LCLS Ultrafast Science Instruments (LUSI)

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LCLS Ultrafast Science Instruments (LUSI)
Project Management Control System
Felix B. Fernandez Project Controls August, 2008
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PMCS

• Topics
• System Overview
• PMCS Development Process
• PMCS Current Status
• Summary and Questions

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PMCS Overview

• The LUSI Project Management Control System
• Complies with DOE Order 413.3A
• Complies with the 32 criteria from ANSI/EIA-748-A
• Complies with the LUSI Project Execution Plan
• Modeled after the LCLS Project PMCS

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PMCS Overview
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PMCS Overview
SLAC Accounting System
Schedule Baseline
Analysis Tool Hammer
Schedule Reports
Cost Reports
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PMCS Overview

• LUSI PMCS is defined and controlled by LCLS
  Procedures
• Earned Value Management System Description LCLS
  1.1-015
• CA and WP Planning Procedure LCLS 1.1-018
• Change Control Procedure LCLS 1.1-019
• Project Schedule Procedure LCLS 1.1-020
• Cost Estimating Procedure LCLS 1.1-021
• Monthly Status and Reporting Procedure LCLS
  1.1-022
• Subcontract Management Procedure LCLS 1.1-023

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PMCS Overview

• Using Primavera (P3) as the Scheduling tool
• Have established a Project group with supporting
  project files maintained independently
• LUSI Project Group
• Project Management (SLAC)
• XPP Instrument (SLAC)
• CXI Instrument (SLAC)
• XCS Instrument (SLAC)
• Diagnostics and Common Optics (SLAC)
• Controls and Data Acquisition (SLAC)
• XPP and XCS Detector Systems (BNL)

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PMCS Overview

• Using Cobra as the Budgeting tool
• Have created a Cobra project file for MIE funded
  effort.
• The project also uses a web based tool called the
  PMCS Hammer that integrates Primavera, Cobra
  and Accounting data.
• The PMCS Hammer is updated monthly following
  the month end cycle and provides team members a
  way of accessing/analyzing their data and writing
  their VARs.

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PMCS Overview
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PMCS Overview
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PMCS Development Process
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PMCS Development Process

• Define Schedule and Budget assumptions
• Finalize the WBS, WBS Dictionary
• Finalize a Responsibility Assignment Matrix (RAM)
• Finalize the Milestone Hierarchy and Dictionary
• Finalize the set of SLAC/BNL Resources and Rates
• Finalize the resource loaded Integrated Master
  Schedule
• Use the Schedule baseline to create a Budget
  baseline
• Establish a prelim Performance Measurement
  Baseline

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PMCS Development Process

• Schedule Assumptions
• Within the funding limitations, get to an Early
  Science capability with the Instruments as early
  as possible.
• Establish priority order of Instruments as XPP,
  CXI and XCS.
• Establish multiple CD-4 milestones, one for each
  Instrument.
• Components not required for Early Science
  operations can be installed for final CD-4
  milestone.
• Establish multiple CD-3 milestones to allow
  procurement of components for each Instrument as
  early as possible.
• Establish a complete performance measurement
  baseline for all project equipment and conduct
  one CD-2.
• Assume a Long Lead Authorization approval for Key
  critical components following CD-2 and prior to
  CD-3.

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PMCS Development Process

• Budget Assumptions
• Plan for an MIE funding profile of
• Plan for a Continuing Resolution for the first
  half of FY2009 (approx. 500k/month).
• The balance of FY2009 funding will be available
  in the third quarter(12M).
• Use Resources and Rates (Direct/Indirect)
  provided by SLAC and BNL.

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PMCS Development Process

• Project WBS and WBS Dictionary
• The Work Breakdown Structure has been placed
  under change control
• PM-391-000-96
• The WBS Dictionary has been updated to reflect
  the latest structure and has been placed under
  change control
• PM-391-001-12
• The Responsibility Assignment Matrix (RAM) has
  been developed that identifies Control Accounts
  and CA Managers

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PMCS Development Process

• Control Account Managers
• T. Fornek - WBS 1.1 Project Management
• J. Langton - WBS 1.2 XPP Instrument
• P. Montanez - WBS 1.3 CXI Instrument
• E. Bong - WBS 1.4 XCS Instrument
• E. Ortiz - WBS 1.5 Diagnostics Common Optics
• G. Haller - WBS 1.6 Controls Data Acquisition
• Niels van Bakel - WBS 1.2.03 1.4.03 BNL
  Detectors
• Except for BNL Detector effort

