Att_2_TTP_for_Integrated_Master_Schedule_doc_v1.0.pdf

TTP for Integrated Master Schedule v1.0

22 July 2014

AIR FORCE TACTICS,

TECHNIQUES AND PROCEDURES

TTP for Integrated Master Schedule v1.0

22 JULY 2014

VERSION 1.0

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SERIES: This series of AF TTP includes:

Version Management

Name and Rank Date

Summary of Changes

Name of Change Author Approval Date

Table of Contents

Support

SERIES: This series of AF TTP includes:

Version Management

Summary of Changes

Table of Figures

1. Introduction

2. SDDP Applicability

3. Constructing an Integrated Master Schedule

3.1 Entry Criteria

3.2 Procedures

3.2.1 Step 1: Structure the Integrated Master Schedule

3.2.2 Step 2: Develop Top Level Milestones

3.2.3 Step 3: Build Out Specific Actions and Tasks

3.2.4 Step 4: Validate the Unreconciled IMS

3.2.5 Step 5: Reconcile the IMS for Risk Management and Baseline

3.2 Exit Criteria

4. Conclusion

Appendix A - Project Scheduling Concepts and Terminology

Activity List

Activity Attribute

Activities and Durations

Predecessor / Successor

Relationship Types

Finish-to-Start (FS)

Start-to-Start (SS)

Finish-to-Finish (FF)

Start-to-Finish (SF)

Lags and Leads

Critical Path

Constraints

External Dependencies

Milestone List

Project Scope Statement

IMS Quality Assessment Considerations

Appendix B – Preparing a Schedule for the SDDP DOTMLPF-P Implementation Plan

Step 1: Structure the Integrated Master Schedule

Step 2: Develop Top Level Milestones

Step 3: Build Out Specific Actions and Tasks

Step 4: Validate the Unreconciled IMS

Acronym List

Table of Figures

Figure 1: TTP for Integrated Master Schedule SDDP Applicability

Figure 2: Use the WBS to Create the IMS

Figure 3: Example IMS Structure with Major Milestones

Figure 4: IMS Activity List

Figure 5: IMS Activities Sequenced with Predecessor and Successor Activities Identified .. 12

Figure 6: Example Completed IMS

Figure 7: Finish-to-Start Relationship

Figure 8: Start-to-Start Relationship

Figure 9: Finish-to-Finish Relationship

Figure 10: Start-to-Finish Relationship

Figure 11: Negative Float

Figure 12: Stakeholders for SDDP DOTMLPF-P Implementation Plan IMS

Figure 13: Capability Initiative WBS

Figure 14: The Sequence Activities Process

Figure 15: DOTMLPF-P Implementation Plan Sequenced Activities

1. Introduction

This Tactics, Techniques, and Procedures (TTP) document provides a consistent methodology for developing an Integrated Master Schedule (IMS). The IMS development is a pivotal planning activity that describes the full set of activities to deliver the work products defined in a Work

Breakdown Structure (WBS) (completed in accordance with the TTP for Work Breakdown

Structure) to meet key milestone dates in support of Sponsor defined deployment strategies, acquisition milestones and program management milestones. Once the full scope of work is defined in the IMS, it then is used as the basis for assigning resources and estimating the effort, in accordance with the TTP for Schedule-Based Estimating. Finally, the IMS is the basis for managing and controlling project execution. The planning and analysis applied to developing the

IMS is a key factor in the Program Planning process for any project, and in particular for complex efforts to develop and deliver information technology (IT) solutions. The IMS TTP also provides the basis for identifying risk management and mitigation work efforts, in accordance with the TTP for Integrating Risk into Program Plans and TTP for Schedule-Based Estimating.

2. SDDP Applicability

This TTP is applicable to any project or initiative that intends to deliver a Mission capability to the Warfighter. The procedures in this TTP are applicable to the following instances:

A. Any planning effort that requires Plans of Action and Milestones (POAMs) that includes multiple streams of work and/or work efforts that are more than a series of parallel actions.

B. Programs and projects chartered to develop and deliver Warfighter mission capability, regardless of project size or scope.

C. All initiatives following the draft Air Force Manual, Service Development and Delivery

Process (SDDP). Appendix B describes how this TTP is applied to the SDDP Doctrine, Organization, Training, Materiel, Leadership, Personnel, Facility and Policy (DOTMLPF-

P) Implementation Plan development.

The TTP for Integrated Master Schedule is initiated and completed during SDDP Step 2 for the

DOTMLPF Implementation work plan. It is revisited in Step 3 for the M-Implementation work plan and in Step 4 for the acquisition program IMS, as illustrated in Figure 1. The black arrows representing IMS touch points to other outputs. The bidirectional arrows feed into the WBS, Impact Analysis, and IT Capability Testing TTPs, and one arrow represents a single feed into the

Risk TTP/Risk Register and TTP for Schedule-Based Estimating.

Figure 1: TTP for Integrated Master Schedule SDDP Applicability

3. Constructing an Integrated Master Schedule

The process for conducting the analysis and building the IMS consists of the same fundamental steps, regardless of the nature or scope of the project. Appendix A, Scheduling Concept and

Terminology, is a reference source for the terms used within this TTP. This section provides guidance on the steps necessary for building an IMS.

