Integrated Master Plan (IMP) and Integrated Master Schedule (IMS)

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

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. Leadership and Good Management are Essential to Project Success “A poor plan is planning to fail” Deltek, EVM Compare Cost to Budget

4. Designing the Program Structure Schedule and Pre-Cost Proposal Estimate – Day 1 and 2 Overview • 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)

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

6. Planning the Work • Integrated Master Plan – why a “Top Down” plan? • Integrated Master Schedule – why a “Bottoms Up” plan? IMS IMP

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. 1. Define the Work 2. Schedule Activities 3. Allocate Budgets 1. Define the Work 2. Schedule Activities 3. Allocate Budgets 2. Schedule Activities 3. Allocate Budgets 1. Define the Work Total Total Program Program Total Program 300 80 Summary Summary 75 Level Level Summary Level 65 80 Task Level 25 Task Level 20 35 5 Work Work 10 Packages Packages Work Packages 5 10 5 3 Steps: Work-Schedule-Budget Integration

9. Three Steps to IntegrateWork-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. Three Steps to IntegrateWork-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. The Way the IMP WorksTop Down Document First Flight of UAV – a Deliverable Completed SOW Multiple supporting accomplishments for each event Multiple supporting accomplishments for each event WBS First Flight Readiness Review Completed Criteria Event readiness or completion provides a measure of progress Event UAV Flight Clearance Granted Accomplishment

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 IMP is a “top down” planning tool

13. Typical IMP Structure 2.0 MAIN BODY - Example 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 Event Accomplishment Criteria Criteria Accomplishment

14. Sample IMP Excel Template

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. 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. Break Time IMP to IMS

18. Supports negotiation and contract agreements Predicts program performance • Clarifies: • Goals • Objectives • Responsibilities A tool to plan contingencies Integrated Schedules Add Value Integrated Schedules Increases likelihood of performanceto plan Assesses and analyzes status Facilitates communication Coordinates and integrates all activities Supports all business planning Measures baseline performance

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. Design Review Integrated Master Plan

21. Sample IMS Template in Excel

22. Integrated Master Schedule Structure

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. Cost Performance Report (CPR) WBS Current Period Cumulative To Date Budgeted Cost Variance Work Work Actual Scheduled Performed Cost WP Cost Schedule 2100 100 110 90 10 20 200 210 200 10 0 IMP to Top-Level IMS to Detailed IMS to CPRSummary of Charts – Let’s Discuss Each One… WBS/SOW Event Accomplishment Criteria IMP WBS Evidence of Completion Work Package IMP Number Resp. # System Requirement Review/ System Design Review (SRR/SDR) Prime 2100 04 Develop Weapon System Requirements (SRR) Sub #1 2100 04 01 Analyze ORD and Capture Weapon System Rqmnts in Rqmnts Database Weapon Sys Rqmnts Database Established Sub #1 2100 04 01 01 Networked Top Level Integrated Master Schedule Test Instr/DS CDR Component CDR Component PRR PrelimSIRR Final SIRR Sys A CDR Kit B 1st Test RR Test Deployment Test Complete 2nd Test RR Final Test RR ADR Last Sys B CDR Top Level IMS Veh Subsystem CDR Del FFF Integ Kit A S/W Kit A PRR Kit B PRR Modline PRR Unit #2 Delivery Supt Sys C CDR CDR Trng Comp Kit B S/W Supp.Syst/Trng WTT CDR SRR/SDR CDR System CDR Kit A CDR Supp.Syst CDR Sept October July August IMP # Work Package Title Duration 3 7 10 21 28 4 11 18 25 1 8 15 22 29 6 13 20 04 327d System Requirement Review/ System Design Review 0401 154d Develop Weapon System Requirements (SRR) 040101 40d Analyze ORD and Capture Wpn Sys Rqmnts in Rqmnts Database Detailed IMS 04010101 5d Select and Define Requirements Data Base Structure 100% 04010102 29d Capture ORD Requirements 100% 04010103 24d Capture ORD Desires 100% 04010104 20d Derive Weapon System Requirements 100% Cost Performance Report

