1. Integrated Master Plan/ Integrated Master Schedule (IMP/IMS)

2. Course Outline IMP/IMS Philosophy IMS Description IMS Development
Overview
Definitions
Events, Accomplishment, & Criteria
IMS Description
IMS Development
IMS Execution
Summary
First we’ll look at some general background material about why we employ an Integrated Master Plan & an Integrated Master Schedule.

3. Government Roadmap of IMP/IMS
“Big Picture” view of program
Do it early!
Shows key events, capabilities evolution, schedule, constraints
Supports POM; helps fight budget cuts
Shows key schedule interfaces with supporting programs/activities/contracts
Becomes framework for Program Metrics
Review regularly with all the players
Communication tool of progress, problems, and “heading check”
Update government roadmap as required with IMS
POM
OT&E
IOC
IDT&E CA
REQMT
Tailored form of the IMP/IMS can be used to create a Government Roadmap for your program; this Roadmap should
Be prepared by the government program office early in program planning phase in conjunction with any supporting program offices
Focus on and convey the “big picture” of the program objectives, capabilities evolution, summary schedule, any major program constraints. Can be used to orient others; e.g., HQ USAF, DoD, Industry, Congress, etc.
Support initial and subsequent POM submissions, and provide sound defense against funding cuts throughout the program life
Contain key events and show schedule interfaces with all supporting programs/activities (e.g., the Services, DARPA, other agencies) and their supporting contracts
Be reviewed regularly by your program office and the supporting program offices to assess progress toward meeting those key events and schedule interfaces; the Roadmap should be updated as necessary
Help detect disconnects early, and, hopefully, provide lead time and a planning tool to help "get well”

4. IMP & IMS Overview Important Characteristics
Pamphlet paragraph 2.1
The IMP is an Event-based plan that should provide sufficient definition to allow for tracking the completion of required Accomplishments for each Event and the completion Criteria for each Accomplishment.
In addition, the IMP defines the maturation of the development of the product as it progresses through a disciplined systems engineering process. The IMP Events are not tied to calendar dates; each Event is completed when its supporting Accomplishments are completed and as evidenced by the Criteria completion supporting each of those Accomplishments. Generally, the IMP becomes the bilateral agreement defining the Event-driven program plan. Although fairly detailed, the IMP is a relatively top-level document in comparison with the IMS IMP is not tied to calendar
While these two products (IMP and IMS) are inherently related, they are two separate products. In general, the IMP can be thought of as the top-down planning tool and the IMS as the bottom-up execution tool for a program. Therefore, the IMS is directly traceable back to the IMP.
The IMS is based on the IMP and supplements it with additional levels of detail and scheduling logic. It incorporates all of the IMP events, accomplishments, and criteria; to these activities it adds the detailed tasks necessary to support the IMP criteria along with each task’s duration and its relationships (precedence logic or network) with other tasks. This network of integrated tasks, when tied to the program start date (e.g., contract award), creates the task and calendar-based schedule that is the IMS. The IMS should be defined to the level of detail necessary for day-to-day execution of the program or project, and reflect the contractor’s management and scheduling system
Consistent with contractor’s management & scheduling system structure format

5. The Integrated Master Plan The Integrated Master Schedule
Basic Definitions...
The Integrated Master Plan
Bilateral agreement on what defines the “event-driven” program
Documents the key events, accomplishments and criteria in the development, production and/or modification of a system
Sequential events, points (generally meetings) to assess program progress
A contractual document
The Integrated Master Schedule
A couple of key program management questions are, “where are we?” and “How do we know we’re where we think we are?”
The IMP and IMS are tools to help address these questions:
This event-driven vehicle is called the IMP. Like a set of assembly instructions, the IMP tells you the sequence of events to build a system but provides no schedule insight.
Once the events are defined, a time-driven plan is needed that backward plans from key dates that are provided to form a schedule, based on the events set forth in the IMP and the work necessary to accomplish them. That schedule roadmap ensures the interim and final dates are achieved, is used as a tracking and status tool, and shows the progress, relationships and interdependencies throughout execution.
Many of the IMP’s events must occur sequentially while others may occur in parallel. The time-based vehicle will show, not only overall program progress, but the inter-relationships and dependencies of the events. For example, Event C cannot commence until all of Event A is complete and 1/2 of Event B.
This time-driven tool is called the IMS.
The IMS is not actually included in the contract; rather it’s called out in the Contract Data Requirements List (CDRL), delivered to the government, and should be BASELINED no later than the Integrated Baseline Review (IBR).
Made up of “tasks” depicting work effort needed to complete the “criteria”
Detailed time-driven plan for program execution to help ensure on-time delivery dates achieved
Tracking & status tool during program execution
Detailed tool to show progress, interrelationships and dependencies
Contract deliverable – should be BASELINED

6. IMP/IMS References
DODI requires IMS (Table 5, page 44, 2 Dec 08)
Policy letter signed by OUSD(A), 7 Mar 05
IMP/IMS -- Now mandatory for Cost Reimbursable or Incentive Contracts >$20M including subcontracts
Contracts between $20 & $50M – Can tailor IMS
May apply to FFP based on MDA
Check Part 7 of the OMB Circular A-11 for more details
Effective for all contracts for issued since 6 Apr 05
Policy change not retroactive to prior/current contracts
DOD IMP/IMS Guide
Here are several key IMP/IMS references, including the HQ AFMC website.

