Build an integrated master plan and integrated master

The
Five + One
Easy Steps
To an
Integrated Master
Plan
and
Integrated Master
Schedule

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

The problem of …
process change is
often complicated
5 + 1 Steps to a Credible
by the fact that no
one is responsible
to make it happen.
IMP/IMS
If it is important 1. Identify the Program Events (PE)
enough to do,
however, someone
must be assigned
2. Identify the Significant
the responsibility Accomplishments (SA)
and given the
necessary
resources.
3. Identify the Accomplishment
Until this is done, Criteria (AC)
process
development will
remain a nice thing
4. Identify the work for each
to do someday, but
never today.
Accomplishment Criteria
‒ Watts Humphrey 5. Sequence the Work Packages

6. Assemble the IMP/IMS

Part 2.B.3 Acquisition Strategies,
Exit Criteria, and Risk Management
There is no “Event driven acquisition strategies and program plans
single place that must be based on rigorous, objective assessments of a
calls out the use program’s status and the plans for managing risk during
of IMP/IMS.
the next phase and the remainder of the program.
The RFP is
usually the The acquisition strategy and associated contracting
stating point, but activities must explicitly link milestone decision reviews
the source to events and demonstrated accomplishments in
documents that
are the basis of development, testing, and initial production.
the RFP are The acquisition strategy must reflect the
scattered across
interrelationships and schedule of acquisition phases and
several
procurement events based on logical sequence of demonstrated
regulations. accomplishments not on fiscal or calendar expediency.”


Step 1: Identify the Program
Events
Actors Processes Outcomes
Define the process flow for
Confirmation that the Program
product production from
Systems Engineer Events represent the logical process
contract award to end of
flow for program maturity
contract
Confirm customer is willing
Engagement with contracts and
Program Manager to accept the process flows
customer for PE definition
developed by the IMP
Identify interdependencies Value Stream components identified
Project Engineer between program event at the PE level before flowing them
work streams down to the SA level
Lay the foundation for a structure to
Capture Program Event
support the description of the
IMP/IMS Architect contents for each IPT or
increasing mature as well as the flow
work stream
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)
Identify Integrated Product
Define the boundaries of these
System Engineer Teams (IPT) responsible for the
programmatic interfaces
SA’s
Confirm the sequence of SA’s
Define the product development
Technical Lead has the proper dependency
flow process improves maturity
relationships
Confirm logic of SA’s for project Define the program flows
Project Engineer
sequence integrity improves maturity
Validate SA outcomes in support Confirm budget and resources
CAM
of PE entry conditions adequate for defined work effort
Assure the assessment points
provide a logical flow of maturity Maintain the integrity of the IMP,
IMP/IMS Architect
at the proper intervals for the WBS, and IMS
program


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

Preliminary Design Review Complete

Step 3: Identify Accomplishment Criteria (AC) for
Each Significant Accomplishment (SA)
Define and sequence the
Establish ownership for the
contents of each Work Package
content of each Work Package
CAM and select the EV criteria for
and the Exit Criteria – the
each Task needed to roll up the
Accomplishment Criteria (AC)
BCWP measurement
Identify the logical process flow
of the Work Package to assure Establish ownership for the
Project Engineer the least effort, maximum value process flow of the product or
and lowest risk path to the service
Program Event
Assure all technical processes Establish ownership for the
Technical Lead are covered in each Work technical outcome of each Work
Package Package
Confirm the process flow of the Guide the development of
ACs can follow the DID 81650 outcomes for each Work
IMP/IMS Architect
structuring and Risk Assessment Package to assure increasing
processes maturity of the program

