Project ManagementSteve P. Russell
IBMManager Infrastructure Projects
Depaul UniversityNovember 6, 2002
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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
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Infrastructure Projects - Tulsa
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Infrastructure – Computing Centre
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Infrastructure Projects - Chicago
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Infrastructure Projects - Houston
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ProductionData center
Backup RecoveryData Center
IBM Network
Customer Network
IBM
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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)
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Student Parking Lot
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Project Management
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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
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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.
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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.
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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.
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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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