Integrating the Worldwide Project Management Method (WWPMM) into an IBM Global Services Method Project

Transcription

1 IBM Global Services Integrating the Worldwide Project Management Method (WWPMM) into an IBM Global Services Method Project Technique Paper (TP) Copyright International Business Machines Corporation, 2000 Version 1.0, April 2000 Introduction This Technique Paper is intended to provide guidance for practitioners who are integrating the Worldwide Project Management Method (WW PMM) into one or more Engagement Models during a Method Adoption Workshop (MAW). It provides background information about WWPMM, discuses how the WWPMM has been integrated with the IBM Global Services Method, and provides practical guidance for how/when the WWPMM content should be applied for a particular project. Steps Worldwide Project Management Method Overview The Worldwide Project Management Method (WWPMM) defines how we manage projects in IBM. It provides a collection of project Management Work Products and process guidance to be used on all types of projects. WWPMM, which is sponsored by the Project Management Center of Excellence, was developed in response to the Corporate Executive Council action to establish a single, common project management method for IBM projects worldwide. WWPMM was derived from IBM project management best practices, including the legacy Project Management Method (PMM), as well as other recognized industry standards such as the Project Management Institute (PMI) PM Body of Knowledge (PMBOK), Software Engineering Institute (SEI) and the International Standards Organization (ISO). Influences from IBM's existing business processes, Integrated Product Development (IPD) and Customer Relationship Management (CRM) also were incorporated into this method. WWPMM is designed to strengthen IBM s project management practices by providing a single reference point for PM practice. WWPMM describes a broad model of project management activities that must be adapted to the features of each particular project. This model includes standard project management Work Products, project management processes, guidance for stereotypical activities and tasks a PM may need to perform on a project, and a Glossary of the key terms used in the WWPMM. The structure and content of the WWPMM facilitates the sharing of project management knowledge and experience, improves identification and usage of best practices, and improves project results through avoidance of common pitfalls. As with any model, judgment is required when applying the WWPMM model to a specific project situation. The individual project manager is responsible for planning in detail how WWPMM should be applied to his or her project within the appropriate constituency guidelines. IBM Corporation Page 1 of 9

2 Release 3.0 of the IBM Global Services Method incorporates key components of the WWPMM content. The Method catalog contains the WWPMM Work Product Descriptions (WPDs), as well templates for key project management Work Products. In addition, a new Project Management Method (PMM) Engagement Model, which is based on WWPMM, has been included for Release 3.0. The PMM Engagement Model defines the standard PM phases, activities and tasks that should be performed on a project to produce the WWPMM work products. The tasks in the PMM Engagement Model represent the WWPMM Work Patterns, which define the stereotypical tasks a PM would perform on a project and the PM Work Products that are created as result of those tasks. The tasks are categorized into 7 activities, based on the WWPMM Work Pattern Groups - Defining, Planning, Starting, Monitoring, Handling Exceptions, Handling Deliveries, and Closing. Note: For the purpose of this paper, all other Engagement Models within the Method are referred to as delivery Engagement Models to distinguish them from the PMM model. The PMM Engagement Model can be integrated with one or more of the other delivery Engagement Models during the method tailoring process to incorporate the WWPMM Work Products into the overall project effort. The following picture depicts the three phases in the PMM Engagement Model: Start Execute and Control Close The Start phase focuses on the activities and tasks needed to define, plan, and start an IBM Global Services Method project. The following activities are included in this phase: Activities: Define Project Plan Project Start Project Tasks: Build Project Organizational Unit Work Plans Build Agreement with Supplier Integrate Project Orgnaizational Unit Work Plans Finalize Project Plan Initiate Phase Implement Project Quality System Expand Work Plans Establish Technical Environment Obtain Staff Start Staff Start Subcontractor Define the Project - In this activity, agreement is reached on the objectives of the project, the scope of the project is established, the initial organization is defined, responsibilities are assigned, and the assessment of situational factors is documented. Plan the Project - In this activity detailed work and risk plans are drawn up, the organization is confirmed, and staff assignments are made. Start the Project - In this activity the project management system is implemented, work plans are expanded, and the majority of the staffing is completed. In the Execute and Control phase plans and controls are used to execute and manage the project as the design, development, and delivery work is performed. As work proceeds, the project plans are expanded or refined as necessary. The following activities are included in this phase: IBM Corporation Page 2 of 9