7. The IMP & IMS is used... Where, When and By Whom
Used by Government
Communicate program to stakeholders
Primary tools for validating progress
Determine proposal confidence during source selection
Assess earned-value metrics and help determine award fee
Used by Contractor
Tool to help manage program
Aids in program planning & replanning
Allows measurement of program progress
Helps manage risk identification/mitigation
Allows communication to show
What will be delivered
How it will be delivered
When it will be delivered
This is a brief answer to the questions:
Where do we use the IMP/IMS?
When do we use the IMP/IMS?
Who develops, owns and uses them?
These are essential tools used by government through all phases of program acquisition or modification. They define the program requirements, assess status, are used during source selection, and are key management tools during program execution for budgeting and overall execution.
They form a common language between the contractor and the government when referencing various terms to describe program status.
They are principally developed and used by the contractor to demonstrate completeness of understanding to the government in the proposal, and to assess program status during execution .
What is key is that an IMP/IMS can be developed and used by all types of programs during any phase of an acquisition/modification/sustainment life cycle.
Let’s now take a look at how the IMP/IMS is developed and evolves.

8. IMP Philosophy Purpose
Defines single plan establishing fundamental program
Defines hierarchical, Event-based plan that contains:
Events
Significant accomplishments
Entry and exit criteria
But no dates or durations
Provides
Sufficient definition for program progress and completion tracking
Effective communication – program content agreement
“What and How” of program
Pamphlet paragraph 2.2
The IMP and IMS should clearly demonstrate that the program can be executed within schedule constraints and with acceptable schedule risk. Thus, both the IMP and IMS are key ingredients in program planning, proposal preparation, source selection, contract negotiation, and program execution.
Proposal development and execution should be based on the use of the tools and processes the offeror plans to use to execute the program, even though the proposal itself may require a specific format and software tool.
The IMP should:
Provide listing of Program Events;
Provide the Significant Accomplishments that make up the entrance activities for each Event;
Provide the Accomplishment Criteria that demonstrate the objective evidence the Significant Accomplishment has been satisfactorily completed.
A valuable tool for both proposal and execution

9. IMP Description An Event-driven plan for executing program,
flowing from government roadmap
Not a calendar-based plan
Becomes a contractual document
Top-level control and progress management
Through establishment of Events and associated Accomplishments, and Criteria
IMP
Program
Complete
Start
Event B
Event A
Event C
Event E
Event D
Pamphlet paragraph 3.1.1
The IMP is the event-driven plan for executing the program and represents the sequential structure of the program activities. When properly constructed, it is an effective tool for both Government and contractor management to plan work and assess progress. It can be used to accomplish up front planning, verify commitment, help minimize risk, measure program maturity, and allow verification of program progress incrementally to support informed program decisions. It should be noted that the term IMP is often used for either the program plan or the combined plan and written description of the plan submitted with proposals.
Be cautious, the IMP is on contract; change it and you have to change the contract

10. The Critical Path
The sequence of activities (tasks) in the network that has the longest total duration through the program/project
Activities on the critical path have zero or negative slack/float time
If a critical path activity slips, program completion slips
Used to evaluate schedule impact when individual activities are delayed
Critical path should be highlighted in report formats
Monitor constantly providing information with respect to program risk
Provide a sense of overall ability to execute
May want to consider managing not only the Critical Path events, but also the “Near” Critical Path events. If these “near” events slip even a little bit, they will likely become the Critical Path; thus, recommend they be monitored too.
The Critical Path usually is highlighted through text color, italicizing, etc – MS Project makes them RED
Critical path cannot be the only management tool used – other analysis is required

