Framework for an integrated program management

1. 1
IMP/IMS Overview
Glen B Alleman
glen.alleman@Niwotridge.com

2. IMP/IMS - 2/19
Integrated Management Framework
Statement of Work (SOW)
User requirements decomposed from RFP
• Event-driven plan for entire program
• Product and Process Sections
Determined by
performance
• Guidance usually in RFP
• Tailored to contractor’s program / products
• Provides single numbering system for entire program
• Contractor generated. Based on SOW
• Guidance provided in RFP
IMS • Expands IMP, Provides timing
Links cost to
IMS thru WBS
PLACED
ON
CONTRACT
USED TO
TRACK
PERFORMANCE
USED TO REPORT
PERFORMANCE
Technical Requirements
WBS
CPARS
Technical Performance Measures
Process Metrics
• Process quality measures
Earned Value Management System (EVMS)
Integrated Master Plan (IMP)

3. IMP/IMS - 3/19
What’s the objective of all this formality?
Objective è Implementation
Event driven plan versus a
schedule driven plan based on
completion of tasks
è Separate plan (IMP) from schedule
(IMS) but link elements with
numbering system
Condensed, easy to read “plan”
showing “events” rather than
effort
è Indentured, outline format (not
text)
Pre-defined entry and exit
conditions for major program
events
è Significant accomplishments (SA)
for each key event (submitted in
proposal)
Objective measure of progress/
completion for each
accomplishment
è Pre–defined accomplishment
criteria (AC) for each SA
Stable, contractual plan flexible
enough to portray program status
è IMP is part of contract, IMS is data
item
Capture essence of functional
processes without mandating a
particular process
è Split IMP into Product and Process
sections

4. IMP/IMS - 4/19
Integrated Master Plan / Integrated Master Schedule
l Integrated Master Plan (IMP) – provides a single plan
describing the fundamental structure of the program
l Focuses the integrated product team (IPT) team on the
customer requirements through deliverables rather than
through tasks
l Establishes an agreement between all members of the IPT
on these deliverables
l Defines the program in terms of events, accomplishments,
and criteria for these accomplishments
l Establishes the criteria and objectives for program success
l Integrated Master Schedule (IMS) – provides a task and
calendar based schedule at a level necessary for day–to–
execution of the program

5. IMP/IMS - 5/19
IMP / IMS Assembled From RFP
Requirement WBS Element SOW Task
System Specification
1000 Spacecraft
1100 Avionics
Ground Link
§3.1 Structure (WBS1000)
Design, develop, produce
and verify a complete
spacecraft containing
avionics, propulsion and
other installed equipment.
Integrated Master Plan (IMP)
2004 2005 2006
Program Events PDR CDR
1. Preliminary Design Complete
2. Duty Cycle Defined
Integrated Master Schedule (IMS)
Management Plan Events Accomplishment Criteria
1. Preliminary Design Review PDR 1. a. Duty cycle defined
b. Preliminary analysis complete
1000 Spacecraft
1100 Avionics
1110 Ground Link
.
.
11n0 Avionics

6. IMP/IMS - 6/19
Simple Overview of the IMP/IMS Relationship
-
-
-
-
SYSTEM XX
Integrated Master Plan
(IMP)
Integrated Master Schedule
(IMS)
ID Task Name Duration Start
1 A01a Needs Analysis
Complete
56h 6/1/94
2 A.01a01 Assign Project
Leader
1d 6/1/94
3 A. 01a02 Perform Needs
Analysis
3d 6/2/94
4 A.01a03 Develop Functional Reqmts1d 6/7/94
5 A.01a04 Present Functional
Requirements
1d 6/8/94
6 A.01a05 Functional Requirements
Approval
1d 6/9/94
7 A01b Plan/Organization Complete32h 6/10/94
8 A01b01 Or ganize Project Team 1d 6/10/94
9 A01b02 Complete Team Contacts
Worksheet
1d 6/13/94
10 A01b03 Develop Project Timeline 1d 6/14/94
11 A01b04 Obtain Authorization for
Resources
1d 6/15/94
12 A01c Project Plan Complete 16h 6/16/94
13 A 01c01 Develop Project Plan
Document
1d 6/16/94
14 A01c02 Signoff Plan by Proj ect
Team
1d 6/17/94
15 A01d Project Plan Approved 16h 6/20/94
16 A.01d01 Present Plan Management1d 6/20/94
17 A01d02 Approve the
Plan
1d 6/21/94
18 A01e Project Start-up Announcement8h 6/22/94
19 A01e01 Distribute Approved
Plan
1d 6/22/94
20 A01e02 Issue Site Communication
Memo
1d 6/22/94
M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T
May 22, '9 4 May 29, '94 Jun 5, '94 Jun 12, '94 Ju
• Event based Plan
• Contractual document
• Relatively top level
• Task & calendar based Schedule
• Level of detail necessary for
day-to-day execution
SYSTEM XX
Integrated Master Plan (IMP)
ProcessesEvent
Accomplishments Reference
( Criteria
PDR
Integration planning completed
F 16 ACA completed
B 52 ACA completed
B 2 ACA completed
B 1 ACA compl eted
Integrated Master Plan (IMP)
1.0 Introduction
2.0 Event Definitions

