Centers for IBM eBusiness Innovation Chicago Sample Projects

Centers for IBM e-Business Innovation : : Chicago Sample Projects October 2007 © 2007 IBM Corporation

Centers for IBM e-Business Innovation : : Chicago Automotive Parts Ordering Website Smooth Sailing Solution Overview § Custom application development leveraging common technology § Estimation and Quality Review performed by seasoned Associate Partner and Enterprise Architects § Time and Material Contract* § Leveraged Global resource model (30% US Based and 70% India) § Solution Outline, Macro Design, part of Micro Design, UAT and deploy primarily in the US § Lead from India was consistent throughout the project § Lead Architect and Project Manager consistent on remain in the US throughout the project § Associate Partner remained involved * Note: all customers view contracts as fixed price regardless of contractual terms. Additional hours need to be justifiable, defended and approved. § Established good Project Management process and disciplines early § Excellent, experienced team § Reasonable customer but we established and reinforced expectations and maintained communication § Re-baseline the project during micro design and developed a very detailed work breakdown structure § Allowed us to confirm the estimates § Entire team supported methodology The Hurdles § The BA resigned from the company 4 weeks into the project -> The PM assumed the BA role and completed the process flows and use cases (Resource) § User Experience resource expanded scope by placing additional functionality (dashboard) in the wireframes and obtain customer approval -> AP got very excited and assembled team leads to review impact (Scope Control) § Customer changed the data retrieval architecture after the design was approved -> executed change control for an additional 200 hours of rework effort (Change Management) § India team was not on schedule…initial ‘gut’ feel they were behind which was quickly confirmed by reviewing WBS and status -> By refocusing the team the time was recovered (Managing the Plan) Results § Project Delivered on time and slightly under budget § Customer was highly satisfied and referenceable § Project team was highly motivated – high morale § Profitable contract § Established a pattern for a successful delivery model © 2007 IBM Corporation

Centers for IBM e-Business Innovation : : Chicago Large Retail establishment of Web Channel – Project was in Troubled status Why all the trouble? § Scope was not well established Solution Overview § Business Consulting Services to work with the customer on Merchandising, Logistics, Store Integration, Business Case, Marketing, Catalog and Branding § e. Business development team was responsible for the design, build, test and deployment of the web site § Time and Material Contract with a strong set of deliverables § Joint customer / IBM team § 72, 000 hours of IBM time § 3 rd Party vendors responsible for catalog creation (images, data and romance descriptions, etc) § Project Org was depicted as circles within circles § Work effort was not understood § Processes were new and undefined § Timelines were unrealistic § Poor relationship with the customer § Roles and responsibilities were not defined § Team did not have the necessary skills to execute § Deliverables were ambiguous § Progress was not demonstrated Actions § Refine scope and teams at a high-level § Establish roles, responsibilities and leadership within teams § Define deliverables § Establish open communication with customer based on honesty, expertise and respect § Establish a joint project plans with dependencies § Establish risk plans and issues logs § Held people accountable and revised staff as required Results § Biggest risk and dependency caused the project to be 4 months late (catalog creation) § Established an excellent relationship with the customer § IBM team was well respected § Site was an IBM reference § Won additional support and redesign workl § Forced process and formal reviews © 2007 IBM Corporation