Linac Coherent Light Source (LCLS)

1. Linac Coherent Light Source (LCLS) Project Management Control System Trish Mast August 11, 2004

2. PMCS Development • The LCLS PMCS and methodology is modeled after the B-Factory PMCS. • Utilize personnel experienced with the B-Factory PMCS system for both implementation and execution. • Software selection (Cobra, P3 and wInsight) based upon: • Comprehensive evaluation matrix (process drives software) • Software was tested with project data • Successful experience • The LCLS PMCS meets DOE Order 413.3, Program Management for the Acquisition of Capital Assets and the 32 criteria from DoD 5000.2 on the Industry Standard for Earned Value

3. PMCS Baseline Development • Integrated Cost and Schedule Baseline Development • Establish the WBS • Detailed Schedule Development • Schedule Integration • Funding reconciliation • Establish the Performance Measurement Baseline (PMB) • Integrate the Cost and Schedule Baseline • We started the process in Aug ’03 and finalized the baseline in Mar ‘04

4. PMCS Baseline Development • Detailed Schedule Development • 100% of scope covered • Simplest approach is to schedule the WBS • Logic-driven schedule networks • Identify interfaces (needs and availabilities) with other systems • Consistent use of calendars, • units and resources for reliable calculations • Proper activity coding for reporting and summarization • The EIR concurred that all requirements had been met

5. Delivering organization Receiving organization I promise to do lots of things I promise to do lots of things IPS Activities IPS Activities I promise to deliver you something I can’t start until you give something to me Interface Milestones “contract” between organizational elements PMCS Baseline Development Schedule Integration

6. PMCS Baseline Development • Funding Reconciliation • Typically, the ‘bottoms-up’ plan yields a different funding requirement than what has already been established from the ‘top-down’, requiring schedule iterations • Identify and correct funding issues at lowest level of detail plan to fit within the existing funding constraints • Establish the PMB • Develop the work packages • Cost load the schedule to establish the budget and obligation profiles • Identify performance measurement techniques • Implement “Rolling Wave” philosophy for detail planning

7. WBS /Cost Estimate Integrate the Cost and Schedule Baseline Accounting Systems Performance Analyzer Reports for Mgmt/DOE Performance Measurement Baseline Integrated Project Schedule Integrated Cost/Schedule Database Status Worksheets CCB Actions All tools and processes are completely integrated and automated

8. Project Execution and Control • Monthly Reporting • Cost/Schedule Drill Down Approach • Project Level SPA Chart • Project Level Cost Report – (CPRs, CSSRs) • Project Level Performance Analysis • System Level SPA Chart • System Level Performance Analysis • System Level Cost Report (Budget Element) • Work Package Detail Cost Report • Detailed Accounting Report /Schedule • Traditional Analysis (Critical Path, Variance, EAC)

9. Milestone Reports Performance Analysis SPA vs Funding Sample Monthly Reports

10. Manpower Reports Critical Path Analysis Cost/Schedule Performance Reports Sample Monthly Reports

11. Execution and Change Control • Change Control Process • Prepare project scope change request form (tech description, cost evaluation and schedule impact) • Approve and incorporate changes to the baseline

12. Change Control Log All reports and logs tie out each month

13. Detailed Cost Estimate All budgeted quantities tie to Basis of Estimate

14. Still to Do… • PMCS Validation in Oct/Nov as noted in EIR Report • FY05 Work Package Planning • Refine collection of Actual Costs • Implementation of wInsight