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Version3.1.2–11/23/2017
IMP/IMSStepbyStepBuildingtheIntegratedMasterPlanandIntegratedMasterSchedulefromProposalandSuccessfulExecution
Building,deploying,andexecutinganIMP/IMSrequireschangeintheconventionalparadigmofprojectplanningandcontrolsandthemanagementprocesses.ThischangestartsbymeasuringprogressasthecompletionofAccomplishmentCriteria(AC)andthefulfillmentofSignificantAccomplishments(SA).Thisprogressisdescribedthroughtheassessmentofphysicalpercentcompleteratherthanmeasuringprogressthroughthepassageoftimeandconsumptionofresources.
ThischangemeansplanningVerticallyforeachProgramEvent(PE),fromtheexitcriteriaofWorkPackagestotheirAccomplishmentCriteria(AC),totheSignificantAccomplishments(SA),tothePE.Onlythen,canplanningtakeplaceHorizontallyforthedependenciesbetweenProgramEvents.Aswell,achangetakesplaceinconventionalapproachtoProgramEvents.TheseProgramEventsaremorethanmilestones.Theyarematurityassessmentpointsintheprogram,wherepre-defineddeliverablesareassessedtoassureTechnicalPerformanceisbeingmetagainstthepre-definedmetrics.Aswellthatthepre-definedlevelsofriskarebeingretiredormitigatedasplanned.
AllthesechangesmeandefiningthetechnicalandprogrammaticperformancemeasuresforthecriticalACdescribingwhat“done”lookslikepriortostartingthework.
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MotivationofthisGuide
“Ifaprofessionistosharpenitsskills,todevelopnewskillsandapplications,andtogainincreasingrespectandcredibility,thentheoryandpracticemustbecloselyrelated”–MartinShrub
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SourceBackground
ThematerialsinthisguideoriginatefromavarietyofsourcesandexperiencesindevelopingIMP/IMSandapplyingthemfromtheproposalphasethroughtheexecutionphaseofprograms.Alldiagramsandsomeofthetextaretakenfrompublicsources,manyofwhicharegovernmentstandards.Everyattempthasbeenmadetoprovidefullcredittothesepublicsources.
ThefieldexperienceofdevelopinganddeployingIMP/IMSincludes:
§ RockyFlatsEnvironmentalTechnologySite(CH2MHill)§ WesternAreaPowerAuthorityproposal(CH2MHill)§ OakRidgeNationalLaboratoriesK–25Reclamation(CH2MHill)§ IdahoNationalLaboratoryReclamationproposal(CH2MHill)§ HubbleRoboticServiceMissionproposalandexecution(LockheedMartinSpaceSystemsCompany)§ CrewExplorationVehicle(renamedOrion)proposalandexecution(LockheedMartinSpaceSystemsCompany)§ GPSIIIOCXGroundSystem(Raytheon)§ JointPrecisionApproachLandingSystem(JPALS)proposal(HoneywellDefenseandSpace)§ AresInstrumentUnit(AvionicsRing)proposal(BallAerospaceandTechnologyCompany)
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ThereisnosinglesourceforthemandatoryuseofIMP/IMSinthesamewayEarnedValueandanIMS.However,theIMPreferencesItstartwiththeEVMSstandards,andissupportedbyDID81861andtheSystemsEngineeringapproachofEventBasedPerformanceMeasurement.
Manyproposalscallforan“EventBasedPlan,”andprovidethemandatoryEvents.TheofferorisrequestedtoprovideanIMPandconnectthistotheIMS.
TheOfficialMotivationsfortheIMP/IMSApproach
Part2.B.3AcquisitionStrategies,ExitCriteria,andRiskManagement
§ Eventdrivenacquisitionstrategiesandprogramplansmustbebasedonrigorous,objectiveassessmentsofaprogram’sstatusandtheplansformanagingriskduringthenextphaseandtheremainderoftheprogram.
§ Theacquisitionstrategyandassociatedcontractingactivitiesmustexplicitlylinkmilestonedecisionreviewstoeventsanddemonstratedaccomplishmentsindevelopment,testing,andinitialproduction.
§ Theacquisitionstrategymustreflecttheinterrelationshipsandscheduleofacquisitionphasesandeventsbasedonthelogicalsequenceofdemonstratedaccomplishmentsnotonfiscalorcalendarexpediency.
DoDInst5000.2,OperationofDefenseAcquisitionSystem,May12,2003
§ EVMisaregulatoryInformationRequirement§ ImplementEVMGuidelinesinANSI/EIA–748C
DefenseAcquisitionHandbookJune7,2016,Chapter11.3.1.4.2(ReplacedDoD5000.2–R)
§ Guidanceonpreviouspolicy§ RevisedEVMcontentsinChapter11
BasicRequirementsforEVMS
§ EarnedValueManagementSystem(EVMS)incompliancewithANSI/EIA–748isrequiredonallcostorincentivecontractsequaltoorgreaterthan$20M.
§ AformallyvalidatedandacceptedEVMSisrequiredforcostorincentivecontractsequaltoorgreaterthan$50M.
§ EVMmaybeimposedoncontractslessthan$20Masarisk–baseddecisionoftheprogrammanagerbasedonacost/benefitanalysis.
DFARSClauses
§ NoticeofEarnedValueManagementSystem(MAR2005),DFARS252.242–7001.§ EarnedValueManagementSystem(MAR2005),DFARS252.242–7002.
DataRequirements
§ Forcontractsgreaterthan$20M§ IntegratedProgramManagementReport(IPMR)DI-MGMT-81861§ IntegratedMasterSchedule(IMS)(DIDDI–MGMT–81861)isrequired
§ Aproduct–orientedContractWorkBreakdownStructure(CWBS)inaccordancewiththeDoDWBSHandbook(MIL–STD–881C)andtheCWBSDID(DI–MGMT–81334D)ismandatorywhenEVMisimplementedandaIPMRandanIMSarerequired.
§ ForcontractsthatrequireContractorCostDataReports(CCDRs),theCWBSwillbedeveloped,approved,andmaintainedinaccordancewithDoD5000.4–M–1,CostandSoftwareDataReportingManual,andtheCWBSDID.
§ AsingleCWBSwillbedevelopedandmaintainedforallcontractorreporting.§ AContractFundsStatusReport(CFSR)(DI–MGMT–81468)isrequired.§ NospecificdollarthresholdsareestablishedfortheCFSR,butapplicationtocontractsoflessthan$1.5Mshouldbecarefullyevaluated.
MoreGuidance
§ SystemsEngineeringHandbook,AGuideforsystemlife-cycle-processesandactivities,FourthEdition,
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§ DFARS252.242–7001and252.242–7002willbeappliedtoallcontractsrequiringEVMintheinterimperioduntilthenewDFARSclausesareapprovedandpublished.
§ However,forcontractsequaltoorgreaterthan$20Mbutlessthan$50MtheSOWmustcontainaspecialstatementthatexcludestherequirementfortheGovernmenttoformallyvalidate/acceptthecontractor’smanagementsystem(novalidationreview).
TheConceptofEventBasedPlanningas“StrategyMaking”
Everyprojectmanagerislookingfora“winning”strategytomanageprojects.
§ Programmaticarchitecturedefinesthecreationofincreasingvalueastheschedulemovesfromlefttoright.Theevaluationofthisincreasingvalueisperformancethroughreviewandevaluationevents.AteachEventthepredefinedmaturityanditsassociatedvalueisevaluatedforcompliancewiththeplan.
§ TheseEventsarecapabilityassessmentpointsintheprogram.TheseEventsaremini-“AuthorizationstoProceed.”AteachEvent,theprogramisassessedforitsplannedmaturityasdefinedintheReviewEntryandExitcriteria.AsourceofthiscriterionthroughCDRcanbefoundattheNAVAIRsite.
§ ThecapabilitiesavailableateacheventcanbesubstantiatedusingSignificantAccomplishments(SA)andtheirAccomplishmentCriteria(AC).
§ CompletionofeachSignificantAccomplishmentandtheirAccomplishmentCriteriaarethephysicalmeasuresoftheexistenceofthecapability.ThisisthedefinitionofPhysicalPercentComplete.
§ Theprogram’sworktasksproducetheproductsorservicesthatenablethecapabilitiesneededbytheprogram.§ Thecriticalconceptisthatnoworkshouldbeperformedthatdoesnotresultintheincreasingmaturityofacapability
§ Identifyingthisworkshouldbeperformedforaneededcapabilityforeachprogramevent.Thisistheconnectionbetweenvertical(IMP)andhorizontal(IMS).
§ TheIMSdescribestheworkrequiredtoproducetheSignificantAccomplishments(SA).TheassessmentthatthisworkhasresultedinanacceptableconclusionisdefinedinthenarrativeoftheAccomplishmentCriteria(AC).
§ ThestrategyforsuccessfullycompletingtheprogramisstatedinthelogicalsequencesoftheSignificantAccomplishments.AstheSAsmovethroughtheirlogicalsequence,theproductsandservicestheyproduceincreaseintheirmaturityforeachProgramEvent(PE).
StrategyMaking,IMP/IMSandaSystemsEngineeringProcess
BuildingproductsorprovidingservicesusingIMP/IMSwithinasystemsengineeringcontextisastepbystepprocess:
1. Createavisionoftheoutcome–thisisusuallydescribedintheConceptofOperations2. Analyzethecurrentsituation–performanceanAnalysisofAlternatives3. Determineastrategyformovingfromthecurrentsituationtotheoutcome–what“maturityincreasing”
activitiesmustbeperformedtomoveforward4. Selectthesystemsdevelopmentactivitiesneededtomakethismove–thesearetheSignificant
AccomplishmentsforeachProgramEvent5. Draftaplanbasedontheseactivities–arrangetheSAsinalogicalsequenceforeachProgramEvent6. Performapilotsetofactivitiestoconfirmtheyresultindesirableoutcomes7. Evaluatetheseresults–“test”thelogicoftheSAstoassureincreasingmaturitywillresult8. Executetheprocessesinsteps6and7untiltheoutcomeisreached–developtheAccomplishment
CriteriaforeachSAandthetopactivitiesforeachAC.Thisextremelysimplemindedapproachisthebasisofallcredibledevelopmentactivities.Thechallengecomesinfindinghowthedetailsofeachsteparetobedefined,developed,executed.Thisisthepurposeofthisdocument.
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IMP/IMSStepByStepTableofContents
1 FirstPrinciplesofIMP/IMS.....................................................................................................................................1
1.1 IMP/IMSFeaturesandBenefits....................................................................................................................51.2 IMP/IMSisaSystemsEngineeringProcessnotaSchedulingProcess..........................................................61.3 StepbyStepforBuildingtheIntegratedMasterPlan(IMP).........................................................................81.4 CreatingaFullyIntegratedIMP/IMS...........................................................................................................121.5 SomeDefinitionsNeededforIMP/IMS.......................................................................................................131.6 IncreasingMaturityistheOnlyMeasureofProgress.................................................................................151.7 LogicalFlowofTaskswithintheIntegratedMasterSchedule(IMS)...........................................................191.8 DecomposingtheSystem............................................................................................................................201.9 ProcessFlowoftheIMPandIMSElements................................................................................................221.10 LinkVerticallywithinanEvent....................................................................................................................231.11 LinkHorizontallywithinanEvent................................................................................................................241.12 LinkHorizontallyacrossEvents...................................................................................................................261.13 IntegratingtheIMPandIMSwithEarnedValue.........................................................................................281.14 Summary.....................................................................................................................................................32
2 ProcessFlowtoBuildTheIntegratedMasterPlan(IMP).....................................................................................33
2.1 DefiningtheProgramEvents......................................................................................................................372.2 DefiningtheSignificantAccomplishmentforeachProgramEvent............................................................382.3 DefiningtheACsforeachSA.......................................................................................................................39
3 BuildingtheIntegratedMasterSchedule(IMS)...................................................................................................40
3.1 BuildingaCDRLsplan..................................................................................................................................413.2 TheIntegratedMasterSchedule(IMS).......................................................................................................413.3 StructuringtheIMS.....................................................................................................................................42
4 TheWorkBreakdownStructure(WBS)................................................................................................................43
4.1 ToIndentorNotIndentThatistheQuestion.............................................................................................444.2 CapturingtheACcontents..........................................................................................................................444.3 BuildingtheIMS..........................................................................................................................................454.4 ConnectingCostandSchedule....................................................................................................................47
5 IntegratingCostandSchedule.............................................................................................................................48
5.1 DollarizedRAM............................................................................................................................................485.2 CrossReferenceofallMaterials..................................................................................................................495.3 ResourceAssignments,LoadingandLeveling.............................................................................................495.4 EstablishingtheEarnedValue.....................................................................................................................49
6 WorkingonanExecutionTeam...........................................................................................................................53
6.1 IntegratingtheIndividualEventSchedules.................................................................................................536.2 DefiningtheFunctionalTechnicalflows.....................................................................................................536.3 ExecutingthePerformanceMeasurementBaseline...................................................................................536.4 BusinessRhythms........................................................................................................................................536.5 IMSArchitectureandExecution..................................................................................................................53
7 WorkingonaProposalTeam...............................................................................................................................54
7.1 IterativeandIncrementaldevelopmentoftheIMP/IMS............................................................................557.2 FocusOnOnlyThree(3)ThingsADayForTheTeam.................................................................................567.3 HaveAutomation........................................................................................................................................567.4 WorkingOnATeam....................................................................................................................................567.5 NeverLeavetheRoomWithoutIt..............................................................................................................57
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7.6 BetterIsTheEnemyOfGoodEnough.........................................................................................................577.7 VerticalLinking............................................................................................................................................587.8 HorizontalLinking........................................................................................................................................59
8 References...........................................................................................................................................................60
TablesTable1–theuseofIMP/IMSprovidesdirectbenefitstotheprogramnotfoundintraditionalapproaches.Eachof
thesebenefitsneededtobetestedinpracticebydefiningtheProgramManagementPlan(PMP)processesthatproducethebehaviorsneededtodeliverthebenefits.Simplystatingthebenefitsarepresentisnotsufficient.Andactualplantodeliverthebenefitsisneeded.................................................................................5
Table2–EachstepinthedevelopmentoftheIMPbuildsanincreasingfidelityofthefinalproduct.......................10Table3–SampledefinitionsofIMPverbs.SometimetheRFPprovidesalistoftheseverbs.Sometimestheverbs
comefromthestandardproceduresofthefirm.Inallcases,adictionaryofverbsisneededandshouldbelimitedtothoseverbsthatdescribeactualoutcomesmeaningfultothecustomerandtheprovider...............17
Table4–ActionverbstobeusedasthefirstwordforeachTaskintheIMS.TheseverbscomplementtheverbsusedattheendofthedescriptionoftheIMPelements.....................................................................................19
Table5–These10processesmustbeimplementedinorderforEarnedValuetobeusefulintheIMP/IMSenvironment.Theseconceptsaretakendirectlyfrom“EarnedValueProjectManagement:APowerfulToolforSoftwareProjects,”QuentinFlemingandJoelKoppelman,CrossTalk,July1998...............................................32
Table6–Noteveryoneis“wiredup”toworkonaproposalteam.Thesuccesscriteriaforaproposalteammemberstartswithsometrainingonhowthemanageaproposal,whichcanbefoundinbooksandtheclassroomaswellasformal“onthejob”trainingwithaproposalmanagementfirm.However,moreimportantlyarethepersonalityattributesofaproposalteammember.............................................................................................54
FiguresFigure1–TheIMPandtheIMSareahierarchyofProgramdescriptions,eachconnectedthroughasingleparent
andmultiplechildren.This“wellformed”treetopologyiscriticaltothemeasurementofincreasingmaturityoftheprogram.......................................................................................................................................................1
Figure2–TheDOD5000.2processmodelneedstobeunderstoodinordertodefinethetypesofmaturityassessmentprocessesforAccomplishmentCriteria.“Done”hasadifferentdefinitioninaConceptandtechnologyDevelopmentprogramthanitdoesforaProductandDeploymentProgramandevenmoredifferentforanOperationalSupportprogram......................................................................................................7
Figure3–TheIntegratedMasterPlan(IMP)andIntegratedMasterSchedule(IMS)arepartofanoverallProgrammaticArchitecturethatstartswiththeRFPandendswiththeexecutionoftheprogram.TheIMPandthesupportingIMSaretheframeworkfortheexecutionoftheprogramaswelltheframeworkfortheprogrammaticwinthemesoftheproposal...........................................................................................................9
Figure4–ConnectingtheStatementofWorktotheContractWorkBreakdownStructure,totheIntegratedMasterPlan,totheIntegratedMasterScheduleandfinallytotheBasisofEstimate.ThetraceabilitybetweentheseartifactsshouldbetheIMP/IMSnumber.However,inmanycases,thisisnotpossible.TheWBSisthenextbesttracenumber,iftheWBSiswellformed.IntheabsenceofawellformedWBS,theIMP/IMSnumberisthebesthopeofconnectingtheprogrammaticaspectswiththetechnicalmaturityaspectsofaprogram......13
Figure5–ThecontentoftheIMPelements(Event,Accomplishment,Criteria)makesuseofasentenceendinginapasttenseverb.TherearealimitednumberoftheseverbsofmostIMPs.TheydefinedthestateoftheproductorservicethatresultsfromtheactivitiesthatcomposetheAccomplishmentCriteria–thetasksofthe
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IMS.learningtospeakinthepasttenseofthebasisoftheIMP.Describingwhat“done”lookslikerequiresapasttenseverbbeconnectedwith“done.”........................................................................................................16
Figure6–ThesourceofguidanceandmaterialsforbuildingtheIMPandtheIMScomesfromavarietyofsources.Someofofficialguidancefromthegovernment.SomefromtheRFPandmanyfromtrainingandguidancesourcesavailableontheweb,throughcoursesandbooks.................................................................................20
Figure7–TheflowfromrequirementstoWBStotasksisreplicatedintheIMPandIMS.Thistraceabilityofcriticalinboththeproposalenvironment,mandatedbythe§Land§MguidelinesandtheexecutionenvironmentfortheEVMScollectionofphysicalprogresstoplan................................................................................................21
Figure8–TheconnectionsbetweentheIMPandIMSelementsisusedtodemonstratetheincreasingmatureoftheprogram.TheseflowscanalsobeconnectedtotheCrossReferenceMatrix(CRM)requiredinmostproposals.Aswelltraceabilityforprogramperformance(EVMSmeasures)isprovidedthroughtheIMPandIMSelementsfromvariouspointsofview..........................................................................................................22
Figure9–TheconnectionsoftaskswithintheACmustlandontheplaceholderfortheAC.BecauseMicrosoftProjectdoesnotallowlinkagetoSummaryTasks(Primaveracallsthesehammocktask),anersatztaskisneededto“holdtheplace”oftheAC.ThesameisthecasefortheSAandPE.Withtheseplaceholdersandcomplete“network”canbeconstructedfortheIMSandIMP.Nowidowsororphansforanyelement...........24
Figure10–ThelinkagetotheSAandthentothePEisdoneinthesamewaythelinkagefromtheTaskswithintheAC.ThislinkageiscriticalinmaintainingtheverticalnatureoftheIMPwhileprovidingthebasisforthehorizontalconnectionsoftheIMS.BothVerticalandHorizontalconnectionsareneededintheend...............24
Figure11–ConnectionsbetweenAccomplishmentCriteria–Theonlyhorizontalconnections,othersthanthestartofacollectionoftasksfromanSAorPE,ismadefromthepredecessorACtothefirsttaskintheSuccessorAC.Inthisway,thedependenciesbetweencollectionsofworkareisolatedtothecompletionofthepreviouscollectionofwork.Thistopologyimprovesthevisibilityinto“done”andisolatespartiallycompletedworkfrombeconsumedbydownstreamactivitiesresultingin“rework”onceitiscompleted..........................................26
Figure12–thehorizontalconnectionsbetweenprogramfiles–theindividualProgramEvents–ismadethroughaSend(SND)andReceive(RCV)field.TheseconnectionsarethenmadeintoactualpredecessorandsuccessorconnectionsinaMasterFilethroughaVBAmacrothatlocatesmatchingpairsandinsertstheproperlinkage..............................................................................................................................................................................27
Figure13–MicrosoftProjectServer2007providesan“outofthebox”solutiontotheinter-filedependencyissuesdescribedabove–theDELIVERABLESfield.ThisapproachcanreplacetheVisualBasicmacrosneededtoconnectthefiles...................................................................................................................................................28
Figure14–theprocessflowfordevelopingtheIMPshouldbestrictlyfollowed.IthasbeenshownthatnotfollowingthisflowleadstoconfusionandreworkoftheIMPelements.Eachstepmustbeevaluatedforitscompletenessandsuitabilityforuse.Ifthisisnotdonereworkandlostworkwillresult.Intheproposalenvironment,timeandresourcesarelimited.Managingtheproposalasa“timeboxed”projectisthestartingpointforsuccess..................................................................................................................................................33
Figure15–asampleofanIMPproducedfromaMicrosoftProjectfile.ThisviewistakenfromtheplaceholdersinthefilethatrepresenttheindividualIMPelements.TheIMPnumberingisinsertedbyamacroaswellastheprefixinfrontofeachIMPphrase.ThephrasecontentsaretakenfromthesummarytasksintheGanttviewofthefile..................................................................................................................................................................36
Figure16–definingtheSignificantAccomplishmentsforaProgramEventinthiswayshowsboththeincreasingmaturityandtheIPTstreamsthatproducethismaturity.Thedevelopmentofthis“picture”oftheProgramEventtakesplaceusingaMini–ProductKaizen.SystemsEngineeringandPlanningandControlssitinaroomandworkouttheprocessflowoftheSAsfortheEvent.Fromthisstructure,theIMPcanbedevelopeddirectly.ThisisamuchbetterapproachthenjustlistingtheSAsandtheresultingACsinalinearmanner......38
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Figure17–ThenotionalconceptofanIMPandanIMSdescribestheTasksneededtocompletetheAccomplishmentCriteria(AC).TheseAccomplishmentCriteriainturndefinetheincreasingmaturityoftheworkproductsinsupportoftheSignificantAccomplishments...........................................................................40
Figure18–LinkingthetaskstotheAccomplishmentCriteriawithineachACfirstistheprocessusedtomaintaintheintegrityoftheACbeforestartingtolinkbetweenACs.ThisstructureisthebasisofindividualWorkPackagesthatcanthenbemeasuredwithPhysicalPercentCompletefortheWorkPackageandApportionedMilestoneswithintheWorkPackageitself..........................................................................................................46
Figure19–oneapproachthathasworkedwellinthepastistohavea“preamble”onthefrontofeachProgramEventfilethatcontainstheEventnames,dates,anddeadlines.ThisinformationshouldbekeptinaseparateMSFTProjectfileandupdatedthroughamacro,eitherfromadatabaseouraninternalprocess.Singlesource–multipleusekeepseverythingstraight.LinkingfromwithinthebodyoftheProgramEventfileisthewaytoisolatetheevents.ThenthepreambleislinkedtotheMasterProgramEventfilewhenallthefilesareassembledintoasingleMasterFile.....................................................................................................................58
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§ TheIntegratedMasterPlan/IntegratedMasterSchedule(IMP/IMS)definesandtrackstheincreasingmaturityofaProgramthroughprogrammaticandtechnicalperformancemeasures.
§ TheIMSisaverticallyintegratedexecutionscheduletraceabletotheIntegratedMasterPlan(IMP).
§ Oncethisverticaltraceabilityhasbeenestablished,thehorizontaldependenciescanbedefined.
§ TheIMPisanEventBasedplan,notatimebasedschedule.TheIMSistimebasedrepresentationoftheachievementsneededforthedefinedprogrammaturityofdeliverablesdescribedintheProgramEvents
1 First Principles of IMP/IMS ThetermsIntegrated,Master,Plan,andSchedulehavespecialmeaningintheIMP/IMSparadigm.Thesemeaningsaredifferentfromtraditionalprojectmanagementusage:
§ Integrated–verticalandhorizontaltraceabilitybetweentheplannedwork,theProgramEvents,andthecustomerrequirementsdefinedintheRFP,StatementofWork,StatementofObjectivesandthesupportingdocuments(CDRLs,DRDsandDIDs).
