IBM Career Smart Framework Managing Projectsand Programs Guidance

Managing Projects and Programs Capability
Capability Description
Managing projects and programs involves delivering optimum client business solutions by executing quality projects on time and budget based on worldwide industry best in class
methods, tools and processes which are aligned to the client industry and technical environment. Value is achieved and recognized by the client only when these solutions are
delivered to meet or exceed client expectations and contribute to client and IBM success. Refer to https://w3.ibm.com/learning/lati/sites/career-development-guidancesite/html/pages/cf_capabilities_vg.html?capabilityId=CAP0007 for additional information.
Capability statements are in white rows
Capability statement guidance is in green rows
Core Content
Entry
Engaged project team or mentor to
review formal project documents
(SOW and project charter) to
identify the role and relationship of
project sponsors and team
members and interacted effectively
to meet the clients' expectations.
12/14/2009
Sponsor/Stakeholder Agreement Management Theme

Foundation
Experienced
Expert
Reviewed and verified your
responsibilities and deliverables
with your team leader and ensured
they met client expectations,
quality requirements and
conditions of satisfaction (COS).
Developed, maintained, and

managed relationships throughout
the sponsor and project
organizations to ensure client
value, sponsorship, involvement,
and commitment.
IBM CareerSmart Framework - Internal Use Only
Expanded relationships to
functional and executive levels and
provided leadership in a steering
committee. Drove client value by
identifying opportunities for followon business by considering
multiple capabilities within IBM.
Collaborated with the account
team to provide optimum client
business solutions.
Thought Leader
Maintained long-term executive
client relationships, credibility, and
trust despite short-term setbacks
and influenced others to do the
same.
Directed the account team to
propose, close and win
opportunities for follow-on
business by considering multiple
capabilities within IBM to provide
optimum client business solutions.
Copyright IBM Corp. 2008, 2009
Page 1 of 48

Reviewed SOW and Project
Charter with mentor and team
members for identification of and
contribution to project deliverables.
Met with Team Leader and verified
project team assignments and
sponsor roles.
Contributed to project kick-off
meeting and team status meetings
by recording and distributing
meeting minutes and soliciting
feedback from team members.
For the S&D Business Unit,
obtained the Project Charter, SOW
and Team Organizational Structure
from Business Transformation
Team Leader (BTTL) or Product
Development Team Leader
(PDTL).
12/14/2009
Documented client and sponsor

expectations for deliverables via
the approved tools as documented
in the technical environment. (e.g.
Teamroom, Project Control Book,
etc.).
Retrieved templates from the
Intellectual Capital Database as a
basis for developing Conditions of
Satisfaction (COS), Project
Charter, Statement of Work
(SOW), etc for this project.
S&D Business Unit Guidance Expert Level most likely can
provide the Conditions of
Satisfaction; Check the project
charter from the PDTL or BTTL for
more information.
Reviewed Conditions of
Satisfaction (COS) and project
success criteria with client, project
sponsors and stakeholders to
ensure consistent execution of the
project.
Developed a project organizational
structure which documents all the
stakeholders and their roles on a
project.
Contributed to the development of
the SOW and assisted in resolving
issues to ensure client value.
Established, negotiated and gained Identified and developed account

client, sponsor or stakeholder
or market segment growth
agreement on Conditions of
opportunities and negotiated
Satisfaction (COS) and project
relevant agreements by engaging
success criteria.
critical team members,
Defined and documented the SOW stakeholders, multiple IBM
and obtained agreement from the organizations, client executives,
client or an Internal Executive
LoB executives and business
Review Board. The SOW included partners to ensure client value.
the description of scope of work, Analyzed each stakeholder's
services or product, list of
incentives and objectives for the
deliverables and associated
project to determine opportunities
delivery and acceptance
for growth and provide optimum
conditions, schedule of major
client business solutions.
milestones, client or subcontractor
requirements and responsibilities,
completion criteria and the terms
and conditions,
Resolved issues surrounding the
development of the SOW and
COS and assisted team members
in identifying client value in the
Page 2 of 48

Project and Work Plan Theme
Entry
Foundation
Experienced
Expert
Contributed to the definition of

project requirements and the
integrated project plans for a
component of the entire project.
Identified the tasks, hours and
costs associated with the project
plan component. Identified client
value from discussions with Project
Leader and other team members.

the integrated project plans for
entire project and developed the
plan for team or subproject
including hours and cost
estimates. Identified and
documented client value from
discussions with Project Leader
and other team members.
Articulated the project baseline

and ensured that all team
members (IBM, client and
subcontractors) determined their
responsibilities as it relates to
client value. Estimated costs and
staffing, plan, develop, and
forecasted a component of the
integrated project plans. Reviewed
and gained agreement with the
team to manage the project as
defined by the WWPMM Project
Management System Summary to
provide optimum client solutions.
Established a Project Management

System. Developed requirements
baseline to provide client value
with staffing and cost estimates
that were approved by the client.
Gained agreement on change
management process with team
and client organization.
Directed the establishment of the

