1. Il Project Manager in azienda:
l’esempio IBM
Edoardo Grimaldi
Senior Project Manager
IBM Italia
Lecce, Febbraio 2014
1

2. Project Management Professional: roles and responsibilities
Project Management professionals perform an array of project related activities,
including:
• Initiating and planning
• Developing and managing cost structures
• Tracking and reporting deliverables
• Managing scope, risk, issues, and change
• Managing contracts
• Applying project management processes and tools
• Managing customer expectations and satisfaction
• ….. significant knowledge and skills in communication, negotiation, problem
solving, and leadership
2

3. Industry Insights:
Major Trends
3 Major Business Drivers forcing organizations toward greater
excellence in project, program and portfolio management
Slow Economic Growth
+
Shifting Global Market Priorities
+
Push for Innovation
=
3

4. Industry Insights:
Importance of PM Basics
By optimizing strengths and improving on weaknesses in Core Project
Management Practices, an organization puts fewer dollars at risk on each project.
According to PMI’s 2013 Pulse of the Profession report, an average of 62%
of projects successfully met their original goals and business intent in 2012
(down from 64% in 2011).
Project Dollars at Risk
% of Projects
Meeting
Original
Goals And
Business
Intent
75%
US$90,000
US$2,250,000
US$4,500,000
70%
US$108,000
US$2,700,000
US$5,400,000
62%
US$135,000
US$3,375,000
US$6,750,000
US$1M
US$25M
(Study Average)
Source: PMI 2011 Pulse of the Profession Survey
US$50M
Project Size
4

5. IBM PM Program:
The recognized its internal challenge...
IBM Justification
Project management was identified as key to
reliably delivering business commitments
Lack of project management discipline was
identified as a major factor in failure ...
... contributed to by the entire organization
5

6. IBM PM Program:
… and developed an enterprise approach to PM
The Charter
The Business Charter: Raise PM to a Core Competence
The Change Agent: PM Center of Excellence
One Consistent PM Approach
Qualified PMs on Significant Projects
Strong Project Performance Measurements
Accountable PMs and Executives
A vibrant PM Community of Practice
The End Result: A Project Based Enterprise
6

7. Global Initiatives
Pre-sales collateral: support materials
and client services
T-Shape / PM Eminence:
Building the experience and skills to drive IBM
delivery capabilities
Community Programs: as part of
PMKN, intellectual capital and
successful eSharenets. Giveback
activities to support the profession.
Superior projects recognized with Project
of the Year
Methods and Tools, and Maturity:
IPWC deployment guidance, RPM
migration advice, WWPMM and
WWPgMM methods definition and
support. PMPMG2 embedded in GS
Risk
Employee Assessment Tools:
PMSA to determine the education
path and CRT to identify the gaps
against a capability level
Project Management
Center of Excellence
PM Profession Leaders &
Capability Advisors: to assist PM
Practitioners by region and Business
Unit
PM Mentoring Support: preferred Giveback
activity for Certified PMs. Ways to identify
and engage PM mentors, check-lists and
support
PM Education through the PM
University: more than 100 courses
in all delivery formats in the PMI
awarded curriculum. Education, by
business unit, capability level, skill,
business unit, specialty and region.
PM Skill Acceleration Programs:
to help managementendorsed/confirmed employees to
grow their PM skills through
dedicated programs
Career Grow & Validation:
Process, Requirements and
Reviewers to assess candidates
7
7

8. Key Initiatives:
Career Growth and Validation
We validate PM experience through a common global
process
 Tiers of qualification to provide a logical
career path for PM professionals through
IBM Career Framework
 A formal process for validating demonstrated
capabilities and existing certification programs
 Common education and experience
requirements with provision for
specialization

Knowledge test to verify retained learning

Verification of technical experience

Professional PM experience
Qualification.
A yardstick must be
available to measure
capability for staffing.
 Evidence of dedication to the profession
 Periodic revalidation
8
18

9. IBM Career paths
•Architect
•Consultant
•Enterprise Operations
•Finance
•General Executive Management
•Hardware Development & Support
•Human Resources
•IT Specialist
•Manufacturing
•Marketing and Communications
•Product Services
•Project Management
•Research
•Sales
•Services Solutions Management
•Software Development and Support
•Supply Chain
•Technical Services
9