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PMCS Development Process

• Project Milestone Hierarchy and Dictionary
• The Milestone Hierarchy has been created and
  defines the relationship between the levels of
  milestones.
• Six levels of milestones have been identified
• Level 1 2 - DOE
• Level 3 Project
• Level 4 Instruments/Systems
• Level 5 Interface / Handoff
• Level 6 Commitments / Awards
• The Milestone Dictionary has been developed to
  assure a thorough understanding of agreements

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PMCS Development Process
Several types of Level 5, Interface / Handoff
Milestones have been defined and represent
contractual agreements. LUSI is currently
monitoring 904 Interface Milestones
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PMCS Development Process
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PMCS Development Process
Level 6 milestones have been identified as the
Awards of subcontracts / procurements and
supports funding reconciliations
efforts. Planning when the budget is to be spent
will support performance measurement. LUSI is
currently monitoring 224 Award Milestones.
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PMCS Development Process
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PMCS Development Process

• Project Resources and Rates
• Define a set of Resources for effort to be
  performed by SLAC with the appropriate planning
  rates.
• Define a set of Resources for effort to be
  performed by BNL with the appropriate planning
  rates.
• Use the appropriate indirect rates, as defined by
  SLAC/BNL, and apply to the direct rates as
  defined.
• Apply a consistent escalation to activities as
  they get scheduled.
• The Bay Area uses a 4 escalation rate for labor
• Used standard 2.3 escalation for non-labor

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PMCS Development Process

• Integrated Schedule Development Process
• Use WBS as foundation to assure 100 of scope
  covered
• Define the detailed tasks required to accomplish
  the scope
• Define the required resources to accomplish the
  tasks
• Based on the detailed Basis of Estimates
• Define the optimal logic relationships between
  tasks
• Incorporate all levels of DOE and Project
  milestones
• Incorporate all Interface / handoff milestones.

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PMCS Development Process

• Integrated Schedule Development Process (cont.)
• Validate links to confirm timephasing and float
  calculations are accurate and appropriate.
• Where applicable, base activity durations on
  recent LCLS and/or related experience.
• Define and use standard calendars throughout with
  all the appropriate non-work days.
• Plan for a standard work week (8 hours/day 5
  days/week) except where appropriate.
• Develop flexible and appropriate activity coding
  for reporting and summarizations

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PMCS Development Process

• Integrated Schedule Development Process (cont.)
• Because the project recognizes the importance of
  managing schedule contingency like it manages
  money contingency, blocks of time will be built
  into the schedule to mitigate the inevitable
  schedule issues.
• These reserves of time will be planned as
  activity relationship lags between the Project
  controlled Level 3 milestones and the DOE
  controlled Level 2 milestones.
• These blocks of schedule contingency were used
  during the development of the detail schedules
  and were removed to set preliminary baseline
  dates. The blocks will be added back into the
  schedule to impose control over float utilization.

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PMCS Development Process

• The project has reserved time between DOE level
  2 milestones and DOE level 1 milestones to allow
  for DOE processing
• Project Ready 40 days DOE Review 40 days
  CD-3a
• Project Ready 60 days DOE Review 40 days
  CD-4a
• Project Ready 40 days DOE Review 40 days
  CD-3b
• Project Ready 60 days DOE Review 40 days
  CD-4b
• Project Ready 40 days DOE Review 40 days
  CD-3c
• Project Ready 60 days DOE Review 40 days
  CD-4a

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PMCS Development Process

• For the purposes of managing Total Float, time
  reserves will be set aside between project level
  3 milestones and DOE level 2 milestones
• Project Ready 40 days DOE Review 40 days
  CD-3a
• Project Ready 60 days DOE Review 40 days
  CD-4a
• Project Ready 40 days DOE Review 40 days
  CD-3b
• Project Ready 60 days DOE Review 40 days
  CD-4b
• Project Ready 40 days DOE Review 40 days
  CD-3c
• Project Ready 60 days DOE Review 40 days
  CD-4a

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PMCS Development Process
Each one of the 3 Instruments will have 100 days
of schedule contingency controlled by the project
office.
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PMCS Development Process

• In addition to the WBS, project phase coding for
  each activity will facilitate the creation of
  summary schedules as well as define the budget
  work packages.
• Management / Administration
• Design / Engineering
• Procurement
• Subcontract
• Fabrication / Assembly
• Testing
• Installation

