IMP IMS overview
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The document provides an overview of Integrated Master Plans (IMPs) and Integrated Master Schedules (IMSs). It discusses how IMPs and IMSs are developed from user requirements and statements of work to provide event-driven plans and task-based schedules. IMPs define program events, accomplishments, and criteria, while IMSs contain detailed tasks and timelines. The development of IMPs and IMSs is an iterative process involving integrated product teams to map requirements to work breakdown structures and schedules.
IMP IMS overview
- 1. 1 IMP/IMS Overview Glen B Alleman glen.alleman@Niwotridge.com
- 2. IMP/IMS - 2/19 Integrated Management Framework Statement of Work (SOW) User requirements decomposed from RFP • Event-driven plan for entire program • Product and Process Sections Determined by performance • Guidance usually in RFP • Tailored to contractor’s program / products • Provides single numbering system for entire program • Contractor generated. Based on SOW • Guidance provided in RFP IMS • Expands IMP, Provides timing Links cost to IMS thru WBS PLACED ON CONTRACT USED TO TRACK PERFORMANCE USED TO REPORT PERFORMANCE Technical Requirements WBS CPARS Technical Performance Measures Process Metrics • Process quality measures Earned Value Management System (EVMS) Integrated Master Plan (IMP)
- 3. IMP/IMS - 3/19 What’s the objective of all this formality? Objective è Implementation Event driven plan versus a schedule driven plan based on completion of tasks è Separate plan (IMP) from schedule (IMS) but link elements with numbering system Condensed, easy to read “plan” showing “events” rather than effort è Indentured, outline format (not text) Pre-defined entry and exit conditions for major program events è Significant accomplishments (SA) for each key event (submitted in proposal) Objective measure of progress/ completion for each accomplishment è Pre–defined accomplishment criteria (AC) for each SA Stable, contractual plan flexible enough to portray program status è IMP is part of contract, IMS is data item Capture essence of functional processes without mandating a particular process è Split IMP into Product and Process sections
- 4. IMP/IMS - 4/19 Integrated Master Plan / Integrated Master Schedule l Integrated Master Plan (IMP) – provides a single plan describing the fundamental structure of the program l Focuses the integrated product team (IPT) team on the customer requirements through deliverables rather than through tasks l Establishes an agreement between all members of the IPT on these deliverables l Defines the program in terms of events, accomplishments, and criteria for these accomplishments l Establishes the criteria and objectives for program success l Integrated Master Schedule (IMS) – provides a task and calendar based schedule at a level necessary for day–to– execution of the program
- 5. IMP/IMS - 5/19 IMP / IMS Assembled From RFP Requirement WBS Element SOW Task System Specification 1000 Spacecraft 1100 Avionics Ground Link §3.1 Structure (WBS1000) Design, develop, produce and verify a complete spacecraft containing avionics, propulsion and other installed equipment. Integrated Master Plan (IMP) 2004 2005 2006 Program Events PDR CDR 1. Preliminary Design Complete 2. Duty Cycle Defined Integrated Master Schedule (IMS) Management Plan Events Accomplishment Criteria 1. Preliminary Design Review PDR 1. a. Duty cycle defined b. Preliminary analysis complete 1000 Spacecraft 1100 Avionics 1110 Ground Link . . 11n0 Avionics