Project Management System to
ensure focus on client value.
Integrated all components of the
plan to ensure the requirements
for your large complex project or
program maximized client value
and were approved by the client.
Collaborated with team members

to define, develop and document
your portion of the project plan in
the selected PM tool (MS Project,
Rational Portfolio Manager, etc.).
This could have included tasks,
risks, estimating hours, cost,
headcount, etc. for your portion of
the plan. Reviewed the project
baseline assumptions with project
manager to ensure alignment with
client value.
Used appropriate tools and

methods to develop a subproject
plan incorporating the baseline
assumptions as an input. This
could have included tasks, risks,
estimating hours, cost, headcount,
etc. for the plan of the subproject.
Reviewed the project baseline
assumptions with project manager
and team to ensure alignment with
client value.
Used appropriate tools and

methods to develop a project plan
incorporating the baseline
assumptions as an input. This
could have included tasks, risks,
estimating hours, cost, headcount,
etc. for the plan of the project.
Assisted and mentored Entry and
Foundation Level PMs in the
creation and integration of their
project plans. Reviewed the
project baseline assumptions with
project manager and team to
ensure alignment with client value.
Directed the selection of methods

and tools used to develop the
Project Management System and
the integrated project plans that
were used to define the agreement
between IBM and the client or
sponsor. Evidence provided
included: Scope of work, Financial
Baseline, Description of services
and products, List of deliverables
and the associated Conditions of
Satisfaction (COS), A high level
schedule that was built using
appropriate tools, Client or
subcontractor requirements and
responsibilities, Completion
criteria, Terms and conditions.
Integrated the project team
components to develop the project
baseline to ensure optimum client
value.
Approved the methods and tools

used to develop the Project
Management System. Integrated
project plans for your complex
project or program that was used
to define the agreement between
IBM and the client or sponsor.
Evidence provided included: Scope
of work, Financial Baseline, List of
services and products, List of
deliverables and the associated
Conditions of Satisfaction (COS),
A high level schedule that was built
using appropriate tools, Client or
subcontractor requirements and
responsibilities, Completion
criteria, Terms and conditions.
Developed and explained project
baseline assumptions and the
impact of any special
considerations to all team
members to maximize client value.
12/14/2009
Thought Leader
Page 3 of 48

Work Plan Execution - Change Management Theme
Entry
Foundation
Experienced
Expert
Thought Leader
Reviewed the change

management process established
for your project with the project
manager. Collaborated with the
team to maintain awareness of
potential impact of changes to the
project and to client value.
Implemented and complied with

the selected change management
process. Assisted project
manager in the creation and
maintenance of the Change
Management log. Recorded in the
selected tool, changes approved
by the Change Control Board,
sizings, estimated costs, and
associated impacts to the project
and client value.
Performed change request

analysis to determine the benefits
and detriments for client value and
the project. Provided your
recommendations to the project
manager and the team for their
input and concurrence. Updated
the appropriate project baseline for
approved changes.
Gained client agreement and

commitment to establish and use a
standard Change Control Process
through the implementation of a
Change Control Board. Analyzed
changes to determine impact to
client value and project.
Recommended alternatives to
provide optimum client business
solutions and thereby grew scope
on your project. Presented
Program Change Requests
(PCRs) to the client via the
Change Control Board. Based on
the results of the Change Control
Board, updated and rebaselined
the project plan if there were scope
changes.
Drove change at a Program Level

to penetrate other areas of the
Client's business to provide
optimum client solutions and
additional business for IBM.
Provided guidance and influenced
Change Control Boards to ensure
changes were strategic in nature
and were consistent with client's
industry and business direction to
provide client value.
Read all change management

documentation to become familiar
with the process and to ensure all
changes implemented are in line
with the established Change
Control Process. Used the
selected change management tool
to document changes,
dependencies and the resulting
impact to your component of the
project. Identified pertinent PCRs
and discussed with PM potential
changes for project component
and their impact to client value.
Recorded and tracked PCRs in the

Change Management log.
Documented sizings, estimated
costs, Change Control Board
decisions and associated impacts
to the project and client value for
all changes.
Analyzed project change requests

(PCRs) to determine benefits or
detriments to client value.
Provided written recommendations
for alternate solutions to PCRs to
the project manager and the team
for their input and concurrence.
Mentored junior members of the
team to ensure the Project Control
Log was accurately maintained.
Documented and communicated
the impact of the approved
changes to team members to
ensure update of project baselines.
Presented and demonstrated value Ensured all changes in your

of Change Control Process to the program or portfolio were in-line
client. Gained client commitment with customer strategy and
and established Change Control
business needs. Reviewed
Board. Recommended
program baseline updates and
alternatives to proposed changes gained client acceptance.
that provided additional client value Provided guidance and influenced
and grew scope on the project.
Change Control Boards to ensure
Engaged the Change Control
appropriate decisions were made
Board for change approval.
in a timely fashion. Secured new
Ensured all relevant project
business by identifying additional
documentation was updated and value for client in opportunities
the project baselines reflected the outside of current program scope.
approved changes.
12/14/2009
Page 4 of 48

Work Plan Execution - Financial Management Theme
Entry
Foundation
Experienced
Reviewed the financial baseline of

your project component with
project manager or mentor.
Tracked and reported financial
status (hours, dollars) of your
component using the appropriate
financial management tools.
Identified and notified project
manager of any discrepancies
from your component baseline and
recommended actions to correct.
Performed financial management

of your team or subproject to
ensure successful financial
performance. Reviewed individual
team members weekly status
reports including utilization to
ensure that budgeted cost of work
performed was equal to actual cost
of work performed (BCWP =
ACWP). Took action to correct
variations from plan to ensure subproject was completed on time and
budget. Conducted frequent
financial reviews with project
manager to ensure client value
was achieved.
Developed staff and cost budget to

include full-time equivalent (FTE)
allocation and utilization over the
length of the project. Used IBM's
or client's financial systems and
methods to manage project costs
and took corrective action to
deliver the project per the
estimated cost and plan. Collected
financial status reports from team
members and generated
appropriate earned value analysis
reports on a timely basis to ensure
client value.
12/14/2009
Expert
Thought Leader
Established the financial

