121:(called "events") that form the process architecture of the program. This means the sequence of events must always result in a deliverable product or service. While delivering products or services is relatively straight forward in some instances (i.e., list the tasks to be done, arrange them in the proper sequence, and execute to this “plan”), in other cases, problems often arise: (i) the description of "complete" is often missing for intermediate activities; (ii) program partners, integration activities, and subcontractors all have unknown or possibly unknowable impacts on the program; and (iii) as products or services are delivered the maturity of the program changes (e.g., quality and functionality expectations, as well as other attributes)——this maturity provided by defining "complete" serves as an insurance policy against future problems encountered later in the program.
153:(CSOW)—all of which are based on the Customer's WBS to form the basis of the IMS and all cost reporting. The IMP implements a measurable and trackable program structure to accomplish integrated product development, integrate the functional program activities, and incorporates functional, lower-level and subcontractor IMPs. The IMP provides a framework for independent evaluation of Program Maturity by allowing insight into the overall effort with a level-of-detail that is consistent with levied risk and complexity metrics. It uses the methodology of decomposing events into a logical series of accomplishments having measurable criteria to demonstrate the completion and/or quality of accomplishments.
162:
as well as the IMP events corresponding to development and/or production activities required by the contract. The IMP should include significant accomplishments encompassing all steps necessary to satisfy all contract objectives and requirements, manage all significant risks, and facilitate
Government insight for each event. Significant accomplishments shall be networked to show their logical relationships and that they flow logically from one to another. The IMP, IMS, and EVMS products will usually include the prime contractor, subcontractor, and major vendor activities and products.
30:
216:(DIDs) that define the data content, format, and data usages. Recently, the DoD cancelled the DID (DI-MISC-81183A) that jointly addressed both the IMP and the IMS. The replacement documents include DI-MGMT-81650 (Integrated Master Schedule), DI-MGMT-81334A (Contract Work Breakdown Structure) and DI-MGMT-81466 (Contract Performance Report). In addition DFARS 252.242–7001 and 252.242–7002 provide guidance for integrating IMP/IMS with
125:
each of the accomplishments. Furthermore, many of the IMP events are fixed by customer-defined milestones (e.g., Preliminary or
Critical Design Review, Production Deliver, etc.) while intermediate events are defined by the Supplier (e.g., integration and test, software build releases, Test Readiness Review, etc.).
55:
IMP is expanded to a time-based IMS to produce a networked and multi-layered schedule showing all detailed tasks required to accomplish the work effort contained in the IMP. The IMS flows directly from the IMP and supplements it with additional levels of detail——both then form the foundations to implement an
179:
approaches being used, which can result in long duration tasks and artificial linkages masking the true critical path. In general, the IMP is a top-down planning tool and the IMS as the bottom-up execution tool. The IMS is a scheduling tool for management control of program progression, not for cost
161:
A Government customer tasks a
Supplier to prepare and implement an IMP that linked with the IMS and integrated with the EVMS. The IMP list the contract requirements documents (e.g., Systems Requirements Document and Technical Requirements Document (i.e., the system specification or similar document))
124:
Often, it's easier to define the IMP by stating what it is not. The IMP is NOT BASED on calendar dates, and therefore it is not schedule oriented; each event is completed when its supporting accomplishments are completed, and this completion is evidenced by the satisfaction of the criteria supporting
104:
The primary objective of the IMP is a single plan that establishes the program or project fundamentals. It provides a hierarchical, event-based plan that contains: Events; Significant accomplishments; Entry and exit criteria; however it does not include any dates or durations. Using the IMP provides
67:
Supporting the IMP is the IMS that is made up of "tasks" depicting the work effort needed to complete the "criteria". It is a detailed time-driven plan for program execution that helps to ensure on-time delivery dates are achieved, and that tracking and status tool are used during program execution.
