IMP & WBS - Getting Both Right is Paramount

Integrated Performance Management 2014
IMP & WBS
Getting Both Right is Paramount
Glen B. Alleman
Niwot Ridge, L.L.C.
+1 303 241 9633
glen.alleman@niwotridge.com
Thomas J. Coonce
Institute for Defense Analyses
+1 703 362 2568
tom.coonce@ida.org
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Gordon M. Kranz
Deputy Director, EVM
PARCA (OSD)
+1 703 697 3703
gordon.m.kranz.civ@mail.mil
David Walden
Sysnovation, LLC
+1 952 807 1388
Dave@sysnovation.com

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• WBS is the starting point for program success. It tells us
what DONE looks like in terms of deliverables.
• Integrated Master Plan (IMP) tells us how the increasing
maturity of the deliverables will be assessed at each
Program Event.
• Integrated Master Schedule (IMS) tells us the order of the
Work Packages needed to produce this increasing maturity.
• Control Account Plan (CAP) defines the authorized scope,
budget, and period of performance for the work that
produces the deliverables defined in the WBS, assessed in
the IMP, and sequenced in the IMS.
Themes
Cost and schedule progress must to be informed by objective
technical measures of progress

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• Demonstrate
– How a credible Performance Measurement Baseline (PMB) begins by
understanding all the requirements and how those requirements are
accounted for using and comprehensive Work Breakdown Structure
(WBS)
– Why it is important to define what done looks like in the Contract
Work Breakdown Structure (CWBS) dictionary
– How an Integrated Master Plan and Integrated Master Schedule shows
the planned maturing of those requirements and how they are
implemented in an Integrated Master Schedule (IMS) and work
packages
– How cost and schedule progress should naturally occur once the
technical requirements have been met
• Show an example of an IMP, WBS, CWBS, CWBS dictionary
and IMS for the avionics portion of a notional UAV system.
• Show an example of how cost and schedule progress can be
informed by a Technical Performance Measure
Agenda

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❶ Understand the Technical and Operational
Requirements and Define the Work Breakdown
Structure
❷ Build the Integrated Master Plan (IMP)
❸ Identify Reducible Risks and mitigation strategy
❹ Build the Integrated Master Schedule (IMS)
❺ Adjust the IMS for Irreducible Risk and set Schedule
Margin
❻ Establish the PMB with margins and Management
Reserve
Six Steps Needed for a Credible
Performance Measurement Baseline (PMB)†
This presentation discusses only Steps 1, 2 and 4
† See 2014 November Measurable News for a full discussion of these steps
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Elements Needed to Establish the Performance
Measurement Baseline and Objectively Measure
Technical Performance
Risk
Management
SOW
SOO
ConOps
WBS
Techncial and Operational
Requirements
CWBS &
CWBS Dictionary
Integrated Master Plan
(IMP)
Integrated Master Schedule
(IMS)
Earned Value Management
System (EVMS)
Performance Measurement Baseline (PBM)
Measures of Effectiveness
(MOE)
Measures of Performance
(MOP)
Measures of Progress
(Physical % Complete)
JROC
Key Performance Parameters
(KPP)
Program Specific
Key Performance Parameters
(KPP)
Measures (TPM)
CWBS
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Objective Technical Measures of Performance provide information for proactive
management processes needed to keep the program GREEN

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Connecting Programmatic and Technical Descriptions of “Done”
WBS
SOW
SOO
ConOps
Techncial and Operational
Requirements
CWBS &
CWBS Dictionary
Integrated Master Plan
(IMP)
Integrated Master Schedule
(IMS)
Earned Value Management
System (EVMS)
Performance Measurement Baseline (PBM)
Measures (TPM)
CWBS
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Objective Technical Measures of Performance provide information for proactive
management processes needed to keep the program GREEN
Technical Requirements Specification
derived from JCIDS CDD traced to WBS
deliverables that produce capabilities.MIL-HDBK-245D
Description of Required Effort to deliver
required technical capabilities and
criteria assess them in WBS Dictionary
Maturity assessment of REQM using
MOE, MOP, TPMs at System and
Subsystem level
Work performed in the IMS, with Criteria
describing compliance with TPMs, MOE,
MOPs at System and Subsystem Level
Assessment of Physical Percent
Complete to inform BCWP for each
deliverable in WBS

