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

2. Project Progress / Status
Outline
Project Progress / Status
Cost and Schedule Performance
EAC Contingency Allocation
Effects of the FY07 CR, Prep for EIR
Revised Project Baseline
Procurement Status
Risk Management
Summary

3. Progress since the last Review
LCLS Performance – Good News
Injector construction, installation and commissioning complete
Linac is recovering from CR effects.
Shutdown underway. Installing BC-2.
SLAC. Prototype vacuum chamber in Sept.
Civil Construction effort fully deployed.
Stronger SLAC and Turner teams in place.
LCLS Performance – Bad News
FY07 funding uncertainties have degraded overall CPI and SPI
Redirected staff, hold procurements. SPI drops to ‘yellow’
$8M funding reduction in FY07 requires project to replan remaining work.
Move FY07 procurements to FY09, phase NEH/FEH commissioning
DOE directs change to baseline to address the CR effects
EIR scheduled for October 2007

4. LCLS Progress on Approved Baseline
% Planned 63%
% Complete 54%
SPI = 0.85
CPI = 0.92
EAC up-trend BCWP down- trend, due to CR
$ total burn rate ~$7-8M per/mo
SLAC labor portion burns ~ $2.5M/mo

5. LCLS TEC Earned Value (through Jul07)
Cum Work Scheduled (BCWS) $192.7M
Cum Work Performed (BCWP) $163.8M
Cum Actual Costs (ACWP) $181.8M
Estimate at Complete (EAC) $304.6M
Includes all Pending BCR’s and Variances
% Contingency on EAC %
% contingency dropped from ~22% to 7.9% since Oct06 due to CR and funding uncertainties. Not accomplishing planned work.

6. Cost and Schedule Variance Trend
CV and SV show significant degradation
Redirected staff to address directed rebaseline
Delay and acceleration costs due to CR uncertainty
Defer XT and XE procurements until FY09

7. Rebaseline Timeline Sep5 – PMOG Meeting
Review revised baseline plan
Cost and schedule contingencies considered adequate
Tighten up FY08 contingency planning
Response to Lehman recommendations ~reasonable
Sep7 – EIR Pre-Briefing Documentation Complete
Sep18 – Mini-Review (Lehman) with DOE-BES
Review revised baseline plan and response to recommendations
Oct 9-12 – OECM on-site EIR (w/LMI)
Limited EIR (5/16 points)
Validate revised ETC baseline plan
~mid-Nov – ESAAB to approve new LCLS baseline
LCLS to ‘retire’ old baseline and start reporting on new baseline

8. EIR Review Documentation
Pre-Briefing Documentation
Project WBS & WBS Dictionary
Resource – Loaded Schedule
L4 Project Schedules
P3 Data File
Milestones & Milestone Dictionary
Key Project Assumptions
Guidance on Estimating Cost, Schedule & Contingency
Funding Profile
Critical Path
Risk Management Plan & Risk Registry
Project Execution Plan
On-Site Documentation
FTE Profile Tables
Detailed Cost Estimate
Basis of Estimate Documentation
BCR PM-38

9. Revised Baseline Actions
Revise LCLS baseline to deliver technical scope on cost and on schedule
Address the effects of the CR and FY07 funding reduction
Shift from FY07 to FY09 photon and FEH procurements
Update all remaining work using current (FY07) estimates
No changes in scope or technical capabilities
Update resource rates and escalation
SLAC, ANL & LLNL indirect rates unchanged
Use 4% escalation on future labor costs
Update OPC to reflect LCLS transition to operations
LCLS and SLAC management coordinated staff roll-off into operations once commissioning goals are achieved
Update cost contingency and risk handling plans
No significant scope contingency remains in the ETC.

10. Summary of Revised Baseline ($K)
ETC Summary
Address delay costs, acceleration costs, redirected and standing army costs.
Extend manpower to reflect extended (16 mo) project timeline
Update all remaining work; reassess contingency and management reserve

11. Updated L2 milestones
L2 milestones have 2 months float to ‘early finish’ date to allow some replanning discretion in response to changing conditions.