54:
tools that provide significant assistance in the planning and scheduling of work efforts in large and complex materiel acquisitions. The IMP is an event-driven plan that documents the significant accomplishments necessary to complete the work and ties each accomplishment to a key program event. The
136:
While meeting commitments is critical, it's important to first define the criteria used for judging if the commitments are being met. This is where
Significant Accomplishments (SA) and their Accomplishment Criteria (AC) become important. It is important to meet commitments, but recognizing when the
92:
The primary purpose of the IMP—and the supporting detailed schedules of the IMS—is their use by the U.S. Government and
Contractor acquisition team as the day-to-day tools for the planning, executing, and tracking program technical, schedule, and cost status, including risk mitigation efforts. The
63:
The IMP is a bilateral agreement between the
Government and a contractor on what defines the “event-driven” program. The IMP documents the key events, accomplishments, and the evaluation "criteria" in the development, production and/or modification of a military system; moreover, the IMS provides
199:
as defined in MIL-STD-881, by giving a second type of view on the effort, for different audiences or to provide a combination which gives better overall understanding. Linkage between the IMP/IMS and WBS is done by referencing the WBS numbering whenever the PE (Program Event), SA (Significant
174:
tasks with viable risk mitigation and contingency plans. An IMS summarized at too high a level may result in obscuring critical execution elements, and contributing to failure of the EVMS to report progress. A high-level IMS may fail to show related
501:
183:
An IMS would seek general consistency and a standardized approach to project planning, scheduling and analysis. It may use guides such as the PASEG Generally
Accepted Schedule Principles (GASP) as guidance to improve execution and enable EVMS.
33:
This example of an IMP shows a table of events, accomplishments, and criteria—without a listing of the IMP narratives. The intent is to illustrate the hierarchical structure and relationship of events, accomplishments, criteria, and
505:
531:
145:
The IMP provides
Program Traceability by expanding and complying with the program's Statement of Objectives (SOO), Technical Performance Requirements (TPRs), the Contract
476:
105:
sufficient definition for explain program process and completion tracking, as well as providing effective communication of the program/project content and the "
738:
421:
384:
132:
rather than what work has been done. Certainly work must be done to complete a task, but a focus solely on the work hides the more important metric of
723:
128:
The critical IMP attribute is its focus on events, when compared to effort or task focused planning. The event focus asks and answers the question
527:
370:
170:
When evaluating a proposed IMS, the user should focus on realistic task durations, predecessor/successor relationships, and identification of
64:
sequential events and key decision points (generally meetings) to assess program progress. Usually the IMP is a contractual document.
652:
80:
is used at the levels of city development, county, and state or province to refer to a document integrating diverse aspects of a
553:
728:
17:
461:
367:"Draft Preliminary Plan - Integrated Natural Resources Management Plan and Master Plan - Coyote Creek Parkway County Park"
696:
663:
630:
597:
564:
391:
209:
39:
556:
Department of
Defense Standard: Work Breakdown Structures (WBS) for Defense Material Items (Superseding MIL-HDBK-881A)
236:
212:
materiel acquisitions, as well as other U.S. Government procurements. Formats for these deliverables are covered in
472:
432:
277:
118:
685:
586:
619:
436:
395:
733:
422:"Better Schedule Performance Assessments Derived From Integrated Master Plan-Referenced Schedule Metrics"
502:"Systems Engineering Guide: Integrated Master Schedule (IMS)/Integrated Master Plan (IMP) Application"
298:
366:
194:
146:
94:
748:
247:
217:
56:
213:
327:
385:"Integrated Master Plan and Integrated Master Schedule Preparation and Use Guide Version 0.9"
743:
171:
98:
8:
345:
51:
269:
150:
200:
Accomplishment), or AC (Accomplishment
Criteria) involves a deliverable product.
176:
73:
29:
717:
81:
308:. Defense Systems Management College Press, Fort Belvoir, VA. October 2001
587:"DI-MISC-81183A, Data Item Description: Integrated Master Schedule (IMS)"
655:
DI-MISC-81334D, Data Item Description: Contract Work Breakdown Structure
620:"DI-MGMT-81650, Data Item Description: Integrated Master Schedule (IMS)"
686:"DI-MISC-81466A, Data Item Description: Cost Performance Report (CPR)"
101:(OBS) for measuring actual integrated master schedule (IMS) progress.