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Overview of the Process
6 Steps To Success
❶ Understand Requirements
and Define WBS
❹ Build IMS
❷ Build IMP ❺ Adjust for Irreducible Risks
❸ Identify Reducible Risk ❻ Establish the PMB
1.2.1 Integrate cost and schedule performance
data with objective technical measures of
performance
DI-MGMT-81861†
† Integrated Program Management Report (IPMR), DI-MGMT-81861, OUSD (AT&L) PARCA, 20 Jun 2012
Measure Progress Based on Meeting Requirements starting with the
CWBS, WBS Dictionary, and Technical Specifications

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The WBS
• Is the touchstone of all work activities, cost, schedule, and technical
on the program
• Describes technical, process, and programmatic deliverables over
the life of the program
• Describes how these deliverables are related through a well formed
tree structure – parents and children – defined by MIL-STD-881C
• Decomposes the work required to achieve the project deliverables.
the complexity of the project tasks is reduced as the tasks are
broken down until they reach a manageable size. The lowest level
elements of the WBS used for project management are usually
called work packages.
• Defines the project tasks and therefore it defines the scope for the
work required for the project.
The WBS States what Products are
to be Delivered to the Customer

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Risk & Risk Assessment
- Level of Detail
- Program Oversight
level of detail
Technical
- TPMs
- Specifications
- Design docs
- Performance char.
Earned Value
Cost and Schedule Status
WBS
Schedule
IMP / IMS
Getting the WBS Right is Paramount
Focus of most programmatic and technical status discussions

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Tactical Situation Awareness
System (TSAS)
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Command and Data Center
Mobile SensorsUAV with Airborne Sensors
Ground Based Sensors

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• The Statement of Work (SOW) and Concept of Operations
(ConOps) describes what capabilities are needed.
• The WBS defines all the program’s deliverables.
• The Integrated Master Plan (IMP) describes the
Accomplishments and Criteria needed to asses these
Accomplishments that move the deliverables maturity
assessment at the Event.
• The MOEs, MOPs, JROC and Program KPPs, TPMs describe the
needed technical attributes of the deliverables.
• The Integrated Master Schedule (IMS) shows the order of the
work performed to produce the deliverables.
• The Integrated Baseline Review (IBR) provides the evidence
that the plan is credible and executable.
Setting up the TSAS Program

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• The contractor shall develop, test, integrate, and field five complete
(squads) of Tactical Situation Awareness Systems (TSAS) as defined in this
PWS.
• Background:
– The Army requires a system that will provide a division or below-level
commander with near real time beyond line of sight tactical enemy
intelligence. Such information will be provided through an autonomous
unmanned air vehicle (UAV) equipped with Electro-optical/Infrared (EO/IR),
Synthetic Aperture Radar (SAR), and the Full Motion Video (FMV).
– The Army envisions that a TSAS system will be deployed to an area of
engagement within 3,000 miles using two C-17s. The system must be able to
provide enemy intelligence over 196 square miles.
– The UAV and sensor segment must provide persistent coverage for 16 out of
24 hours; remain on station for 4 hours and record videos of the entire 196
square miles at least three times. The Army expects this UAV to operate no
higher than 15,000 feet above ground level.
TSAS SOW Extract

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• The sensors and communication system must provide image quality such
that a human operator within the command and control center can:
– - Distinguish types and quantity of wheeled and tracked vehicles;
- Determine types and quantity of heavy artillery and locations;
- Identify communications and radar equipment; and
- Estimate troop size and movements.
• The three on board sensor data must be presented to the command
center human operation within 10 seconds of data capture. The
contractor must select the appropriate sized communication equipment
needed to provide this coverage, image resolution and response time.
• In order to meet aeronautic performance requirements, each sensor
system must weigh no more than 100 pounds.
TSAS Avionics Requirement
Specification Extract