Addressed financial discrepancies
management system, ensured all in a timely manner and
team members were proficient in renegotiated to gain client approval
its use, and mentored team
for resolution. Resolved
members on financial
delinquent invoices to ensure
management as required.
timely payment. Ensured entire
Ensured team assignments and
team was focused on providing
allocations were appropriate over client value by meeting or
the course of the project.
exceeding the financial
Assigned and balanced resources commitments of the project or
at the appropriate level to ensure program. Considered all sources
client value. Tracked and reported of resourcing projects including
financial results via earned value global resources to ensure that
reports from team members to
client value was maximized.
ensure project financial targets
Presented financial information to
were met. Resolved financial
client executives to demonstrate
variances by renegotiating financial IBM's on-going value to the client.
commitments with the client and
rebaselining the project if required.
Page 5 of 48

Reviewed financial processes to
identify the components (hours,
tasks, dollars, deliverables, etc.)
that are tracked and reported in
the management of your project or
sub-project budgets. Reported
variances to baseline to the project
manager with recommendations to
get back on track. Provided hours
or cost for invoicing at component
level.
12/14/2009
Tracked project costs and

contributed to earned value
analysis for sub-project. Reviewed
appropriate earned value reports
with project manager and team to
ensure client value. Provided
hours and costs for invoicing at
subproject level. Took corrective
actions, as appropriate, to keep
sub-project on plan. Delivered
financial status on a timely basis to
contribute to the delivery of the
project on time and on budget.
Developed and managed the

overall budget and delivered the
project as per the estimated cost
and plan. Tracked FTEs and
project cost, identified variances
and took corrective action as
necessary including renegotiating
the baseline if needed.
Consolidated all costs for customer
invoicing. Utilized earned value
reports to ensure client value.
As a component of the project kick- Established the threshold to trigger

financial exception process for the
off meeting, ensured the data
collection, earned value analysis, project or program. Resolved
reporting and invoice generation of delinquent invoices with client in a
the financial management system timely manner. Conducted regular
financial status reviews with team
were presented to all team
members. Continually mentored and mentored team members to
close financial knowledge and skill
team members to ensure
gaps. Directed the team to pursue
proficiency in the use of the
attainment of the most cost
financial measurement system.
Made optimum assignments and effective and skilled resources to
allocations of team members over ensure client value. Presented
financial information to client
the course of the project.
Assigned and balanced resources executives to demonstrate IBM's
at the appropriate level to ensure on-going value to the client.
client value. Tracked and reported
financial results via earned value
reports from data submitted by
team members to ensure project
financial targets were met.
Resolved financial variances by
renegotiating financial
commitments with the client and
rebaselining the project as
required.
Page 6 of 48

Work Plan Execution - Deliverables Management Theme
Entry
Foundation
Experienced
Determined the difference between

client work products and project
deliverables. Ensured the work
products and deliverables for your
component were validated against
the quality plan.
Managed deliverables for your

team or subproject and ensured
the work products and deliverables
produced were validated against
the customer acceptance criteria
based on the quality plan.
Demonstrated value add to the

client by meeting or exceeding
customer acceptance criteria.
the quality plan and assisted in the
mentoring of team members in the
execution of the plan.
Developed the quality plan and

ensured entire team committed
and delivered to the quality plan
that was developed to meet or
exceed client deliverables.
Ensured client acceptance and
sign-off for the deliverables was
obtained.
Ensured quality plan articulated

client value and all client
commitments were met or
exceeded. Leveraged IBM's
commitment to quality and client's
acceptance of deliverables to
generate discussions regarding
future business opportunities.
Selected and hardened
deliverables for asset reuse.
With the assistance of the project

manager or mentor, read and
complied with the metrics
documented in the quality plan.
Produced the work products and
deliverables on budget and on time
for the project component and
reviewed them with the project
manager and team.
Read and complied with metrics

documented in the quality plan.
Produced the work products and
deliverables for your subproject on
budget and on time and reviewed
them with the project manager and
team.
Demonstrated value add to the

client by meeting or exceeding
customer acceptance criteria.
the quality plan and mentored
team members in the execution of
the plan.
Developed the quality plan with

team input. Established mentoring
practices to ensure commitment to
the quality plan. Ensured all work
products and deliverables were in
compliance with quality plan.
Required that all subcontractors
complied with all aspects of the
quality plan. Obtained customer
sign-off for all deliverables.
Met with the client to ensure quality

plan aligned with client's business
needs and provided client value.
Ensured customer acceptance of
all deliverables. Used successful
and timely completion of
deliverables to initiate discussions
with the client regarding additional
business opportunities. Generated
follow-on business based on the
high customer satisfaction.
Engaged team in brain storming
sessions to consider possible
asset reuse.
12/14/2009
Expert
Thought Leader
Page 7 of 48

