Project Management

Project ManagementSteve P. Russell

IBMManager Infrastructure Projects

Depaul UniversityNovember 6, 2002

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

Infrastructure Projects - Tulsa

Infrastructure – Computing Centre

Infrastructure Projects - Chicago

Infrastructure Projects - Houston

ProductionData center

Backup RecoveryData Center

IBM Network

Customer Network

IBM

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etwo

rk

Cu

sto

mer

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etw

ork

RSM(Remote Server Management)

IBM Boulder SDC

Level 1Call Centre

IBM SDCHardened Site

Infrastructure - Boulder SDCIBM Command Center

Wide Area Network

RSM(Remote Server Management)

Student Parking Lot

Project Management

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

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.

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.

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.

Project Manager Workflow

Receive assignmentand definition of

project scope

Perform riskassessment

(Risk MAtrix 4.6 PlanningPhase System Upgrade.xls

is an example)UPDATE PAF

Refer to the'Guidelines for Project

Documentation' tostart compiling project

documentation(projdoclst.xls)

Contact impacted partiesfor estimating project

costs(Including Infrastructure)

(estchecklist.xls and/orPAFbudget.xls)

UPDATE PAF

Complete 7 keysanalysis for the start

up phase(Projectmgtck_7keys.doc)

UPDATE PAF

Create high-levelmilestones including

schedulingdeliverables and high-

level timelineUPDATE PAF

Have meetings withcustomer/PwC to

gather specifications/requirementsUPDATE PAF

Set up TSP code forthe proposal effort

Initiate projectapproval form (PAF)

in LN(ANSD02B Server -

filename BPO ProjectApproval Forms)

Create issues log(Use BPO Centre Issues

Log on ANSD02B and/or aTEAM db)

Start draft of MSProject workplan and

initial planning ofresources

Refine project costestimates and IPP

UPDATE PAFFinalize PAF

PAF approved byPwC and client

Schedule internalchallenge session

Set up TSP code forproject and close

proposal codeStart project work

QR

Complete transition tooptimize

(Transition from Create toOptimize.doc)

Complete lessonslearned from project

(Document in ASAPLessons Learned db on

ANSD02B)

Project ends/customersign-off

(Formal sign-off ofcompletion critera on PAF)

Status Reports/Communication toTeam/Stakeholders(Use PAF db for status

reports)QR As Needed

Close project TSPcode to charges

Perform project shutdown activities

(BPO Post Go Live PRojectReview.doc)

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Project Management

Documents

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