The Integrated Master Plan(IMP) and Integrated MasterSchedule (IMS) and EarnedValueGeorge Stubbs, Sr. Partner, CBT Worksho...
About George Stubbs the PresenterOver 45 years Program Management Experience       5 Years United States Air Force      ...
AgendaIMP and IMS OverviewWhat is an IMP?     The IMP Requirements & Content     IMP ExampleWhat is an IMS?     Governm...
The IMP and IMSThe IMP is a top-down planning tool.     Becomes part of the contract and is legally binding.The IMS is a ...
The Value of the IMP and IMSAllows flexibility in performing detailed program executionplanning.Serves as the basis for me...
The IMP and IMS and the Program        OfficeIdentifies and assess actual progress versus the plannedprogress.Monitors the...
What is an Integrated Master Plan             (IMP) ?The IMP is an event-based plan consisting of a hierarchy ofprogram ev...
The IMP RequirementsShall be event based, containing the events, significantaccomplishments, and accomplishment criteria n...
The IMP ContentEvents     Logical points to assess the programs progress.Significant Accomplishments.     Defining the d...
IMP Example         Activity   Event                                                                                    WB...
What is an Integrated Master         Schedule (IMS)?The IMS is an integrated, networked schedule containing allthe detaile...
Government IMS RequirementsThe Government should obtain an IMS on all cost or incentivecontracts, subcontracts, intra-gove...
Developing the IMSDevelop a field assignment matrix.Transpose the IMP events, accomplishments, and criteria intothe schedu...
IMS Development TipsDo not use a one size fits all template for IMS development.Each CAM or IPT must be allowed to plan an...
IMS Development Tips (cont)Include the customer in the schedule.      Handoffs of data for review are key.      Hold the...
IMS Example16    ©2012 Deltek, Inc. All Rights Reserved
IMP and IMS TraceabilityThe IMP and IMS must provide traceability to the contractor‟sWBS and SOW.      Record the applica...
The IMP and IMS DilemmaHow much detail is enough and how much is insufficient?      If the IMP is too vague, the Project ...
Tips for IMP and IMS ConsistencyInvest in the IMP and IMS development upfront – before theRFP or RFQ.Proposal IMP and IMS ...
Desktop MetricsDesktop Metrics are one method of taking status/performancein the IMS.They are useful if you have more than...
Critical PathA sequence of discrete work packages and planning packagesin the network that has the longest total duration ...
ConstraintsHard Constraints (should not use).        Must start on.        Must finish on.        Finish no later than....
RelationshipsFinish-to-Start (FS) – this is the standard “one task must finishbefore another starts” link.      This is t...
FloatTotal Float.      The total amount of time that a schedule activity may be delayed from       its early start withou...
Schedule MarginA schedule management reserve for unknown unknowns.A management method for accommodating schedulecontingenc...
Leads and LagsLead time      This is an overlap between two tasks that are linked by a dependency.      You enter the le...
IMS Analysis ToolsRisk PlusSteelRayActive Risk ManagerSchedule Analyzer for the EnterpriseSchedule DetectiveProject Analyz...
The DCMA 14 Point IMS        Assessment AnalysisProvides a consistent, agency-wide approach to scheduleanalysis.Provides a...
DCMA IMS Assessment Metrics1. Logic (missing logic or dangling activities) - Any task that ismissing a predecessor, or suc...
DCMA IMS Assessment Metrics         (cont)6. High Float - Any task with float greater than 44 workingdays.7. Negative Floa...
DCMA IMS Assessment Metrics        (cont)11. Missed Tasks - Tasks that are supposed to have beencompleted (prior to the st...
The IMS and EVThe IMS is the lynchpin of the EV system.Performance is taken in it.Baseline is maintained in it.Schedule st...
The IMS to EV InterfaceBefore the IMS and EV tools are loaded with data theinterfaces should be developed and tested.The I...
Field Assignment Matrix Example                                                                                           ...
Contact Informationwww.cbtworkshop.comgstubbs@cbtworkshop.com1-303-877-7201 Mobile1-888-644-561335        ©2012 Deltek, In...