§ Master–theallinplanandscheduledefinedatthreelevelsofdetail.
§ Plan–thestrategyforcompletingtheproject.ThisplanrepresentstheincreasingmaturityoftheprogramthroughProgramEvents(PE),SignificantAccomplishments(SA),andtheirAccomplishmentCriteria(AC).
§ Schedule–thesequenceofworkactivitiesneededtofulfilltheAccomplishmentCriteria(AC).
ManagingprojectsusingIMP/IMSisnewtomanyorganizationsand"oldhat"toothers.FromthecurrentUSDepartmentofDefenseGuideline:
§ TheIMPandIMSarebusinesstoolsthatenhancethemanagementofdevelopment,acquisition,modification,andsustainmentprograms.Theyprovideasystematicapproachtoprogramplanning,scheduling,andexecution.Theyareequallyapplicabletocompetitiveandsolesourceprocurementswithindustry,aswellasGovernmentin-houseefforts.Theyprovideatoolforimprovedday–to–dayprogramexecutionandforongoinginsightintoprogramstatusbybothGovernmentprogramofficepersonnelandcontractorpersonnel.Theyhelpdevelopandsupport“what–if”exercisesandtoidentifyandassesscandidateproblemworkarounds.
§ TheIMPisanevent–basedplanconsistingofahierarchyofprogramevents,witheacheventbeingsupportedbyspecificaccomplishments,andeachaccomplishmentassociatedwithspecificcriteriatobesatisfiedforitscompletion.TheIMPisnormallypartofthecontractandthuscontractuallybinding.TheIMPisanarrativeexplainingtheoverallmanagementoftheprogram.
TheIntegratedMasterPlan(IMP)andtheassociatedIntegratedMasterSchedule(IMS)arecomposedoffive(5)tiersshowninFigure1.
ProgramEvents–areperiodicassessmentsoftheprogram’smaturitythroughreviewsorphysicaldemonstrationoftheSignificantAccomplishments.SignificantAccomplishments–aretheEntryCriteriafortheProgramEvents.AccomplishmentCriteria–aretheExitCriteriafortheworkeffort.TheACdescribeswhat“done”lookslikeforthecollectionofTasks.EachACistheterminalactivityforthiscollectionofTasksinthenetworkofactivities.Tasks–arethefirstlevelworkeffort(WorkPackages)neededtofulfilltheAccomplishmentCriteria.TheseTasksare“self-contained”withintheACsandproducethedeliverablesthatfulfillthe“exitcriteria.”TheirdurationdefinesthedurationoftheAC.CareisneededtounderstandanddeploythisapproachtoavoidhavingtasksthatspanmorethanoneProgramEvent.Ifthisisthecase,theTasks
Figure1–TheIMPandtheIMSareahierarchyofProgramdescriptions,eachconnectedthroughasingleparentandmultiplechildren.This“wellformed”treetopologyiscriticaltothemeasurementofincreasingmaturityoftheprogram.
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andtheresultingACsandSAsmustbesplitintosmallercollectionsofworkthatremainwithintheboundariesoftheProjectEvent.ThisisacriticalconceptinthedevelopmentoftheVerticalIMStraceability.AllworkintheIMSisverticallytraceabletotheProgramEvents–thisisthedefinintionofawellformedplan
SupplementalSchedules–detailedexecutionschedulesforeachtaskwithinanAccomplishmentCriteria(AC).ThefirstleveltaskswithintheACareusuallythetoplevelactivitiesofaWorkPackage.ThesupplementalschedulesareprivateschedulesusuallyheldbytheCAMs,describingthedetailsofhowtheseWorkPackageactivitieswillbeexecuted.ThedetailsofthesesupplementalschedulesaremanytimesthebasisofthephysicalpercentcompletereportingsystemfortheWorkPackage.
IncreasingLevelsofDetailConnectsPhysicalProgresswithIncreasingMaturity
TheIMP/IMSparadigmcontainsfourlevelsofincreasingdetail.Alllevelsareneededforsuccess.Nolevelcabbeskippedorbemissing.Allmilestones,deliverables,maturityassessmentpointsmustbetraceablethroughalllevelsoftheIMP/IMS.
§ ProgramMasterSchedule(PMS)–PresentstheContractPeriodofPerformance(POP),ProgramEvents(PE),KeyMilestones,MajorProgramDeliverables,andReportsProgressataSummaryLevel.TheProgramMasterScheduleincludestheFirstLevelWBSandSignificant,MeasurableEventsforEachLevel–TwoWBSElement.
§ IntegratedMasterPlan(IMP)–IdentifiesProgramEvents(PE),SignificantAccomplishments(SA),andAccomplishmentCriteria(AC).TheProgramMasterScheduleestablishestheStructure,Parameters&BasisfortheIntegratedMasterSchedule(IMS)Development.
§ IntegratedMasterschedule(IMS)–TheIMSisalogicnetworkscheduleofprogramplannedactivitieskeyedtotheIMP’saccomplishmentcriteria.TheIMSisthebasisoftheperformancemeasurementsystem;commonelementintegratingcost,schedule,andperformance.TheIMSisconstructedtoprovideintegratedplanningtotheworkpackagetasklevel,provideshorizontalandverticaltraceabilityforthisworkandsummarizationofinformationandcriticalpathidentificationandanalysis.
§ SupplementalSchedules–arecreated–asneeded–toprovidelowerlevelsofdetailwithintheACschedules.ThesupplementalschedulesaresummarizedintheIMSandarepartoftheprogram’sPerformanceMeasurementBaseline(PMB).TheSupplementalSchedulessupportcontrolaccountschedulesandthemanagementofday–to–dayoperations.TheseschedulesareheldbytheCAMsandarenotonbaseline.However,theseschedulesarecriticaltotheexecutionoftheIMS,sincetheycontainthedetailsofhowtheprogramwillbeexecutedattheday–to–daylevel.
TheCoreConceptofEventBasedSchedulingisMeasuringPlannedMaturity
Thechallengeindevelopingacredibleplanandthesupportingschedulesistoensurethatallidentifiedactivtiesmovetheprogramforwardinameasureableway.The“unitsofmeasure”ofthismovementmustbemeaningfultoalltheprogram’sparticipantsandbeassessiblethroughtheperformancemanagementprocessesbytheProgramPlanningandControls(PP&C)staff.ThefirstimpulseistousetheWorkBreakdownStructure(WBS)asthemeansoforganizingtheprogramplanandschedules.Eventbasedplanningandschedulingprovidesanalternativeapproachforseveralbenefits:
§ Measuringtheincreasingmaturityoftheproductsandservicesproducedbytheworkeffortmustbedirectlyconnectedtothevalueproducedbytheprogramforthecustomer.ThisissometimesreferredtoaCapabilitiesBasedPlanning.Theprogramplanstateswhatcapabilitieswillbeavailableatwhattime,howthesecapabilitieswillbedescribedandassessedandhowthesemeasureswillbemadevisibleintheplansandschedules.
§ ByisolatingallworktoAccomplishmentCriteria“containers,”themeasurementofprogresscanbedescribedbytheExitCriteriaofthiscollectionofwork.Thisremovesthedefaultconceptofmeasuringprogressbythepassageoftimeandconsumptiononmoney.
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ThetermIntegratedMasterSchedule(IMS)shouldnotbeconfusedwitha“schedule.”TheIMSisderivedfromtheIntegratedMasterPlan(IMP).Withoutthisderivation–directtraceabilityofTaskstotheAccomplishmentCriteria,theSignificantAccomplishments,andtheProgramEvent–the“schedule”isnotintegrated.Itissimplyaschedule.Possiblyausefulschedule.ButnotanIntegratedMaster.Schedule.Withoutthedisciplineofvertical
integration,the“schedule”turnsintothealltoofamiliarrat’snestoftasks.Thestructuralintegrity,visibleflowofincreasingmaturityandcredibilityisdescribedinarobust,resilient,andrisktolerantscheduleisthenlost.
Productv.Functionalgoestothecoreofdefining“whatdoesdonelooklike?”
IntheFunctionalapproachtoplanning,“done”meanstheconclusionoftheallottedtimeperiodofperformance.Thisisnotliterallytrue,sincedeliverablesresultinthetaskeffortperformedbythefunctionalunits.IntheProductapproachtoplanning,“done”isdefinedupfrontintheSA/ACdescriptions.Theaccomplishmentsandthecriteriastateexplicitlywhatmustbe“done”inordertocompleteanEvent.Thisinversionofthedefinitionof“done,”fromthepassageoftimeandreachingamilestone,tothedescriptionofthedeliverablescreatesanewvocabularyforplanning.Approachingeachplanningactivityfromtheviewof“whatdoesdonelooklike?”isthestartingpointofIMP/IMS.Oncetheanswerstothisquestionaredeveloped,theplanningoftaskdurationsbecomesstraightforward–wellasstraightforwardaspossible–sincetheoutcomehasbeendefined.
§ The“hardpart”isIMP/IMSischangingourhabitsofdefiningthetasksfirst–insteadwemustdefine“whatdonelookslike”firstandonlythendefinehowtogetto“done.”
§ Definingtheevents,theaccomplishmentsthatresultfromtheevent,thecriteriaforassessingthematurityoftheaccomplishmentisthecycleofanIMP/IMSplanner.
§ GatheringtherawmaterialsforIMP/IMSisstraightforwardifapproachedinaniterative/incrementalmanner.§ Thedifficultyisavoidingthenaturaltendencytoarrangetherawmaterialsinatimephasedorderbyworkeffort.
§ Continuallyaskingthequestion,“Whatdoesdonelooklike”reinforcestheIMP/IMSapproach.Ifyouarenotaskingquestionsandgettinganswersfor“whatdoesdonelooklike”oneventboundariesthenyouarenotdoingIMP/IMS.
TheBeneficialOutcomeofUsingIMP/IMStoManageaProgram
Duringtheactualprogramexecution,theIMPandIMSprovideaframeworkforinsightintothecontractor'sperformanceforboththeprogramorprojectofficeandforthecontractor'smanagementteam.TheIMPandIMSwhenproperlyintegratedwithEVMthroughasoundtechnicalmanagementapproachasdocumentedenablestheprogramorprojectofficeto:
§ Identifyandassessactualprogressversustheplannedprogress–thisisdonethroughtheEarnedValueprocessesattheTasklevel.EachTaskinanAChassomeEVmeasurement.Thisshouldbepredominately0/100measuresforshorttomoderatedurationtasks.Somefirmslimittaskdurationto45elapseddaysforthecurrentrollingwave.Thecultureofthisapproachmaynotbeineveryfirm,butlimitedthedurationtosomereasonabletimeiscriticaltosuccessfullymanagingperformance.TheassessmentofactualperformancemustcomefromPhysicalPercentComplete.ThismeansdefiningupfronthowtheEarnedValue(BCWP)willberecognizedforeachtaskandtheWorkPackageasawhole.ThesimpleformulaofPercentCompleteXBCWSisfineasapercentcompete.However,the“percentcomplete”cannotbeanopinion.ItneedstobeanassessablemeasureoftheactualphysicalprogressoftheTask.
§ Monitortheprogramcriticalpathandhelpdevelopworkaroundstoproblemareas–theconceptofaCriticalPathismorethanthepaththroughtheprogramwithzero(0)orsmallTotalSlack.Itneedstobethe“logical”criticalpathdefinedbythesubjectmatterexperts.ThisdefinitionthenneedstobereflectedintheIMS.
§ Assessprogrammaturity–programmaturityisbestassessedthroughTechnicalPerformanceMeasures(TPM).Systemsengineeringusestechnicalperformancemeasurementstobalancecost,schedule,andperformancethroughoutthelifecycle.Technicalperformancemeasurementscompareactualversusplannedtechnicaldevelopmentanddesign.Theyalsoreportthedegreetowhichsystemrequirementsaremetintermsofperformance,cost,schedule,andprogressinimplementingriskhandling.Performancemetricsaretraceableto
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user–definedcapabilities.TheIMSthenconnectsactualversusplannedprogress(throughthephysicalpercentcomplete)withthetechnicalactualversusplannedprogress.
§ AssessthestatusofriskmanagementactivitiesbasedontheinclusionoftheprogramriskmitigationactivitiesintheIMPandIMS–thisprogrammaticriskstartswiththemodeledvarianceinthedurationoftasks.ThisvariancecanbedefinedbyaMostLikely,Optimistic,andPessimisticestimate.Thishascalibrationissues,sinceeachpersonsupplyingtheseestimateshasadifferentopinionofwhatismeantbyoptimistic,pessimistic,andevenmostlikely.Anordinalrankingmethodismorereliablebutitselfneedscalibration
§ AssesstheprogressonselectedKeyPerformanceParameters(KPPs)andTechnicalPerformanceMeasures(TPMs)–theunitsofmeasurefortheTechnicalPerformanceMeasureneedstobeconnectedwiththeKeyPerformanceParametersoftheIntegratedMasterSchedule.Thisconnectionanswersthequestions:howarewedoingagainstourplan?
§ Provideanobjective,quantitativebasisfortheperformanceassessment–theIMPandIMSshouldbethebasisofobjectiveandquantitativeperformanceprogrammaticmeasuresoftheaspectsoftheprogram.Thismeansthatthesimplepassageoftimeandconsumptionofresourceisnotagoodmeasureofthisperformance.Onlybypredefiningthe“unitsofmeasure,”startingwiththetechnicalperformancemeasures,cantheIMSbeconsideredcredible?
§ Developandsupport“what–if”scenarios,andtoidentifyandassesscandidateproblemworkarounds–alternativepaths,costmodels,andriskadjustedestimatestocompletearetherawmaterialsforthe“whatif”assessmentoftheIMS.
§ Providebetterinsightintopotentialfollow–oneffortsthatwerenotpartoftheoriginalcontractaward.Forexample,thecontractorshouldbeabletomoreclearlydefinetheactivities,newinterfaces,andotherclarifyinginformationnecessaryforapotentialprogramincrementorcontractoption.
ChangingtheProgramPlanningParadigmfromHorizontaltoVertical
BuildinganIMP/IMSrequiresachangeinthenormalparadigmofprojectmanagement.ThischangemeansstoppingthemeasurementofprogressasthepassageoftimeandconsumptionoffundingtomeasuringprogressbythecompletionofAccomplishmentCriteriaandthefulfillmentofSignificantAccomplishments.
Itmeansmovingfromhorizontalschedulingtoverticalplanning.Thesewordsareprobablymeaninglessatthispoint.Theroleofthisstep–by–stepguideistoprovideanunderstandingofthisconcept,thebenefitstotheprojectmanagement,andtheprocessesneededtodeliverthesebenefits.Inmanycases,thehorizontalschedulesarethestartingpointfortheprogram.Thisoccursforseveralreasons:
§ TheprogramstartedwithoutanIMPorarealIMS.Theyfirstbuiltahorizontalscheduleinthemannerof“shopfloor”schedule.ThisisusuallyforthePeriodofPerformanceoftheProgram.
§ Theprogramwasinheritedfromahigherorlowerlevelprocess.EitherasasubcontractororapartofonIPTteam,thescheduleisfocusedonthefunctionalaspectsoftheprogram.
Inmanycases,theconversationfromhorizontaltoverticalisrequiredordesired.Theefforttodothisconversationinvolvesseveralsteps:
§ IdentifytheProgramEventsandwhereinthescheduletheseeventstakeplace.§ Identifywhichworkintheschedule“lands”onwhichevent.IfthereisworkthatcrossesanEventboundary,thenitwillneedtobe“broken”intotwo(2)parts.Onethat“lands”ontheEventandonethatrestartsatthecompletionoftheEvent.
WorkBreakdownStructureParadigmversustheIMP/IMSParadigm
§ WorkBreakdownStructure–TheWBSprovidesabasicframeworkforidentifyingeachelementofaprojectinincreasinglevelsofdetail.Inessence,itdescribesthewayworkisperformed.TheWBSalsoprovidesacoherentmethodforreportingprogresstowardplangoals.IfthescheduleisWBSfocused,costtrackingispossible,workpackagescanbedefined,andtheoutcomesoftheseworkpackagescanbemadevisible.However,theincreasingofthematurityoftheprogramisnotexplicitlyvisiblefromtheoutside.
§ IntegratedMasterPlan–TheIMPisanevent–basedplandepictingtheoverallstructureoftheprogramandthekeyprocesses,activities,andmilestones.Itdefinesaccomplishmentsandcriteriaforeachevent.WiththeIMP,theincreasingmaturityoftheprogramisstatedexplicitlyintheSignificantAccomplishments(SA)andtheir
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Ifyouwishtopersuademe,youmustthinkmythoughts,feelmyfeelings,andspeakmywords.—Cicero,RomanStatesman(106BC)
AccomplishmentCriteria(AC).TheWBScanbeassignedtotheTasksineachACsocostcanbetracedtospecificwork.
TheIMPshouldbeconstructedfromthelogicaldecompositionoftheProgramEvents,SignificantAccomplishments,andtheirAccomplishmentCriteria–notfromtheWorkBreakdownStructure.Thisapproachcausesproblemswiththetraditionalist,becausetheyseetheworldthroughtheWBS.TheWBSandtheCWBSarecostaccountingstructures,notprogrammaturityassessmentstructures.TheWBSandCWBSareimportantprogramperformancemeasurementprocesses–theycapturecostsandassignthesecoststotheproducedproductsandservices.However,theWBSandCWBSdoesnotprovideanymeasurementofprogressintermsofincreasingmaturity.ThatistheroleoftheIMPandthesupportingIMS.
ConstructingtheIMPandIMSwiththeWBSinmindmayberequiredbycontract,sinceseparationoftheworkmaybedrivenbythecostaccountingprocesses.ResistingthelureofWBSandCWBSstructuringisdifficult.Askthequestion–howdoesthisstructurerevealtheincreasingmaturityoftheprogram?Whataretheunitsofmeasureofthismaturityintermsmeaningfultothecustomer?Howcanthestructureshowtheflowofmaturityusingasinglenotation?
1.1 IMP/IMS Features and Benefits TheIMPandIMSfocusonspecificareasoftheprogram,whichhavebeenshowntobeproblemswithmoretraditionalapproaches.TheprimaryfocusisonprogrammaturityEventbasedplanningprovidesa“singularly”focusedprocessallowingeachIPTtoanswerthequestion–“whatdoIneedtodoforaspecificevent?”ForexamplePDR:ListalltheaccomplishmentsneededforPDR?Whatactivitiesneedtoperformedforeachoftheseaccomplishments?Whenalltheactivitiesarecompleted,thecriteriasatisfied,andtheaccomplishmentscompletedthenameasurementof“maturity”cantakeplace?
FeaturesofIMP/IMS BenefitstotheProgramProvidesanunderstandingandalignmentofrequiredtaskswitheventsstartingwiththeproposal
Drivesdowncostofexecutionbyconnectingchangeswiththeimpactofchangesthatoccurearlyintheprogramlifecyclewhencostsareloweraremadevisiblefromdayone.
Integratesrelationshipsofproductsanddevelopmentprocesses
ImprovesmanagementvisibilitybyconnectingactivitieswitheventsPermitsbetterunderstandingofriskandhowitimpactscost,schedule,performance
Adisciplinedapproachtoplanningandimplementationactivities
Providesaframeworkforusingintegratedtools,teams,andprocesseswithverticaltraceabilityServesasfoundationforsystematicprogrammaticimprovementefforts
Iterativeplanning,tracking,andreportingprocess
Allowsprogramflexibility–onrampsandofframpstiedtoeventsHighlightsdetailsearly–tiesmaturityeventswithactivities
Event–DrivenPlanningRelatesprogrameventsintermsofsuccess–AccomplishmentsandCriteriaReducesriskbyensuringthatmaturityoftheplanisincrementallydemonstratedpriortostartingfollow–onactivities
Increasesvisibilityofentireprogramtotheprogramteam
ImprovesmeasurablematurityandimpactanalysisPromotesprogrambuy–inandteamcommitmentthroughsharedeventsFostersproactivemanagementatalllevelsthroughmeasurableoutcomes
ResourceandEarnedValueLoadable ProvidesfoundationforEarnedValueReportingandEVMSKeycustomereventsincluded Encouragesawin–winattitudewithcustomersClearcommunicationofhowtheteamviewstheprogram
Improveseffectivenessthroughacommonsetoftools,measurementsanddefinedoutcomes
Table1–TheuseofIMP/IMSprovidesdirectbenefitstotheprogramnotfoundintraditionalapproaches.EachofthesebenefitsneededtobetestedinpracticebydefiningtheProgramManagementPlan(PMP)processesthatproducethebehaviorsneededtodeliverthebenefits.Simplystatingthebenefitsarepresentisnotsufficient.Andactualplantodeliverthebenefitsisneeded.
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Systemsengineeringistheintellectual,academic,andprofessionaldisciplinewhoseprincipleconcernistheresponsibilityofpracticingSystemsEngineersinasystemdesignandacquisitionprojecttoensurethatallrequirementsforthesystemaresatisfiedthroughthelifecycle(s)ofthesystem.—WayneWymore,ProfessorEmeritusofSystemsandIndustrialEngineering,UniversityofArizona
1.2 IMP/IMS is a Systems Engineering Process not a Scheduling Process BuildingtheIntegratedMasterPlan(IMP)andIntegratedMasterSchedule(IMS)isaSystemsEngineeringprocess.ThismeansthatsystemsengineeringprocessesareusedtoconstructtheIMPandthesupportingIMS.TheprocessesofSystemsEngineering
Whilethismayseemabitoutofplaceinaplanningandschedulingdiscussion,theconceptofProgrammaticArchitecturefitswellwiththeconceptofSystemsArchitecture.ItistheSystemsapproachthatisthebasisonbuildingtheIntegratedMasterPlan(IMP).Thisapproachdefinesandanswersquestionslike:
§ HowdoestheprogramdefineTechnicalPerformanceMeasures?HowwilltheseTPMsbeconnectedtotheIMS?
§ Whataretheunitsofmeasureofmaturity?§ Whatistheunitofmeasureofcredibility,asin:“Dowehaveacredibleschedule?”Inaddition,ifweclaimwedo:“Howcanitbeproventoothers?”
SystemsThinkingistheBasisofaSuccessIMP/IMSDevelopmentandDeployment
TheprinciplesofSystemsEngineeringarefoundedonconceptsimportanttothedevelopmentoftheIMPandIMS:
§ Systemexiststhroughoutthenaturalandman–madeworld,whereverwehavecomplexbehavior“emerging”fromtheinteractionbetweenthings.
§ Wecanonlyfullyunderstandsuchbehaviorbyconsidering“completesystems”astheyinteractwithintheir“natural”environment.
Tosolvecomplex“SystemProblems”wemustengineercomplete“SystemSolutions,”throughacombinationof:
§ Theabilitytounderstand,describe,predict,specify,andmeasurethewaysinwhichelementsofacomplexsystemaffectwholesystembehavior.
§ Theabilitytoapply“Traditional”engineeringknowledgetocreate,modifyorusesystemelementstomanipulateormaintainwholesystembehavior.
§ Theabilitytoorganize,manageandresourceprojectsinsuchawayastoachievetheaboveaims,withinrealisticconstraintsofcost,time,andrisk.
WhatisaSystem–fromtheViewofSystemsEngineering?
Asystemis–AsetofInteractingElementsthatformanIntegratedWholewithaCommonGoalorPurpose.
SomemoreimportantconceptsinSystemsEngineeringapplicabletoIMP/IMS:
§ Holism–considerstheWhole–System,initsenvironment,throughitsWhole–Life.TheIMPshowstheentireperiodofperformancefortheProgram.EachProgramEventthenhasSAsandACsforthisperformanceperiodaswell.WiththeIMPinplace,thewholeisintegratedfromtheparts.TheIMScanthenshowthedependenciesandworkactivitiestocausetheACsandSAstoappear.