Work Plan Execution - Tracking and Control Theme
Entry
Foundation
Experienced
Expert
Thought Leader
Reported progress for your project

component by submitting regular
and timely status reports as
defined by the project manager.
Met with project manager or
mentor to become familiar with the
tool used for tracking. Identified
how items tracked aligned with
client value. Reported any
variance and recommended
adjustments to the plan to increase
the probability of project success.
Collected and reported progress

and tracking data for your team or
subproject by using the identified
tool. Assessed the progress of the
subproject to determine if it was
proceeding according to the
agreed baselines. Presented
variances to the baselines to
project manager and team with
recommendations to resolve
variances and thereby increased
the probability of project success.
Tracked, and controlled all plan

activity submitted from project
team members, including
subcontractors. Mentored team
members to ensure compliance
with project business controls.
Created action plans, assigned
tasks from the plan to team
members and ensured action plan
was executed to resolve variances.
Updated project baselines as
needed. Contributed to Project
Phase Assessments in a timely
manner.
Established the controls and

tracking criteria that were used to
manage the project. Gained team
agreement and commitment of the
controls and tracking criteria.
Clearly communicated the client's
business objectives to the team so
that the team supported and
contributed to client value.
Analyzed and validated all plan
activity submitted from project
team members, including
subcontractors to ensure optimum
resource balancing and usage.
Completed Project Phase
Assessments in a timely manner.
Kept the client apprised of project
status and gained concurrence on
project plans, project health, and
action items.
Established with client's

concurrence, a dashboard view
that highlighted key areas of client
interest and the delivery of client
value. Identified any significant
variance to plan and conducted
client negotiations to resolve the
variance. Built a high level
tracking plan that was able to
identify areas of concern in order
to minimize impact to client value.
Established threshold limits with
project managers or teams that
triggered awareness of any
significant variances to plan.
Ensured action plans were in place
to manage areas of concern in a
timely and prudent fashion.
Became proficient in using the

project tracking tool. Generated
timely status reports. Highlighted
any variance from plan and
provided recommended solutions.
Collected and reported status on a

regular basis for your team and
subproject using the identified tool
for the project. Contributed to the
resolution of variances to the
baselines and executed assigned
tasks to resolve variances.
Collected and reported status on a

regular basis using the identified
tool for the project. Created and
implemented action plans to
resolve variances. Mentored team
members in the use of the tool and
to ensure compliance with
business controls. Delivered all
documentation and reports for
Project Phase Assessments in a
timely manner. Updated project
baselines as required.
Established indicators to trigger

potential variances. Developed
corrective action plans to address
variances. Consolidated all input
from team members and
subcontractors and validated
actuals against budget. Optimized
resources to ensure client value.
Mentored team members to
contribute to client's business
objectives. Ensured team
members complied with project
and business controls. Conducted
and reviewed Project Phase
Assessments with team and client.
Adjusted project management plan
as needed.
Established Dashboard criteria for

client presentations. Using the
Dashboard, presented project
health and status to the client on a
regular basis. Determined health
indicators using an appropriate tool
(e.g. Seven Keys). Conducted
regular reviews with key team
members for all components of
projects and program in support of
client value. Scheduled and
participated in Project
Management Reviews as
appropriate. Directed any
corrective action to ensure project
and program is on track.
12/14/2009
Page 8 of 48

Communications Management Theme
Entry
Foundation
Demonstrated effective written

communications, including the use
of proper grammar, spelling,
document organization, clarity, and
use of content appropriate for the
audience in correspondence and
status reporting. Demonstrated
effective verbal communications,
including strong eye contact
(where culturally appropriate),
responsiveness to questions,
ability to stay on subject, use of
good feedback, and follow-up
questions, etc., so that effective
two-way communications was
demonstrated in one-on-one and
small group situations.
Demonstrated effective written and

verbal communications, including
the use of proper grammar,
spelling, document organization,
clarity and use of content
appropriate for the audience and
subject matter for all project
deliverables. Gained proficiency in
identified project communication
tools and mentored team members
on their use. Assisted project
manager with development of
client and team presentations.
12/14/2009
Experienced
Expert
Developed a formal
Provided guidance and
communication plan. Directed the
communication in the areas of
team on the use of standard
project management processes,
tools and techniques. Completed templates from appropriate PM
methodology. Ensured team
formal and consistent status
reports to provide assessment of members were thoroughly familiar
with the communication plan, the
project health and status.
Developed and delivered client and objectives of the project and its
team presentations that were client impact on client value and
business objectives. Applied
value focused. Organized and
persuasive written and oral
maintained project team
communication and negotiation
communication repository (e.g.
skills that developed winning
Team Room).
solutions and resolved conflicting
stakeholder priorities.
Thought Leader
Using effective written and oral
communication skills, grew scope
by conveying the depth and
breadth of IBM expertise and the
value to the client. Developed
strong relationships with clients
and instilled trust by meeting or
exceeding commitments and
obtained client endorsement as a
referenced account for IBM.
Page 9 of 48