Q&A36    ©2012 Deltek, Inc. All Rights Reserved
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Deltek Insight 2012: The Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) and Earned Value

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This session is intended to help you understand the critical links between the Integrated Master Plan (IMP) and the Integrated Master Schedule (IMS) and how they work together. The goal: to help you in develop a fully linked IMS that can then be used to develop the program's critical path. In addition, you will learn how the IMS links to the earned value system so that performance can be recorded. Intermediate Level.

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Deltek Insight 2012: The Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) and Earned Value

  1. 1. The Integrated Master Plan(IMP) and Integrated MasterSchedule (IMS) and EarnedValueGeorge Stubbs, Sr. Partner, CBT WorkshopGC-38
  2. 2. About George Stubbs the PresenterOver 45 years Program Management Experience  5 Years United States Air Force  6 Years Raytheon  8 Years Boeing  7 Years Martin Marietta  9 Years Independent Consultant  12 Years Senior Partner The CBT WorkshopThe CBT Workshop  A leading supplier for affordable skilled Earned Value Management System (EVMS) resources specializing in EVMS services, implementation, training, and tools support.2 ©2012 Deltek, Inc. All Rights Reserved
  3. 3. AgendaIMP and IMS OverviewWhat is an IMP?  The IMP Requirements & Content  IMP ExampleWhat is an IMS?  Government IMS Requirements  Developing the IMS, Tips  IMS ExampleIMP and IMS Traceability, Dilemmas, Tips for ConsistencyDesktop Metrics, CriticalPath, Constraints, Relationships, Float, Schedule Margin, Leadsand LagsIMS Analysis ToolsDCMA‟s 14 Point IMS Analysis and MetricsMore on the IMS3 ©2012 Deltek, Inc. All Rights Reserved
  4. 4. The IMP and IMSThe IMP is a top-down planning tool.  Becomes part of the contract and is legally binding.The IMS is a bottoms up execution tool for the plans in theIMP.  Becomes a monthly deliverable along with the EVMS reports.4 ©2012 Deltek, Inc. All Rights Reserved
  5. 5. The Value of the IMP and IMSAllows flexibility in performing detailed program executionplanning.Serves as the basis for meeting the RFP requirements.Encourages the use of integrated product development andsystems integration approaches.Provides the proposal evaluation team the information toassess each bidder‟s approach against the RFP requirements.Is the basis for ensuring mutual understanding of thecustomers expectations.Provides the detailed integrated execution plan and supportingschedule identifying what has to be done and when it must bedone.5 ©2012 Deltek, Inc. All Rights Reserved
  6. 6. The IMP and IMS and the Program OfficeIdentifies and assess actual progress versus the plannedprogress.Monitors the programs critical path.Assess the programs risk management activities.Assess the progress of selected Key Performance Parameters(KPPs) and Technical Performance Measures (TPMs).Provide an objective, quantitative basis for the contractor‟sperformance assessment and award fee.Help support “what if” exercises and problem workarounds.Provide insight into potential follow-on efforts.Becomes the lynch pin of the earned value system.6 ©2012 Deltek, Inc. All Rights Reserved
  7. 7. What is an Integrated Master Plan (IMP) ?The IMP is an event-based plan consisting of a hierarchy ofprogram events.The three elements of the IMP are:  Event - a program assessment point that occurs at the culmination of significant program activities.  Accomplishment - is the desired result(s) prior to or at completion of an Event that indicates a level of the programs progress.  Criteria - provides a definitive evidence that a specific Accomplishment has been completed.IMP events are usually part of the RFP.Your proposal expands the event by adding accomplishments andcriteria.The IMP is normally part of the contract and contractually binding.7 ©2012 Deltek, Inc. All Rights Reserved
