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

2. Centers for IBM e-Business Innovation :: Chicago © 2007 IBM Corporation Automotive Parts Ordering Website  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  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  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  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 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)  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) Solution Overview The Hurdles Smooth Sailing  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  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 Results * Note: all customers view contracts as fixed price regardless of contractual terms. Additional hours need to be justifiable, defended and approved.

3. Centers for IBM e-Business Innovation :: Chicago © 2007 IBM Corporation Large Retail establishment of Web Channel – Project was in Troubled status  Business Consulting Services to work with the customer on Merchandising, Logistics, Store Integration, Business Case, Marketing, Catalog and Branding  eBusiness 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)  Business Consulting Services to work with the customer on Merchandising, Logistics, Store Integration, Business Case, Marketing, Catalog and Branding  eBusiness 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)  Scope was not well established  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  Scope was not well established  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  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  Forced process and formal reviews  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  Forced process and formal reviews Solution Overview Actions Why all the trouble?  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  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 Results