build an integrated master plan and integrated master

The Five + One

Easy Steps

To an Integrated Master

Plan and

Integrated Master Schedule

1/29 Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC

http://upload.wikimedia.org/wikipedia/en/d/d3/Five_easy_pieces.jpg

5 + 1 Steps to a Credible

IMP/IMS 1. Identify the Program Events (PE)

2. Identify the Significant Accomplishments (SA)

3. Identify the Accomplishment Criteria (AC)

4. Identify the work for each Accomplishment Criteria

5. Sequence the Work Packages

6. Assemble the IMP/IMS

2/29

The problem of …

process change is

often complicated

by the fact that no

one is responsible

to make it happen.

If it is important

enough to do,

however, someone

must be assigned

the responsibility

and given the

necessary

resources.

Until this is done,

process

development will

remain a nice thing

to do someday, but

never today.

‒ Watts Humphrey

Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC

Part 2.B.3 Acquisition Strategies,

Exit Criteria, and Risk Management “Event driven acquisition strategies and program plans

must be based on rigorous, objective assessments of a

program’s status and the plans for managing risk during

the next phase and the remainder of the program.

The acquisition strategy and associated contracting

activities must explicitly link milestone decision reviews

to events and demonstrated accomplishments in

development, testing, and initial production.

The acquisition strategy must reflect the

interrelationships and schedule of acquisition phases and

events based on logical sequence of demonstrated

accomplishments not on fiscal or calendar expediency.”

There is no

single place that

calls out the use

of IMP/IMS.

The RFP is

usually the

stating point, but

the source

documents that

are the basis of

the RFP are

scattered across

several

procurement

regulations.


Step 1: Identify the Program

Events Actors Processes Outcomes

Systems Engineer

Define the process flow for

product production from

contract award to end of

contract

Confirmation that the Program

Events represent the logical process

flow for program maturity

Program Manager

Confirm customer is willing

to accept the process flows

developed by the IMP

Engagement with contracts and

customer for PE definition

Project Engineer

Identify interdependencies

between program event

work streams

Value Stream components identified

at the PE level before flowing them

down to the SA level

IMP/IMS Architect

Capture Program Event

contents for each IPT or

work stream

Lay the foundation for a structure to

support the description of the

increasing mature as well as the flow

to needed work.


Benefits of Step 1

Confirm the end to end description of the

increasing maturity of the program’s

deliverables

Establish of RFP or Contract target dates

for each Event.

Socialize the language of speaking in

“Events” rather than time and efforts


Events Define the Assessment of the

Program’s Maturity Program Events are maturity

assessment points in the program

They define what levels of maturity

for the products and services are

needed before proceeding to the

next maturity assessment point

The entry criteria for each Event

defines the units of measure for the

successful completion of the Event

The example below is typical of the

purpose of a Program Event

The Critical Design Review (CDR) is a multi-disciplined product and process assessment

to ensure that the system under review can proceed into system fabrication,

demonstration, and test, and can meet the stated performance requirements within cost

(program budget), schedule (program schedule), risk, and other system constraints.


Step 2: Identify the Significant Accomplishments

(SA) for Each Program Event (PE)

Actors Processes Outcomes

System Engineer

Identify Integrated Product

Teams (IPT) responsible for the

SA’s

Define the boundaries of these

programmatic interfaces

Technical Lead

Confirm the sequence of SA’s

has the proper dependency

relationships

Define the product development

flow process improves maturity

Project Engineer Confirm logic of SA’s for project

sequence integrity

Define the program flows

improves maturity

CAM Validate SA outcomes in support

of PE entry conditions

Confirm budget and resources

adequate for defined work effort

IMP/IMS Architect

Assure the assessment points

provide a logical flow of maturity

at the proper intervals for the

program

Maintain the integrity of the IMP,

WBS, and IMS


Benefits of Step 2

The Significant Accomplishments are the

“road map” to the increasing maturity of

the program

The “Value Stream Map” resulting from the

flow of SA’s describes how the products or

services move through the maturation

process while reducing risk

The SA map is the path to “done”


The SA’s Define The Entry

Criteria for Each Event

9/29

Preliminary Design Review Complete Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC

Step 3: Identify Accomplishment Criteria (AC) for

Each Significant Accomplishment (SA)