§ SystemofInterest–collectionofelementswithacommonidentity,e.g.product,organization.TheIMPisfocusedontheincreasingmaturityofthedeliveredproducts.UsingtheWBStocollectcostsforproductactivities
§ Viablesystem–mustincludeeverythingneededtomaintainitsexistenceandachieveitsgoals.TheconsequencesofthisHolisticapproachexposedthenotionthattheviabilityoftheproductreliesoninteractionsoutsideofitsimmediate(product)boundary.Thosesystemsareengineeredwiththecontextofoneormore"containingsystems."
Aswell,theconceptof"emergence"becomesimportant.Thesystemasawholeexhibitsapropertywhichismeaningfulonlywhenattributedtothe"whole"andnottoitsparts.Theemergentpropertiesvarywithenvironmentandrelationshipswithothersystems.
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Theconsequencesofemergencearethatthereisnoguaranteefromoptimizingthepartsofthesystem,orevenfromthecomponentsindependently.Changingtheelementsortheirinteractionswithinthesystemmayaffectitsproperties,whichcancauseemergentpropertytochangeonanumberoflevels.1
AGeneralSystemsLifecycleisrepresentedintheFlowoftheIMPanditsIMS
UnderstandinghowIMP/IMSprovidesvaluetothemanagementofprojectsstartswithagenerallifecyclemodelforprogrammaticaspectsoftheproject.Theassumptionisthatprogrammaticarchitectureisequivalenttothetechnicalarchitectureintermsofinterfaces,couplingandcohesion,andvaluestreamflow.
§ Statetheproblem–byidentifyingthecustomer,thecustomer’sneeds,establishingtheneedforchange,discoveringrequirements,anddefiningthesystemfunctions.
§ Investigatealternatives–basedoncost,schedule,andriskasmeasuresofeffectiveness§ Modelthesystem–shouldbedevelopedforalternativeproductdesigns.Themodelingprocessesallowalternativeassessmentofschedulechanges,sensitivityofchangeoncostandschedulethatshowtheeffectofdelaysoraccelerationsoftheproductdevelopment.
§ Integrate–thesystems,business,andpeoplesotheyinteractsmoothly.§ Launchthesystem–byrunningthesystem(processes)toproducetheproducts§ Assessperformance–usingfigureofmerit,technicalperformancemeasures,andmetrics.§ Reevaluate–byobservingoutputsandusingthisinformationtomodifythesystem,itsinputs,productsorprocesses
TheUSDepartmentofDefensehasatop-levelprojectlifecycle,shownFigure2.This“picture”isthehighestlevelofsequenceforaprogram.Whenthediscussionturnsto“whereareweintheBigPicture?”theanswercanbe,“we’reinSDDheadedtoMilestoneC.”FortheactualdevelopmentofanIMP/IMS,thislevelofunderstandingisnotveryinteresting.However,foraproposalteam,itisimportanttounderstandwhatprocurementguidanceisapplicableforwhatphaseoftheprogram.ForSDDprogramstherearedifferenceguidesfortheoutcomesthanforapost–Milestone–Cprogram.
Figure2–TheDOD5000.02processmodelneedstobeunderstoodinordertodefinethetypesofmaturityassessmentprocessesforAccomplishmentCriteria.“Done”hasadifferentdefinitioninaConceptandtechnologyDevelopmentprogramthanitdoesforaProductandDeploymentProgramandevenmoredifferentforanOperationalSupportprogram.
1 ThereisacounterexampletothisinWayneWymore’s“SubsystemOptimizationImpliesSystemsSuboptimization:Not!”referencedin“TheSynthesisofOptimalSystemDesignSolutions,”SystemsEngineering,Volume6,Issue2,pp.92–105,10March2003.
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§ BuildingtheIMPismorethanaprocess;itisawayofthinking.
§ TheIMPrepresentstheprogrammaticarchitectureandtheimplementationstrategyfordeliveringtheproductsandservicesrepresentedbythatarchitecture.
§ TheIMPisthelogicalflowoftheproduct’sincreasingmaturity,measuredinunitsmeaningfultothecustomer
PuttingTheseConceptstoWorkinIMP/IMS
TheIntegratedMasterPlan(IMP)describesthestrategyforcompletingtheprogramasplanned‒onbudget,onschedule,andcompliantwithMeasuresofEffective,MeasuresofPerformance,TechnicalPerformanceMeasures,andKeyPerformanceParameters.
ThisistheroleofaPLAN.
Assuchitrepresentsthe"Architecture"oftheProgram.TheProgrammaticFlowofincreasingmaturityoftheindividualcomponentsoftheprogram.Theseindividualcomponents–theProgramEvents–interactwitheachotherasa"System"ofactivities.TheIMPprocessprovidesadisciplinedapproachtodevelop,implement,update,maintain,andmanageaProgramthroughasingle,comprehensiveplan.TheIMPisusedtoaccomplishupfrontplanningandcommitment,provideabasisforsubsequentdetailedplanningandscheduling,measureprogramprogress,andprovidemanagementwithverificationofprogressenablinginformeddecisions.
TheboundariesbetweenthesecomponentsaretheProgramEventsandthehorizontaldependenciesbetweentheseevents.
1.3 Step by Step for Building the Integrated Master Plan (IMP) ThereareseveralstartingpointsforbuildingtheIntegratedMasterPlan.ThefirstistoputtheIMPinthecontextofaproposalandtheexecutionofthatproposalafteraward.ThesecondshowsthestepbystepactivitiesneededtobuildtheIMPinresponsetoaproposal.
FirstletuslookatthecontextofanoverallprogramandhowtheIMPfits.Figure3describesan“overview”oftheIMP/IMSfrombeginningoftheproposalprocesstotheexecutionoftheprogram.Whilethisoverviewappearssimpleandstraightforwardtherearemanysubtleaspectsnotshownhere.Figure3isreallya“dataflow”ofinformationbetweenthestagesoftheIMP/IMSdevelopmentprocess.MuchmoreunderstandingisneededbeforethevalueproducedbyIMP/IMScanbeproduced.
ThestepsshowninFigure3arenotionalinoneaspect,butareactualprocessesinpractice.MorethanjustasimplestatementaboutbuildingrequirementsorconstructingtheCWBSDictionaryisneededforasuccessfulIMP/IMS.InfactmanyofthefailuresofIMP/IMScomefromassumingthesimpleornotionalexamplescanbeputintopractice.
ThisisagoodtimetoberemindedofYogiBerra’squote:
IntheorythereisnodifferencebetweenTheoryandPractice.InPracticethereis.
SotheonlywayforwardistobuildandrebuildtheIMPandIMS,testingthemagainsttherequirementsandotherassessmentsof“Credibility.”
TheIMPstateswhat“done”lookslikeinMeasuresofEffectiveness(MoE)ofthedeliveredproductsorservices.AteachProgramEvent,theSignificantAccomplishments(SA)defineswhatmaturitylevelsmustbeachievedbeforetheProgramEventcanbeconsideredmet.
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ForeachSignificantAccomplishment,workmustbeperformancetomeettheAccomplishmentCriteria(AC).ThesearedefinedbytheMeasuresofPerformance(MoP).This“exitcriteria”forthePackagesofWorkintheIntegratedMasterSchedule(IMS)are“entry”criteriafortheSAs.
Figure3–TheIntegratedMasterPlan(IMP)andIntegratedMasterSchedule(IMS)arepartofanoverallProgrammaticArchitecturethatstartswiththeRFPandendswiththeexecutionoftheprogram.TheIMPandthesupportingIMSaretheframeworkfortheexecutionoftheprogramaswelltheframeworkfortheprogrammaticwinthemesoftheproposal.
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IMPIMS DevelopmentSteps
UnderstandtheProduct
§ IdentifyCustomer,thebusinessprocesses,politicalaspectsofthecustomerandanyotherattributes.
§ CompilecustomerrequirementsfromSOO,SOW,CDRLsandotherapplicabledocuments.Thesedocumentsdefinethemasterscheduleandthedeliverablesaroundthisschedule.
§ DocumentthegroundrulesandassumptionsthatdescribeshowtheProgramEvents,SignificantAccomplishmentsandtheirAccomplishmentCriteria.
§ ClarifytheproductrequirementsbycrossreferencesallthecustomerdocumentthroughtheConceptofOperations(ConOps).
DevelopProductStructure
§ CreateTopLevelCWBSthatdescribestheproductstructurefirst,thentheIPTsthatwilldeliverthoseproducts.
§ Assessstructureforcompletenessandworkabilitybyasking“howwillthecomponentsoftheproductstructurecometogetherduringtheexecutionoftheprogram?”
§ Istheassemblinginatreestructurefromthebottomtothetop?OrisitscatteredallovertheWBS/CWBS.Ifitisthelatter,theWBSwillbenothingbuttroubleduringexecution.
§ WritetheCWBSdictionary.ThisisanarrativestatingwhatisbeingdeliveredforeachelementoftheCWBS.Itisfromthesedescriptionsthatlowerlevelworkeffortswillbedefined.
§ DefineTeams–intermsofIPTs–whowilldelivertheproducts§ DevelopthetoplevelSOWtaskstatementtoassurethecrossreferencebetweentheCWBSandSOW
FormIntegratedProductTeams
§ Formteamsanddefineleadersandkeyresources.TheseteamsareaccountablefordeliverablesdescribedintheWBS/CWBS.
§ ValidateandextendtheSOW,CWBSandCWBSdictionaryacrosstheIPTsforeachproductorprocess.
CreateIntegratedMasterPlan
§ SelectKeyeventsanddecisionpointsusinggovernmentprovidedEventsandprogrammaturityassessmentpointsthatassurematurityisincreasingandriskandbeingreduced.
§ Writetheeventdescriptionsdescribingthemeasurableoutcomesofeacheventintermsofmaturityassessmentandriskreduction.
§ DevelopmenttheSignificantAccomplishments(SA)andAccomplishmentCriteria(SA)foreachProgramEventinatopdownmanner,withthefocusondescribingtheincreasingmaturityoftheproductsresultingfromtheworkheldintheACs.
§ DeveloptheverticallogicbetweenthePE/SA/ACdescribingthelogicalflowofincreasingmaturity,thephysicalassessmentoftheproduct’sperformanceagainsttheTechnicalPerformanceCriteria,andthedependenciesbetweeneachAccomplishmentCriteria.
§ WritetheIMPprocessnarrativesintheformofaproductspecification.§ PreparealogicflowdiagramfortheSAs,showingincreasingmaturityoftheproducts
CreateIntegratedMasterSchedule
§ DefinehighlevelWorkPackagesfromtheACs.OneWP/ACifpossible§ DecomposetaskswithintheWPonasingleworksheet§ DefinethelogicanddependenciesbetweentheACsfirst.Onlythenconnecttaskdependencies§ Applythescheduleconstraints§ Establishworkpackageandsupportingtaskdurations§ Addresourcesattheworkpackagelevel§ Assesthecriticalpaths§ Performscheduleriskassessment
GenerateBasisofEstimate
§ Receiveflowdownofrequirementsandthecostestimatingprocessesaroundthem§ Determineappropriatemethodsofdefiningcosts§ Estimatethehours§ Reviewandadjustthecoststomatchtheallocations
Table2–EachstepinthedevelopmentoftheIMPbuildsanincreasingfidelityofthefinalproduct.
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UnderstandtheProduct
Definingtheprogramframeworkstartswithunderstandingtheproduct,thecustomerandtheprocessesthatwillbeusedtodelivertheproduct.Byfirstidentifyingallthediscreteworkscopeandcategorizingtheminto–who,what,when,where,whyandhowcategories,theproductstructurecanemerge.
DevelopProductStructure
TheproductstructurestartswiththeWorkBreakdownStructure(WBS).
AProgramWBS“…shallbeestablishedthatprovidesaframeworkforprogramandtechnicalplanning,costestimating,resourceallocations,performancemeasurements,andstatusreporting.”DODD5000.2R
TheWBSestablishestheprimaryportioningoftheproductandworkneededtoproducetheproduct.TheWBSoutlinestheproductsandservicestobeprovidedbytheprogramina“structured”mannerwhereeachproductandorserviceistraceabletoitsparentproductandorservice.Theresultisa“ProductTree”thatdecomposestheprogramstructuretoalevelwhererisksaremadevisible.ThisisusuallyLevel3intheWBS.
TheWBSdefinesthelogicalstructureoftheprogram.Summarypointsforassessingtechnicalandprogrammaticriskandthephysicalprogressoftheworkactivities.ItiscriticaltonotlettheWBSbearepresentationoftheorganizationalstructureoftheprogram.Ifthisisdonetheabilitytomeasurephysicalprogressthroughtheproductionofproductsorservicesislost.
FormIntegratedProductTeams(IPTs)andAlignTheirWorkEfforts
“Wetrainedhard,butitseemedthateverytimewewerebeginningtoformupintoteams,wewouldbereorganized.Iwastolearnlaterinlifethatwetendtomeetanynewsituationbyreorganizing;andawonderfulmethoditcanbeforcreatingtheillusionofprogresswhileproducingconfusion,inefficiencyanddemoralization.”–PetroniusArbiter(210B.C.)AligntheWorkBetweentheIPTs
§ Ourteamstructureneedstoreflectthemostcost-efficientwayoforganizingthework§ Ourteamstructureneedstobesizedaccordingtotheworkrequired§ Ourteamsmustnotbetoobigortoosmalltobefunctional§ Ourteamstructureneedstoaccountforvertical(product)andhorizontal(process,system)integration§ Ourteamstructuremustnotunnecessarilycomplicateintegrationorproduction§ Ourteamstructuremusthaveclearscopeborders—knowwhereoneteam’sscopeendsandanotherteam’sscopebegins
Integrateacrosstheproductstodeliverthesystem-levelconfigurationsanddatatothecustomer:
§ Integrate,analyze,assemble,andtestconfigurationsmadeupofmodulesdevelopedanddeliveredbyIPTs§ Integrateprogram/systemleveldataandCDRLitems§ ElectronicInformationSystem(EIS)orIntegratedDataEnvironment(IDE)[bothtermsusedinRFPs]Ownandauditthecommonprograminfrastructureresourcesemployedbymultipleteams:
§ Processes§ Tools§ Databases§ Facilities§ Equipment
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§ Theterm“integrated”intheIMPandIMSparadigmmeansverticalandhorizontalintegrationoftheworkactivities.
§ VerticalconnectivityshowshowtheplannedmaturityforeachProgramEvent(PE)isachieved.
§ HorizontalconnectivityshowshowtheworkeffortproducesthismaturityfortheProgramEvent(PE)andacrossProgramEvents.
CreateIntegratedMasterPlan(IMP)
Eventsare:
§ Projectunique,keytransitionpointsbetweenmajorprogramactivities§ Pointsofconvergenceacrosstheentireprogram§ Keydecisionpointswhereitisnecessarytoassessprogressinachievingobjectivesbeforeproceeding§ MayincludemajorDoDmilestonereviews,programdesignreviews,tests,deliveries,andotherkeyprogressdemonstrationorriskmitigationpoints
§ Shouldbewelldistributedovertheprogram/projectperiod,andnotinordinatelyclustered§ Notdesirabletohavetoolongaperiodpasswithoutcheckingcriticalprogramprogress§ Avoidthisbyincludinganeventsuchasa“ProductionIn-ProcessReview”togaintimelyprogramprogressvisibility
Eventdefinitionsincludethepurposeandexpectedresults.Eventsmaybetiedinthecontracttoawardorincentivefeepaymentssotheymayaffecttheclient’scashflowtoo.
CreateIntegratedMasterSchedule(IMS)
TheIntegratedMasterScheduleisderiveddirectlyfromtheIMP.Itisnot–norshouldeverbe–builtbottomupduringthefirstroundofIMSconstruction.IntheIMP/IMSparadigm,alltheworkneededtomovetheprogramforwardinitsmaturityisdefinedbytheSignificantAccomplishmentsandtheirAccomplishmentCriteria.OncethesearedefinedintheIMP,thephysicalworkneededtoproducetheAccomplishmentCriteriaisobvious.
ItisatthispointtheIMSconstructioncanstart.TheIMSisbuiltwithsomesimplesteps:
§ IdentifyeachAccomplishmentCriteria(AC)bynamefromtheIMP§ Buildasinglepagedatacapturesheetthatprovidesalimitednumberof“lines”forenteringthetasksfortheAC.Thissheetwillcontainthefollowinginformation§ Thenameofthetask§ Thedurationofthetask§ Theordinalriskrankingofthetask§ Thepredecessorsandsuccessors“within”theAC§ ThepredecessorthatstartstheAC–thisistheexternalACthatstartsthecurrentAC.
GeneratetheBasisofEstimate(BOE)
FromtheconstructedIMSthenextstepistodeterminethecostforthiswork.Thiscanbederivedinseveralways:
§ ResourceloadtheIMSinsomesimpleway§ ExporttheperiodsofperformanceforeachworkpackageintotheBasisofEstimatetoolanddevelopthecostprofiles
1.4 Creating a Fully Integrated IMP/IMS ConnectingtheRFP'sSOWtotheCWBStotheIMPandtheIMSandtotheBOE'sistheidealexampleofafullyintegratedsystemdescribingtheprogrammaticarchitectureofanyproject.TheexampleofafullyintegratedIMPandIMSshowninFigure4isanidealexampleandnotusuallyfoundinpractice.However,ataminimumtheunderstandingofhoweachcomponentoftheintegratedsystemrelatestoothers.
ByfirstconnectingtheSignificantAccomplishmentsvertically,thematurityassessmentoftheproductorservicescanbedefinedforeachProgramEvent.Onceverticallyconnected,horizontalconnectionsdescribetheworksequencingprocessesneededtoproducethisincreasingmaturity.
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Figure4describestherelationshipsbetweentheprogramelements.
§ StatementofWork(SOW)§ ContractorWorkBreakdownStructure(CWBS)§ IntegratedMasterPlan(IMP)§ IntegratedMasterSchedule(IMS)§ BasisofEstimate(BOE)
Figure4–ConnectingtheStatementofWorktotheContractWorkBreakdownStructure,totheIntegratedMasterPlan,totheIntegratedMasterScheduleandfinallytotheBasisofEstimate.ThetraceabilitybetweentheseartifactsshouldbetheIMP/IMSnumber.However,inmanycases,thisisnotpossible.TheWBSisthenextbesttracenumber,iftheWBSiswellformed.IntheabsenceofawellformedWBS,theIMP/IMSnumberisthebesthopeofconnectingtheprogrammaticaspectswiththetechnicalmaturityaspectsofaprogram.
1.5 Some Definitions Needed for IMP/IMS ThetermsusedintheIMP/IMSdomainmaybenewtothetraditionalplanner.Thesetermsarespecificandwelldefined.Resistredefiningthemforyourlocaluse.Inmanydomains,thedefinitionofthesetermsisprovidedbythecustomerintheRFPorsomeguidancedocument.
HerearesomeexamplesofdefinitionsusedintheIntegratedMasterPlan(IMP):
§ ProgramEvent(Event):§ "EventsshouldbeenvisionedasprogramreferencepointsormilestonesatwhichtheContractorandGovernmentjointlyassessprogramstatus."
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§ "Aneventisaprogramassessmentpointthatoccursattheculminationofsignificantprogramactivities:accomplishmentsandcriteria."
§ “AnIMPeventisakeyprogrammilestonedefinedbythecustomerortheprovider,whichdefinesprogressataspecificpointintime.IMPeventsmarktheconclusion/initiationofintervalsofmajorprojectactivityandserveasdecision–orientedmeasuresofprojectactivityrelatedtotheproject’smaturityassignedtoaspecificsubsystemororganizationalelement.”
§ “AnEventisaprogramassessmentpointwhichoccursattheculminationofsignificantprogramactivities(AccomplishmentsandCriteria).”
§ SignificantAccomplishment(Accomplishment)§ "Foreachevent,theOfferorshallstatewhatprogressistobemeasuredattheevent.ThisbreakdownofprincipaltasksandactivitiesbecometheOfferor'saccomplishments."
§ "Anaccomplishmentisthedesiredresult(s)priortooratcompletionofaneventthatindicatesaleveloftheprogram'sprogress."
§ “Significantaccomplishmentsarecriticaleffortsthatmustbecompletedpriortocompletinganevent.Theaccomplishmentsshallbesequencedinamannerthatensuresalogicalpathismaintainedthroughouttheeffortandtracksagainstkeyevents.”
§ AccomplishmentCriteria(Criteria)§ "Foreachaccomplishment,theOfferorshallstatehowprogressistobemeasured.Criteriashouldbestatedusingobjectivemethodstoverifythattheaccomplishmenthasbeenachieved.TheOfferorshouldbeabletodocumentthatthecriteriahavebeensatisfied.Intotalthecriteriashalldemonstratethattheaccomplishmenthasbeenachieved."
Criteriaprovidedefinitiveevidencethataspecificaccomplishmenthasbeencompleted.
§ “AccomplishmentCriteriaaremeasurableandusefulindicatorsdemonstratingtherequiredlevelofmaturityandorprogresshasbeenachieved.AccomplishmentCriteriaincludetheuseofTechnicalPerformanceMeasuresandothermetricswhereverpossibletoprovidemeasurablecriteria.Preferablytheaccomplishmentcriteriashouldavoidtheuseofpercentcompletedandavoidcitingdataitemreportnumbersratherthanidentifyingandsummarizingresults.”
ProgramEvent(PE)MaturityAssessment
TheProgramEventisaMaturityAssessmentpointintheProgram.Itasksandanswersquestions:Doweunderstandthetechnicalaspectsoftheprogramtoasufficientlevelatthispointintimetoproceedfor?
§ PreliminaryDesign–definetheattributesof“preliminary”asappropriatefortheprogram.§ CriticalDesign–criticaldesignusuallymeanstheproductsorservicesarereadyforfirstproductionruns.Definetheunitsofmeasureofthis“readiness”
§ IntegratedBaseline–arethecost,schedule,andtechnicalbaselinealignedandreadyforexecution?§ FlightReadiness–aretheproductsreadyto“goflying”Therearemany"checklists"fortheseProgramEvents.OneplacetolookforthesearetheNAVAIRandDefenseAcquisitionUniversityylibrarysite.Thepost–CDReventsneedsimilarchecklist.
SignificantAccomplishment(SA)MaturityAssessment
ForeachProgramEvent(PE)astatementabouttheprogresswillbemeasuresiscontainedintheSignificantAccomplishments.SignificantAccomplishmentsdefinetheEntryCriteriafortheProgramEvents:
§ WhatisthematurityoftheworkproductsneededtosuccessfullyconductthePE?Specificknowledgeaboutdesign,testing,performance,orotherbehaviorsofthesystem
§ WhatprogramactivitiesmusthavebeenconductedtosuccessfullyconductthePE?SpecificprocessstepsthatmustbeperformedpriortotheProgramEvent.
Review,documentproduction,meetings,"states"ofrelationships,organizationalprocesses
TherearebothProductandProcessmaturityassessmentsthatmusttakeplaceas"entry"criteria.
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§ Definingtheexpectedmaturityoftheproductsorservicesateachassessmentpointintheprojectisthebasisofacredibleperformancemeasurementparadigm.
§ MeasuringtheincreaseinmaturityusingTechnicalPerformanceMeasures(TPM)ortangibledeliverablesdefinestheunitsofmeasureofsuccess.
§ Usingpasttenseverbstodescribeprogresshasapowerfuleffectonthecommitmentstotheoutcome.
AccomplishmentCriteria(AC)MaturityAssessment
ForeachSignificantAccomplishmentprogressneedstobedescribedintermsoftaskscompletedandthemeasurementofthosetasks.TheAccomplishmentCriteria(AC)documentstheExitCriteriaforthecollectionoftasksthatmoveaproductorservicetothenextlevelofmaturity.
§ WhatisthematurityoftheproductsproducedfromtheworktasksforeachAC?§ HowisthismaturityassessedwithinthemetricsoftheTechnicalPerformanceMeasures(TPM)?
