1. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory Report to the LCLS Facilities Advisory Committee Project Management Status Cost and Schedule Performance Funding, Obligations & Costs Milestones & Critical Path Procurement Status Risks & Mitigations Summary Mark Reichanadter LCLS Deputy Director

2. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 2 Review Documentation LCLS Project Review information: http://www-ssrl.slac.stanford.edu/lcls/fac/2008- november/index.html Back-up documentation Responses to June 2008 FAC Recommendations September 2008 Monthly Report Current LCLS Risk Registry Thumb-drives available 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 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 3 LCLS Overview Focus is on three primary issues Safety – Construction and installation Construction nearly complete (Turner 98%) Installation safety management good so far. Endgame project planning Project 85% Complete, Line Item 88% Performance good so far, ~ on schedule Cost/Schedule contingency adequate Any upscopes need to be defined now. Transition into Operations/Science Mature commissioning plans. Ops is next.

4. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 4 Project Status LCLS performance is on track with baseline TPC = $420M (TEC = $352M, OPC = $68M) CD-4 = July 31, 2010 TPC >84% Complete, TEC >88% Complete Contingency on TEC = $17.7M 43% on remaining work Management Reserve on OPC = $8.9M 43% on remaining work LCLS received its full request under a CR TEC first five months FY09 funding + $5M OPC first five months FY09 funding

5. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory Project Performance 5

6. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 6 Project Performance (Sep08) TPC BCWS$336.4M BCWP $332.0M ACWP $330.9M Obligations (cum)$337.6M TEC (Line Item) Est at Complete (EAC)$338.1M Includes variances and Pending BCRs Includes upscopes for SXR Integr/Install and Hutch #6 EAC Cost to go contingency 30.7% Remaining Work (ETC) $ 45.3M ~$3M is under contract

7. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 7 Earned Value Indices Rebaseline to address FY07 CR approved in Jan08. CPI & SPI performance steady

8. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 8 Cost and Schedule Variances SV due to delays in (Turner) construction and installation-related activities Recently improved, expected to continue

9. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 9 TEC (Line Item) Performance ~$1.8M carry-forward

10. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 10 DOE (Level 2) Milestone Performance

11. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 11 Schedule Critical Path (CP) to CD-4 Undulator/FEE C.O. – install – FEL commission – Photons in FEH = ~108 working days Soft X-ray Mirror System = 109 days XE TUN/FEH PPS Shielding & Supports = 111 days Pop-Up Camera System = 113 days AMO readiness is tight for early science but not CD-4 Space Renovation B.O. = ~83 days Renovation of existing space has low technical risk Evaluating options to enhance the science program

12. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 12 Procurement Status Procurement and technical teams co-located 1 Manager, 1 Buyer (technical components) 1 Contract Administrator (A/E, CM/GC contracts) 1 Construction Buyer (Davis-Bacon contracts) Administer field changes and submittals 1 P/T Consultant (price and change negotiations) Weekly technical/procurement staff meetings Advance procurements monitored via APP’s LCLS <$10M procurement remain. ~$4.5M Space Renovation. ~$3-4M FEH Hutches. LUSI procurements will use same processes. SSO approval still required for >$500K.

13. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 13 Project Risks & Mitigating Actions Safety – Construction and Installation Fully staffed in ES&H, construction safety and oversight (UTR’s) Increased inspections, SLAC-enforced procedures, daily tool box meetings Hands-on safety management by LCLS, SLAC & DOE Recent performance improved, watch for complacency Cost / Contingency Analysis (End Game) Nov08 – Bottoms-up ETC on remaining work Monthly Estimate at Complete (EAC) analysis Construction claim set aside Looking at scope buy-backs to optimize science program CR – Does not appear to adversely impact on LCLS

14. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 14 TEC Remaining Work End Game Planning Remaining costs still dominated by CF Hutches, Space Renovation Potential Claims Photon Systems Other Project Costs Re-estimate remaining costs Update schedule logic Resource rates Contingency estimates Upscopes to enhance science

15. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 15 Project Risks & Mitigating Actions Transition from project to a science/user facility Reorganize LCLS Directorate Accelerator System Division Transition from PPA Directorate to LCLS Experimental Facilities Division Manage photon operations, User administration, outreach New Directorate – need to staff up. Strategic Projects Division LCLS/LUSI projects (focus is project delivery) Engineering and Physics Division Centralize technical staff for customer support (XFD, SPD, ASD) Common standards and configuration control Started to document LCLS “lessons learned’ Business Office Centralize business systems for ops and project management Scope-driven WBS for LCLS (to be SLAC-wide)

16. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory LCLS Directorate Organization LCLS Directorate Define and deliver the transformational potential of Ultrafast photon science through efficient and effective operation of the Linac Coherent Light Source as a BES User facility Business Office Deliver the enabling Infrastructure necessary for efficient operation of LCLS Accelerator Systems Division Deliver the LCLS quality beam in a sustainable and efficient manner that meets the needs of the user program Engineering Physics Division Deliver the approach, resources, and standards, to optimize the configuration of LCLS in a reliable, available, and maintainable manner Experimental Facilities Division Deliver the instrument systems and user administration activities necessary for efficient performance of a user based research program Strategic Projects Division Deliver the planning and implementation of next generation upgrades and major modifications of LCLS

17. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 17 Summary Overall, LCLS making steady progress Construction (Turner) phase near completion Cost and schedule performance good so far Contingencies adequate to address project risks Bottoms-up ETC for remaining work, add in any final upscopes Regular EAC and contingency calculations to manage endgame Challenges ahead: Safety management of (Turner) construction and installation activities Optimize LCLS science with endgame of TEC and OPC Transition of LCLS into science and operations.

18. M. Reichanadter LCLS Project Managementreich@slac.stanford.edu 11-13 November 2008 FAC Meeting Slac National Accelerator Laboratory 18 End of Presentation