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Developing the WBS with 881C
Source: Appendix H, MIL-STD-881C, 3 October 2011
WBS # Level 3 Level 4
1.1.4 Avionics
1.1.4.1 Avionics Integration, Assemble, Test and
1.1.4.2 Communication/Identification
1.1.4.3 Navigation/guidance
1.1.4.4 Automatic Flight Control
1.1.4.5 Health Monitoring System
1.1.4.6 Stores Management
1.1.4.7 TSAS Mission Computer/Processing
1.1.4.8 Fire Control
1.1.4.9 Avionics Software Release 1…n
1.1.4.10 Avionics Subsystems - Classified 1
1.1.4.13 TSAS SAR Sensor Subsystem
1.1.4.14 TSAS EO/IR Sensor Subsystem
1.1.4.15 TSAS FMV Sensor Subsystem
WBS # Level 1 Level 2 Level 3 Level 4
1.0 TSAS UAV System
1.1 Air Vehicle
1.1.1 Airframe
1.1.2 Propulsion
1.1.3 Vehicle Subsystems
1.1.4 Avionics
1.1.5 Auxilliary Equipment
1.1.6 Air Vehicle Software Release 1…n
1.1.7 Air Vehicle Integration, Assembly, Test and Checkout
1.2 Payload
1.3 Ground/Host Segment
1.4 UAV Software Release 1…n
1.5 UAV System Integration, Assembly, Test and checkout
1.6 Systems Engineering
1.7 Program Management
1.8 System Test and Evaluation
1.9 Training
1.10 Data
1.11 Peculiar Support Equipment
1.12 Common Support Equipment
1.13 Operational/Site Activation
1.14 Industrial Facilities
1.15 Initial Spares and Repair Parts
Contractor added SAR, EO/IR and
FMV Sensors

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• “Purpose and intent of the CWBS and CWBS
dictionary is to document the contractor’s
deliverable products and planned approach to
performing the contract scope of work”
• “It also contains the technical description of
the military end item being
developed/procured by the contract”
CWBs and CWBS Dictionary
Source: Data Item Description, DI-MGMT-81334D, Contractor Work Breakdown Structure

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TSAS Avionics CWBS Dictionary
CWBS
CWBS Element
Name
CWBS Definition
1.1.4 Avionics
The element includes all effort associated with designing, procuring, building, assembling,
testing, and checkout of element subsystems to ensure they meet the stated requirements
1.1.4.1
Avionics
Integration,
Assemble, Test,
and Checkout
Element includes all effort to technical and functional activities associated with the design,
development, and production of mated surfaces, structures, equipment, parts, materials, and
software required to assemble and test the avionics suite parts and subsystems equipment.
1.1.4.2
Communication
/ Identification
Element includes all effort associated with designing, procuring, building, assembling, test,
and check out of communications and identification components including line-of-sight and
beyond-sight and associated antenna and processors. Communication components must meet
the KPPs stated in the Technical Specification. The identification, Friend, Foe (IFF) components
includes all transponders and associated processes. IFF must meet KPPs threshold in the Tech
1.1.4.3
Navigation and
Guidance
Element includes all effort associated with designing, procuring, building, assembling, test and
check out of navigation and guidance components. Navigation subsystem must meet the
threshold KPPs stated in the Technical Specifications. The guidance system includes GPS and
Inertial Navigation systems and interface hardware to the Mission Management Computer.
1.1.4.4
Automatic
Flight Control
The element includes electronic devices and sensors, in combination with flight controls that
enable the crew to control the flight path of the aircraft and provide lift, drag, trim, and
conversion effects. This includes Flight Control Computers, software, signal processors, and
data transmitting elements designed to processing data for either primary or automatic flight
control functions. Electronic devices required for signal processing, data formatting and
interfacing between flight control elements.

