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

2. Review Documentation LCLS Project Review information is located at:
Thumb drives and a few hardcopies of cost/schedule data and plenary presentations
Project Documentation:
WBS Dictionary - WBS organization and scope description
Cost To Go Estimates – at the resource level, fully burdened and escalated. Includes contingency assessment and estimate type
Schedules – At WBS L4, logic-driven schedules, calculate float
Summary Schedule – Hi-level summary schedule w/critical path
L1, L2 and L3 Milestones – baseline, projected and actual dates
Aug06 Monthly Report – progress/issues, CPR, milestones, BCR’s
Risk Registry – risk identification and risk handling plans
Questions?
Contact Helen O’Donnell X3368,

3. Outline Progress Overview Project Status Procurement Experience
Funding, Obligations & Costs
Cost and Schedule Performance
Project Critical Path & Milestones
Procurement Experience
Integration Management
Plans for the next six months
Summary

4. Progress since February 2006
LCLS Cost Estimate
CF bid solicitation complete. Bids substantially over estimates
Intentionally phased CLOC procurement to ensure scope fits TPC
Chose not to award CLOC to maintain sufficient project contingency
Re-estimate all future work (bottoms-up ETC)
Modest (~4%) overall increase on ETC. Rates, overhead ~OK
Progress in design left some scope gaps in CF and CT
Re-assessed risk-based contingency needs
LCLS Schedule
Civil construction now underway!
Integrated with SLAC Ops, SPEAR-3, BaBar, emergency/normal traffic
Outreach with University and local community
Start of construction delayed due to CF bid scrub and VE
Negotiated “early-occupancy” milestones to recover schedule
~OK schedule performance on technical systems
Working to recover schedule in Injector installation
Commission some equipment early. Sufficient float to complete commissioning

5. Progress since February 2006
LCLS Staffing at ~peak levels
SLAC team strengthened (CF, Mgmt, Proc, Integ, Controls)
Emphasize management coordination
Director daily briefings, Project Management Oversight Group (PMOG), CF Exec Committee, Transition to Ops
LCLS Procurements in full swing
Most CF procurements under contract or bids in hand
~50% technical procurements under contract
LCLS System Integration in place
IMT addresses CF-Tech interface & installation coordination
6-person team, led by RM Boyce, geographical POC’s
Change Control Board working well
Technical specifications/design continue to mature

6. LCLS showing steady progress
34% TEC comp
31% TPC comp
SPI = 0.97
CPI = 0.96
$ burn rate ~$6-7M per/mo
SLAC labor burn rate ~$2.5M/mo

7. LCSL Earned Value Indices
CPI trend: Steady but low CPI. Some benign (Und LLP), others need to be watched. (MMF, CT Engr, PO Staff)
SPI Trend: Improving. System Managers will discuss Schedule Variances

8. Funding, Obligations & Planned Work
FY06 carryover larger than planned due to late civil construction start
Advanced ~$2M add’l funds to ANL for undulators
FY07 work planned ~saturates budget
Track FY07 obligations to ensure adequate contingency available to solve problems.

9. LCLS Project Performance
Includes ($1.3M) PBCR’s
Performance reviewed at monthly cost and schedule meetings.
Injector 95% complete Jan07.

10. LCLS Cost Estimate has been updated
All L2 Systems have undergone an ETC
Scope Review
Re-evaluate all ICD’s and WBS Dictionary
Schedule Review
Optimize Schedule Logic, L4 Milestone review
Cost and Contingency Review
Bottoms-Up cost reevaluation on future work
Characterize maturity of cost estimate
Re-assess risk-based contingency needs
ETC’s presented to CCB for approval

11. LCLS ETC – Basis of Estimate
Contingency is a bottoms-up, risk-based “assessment of potential need” by CAM
Rolled-up contingency dominated by CF (most under contract)

12. LCLS ETC – Basis of Estimate
Remaining work primarily procurements and sub-contracts (CF, UN, CT)
No contingency assessment on OPC, ~$7M Mgmt Res (FY09)

13. Cost Estimate (ETC) is well-defined

14. LCLS Schedule has adequate float
Critical Path (CP)
Undulator Hall E.O. – install – FEL commission – Photons in FEH
Total float to CD-4; 166 working days (~8months)
Near CP – Undulator vacuum system, Undulator testing
“Early-occupancy” Target dates allow installation prior to BO
Priority to Turner. Requires coordination of co-occupancy logistics
Schedule issues
Critical to maintain construction schedule
Track Turner EV in LCLS PMCS, site walk validation, OAC meetings
Technical component ready for installation must be tracked
System integration needs good (better) coordination
Aug07 shutdown followed by ~6months of Installation (LTU, Und, etc.)
IMT working schedules to track contracts, deliverables and progress
LCLS summary schedule w/CP in backup documentation

15. Recent L3 Milestone Performance
Milestone Plan Actual Var
IN - Laser Install Complete 8/21/06 8/1/ d
IN - Laser Ready for Comm 12/14/06 10/20/06 -39d
LN – X-Band Klystron RFI 11/27/06 8/31/ d
LN - FFTB Shutdown 6/1/06 4/10/ d
UN - SUT Complete 4/28/06 7/19/ d
UN - 1st Undulator SLAC 6/2/06 3/30/ d
UN - MMF Ready for Meas 10/27/06 8/28/ d
XT – Tunnel Mech/Vac Review 11/29/06 10/18/06 -30d
CF - S20 BO 6/21/06 4/14/ d
CF - MMF BO 4/3/06 3/29/06 -3d
LCLS meeting most of its L4 “early finish” milestones