3.1 Entry Criteria

IMS development is a planning process which results in a project schedule that is ready for use in managing the project execution. Prior to beginning this planning process, the Project Manager or project planning leader obtains the information and resources specified below:

The current program/project charter, mission statement, or similar guidance document. The documentation should provide a clear and unambiguous purpose for the program/project/task being scheduled and its scope

The WBS previously developed for the program/project. The WBS includes a WBS numbering structure, WBS element names (products or deliverables), descriptions of the

WBS elements in a WBS Dictionary, and identification of office of primary and secondary responsibility as described in the TTP for Work Breakdown Structure

Identification of all significant constraints on the project that should be considered in developing the project work plan and IMS, such as deadlines, milestones, and resource availability constraints

A team of subject matter experts (SME) and knowledgeable individuals that can define work activities and estimated efforts to complete those activities

Access to resources with experience in the selected project management tools and processes that will be applied to the project and perform the role of “Schedule Analyst”

Access to additional SMEs to conduct independent and peer reviews of the IMS once developed by the Planning Team

For smaller projects, the Project Manager or designee may individually complete the IMS based on their experience and expertise. That individual should still follow the procedure steps delineated below, with appropriate adjustments for team activities.

3.2 Procedures

Constructing an IMS is performed by the following five steps.

3.2.1 Step 1: Structure the Integrated Master Schedule

The WBS provides the basic structure for an IMS. The specific actions to be taken are:

1. Create an initial schedule file using Microsoft Project (or other preferred scheduling tool) with column headings of WBS, Task Name (for the descriptive name of the WBS), Duration, and Dependencies (Predecessors/Successors).

2. Copy the WBS spreadsheet information produced as entry criteria into Microsoft Project

(or other scheduling tool to be used by the team).

3. Use the features of the scheduling tool to properly subordinate lower level WBS deliverables to higher level deliverables.

An example of using the WBS to create the IMS structure is shown in Figure 2, from the Air Force

Maintenance, Repair and Overhaul Initiative (MROi) WBS for “Planning Capability.”

Figure 2: Use the WBS to Create the IMS

3.2.2 Step 2: Develop Top Level Milestones

Major events and milestones for the initiative are identified in the upper most rows of the schedule tool. Major events and milestones (referred to as major milestones from this point forward) include, but are not limited to, events such as major acquisition decision milestones, key program management and design reviews, major test readiness milestones, initial operational and full operational capability dates, and major deployment milestones.

The specific actions to be taken are:

1. Identify the major milestones and enter them at the top of the IMS structure in the order the milestones will occur.

a. Note: At this point in the IMS development do not create a linkage between the major milestones and the lower level IMS tasks. That will be done after the IMS has been further developed

b. Major milestones can be used as both scheduling and status indicators that are used to measure progress as a project proceeds through completion. Major milestones can either be events, decisions, and/or a cumulative point in time reached as a result of specific tasks, events and/or decisions. An industry standard project planning best practice is to place major milestones in the schedule in order to manage stakeholders' expectations

c. Major milestones are characterized by one or more of the following:

i. Completion of one or more "highly significant" events or decisions

ii. Reaching a specified point or phase in the project lifecycle

iii. Reaching a given percent complete for the project as a whole or a given phase

iv. Completion of one or more "must-have" process or project deliverables

v. Any significant circumstance unique to a given project, such as:

1. Contract Award

2. Design Completion

3. Development Test Completion

4. Initial Operational Capability

5. Site Activations

An example IMS structure, with the major milestones included, is shown in Figure 3 from the

MROi “Planning Capability.”

Figure 3: Example IMS Structure with Major Milestones

3.2.3 Step 3: Build Out Specific Actions and Tasks

Activities are the basic building blocks for the IMS and it is critical that they are clearly defined and that they collectively reflect the work required to complete the project.

The specific actions to be taken are:

1. Develop a list of work activities required to deliver each WBS element (product or deliverable) with the following guidance:

a. The IMS tasks are written as “action verbs” for the activities and tasks associated with deliverables, as illustrated in Figure 4

b. Activity names should be unique, descriptive and specify an outcome

c. Activities are hierarchical and subsequent decomposition of the activities into lower levels should be described in terms of achieving the “parent” activity

Figure 4: IMS Activity List

d. Critical activities, of any duration, are defined

e. Activities are decomposed to lower levels of activities sufficient to assure the effort is understood, but not become over-burdensome to manage and track. As a general rule, activities will fall between 20 and 44 days in duration

2. The Project Planning Lead will audit the defined activities to ensure:

a. All WBS elements have defined activities

b. The defined activities, for each WBS element, generate/deliver the WBS identified product or deliverable

c. Any activities suggested by the IMS Development Team that are not captured in the WBS are identified for possible WBS update

3. The IMS Development Team provides the activity lists to the Schedule Analyst to populate the project management tool. The Schedule Analyst should enter the activities into the tool and prepare to work with the IMS development team members to sequence the activities.

