IMP as the Definition of Done
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The document discusses the integration of the Integrated Master Plan (IMP) and Agile product roadmaps to define what 'done' looks like in program management. It emphasizes the importance of measuring capabilities in meaningful units, providing clear plans, and managing risks to ensure project success. Both approaches aim to achieve incremental value delivery while adhering to cost and schedule performance metrics.
IMP as the Definition of Done
- 2. • The Integrated Master Plan describes the increasing maturity of a program’s deliverables in terms of Accomplishments and Criteria needed to reach Done. • A Product Roadmap communicates direction and progress of the program, through high-level initiatives and planned steps to reach Done. 29th Annual International Integrated Program Management Workshop 2 Merging the IMP, in DOD Acquisition, with the Product Roadmap, in Agile, to Define Done
- 4. The IMP and Agile Product Roadmap Both Describe Increasing Maturity of Capabilities That Produce Value • Capabilities-based planning focuses on the engineering and delivery processes needed to produce strategic capabilities to the enterprise or mission. • For Agile programs, capabilities are described in the Product Roadmap, delivered on a Cadence or Capabilities Release Cycles. • For the IMP, capacities are described through increasing maturity of contract deliverables. • Capabilities Based Planning integrated Agile and IMP to provide foundation deliver value incrementally, while maintaining cost and schedule performance needed for contract adherence. 29th Annual International Integrated Program Management Workshop 4
- 5. 29th Annual International Integrated Program Management Workshop 5 The IMP tells us Where is the Program Going The IMP describes where we are going, the paths we can take to reach our destination, and the progress or performance assessment points along the way to assure we are on the right path. These points assess the maturity of the product or service against it’s planned maturity. This is the only real measure of progress – never the passage of time or consumption of money. The Integrated Master Plan (IMP) Is A Strategy For The Successful Completion Of The Project Never take your ship anywhere your brain hasn’t already gone ‒ Navigation Wisdom
- 6. What is the IMP? Officially? • The Integrated Master Plan (IMP) is an event-based, top level plan consisting of a hierarchy of Program Events. • Each event is decomposed into specific accomplishments and each specific accomplishment is decomposed into specific Criteria. • The IMP is ultimately used to develop a time- based Integrated Master Schedule (IMS) to shows a networked, multi-layered schedule showing all the detailed tasks required to accomplish the work effort contained in the IMP. • The IMP and IMS related to the Work Breakdown Structure (WBS). • The IMP provides a Program Manager (PM) with a systematic approach to planning, scheduling and execution. 29th Annual International Integrated Program Management Workshop 6
- 7. The Simple Goal of an IMP … • It says How we recognize the Reality of the Program’s current status and its future performance in units of measure meaningful to the decision makers? 29th Annual International Integrated Program Management Workshop 7 The top spins continuous while in a dream – stops spinning in the real world – Cobb’s totem, Inception
- 10. The Product Roadmap Paradigm • Defines the Capabilities produced in each Release • Capability release ‒ ship when needed capabilities ready • Cadence release ‒ ship on pre-defined dates • Defines the Features that produce the Capabilities in the releases • Defines the collected Features in Work Package • Sequences those Work Packages in the Product Backlog for development in Sprints 29th Annual International Integrated Program Management Workshop 10
- 11. What is the Product Roadmap in an IMP Context? • Product Roadmap communicates direction and progress to internal teams and external stakeholders. • It shows high-level initiatives and planned steps to get there. • The roadmap is a product management document and should live separately. • Product Roadmap should be a continuous process throughout the lifecycle of a product. • Requirements and features generated by lots of participants including: customers, partners, sales, support, management, engineering, operations, and product management. • The product management team determines priorities and assures roadmap is aligned with the business goals. 29th Annual International Integrated Program Management Workshop 11
- 12. IMP Structure 29th Annual International Integrated Program Management Workshop 12 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
- 13. Grammar of the IMP • IMP phrases use a past tense verb – to describe what DONE looks like • IMS phrases use present tense verb – to describe work needed to arrive at DONE 29th Annual International Integrated Program Management Workshop 13 Maturity ProductAction Product State Adjective Noun Verb Verb Demonstrates Maturity Step in the Process End Item Final Status Preliminary Model/Sim Design Complete Preliminary Modeling and Simulation Design Complete
- 15. Six Steps of the IMP Paradigm • The IMP contains Program Events (PE), Significant Accomplishments (SA), and Accomplishment Criteria (AC), derived from the Work Breakdown Structure or the SOW • This can be done in 6 easy steps 29th Annual International Integrated Program Management Workshop 15 1. Identify the Program Events (PE) (as the ACQ Guide tells us) 2. Identify the Significant Accomplishments (SA) from the WBS deliverables 3. Identify the Accomplishment Criteria (AC) needed to produce these deliverables 4. Identify the Work Packages for each Accomplishment Criteria 5. Sequence the Work Packages 6. Assemble the IMP/IMS