16. Key Upcoming L3 Milestones
Milestone Plan Comments s
PM – FY07 Down Complete 1/5/07 On schedule, Tight
IN – Accelerator Readiness 1/29/07 Scheduled for 10/31/06
IN – Start Injector Comm 3/6/07 Installation is on CP
UN – 50% SLAC 3/19/07 On or ahead of schedule
XE – LDAC Mid-Project Review 3/19/07 On schedule
CF – Linac Power Water Avail 6/11/07 On schedule
UN – 33 SLAC 7/6/07 On or ahead of schedule
PM – FY07 Down Hdwr Avail 9/4/07 On schedule
CF – Turner Early-Occupancy 11/1/07 On schedule, Project CP

17. TEC Contingency Performance
Steady, consistent rise in project % complete. Should increase as CF EV is realized
~$6M contingency giveback in August
CT ETC
CF ETC
CF Gp #2
CLOC -$17M
~$19M contingency allocated in July
CF Gp #1 +$19M
Linac ETC
XTOD ETC
XES ETC

18. LCLS procurements well advanced
LCLS using co-located procurement group (staff of 7)
1 Manager, 3 Buyers, 1 FCO/Buyer, 2 Consultants
B. Miller (Procurement Consultant), Jim Dee (Pricing Negotiator)
J. Azevedo (Administer FCO’s and submittals)
Weekly technical/procurement staff meetings
Procurements monitored via APP’s
Call for final APP’s in November
LCLS Long-Lead Procurements are now in hand
Injector - Drive Laser, beamline hardware, RF Gun
Linac - BC1/BC2 Magnets, X-Band klystron
Undulator - Strongbacks, Poles/Blocks, 8/40 undulators
CF - S20 Facility, MMF Facility
CM/GC contract (Turner) in Phase II (Construction)
Beampath subcontracts: Gp #1 awarded, Gp #2 finalized
CLOC subcontracts: Gp#3, Gp#4, removed from LCLS EVMS

19. Most of LCLS contracts completed or awarded
Some specialty components remain but many are commodities. (vacuum, cabling, power supplies)
Largest Remaining Procurements
Und S/M ~$3.4M
X-ray Det ~$2.3M
12kV Feed ~$1.2M
Install Contracts
Cost Risks
CF field changes
Schedule Performance
System Integration
PMCS, Laser, Undulators, most of Injector, Linac
S20, MMF, A/E Design, CM/GC + subcon’s

20. LCLS IMT addresses the “5I’s”
Integration Management Team
Directed by RM Boyce (staff of 6)
Review and ownership of Interfaces, Gaps, Conflicts
CF-Tech leads for construction
Installation readiness & planning
Assoc Proj Dir for Engineering – Facilitates LCLS system engineering and integration
Interview process complete
Technical reviews vet the design
~50 in past six months to mature the design, validate progress and identify integration issues early.
Risk Registry used as a tactical document – punch list.
Owned by System Managers

21. Risks / Challenges Ahead
Safety is primary issue – Execution phase
Fully staffed in ES&H, construction safety and oversight (UTR’s)
Regular job site inspections, enforced procedures
Aligned DOE, SLAC, Turner, Subcontractor team
Technical / Quality – Missing scope/gaps
ETC’s picked up a lot. IMT has reviewed ICD’s.
Continue emphasis on design reviews and technical specs
Undulator vacuum. Parallel design effort
LCLS / LUSI interface. Setting up Interface group
Schedule – Installation activities and coordination
IMT to facilitate installation planning
Tracking CF EV in LCLS PMCS, verify with site walks
Cost - Site conditions, field orders and staying to schedule
Recent bottoms-up ETC for the project. Tracking obligations and labor.
Strong procurement and negotiating team in place
APD-Engineering and IMT will facilitate system integration

22. Plans for the Next Six Months (Oct06)
Project Management
Hire APD-Engineering ASAP
Emphasize IMT in resolving integration issues
Need detailed schedules on hardware, procurements, progress
Cost Management
Track FCO usage, obligations, SLAC labor
Choose solution to space needs ~Oct07
Schedule Management
Complete Injector / Linac shutdown effort on time
Injector (RF Gun – BC1)
Conduct Injector ARR and begin injector commissioning
Deliver 50% of undulators to MMF ~ Dec06
Monitor MMF measurement throughput
Perform safely on civil construction

23. Summary LCLS TPC is on firm ground.
~All beam path civil contracts awarded or in hand. CLOC removed.
Recent bottoms-up ETC, most procurements under contract
CF design (except VE efforts) stable over several months
Remaining cost risk related to schedule, labor overruns or FCO’s
LCLS Staff strengthened to meet construction phase
APD-Civil, APD-Engr, 3 add’l Senior Procurement Staff
Jacobs T3 on-site, new Turner Project Exec
IMT organized, LCLS Controls integration with Lab
LCLS Management Systems, config control working well
Steady overall EV progress. FY07 is critical year
Cost and schedule contingencies adequate for stage of the project
Overall milestone performance is good
Critical path and obligation planning understood, being optimized