1 / 21

Report to the LCLS Facilities Advisory Committee

Report to the LCLS Facilities Advisory Committee. Mark Reichanadter LCLS Deputy Project Director. Project Management Status Cost and Schedule Performance Funding, Obligations & Costs Milestones & Critical Path Procurement Status Integration Management Risks & Mitigations Summary.

amos
Download Presentation

Report to the LCLS Facilities Advisory Committee

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Report to the LCLS Facilities Advisory Committee Mark Reichanadter LCLS Deputy Project Director Project Management Status Cost and Schedule Performance Funding, Obligations & Costs Milestones & Critical Path Procurement Status Integration Management Risks & Mitigations Summary

  2. Review Documentation LCLS Project Review information: http://www-ssrl.slac.stanford.edu/lcls/fac/2008-june/index.html Thumb drives of presentations and back-up documents Responses to Oct07 FAC Recommendations April 2008 Monthly Report Current LCLS Risk Registry Questions? Contact: Helen O’Donnell X3368, heleno@slac.stanford.edu Daphne Mitchell X5377, dmitchell@slac.stanford.edu

  3. Project Status LCLS reporting against a new Baseline Approved by DOE Deputy Secretary in January Addresses impacts of the FY07 CR TPC = $420M (TEC = $352M, OPC = $68M) CD-4 = July 2010 TPC >78% Complete, TEC >82% Complete Contingency on TEC = $21.3M 35% on remaining work Management Reserve on OPC = $9.5M 35% on remaining work FY08 contingency tight but is being managed 3

  4. TEC Project Status Summary Technical Systems well advanced Injector & Linac complete through Sector 30 Undulator components mostly in hand. XTOD in procurement phase. XES in final design. Turner Construction >90% Complete Powering equipment & Tunneling activities complete. BO through NEH in June. BO through FEH in August. SLAC installing technical equipment prior to BO “co-occupancy” LCLS Facilities turned over to Operations Injector Facility (w/Drive Laser) Linac (w/BC-1, BC-2) through Sector 30 Magnetic Measurement Facility 4

  5. LCLS Project Performance (Apr08) 5

  6. Project Performance (Apr08) TPC BCWS $304.5M BCWP $301.7M ACWP $301.4M Obligations (cum) $309.6M TEC (Line Item) Remaining Work (ETC) $ 60.3M ~$14M is under contract Est at Complete (EAC) $332.7M EAC includes variances and Pending BCRs

  7. TEC Remaining Work ~$60.3M

  8. LCLS Earned Value Indices • Not much trend data with the resetting of CPI & SPI.

  9. LCLS TEC Progress ~$4.1M uncommitted BA on ~$24M of planned work

  10. FY08 Contingency Estimate Estimate ~$1.4M draw on contingency through 30Sep08 10

  11. FY09 CR Impact & Mitigation • TEC base plan exceeds a strict 1/12th monthly CR allocation ~$2.6M. • Worst case: Delay procurements to match CR BA. Early science in FY09 is at risk. Assumes $0 carry-forward • Preferred solution: Request $8.1M in Oct08, with $3.1M in subsequent months. • Award schedule-critical procurements. Adequate contingency is available to address unexpected costs. Turner close out scheduled for Dec08.

  12. DOE (Level 2) Milestone Performance L2 milestones include ~2 months float from early finish dates 12

  13. LCLS Schedule Critical Path (CP) to CD-4 Undulator/FEE C.O. – install – FEL commission – Photons in FEH Total float 108 working days (~5months) K-measurement = 108 days Soft X-ray Mirror System = 109 days Undulator Girder Assembly = 111 days Pop-Up Camera System = 113 days Space Renovation BO = ~90 days Renovation of existing space (low risk). Construction planned in FY10 but can be advanced if necessary. “Co-occupancy” installation of technical equipment prior to BO. Turner activities have priority. Co-mingled work is proceeding smoothly due to advance planning. Track Turner EV in LCLS PMCS, site walk validation, OAC meetings

  14. LCLS using co-located procurement group 1 Manager 2 Buyers (technical components) 1 Contract Administrator (A/E, CM/GC contracts) 1 Construction Buyer (Davis-Bacon contracts) Administer field changes and submittals 2 P/T Consultants (price and change negotiations) Weekly technical/procurement staff meetings Advance procurements monitored via APP’s DOE increased SLAC authority to $500K Starting pre-planning of LUSI procurements. LCLS Procurements

  15. Recent Procurements >$100K • Recent performance on estimating contracted work has been good. • ~$11M of large procurements remain (~4.5M Space Renovation, $2.8M D/B FEH Hutches)

  16. Integration Management • Integration Management Team (staff of 8) • Directed by R Boyce • Meets weekly to review interfaces, resolve gaps, conflicts • Representation from all LCLS L2 WBS (includes LUSI) • Monitor installation readiness, planning and coordination • Design reviews continue to play important role in advancing design and vetting integrated solutions • Risk Registry now mostly a tactical document • Punch list managed by System Managers • Often involves integrated mitigation actions

  17. LCLS Technical Specifications • LCLS technical specs flow down from GRD-PRDs • LUSI beginning to finalize its design specs • LUSI interface captured in ICDs + Interface Working Group

  18. Project Management Risks & Mitigations Safety – Particularly construction and installation Fully staffed in ES&H, construction safety and oversight (UTR’s) Regular inspections, enforced procedures, stand-downs, daily tool box meetings Aligned DOE, SLAC, Turner, Jacobs, Subcontractors Cost – Contingency Perform monthly analysis on EAC and projected ‘burn rate’ Perform semi-annual contingency assessment & MC analysis Cost – Control (Owner-directed changes) Regular walk-arounds with IMT and LUSI teams Adhere to configuration controls (BCR, FCO and DCR) 18

  19. Project Management Risks & Mitigations Schedule – Installation Coordination IMT facilitates integration and identify gaps/conflicts Weekly install meetings (w/Turner) +readiness reviews Schedule – FY09 Continuing Resolution Request $8.1M ($5M above CR level) at beginning of FY09 Defer less critical work until later in FY09 Evaluate cost and contingency monthly Management – Transitions Actively manage organizational interfaces LCLS-LUSI, transition to Linac Ops, transition to LCLS Science Program Project transitions are high priority to DOE and SLAC Regular communication and access to key resources DOE-BES, DOE-SSO, SLAC Directorate • System Managers will address their risks and risk handling plans. • Full lists of active risks and mitigation actions are LCLS Risk Registry.

  20. Summary LCLS reporting on recently revised baseline Overall, earned value making steady progress Milestone performance good so far Cost and schedule contingencies adequate to address project risks Monitor and manage FY08 contingency allocation Request $8.1M in Oct08 ($5M above CR level) to maintain schedule to early science Challenges ahead: Close out (Turner) construction project Simultaneously manage install/commission activities Continue LUSI integration and transition to operations

  21. End of Presentation

More Related