LCLS Ultrafast Science Instruments (LUSI)

Felix B. [email protected]

LUSI DOE Review August 20, 2008PMCS Overview p. 1

LCLS Ultrafast Science InstrumentsLCLS Ultrafast Science Instruments (LUSI)(LUSI)

Felix B. Fernandez – Project ControlsAugust, 2008

Project Management Control System



PMCS

Topics:

System Overview

PMCS Development Process

PMCS Current Status

Summary and Questions



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



PMCS Overview



PMCS Overview

SLAC/LCLSPMCS

Procedures

ScheduleReports

ScheduleBaseline

SLACAccounting

System

AnalysisTool

“Hammer”

CostReports



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



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)



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.



PMCS Overview



PMCS Overview

Jeff Chan Craig Brackett Jay Doubrava Pat Dunn Hok Leung Cathy Lavelle

LCLSProject Office XConv Facilities X xControls XLinac X xXE X

Controls XXTOD X

Controls XUndulator XInstallation X xCommisioning XDatabase X x

LUSIProject Office XXPP XCXI X xXCS XDCO XControls XBNL XDatabase X x







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




Schedule AssumptionsWithin 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.




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.




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



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





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




Several types of Level 5, Interface / Handoff Milestones have been defined and represent contractual agreements.

LUSI is currently monitoring 904 Interface Milestones







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.







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



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 tasksBased 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.




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




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.




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” + 40 days = DOE Review + 40 days = CD-3b


“Project Ready” + 40 days = DOE Review + 40 days = CD-3c





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-3c






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



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




Additional activity coding will facilitate sorting, filtering and additional summarizations

Work Breakdown StructureControl Account numberWork Package numberProject PhaseMilestone LevelControl Account Manager namePerformance Measurement TechniqueEarned Value Milestone (EVM) ID numberEVM WeightDesign MaturityJudgment Factor




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.




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).




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.




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.




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




PMCS Status



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.






• 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




EIR Lines of InquiryEIR 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



PMCS Status



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



LUSI Project Summary Schedule

=Level 1 & 2 DOE

=Level 3 Project Ready

XCS

FY12FY07

XPP

CXI

FY08 FY09 FY10 FY11

Ready for CD-4bApr 2011

Ready for CD-4cMar 2012

Ready for CD-4aJul 2010

Ready for CD-3cFeb 2010

Ready for CD-3bOct 2009

Ready for CD-3aFeb 2009

CD-2 ReviewAug 2008

CD-1 ApprovalSep 2007

Design Procure / Fab / Assy / Install (Components not part of CD-4a)

Procure / Fab / Assy / Install (Comp. not part of CD-4b)

Procure / Fab / Assy / InstallDesign

Design



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.

LUSI Critical Paths/Envelopes



XPP Schedule Critical Path

Driving Milestones

LL Approval,CD-3 & CD-4

Diffractometer Design Effort

Diffractometer Awards &

Vendor effort



XPP Schedule Critical Path

Diffractometer deliveries to the

Installation effort



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



CXI Schedule Critical Path



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




Procurement of DCO components delayed to FY11 due to funding

Design & initial procurement was completed for the XPP Instrument






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



DCO Schedule Critical Envelope



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



CDA Schedule Critical Envelope



PMCS Status



PMCS Status



PMCS Status

Measurable Effort

Level of Effort



PMCS Status

Labor

Non-Labor



PMCS Status



PMCS Hammer



Statusing and Reporting

SLAC/LCLSPMCS

Procedures

ScheduleReports

ScheduleBaseline

SLACAccounting

System

AnalysisTool

“Hammer”

CostReports




LUSI Project data is now stored on the LCLS website.

https://slacspace.slac.stanford.edu/sites/LCLS%20Document%20Storage/default.aspx

Toward the bottom there’s a PMCS section.




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




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.




The Drilldown CPR and DCE will probably be the most often used utilities, but other information is available.




The CPR Drilldown identifies areas that have broken a threshold that requires a VAR.




By double-clicking on the highlight variance, the VAR form will be enabled.



