1. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting Report to the LCLS Facilities Advisory Committee Project Management Status Cost and Schedule Performance Funding, Obligations & Costs Milestones & Critical Path Procurement Status Integration Management Risks & Mitigations Summary Mark Reichanadter LCLS Deputy Project Director

2. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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.eduheleno@slac.stanford.edu Daphne Mitchell X5377, dmitchell@slac.stanford.edudmitchell@slac.stanford.edu

3. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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

4. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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

5. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting LCLS Project Performance (Apr08) 5

6. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 7 TEC Remaining Work ~$60.3M

8. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 8 LCLS Earned Value Indices Not much trend data with the resetting of CPI & SPI.

9. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 9 LCLS TEC Progress ~$4.1M uncommitted BA on ~$24M of planned work

10. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting FY08 Contingency Estimate 10 Estimate ~$1.4M draw on contingency through 30Sep08

11. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting FY09 CR Impact & Mitigation 11 TEC base plan exceeds a strict 1/12 th 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 12 DOE (Level 2) Milestone Performance L2 milestones include ~2 months float from early finish dates

13. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 14 LCLS Procurements 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.

15. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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)

19. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 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. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 16-18 June 2008 FAC Meeting 21 End of Presentation