4. Continue to sequence the activities to ensure all IMS tasks and deliverables are in order of execution. The results of sequencing the actions are reflected in the IMS as predecessor and successor activities (see Appendix A for general guidance). The Schedule Analyst will structure the sequenced list of tasks and step through the project from its beginning through each logical segments of the work in the general order they would flow. For example, the team would generally sequence Design activities prior to the Development activities.

5. Identify the specific predecessor and successor activities for each activity. Every activity

MUST have a predecessor activity – which may be “Project Start.” Every activity MUST have a successor activity – which may be “Project Complete.” No activity can be an

“orphan” activity in the schedule, see Figure 5.

a. Ensure the correct relationships among related predecessor and successor are identified, such as “Finish-to-Start,” “Start-to-Start,” etc. as described in Appendix

A

b. Conduct a thorough evaluation of constraints that control the start and finish of tasks. This evaluation is especially important in the case of critical resource constraints (e.g., special skilled personnel or test facilities). Ensure that there are no false assumptions of critical resource availability

c. Link the scheduled tasks to the major milestones at the top of the IMS structure

d. Link the major milestones to other schedules, in support of larger or complementary initiatives the IMS must support

Figure 5: IMS Activities Sequenced with Predecessor and Successor Activities Identified

3.2.4 Step 4: Validate the Unreconciled IMS

Follow these steps to validate the completeness of the schedule:

1. Adjudicate any schedule-based conflicts or issues and note them for escalation

2. Adjust the IMS over multiple iterations to account for changes made when subsequent schedule details negatively affects prior decisions (for example, ensure the sequenced tasks continue to make sense and correct them where they do not)

3. When the IMS review iterations have been completed, “freeze” the schedule and create an archive version

Out of this step, the Project Manager has an unreconciled version of the IMS that is unadjusted for risk and should be retained for future reference.

3.2.5 Step 5: Reconcile the IMS for Risk Management and Baseline

This step provides additional confidence in the schedule and consideration for the schedule-related risks to be included in the initiative schedule that is to be baselined and managed.

Use the unreconciled IMS from the previous step and do the following:

1. Conduct a schedule IMS “Wall-Walk.” See Appendix A for further detail on Wall-Walks.

2. Assess the schedule to validate and confirm the following (see Appendix A):

a. No negative float is built into the schedule, which indicates that the schedule cannot be achieved, or activities have been added/changed that make the schedule unachievable

b. Each IMS activity has predecessors/successors

c. Activities have less than 44 day duration

d. A majority of the IMS activities (90% - 95%) have Finish-Start relationships

3. Conduct analysis of the schedule. At a minimum review:

a. A summary of the project to ensure that it “looks complete” from a glance

b. The top level tasks to see how they align with the WBS deliverables and the overall program structure

c. The tasks on the Critical Path and the degree of risks associated with them

d. The milestones to ensure that the IMS activities align to the milestone dates

4. Conduct an SME review of the completed IMS to identify possible risks to achieving the schedule. The schedule risks are identified and characterized using standard risk identification processes. The risks are then captured in a Risk Register, as described in the

TTP for Integrating Risk into Program Plans.

a. The risk analysis may involve an adjustment to scheduled activities to accommodate the risk, and/or the identification of potential impacts and additional time required to complete the IMS defined activities. Risk may be addressed through discrete risk mitigation activities within the IMS activities, where appropriate, as described in the TTP for Integrating Risk into Program Plans

5. In preparation for independent IMS review, create a schedule baseline document that explains the overall approach to the project, defines custom fields used in the electronic schedule file, details the ground rules and assumptions used in developing the schedule, and provides justifications for constraints, lags, long activity durations and any other unique features of the schedule.

6. Arrange for an independent schedule quality review(s) to assess the construct of the schedule and identify any weaknesses that could be addressed prior to baselining. Adjust the schedule to address weaknesses.

7. Upon completion of all reviews, formally baseline the schedule and place it under configuration control (e.g., make it a Configuration Item). The baseline IMS forms the basis for the management and control of project scope, timeframe for delivery, and resource requirements.

The baseline IMS is designated as the target schedule, subject to a structured control process, against which project performance can be measured, compared, monitored, and reported.

Figure 6 illustrates a complete and baseline IMS, with linkages between the schedule activities and the schedule activities to major milestones.

Figure 6: Example Completed IMS

3.2 Exit Criteria

The exit criteria indicating the successful completion of the above steps is the inclusion of the IMS into the appropriate Implementation Plan. The IMS will:

Contain all activities required to deliver the products identified in the WBS

Provide a logically sequenced schedule of all activities to deliver a capability

Link IMS activities to the major milestones

Contain activities that all have predecessor and successor tasks

Incorporate project risk analysis and risk mitigation tasks as described in the TTP for

Integrating Risk into Program Plans

Be independently reviewed for completeness

Be baselined and placed under configuration management

4. Conclusion

The expected outcome, upon successful completion of the above 5 steps, is a fully vetted and baseline IMS that is a well defined work plan and describes the scheduled activities required to achieve the objectives for the program/project/task. The IMS is a project management control technique that helps to objectively and succinctly identify how a project is executing against the baseline plan and provides forecasts as to how it will finish. The effectiveness of a properly executed IMS can determine the success of a project. The IMS provides the foundation for the project management work, to include planning, cost and effort estimation, and resource allocation.