  8. 8. The IMP RequirementsShall be event based, containing the events, significantaccomplishments, and accomplishment criteria needed tocomplete the program.Must contain at a minimum;  Preliminary Design Reviews (PDRs)  Critical Design Reviews (CDRs)  Any Deliverables.  Other events at the discretion of the contractor.Shall be structured to allow measurement of progress towardsthe programs life cycle requirements.8 ©2012 Deltek, Inc. All Rights Reserved
  9. 9. The IMP ContentEvents  Logical points to assess the programs progress.Significant Accomplishments.  Defining the desired results prior to or at completion of each eventCriteria  Measureable information that provides definitive evidence that a specific accomplishment is completed  Completion of all criteria constitutes completion of the accomplishmentNarratives  Process narratives  Task narratives9 ©2012 Deltek, Inc. All Rights Reserved
  10. 10. IMP Example Activity Event WBS REF SOW REF # Accomplishment Criteria A Event A - Post Award Conference/Initial Baseline Review (PAC/IBR) - A01 Management Planning Reviewed - A01a Program Organization Established 1.2.1 1.1.1 A01b Initial Configuration Management Planning Completed 1.2.2, 1.2.3 1.1.3 A01c Program Schedule Reviewed 1.2.1 1.1.1.4 A01 d Risk Management Program Reviewed 1.2.1 1.2.4 A02 Baseline Design Reviewed - A02a Requirements Baseline Completed 1.3.1 1.4.2 A02b Review of Existing Baseline Engineering/Kit Drawings Completed 1.1.1 1.4.1 A03 PAC/IBR Conducted - A03a PAC/IBR Meeting Conducted 1.2.1 1.1.1.3 A03b PAC/IBR Minutes and Action Items Generated 1.2.1 1.1.1.4 B Event B - Critical Design Review (CDR) - B01 Design Definition Completed - B01a Design Deltas To Baseline Identified 1.3.1 1.4.3 B01b Drawings Completed (Baseline & Deltas) 1.1.1, 1.3.1 1.4.4 B02 System Performance Assessment Reviewed - B02a Initial Weight Analysis Completed 1.3.1 1.5.3 B02b Electrical Current Consumption Report Completed 1.3.1 1.5.4 B02c 1.3.3 Initial Reliability, Maintainability, & Availability Predictions Completed 1.5.6 B02d System Safety Hazard Analysis Completed 1.3.4 1.6.610 ©2012 Deltek, Inc. All Rights Reserved
  11. 11. What is an Integrated Master Schedule (IMS)?The IMS is an integrated, networked schedule containing allthe detailed discrete work packages and planning packagesnecessary to support the events, accomplishments, andcriteria of the IMP.All IMP events, accomplishments, and criteria are duplicatedin the IMS.Detailed tasks are added to depict the steps required to satisfythe IMP criterion.Traceable to the IMP, the CWBS, the SOW, and all EV WorkPackages.Used to verify attainability of contract objectives.Evaluates progress toward meeting program objectives.11 ©2012 Deltek, Inc. All Rights Reserved
  12. 12. Government IMS RequirementsThe Government should obtain an IMS on all cost or incentivecontracts, subcontracts, intra-government workagreements, and other agreements valued at or greater than$20 million.The IMS is applicable to development, major modification, andlow rate initial production efforts.Contractor should provide a monthly critical path analysis anda schedule risk assessment.New IPMR formats 1-7 include the IMS and SRA (Format 6)12 ©2012 Deltek, Inc. All Rights Reserved
  13. 13. Developing the IMSDevelop a field assignment matrix.Transpose the IMP events, accomplishments, and criteria intothe scheduling tool.Identify the detailed tasks and durations.Identify the task constraints and relationships.Ensure that each work package is uniquely identified.Iterate with the IMP/IMS facilitator point of contact.Complete a critical path and schedule risk assessment.13 ©2012 Deltek, Inc. All Rights Reserved
  14. 14. IMS Development TipsDo not use a one size fits all template for IMS development.Each CAM or IPT must be allowed to plan and schedule howthey will do the work.Remember that the CAM or IPT is doing the work, not thescheduler.The scheduler must be flexible enough to take the plan fromthe CAM or IPT and develop a compliant schedule.There are only two tasks that have no predecessor orsuccessors.  Program start has no predecessor.  Program end has no successor.  All other have a predecessor and successor.14 ©2012 Deltek, Inc. All Rights Reserved