CAM

Define and sequence the

contents of each Work Package

and select the EV criteria for

each Task needed to roll up the

BCWP measurement

Establish ownership for the

content of each Work Package

and the Exit Criteria – the

Accomplishment Criteria (AC)

Project Engineer

Identify the logical process flow

of the Work Package to assure

the least effort, maximum value

and lowest risk path to the

Program Event


process flow of the product or

service

Technical Lead

Assure all technical processes

are covered in each Work

Package


technical outcome of each Work

Package

IMP/IMS Architect

Confirm the process flow of the

ACs can follow the DID 81650

structuring and Risk Assessment

processes

Guide the development of

outcomes for each Work

Package to assure increasing

maturity of the program 10/29 Copyright © 2012, Glen B. Alleman, Niwot Ridge, LLC

Benefits of Step 3

The definition of “done” emerges in the

form of deliverables rather than measures

of cost and passage of time.

At each Program Event, the increasing

maturity of the deliverables is defined

through the Measures of Effectiveness

(MoE) and Measures of Performance

(MoP)


The AC’s Are A Higher Fidelity Model

Of The Program’s Maturity Flow


Step 4: Identify Work for Each Accomplishment

Criteria in Work Packages


CAM

Identify or confirm the work

activities in the Work Package

represent the allocated work

Bounded work effort defined

“inside” each Work Package

Technical Lead Confirm this work covers the

SOW and CDRLs

All work effort for 100%

completion of deliverable visible

in a single location – the Work

Package

IMP/IMS Architect Assist in the sequencing the

work efforts in a logical manner

Foundation of the maturity flow

starting to emerge from the

contents of the Work Packages

Earned Value

Analyst

Assign initial BCWS from BOE

to Work Package

Confirmation of work effort

against BOEs


Benefits of Step 4

The work needed to produce a

measurable outcome is defined in each

Work Package

The Accomplishment Criteria (AC) state

explicitly what “done” looks like for this

effort

With “done” stated, measures of

Performance and measures of

Effectiveness can be defined


Work is done in “packages” that

produce measureable outcomes


Step 5: Sequence Work Packages (ACs) for

each Significant Accomplishment (SA)


CAM

Define the order of the Work

Packages needed to meet the

Significant Accomplishments for

each Program Event

Define the process flow of work

and the resulting

accomplishments to assure value

is being produced at each SA

and the AC’s that drive them

IMP/IMS Architect

Assure that the sequence of

Work Packages adheres to the

guidance provided by DCMA

and the EVMS System

description

Begin the structuring of the IMS

for compliance and loading into

the cost system

Program Controls

Baseline the sequence of Work

Packages using Earned Value

Techniques (EVT) with

measures of Physical Percent

Complete

Direct insight to progress to plan

in measures of physical progress


Benefits of Step 5

Work Packages partition work efforts into

“bounded” scope

Interdependencies constrained to Work

Package boundaries prevents “spaghetti

code” style schedule flow

Visibility of the Increasing Flow of Maturity

starting to emerge from the flow of

Accomplishment Criteria


Sequence Work Packages (AC’s) into

an IMS for each Program Event


Step 6: Assemble Final IMP/IMS


IMP/IMS Architect

Starting with the AC’s under

each SA’s connect Work

Packages in the proper order for

each Program Event

Establish the Performance

Measurement Baseline

framework

Program Manager

Confirm the work efforts

represent the committed

activities for the contract

Review and approval of the IMS

– ready for baseline

Project Engineer Assess the product development

flow for optimizations



Systems Engineer

Confirm the work process flows

result in the proper products

being built in the right order




Benefits of Step 6

Both the maturity assessment criteria and

the work needed to reach that level of

maturity are described in a single location.


The Previous 5 Steps Result In An IMP/IMS

The IMP is the “Outer Mould Line”, the Framework, the “Going Forward” Strategy for the Program.

The IMP describes the path to increasing maturity and the Events measuring that maturity.

The IMP tells us “How” the program will flow with the least risk, the maximum value, and the clearest visibility to progress.

The IMS tells us what work is needed to produce the product or service at the Work Package level.

Our Plan Tells Us “How” We are Going to Proceed The Schedule Tells Us

“What” Work is Needed to Proceed


Sequencing of Significant Accomplishments for a Program Event


Events Define the maturity of a Capability at a point in time.

