Report to the LCLS Facilities Advisory Committee

1. Report to the LCLS Facilities Advisory Committee Mark Reichanadter LCLS Deputy Project Director Project Management Project Progress / Status Revised Project Baseline Overview Procurement Status Risk Management and PM Issues Summary

2. Progress to Date • LCLS Status on Approved Baseline • TPC $379M (TEC $315M, OPC $64M) • % Comp (Aug07): Planned: 67.8% Actual: 57.7% • LCLS Status @ Level 2 • Injector TPC complete. All commissioning goals met. • Linac recovering from CR effects. Installing equipment. • Undulator accepting deliverables. Prep for installation • XTOD has a mature design. Procurements underway. • XES in design, planning procurements • Conventional Facilities in construction • Injector S20 Facilities, MMF in operations • >98% of all civil construction under contract • FEH Hutches, Office space renovation still in design

3. LCLS Progress on Approved Baseline • TEC SPI = 0.85 • TEC CPI = 0.92 • EAC up-trend BCWP down- trend, due to CR • $ total burn rate ~$7-8M per/mo • SLAC labor portion burns ~ $2.5M/mo

4. LCLS TEC Earned Value (through Aug07) • Cum Work Scheduled (BCWS) $207.4M • Cum Work Performed (BCWP) $176.1M • Cum Actual Costs (ACWP) $191.7M • Cum Cost + Com to Date $233.5M • Estimate at Complete (EAC) $303.9M • % Contingency on EAC 10.9% • % contingency/ETC dropped from ~22% to 10.9% since Oct06 due to CR and funding uncertainties. Project team working on unplanned work (CR scenarios, replanning project, review preparation, etc.)

5. Cost and Schedule Variance Trend • CV and SV show significant degradation • Redirected staff to address directed rebaseline • Delay and acceleration costs due to CR uncertainty • Defer XT and XE procurements until FY09

6. A S O N D J F M A M J J A S 2006 2007 CR Funding Uncertainty Time-Line Continuing Resolution LCLS funded incrementally at ~$86M level. FY07 planned funding $122M Funding Uncertainty Funds arrive at ANL Possible year-long CR No funding restoration until FY09 DOE-BES directs LCLS to revise baseline plan. Hold on all LCLS Procurements Budget passed. LCLS funded at $114M level

7. CR Impacts and Mitigation Actions • Impact: • FY07 funding uncertainties for six months • $8M FY07 funding reduction, no restoration until FY09 • Mitigation: • Directed to develop revised plan with reduced FY07 funding profile. • Defer selected procurements from FY07 to FY09. • Accelerate shutdown procurements to recover schedule • Cost: $41.0M • Project extended by 16 months • Staffing costs, no changes to scope • Project is funding limited in FY08

8. Mitigation – Defer Procurements and Replan • Beam Transport Hall • Near Experimental Hall • Undulator Hall • Far Experimental Hall • X-Ray Transport Tunnel Defer Photon equipment and FEH hutches until FY09 CD-4 LCLS Operations in FEH - July 2010

9. Revised Baseline Plan • Revise LCLS baseline to deliver technical scope on cost and on schedule • Address effects of the CR and FY07 funding reduction • Shift photon and FEH procurements from FY07 to FY09 • Update remaining work (ETC) using current estimates • No changes in scope or technical capabilities • Update overhead rates and escalation • Update OPC to reflect LCLS transition to operations • Update cost/schedule contingencies and risk planning

10. Revised ETC, BAC @ L2 • Revised baseline presented to Lehman in Sep07 and EIR in Oct07.

11. Basis of Estimate on Remaining Work (TEC) • Significant portion of ETC is contracts in hand. Reduce cost risk.

12. Revised TEC Funding & Obligations • Project is funding-limited in FY08

13. LCLS Schedule & Milestones • Major Milestones • Sept 2009 – Initiate Early Experimental Operations • FY09 Funding – Pop-Up Cameras – install – NEH commission • Total float ~49 working days to L2 milestone • Near CP – BPMs, Undulator vacuum system, Undulator testing • July 2010 – Photons in FEH (CD-4, Project Complete) • FY09 Funding – Pop-Up Cameras – install – FEH commission • Includes 2 months to process DOE project closeout activities • Total float to CD-4; ~101 working days to CD-4 • Near CP – XT/XE procurements, FEH Hutches • LCLS schedule includes integrated Turner Schedule • “Early-occupancy” dates meet LCLS requirements • Turner earned-value tracked by site walks, OAC meetings • LCLS installation schedules integrated with Turner • RM Boyce providing oversight on global integration

