1. The Integrated Master Plan (IMP) and the Integrated Master Schedule (IMS)
Current: 24 September 2018
This document was developed for use by programs assigned to the Business and Enterprise Systems Directorate (AFLCMC/HI), and does not constitute official issuance of DoD or AF policy.

2. Expectations
This course is designed to introduce the Integrated Master Plan and Integrated Master Schedule (IMS) concept to Project Managers and Team Members
This course will not teach you everything you need to know about integrated planning and scheduling to be an effective Program/Project Manager
This course does not replace structured DAU course studies in the Program Management or Systems Engineering disciplines

3. Introductions Please tell the class about yourself… Name
Program or Project Assignment?
Assigned Role?

4. Overview Integrated Master Plan (IMP) Integrated Master Schedule (IMS)
IMP / IMS Relationship
Recap and Feedback

5. Integrated Master Plan (IMP)
Integrated Master Plan (IMP): An event-driven plan consisting of a hierarchy of program events – defines program Scope
Each event being supported by specific accomplishments, and each accomplishment associated with specific criteria to be satisfied for its completion.
The IMP is a narrative lifecycle plan explaining the overall management of the project.
Account for contractor and government events
Foundation for the project Integrated Master Schedule (IMS)
NOT tied to specific dates
SOURCE: DoD IMP & IMS Preparation and Use Guide, Oct 2005
A valuable tool for both proposals and project execution

6. IMP Description Event-driven plan for executing a program
Not a calendar-based product
Tool used to control and manage progress
Program
Complete
Start
Event B
Event A
Event C
Event E
Event D
IMP

7. Preparing the IMP
Complete the appropriate Systems Engineering Process (SEP) Tailoring Worksheet (TWS)
Identify events, accomplishments needed, and associated entry and exit criteria
Consolidate government and contractor inputs into a single IMP
Prepare Sections:
Introduction
Events, Accomplishments, and Criteria
Narratives
Glossary

8. IMP Basic Content Section 1: Introduction
Program Description
Program Organization / Integrated Product Teams (IPTs)
Assumptions / Ground Rules
Government/Contractor Relationships
IMP Organization
Section 2: Events, Accomplishments, and Criteria
Program Implementation Strategy
Major Program/Technical Events, Reviews, and Milestones
Identify roles, responsibilities, and accountable agencies
Interdependencies between Critical Events

9. Identify Events Events are the foundation of the IMP (IMP Level 1)
Logically sequenced points to assess program progress
May include:
Milestone and Phase Reviews
Key Contractor Deliveries (Product or Documentation Delivery)
Key Progress Indicators and Demonstration Points (IDT&E, OT&E, etc.)
Assess
Program
Progress
Events
Events
Events

10. Identify Significant Accomplishments
Significant Accomplishments are activities or steps whose completion indicates progress toward events (IMP Level 2)
There are usually 2 or more significant accomplishments for each event
May include completion of large activities, major work packages
Assess
Program
Progress
Interim
Activity
Complete
Events
Accomplishments
Events
Accomplishments
Events
Accomplishments

11. “Code development 90% complete”-- doesn’t get it!
Identify Criteria
Definitive measures/indicators that verify significant accomplishment completion (IMP Level 3)
Completed work effort; minor work packages; approvals; critical process activities
Can be quantitative or qualitative
“Code development 90% complete”-- doesn’t get it!
Assess
Program
Progress
Interim
Activity
Complete
Measurable
Evidence
Events
Accomplishments
Criteria
Events
Accomplishments
Criteria
Events
Accomplishments
Criteria

12. Sample IMP, Section 2 Level 1 - Event Level 2 – Accomplishment
Level 3 - Criteria

13. IMP Basic Content (Cont’d)
Section 3: Narratives
Narrative descriptions of task and process of execution
Describes measureable criteria for accomplishments
Administrative activities (action items, decision analysis processes, decision authorities)
Contract management activities (administrative changes, modifications, etc.)
Conflict resolution
Section 4: Glossary
Terms and Acronyms

14. IMP Summary The IMP is an event-based plan for program execution
Government and contractor consolidated plan
Documents roles/responsibilities/accountable agencies
Consists of four basic sections
Introduction
Events, Accomplishments, and Criteria
Narratives
Glossary
Foundation for the project IMS

