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.
© 2005 IBM Corporation
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.
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.
Starting a phase prior to completing a preceding
phase.
Poorly constructed or unauthorized subcontractor
SOWs.
Customer unprepared to support the new system.
Failure of key subcontractor to deliver.
Customer represented by Third Party.
Inaccurate project estimates.
Change in customer management team.
Failure to plan for risk containment.
Continuous / constant change in scope.
Failure to perform QA reviews.
Lack of DOU with other IBM organization(s).Failure to
properly handle multinational issues.
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.
.
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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
12
1
10
2
3
9
4
8
7
6
5
Schedule
Budget
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
Project Management Office (PMO)
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
Process and Methodology
WWPMM IBM Methodology to Support PM
Built around PM Domains, PM Work patterns, and PM Work
products
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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)
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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 3
Level 2
Level 1
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.
START UP
Project Management
techniques do not exist
and are not used.
Level 5
Continuously
Improving
Processes
Predictable
Processes
Standard
Consistent
Processes
Disciplined
Processes
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
Project Management Tools
IBM Rational Portfolio Manager
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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.
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
Project Management Education and Certification
IBM Rational Portfolio Manager
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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
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
Centers for IBM e-Business Innovation :: Chicago
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