Introduction
IBM uses a set of generic methods based on principles common to all projects. PMM guides project management activities from startup to formal closure, allowing for an iterative set of tasks for managing the ongoing work effort and deliverable components. In PMM, there is a set of good practices and key techniques for managing projects including 'Startup', 'Manage', and 'Close' activities.
A Project Management System is a documented collection of plans, procedures and records that direct all project management activity and provide the current state and history of the project
The following is a brief description of the Project Management System that IBM use for all their projects. The purpose of this system is to guide project management activities during Solution Delivery. The phases support the smooth transition from proposal of the solution to actual solution implementation, management of the implementation activities and contract components and bringing the engagement to a close. The system follows the following phases:
The Project Management Methods wrap themselves around the activities necessary to build, validate and deliver the solution to the customer. The phases present the IBM standard set of tasks that aid the Project Manager in the transition of the accepted proposal or contract into the Startup of the development environment; in providing ongoing Managerial support throughout the life of the project; and to guide the Project Manager through formal Closure including all reviews and collection of Customer feedback after formal acceptance and Customer signoff.
The Project Management Methods must be used in conjunction with any project development activities and is organized to provide a complete set of tasks for starting the project and closing the project, while allowing for an iterative set of tasks for managing the ongoing work effort. The activities and associated tasks in the managerial processes are both linear and iterative in nature and can be performed on an as-needed basis, daily, weekly, monthly or can be triggered by events and run continually for a period of time.
There are four major managerial processes:
· Project Plan Management Activities: Tracking progress, ensuring commitments are met and reporting to IBM management and the Customer.
· Contract Management Activities: Maintaining Contract files, ensuring contractual obligations are met, invoicing the Customer and ensuring collections of funds and approving and paying invoices from Suppliers.
· Exceptions Management Activities: Changes, issues, problems and risks.
· Quality Assurance Activities: Focused on Project Management techniques. The reviews are carried out against the management practices being used. These reviews do not focus on the quality of a deliverables.
Listed below are the three phases of the Project Management Methods, and a high-level statement of what is accomplished by performing the activities and tasks of each phase. The tasks of the Solution Startup and Close the Solution phases are performed once, while the Manage the Solution phase is iterative and runs parallel with the phases of the selected Solution Methods.
Solution Startup
Start the project in an orderly manner and ensure that all necessary infrastructure, assets and resources are in place. The Project Plan is reviewed for the appropriate level of detail and validated before commencing any project work.
Manage the Solution
Ongoing and iterative activities to ensure that the project is under control and that the proposed solution will be delivered, on time, within budget and meeting all quality standards and acceptance criteria as set forth by the customer.
Close the Solution
Formal closure of all project and contract files and release and redeploy of assets and resources. A Post-Project Workshop is held to collect data for updating estimating techniques, to document any lessons learned while on the engagement and to ascertain the effectiveness of the process and methods employed. The Customer's satisfaction with the solution is also assessed and action is taken to correct any issues which might be identified.
Description
Solution Startup begins with transfer of responsibility for implementation of the solution from the Proposal Team Leader to the Project Manager. The Project Manager then reconfirms the scope and objectives, sets up the project environment and activates the rest of the Delivery Team. When the team is assembled, the Project Manager provides the orientation necessary to implement the solution.
The major activities are to:
· Transfer responsibility to the Delivery Project Manager
· Activate and orient the Delivery Team
· Develop the detailed Project Plan
· Ensure that the initial project review with QA is completed
· Review the Project Plan, with the participation of the Opportunity Owner, with the Customer and any Vendors or Subcontractors to ensure all participants are working to the same schedules
· Obtain Customer agreement to the Project Plan
· Release the orders for IBM and OEM hardware, software and services needed to complete the project.
Project Plan
The Preliminary Project Plan is delivered to the Delivery Team, who refines and updates it. The refined plan is the Project Plan.
Entry Criteria
The tasks within this phase assume the availability of the following input work products. These work products will have been developed during Solution Design and will be turned over to the Delivery Project Manager during orientation.
