Site problems Management Oversight Manage & Oversee the Technical Engineering Efforts Day-to-day monitoring of the Contractor's progress is accomplished by comparing progress against the plans and schedules. The Integrated Master Plan (IMP), Integrated Master Schedule (IMS) and Earned Value Management System (EVMS) can be particularly effective for this purpose. Although formal EVMS reports can be a lagging indicator, the contractor may collect and be able to make available data that is timelier. For example, resource expenditure reports, such as total manpower, are usually available for a given week early in the following week. Manpower levels higher than planned, especially if part of a trend, can be an indication of a technical problem. Levels lower than planned can be an indication of a staffing problem. Management and Oversight applied to Systems Engineering (SE), planning has two aspects: 1. Definition of the process and organizational responsibilities for implementing the process ("how") and 2. Identification and flow of tasks to apply the process to the program at hand ("what"). "How" is typically defined in either process narratives in the IMP or in a Systems Engineering Management Plan (SEMP) (or both with an overview in the IMP and details in the SEMP). In an Integrated Product and Process Development (IPPD) program, "what" is defined in increasing detail in the IMP, IMS, and EVMS.