IBM Project Management. May 2006. Studies show that lack of good project management often leads to failed projects.
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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.
Ineffective project initiation.
Lack of or inadequate project management.
Lack of Project Management Reviews and effective follow-up on action plans. Lack of management oversight / support.
Unfulfilled customer responsibilities.
Failure to implement / exercise proper change control process.
Starting a phase prior to completing a preceding phase.
Customer unprepared to support the new system.
Customer represented by Third Party.
Change in customer management team.
Continuous / constant change in scope.
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.
Failure to set and manage customer expectations / satisfaction.
Failure to reach common understanding of requirements or completion criteria.
Failure to reach understanding of the proposed solution.
Failure to establish appropriate contractual baseline.
Failure to adhere to published pricing guidelines, failure to assign adequate "risk" contingency and illegitimate "investment pricing" (i.e., low-balling, low margins, etc.).
Poorly constructed or unauthorized subcontractor SOWs.
Failure of key subcontractor to deliver.
Inaccurate project estimates.
Failure to plan for risk containment.
Failure to perform QA reviews.
Lack of DOU with other IBM organization(s).Failure to properly handle multinational issues.
BudgetProject Management is usually seen as managing the interrelationship of three critical success factors for each project.
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.
WWPMM IBM Methodology to Support PM
How the project is shaped, and how its execution is managed
How the work is done
IBM Rational Portfolio Manager
Many projects have manual and semi-automated processes, characterized by unnecessary data manipulation, inadequate information flow and sluggish cycle time.
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
IBM Rational Portfolio Manager
IBM’s certification process is more demanding than the standards set by the Project Management Institute