· Accepted Proposal or Contract
· Preliminary Project Services and Support Plan
· Assignment Information (for Delivery Team)
· Supplier Allocation Confirmation
· Supplier Contracts
Transfer Project Responsibility
Activate the delivery Project Manager and ensure that all data and information developed by the proposal team is handed over to the Project Manager and that the Project Manager can assume responsibility for the project
Tasks
Activate Delivery Project manager
Activate the Project Manager that was previously reserved by submitting an activation request to Skills Management who will respond by providing the assigned resource.
Provide Orientation
Provide all of the information necessary to deliver the Customer solution.
Transfer Responsibility
Once the Customer has made a commitment to the solution, transfer responsibility for the delivery of the solution to the Project Manager so that the process of delivering the solution may begin. It is beneficial that this person would have been part of the design effort so that they have a good understanding of the Customer expectations and the solution that was designed to address those needs and the negotiations between IBM, the Suppliers and the Customer.
If the Project Manager is new to the project, a complete orientation will have to be presented to introduce the project to the Project Manager.
Description
Once the Customer has made a commitment to the solution, the Proposal Team Leader must transfer responsibility for delivery of the solution to the Project Manager so that the process of delivering the solution may begin.
If the Project Manager was part of the Design Team, most likely in the role of the Proposal Team Leader, the Project Manager would have a very good understanding of Customer expectations, the solution that was designed to address those needs and the negotiations between IBM, the Suppliers and the Customer.
The Project Manager is identified in the Solution Design phase. However the resource is not assigned until the proposal is accepted by the Customer. If the Project Manager is newly assigned to the project, the Proposal Team Leader, from the Solution Design phase, will provide a complete orientation on the Customer's requirements and expectations.
Launch Delivery Project:
Set up the project environment, processes and controls and activate the project team
Tasks
Reconfirm, scope, objectives, dependencies, assumptions
Ensure that the work stated in the contract still applies and that no changes in scope, dependencies or assumptions have occurred since the contract was signed. This will involve a review of the contract, a review of the project plan and discussions with the Customer to verify that there is a common understanding of what IBM is about to deliver. Any changes that are found must be reported to the Opportunity Business Manager so that action can be taken to make appropriate changes to contract, price, scope or scheduling prior to the start of work.
Set Up Project Environment
Set up the project environment to put into place any organizational, procedural or structural requirements necessary to support the project.
Areas addressed are:
• Facilities (offices, desks, phones, meeting rooms)
• Equipment and tools (hardware, host software, application development software)
• Standards and guidelines
• Process and procedures
Activate project control book
Update the necessary project files that will be used during the project. These become the audit and reference documentation which will be used during project execution and after project completion. Steps will include:
• Obtain, organize and update all project materials
• Update to include delivery team members, their roles and responsibilities
• Open financial files
Activate Delivery team
Activate the delivery team resource that was previously reserved by submitting an activation request to Skills Management (and Supplier Management, if applicable) who will respond by providing the assigned resource.
Provide Orientation
Conduct a project team kick-off or orientation meeting to cover:
• Customer requirements and expectations
• Signed proposal (plan, schedules, roles and responsibilities)
• Issues and concerns
• Statement of Work
Description
After receiving an orientation from the Proposal Team Leader regarding the requirements for delivery of the solution and accepting responsibility for delivery of the solution to the Customer, the Project Manager launches the project by:
· Reconfirming scope, objectives, assumptions and dependencies
· Setting up the project environment
· Activating the Project Control Book
· Activating the previously reserved delivery team resource(s)
· Providing them with all of the information necessary for delivery of the solution to the Customer.
Develop Project Plan:
Refine the Project Plan before allowing the technical effort to begin.
Finalize Subcontracts
Provide the final requirements and deliverable schedule to the Supplier(s) and request reconfirmation of their commitment to provide the requested solution and deliverable(s).
Refine Tasks
Execute these steps in accordance with the implementation Methods selected:
• Update high-level tasks
• Develop low-level tasks
• Confirm assumptions and dependencies
• Update test strategies and plans
Refine and Update Risk Management Plan
Update the following in the risk management plan:
• Risk item(s)
• Risk level(s)
• Containment plan
Refine Schedule
Develop all schedules by:
• Updating the high level schedule
• Developing the low level schedule
• Updating the Quality Assurance review schedule
• Updating the deliverable schedule
• Confirming the payment schedule.