Using the IMP to improve project performance

1. February 26 – March 1, 2012 Phoenix, Arizona
Improving DOE Project Performance Using the
DOD Integrated Master Plan 12481
Glen B. Alleman and Michael R. Nosbisch, Project Time & Cost

2. Five Immutable Principles of
Successful Project Management
• What does Done look like?
• How do we get to Done?
• Do we have enough time, money, and
resources to reach Done?
• What impediment will we encounter along
the way to Done?
• How can we measure progress to Done?
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3. Past performance is less than
stellar
• GAO–07–336 Major Construction Projects Need
a Consistent Approach for Assessing
Technology Readiness to Avoid Cost Increases
and Delays [4]
• GAO–09–406 Contract and Project Management
Concerns at NNSA and Office of EM [5]
• GAO–08–1081 Nuclear Waste: Action Needed
to Improve Accountability and Management of
DOE’s Major Cleanup Projects [6]
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4. The Solution Was In Hand in
2003
• Bob Card’s memo proposed the use of the
Integrated Master Plan
• 6.5.1 of this memo called out measures
needed to answer the critical question:
How long are we willing to wait
before we find out we are late?
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5. The Department of Defense
Guidance
• Step by step guidance
for constructing and
using the Integrated
Master Plan (IMP)
• DoD applies the IMP to
major acquisitions that
involve multiple
Integrated Product
Teams (IPTs) with high
risk and high reward
outcomes 5

6. What is an IMP?
• A contractually binding strategy for the
successful completion of the program
• The IMP describes the logical progression of
the program through accomplishments and
their criteria
– Measured through increasing maturity of
deliverables as they progress through a
disciplined systems engineering process
• These deliverables have units of measure
meaningful to the decision makers
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7. What Does The IMP Tell Us?
• What does DONE look like?
– Outcomes rather than effort
• How do we get to DONE?
– Tangible evidence of progress toward a
capability or an outcome
• What are the units of measure of progress
to DONE?
– Technical Performance Measures (TPMs)
– Significant Accomplishments
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8. What Does the IMP Look Like?
• Program Events
– Periodic assessments of the program’s maturity
through reviews or physical demonstration
• Initial Production Completed (IPC)
• Significant Accomplishments
– Exit Criteria for Program Events
• Version 1 Kit Production and Delivery Completed
• Accomplishment Criteria
– Entry/exit criteria needed to produce the Significant
Accomplishments
• Version 1 Assembly/Integration/Test Completed
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9. The Topology of the IMP/IMS
• The IMP dictates the strategy for success
• The IMS describes how to reach this success
IMP
Describes how the Major program milestones or assessment events that substantiate system
capabilities will be maturity (initial, progress, or final). These milestones or assessment events
delivered and Events deliver the specific capabilities for the system on planned dates.
how these Milestones
capabilities will
be recognized Specified result, substantiating a Milestone or Event, that indicates
Accomplishment
maturity or progress for each product or process
Definitive measures substantiating the Accomplishment maturity
Criteria level. Completion of specific work that ensures closure of a
specified Accomplishment
IMS Work activities performed to produce the deliverables that
Work Packages and Tasks fulfill the requirements that enable the capabilities
Supplemental Schedules
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10. The outcome of each Work Package is a tangible measureable The structure of a
item, service, or product. Technical Performance Measures Integrated Master Plan
(TPM) define the needed Measure of Performance (MoP).
The TPM and MoP are the basis for fulfilling the Measure of Program Events
Define the availability
Effectiveness (MoE) for the customer. of a Capability at a point in
The Accomplishments define the capabilities needed to fulfill time.
the Mission Needs for the specific point in time of the project.
• The maturity of these capabilities increase as the project
progresses from left to right.
Accomplishments
Represent requirements
that enable Capabilities.
Criteria
Represent Work Packages
that deliver the Requirements.
Work Work Work
Package Package Package
Work Work Work
Package Package Package
Work
Work package
Package

11. The Traceable Flow of Information
about increasing maturity

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13. Relationships between the IMP Parts
Measures the progress to plan using Physical & Complete at the Accomplishment Criteria
(AC) and CWBS level
Program Statement of
CWBS
Events Work
Completed SA’s are Work structure
entry criteria for aligned to
Aligned
Program Events SOW
Significant
Accomplishments
Completed Work
Packages are exit Defines Aligned
Aligned
criteria for Tasks
Accomplishment CDRLs and Tasks Contained
Criteria Aligned Deliverables Aligned in Work Packages
Describes increasing Documents the product Work necessary to
product maturity as 0/100 or maturity that is aligned with mature products
EVMS SD guidance SOW and CWBS grouped by CWBS

14. Putting the IMP to Work?
• Start with the WBS, SOW, SOO
• Define incremental measures of increasing
maturity of the deliverables
– Technical performance measures
– Retirement of risk
– Alternative strategies through assessment of
increasing maturity
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15. The IMP within an IMS
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