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TSAS Avionics CWBS Dictionary
(Concluded)
CWBS
CWBS Element
Name
CWBS Definition
1.1.4.5
Health Monitoring
Systems
testing, and check out of equipment needed to detect and report malfunctions in the
avionics systems.
1.1.4.13
TSAS SAR Sensor
Subsystem
testing, and check out of the Synthetic Aperture Radar. The element includes transmitter,
receiver, switch, antenna(s), data recorder, processor, and interface equipment to the
communication element – 1.1.4.2. It must meet the image resolution as stated in the
Technical Specifications.
1.1.4.14
TSAS EO/IR Sensor
Subsystem
testing, and check out of the Electro Optical/InfraRed sensor platform. The element
includes optical head and window, collecting optics, field stop, reticle, optical filters,
detector, preamplifiers, amplifiers, signal processor, controls, and interface equipment to
the communications element – 1.1.4.2. The EO/IR element must meet the resulting
requirements as stated in the Technical Specifications.
1.1.4.15
TSAS FMV Sensor
Subsystem
testing, and check out of the Full Motion Video platform. The element includes digital
camera, high speed video switched matrix, parallel processors, applicable software
including encryption, radio frequency equipment and antennas. The FMV must meet the
image resolution as stated in the Technical Specifications.

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The Integrated Master Plan describes where the program is going, the various
paths taken to reach destination, and the progress or performance
assessment points along the way to assure it is on the right path.
These assessment points measures the “maturity” of the product or service
against the planned maturity. This is the only real measure of progress – not
the passage of time or consumption of money.
The Integrated Master Plan (IMP) Is The Strategy For
The Successful Completion Of The Project
RP

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Structure of the
Integrated Master Plan (IMP)
• Vertical and Horizontal traceability assures each
deliverable is assessed for increasing maturity against
its planned maturity
IMS
IMP
Describes how program
capabilities will be
delivered and
how these
capabilities will
be recognized
as ready for
delivery
Supplemental Schedules (CAM Notebook)
Work Packages and Tasks
Criteria
Accomplishment
Events
or
Milestones

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Integrated Master Plan for TSAS
Avionics Preliminary Design Review
WBS IMP # IMP Description
1.1.4 C (PE) TSAS Avionics PDR Completed
1.1.4 C.01 (SA) TSAS Avionics System Requirements Defined
1.1.4 C.01.01 (AC) System / Subsystem Specification Completed
1.1.4 C.01.02 (AC) Update TSAS Avionics Requirements Analysis Completed
1.1.4 C.01.03 (AC) Update Draft System Specifications Completed
1.7 C.01.04 (AC) Cost, Schedule, And Technical Performance Reviewed
1.1.4.7 C.02 (SA) TSAS Mission Computer Sensor Subsystem Design Development Completed
1.1.4.7 C.02.01 (AC) Mission Computer Functional Requirements Definition Completed
1.1.4.7 C.02.02 (AC) Mission Computer Functional Architecture Definition Completed
1.1.4.7 C.02.03 (AC) Mission Computer Detailed Design Definition Completed
1.1.4.13 C.03 (SA) TSAS SAR Sensor Subsystem Design Development Completed
1.1.4.13 C.03.01 (AC) SAR Functional Requirements Definition Completed
1.1.4.13 C.03.02 (AC) SAR Functional Architecture Definition Completed
1.1.4.13 C.03.03 (AC) SAR Detailed Design Definition Completed
1.1.4.14 C.04 (SA) TSAS EO/IR Sensor Subsystem Design Development Completed
1.1.4.14 C.04.01 (AC) EO/IR Functional Requirements Definition Completed

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• The IMS is the horizontal sequence of work
that produces products with increasing
maturity of technical performance
The Integrated Master Schedule
GA