Appendix A - Project Scheduling Concepts and Terminology

Activity List

The main input to sequence activities as it consists of all known activities to be included within the plan.

Activity Attribute

The activity attributes include activity aspects such as detailed description, constraints assumptions, resource requirements, etc.

Activities and Durations

Detailed analysis is required to examine the required products and to identify all the activities and detailed tasks to be included in the schedule. Activities should be specified in sufficient detail to permit accurate updating. The duration should reflect how long each activity will take from start to finish. Excessively long durations should prompt further decomposition of the activities until the durations are at a level to provide management accurate monitoring and progress reporting.

The duration of detailed-level activities should be 44 days or less (i.e., two 22-work day monthly reporting periods). Conversely, if durations are too short, it might require excessive effort to update the schedule and may cause unnecessary challenges when planning and linking the activities. Activity start and end dates should be calculated using the durations and logic of the schedule, and should rely on realistic calendars. If resources have been assigned, their availability and skill level should also be factored into the activity duration.

Predecessor / Successor

Common terms used to denote sequencing include:

Predecessor Activity: The schedule activity that determines when the logical successor activity can begin or end

Successor Activity: The schedule activity that follows a predecessor activity, as determined by their logical relationship

By definition, the first activity in a schedule has no activities preceding it, and the last activity has no activities succeeding it. The goal is to assure every activity, between the first activity and the last activity, has a predecessor and a successor. An activity in the schedule (other than the first or last) that is missing a predecessor or successor, or both, is an indication of how well (or poorly) the schedule is linked together.

“Orphans” or “Dangling activities” are activities that are missing either a predecessor or successor and therefore do not have the logic to automatically update completion dates when durations change. The presence of dangling activities (sometimes called “broken logic”) reduces the credibility of the calculated activity start and finish dates and the critical path. The slip or elongation of an activity that has no logical successor will not reflect its effect on the scheduled start dates of successor activities.

Relationship Types

Tasks are arranged to show the order in which they must be performed. Some may be “fixed” meaning one activity has to happen before another activity can start, while others may be performed at the same time with a parallel relationship. There are four logic relationship types:

Finish-to-Start (FS)

Start-to-Start (SS)

Finish-to-Finish (FF)

Start-to-Finish (SF)

Finish-to-Start (FS)

The logical relationship where initiation of the successor work activity depends upon the completion of work of the predecessor activity. Meaning that the predecessor activity must finish first before its successor can start. A Finish-to-Start relationship is typically displayed as shown in Figure 7:

Figure 7: Finish-to-Start Relationship

The predecessor’s finish date determines the successor’s start date. For example, an AF recruit has to finish basic training before attending AF Specialty Code (AFSC)-related training courses.

The FS relationship is the most common, typically ninety percent (90%) or more of all activities.

As a result, many project management software packages use it as the default relationship. Unless specified otherwise, the software assumes activities relate in an FS manner.

Start-to-Start (SS)

The logical relationship where initiation of the work of the successor schedule activity depends upon the initiation of the work of the predecessor schedule activity. The predecessor activity must start before the successor activity can start and generally occur because the activities overlap or can be worked in parallel. An example is: “I need to start creating the specification document before someone can start editing it.” A SS relationship is typically displayed as shown in Figure

8:

Figure 8: Start-to-Start Relationship

However, activities with a SS relationship do not have to start at exactly the same time, but can occur sometime after the start of the predecessor’s activity.

Finish-to-Finish (FF)

Activity B ithe

Activity A

The logical relationship in which a successor activity cannot finish until a predecessor activity has finished. An example might be ‘The personnel must be trained before the system’s site deployment can be completed.’ A FF relationship is typically displayed as shown in Figure 9:

Figure 9: Finish-to-Finish Relationship

Similar to the SS relationship, the successor activity does not necessarily finish at exactly the same time as the predecessor, but can finish after the predecessor.

Start-to-Finish (SF)

The logical relationship in which a successor activity cannot finish until a predecessor activity has started. This is rarely used and is not recommended by industry best practice. An example would be: “My new computer must have all personal files and applications transferred and working before I wipe the hard drive on my old PC ready for refurbishment.” A SF relationship is typically displayed as shown in Figure 10:

Figure 10: Start-to-Finish Relationship

Lags and Leads

Lag: is the amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity

Lead: is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. In general, leads should be avoided

Critical Path

In project management, a critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible duration. In other words, this is the shortest time possible to complete the project. Any delay of an activity on the critical path directly impacts the planned project completion date because there is no float. A project can have several, parallel, near critical paths. An additional parallel path through the network with the total durations shorter than the critical path is called a secondary or tertiary critical path.

The logical sequencing of activities is directly related to the critical path. If the schedule is missing dependencies or activities are linked incorrectly, the critical path will be miscalculated. Incorrect

Activity B

Activity A float estimates may result in an invalid critical path and thus will not provide reliable indicators where resources can be shifted to support delayed critical activities.