14. Rebaseline Timeline • Sep5 – PMOG Meeting • Review revised baseline plan • Cost and schedule contingencies considered adequate • Response to Jul07 Lehman recommendations ~reasonable • Sep7 – EIR Pre-Briefing Documentation Complete • Sep18 – Mini-Review (Lehman) with DOE-BES • Endorsed revised cost and schedule baseline. • Expressed concern over not enough management staffing • Oct 9-12 – OECM on-site EIR (w/LMI) • Validated reasonableness of cost and schedule baseline. • ~10-12 findings in Out-Brief, EIR Draft not yet received • Developing Corrective Action Plan (CAP) to address findings • ~mid-Nov – ESAAB to approve new LCLS baseline • LCLS to ‘retire’ old baseline and start reporting on new baseline

15. LCLS Procurements • LCLS using co-located procurement group (7 staff) • Procurement Manager – D. Pindroh • B. Miller ~rolled-off, J. Dee (Negotiator) roll-off ~early 08. • Weekly status meetings monitor Critical and APPs • ~$30M of $190M of procurements yet to be awarded • Space Renovation, 2 FEH Hutches, Install Contracts • Field Change Order Process monitored closely • <4% FCO’s on work accomplished • This is working well. Same organization to procure LUSI • Procurement Issues • DOE SSO to approve all SLAC procurement actions >$100K • Use detailed tracking document. Added to risk registry. • Turner Claim. May go to arbitration. • Support from SLAC Counsel and Stanford Attorney • Additional time sink on CF & PO staff. Tracked in risk registry.

16. Technical Requirements Summary

17. Project Management Risks & Mitigations • Contingency Analysis • Rebaseline project. Need a baseline to measure against • Implement contingency management plan through FY08 • Control Account Mischarges (at SLAC) • Effective use of project tools to track actual costs • Timely closure of control accounts • SSO Prior Approval of Bids & Contracts >$100K • Track weekly active procurements • Installation Schedules • Track weekly installation status, Integrate installation schedules • Safety Incident or Accident • Implement ISM plan, work authorization processes • Lessons learned at the completion of major activities • Owner-Directed Changes to Conventional Facilities • Implement weekly walk-arounds by Photon Systems, LUSI staff • System Managers and LUSI Staff review shop drawings

18. Project Management Staffing • LCLS management responsibilities expanding • Year-long CR + Rebaseline effort • SLAC Transitioning to multi-program (BES-driven) • LCLS Directorate Formed • LUSI integrated into LCLS • LCLS includes Operation and Science • Insufficient management staffing to meet requirements • Identified as an Action Item in DOE Sep07 Mini-Review • LCLS adding key staff to Project Office • Considerable assistance from SLAC Acting Director, P. Drell • Emphasis on project management and integration resources • Final staffing plan to be completed by early November • Needed for ESAAB approval

19. Summary • Despite FY07 CR and rebaseline LCLS making satisfactory progress. • TPC/TEC 58%/62% complete. Milestone performance reasonable. • Injector complete, steady progress in civil construction. • LCLS has prepared a revised baseline to address the FY07 CR effects. • TPC of $420M and delayed CD-4 (16 month extension) • ESAAB scheduled for Nov07. • Revised ETC allows the project to complete its commitments to DOE. • No changes to scope or technical capabilities • Cost and schedule contingencies are adequate • Contingency remains tight in FY08. Need to manage carefully. • Challenges ahead: • Maintain construction progress, refocus on building the project • Major installation push through FY08. • Preparation for LCLS transition to operations and LUSI • Continue to add staff to prepare for LCLS Experiment Support and Operations.