1. DOE Review of the LCLS Project Project Planning & Controls M. Reichanadter / SLAC

2. Outline • DOE and Multi-Lab Coordination • Project Office Support/Processes • Management • Procurement • Quality Assurance • Finance Support • Cost/Schedule Controls • Summary

3. DOE-LCLS Coordination • Good working relationship between LCLS and DOE-BES program. • Weekly teleconferences • Monthly reports, quarterly status reports, semiannual reviews • Regular interaction with programmatic and construction support • Working relationship between LCLS and DOE-SSO is also good. • Weekly meetings between FPD and PD/CE. • FPD regularly attends Project meetings and interacts with staff at all levels. • LCLS meets weekly with DOE Site Manager on ES&H issues. • Impacts to project and possible future risks • CD-2b approved (Apr05) after extended EIR. Process not well defined, with periodic and unscheduled draws upon staff. Not sure when done. Next EIR? • 1Q-FY05 CR, funds arrived in Jan05. Cost impact with interim A/E, less assimilation time for staff. LCLS making workaround plans for FY06 CR.

4. LCLS Project Coordination • ILCC meets quarterly to address issues affecting resource allocation and coordination to the LCLS project at the partner laboratories. • Federal Project Director is invited to ILCC meetings. • FAC meets semiannually and provides advice on the construction and technical capabilities of the LCLS. • SAC meets semiannually and provides advice on the scientific program of the LCLS.

5. LCLS Multi-Lab Coordination • Staffing – Good Experience. • ANL and LLNL are ~staffed to planned (near peak) levels. • Recently added scope to partner labs; • ANL (Laser R&D, undulator supports) • LLNL (Laser R&D) • Procurement Performance/Reporting – Good experience. • LCLS decentralizes procurements to each lab. • Procurements >$5K are reported to the Project Office monthly. • EV Performance/Reporting – Good experience. • Technical status/issues reports reported to the Project Office monthly from ANL/LLNL PD’s. • CV’s and SV’s are modest and understood. Milestones are being met. • Actuals are reported to the Project Office monthly using a common Cost Account format. • Communication & Coordination – Good experience. • ILCC – meets Quarterly • LCLS Weeks – Quarterly (may reduce this to 2-3/year) • Provide good interaction when the design is rapidly advancing. • Periodic meetings with LLNL/ANL Management • Funding Transfers – Working but slow and time-consuming • Current system (TA) does not provide the flexibility to maintain agreement with P3 database. • Investigating DOE fund transfers in FY06 and beyond.

6. LCLS Technical Addenda (TA) SLAC/ANL–LLNL TA define annual work scope, budgets and resources. Support IWO’s & MPO’s, CAO’s & provides staffing guidance TA Process; PO prepares draft TA in July for following FY. Basis approved P3 scope of work. Signature process (at the Lab Director level) starts 01Aug. SLAC transfers ~90% of approved funding. CR’s may delay the IWO/MPO but not the TA BCR’s are processed at SLAC in subsequent months. Reevaluate funding needs mid-FY (source P3). Amend TA. Authorize or rescind additional funds. Director’s signatures required. Begin planning for next FY in July. Problem: TA provides very detailed scope of work Duplicates in words the P3 Dbase. No longer in agreement with P3 after approved BCR. Possible solutions; TA to provide a high-level description of scope and reference the P3 dbase as the detailed scope of work. Replace TA with DOE fund transfer to each Lab. Do a mid-year correction Look at other multi-lab projects (i.e., SNS) This is a solved problem.

7. LCLS Authorization @ ANL,LLNL Common drawing database used for all labs. LCLS QA manager working on ACD. Done via LCLS Transmittal Memo

8. LCLS Project Office Support @ SLAC • ANL/LLNL have additional project office support for; • Finance • C/S (ANL only) • Procurements • QA

9. Change Control • LCLS has been under Configuration Control and tracking since Oct04. Will start reporting into PARS M/E Apr05. • OECM certification of LCLS EVMS is tentatively scheduled for Sep-Oct 2005. • Review of all BCR’s for: • Cost changes >$100K • L2 milestone changes > 1 month • Technical interfaces or performance changes • Implement Technical/Change Control Board • Members are leaders of subsystems, PM, procurement, project controls, QA. • CCB provides advice/recommendation to Project Director. • CCB members meet monthly to address BCR actions and evaluate overall performance, variances, and overall project status.

10. LCLS BCR Thresholds

11. LCLS Risk Management • The LCLS RMP describes the process to identify, quantify, assess and develop management strategies for known risks to the LCLS project. • Some Known Risks at ANL • Vacuum Chamber, Mach Protection System • RF BPM Timing • Undulator Delivery Schedule • Some Known Risks at LLNL • Gas & Solid Attenuators • Imager Noise & Backgrounds • Some Known Risks at SLAC • Safety (we do not plan to matrix safety) • Overall Project Cost, Schedule Coordination • Laser, RF Gun, Injector Emittance • Alignment, Mag Meas Facility • Construction (Market Forces, Tunneling, CM)

12. LCLS Risk Registry • Risk Registry (RR) monitors list of known risks to be managed until retired. • 4 risks have been retired since the last review. • Cont (>$73M) is adequate to address risks. Cum P(i) ~$12M • Managed and updated monthly • Readable copies of the RR are available on the web or in the hardcopy binders

13. LCLS Advance Procurement Management Plan • Describes the roles and responsibilities of the key managers for LCLS procurements. • LCLS Procurement Manager • $2M Authority for LCLS Purchases • LCLS Procurement Expediter • LCLS Fabrication Expediter • Biweekly meetings SLAC Pur/LCLS • Currently meeting weekly to ensure good coordination and communication

14. Quality Implementation Plan • Describes the roles and responsibilities of key managers for implementing and assuring quality processes on the LCLS. • Identifies control of LCLS technical, drawings, and document specifications and signature process. • Describes quality assurance and management as it is applied to the LCLS Project. • Quality and quantity of specs for the LCLS needs improvement. • Too much information still in the verbal domain. • Have recently added LCLS Quality Assurance Manager. • Spec/SOW writing class scheduled for June. • Added metrics to monitor progress on spec writing.

15. ANL & LLNL QIP Quality standards at ANL / LLNL / SLAC are comparable

16. Technical Specifications(define the LCLS baseline)

17. Actual Cost Validation ProcessAll labs invoice/report at the task level Partner Lab Cost Data(Excel) SLACAccountingSystem (PeopleSoft) LCLSCost Database (MS Access) Invoices/AccountingReports Validate Totals LCLS Cost Data Reconcile by LCLS Fin Mgr Partner LabCost Data PMCSDatabase(P3/Cobra) Monthly LCLSAccountingReports Monthly CostData File(10th working day) LCLSCost Data Validate Totals Reconcile by LCLS Fin Mgr

18. LCLS Req Approvals • SLAC Director’s signature required for >$100K procurements. • LCLS Procurement Mgr has $2M signature authority

19. Summary • Management team and control processes are in place to manage the LCLS baseline • Procurements well underway • Need more/better technical specifications. • Multi-lab financial transfers needs improvement • EVMS has been tracking performance on the full integrated TPC of the LCLS since Oct04 • System is stable and reporting monthly • OECM validation in the Sep-Oct timeframe

20. End of Presentation