Constraints

Schedule constraints force the start or finish of an activity to occur on a specific date. Constraints jeopardize the ability of the schedule to remain dynamic, limiting the ability to compute the correct delivery dates and critical path should the duration change. Constraints artificially set dates in the

IMS and may mislead the schedule user of the schedule accuracy. “Must finish on” constraints

(late dates) often used for important deliverables make the schedule appear to be on track but are artificial. The schedule should not rely on constraints such as start-not-earlier-than (SNET) or must-finish-on some calendar date. A “hard” constraint is an incomplete activity that has any type of constraint. A “soft” constraint such as “Finish not later than” (FNLT) does not limit the date of the activity’s finish but can create negative total float if the calculated finish is beyond the constraint date.

Two industry best practices regarding constraints include:

Ratio of (constraints that prevent activities from being logic-driven / total incomplete activities) <= 5%

A hard constraint must be justified by some controlling event outside of the schedule

External Dependencies

External dependencies are activities performed or occurring outside of the project and its control.

The external dependency relationship is a possible constraint identified in the sequencing activities. An IT project example would be a new data protocol developed by a third party which will be used within the design of the overall project solution. Because of this dependency, the completion of the overall project is predicated on the completion (and delivery) of the third party protocol.

Milestone List

Milestones are zero duration activities, and will often be created as a result of key activities being completed at a particular point in time. They are also used to name and identify key control points when monitoring and controlling during project execution. Such milestones may influence or impose the sequence of activities and are vital for framing the IMS.

Project Scope Statement

Having a complete understanding of the project’s scope will identify the most appropriate order

(sequence activities) in which certain activities must be carried out. In addition, using the project scope statement as an aid to the logical sequence will ensure that all of the activities are considered and included.

IMS Quality Assessment Considerations Negative Float

Negative float occurs when the difference between the late dates and the early dates (start or finish) of an activity are negative. Meaning, the late dates are earlier than the early dates. This can happen when constraints (Activity Target dates or a Project Target Finish date) are added to a project.

Where a path in a network becomes hypercritical, the activities on that path have float of less than zero. The quantity of float then indicates the amount of time which must be picked up in order to achieve an imposed date. In Figure 11, the IMS shows that there are -86 days of float, meaning that the schedule is 86 days late, and will push successor activities to the right causing them to be http://www.maxwideman.com/pmglossary/PMG_L00.htm#Late%20Dates http://www.maxwideman.com/pmglossary/PMG_E00.htm#Early%20Dates http://www.maxwideman.com/pmglossary/PMG_F01.htm#Finish http://www.maxwideman.com/pmglossary/PMG_A01.htm#Activity http://www.maxwideman.com/pmglossary/PMG_L00.htm#Late%20Dates http://www.maxwideman.com/pmglossary/PMG_E00.htm#Early%20Dates http://www.maxwideman.com/pmglossary/PMG_C06.htm#Constraints http://www.maxwideman.com/pmglossary/PMG_A01.htm#Activity http://www.maxwideman.com/pmglossary/PMG_T00.htm#Target%20Date http://www.maxwideman.com/pmglossary/PMG_P09.htm#Project http://www.maxwideman.com/pmglossary/PMG_T00.htm#Target%20Finish%20Date late as well. The date for Deliver Approved Work Products was 4-25-14, and now the earliest it can complete is 8-26-13.

Figure 11: Negative Float

Clearly Defined Predecessors / Successors

An incomplete activity with float greater than 44 working days is referred to as “high float.” This is another way to check for a missing predecessor or successor and to check the stability and logic of the network. Ratio of number of activities with high float to total incomplete activities should be < or = 5%.

Activity and Task Durations Less Than 44 Days

An incomplete activity with duration greater than 44 working days is an indication that activities might need to be broken into 2 or more discrete activities, which helps make activities more manageable and provides better insight. Ratio of number of activities to total incomplete activities should be < or = 5%.

Finish-to-Start Relationship for 90% of Tasks

Identify non-typical (something other than FS) relationships. All incomplete activities that have predecessor(s) should state their relationship (e.g. Finish-to-Start) to the predecessor. Non-typical activities should be limited to <10 % of total activities.

IMS Schedule Wall-Walk

The concept of wall walking the IMS for approval involves all the program’s lead stakeholders and the Senior Leadership team. At this time “Giver” and “Receiver” relationships are established.

Key deliverables scheduled in the IMS will be produced by one organization and handed off (giver) to the next organization (receiver). The IMS can track progress on activities to produce deliverables and assure timely delivery.

Appendix B – Preparing a Schedule for the SDDP DOTMLPF-P

Implementation Plan

The scope of a capability is initially defined through the SDDP based planning effort that identifies the actions required to deliver the functional user Warfighter mission capability across the

DOTMLPF-P spectrum. The IMS associated with the DOTMLPF-P Implementation Plan is considered somewhat unique due to the larger number of participants involved and the coordination required between materiel and non-materiel related activities and organizations. The results of that planning effort are documented in the DOTMLPF-P Implementation Plan, which is developed during SDDP Step 2, and describes the Executable Actions across the DOTMLPF-P-P spectrum. The work steps to build the IMS for the DOTMLPF-P Implementation Plan are shown in this Appendix by applying the Section 3 Procedures described in this TTP. This Appendix provides added detail on the sources of information for and the requirements needed to coordinate the IMS development with other AF processes and SDDP driven initiatives.