TasksaretheRawMaterialfortheIMS
Thisiswheretheheavyliftingtakesplace.Theworkperformedtodeliverthe"exitcriteria"–theAccomplishmentCriteria(AC)whichformsthe"entrycriteria"(theSignificantAccomplishments)fortheProgramEventaretheworkactivitiesdefinedintheIntegratedMasterSchedule(IMS)
ThetasksthatcomposetheIntegratedMasterSchedule(IMS)aredefinedthroughvariousexamples:
§ “TheOfferorshallprovideanIntegratedMasterSchedule(IMS)inAnnexXthatdelineatestheOfferor'splannedscheduleforallactivities,events,milestones,andcriticalpathsassociatedwithallprogrameffortsinaccordancewithDIDDI–MGMT81650.TheIMSshallincludetheprogramschedulewithtechnicaltasksandactivitiesnecessarytocompletetheworkeffortscopedwithintheIMP.Theprogram'scriticalpath(s),basedoncriticalpathanalyses,shallbeidentifiedintheIMS.TheOfferorshalldeveloptheIMSinaccordancewithMIL–HDBK881A(asaguide).TheOfferorshallprovideinthesubmittedIMSallcontractorstasks,events,milestoneswhichshouldbetraceabletothecontractWBSandcontractor'scostmanagementsystems.TheIMSshallbedevelopedbylogicallynetworking(predecessorandsuccessorlogic)alldiscreteContractorandprinciplesubcontractor,criticalsubcontractor,andteammemberactivitiesfromcontractawardthroughprogramcompletion.”
§ “TheIMSisanintegrated,masterschedulecontainingthenetworked,detailedtasksnecessarytosupporttheevents,accomplishments,andcriteriaoftheIMP,ifapplicable.TheIMSshouldbealogicalnetwork–basedschedule,basedonsoundtechnicalplanning,thatisdirectlytraceabletothecontractor'scostandschedulereportinginstrumentusedtoaddressvariances.”
1.6 Increasing Maturity is the Only Measure of Progress Measuretheincreasingmaturityoftheprogramworkproductsandprocessastheindicatorofprogress.
ThisisdonebyfirstidentifyingtheProgramEventwherematurityassessmentwilltakeplace.UsingtheDoD5000.2guidelines,thisusuallymeans
§ ContractAward(CA)orAuthorizationtoProceed(ATP)§ SystemRequirementsReview(SRR)§ IntegratedBaselineReview(IBR)§ SystemFunctionalReview(SFR)§ PreliminaryDesignReview(PDR)§ CriticalDesignReview(CDR)§ TestReadinessReview(TRR)§ FlightorsomekindofOperationalTest(FT)Whenspeakingtotheincreasingmaturityoftheprogram,weneedtousetherightsemantics.Thewordinginthenextpictureisanapproachforthiswording.ForeachProgramEvent,SignificantAccomplishment,andAccomplishmentCriteriaapasttenseverbisneeded.Thisapproachisunsettlingatfirst.Butonceputintopracticeitchangeshowworkisdiscussedandprogressismeasured.
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Figure5–ThecontentoftheIMPelements(Event,Accomplishment,Criteria)makesuseofasentenceendinginapasttenseverb.TherearealimitednumberoftheseverbsofmostIMPs.TheydefinedthestateoftheproductorservicethatresultsfromtheactivitiesthatcomposetheAccomplishmentCriteria–thetasksoftheIMS.LearningtospeakinthepasttenseofthebasisoftheIMP.Describingwhat“done”lookslikerequiresapasttenseverbbeconnectedwith“done.”
DataDictionaryofIMP/IMSVerbs
Thebestwayoutofthesesemanticsdiscussionsistohaveapre–defineddatadictionaryfortheverbsintheIMPandIMS.ManyRFPprovidesthisdictionaryandtherearesourcesofverbsinotherplaces.
Verb DefinitionApproved Thesubjectitem,data,ordocumenthasbeensubmittedtotheGovernmentandtheGovernmenthas
notifiedthecontractorthatitisacceptable.Forsomedataitems,itisspecifiedthatnoresponseconstitutesapproval.
Available Thesubjectitemisinplaceorthesubjectprocessisoperational.ThesubjectdataordocumentisaddedtotheDataAccessionListandisaccessiblethroughProgram/ProjectAssetsorothermedia.
Acquired Procuredand/orfabricatedandavailableCompleted Thesubjectitem,data,document,orprocessispreparedorconcludedandreviewedandacceptedbythe
IPTorresponsibleteam.Analyzed Thesubjectparameter(s)hasbeentechnicallyevaluatedthroughequations,
charts,simulations,prototypetesting,reduceddata,etc.Conducted Thesubjectmeetingorreviewhasbeenheldwithallrequiredprogramparticipants.Thepresentation
chartsorminutesareavailablethroughProgram/Projectbaselinealongwithassignedactionitems.Defined Thesubjectitem,data,document,orprocessisdescribedinanappropriatedescriptiondocumentthatis
availablethroughProgram/ProjectAssetsorothermedia.DeficienciesCorrected
Newdesignsand/orprocedurestocorrectdocumenteddeficienciestorequirementshavebeenidentifiedandincorporatedinto
Delivered Theappropriateuseracceptedthesubjectconfigurationitem,data,ordocument.Documented Properlyrecordeditemsoractivitiesrequiringformalpaperwork;completedreportsandreviewby
appropriatetechnicalormanagementpersonnel.(Ifsoftcopyisavailable,itismadeaccessibleonProgram/ProjectAssets.
Demonstrated Thesubjectconfigurationitem,data,ordocumentdemonstratesrequirementscompliancethroughverificationorvalidation.
Drafted Aninitialversion(usuallyofadocument)hasbeencreatedwhichwillrequireupdatingtofinalize.Ended Complete;over
Established Thesubjectitemiscreatedandsetinplaceinamannerconsistentwithitsintendeduse,afterreviewandacceptancebytheIPT.Thesubjectitemhasbeensetanddocumented.
Finalized Thesubjectdataordocumentreceivedcontractorapprovals,wasdistributed,andisavailablethroughProgram/ProjectAssetsorothermedia.Lastsetofplannedrevisionshasbeenmadeorfinalapprovalhasbeenobtained.
Implemented Theprocedureorprocessisexecutedregularly,inaccordancewithestablishedpractice.Initiated Thesubjectpolicy,approach,orprocedurehasstarted.Installed Thesubjectitem,system,orsystemprovisionshavebeenattachedtotheirstructuralinterfacesandto
eachotherpertheirdesigns.Integrated Thesubjectitemorsystemhasbeenconsolidatedintoanentity(e.g.,datarequirements,document,and
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Verb Definitionconfigurationitem)byappropriatelycombiningseparaterequirements,functionaldisciplines,andconfigurationitemconsiderations.
Generated Requiredinformationhasbeenplacedintowrittenform.Identified Madeknownanddocumented
Implemented Putinplaceand/orbegunLoaded Thesubjectsoftwareitemhasbeenenteredintotheappropriateprocessororprocessors’memoryspace
toallowprogramexecution.Mated Thesubjectstructuralitemormodulesandinstalledsystemsprovisionshavebeenattachedattheir
interfacespertheirdesigns.Operational Theproductorelementshavebeen“delivered,tested,andcertifiedreadyforoperationbythecustomer.
Ready ThesubjectconfigurationitemwasdeliveredtoandacceptedbytherequiringIPT.Reduced TheriskofthesubjectitemisloweredaccordingtothecriteriaestablishedintheRiskManagementPlan
andapprovedbyRiskManagementBoard(ROMB).Refined Nextlevelofdetailhasbeenaddedorupdatesmade.
Released Thesubjectitem,data,ordocumentsarecomplete,havecontractormanagementapproval,andareunderrevisioncontrol.
Retired TheriskofthesubjectitemhasbeenloweredsufficientlyfortheRMBtoberemovedfromtheprogram’srisklist.
Submitted FormallysubmittedtotheGovernmentTested Thesubjectitem,element,orprocesshasbeenexercisedunderappropriateconditionsinaccordancewith
testplans,procedures,andmeasurementswithananalysisofthedatagenerated.Updated Thesubjectitem,process,dataordocumenthasbeenre–evaluatedusinglaterinformation,and
adjustmentshavebeenincorporated.Validated Thesubjectitem,process,data,ordocumenthasbeenconfirmedbyobjectiveevidence(e.g.,testedusing
existing,accepted/approvedprocedures,instructions,orchecklists)tohavebeenaccuratelyderivedordetermined,orhasmetallrequirementsforitsintendeduseandperformsitsintendedfunction(s).TheContractor/Customerteamusuallyperformsthiscertification.
Verified Thesubjectitemhasbeenevaluatedagainstitsspecifiedrequirementsandcharacteristicsandproventomeetdocumentedrequirementsusinganalyses,demonstrations,inspections,ortests.
Table3–SampledefinitionsofIMPverbs.SometimetheRFPprovidesalistoftheseverbs.Sometimestheverbscomefromthestandardproceduresofthefirm.Inallcases,adictionaryofverbsisneededandshouldbelimitedtothoseverbsthatdescribeactualoutcomesmeaningfultothecustomerandtheprovider.
OneexampleofwhythedictionaryshowninTable3isusefulisinthesimpleuseofthewordcompleted.ManyusethewordCompletedwhentheyshoulduseComplete.Completeisthestateoftheeffort.SubtletieslikethismayseemwastefulbutarecriticallyimportantfortheintegrityoftheIMPandIMS.
ActionverbsusedintheIntegratedMasterSchedule(IMS)Tasks
AnothersourceofverbsfortheIMPelementscomesfromtheINCOSESystemsEngineeringGlossary
Verb Definition
Allocate Apportionforaspecificpurposeortoaparticularthing
Analyze Solvebyanalysis
Annotate Providewithcomments
Apply Puttouse
Ascertain Findoutwithcertainty
Assess Appraisecritically.
Attend Bepresentat
Audit Officiallyexamine
Build Makebyputtingtogether
Calculate Findoutbycomputation
Certify Endorseofficiallytoattestconformancetosetstandards
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Verb Definition
Chair Presideaschairmanof
Co-chair Chairjointly
Collect Bringtogetherintoonebodyorplacebycarefulselection
Compare Findoutlikenessordifferences
Conduct Guide,lead,direct
Consider Thinkabout,decide
Construct Puttogether,build
Contribute Shareinajointeffort(suggestsfurtheringanend)
Control Direct,regulate
Coordinate Bringintoacommonaction.movementorconditionsmoothly
Create Causetobe,make
Define Makeclear,settlethelimits;determineprecisemeaningof
Demonstrate Proveormakeclearbyreasoningorevidence,illustrate,explain
Design Performanoriginalact
Determine Resolve,settle,decide
Develop Bringintobeingoractivity
Differentiate Makeadistinctionbetween
Downselect Selectasmallernumberorgroupthanoriginallyexisting
Egress Todepartfromamission,target,orthreatarea
Erect Puttogether,setupright
Establish Makefirm,provebeyonddispute,gainacceptanceof
Estimate Approximateanopinionof
Evaluate Findorfixthevalueof;examineandjudge(nonmonetary)
Evolve Developgradually,workout
Examine Scrutinizetodeterminethenature,conditionorqualityof
Explore Examinefordiscovery
Extract Takeout,deduce,select
Fabricate Build,manufacture,invent
Form Giveshapeto,establish
Formulate Puttogetherandexpress
Generate Produce,causetobe
Incorporate Unitethoroughlywithsomethingexisting,blend
Ingress Toenterintoamission,target,orthreatarea
Initiate Begin,takethefirststepofsomethingthatistocontinue
Input Feedinformationintoacomputer
Inquire Ask,makeasearchof
Inspect Examinecarefullyorofficially;scrutinizeforerrorordefect
Install Place,putintoposition
Institute Setup;establish,begin
Integrate Addpartstomakewhole
Interpret Explainthemeaningof
Investigate Searchinto,examineclosely
Judge Decide,formanestimateof
Maintain Keepinanexistingstate,preservefromfailureordecline
Make Causetocomeintobeing
Manage Succeedinaccomplishing,direct,achieveone'spurpose
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Verb Definition
Manufacture Fabricatefromrawmaterials
Notice Commentupon,review
Observe Inspect,watch
Organize Integrate,arrangeinacoherentunit
Originate Initiate,giveriseto
Participate Takepartinanundertaking,activityordiscussion
Perform Do,carryout,accomplish
Plan Deviseaschemefordoingorarrangingactivitiestoachieveanobjective
Prepare Makeready,putintowrittenform
Prioritize Assignpriority
Probe Investigatethoroughly
Process Subjecttoaspecialprocessortreatment
Produce Givebirthorriseto
Provide Supplywhatisneededforsustenanceorsupport
Pursue Seek,obtain,oraccomplish
Reason Think,influenceanother'sactions
Recommend Advise,attractfavorof
Record Setdowninwriting,oractofrecordingelectronicreproduction
Resolve Reducebyanalysis,clearup
Review Inspection,examinationorevaluation
Scan Lookthroughhastily,surveyfrompointtopoint
Scrutinize Examinecloselywithattentiontominutedetail
Search Examinetofindsomething
Seek Trytodiscover,makeanattempt
Select Takebypreferencefromanumberorgroup,makeachoice
Solve Findananswer
Study Carefullyexamineoranalyze
Support Assist,help
Trace Copy,orfindbysearching
Track Observeorplotthepathof
Update Bringuptodate
Validate Verify,substantiate,andgrantofficialsanctionto.Table4–ActionverbstobeusedasthefirstwordforeachTaskintheIMS.TheseverbscomplementtheverbsusedattheendofthedescriptionoftheIMPelements.
1.7 Logical Flow of Tasks within the Integrated Master Schedule (IMS) ThelinkingoftasksstartswithverticallinkingoftheACcollectionoftasks.
§ AssignalltaskstoAsLateAsPossible(ALAP)whenbuildingtheVerticalLinkingandtheinitialHorizontallinking.Thisallowsavisibleindicationiftheworkfits"inthebox"foreachProgramEvent.
§ LinkalltaskstotheirrespectiveACsandtheACstotheirrespectiveSAsandtheSAstotheProgramEvent
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1.8 Decomposing the System Thereareseveralapproachestodecomposingthesystem:
§ Puretopdownflowfromasinglesystemintosub–systemsandsub–sub–systems.§ InterfacesdefinitionsbetweendisparatesystemsmanagedthroughInterfaceControlDocuments(ICD)insomeway.
§ Functionaldecompositionthroughdifferentengineeringdisciplines§ Nevershouldthedecompositionbeinahorizontalmanner.OnlyaverticalapproachshouldbeusedtodeveloptheIMPandresultingIMS.
Therearemanysourcesforthismaterial.ThefollowingfiguredescribesmostoftheseandhowtheyarearrangedtoproducetheIMPandtheIMS.
Figure6–ThesourceofguidanceandmaterialsforbuildingtheIMPandtheIMScomesfromavarietyofsources.Someofofficialguidancefromthegovernment.SomefromtheRFPandmanyfromtrainingandguidancesourcesavailableontheweb,throughcoursesandbooks.
SourcesofInformationfortheIMPandIMS
AnotherviewofthesourcematerialsfortheIMPandIMSistheDoDVersionofPMBOKinFigure7.This“notional”conceptcanactuallybeputintopractice.ThekeyistomakesuretheWBSstructuredoesnotdominatethetopologyoftheIMS.Instead,focusontheproductdeliverablesaspartofan“increasingmaturity”processflow.
ThisstructureistheguidingframeworkfortheIMP/IMSintegrationandemphasizesthefactthatwhiletheWBS/CWBSiscritical,theProgramEventsandthedecompositionoftheSignificantAccomplishmentsandAccomplishmentCriteriaaretherealdriversoftheIMS.
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Figure7–TheflowfromrequirementstoWBStotasksisreplicatedintheIMPandIMS.Thistraceabilityofcriticalinboththeproposalenvironment,mandatedbythe§Land§MguidelinesandtheexecutionenvironmentfortheEVMScollectionofphysicalprogresstoplan.
SubsystemsinDOORSorSomeRequirementsManagementSystem
IfDOORSisusedforthesystemsengineeringrequirementsflowdown,thenthisisagoodplacetolookforthestructureoftheprogramthroughasystemsengineeringpointofview.
UsingtheDOORSexporttheRequirementsTreecanbeexported.Thisrequirementstreecanthenbeusedtostructurethe“productoriented”IMPelementspastCDR,wheretheworkisfocusedondeliveringhardwareorsoftware.
WorkBreakDownStructure(WBS)
IfthereisaproductWBSthatdecomposesthesystemproperlyintosubsystems–anddoesNOTmodelthefunctionalactivitiesorfunctionaldepartments.
RemembertheWBSisNOTtheIMP.TheWBSisacostaccountingandcostcollectionprocess.StartingwiththeWBSleadstoanIMPthatisfocusedcost,notondefiningtheincreasingmaturityoftheprogram.
DefinetheProgramEvents,theirSAsandACs–thenaddtheWBSnumberstocollectthecostsofperformingtheworkintheACs.
LogicalProcessFlow
Ineveryprogram,thereissomekindoflogicalprocessflowtogetfromthecontractawardtothefinalproductandcontractcloseout.
DefiningthisprocessflowiscriticaltodefiningtheIMP.Thiscanbedoneinseveralways:
§ Thebestwayistoconveneagroupofsubjectmatterexpertsthatunderstandhowtheproductisdesigned,build,manufactured,andused.Theycanlayouttheprocessflow.Withthislayout,programeventscanbeallocatedtothevariousstagesoftheprocessflow.
§ Usingthegovernment’sprogramevents,assignSAsandACsfromtheprocessflow.Thisareverseengineeringapproach,butveryuseful.
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§ ConnectionsbetweentheIMP/IMSelementsdefinehowmaturityismeasured.
§ Fullydefiningeachelementanditsinterfaceisrequired–nomissingelementsareallowed.
§ Theverticalandhorizontalflows–together–areneededforsuccess.
1.9 Process Flow of the IMP and IMS Elements TheflowbetweentheIMPandIMSelementsisfocusedondemonstratingincreasingmaturityoftheprogram.Withthisapproach,themeasurementoftheprogramperformancecantakeplaceusingEarnedValuemeasuresofthedeliverablesproducedbytheAccomplishmentCriteria.WhileEarnedValuetraditionallyisappliedtotheTaskswithintheAccomplishmentCriteria,additionalinsightcanbegainedthroughtheassessmentoftheACs.Theseliterallybecomethe“accomplishmentcriteria”ismeasuringtheincreasingmaturity.
Figure8–TheconnectionsbetweentheIMPandIMSelementsareusedtodemonstratetheincreasingmatureoftheprogram.TheseflowscanalsobeconnectedtotheCrossReferenceMatrix(CRM)requiredinmostproposals.Aswelltraceabilityforprogramperformance(EVMSmeasures)isprovidedthroughtheIMPandIMSelementsfromvariouspointsofview.
TheseconnectionsarecriticaltothestructuralintegrityoftheIMS.Theremaybeotherattributes–SOW,SOO,IPTandthelike,butthecoreconnectionsareshownabove.ThisallowstheIMStobe"pickedup"asanIMSoraWBSstructure.TheWBScanbeusedasagroupingfieldfortheActivities,SAs,ACsandPEsifthesummarytasksareignored.ThisisanotherreasontostructuretheIMSfirstasaVerticaltopology.Thentheconnectionsbetweenwork,theExitCriteriaofthatwork(AC)andtheentrycriteriafortheEvents–SAscanbeseparatedfromtheWBS.WhiletheWBSisveryimportanttothecostaccountingfunctionandthecoststructureforthecustomer,ithaslittlevaluetotheassessmentoftheincreasingmaturityoftheIMS.
Thisunderstandingisusuallynotfoundatfirst,whentheconceptofIMP/IMSisintroduced.AtfirsttheconceptofaCDRLasthedeliverableishardtograsp.Especiallyforthosecomingfromthefunctionalorproductionplanningdomain.ThroughPDR,the“product”oftheprogramofrepresentedinitsphysicalformbythecontentsoftheCDRL’s.itistheCDRLthatisdeliveredatthereviewmeetings.
Theremaybelongleaditems,testsoftwareofhardwareatPDR,butthemajorityofwhat“done”lookslikeatPDRandpossiblyCDRand100%atSRRandSFRisthecontentoftheCDRLdocuments.
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1.10 Link Vertically within an Event Capturing,buildingandlinkingeachindividualProgramEventFIRSTprovidesseveralbenefits:
§ Eachprogrameventistreatedasanindividualproject.Thisisactuallythecasemanytimes,whentheProgramiscanceledatPDR.
§ Developmentofeacheventindividualfocusestheteamofthe"increasingmaturityparadigmoftheIMS.Bydefiningthe"eventgrade"deliverables,thedevelopersoftheIMScanrevealwhatisreallytakingplacetoincreasethematurityoftheprogram.
§ ByseparatingthedevelopmentoftheIMSintoProgramEvents,paralleleffortcanbeusedbytheplannerstobuildtheIMS
DownSideofLinkingVerticallyFirst
WhiletheverticallinkingiscriticaltothesuccessoftheIMP/IMS,therearesomedownsidestothisapproach.
§ Thesubjectmatterexperts(SME)needtobevisitedmultipletimes,onceforeachProgramEvent.§ Interdependenciesbetweeneventsthatarenottiedtothecompletionontheevent.§ EachACmustbeselfcontained.§ EachACmustbesplitifitproducesanoutputbeforeitiscomplete.ThesesoundlikeimpedimentstousingtheIMPinproductionenvironment.ButthebenefitsfaroutweightheeffortneededtobuildandmaintaintheIMP/IMS.WhenaPerformanceBasedEarnedValueapproachistakentothemeasuringprogresstoplan,eachACisequivalenttoaWorkPackage.InthePBEVapproachnopartialcompletionisallowed.TheWorkPackageiseither0%downor100%done.Thisisextremeofcourse,so50%canbegivenwhentheworkpackagestartsand50%givenwhenitends.
Inallcases,usingAC’sasthedescriptionofthe“exitcriteria”fortheworkdirectlyconnectstheplanwiththemeasurementof“done.”
IntheEndThisistheWaytoProceed
Bycapturingindividualeventsfirst,thelogicalflowoftheprogramintermsofmaturitycanbediscovered.
Thisapproachalsominimizesthenaturaltendencytobuilda"shopfloor"schedule.Whenhorizontallinkingisfirstused,tasksarestrungtogetheracrossthelifeoftheprogramandtheconceptofanEventisforeverlost.
WhenEventisolationisforcedontheplanners,thistendencyisremoved.OnlylateinthedevelopmentoftheIMSshouldhorizontallinkingtakeplace.Atthisitbecomesclearwhatthe"real"dependenciesareandwheretheyshouldbe.
VerticalExample
TheexamplebelowisaverticallinkingfromTasks,toACs,toSAs,totheProgramEvent.ThereareplaceholderswithineachSummaryBarthatrepresentsthePE,SA,orAC.Thesearethepointsthatcollectthe"children"frombelow.LinkingtheseverticallyFIRSTisthebasisofarrangingtheIMS.
InthissimpleexampleanAccomplishmentCriteriaanditsTasksarelinkedtotheSignificantAccomplishmentsandthentotheProgramEvent.ThedependencycomingfrombelowTask1.1.4isadependencyfromanotherAC,shownintheFigure9.
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Figure9–TheconnectionsoftaskswithintheACmustlandontheplaceholderfortheAC.BecauseMicrosoftProjectdoesnotallowlinkagetoSummaryTasks(Primaveracallsthesehammocktask),anersatztaskisneededto“holdtheplace”oftheAC.ThesameisthecasefortheSAandPE.Withtheseplaceholdersandcomplete“network”canbeconstructedfortheIMSandIMP.Nowidowsororphansforanyelement.
InFigure10,thedependenciesbetweentasksareactuallymadethroughtheACs.TherecanbenoTasktoTasklinkinginIMP/IMS,sincethecompletionofanACisthepre–conditionforstartingthenextAC.Thisforcestheverticallinkingwhileprovidingaminimalsetofhorizontallinks.
Figure10–ThelinkagetotheSAandthentothePEisdoneinthesamewaythelinkagefromtheTaskswithintheAC.ThislinkageiscriticalinmaintainingtheverticalnatureoftheIMPwhileprovidingthebasisforthehorizontalconnectionsoftheIMS.BothVerticalandHorizontalconnectionsareneededintheend.
