consistent with funding profile.
Funding Reconciliation.
Review/adjust obligation/spend plan to fit funding, resources,
DOE/Project Milestones
Identify Project Critical Paths
Resource-loaded baseline scope for the LCLS presented to EIR committee in Jun-04. Cost, schedule & contingency found to be “reasonable”.

20. LCLS is under Configuration Management
Management Control
LCLS Project Management Plan
with Appendices
LCLS Advance Procurement Plan
w/ Critical Procurements Appendix
LCLS Quality Implementation Plan
LCLS Risk Management Plan
with Risk Registry Appendix
Technical Control
Technical Specifications Documents
With GRD, PRDs, ESDs, ICDs
WBS Dictionary
Cost/Schedule/Resource Control
LCLS P3 Cost & Schedule Database
With Baseline Change Requests
LCLS L1-L2-L3 Milestones

21. LCLS Monthly Report (12 months of reporting, 4 on complete TPC)
Technical Highlights
Issues and Assessments
Earned-Value Performance
Milestone Performance
Change Control Log

22. LCLS Project Coordination
ILCC meets quarterly to address issues affecting resource allocation and coordination to the LCLS project at the partner laboratories.
Federal Project Director is invited to ILCC meetings.
FAC meets semiannually and provides advice on the construction and technical capabilities of the LCLS.
SAC meets semiannually and provides advice on the scientific program of the LCLS.

23. LCLS Project Coordination
ANL – LLNL Tech Add define scope of work, budgets and resources on an annual basis.
Supports;
IWOs, MPOs
Project Office will prepare draft TA in July.
Signature process to start 01Aug.

24. Summary We are ready for CD-2b / CD3a.
LCLS has established a Project Baseline.
The technical scope of the LCLS has converged.
GRD, PRDs, ESD’s are the baseline design. WBS Dictionary is consistent.
Civil Construction Title I Complete.
EIR concluded that the LCLS baseline plan is reasonable.
Resource-loaded cost and schedule is established and consistent with funding guidance and CD-4.
Scope, cost and schedule configuration control is in place.
Ensures early warning of problems (follow-up in Management Breakout).
We are ready for CD-2b / CD3a.
Areas to work on in next 6 months;
Hire key personnel
Identify even more FY05 hires
Prepare FY05 long-lead procurements
Have a construction organization, schedule and procurement strategy ready by Mar05. Construction start is ~1 year away!

25. End of Presentation
Additional Slides

26. LCLS Integrated BA-BCWS Chart (FY04-FY05)
Current FY04 spending ~$1.3M/mo
Zero carryover planned for FY05.