3 Activities: Monitor Project Handle Deliveries Handle Exceptions Tasks: Track and Control Progress Assess Estimating Basis Hold Internal Communications Meeting Audit or Review Subcontractor Participate in Audit or Review Reconcile Financial Data Report Project Status Prepare to Receive Subcontractor Deliverable Accept Subcontractor Deliverable Prepare Delivery Manage Acceptance Handle Issues Handle Actions Analyze Situation Handle Compliance Incident Handle Change Request Handle Controversial Defect Monitor the Project - During monitoring the following tasks are performed on a periodic basis: tracking, controlling, reporting status, reconciling financial data, and conducting communication meetings. Handle Exceptions - During the exception handling activity, random events trigger the following tasks: handling issues, actions, compliance incidents, change requests, or controversial defects. Handle Deliveries - During the delivery handling activity, preparing for delivery and managing acceptance are performed based on the project s delivery schedule. The Close phase is conducted to formally close the project down. This includes confirming customer approval, harvesting project assets, releasing staff, and preparing an evaluation report to document lessons learned. This phase consists of the following activity: Activities: Close Tasks: Release Staff Release Subcontrctor Manage End of Project Close the Project - During closing, the sponsor agrees to close the project, intellectual capital is harvested, the project is closed down, and the evaluation report is produced. The Concept of a Project The WWPMM should be integrated into a delivery Engagement Model at the project level. A project is defined as a temporary endeavor undertaken to produce a unique product or service. A project is initiated when a sponsor asks a delivery organization to help respond to a specific business need. The delivery organization enters into an agreement with the sponsor regarding the expectations for the project, based on a definition of the project requirements. An IBM Global Services Method project may encompass one full delivery Engagement Model, a portion of a delivery Engagement Model, or portions of several different delivery Engagement Models. The actual project scope depends on the nature of the project. For example, you may have an e-business project that covers only the Solution Outline and Macro Design phases, or you may have a complex integration project that includes portions of both a Package Integration model and a Custom Application IBM Corporation Page 3 of 9

4 Development model. After you have defined the project scope, you can then determine how to apply the appropriate WWPMM components. The following diagram depicts the project concept: Plan Design Implement Engagement Model Phases MAW Apopted Tasks Project A Project B Project C Agreement A Agreement B Agreement C Projects bounded by Agreements In this example, you would have 3 separate projects, each covering a different phase (Plan, Design, Implement). You would need to consider integrating the appropriate level of WWPMM for each of the 3 projects. Integrating the PM Activities into a Delivery Engagement Model The delivery Engagement Models defined in the IBM Global Services Method provide a starting point for planning and managing a project. Engagement Models are defined for a variety of stereotypical project types including Custom Application Development (CAD), Package Integration, and e-business. During a project s Method Adoption Workshop (MAW), teams select one or more delivery Engagement Models as the basis for their project and then tailor the model(s) to meet the needs of their particular project situation. The tailoring effort may cover an entire project lifecycle or, when a project is very large, the MAW may focus only on one phase of the project. The extent to which you need to include the activities and tasks from the PMM model will depend on the nature, scope and size of your project. For example, the Define the Project and Plan the Project activities should be completed as part of the project proposal effort and, therefore, should not be included as part of your project model. However, if you are managing a project where this effort has not been completed to the appropriate level, you may need to incorporate some level of defining and planning into your project. To simplify the method tailoring process, many of the project management Work Products already have been integrated into key delivery Engagement Models; however, you will still need to consider the PM Work Products during your MAW to determine if you need to add any that are not already included in the delivery model you select. The PMM Engagement Model activities can be applied to each phase in a project lifecycle or to a set of multiple phases. Therefore, these activities are not necessarily completed sequentially, nor do they always correspond to the phases of the project life cycle. For example Executing/controlling activities may be completed for the design phase of a project, followed by planning activities for the development phase. You should consider the following as you integrate the project management activities. IBM Corporation Page 4 of 9