11. Linkage to Other Program Activities
WBS/CWBS
EVMS
SOW
Government
Roadmap
IMP
IMS
IDT&E
RMP
This slide provides relates the IMP & IMS with other acquisition products.
Purpose:
Notes:
Government Roadmap
During program planning, the Government creates a top level program schedule or roadmap which provides a capstone program summary allowing insight into the Government’s program planning and approval process.
This initial roadmap, along with other program documentation, should provide the basis for an initial set of expectations for the program with the final customer who will use the delivered product. As the program progresses through its development, test, production, fielding, and long-term support activities, this roadmap, supported by the contractor’s more detailed IMP/IMS, should reflect the satisfaction of those expectations and highlight areas where the expectations are not being met.
The Government Roadmap should:
Be prepared by the Government program office early in the program planning phase in conjunction with any other supporting or associated Government program offices;
Focus on and convey the “big picture” of the program objectives, capabilities evolution, summary schedule, and any major program constraints. This roadmap can be used to orient other entities such as HQ USAF, DoD, industry, operational users, and Congress;
Support initial and subsequent budget submissions and provide the basis for developing a sound position on funding cuts or increases throughout the program life;
Contain key events and show critical schedule interfaces (e.g., IOC and FOC) with all supporting programs/activities (for example, other Services, DARPA, and other agencies) and their supporting contracts;
Be reviewed regularly by the primary program team and supporting program teams to assess progress toward accomplishing key event and schedule interfaces;
Help detect disconnects early, and thus provide sufficient lead-time and a planning tool to help address them;
Be able to trace to the major events of the proposal and, upon contract award, trace to the IMP/IMS; and
Be kept current.
The roadmap also becomes the framework for the program and IMP/IMS guidelines included in an RFP. Therefore, it is important to share the roadmap as early as possible with prospective industry offerors. This gives prospective offerors the opportunity to provide valuable feedback on program content and schedule feasibility. It also allows preparation of a sound IMP/IMS in response to the government in a source selection or sole-source contract award.
Early involvement of all stakeholders is strongly recommended and their inputs should influence the development of the final roadmap. The roadmap can be presented at activities such as Industry Days or pre-solicitation conferences to facilitate that involvement. The procuring activity should discuss schedule uncertainty and/or the impacts of critical, directed dates with industry in these meetings before release of the draft RFP (DRFP). This should encourage further comment from industry in response to the DRFP. Finally, the interim dates (e.g. SRR, SDR, etc) should not be directed by the government but recommended as part of the offeror’s proposal.
Systems Engineering Plan (SEP)
Another thread of managing a program is a sound technical approach documented in a SEP. The SEP is not just a description of required activities, it also addresses the “who, what, when, where, and why” of the applied technical approach. An IMP will be required to demonstrate contractual commitment to the elements of major technical reviews and their entry and exit Criteria. The SEP and IMS will show the organizational and task integration requisite for successful program execution. Together the SEP and IMS will also provide the plan for the engineering effort, the work required to execute a program, and guide the management of the interdependencies of various program efforts. This technical rigor serves as the foundation for effective technical execution and EVM, as described in the Defense Acquisition Guidebook, Section 2.3.7, and the OSD Systems Engineering Plan Sample Outline.
Work Breakdown Structure (WBS)/Contractor WBS (CWBS)
The Program WBS top levels (often provided by the government) provide a framework for specifying the objectives of the program and provides a hierarchically related product-oriented view. It is very important that the Event-oriented IMP/IMS and product-oriented WBS have good traceability since they are two separate, but inter-related views of the same program content. 
The IMP and IMS provide traceability to the CWBS (usually an extension of the WBS) by including the applicable WBS element in a separate text field or other reference at the IMS task level where the work is accomplished and earned value taken.
Earned Value Management System (EVMS)
EVMS is a tool for both Government and contractor program managers to have visibility into technical, cost, and schedule planning, performance, and progress on their contracts. This visibility provides insight to contract performance and the necessary data points to statistically estimate probable completion costs. The basic source information for IMS and EVMS tasks is the same (although they might be at differing levels of detail), and companies often use linked databases for integration purposes. It should be noted, while the IMS is a valuable adjunct to the EVM system, it is primarily a scheduling tool for execution purposes, not a tool for cost collection purposes. The earned value management system and IMS provide different “looks” at the program. When analyzed together, the EVMS and IMS give a better overall view of the likelihood the program will meets its goals.
Statement of Work (SOW)
The majority of government contracts include a SOW which forms the basis for successful performance by the contractor and effective administration of the contract by the government. If a Statement of Objectives (SOO) is utilized, the government documents the overall objectives (the SOO) for the deliverable(s) and the contractor writes the SOW. The SOW should specify in clear, understandable terms the work to be done in developing or producing the goods to be delivered or services to be performed by a contractor.
Integrated Baseline Review (IBR)
Program managers are required to conduct Integrated Baseline Reviews (IBRs) on contracts with EVM requirements. IBRs are intended to verify that there is a sound basis for cost and schedule execution of the program. IBRs should provide a mutual (Government-Contractor) understanding of risks inherent in contractor’s performance plans and underlying management control systems to assess the realism of the performance measurement baseline. The risks to be addressed in an IBR include technical, schedule, cost, resource, and management. The Contractor program team must present budget and schedule baselines. One of the tools critical to achieving the IBR objectives, addressing the program risks, and providing the required baselines is the IMS
Risk Management/Risk Management Plan (RMP)
Risk management is the continuous process of identifying, analyzing, and planning, and tracking the mitigation of program risks. This process, should be an integral part of program management activity, and as such, the Program Manager should have timely access to the progress of reducing each identified program risk. The IMS provides this link. By incorporating each risk mitigation task as an IMS task with the appropriate Risk ID number, the Program Management team can have ongoing access to risk mitigation progress
SEP
IBR
IMP & IMS provide critical process & product linkages

