DOE Review of the LCLS Project

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

Outline • PM Overview • Costs, Obligations and Funding • Schedule (Critical Path + Milestones) • Project Staffing • Procurements • Project Performance • Plans for next six months • Summary • C & S Response to Recommendations

Project Management Focus Create an ISMS organization Clarify roles/responsibilities, add key ES&H staff, ISMS plan, processes/procedures. Advance the Design Staffing Ramp-up, Technical/QA Specs, A/E Title I/II Procurements and procurement staffing/support Staffing in place, pushing out LL and Key procurements Risk identification (continuous over the life cycle) Risk Registry & Contingency allocation Conv Fac, Controls, XTOD, Undulators, Funding CR’s Configuration control. LCLS P3/COBRA database is the approved work plan. “Plan the work … Work the plan”. BCR’s used to changes to the “plan”. Tracking cost and schedule performance and contingency allocation. Preparation for construction (CD-3b) CM/GC RFP, ISMS, CSP CD-3B Approve Start of Construction – Scheduled (Feb06)

Preparation for this Review • Website has all review relevant information; • http://www-ssrl.slac.stanford.edu/lcls/doe_reviews/2005-05/ • CD’s, hardcopy binders for plenary talks and system-specific documentation are also available. • Project Documentation; • L1, L2 and L3 Milestones & Dictionary – Contains milestone dates and start/completion description. • PEP, PMP – updated to reflect new cost, schedule and organization. • Schedules – broken out according to WBS, logically-driven work with sufficient float to meet CD-4. • CTG – Cost To Go + Contingency assessment on remaining work. • Detailed Cost Estimate – Cost estimate for Oct04 and beyond down to the resource level, fully burdened and escalated. More detailed than the CTG. • RMP and Registry – Identifies known risks to the LCLS and provides risk handling plans. • Responses to Recommendations – Aug04 and Nov04 DOE Reviews • March 2005 Monthly Report – Includes management and technical progress/issues, CPR, milestones, BCR Log. • WBS Dictionary - WBS organization and scope description.

LCLS Total Project Cost (Mar05) Cost & Schedule Baseline ----------------- $315M TEC $379M TPC CD-4 Mar09 ------------------ TEC emphasis/yr FY05 – LLP’s, Staffing, PED, T2 & CM/GC FY06 – Inj, Lin, Und Proc’s & Int. Test, T3 FY07 – Linac, Und Assm, XTOD/XES Proc, 2-D Det, T3 FY08 – T3 BO’s, XTOD/XES Proc, May08 First Light FY09 – CD-4 Mar09 OPC emphasis/yr FY07-09 – expand 2.1 for comm/start-up & power. ~33.3% contingency on work remaining $5M MR to provide management agility in ‘endgame’.

WBS Organization • LCLS is organized into fully integrated (design through commissioning) decoupled systems. • Decoupling allows each system to go as fast as technically possible. • Supports a phased installation & commissioning plan 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/WBS Manager.

LCLS Cum OBL, BCWS, BA (AY$) • BCWS & OBL optimized to funding profile and project milestones. • Phase fund multi-year contractor and construction contracts. • Adequate cont/year is retained to problem solve. • With good performance, we will exploit opportunities with “swing” procurements.

Contingency Assessment @ L2 (Mar05) • Contingency on Remaining Work (33.3%), ~in line with contingency assessment, but; • LCLS will need to maintain good performance against baseline plan and watch scope creep. • Will know more after Jan-Feb ’06 with the CF bids.

LCLS Summary Schedule – Mar05 • Schedule • Highlights • Schedule Float • 216 days (10.5 mos.) • ~27% cont wrt CD-4 • Critical Path • Und B.O. - Und Inst to 1st Light • Near CP LTU - B.O./Inst • FY05 Shutdown • ~1 month • FY06 shutdown • ~ 4 months • FFTB Shutdown • July 2006. LCLS may request advancing this date but need to optimize detailed construction plans.

