项目管理【英文】
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Solution Design
Solution Delivery
Failure to set and manage customer expectations / satisfaction.
Inability to acquire properly skilled resources. Ineffective project initiation.
11 10 9 8 7
12
1 2 3 4
Scope
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.
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. .
Centers for IBM e-Business Innovation :: Chicago
IBM Project Management
October 2005
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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.
Studies show that lack of good project management often leads to failed projects.
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.
© 2005 IBM Corporation
Centers for IBM e-BusinesLeabharlann Baidu Innovation :: Chicago
Project Management is usually seen as managing the interrelationship of three critical success factors for each project.
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago Lack of Why do projects fail? Discipline (Common PM Reasons) Accountability Skills
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.
Solution Delivery
Failure to set and manage customer expectations / satisfaction.
Inability to acquire properly skilled resources. Ineffective project initiation.
11 10 9 8 7
12
1 2 3 4
Scope
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.
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. .
Centers for IBM e-Business Innovation :: Chicago
IBM Project Management
October 2005
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago
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.
Studies show that lack of good project management often leads to failed projects.
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.
© 2005 IBM Corporation
Centers for IBM e-BusinesLeabharlann Baidu Innovation :: Chicago
Project Management is usually seen as managing the interrelationship of three critical success factors for each project.
© 2005 IBM Corporation
Centers for IBM e-Business Innovation :: Chicago Lack of Why do projects fail? Discipline (Common PM Reasons) Accountability Skills
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.