10. La Professione del PM in IBM
 5 livelli di carriera/qualifica:
 Entry PM
 Associate PM
 Advisory PM
 Senior PM
 Executive PM
Level
Entry
Definition
Prioritizes tasks with appropriate guidance. Works to develop expertise in the capability. Supervision is
provided as needed, and progress is regularly checked.
Associate
Normally works independently, takes the initiative, follows the work plan, checks progress against objectives,
and reports any deviations. Seeks guidance on key issues as appropriate, and continues to develop expertise
in the capability.
Advisory
Works independently but keeps leadership promptly apprised of work status, raising issues of risk to the
appropriate level and at the appropriate time. Works effectively and efficiently with minimal oversight. Seeks
guidance on key issues as appropriate. Has a solid level of expertise in the capability.
Senior
Is recognized as an authority in the capability, independently handling unique situations and assisting others.
Mentors and helps develop less experienced employees in the capability.
Executive
Is recognized as a subject matter expert within IBM, and perhaps outside IBM, in a particular area. Often
handles the most challenging situations. Takes responsibility for moving the business in a specific direction.
Stays up to date on external developments in the area of expertise and on the ways that IBM can address
these developments or use them to best advantage.
10

11. Project Management Roadmap
Executive PM
Certified
Professional
(Thought Leader)
Senior PM Certified
Professional
(Expert)
Certification
Advisory PM
Professional
(Experienced)
Accreditation
Associate PM
Professional
(Foundation)
Years
11

12. Project Management: Percorsi di Carriera
General Manager
Years
Vice President
Validation
Director, Sr. Project Exec, Portfolio Manager,
Exec Transition Manager
Certification
Sr. Certified PM
Project Executive, Program/Portfolio Manager,
Hardware/Software Program Manager, Delivery
Project Exec, Exec Delivery Program Manager,
Sr. Transition Manager, Program Manager
Delivery Project Exec, Business Area Manager,
Program Manager, Hardware/Software Project Manager,
Transition Manager, Sr. Delivery Program Manager, Deputy
Delivery Project Exec
Certified PM
Advisory PM
Associate PM
Accreditation
Project Manager, Hardware/ Software Project Manager,
Transition Manager, Tech Resolution Manager
Team Leader, Project Assistant, Hardware/
Software Assistant Mgr, Tech Resolution manager
Years
New to position
12

13. MP&P Validation Requirements from April 2013
Entry
Associate PM /
Foundation
Advisory PM / Experienced
Not required
Basic PM: Associate
Basic PM Skills: Advisory
Not required
2 years
Technical/Industry/Business
Experience (no overlap with PM)
Not required
Specialty Experience
Experience: Project Phases
Category
Basic Project Management &
Specialty Skills
Project Management Experience
Senior PM / Expert
Executive PM / Thought Leader
3 years
Basic PM Skills: Senior
& One Specialty
4 years
Basic PM Skills: Executive
& One Specialty
6 years
1 year
2 years
2 years
2 years
Not required
Not required
Not required
Not required
At least Two Phases
At least Three Phases
All Phases - must have
participanted in a
Concept/Proposal phase
All Project Phases - must have led a
Concept/Proposal or Solution Design
Phase
Not required
Not required
5 of 10 complexity factors
spanning career
8 of 10 complexity factors spanning career
and Program Management evidences. At
least 1 complex project OR additional
program management evidences
PMO, PM
Fundamentals (PMF)
and Understanding
WWPMM
PMO, PMF, WWPMM,
Contracting/Finance
OR Complete PMSA +
WWPMM + courses for
identified deficiencies
Complete Basic OR
Equivalent PM Curriculum
(20 hours should be in the
last 3 years) + 16 hours
specialty education
Complete Basic OR Equivalent PM
Curriculum (20 hours should be in the last
3 years) + 16 hours specialty education +
24 hrs Program Management Education
3 years - can overlap project, technical industry & business experience
Experience: Complexity
Not required
Education
Project
Manage-ment
Orientation
(PMO)
Knowledge - PMP Exam
Not required
Not required
Not required
Participate in at
least 1 project
as team leader
for 6 months or
team member
for 12 months
Participate in at least
two project(s) – as
project manager or
team leader (3 FTEs
for 6 consecutive
months OR 3 FTEs for
12 non-consecutive
months)
Manage minimum of 2
projects (5 FTEs for 6
consecutive months) OR 1
aggregate with 5 FTEs over
12 months and 1 standard
project (5 FTEs for 6
consecutive months)
Manage minimum of 3 projects
((2) 5 & (1) 10 FTEs for 6
months; at least 1 project in
specialty, as IBMer, & last 4
years). One could be an
aggregate of 5 FTEs over 12
months
Manage minimum of 4 projects
((2) 5, (1) 10 & (1) 20 FTEs for 6
months; 1 project as IBMer & last 3
years) At least 2 projects in
specialty
Not required
Not required
1 instance
2 instances
2 instances
Project Profiles (number of
profiles as PM)
Giveback Instances
Pass OR complete education alternative (where applicable)
13

