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

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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 ?

4

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

8

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

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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

13

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

14

PM Profession Career Roadmap-The PM profession has established specific levels

15

PM Professional Career Roadmap- Cont.

16

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:

18

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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