Entry Criteria

Prior to beginning the DOTMLPF-P Implementation Plan IMS development, the Project Planning

Lead will have completed the following:

Assembled the information o The WBS that contains the DOTMLPF-P Executable Actions for which the IMS is being developed, completed in accordance with the TTP for Work Breakdown

Structure Development o The Performance Reference Model (PRM) that provides required mission capabilities o The Business Reference Model (BRM) that provides additional context to the initiative

Assembled a team o Generally, a project IMS will be developed by a Planning Team, assembled by the

Sponsor, who will designate a lead representative that is responsible for facilitating the AF participants through the early stages of the SDDP o The Sponsor designates a lead representative, the Project Planning Lead, to assemble and orient the DOTMLPF-P Implementation Plan IMS Development

Team and establish the work plan to complete the IMS o The team of SMEs understands the SDDP initiative and participated in the creation of the BRM

Assure that either the team has the correct skill sets or that resources with the required skill sets are available as needed. The project stakeholders come together to perform various roles in the early stages of the SDDP and the Sponsor selects and assigns the roles based on individual skills and expertise

A breakout of the DOTMLPF-P Implementation Plan IMS team members/stakeholders, why their involvement is important, and their key inputs to the process are provided in Figure 12

IMS for SDDP DOTMLPF-P Implementation Plan

Stakeholder Role/Interest Key Input

Sponsor

Owns the Initiative Level IMS

Facilitates SDDP Overall program achievement through the IMS

Provide guidance to functional and technical contributors

Assure IMS components integrate to achieve Initiative objectives

Approve the IMS and recommend to Air Force Corporate Leadership

Functional User

Subject Matter Experts

(SMEs)

Provide functional and technical definition of work efforts included in the IMS

Assure accurate and complete work defined

Align defined work with Initiative objectives

Participating

Organizations Assure work defined is executable

Assure work defined will contribute to each capability

Objective

Build early commitment and buy-in to program execution

Provide requested input to work definition in terms of its expectations

Identify incomplete work definitions

Provide work definitions for specific execution activities for which it is the Office of Primary

Responsibility (OPR)

Figure 12: Stakeholders for SDDP DOTMLPF-P Implementation Plan IMS

Procedures

The procedures for developing the DOTMLPF-P Implementation Plan IMS are consistent with the procedures described in Section 3 of this TTP. Appendix B provides the step-by-step instructions specific to the SDDP Step 2 DOTMLPF-P Implementation Plan IMS.

Step 1: Structure the Integrated Master Schedule

The DOTMLPF-P WBS provides the basic structure for the DOTMLPF-P Implementation Plan

IMS. The specific actions to be taken are:

1. Create an initial schedule file using Microsoft Project (or other preferred scheduling tool) with column headings of WBS, Task Name (for the descriptive name of the WBS), Duration, and Dependencies (Predecessors/Successors).

2. Copy the DOTMLPF-P WBS product information, produced as entry criteria, into

Microsoft Project (or other scheduling tool to be used by the team).

3. Use the features of the scheduling tool to properly subordinate lower level DOTMLPF-P

WBS deliverables to higher level deliverables.

4. An IMS for a DOTMLPF-P Implementation Plan must add an element at each of the D-O-

T-M-L-P-F-P levels of the WBS for Program Management.

a. Use this portion of the IMS to define tasks and resources not linked to specific deliverables (e.g., financial and human resource management) as well as risk management for the DOTMLPF-P Implementation Plan

b. The IMS in the DOTMLPF-P Implementation Plan is based on the identified product-oriented WBS products, in accordance with the TTP for Work Breakdown

Structure development. SDDP initiatives at the Step 2 phase will have WBS structures as depicted in Figure 13. The DOTMLPF-P Executable Actions are at the 3rd level WBS, consistent with the instruction in this TTP for beginning the IMS development

c. For the DOTMLPF-P Implementation Plan IMS, the defined activities will largely be those to complete the Doctrine, Organization, Training, Leadership, Personnel, Facility and Policy (DOT-LPF-P) Executable Actions. The planning team members should use this as the starting point for identifying the work activities and general order the activities are to be performed

Figure 13: Capability Initiative WBS

Step 2: Develop Top Level Milestones

Major events and milestones for the initiative are identified in the upper most rows of the schedule tool. Major events and milestones (referred to as major milestones from this point forward) include, but are not limited to, events such as major acquisition decision milestones, key program management and design reviews, major test readiness milestones, initial operational and full operational capability dates, and major deployment milestones.