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PMCS Development Process

• Additional activity coding will facilitate
  sorting, filtering and additional summarizations
• Work Breakdown Structure
• Control Account number
• Work Package number
• Project Phase
• Milestone Level
• Control Account Manager name
• Performance Measurement Technique
• Earned Value Milestone (EVM) ID number
• EVM Weight
• Design Maturity
• Judgment Factor

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PMCS Development Process

• Funding Reconciliation
• The project started with a bottom-up planning
  approach which required budget authority
  inconsistent with the levels that were
  established.
• Reconciliation required the identification of
  opportunities and the prioritizations of effort
  to adjust for funding issues at the lowest level.
• The project next used a iterative top-down
  approach to shift entire blocks of effort to
  optimize the schedule flow while accelerating the
  Instrument availability.

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PMCS Development Process

• Once the schedule was iterated and a reasonable
  schedule was achieved that met the project
  objectives and stayed within the available
  funding, the preliminary schedule baseline was
  established.
• With a baseline established in the Primavera
  file, the next step was to import the schedule
  data into Cobra to create the budget baseline and
  to establish a preliminary performance
  measurement baseline (PMB).

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PMCS Development Process

• Control Account and Work Package planning is
  based entirely on the time-phasing as defined by
  the schedule.
• Work packages are based on the project phase and
  represents the cost collection intersection with
  the SLAC accounting system.
• The work package is the lowest level at which
  earned value is calculated.

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PMCS Development Process

• The majority of the near term effort for the
  project will be focused on Engineering and
  Design.
• Procurement, Subcontract, Fabrication Assembly,
  Testing and Installation work packages are coded
  as Planning Packages.
• The detail planning for work packages coded as
  planning packages will be reassessed at the
  appropriate time.

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PMCS Development Process
LUSI uses only a subset of the Performance
Measurement Technique (PMT) codes used by Cobra
to calculate Earned Value are coded into the
schedule as a reference
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PMCS Status
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Critical Decision Requirements

• Employ an Earned Value Management System that is
  compliant with ANSI/EIA-748-A-1998 for projects
  with a Total Project Cost or Environmental
  Management Total Project Cost greater than or
  equal to 20M. Projects having a Total Project
  Cost or Environmental Management Total Project
  Cost between 20M and 50M must have an Earned
  Value Management System that is self-certified by
  the contractor as ANSI/EIA-748-A-1998 compliant.
  Projects having a Total Project Cost or
  Environmental Management Total Project Cost
  greater than or equal to 50M require an
  ANSI/EIA-748-A-1998 compliant system certified by
  the Office of Engineering and Construction
  Management. For projects not required to utilize
  an Earned Value Management System (e.g., firm
  fixed-price contract projects), an alternative
  performance management system must be described
  in the Project Execution Plan.
• Completed SLAC/LCLS Project was reviewed and
  successfully demonstrated compliance at a review
  in June 2008
• Subsequent to the June review a formal letter
  from DOE was received confirming the compliance
  of the SLAC Earned Value Management System.

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Critical Decision Requirements
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Critical Decision Requirements

• Perform a Performance Baseline Validation
  External Independent Review or a Performance
  Baseline Validation Independent Project Review.
  External Independent Reviews are conducted by the
  Office of Engineering and Construction Management
  to validate the Performance Baseline for projects
  with a Total Project Cost or Environmental
  Management Total Project Cost greater than or
  equal to 100M. Independent Project Reviews are
  conducted by the Project Management Support
  Office to validate the Performance Baseline for
  projects with a Total Project Cost or
  Environmental Management Total Project Cost less
  than 100 M.
• The Independent Review is to be accomplished as
  part of the CD-2 review

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EIR Lines of Inquiry
EIR ELEMENT COMMENT CD2 Ready
1. Work Breakdown Structure PM-391-000-96 (Structure) ?
2. Project Cost Resource Loaded Schedule Working baselines set as of month end March 2008 for both the schedule in P3 and the project cost in Cobra ?
3. Cost Schedule Assumptions Covered in this presentation ?
4. Critical Path Critical paths for CD-4a, CD-4b and CD-4c available ?
5. Risk Management Mgmt presentation ?
6. Funding Profile Mgmt presentation ?
7. Project Controls/EVMS Overview and status covered in this presentation ?
8. Basis of Design Engineering presentation ?
9. Design Review Engineering presentation ?
10. System Functions Reqs Engineering presentation ?
11. Sustainability Not applicable ?
12. Hazards Analysis PM-391-001-01 ?
13. Value Management/Engineering LUSI Value Management Plan (Doc No. PM-391-000-02) ?
14. Start-up Test Plan SP-391-001-15, -16, -17 (XPP, CXI, XCS) ?
15. Project Execution Plan Draft ready for signature pending CD-2 review changes ?
16. Acquisition Strategy ?
17. Integrated Project Team This presentation the PEP ?
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PMCS Status
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PMCS Status