  15. 15. IMS Development Tips (cont)Include the customer in the schedule.  Handoffs of data for review are key.  Hold the customer accountable for delays caused by their excessive review time.  If you require anything from the customer, make sure it is in the schedule.  Late items beyond your control can affect your schedule.The final IMS must include discreet events for every workpackage.The IMS development team must use a common fieldassignment matrix,  Insures that the IMS fields are compatible with all interfacing software tools.15 ©2012 Deltek, Inc. All Rights Reserved
  16. 16. IMS Example16 ©2012 Deltek, Inc. All Rights Reserved
  17. 17. IMP and IMS TraceabilityThe IMP and IMS must provide traceability to the contractor‟sWBS and SOW.  Record the applicable WBS and SOW element in a separate text field in the IMS.  Add a WBS and SOW reference column to the IMP Events, Accomplishments, and Criteria Table.The IMS must provide traceability to the contractor‟s EV WorkPackages.  Review all lowest level work to verify that is at the WP level.  Add lower levels as needed.17 ©2012 Deltek, Inc. All Rights Reserved
  18. 18. The IMP and IMS DilemmaHow much detail is enough and how much is insufficient?  If the IMP is too vague, the Project Manager will never be able to drive the Events down to a manageable and traceable level.  If the structure is ineffective, it will replicate the ineffectiveness throughout the project – probably killing it!  If the IMP is too detailed, technical folks will be bogged down trying to status „inch-stones‟ and don‟t have time to do the work they are to report on – adding more cost!The IMP and IMS are abstract in nature and are open tointerpretation.The development of these tools is an iterative process.The content differs for every project, customer and contractor.18 ©2012 Deltek, Inc. All Rights Reserved
  19. 19. Tips for IMP and IMS ConsistencyInvest in the IMP and IMS development upfront – before theRFP or RFQ.Proposal IMP and IMS volumes are now being reviewed andevaluated by resources within the discipline – don‟t add „fluff‟or take shortcuts.Establish a knowledge repository for future IMP and IMSdevelopment – lessons learned, BOEs, BOMsConduct numerous and rigorous team reviews.Create and maintain checklists, desk-top metrics, workinstructions, templates.19 ©2012 Deltek, Inc. All Rights Reserved
  20. 20. Desktop MetricsDesktop Metrics are one method of taking status/performancein the IMS.They are useful if you have more than one measure ofperformance in a control account.  Control account is for the design of a widget.  Two WPs make up the effort.  One WP is 100 % complete with 40% of the labor.  One WP has started and is 25% complete with 60% of the labor.DTP is used to calculate performance.  1.00x40 + 0.25x60 = 40+15 = 55% complete20 ©2012 Deltek, Inc. All Rights Reserved
  21. 21. Critical PathA sequence of discrete work packages and planning packagesin the network that has the longest total duration through anend point.Discrete work packages and planning packages along thecritical path have the least amount of float or slack and cannotbe delayed without delaying the finish time of the end pointeffort.Level of Effort (LOE) should not be linked in the schedule andshould never be on the critical path.The critical path can be event specific.The critical path will change over time.21 ©2012 Deltek, Inc. All Rights Reserved
  22. 22. ConstraintsHard Constraints (should not use).  Must start on.  Must finish on.  Finish no later than.  Start no later than.Soft Constraints (can use).  Start No Earlier Than.  Tasks not controlled by the execution team, for which the team has been given projected dates.  Tasks that may have to be scheduled in conjunction with other contractor programs for efficiency.  Finish No Earlier Than.  “Just-in-time” tasks on separate contracts (e.g., desire to hold delivery on two components until third component is available).22 ©2012 Deltek, Inc. All Rights Reserved