5 The Define Project and Plan Project and planning activities first occur in the proposal development phase, before the agreement is signed. Typically, the remainder of the project management activities occur after the agreement has been signed. The Start Project activity most often occurs during the first phase of the engagement model or project and again whenever significant new staffing needs to occur. The Close Project activity occurs during the last phase of the project. The Monitor the Project activity occurs on a periodic basis (for example, weekly or semimonthly) through all phases as defined by the individual project. The activity for Handle Exceptions happens in all phases of the project. Handle Deliveries occurs whenever a delivery is either received by a subcontractor or prepared for acceptance by the client. Adopting Project Management Work Products You adopt project management Work Products during the MAW, just as you would the technical Work Products, based on the scope of the project. While there are a variety of project management Work Products that may be adopted for a project, the following set is highly recommended for all projects. Adopting these Work Products, will enable the project to conform with IBM s Policy for Project Management. Plans Agreement - formally defines the mutual commitments of the delivery organization and the sponsor, of a subcontractor and the delivery organization or of other parties Cost Schedule - provides a set of one or more tables that shows the amounts of actual and forecast project expenditure by expenditure type and accounting period. Deliverable Definition - describes each project deliverable and its components, as well as the associated delivery and acceptance conditions. Milestone List - defines the key milestones contained in one Project management schedule together with a log of all the changes that have been planned for those milestones during the course of the project. Organizational Breakdown Structure - defines and describes the relationships between the sub-projects and the project organizational units. Project definition - formalizes the understanding of the Project charter by the delivery organization and gives an initial description of the project shape used as a framework for the Planning activities. Project management schedules - defines the planned start and finish dates for, and the dependencies between, all the work units for which the organizational unit is responsible. Project management system summary - defines how the project is managed. It is documented as a collection of plans and procedures, which direct all project management activity, and records, which provide evidence of their implementation. Project quality plan - describes the organization, activities, and quality contributors that have been put in place to achieve the planned level of quality for technical, management, and services work products. Risk definition - provides a description of each anticipated risk associated with the project. IBM Corporation Page 5 of 9

6 Records Risk management plans - defines the project s mitigation; contingency and reserve plans for dealing with identified risks. Action Log - identifies the actions, the owner, due date and status. Change request - contains all the information required to support the decision making processes used to manage project changes. Compliance incident log - identifies all the compliance incidents, the sponsor or supplier involved, owner, and status. Delivery control document - accompanies a deliverable from the time it is released until it is accepted. Findings log - identifies the defects that have been detected during work on a project deliverable. Issue log - identifies the issues that have occurred during the life of the project and required recording, the owner, due date and status. Project status report - reports the overall project status. It is created by the top-level project manager for the overall project. Quality review documentation - collates all data that are necessary to prepare, perform a quality review and follow up its results. It can also apply to management and business review. Project workbook outline - contains key information about the Work Products adopted for the project. (Note: This work product is similar to the WWPMM Work Product List but is more appropriate for projects using the IBM Global Services Method.) Additional Work Products and their descriptions are available in the Method catalog and on the WWPMM web site. Refining Your Work Breakdown Structure Work Products are produced as a result of performing one or more tasks. Adopting project management Work Products results in a set of project management tasks that must be performed to produce those Work Products. You may need to perform additional tailoring of these tasks to address the needs of your project. You may need to include additional project management tasks, modify one or more of the resulting tasks, or you may choose to delete tasks. It is recommended that you use the Engagement Support Environment (ESE) tool to do your method tailoring. This will allow you to easily adopt Work Products and generate the Work Breakdown Structure (WBS) needed to produce them. After you have finalized your tasks in the Engagement Support Environment (ESE) tool and have generated an initial Work Breakdown Structure (WBS) you will have the opportunity to do further refinement in your scheduler tool (Microsoft Project or ABT). The following provides guidance for integrating the WWPMM Work Products and tasks into the delivery Engagement Model you have adopted. Follow these steps: 1. After adopting Work Products, you should review the resulting WBS to determine if you need to include any additional project management tasks to address the needs of your project. 2. Determine if the appropriate level of defining and planning were completed prior to starting the project. If not, you may need to include one or more tasks from the Define the Project and Plan the IBM Corporation Page 6 of 9