7. IMP/IMS - 7/19
Example IMP
Activity # Event
Ê Significant Accomplishment (SA)
Ê Accomplishment Criteria (AC)
WBS
Reference
E Event E – GN&C Flight Units Complete
E01
ÊRelease 1 Flight Production Complete
—
E01a
Ê Release 1 Subassemblies Complete
1.1.2.2
E01b
Ê Release 1 Assembly/Integration/Test
1.1.2.2
E02
Ê Release 1a Flight Production Complete
—
E02a
Ê Release 1a Subassembly complete
1.1.2.4
E02B
Ê Release 1a ATLO
1.1.2.4

8. IMP/IMS - 8/19
Program Events
l Program Events are assessment points which occur at the
conclusion of significant program activities
l Events are key transition points in the program
– Key points of maturation
– Major product deliveries
– Test and integration points
– Key decision points
l Events are points on the program schedule where the
“entire” program team – customer included – reach
agreement on the status of the program.
– They represent either the beginning or end of integrated program
team activities
– Key tasks or accomplishments yield evidence that the work is
moving forward at an acceptable pace

9. IMP/IMS - 9/19
Components of an Event
l Events defined in an “event dictionary”
– Name of the event
– Purpose of the event
– What review the event includes
– Expectations at this point in time
Event 1 – Systems Requirements Review (SRR)
Purpose: Ascertain the technical direction of Delivery Order to ensure technical
compliance to user needs. Ensure risk and other management programs and plans are
effectively in place and the organization is functioning as an IPPD team
Includes: review of Pre-contract risk reduction effort; Post Award Conference and
initial working group meetings; program requirements; program management controls;
initial HWCI/CSCIs; functional baseline; risk assessment; and cost, schedule, technical,
and unit cost performance.
Expectations: Common understanding of all key contract elements (CLINs, schedules,
etc.) and a clear well defined requirements baseline for subsequent system development

10. IMP/IMS - 10/19
Event / Accomplishment Evaluation Criteria
l Do the Events and Accomplishments reflect the logical
evolution and progress of the Program?
– Do the events demonstrate the maturity of the program over its life?
– Do the Accomplishments and Criteria identify meaningful and
measurable progress toward key goals?
l Do the Accomplishments of each Event demonstrate an
understanding of the requirements or are they simply
generic tasks?
– Do these accomplishments reflect the Statement of Work?
l Does the IMP structure map to the IPT structure so each IPT
member knows their scope of responsibility?
l Is visibility provided to track risk and risk mitigation steps?
l After award, can the Accomplishments be used as activity
cost accounts for the EVMS system?