12. IMP and IMS Link to Other Program Activities
Work Breakdown Structure (WBS)
IMP/IMS should have traceability to WBS
Earned Value Management System (EVMS)
Uses same source information – together EVMS and IMS provide complete program health picture
Integrated Baseline Review (IBR)
IMS and allocated baseline established and executable
Risk mitigation activities included
Systems Engineering Plan (SEP)
IMP and SEP show organizational and Task integration
Demonstrates maturation of product through disciplined systems engineering (SE) process
Program risk management
Incorporate risk mitigation Tasks into IMS
Pamphlet paragraph 2.3.2
EVMS is a tool for both Government and contractor program managers to have visibility into technical, cost, and schedule planning, performance, and progress on their contracts. This visibility provides insight to contract performance and the necessary data points to statistically estimate probable completion costs. The basic source information for IMS and EVMS tasks is the same (although they might be at differing levels of detail), and companies often use linked databases for integration purposes. It should be noted, while the IMS is a valuable adjunct to the EVM system, it is primarily a scheduling tool for execution purposes, not a tool for cost collection purposes. The earned value management system and IMS provide different “looks” at the program. When analyzed together, the EVMS and IMS give a better overall view of the likelihood the program will meets its goals.
Pamphlet paragraph 2.3.3
Program managers are required to conduct Integrated Baseline Reviews (IBRs) on contracts with EVM requirements. IBRs are intended to verify that there is a sound basis for cost and schedule execution of the program. IBRs should provide a mutual (Government-Contractor) understanding of risks inherent in contractor’s performance plans and underlying management control systems to assess the realism of the performance measurement baseline. The risks to be addressed in an IBR include technical, schedule, cost, resource, and management. The Contractor program team must present budget and schedule baselines. One of the tools critical to achieving the IBR objectives, addressing the program risks, and providing the required baselines is the IMS
Pamphlet paragraph 2.3.4
Another thread of managing a program is a sound technical approach documented in a SEP. The SEP is not just a description of required activities, it also addresses the “who, what, when, where, and why” of the applied technical approach. An IMP will be required to demonstrate contractual commitment to the elements of major technical reviews and their entry and exit Criteria. The SEP and IMS will show the organizational and task integration requisite for successful program execution. Together the SEP and IMS will also provide the plan for the engineering effort, the work required to execute a program, and guide the management of the interdependencies of various program efforts. This technical rigor serves as the foundation for effective technical execution and EVM, as described in the Defense Acquisition Guidebook, Section 2.3.7, and the Systems Engineering Plan Outline.
Pamphlet paragraph 2.3.5
Recommendation (BEST PRACTICE) - Risk management is the continuous process of identifying, analyzing, and planning, and tracking the mitigation of program risks. This process, should be an integral part of program management activity, and as such, the Program Manager should have timely access to the progress of reducing each identified program risk. The IMS provides this link. By incorporating each risk mitigation task as an IMS task with the appropriate Risk ID number, the Program Management team can have ongoing access to risk mitigation progress

13. Typical steps to developing an IMP
Outline program using government Roadmap
Determine IMP structure/organization
Identify Events, Accomplishments, Criteria
Prepare Introduction and Narratives if required
Complete trace to WBS, SOW, etc.
Iterate Events/Accomplishments/Criteria with IPTs during IMS development
Fill out glossary of terms
Pamphlet paragraph 4.; 4.1; 4.1.1; ; ;
The principles for developing the IMP apply whether it is developed by a contractor (contractor-executed program) or by the Government program/project office (government executed program). For a Government-executed program or a sole-source contractor-executed program, the team can proceed directly from developing the Government Roadmap to developing the IMP.
For competitive programs, the offeror will develop the IMP for submittal with its proposal in response to the RFP. This proposed IMP will be used in source selection as a tool for evaluating the offeror’s understanding of and approach to fulfilling the Government’s requirements.
The typical steps in developing an IMP are:
Outline the program using the government top-level roadmap, if available. Prior to developing the IMP (and its attendant IMS), the offeror’s team must fully understand the overall system acquisition requirements. The Government Roadmap is one place to start. For competitive proposals, this and other requirements will be contained in the RFP, and supplemented by information obtained at Industry Days and other sources.
Complete the traceability to the WBS, SOW, and other documents. Since the WBS provides a hierarchically related product-oriented view of the program, it is important that the event-oriented IMP and IMS and WBS have good traceability since they are two separate, but inter-related views of the same program. The WBS and SOW will be tightly coupled, with the WBS providing the hierarchy and the SOW paragraphs providing the details for each of the corresponding WBS elements. Upon completion of the mapping, it is useful to review the results using filters to ensure all WBS elements which should be in the IMS are there.
Iterate events, accomplishments, and criteria with the IPTs during IMS development. The individual IPTs should discuss and iterate these criteria and accomplishments with the system-level IPT to ensure that all critical activities from each functional discipline for all products are reflected in the IMP. Self-evaluations should be conducted using the procedures discussed in the next section
There is a partial Glossary example in the Backup charts.