• Using Primavera (P3) as the Scheduling tool
• Currently the statistics for the LUSI Project
  group with supporting project files are
• LUSI Project Group - 4131 activities 6159
  relationships
• Project Management (SLAC) - 191 activities
• XPP Instrument (SLAC) - 531 activities
• CXI Instrument (SLAC) - 899 activities
• XCS Instrument (SLAC) - 539 activities
• Diagnostics and Common Optics (SLAC) - 599
  activities
• Controls and Data Acquisition (SLAC) - 1297
  activities
• XPP and XCS Detector Systems (BNL) - 75 activities

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LUSI Project Summary Schedule
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LUSI Critical Paths/Envelopes

• Schedule Critical Path(s)
• Because each Instrument represents a separate
  major deliverable, critical paths have been
  identified and are being monitored to the Approve
  Start of Operations milestones
• CD-4a for the XPP Instrument
• CD-4b for the CXI Instrument
• CD-4c for the XCS Instrument
• As a general rule, critical paths/envelopes are
  regularly monitored for all three instruments and
  the two supporting systems.

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XPP Schedule Critical Path
Driving Milestones LL Approval, CD-3 CD-4
Diffractometer Design Effort
Diffractometer Awards Vendor effort
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XPP Schedule Critical Path
Diffractometer deliveries to the Installation
effort
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CXI Schedule Critical Path
Driving Milestones LL Approval, CD-3 CD-4
KB Mirrors Reqmts/Design Effort
KB Mirrors AWARD Vendor Design
Post Vendor Effort and Installation
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CXI Schedule Critical Path
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XCS Schedule Critical Path
Driving Milestones LL Approval, CD-3, CD-4
Funding M/S
Delayed Design Start due to Funding
XCS Path moves to DCO Procurements
XCS Instrument Installation effort
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XCS Schedule Critical Path
Design initial procurement was completed for
the XPP Instrument
Procurement of DCO components delayed to FY11 due
to funding
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XCS Schedule Critical Path
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DCO Schedule Critical Envelope
DCO has one design effort and multiple
procurements to support the Instrument reqmts.
The project will monitor strings of activities
with the least float
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DCO Schedule Critical Envelope
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CDA Schedule Critical Envelope
CDA has multiple deliveries to the instruments
and is heavily driven by their needs. The project
will monitor strings of activities with the least
float
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CDA Schedule Critical Envelope
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Hammer
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Statusing and Reporting
SLAC Accounting System
Schedule Baseline
Analysis Tool Hammer
Schedule Reports
Cost Reports
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Statusing and Reporting
LUSI Project data is now stored on the LCLS
website. https//slacspace.slac.stanford.edu/sites
/LCLS20Document20Storage/default.aspx Toward
the bottom theres a PMCS section.
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Statusing and Reporting
PMCS data will be stored and available in the
folders as described. The PMCS Hammer is an
interactive tool team members will use to view,
analyze data and write VARs
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Statusing and Reporting
The PMCS Hammer is a utility that was customized
for SLAC/LCLS that integrates Primavera, Cobra
and Accounting data for any team member to use.
The LCLS Hammer and LUSI Hammer pages are access
controlled and access is granted as appropriate.
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Statusing and Reporting
The Drilldown CPR and DCE will probably be the
most often used utilities, but other information
is available.
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Statusing and Reporting
The CPR Drilldown identifies areas that have
broken a threshold that requires a VAR.
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Statusing and Reporting
By double-clicking on the highlight variance, the
VAR form will be enabled.
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In Conclusion

• The project set preliminary schedule and budget
  baselines as of March 2008.
• The project team is ready for CD-2. We are ready
  to formally establish a performance measurement
  baseline and to proceed with the project.
• Thank you for your participation

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PMCS Backup
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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PMCS Status
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Milestones with PO Contingency
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Milestones without PO Contingency
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Milestones with no Funding Limits