Enterprise
Project Management Methodology (EPMM), IBM
This paper talks about the challenges
faced with current available methodologies
today and how these challenges can be overcome
by implementing EPMM. As of today, Project
Portfolio Management (PPM) is the only methodology
that caters to large projects. However,
PPM does not address scenarios where projects
scale across business verticals and are
characterized by rapidly changing requirements
scope, staffing and cost parameters. Projects
of above nature need a multi-level view
based methodology that enables executives
to make crucial decisions. EPMM specifically
caters to such projects by providing a framework
which provides a distinct view of the project
to each level of the management, as also
providing a means to conducting regular
PM tasks. EPMM works well in matrix organization.
EPMM is most effectively implemented in
projects that have 8000 – 15000 person
hours of efforts. EPMM can be implemented
in a 4 step plan which metamorphoses the
PM practice of an organization from a non-EPMM
based methodology to the EPMM methodology.
The EPMM is independent of any single business
domain. It can be applied as-is or customized
to suit requirements of any intended implementation.
The authors are PM Practitioners
in the area of Telecom Business Support
Systems and are with IBM Global Services
India since 2000. They are involved in managing
projects from end to end and have a fine
understanding of the PM practice. They handle
multi-vertical projects of varying head
counts for the end customers, and are responsible
for ensuring successful completion and delivery
of projects.
Nagendra
Chakka is B.E, from
Bombay University. He brings with him a
rich knowledge bank in the area of PM Practice.
Gajanan
Balasubramaniam is a
B.E. from University of Mumbai and FPGDST
from NCST, Bangalore. He is accredited with
CFPS certification.
Vimala
Subramanian is a Rank
Holder in B.E., from Bharathiar University
and a CSTE, CSTP.
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