Linac Coherent Light Source LCLS

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Linac Coherent Light Source (LCLS)

• Earned Value Management System
• Trish Mast
• September 18, 2007

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• Project Controls Team
• The Plan for the Plan
• Critical Path

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PMCS Team

• The PMCS group is composed of 5 Project
  Controls/Scheduling analysts
• The entire PMCS group is contract labor through
  Deltek, Inc.
• The PMCS team supports the Project Office and
  CAMs
• Trish Mast Project Office, Undulator,
  Commissioning
• Jeff Chan Installation
• Manny Abela Injector, Linac, and E-Beam Systems
  Controls
• Jay Doubrava Photon Systems and Photon Systems
  Controls
• Anita Malahowski Conventional Facilities

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The Plan for the Plan (or How We Spent our Summer
Vacation)

• Initially developed offline database that
  represented the 2007 CR Effects which was
  presented at the July Lehman Review
• Database was called CRFN
• Used Actuals thru April 2007
• 2007 CR effects were calculated for Oct 06-
  April 07
• Estimate to Complete reflected CR effects on
  future work

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The Plan for the Plan

• July Lehman Review requested CR effects
  modifications plus full Estimate to Complete
• Database to contain complete rebaseline of ETC
• Rebaseline to be completed by end of August
• CR Effects to be isolated
• Lehman Review recommendations to be implemented
• Results to be presented at September 18th Mini
  Lehman Review

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The Plan for the Plan

• August Rebaseline effort broken into 3 Steps
• Step 1 Update database to include actuals thru
  June 2007 (CRR1)
• Step 2 Update the Database with the Lehman CR
  related recommendations to produce a final CR
  Effects total (CRR2)
• Step 3 Implement all pending BCRs, rate updates,
  and baseline corrections for a comprehensive
  Estimate to Complete (CRR3)

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Step 1

• Data at last Lehman Review was presented with
  April Actuals
• For this review we have updated the data with
  June Actuals

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Step 2

• Only CR Effects will be reviewed
• CR Cost Impacts to 1st two quarters of FY07
• CR Cost and Schedule impacts to ETC
• CR Effects that were realized are
• Schedule delays
• Additional marching army costs
• Impacted milestones
• Inflation/escalation
• Redistribution of costs from OPC to TEC
• Recalculation of contingency and management
  reserve

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Step 3

• Add in all pending BCRs
• Refine, correct and validate the ETC to fit
  within the allocated funding profile
• Finalize the plan for the transition to
  operations
• Update the overhead and escalation rates Changes
• OH OPC Labor _at_ 40
• OH TEC Non-Labor _at_ 4.32, OPC Non-Labor _at_ 5.04
• SLAC/LLNL Escalation rates _at_ 4.0/Year
• ANL Escalation rates _at_ 4.5/Year
• Validate the database and start the BOE
  documentation in preparation for the EIR in
  October
• Bottoms up contingency analysis and Monte Carlo
  Analysis was performed

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Critical Path Analysis

• Top three critical paths were run and analyzed
• All constraints removed from database except
• Funding constraints
• Shutdown constraints
• Top three paths to CD4 were calculated
• Critical path to Initiate Early Experimental
  Operations calculated

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Backup Slides
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Detailed Cost Estimate Report (DCE)
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Budget and Funding Analysis
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Milestone Hierarchy

• Defined Level 1, 2, 3 and 4 Milestones
• Level 1 controlled by DOE HQ
• Level 2 controlled by DOE Stanford Site Office
• Level 3 controlled by LCLS Project
  Director/Deputy Project Director
• Level 4 controlled by System Manager
• Level 1-3 Milestones are under formal
  configuration control.

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Resource Loaded Schedules
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Integrated Schedules
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CPR Drilldown (Level 2)
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BCWS, BCWP,ACWP Report (SPA)
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Obligation Report (OSCUM)
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Milestone Dictionary
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WBS Dictionary
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Responsibility Assignment Matrix (RAM)