IBM 项目化管理项目化管理项目化管理项目化管理
金化年金化年金化年金化年
----IBM 全球技术服务部全球技术服务部全球技术服务部全球技术服务部 项目管理部经理项目管理部经理项目管理部经理项目管理部经理
1
主要议题主要议题主要议题主要议题
� IBM is project based business
� Project Management Framework in IBM Global
Services
� IBM PM Career development
2
Project is an answer to better
organize IBM’s business.
IBM is a project based business
1
Uses Projects For Primary
Products & Services2
Assigns Project Managers
Full Project Responsibility
3
Ties Projects To Business
Strategy
4
Places Business Goals &
Measurements On Projects
3
� Integrated Solutions across IBM
� e Business on Demand
1990's1900-1990 Today
MATRIX
ORGANIZATION
FUNCTIONAL
ORGANIZATION
Individual
PRODUCTS
INTEGRATED
Product
/Service
SOLUTIONS
within a
Business unit
ON-Demand
MATRIX
ORGANIZATION
INTEGRATED
Product /Service
SOLUTIONS
across the
Enterprise
How did IBM Get to Be a
Project Based Enterprise ?
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To become a project based
enterprise it’s necessary to integrate
project management disciplines
� In 1997, IBM committed to becoming a project based enterprise for integrating project management disciplines across the IBM enterprise.
� Since then, IBM has developed and deployed a number of worldwide Project Management initiatives for establishing the Project Based Enterprise Charter. These project based initiatives focused on:
� Project Management Professional Development
� Project Management Methods & Tools
� Project Management Systems
5
Applied PM Methodologies
� PMI PMBOK� The Project Management Body of Knowledge
� Project Management Institute
� WWPMM
– Worldwide Project Management Method
– IBM
主要议题主要议题主要议题主要议题
� IBM is project based business
� Project Management Framework in IBM
Global Services
� IBM PM Career development
7
Project Management
Governance Framework
TDA
Review
VenderMgt
QA
Account growth management
PMO - Business Control ( Key Control over
Operation)
Cli
ent
surv
ey
Dis
cip
line
Audit
PCB/PQT
ON-GOING Delivery
Asset
Revenue Mgt
Cost Mgt
Kick-off
MaintenGuide
ImplementPlan
Engagement Handover
Management Mechanism: 7Key Review/Focus Project Review/lesson learn
Service Plan
Solution
Design Handover
Book
-Solution Proposal
-SOW
Project Closure
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项目实施项目实施项目实施项目实施管理体系管理体系管理体系管理体系
9
项目实施人员管理项目实施人员管理项目实施人员管理项目实施人员管理——效率管理效率管理效率管理效率管理
• 在日常工作中在日常工作中在日常工作中在日常工作中,,,,效率管理是衡量员工工作时间配比的重要标准效率管理是衡量员工工作时间配比的重要标准效率管理是衡量员工工作时间配比的重要标准效率管理是衡量员工工作时间配比的重要标准,,,,通过对生产力的测量通过对生产力的测量通过对生产力的测量通过对生产力的测量,,,,不仅可不仅可不仅可不仅可以推动不同区域以推动不同区域以推动不同区域以推动不同区域、、、、项目间人员的调配项目间人员的调配项目间人员的调配项目间人员的调配,,,,同时也是计算同时也是计算同时也是计算同时也是计算IT服务人员劳动力成本的重要因素服务人员劳动力成本的重要因素服务人员劳动力成本的重要因素服务人员劳动力成本的重要因素。。。。
为什么要对为什么要对为什么要对为什么要对IT服务人员进行效率管理服务人员进行效率管理服务人员进行效率管理服务人员进行效率管理为什么要对为什么要对为什么要对为什么要对IT服务人员进行效率管理服务人员进行效率管理服务人员进行效率管理服务人员进行效率管理
• 人工效率是人员执行时间与总体时间的比率人工效率是人员执行时间与总体时间的比率人工效率是人员执行时间与总体时间的比率人工效率是人员执行时间与总体时间的比率,,,,根据工作范围根据工作范围根据工作范围根据工作范围,,,,对员工执行时间可进行如下划分对员工执行时间可进行如下划分对员工执行时间可进行如下划分对员工执行时间可进行如下划分::::
• Billable Hour –在客户现场的服务交付时间在客户现场的服务交付时间在客户现场的服务交付时间在客户现场的服务交付时间;;;;
• Cost Recovery –对公司内部其他部门的支持时间对公司内部其他部门的支持时间对公司内部其他部门的支持时间对公司内部其他部门的支持时间;;;;
• Bid & Proposal –项目实施人员在合同签订前期对销售部门的支持时间项目实施人员在合同签订前期对销售部门的支持时间项目实施人员在合同签订前期对销售部门的支持时间项目实施人员在合同签订前期对销售部门的支持时间;;;;
