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

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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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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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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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

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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 makers6

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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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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Work activities performed to produce the deliverables that fulfill the requirements that enable the capabilities

Specified result, substantiating a Milestone or Event, that indicates maturity or progress for each product or process

Definitive measures substantiating the Accomplishment maturity level. Completion of specific work that ensures closure of a specified Accomplishment

Major program milestones or assessment events that substantiate system maturity (initial, progress, or final). These milestones or assessment events deliver the specific capabilities for the system on planned dates.

IMS

IMPDescribes how thecapabilities will bedelivered andhow thesecapabilities willbe recognized

Supplemental Schedules

Work Packages and Tasks

Criteria

Accomplishment

EventsMilestones

The Topology of the IMP/IMS• The IMP dictates the strategy for success• The IMS describes how to reach this success

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Program EventsDefine the availabilityof a Capability at a point in time.

AccomplishmentsRepresent requirements that enable Capabilities.

Criteria Represent Work Packages that deliver the Requirements.

Work Package

WorkPackage

Work Package

Work Package

Work Package

Work Package

Work Package

Work package

The structure of a Integrated Master Plan

The outcome of each Work Package is a tangible measureable item, service, or product. Technical Performance Measures (TPM) define the needed Measure of Performance (MoP).

The TPM and MoP are the basis for fulfilling the Measure of Effectiveness (MoE) for the customer.

The Accomplishments define the capabilities needed to fulfill 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.

The Traceable Flow of Information about increasing maturity

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Program Events

Statement of Work

CWBS

Significant Accomplishments

Accomplishment Criteria

CDRLs and Deliverables

Tasks Contained in Work Packages

Measures the progress to plan using Physical & Complete at the Accomplishment Criteria (AC) and CWBS level

DefinesAligned Aligned

AlignedAligned

Aligned

Completed SA’s are entry criteria for Program Events

Completed Work Packages are exit criteria for Tasks

Describes increasing product maturity as 0/100 or EVMS SD guidance

Documents the product maturity that is aligned with SOW and CWBS

Work necessary to mature products grouped by CWBS

Work structure aligned to

SOW

Relationships between the IMP Parts

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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The IMP within an IMS

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