25. WBS/SOW Event Accomplishment Criteria IMP WBS Evidence of Completion Work Package Number Resp. # IMP System Requirement Review/ System Design Review (SRR/SDR) Prime 2100 04 Develop Weapon System Requirements (SRR) Sub #1 2100 04 01 Analyze ORD and Capture Weapon System Rqmnts in Rqmnts Database Sub #1 2100 04 01 01 Networked Top Level Integrated Master Schedule Test Instr/DS CDR Component CDR Component PRR PrelimSIRR Final SIRR Sys A CDR Kit B 1st Test RR Test Deployment Test Complete 2nd Test RR Final Test RR ADR Last Sys B CDR Veh Subsystem CDR Del FFF Integ Kit A S/W Kit A PRR Kit B PRR Modline PRR Unit #2 Delivery Supt Sys C CDR CDR Trng Comp Top Level IMS Kit B S/W Supp.Syst/Trng WTT CDR SRR/SDR CDR System CDR Kit A CDR Supp.Syst CDR IMP to Top-Level IMS to Detailed IMS to CPR Weapon Sys Rqmnts Database Established

26. Sept October July August IMP # Work Package Title Duration 3 7 10 21 28 4 11 18 25 1 8 15 22 29 6 13 20 04 327d System Requirement Review/ System Design Review 0401 154d Develop Weapon System Requirements (SRR) 040101 40d Analyze ORD and Capture Wpn Sys Rqmnts in Rqmnts Database 04010101 5d Select and Define Requirements Data Base Structure 100% 04010102 29d Capture ORD Requirements 100% 04010103 24d Capture ORD Desires 100% 04010104 20d Derive Weapon System Requirements 100% IMP to Top-Level IMS to Detailed IMS to CPR Networked Top Level Integrated Master Schedule Test Instr/DS CDR Component CDR Component PRR PrelimSIRR Final SIRR Top Level IMS Sys A CDR Kit B 1st Test RR Test Deployment Test Complete 2nd Test RR Final Test RR ADR Last Sys B CDR Veh Subsystem CDR Del FFF Integ Kit A S/W Kit A PRR Kit B PRR Modline PRR Unit #2 Delivery Supt Sys C CDR CDR Trng Comp Kit B S/W Supp.Syst/Trng WTT CDR SRR/SDR CDR System CDR Kit A CDR Supp.Syst CDR Detailed IMS

27. Sept October July August IMP # Work Package Title Duration 3 7 10 21 28 4 11 18 25 1 8 15 22 29 6 13 20 04 327d System Requirement Review/ System Design Review 0401 154d Develop Weapon System Requirements (SRR) 040101 40d Analyze ORD and Capture Wpn Sys Rqmnts in Rqmnts Database 04010101 5d Select and Define Requirements Data Base Structure 100% 04010102 29d Capture ORD Requirements 100% 04010103 24d Capture ORD Desires 100% 04010104 20d Derive Weapon System Requirements 100% Cost Performance Report (CPR) WBS Current Period Cumulative To Date Budgeted Cost Variance Work Work Actual Scheduled Performed Cost WP Cost Schedule 2100 100 110 90 10 20 200 210 200 10 0 IMP to Top-Level IMS to Detailed IMS to CPR Detailed IMS Cost Performance Report

28. Cost Performance Report (CPR) WBS Current Period Cumulative To Date Budgeted Cost Variance Work Work Actual Scheduled Performed Cost WP Cost Schedule 2100 100 110 90 10 20 200 210 200 10 0 IMP to Top-Level IMS to Detailed IMS to CPR Cost Performance Report

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

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. Program Master Schedule Start Delivery Start Design Design Complete Mfg Complete TEL TSTM Hardware IPT Schedule Engineering Design Subsys Attach Task Lead Schedule Subsys Attach Structural Design IMS – Must Trace Vertically (“Sum of the Parts”) HEL TSTMS Conceptual Drawing

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. 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. Summary: WBS, IMP, IMSPM 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)