14. IMP Relationships Events Criteria Accomplishments
Assess
Program
Progress
First Module Complete!
Events
Event readiness or completion
provides a measure of progress
Interim
Activity
COMPLETION
Accomplishments
Design Complete
Usually there are 2 or more Accomplishments for each Event
This graphic portrays the relationships between criteria, accomplishments and events, with an example of a single thread
AFMC IMP/IMS Pamphlet paragraphs , ,
Events form the foundation of the IMP; represent logical points to assess program progress; should be sequenced in a logical order; may include program design reviews, tests, deliveries, and other key progress demonstration or risk mitigation points. Government team may identify specific events contained in the Government Roadmap Schedule or from the SEP. These will be provided in the RFP for contractor-executed programs. The offerors incorporate these events in their IMP, along with any additional events or alternative events based on their proposed execution approach, in their IMP. For a Government-executed program, the Government team will expand on the minimum set of required events as necessary. Completion of all the accomplishments constitutes completion of the event.
Accomplishment is an interim activity which must be completed to satisfy the requirements for successfully completing an event; there is a strong likelihood that various functional specialties and products will be required to fully complete the event. The chosen accomplishments should be reviewed to ensure all functional and organizational interests are considered.
Best Practice: Normally two or more Significant Accomplishments (SA) make up an Event and normally two or more Accomplishment Criteria make up an SA. If this is not the case, then the program manager should review the hierarchy to ensure it is properly structured. There are rare occasions when only one SA is required for an Event, so don’t force SAs that are not required.
Criteria are measurable indicators which provide definitive evidence that a specific accomplishment has been completed. Criteria should use different level of completion as product matures (e.g., initial, draft, preliminary, final).
Criteria
Measurable
Usually there are 2 or more Criteria for each Accomplishment
Definitive
Evidence
Preliminary Design Review Completed

15. Events are the foundation of the plan
Identify Events
Logically sequenced points to assess program progress - Levels 1 of IMP
DoD reviews (e.g., Milestone A)
Program reviews (e.g., design, production readiness, and supportability reviews)
Tests, deliveries, and other key progress demonstration or risk mitigation points
First Module Complete!
Events are
The foundation of the plan
Windows of opportunity to see “how it’s going”
Arranged in a logical, sequential order
Normally supported by two or more accomplishments
Government program/project office may require a minimum set of events in the RFP; these might be derived from the Government Roadmap IMP/IMS (see Applications section)
Offeror may propose additional events based on their proposed approach to the program
The government program team would define their own events for an internal government effort
The term “Milestone” is used only to refer to “DoD Milestones”
Events are the foundation of the plan

16. Identify Significant Accomplishments
Activities or steps whose completion indicates progress toward starting or completing an event - Level 2 of IMP
Might include
Deliveries of systems/subsystems
Completion of integration activities
Completion of readiness reviews
Design Complete
What has to be accomplished to tell us
We’re ready for an event to start?, or
We’ve successfully completed the event?
Government program/project office may require a minimum set of accomplishments for certain events in the RFP; these might be derived from the Government Roadmap IMP/IMS (see Applications section)
Offeror may propose additional accomplishments based on their proposed approach to the program
The government program team would define their own accomplishments for an internal government effort
There are normally multiple supporting accomplishments for each event

17. “Security certification 90% complete”---doesn’t get it!
Identify Criteria
Definitive measures/indicators that verify accomplishment completion - Level 3 of IMP
Completed work effort
e.g., Interface Agreements Completed
Confirmation of performance compliance
e.g., Integrated Test Report (ITR) Approved
Results of incremental verification
e.g., Component Certified
Completed critical process activities
e.g., Risk Management Plan Approved
Definitive measures/indicators do not have to be quantitative
Can be quantitative or qualitative
Not all quantitative measures are valid; e.g.,
Software 90% complete is a useless quantitative criteria
Completing the last 10% could take years and more money than the total project
“Security certification 90% complete”---doesn’t get it!

18. IMP & IMS Applications IMP provides a checklist prior to events
IMP & IMS supports
Execution planning and tracking
Systems engineering
Resource analysis
PM decision-making
Risk identification and mitigation
Progress monitoring
What-if drills
The IMP is an EXCELLENT checklist a manager-contractor can use prior to an event.
The IMP/IMS supports the following:
Execution planning and tracking
Systems engineering
Resource analysis
PM decision-making
Risk identification and mitigation
Progress monitoring
What-if drills

19. IMS Outline IMP/IMS Philosophy IMS Description IMS Structure
IMS Development
IMS Execution
Summary
Now, let’s look at “What” the IMP and IMS are.