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
Identify or confirm the work
Bounded work effort defined
CAM activities in the Work Package
“inside” each Work Package
represent the allocated work
All work effort for 100%
Confirm this work covers the completion of deliverable visible
Technical Lead
SOW and CDRLs in a single location – the Work
Package
Foundation of the maturity flow
Assist in the sequencing the
IMP/IMS Architect starting to emerge from the
work efforts in a logical manner
contents of the Work Packages
Earned Value Assign initial BCWS from BOE Confirmation of work effort
Analyst to Work Package 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)
Define the process flow of work
Define the order of the Work
and the resulting
Packages needed to meet the
CAM accomplishments to assure value
Significant Accomplishments for
is being produced at each SA
each Program Event
and the AC’s that drive them
Assure that the sequence of
Work Packages adheres to the Begin the structuring of the IMS
IMP/IMS Architect guidance provided by DCMA for compliance and loading into
and the EVMS System the cost system
description
Baseline the sequence of Work
Packages using Earned Value
Direct insight to progress to plan
Program Controls Techniques (EVT) with
in measures of physical progress
measures of Physical Percent
Complete


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
Starting with the AC’s under
Establish the Performance
each SA’s connect Work
IMP/IMS Architect Measurement Baseline
Packages in the proper order for
framework
each Program Event
Confirm the work efforts
Review and approval of the IMS
Program Manager represent the committed
– ready for baseline
activities for the contract
Assess the product development Review and approval of the IMS
Project Engineer
flow for optimizations – ready for baseline
Confirm the work process flows
Review and approval of the IMS
Systems Engineer result in the proper products
– ready for baseline
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
Our Plan Tells Us “How” We visibility to progress.
are Going to Proceed  The IMS tells us what work is
The Schedule Tells Us needed to produce the
product or service at the
“What” Work is Needed to Work Package level.
Proceed

Sequencing of Significant Accomplishments for a Program Event


 Deliverables Based Planningsm describes of the increasing maturing of a product or service
through Events or Milestones, Accomplishments, Criteria, and Work Packages. The structure of a
 Each Event or Milestone represents the availability of one or more capabilities. Deliverables Based Plan
 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 Events
each Event or Milestone. Define the maturity
 This hierarchy decomposes the System Capabilities into Requirements, Work Packages, and the of a Capability at a point in
activities the produce the deliverables. This hierarchy also describes increasing program maturity time.
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.

Accomplishments
Represent requirements
that enable Capabilities.

Criteria
Exit Criteria for the Work
Packages that fulfill Requirements.

Work Work Work
Package Package Package

Work Work Work
Package Package Package

Work
Work package
Package

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  Examine the exit criteria  Determine the Technical
and assemble the work for the Program Events and Programmatic
packages.  Ask what the entry criteria maturity for each Program
 Identify the tasks are for this events Event from the Concept of
 Collect them into Program  Build the AC’s to support Operations
Events these entry criteria  Assess the SA’s for each
 Organize the tasks by  Pull these together under Integrated Product Team
Work Package each SA in terms of their streams
 Roll these to the SA’s maturity at that point in the
 Sequence the work program
packages (AC’s)  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  The sequence of work is  There is a narrative in the
matches closely the related to the Program form of SA’s and AC’s that
horizontal schedules of Events, but essentially describes how the
the past “hangs” from the PE to the program moves from left
 No explicit TPM, MOE, SA’s and then the AC’s to right alone its maturity
and MOP elements  All deliverables are visible path
but their TPMs and other  Risk buy down and
system measures are not retirement are visible
stated in the IMP or its  Intermediate Technical
narrative. 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  The WBS is properly  Each column and each
proper fields in columns formed inside each AC field can be “pivoted” to
 The WBS elements can  WBS numbers form a form a proper “tree” of
be found for all work “well structured” tree, but value flow.
elements still is not “pure” in the  The WBS is a “pure”
 CDRL’s are visible and sense of deliverables. Product Breakdown
their multiple delivery Structure (PBS) and the
dates connected to each services needed to
Program Event produce those products.
 WBS is structured in a
functional manner with
some deliverables defined
in the terminal nodes.


The 4th Nuance
IMP/IMS is Really Programmatic Architecture
 The IMP is built from the  The IMP is structured  The IMP is built as a
WBS for each Program around separate Program “value stream” flow for the
Event. Events, but below the SA’s program but the Systems
 The IMP is seen as a looks like a “shop floor” Engineers
compliance document that schedule with little vertical  This programmatic
lists the Program Events connectivity. architecture is built in the
and a “bunch of stuff” same way the technical
underneath. 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
glen.alleman@niwotridge.com
303.241.9633


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