1.11 Link Horizontally within an Event WithinaProgramEvent,thehorizontalconnectionstakeplacebetweentheACs.ThisdoesnotmeanACtoAClinkage–thiswouldbeaFinish–to–Finishconnection.SincetheACrepresentstheExitCriteriafortheTaskswithintheAC,connectingAC–to–ACisillogical.
LinkingbetweenACsisdonebythefollowingsteps:
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§ ThecompletionofanACisthestartofasuccessorAC.ThefirsttaskinthesuccessorACstartsthatACfromthecompletionofthepredecessorAC.
§ LinkthecompletionofanACtoastartingtaskofasuccessorAC.ThisFinish–to–Startrelationshipstatesthatwhenonesetoftasksofcompleteanothersetcanstart.
§ InthesuccessorAC,theremayneedtobeasingle"collector"tasktitled"startAC",thatisstartingpointfortheAC.
FinishtoStartRelationshipsarePreferred
ThecurrentDCMAguidancefora“Green”IMSistolimitthenumberofnon–FinishtoStartrelationships.Beforethe14–Pointassessmentarrivedin2009,themotivationforFinishtoStarthadtoovercomethetendenciestouseleads,lags,andotherrelationshipstogetthescheduleto“playnice”withtheneedsoftheCAMs.
§ Therelationshipabovemaynotbethefirstlogicalapproach.Sometypeofintermediateconnectionmaybedesirable.Thisisusuallydonewitha"lag"relationshipfromtheFinish–to–Start.
§ Thisshouldnotbedoneforseveralreasons:§ TheLeadandLagrelationshipshidetheconnectionsbetweenACs§ Theserelationshipscause"odd"outcomesfortheMonteCarlomodeling§ Thelogicalpaththroughthenetworkisdisruptedbytheseoffsetrelationships§ Inordertofixthissituation,theACshouldbebrokenuptodefineonlytheFinish–to–Startrelationships.Thiscanbedoneisasimplerule:
Only100%completeproducts(definedbytheExitCriteriaoftheAC)canbeusedtostartanysuccessorwork.Whenitistimetostartlinkinghorizontally,startwiththedependenciesassociatedwiththecompletionofapredecessorevent.Forexample
§ ATaskinCDRthatdependsonPDRcanusethecompletionofPDRasasuccessor.ThisFinishtoStartbetweenthetaskandPDRmakesitclearthattheworkinCDRstartsafterthecompletionofPDR.
§ TherearecaseswheresomethinginCDRneedstostartbeforePDRcompletes.IdentifytheEventthatisthepredecessorpriortoPDRtolinkto.
WithinaProgramEvent,thehorizontalconnectionstakeplacebetweentheACs.ThisdoesnotmeanACtoAClinkage–thiswouldbeaFinish–to–Finishconnection.SincetheACrepresentstheExitCriteriafortheTaskswithintheAC,connectingAC–to–ACisillogical.LinkingbetweenACsisdonebythefollowingsteps:
§ ThecompletionofanACisthestartofasuccessorAC§ LinkthecompletionofanACtoastartingtaskofasuccessorAC.ThisFinish–to–Startrelationshipstatesthatwhenonesetoftasksofcompleteanothersetcanstart.
§ InthesuccessorAC,theremayneedtobeasingle"collector"tasktitled"startAC",thatisstartingpointfortheAC.
Inbothcases,whenthetasksareturnedtoAsSoonAsPossible(ASAP),therewillnotbetheproperpositioningofthestartdates.ThefigurebelowisanexampleoflinkinghorizontallybetweentwoAccomplishmentCriteria.NoTasktoTasklinkingisallowed.OnlyACtoTaskconnectionsareallowed,asshownbelow.
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Figure11–ConnectionsbetweenAccomplishmentCriteria–Theonlyhorizontalconnections,othersthanthestartofacollectionoftasksfromanSAorPE,ismadefromthepredecessorACtothefirsttaskintheSuccessorAC.Inthisway,thedependenciesbetweencollectionsofworkareisolatedtothecompletionofthepreviouscollectionofwork.Thistopologyimprovesthevisibilityinto“done”andisolatespartiallycompletedworkfrombeconsumedbydownstreamactivitiesresultingin“rework”onceitiscompleted.
FinishtoStartRelationshipsareactuallytheRule
§ Therelationshipabovemaynotbethefirstlogicalapproach.Sometypeofintermediateconnectionmaybedesirable.Thisisusuallydonewitha"lag"relationshipfromtheFinish–to–Start.
§ Thisshouldnotbedoneforseveralreasons:§ TheLeadandLagrelationshipshidetheconnectionsbetweenACs§ Theserelationshipscause"odd"outcomesfortheMonteCarlomodeling§ Thelogicalpaththroughthenetworkisdisruptedbytheseoffsetrelationships§ Inordertofixthissituation,theACshouldbebrokenuptodefineonlytheFinish–to–Startrelationships.Thiscanbedoneisasimplerule:
Only100%completeproducts(definedbytheExitCriteriaoftheAC)canbeusedtostartanysuccessorwork.Iflessthan100%maturity(fortheexpectedlevelatthispointintheprogram)isused,severaloutcomesoccur:
§ EarnedValuemustbeevaluatedasapercentcompletethroughanintervieworopinionprocess.theo/100evaluationcannotbeused.
§ Thesuccessorworkeventstarts(entrycriteria)withpartialorincompleteresultsfromthepredecessoreffort.Thisusuallyresultsinrework.
§ Thelogicalflowofproductmaturityisnotclearlyvisible.EarnedValueisthereforedisconnectedfromphysicalpercentcomplete.ThePhysicalPercentCompleteisbestrepresentedbya0%/100%evaluationoftheeffort.“You’reeitherdoneoryou’renotdone.”
ByusingFinishtoStartand0/100,eachworkeffortisseparableinitsevaluationofprogresstoplan.
1.12 Link Horizontally across Events WiththeindividualEventACslinkedinawaythatdescribesthelogicalflowofwork,thenextstepistoconnecttheEventshorizontally.TheremaybethecasethateachEventisinitiatedbythepreviousEvent.Thiswouldbethe"ideal"condition.NoEventshouldstartwithoutthe"permission"receivedfromtheexitofpreviouseventisthe"ideal"condition.ThismaynotalwaysbethecaseandtherearelikelydependenciesbetweenEvents.
TherearethreepopularwaystolinkbetweenindividualEventfiles
§ BuildaSND/RCVfile–asaseparatefile,whichcontainstheconnectionsbetweentwootherfiles.Theselinksarethepredecessor/successorpathwhichincludethefilesystempathname
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§ Hardcodetheeventsineachfile–definedforeachfilewiththedueorsenddatesdefinedasMustFinishOnorMustStartOn.
§ Indicatethedependenciesinseparatefilesandlinkthemintheconsolidatedfile–thenuseamacrotomaketheconnectionsbetweenthesefileswhentheyareassembledintoamasterfile.
Theresomefundamentalweaknessesineachapproach:
§ TheGet/Putfilehaslimitsonthefieldsizeinthepredecessorandsuccessorfields.Forlongpathnames,thislimitationveryquicklyrunsoutofspace.Oncethe255characterlimithasbeenreachedthefieldcannotlingerbeeditedthroughtheUserInterfaceofMSFTProject.
§ TheHardCodedapproachrequiredcontinuousmanagementofthedatesforeachfile.Thisdoesworkwhenthereareasetof“masterdates”forallportionsoftheprogram.
§ Theinterconnectionsarenot“set”untilthe“masterfile”isassembled.ThisapproachworkbestforaIMP/IMSproposaldevelopmentwherethereareaminimalnumberofinterconnectionsbetweenProgramEvents.Foranexecutionschedule,thisisabiggerissue.
TheexampleFigure12showshowtobuildtheconnectionsusingSNDandRCVindicators,thatarethenusedbyaMacrotomaketheconnections(predecessorandsuccessorconnections)whenthetwofilesareinsertedintoamasterfile.
Asanaside–theinsertedfilesshouldnotbeinsertedandProjects,butthetwosummarytasks–thepreambleProgramEventsandtheEventBody–arecopiedandpastedintotheMasterFile.Thisallowseachfileanditscontentstobeattheproperlevel.
LinkingHorizontallyAcrossEventsUsing«SND»and«RCV»fields
Therearemanyapproachestobuildingtheinter–Eventlinks.Asimpleoneistodothismechanically–especiallyforaproposalIMS–usingtextfields.InFigure12,Text21andText22arethetwoplaceswheretheinterconnectionsaremade.
§ Text21istheSenderField–thiscontainsaconcatenationoftheEventLetterandtheUID§ Text22istheReceiverField–thiscontainsthenamefromText21thatisthereceiver
Figure12–thehorizontalconnectionsbetweenprogramfiles–theindividualProgramEvents–ismadethroughaSend(SND)andReceive(RCV)field.TheseconnectionsarethenmadeintoactualpredecessorandsuccessorconnectionsinaMasterFilethroughaVBAmacrothatlocatesmatchingpairsandinsertstheproperlinkage.
Therearemanyconceptsbuiltaroundthenotionof«SND»and«RCV»fields.Acriticallyimportantonethoughistheuseofthe«DELIVERABLES»typeinMicrosoftProjectServer2007.
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§ ShowingtheincreasingmaturityistheroleoftheIntegratedMasterPlan(IMP).
§ ShowinghowthisincreasingmaturitywillbeachievedistheroleoftheIntegratedMasterSchedule(IMS).
§ MeasuringtheincreasingmaturityistheroleoftheEarnedValueManagementSystem.
Figure13–MicrosoftProjectServer2007providesan“outofthebox”solutiontotheinter-filedependencyissuesdescribedabove–theDELIVERABLESfield.ThisapproachcanreplacetheVisualBasicmacrosneededtoconnectthefiles.
ThefundamentalproblemthatistryingtobesolvedwiththeVisualBasiccodingapproachesisthattheindividualfilesare“outofsynch”inregardstotheirinter–filedependencies.TheProjectServerapproachremovesthisissueby“keepingthedependencies”in–synchatalltimes.Atleastwhentheyareout–of–sync,altersalltheplannersoftheproblemsotheycanfixit.
1.13 Integrating the IMP and IMS with Earned Value TheconnectionbetweentheIMP,theIMS,andEarnedValueisacriticalaspectofasuccessfulprogrammanagementprocess.StartingwiththeIMP,thedefinitionofincreasingproductorservicematurityisdefinedthroughtheProgramEvents(PE),SignificantAccomplishments(SA),andAccomplishmentCriteria(AC).ForeachAccomplishmentCriteriaasetofTasksdeliverstheproductsorservicesthatareassessedbytheAC.ThesetasksaresequencedwithintheACandbetweenACs.TheseTasksformtheIntegratedMasterSchedule(IMS).
ConnectingallfouroftheseelementsoftheIMP/IMSisthemeasureofthephysicalpercentcompleteoftheTasks,theresultingcompletionoftheAccomplishmentCriteria,theSignificantAccomplishments,andfinallytheProgramEvent.Theunitsofmeasureofthephysicalpercentcompleteareappliedtothe“plannedvalue”ofthetasks.ThisPlannedValueisthebudgetedcostforworkperformed(BCWS).WiththePhysicalPercentCompleteandtheBCWS,the“EarnedValue”orBCWPcanbecalculated.ItistheEarnedValuethatisusedtomeasuretheprogressoftheproject.Table5describesthe10stepsneededtosuccessfullydeployanEarnedValueManagementSystem.
ThesestepsarebasedonEarnedValueManagement(EVM)principlesandformthebasisofanyPerformanceMeasurementBaselineprocess.IntheendmeasuringperformanceinIMP/IMSisanEarnedValueManagement
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Systemprocess,wherephysicalpercentcompleteisequatedtothecalculatedBCWPofeachWorkPackageandthedetailedtaskscontainedinthatWorkPackage.
StepsinImplementingEarnedValue
DetailsrequiredtosuccessfullyimplementtheEarnedValueManagementprocessesandconnectthemtotheIMP/IMSframework IMP/IMSImplementations
DefineWorkScope
100percentoftheproject'sworkscopeisdefinedusingaworkbreakdownstructure(WBS)
Themostcriticalandmostchallengingrequisitetoemployingearnedvalueistodefinetheproject'stotalworkscope.Ifwhatconstitutes100percentisnotdefined,howcanameasureoftheproject'sperformancebedetermined?Withouta100%referencepoint,itcannotbeascertainedwhether10%,20%,or25%oftheplannedworkhasbeencompleted.
TheWBSistotheprojectmanagerwhattheorganizationchartistotheexecutive—itallowstheprojectmanagertodefineaprojectbylayingoutalltheassignedworkanddecomposingeachtaskintomeasurableworkpackages.
TotalworkisdefinedintheIMSconnectedtotheIMP.
NoworkontheprojectcanbeperformedwithoutbeingdefinedintheIMS.EachAccomplishmentCriteria(AC)definestheExitCriteriaforthedefinedworkintermsof100%complete.
CreateanIntegratedMasterSchedule
Combinecriticalprocesses,definedworkscope,schedule,andestimatedresources,intoanIntegratedMasterSchedulewithdetailedmeasurementsofprogressheldinaControlAccountPlans(CAP)
EarnedvalueprojectmanagementisimplementedwithindetailedCAP,whichconstitutesaformalbottom–upprojectplanningprocess.TheindividualCAPrepresentstheintegrationofallcriticalprocessessuchasworkscope,planning,scheduling,estimating,andauthorization.
TheperformancemeasurementtakesplacewithinthedetailedCAP,andthetotalproject'sperformanceisthesummationofwhatwasreflectedinthedetailedCAPs.Inessence,eachprojectCAPisasubprojectofthetotalprojectthatismanaged,measured,andcontrolledbyaCAPmanager.
TheIMSdescribestheflowofworkasitsupportstheincreasingmaturityoftheprogram
Thisisnotthesameasa“schedule”oftheworkinahorizontalsense.Thosetypesofschedulescanbeusedatthelowestlevelsoftheprogram,butonlyforsequencingtheactivitiesofsomethinglikemanufacturingandassembly.Thiscanbeusedwhereprogressismeasuredbythepassageoftimeandconsumptionofresources.
TheIMSmustshowtheincreasingmaturityintermsofdeliverableswithapre-definedvalue(EarnedValue).Onlythencanphysicalpercentcompletehavemeaningtothemeasureofperformance.
FormallyScheduleControlAccountPlan(CAP)
EachdefinedCAPmustbeplannedandscheduledwithaformalschedulingsystem
Thisisthesinglemostcriticaltoolrequiredtoimplementearnedvalue.Theproject'sschedulingsystemwillportraytheapprovedworkscope,whichiscarefullyplacedintoaspecifictimeframeforperformance.Inearned–valuevernacular,thisscheduledworkwillconstitutetheproject'splannedvalue.Asperformancetakesplaceontheproject,theportionoftheplannedvaluethatisphysicallyaccomplishedbecomestheearnedvalue.Boththeplannedvalueandtheresultingearnedvaluemustusethesamemetricstomeasuretheirperformance.
Theproject'sschedulingsystemis,therefore,criticaltotheemploymentofearnedvaluebecauseitisthevehicletorepresenttheproject'sscope,plannedvalue,andearned–valuemeasurement.Theprojectmasterscheduleisvitaltotheprojectbecauseitconstitutestheprojectmanager'sspecifiedplannedvalueforeveryonetofollow.
EachCAPisfootandtiedwiththeSignificantAccomplishmentsandAccomplishmentCriteriaforthedeliverablesaccountableforintheCAP
CAPsaremorethancollectionsofbudgetsfortheplannedworkpackages.TheyaredescriptionsofhowthatallocatedbudgetwillbeappliedtoproducethedefinedoutcomesintheWorkBreakdownStructure(WBS)throughtheworkeffortsoftheIMS.
AssignEachCAP EachdefinedCAPmustbeassignedtoapermanent ThecriticalsuccessfactorfortheIMP/IMS
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toanAccountableManagerforPerformance
functionalexecutiveforperformance.ThisassignmenteffectivelycommitstheexecutivetooverseetheperformanceofeachCAP.
Projectsarebytheirnaturetransientwithinanyfirm'spermanentorganizationalstructure—theyareauthorized,implemented,andperformed,theneventuallygooutofexistence.Many(perhapsmost)ofthosewhomanagethedetailedperformancethattakesplacewithintheCAPswillnotcarrytheformaltitleof"manager"withinthefirm'spermanentorganizationalstructure;rather,manyormostoftheseCAPmanagersarefunctionalemployeestemporarilyassignedandmatrixedintotheprojectbyoneofthepermanentfunctionalorganizations.Tosecureafirmcommitmentfromthefunctionalexecutiveswhohavetheauthorityandresourcestomaketheplanhappen,itiswisetohaveeachofthedefinedprojectCAPsessentiallyadoptedbyaseniorfunctionpersonwithatitlesuchasvicepresident,director,ormanager.
paradigmistoassigna“businessmanager”fortheplannedwork.ThismanagerisparalleltotheTechnicalManagement
FinanceandBusinessOperationsisequivalenttotheTechnicalManagementoftheprogram.
Assigningbusinessresponsibilityoutsidethetechnicalresponsibilityprovidestheseparationofconcernsneededtoassurethatbothtechnicalprogressandbusinessperformancearebeingmadeontheprogram.
ThePerformanceMeasurementBaseline(PMB)istheshareddocumentusedbybothbusinessandtechnicalmanagement.
EstablishaBaselinethatSummarizesCAPs
Atotalprojectperformancemeasurementbaselinemustbeestablished,whichrepresentsthesummationofthedetailedCAPs.
Thenextrequiredstepistoformatotalbaselineagainstwhichprojectperformancemaybemeasured.SuchbaselinesmustincludealldefinedCAPsplusanymanagement(contingency)reservesthatmaybeheldbytheprojectmanager.Ifmanagementreservesarenotgiventotheprojectmanagerbutareinsteadcontrolledbyaseniormanagementcommittee,theyshouldbeexcludedfromtheprojectperformancebaseline.
Onacommercial–typecontract,thebaselinemayincludesuchthingsasindirectcosts—andevenprofitorfee—tomatchthetotalauthorizedprojectfunds.Internalprojectswilltypicallynotcontainindirectcosts,profits,ormanagementreserves.MostinternalprojectbaselineswillbethesumofthedefinedCAPs.
MeasurePerformanceAgainstSchedule
Periodically,measuretheproject'sscheduleperformanceagainstitsplannedmasterprojectschedule.
Theformallyissuedandcontrolledprojectmasterscheduleconstitutestheproject'splannedscope.Eachtaskdescribedontheprojectmasterschedulecanbeloadedwithestimatedresources,suchashoursordollars,whichareembeddedwithintheauthorizedCAPs.AsperformancetakesplacewithintheCAPs,youcanquantifytherelationshipbetweenthevalueoftheworkscheduledascomparedtothevalueoftheworkaccomplished.Thedifferencebetweentheworkscheduledandworkaccomplishedconstitutestheschedulevarianceinearnedvalue.
Anegativeschedulevariancemeansthatthevalueoftheworkaccomplisheddoesnotmatchthevalueoftheworkscheduled,i.e.,theprojectisfallingbehindinitsscheduledwork.Eachbehind–scheduletaskcanbe
PerformancemeasurementstartsandendwithmeasuresofPhysicalPercentComplete
EachworkpackagemustbecompliantwiththeEarnedValueManagementSystemDescription.ThisusuallydefineshowprogressisbeingmeasuredfortheWorkPackage.
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DetailsrequiredtosuccessfullyimplementtheEarnedValueManagementprocessesandconnectthemtotheIMP/IMSframework IMP/IMSImplementations
assessedregardingitscriticalitytotheproject.Ifthelatetaskisonthecriticalpath,orifthetaskcarriesahighrisktotheproject,effortscanbemadetogetthelatetaskbackonschedule.Conversely,ifataskhaspositivevarianceorisnotconsideredahighrisktotheproject,addedresourcesshouldnotbespenttoaccelerateitsperformance.
MeasureCostEfficiencyAgainsttheCostsIncurred
Periodicallymeasuretheproject'scostperformanceefficiencyrate,whichrepresentstherelationshipbetweentheproject'searnedvalueperformedandthecostsincurredtoachievetheearnedvalue.
Thesinglemostimportantbenefitofemployingearnedvalueisthecostefficiencyreadingsitprovides.Thedifferencebetweenthevalueofworkperformedandthecostsincurredtoaccomplishtheworkprovidesthecost–efficiencyfactor.Ifyouarespendingmoreontheprojectthanitreceivesinvalue,thisreflectsanoverruncondition.Absoluteoverrunshavebeenfoundtobenonrecoverable.Overrunsexpressedasapercentagevaluehavebeenfoundtodeteriorateunlesstheprojecttakesaggressiveactionstomitigatethecondition.
Perhapsofgreatestbenefit,thecostefficiencyratehasbeenfoundtobeusablystablefromthe15percentpointofaprojectcompletionandprogressivelymorestableasitgoesfromthe20percentto30percentto40percentcompletionpoint.Therefore,thecostefficiencyfactorisanimportantmetricforanyprojectmanagerorenterpriseexecutivetomonitor.
ForecastFinalCostsBasedonPerformance
Periodically,forecasttheproject'sfinalcostrequirementsbasedonitsperformanceagainsttheplan.
Oneofthemorebeneficialaspectsoftheearned–valueconceptisitsabilitytoindependentlyforecastthetotalrequiredfundsattheendofaproject,commonlycalledthe"estimateatcompletion."Basedonprojectperformanceagainsttheplan,aprojectmanagercanaccuratelyestimatethetotalfundsrequiredtofinishthejobwithinafiniterangeofvalues.
Thesestatisticalestimatesaresomethinglikeagrass–rootssanitycheckagainstestimatesbasedmoreonwishfulthinkingbecausetheyprovideamorerealisticestimateofthevaluesneededtofinishthejob—unlesssomeonehasapreconceivednotionofwhatthatvalueshouldbe.AsreflectedinFigure1,iftheearned–valuestatisticalestimatesaregreaterthanthe"official"projectestimatestocompletetheproject,someoneinaseniormanagementpositionshouldreconciletheseprofessionaldifferencesofopinion.
ManageRemainingWork
Continuouslymanagetheproject'sremainingwork.Theresultsachievedtodateonaproject,goodorbad,areineffect"sunkcosts"—goneforever.Thus,anyimprovementsinperformancemustcomefromfuturework—tasksaheadofthelateststatusdate.Earnedvalueallowstheprojectmanagertoaccuratelymeasurethecostandscheduleperformanceachievedtodate.If
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DetailsrequiredtosuccessfullyimplementtheEarnedValueManagementprocessesandconnectthemtotheIMP/IMSframework IMP/IMSImplementations
theresultsthusfararelessthandesired,theprojectmanagercanexertamoreaggressivepostureonallfuturework.Earnedvalue,becauseitallowstheprojecttoaccuratelyquantifythevalueofitsworkachieved,allowstheprojectmanagertoalsoquantifythevalueoftheworkaheadtostaywithintheobjectivessetbymanagement.
ManageBaselineChanges
Continuouslymaintaintheproject'sbaselinebymanagingallchangestothebaseline.
Theprojectperformancemeasurementbaselineputinplaceatthestartoftheprojectisonlyasgoodasthemanagementofallproposedchangestothebaselineduringthedurationoftheproject.Anyperformancebaselinebecomesinvalidifitfailstoincorporatechangesintotheapprovedbaselineeitherbytheadditiontooreliminationofaddedworkscope.
Allnewchangesofprojectworkmustbeaddressedeitherbytheapprovalorrejectionofchanges.Fortheinitialbaselinetoremainvalid,everychangemustbecloselymanaged.Maintainingabaselineisaschallengingastheinitialdefinitionoftheprojectscopeatthestartoftheproject.
Table5–These10processesmustbeimplementedinorderforEarnedValuetobeusefulintheIMP/IMSenvironment.Theseconceptsaretakendirectlyfrom“EarnedValueProjectManagement:APowerfulToolforSoftwareProjects,”QuentinFlemingandJoelKoppelman,CrossTalk,July1998
1.14 Summary § BuildeachProgramEventbyasking“whatmustbeaccomplishedtosuccessfullycompletetheevent?”ThisisatopdowndevelopmentoftheSignificantAccomplishments.