15. Integrated Master Schedule (IMS)
Integrated Master Schedule (IMS): An integrated networked schedule containing all detailed planning and work packages
Describes the execution of the project; estimates completion
Event-driven, but calendar-based – NOT calendar driven
Assists in determining projected and actual cost estimates (Earned Value Management – EVM)
Contains tasks to support development of products
Contains interdependent tasks, events, and accomplishments to meet established criteria
Directly traceable to the IMP and WBS
Must account for contractor and government events
Supports “what-if” analysis
Supports project risk assessment
SOURCE: DoD IMP & IMS Preparation and Use Guide, Oct 2005 & AFLCMC Standard Process for Develop Program Schedule

16. IMS Structure Events Accomplishments Criteria Tasks Assess Program
Progress
Accomplishments
Interim
Activity
Complete
Criteria
Measurable
Evidence
Tasks

17. Preparing the IMS Review the project TWS, IMP and WBS
Review the Business and Enterprise Systems (BES) Process Directory (BPD) for the Mandatory Standard Process on Develop Program Schedule
Determine method for producing and managing the schedule
Best Practice: Microsoft Project
Suggested Preparation Sequence:
Define IMS initial parameters and resources
Start Date, Non-Working Days, Resource Pool
Create Release and Phase Tasks
Define Products, Events, and Accomplishments for each phase and establish sequence to meet criteria
Define interdependencies between schedule entities
Refine task durations
Assign/allocate resources; coordinate schedule with stakeholders
Baseline Schedule

18. IMS Quality Control
Are all IMP Events/Accomplishments/Criteria, CLINs, Tasks & Deliverables included in the IMS?
Does the IMS include contractor and government activities?
Are interdependencies for tasks identified?
Are task durations reasonable?
Is the scheduled resource loaded? Have resources been “leveled”?
Have all stakeholders reviewed/approved the IMS?
Is the Critical Path logical?
Can the IMS be managed to identify current status?
Is the IMS under Baseline control? Are changes controlled via a disciplined change control process?

19. IMS Summary
Integrated Master Schedule (IMS): An integrated networked schedule containing all detailed planning and work packages
Integrated contractor and government schedule
Communicates what is expected and when it’s expected
Describes the execution of the project; estimates completion
Event-driven, but calendar-based – NOT calendar driven
Aligns tasks, criteria, significant accomplishments, and events to product delivery
Key indicator of project status
Provides input for risk assessments

20. IMP / IMS Relationships
Consistent numbering between the WBS,
IMP, and IMS helps establishes traceability

21. IMP / IMS Linkages to Program Activities
Government
Roadmap
WBS
EVMS
IDT&E
IMP
IMS
IBR
SOW
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 and Issue Management/Risk Management Plan (RMP)
Risk and issue 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
Risk and Issue Mgt
SEP

22. IMP / IMS Linkage to Program Activities
Government Roadmap
Used as the foundation to generate the IMP
Work Breakdown Structure (WBS)
IMP/IMS should have traceability to WBS; consistent numbering
Earned Value Management System (EVMS)
IMS execution feeds EVMS data; provides cost/schedule assessment
Integrated Baseline Review (IBR)
IMS and EVMS used during IBRs
Statement of Work (SOW)
IMS should directly trace to the SOW
Systems Engineering Plan (SEP)
IMP and SEP show organizational and task integration; SE discipline
Risk and Issue Management
Risk and Issue Management tasks incorporated into the IMS
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 and issue 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

23. IMP / IMS Summary Two different purposes, but mutually supportive:
IMP is event-based with specific accomplishments & criteria
IMS is time-based with tasks, durations and interdependencies
Both products are valuable management tools:
Provides a systematic approach to planning, scheduling, and executing a project
Provides tools for day-to-day execution/monitoring (status)
Provides the basis for evaluation of contractor performance
Standard method for communication to senior leadership
Supports budgeting decisions
Provides input into project risk and issue management activities

24. Recap and Feedback Do you have any unanswered questions?
Did we meet the objectives as stated?
Don’t forget to request your CLPs!
Please fill out a critique so we can improve this class for those who may attend in the future; written suggestions are very helpful