4.3.2.2. Integrated Master Plan/Integrated Master Schedule
4.3.2.2. Integrated Master Plan/Integrated Master Schedule
The Integrated Master Plan (IMP) is an event-driven Government document that provides a framework against which all work is accomplished. The IMP aids in defining and documenting tasks required to define, develop, and deliver a system, and to facilitate operation and support of that system throughout its life cycle. The IMP format usually reflects an event - accomplishment - criteria hierarchical structure for program tracking and execution.
The Integrated Master Schedule (IMS) is an event-driven (not time-driven) document primarily focused with product and process development that is resource loaded and includes margin for risk mitigation. The IMS supplements the IMP and is based on the WBS. The IMS describes the work required to complete the effort in sufficient detail to fully demonstrate understanding of the scope and flow of the work, and it enables the Program Manager to better understand the links and relationships among the various activities and the resources supporting them.
DoDI 5000.02 requires use of the IMS, and the Integrated Master Plan and Integrated Master Schedule Preparation and Use Guide provides additional guidance on developing and implementing these technical planning tools.
A program should have an adequate IMP and IMS and should require the same from its contractor(s). The IMP and IMS communicate the expectations of the program team and provide traceability to the management and execution of the program by IPTs. They also provide traceability to the WBS, the contract WBS (CWBS), the Statement of Work (SOW), systems engineering (SE), and risk management, which together define the products and key processes associated with program success.
The IMP and IMS represent the basis for contractor cost reporting and the associated assessments of contract performance, as defined at the Integrated Baseline Review (IBR) (see DAG Chapter 11 Program Management Activities). The IMP and IMS help the Program Manager and Systems Engineer:
- Identify a baseline for program monitoring, reporting, and control
- Plan, execute, and track risk mitigation efforts
- Support resource analysis and leveling, exploration of alternatives, and cost/schedule trade-off studies
- Provide a roadmap for stakeholders
- Enable effective communication within the Government team and with the developer
Activities and Products
The IMP documents the significant criteria necessary to complete the accomplishments, and ties each to a key program event. The IMS expands on the IMP with an integrated network of tasks, subtasks, activities, schedule for deliverables, and milestones with sufficient logic and durations. The IMS also serves as a tool for time-phasing work and assessing technical performance. IMS activities are thus traceable to the IMP and the WBS, and allow integrated assessments of cost, schedule, technical performance, and associated risks. This traceability serves to:
- Identify critical path, milestones, and activities
- Indicate significant constraints and relationships
- Provide current status and forecast completion dates of scheduled work to enable comparison of planned and actual program accomplishments
- Establish a schedule baseline
- Provide horizontal traceability of interrelationships among activities
- Provide interdependent sequencing of all work authorized on the contract in a manner compatible with IMP events and/or key milestones
The IMP and IMS support effective management of program scope, risk, and day-to-day efforts. During the initial stages of a program, the IMP provides an early understanding of the required scope of work, key events, accomplishment criteria, and the likely program structure by depicting the progression of work through the remaining phases. Regular examination of the plan and schedule increases the documented level of detail and provides confidence that these documents have properly identified and captured all essential activities.
Early identification of and adherence to critical path tasks is essential to ensure that the program remains on track toward achieving schedule and cost goals. The IMS provides linkages between tasks to capture the relationship of predecessor and successor tasks required to initiate or complete major tasks. The IMP and IMS collectively assist stakeholder communication by establishing expectations and dependencies, particularly for tasks performed by different organizations.
The Program Manager and Systems Engineer should determine an appropriate level of detail for the IMS. For low-risk programs, developing the IMS at too high a level of detail may fail to show critical path tasks. The IMS for a high-risk program would most likely show lower levels of detail to aid risk management/mitigation efforts but would typically carry a greater maintenance cost (tracking progress and updating status).
The initial IMP and IMS should address significant activities to provide a basis for conducting further risk assessments including identification of tasks associated with moderate to high risks that may emerge later in the life cycle. The IMS should be seen as a tool used by stakeholders during each phase of the program. The IMS should identify all risk mitigation activities for easy identification and tracking.
The Program Manager and Systems Engineer should monitor development of the IMS by the developer to ensure that activity durations and resources are reasonable. This oversight aids risk analysis and development of mitigation plans in the event that any of those activities become delayed or over budget. The initial IMP should be part of the preparation for the Milestone A decision.
The Systems Engineer also defines functional and life cycle inputs to integrate SE processes and products and to provide an auditable sequence of tasks and schedules that can be used to measure cost and schedule status. The development and analysis of program IMP/IMS data:
- Permit assessments of the developer’s SE processes, activities, efforts, and products
- Contribute to a better understanding of the technical basis of cost and schedule variances
- Provide a framework for developing corrective actions
Figure 4.3.2.2.F1 depicts a hierarchical approach to developing and populating the IMP/IMS.
Figure 4.3.2.2.F1. IMP/IMS Hierarchy and Content
The Program Manager should review the IMP and IMS for completeness, consistency, and compatibility. In this review, the Program Manager should evaluate duration and logic relationships to ensure they accomplish program goals, identify risks, and achieve desired mitigation.
The Systems Engineer should ensure that the SEP and other technical planning documents capture technical review criteria, event-driven outcomes, and mechanisms for assessing technical maturity and risk in a manner consistent with tasks and schedules identified in the IMP/IMS.
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