20. IMS Philosophy Purpose
Flows directly from IMP, with added detail (Tasks)
Estimates IMP completion dates using a network
Displays schedule status and Critical Path – Insight & Early Warning
Supports “what if” schedule exercises
Provides:
Cost/Schedule integrity via WBS & SOW traceability
Earned Value Management System (EVMS) consistency
Ability to sort schedules multiple ways (e.g., Event, Integrated Product Team (IPT), or WBS)
Expands on “how” and provides “when” for execution
Pamphlet paragraph 2.2
The IMS should:
Provide visibility into schedule methodology and status, including the critical path and support critical path analysis;
Provide the ability to sort and filter schedules multiple ways (e.g., by event, by Integrated Product Team (IPT), or by WBS);
Enable schedule updates on a regular basis, indicating completed actions, schedule slips, and rescheduled actions;
Provide the capability for the Government and contractor to perform “what if” schedule exercises without modifying the master program schedule; this analysis can assist in developing and supporting program/project budgeting and in identifying and assessing candidate problem workarounds;
Maintain consistency with the work package definitions and the Earned Value Management System (EVMS);
Provide the capability for integrating and managing program risks; specifically, for incorporating risk mitigation tasks, and tracking the progress of risk mitigation activity.
Be traceable between WBS items associated with each IMS task; and be vertically and horizontally traceable to the cost and schedule reporting instrument (e.g., Contractor Performance Report (CPR));
Be a primary tool for TEAM communication (Horizontal), as well as expectation management (Vertical), focusing and strengthening the Government/contractor team.
Integration is a key element. Cross fertilize between all program efforts (WBS, IMS, SEP, etc)
Valuable tool to communicate status and risk

21. IMS Description
Networked set of tasks to define when activities will occur
Includes Tasks and Subtasks (below IMP’s Events, Accomplishments, Criteria) necessary to complete each Criterion
Task durations and scheduling logic added to generate resultant dates
IMS first submitted as part of proposal with sufficient detail for government to make a selection
Will be key tool for program execution
Pamphlet paragraph 3.3.2
The IMS is an evolutionary document; first submitted with the contractor’s proposal with sufficient detail for the government to select a contractor; Once the contracted work has been initiated, expanded to provide the details necessary for day-to-management of the program.
The IMS initially submitted with the proposal will normally be developed using an automated scheduling tool and will primarily exist as an electronic file. The top three levels of the IMS are the events, significant accomplishments, and criteria of the IMP. The lower levels will contain the supporting tasks and subtasks necessary to complete each criterion. The tasks include description of the work necessary to complete the specific criteria as well as the duration and timeframe to accomplish the tasks. This initial scheduling document will typically have four levels of indenture: events, accomplishments, criteria, and tasks to meet the IMP criteria. However, there may be times when less than four levels are appropriate. For example, this can occur when a criterion is a specific activity that does not need to be defined further. In that case, each criterion would include duration and relationships to other activities at that level. On the other hand, it may be appropriate for the IPTs to define IMS tasks further in the form of subtasks. The IMS should be structured, integrated and networked, with all tasks and sub-tasks logically linked together showing predecessor and successor relationships.

22. Schedule dates established via logic and Task durations
IMS Structure
First Module Complete!
Accomplishments
Events
PDR Completed
Criteria
Design Complete
Note: Real IMP/IMS would have two or more Accomplishments supporting each Event; each supported by multiple Criteria with multiple Tasks
Tasks
This graphic expands upon the example shown earlier, now with adding tasks to the previous portrayal of the relationships between criteria, accomplishments and events, with an example of a single thread
Satisfy the Capability Development Document
Establish the Allocated Baseline
Validate stakeholder interfaces
Check for adherence to standards
Schedule dates established via logic and Task durations

23. IMS Development Level 4 Numbering consistent with IMP IMP
EVENT
IMP
SIGNIFICANT ACCOMPLISHMENT
ACTIVITY
SOW
ACCOMPLISHMENT CRITERIA
NUMBER
REF
TASK
VMS CRITICAL DESIGN REVIEW (CDR)
JO3
1509
VMS DETAILED DESIGN COMPLETE
JO304
VMS COMPUTER RESOURCES CDR COMPLETE FOR EACH CI JO
1520
MED DESIGN REVIEW UPDATE (DRU) COMPLETE
JO30616A
PICC CDR COMPLETE
JO30616B
POWER SUPPLY CDR COMPLETE
JO30616C
METS CDR COMPLETE
JO30616D
TPS CDR COMPLETE
J030616E
TPS SW CDR COMPLETE
J030616F
VMS VKS CDR COMPLETE
J030616G
METS SOFTWARE BASELINE RELEASED
J030616H
VKS CDR UPDATE COMPLETE
J030616I
PICC SPEC V&V PLAN COMPLETE & AVAILABLE
J030616J
VMS ACTUATORS CDR COMPLETE FOR EACH CI
J030616
1530
VMS ACTUATORS DESIGN & ANALYSIS COMPLETE
VMS ACTUATOR INSTALLATION DRAWINGS UPDATED
VMS ACTUATOR MODELING ANALYSIS COMPLETE
VMS ACTUATOR VENDOR TEST PROCEDURES COMPLETE
IMP expanded to incorporate tasks (Level 4’s) required to accomplish the individual IMP criteria
Time line applied
Numbering consistent with IMP
MEDS DESIGN REVIEW
UPDATE(DRU) COMPLETE
PICC CDR COMPLETE
. . .
PICC SPEC V&V PLAN
COMPLETE & AVAILABLE
PREPARE DRAFT V&V PLAN
SEND DRAFT TO CUSTOMER
DISCUSS CUST. COMMENTS
REVISE DRAFT TO FINAL
COORDINATE FINAL WITH
IPT LEADS
SIGN AND ADD TO DATA
ACCESSION LIST
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J030616B
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IMS
Recall that the IMP is the top level document outlining key event, accomplishments and activities. It is event driven and does not reflect the schedule necessary to accomplish them.
The IMS is developed by taking and expanding the IMP to define all the detailed tasks that define completion of the individual criteria. The time-based IMS is more detailed and comprehensive than the event-based IMP from which it is created.
These tasks are then planned from a schedule stand-point and a program time-line is developed. That timeline is the IMS.
Notice the flow-down in the IMS follows Events-Accomplishments-Criteria- Tasks. This increased fidelity defines the program schedule and serves as a key risk management tool.
Level 4
EVENT NAME
ID. NO.
DURATION
START
DATE
FINISH