Accomplishments Represent requirements that enable Capabilities.

Criteria Exit Criteria for the Work Packages that fulfill Requirements.

Work Package

Work Package

Work Package

Work Package

Work Package

Work Package

Work Package

Work package

Deliverables Based Planningsm describes of the increasing maturing of a product or service through Events or Milestones, Accomplishments, Criteria, and Work Packages.

Each Event or Milestone represents the availability of one or more capabilities.

The presence of these capabilities is measured by the Accomplishments and their Criteria.

Accomplishments are the pre–conditions for the maturity assessment of the product or service at each Event or Milestone.

This hierarchy decomposes the System Capabilities into Requirements, Work Packages, and the activities the produce the deliverables. This hierarchy also describes increasing program maturity resulting from the activities contained in the Work Packages.

Performance of the work activities, Work Packages, Criteria, Accomplishments, and Events or Milestones is measured in units of “physical percent complete” by connecting Earned Value with Technical Performance Measures.

The structure of a Deliverables Based Plan


Now For The Hard Part

Building a credible IMP/IMS is full of

nuance

It is slightly counter intuitive from the

traditional scheduling approach

It requires the full participation of the

CAMs and the Program Manager

It requires understanding the nuances of

these efforts


The 1st Nuance

Changing the Planning Paradigm

Beginner Intermediate Advanced

Take the program events

and assemble the work

packages.

Identify the tasks

Collect them into Program

Events

Organize the tasks by

Work Package

Roll these to the SA’s

Sequence the work

packages (AC’s)

Examine the exit criteria

for the Program Events

Ask what the entry criteria

are for this events

Build the AC’s to support

these entry criteria

Pull these together under

each SA

Determine the Technical

and Programmatic

maturity for each Program

Event from the Concept of

Operations

Assess the SA’s for each

Integrated Product Team

in terms of their streams

maturity at that point in the

program

Sequence the SA’s for

each PE and assess the

units of measure of

“maturity”

Build the AC’s to support

each SA’s level of maturity


The 2nd Nuance

Describing Increasing Maturity


The sequence of work

matches closely the

horizontal schedules of

the past

No explicit TPM, MOE,

and MOP elements

The sequence of work is

related to the Program

Events, but essentially

“hangs” from the PE to the

SA’s and then the AC’s

All deliverables are visible

but their TPMs and other

system measures are not

stated in the IMP or its

narrative.

There is a narrative in the

form of SA’s and AC’s that

describes how the

program moves from left

to right alone its maturity

path

Risk buy down and

retirement are visible

Intermediate Technical

Performance Measures,

Measures of

Effectiveness, and

Measures of Performance

are visible in the IMP


The 3rd Nuance

Foot and Tie Everything in the IMP and IMS


The IMS contains all the

proper fields in columns

The WBS elements can

be found for all work

elements

CDRL’s are visible and

their multiple delivery

dates connected to each

Program Event

WBS is structured in a

functional manner with

some deliverables defined

in the terminal nodes.

The WBS is properly

formed inside each AC

WBS numbers form a

“well structured” tree, but

still is not “pure” in the

sense of deliverables.

Each column and each

field can be “pivoted” to

form a proper “tree” of

value flow.

The WBS is a “pure”

Product Breakdown

Structure (PBS) and the

services needed to

produce those products.


The 4th Nuance

IMP/IMS is Really Programmatic Architecture


The IMP is built from the

WBS for each Program

Event.

The IMP is seen as a

compliance document that

lists the Program Events

and a “bunch of stuff”

underneath.

The IMP is structured

around separate Program

Events, but below the SA’s

looks like a “shop floor”

schedule with little vertical

connectivity.

The IMP is built as a

“value stream” flow for the

program but the Systems

Engineers

This programmatic

architecture is built in the

same way the technical

system architecture is built

It is derived from the

ConOps and Tier 1

System Requirements

The IMP shows explicitly

how these are supported

in the flow of the SA’s


Niwot Ridge LLC

4347 Pebble Beach Drive

Niwot, Colorado

Program Planning & Controls

Integrated Master Plan

Integrated Master Schedule

Earned Value

Risk Management

Proposal Support Service

Glen B. Alleman

[email protected]

303.241.9633


build an integrated master plan and integrated master

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