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Assess the maturity
of a Capability at a point in
time.
Requirements that
enable planned Capabilities.
Exit Criteria for Work Packages
That deliver the Requirements.
Work
Package
Work
Package
Work
Package
Work
Package
Work
Package
Work
package
 Integrated Master Plan (IMP) is the strategy for the successful
completion of the program, measured as “increasing maturity” of
the Performance Measures (MOE, MOP, TPM, KPP).
 Without a plan we cannot say what “done” looks like.
 Integrated Master Schedule (IMS) defines the Work Packages and
Planning Packages needed to implement the Plan, retire risks,
manage resources, and sequence the detailed work activities.
 Both the Plan and the Schedule are essential for success.
The structure of a
Performance-Based
Program
CRITERIA
ACCOMPLISHMENTS
EVENTS
MOP
MOE
Subsystem
System
GA

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Top Level TSAS Avionics IMS

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TSAS Organizational Breakdown
Structure (OBS)

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PDR EO/IR Portion of TSAS IMS

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• CA’s are decomposed from the SOW
• CAP contains Work Packages, Period of
Performance, BCWS, and WBS Dictionary
references
TSAS Control Account

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• The funding allocated
to the Control
Account.
• The Work Packages
and Planning Packages
for this funding.
• A short description of
the outcomes.
• The CAP is the “check
book” for the work to
be performed.
The Control Account Plan

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Connecting the Dots in the PMB
WBS KPPs TPMs
EVM
ETC
EAC
Irreducible
uncertainty
in reference
classes Reducible
uncertainty held
in Risk Register
Schedule Margin in
DI-MGMT-81861
Cost Contingency †
Risk retirement in PMB
Management Reserve
covers unmitigated risk
MOE
MOP
Physical %
Complete
PE
SA
AC
JROC KPP
IMP
IMS WP
28

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Determination of Physical % Complete must be informed by both
task completion and technical status
• Progress of a set of tasks
– Drawings Completed
– Lines of Code Written
– Work Products Produced
– Reviews Completed
• Progress of the technical
status
– Critical TPM Achievement
– System Capabilities Met
– Quality of Work Products
– System Under Review Acceptable
Measuring progress
of what people do
Measuring progress of the
result of what people do
Progress is measured by effectiveness of outcomes to the end user
BCWPi
i=1
N
å = BCWSi ´ P%Ci
i=1
N
å
Physical % Complete P%C

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• Technical Performance Measures (TPM)
• Requirements Maturity
• Progress of System Design documentation
• Technical Risk
• Formal CDRL completion
• Other indicators of outcome performance
Typical Measures of Technical
Status

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• Image resolution under various scenarios
• Response time UAV to ground terminal
• Planned weight (chosen for our example)
Possible TPMs for TSAS EO/IR

