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Build an integrated master plan and integrated master
 

Build an integrated master plan and integrated master

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Build an Integrated Master Plan and Integrated Master Schedule in 5 easy Steps

Build an Integrated Master Plan and Integrated Master Schedule in 5 easy Steps

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    Build an integrated master plan and integrated master Build an integrated master plan and integrated master Presentation Transcript

    • The Five + One Easy Steps To an Integrated Master Plan and Integrated Master ScheduleCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 1/29
    • The problem of … process change is often complicated 5 + 1 Steps to a Credible by the fact that no one is responsible to make it happen. IMP/IMS If it is important 1. Identify the Program Events (PE) enough to do, however, someone must be assigned 2. Identify the Significant the responsibility Accomplishments (SA) and given the necessary resources. 3. Identify the Accomplishment Until this is done, Criteria (AC) process development will remain a nice thing 4. Identify the work for each to do someday, but never today. Accomplishment Criteria ‒ Watts Humphrey 5. Sequence the Work Packages 6. Assemble the IMP/IMSCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 2/29
    • Part 2.B.3 Acquisition Strategies, Exit Criteria, and Risk Management There is no “Event driven acquisition strategies and program plans single place that must be based on rigorous, objective assessments of a calls out the use program’s status and the plans for managing risk during of IMP/IMS. the next phase and the remainder of the program. The RFP is usually the The acquisition strategy and associated contracting stating point, but activities must explicitly link milestone decision reviews the source to events and demonstrated accomplishments in documents that are the basis of development, testing, and initial production. the RFP are The acquisition strategy must reflect the scattered across interrelationships and schedule of acquisition phases and several procurement events based on logical sequence of demonstrated regulations. accomplishments not on fiscal or calendar expediency.”Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 3/29
    • Step 1: Identify the Program EventsActors Processes Outcomes Define the process flow for Confirmation that the Program product production from Systems Engineer Events represent the logical process contract award to end of flow for program maturity contract Confirm customer is willing Engagement with contracts and Program Manager to accept the process flows customer for PE definition developed by the IMP Identify interdependencies Value Stream components identified Project Engineer between program event at the PE level before flowing them work streams down to the SA level Lay the foundation for a structure to Capture Program Event support the description of the IMP/IMS Architect contents for each IPT or increasing mature as well as the flow work stream to needed work.Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 4/29
    • Benefits of Step 1  Confirm the end to end description of the increasing maturity of the program’s deliverables  Establish of RFP or Contract target dates for each Event.  Socialize the language of speaking in “Events” rather than time and effortsCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 5/29
    • Events Define the Assessment of the Program’s Maturity  Program Events are maturity assessment points in the program  They define what levels of maturity for the products and services are needed before proceeding to the next maturity assessment point  The entry criteria for each Event defines the units of measure for the successful completion of the Event  The example below is typical of the purpose of a Program Event The Critical Design Review (CDR) is a multi-disciplined product and process assessment to ensure that the system under review can proceed into system fabrication, demonstration, and test, and can meet the stated performance requirements within cost (program budget), schedule (program schedule), risk, and other system constraints.Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 6/29
    • Step 2: Identify the Significant Accomplishments (SA) for Each Program Event (PE) Actors Processes Outcomes Identify Integrated Product Define the boundaries of these System Engineer Teams (IPT) responsible for the programmatic interfaces SA’s Confirm the sequence of SA’s Define the product development Technical Lead has the proper dependency flow process improves maturity relationships Confirm logic of SA’s for project Define the program flows Project Engineer sequence integrity improves maturity Validate SA outcomes in support Confirm budget and resources CAM of PE entry conditions adequate for defined work effort Assure the assessment points provide a logical flow of maturity Maintain the integrity of the IMP, IMP/IMS Architect at the proper intervals for the WBS, and IMS programCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 7/29
    • Benefits of Step 2  The Significant Accomplishments are the “road map” to the increasing maturity of the program  The “Value Stream Map” resulting from the flow of SA’s describes how the products or services move through the maturation process while reducing risk  The SA map is the path to “done”Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 8/29