Read communication plan and
generated formal status reports on
a regular basis for your
component. Contributed to formal
status reports as related to your
project component.
Communicated effectively both
verbally and in writing to clients,
management and team.
12/14/2009
Contributed to communication plan

deliverables and communicated
effectively both verbally and in
writing to clients, management and
team aligned to the level of
responsibility. Produced formal
status reports, PCRs, team
presentations, project
requirements, documentation and
user guides, etc. for your team or
subproject. Mentored team
members on use of
communication tools.
Conducted productive meetings

with pre-published agenda,
resulting actions and minutes
recorded in the team data
repository. Utilized standard
templates from appropriate PM
methodology and assisted in the
development of a formal
communication plans. Used the
business unit standard process to
gather information from team
members and created a unified
status report. Provided written and
oral reports on a timely basis to
keep all stakeholders informed.
Guided team members to use
project resources (webpages,
knowledge networks, capability
guide, etc.) to assist in the
execution of their assignments.
Developed and delivered client
value focused presentations.
Developed and gained agreement

on a formal project
communications strategy. Created
and posted the communications
plan to the project repository - e.g.
Team Room, Project Control Book,
etc. Analyzed team status reports
to facilitate problem resolution,
recognition of common problems
and ensured the use of best
practices among team members.
Ensured adherence to scheduled
meetings and distribution of
documentation based on the
communication plan. Conducted
kick-off and status meetings with
teams, executives and
engagement partners (vendors,
subcontractors, clients, and
colleagues for other functional
areas) to ensure dissemination of
timely project information.
Based on business unit practices,

established a program office or
equivalent and implemented
project and program
communication processes.
Performed the client advocate role
and was the single point of
accountability for project or
program. Maintained two-way
communications with client,
stakeholders and team.
Developed strong relationships
with client and instilled trust by
meeting or exceeding
commitments and providing client
value. Obtained client
endorsement as a referenced
account for IBM.
Page 10 of 48

Risk/Issue Management Theme
Entry
Identified and tracked risks and
issues for your component and
raised them to the attention of the
project manager in a timely
manner.
12/14/2009
Foundation
Experienced
Expert
Thought Leader
Gained proficiency in identified

project risk and issue management
tools and mentored team members
on their use. Identified risks and
issues on the subproject and
recommended mitigation
strategies to the project manager.
Assisted with the maintenance of
the risk and issue log.
Implemented the formal risk and

issue management plans for your
project. Tracked and resolved risk
and issues raised through
established processes. Became
proficient in the use of the risk and
issue management tool and
processes selected for the project
and mentored team members on
their use. Mentored team
members to be pro-active in the
identification of potential risks and
issues that would impact client
value.
Engaged team and stakeholders in

the creation of the formal risk
management plan including
identifying risks, associated
mitigation plans and appropriate
contingency in the plan.
Established risk and issue
management processes and
ensured they were being executed
according to plan to preserve client
value. Raised items requiring
attention and guided other team
members in effective problem
solving techniques to compare
alternative approaches to provide
solutions for client requirements,
challenges, issues, risks. Tracked
and resolved risk and issues in a
timely manner and employed
contingency if required. Used risks
and issues as an opportunity to
grow project scope.
Presented to and gained

acceptance by stakeholders of all
processes to manage risk and
issues. Ensured sufficient
contingency for program risk and
released contingency funds as
appropriate. Analyzed the impact
of risk and issues at a program
level to identify additional
opportunities with the client.
Ensured all levels of client and
executive management were
aware of risks and issues and
gained their support for
recommended mitigation to
preserve client value.
Demonstrated IBM's expertise and
history of excellence in this area
and how it contributed to delivering
client value. Established the
escalation triggers with team to be
aware of potential impacts to client
value.
Page 11 of 48

Obtained project risk management
plan from project manager and
reviewed it with mentor. Attended
project risk management meetings
and raised and tracked issues in a
timely manner for the component
to contain client risk and issues.
S&D Business Unit Guidance Tracked major risks and issues on
Top Sheet and in BTMT.
12/14/2009
Attended formal risk management

meetings established for the team
or subproject to track and contain
client risk. Recommended
alternative solutions to resolve
risks and issues to maintain
optimum client value. Identified
risks for subproject with
appropriate risk mitigation plans
and presented them to the project
manager and team. Assisted with
the maintenance of the risk and
issue log. S&D Business Unit
Guidance - Track major risks and
issues on Top Sheet and in BTMT.
Managed project risk and issue

management plans. Held regular
risk assessments; responded to
quality reviews to track and reduce
impact to client value. Resolved
any client issues. Maintained an
overall view of all the risks and
issues for the project. Interacted
with team and extended team to
ensure all risks and issues were
identified and mitigation plans
were developed and implemented.
S&D Business Unit Guidance Track major risks and issues on
Top Sheet and in BTMT.
Established the risk management

plan. Ensured compliance to risk
and issue management plan with
project team and led quality
reviews to track and contain client
risk and address client issues.
Made significant contribution to
risk or quality reviews for the
project and assisted in reviews for
other projects. Identified
opportunities to grow project
scope. S&D Business Unit
Gained acceptance of the risk and

issue management process by
conducting meetings with team
and stakeholders. Secured
contingency funding and
determined appropriate
disbursement of funds. Based on
escalation triggers, kept client and
executives informed of program
level risk and issues and resolution
strategies to gain their support.
Proactively suggested alternatives
to reduce risk at the program level
and identified opportunities to
enhance client value and to grow
business. S&D Business Unit
Page 12 of 48

Human Resource Management Theme
Entry
Foundation
Experienced
Expert
Thought Leader
Reviewed the organization of your

team and stakeholders including
the key client members as
documented in the Project Control
Book. Working with your
manager, identified and selected a
mentor using the facilities available
on Blue Pages.
Working with your project manager

and the team, analyzed your
assignments and the
dependencies on other team
members. Working with your
project manager, identified and
selected a mentor using the
facilities available on Blue Pages.
Served as mentor for the Entry
Level team members.
Identified appropriate team

members for project. Assigned
specific tasks and responsibilities
to team members based on
individual skill sets. Clearly
defined environment, process, and
rules that created an effective
team environment. Contributed to
Project Assessments for team
members by providing input to
project manager. Mentored team
members to close skill gaps and
documented mentoring activity in
Blue Pages. Grew personal skills
by seeking PM mentors and
updated documentation in your
IDP.
Validated requirements and

created project resource plan.
Implemented resource plan and
staff project with appropriately
skilled individuals. Working with
team members. established team
rules to foster effective project
working environment and
teamwork. Contributed to
development of others' project
management and leadership skills.
Completed Project Assessments in
a timely manner. Managed human
resource issues by identifying and
recommending solutions to
management. Worked with
management and developed a
plan that ensured timely release of
resources.
Was escalation point to resolve

