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From WBS to Integrated Master Schedule

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A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.

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From WBS to Integrated Master Schedule

  1. 1. + From WBS to Integrated Master Schedule A step by step guide to increasing the Probability of Program success start with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 1
  2. 2. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 Research shows that some 70-80% of a project manager’s time is spent in communicating inside and outside the project. We need processes and tools that radiate project information as basis for the communication that increases project success 2
  3. 3. + Increasing the Probability of Program Success through information radiators  WBS is Paramount – it shows what is being delivered and what work processes are used for this delivery (MIL-STD-881-C)  Integrated Master Plan – shows how the deliverables increase in their maturity toward the final product.  Integrated Master Schedule – shows the sequence of work to increases the maturity of the deliverables.  Programmatic and Technical Risk Management – shows what reducible and irreducible risks are present on the project and what their mitigation activities are.  Performance Measurement and Reporting – shows Physical Percent Complete to date, Estimate to Complete, and Estimate At Complete compared to plan. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 3
  4. 4. 5 Immutable Principles of Project Success 5 Practices of Performance Based Project Management ® Identify Needed Capabilities Define Requirements Performance Measurement Baseline (PMB) Execute PMB Continuous Risk Management Where are we going? ConOps, SOO, SOW Technical And Operational Based Plan Increment Maturity Assessment Physical Percent Complete Risk Identification How are we going to get there? Integrated Master Plan Work Breakdown Structure Integrated Master Schedule Iterative And Incremental Delivery Risk Analysis What do we need along the way? Resource Management Plan Future Performance Forecasting Risk Planning What Impediments will we encounter along the way? 4 Levels Of Uncertainty Planning Technical And Programmatic Risks Assigned To All WBS Deliverables Risk Adjustment To Cost And Schedule Measures Risk Adjusted Performance Measurement Baseline Risk Tracking How do we measure progress to plan? Measures Of Effectiveness (MOE) Measures Of Performance (MOP) Technical Performance Measures (TPM) Earned Value Management (EVM) Risk Control Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 4
  5. 5. + WBS is Paramount  The WBS describes the product and services needed to produce the products  The Work Breakdown Structure development starts with NWS Policy Directive 70-3, from DOC Scalable Project Management Methodology, §7.2.4 in accordance with PMI® Practice Standard for Work Breakdown Structure  A starting point for developing the WBS is MIL-STD-881-C.  Each Federal Agency may have their own instance of the 881-C guide. Without a WBS, we don’t know what is being delivered by the project. We don’t know what End Item Deliverables are related to other items – parents of the final deliverables. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 5
  6. 6. + Integrated Master Plan (IMP)  The IMP is a hierarchy of program events, in which each event is supported by specific accomplishments, and each accomplishment is based on satisfying specific criteria to be considered complete.  The IMP consists of three elements  Program Events  Significant Accomplishments  Accomplishment Criteria The Integrated Master Plan is a hierarchical description of what Done looks like in the form of increasing maturity of the program’s deliverables and the capabilities they provide Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 6
  7. 7. + IMP / IMS Structure 7 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 IMS IMP Describes how program capabilities will be delivered and how these capabilities will be recognized as ready for delivery Supplemental Schedules (CAM Notebook) Work Packages and Tasks Criteria Accomplishment Events or Milestones
  8. 8. + The Integrated Master Plan  Program planning involves developing and maintaining plans for all program processes, including those required for effective program office-contractor interaction.  Once the contract is signed and schedule, costs, and resources from the contractor are established, the program plan takes into account, at an appropriate level of detail, the contractor's estimations for the program.  The IMP should provide sufficient definition to track the step-by-step completion of the required accomplishments for each event, and to demonstrate satisfaction of the completion criteria for each accomplishment. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 8
  9. 9. + The IMP …  Provides flexibility in performing detailed program execution planning, organization, and scheduling within any existing Request for Proposal (RFP) constraints.  Serve as the basis for detailed Execution IMS.  Provides basis of integrated product development and systems integration approaches  Serve as the basis for ensuring mutual understanding of Government expectations and agreement on the program content, program plan, schedule, and risk.  Provide detailed integrated execution plan and supporting schedule, clearly identifying what has to be done and when it must be done. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 9
