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IBM Project Management
October 2005
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Studies show that lack of good project management oftenleads to failed projects.
According to a study by Metagroup ('Why Operation Projects Fail?' November
2002) 70% of large IT projects fail or do not meet the expectations. The most
common reasons refer to project management, project planning and
communication.
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Why do projects fai l?(Common PM Reasons)
Solut ion Design Solution Delivery
Lack of
Discipl ine
Accountabi l i ty
Skills
Failure to set and manage customer expectations /
satisfaction.
Failure to reach common understanding of
requirements or completion criteria.
Failure to reach understanding of the proposed
solution.
Failure to establish appropriate contractual baseline.
Failure to adhere to published pricing guidelines,
failure to assign adequate "risk" contingency and
illegitimate "investment pricing" (i.e., low-balling, low
margins, etc.).
Poorly constructed or unauthorized subcontractor
SOWs.
Failure of key subcontractor to deliver.
Inaccurate project estimates.
Failure to plan for risk containment.
Failure to perform QA reviews.
Lack of DOU with other IBM organization(s).Failure to
properly handle multinational issues.
Inability to acquire properly skilled resources.
Ineffective project initiation.
Lack of or inadequate project management.
Lack of Project Management Reviews and effective
follow-up on action plans. Lack of management
oversight / support.
Unfulfilled customer responsibilities.
Failure to implement / exercise proper change
control process.
Starting a phase prior to completing a preceding
phase.
Customer unprepared to support the new system.
Customer represented by Third Party.
Change in customer management team.
Continuous / constant change in scope.
Ineffective relationship between IBM and customer.
Technology / architecture issues.
Ineffective relationship between IBM and
subcontractor. Subcontractor cost overruns.
IBM project team morale or organizational issues..
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Project Management is usually seen as managing theinterrelationship of three critical success factors for each project.
Scope
Schedule Budget
112
2
3
4
56
78
9
10
11
It is essential to find
the optimal balance to
maximize the value of
projects related to the
company's success
considering budget,
schedule and scope.
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But it is not that simple, in order to manage to those threecritical success factors it also involves. . .
Planning
Communication
Coordination
Integration
Execution
Tracking
Budgeting
Control
Reporting
Quality Control
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IBMs Project Management Approach
Project Based Business
Project Management Office (PMO)
Processes/Methodology (WWPMM) Project Management Maturity Guide (PMPMG)
Tools Rational Portfolio Manager
Mentoring/Staffing
Education
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For IBM to become a project based enterprise it was necessary tointegrate project management disciplines into the fabric of IBM.
In 1997, IBM committed to becoming a project based enterprisefor integrating project management disciplines across the IBMenterprise.
Since then, IBM has developed and deployed a number of
worldwide Project Management initiatives for establishing theProject Based Enterprise Charter. These project based initiativesfocused on:
Project Management Professional Development
Project Management Methods & Tools
Project Management Systems
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Project Management Office (PMO)
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The Project Management Office needs to look at many aspectsfor supporting project management within a company.
Project
Management
Office
Culture
Methodology
TechnologySkills
Organization
Measurement
Principles, Beliefs, Expectations, Vision,
Mission, Goals, Objectives, Action PlansCritical Success Factors, Strategies,
Continuous Improvement of Projects,
Investments, Incentives,
Communication, Policies, Attitudes, Practices
Work Product, Quality, Time,
Productivity, Cost, Impact,
Defects, ROI, Value,Satisfaction
Experience, Method Training,
Technical Training, ManagementEducation, On-the-Job Training,
Learning Curves
Methods, Specifications, Outputs,
Procedures, Techniques, Standards,
Guidelines, Controls,
Roles,
Jobs and Responsibilities,
Formal and Informal Structures,
Resources and Resource Allocations,
Support Staff Services,
Relationships
Tools, Tool Classes, Platforms,
Standards, Protocols, Architectures,Physical Environment
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Process and Methodology
WWPMM IBM Methodology to Support PMBuilt around PM Domains, PM Work patterns, and PM Workproducts
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IBMs Project Management Method is a broad, robust andintegrated approach to projects
IBMs PM method (Worldwide Project Management Method WWPMM) drivesconsistency and quality by focusing on three aspects of PM best practices
Work Domains
Work Products
Work Patterns
Work Domains provide detailed guidance on how specific types of PM activitiesshould be carried out
PM must understand how to manage across 13 domains (change, quality, risk, etc.)