The specific actions to be taken are:

1. Identify the major milestones and enter them at the top of the IMS structure in the order the milestones will occur.

a. Note: At this point in the IMS development do not create a linkage between the major milestones and the lower level IMS tasks. That will be done after the IMS has been further developed

b. Major milestones can be used as both scheduling and status indicators that are used to measure progress as a project proceeds through completion. Major milestones can either be events, decisions, and/or a cumulative point in time reached as a result of specific tasks, events and/or decisions. An industry standard project planning best practice is to place major milestones in the schedule in order to manage stakeholders' expectations

c. Major milestones are characterized by one or more of the following:

i. Completion of one or more "highly significant" events or decisions

ii. Reaching a specified point or phase in the project lifecycle

iii. Reaching a given percent complete for the project as a whole or a given phase

iv. Completion of one or more "must-have" process or project deliverables

v. Any significant circumstance unique to a given project, such as:

1. Contract Award

2. Design Completion

3. Development Test Completion

4. Initial Operational Capability

5. Site Activations

Step 3: Build Out Specific Actions and Tasks

Activities are the basic building blocks for the IMS and it is critical that they are clearly defined and that they collectively reflect the work required to complete the project. The DOTMLPF-P

Implementation Plan IMS captures the actions and tasks needed to complete the D-O-T-M-L-P-F-

P spectrum deliverables.

The specific actions to be taken are:

1. Develop a list of work activities required to deliver each DOTMLPF-P WBS element

(product or deliverable) with the following guidance:

a. The IMS tasks are written as “action verbs” for the activities and tasks associated with deliverables

b. Activity names should be unique, descriptive, and specify an outcome

c. Activities are hierarchical and subsequent decomposition of the activities into lower levels should be described in terms of achieving the “parent” activity

d. Critical activities, of any duration, are defined

e. Activities are decomposed to lower levels of activities sufficient to assure the effort is understood, but not become over-burdensome to manage and track. As a general rule, activities will fall between 20 and 44 days in duration

2. The Project Planning Lead will audit the defined activities to ensure:

a. All DOTMLPF-P WBS elements have defined activities

b. The defined activities, for each WBS element, generate/deliver the DOTMLPF-P

WBS identified product or deliverable

c. Any activities suggested by the IMS Development Team that are not captured in the DOTMLPF-P WBS are identified for possible WBS update

3. The IMS Development Team provides the activity lists to the Schedule Analyst to populate the project management tool. The Schedule Analyst should enter the activities into the tool and prepare to work with the IMS development team members to sequence the activities.

4. Sequencing the activities is the process of placing the activities in order of execution and identifying the activities that occur before and after the activity, as shown in Figure 14.

An example of sequenced activities, for a DOTMLPF-P Implementation Plan, is shown in

Figure 15.

Figure 14: The Sequence Activities Process

Figure 15: DOTMLPF-P Implementation Plan Sequenced Activities http://www.pm-primer.com/sequence-activities/sequence-activities-2/

5. Continue to sequence the activities to ensure all DOTMLPF-P associated tasks and deliverables are in order of execution. The results of sequencing the actions are reflected in the IMS as predecessor and successor activities (see Appendix A for general guidance).

The Schedule Analyst will structure the sequenced list of tasks and step through the project from its beginning through each logical segments of the work in the general order they would flow. For example, the team would generally sequence Design activities prior to the Development activities.

6. Identify the specific predecessor and successor activities for each activity. Every activity

MUST have a predecessor activity – which may be “Project Start.” Every activity MUST have a successor activity – which may be “Project Complete.” No activity can be an

“orphan” activity in the schedule.

a. Ensure the correct relationships among related predecessor and successor, such as

“Finish-to-Start,” “Start-to-Start,” etc. as described in Appendix A, are identified

b. Conduct a thorough evaluation of constraints that control the start and finish of tasks. This evaluation is especially important in the case of critical resource constraints (e.g., special skilled personnel or test facilities). Ensure that there are no false assumptions of critical resource availability

c. Link the scheduled tasks to the major milestones at the top of the IMS structure

Step 4: Validate the Unreconciled IMS

In this step, the project schedule is reviewed for approval by the capability initiative Sponsor. To support that review and approval, the Project Planning Lead will facilitate schedule peer reviews and analysis for schedule risks. The IMS, at this point, is unlikely to be complex enough to warrant conducting a schedule quality assessment, but one could be done at the Project Planning Lead’s judgment. The completed schedule will be produced in graphic and list form.

Procedures

Using the unreconciled IMS, follow these steps to validate the completeness of the schedule:

1. Adjudicate any schedule-based conflicts or issues and note them for escalation.

2. Adjust the IMS over multiple iterations to account for changes made when subsequent schedule details negatively affects prior decisions (for example, ensure the sequenced tasks continue to make sense and correct them where they do not).

3. When the iterations have been completed for the schedule, “freeze” the schedule and create an archive version.

Step 5: Reconcile the IMS for Risk Management and Baseline This step provides additional confidence in the schedule and consideration for the schedule-related risks to be included in the DOTMLPF-P Implementation Plan schedule that is to be baselined and managed.

Begin with the unreconciled IMS from the previous step and do the following:

1. Conduct a schedule IMS “Wall-Walk” with the IMS Development Team and with representatives of participating organizations. Multiple Wall-Walks may be required, but preferably would be a single session to facilitate cross-agency discussion.

