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PASEG 3.0

Update - PASEG 4.0 is coming soon!

We welcome your thoughts and ideas on how to continue this document as a premier scheduling guide. Click here to read more and submit ideas!

PASEG 3.0, What Is It?!

The Planning & Scheduling Excellence Guide (PASEG) contains a comprehensive body of knowledge to build, maintain, analyze, and effectively use the Integrated Master Schedule (IMS). Instilled consistency between the new Integrated Program Management Report (IPMR) Data Item Description (DI-MGMT-81861) Format 6, Earned Value Management Implementation Guide (EVMIG), and developed to support compliance with the EIA-748-C Guidelines, the revised PASEG assures confidence in using its scheduling techniques for successful program IMS development and management.

The PASEG was jointly developed through contributions of both Government and Industry schedule experts within the DOD acquisition community, folks who know scheduling and share their wealth of knowledge and experience for the benefit of all users. The Defense Contract Management Agency (DCMA) played an integral part on the PASEG’s content review board working to assure consistency with government policy. Seasoned scheduling pros may pick up a few new ideas along with the ability to confirm or tailor their existing practices using the PASEG’s embodied knowledge. The body of work is extremely convenient and helpful for new schedulers to explore topics to increase their knowledge and skills.

The PASEG is GASP-Centric in recommending schedule practices that adhere to the eight over-arching tenets for building, maintaining, and using schedules as valid and effective management tools.The Generally Accepted Scheduling Principles (GASP) chapter discusses each tenet and their use as a framework to gauge suggested schedule methods and techniques that provide the greatest benefit within acceptable risk implementation levels.

Click Here! - Interactive version of the PASEG 3.0
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Download a PDF copy of the new PASEG 3.0


Bottom Line Up Front!

  • PASEG offers increased flexibility for constructing and using the IMS in the way you manage programs.
  • Spend less time defending your approach or technique when following the PASEG.
  • Assure you are on solid ground by fine-tuning your IMS according to the PASEG.
  • Abide by the PASEG to breathe new life into making the IMS the primary program management tool.

Other areas of interest may include:


Updated in v3.0:
  • Cosmetically Prettier
  • 3.2 - Production Schedules
  • 5.12 - Schedule Margin
  • 10.4.6 - Total Float Consumption Index (TFCI)
  • 10.4.9 - Time-Based Schedule Perfomance Index (SPIt)
  • 10.4.10 - SPI v TSPIt
  • 10.4.11 - Independent Estimated Completion Date - Earned Schedule (IECDes)

Updated in v2.0:
  • New Metric, 10.4.6 - Total Float Consumption Index (TFCI) 3.1 - Managing Using an IMS
  • New section centered around Integrated Master Plans (IMP).
  • 3.2 - The IMS is a Tool, not Just a Report
  • 3.4 - Roles and Responsibilities of Program Personnel
  • 4.4 - Baseline vs. Forecast Schedules
  • 4.5 -Top Down vs. Bottom Up Planning

  • Contact AzTech for Scheduling help using the PASEG
It's been roughly 4 years since the Planning & Scheduling Excellence Guide was updated and the newest version 3.0 is now available.

What's new in this handy 200+ page scheduling reference guide? 


Updated exhibits give the entire document a brighter, crisper look. 

But, let's not be superficial...there's more meat in these three key topics:


3.2 Scheduling in a Production Environment: No changes of note here, but just a reminder that for teams struggling with how to schedule production versus development projects, this is a good summary on the topic. 


5.12 Schedule Margin: This section better integrates Schedule Margin with risk and encourages using schedule margin tasks to reflect more likely forecast finish dates.

10.4.6 Total Float Consumption Index (TFCI): Updated section with streamlined steps for estimating the projected project finish based on looking at total float consumption much as we in EVM look at Management Reserve burndown.


All three use Earned Schedule formulas to derive more than the usual old (and stale?) EV metrics.

10.4.9 Time-Based Schedule Performance Index (SPIt): Like SPI with BCWS and BCWP, except it adds the spicy flavor of TIME (hence the little "t"). This is an earlier indicator than using SPI alone and does not (magically) end at 1.0 the way SPI does. 

10.4.10 SPIt vs. TSPIt: Like it's costly cousin, the TCPI, the To Complete Schedule Performance Index (TSPIt) helps determine how the projected schedule performance compares to the past schedule performance. 

10.4.11 Independent Estimated Completion Date – Earned Schedule (IECDes): Like IEACs, the IECD formula helps you decide if the schedule's forecast finish date is within the range predicted by past schedule performance. 


Great to see another update to this useful scheduling guide and kudos to the National Defense Industrial Association (NDIA) for publishing this update. 


New and Updated in v2.0

         

Click here to download a printable version of the PASEG V2.0 to V1.0 comparison


How Do I Use the PASEG?

The PASEG structure serves as both an excellent quick reference tool on specific topic information and as an instructional guide for users to learn more about specific scheduling topics.

Each PASEG chapter follows a format that has something for everyone. Topics are presented with focused insights for non-scheduler users, translating “schedule-ese” into what it means to project stakeholders reflected in each chapter’s “Manager’s View”. For the schedule geeks, each topic provides technically-oriented and acknowledged schedule processes in headings such as “Description”, “Example” and “Calculation” where applicable, to describe methods and reveal behind the scenes techniques for user knowledge.

Topics go further  to explore “Optional Techniques” suggesting alternate methods, and illustrating useful improvements or benefits in the “Things to Promote”and cautioning for potential risks and pitfalls in the “Things to Avoid” headings of each topic for deeper understanding. The “Related Topics” heading at the end of each chapter points users to other topics that may prove helpful for further consideration.