24. Management Use of IMP & IMS
Execution IMP/IMS important to providing baseline for communication of program status
Used to execute day-to-day activities, assess progress, identify problems, assess work-arounds, define priorities
Key indicator of contract performance; assessing scope and duration of remaining tasks
IMP/IMS provide an excellent means of keeping the virtual TEAM on the same sheet of music, as well as common baseline for communicating to Stakeholders
Management tool
Assessment tool
EVMS
IMS
CPAR, Award Fee, etc.

25. IMS Integration with EVMS
Complementary tools – but different purpose and characteristics
Pamphlet paragraph
The fundamental difference is that the IMS is intended to manage schedule progress and forecast schedule completion, while the EVMS focuses on determining progress by assessing the value of the work performed and projecting experienced performance indices forward to determine the Estimate At Completion (EAC). Both purposes are critical for overall program success. There is a clear advantage to integrating the two systems and avoiding the burden of statusing two separate systems. This drives the need for mapping the WBS and Control Account number with the IMS activities, inside whichever construct is used.
In order to assist in integrating the EVMS and IMS systems, the contractor should set up a numbering system with discrete WBS identifiers for each task in each CA. Each CA contains individual tasks assigned to responsible managers for control purposes. The WBS is a direct representation of the work scope of the project and documents the product hierarchy of the tasks to accomplish that work leading to a deliverable product. Together, the CAs and WBS can provide a structure to integrate the EVM system with the IMS.
Caution: Be careful not to view the IMS in cost reporting terms. To do so may drive the CAMs to view all tasks in terms of accounting months. They will also often define tasks as LOE—even if measurable output or deliverable products exist.
The EVMS metric SPI measures schedule performance against a baseline. It does not, however, take into account the true impact of a slip, taking schedule slack into account. As a result, using SPI as the sole measure of schedule success could be misleading. A program could have a very attractive overall SPI (>1.0) but some specific activities on the critical path are behind schedule. In that case, the program schedule will normally slip, but there would be no readily visible indicator of a schedule problem. Conversely, many items which are not on the critical path could be seeing lower SPIs, but the overall program could be on track, since the tasks on the critical path are meeting commitments. Given these realities, one must analyze a well linked schedule and review progress against the critical path to assess the probability of meeting schedule requirements.

26. IMS Quality Control Does schedule meet required delivery dates?
Are all IMP Events/Accomplishments/Criteria, CLINs, & deliverables included
Are durations reasonable (Generally 5 days < duration < 20 days)?
Does logic flow make sense:
Links at summary level?
Missing links? Redundant links?
External links coordinated with affected IPT?
Are constrained dates forcing negative slack?
Do resources match between management tools? (IMS and EVMS integrated)
Does Critical Path make sense?
Is it BASELINED with a disciplined change control process?
Pamphlet paragraph
Building the IMP/IMS is an iterative process. If an IPT identifies required tasks that do not logically fall under existing identified IMP criteria, it should suggest the additional criteria and/or accomplishments under which those tasks would fall.
The desired result should always be a clear track from events to accomplishments to criteria to tasks. This makes it easier for the Government and the contractor to assess the progress and maturity of the program, and ensures that the program is event-driven.