HR issues for IBM and client
resources. Provided assessments
for direct reports and ensured
assessments were completed for
entire team with focus on client
value as a significant
measurement. Negotiated with
lines of business for critical
resources. Identified and
cultivated senior project
management or leadership
candidates through formal and
informal activities and mentoring.
Described organization charts,

team structure, rules and
responsibilities as documented in
the Project Control Book.
Participated in team meetings.
Selected a mentor and established
a skills and knowledge growth
plan.
Reviewed assignments and

ensured I had appropriate skills
and experience to accomplish the
assignments and formally agreed
to assigned deliverables. Selected
a mentor and established a skills
and knowledge growth plan.
Mentored at least one Entry Level
team member to fill one skill or
knowledge area gap.
Assessed team member skill sets

and assigned appropriate project
tasks and responsibilities.
Documented team responsibilities,
roles and expectations for effective
team work. Provided team
member assessments to project
manager. Mentored team
members and closed associated
skills gaps. Documented
mentoring activity in Blue Pages.
Secured PM mentoring to close
personal skill gaps.
Created and implemented project

resource plan. Made project
management assignments based
on strengths of individuals.
Identified skill gaps and employed
the mentoring program to assist
individuals to fill their skill gaps.
Provided feedback on individuals'
performance and raised HR issues
to management with
recommended solutions.
Accurately estimated and staffed
project with best available
resources to deliver client value.
Worked with management to
reallocate resources upon
completion of project assignment.
Sourced the appropriate personnel

to meet critical project
requirements. Obtained team buyin for overall project scope and
objectives. Ensured team
members had opportunities for
education, mentoring and
experience to grow skills.
Balanced critical resources across
program to ensure maximum client
value. Identified and addressed
excellent and poor performance.
Created a process to backup
critical resources on the team.
Actively participated in identifying
opportunities for team members as
they were released from the
project.
12/14/2009
Page 13 of 48

Supplier Management Theme
Entry
Foundation
Experienced
Expert
Thought Leader
Met with mentor or project

manager and determined the
relationships with and deliverables
from external organizations as
defined in the Project Supplier
Agreement(s) and Statement of
Work (SOW) in the Project Control
Book.
Complied with the formal

Procurement Agreement and
SOW as they related to suppliers.
Assisted the supplier personnel
with work startup activities.
Assisted the project manager with
status reports regarding the quality
and progress of supplier
deliverables to ensure delivery
according to the formal
agreements.
Assisted in the creation of the

supplier selection criteria and the
creation of supplier agreement
documents. Familiarized the
supplier personnel with the
technical environment, schedule,
supplier deliverables, project tools
and processes. Reported to the
project manager on the progress
and provided evaluation of the
timeliness and quality of work
being performed on the project.
Assisted with the development of a

formal Request for Information
(RFI) and the selection of the
supplier to ensure client value.
Developed supplier agreement to
define the work to be performed,
the deliverables and how they
were managed, distributed,
scheduled and tracked.
Communicated the schedule,
technical environment, change
management process, and
completion criteria; gained written
agreement with supplier. Tracked
and reported supplier personnel
performance and status of their
deliverables. Reviewed and
approved supplier invoices.
Renegotiated schedule,
deliverables, and resource
requirements based on approved
Project Change Requests (PCRs).
Informed team and supplier
personnel of IBM Business
Conduct Guidelines (BCG) and
ensured compliance with the
guidelines throughout the duration
of the project.
Directed the procurement of

suppliers by determining selection
criteria based on supplier's ability
to support client value and meet
client and project requirements.
Directed the creation of supplier
agreement utilizing appropriate
business unit template(s).
Communicated appropriate
reporting structure to the supplier
and client. Resolved
discrepancies with supplier
invoices and issues with supplier
personnel performance. Ensured
BCG were reviewed and enforced
at the program level. Maintained
effective, ethical working
relationships with suppliers.
12/14/2009
Page 14 of 48

Met with mentor or project
manager and discussed supplier
relationships and deliverables.
Complied with Project Supplier
agreement and SOW and became
aware of the distinctions between
working with IBM colleagues and
suppliers.
12/14/2009
Assisted the supplier with

navigating through the technical
environment, schedule, deliverable
timeframe, and reporting
requirements. Provided regular
status reports to project manager
on supplier personnel
performance.
Created a matrix of selection

criteria and participated in activities
to assist in the selection of
supplier. Defined parameters for
supplier deliverables and provided
supplier with documentation on
technical environment, project
tools and processes. Provided
project manager with regular
progress reports on supplier
timeliness, performance and
quality of deliverables.
With a focus on client value