PASEG Keeps your IMP/IMS on Solid Ground

During the one year public release of version 1.1b the PASEG content review board received and adjudicated well over 200 change requests from a wide spectrum of users (Government and Industry) incorporating suggested improvements and clarifications. The PASEG establishes itself as the “go to” recognized source of schedule know how. Other similar documents do not provide the level of knowledge gathered from diverse perspectives while remaining tool neutral. 

From v2.0 the PASEG is consistent with the newly released Integrated Program Management Report (IPMR) Data Item Description (DID), DI-MGMT-81861, Format 6 (IMS) that replaces the previous DI-MGMT-81650. The new schedule DID employs terminology and acknowledges techniques championed in the PASEG. This makes the PASEG a valuable guide and reference for formulating schedule methodologies that are compatible with government oversight agencies’ evaluation. 


Note to the PM

The "Managing Using an IMS” chapter identifies desirable and undesirable programmatic conditions and their attributing behaviors that help the program team measure the effectiveness of the IMS.


Unlock the power of the IMS to understand progress, identify and mitigate future risks or capture potential opportunities, and confidently predict the future. The chapter “The IMS is a Tool, not Just a Report” correlates IMS analyses and metrics and their related management value.


“Roles and Responsibilities of Program Personnel” chapter enables program managers to drive a sense of ownership and accountability for the program IMS and its supporting processes, and harness team members’ contributions to make the IMS a powerful management tool for enabling successful program execution.



New in v2.0:

Integrated Master Plan (IMP)
This is a new chapter discussing the component parts of the IMP matrix and product section and their attributes, how to develop and use, and the derived benefits to the IMS. Although not always required, using the IMP process is a recognized method to enhance the team’s program goals and objectives understanding prior to developing the IMS and affords the opportunity to validate the program’s scope and execution approach. [Back]

 

Baseline vs. Forecast Schedule
This chapter emphasizes the importance of properly establishing and maintaining the baseline throughout program execution. The baseline process captures the best knowledge of planned execution and is foundational for analysis to determine lateness to the forecast schedule and alerting potential future schedule risks. Disciplined configuration control helps the program team mange planned changes and ensures accurate and meaningful performance information for management decision making. [Back]

 

Total Float Consumption Index (TFCI)
This is a new metric introduced by DCMA that may ultimately replace Critical Path Length Index (CPLI). TFCI is designed to test the achievability of forecast finish dates using the schedule’s current rate of total float consumption as an efficiency factor to predict program completion. This is more than just using a static total float value to calculate how early or late the program is with regards to stated goals. TFCI acknowledges a performance trend of total float consumption that may prove insightful for negative conditions to focus attention on the contributing issues.  Of course, like all other metrics, further evaluation and analysis helps determine the confidence of the predictions. [Back]




Updated:

Schedule Margin
Work with the program manager to refine your ability to preserve time. The chapter on schedule margin has really come far from the initial contentious discussions. It is amazing to read and appreciate how simplified it has evolved. User’s benefit from the opportunities the technique affords programs to establish time buffer prior to an end item deliverable or any contract event and offset the unforeseen effects to program goals. The techniques include modeling the buffer as a time gap or a visible task and come with guidance for clearly identifying and managing the buffer. [Back]

 

Schedule Visibility Tasks (SVT)
This chapter offers a technique for providing increased transparency to wait times and external program dependencies, potentially impacting the logic network that otherwise would reflect with a less conspicuous and manageable lead or applied constraint. SVTs by definition are tasks that do not contain resources or reflect the budgeted program scope, but model the effects of duration related to vendor lead time, awaiting customer approvals, or facilities maintenance activities for example. Clearly identify SVTs with task nomenclature that includes “SVT” and / or with a field defined by the user and incorporate the methodology for using SVTs in the IMS Supplemental Guidance providing reviewers with up-front awareness. [Back] 

 

Cost / Schedule Resource Integration
This provides clarifications on resources in the schedule using scheduling tools’ standard resource fields and fields defined by the user to capture resource information. Maintaining resources in the schedule is still recommended preferred practice enhancing the forecast and analysis capability. Maintaining resources outside the IMS places more challenge on aligning resource time phasing with related schedule dates. [Back] 

 

 

Schedule Acceleration Techniques
Read schedule acceleration techniques to understand your options to gain time or employ schedule recovery methods. Share these approaches with the program team in developing the execution strategy that best fits the situations at hand. [Back]

 

IMS Supplemental Guidance
Be sure to read and understand the importance of documenting the schedule construct, maintenance, and use in the IMS Supplemental Guidance chapter. This valuable documentation methodology serves to help new program team members quickly understand the IMS and aids outside users’ questions about the IMS when they perform IMS reviews. Reviewers may have preferences for one technique over another, but documenting the approach taken in the IMS is a strong supporting attribute that you are walking the talk. Notice the many references throughout the PASEG for documenting in the IMS Supplemental Guidance. [Back] 

 

Hard Constraints and Soft Constraints
The schedule modeling techniques section contains many schedule elements to consider for developing and maintaining valid and effective schedules. Refer to the task constraints chapter that includes revised definitions for hard and soft constraints. Previously, these definitions discussed the effects upon the forward and backward pass calculations for determining the early and late dates. The revised definitions avoid these terms by describing the visual effects the constraints have on the schedule; such as allowing or not allowing movement to the right, important for achieving a logic-driven schedule. The chapter’s description still provides the old school forward / backward discussion for the CPM purists. If that is not enough, please check out the related schedule calculation algorithm chapter for more details. [Back]·      

 

 

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AzTech can help your team with compliance of the PASEG 3.0.
For more details, please contact us.