§ Ask“whataretheexitcriteriaforthe“yettobedefined”workthatallowtheSignificantAccomplishmentstorealized?
§ WhatisthelogicalorderfortheseSignificantAccomplishments?Thatis,howdoestheincreasingmaturityoftheSignificantAccomplishmentsflowthoughtheprogram?Whataccomplishmentsmustbeaccomplishedfirst?Showthisflowintheformofamapmovingfromlefttoright.Thislookslikeaflowchart,butit’samaturityflowchart.Figure15isanexample.
§ WiththisIMPinplace,definetheworkneededtodelivertheoutcomesfromeachAccomplishmentCriteria.ThesearenaturallythehighlevelWorkPackages.Eachworkpackageproducesa100%complete–completetothedefinelevelofmaturityforthatspecificprogramevent–deliverable(initial,preliminary,critical,final,firstarticle,engineeringdesignunit,testready,initialoperations,finaloperations).
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§ BuildingtheIMPrequiresdiscipline,rigor,skill,andexperience.
§ FollowingthestepsinFigure3isthestartingpointforthedisciplineandrigor.
§ DeviationstoFigure3usuallyresultinadisappointingresult.Inotherwords“don’tchangetheprocessunlessyouhavetheskillandexperiencetoknowthedifferentbetweenagoodchangeandabadchange.
2 Process Flow to Build The Integrated Master Plan (IMP) BuildingtheIntegratedMasterPlanisastepbystepprocess.EachstepisneededforasuccessfulIMP.Eachstepshouldbeperformedintherightsequence,althoughthisisprobablyneverthecaseinpractice.
ButitiscriticaltounderstandhoweachstepbuildsthematurityoftheIMPitselfaswellasbuildsthedescriptionoftheincreasingmaturityoftheproductorservicedescribedbytheIMP.
Itwillberepeatedmanytimestocome,don’tmakechangestothisprocessunlessyou’vebeendowntheroadofIMP/IMSconstructionandhavehadasuccessfulconclusion–awinningproposal,a“Blue”IMSatIBR,oranyotherexternalacknowledgethatyou’renowan“IMP/IMS-er”
Figure14–theprocessflowfordevelopingtheIMPshouldbestrictlyfollowed.IthasbeenshownthatnotfollowingthisflowleadstoconfusionandreworkoftheIMPelements.Eachstepmustbeevaluatedforitscompletenessandsuitabilityforuse.Ifthisisnotdone,reworkandlostworkwillresult.Intheproposalenvironment,timeandresourcesarelimited.Managingtheproposalasa“timeboxed”projectisthestartingpointforsuccess.
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FormtheIMPTeam
ThisteamistheProgramandTechnicalarchitectureleadersoftheproject.Thisteamisthe"thoughtleaders"ofhowtheprogramwillproceed.Ifit'saproposal,thenthisconversationisdrivenbytheRFP,winthemesandalltheCDRL,DRD,DIDandotherDoD5000.2procurementprocessesanddocuments.Ifthisisacommercialprogram,thentheBusinessCaseandtheBusinessStrategy(fromtheBalancedScorecard)drivesthisconversation.Theoutputofthiseffortisadatadictionary,which:§ DefinesthecontentsofeachWBSelementstoaleveldetailthatcostestimatorsandplannercandetermine.§ WBSElement1.5.4.5.–SystemsIntegrationTestEquipmentPlanning–ThiselementincludestheefforttoidentifyrequirementsandspecifytypesandquantitiesoftestequipmentneededtosupporttheSystemIntegrationandTestprocess.Itdoesnotincludethedesignorprocurementofsuchequipment,whichiscoveredinElement1.5.4.6.
GatherInputsfromtheSystemsEngineersintermsofSystemsBehaviors
Reviewtherequirementsfortheprogramthroughallthesources.Thisincludes:§ 5000.2SETR(SystemsEngineeringTechnicalReview)-SETRsareanintegralpartofthesystemsengineeringprocessandlifecyclemanagement,andareconsistentwithexistingandemergingcommercial/industrialstandards.Thesereviewsarenottheplaceforproblemsolving,buttoverifythatproblemsolvinghasbeenaccomplished.AlongwiththeSETRisaProgramManagementRiskAssessmentchecklist.ThiscanbeusedtoverifyalltheelementsoftheProgramEventhavebeenaddressed.Thischecklistcanbefoundathttp://www.navair.navy.mil/kms/41G/
§ SOO/SOW§ CDRLS§ SectionLandSectionM–SectionListheguidetopreparingtheproposal.Itwillcontaininstructionsonformatting,neededdata,pagelimits,andthestructureoftherespondingvolumes.SectionMistheevaluationproceduresfortheproposal.Theevaluationfactorsandsubfactorsarelisted.
§ ConceptofOperations§ Governmentmilestones(DoD5000.2processflow)
EstablishCriteriafortheAccomplishments–EntryCriteriafortheAccomplishments
TheEventdictionarydescribestheoutcomeofeachevent.NAVAIRandDAUhavedefinitionsandchecklistsforeacheventthroughCDR.Thesecriteria
DefineandorDeriveDeliverableproducts
FromtheStatementofWork(SOW),CDRL,orotherdocuments,determinethedeliverablesfortheProgramEvent(PE),SignificantAccomplishments(SA),andAccomplishmentCriteria(AC).Thesedeliverablesmustbetangible,measureableartifactsoftheworkeffort.Theymustbe“things”thatcanbeseen,touched,measured,weighed,orinsomeway“madeevident.”Theyarephysicallythe“evidentiarymaterials”oftheworkeffort.
Assuch,thetestofadeliverableisneverthecompletionoftheeffortortheconsumptionoftheresources.Itissomethingphysicallycomplete.An“object”thathasbeenproducedbytheworkeffort.Anewstateoftheprogram.Soformofvisible,tangibledifferenceintheprogram.
DefineEventsforProgramandProducts
DoD5000.02providessampleevents.Startwiththese.Therewillbeothers.ManyRFP’sallowtheproposaltodefineeventsthatindicateincreasingmaturitythatarenotpartoftheDoD5000.2sequenceofevents.AnothergoodsourceofProgramEventsandtheirdetaileddescriptionsistheNAVAIRSystemsEngineeringTechnologyReview(SETR),http://www.navair.navy.mil/kms/41G/.TherearehandbooksandchecklistsforeachProgramEvent.ThiscanbeusedasstartingpointsfortheentrycriteriafortheeventtoaugmentthetechnicalSignificantAccomplishments.
ThereisaCDthatcanbeorder(forfree)fromNAVAIR.ThisshouldbethestartingpointforIMPdevelopment.
DefineIPTStructuretoImplementProductStructure
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Define
ExpandWBStoIPTStructure
TheWBS
ProducetheProductIMPMatrixwiththeCWBS
TheProductIMP
DefineProgramDemonstrationcapabilities
Programcapabilities
Defineaccomplishmentsforeachcapability
Eachcapability
Settheorderoftheprogramevents
Orderofprogramevents
SelecttopicsforIMPnarratives
IMPnarratives
Definetasksandworkproductsforeachaccomplishment
Taskandworkproducts
Demonstratehowsubjectaremanaged
Managingsubjects
SummaryofIMPwithE/A/C
SummarizetheIMP
InitialapprovaloftheIMP
ApprovaloftheIMP
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ExampleIMP
ThefigurebelowisanexampleIMP.Thisexampleshowsanindentedschedulewiththesummarytaskshidden.Therowsarezero(0)durationactivitieswhichrepresentthePE/SA/ACelementsoftheIMP.
Figure15–asampleofanIMPproducedfromaMicrosoftProjectfile.ThisviewistakenfromtheplaceholdersinthefilethatrepresenttheindividualIMPelements.TheIMPnumberingisinsertedbyamacroaswellastheprefixinfrontofeachIMPphrase.ThephrasecontentsaretakenfromthesummarytasksintheGanttviewofthefile.
TheProgramEventisinasinglefile,with2SignificantAccomplishments(cleverlynamesSA1andSA2).EachSAhas2AccomplishmentCriteria(AC1.1,AC1.2andAC2.1,AC2.2).
Whilethismaylooktoosimple,arealIMPisstructureisconstructedinthesameway.
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§ EachProgramEventisatransitionpoint§ EachSignificantAccomplishmentisaninterimorcriticalactivitythatmustbecompletedpriortotheProgramEvent(PE)
§ EachAccomplishmentCriteria(AC)isameasureableindicatorthatdemonstratesthattheworkintheIMShasbeencompletedasdefinedintheIMPdictionary.
2.1 Defining the Program Events IdentifyingProgramEventsstartswiththegovernmentseventsdefinedintheRFPandreferencedocuments.
Therearethreebasicphasesoftheseevents:
§ FromcontractawardtoCriticalDesignReview§ FromCDRtoInitialProductcomplete§ Frominitialproducttofullrateproduct§ Majorprogrameventsareopportunitiestogaugeprogramstatus...
Thereisnosetrequirementforwhatwillbedefinedasamilestoneorevent,butMILStandard1521Bcontainsthetraditionalmajorprogrameventsandservesasagoodstartingpoint.
§ An“event”isakeypointintheprogramwherewecanmeasureprogresstodeterminewhetheritisappropriatetoproceedtothenextseriesofactivities.Interimstatusreviewsmayneedtobeinsertedtopreludeexcessivetimebetweenevents.
§ Eventsallowustoaskpermissionofthecustomertoproceed.Assuch,wemuststructuretheSAsandACstowardthisgoalandmostimportantlygettingtheproperanswerto–canweproceedtothenestevent?
StatementofWork(SOW)
FromtheStatementofWork(SOW)
RFPSectionL&M
SectionL&MoftheRFP
InternalIMP/IMSProcess
InternalIMP/IMSprocesses
IEEE
IEEESystemsManagement
NAVAIRINST4355.19
NAVAIR4355.19
DoD5000.21A
DoD5000.21A
NAVAIRSystemsEngineeringHandbookSupplement
NAVAIRSystemsEngineeringHandbookSupplement
NAVAIRAcquisitionGuide2003
NAVAIRAcquisitionGuide2003
EIA–632ProcessesforSystemEngineering
EIA–632ProcessesforSystemEngineering
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§ SignificantAccomplishments(SA)definethe“Entry”criteriafortheProgramEvent.
§ ThelogicalflowoftheSAsshowstheincreasingmaturityofthedeliverablesneededtosuccessfullycompletetheProgramEvent(PE).
§ Thematurityofthesedeliverablesisdefinedbythe“EventDictionary.”
MIL–STD–1521B
MIL–STD–1521B
2.2 Defining the Significant Accomplishment for each Program Event TheSignificantAccomplishments(SA)or"Accomplishments"aretheentrycriteriaoftheProgramEvents.AsentrycriteriatheSA'sshould:
§ DescribetheconditionsforthesuccessfulcompletionoftheProgramEvent.ForexampleforPDR–whataretheAccomplishmentsneededforasuccess.
OneeffectivewayofcapturingtheSAsisthroughamini–kaizenprocessthatdefinestheSAprocessflowforeachProgramEventProgramEvent.Thisisdoneusinga"swimlane"approachwheretheSAsflowfromlefttorightandtoptobottom,terminatingonaProgramEvent.EachSAislinkedto"downstream"SAstocreatetheprocessflowthatassurestheincreasingmaturityoftheProgramEvent.
Thefollowingfigureshowstheoutcomefromonesuchmini–kaizenprocess.FortheProgramEventAscentAerodynamicsConfirmed,thereare11SignificantAccomplishments,eacharrangedinthesequenceneededtoincreasethematurityofthiseventanddescribetoflowofworkcontainedintheAccomplishmentCriteriaandthesupportingTasks.
Figure16–definingtheSignificantAccomplishmentsforaProgramEventinthiswayshowsboththeincreasingmaturityandtheIPTstreamsthatproducethismaturity.Thedevelopmentofthis“picture”oftheProgramEventtakesplaceusingaMini–ProductKaizen.SystemsEngineeringandPlanningandControlssitinaroomandworkouttheprocessflowoftheSAsfortheEvent.Fromthisstructure,theIMPcanbedevelopeddirectly.ThisisamuchbetterapproachthenjustlistingtheSAsandtheresultingACsinalinearmanner.
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SystemsandSubsystems
TheallocationofSystemsandSubsystemsstartswithaSystemsEngineeringviewoftheprogram.TheinterdependenciesbetweentheSystemsandSubsystems,drivethestructureoftheIntegratedMasterPlan(IMP).
Thedefinitionsofinterfaces,definesthecouplingandcohesionmeasuresbetweenthesesystemelements.TheIMPneedstoidentifytheseinterfaces,theirimpactonthecredibilityoftheIMP,andthevisibleconnectionsastheprogrammovesfromlefttorightinitsmaturity.
IPTflows
EachIntegratedProductTeamisthebasisoftheflowofvalueforeachProgramEvent.TheIPT“swimlanes”arethestructuretoidentifytheinterdependenciesbetweentheSignificantAccomplishments.TheseIPT’sareusuallyallocatedfromexternalfirms–actualIPTs,internalCentersofExcellence,orspecificengineeringdisciplines.
TheIPTflowconceptpresentstheorganizationalelementsoftheProgramEventmappedagainsttheSignificantAccomplishments.TheseconnectionsaredevelopedthroughaProgrammaticSystemsArchitectureDevelopmentKaizenmeeting
ProductMaturity
TheflowofmaturityistherealpurposeoftheIMP.ThechallengeistodefinewhatthemeasuresofmaturityinunitsofmeasurethataremeaningfultoPP&CforcapturingPhysicalPercentCompleteandthesystemengineeringstaffinthedescriptionofthedevelopmentoftheprogram.
ThiseffortstartswithcapturingwhatSignificantAccomplishmentsfromeachIPTareneededfortheProgramEvent.Thesearethe“entry”criteria.
WorkProducts
TestStepsorArtifacts
2.3 Defining the ACs for each SA
Subsystems
CDRLS,DID,DRD
SystemsEngineeringGuidebooks
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3 Building the Integrated Master Schedule (IMS) WiththeIMPinhead,it’stimetostartthefirstcutattheIntegratedMasterSchedule.Thisisaniterativeandincrementalprocess,justliketheIMP.WiththedefinitionsoftheIMPandIMSelements,letuslookatasimple–andnotional–pictureoftheIMPandtheIMS.
EachSignificantAccomplishment(SA)anditsAccomplishmentCriteria(AC)definesthe“flowofincreasingmaturity”fortheprogram.TheIMSshowstheworkneededtoproducethisflow.RememberingeachACistheexitcriteriaforthecollectionoftasksthatproducetheincreasingflowofmaturity.ThefirststepistocreateaWorkPackagefromeachAccomplishmentCriteria.Theseworkpackagesmaybetoolargeortoosmall,butinthefirstiterationthisstepproducesvalue.
Figure17–ThenotionalconceptofanIMPandanIMSdescribestheTasksneededtocompletetheAccomplishmentCriteria(AC).TheseAccomplishmentCriteriainturndefinetheincreasingmaturityoftheworkproductsinsupportoftheSignificantAccomplishments.
TheIntegratedMasterPlan(IMP)shouldcoverthefollowing:
§ TheTechnicalSolution§ UnderstandingtheProblem–TheBackgroundofthesituationdescribingwhythereisaproblemandwhatneedstobesolved.TheScopeoftheprogram.TheProgramObjectives
§ DescriptionofSolution–awrittendiscussionoftheproposedsolution§ Deliverables–theCLINs,CDRLs,thereviews
§ TheManagementSolution§ TheOrganizationalStructureoftheSuppliersandtheCustomer§ ManagementPlansdescribedintheWBS,SOW,IMP/IMSandtheriskassociatedwiththese§ TheManagementProcesses,includingquality,risk,productdevelopment§ TheContractingElementsincludingPrice,theTermsandConditions,anyWarranties
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§ TheIMSisanintegrated,networked,multi-layeredscheduleofprogramtaskstocompletetheworkeffortcapturedintheIMP.
§ TheIMSshouldincludeallIMPeventsandaccomplishmentsandsupporteachaccomplishmentclosurecriteria.
§ TheIMSisaperformanceforecastingtoolaswellasaMasterScheduleandRiskidentificationtool.
§ TheIMSconnectstheIMP,whichshowstheincreasingmaturityoftheprogramwiththeactivitiesneededtoproducetheevidencethatmaturityisincreasing.
§ ThroughPDRthemajorityoftheworkisbuildingthedeliverablesfromtheCDRLs
§ Buildingtheinitialplanofthe“plannedoutcomes”fromtheCDRLs–astheirmaturityisdefined–isthestartingpoint
§ EachCDRLshouldbeassignedtoasingleACandbeconnectedtoasinglePEforthedefinedmaturitylevel.
§ TheCapabilitiesSolution§ PastPerformanceRelativetothisprogramandanyKeySupplier’sdatathatdescribedpastperformance§ FacilitiesandEquipmentneededtosuccessfullydelivertheproductincludingInternalandKeySuppliers§ AnyKeyPersonnelIPTLeadNamesandResumesandtheKeySupplier’sLeadNamesandResumes
§ TheCostSolution§ SupplierCosts§ MaterialCosts§ CapitalExpenditures§ EngineeringandotherLaborCosts
3.1 Building a CDRLs plan TheCDRLsdeliverablesplanisusuallyahugemess.CDRLsareassigneddeliverydatesbefore,during,andafterProgramEvents.DifferentversionorrevisionsoftheCDRLsaredueatdifferentpointsintheprogram.Keepingtrackofallthesemovingparts,startswiththeunderstandingofwhattheCDRLsactuallysayinthebodyoftheirtextaboutdelivery.Severalapproachescanbetaken:
§ Buildadatabasethatkeepstrackofallthedependencies§ BuildaschedulethatdescribesthedeliveryoftheCDRLsThismayappearoverkillbutitisnot.TheCDRLcomplianceisacriticalfactorthroughPDR.AlsotheCDRL’saretheactualdeliverablesthroughPDR,sinceuptothatpointtheprogramrarelyproducesarehardwareorsoftwareproducts–justdesigns,models,tradestudiesandotherpaperbasedassessments.
InsidetheCDRLsarereferencestootherdependencieslikedates,reviewcyclesandthelike.
3.2 The Integrated Master Schedule (IMS) TheIMSisalivingdocumentthatiscontinuouslyupdatedtoreflecttheprogressoftheprogramorproject.TheIMSshould:[Guide05]
§ MaintainconsistencywiththeIMP§ Illustratetheinterrelationshipsamongevents,accomplishments,criteria,andtasks
§ Indicatethestartandcompletiondatesanddurationforeachevent,accomplishment,criterionandtask
§ Provideforcriticalpathanalysis§ Providetheabilitytosortschedulesmultipleways(e.g.,byevent,byIntegratedProductTeam(IPT),orbyWBS)
§ Providescheduleupdatesonaregularbasis,indicatingcompletedactions,scheduleslips,andrescheduledactions
§ ProvidethecapabilityfortheGovernment,contractor,orsupportcontractorstoperform“whatif”scheduleexerciseswithoutmodifyingthemasterprogramschedule
§ MaintainconsistencywiththeworkpackagedefinitionsandtheEarnedValueManagementSystem(EVMS)§ BetraceablebetweentheWBSitemssupportedbyeachIMStask§ Beverticallyandhorizontallytraceabletothecostandschedulereportinginstrument(e.g.,CostPerformanceReport(CPR))
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AnExampleIMS
TheIntegratedMasterScheduleisderivedfromtheIntegratedMasterSchedule.TheexamplebelowissimilartothesimpleIMPintheprevioussection:
TheIMSisEventBased
Thissoundslikearestatementoftheobvious,butitismoresubtlethanthat:
§ EventBasedmeansthereisonescheduleforeachEvent.§ EachEventisheldinaseparate,self-containedschedule.§ AlltheworkthatgoesintoasingleEventisinasingleschedule.§ Thisrepeatedthemeneedstoberepeatedallthetime–EventBasedPlanningisadifferentparadigmfromhorizontal,functionalplanning.
3.3 Structuring the IMS DonotstructuretheIMSbyWBS.BuildtheIMSfromtheACs,thenassigntheWBSnumberstotheTasksintheIMS.
Theseassignmentsmayrevealtheill–logicalstructureoftheWBS
WiththeWBSassignments,theIMScanbeGroupedtolooklikeaWBSstructuredprojectplan.
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4 The Work Breakdown Structure (WBS) TheWorkBreakdownStructure(WBS)isoneofthemostmisused,misapplied,troublesomeconceptsinprogrammanagement.ThefirststepinbuildingtheIMPandtheresultingIMSistoresistthetemptationtostartwiththeWBS.TheWBSisatoolthatdefinesaprojectandgroupstheproject’sdiscreteworkelementsinawaythathelpsorganizeanddefinethetotalworkscopefortheproject.AWBSelementmaybeaproduct,aservice,ordataassociatedwitheitherofthese.TheWBSprovidestheframeworkfordetailedcostestimatingandcontrolalongwithprovidingguidanceforsupplementalscheduledevelopmentandcontrol.BeforetheIMPandIMSaredeveloped,theWBStakesasecondaryroleinstructuringtheprogramfromtheperformancemeasurementpointofview.
ItisimportanttorememberthattheWBSisprimarilyacostcollectionmechanism.TheIMPandIMSareprogrammaturityassessmentmechanisms.ThetwoshouldnotbemixeduntiltheIMPisdefinedandtheIMSelementsidentified.OnlythenshouldtheWBSelementsbeassessed.
EachdescendingleveloftheWBSrepresentsanincreasinglevelofdetaileddefinitionoftheprojectwork.Asyou
StatementOfWork(SOW)
TheStatementofWork(SOW)isthestartingpointfortheWBSassignments.Inmanycases,theRFPwillprovideaWBS,whichthecontractorisrequiredtoturnintoaCWBS.InmostofthesecasetheWBSisnotaswellformedastheauthorsoftheRFPthinkitis.ThisisnotbecausetheyhavenotworkedhardtoconstructtheWBS.Itisbecausetheyarenotusuallyonthe“productconstruction”sideoftheWBSandtheCWBSandcannotseethedetailsofhowtomakeitbetter.
AccomplishmentCriteria
CDRLs
IntheIMSeachAccomplishmentCriteriaisassociatedwithaCDRL(DRDinsomeotherdomains).
Thisdoesn'tmeanthat'sallthatisassociatedwiththeAC,butCDRLsareone–to–onewithACs.Thereasonforthisis:
§ TheproductionofaCDRLrepresentstheoutcomeofsomeeffortthatisdocumentedbytheCDRL.§ TheCDRLisadeliverabletothegovernmentandtheACistheexitcriteriaforthateffort.§ eachACisassociatedwithaCDRL§ multipleCDRLversiontraceablehorizontallythroughtheProgramEvents
PhysicalProducts
TheproductsandservicesoftheprojectmustbeidentifiedattheACleveloftheIMS.
OnewaytostartthisiswiththeWBSifitisaproductWBS.MatchingtheProductIMSagainsttheSystemDecomposition–usuallyheldinsomesortofrequirementsmanagementsystem,likeDOORS–isthesourceoftheseproductelements
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4.1 To Indent or Not Indent That is the Question
Assumptions
TheIMSandtheIMPthesupportsitneedtobeafullyformednetworkofactivities.ThepathsthroughtheIMSmustbefullyconnected.NoWidowsorOrphansinthisnetwork.Todothis,theIMPandtheIMSneedtobefullyconnected.ThatisallactivitiesintheIMPandIMSmustbeinasinglelogicalnetwork.Thisisimportantforseveralreasons:
§ TheMonteCarlosimulationoftheIMSusestheIMPelementsascollectionnodes§ TheproposalwordingaboutthecredibilityoftheIMSissupportedbystartingwiththeverticalconnectionsoftheProgramEvents
TherearetwoapproachestobuildingtheIMS
§ Indented§ Unindebted§ IndentedTheindentedIMShassummarytasks.ThesesummariesarethelogicalplacesforthePE/SA/ACelementsoftheIMP.TheproblemisthesesummarytaskscannotbelinkedtoformanetworkfortheIMS
4.2 Capturing the AC contents ThetasksintheACscanbecapturedinseveralways:
§ SimpleentryintotheMPPfile§ Entryintoaseparateworksheet
TheSeparateWorksheetApproach
Thisprocesshasseveraladvantagesandsomedisadvantages
§ TheworkofdefiningtheTasksfortheACscantakeplaceinparallel.Thisspeedstheentry,sincethesubjectmatterexperts(SME)canworkindependentfromtheplanners
§ TheworksheetnarrowtofocustosingleACs.TheSMEsarenotdivertedinto"bigpicture"issues,butinsteadworkonlyontheeffortneededforeachACasapackage–a"lumpofwork."