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Example of TSAS EI/OR TPM Informing Cost/Schedule
Performance
90
100
110
120
130
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Pounds
Upper Control Limit Requirement Weight
Planned Weight Actual Weight
TPM is off plan from February – July. CAM
adjudicates P%Ci < 100%, records BCWP <
BCWS for those months, and spends more to
get weight on plan. Once on plan (August),
BCWPcum = BCWScum
TPM Weight Plan vs Estimated Actuals TPM vs Cost and Schedule Progress
Month Jan Feb Mar Apr May Jun Jul Aug
Upper Control Limit 125 125 125 125 125 125 125 125
Requirement Weight 100 100 100 100 100 100 100 100
Planned Weight 120 120 115 115 110 110 105 105
Estimated Actual Weight 120 123 128 130 128 120 110 103
BCWS 71,160$ 63,000$ 65,520$ 73,280$ 68,640$ 65,520$ 76,400$ 65,520$
BCWScum 71,160$ 134,160$ 199,680$ 272,960$ 341,600$ 407,120$ 483,520$ 549,040$
ACWP 71,160$ 63,000$ 65,520$ 78,000$ 78,000$ 78,000$ 76,400$ 65,520$
ACWPcum 71,160$ 134,160$ 199,680$ 277,680$ 355,680$ 433,680$ 510,080$ 575,600$
BCWP 71,160$ 61,425$ 58,113$ 63,722$ 57,408$ 59,564$ 72,762$ 104,886$
BCWPcum 71,160$ 132,585$ 190,698$ 254,420$ 311,828$ 371,392$ 444,154$ 549,040$
SV -$ (1,575)$ (7,407)$ (9,558)$ (11,232)$ (5,956)$ (3,638)$ 39,366$
SVcum $.00 ($1.58) ($8.98) ($18.54) ($29.77) ($35.73) ($39.37) $.00
CV $.00 ($1.58) ($7.41) ($14.28) ($20.59) ($18.44) ($3.64) $39.37
CVcum $.00 ($1.58) ($8.98) ($23.26) ($43.85) ($62.29) ($65.93) ($26.56)
CPIi (BCWP/ACWP) 1.00 0.98 0.89 0.82 0.74 0.76 0.95 1.60
CPIcum 1.00 0.99 0.96 0.92 0.88 0.86 0.87 0.95
SPIi (BCWP/BCWS) 1.00 0.98 0.89 0.87 0.84 0.91 0.95 1.60
SPIcum 1.00 0.99 0.96 0.93 0.91 0.91 0.92 1.00

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Summary of Steps to Create the
Credible PMB and Track Progress
6 Steps To Success
❶ Understand Requirements
and Define WBS
❹ Build the IMS
❷ Build IMP ❺ Adjust for Irreducible Risks
❸ Identify Reducible Risk ❻ Establish the PMB
1.2.1 Integrate cost and schedule performance
data with objective technical measures of
performance
DI-MGMT-81861†
† Integrated Program Management Report (IPMR), DI-MGMT-81861, OUSD (AT&L) PARCA, 20 Jun 2012
Measure Progress Based on Meeting Requirements

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6 Steps To Making These Connections
Step Outcome
❶
Define
WBS
 With SOW, SOO, ConOps, WBS, and other program documents, develop CWBS
of system deliverables and work processes to produce the program outcomes.
 Develop CWBS Dictionary describing scope of work and Criteria for the
successful delivery of these outcomes.
❷
Build IMP
 Develop Integrated Master Plan (IMP), showing how each system element in
the CWBS moves through the maturation process at each Program Event.
 Define Measures of Effectiveness (MOE) for each Accomplishment.
 Define Measures of Performance (MOP) for each Criteria.
❸
Identify
Reducibl
e Risk
 For each key system element in the CWBS, identify reducible risks, probability
of occurrence, mitigation plan, and residual risk in the Risk Register.
 Risk mitigation activities placed in IMS and PMB to assure probability of
occurrence and probability of impact reduced.
 For risks without mitigation plans, place budget for risk in Management
Reserve (MR) to be used to handle risk when it becomes an Issue.

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Step Outcome
❹
Build the
IMS
 Arrange Work Packages and Tasks in a logical network of increasing maturity
of the deliverables.
 Define exit criteria for each Work Package to assess planned Physical
Percent Complete to inform BCWP using TPM, MOP, MOE, and Risk
Reduction activities in support of Accomplishments in the IMS.
❺
Adjust for
Irreducible
Risks
 For irreducible risks in the IMS, use Reference Classes for Monte Carlo
Simulation anchored with Most Likely duration to calculate needed schedule
margin.
 Assign schedule margin tasks in the IMS, to protect the key system
elements, per DI-MGMT-81861 guidance.
❻
Establish
PMB
 Using risk adjusted IMS, calculate needed Management Reserve (MR) to
account for the latent risks in the Risk Register.
 With deterministic IMS and its embedded Schedule Margin and
Management Reserve for latent risk, determine the resulting confidence
level of the PMB.
6 Steps To Making These Connections

IMP & WBS - Getting Both Right is Paramount

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