1. Felix Sanchez Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) Project Management for ARA Engineers and Scientists

2. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 2 Desired Learning Objectives  Understand the features and benefits of IMP and IMS  Understand why the IMP is a “top down” document  Understand why the IMS is a “bottoms up” document  Be able to construct IMP and IMS for a representative project  Student Exercise 2c: Be able to construct an IMP for a complex project Be able to construct an IMS for a complex project IMS IMP

3. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 3 Leadership and Good Management are Essential to Project Success “A poor plan is planning to fail” Deltek, EVM Compare Cost to Budget

4. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 4 Designing the Program Structure  Define the Program Structure Review SOW Design the WBS – driven by SOW  Design the Team Organization Driven by WBS Driven by customer (IPT, contract requirements, etc.) Driven by size of project or cost  Design the Plan and Schedule Integrated Master Plan Integrated Master Schedule  Identify the staff and allocate the resources (Resource Loaded Network)  Use WBS and staffing to budget and do a pre-cost proposal (ROM – within customer’s bogey) Schedule and Pre-Cost Proposal Estimate – Day 1 and 2 Overview

5. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 5 Five Elements for Program Management 1.Organization: Define contractual effort and assign responsibility for work. 2.Planning and Budgeting : Plan, schedule, budget and authorize work. 3.Cost Reporting: Accumulate cost of work and material. 4.Analysis: Compare planned and actual costs to performance and analyze variances. Develop estimates of final cost. 5.Close Out: Ensure within cost and schedule and market follow-on efforts. Work Breakdown Structure (WBS) Program Organization Task Definition Schedules Budget (Resource Loaded Network) Cost Reporting Performance Measurement Variance Analysis Reports (VAR) Estimate at Completion (EAC) Close Out Performance Measurement Close Out

6. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 6 Planning the Work  Integrated Master Plan – why a “Top Down” plan?  Integrated Master Schedule – why a “Bottoms Up” plan? IMS IMP

7. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 7 WBS vs. Integrated Master Plan  WBS defines what tasks must be completed to meet the program’s objectives and insures the projects entire work has been included  IMP ensures you are meeting a contractual and management key events and requirements in the given timing/sequence Time-based analysis Provides a top-down view of the project

8. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 8 3 Steps: Work-Schedule-Budget Integration Total Program Summary Level Task Level Work Packages 1. Define the Work2. Schedule Activities3. Allocate Budgets Total Program Summary Level Work Packages 1. Define the Work2. Schedule Activities3. Allocate Budgets 300 80 75 65 80 25 20 35 5 10 5 5 3. Allocate Budgets2. Schedule Activities 1. Define the Work Total Program Summary Level Task Level Work Packages

9. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 9 Three Steps to Integrate Work-Schedule-Budget  The First Step: define the work Use SOW, System Spec., Contract Clauses, WBS, CDRLs, etc. Consolidate all work into Master Plans: Management Plan, Test Plan, Manufacturing Plan, Systems Engineering Plan, etc. ▪At ARA we call this a “Project Plan” Combine all work with the timing/sequence Integrated Master Plan  The Second Step: define the schedule Apply due dates based on contractual milestones, hand off items to other Divisions or teams or subs, need dates, review dates, etc. Add time duration of tasks and interdependency of tasks Integrated Master Schedule

10. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 10 Three Steps to Integrate Work-Schedule-Budget  The Third Step: allocate the budget Allocate what it costs and who is going to do the work (cost estimating will be covered later in the course) Adjust for any changes made by: ▪Estimating or Contracts and Pricing Team ▪Negotiations with the customer ▪Taking out your management reserve

11. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 11 The Way the IMP Works Top Down Document SOW WBS Event Event readiness or completion provides a measure of progress Multiple supporting accomplishments for each event Accomplishment UAV Flight Clearance Granted First Flight Readiness Review Completed Criteria First Flight of UAV – a Deliverable Completed

12. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 12 Integrated Master Plan (IMP)  IMP is an event-based plan of what SOW requires Identifies the timing of the sequence of key events ▪Documents the accomplishments (desired result) necessary to complete the work ▪Identifies criteria (evidence) that accomplishment is completed Tracks all requirements and deliverables to ensure compliance with the SOW and Contract (and Earned Value, if required)  Good resource allocation on complex projects requires an Integrated Master Plan  Must have some form of IMP (timing/sequence of events) to manage your project IMP is a “top down” planning tool IMP

13. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 13 Typical IMP Structure X0000. CRITICAL DESIGN REVIEW X0100. System Detailed Design Complete X0100A System Test Plan Approved X0100B Design Trade Studies Approved, etc. X0200. Subsystem Detailed Design Ready to Release for Building Prototype Unit 2.0 MAIN BODY - Example Event Accomplishment Criteria Accomplishment

14. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 14 Sample IMP Excel Template

15. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 15 Summary: Integrated Master Plan  Often used during source selection to evaluate your: Proposed approach Management/Planning capability Risk assessment/mitigation capability  After contract award Becomes baseline for key events – customer can make it part of the contract Program control mechanism  Provides insight into overall effort Incorporates major subcontractor’s IMP  Resulting IMP structure is used to set up ARA project structure in BST (discussed later) IMP is the foundation for Integrated Master Schedule

16. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 16 IMP to IMS  Now that you have every task and sequence that needs to be done – “the master plan”  Need to put into chronological order Apply dates based on contractual milestones, handoff items, need dates, review dates, set back times Account for duration of all tasks and interdependency of tasks Why do we need an Integrated Master Schedule?

17. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 17 Break Time IMP to IMS

18. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 18 Integrated Schedules Add Value

19. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 19 Integrated Master Schedule (IMS)  An integrated, multi-layered schedule of program tasks required to complete IMP work Directly traceable to the IMP, WBS, SOW From IMP, add detailed tasks (work packages and planning packages), time duration/dates, and dependencies for tasks to accomplish IMP PM determines minimum level of tasks to get to an IMS (PDR, CDR, etc.) that satisfies customer  IMS is a fully networked “bottoms up” schedule for project Supports interrelationships between tasks and ARA Divisions Supports critical path analysis if required  IMS detail useful for week-to-week (or day-to-day, if very complex) tracking and execution of your project IMS – A Living Document

20. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 20 Integrated Master Plan WBSEventsAccomplishmentsCriteria 31000Design Reviews 1. Preliminary Design Complete 1a. Subsystem performance requirements allocated to unit b. Duty cycle defined c. Prelim drawings released X 2. Critical Design Complete 2a. Subsystem design complete b. Requirements allocated to design c. Detailed drawings released Design Review

21. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 21 Sample IMS Template in Excel

22. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 22 Integrated Master Schedule Structure IDNameStart07Qtr 2, 2007Qtr 3, 2007Qtr 4, 2007Qtr 1, 2008 MarAprMayJunJulAugSepOctNovDecJanFebMar 1Event 128/4/07 2 Accomplishment 1.128/4/07 3 Criteria 1.1.128/4/07 4 Task 1.1.1.128/4/07 5 Criteria 1.1.212/5/07 6 Task 1.1.2.112/5/07 7 Accomplishment 1.25/5/07 8 Criteria 1.2.15/5/07 9 Task 1.2.1.15/5/07 10Event 23/5/07 11 Accomplishment 2.13/5/07 12 Criteria 2.1.126/7/07 13 Task 2.1.1.126/7/07 14 Criteria 2.1.235/07

23. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 23 For Each “Criteria” – Identify Detailed Tasks  Estimates are developed by the Task Leaders Detailed Tasks often called Work Packages (near-term effort) and Planning Packaged (long-term effort) ▪Must have a defined scope or task description ▪Should have clear exit criteria representing completion or full functionality ▪Short span of effort (2-4 months) bound by milestones representing physical accomplishments (start and completion) Responsibility identified to a Team or a Division  Planned “value” assigned (hours/dollars) associated with physical accomplishment  Integrated into scheduling system The sum of task budgets (bottoms up estimate) equal total program cost at completion

24. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 24 IMP to Top-Level IMS to Detailed IMS to CPR Summary of Charts – Let’s Discuss Each One…

25. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 25 IMP to Top-Level IMS to Detailed IMS to CPR Weapon Sys Rqmnts Database Established Kit B ADR Subsystem CDR SRR/SDR Component CDR Component PRR Test Instr/DS CDR Sys B CDR Sys C CDR Kit B S/W CDR Kit A CDR PrelimSIRRFinal SIRR Kit A S/W CDR WTT CDR Supp.Syst CDR Supp.Syst/Trng System CDR Kit A PRRKit B PRRModline PRR 1st Test RR 2nd Test RRFinal Test RR Unit #2 Delivery FFF Integ Last Veh Del Supt Trng Comp Sys A CDR Test DeploymentTest Complete Networked Top Level Integrated Master Schedule Top Level IMS WBS/SOW Event Accomplishment WBS IMP Criteria # Number Resp. Work Package Evidence of Completion 210004 Prime System Requirement Review/ System Design Review (SRR/SDR) 21000401 Sub #1 Develop Weapon System Requirements (SRR) 21000401 Sub #1 Analyze ORD and Capture Weapon System Rqmnts in Rqmnts Database IMP

26. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 26 IMP to Top-Level IMS to Detailed IMS to CPR

27. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 27 IMP to Top-Level IMS to Detailed IMS to CPR Cost Performance Report (CPR) WBSCurrent Period Budgeted Cost Variance Work Work Actual Scheduled Performed Cost WP Cost Schedule Cumulative To Date 2100 100 110 90 10 20 200 210 200 10 0 IMP # Work Package Title 04 System Requirement Review/ System Design Review 327d 0401 Develop Weapon System Requirements (SRR) 154d 040101 Analyze ORD and Capture Wpn Sys Rqmnts in Rqmnts Database 40d 04010101 Select and Define Requirements Data Base Structure 5d 04010102 Capture ORD Requirements 29d 04010103 Capture ORD Desires 24d 04010104 Derive Weapon System Requirements 20d 100% 3710212841118251815222961320 JulyAugust SeptOctober Duration Cost Performance Report Detailed IMS

28. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 28 IMP to Top-Level IMS to Detailed IMS to CPR Cost Performance Report (CPR) WBSCurrent Period Budgeted Cost Variance Work Work Actual Scheduled Performed Cost WP Cost Schedule Cumulative To Date 2100 100 110 90 10 20 200 210 200 10 0 Cost Performance Report

29. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 29 IMS – Must Trace Horizontally (sequentially) Engineering Test ScheduleProduction Ops Schedule Program Master Schedule Deliver Start Design Complete Mfg Complete Test Complete TEL TSTM System Schedule Delivery Test Complete Supplier Management Schedule Production Ops Schedule Start Design Support Manufacturing Issue P.O. Parts Fabrication Assembly Set-Up Test Test Inspect Package Deliver Inspect Complete Deliver Design Complete Dwg Rel Receive Material Mfg Complete Test Complete Mfg Complete

30. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 30 Horizontal Traceability  Reflects the impact of any schedule slips on the program  Dictates that the schedules created and maintained in each Division are based on Program milestones Each preceding and succeeding organization’s requirements  Defines the interdependencies between tasks  Allows evaluation of schedule impact due to variations on subsequent tasks and milestones

31. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 31 IMS – Must Trace Vertically (“Sum of the Parts”) Program Master Schedule StartDelivery Start Design Complete Mfg Complete TEL TSTM Hardware IPT Schedule Engineering Design Subsys Attach Task Lead Schedule Subsys Attach Structural Design HEL TSTMS Conceptual Drawing

32. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 32 Vertical Traceability  Ensures that all Divisions are using the same schedule information and all levels of schedules are supportive of program schedule requirements  Work packages are planned to the time span of the Task  The Task start and end dates trace to higher level descriptions of the work

33. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 33 Single Numbering Scheme  Single number scheme aides cross-referencing with IMP, IMS, WBS and SOW  Will discuss later how to track IMP/IMS tasks and WBS in BST BST constraints: ▪Not more than 10 levels (0-9) into BST ▪Will provide “cheat sheet” of BST nomenclature correlated to WBS levels Example template in Simulation 2 exercise

34. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 34 Summary: WBS, IMP, IMS PM Best Practices  Clearly demonstrates to customer that the program is: Structured Executable within schedule and cost With an acceptable risk  The principle progress tracking tools for your project  Tailor the level of detail for the complexity of your project and your customer’s desires  WBS, IMP, IMS are key ingredients and can provide a competitive advantage in Program planning Proposal preparation Source selection Program execution You can expect to see IMP/IMS in future RFPs Useful reference: IMP & IMS Preparation and Users Guide, Defense Acquisition Guidebook (Sect 4.5.2 and 4.5.3) (Provided as resource in E-Book)