Centers for IBM e-Business Innovation :: Chicago

IBM Project Management

October 2005

2005 IBM Corporation

Centers for IBM e-Business Innovation :: Chicago

Studies show that lack of good project management often leads 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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Centers for IBM e-Business Innovation :: Chicago Lack of Why do projects fail? Discipline (Common PM Reasons) Accountability Skills
Solution Design

Solution Delivery

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.

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.

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.

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Project Management is usually seen as managing the interrelationship of three critical success factors for each project.
Scope

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.

11 10 9 8 7

12

1 2 3 4

Schedule

Budget
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But it is not that simple, in order to manage to those three critical 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 to integrate project management disciplines into the fabric of IBM.
In 1997, IBM committed to becoming a project based enterprise for integrating project management disciplines across the IBM enterprise.
Since then, IBM has developed and deployed a number of worldwide Project Management initiatives for establishing the Project Based Enterprise Charter. These project based initiatives focused 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 aspects for supporting project management within a company.
Principles, Beliefs, Expectations, Vision, Mission, Goals, Objectives, Action Plans Critical Success Factors, Strategies, Continuous Improvement of Projects, Investments, Incentives, Communication, Policies, Attitudes, Practices Work Product, Quality, Time, Productivity, Cost, Impact, Defects, ROI, Value, Satisfaction Methods, Specifications, Outputs, Procedures, Techniques, Standards, Guidelines, Controls,

Culture
Measurement

Project Management Office

Methodology

Skills
Experience, Method Training, Technical Training, Management Education, On-the-Job Training, Learning Curves

Technology Organization
Tools, Tool Classes, Platforms, Standards, Protocols, Architectures, Physical Environment

Roles, Jobs and Responsibilities, Formal and Informal Structures, Resources and Resource Allocations, Support Staff Services, Relationships
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Process and Methodology

WWPMM IBM Methodology to Support PM

Built around PM Domains, PM Work patterns, and PM Work products

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IBMs Project Management Method is a broad, robust and integrated approach to projects
IBMs PM method (Worldwide Project Management Method WWPMM) drives consistency 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 activities should 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 provided in downloadable form, from the WWPMM reference page and through various PM tools.
When used with appropriate tools and integrated with business and technical management systems, this material provides a comprehensive PM environment.

How the project is shaped, and how its execution is managed

How the work is done

2005 IBM Corporation

Centers for IBM e-Business Innovation :: Chicago

2005 IBM Corporation

Centers for IBM e-Business Innovation :: Chicago

2005 IBM Corporation

Centers for IBM e-Business Innovation :: Chicago

Project Management Process Maturity Assessment Levels

2005 IBM Corporation

Centers for IBM e-Business Innovation :: Chicago

Project Management Process Maturity Assessment Levels

Summary Definitions of Maturity Assessment Levels The chart on this page shows the Project Management Maturity 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.

Level 5
WORLD CLASS Project Management techniques are world class and constitute best practices. Feedback is used for continuous process improvement and preemptive planning.

Level 4

Level 3

INTEGRATED Project Management techniques are robust and fully functional. The techniques are integrated and consistently used with predictable results.

Level 2

FUNCTIONAL Project Management techniques are robust and fully functional. Processes are standard and consistent.

Continuously Improving Processes

Predictable Processes

Level 1 START UP

IN DEPLOYMENT Basic existence of Project Management techniques used infrequently and inconsistently. Techniques are in developmental stages.

Standard Consistent Processes

Project Management techniques do not exist and are not used.

Disciplined Processes

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Project Management Tools

IBM Rational Portfolio Manager

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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.

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Rational Portfolio Manager is IBMs Solution of Choice - AFTER

Rational PM provides process automation, thereby increasing efficiency and reducing the complexity of project and portfolio processes.

One stop shop project repository, including the project control 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

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IBM can supply skilled Project Management Mentoring and Staffing Capability
IBMs certification process is more demanding than the standards set by the Project Management Institute Certification Element PMI Examination PM Experience Technical Experience People Management Experience PM Education Technical Specialties Professional Contributions (Giveback) 200-300 hrs 6,000-7000 hrs 4,500 hrs (2+ years) ----35 hrs --IBM Certification Program PMI Certification Program

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Detailed Qualification Criteria based on required skills

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IBM supplies valuable Project Management Education

PMI recognized industry standard Project Management courses currently available to IBM customers.

Areas of education
Project Management Principles Contracting Financial Management

Leading 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

2005 IBM Corporation