2. Assess the schedule to validate and confirm the following (reference Appendix A for definitions):

a. No negative float is built into the schedule, which indicates that the schedule cannot be achieved, or activities have been added/changed that make the schedule unachievable

b. Each IMS activity has predecessors/successors

c. Activities have less than 44 day duration

d. A majority of the IMS activities (90% - 95%) have Finish-Start relationships

3. Produce analyses of the schedule that highlights the schedule, by DOTMLPF-P domain, with particular interest in the dependencies across those domains. At a minimum review:

a. A summary of the project to ensure that it “looks complete” from a glance

b. The top level tasks to see how they align with the WBS deliverables and the overall program structure

c. The tasks on the Critical Path and the degree of risks associated with them

d. The major milestones to ensure that the DOTMLPF-P IMS activities align to the major milestone dates

4. The Project Planning Lead conducts a SME review of the completed DOTMLPF-P

Implementation Plan IMS to identify possible risks to achieving the schedule. The schedule risks are identified and characterized using standard risk identification processes.

The risks are then captured in a Risk Register, as described in the TTP for Integrating Risk into Program Plans.

The risk analysis may involve an adjustment to the scheduled activities to accommodate the risk, and/or the identification of potential impacts and additional time required to complete the DOTMLPF-P IMS activities. Risk may be addressed through discrete risk mitigation activities within the IMS tasks, where appropriate, as described in the TTP for

Integrating Risk into Program Plans

5. Complete the required changes to adjust the scheduled activities to address or mitigate the identified risks.

6. In preparation for independent IMS review, create a schedule baseline document that explains the overall project approach, defines custom fields used in the electronic schedule file, details the ground rules and assumptions used in developing the schedule, and provides justifications for constraints, lags, long activity durations, and any other unique features of the schedule.

7. Arrange for an independent schedule quality review(s) to assess the construct of the schedule and identify any weaknesses that could be addressed prior to baselining. Adjust the schedule to address weaknesses.

8. Upon completion of all reviews the Sponsor should formally baseline the schedule and place it under configuration control (e.g., make it a Configuration Item). The baseline

DOTMLPF-P Implementation Plan IMS forms the basis for the management and control of project scope, timeframe for delivery, and resource requirements.

The baseline DOTMLPF-P Implementation Plan IMS is designated as the target schedule, subject to a structured control process, against which project performance can be measured, compared, monitored, and reported

9. Include the baseline schedule in the DOTMLPF-P Implementation Plan.

Step 6: Integrate Multiple Schedules

This step consists of aligning the project schedule with external AF initiative schedules. The

Project Planning Lead will obtain the schedule information from the external efforts prior to conducting the integration analyses and determination of critical external dependencies and constraints. This assessment will identify the impact of changes to the external schedules and the degree of alignment with the baseline DOTMLPF-P Implementation Plan schedule.

Procedures

1. Analyze the external capability initiative schedule to identify dependent activities related to this capability initiative IMS.

2. Identify potential alignment issues, such as delivery dates. If required, escalate the issue to manage the mis-alignment.

At this point, the DOTMLPF-P Implementation Plan IMS development is complete.

Outcome

The expected outcome, upon successful completion of the above steps, is the inclusion of the developed IMS into the DOTMLPF-P Implementation Plan for SDDP Step 2. The IMS will:

Depict the entire scope of work required to deliver the capability initiative and its execution requirements

Provide the top level work plans for each DOTMLPF-P action

Support Return on Investment (ROI) and Investment Auditability for implementing the

DOTMLPF-P actions

Support the Business Case Analysis activity

Conclusion

The expected outcome is a well defined and baseline DOTMLPF-P Implementation Plan IMS that describes the scheduled activities required to implement the mission capabilities and execution requirements. The DOTMLPF-P Implementation Plan IMS represents the tool to manage the timeline for completing the activities required to deliver a capability and supports the development of a rough order of magnitude (ROM) estimate for the resources required to complete the

DOTMLPF-P actions. The resulting IMS will also serve as the initial baseline for managing, coordinating and tracking actions against the DOTMLPF-P Implementation Plan with the responsible parties throughout the development and deployment of required capabilities.

Acronym List

Acronym/Term Definition

AF Air Force

AFSC AF Specialty Code

BRM Business Reference Model

DOT-LPF-P Doctrine, Organization, Training, Leadership, Personnel, Facility and Policy

DOTMLPF-P Doctrine, Organization, Training, Materiel, Leadership, Personnel, Facility and

Policy

FF Finish-to-Finish

FNLT Finish No Later Than

FS Finish-to-Start

IMS Integrated Master Schedule

MROi Maintenance, Repair and Overhaul Initiative

OPR Office of Primary Responsibility

POAM Plans of Action and Milestones

PRM Performance Reference Model

ROI Return in Investment

ROM Rough Order of Magnitude

SDDP Service Development and Delivery Process

SF Start-to-Finish

SME Subject Matter Expert

SNET Start No Earlier Than

SS Start-to-Start

TTP Tactics, Techniques and Procedures

WBS Work Breakdown Structure