• Unbilled Hour –项目实施人员的内耗项目实施人员的内耗项目实施人员的内耗项目实施人员的内耗,,,,诸如内部会议诸如内部会议诸如内部会议诸如内部会议,,,,收发邮件收发邮件收发邮件收发邮件,,,,资产建设资产建设资产建设资产建设,,,,人员管理人员管理人员管理人员管理,,,,包包包包括人员闲置时间括人员闲置时间括人员闲置时间括人员闲置时间;;;;
• Time Away Hour–人员的休假人员的休假人员的休假人员的休假,,,,病假及公共假日时间病假及公共假日时间病假及公共假日时间病假及公共假日时间;;;;
• Learning Hour–内部内部内部内部 / 外部外部外部外部 Learning 记录人员的培训时间记录人员的培训时间记录人员的培训时间记录人员的培训时间
• Productive Hour – Billable + Cost Recovery + B&P
• Available Hour – 40H/week ; 160 or 200H/Month; 520H/Quarter
• 生产率生产率生产率生产率::::Productive% = Productive Hours / Available Hours
• 非生产率非生产率非生产率非生产率::::Non-productive%= Unbilled Hours+ Time Away Hours + Learning Hours/ Available Hours
效率管理的定义效率管理的定义效率管理的定义效率管理的定义效率管理的定义效率管理的定义效率管理的定义效率管理的定义
• 财务部根据每年的财务部根据每年的财务部根据每年的财务部根据每年的utilization plan以及员工工资以及员工工资以及员工工资以及员工工资,,,,福利福利福利福利,,,,培训等其他因素计算培训等其他因素计算培训等其他因素计算培训等其他因素计算labor rate,从而使从而使从而使从而使以项目实施人员成本能够清晰核算以项目实施人员成本能够清晰核算以项目实施人员成本能够清晰核算以项目实施人员成本能够清晰核算。。。。对于服务实施部门总体来说对于服务实施部门总体来说对于服务实施部门总体来说对于服务实施部门总体来说,,,,当实际当实际当实际当实际utilization 超出预期超出预期超出预期超出预期,,,,则则则则GP上扬上扬上扬上扬,,,,若实际若实际若实际若实际utilization 低于预期低于预期低于预期低于预期,,,,则则则则GP降低降低降低降低。。。。
财务意义财务意义财务意义财务意义财务意义财务意义财务意义财务意义
10 10
智力资产智力资产智力资产智力资产 - Asset
Reference
Level
Services
Component
Level
• Only for
reference- Deliverables
- WPD
• Reusable per
approval, only
for Internal use
- deliverable
templates
Solution
Level
• Commercial
and external
sell- Solution sale
package
- Services
Product
Solution
Develop
Project
EngageProject
Deliver
Project
Close
Asset
Reuse
Asset
Cooking
Text
Asset
Identify
Asset
Contribution
Asset
Maintenance
Role Responsibility
Asset Council Set and Drive Overall Direction
Asset Management Team
Asset Development Plan, Refine and Maintenance
Asset Development Team
Commercial Asset Creation & Maintenance
Asset Creator & Consumer
Asset Creation, Reusing and feedback
Asset 管理生命周期: Asset 管理团队:
Asset 分级管理:Asset 管理平台
11
主要议题主要议题主要议题主要议题
� IBM is project based business
� Project Management Framework in IBM Global
Services
� IBM PM Career development
12
Competencies of a Successful PM
• Long-range perspective
• Risk-taking, venturesomeness
• Innovation and creativity
• Participative problem solving
• Systematic thinking and planning
• Clarification of goals
• Strategic inquiry
• Political awareness
• Relations with functional managers
• Long-range perspective
• Risk-taking, venturesomeness
• Innovation and creativity
• Participative problem solving
• Systematic thinking and planning
• Clarification of goals
• Strategic inquiry
• Political awareness
• Relations with functional managers
Have
• Team development
• Team member facilitation
• Feedback to team members
• Delegation (permissiveness)
• Recognizing performance
• Standards of performance
• Drive
• Assertiveness
• Goal pressure
• Team development
• Team member facilitation
• Feedback to team members
• Delegation (permissiveness)
• Recognizing performance
• Standards of performance
• Drive
• Assertiveness
• Goal pressure
Can Do
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Behaviors of a Successful PM
Human resource. A successful project manager should be sensitive to people and situations. A project manager should be
able to facilitate, coach, provide constructive criticism when required, have the ability to build a team, delegate well, be
sensitive to wants and needs, and offer praise when appropriate.
