The Integrated Master Plan IMP and Integrated Master Schedule IMS and Earned Value

1. The Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) and Earned Value George Stubbs, CBT Workshop

2. About George Stubbs the Presenter Over 45 years Program Management Experience 5 Years United States Air Force 6 Years Raytheon 8 Years Boeing 7 Years Martin Marietta 9 Years Independent Consultant 12 Years Senior Partner The CBT Workshop The CBT Workshop A leading supplier for affordable skilled Earned Value Management System (EVMS) resources specializing in EVMS services, training, and tools support. 2

3. The IMP and IMS What are the IMP and IMS. The Value of the IMP and IMS. How the IMP and IMS supports the Program Office. What is an IMP. The IMP Requirements. What is in The IMP. IMP Example. What is an IMS. Government IMS Requirements. How to Develop the IMS. IMP and IMS Traceability. Desktop Metrics. Critical Path. Constraints. Relationships. Float. Leads and Lags. IMS Analysis Tools. DCMA�s 14 Point IMS Analysis. The IMS and EV. The IMS Field Assignment Matrix.

4. The IMP and IMS The IMP is a top-down planning tool. Becomes part of the contract and is legally binding. The IMS is a bottoms up execution tool for the plans in the IMP. Becomes a monthly deliverable along with the EVMS reports.

5. The Value of the IMP and IMS Allows flexibility in performing detailed program execution planning. Serves as the basis for meeting the RFP requirements. Encourages the use of integrated product development and systems integration approaches. Provides the proposal evaluation team the information to assess each bidder�s approach against the RFP requirements. Is the basis for ensuring mutual understanding of the customers expectations. Provides the detailed integrated execution plan and supporting schedule identifying what has to be done and when it must be done.

6. The IMP and IMS and the Program Office Identifies and assess actual progress versus the planned progress. Monitors the programs critical path. Assess the programs risk management activities. Assess the progress of selected Key Performance Parameters (KPPs) and Technical Performance Measures (TPMs). Provide an objective, quantitative basis for the contractor�s performance assessment and award fee. Help support �what if� exercises and problem workarounds. Provide insight into potential follow-on efforts. Becomes the lynch pin of the earned value system.

7. What is an Integrated Master Plan (IMP) The IMP is an event-based plan consisting of a hierarchy of program events. The three elements of the IMP are: Event - a program assessment point that occurs at the culmination of significant program activities. Accomplishment - is the desired result(s) prior to or at completion of an Event that indicates a level of the program's progress. Criteria - provides a definitive evidence that a specific Accomplishment has been completed. IMP events are usually part of the RFP. Your proposal expands the event by adding accomplishments and criteria. The IMP is normally part of the contract and contractually binding.

8. The IMP Requirements Shall be event based, containing the events, significant accomplishments, and accomplishment criteria needed to complete the program. Must contain at a minimum; Preliminary Design Reviews (PDRs) Critical Design Reviews (CDRs) Any Deliverables. Other events at the discretion of the contractor. Shall be structured to allow measurement of progress towards the programs life cycle requirements.

9. What is in The IMP Events Logical points to assess the programs progress. Significant Accomplishments. Defining the desired results prior to or at completion of each event Criteria Measureable information that provides definitive evidence that a specific accomplishment is completed Completion of all criteria constitutes completion of the accomplishment Narratives Process narratives Task narratives

10. IMP Example

11. What is an Integrated Master Schedule (IMS) The IMS is an integrated, networked schedule containing all the detailed discrete work packages and planning packages necessary to support the events, accomplishments, and criteria of the IMP. All IMP events, accomplishments, and criteria are duplicated in the IMS. Detailed tasks are added to depict the steps required to satisfy the IMP criterion. Traceable to the IMP, the CWBS, the SOW, and all EV Work Packages. Used to verify attainability of contract objectives. Evaluates progress toward meeting program objectives.

12. Government IMS Requirements The Government should obtain an IMS on all cost or incentive contracts, subcontracts, intra-government work agreements, and other agreements valued at or greater than $20 million. The IMS is applicable to development, major modification, and low rate initial production efforts. Contractor should provide a monthly critical path analysis and a schedule risk assessment.

13. How to Develop the IMS Develop a field assignment matrix. Transpose the IMP events, accomplishments, and criteria into the scheduling tool. Identify the detailed tasks and durations. Identify the task constraints and relationships. Ensure that each work package is uniquely identified. Iterate with the IMP/IMS facilitator point of contact. Complete a critical path and schedule risk assessment.

14. IMS Development Tips Do not use a one size fits all template for IMS development. Each CAM or IPT must be allowed to plan and schedule how they will do the work. Remember that the CAM or IPT is doing the work, not the scheduler. The scheduler must be flexible enough to take the plan from the CAM or IPT and develop a compliant schedule. There are only two tasks that have no predecessor or successors. Program start has no predecessor. Program end has no successor. All other have a predecessor and successor.

15. IMS Development Tips (cont) Include the customer in the schedule. Handoffs of data for review are key. Hold the customer accountable for delays caused by their excessive review time. If you require anything from the customer, make sure it is in the schedule. Late items beyond your control can affect your schedule. The final IMS must include discreet events for every work package. The IMS development team must use a common field assignment matrix, Insures that the IMS fields are compatible with all interfacing software tools.

