Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Integrated Program Performance Management
Our Integrated Program Performance Management elements are organization, planning, scheduling
and budgeting, accounting, analysis & management and revisions & data maintenance.These are
applied to increase the probability of program success on traditional and agile programs.
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Every Business’s Motivation
Expansion
Protection
Sell what ya got
Get more to sell
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Obvious Motivations for Integrated
Solution
n Revenue – more services for
existing customers.
n Customer Base – more
customers for different services.
n Visibility – access to more
listeners.
n Capabilities – broader
response to need.
n Credibility – demonstrate more
understanding of Program
Performance Management and
the demands of federal
procurement accountability.
n Move beyond single “best of
breed” solution.
n Broaden installed base
opportunities with more
services.
n Anchor customers through
additional services.
n Be Identified with new and
innovative offerings based on
strong foundation.
n Establish image as “market
leader.”
n Parity with head to head
competitors.
Expansion Protection
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
The Integrated Solution
n Tools
n Integrated Risk adjusted Planning and Scheduling
n Software development platform for Agile and Traditional methods
n Earned Value Management complaint with FAR 34.2 and DFARS 252.34
n Processes
n Agile development
n CMMI development
n IMP/IMS develop IAW DoD 5000.02
n People
n Proposal support for Program Planning and Controls, Earned Value
Management, Programmatic and Technical Risk Management
n Systems installation, startup, management and operations
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Integrating the Solution
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Integrated
Solution
Earned Value
Engine
MSFT Team
Foundation
Server
MSFT Project
Server
❶
❻❺
❹
❸❷

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Integrated Program Management
Offerings
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❶
Physical Percent Complete shared between SW Development and
the IMS
❷
Physical Percent Complete to Plan used to produce EV (BCWP)
Earned Value Management Systems
❸
PV (Planned Value) in development engine connected to PMB in
EV Engine
❹ Daily visibility to EV, ETC, and EAC
❺ Progress to Plan at Work Package level
❻
Resource utilization, progress to plan at Task Level, Risk
Management

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Elements of Program Success
Using the Integrated Solution
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Risk Management
SOO
ConOps
SOW
Techncial and Operational
Requirements
CWBS &
CWBS Dictionary
Integrated Master Plan
(IMP)
Integrated Master Schedule
(IMS)
Earned Value Management
System
Objective Status and Essential Views to support the proactive management processes
needed to keep the program GREEN
Performance Measurement Baseline
Measures of
Effectiveness
Measures of
Performance
TPMs and QBDs
Key Performance Parameters
Program Specific
Key Performance Parameters
Technical Performance
Measures
WBS
CWBS

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Integrated Program Management
Offerings
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❶
Integrated Master Plan / Integrated Master Schedule starting at
proposal
❷ Earned Value Management System development and operation
❸ Programmatic and Technical Risk Management
❹
Proposal Development – Program Controls, Risk Management,
IMP/IMS sections
❺ Six Business Systems Rule complaince
❻ Agile and Traditional Software Development Integration
❼ DCMA/DCAA Validation and Surveillance

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Integrated Master Plan
Integrated Master Schedule
The Integrated Master Plan describes what DONE looks like in
units of measure meaningful to the decision makers.
Increasing Measures of Effectiveness and Measures of
Performance defined in the for each Program Event.Techncial
Performance Measures defined as exit criteria for Each Work
Package that fulfills the Accomplishment Criteria
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
The IMP/IMS Structure
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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

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Experience with IMP/IMS
n Extensive experience in development IMP in variety of domains
n Spacecraft, Aircraft, Ship Building
n Environmental Remediation, heavy Construction
n BioPharma, Pulp / Paper, Petro chemical
n Software Intensive Systems
n Enterprise IT (ERP)
n Offering
n IMP/IMS develop in accordance with DOD IMP/IMS Guidance
n IMP/IMS applied in other domains
n DOE (Card Memo)
n All Federal contracting
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
7 Quick Steps to Credible IMP/IMS
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❶ Identify Program Events (PE)
❷ Identify Significant Accomplishments (SA)
❸ Programmatic and Technical Risk Management
❹ Identify Accomplishment Criteria (AC)
❺
Identify Work Packages (WP) needed to complete the
Accomplishment Criteria
❻
Sequence the Work Packages (WP), Planning Packages (PP),
Summary Level Planning Packages (SLPP) in a logical network.
❼ Adjust the sequence of WPs, PPs, & SLPPs to mitigate major risks.

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Value Proposition for IMP/IMS
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Activity Outcome Benefit
Develop Program Events From proposal and added PE’s
showing increase maturity of
all deliverables
Tangible units of measures of
progress toward Done
Develop Significant
Accomplishments
What must be accomplished
to meet defined PE maturity?
System engineering measures
of progress to plan
Develop Accomplishment
Criteria
What are the exit criteria for
the Work Packages that
deliver outcomes?
Measures of Physical Percent
Complete using QBD’s assure
EVM represents actual
progress
IMS development for each
Program Event
Work packages and Tasks
linked horizontally and
traceable to IMP maturity
assessment
Objectively assess
accomplishments at the work
performance level. EIA–748–C
Measures of Effectiveness and
Performance for each Program
Event
Systems Engineering
approach to program
performance management
Deliverables performance
measured in units meas
Vertically and Horizontally
traceable IMP/IMS
Complaint with
DI–MGMT–81861 §3.7.1.3
Line of sight visibility to
progress toward Done

