1. IBM Project Management
October 2005

2. 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.

3. 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 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.

4. Project Management is usually seen as managing the interrelationship of three critical success factors for each project.
Scope
Schedule
Budget 1 12 2 3 4 5 6 7 8 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.

5. 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

6. IBM’s 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

7. 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

8. Project Management Office (PMO)

9. 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,
Experience, Method Training, Technical Training, Management Education, On-the-Job Training, Learning Curves
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

10. Process and Methodology
WWPMM IBM Methodology to Support PM

11. IBM’s Project Management Method is a broad, robust and integrated approach to projects
IBM’s 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
IBM’s 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)

12. 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

15. Project Management Process Maturity Assessment Levels

16. 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.
WORLD CLASS
Project Management techniques are world class and constitute best practices. Feedback is used for continuous process improvement and preemptive planning.
Level 5
Level 4
INTEGRATED
Project Management techniques are robust and fully functional. The techniques are integrated and consistently used with predictable results.
Level 3
FUNCTIONAL
Project Management techniques are robust and fully functional. Processes are standard and consistent.
Continuously
Improving
Processes
Predictable
Processes
Level 2
IN DEPLOYMENT
Basic existence of Project Management techniques used infrequently and inconsistently. Techniques are in developmental stages.
Standard
Consistent
Processes
Level 1
Project Management techniques do not exist and are not used.
START UP
Disciplined Processes

17. Project Management Tools
IBM Rational Portfolio Manager

18. 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.

19. Rational Portfolio Manager is IBM’s 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

20. Project Management Education and Certification
IBM Rational Portfolio Manager

21. IBM can supply skilled Project Management Mentoring and Staffing Capability
IBM’s certification process is more demanding than the standards set by the Project Management Institute
Certification Element
IBM Certification Program
PMI Certification Program
PMI Examination
PM Experience
6, hrs
4,500 hrs (2+ years)
Technical Experience
- - -
People Management Experience
PM Education
hrs
35 hrs
Technical Specialties
Professional Contributions (“Giveback”)
Detailed Qualification Criteria based on required skills

22. 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