IBM Project Management: October 2005

Centers for IBM e-Business Innovation :: Chicago
IBM Project Management
October 2005
2005 IBM Corporation
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.

Lack of
Why do projects fail?
Discipline
(Common PM Reasons)
Accountability
Skills
Solution Design
Solution Delivery
Failure to set and manage customer expectations /

satisfaction.
Inability to acquire properly skilled resources.
Failure to reach common understanding of

requirements or completion criteria.
Lack of or inadequate project management.
Ineffective project initiation.
Failure to reach understanding of the proposed

solution.
Lack of Project Management Reviews and effective

follow-up on action plans. Lack of management
oversight / support.
Failure to establish appropriate contractual baseline.
Unfulfilled customer responsibilities.
Failure to adhere to published pricing guidelines,

failure to assign adequate "risk" contingency and
illegitimate "investment pricing" (i.e., low-balling, low
margins, etc.).
Failure to implement / exercise proper change

control process.
Poorly constructed or unauthorized subcontractor

SOWs.
Customer unprepared to support the new system.
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.
Starting a phase prior to completing a preceding

phase.
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.
.
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.
10
11
12
Schedule
Budget
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
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
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
Project Management Office (PMO)
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
Methodology
Skills
Technology
Project
Management
Office
Experience, Method Training,

Technical Training, Management
Education, On-the-Job Training,
Learning Curves
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
Process and Methodology
WWPMM IBM Methodology to Support PM

Built around PM Domains, PM Work patterns, and PM Work
products
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)
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.
How the project is shaped,
and how its execution is
managed
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 work is done

Subject Matter Work
SubjectMatter
MatterWork
Work
Subject
Technical Work
IBM Global Services Method
Engagement
Business
Organization
Application
Architecture
Operations
The WW PM Method focuses on shaping the

project and managing the work
Professional
Development
Methods
& Tools
Independant of the type of work,

common to all IBM organizations and
geographies
Management
Systems
Built around PM Domains, PM Work

patterns, and PM Work products
Examples of Project Management
work products:
Project Definition
Work Breakdown Structure
Risk Management Plan
Issue log
Owned by the IBM Project Management Center of Excellence

Global Services Method focuses on the work

to be performed to deliver the project
Technical work products

examples...
Business Process Model
Logical Data Model
Usability Requirements
IBM Global Services Method
Engagement
Business
Organization
Application
Architecture
Defines engagement
models for the type of work
to be done
Operations
Owned by Global Competency

Development
Project Management Process Maturity Assessment

Levels
Project Management Process Maturity Assessment Levels

Summary
Summary Definitions
Definitions of
of Maturity
Maturity Assessment
Assessment Levels
Levels
The
chart
on
this
page
shows
the
The chart on this page shows the Project
Project Management
Management
Maturity
Maturity Assessment
Assessment Levels.
Levels. ItIt has
has been
been drawn
drawn as
as stair
stair
steps
because
an
organization
starts
at
the
bottom
steps because an organization starts at the bottom and
and
progresses
progresses up
up from
from one
one level
level to
to the
the next
next ---- from
from START
START
UP
UP to
to IN
IN DEPLOYMENT
DEPLOYMENT to
to FUNCTIONAL
FUNCTIONAL to
to INTEGRATED
INTEGRATED
to
WORLD
CLASS.
The
processes
are
defined
to WORLD CLASS. The processes are defined and
and exist
exist
beginning
at
Level
2,
IN
DEPLOYMENT,
but
the
degree
beginning at Level 2, IN DEPLOYMENT, but the degree to
to
which
which they
they are
are used
used and
and the
the progression
progression of
of their
their use
use
(noted
(noted by
by the
the arrows)
arrows) separates
separates one
one maturity
maturity level
level from
from
another.
another.
Level 3
Level 2
Level 1
START UP
WORLD CLASS
Project Management techniques are world
class and constitute best practices. Feedback
is used for continuous process improvement
and preemptive planning.
Level 4
INTEGRATED
Project Management techniques are
robust and fully functional. The techniques
are integrated and consistently used with
predictable results.
FUNCTIONAL
Project Management techniques
are robust and fully functional.
Processes are standard and
consistent.
IN DEPLOYMENT
Basic existence of Project Management
techniques used infrequently and
inconsistently. Techniques are in
developmental stages.
Project Management
techniques do not exist
and are not used.
Level 5
Continuously
Improving
Processes
Predictable
Processes
Standard
Consistent
Processes
Disciplined
Processes
Project Management Tools
IBM Rational Portfolio Manager
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.
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
Project Management Education and Certification
IBM Rational Portfolio Manager
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
IBM Certification Program
PMI Certification Program
6,000-7000 hrs
4,500 hrs (2+ years)
PMI Examination
PM Experience
Technical Experience
---
People Management Experience
---
PM Education
200-300 hrs
35 hrs
Technical Specialties
---
Professional Contributions
(Giveback)
---
Detailed Qualification Criteria based

on required skills
-- 2005 IBM Corporation
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

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Centers for IBM e-Business Innovation :: Chicago