68:
These tools must show progress, interrelationships and dependencies.
528:"Planning & Scheduling Excellence Guide (PASEG), Version 3.0"
272:
Integrated Master Plan (IMP) / Integrated Master Schedule (IMS)
208:
The IMP is often called out as a contract data deliverable on
239:
AFMC Pamphlet 63-5, Integrated Master Plan and Schedule Guide
475:, Air Force Space Command, El Segundo, CA. August 11, 2008.
50:) and the Integrated Master Schedule (IMS) are important
330:
City of Riverside, Wastewater Integrated Master Plan
187:
419:
140:
715:
504:. Mitre Corporation. May 8, 2012. Archived from
137:commitment has been met is even more important.
93:IMP provides a better structure than either the
530:. Humphreys & Associates. March 9, 2016.
192:The IMP/IMS are related to the product-based
739:Military terminology of the United States
87:
156:
28:
724:Military of the United States standards
373:from the original on February 25, 2024.
165:
14:
716:
534:from the original on November 18, 2017
348:Integrated Master Plan for Lahore 2021
301:Scheduling Guide for Program Managers
429:Defense Acquisition Research Journal
203:
697:United States Department of Defense
664:United States Department of Defense
631:United States Department of Defense
598:United States Department of Defense
565:United States Department of Defense
392:United States Department of Defense
210:United States Department of Defense
40:United States Department of Defense
24:
482:from the original on March 3, 2016
435:. pp. 406–427. Archived from
420:Bachman, David C. (October 2011).
394:. October 31, 2005. Archived from
99:Organizational Breakdown Structure
25:
760:
473:Space and Missile Systems Center
678:
645:
612:
579:
546:
520:
494:
188:Relationship to other Documents
134:are we meeting our commitments?
454:
433:Defense Acquisition University
413:
377:
359:
338:
320:
291:
278:Defense Acquisition University
262:
229:
141:Attributes and Characteristics
57:Earned Value Management System
13:
1:
729:Schedule (project management)
223:
112:
7:
117:The IMP is a collection of
10:
765:
149:(CWBS), and the Contract
130:what does done look like?
195:Work Breakdown Structure
147:Work Breakdown Structure
95:Work Breakdown Structure
248:United States Air Force
218:Earned Value Management
214:Data Item Descriptions
88:Purpose and Objectives
78:Integrated Master Plan
44:Integrated Master Plan
35:
18:Integrated Master Plan
180:collection purposes.
157:Requirements Flowdown
72:In civic planning or
32:
442:on September 5, 2012
166:Evaluation of an IMS
734:Systems engineering
462:"SMC-S-019, Rev. A"
250:. November 11, 2004
600:. February 9, 1996
508:on August 19, 2012
401:on August 20, 2018
109:" of the program.
52:program management
36:
567:. October 3, 2011
204:Reporting Formats
151:Statement of Work
16:(Redirected from
756:
709:
708:
706:
704:
699:. March 30, 2005
690:
682:
676:
675:
673:
671:
661:
649:
643:
642:
640:
638:
633:. March 30, 2005
624:
616:
610:
609:
607:
605:
591:
583:
577:
576:
574:
572:
562:
550:
544:
543:
541:
539:
524:
518:
517:
515:
513:
498:
492:
491:
489:
487:
481:
466:
458:
452:
451:
449:
447:
441:
426:
417:
411:
410:
408:
406:
400:
389:
381:
