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The integrated master plan (IMP) provides a better structure than either the work breakdown structure (WBS) or organizational breakdown structure for measuring actual integrated master schedule (IMS) progress. The author posits that improved understanding of schedule performance and better identification of program risks result when an IMP structure is evaluated in addition to the earned value management-mandated IMS WBS structure. The article examines how the “Hit-Miss” index, baseline execution index, and critical path length index (CPLI) were used to evaluate the life-cycle performance of a 12-month, 900-task IMP program event. CPLI, the author concludes, is subject to interpretation and must be evaluated against four caveats: duration remaining, total float including schedule margin, schedule compression, and schedule avoidance.