16. IMS Example 16

17. IMP and IMS Traceability The IMP and IMS must provide traceability to the contractor�s WBS and SOW. Record the applicable WBS and SOW element in a separate text field in the IMS. Add a WBS and SOW reference column to the IMP Events, Accomplishments, and Criteria Table. The IMS must provide traceability to the contractor�s EV Work Packages. Review all lowest level work to verify that is at the WP level. Add lower levels as needed.

18. Desktop Metrics Desktop Metrics are one method of taking status/performance in the IMS. They are useful if you have more than one measure of performance in a control account. Control account is for the design of a widget. Two WPs make up the effort. One WP is 100 % complete with 40% of the labor. One WP has started and is 25% complete with 60% of the labor. DTP is used to calculate performance. 1.00x40 + 0.25x60 = 40+15 = 55% complete

19. Critical Path A sequence of discrete work packages and planning packages in the network that has the longest total duration through an end point. Discrete work packages and planning packages along the critical path have the least amount of float or slack and cannot be delayed without delaying the finish time of the end point effort. Level of Effort (LOE) should not be linked in the schedule and should never be on the critical path. The critical path can be event specific. The critical path will change over time.

20. Constraints Hard Constraints (should not use). Must start on. Must finish on. Finish no later than. Start no later than. Soft Constraints (can use). Start No Earlier Than. Tasks not controlled by the execution team, for which the team has been given projected dates. Tasks that may have to be scheduled in conjunction with other contractor programs for efficiency. Finish No Earlier Than. �Just-in-time� tasks on separate contracts (e.g., desire to hold delivery on two components until third component is available).

21. Relationships Finish-to-Start (FS) � this is the standard �one task must finish before another starts� link. This is the cleanest relationship for critical path analysis. Start-to-Start (SS) � this is used when one task cannot start until another starts. For example, a test is scheduled to go on for 4 weeks, but the task of gathering test results can begin 1 week after the start of the tests. Finish-to-Finish (FF) � this is appropriate where only task completion (but not task start) is driven by another task. For example, the design of an air vehicle could start anytime, but cannot be completed until 1 month after wind tunnel results are available. Start-to-Finish (SF) � this type of link is rarely used. All discrete tasks will have a predecessor and a successor, the exceptions would be the start and end of the project.

22. Float Total Float. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date, or violating a schedule constraint. Free Float. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities. Float changes over the course of the project implementation. Slack and float are the same thing.

23. Leads and Lags Lead time.���� This is an overlap between two tasks that are linked by a dependency. You enter the lead time as a negative value. Lag time.���� This is a delay between two tasks that are linked by a dependency. Adding lag time is a way to add float/slack.

24. IMS Analysis Tools Risk Plus. SteelRay. Active Risk Manager. Schedule Analyzer for the Enterprise. Schedule Detective. Project Analyzer. Fuse. Schedule Cracker. P6 Schedule Checker.

25. Rational For DCMAs 14 Point IMS Analysis Provides a consistent, agency-wide approach to schedule analysis. Provides a catalyst for constructive discussions between the contractor and DCMA. Provide a baseline for tracking IMS improvement over time. Utilizes proven metrics that have been successfully implemented on several different programs.

26. DCMA IMS Assessment Metrics 1.�Logic (logic missing). Any task that is missing a predecessor, or successor, or both. 2. Leads. Any task that has a lead in its predecessor. 3. Lags. Any task that has a lag in its predecessor. 4. Relationship. All tasks that have predecessor(s) should state their relationship (eg., Finish-to-Start, or FS) to the predecessor. 5. Hard Constraints. An task that has any type of constraint. 

27. DCMA IMS Assessment Metrics (cont) 6. High Float. An task with float greater than 44 working days (2 months). 7. Negative Float. An task with float less than 0 working days. 8. High Duration. Any task that has a duration greater than 44 working days (2 months). 9. Invalid Dates. Any task that has a forecast start/finish date prior to the IMS status date or an actual start/finish date beyond the IMS status date. 10. Resources. Any task that has no resources (hours/$) assigned.

28. DCMA IMS Assessment Metrics (cont) 11. Missed Tasks. Tasks that are supposed to have been completed (prior to the status date) with actual or forecast finishes after the baseline date. 12. Critical Path Test. Assesses overall network logic, particularly for the critical path. 13. Critical Path Length Index (CPLI). Measure critical path "realism" relative to the forecasted finish date. CPLI= Critical Path Length +/- Total Float Critical Path Length 14. Baseline Execution Index (BEI). Ratio measure of # of tasks completed to tasks that should have been completed (by the status date).

29. The IMS and EV The IMS is the lynch pin of the EV system. Performance is taken in it. Baseline is maintained in it. Schedule status is transferred from the IMS to the EV tool. What ifs are done in it. Without a compliant IMS, EV is not possible.

30. The IMS to EV Interface The IMS and EV tools must interface to each other seamlessly. The fields in the IMS must align to what is required by the EV tool and visa versa. Before the IMS and EV tools are loaded with data the interfaces should be developed and tested. The IMS field assignment matrix identifies what fields is the IMS are to be used for specific data.

31. Field Assignment Matrix Example

32. Contact Information www.cbtworkshop.com gstubbs@cbtworkshop.com 1-303-877-7201 Mobile 1-888-644-5613 32

33. Q&A 33