LCLS L1 and L2 Milestones • 7 L1 DOE-SC1 Milestones • 28 L2 DOE-SSO Milestones • 134 L3 LCLS PO Milestones • L1-L2-L3 under CC thresholds & progress is reported in the LCLS MR • Additional L4’s tracked by System Managers

LCLS Project Organization (Mar05) Excellent support from SLAC HR • Increase senior level expertise • Acc Team Ldr • Construction & ES&H Safety Professionals • Dedicated Procurement Group • E-Beam and X-Ray Systems Managers strengthen line management & provide better integration. • Laser Group Manager

Actual Reported Staffing @ SLAC Additional contract staff; A/E (Jacobs) PMCS – AIM (5) Procure Grp (4) Consultants L. R. Dalesio E. Desaulniers CM/GC More as needed • SLAC can (and is) redeploying its resources as needed to support the LCLS. • LCLS adding staff as quickly as the project can assimilate. ~ on schedule. • CR impact: • Increased project cost (Interim A/E) • Less time for assimilation of new staff • Upcoming Hires (CF expertise, IT/RDB Mgr’s) 72.4 FTE’s (Mar05) FY05 funding @ SLAC Treading water. Year-long CR or full-funding? Award Title I

FY05 Matrix SupportESD-LCLS & RF-LCLS MOU’s • LCLS Controls and RF Managers are members of LCLS Division and co-located in B280. • ESD matrix ~7.0 FTE’s in FY05 to LCLS. LCLS still plans 2 EE hires. • KD matrix ~3.0 FTE’s in FY05 to LCLS + mfg & RF Gun Support. • Metrology (Draft) • CEH MOU (TBD) • Accel Dept (TBD)

LCLS FTE Estimates (Mar05) • LCLS resource estimate is derived from resource-loaded schedule. • LCLS Division @ SLAC • Adding key staff via; • Outside hires (Laser, Proc) • Formal transfers from other SLAC divisions (ES&H, ATL, QA, CF) • Contracts (Constr ES&H, Controls) • Matrix Staffing @ SLAC • Controls-MOU • RF-MOU • Metrology-draft MOU • CEF-planned MOU annualized

LCLS Facilities @ SLAC B750 LCLS temporary staging/storage, permanent lab, testing and machine shop space. Share with other users, LSS?, EXO? Remove Mark II Detector? B280 A&B 2 floors, ~80 offices ~13,000sf S20-2,160sf facility Laser & Control Rm MMF-4,000sf facility used to tune, measure and store undulator magnets • LCLS CDG (co-located) in B280. Centrally located on the SLAC campus to enhance communication with Lab and DOE functions (Dir, BS, Engr, SSRL, DOE-SSO). • Lab space in B750 is opening up for staging and testing.

LCLS Procured Materials and Services • LCLS uses decentralized three procurement groups at ANL, LLNL and SLAC • ANL – J. Ingraffia • LLNL – G. Otani • SLAC – D. McGiven • Manages all LCLS procurements using SLAC-LCLS Procurement Group • $2M Authority • Closely coordinates activities with SLAC Purchasing for less critical or commodity purchases • Two major procurements require prior DOE approval Phase fund GC, Und Assembly and PMCS ~$60M CM/GC requires DOE approval ~$12M undulator assembly requires DOE approval

SLAC-LCLS Procurement Organization • Dedicated Procurement Cell (co-located with CDG) • LCLS Procurement Manager (D. McGiven) • Reporting to project on technical/procurement matters. Administratively to BIS AD. • Uses SLAC’s approved processes and procedures. • Signature Authority $2M • Technical Lead (B. Freeman, V. Villanueva) • Conv. Fac. Lead (Patten) • Administrative Aide (TBD) • Additional expert advice on ‘project-focused’ procurement activities. • Procurement Consultant • G. Desaulniers (APS, TJ-Lab) • Regular interaction with successful project-driven procurement groups. • (ORNL-SNS, LBL-MF, LLNL-NIF) • Training on writing SOW’s, specifications, acquisition planning and general contract management. • Dan Jacobs – Federal Market Group scheduled for June 6-10, 2005. • LCLS Procurement Team; • Provides procurement schedule and timeline • Signs off and executes APP’s • Participates as a member of Evaluation Board for all major procurement awards.

