The document provides guidance on developing an integrated master schedule to increase the probability of project success. It discusses starting with a work breakdown structure (WBS) and developing an integrated master plan (IMP) and integrated master schedule (IMS) to show the sequence of work. It also covers adjusting the IMS for risks, and measuring progress using meaningful metrics. The overall aim is to provide processes and tools that communicate project information to stakeholders.

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. 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. + 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. 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. +
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. +
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. +
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. +
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. +
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. + 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. +
IMP for Cloud Deployment
11
Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016

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. + 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. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 - 2016 14

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. +
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. 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

19. +
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

20. 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.

21. +
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