§ Thecapturingoftheworkisincremental.Theworksheetsaregatheredovertimeintoa"pileofwork,"managedbyoneofmoreplannersindependentoftheauthorsoftheACworksheets.This"staging"oftheworksupportstheparallelnatureoftheprocesses,buffersthecollectionprocessbyremovingtherealtimeneedtoenterdatawhentheknowledgeisavailable.
§ Theindependentdatacapturingandstorage(inaspreadsheetofWordfile)protectsthedataincaseofa"crash"ofMSFTProject.
Therearesomedisadvantagesaswell
Theformatofthedatacapturesheetmanyvary,butitneedstomatchtheentryofthetasksinProject.Usuallythisformatincludes:
§ Taskdescription§ Duration§ PredecessorsandSuccessorswithintheAC§ WBS,SOW,CDRL,etcMaintainingtheintegrityofthisformatrequirescareandmanagement.Randomdataformscannotbeused,sincetheprocessofcutandpaste"istheonlywaytosavetime.
Durations
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MostEarnedValueManagementSystemDescriptionslimitthedurationofWorkPackagesto60calendardaysorlessforthemajorityofworkonthecurrentrollingwave.Withthisguidance,theAccomplishmentCriteria(AC),thisisastartingpointtoboundingthedurationoftheworkefforts.
ForPlanningPackages,thisboundislarger,butsomerationalforthedurationofWorkPackagesneedstobeinplace.
DurationConfidence
ThecapturingoftaskandAccomplishmentCriteria(AC)durationsneedstobebasedonaMostLikelyestimateandanordinalrankingofthevarianceonthisestimate.
4.3 Building the IMS BuildingIMSfromtheIMPstartswithgatheringthetasksthatdefinethecompletionoftheAccomplishmentCriteria(AC).
Thiseffortmustalsocollect“riskadjusted”durationforeachtaskaswellasthedependenciesbetweentasks.
WhatisneededfromeachIPTLeadinordertobuildtheIntegratedMasterScheduleinatrulyintegratedmanneris:
§ Taskname–atwolinedescriptionofwhatworkmustbeperformedtocompletetheAC.Keepthissimplewithapresenttenseverbandincludethedeliverableanditsmaturity
§ Duration–thisisusually10–to45daysforthefirstrollingwaveoftasks.Nothinglessthan30daysfortasksbeyondthefirstrollingwave.OneguideistonothavetheACcrossmorethanone(1)accountingperiod.ThismayappearoverlydetailedbutitdrivesthemeasurementofEarnedValue.AllLevelofEfforttasksshouldbekeptinaseparateIMSfile.Trytolimitthenumberoftaskstoaround10perACforthefirstroundofcapturingworkeffortforeachAC.
§ Sequenceofexecution,withpredecessorsandsuccessorswithintheAC.ThissequenceshouldfollowtheFinishtoStartapproachfortheACsthemselves.2
§ Someformofordinalriskrankingforeachtasktoprovideguidance§ AssemblingtheIMSfromtheIMPrequirescareanddiscipline.Thisisnotthetimethethrowthingstogether.
2ThereisacommunitythatthinkstheFinishtoStart(FS)relationshipapproachisoverlyconstrainingtotheir“schedulingstyle.”TheprimaryreasonforFSrelationshipsistopreventthepropagationofincompleteworkasthebasisofstartingnewwork.Thisphilosophyof“finishingyourpreviousworkbeforestartingthenextjob”isthebasisofacrediblescheduleaswellasacrediblequalityassuranceprocess–technicalriskreduction.TheobjectionstothisFSapproachcomefromavarietyofsources.(1)Itismoreworkonthepartoftheplanners.TwotaskswithaStart-to-startPlus30days,ismucheasierthanfiguringoutwhatactuallystartsthesecondtaskotherthanthepassageoftime;(2)Itallowstheresponsibleparty(usuallytheCAM)tohidethedetailsofthedependenciesonthetwotasks.Thismaybeforgoodreason–shedoesnotactuallyknowwhatthedependenciesareexpectthatonestarts30daysaftertheother;andfinally(3)it’sjustplaineasiertodoandthereforeistheminimumeffort.
Theresultisaschedulethathas“hidden”dependencies.”Thisisbadforseveralreasons:(1)SeeingthesedependenciescanonlytakeplacebylookinginthepredecessororsuccessorfieldsofMSProject;(2)Thedynamicnatureoftheschedule(freenessforthetaskstomove)isrestrictedintheMonteCarloSimulations;(3)ThedrawingofthePERTprocessflowisnolongerlinearfromlefttoright,buttheflowgoesbackward.
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§ GathertasksforeachAC–linktasksintra–ACfirst.ThelasttaskintheACmust"tree"totheACplaceholder.ThefirsttaskintheACisleftunattachedforthemomentuntilalltheACshavebeendefined.
§ AssesstheEventdurationby"treeing"alltheACstotheirrespectiveSAsandtheSAstotheProgramEvent.Thentheinter–AClinkingcanstart.
Figure18showshowthetasksarelinkedwithintheAccomplishmentCriteriafirstbeforeproceedingtodoanyother–inter-AC–linking.
Figure18–LinkingthetaskstotheAccomplishmentCriteriawithineachACfirstistheprocessusedtomaintaintheintegrityoftheACbeforestartingtolinkbetweenACs.ThisstructureisthebasisofindividualWorkPackagesthatcanthenbemeasuredwithPhysicalPercentCompletefortheWorkPackageandApportionedMilestoneswithintheWorkPackageitself.
InthisapproachthereisnoTasktoTasklinking–onlyACtoTask,SAtoTask,PEtoTask,orExternalpredecessortoTask.IfACtoAClinksweremade,theywouldbeFinish–to–Finish,whichnotmakesense.
BuildingCredibilityintotheIntegratedMasterSchedule
EachACmustproducearesultthatisa100%“assessable”item.Nopartialpercentcompleteassessmentisallowed
Focusonthematurationassessment,inthesamewayasSA/ACmaturitystatements.Foranactiverollingwave:
§ Eachtaskshouldhaveadurationof10to40days.InmanyEVMSSystemDescriptions,theWorkPackagesarelimitedto60calendardaysor45workdays.ThisadherestotheconceptofWorkPackagescrossingonlyoneaccountingperiod.
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§ ForPlanningPackagestheWorkPackagedurationscanbelongerandthedetailsoftheircontentvaguer.ButacriticalpathtotheendofthecontractmustgothroughthePlanningPackages.Soconsiderationoftheircontentmustbeperformed
§ Eachtaskhasadurationsufficientlydetailedtoassignedresourcesanddefinesthecompletionperformancemetrics
§ ButnotsonarrowlydefinedtolimittherearrangementoftaskswhentheplanningPackageisturnedintoanexecutionpackage.
LinkingtaskstoAccomplishmentCriteriadefinesthefoundationforWorkPackages:
§ AnAccomplishmentCriteriawillhaveitstaskslinkedtoeachotherwithintheACfirst,thenfromanotherAC(predecessor)ortoataskinanotherAC(successor).Whenthe“last”task(s)inthecollectionoftasksiscomplete,theACwillbe100%complete
§ TaskdependencieswithintheACmustbeFinish–to–StartTheinitiationofthe“first”taskinthecollectionoftasksshouldbestartedbythecompletionofapreviousACasa1stchoiceIfthisisnotpossible,the“first”taskcanbestartedbythecompletionofaprevioustaskinanotherAC,butthisshouldnotbethefirstchoice.IfallthetasksaredefinedforthecompletionofanACfirst,thenitshouldbeobvioushowtostartthiscollection.
§ Getthecollectiondefined,linked,andconnectedtothecompletionoftheACfirstandonlythenstartlinkingtheACstogether.
4.4 Connecting Cost and Schedule Insomecases,costandscheduleneedstobejoinedfortheproposal.AlwayscostandschedulewillbeconnectedatIBR(IntegratedBaselineReview).Theapproachtoavoidingdisconnectsgoeslikethis:
§ DefinetheIMP–PE/SA/ACtosomelevelofconfidencebeforeeverstartingtheBasisofEstimates(BOE)§ WiththeAC'sdeterminethecostoftheworkinsidetheAC§ UsetheWBSassignmentswithintheACs,butdevelopcostsonanACbyACbasis.§ DevelopthetasksforeachACfromtheBOEandviceversaWiththisapproach,theBOEsandthedetailingoftheACscankeepinsync.AswellwhentheperiodsofperformancechangeintheIMS,theycanbecommunicatedtotheBOEteambyIMP/IMSnumber.Thiswaysimpleadjustmentscanbemade.
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§ Integratingcostandschedulestartswiththeschedule,NOTthecost.
§ Scheduledrivescost.
§ TheWBSandCWBSareusedforcostaccountingNOTforstructuringtheprogram.ThatistheroleoftheIMP.
§ Thisistheinverseofmostapproaches.Andthisinvertedapproach(costfirst)isthecommonsourceofdisconnectsbetweentheperiodofperformanceforcostandschedule.Adisconnectthattakemonthstosortout.
5 Integrating Cost and Schedule Thekissofdeathforaproposal,andlateronanexecutionproject,istoallowthecostandscheduletobecomedisconnected.Oncethistakesplace,theefforttoproducetheproposalormanagetheexecutionisnotonlydoubleditmaybetripled.
ThefirststepindevelopingcostistoestablishtheIMPtotheAClevelandhaveitfrozenlongenoughtogetacostbaselineinplace.ThiseffortrequirestheSystemsEngineer’sandtheirSystemsEngineeringprocessestoallocateactivitiestoeachProgramEvent,sequencethemattheSAlevel,allocateACsforeachSA,andmatchthisstructuretotheWBSandCWBSforcostallocation.
WiththeACsallocated,thecostteamcananswerthequestion–"howmuchdoesthisACcost?"UsingtheAC,the"lumpofwork"representedbytheACcanbedefined.Thisapproachprovidescriticalitems:
§ TheBOE'sareorganizedbyIMP/IMSaswellasbyWBS§ TheperiodsofperformancefortheBOEsstartwiththeACarrangement.AlthoughtheIMPdoesnothavetime,whentheIMSisdeveloped,theperiodofperformancecanbereverseengineeredbyintotheIMPandthenbacktotheBOEs.
§ SincetheBOEsareisolatedtotheACs,anymovementoftheACfromtheIMSwouldbereflectedintheBOE.Keepingtheminsynchronizationremovesmostofthedisconnectsproducedwhencostandschedule.
5.1 Dollarized RAM TheResponsibilityAssignment(Accountability)Matrixneedstohavedollarsassignedtoeachmember.AstructurecalledtheResponsibilityAssignmentMatrix(RAM)isdevelopedbyintegratingtheOrganizationBreakdownStructure(OBS)withtheContractWorkBreakdownStructure(CWBS).ThismatrixdisplaystheCWBSononeaxisandtheOBSonthesecondaxis.
Theproperintegrationofthetwostructures(CWBSandOBS)intotheRAMwillcreateahomeforeachworkstatementofthecontractandprovideadisciplinedframeworksothatorganizing,planning,budgeting,measurementmonitoring,andreportingoftheperformancemeasurementcanbecorrectlyimplemented.EachintersectionpointontheRAMdefinesapossiblerequirementforoneormorespecificscopesofcontractualworktobeperformedbytheresponsiblefunctionalorganization.Thisintersectionpoint,envisionedasathirdaxiswithintheRAM,definesapointwhereoneormoreTaskPlansmaybeformedandapointatwhichworkisorganized,scheduled,budgetedanditsprogressmonitored,measuredandreported.ThefourthaxisoftheRAMwhenproperlyimplementedallowsfortheuseofauniqueTaskPlanforeachphaseofthecontractasitprogressesthroughtime.
ByinsertingthebudgetsdefinedforeachTaskPlanintothedesignatedlocationoftheRAMthe"Dollarized"RAMiscreated.ThisbudgetinformationisnormallysummedbeginningfromtheTaskPlanlevelthrougheachleveloftheRAM.TheinformationisdisplayedforauditpurposesduringSystemImplementationreviewsforthecustomer.ThedollarizedRAMisamechanicalmethodoffootingandcrossfootingallofthedistributedbudgetstoassuretheProjectManagementOfficethatthebudgetshavebeenproperlyallocated.
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5.2 Cross Reference of all Materials MostRFP’srequireafullCrossReferenceMatrix(CRM)
5.3 Resource Assignments, Loading and Leveling Thereareseveralapproachesofbuildingaresourceloadedschedule
§ Laborcodesatthehighestlevel§ Laborcodesbyspecificsubsystemorsystemtype
5.4 Establishing the Earned Value EstablishingaPerformanceManagementBaseline(PMB)isacriticalstepfortheIMS.ThisPMBmaybe“proposalgrade,”or“executiongrade”dependingonthephaseoftheproject.Ineithercase,thePMBmustbedevelopedthroughthefollowingprocesses
§ DefineWorkScope§ CreateanIntegratedBottom-UpPlan§ FormallyScheduleCAPs§ AssignEachCAPtoanExecutiveforPerformance§ EstablishaBaselinethatSummarizesCAPs§ MeasurePerformanceAgainstSchedule§ MeasureCostEfficiencyAgainsttheCostsIncurred§ ForecastFinalCostsBasedonPerformance§ ManageRemainingWork§ ManageBaselineChanges§ Summary
DefineWorkScope
Defining100percentoftheproject'sworkscopeusingaworkbreakdownstructure(WBS)isthestartingpoint.Thisisadifficulttaskforanyproject,andparticularlysoforsoftwareprojects.Yet,ifyoudonotdefinewhatconstitutes100percentoftheassumedwork,howcanyoumeasuretheproject'sperformanceinadefinitiveway?Withouta100percentreferencepoint,howcananyoneascertainwhetheryouhavecompleted10percent,20percent,or25percentofajob?Realistically,noonecandefineanewjobwithabsoluteprecision,butyoumustmakesomeintelligentassumptionsaboutanewprojecttoquantifytheworkwithsufficientconfidencethatthedefinedeffortcanbeplanned,scheduled,andestimatedwithsomedegreeofcertainty.Anythingless,andmanagementmustcommittoajobbyauthorizinga"blankcheck"fortheproject.Howdoesonedefineajobwhenspecificdetailsareoftenlacking?Therearenoabsoluteanswers,butoneofthemostusefulofalltoolsavailabletoanyprojectmanageristheWBS.TheWBSistotheprojectmanagerwhattheorganizationchartistotheexecutive-itallowstheprojectmanagertodefineanewendeavorbylayingoutalltheassumedwork,thendecomposingeachtaskintomeasurableworkpackages.OncetheWBSisassumedtoconstituteareasonableportrayalofthenewproject,itcanbeusedtotakethenextstepsintheprojectplanningprocess,includingthemake-or-buyanalysis,riskassessment,planning,scheduling,estimating,andauthorizationtoproceed.
CreateanIntegratedBottom-UpPlan
Allcriticalprocesses,includingdefinedworkscope,schedule,andestimatedresources,intoanintegratedbottom-upplanofdetailedmeasurementcellscalledControlAccountPlans(CAPs)arecombinedintoasinglebaselinemasterschedule.EarnedvalueprojectmanagementisimplementedwithindetailedCAPs,andconstituteformalbottom-upprojectplanning.TheindividualCAPsrepresenttheintegrationofallcriticalprocessesincludingworkscope,planning,scheduling,estimating,andauthorization.Theperformancemeasurementtakesplacewithinthe
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detailedCAPs,andthetotalproject'sperformanceisthesummationofthedetailedCAPs.EachprojectCAPisasubprojectofthetotalprojectthatismanaged,measured,andcontrolledbyaCAPmanager.
FormallyScheduleControlAccountPlans
EachofthedefinedControlAccountPlansisplannedandscheduledwithaformalschedulingsystem.Thisthesinglemostcriticaltoolrequiredtoimplementearnedvalue.Theproject'sschedulingsystemportraystheapprovedworkscope,whichisplacedinaspecifictimeframeforperformance–thePeriodofPerformance(PoP).Thisscheduledworkconstitutestheproject'splannedvalue.Asperformanceproceedsontheproject,theportionoftheplannedvaluethatisphysicallyaccomplishedbecomestheearnedvalue(BCWP=PercentComplete×BCWS).Boththeplannedvalue(BCWS)(PV)andtheresultingearnedvalue(BCWP)(EV)mustusethesamemetricstomeasuretheirperformance.Theproject'sschedulingsystemiscriticaltotheuseofearnedvaluebecauseitrepresentstheproject'sscope,plannedvalue,andearned-valuemeasurement.Theprojectmasterscheduleisvitaltotheprojectsinceitconstitutestheprojectmanager'sspecifiedplannedvalueforeveryonetofollow.
AssignEachCAPtoanExecutiveforPerformance
EachofthedefinedCAPsisassignedtoapermanentfunctionalexecutiveforperformance.ThisassignmentcommitstheexecutivetooverseetheperformanceofeachCAP.Projectsaretransientwithinanypermanentorganizationalstructure–theyareauthorized,implemented,andperformed,theneventuallygooutofexistence.ManyofthosewhomanagethedetailedperformancewithintheCAPswillnotcarrytheformaltitleof“manager”withinthepermanentorganizationalstructure.ManyormostoftheseCAPmanagersarefunctionalstafftemporarilyassignedandmatrixedintotheprojectbyoneofthepermanentfunctionalorganizations.Tosecureafirmcommitmentfromthefunctionalexecutiveswhohavetheauthorityandresourcestomaketheplanhappen,itiswisetohaveeachofthedefinedprojectCAPsessentiallyadoptedbyaseniorfunctionpersonwithatitlesuchasvicepresident,director,ormanager.
EstablishaBaselinethatSummarizesCAPs
Aprojectperformancemeasurementbaseline(PMB)isestablished,whichrepresentsthesummationofthedetailedCAPs.Thenextstepformsabaselineagainstwhichprojectperformancemaybemeasured.SuchbaselinesmustincludealldefinedCAPsplusanymanagement(contingency)reservesthatmaybeheldbytheprojectmanager.Ifmanagementreservesarenotgiventotheprojectmanagerbutareinsteadcontrolledbyaseniormanagementcommittee,theyshouldbeexcludedfromtheprojectperformancebaseline.Onacommercial-typecontract,thebaselinemayincludesuchthingsasindirectcosts-andevenprofitorfee-tomatchthetotalauthorizedprojectfunds.Internalprojectswilltypicallynotcontainindirectcosts,profits,ormanagementreserves.MostinternalprojectbaselineswillbethesumofthedefinedCAPs.
MeasurePerformanceAgainstSchedule
Periodically,theproject'sscheduleperformanceismeasuredtheagainsttheplannedmasterprojectschedule.Theformalandcontrolledprojectmasterscheduleconstitutestheproject'splannedscope.Eachtaskdescribedontheprojectmasterscheduleshouldberesourceloaded.AsperformancetakesplacewithintheCAPs,therelationshipbetweenthevalueoftheworkschedulediscomparedtothevalueoftheworkaccomplished.Thedifferencebetweentheworkscheduledandworkaccomplishedistheschedulevarianceinearnedvalue.Anegativeschedulevariancemeansthatthevalueoftheworkaccomplisheddoesnotmatchthevalueoftheworkscheduled,i.e.,theprojectisfallingbehindinitsscheduledwork.Eachbehind-scheduletaskcanbeassessedastoitscriticalitytotheproject.Ifthelatetaskisonthecriticalpath,orifthetaskcarriesahighrisktotheproject,effortscanbemadetogetthelatetaskbackonschedule.Conversely,ifataskhaspositivevarianceorisnotconsideredahighrisktotheproject,addedresourcesshouldnotbespenttoaccelerateitsperformance.
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MeasureCostEfficiencyAgainsttheCostsIncurred
Periodicallymeasuretheproject'scostperformanceefficiencyrate,thatrepresentstherelationshipbetweentheproject'searnedvalueperformedandthecostsincurredtoachievetheearnedvalue.Thesinglemostimportantbenefitofemployingearnedvalueisitscostefficiencyreadings.Thedifferencebetweenthevalueofworkperformedandthecostsincurredtoaccomplishtheworkprovidesthecost-efficiencyfactor.Iftheprojectisspendingmorethanitreceivesinvalue,thisisanoverruncondition.Absoluteoverrunsarelikelytobenonrecoverable.Overrunsexpressedasapercentagevaluehavebeenfoundtodeteriorateunlesstheprojecttakesaggressiveactionstomitigatethecondition.Thecostefficiencyratehasbeenfoundtobeusablystablefromthe15percentpointofaprojectcompletionandprogressivelymorestableasitgoesfromthe20percentto30percentto40percentcompletionpoint.Therefore,thecostefficiencyfactorisanimportantmetricforanyprojectmanagerorenterpriseexecutivetomonitor.
ForecastFinalCostsBasedonPerformance
Periodically,forecastsoftheproject'sfinalcostrequirementsbasedonitsperformanceagainsttheplan,mustbeproduced.Earned-valueprovidestheabilitytoindependentlyforecastthetotalrequiredfundsattheendofaproject,commonlycalledthe“estimateatcompletion”(EAC).Basedonprojectperformanceagainsttheplan,aprojectmanagercanestimatethetotalfundsrequiredtofinishthejob.Thesestatisticalestimatesareagrass-rootssanitycheckagainstestimatesbasedmoreonwishfulthinkingbecausetheyprovideamorerealisticestimateofthevaluesneededtofinishthejob-unlesssomeonehasapreconceivednotionofwhatthatvalueshouldbe.Iftheearned-valuestatisticalestimatesaregreaterthanthe“official”projectestimatestocompletetheproject,someoneinaseniormanagementpositionshouldreconciletheseprofessionaldifferencesofopinion.
ManageRemainingWork
Theproject'sremainingworkmustbecontinuouslymanaged.Theresultsachievedtodateonaproject,goodorbad,areineffect“sunkcosts”–costsgoneforever.Anyimprovementsinperformancemustcomefromfutureworkaheadofthelateststatusdate.Earnedvalueallowstheprojectmanagertoaccuratelymeasurethecostandscheduleperformanceachievedtodate.Iftheresultsarelessthandesired,theprojectmanagercanexertanaggressivepostureonallfuturework.Earnedvalue,becauseitallowstheprojecttoaccuratelyquantifythevalueofitsworkachieved,allowstheprojectmanagertoquantifythevalueoftheworkaheadtostaywithintheobjectivessetbymanagement.
ManageBaselineChanges
Theproject'sbaselinemustbecontinuouslymaintainedbymanagingallchanges.Theprojectperformancemeasurementbaselineisonlyasgoodasthemanagementofallproposedchangestothebaselineduringthedurationoftheproject.Anyperformancebaselinebecomesinvalidifmanagementfailstoincorporateapprovedchangesbytheadditiontooreliminationofaddedworkscope.Allchangesofprojectworkareaddressedbytheapprovalorrejectionofchanges.Fortheinitialbaselinetoremainvalid,everychangemustbecloselymanaged.Maintainingabaselineisaschallengingastheinitialdefinitionoftheprojectscopeatthestartoftheproject.