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



PMCS Backup



PMCS Status



PMCS Status

Labor

Non-Labor



PMCS Status



PMCS Status

Labor-SLAC

Non-Labor-SLAC

Labor-BNL

Non-Labor-BNL



PMCS Status



PMCS Status

Labor

Non-Labor



PMCS Status



PMCS Status

Labor-SLAC

Non-Labor-SLAC

Labor-BNL

Non-Labor-BNL



PMCS Status



PMCS Status

Labor

Non-Labor



PMCS Status



PMCS Status

Labor

Non-Labor



Milestones with PO ContingencyActivity ID Activity description MS Level

Early Finish

Late FinishTotal float

PM000000 CD-0 MISSION NEED APPROVAL L1 08/10/05A 08/10/05A

PM001000 CD-1 COST RANGE APPROVAL L1 09/27/07A 09/27/07A

PM002000 CD-2 PERFORMANCE BASELINE APPROVED L1 10/13/2008 3/2/2009 88

PM002100 COMPLETE CD-2 REQUIREMENTS - XPP / CXI / XCS L2 8/18/2008 1/5/2009 88

PM002150 PROJECT READY FOR CD-2 APPROVAL L3 7/28/2008 12/1/2008 88

PM002200 LONG LEAD PROCUREMENT APPROVED-Early Science L1 12/10/2008 4/27/2009 88

PM002210 LONG LEAD AWARD - XPP DIFFRACTOMETER L3 7/1/2009 7/21/2009 14

PM002220 LONG LEAD AWARD - CXI KB MIRROR SYSTEMS L3 7/6/2009 12/8/2009 109

PM003000 CD-3a CONSTRUCTION START APPROVED - XPP L1 5/28/2009 7/2/2009 25

PM003010 COMPLETE CD-3a REQUIREMENTS - XPP L2 4/2/2009 5/7/2009 25

PM003020 PROJECT READY FOR CD-3a APPROVAL - XPP L3 2/5/2009 3/12/2009 25

PM003030 CD-3b CONSTRUCTION START APPROVED - CXI L1 3/8/2010 4/1/2010 18

PM003040 COMPLETE CD-3b REQUIREMENTS - CXI L2 1/11/2010 2/4/2010 18

PM003050 PROJECT READY FOR CD-3b APPROVAL - CXI L3 10/29/2009 11/24/2009 18

PM003060 CD-3c CONSTRUCTION START APPROVED - XCS L1 6/9/2010 10/5/2010 84

PM003070 COMPLETE CD-3c REQUIREMENTS - XPP / CXI / XCS L2 4/14/2010 8/10/2010 84

PM003080 PROJECT READY FOR CD-3c APPROVAL - XCS L3 2/17/2010 6/15/2010 84

PM004000 CD-4a START OF OPERATIONS APPROVED XPP L1 12/17/10* 12/17/10* 0

PM004010 APPROVED: Instrument Readiness Review - CD-4a L2 9/30/2010 10/20/2010 14

PM004020 PROJECT READY FOR CD-4a APPROVAL L3 7/8/2010 7/28/2010 14

PM004100 CD-4b START OF OPERATIONS APPROVED-CXI L1 09/30/11* 09/30/11* 0

PM004110 APPROVED: Instrument Readiness Review - CD-4b L2 7/12/2011 8/5/2011 18

PM004120 PROJECT READY FOR CD-4b APPROVAL L3 4/19/2011 5/13/2011 18

PM004200 CD-4c START OF OPERATIONS APPROVED-XPP/CXI/XCS L1 08/31/12* 08/31/12* 0

PM004210 APPROVED: Instrument Readiness Review - CD-4c L2 6/8/2012 7/6/2012 20

PM004220 PROJECT READY FOR CD-4c APPROVAL L3 3/16/2012 4/13/2012 20



Milestones without PO ContingencyActivity ID Activity description MS Level

Early Finish






























Milestones with no Funding LimitsActivity ID Activity description MS Level

Early Finish




























Documents

LCLS Ultrafast Science Instruments (LUSI)