375:
374:
363:
357:
356:
354:
342:
336:
335:
324:
318:
317:
315:
313:
307:
295:
289:
288:
286:
284:
266:
260:
259:
257:
255:
245:
233:
21:
764:
763:
759:
758:
757:
755:
754:
753:
714:
713:
712:
702:
700:
688:
684:
683:
679:
669:
667:
659:
651:
650:
646:
636:
634:
622:
618:
617:
613:
603:
601:
589:
585:
584:
580:
570:
568:
560:
552:
551:
547:
537:
535:
526:
525:
521:
511:
509:
500:
499:
495:
485:
483:
479:
464:
460:
459:
455:
445:
443:
439:
424:
418:
414:
404:
402:
398:
387:
383:
382:
378:
365:
364:
360:
352:
344:
343:
339:
326:
325:
321:
311:
309:
305:
297:
296:
292:
282:
280:
268:
267:
263:
253:
251:
243:
235:
234:
230:
226:
206:
190:
177:risk management
168:
159:
143:
115:
90:
23:
22:
15:
12:
11:
5:
762:
752:
751:
749:Urban planning
746:
741:
736:
731:
726:
711:
710:
677:
666:. May 18, 2011
644:
611:
578:
545:
519:
493:
453:
412:
376:
358:
337:
319:
290:
261:
227:
225:
222:
205:
202:
189:
186:
167:
164:
158:
155:
142:
139:
114:
111:
89:
86:
74:urban planning
70:
69:
65:
9:
6:
4:
3:
2:
761:
750:
747:
745:
742:
740:
737:
735:
732:
730:
727:
725:
722:
721:
719:
698:
694:
687:
681:
665:
658:
656:
648:
632:
628:
621:
615:
599:
595:
588:
582:
566:
559:
557:
549:
533:
529:
523:
507:
503:
497:
478:
474:
470:
463:
457:
438:
434:
430:
423:
416:
397:
393:
386:
380:
372:
368:
362:
351:
349:
341:
333:
331:
323:
304:
302:
294:
279:
275:
273:
265:
249:
242:
240:
232:
228:
221:
219:
215:
211:
201:
198:
196:
185:
181:
178:
173:
172:critical path
163:
154:
152:
148:
138:
135:
131:
126:
122:
120:
110:
108:
102:
100:
96:
85:
83:
79:
75:
66:
62:
61:
60:
58:
53:
49:
45:
41:
31:
27:
19:
701:. Retrieved
692:
680:
668:. Retrieved
654:
647:
635:. Retrieved
626:
614:
602:. Retrieved
593:
581:
569:. Retrieved
555:
548:
538:November 17,
536:. Retrieved
522:
510:. Retrieved
506:the original
496:
484:. Retrieved
468:
456:
444:. Retrieved
437:the original
428:
415:
403:. Retrieved
396:the original
379:
361:
347:
340:
329:
322:
310:. Retrieved
300:
293:
281:. Retrieved
271:
264:
252:. Retrieved
238:
231:
207:
193:
191:
182:
169:
160:
144:
133:
129:
127:
123:
116:
107:What and How
106:
103:
91:
82:public works
77:
71:
47:
43:
37:
26:
744:Procurement
312:January 19,
718:Categories
224:References
119:milestones
703:August 7,
693:EverySpec
670:August 7,
637:August 7,
627:EverySpec
604:August 7,
594:EverySpec
571:August 7,
512:August 7,
486:August 7,
469:EverySpec
446:August 7,
405:August 7,
283:August 7,
254:August 7,
113:Rationale
97:(WBS) or
84:project.
532:Archived
477:Archived
371:Archived
369:. 2006.
38:In the
42:, the
34:tasks.
689:(PDF)
660:(PDF)
623:(PDF)
590:(PDF)
561:(PDF)
480:(PDF)
465:(PDF)
440:(PDF)
425:(PDF)
399:(PDF)
388:(PDF)
353:(PDF)
306:(PDF)
244:(PDF)
197:(WBS)
705:2012
672:2012
639:2012
606:2012
573:2012
540:2017
514:2012
488:2012
448:2012
407:2012
314:2016
285:2012
256:2012
48:IMP
720::
695:.
691:.
662:.
629:.
625:.
596:.
592:.
563:.
471:.
467:.
431:.
427:.
390:.
276:.
246:.
220:.
76:,
59:.
707:.
674:.
657:"
653:"
641:.
608:.
575:.
558:"
554:"
542:.
516:.
490:.
450:.
409:.
355:.
350:"
346:"
334:.
332:"
328:"
316:.
303:"
299:"
287:.
274:"
270:"
258:.
241:"
237:"
46:(
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