Summary
Theearnedvalueprojectmanagementconcepthasbeendemonstratedtobeaneffectivetechniqueinthemanagementofmajorprojects.Unfortunately,mostoftheexperiencewiththeconcepthasbeenrestrictedtothoseapplicationswheretheU.S.governmenthasimposedthetechniqueonmajornewsystemsacquisitionsforwhichitretainstheriskofcostgrowth.Thebestopportunitiesforearned-valueemploymentmaywelllieinthemanagementofthousandsofsmallerprojectsthatarebeingdirectedbypeoplewhomaybeunawareofearnedvalue.TheEVMSconceptshouldbeconsideredwhentheriskofcostgrowthresideswithaprojectmanager,oralumpsumorfixedpricecontractis
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used,andonallIn–housefundeddevelopmentalprojectswhereafirmcommitmentismadetomanagement.Itshouldbeconsideredwhenaprojectmanagercanbenefitfromanearlywarningcostsignalintimetoaltertheultimatedirectionofaproject.Softwareprojectscanespeciallybenefitfromtheemploymentofasimpleearned-valueapproach.
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§ UsetheIMPtodrivethefirsttierIMStoanEventBasedPlan.
§ Onlythen,developtheneededhorizontalschedulesforexecution.Thiswillbeclassifiedas“supplementalschedules”andkeptintheCAMnotebooks.
§ Ifthehorizontalschedules“leak”abovethesupplementallevel,thentheIMPandIMSwillbea“ratsnest”oftasksandtheverticalintegrationwillhavebeenlost.
6 Working on an Execution Team Withawinningproposal,theIMPandtheIMSwillbecomepartoftheexecutionstrategyfortheprogram.TheIMPispartofthecontractandthefirstlevelIMSelementsareconnecteddirectlytothiscontractualobligation,sotheyarepartofthecontractbyimplication.ThiswhyitiscriticalforseveralthingstohavehappenedduringtheproposaldevelopmentoftheIMP/IMS:
§ TheIMPproperlydescribestheincreasingmaturityoftheprograminawaythatseparatestheverticalworkfromthehorizontaldependencies.IftheIMSisa“rat’snest”oftasks,thatcrossEventboundaries,thenthetraceabilitytotheIMPisimpaired.Thenaturalinclinationofthe“oldschool”schedulersistobuilda“manufacturingschedule”astheIMSandlabeltheelementswithIMPidentifiers.Thiscanbedoneofcourse,butitisawasteoftimeforeveryone.DONOTDOTHIS.SticktothepurestructureoftheIMPandthefirsttierIMSasEventBasedPlanning
6.1 Integrating the Individual Event Schedules TheprimaryissuewiththeexecutionoftheIMSismanagingtheindividualeventsasacontinuousproject.duringtheexecutionoftheprogram,functionalareasoperateinparallelacrosstheprogrameventboundaries,whileatthesametimeproducingproductsandservicesthatareconnectedtotheindividualprogramevents.
Boththevertical(EventBased)andhorizontal(FunctionalBased)connectionsmustbemaintainedduringtheexecutionoftheprogram.Thispossessseveralproblems:
§ MuchoftheexecutionworkcrossesProgramEvents,solinkagesfromtheFunctionalnetworktotheProgramEventsmustbeprovided
§ ProgramEventworkmustbedefinedinordertodeterminethePhysicalPercentCompleteforeacheventSosomecompromiseneedstotakeplace.Thisisusuallydoneinstages.
§ FromcontractawardtoPDRthemajorityofthedeliverablesarebuiltaroundCDRLs.Thesedocumentshavespecific“maturity”assessmentstargetedtoPDR.ThisisanaturalcandidateforEventBasedPlanning.Each
6.2 Defining the Functional Technical flows
6.3 Executing the Performance Measurement Baseline
6.4 Business Rhythms
6.5 IMS Architecture and Execution
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§ Proposalsare“mini-projects”withdeliverables,schedules,resources,andclearrequirements.
§ TheproposalthatrequirementsandIMP/IMScanuseanIMP/IMStobuildtheproposal.
§ Staffworkingaproposalmusthaveadifferentapproachtotheirworkthananexecutionteam.
7 Working on a Proposal Team ThereareseveralimportantactivitiesonaproposalteamwhenbuildingtheIMPandIMS.First,thereneedstobeadeepunderstandingofthe“attributes”ofapersonworkingonaproposalteam.Thesearenotthesameofsomeoneworkingonanexecutionteam.It’snotthattheexecutionteampersoncan’tbringvaluetotheproposalteam,it’sthattheproposalteamdemandsmoreofsomeone,thanjustexecutingonadaytodaybasis.
Ifthisisnotunderstoodupfront,itbecomesdifficulttoaddthisunderstandingwhileunderway.Bythattime,theexpectationshavebeensetorhavebeenmissingandmoreeffortisneededtogetbackontrack.
AttributesofaTeamMember Outcome0%/100%completionofassignedactivity Themeasureofprogressspeaksonlyinphysicalpercent
complete.Ifyouleaveworkonthetableattheendofthedayortheendoftheweek,youare“behind”schedule.Ifyouleave10%remainingaweek,in5weeksyouare50%behindschedule.
Focusallyoureffortsonthe“comingdue”deliverablesbeforemovingtothenextsetofactivities.
Untilthe“comingdue”itemsarecompleteanddelivered,itisofnovaluetoworkonanythingelse.Todososimplymortgagesthefuturewithincompletework.
Thinkaboutthesimplestapproachtotheplanthatconnectstheworkinserieswithasfewdependenciesaspossible
“Betteristheenemyofgoodenough.”Designinganddeployinga“better”process,system,ordeliverablesimplywastestime.Oncethe“goodenough”outcomehasbeenachieved,itcanbemade“better.”Todootherwisemeansyouwillnotonlybelateyouwillbenon-compliant.
Membersworkwitha“PlanoftheDay”and“PlanoftheWeek”
Iterativeandincrementaldeliverablesonfinegrainedboundariesarethekeytosuccess.Thisapproachconnectswiththe100%completerequirement
The“PlanoftheDay”and“PlanoftheWeek”isatightlycontrolledlist.
Norandomadditions,eveniftheymaybegoodideas.Doonlythatworkwhichmovestheproject(proposal)forward.Challengeeachadditiontothelistforitscontributedvalue.
Divideandconquertheworkeffort.Maintain“separationofconcerns”forallworkactivities.
Eachmemberhasspecificassignments.Nooverlapduringnormalworkprocess.100%dedicationtotheassignedworkactivities.Onlywhenextrahelpisneededdoesamemberpickuptheslackforothermembers.
Table6–Noteveryoneis“wiredup”toworkonaproposalteam.Thesuccesscriteriaforaproposalteammemberstartswithsometrainingonhowthemanageaproposal,whichcanbefoundinbooksandtheclassroomaswellasformal“onthejob”trainingwithaproposalmanagementfirm.However,moreimportantlyarethepersonalityattributesofaproposalteammember.
ACheckListforExecutingtheProposalDevelopmentProcess
Thislistiscontinuouslygrowing,buthereisastart.
IMP/IMSProposalDevelopmentProcess ImplementationDetailsBuildtheIMPandIMSbyevent.Thiscannotbeemphasizedenough.Thereisnootherviablewaytodothis.TodootherwisejeopardizestheintegrityoftheIMSforlargeprograms.
Byfocusingoneachevent–fromlefttoright–100%ofeacheventcanbedoneandthentheteamcanmoveon.Thisisthecoreconceptofincrementalanditerativedevelopmentofanything.OncethisisunderstoodtheprocessofbuildingtheIMPandtherelatedIMSwillflowsmoothly
Whenyouget100%ofsomethingdone,thenyou Bynotfinishing100%ofanevent–withtheinformation
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IMP/IMSProposalDevelopmentProcess ImplementationDetailsdonothavetogobackandworkonitagain.Ifyouleavebehind10%work,anddothat10times,youare100%behind.
atthattime–youaremortgagingthefuturewithadebtthatcannotbepaidback.Thisapproachisthesameforthedailyprocesses.
AlwayskeeppastversionofeachfileinanArchive. Labelthefilesinsomelogicalmanner.PuttingthedateinthefilenameisNOTthewaytodoit.Itcluttersthenameandisredundant,sincethedateisinthefileproperties.UseaRevisionNumber–Rev02forexample.NamethefilesthenameoftheEvent–ProgramName–PDR–E09–isagoodway.Intheheatofbattle,havingconfusingornon–intuitivenamingconventionsisaserioussourceoferror.
Structuretheindividualfilesandusetoolstomaketheconnectionsbetweenthem
CreateaMasterEventsfile.ThiscontainstheProgramEvents,theirnamesandcodes–C–PreliminaryDesignReview(PDR).SetthedatefortheeventfromtheRFPorgovernmentassigneddate.ThisMasterEventsfileistheninsertedintoeachindividualeventfileforlinkage.
IneachindividualEventFilehaveonlyone(1)programevent.Useamacrotodefinetheeventcode.
ByhavingonlyoneProgramEventperfiletheworkcanbedividedbetweenseveralplannersandtheprocessesofdevelopingtheIMPandtherelatedIMSexecutedinparallel
Haveasinglepersonresponsibleforkeepingthefiles“clean”intermsofthepreambleProgramEvents,theMasterEventfile,andthenamingconventionsinsidetheindividualeventfiles.
Thispersonisthesoleowneronthebaseline.Heorsheallocateoutownershiponatemporarybasisforupdatingandediting.Butthetruebaselinecomesfromonlyoneplace.
7.1 Iterative and Incremental development of the IMP/IMS DevelopmentoftheIMPandIMSisaniterativeandincrementalprocess.Itisnota“bigbang”ormoreimportantly,itisnotapartiallycomplete“bigbag.”Theprinciplesofiterativesoftwaredevelopmenthavedirectapplicationfortheproposal–attheendofeachiteration(possiblyaweekandmaybeaday)–thereis100%complete,functioningandcompliantworkproducts.TheIMP/IMSLeadneedstobe“ruthless”aboutthis,otherwisetheteamwillbelatefromdayone.
IMPDevelopment
§ StartwiththegovernmentRFPandstandardProgramEvents.Puttheseinadatabaseorprojecttemplatefile.§ AssessthelogicalsequenceoftheseEvents§ BuildadescriptionoftheEventsfromavarietyofsources.ThesearefoundintheDAUDoDProcurementDesktop
§ NAVAIR4355.19C§ BuildtheSAsandACs
IMSDevelopment
§ BuildtheIMSbyEvent.Thisisnotanoptionalsuggestion,itismandatory.ThisplacestheburdenofcapturingtheIMSelementsontheCAMsnotontheIMSdevelopers.TheCAMsmayobjecttothis,butitiscriticalthateachEventbestandaloneandcanbedevelopedinparallel.
§ StartwithcapturingtheworkwithineachAC.Thisworkshouldbelimitedto10to15linesoftasksandcanbephysicallycapturedinaWorkorExcelfile.BecarefulwithExcel,sincethereisabuginMicrosoftProjectwhencuttingandpastingfromExcel,whenthatExcelfilehasanexternalURLconnection.Projecthangs.
§ DeveloptheAClogicstructurefirstandavoidanyinter-ACdevelopmentuntilthelogicalflowbetweentheACsiscompletelydefined.
§ WiththeAClogicinplaceonthe“whiteboard,”maketheinter-ACconnectionsintheFinish-to-Startmanner.
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7.2 Focus On Only Three (3) Things A Day For The Team Thereisanaturaltendencytomakelonglistsofthingstodo.Continuouslytalkaboutthislist,focusonthetopthreethings,anddonotsuccumbtotryingtohandleallthethingsatonce.Threeisnotamagicnumber.Itcanbesomeothernumber.However,ifthenumberofthingstodoisnotmanagedtoasmalllist,itwillgrowwithoutbound.
Thereneedstobeaparkinglotforalltheitems,butonlythetopthreeareontheto–dolist.Theneveryonehasachancetocontributewhiletheteamcanstayfocusedonthe“comingdue”items.Thisisacoreskillforanyteam,especiallyaproposalteam.Donotlettheteammembersviolatethisaxiom.AsaIMP/IMSdeveloperusetheconceptofevents,accomplishments,andcriteriafortheIMP/IMSinthedevelopmentoftheIMPandIMSfortheproposal–thecobbler’schildrenshouldhaveshoes.
7.3 Have Automation TherecanbegreatadvantageofautomationoftheIMP/IMSprocessduringtheproposal.However,careisneedednottogetwrappedupinthedevelopmentoftools.Havea“toolsmith”bethepersondoingthework.Remembertokeepitsimple.Belowaresomeexamplesofautomationthataddsvalueandreducesrisk:
§ IMP/IMSnumbering–amacrothatauto–numberstheIMP/IMSnumberismandatoryinafluidproposalenvironment.ThismacroshouldallowthedefinitionoftheIMP/IMSformat,thestartingProgramEventidentificationandbesmartenoughtoknowwhattonumberandwhatnottore–number
§ CrossreferencedatabaseforalltheSOO,SOW,CDRL,IPT,etcitemsintheIMS–acentralrepositoryforallthecrossreferenceitemsisneeded.Keepingthestraightisthejobofapieceofsoftwarenotaperson.ThereshouldbeasinglepersonaccountablefortheintegrityofthecontentsoftheDatabase
§ BuildtheIMPfromtheMSFTprojectfileusingaViewthatcolorstherowsfortheproperidentification–formattingisactuallyimportant.Treatthediscussionofformatinthesamewayyoutreatthecontentdiscussion.Color,fontsandstyles,indentsandthelikeallcommunicateinformation
§ Useacommondatastoragelocation–managingchangecontrolandtheofficialversionoftheIMPandIMSiscritical.Maintainversionnumberingiscritical.AnyoneviolatingtheversioncontrolprotocolcancausebigdelaysinthedevelopmentoftheIMSinaproposalandserioussetsbackonanexecutionproject.EvenwithaProjectServer,versioningcanbebroken.EveryteammembersneedstobeaccountableformanagingthefilesthatrepresenttheIMPandIMS
§ ProjectServer–aMicrosoftProjectServercanbeusedtoadvantageforproposalsandexecution.However,thistoolcannotbemanagedbyagroup.Asystemsadministratorisneeded.TheEnterpriseGlobalistheplaceforallformats,macros,views,tableandeverythingconfigurable.
§ eProjects–afilebasedrepositorycanbeusedaswell.Clearandconciserulesaboutfolders,naming,versioning,andotherchangeimpactsmustbeestablished.Somethingassubtleasafilenamingconventioncanaddordetractfromtheproductivityoftheteam
§ Sharedrive–sharedrivesaretheleastdesirableapproach§ Haveadailybackupoftheprimarystorageserve–youcannothavetoomanybackups.Butbackupsstartwithversioncontrolandmandatorycheck–inattheendoftheday.Theendofthedaycanbe“sunrise”thenextday,butnoteammembershouldconsideredtheMSFTProjectfilestheir“property,”tobekeptondesktoporlaptopcomputers.Thefilesbelongtothe“team,”treatthemascommunityproperty.
7.4 Working On A Team Therearemanythingstobeconsideredinworkingwithateamonaproposaloronanexecutionprogram.Here’ssomethathavegotteninthewayinthepast.Thislistisprobablyendless...
Communication
§ Haveasimpleprotocolforcommunicatingbetweentheteammembers.Wholeads,whofollows,who’sresponsibleforkeepingnotes.
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§ Whenusingaspeakerphone,haveagoodone.Speakonlyinshort,clearandconcisephrasesaboutthetopicathand.Almostallspeakerphonesarehalf–duplex,soifyouarehoggingthephonebyyammeringonendlessly,thenotherscan’tspeak,breakintoyourconversationandaddanyvalue.
§ Speakslowlyandclearlyonthespeakerphone.Beawareofhowimperfecttheconversationisacrossthewire.Talkingfast,inabbreviatedphrasesjustconfusestheconversation.
§ Talkonlyabouttheagendatopicsuntiltheyarecompleted.Resistthetemptationtomoveintootherareasuntilthecurrenttopiciscompleted,allonthephoneagreeitiscompletedandthereisan“actionableoutcome”fromtheconversation.
SharingtheLoad
§ Thereisafinelinebetweenbeinghelpful,beingcontrolling,andbeingapain.Findoutfirstifthepersonactuallywantshelpbeforedecidingtheyneedhelp.
§ Leteveryonebeaccountablefortheirassignedoutcomes.Onaproposalandduringexecution,clearandconciseaccountabilityismandatory.ThismeansaRAMfortheteam.However,withtheRAMallteammembersmustrespecttheRAM.“Answeringthemail”forothersisactuallynohelpful.
BeAccountable
§ Ateamisdefinedas“agroupofindividualswhoholdeachothermutuallyaccountableforasharedoutcome.”§ Remindyourselveseverymorning–atthestandup–ofwhatitmeanstobeonateam.
FocusingonDeliverables
§ Withtheteaminplace,decideeachmorningwhatisdueattheendoftheday.§ Makeamutuallyaccountableagreementto“getthisdone,”bytheendoftheday.§ TheprimaryroleoftheIMP/IMSLeadistodefineandmanagethedailyworkloadandmakesurethesearetherightdeliverablesandthatthislistcanbeaccomplishedduringtheday,theweek
7.5 Never Leave the Room Without It ... § NegativeslackintheIMS–removenegativeslackin24hours.Ifitstays,itwillbecome“stuck”andbehardertogetout.Thisisthecaseforproposalsaswellasexecutionprocesses.
§ Backupthedailywork–alwaysbackupindepth.EvenMSFTProjectServercrashesonceinawhile.Maketheversioncontrolprocessbepartofthebackup,withnumberingofthefilestomatchthedayandtheincrementalversionswithintheday.Beruthlessaboutmanagingthebackupsandtheversionnumbers.
§ Checkthethree“to–do”listitemstoseewhatwasaccomplished.Donotaddanythingtothelistwithoutfirstcompletingsomethingonthelist–haveallthelistsyouwant,buthavea“mustfinishtoday”listderivedfromthose.Itissimplybadtimemanagementtokeepaddingtothelistwithoutaplantoreducethecountofitems.Thisis“deathbyathousandcuts.”
§ Checkingtoseeifanyoneneedshelpwiththeirplans–buildingtheIMPandIMSisateamsport.Pickuptheslackforthosefallingbehind.Donotletthatpersonbeamartyr,insistonhelping.
7.6 Better Is The Enemy Of Good Enough Thereisatendencytotrytomakeitbetter.Thisisthekissofdeathforaproposalteamandanexecutionteam.
§ Asktheteam"whatis'goodenough?'"Decidewhatitmeanstobe"done"attheendofeachday,eachweek,andeachdeliveryperiod.
§ Managethis"donedefinition"inaruthlessmannerisaCriticalSuccessFactor.Thisisannoyingtomanypeople,butitisimportanttotheprocesstostayfocused
§ OnecommontraitformanypeoplenewtotheIMP/IMSandtheProfessionalPlanningCommunityis“AdultADD.”Thisisthe"shinypenny"syndrome.
§ UsingtheTODOlistwiththetopthreeitemsisonewaytoaddresstheA-ADDsyndrome.TheotherwayistobuildanIMP/IMSfortheIMP/IMSandmeasurematurityoftheproposalproducts
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7.7 Vertical Linking Verticallylinkingthefilesdependsontheapproachtostructuring:
§ Un–indented(oreventheindented)filesindicatewhichIMP/IMScomponentbyaflagFlag–PE
Flag2–SA
Flag3–AC
Flag4–Task
§ IndentedfilesindicatewhichIMP/IMScomponentbytheoutlinelevelFlagscanbesetforfiltersandformatting.TheoutlinecodeindicatestheIMSlevel
Outline1–PE
Outline2–SA
Outline3–AC
Outline4–Tasks
Inthisapproach,thesummarytaskscannotbeusedastheIMPelements.Aseparate"placeholder"fortheIMPelementmustbeused.Thiscanbecreatedbyamacroorbyhand.Itwillhavethesamenameasthesummarytasks.IfitisanAC,thetasksinthatACarelinkedtoeachotherandonetaskmustbelinkedtotheACasasuccessor.
AllACsmustbelinkedtoSAsandsuccessorsandtheSAslinkedtothePEasasuccessor.Thisverticaltreeisthetopologicalstructureoftheprogramevent.
BuildingtheFilesIndependently
WhenbuildingthefilesindependentlythereneedstobeasingleplacewheretheProgramEventsaredefinedandthisisincludedineachindependentfile.
Thisisanexampleofverticallylinkingusingthesefiles:
Figure19–oneapproachthathasworkedwellinthepastistohavea“preamble”onthefrontofeachProgramEventfilethatcontainstheEventnames,dates,anddeadlines.ThisinformationshouldbekeptinaseparateMSFTProjectfileandupdatedthroughamacro,eitherfromadatabaseouraninternalprocess.Singlesource–multipleusekeepseverythingstraight.LinkingfromwithinthebodyoftheProgramEventfileisthewaytoisolatetheevents.ThenthepreambleislinkedtotheMasterProgramEventfilewhenallthefilesareassembledintoasingleMasterFile
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A"Preamble"isplacedineachindividualfilethathastheProgramEventsdefined,thereplanneddates(settoMUSTFINISHON),andtheirLinenumberthatwillappearintheindividualfileforreference.Sincethisfileisthefirstelementineachindividualfile,theIDnumberswillalwaysbethesame.TheseIDnumbersarea"cheatsheet"whenworkingintheMSFTProjectvieworthePERTChartexpertviewtoremembertheIDforPredecessorandSuccessorentries.
ThisfileshouldbemaintainedbyasinglepersonandkeptwiththecollectionoftheotherIMSfilesinasinglefolderwiththetitleoftheProgram.
LittledetailslikethisarecriticallyimportantwhenunderdeadlineorwhenconfusionreignsduringanupdatetotheIMS.EvenwhensomethinglikeSharePointorProjectServerisusedcarefulattentiontoorganizationdetailspaysoffmanytimesover.Findtheneatest,moreorganizedpersonontheteamandassignthemthisrole
7.8 Horizontal Linking Horizontallinkingcantakeplaceintwoways:
§ InsidetheEvent,linksbetweenACstakeplacefromthepredecessorACtothesuccesstaskthatstartsthenextAC.
§ OutsidetheEventthereareseveralways§ TherecanbeaSND/RCVfile§ Therecanbetwofields(SNDandRCVintextfields)thatindicatethereceiverandsenderofadependency.§ Thelaterapproachisbetterforproposals,theformerforexecution.§ InbothcasethereshouldNEVERbealinkfromtasktotaskwithinanEventoracrossEvents.LinkingAcrossProgramEvents
LinkingacrossProgramEventscanbedoneinseveralways:
§ Liveconnections–usingsomesortofSND/RCVfile,wherethedependenciesaremadethroughpredecessorandsuccessorconnectionthatpassthroughaseparatefile.
§ Assembledconnections–identifyingtheconnectionsineachfilewithaSNDandRCVindexthatisthenassembledintoamasterfile.
§ Hardcodedconnection–whereeachfilehasastaticsetofdependenciesincludeinthefilethatdefinethedependencies.
Allthreeapproachesareviable,butadecisionneedstobemadewhentouseeachone.
In tegrated Master P lan / In tegrated Master Schedule S tep-by-Step
60|P a g e G len B . A l leman , Copyr igh t © 2017
8 References Thefollowingmaterialsmustbereadandabsorbedaswellasthecontentsofthisguide.Thismaybeadauntingtaskforthebeginner,butovertimemanyoftheconceptsdescribedinthisguidewillbeclearerandadeeperunderstandingofthedifficultiesofapplyingIMP/IMSinonimmatureprogramwillemerge.
§ “IntegratedMasterPlanandIntegratedMasterSchedulePreparationandUseGuide,”Version0.9,October21,2005.ThisGuideamplifiestheevent-basedtechnicalapproachdirectedbypolicyintheFebruary20,2004,USD(AT&L)Memorandum,“PolicyforSystemsEngineeringinDoD,”andOctober22,2004,USD(AT&L)Memorandum,“PolicyAddendumforSystemsEngineering;”complieswiththeEarnedValueManagement(EVM)policydirectedintheMarch7,2005,USD(AT&L)Memorandum,“RevisiontoDoDEarnedValueManagementPolicy;”andcomplementstheguidanceprovidedintheDefenseAcquisitionGuidebook.
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