Managing Execution Strategy

Without a plan, execution will not be successful; therefore, we must have a plan!

The project management methodology consists of five project phases: Initiating, Planning, Executing, Monitoring/Controlling, and Closing (see Fig. 3.2.1).

• – The Initiating and Closing phases occur once in the project lifecycle.
• – Development phases are iterative and include Planning, Monitoring/Controlling, and Executing.

The Integrated Master Plan (IMP) is the foundation for the Integrated Master Schedule (IMS). The IMP contains key events including activities to meet technical and agreement/contract requirements, which are initiation/conclusion of an interval of major program activity and decision points relating to system maturity with continued system development. The IMP also contains significant accomplishments, such as a specified result substantiating an event that indicates a level of design maturity (or progress) for each product/process and generally a discrete step in the progress of the planned development.

The IMP demonstrates that the design and production of products are successfully maturing, and the system integrator’s IMP supports and is supported by sub-IMPs. It is narrative, providing a concise description of the Contractor’s key functional processes/procedures and how they relate to the integrated project delivery (IPD) process, as well as an overview of the efforts required to implement them. The IMP addresses only the key elements of implementing or developing a process/procedure (i.e., what the process/procedure will be or how it will be implemented). It provides descriptions of the overall approach to executing tasks for which there may be no specific IMP accomplishments (survivability, etc.). Its accomplishment criteria can be definitive measure(s) substantiating the maturity level of the significant accomplishment. It is the completion of specified work that ensures closure of a specified significant accomplishment.

The IMS is an integrated and networked multilayered schedule of program tasks required to complete the work effort captured in a related IMP. The IMS should include all IMP events and accomplishments and support each accomplishment’s closure criteria. The IMS provides detailed insight into program planning with the initial IMS supporting risk assessment, source selection evaluation (Trade Study), and tracking and statusing tools during program execution.

Top level tool to show progress during program execution are linked to the WBS, work packages, and incentives and are performance oriented.

Fig. 3.2.2 shows the plan tree for a multilevel project schedule.

The IMP is expanded in the IMS to incorporate all detailed tasks required to accomplish the individual IMP criteria. The tasks are then applied against a networked schedule to develop the IMS. A single numbering scheme (Fig. 3.2.3) aids cross-referencing between the IMP, IMS, and WBS.

Seven key elements in developing an IMP/IMS model are:

1. 1. Staffing—Acquire and place talent for IMP/IMS team.
2. 2. Development—Build competence/capability by training.
3. 3. Measures and rewards—Track performance and desired behavior.
4. 4. Communication—Use information to build and sustain momentum.
5. 5. Organization design—Organize to support the change initiative.
6. 6. IT systems—Utilize technology to support IMP/IMS implementation.
7. 7. Resource allocation—Properly allocate resources (a VP sponsorship is recommended).

Fig. 3.2.4 again shows the five key phases of project management—initiating, planning, executing, monitoring and controlling the process, and closing—but also lists the major elements associated with each phase.