1. Linac Coherent Light Source (LCLS)
5/23/2019
Linac Coherent Light Source (LCLS)
Earned Value Management System
Trish Mast
September 18, 2007

2. Project Controls Team
The Plan for the Plan
Critical Path

3. PMCS Team
The PMCS group is composed of 5 Project Controls/Scheduling analysts
The entire PMCS group is contract labor through Deltek, Inc.
The PMCS team supports the Project Office and CAMs
Trish Mast: Project Office, Undulator, Commissioning
Jeff Chan: Installation
Manny Abela: Injector, Linac, and E-Beam Systems Controls
Jay Doubrava: Photon Systems and Photon Systems Controls
Anita Malahowski: Conventional Facilities

4. The Plan for the Plan (or How We Spent our Summer Vacation)
Initially developed offline database that represented the 2007 CR Effects which was presented at the July Lehman Review
Database was called “CRFN”
Used Actuals thru April 2007
2007 CR effects were calculated for Oct ’06- April ’07
Estimate to Complete reflected CR effects on future work

5. The Plan for the Plan
July Lehman Review requested CR effects modifications plus full Estimate to Complete
Database to contain complete rebaseline of ETC
Rebaseline to be completed by end of August
CR Effects to be isolated
Lehman Review recommendations to be implemented
Results to be presented at September 18th Mini Lehman Review

6. August Rebaseline effort broken into 3 Steps:
The Plan for the Plan
August Rebaseline effort broken into 3 Steps:
Step 1: Update database to include actuals thru June 2007 (CRR1)
Step 2: Update the Database with the Lehman CR related recommendations to produce a final “CR Effects” total (CRR2)
Step 3: Implement all pending BCRs, rate updates, and baseline corrections for a comprehensive Estimate to Complete (CRR3)

7. Step 1
Data at last Lehman Review was presented with April Actuals
For this review we have updated the data with June Actuals

8. Step 2 Only CR Effects will be reviewed
CR Cost Impacts to 1st two quarters of FY07
CR Cost and Schedule impacts to ETC
CR Effects that were realized are
Schedule delays
Additional marching army costs
Impacted milestones
Inflation/escalation
Redistribution of costs from OPC to TEC
Recalculation of contingency and management reserve

9. Step 3 Add in all pending BCRs
Refine, correct and validate the ETC to fit within the allocated funding profile
Finalize the plan for the transition to operations
Update the overhead and escalation rates: Changes
OH: OPC 40%
OH: TEC 4.32%, OPC 5.04%
SLAC/LLNL Escalation 4.0%/Year
ANL Escalation 4.5%/Year
Validate the database and start the BOE documentation in preparation for the EIR in October
Bottoms up contingency analysis and Monte Carlo Analysis was performed

10. Critical Path Analysis
Top three critical paths were run and analyzed
All constraints removed from database except
Funding constraints
Shutdown constraints
Top three paths to CD4 were calculated
Critical path to “Initiate Early Experimental Operations” calculated

11. Backup Slides

13. Detailed Cost Estimate Report (DCE)

14. Budget and Funding Analysis

15. Milestone Hierarchy Defined Level 1, 2, 3 and 4 Milestones
Level 1 controlled by DOE HQ
Level 2 controlled by DOE Stanford Site Office
Level 3 controlled by LCLS Project Director/Deputy Project Director
Level 4 controlled by System Manager
Level 1-3 Milestones are under formal configuration control.

16. Resource Loaded Schedules

17. Integrated Schedules

18. CPR Drilldown (Level 2)

19. BCWS, BCWP,ACWP Report (SPA)

20. Obligation Report (OSCUM)

21. Milestone Dictionary

22. WBS Dictionary

23. Responsibility Assignment Matrix (RAM)