Communication. A successful project manager should be able to communicate
well, be organized, have the ability to listen, think systematically, and maintain contact
with all stakeholders and team members on a project.
Project goal setting. A successful project manager should be proactive, willing to try
new ideas, able to persevere, be goal oriented, able to prioritize, be innovative,
and have the ability to plan.
Leadership. A successful project manager should be honest; able to motivate; and be realistic, assertive, decisive, self-confident,
enthusiastic, energetic, supportive, and always in pursuit of excellence.
Behaviors of a Successful PM
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PM Profession Career Roadmap-The PM profession has established specific levels
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PM Professional Career Roadmap- Cont.
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CategoryItem within
Category
Entry (new
level)
Associate
PM /
Foundation
Advisory PM
/
Experienced
Senior PM /
Expert
Executive
PM / Thought
Leader
Basic PM Sk ills
PM Specialty
Sk ills
Project
Management
Technical/
Industry/
Business
Project Phases
Complexity
Specialty
Basic or
Equivalent
Specialty
Currency
Knowledge /
External
Certification
5 Projects Number as PM
6 Giveback Instances
4 PMI PMP Exam
3 Education
1 Sk ills
2 Experience
Item / MP&P Level EntryAssociate PM / Foundation
Advisory PM / ExperiencedSenior PM / Expert
Executive PM / Thought Leader
Basic Education
•PM10G – PM Fundamental•PM12G – Contracting for PMs•PM36G – Understanding WWPMM•PM76G – Creating and Tailoring PM
system•PM54D – PM Orientation•Methods and Tools: PM41G + PM37G – MS Project
•PM15G – Review for experienced
PM•PM11G – Leadership in a Project
Team Environment•PM63D1 – Financial Management for
PMs•PM30G + PM31G – Applied PM in a
Customer Environment•PDNTY-Negotiation Skill Training•EDEB03-Presentation Skill Training
•Complete Basic PM
courcePM15G – Review for
experienced PM•PM57G-Advanced Leadership for
Project Managers•Advanced risks Mgmt.
Specialty Education
(IT Infrastructure specialty)
•PM For Open system basic course
•PM for MF basic course
•PM for Site basic course
DC:消防/弱电/空调/电气/装修
IB:BA、安防、弱电专业
•PM for IMS basic course
•Data Center knowledge
•Tivoli Monitoring
•Systems Integration:
•SI-External (SI-E)
•SI-Internal (SI-I)
•Managed Operations
•e-Business
•Learning Solutions
•IT Infrastructure
•Quality Assurance Risk Management
•Transition and Transformation
•Technical Support
•Software Development
•Hardware Development
•Service Delivery Management / Delivery Project Executive
Certification ITIL foundation
PM Accreditation
PMP certification二级建造师
系统集成项目经理
PM Accreditation / CertificationPMP certification一级建造师
系统集成高级项目经理
PM Senior Certification
PMP certification一级建造师
系统集成高级项目经理
PM Overall Education Road Map
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Business Develop and Manage Project Phases Relationship and Leadership Specialty
Skill Name Skill Name Skill Name Skill Name
Analyze Customer Business
Environment
Develop Project Management
SystemPerform Effective Negotiation
Acquire Knowledge of Project/Product
Safety Requirement
Perform Business
Development
Perform Project Management
System ExecutionApply Communication Skills
Acquire IT Management Consulting
Service
Perform Strategic Planning Manage Project Risk Use Problem Solving TechniquesAcquire Knowledge of IT Infrastructure
Methodologies
Manage Contracts Manage Project FinanceApply Organization Change
Techniques
Acquire Knowledge of IT Infrastructure
Architecture
Apply Business Control
RequirementManage Project Quality
Manage Stakeholder
Relationships
Advise on ITIL ( Intrastructure Librabry)
Foundation
Develop Agreement, Proposal
& ContractsManage Project Resource Lead Teams Understand Network Intergration Services