11. IMP/IMS - 11/19
Significant Accomplishments (SA)
l Significant Accomplishments are the desired results prior
to or at the completion of an event that indicate a level of
the program's progress.
l Shows completion or result of a discrete step in the work
process
l Is relevant and logically linked to an “event”
l Uses consistent language, style and format
– This is a critical issue and a standard dictionary of verbs is needed

12. IMP/IMS - 12/19
Accomplishment Criteria (AC)
l Accomplishment Criteria provide the definitive evidence
that a specific accomplishment has been completed
l Accomplishment Criteria must:
– Measure success or product maturity over time
– Provide objective, explicit proof of completion
– Highlight specific areas of effort for tracking, monitoring risk, or
incrementally verifying a process of product
– Relate directly to accomplishments
– Answer “how do I know when a accomplishment has been
completed”
– Focus of exit criteria
– Express entrance criteria as predecessors in the IMS

13. IMP/IMS - 13/19
Tasks
l Tasks are time phased, detailed activities (where work is
accomplished and funds are expended) required to support
the IMP criteria and accomplishments
l Tasks are broken down from the Event Criteria
– Tasks broken down into sub–tasks
– The sum of all the tasks covers all the Contractor WBS Dictionary,
Statement of Work and other contractual requirements
– ONLY durations, predecessors and lags – no dates
l For each Task
– Lag or % – SS+50%
– Rationale for duration and predecessors in dependency link
described in the notes field
– Resources for each task used for Basis of Estimate

14. IMP/IMS - 14/19
IMS Development within the IPT
IMS Critical Path Analysis, Baseline, Monitor, Update
Define IMS tasks/activities, durations and dependencies
Combine, consolidate, refine across program
IMP Key Events (RFP + unique)
“Product Tree” Systems Engineering IPT & other AITs
IPT Structure WBS Structure
Each IPT defines SAs & ACs for their WBS elements
May Need
Multiple
Iterations

15. IMP/IMS - 15/19
Integrated Master Schedule (IMS)
l Integrated, networked, multi–layer schedule of activities
needed to achieve the contractual objectives
l Detailed tasks to be completed
l Networked schedule will all dependent tasks linked
– Task numbering correlates IMS with Project IMP
– Both Gantt and Network provided
l Critical path identified and analysis of schedule slack
– Used during execution to track progress to plan
l Layering allows different levels of detail to be shown
l Resource loading should match EVMS

16. IMP/IMS - 16/19
Constructing an IMS
l The IMS is built as a iterative process between the IPT
members
– Detailed task identification takes place through an IMP/IMS Point of
Contact (POC) using the WBS dictionary
– PM-100 requires “activities in the detailed networks should be
generally be no longer than twenty (20) working days in duration”
– Level of Effort tasks should avoid “grabbing” the critical path, by
keeping the completion dates of LOE short of the program end date
l Task constraints must be “well formed”
– “Must Finish On,” “Finish No Later Than,” and “Start No Later Than”
constraints should be avoided since they do not support credible
risk assessment and given unreliable results in a statistical risk
assessment
– Hard constraints from the government should not be carried as
hard constraints in the IMS

17. IMP/IMS - 17/19
Task Relationships
l Finish-to-Start (FS) – the standard “one task must finish
before another starts” link:
– A test cannot begin until test procedures are written.
l Start-to-Start (SS) - this is used when one task cannot start
until another starts (often involves some lag time)
– A test is scheduled for four weeks, but gathering test results begins
1 week after the start of the tests
l Finish-to-Finish (FF) - appropriate where only task
completion (but not the start) is driven by another task
– The design could start anytime, but can’t complete until 1 month
after environmental results are available
l Start-to-Finish (SF) - used for administrative-type tasks you
want driven by another task
– Preparing the agenda two weeks prior to a review

18. IMP/IMS - 18/19
Maintaining the IMS Post–Award
l For the IMS
– Criteria for IMS changes should be clerarly satted
– Coordination process for changes documented
– Key contract dates may be impacted
– Ensure changes are monitored and distributed to IPT members
– Monitor linkage to IMP and other management tools (EVMS)
l For IMP
– IMP requires contract modification to implement changes
– Minor changes to IMP may not impact contract

19. IMP/IMS - 19/19
Summary
l IMP/IMS approach is a disciplined approach for planning,
organizing and managing a program
l IMP is a contractual roadmap for the entire program
l IMS is a key tool for monitoring program progress
l These are complex, expensive documents, that force the
contractor to plan essentials of program
l In order to maximize their usefulness after award they need
to be developed and maintained with care
l The “trick” is balancing detail with ease-of-use with
contract compliance