7 Project activities to make sure this work is completed. Typically, this work should be done in the Solution Design phase of an engagement; however, in certain situations you may still be doing some planning work early in the project. 3. Determine if you need to include one or more additional tasks from the Start the Project activity to the first phase of you project, if they were not included based on your Work Product adoptions. The Start the Project tasks address orienting your staff by introducing them to the management system for the project: Initiate Phase Implement Project Quality System Expand Work Plans Establish Technical Environment Obtain Staff Start Staff Start Subcontractor Note: You may not need all of the Start Project tasks for your project. For example, if you are not using subcontractors you would not add the task for subcontracting resources. 4. If they are not already included, add the tasks from the Close Project activity to your last project phase. These tasks address creating end of engagement documentation and harvesting intellectual capital: Release Staff Release Subcontractor Manage End of Project 5. Include the Monitor Project activity in each phase of your model, if is not already included in the delivery Engagement Model. Then determine if, based on the needs of your project, which tasks you need to include from that activity: Track and Control Progress Assess Estimating Basis Hold Internal Communications Meeting Audit or Review Subcontractor Participate in Audit or Review Reconcile Financial Data Report Project Status 6. Determine the project deliverables, as defined in the project contract, and determine when in each phase they are scheduled for delivery to the client. For each of these contractual deliverables, add the appropriate tasks from the Handle Deliveries activity: Prepare to Receive Subcontractor Deliverable Accept Subcontractor Deliverable Prepare Delivery Manage Acceptance 7. Add the appropriate tasks from the Handle Exceptions activity in all project phases to account for handling issues, risks, change requests, and compliance incidents. While these events will happen randomly and will not be explicitly tracked, adding them to your schedule will allow you to account for the cost of these activities in the overall project. If you are using a delivery Engagement Model with an Event Driven activity, you may want to include the exception tasks there: Handle Issues Handle Actions Analyze Situation Handle Compliance Incident Handle Change Request Handle Controversial Defect IBM Corporation Page 7 of 9

8 8. Anticipate when you will need to start planning for the next phase of the project or for follow-on work. Add the appropriate Define Project and Plan Project tasks to account for this work. 9. Export your WBS to a project scheduling tool, either Microsoft Project or ABT Workbench, for further tailoring. For example, you will need to determine the project monitoring intervals (for example, weekly or monthly) for each of the tasks in the Monitor Project activity and enter these intervals as recurring tasks in the scheduling tool. Project Execution using WWPMM While ESE allows you to plan the project management work and account for actual work completed, during project execution you need an appropriate tool for creating and maintaining the project management work products that comprise your project s management system (for example, procedures and forms relating to change, issue, and risk). The Project Control Book (PCB) is a Lotus Notes based tool for storing, accessing, and managing project management work products. PCB provides WWPMMcompliant project management Work Product templates and forms. PCB allows you to organize and manage your PM Work Products according to the following categories: Standards and Procedures Organization Milestones Plans and Actuals Meetings Risks Change Requests Issues Deliverables Sponsor Agreements Supplier Agreements Requirements Quality For more information and to download the PCB tool, please see w3.ibm.com/transform/project/pmtoolsuite. Additional Information For more information about Project Management initiatives within IBM, see For more information about WWPMM, IBM s project management method, please see Revision History Version 1.0 April 2000 base version. Applied new template and style, grammar and spell check. IBM Corporation Page 8 of 9

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