LCLS Key Procurements • Key LCLS procurements are well underway. • APP kicks off the procurement process. • LLP’s technical specs have been reviewed during LCLS TDR’s. • Laser and CF procurements are most critical to maintaining schedule.

CM/GC Procurement Package • Modeled after a proven and successful procurement; • All documentation previously approved by DOE. • CM/GC model is being used for the LBL-MF. • High-quality CM/GC bidders have expressed interest. • CM/GC package vetted by internal and external experts, however it’s a large and complex package. Biggest procurement (~$60M) by far; • Must get it right before it goes up to Chicago & HQ. • Revise APP, Reformat RFP TOC and condense attachments from 25 to 5. • RFP documents to be checked by a technical writer. • Established a Proc/Legal review team to review T’s & C’s. • Meet with DOE-SSO with draft prior to formal resubmission. • Experienced advisory committee assembled and ready to advise internal evaluation committee. • CM Workaround; • Bring on an interim CM service at the 30% T2 point (~mid-June to end of Sep) • Conduct constructability reviews, construction management, value engineering, independent cost & schedule estimates to work with Jacobs. • Provides full CM coverage to the A/E from 30% T2 as originally planned. • Anticipate no cost/schedule impact, but need smooth transition to CM/GC.

LCLS is under Configuration Control • Management Control • Project Management Plan • with Appendices • Advance Procurement Mgmt Plan • Quality Implementation Plan • Risk Management Plan • with Risk Registry Appendix • Technical/Scope Control • Technical Specifications Documents • GRD, PRDs, ESDs, RDSs, ICDs • WBS Dictionary • Cost/Schedule/Resource Control • P3/COBRA Cost & Schedule Database • With Baseline Change Requests • L1-L2-L3 Milestones & Dictionary • All LCLS Project documentation is available via the LCLS website

LCLS Monthly Report - 21 months reporting • Technical Highlights • Issues and Assessments • Earned-Value Performance • Milestone Performance • Change Control Log

Contingency Performance and Allocation Hold contingency/ETC ~30-35% A/E T2 CR, Interim support ~$500K CT consolidation, Staff additions Treading water. Year-long CR or full-funding? Performance: LCLS is earning value, Cont/ETC ~ constant, but it’s early. Sparse data on EV performance. No “divergent” trends. Allocation: Contingency allocation modest to date. ~ No scope added. No “divergent” trends.

Plans for the Next Six Months • Advance the Design • Complete staffing and co-location of Central Design Group at 3 labs. • Continue to push ISMS into LCLS work processes. • Continue to define requirements, specifications, and interfaces via QA documentation. • Complete Title II on schedule (Nov30) • Put in place interim CM – maximize overlap between A/E T2 and CM. • Procurements and procurement staffing • Procurement staffing and organization in place • Laser, Injector components, Undulator Materials, S20 and MMF all well advanced. • CM/GC RFP up through DOE approval process, award CM/GC Sep30. • Preparations for Construction (CD-3b) Construction start is March 2006! • LCLS ISMS established, add ES&H staff to PO • Establish LCLS Construction Safety Plan • Making safety a ‘pre-condition’ of LCLS work. • SLAC ES&H and SOC on approval and review processes. • S20 and MMF construction projects. • Provide good feedback on processes and policies prior to main construction effort. • Start construction March 2006! • Watch contingency usage and maintain good cost and schedule control. • Make plans flexible for full FY06 funding (~$89M) or CR?

Summary • LCLS is at CD-2b (Performance baseline approved). • Configuration control in place. • TEC = $315M, TPC = $379M, Mar09 CD-4. • Contingencies cost (~33%) and schedule (~27%) are adequate. • Critical and near critical paths are identified. • Staffing ramp-up is proceeding according to plan. • Management team strengthened. • SLAC staff shifting into LCLS. • Procurement staff is in place. • LLP and key procurements well advanced. • CM/GC is being given the highest procurement priority. • Preparing to bring on interim CM talent. • LCLS preparing for CD-3B and start of construction.

DOE Review of the LCLS Project