12. LCLS Phased Commissioning
Beam Transport Hall – 227m long above grade facility to transport the electron beam through the existing RSY
Undulator Hall – 170m long underground tunnel housing undulators and ancillary equipment
Near Experimental Hall – underground facility whose primary function is to house 3 experimental hutches, prep and shops
Far Experimental Hall – underground single 46’ cavern to house 3 experimental hutches and prep space
Front End Enclosure – 40m long underground facility to house diagnostic equipment in support of photon beam
LCLS Operations in NEH – late 2009
X-Ray Transport Tunnel – 200m long underground tunnel used to transport photon beams to FEH
Defer XT, XE technical procurements until FY09
CD-4 LCLS Operations in FEH - July 2010

13. Revised TEC Funding & Obligations
FY08 funding-limited, tight on contingency ~$8M
FY07 TEC down $5M
FY08 no restoration
CR degraded performance
Mitigation
Push work into FY09.
Identified swing procurements
Stanford backing on obligation authority
Track on risk list.
FY08 Contingency Management Plan

14. Revised ETC, L2
Awarded contracts reserve 10% contingency for CF and 5% on technical.

15. Basis of Estimate on Remaining Work (TEC)
Significant portion of ETC is contracts in hand. Reduce cost risk.

16. WBS 1.1 Project Management ETC
ETC cost increase primarily due to extending team to cover project timeline.

17. LCLS Schedule & Milestones
Major Milestones
Sept 2009 – Initiate Early Experimental Operations
FY09 Funding – Pop-Up Cameras – install – NEH commission
Total float ~49 working days to L2 milestone
Near CP – BPMs, Undulator vacuum system, Undulator testing
July 2010 – Photons in FEH (CD-4, Project Complete)
FY09 Funding – Pop-Up Cameras – install – FEH commission
Includes 2 months to process DOE project closeout activities
Total float to CD-4; ~101 working days to CD-4
Near CP – XT/XE procurements, FEH Hutches
LCLS schedule includes integrated Turner Schedule
“Early-occupancy” dates meet LCLS requirements
Turner earned-value tracked by site walks, OAC meetings
LCLS installation schedules integrated with Turner
RM Boyce providing oversight on global integration

18. LCLS Procurements LCLS using co-located procurement group (7)
Procurement Manager – D. Pindroh
B. Miller <20% support, J. Dee (Negotiator) roll-off ~Dec07.
Weekly technical/procurement staff meetings
Procurements monitored via and CP List and APP’s
Field Change Order Process monitored closely
<4% FCO’s on work accomplished
This is working well. Same organization to manage LUSI
Procurement Issues
DOE SSO to approve all SLAC procurement actions >$100K
Use detailed tracking document. Added to risk registry.
Turner Claim. May go to arbitration.
Support from SLAC Counsel and Stanford Attorney
Additional time sink on CF & PO staff. Added to risk registry.

19. Most LCLS Procurements under Contract
Of ~$185M procurements, subcontracts, ~$31M have yet to be awarded.
Some specialty components but most are commodities. (vacuum, cabling, power supplies)
Largest Remaining Procurements
Space Renovation ~$5.0M
2 FEH Hutches ~$2.8M
Attenuator ~$1.0M
Install Contracts
Cost Risks
CF Procurements
Additional expertise in cost estimating
Staying to Schedule
System Integration

20. Risk Management
Updated LCLS Risk Management Plan reflects Lehman recommendations.
Risk-based contingency analysis
Residual risk (post-handling) is compared to available contingency.
Senior Management ‘own’ (manage) the risk.
Add/retire risks, evaluate handling plans
Review monthly with senior management team.

21. Project Management Risks & Mitigations
Contingency Analysis
Rebaseline project. Need a baseline to measure against
Implement contingency management plan through FY08
Control Account Mischarges (at SLAC)
Effective use of project tools to track actual costs
Timely closure of control accounts
SSO Prior Approval of Bids & Contracts >$100K
Track weekly active procurements
Installation Schedules
Track weekly installation status, Integrate installation schedules
Safety Incident or Accident
Implement ISM plan, work authorization processes
Lessons learned at the completion of major activities
Owner-Directed Changes to Conventional Facilities
Implement weekly walk-arounds by Photon Systems, LUSI staff
System Managers and LUSI Staff review shop drawings

22. Summary
LCLS has prepared a revised ETC to address the funding uncertainties and reduced funding in FY07.
TPC of $420M and delayed CD-4 (16 month extension)
The revised ETC allows the project to complete its commitments (technical, cost and schedule) to DOE.
No changes to scope or technical capabilities
Cost and schedule contingencies are adequate
Contingency remains tight in FY08. Need to manage carefully.
Challenges ahead:
Maintain construction progress, refocus on building the project
Prepare for efficient handoff to installation teams
Continue good progress on commissioning
Get ready for LCLS transition to operations and LUSI