- 6. IMP/IMS - 6/19 Simple Overview of the IMP/IMS Relationship - - - - SYSTEM XX Integrated Master Plan (IMP) Integrated Master Schedule (IMS) ID Task Name Duration Start 1 A01a Needs Analysis Complete 56h 6/1/94 2 A.01a01 Assign Project Leader 1d 6/1/94 3 A. 01a02 Perform Needs Analysis 3d 6/2/94 4 A.01a03 Develop Functional Reqmts1d 6/7/94 5 A.01a04 Present Functional Requirements 1d 6/8/94 6 A.01a05 Functional Requirements Approval 1d 6/9/94 7 A01b Plan/Organization Complete32h 6/10/94 8 A01b01 Or ganize Project Team 1d 6/10/94 9 A01b02 Complete Team Contacts Worksheet 1d 6/13/94 10 A01b03 Develop Project Timeline 1d 6/14/94 11 A01b04 Obtain Authorization for Resources 1d 6/15/94 12 A01c Project Plan Complete 16h 6/16/94 13 A 01c01 Develop Project Plan Document 1d 6/16/94 14 A01c02 Signoff Plan by Proj ect Team 1d 6/17/94 15 A01d Project Plan Approved 16h 6/20/94 16 A.01d01 Present Plan Management1d 6/20/94 17 A01d02 Approve the Plan 1d 6/21/94 18 A01e Project Start-up Announcement8h 6/22/94 19 A01e01 Distribute Approved Plan 1d 6/22/94 20 A01e02 Issue Site Communication Memo 1d 6/22/94 M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T May 22, '9 4 May 29, '94 Jun 5, '94 Jun 12, '94 Ju • Event based Plan • Contractual document • Relatively top level • Task & calendar based Schedule • Level of detail necessary for day-to-day execution SYSTEM XX Integrated Master Plan (IMP) ProcessesEvent Accomplishments Reference ( Criteria PDR Integration planning completed F 16 ACA completed B 52 ACA completed B 2 ACA completed B 1 ACA compl eted Integrated Master Plan (IMP) 1.0 Introduction 2.0 Event Definitions
- 7. IMP/IMS - 7/19 Example IMP Activity # Event Ê Significant Accomplishment (SA) Ê Accomplishment Criteria (AC) WBS Reference E Event E – GN&C Flight Units Complete E01 ÊRelease 1 Flight Production Complete — E01a Ê Release 1 Subassemblies Complete 1.1.2.2 E01b Ê Release 1 Assembly/Integration/Test 1.1.2.2 E02 Ê Release 1a Flight Production Complete — E02a Ê Release 1a Subassembly complete 1.1.2.4 E02B Ê Release 1a ATLO 1.1.2.4
- 8. IMP/IMS - 8/19 Program Events l Program Events are assessment points which occur at the conclusion of significant program activities l Events are key transition points in the program – Key points of maturation – Major product deliveries – Test and integration points – Key decision points l Events are points on the program schedule where the “entire” program team – customer included – reach agreement on the status of the program. – They represent either the beginning or end of integrated program team activities – Key tasks or accomplishments yield evidence that the work is moving forward at an acceptable pace
- 9. IMP/IMS - 9/19 Components of an Event l Events defined in an “event dictionary” – Name of the event – Purpose of the event – What review the event includes – Expectations at this point in time Event 1 – Systems Requirements Review (SRR) Purpose: Ascertain the technical direction of Delivery Order to ensure technical compliance to user needs. Ensure risk and other management programs and plans are effectively in place and the organization is functioning as an IPPD team Includes: review of Pre-contract risk reduction effort; Post Award Conference and initial working group meetings; program requirements; program management controls; initial HWCI/CSCIs; functional baseline; risk assessment; and cost, schedule, technical, and unit cost performance. Expectations: Common understanding of all key contract elements (CLINs, schedules, etc.) and a clear well defined requirements baseline for subsequent system development
- 10. IMP/IMS - 10/19 Event / Accomplishment Evaluation Criteria l Do the Events and Accomplishments reflect the logical evolution and progress of the Program? – Do the events demonstrate the maturity of the program over its life? – Do the Accomplishments and Criteria identify meaningful and measurable progress toward key goals? l Do the Accomplishments of each Event demonstrate an understanding of the requirements or are they simply generic tasks? – Do these accomplishments reflect the Statement of Work? l Does the IMP structure map to the IPT structure so each IPT member knows their scope of responsibility? l Is visibility provided to track risk and risk mitigation steps? l After award, can the Accomplishments be used as activity cost accounts for the EVMS system?