14. Accreditation: Requirements
•
Project Management Experience
–
–
•
Technical/Business/Industry/Experience
–
–
•
Associate - 2 anni
Advisory - 3 anni
Associate – 1 anno
Advisory - 2 anni
Education / Knowledge
–
Associate PM
•
–
Advisory PM
•
•
•
Path di corsi a livello Foundation
Path di corsi a livello xperienced
Familiarizzazione con il PMBoK
Esperienze su progetti
–
Associate
•
–
Team Leader su 2 progetti di durata minima 6 mesi con 3 FTEs
Advisory
•
Gestione come PM di 2 progetti di durata minima 6 mesi con 5 FTEs
Sottomissione e valutazione di un package
14

15. Certification: Requirements
•
Project Management Experience
–
–
•
Technical/Business/Industry/Experience
–
–
•
Senior PM – 4 anni
Executive PM - 6 anni (2 anni su progetti complessi)
Senior PM – 2 anni
Executive PM - 2 anni
Education / Knowledge
–
Senior PM / Executive PM
•
•
•
•
Path di corsi a livello IBM PM Basic Education
Corsi/workshop specialistici sul PM
Esame PMP del PMI (*)
Esperienze su progetti
–
Senior PM
–
Advisory
•
•
•
•
Gestione come PM di 3 progetti di durata minima 6 mesi con 5/10 FTEs
Gestione come PM di 4 progetti di durata minima 6 mesi con 5/10/20 FTEs
Gestione di almeno 2 progetti complessi
Giveback activitiies
–
2 attività di tipo: Mentorship, Risk Assessment, etc.
Sottomissione e valutazione di un package
Colloquio/intervista con PM board
15

16. Basic PM Skills
RELATIONSHIP AND LEADERSHIP
 Perform Effective Negotiations
 Apply Communication Skills
 Use Problem Solving Techniques
 Apply Organizational Change Techniques
 Manage Stakeholder Relationships
 Lead Teams
.................
BUSINESS
• Analyze Customer Business Environment
• Perform Strategic Planning
• Perform Business Development
• Develop Agreements, Proposals & Contracts
• Apply Business Control Requirements
• Perform Program Management.
•................
DEVELOP & MANAGE PROJECT PHASES
• Develop Project Management System
• Execute Project Management System
• Manage Project Finances
• Manage Project Risks
• Manage Project Change
• Manage Project Quality
• Manage Project Resources
• Perform Project Closing Activities
•............
16

17. Managing Projects and Programs (MP&P) Specialty Skills
Specialties define additional knowledge, skills, and experience that are
required in different areas of IBM’s business.
• Systems Integration: SI-External (SI-E)
• System Integration: SI-Internal (SI-I)
• Managed Operations
• IT Infrastructure
• Quality Assurance and Risk Management
• Transition and Transformation
• Software Development
• Hardware Development
• Service Delivery Management / Delivery Project Executive
17

18. IBM Internal Certification – Validation package (Expert and Thought Leader)
Execute capability milestone plan
Finalize documentation and verify
completeness
Validate and document fulfilment
of milestone requirements
Submit documentation for
approval
The Project Management Board
• three Board members assigned as interviewers
• consensus meeting – quarterly PM Certification Board
• Board members vote to determine the outcome: approved or denied
• If denied, the Board provides specific recommendations to
candidate and manager to address the issues before re-applying for
validation.
• results of the Board is made public by BB and audit trail
18