27. IMS Metrics Sample Metrics Total Slack Links Date Constraints
Durations
Hit/Miss Ratio
S-Curve
Open Tasks
These are SAMPLE Metrics – How to use the IMS to better manage your program.
At issue, how often to update the IMS status. The objective is to provide the program manager and team with the status towards completion of tasks. The plan could be to formally status the integrated IMS/EVMS every day. If this is the case, it is quite likely the program is spending most of its resources on watching the program and few on actually executing the program.
Caution: Watch out for programs that track the schedule too frequently. Tracking status costs time and resources, often at the expense of analysis of the results.
On the other hand, if the program formally statuses the file twice a year, by the time the contractor and government program office determine there is a problem requiring management attention, it’s too late to do anything except re-baseline the program.
A balance needs to be made on how often to update the schedule. A lot of data too late is of little value, but too little data available frequently could make the update ineffectual. Informally updating status (determining if starts and finishes occurred on time and if the CAMs assessment is that the tasks are under control) in between formal updates is very appropriate. Therefore, many programs do an informal status update as part of their routine program management (discussion at weekly staff meetings, etc), but accomplish a formal update with precise percentage complete updates, etc accomplished on a less frequent basis.
Best Practice: Formal status updates on a monthly basis works best for most RDT&E programs.
Total Slack: Total Slack is computed value defining how much a task’s completion date can slip before it impacts the end of the program or program constraint. A metric in use by some analysts is to determine the percentage of the open tasks with a Total Slack greater than some particular value (60 days is often used). Another metric often used for Total Slack is allowing no negative slack in the schedule. If a program has a large number of tasks with large amounts of slack, this could mean the links are not logical or missing. It could also mean that many of the tasks are scheduled to expend resources far earlier than needed. The Critical Path is defined as those networked tasks with the shortest length from the start to the end of the schedule. Zero slack defines the Critical Path (so long as there is no negative slack in the IMS). Obviously a program is at risk if everything is on the Critical Path. So some slack for most tasks is very desirable.
Links: Links define the network logic. A metric in use by some analysts is to determine the percentage of the open tasks with either no predecessor logic or no successor logic. With the exception of LOE, the vast majority of tasks should be logically linked. If this is not the case, then it will hinder real schedule management using the IMS and negatively impact any Critical Path analysis. Follow the linking guideline set forth in Section 4.
Date Constraints: Excess date constraints such as “Start No Earlier Than” limit effectiveness of any schedule analysis, since this may “waste” available slack time. Hard constraints (“Finish No Later Than,” Must Finish On,” etc.) will cause slack computations to reflect the constraint, and may easily result in negative slack. Limit the constraints to the minimum necessary to avoid impacts to Critical Path analysis and day-to-day use of the IMS for program execution.
Durations: Strike a balance between very short durations and those which are too long. With the exception of reviews, durations of 5 to 65 work days are generally reasonable. Planning packages will be longer until broken out into detailed planning.
Hit/Miss Ratio: This is the ratio of late task starts or finishes to the total number of non-summary task starts or finishes. The ratio provides an overall measure of how well the program is performing at starting and finishing tasks in a timely manner. Normal standards are green for <5%, yellow for 5% to 15%, and red for >15%.
S-Curve Analysis: This is a graphical analysis of non-summary task baseline starts and finishes over time as compared to the actual task starts and finishes. A variance curve or associated data may be provided in conjunction with The S-Curve. The analysis is useful for tracking the quantity of tasks opened or closed versus time and for planning future workload.
Open Tasks: This is a measure of planned open non-summary tasks compared to actual open tasks. This measure provides an indicator of workload and can assist in the allocation or reallocation of resources to meet an unplanned increase or a planned increase in open tasks.
Metrics provide “indicator” of schedule health and
drive behavior. Goal is good IMS – not just good metrics

28. IMP/IMS Lessons Learned
This is a “Pay me now or pay me much more later” business
Avoid shortcuts around planning and scheduling
Update the plan and schedule as things change
Your metrics can be no better than your plan and your schedule
Program office and contractor must use the same set of metrics of program health
Government and contractor must work as allies, not as adversaries
Contractor and government must jointly own the IMS
There’s no substitute for effective communication
Often gotten the question, “Has anyone ever used an IMS you’ve built
Answer is yes and no
Both sides have been guilty
Contractors may be reluctant to provide day-to-day access to the program/project office team if they believe it will result in micromanagement through the IMS. It is the responsibility of the program/project office team to avoid “killing them with oversight.”

29. Questions Informed PM Should Ask
Does the Program Office have an IMP and an IMS?
What is the “as of date” of the IMS?
How does the team (both government & contractor) use the IMP and IMS?
Communication – Horizontal & Vertical
Accountability – Individuals assigned to each task
IMS baselined and change control process in place
How do our IMP & IMS interrelate with other systems or tools (EVMS, Risk Management Plans, Schedule Risk Assessments)?
Take these back with you and see how your program rates. Do the government people regularly use the IMP and IMS to guide and direct the program, helping forward progress? Are the IMP/IMS integrated with the other management tools, via the WBS?

30. IMP/IMS Summary Two different concepts:
IMP is event-based - events, accomplishments & criteria
IMS is time-based – tasks, with durations & interconnections
IMP and IMS are valuable management tools:
Systematic approach to planning, scheduling, and execution
Tools for improved day-to-day real program management
Supports budgeting, risks, and work-arounds
Strengthens government/contractor teamwork
Standard communication tool with senior management
Provides quantitative basis for evaluating contractor performance
Greatly reduces surprises and risks
The IMP and IMS are essential tools for the government and contractor program managers:
To manage the program
To strengthen TEAMwork
Improve communication within the Team and with Stakeholders

31. Recap and Feedback Thank-you for your interest and your participation
Do you have any unanswered questions?
Did we meet the objectives as stated?
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