Report to the LCLS Facilities Advisory Committee

1. Report to the LCLS Facilities Advisory Committee LCLS Project Management M. Reichanadter / SLAC

2. Overview Funding / Cost Status FY07 CR and funding uncertainties have impacted the project. Overall ~2 month delay. Hold on procurements ~six weeks. Redirect resources to evaluate reduced funding options. DOE-BES Directed Baseline Change. July ‘Lehman’ Review – EIR to validate new baseline. Schedule Status Technical systems making steady progress. Milestone performance ~OK. Dip in recent performance (CR). Injector complete in March! Late on Injector installation. Construction in full swing! Start delayed due to high subcontract bids, tunneling coordination. Schedule is CP. Updated Co- and Beneficial milestones. Some issues with Turner activities. Coordination, safety. Most of on-site Turner team have been replaced.

3. Overview Management Status Procurement performance ~OK with dedicated cell. Consultants (Miller/Dee), COR/FCO expediter and BOA’s ~95% of civil construction under contract. Remaining technical procurements largely commodities and installation contracts. Integration management team in place (RM Boyce) Organization Injector complete. Good time to re-org. Stronger emphasis on functions (Engr, Controls, Main & Ops, Commissioning, improved integration with Lab operations) Preparing for EVM Certification (Surveillance audit, LBL)

4. LCLS showing steady progress overall • 46% TEC comp • 43% TPC comp • SPI = 0.91 • CPI = 0.92 • Project burn rate ~$7-8M per/mo • Labor burn rate ~$2.5M/mo • ~175 SLAC FTE’s $249.6M

5. LCLS Project Performance • Injector construction completed in March. Commissioning underway.

6. Cost & Schedule Performance • CPI trend: Low-Green. Some benign (Inj / Und Spares), but there are real cost overruns. (Injector Design/Install, RF, MMF, PO Staff). • SPI Trend: Low-Green. CR impacting SPI and CPI (recent downward trend).

7. Contingency Performance • Steady, consistent rise in project % complete. • % complete trend expected to increase with CF work ramping up. • CF contingency (FCO) versus earned-value is a modest ~7%. • Contingency based on BAC ‘Cost to Go’.

8. LCLS Estimate at Complete • EAC includes all remaining work, overruns, potential credits / liens and corrections for mischarges. • EAC degraded due to funding uncertainties over the past three months.

9. 6-mo Back/Forward L3 Milestones

10. LCLS Schedule • LCLS Integrated Schedule • Turner Contract Schedule Approved. • 100% Resource/Cost Loaded (>95% using trade input) • Early-occupancy” dates acceptable and folded into LCLS P3 schedule. • CP - Und Hall E.O. – install – FEL commission – Photons in FEH • Total project float to CD-4; 131 working days (~6-1/2months) • Working to recover recent procurement delays for upcoming shutodwn • Near CP – Undulator vacuum system, Undulator testing • Schedule Issues • Construction schedule is critical path. • Delays in civil construction (tunneling coordination, utilities, weather) • Track Turner EV in LCLS PMCS, site walk validation, OAC meetings • Equipment installation schedule is critical path. (RM Boyce talk) • BTH-NEH equipment installation must be well-planned • CR uncertainty required a hold procurements in Project Office. • Installation reviews for FY07 shutdown and BTH-NEH installation.

11. Procurement planning in decent shape • Procurement cell (8 staff) • Tracking APPs, FCOs, CORs, and Crit. Proc. • LCLS-BSD-SSO meet regularly for good coordination. • B. Miller reducing on-site presence

12. Technical specs continue to mature • LCLS Specs • Open ICD’s • XTOD-LUSI • XES-LUSI • XES-CT • Most open requirements are in photon area.

13. Risk registry identifies key project risks • The Risk Registry is now ‘owned’ by the LCLS System Managers. • Better uniformity in assessing risks across the project • Greater visibility with senior management (reviewed monthly) • Better execution of resources (FTE’s & $$$) to handle the risks.

14. Project Management Issues • Turner CM/GC contract • Still have open issues with Turner. Additional partnering sessions may improve relations. • Stay up with FCO’s, RFI’s and trade correspondence • Directed Baseline Change • FY07 ~$114M (peak funding year), ~$8M less than planned • Restore funding in FY2009. Key goals: • Maintain civil construction, technical procurements under contract. • Maintain core staff an ANL, LLNL and SLAC • Full Injector – BC1 commissioning plans • CD-4a ~Mar-Jun 2009 soft X-ray science in Near Hall • CD-4b ~Mar2010 hard X-ray science in Far Hall • Rebaseline cover extended schedule, escalation, army costs

15. ‘Top-down’ projection of revised baseline

16. Project Management Issues • Estimate At Complete shows contingency tight. • ~16.5% on commitments to go. • Track performance on commitments and FCO’s. • Timely closing of control accounts on labor. • Hire Deputy Controls Manager ASAP • Recent offer did not converge. Still interviewing. • EVM Certification • Surveillance review Feb12 with J. O’Hearn (LBNL). • Scheduling OECM visit for certification in near future. • End game planning • Installation / Integration must be well-planned • Rebaseline will optimize segue into operations.

17. Summary • LCLS continues to make steady progress • TPC/TEC 46%/43% complete. Milestone performance is good. • ~All beam path civil contracts awarded or in hand. CLOC removed. • Cost and schedule contingencies adequate for stage of the project. • Contingency on EAC will be managed carefully. • Remaining cost risk related to schedule, labor overruns or FCO’s • Staffing in all areas is adequate (except Controls Manager). • Critical path and obligation planning understood, being optimized. • Turner management and safety performance is primary concern. • Project staff making plans for presenting a revised cost and schedule baseline to address reduction in FY07 funding.