  23. 23. RelationshipsFinish-to-Start (FS) – this is the standard “one task must finishbefore another starts” link.  This is the cleanest relationship for critical path analysis.Start-to-Start (SS) – this is used when one task cannot start untilanother starts.  For example, a test is scheduled to go on for 4 weeks, but the task of gathering test results can begin 1 week after the start of the tests.Finish-to-Finish (FF) – this is appropriate where only taskcompletion (but not task start) is driven by another task.  For example, the design of an air vehicle could start anytime, but cannot be completed until 1 month after wind tunnel results are available.Start-to-Finish (SF) – this type of link is rarely used.All discrete tasks will have a predecessor and a successor, theexceptions would be the start and end of the project.23 ©2012 Deltek, Inc. All Rights Reserved
  24. 24. FloatTotal Float.  The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date, or violating a schedule constraint.Free Float.  The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.Float changes over the course of the project implementation.Slack and float are used synonymously throughout theindustry.24 ©2012 Deltek, Inc. All Rights Reserved
  25. 25. Schedule MarginA schedule management reserve for unknown unknowns.A management method for accommodating schedulecontingencies.The difference between contractual milestone date and thecontractors planned date.Two methods of implementation.  Feeding or Project Buffers (recommended).  Early constraint milestones.Has a beneficial effect on schedule analysis.  Buffers can be filtered out.  Increased insight and proactive adjustments by monitoring buffer consumption.25 ©2012 Deltek, Inc. All Rights Reserved
  26. 26. Leads and LagsLead time  This is an overlap between two tasks that are linked by a dependency.  You enter the lead time as a negative value.Lag time  This is a delay between two tasks that are linked by a dependency.  Adding lag time is a way to add float/slack.26 ©2012 Deltek, Inc. All Rights Reserved
  27. 27. IMS Analysis ToolsRisk PlusSteelRayActive Risk ManagerSchedule Analyzer for the EnterpriseSchedule DetectiveProject AnalyzerFuseSchedule CrackerP6 Schedule Checker27 ©2012 Deltek, Inc. All Rights Reserved
  28. 28. The DCMA 14 Point IMS Assessment AnalysisProvides a consistent, agency-wide approach to scheduleanalysis.Provides a catalyst for constructive discussions between thecontractor and DCMA.Provide a baseline for tracking IMS improvement over time.Utilizes proven metrics that have been successfullyimplemented on several different programs.28 ©2012 Deltek, Inc. All Rights Reserved
  29. 29. DCMA IMS Assessment Metrics1. Logic (missing logic or dangling activities) - Any task that ismissing a predecessor, or successor, or both.2. Leads - Any task that has a lead (negative lag) in itspredecessor.3. Lags - Any task that has a lag (positive lag) in itspredecessor.4. Relationship - All tasks that have predecessor(s) shouldstate their relationship to the predecessor.5. Hard Constraints - Any task that has hard constraints.29 ©2012 Deltek, Inc. All Rights Reserved
  30. 30. DCMA IMS Assessment Metrics (cont)6. High Float - Any task with float greater than 44 workingdays.7. Negative Float - Any task with float less than 0 workingdays.8. High Duration - Any task that has a duration greater than44 working days (2 months).9. Invalid Dates - Any task that has a forecast start/finish dateprior to the IMS status date or an actual start/finish datebeyond the IMS status date.10. Resources - Any task that has no resources (hours/$)assigned.30 ©2012 Deltek, Inc. All Rights Reserved
  31. 31. DCMA IMS Assessment Metrics (cont)11. Missed Tasks - Tasks that are supposed to have beencompleted (prior to the status date) with actual or forecastfinishes after the baseline date.12. Critical Path Test - Assesses overall network logic,particularly for the critical path.13. Critical Path Length Index (CPLI) - Measure critical path"realism" relative to the forecasted finish date. CPLI= Critical Path Length +/- Total Float Critical Path Length14. Baseline Execution Index (BEI) - Ratio measure of # oftasks completed to tasks that should have been completed (bythe status date).31 ©2012 Deltek, Inc. All Rights Reserved
