PwC Project Management Steve P. Russell IBM Manager Infrastructure Projects Depaul University November 6, 2002

Page 2 Agenda 1.Introduction: IBM & My Background 2.Infrastructure Projects 3.Student Parking Lot 4.Project Management 7 Keys to PM Russell’s Rules 5.Project Planning, Estimating, Pricing 6.A Few Tools & Templates …Not Intended to be Proscriptive

Page 3 Infrastructure Projects - Tulsa

Page 4 Infrastructure – Computing Centre

Page 5 Infrastructure Projects - Chicago

Page 6 Infrastructure Projects - Houston

Page 7 Production Data center Backup Recovery Data Center IBM Network Customer Network IBM Network Customer Network RSM (Remote Server Management) IBM Boulder SDC Level 1 Call Centre IBM SDC Hardened Site Infrastructure - Boulder SDC IBM Command Center Wide Area Network RSM (Remote Server Management)

Page 8 Student Parking Lot

Page 9 Project Management

Page 10 7 Keys to Project Management 1.Stakeholder Commitment Identify key stakeholders, establish relationship, maintain communications 2.Scope Management Statement of work to be performed agreed with customer and team 3.Risk Management Identify assumptions and risks, mitigation procedures, escalation process 4.Schedule Work Manage to a milestone timeline and detailed, work-effort-based work plan 5.Team Performance Source the right skill sets in the right numbers at the right time; keep them highly motivated 6.Business Results Delivered Deliver the agreed product to the customer on time and within budget 7.Benefits Delivered to Your Company Bring in revenue or improve internal processes

Page 11 Russell’s Rules 1.A Word From Our Sponsor If You Don’t Have One; Get One or Don’t Do the Project. Don’t Commit Resources Until You Do. Establish a Steering Committee/Governance Board. 2.PM Salesman You Don’t Have a Project to Manage Until You’ve Put a Deal Together and Sell It Inside and Outside Your Business. Be Flexible, Give Clients Options. 3.PM HR Manager Most Project Staff Won’t Report to You. Learn to Id Skills You Need, Obtain, and Manage Labor Often Contracted From Multiple Alliance Partners. 4.PM Lawyer Contract Products and Services From Other Firms. Know How to Prepare MSAs, SOWs-Statements of Work and SLAs-Service Level Agreements. 5.PM Traveler You Must Be Willing to Go to the Job Site(s) Whereever They Are Located. Don’t Underestimate the Hardship This Can Create for You and Your Family.

Page 12 Russell’s Rules (Cont.) 6.Strictly Adhere to Scope Breakdown Effort into Manageable Unambiguous Scope of Work Based on Functionality, Business, Geography. Schedule Periodic Delivery, if Large. 7.PM Planner Milestones Aren’t Enough. If It’s Not in the Plan, It Doesn’t Get Done. Effort- based Work Plans With Intermediate Milestones. Establish a Project Office. 8.PM Disciplined Task Master You Only Manage What You Measure. Track Predefined, Quantitative Metrics. Hold Weekly Project Meetings to Review Milestones, Metrics on Deliverables, Issues. Be a Tenacious “Mad Dog” to Get the Job Done. 9.PM Communicator Don’t Go a Week Without Talking. Face-to-face When Possible, but Use Teleconferencing/NetMeeting Across a Geographically Dispersed Workforce. 10.PM Expeditor Make Issues Visible. Escalate to Appropriate Management Level. De- personalize Resolution by Factually Addressing Issue, Impacts, Solutions.

Page 13 Russell’s Rules (Cont.) 11.PM MBA. So, You Didn’t Want to Be an Accountant. Well, Don’t Lose Sight of the Project Budget “Burn Rates” and Billings for Cost Recovery and Revenues. 12.PM Change Agent Meticulously Plan & Communicate the Cutover. Engage Users Acceptance. Don’t Under Estimate Human Change Management and Training Required. 13.Lessons Learned Take Time at the End of Each Project to Focus on Process Improvements. Grade Out Stoplight. Be Forward Looking. 14.Celebrate Victories Take Time to Celebrate Victories with Recognition and Reward. Build Relations. You Want to These People to Work for You Again.

Page 14 Project Manager Workflow