    • The SA’s Define The Entry Criteria for Each Event Preliminary Design Review CompleteCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 9/29
    • Step 3: Identify Accomplishment Criteria (AC) for Each Significant Accomplishment (SA) Actors Processes Outcomes Define and sequence the Establish ownership for the contents of each Work Package content of each Work Package CAM and select the EV criteria for and the Exit Criteria – the each Task needed to roll up the Accomplishment Criteria (AC) BCWP measurement Identify the logical process flow of the Work Package to assure Establish ownership for the Project Engineer the least effort, maximum value process flow of the product or and lowest risk path to the service Program Event Assure all technical processes Establish ownership for the Technical Lead are covered in each Work technical outcome of each Work Package Package Confirm the process flow of the Guide the development of ACs can follow the DID 81650 outcomes for each Work IMP/IMS Architect structuring and Risk Assessment Package to assure increasing processes maturity of the programCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 10/29
    • Benefits of Step 3  The definition of “done” emerges in the form of deliverables rather than measures of cost and passage of time.  At each Program Event, the increasing maturity of the deliverables is defined through the Measures of Effectiveness (MoE) and Measures of Performance (MoP)Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 11/29
    • The AC’s Are A Higher Fidelity Model Of The Program’s Maturity FlowCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 12/29
    • Step 4: Identify Work for Each Accomplishment Criteria in Work Packages Actors Processes Outcomes Identify or confirm the work Bounded work effort defined CAM activities in the Work Package “inside” each Work Package represent the allocated work All work effort for 100% Confirm this work covers the completion of deliverable visible Technical Lead SOW and CDRLs in a single location – the Work Package Foundation of the maturity flow Assist in the sequencing the IMP/IMS Architect starting to emerge from the work efforts in a logical manner contents of the Work Packages Earned Value Assign initial BCWS from BOE Confirmation of work effort Analyst to Work Package against BOEsCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 13/29
    • Benefits of Step 4  The work needed to produce a measurable outcome is defined in each Work Package  The Accomplishment Criteria (AC) state explicitly what “done” looks like for this effort  With “done” stated, measures of Performance and measures of Effectiveness can be definedCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 14/29
    • Work is done in “packages” that produce measureable outcomesCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 15/29
    • Step 5: Sequence Work Packages (ACs) for each Significant Accomplishment (SA) Actors Processes Outcomes Define the process flow of work Define the order of the Work and the resulting Packages needed to meet the CAM accomplishments to assure value Significant Accomplishments for is being produced at each SA each Program Event and the AC’s that drive them Assure that the sequence of Work Packages adheres to the Begin the structuring of the IMSIMP/IMS Architect guidance provided by DCMA for compliance and loading into and the EVMS System the cost system description Baseline the sequence of Work Packages using Earned Value Direct insight to progress to planProgram Controls Techniques (EVT) with in measures of physical progress measures of Physical Percent CompleteCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 16/29
    • Benefits of Step 5  Work Packages partition work efforts into “bounded” scope  Interdependencies constrained to Work Package boundaries prevents “spaghetti code” style schedule flow  Visibility of the Increasing Flow of Maturity starting to emerge from the flow of Accomplishment CriteriaCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 17/29
    • Sequence Work Packages (AC’s) into an IMS for each Program EventCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 18/29
    • Step 6: Assemble Final IMP/IMS Actors Processes Outcomes Starting with the AC’s under Establish the Performance each SA’s connect Work IMP/IMS Architect Measurement Baseline Packages in the proper order for framework each Program Event Confirm the work efforts Review and approval of the IMS Program Manager represent the committed – ready for baseline activities for the contract Assess the product development Review and approval of the IMS Project Engineer flow for optimizations – ready for baseline Confirm the work process flows Review and approval of the IMS Systems Engineer result in the proper products – ready for baseline being built in the right orderCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 19/29
    • Benefits of Step 6  Both the maturity assessment criteria and the work needed to reach that level of maturity are described in a single location.Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 20/29
    • The Previous 5 Steps Result In An IMP/IMS  The IMP is the “Outer Mould Line”, the Framework, the “Going Forward” Strategy for the Program.  The IMP describes the path to increasing maturity and the Events measuring that maturity.  The IMP tells us “How” the program will flow with the least risk, the maximum value, and the clearest Our Plan Tells Us “How” We visibility to progress. are Going to Proceed  The IMS tells us what work is The Schedule Tells Us needed to produce the product or service at the “What” Work is Needed to Work Package level. ProceedCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 21/29