- 16. Programmatic Architecture Using the IMP 29th Annual International Integrated Program Management Workshop 16 § Vertical traceability AC è SA è PE § Horizontal traceability WP è WP è AC Program Events Define the maturity of a Capability at a point in time. Significant Accomplishments Represent requirements that enable Capabilities. Accomplishment Criteria Exit Criteria for the Work Packages that fulfill Requirements. Work Package Work Package Work Package Work Package Work Package Work Package Work package
- 18. The IMP Speaks to MoE’s and MoP’s 29th Annual International Integrated Program Management Workshop 18 § This is where TPMs are connected with the MoE’s and MoP’s § For each deliverable from the program, all the “measures” must be defined in units meaningful to the decision makers. § Here’s some “real” examples. 1. Provide Precision Approach for a 200 FT/0.5 NM DH 2. Provide bearing and range to AC platform 3. Provide AC surveillance to GRND platform Measures of Effectiveness (MoE) 1. Net Ready 2. Guidance Quality 3. Land Interoperability 4. Manpower 5. Availability JROC Key Performance Parameters (KPP) 1. Net Ready § IPv4/6 compliance § 1Gb Ethernet 2. Guidance quality § Accuracy threshold p70 @ 6M § Integrity threshold 4M @ 10-6 /approach 3. Land interoperability § Processing capability meets LB growth matrix 4. Manpower § MTBC >1000 hrs § MCM < 2 hrs 5. Availability § Clear threshold >99% § Jam threshold >90% Measures of Performance (MoP) 1. Net Ready § Standard message packets 2. Guidance Quality § Multipath allocation budget § Multipath bias protection 3. Land Interoperability § MOSA compliant § Civil compliant 4. Manpower § Operating elapsed time meters § Standby elapsed time indicators 5. Availability § Phase center variations Technical Performance Measures (TPM) Mission Capabilities and Operational Need Technical Insight – Risk adjusted performance to plan
- 20. Both These Approaches Provide Visibility into what Done Look Like When they … • Measure increasing product maturity in units meaningful to the decision makers • Show risks before they arrive so corrective action can be taken 29th Annual International Integrated Program Management Workshop 20
- 22. Material converted end–to– end Pilot Data Enrollment Integrators Quality Monitor Internal Router Data Store Lookup Data Warehouse Data Marts Data Marts Portals and others Billing Demo conversion process, member reconciliation Shared group matrix reports and interfaces Shared member crosswalk and members to ERP Integrators in ERP converted to inventory Status and trigger conversions Data in Marts for ERP Material Master Converted from legacy External Interfaces External Vendors converted to ERP Finance Loss TBD Outcomes Resale's Vendors from legacy Emulations The Product Roadmap and IMP Have Similar Topology’s 29th Annual International Integrated Program Management Workshop 22
- 23. Success Means Connecting Cost + Schedule + Technical Performance in the Presence of Uncertainty • Vertical and Horizontal integration of the Work Packages in the PMB with the Features in the Product Backlog is required. • Work to implement Features produce measures of Physical Percent Complete, to inform progress to plan in Work Packages. 29th Annual International Integrated Program Management Workshop 23
- 24. They Share Similar Measures of Progress to Plan • Measures of increasing maturity for the key deliverables is the foundation for increasing the Probability of Program Success • Measures of Effectiveness (MoE) and Measures of Performance (MoP) defined in Narratives • Key Performance Parameters (KPP) – are specific needed Capabilities without which the program will fail • Technical Performance Measures (TPM) needed for all key deliverables to assure compliance with requirements that implement needed Capabilities 29th Annual International Integrated Program Management Workshop 24
- 25. Which Is Done with the Same Principle 29th Annual International Integrated Program Management Workshop 25 The Bright Line Between the Systems IMP/IMS, WBS, Work Packages, Rolling Waves Agile Product Roadmap and Backlog Software Development Using Agile Status Reported as Physical Percent Complete at each Sprint Physical Percent Complete in IPMR Earned Value Management System Agile Development System
- 27. The Flow of Data Needed for Program Success 29th Annual International Integrated Program Management Workshop 27 Risk Management SOW SOO ConOps WBS Technical and Operational Requirements CWBS & CWBS Dictionary Integrated Master Plan (IMP) Integrated Master Schedule (IMS) Earned Value Management System (EVMS) Objective Status and Essential Views to support the proactive management processes needed to keep the program GREEN Performance Measurement Baseline (PMB) Measures of Effectiveness (MOE) Measures of Performance (MOP) Measures of Cost – Schedule Progress Key Performance Parameters (KPP) Program Specific Key Performance Parameters (KPP) Technical Performance Measures (TPM) CWBS
- 28. The IMP and Agile Paradigm Produce the same Outcomes 29th Annual International Integrated Program Management Workshop 28 Measures of Effectiveness Measures of Performance Key Performance Parameters Physical Percent Complete Technical Performance Measures 2017 NDIA IPMD – An Industry Practice Guide for Agile on Earned Value Management Programs
- 30. Critical Success Factors for Both Paradigms • Define Done in units of measure meaningful to the stakeholder and decision makers • Measures of Effectiveness • Measures of Performance • Key Performance Parameters • Technical Performance Measures • Define Plans and Schedule for these Outcomes • Identify and Mitigate risks for reducible and irreducible uncertainties • Measure Progress to Plan as Physical Percent Complete 29th Annual International Integrated Program Management Workshop 30