19. Education requirements for MP&P Validation
Item / MP&P
Level
Entry
Associate PM
Foundation
Advisory PM /
Experienced
Senior PM /
Expert
Executive PM /
Thought
Leader
Basic
Education
PM Orientation
(PM54G) for PMs
or
PM Principles
(PM99G) for nonPMs
PM Orientation
(PM54G)
and
PM Fundamentals
(PM10G) and
Understanding
WWPMM (PM36G)
PM Fundamentals
(PM10G)
and Understanding
WWPMM (PM36G) and
Contracting/Finance
or
WWPMM and Courses
for identified deficiencies
from PMSA
Complete
Basic
or
Equivalent
PM
Curriculum
Complete Basic
or
Equivalent PM
Curriculum
and
24 Hours of
Program
Management
Education
Specialty
Education
Not required
16 hrs/specialty
Currency
Education
Not required
Not required if basic/equivalent
education was completed in the
last 3 years before package
submission. If the basic or
equivalent education was
(partly) taken before these 3
years, then the candidate must
take at least 20 relevant
education hours within these last
3 years.
19

20. IBM Internal Certification – Revalidation package
Certified PM (Senior PM/Expert and Executive PM/Thought Leader) are required to
revalidate their certification status every three years.
Failure to revalidate in the three-year period will result in withdrawal of a candidate’s
certification status.
Submit revalidation package three years after the initial certification or previous
revalidation.
Revalidation requirements for Senior PM/Expert and Executive PM/Thought Leader
Professional currency
Active involvement in the project management profession throughout the
three-year revalidation cycle
Continuing education
A total of 60 hours during the three-year revalidation cycle
A total of 20 hours of the 60 hours must come from the Advanced
or Program Management Curriculum
Professional contributions
(giveback/mentoring)
A total of 120 hours during the three-year revalidation cycle
20

21. IBM Project Management by the Numbers
IBM Project Management Knowledge Network
43,000+ PMKN Connections Community members
IBM’s 26,500+ Project Managers
have over 100,000 years of
experience*
IBM Project Management Practitioners
Over 18,000 IBMers have received the PMI PMP Certification
Over 4,300 PM Practitioners are IBM Certified
3,023 PM Experts and 1,326 PM Thought Leaders
21

22. PM Professionals’ in IBM Italia
PM Professionals' in IBM 334
130
167
Certified PM –
Senior – Expert
Exec PM – Thought
Leader
Others
37
PM Professionals' in IBM 334
32
20
102
46
134
GBS 102
34
51
GBS
GTS/SO/ITS
SWG
S&D
Other
Certified PM – Senior –
Expert
Exec PM – Thought
Leader
Others
17
(from CF: June 2013)
22

23. Key Initiatives:
PM Method
We use a common project management method for all
IBM business worldwide
IBM’s Worldwide Project Management Method (WWPMM)
 Defines how to shape,
manage, and execute.
 Integrated into the business
 Adapted to different technical
methods for different types of
work
 Portable and predictable
 Expands on PMI’s PM Body of
Knowledge (PMBOK)
23

24. The Project Management Institute (PMI) and IBM
In 1997, IBM established a partnership with the Project Management
Institute® (PMI).
PMI is a worldwide professional association for Project Management.
The partnership provides a link for IBM to the project management
community at large level.
With the PMI membership IBM is in position to participate in a community to
exchange experiences, skills, competencies and strategy views for current and
future Project Management profession place outside IBM.
IBM fa parte del GLOBAL Executive Council del PMI
24

25. The IBM Project Manager:
Preparing for the Future



Traditional PM skills are needed to form our technical expertise
Additional competencies are required to meet new business demands
driven by project complexity, social technology, and client requirements for
agility.
The new IBM Project Manager will bring additional value to IBM and to our
clients with competency in:
 LEADERSHIP
 STRATEGIC / MANAGEMENT
Strategic /
Management
Personal Challenge: Embrace these and build personal eminence
25

26. The IBM Project Manager:
Putting Eminence in Context
Eminence
REPUTATION
RESULTS
Thought Leadership
=
X
ACTIONS
Communication
Collaboration
X
Contribution
Experience
Skills
Capabilities
FOUNDATIONS
© Lorian Lipton 2013
26

27. References
PMP Handbook
http://www.pmi.org/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx
Project Management Center of Excellence (PM/COE)
http://w3-03.ibm.com/transform/project/home_0301.html
Project Management Institute (PMI)
www.pmi.org
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
PM Italy Site
https://w3-connections.ibm.com/wikis/home?lang=en_US#!/wiki/pmitaly
27

28. Grazie
Edoardo Grimaldi
edo_grim@it.ibm.com
03/03/2014
Project Management Institute Southern Italy Chapter © Copyright
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