    • Sequencing of Significant Accomplishments for a Program EventCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 22/29
    •  Deliverables Based Planningsm describes of the increasing maturing of a product or service through Events or Milestones, Accomplishments, Criteria, and Work Packages. The structure of a  Each Event or Milestone represents the availability of one or more capabilities. Deliverables Based Plan  The presence of these capabilities is measured by the Accomplishments and their Criteria.  Accomplishments are the pre–conditions for the maturity assessment of the product or service at Events each Event or Milestone. Define the maturity  This hierarchy decomposes the System Capabilities into Requirements, Work Packages, and the of a Capability at a point in activities the produce the deliverables. This hierarchy also describes increasing program maturity time. resulting from the activities contained in the Work Packages.  Performance of the work activities, Work Packages, Criteria, Accomplishments, and Events or Milestones is measured in units of “physical percent complete” by connecting Earned Value with Technical Performance Measures. Accomplishments Represent requirements that enable Capabilities. Criteria Exit Criteria for the Work Packages that fulfill Requirements. Work Work Work Package Package Package Work Work Work Package Package Package Work Work package PackageCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 23/29
    • Now For The Hard Part  Building a credible IMP/IMS is full of nuance  It is slightly counter intuitive from the traditional scheduling approach  It requires the full participation of the CAMs and the Program Manager  It requires understanding the nuances of these effortsCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 24/29
    • The 1st Nuance Changing the Planning Paradigm Beginner Intermediate Advanced Take the program events  Examine the exit criteria  Determine the Technical and assemble the work for the Program Events and Programmatic packages.  Ask what the entry criteria maturity for each Program Identify the tasks are for this events Event from the Concept of Collect them into Program  Build the AC’s to support Operations Events these entry criteria  Assess the SA’s for each Organize the tasks by  Pull these together under Integrated Product Team Work Package each SA in terms of their streams Roll these to the SA’s maturity at that point in the Sequence the work program packages (AC’s)  Sequence the SA’s for each PE and assess the units of measure of “maturity”  Build the AC’s to support each SA’s level of maturityCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 25/29
    • The 2nd Nuance Describing Increasing Maturity Beginner Intermediate Advanced The sequence of work  The sequence of work is  There is a narrative in the matches closely the related to the Program form of SA’s and AC’s that horizontal schedules of Events, but essentially describes how the the past “hangs” from the PE to the program moves from left No explicit TPM, MOE, SA’s and then the AC’s to right alone its maturity and MOP elements  All deliverables are visible path but their TPMs and other  Risk buy down and system measures are not retirement are visible stated in the IMP or its  Intermediate Technical narrative. Performance Measures, Measures of Effectiveness, and Measures of Performance are visible in the IMPCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 26/29
    • The 3rd Nuance Foot and Tie Everything in the IMP and IMS Beginner Intermediate Advanced The IMS contains all the  The WBS is properly  Each column and each proper fields in columns formed inside each AC field can be “pivoted” to The WBS elements can  WBS numbers form a form a proper “tree” of be found for all work “well structured” tree, but value flow. elements still is not “pure” in the  The WBS is a “pure” CDRL’s are visible and sense of deliverables. Product Breakdown their multiple delivery Structure (PBS) and the dates connected to each services needed to Program Event produce those products. WBS is structured in a functional manner with some deliverables defined in the terminal nodes.Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 27/29
    • The 4th Nuance IMP/IMS is Really Programmatic Architecture Beginner Intermediate Advanced The IMP is built from the  The IMP is structured  The IMP is built as a WBS for each Program around separate Program “value stream” flow for the Event. Events, but below the SA’s program but the Systems The IMP is seen as a looks like a “shop floor” Engineers compliance document that schedule with little vertical  This programmatic lists the Program Events connectivity. architecture is built in the and a “bunch of stuff” same way the technical underneath. system architecture is built  It is derived from the ConOps and Tier 1 System Requirements  The IMP shows explicitly how these are supported in the flow of the SA’sCopyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 28/29
    • Niwot Ridge LLC 4347 Pebble Beach Drive Niwot, Colorado Program Planning & Controls Integrated Master Plan Integrated Master Schedule Earned Value Risk Management Proposal Support Service Glen B. Alleman glen.alleman@niwotridge.com 303.241.9633Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC 29/29