  32. 32. The IMS and EVThe IMS is the lynchpin of the EV system.Performance is taken in it.Baseline is maintained in it.Schedule status is performed in it and transferred to the EVcost engine tool.What if scenarios are done in it.Critical Path is generated in it and analyzed there.Without a compliant IMS, EV is not possible.32 ©2012 Deltek, Inc. All Rights Reserved
  33. 33. The IMS to EV InterfaceBefore the IMS and EV tools are loaded with data theinterfaces should be developed and tested.The IMS and EV tools must interface to each otherseamlessly.The fields in the IMS must align to what is required by the EVtool and visa versa.The IMS field assignment matrix identifies what fields in theIMS are to be used for specific data.33 ©2012 Deltek, Inc. All Rights Reserved
  34. 34. Field Assignment Matrix Example EVMS – MS Project Fields Used In the PMIS Tool Suite Manual or Auto Field Name Used By Contents Description Notes Data Format Input Flag Fields Flag1 Risk + Risk Critical (Y/N) Manual Identifies tasks that are critical 75% of time Reserved for Internal Risk Assessment usage Yes or No use Y or N Flag2 MSP/MPM Recurring Flag Manual To identify if Material in Non-Recurring Y= Recurring; N=Non-Recurring Flag3 MSP/MPM WP Status Indicator Manual MPM Scope level for Statusing Yes or No use Y or N Flag4 MSP LOE Indicator Manual LOE or Apportioned indicator LOE or Apportioned indicator Yes or No use Y or N Flag5 MSP Critical Path adjustment Manual Yes/No indicator Yes or No use Y or N Flag6 Risk + SRA CP Include ? Manual Risk + SRA CP Include ? Reserved for Internal Risk Assessment usage Yes or No use Y or N Flag7 Risk + SRA Detailed + 6 Months for Risk Banding Manual Risk + SRA Detailed + 6 Months for Risk Banding Reserved for Internal Risk Assessment usage Yes or No use Y or N Flag8 Risk + SRA Other Risk Additions for Detail Manual Risk + SRA Other Risk Additions for Detail Reserved for Internal Risk Assessment usage Yes or No use Y or N Flag9 MSP IMS - Program Manual Program Level IMS view Yes or No use Y or N Text Fields Text1 CWBS CWBS Manual MSP/MPM Reporting CWBS in MSP for import into MPM #.#.#.#.# where # = 1 or more character Text2 MSP SFNI Manual Schedule Numbering in MSP for MUID & optional import into MPM Alpha ### Roll-up, Milestone, Lag, Control account, Work Package. Planning Text3 ALL Element Type Manual IMS Task Type MPM Element Type (C/D/H/L/M/O/PW) package, Handshake, Other, WaD Text4 MSP/MPM MPM WBS Manual MPM Reporting WBS CA=Chg#, WP=MUID, or S=MUID Text5 ALL IMS Master UID Manual MPM Milestone ID - Copy of formulated Text 14 Concatenation of the SFNI and Unique ID Text6 ALL Milestone Method Manual MSP/MPM Reporting EV Method in MSP for status import into MPM LOE, 0/100, % Complete, etc. See SSD for complete list Text7 MPM Task Type Manual MSP/MPM Task Type for MPM - ie. Existing/Mod1/Mod2 etc Existing or DFR/SE or URT or Unknown or Other Text8 Risk + Branch Definition [Risk+] Auto Risk + Branch Definition [Risk+] Reserved for Internal Risk Assessment usage TBD Text9 Risk + Branch ID [Risk+] Auto Risk + Branch ID [Risk+] Reserved for Internal Risk Assessment usage TBD Outline Code Fields Outline Code1 MSP CWBS Outline Internal CWBS #.#.#.#.# where # = I or more character Outline Code2 MSP IMP Outline IMP MSC followed by ##.##.## where # is 0 thru 9 Outline Code3 MSP SOW CODE Outline SOW Outline Code4 MSP Hardware Set Code Outline Hardware Sets - Design, SIL, Set 1, Set 2, etc Outline Code5 MSP CAM Mgmt View Outline CAM Mgmt View cmv.d.#.#.#.#.# where # = I or more character34 ©2012 Deltek, Inc. All Rights Reserved
  35. 35. Contact Informationwww.cbtworkshop.comgstubbs@cbtworkshop.com1-303-877-7201 Mobile1-888-644-561335 ©2012 Deltek, Inc. All Rights Reserved
  36. 36. Q&A36 ©2012 Deltek, Inc. All Rights Reserved
  37. 37. Thank You!

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