Perform Project Change
Management
Acquire Knowledge of Enterprise
Architecture
Perform Project Closing
Activities
Acquire knowledge of Cloud Mamaged
Service (IT Infrastructure specialty)
Acquire knowledge of Site related service
(IT Infrastructure specialty)
Acquire Knowledge of MF service (IT
Infrastructure specialty)
Critical Training
Business Develop and Manage Project Phases Relationship and Leadership Specialty
Course NameCourse
Code
Durati
onStatus Course Name
Course
Code
Durati
onStatus Course Name Course Code Duration Status Course Name Course Code Duration Status
Change Management
for Projects 16
Enrol
l
Negotiation Skill
Training8 Enroll
Open related Training
for PMN/A 12
Planne
d
Financial Management
for PMs 8
Enrol
l
Presentation Skill
Training8 Enroll
MF Knowledge training
for PMN/A 16
Planne
d
Applied Project
Management in a
Customer Environment
24Enrol
l
Leadership in a
Project Team
Environment
24 Enroll
Cloud managed service
enable training for
DPES
N/A 24Planne
d
IPPF training 8Plann
ed
Yearly Plan– PM Critical Skill by competency
•Project finance management
•Project execution quality
•Open/MF/IMS specialty for PMFocus on:
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Critical Skill Development Tracking
Skill Category Critical Skill Justification Action Plan Critical Training and ApproachBudget( $ K
USD)
Practitioner Planned Completion
DateName Location
Develop and
Manage Project
actual skill
Perform Project
Management System
Execution
More and more big deals/
new solution deals in
pipeline requires more
experienced PM to
manage project in a
complex situation
Classroom
Training
PM11G-Leadership in a Project Team
Environment8
PM manager
NominationPRC /
Classroom
Training
PM31G-Applied Project Management in a
Customer Environment8
PM manager
NominationPRC /
Manage Project Finance
Classroom
TrainingPM63D1-Financial Management for PMs 3
PM manager
NominationPRC /
On-Job TrainingIPPF training 2 ALL PM PRC July 2012
General PM
skills
Project Management Skill
Refreshment
PM need to refresh the
skill/knowledge on project
management trend or
from the lesson
learnt/experience sharing
from peers
Classroom
TrainingPM University 60 ALL PM SC July 2012
On-Job TrainingNew/Junior PM/DPE project management
training10 TBN PRC /
PM Certification
PMP certificationPM need get related
certification as their
career development .
Company also need
enough certified PM for SI
business.
Self StudyPM35G, PMP® Exam Prep Intensive
Workshop in 2Q10
PM manager
NominationPRC June 2012
PMP Review Self Study PMI register and CFO approval 522 PM submit
review alreadyPRC Apr 2012
工信部系统集成项目经理 Self Study 工信部软考Mar 2012/ Nov 2012 15 23 PM enrolled PRC Mar 2012/ Nov 2012
工信部系统集成高级项目
经理Self Study 工信部软考Mar 2012/ Nov 2012 17 23 PM enrolled PRC Mar 2012/ Nov 2012
IT infrastructure
Specialty skill
Open related Training for
PM
PM should have specialty
knowledge to manage
project and plan the
effective project schedule.
Fly-In
Workshop
Open related Training list will be worked
out and sent to location PM manager select
when host location PM meeting ( 1 day
training with some topics led by Yuan in
hua )
10ALL Non Site
PMPRC By Request
MF Knowledge training for
PM
Classroom
Training
MF Knowledge training for PM designed
by Fu Lian han.(1.5 day training in will
hosted in NC and EC in schedule time)
15 All MF PM NC&EC June 2012/ Nov 2012
Cloud managed service
enable training for DPES
Classroom
Training
Cloud managed service enable training for
DPEs will arrange on May 9th in Suzhou
(1day training include Data Center
knowledge and ITM )
5 All IMS DPEs NC&EC May 9~10 2012
PM Critical Training Planning - 2012
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谢谢大家谢谢大家谢谢大家谢谢大家!!!!
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