Engaged IBM Procurement and
analyzed the RFI and determined a selected supplier based on their
short list of candidates to submit to ability to support client value and
the client or program manager.
meet program requirements.
Provided written documentation of Directed the creation of the
project schedule and work
Supplier Agreement to ensure
deliverables to selected supplier. optimum client value.
Determined reporting structure of Communicated reporting structure
supplier personnel and gained
and rules of engagement to the
written agreement on schedule,
supplier and client. Resolved on a
deliverables and associated
timely basis any discrepancies with
completion criteria. Maintained an supplier invoices and issues with
effective working relationship with supplier personnel performance.
supplier. Ensured team adherence Ensured BCG were reviewed and
to Business Conduct Guidelines
enforced at the program level.
(BCG) and maintained ethical
Maintained effective and ethical
relationship. Provided appropriate working relationship with suppliers.
performance feedback to supplier
management.
Page 15 of 48

Intellectual Capital Management Theme
Experienced
Expert
Foundation
Entry
Demonstrated working knowledge
of how to locate internal intellectual
capital, the structure of knowledge
networks and became familiar with
the content and how to effectively
maneuver within the databases.
With guidance, used already
developed objects and materials
that have delivered value for
clients on various projects.
Referred with subject matter
experts within the immediate
organization to gain additional
client insight.
Used internal IBM knowledge and

Located and used appropriate
external intellectual capital to
internal intellectual capital which
enhance management of projects.
added value to deliverables.
Demonstrated multiple prior
successful applications of reuse.
Leveraged expertise from inside
and outside the immediate
organization. Assisted in preparing
outputs for later harvesting and
reuse.
Registered to access PM
Provided documentation of
Knowledge Network in iRAM.
searches for IC or reuse in
Replayed the eShareNet training to WARRD or other business unit IC
use PMKN. Reviewed the
databases for your last two
Knowledge Refresh section on
projects. Provided documentation
Knowledge Management.
for potential reusable assets for
Completed Business unit-specific your last two projects.
training in KM tools.
12/14/2009
searches for IC and reuse in
WARRD or other business unit IC
databases for your last three
for submitted assets from your last
two projects.
Thought Leader
Made significant contributions to

the creation and sharing of
innovative intellectual capital,
including the identification and
capturing of intellectual assets on
projects; reused them to capitalize
on lessons learned. Functioned as
a subject matter expert; capable of
mentoring, teaching and leading
the application of this capability
Developed or analyze for reuse

project estimating, tracking, and
forecasting tools and techniques to
support project teams.
Considered submission of IC in
areas of project or program
management. Promoted client
awareness of PMKN IC value add.
Provided thought leadership to IC
developed by the team by
considering applicability to reuse.
three projects. Documented the
mentoring assistance given in
locating and reusing IC or service
as a PMKN SME or BU equivalent.
Provided documentation of regular

IC use as well as reuse in WARRD
or other business unit IC
databases. Documented the
impact to projects and your
leadership in locating, reusing, and
submitting IC. Documented the
as a PMKN SME or PMKN
Category Leader or BU equivalent.
Page 16 of 48

Industry Knowledge and Expertise Theme
Entry
Foundation
Reviewed your client's industry and Applied knowledge and experience

business environment and
specific to an industry on
technology infrastructure to assist subproject to provide value to
the team to maximize the value of client solution. Identified local,
IBM's solution to the client.
regional and federal regulations
that may apply to your client's
industry. Used Blue Pages to
select an industry or technology
mentor.
12/14/2009
Experienced
Applied industry or technology
knowledge or prior experience on
your projects to add client value.
Attained all required industry or
technology certifications.
Expert
Thought Leader
Identified and resolved critical or

complex client industry or
technology related issues to
increase client value and achieved
project success.
Mentored team members to
increase their client industry or
technology knowledge and skills.
Volunteered as a Subject Matter
Expert (SME) to review and
contribute materials posted on the
PMCOE website specific to your
industry or technology. Achieved
all required industry and
Applied knowledge and experience

in an industry or technology
globally by being a recognized
Subject Matter Expert (SME).
Organized events to educate client
on IBM's current and future
direction in client's industry or
technology. Mentored personnel
across Business Units or Lines Of
Business on client's industry or
technology environment. As SME
used your expertise to find
opportunities to grow IBM business
and increase client value.
Achieved all required industry and
Page 17 of 48

Read industry and business
materials to assimilate terminology
used by the client. Read specialty
material posted on the PMCOE
website and provided by team or
client regarding client's industry or
technology environment.
S&D Business Unit Guidance Read Sector Kickoff materials for
your specific sector. Asked
manager for the location of the
organizational skill roadmaps, e.g.
PDTL, BTTL, etc. Checked these
websites for additional information.
12/14/2009
Identified any regulations or tests Achieved all industry or technology

required for compliance to industry- certifications required by client's
based clients solutions. Created a environment. Completed industry
or technology recommended
plan to achieve industry or
technology certifications required education on PMCOE website.
Created plan to close industry or
by client. Work with mentor to
technology skill gap as identified to
increase industry or technology
meet documented targets for this
knowledge and skill.
capability level to bring client
S&D Business Unit Guidance Siebel certifications are available - value.
S&D Business Unit Guidance check the S&D website.
Reviewed lessons learned specific
to your industry or technology to
capitalize on previous experience.
Example: BTMT records which
hold lessons learned.
Achieved all industry or technology

certifications required by client and
IBM environments. Resolved
client industry or technology issues
in a timely manner. Mentored
several team members to increase
industry or technology knowledge
and skill. Registered as a mentor
on Blue Pages. Joined
communities to be conversant with
industry or technology trends.
Volunteered as a Subject Matter
Expert (SME) to review and
contribute materials posted on the
PMCOE website specific to your
industry or technology.
S&D Business Unit Guidance Reviewed lessons learned specific
to your industry or technology to
capitalize on previous experience.
Example: BTMT records which
hold lessons learned.
Achieved all industry or technology

certifications required by client and
IBM environments. Registered in
Blue Pages as SME for one or
more industries or technologies.
Participated in proposals to new
and potential clients as the
recognized industry or technology
SME. Hosted events for clients to
familiarize them with IBM's
strategy and solutions to grow
IBM's business and provide client
value. Hosted cross Business Unit
and Lines Of Business events to
educate IBM senior leadership
teams on clients' industry or
technology environment.
S&D Business Unit Guidance Considered competitors and
industry leaders best practices for
inclusion or implementation in our
organizational processes.
Page 18 of 48