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Earned Value Management
System (EVMS)
EVMS deployment based on DCMA guidance. Project
Management Plan (PMP) defines the detailed step-by-step
activities to deploy the EVMS, Establish the PMB,Train the CAMs,
prepare and conduct the IBR, perform the four steps of DCMA
Validation, and operate the EVMS on the program.
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Elements of an Integrated Progam
Management System
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Programmatic and Technical
Risk Management
Risk management is how adults manage projects – Tim Lister
Integrated risk management is a critical success factor to all
programs. 2 of the 4 primary root causes of poor program
performance
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Performance Indicators ...
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Taxonomy of Uncertainty creates
Irreducible and Reducible Risk
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Uncertainty
Irreducible
(Aleatory)
Reducible
(Epistemic)
Natural Variability
Ambiguity
Ontological
Uncertainty
Probabilistic Events
Probabilistic
Impacts
Periods of Exposure

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Proposal Development
IMP, IMS, Programmatic, and Technical Risk are critical success
factors for any winning proposal.
The proposal must answer: What are we going to build,how are we
going to build it,what are impediments to success,and how are we
going to mitigate them?
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Program Controls Proposal Section
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Orals and BAFO Strategy through all phases
Process
Training
Burst
DRFP
Proposal
Outline
Compliance
Matrix
Annotated
Outline
Module
Specification
Story
Maps
Annotated
Mockups
Pink
Team
Draft
Text
Red
Team
Final
Draft
Final
Production
Print/Check
Ship
Post
Submittal
Activities
Client
Wins
Proposal
Kickoff Management Reviews
Final Review
And Sign-off
Draft RFP Final RFPStory Conference
Reviews (Daily)
BAFO
Orals
CFs,DRs,ENs
Continuous Updates
Continuous Updates
PTW, “The Deal”
and Final Offer
Proposal Planning Phase Proposal Development Phase
Ÿ Win Strategy
Ÿ Black Hat
Ÿ Price-to-Win
Ÿ Elevator Speech
Ÿ Approved Baselines
Opportunity Capture
Win Strategy/
Competitive Assessment
First Drafts
Evaluation
Phase

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
PMB’s Role in a Winning Proposal
Execute as we propose
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Program ExecutionPMB for IBRProposal SubmittalDRFP & RFP
Performance Measurement Baseline
Tasks (T)
BOE
% Complete
Statement of Work
Program Deliverables
IMP
Accomplishments (A)
Criteria (C)
EVMS
Events (E)
Budget Spreads by CA & WPCAIV
Capabilities Based Requirements
X BCWS =
Probabilistic Risk Analysis
=
Time keeping and ODC =
Technical Performance Measure
BCWP
ACWP
Cost & Schedule Risk Model
BCWS
Decreasing technical and programmatic risk using Risk Management Methods
IMS
Physical % Complete
Continuity and consistency from DRFP through Program Execution
WBS

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Six Business Systems
PGI 240.70 defines the six business systems that must be
integrated.These include EVM, Procurement, and Accounting.
These are the sweet spot for Integrated Program Management
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Six Integrated Business Systems
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Core systems for Program
Management Success
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
The Six Business Systems Rule
IAW PGI 240.70
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System Guidance
Accounting DFARS 252.242–7006
Estimating
DFARS 252.215–7002
FAR 15.407.5
Earned Value
Management
DFARS 252.234–7002
FAR 34.2
DFARS 234.2
Material
Management
Accounting
DFARS 252.242–7004(a)(1)
Property
Management
DFARS 252.245–7003
FAR 52.245–1
Purchasing DFARS 252.244–7001

26. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
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Engineering Design SystemsProject Performance Management System
Enterprise Program Management Systems
Project
Procurement
Program
Document
Management
Project
Document
Management
Change
Management
Project Cost
Forecasting
Program Planning and Budgeting
Project Reporting
Program Level Financial Reporting
Time and
Expense
Program
Contracts
Project Contracts
Engineering
Design Systems
Project
Scheduling
Material Tracking
Project Cost
Management
Program
Accounting
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9 1011
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Procurement
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
EVM and Agile Software
Development
Integrating Agile Software Development with Earned Value
Management is straight forward when separation of concerns is the
focus of the work.
We deploy an above the line (PMB) and below the line Sprints and
Stories architecture
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
NDIA Agile and EVM Integration
Model
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n Starting with Releases, Capabilities are flowed to the PMB
n Capabilities produce the value from each Release
n Control Accounts and Work Packages are on baseline in the PMB
n Work Packages contain Features produced in each Release by Sprints
n Release Planning baseline for period of performance and PV
Cadence Release 1 Cadence Release n
Feature 1,2,3
Feature 4, .. ,8
Feature 9, …,12
Release 2 PP’s
WP
PP
SLPP
in IMS
CA
Sprints
Time Now
Performance Measurement Baseline
Agile Software Development Lifecycle
Feature n’s
The Bright Line
Milestones
Data Items
Releases
Capabilities in a Release
Agile Development Control Account
Task
Task
Task
Task
Task
Task
Task
Task
Task
…
n Feature ACP % = Completed / Planned
n Feature hours = Bottom Up from Task Estimate
n Feature remaining hours = TO DO hours in
agile tool for Tasks, to Stories, to Features

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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
DCMA Validation and
Surveillance
Starting with contract award, a Project Management Plan, defines
the deployment and Validation of the EVMS.
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Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016
Top Level Activities for achieving
DCMA Validation of the EVMS
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