  10. 10. + The IMP enables the program office to…  Identify and assess actual progress versus the planned progress  Monitor the program critical path and help develop workarounds to problem areas  Assess program maturity  Assess the status of risk management activities based on the inclusion of the program risk mitigation activities in the IMP and IMS  Assess the progress on selected Key Performance Parameters (KPPs) and Technical Performance Measures (TPMs)  Provide an objective, quantitative basis for the contractor’s performance assessment Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 10
  11. 11. + IMP for Cloud Deployment 11 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016
  12. 12. + Integrated Master Schedule (IMS)  The IMS is an integrated, networked schedule containing all the detailed discrete work packages and planning packages (or lower level tasks of activities) necessary to support the events, accomplishments, and criteria of the IMP. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 12
  13. 13. + Vertical and Horizontal Traceability between IMP and IMS 13 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 Program Events Define the maturity of a Capability at a point in time. Significant Accomplishments Represent requirements that enable Capabilities. Accomplishment Criteria Exit Criteria for the Work Packages that fulfill Requirements. Work Package Work Package Work Package Work Package Work Package Work Package Work package
  14. 14. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 14
  15. 15. + Managing Technical and Programmatic Risk  Risk Management is how adults manage projects ‒ Tim Lister  All risk comes from uncertainty  The integrated master schedule must be risk adjusted for these uncertainties  Specific work must be in the IMS for reducible uncertainties  Schedule, cost, and technical margin must be in the IMS for irreducible uncertainties All risk comes from uncertainty. Uncertainty comes in two forms Reducible uncertainty (Epistemic) Irreducible uncertainty (Aleatory) Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 15
  16. 16. + All Risk Comes from Uncertainty Uncertainty Irreducible (Aleatory) Reducible (Epistemic) Natural Variability Ambiguity Ontological Uncertainty Probabilistic Events Probabilistic Impacts Periods of Exposure Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 16
  17. 17. Technical Risk Management Track and Control Performance Deviations Deliberate and recommend a decision alternative Risk analysis of decision alternatives, performing trade studies and ranking Propose and/or identify decision alternatives Formulate objectives Hierarchy and Technical Performance Measures Stakeholder expectations, requirements definition and management Design solutions, technical planning Design solution, technical planning, and decision analysis Technical planning and decision analysis Decision analysis, lessons learned, knowledge management Identify Analyze Plan Track Control Decide and implement decision alternatives Communicate Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 17
  18. 18. + Performance Measurement and Reporting  Physical Percent Complete is defined as tangible evidence of progress to plan.  Define this Physical Percent Complete before the work starts in units of measure meaningful to the decision makers  Effectiveness  Performance  Key Performance Parameters Performance measurement is always based on tangible evidence of progress to plan. The passage of time and consumption of resources is not the basis of performance measurement. Physical Percent Complete of some predefined measure of Effectiveness, Performance, or Key Parameter is. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 19
  19. 19. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 20 You Know you're applying the 5 Principals of Project Success if you … 1 … have a defined Mission, Vision, Capabilities, and Requirements ‒ by which to create … 2 … the Plan for fulling these capabilities and connected Requirements and Schedule for producing the needed outcomes to meet this Plan ‒ and have … 3 … allocated enough Time, Money, and Resources to increase the probability of the project’s success ‒ and you can … 4 … know what Risks are in front of you and their retirement or handling plans ‒ and you can … 5 … confirm progress as Physical Percent Complete for each planned Deliverables in the Plan “on or before the planned time and “at or below” the planned cost.
  20. 20. + Resources  MIL-STD-881-C defines how to build a Work Breakdown Structure ‒ http://quicksearch.dla.mil/Transient/38A8B775A4BF4CEF8871CEF7E EA34156.pdf  Integrated Master Plan / Integrated Master Schedule Preparation and Use Guide, http://www.acq.osd.mil/se/docs/IMP_IMS_Guide_v9.pdf  Risk Project ‒ a tool for Microsoft Project for Risk Management and Risk Modeling ‒ http://www.intaver.com/  Guestimate ‒ a spread sheet for making estimating https://www.getguesstimate.com/  Reality Charting, using the Apollo Method, https://www.wecc.biz/Administrative/2014%20HPWG%20Workshop% 202%20RealityCharting%20e-book.pdf Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 21

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