1. Sundar Rajan, PMP

2.  Project ◦ Poor estimation and/or Scheduling – 54% projects  Schedule ◦ Lack of buy-in from the Key Stakeholders and the team ◦ No confidence in the schedule ◦ Lack of clarity of activities ◦ Team members not sure about task or action ◦ Magic Dates Based on research by Prof. Ryan Nelson, McIntyre School of Commerce, Univ. of Virginia (7 years, 74 org, 99 IT projects)

3. ...you want to create a dynamic project schedule that reflects reality, not a fantasy situation...

4.  A large % of Schedule development is to manage software projects  Looking at schedules from a software perspective : ◦ Syntax can be verified by compiling - you don’t have that with schedules ◦ Run-time errors debugged by stepping thru code ◦ Logic can be verified by running it thru tests  With software, you write code, syntax check it, compile it and get rid of all errors, build it and deploy it  With Schedules, you can import a activity list and present it as a schedule and easily passes scrutiny!

5. Project Manager Project Team Program Leadership/Executive Management

6.  Successful organizations embrace a projectized culture that is founded on the principles of customer focus, committed sponsorship, trusting relationships, outstanding teamwork, and continuous improvement – Rainbows & Ratholes  Before we speak about WBS, CPM, ROI, Risk Management etc for projects, the projectized culture is very important  Lack of Confidence in the Schedule and Lack of buy-in from the key stakeholders and team are causes of Schedule failure  So the process should start from the ground up as well as pushed from top down  Schedule management and processes are nurtured and grow are live in such an organization  They become ‘stale’ pretty quickly and lame without the support

7.  Activity List  Activity Sequencing (map dependencies)  Estimate resources  Estimate Durations Basic Integration  Identify Deliverables created by tasks  Identify links with other projects/schedules  Level Resources (use resource pool to validate)  Identify Critical Path

8. Deliverables Integrated Schedules Integrated Resources Integrated Master Schedule integrates Deliverables with Tasks and Resources

9.  So far so good..we have a schedule, can everyone start working? Large Program Challenges  In a large program or implementation..  With interconnected sub-projects..  Vendor deliverables..  The dynamics changes..  “What does done look like”? Is the big question

11.  What’s missing from this task-oriented schedule is the realization that plan is not same as “done”. A description of “done” is usually not part of the plan in an explicit manner. Rather is found inside of a specification and is implicit when all tasks are done  Critical aspect of IMP is its focus on events. This is in comparison to effort or task focused planning. The event (system or product) focus asks and answers the question “what does done look like?”.

12. Integrated Master Plans Integrated Schedules Integrated Resources Integrated Master Schedule integrates Deliverables with Tasks and Resources

14.  This seems like a lot of work for a project, why not just have a schedule of the work and everyone start working?  What done looks like is rarely connected with the passage of time and consumption of resources. That's what a schedule describes.  The Integrated Master Plan has no dates. It's the Map of the flow of value for the deliverables.  It states the needed maturity of these products or service in order to make physical progress. So Why this approach?

15. This map is read as The Aerodynamics Flight Test will be complete when the following Significant Accomplishments are complete.

18.  DOD presentation on Integrated Master Plan/Integrated Master Schedule DOD presentation on Integrated Master Plan/Integrated Master Schedule  Rainbows & Ratholes: Best practices for managing successful projects Rainbows & Ratholes: Best practices for managing successful projects  Five Secrets of Project Scheduling, Michelle Colodzin  NASA Project Management Challenge 2010 NASA Project Management Challenge 2010

20. Here's a Grammar framework used in the IMP paradigm