- 11. IMP/IMS - 11/19 Significant Accomplishments (SA) l Significant Accomplishments are the desired results prior to or at the completion of an event that indicate a level of the program's progress. l Shows completion or result of a discrete step in the work process l Is relevant and logically linked to an “event” l Uses consistent language, style and format – This is a critical issue and a standard dictionary of verbs is needed
- 12. IMP/IMS - 12/19 Accomplishment Criteria (AC) l Accomplishment Criteria provide the definitive evidence that a specific accomplishment has been completed l Accomplishment Criteria must: – Measure success or product maturity over time – Provide objective, explicit proof of completion – Highlight specific areas of effort for tracking, monitoring risk, or incrementally verifying a process of product – Relate directly to accomplishments – Answer “how do I know when a accomplishment has been completed” – Focus of exit criteria – Express entrance criteria as predecessors in the IMS
- 13. IMP/IMS - 13/19 Tasks l Tasks are time phased, detailed activities (where work is accomplished and funds are expended) required to support the IMP criteria and accomplishments l Tasks are broken down from the Event Criteria – Tasks broken down into sub–tasks – The sum of all the tasks covers all the Contractor WBS Dictionary, Statement of Work and other contractual requirements – ONLY durations, predecessors and lags – no dates l For each Task – Lag or % – SS+50% – Rationale for duration and predecessors in dependency link described in the notes field – Resources for each task used for Basis of Estimate
- 14. IMP/IMS - 14/19 IMS Development within the IPT IMS Critical Path Analysis, Baseline, Monitor, Update Define IMS tasks/activities, durations and dependencies Combine, consolidate, refine across program IMP Key Events (RFP + unique) “Product Tree” Systems Engineering IPT & other AITs IPT Structure WBS Structure Each IPT defines SAs & ACs for their WBS elements May Need Multiple Iterations
- 15. IMP/IMS - 15/19 Integrated Master Schedule (IMS) l Integrated, networked, multi–layer schedule of activities needed to achieve the contractual objectives l Detailed tasks to be completed l Networked schedule will all dependent tasks linked – Task numbering correlates IMS with Project IMP – Both Gantt and Network provided l Critical path identified and analysis of schedule slack – Used during execution to track progress to plan l Layering allows different levels of detail to be shown l Resource loading should match EVMS
- 16. IMP/IMS - 16/19 Constructing an IMS l The IMS is built as a iterative process between the IPT members – Detailed task identification takes place through an IMP/IMS Point of Contact (POC) using the WBS dictionary – PM-100 requires “activities in the detailed networks should be generally be no longer than twenty (20) working days in duration” – Level of Effort tasks should avoid “grabbing” the critical path, by keeping the completion dates of LOE short of the program end date l Task constraints must be “well formed” – “Must Finish On,” “Finish No Later Than,” and “Start No Later Than” constraints should be avoided since they do not support credible risk assessment and given unreliable results in a statistical risk assessment – Hard constraints from the government should not be carried as hard constraints in the IMS
- 17. IMP/IMS - 17/19 Task Relationships l Finish-to-Start (FS) – the standard “one task must finish before another starts” link: – A test cannot begin until test procedures are written. l Start-to-Start (SS) - this is used when one task cannot start until another starts (often involves some lag time) – A test is scheduled for four weeks, but gathering test results begins 1 week after the start of the tests l Finish-to-Finish (FF) - appropriate where only task completion (but not the start) is driven by another task – The design could start anytime, but can’t complete until 1 month after environmental results are available l Start-to-Finish (SF) - used for administrative-type tasks you want driven by another task – Preparing the agenda two weeks prior to a review
- 18. IMP/IMS - 18/19 Maintaining the IMS Post–Award l For the IMS – Criteria for IMS changes should be clerarly satted – Coordination process for changes documented – Key contract dates may be impacted – Ensure changes are monitored and distributed to IPT members – Monitor linkage to IMP and other management tools (EVMS) l For IMP – IMP requires contract modification to implement changes – Minor changes to IMP may not impact contract
- 19. IMP/IMS - 19/19 Summary l IMP/IMS approach is a disciplined approach for planning, organizing and managing a program l IMP is a contractual roadmap for the entire program l IMS is a key tool for monitoring program progress l These are complex, expensive documents, that force the contractor to plan essentials of program l In order to maximize their usefulness after award they need to be developed and maintained with care l The “trick” is balancing detail with ease-of-use with contract compliance