Work Products are verifiable outcomes that are used to manage projects
IBMs method identifies 51 PM work products that could be used on an engagement
Standards, templates, and how to guidance included in browser enabled tool
Work Patterns are a series of steps designed to meet project management goals or in
response to particular project situations Includes 39 different process steps spread across 7 phases
Equivalent to a Standard Operating Procedure (SOP)
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World Wide Project Management Methodology - WWPMM
WWPMM helps define the PM
System, a collection of plans,
procedures and records that
direct all PM activities and
describe the current state and
history of the project.
Generic templates are providedin downloadable form, from the
WWPMM reference page and
through various PM tools.
When used with appropriate
tools and integrated with
business and technicalmanagement systems, this
material provides a
comprehensive PM
environment.
How the project is shaped, and
how its execution is managed
How the work is done
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Project Management Process Maturity AssessmentLevels
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Level 1
Project Management
techniques do not exist
and are not used.
START UP
Disciplined
Processes
Standard
ConsistentProcesses
Predictable
Processes
ContinuouslyImproving
Processes
Level 2
IN DEPLOYMENT
Basic existence of Project Management
techniques used infrequently and
inconsistently. Techniques are indevelopmental stages.
Level 3
FUNCTIONAL
Project Management techniques
are robust and fullyfunctional.
Processes are standard and
consistent.
Level 4
INTEGRATED
Project Management techniques are
robust and fully functional. The techniques
are integrated and consistently used withpredictable results.
WORLD CLASS
Project Management techniques are world
class and constitute best practices. Feedback
is used for continuous process improvement
and preemptive planning.
Level 5
Summary Definitions of Maturity Assessment Levels
The chart on this page shows the Project ManagementMaturity Assessment Levels. It has been drawn as stair
steps because an organization starts at the bottom and
progresses up from one level to the next -- from START
UP to IN DEPLOYMENT to FUNCTIONAL to INTEGRATED
to WORLD CLASS. The processes are defined and exist
beginning at Level 2, IN DEPLOYMENT, but the degree to
which they are used and the progression of their use
(noted by the arrows) separates one maturity level from
another.
Project Management Process Maturity Assessment Levels
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Project Management Tools
IBM Rational Portfolio Manager
C t f IBM B i I ti Chi
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Typical Tool Challenges for Project Managers - BEFORE
Many projects have manual and semi-automated processes, characterized by
unnecessary data manipulation, inadequate information flow and sluggish cycle time.
C t f IBM B i I ti Chi
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Rational Portfolio Manager is IBMs Solution of Choice -AFTERRational PM provides process automation, thereby increasing efficiency and
reducing the complexity of project and portfolio processes.
One stop shop project repository, including the projectcontrol book
Support more effective project startup
Superior project tracking and control capabilities
Project management process support
Collaborative and communicative project environment
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Project Management Education and Certification
IBM Rational Portfolio Manager
C t f IBM B i I ti Chi
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IBM can supply skilled Project Management Mentoring andStaffing Capability
Certification Element IBM Certification Program PMI Certification Program
PMI Examination
PM Experience 6,000-7000 hrs 4,500 hrs (2+ years)
Technical Experience - - -
People Management Experience - - -
PM Education 200-300 hrs 35 hrs
Technical Specialties - - -
Professional Contributions
(Giveback)- - -
Detailed Qualification Criteria based
on required skills- - -
IBMs certification process is more demanding than the standards set by the Project Management Institute
C t f IBM B i I ti Chi
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IBM supplies valuable Project Management Education
Areas of education
Project Management Principles
Contracting
Financial ManagementLeading Complex Projects Workshop
PMP Examination Preparation
Principles of Project Management
Project Cost and Schedule Management
Project Leadership and Team Building
Project Management Concepts
Project Risk Management
Working on a Project
PMI recognized industry standard Project Management courses currently
available to IBM customers.
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