Specializations
Automotive Industry Specialization
Practitioners specializing in the Automotive Industry have experience working with manufacturing companies whose primary activity is the development, manufacturing,
distribution, and service of transportation vehicles and vehicle components for business and consumer markets. Practitioners focus on solution design, solution development and
solution delivery to meet specific automotive industry and client business requirements.
Experienced
Expert
Thought Leader
Participated as a team member in Successfully one or more

an automotive industry project.
automotive projects or subprojects as a team member or as a
team leader. Became conversant
with the vocabulary, methods,
tools and processes used in the
automotive industry specialization.
Entry
Led one or more successful

projects or sub-projects in the
automotive industry specialization
as project lead or project manager.
Leveraged fluency in the practices,
language and unique aspects of
the automotive industry
specialization during client and
team interactions. Mentored less
experienced team members.
As a project manager, led one or

more successful automotive
industry specialization projects that
met the minimum validation
requirements. Developed required
automotive industry skill levels and
experience. Provided guidance to
peers and management as a
mentor or Subject Matter Expert
(SME).
Led at least two successful

automotive industry specialization
projects that met minimum
validation requirements.
Recognized as an automotive
industry Subject Matter Expert
(SME). Provided client,
management and marketing teams
with viable automotive industry
solutions based on in-depth
knowledge and competitive trends.
Provided mentoring and guidance
in the automotive industry
specialization to other project
managers.
Registered to access PM
Knowledge Network in iRAM.
searches for IC or reuse in
Replayed the eShareNet training to WARRD or other business unit IC
use PMKN. Reviewed the
databases for your last two
Knowledge Refresh section on
Knowledge Management.
for potential reusable assets for
Completed Business unit-specific your last two projects.
training in KM tools.
two projects.
three projects. Documented the
as a PMKN SME or BU equivalent.
Provided documentation of regular

IC use as well as reuse in WARRD
or other business unit IC
databases. Documented the
impact to projects and your
leadership in locating, reusing, and
submitting IC. Documented the
as a PMKN SME or PMKN
Category Leader or BU equivalent.
12/14/2009
Foundation
Page 19 of 48

Banking Industry Specialization
Practitioners specializing in the Banking Industry focus on classical banking, Retail, Corporate, International, Mergers & Acquisitions. Practioners who are proficient in the banking
specialty work effectively in the security trading, exchanges and brokers environments and focus on solution design, and solution delivery to meet specific Banking Industry and
client business requirements.
Participated as a team member in Successfully executed one or more
a banking industry project.
banking projects or sub-projects as
a team member or as a team
leader. Became conversant with
the vocabulary, methods, tools and
processes used in the banking
industry specialization.
12/14/2009

banking industry specialization as
project lead or project manager.
the banking industry specialization.
Mentored less experienced team
members.

more successful banking industry
specialization projects that met the
minimum validation requirements.
Developed required banking
industry skill levels and
(SME).

banking industry specialization
Recognized as a banking industry
Provided client, management and
marketing teams with viable
banking industry solutions based
on in-depth knowledge and
competitive trends. Provided
mentoring and guidance in the
banking industry specialization to
other project managers.
Page 20 of 48

By participating as a PM project
team member in the Banking
Industry, learned key fundamentals
of the Banking Industry: the
Financial Services Integrated
Solution Architecture, key Banking
systems (application &
infrastructure), and IBM solutions.
12/14/2009
Executed successful projects or

sub-projects as a team member or
technical lead in the banking
industry area. Developed
knowledge of client's application
and infrastructure inventory. Read
technical materials pertaining to
the banking industry and became
conversant in the vocabulary of the
banking industry as described in
the glossary of banking industry
terms. Held regular meetings with
your mentor who has experience in
the environment and industry area.
Researched intellectual capital
databases and banking industry
Web site to become competent in
accessing and retrieving banking
industry project management
system samples and best
practices.
Successfully executed banking

industry projects as project lead or
project manager by applying
acquired knowledge of key
Financial Architectures, banking
applications and infrastructure to
project leadership. Completed
recommended banking industry
specialization courses. Increased
proficiency with banking industry
skills, project tools and methods.
Raised team members' banking
industry skill levels or knowledge
areas through mentoring.
databases and banking industry
Web sites to review lessons
learned for implementation of
banking industry best practices on
your projects. Developed a
support network of key industry
personnel.
As project manager, applied

acquired experience of the
Banking Industry, the Financial
Services Integrated Solution
Architecture, and the client's
infrastructure to successfully
implement the client's program
portfolio. Managed stakeholder
expectations and reduced portfolio
risk through industry knowledge
and experience. Leveraged key
personnel in the Industry for
stakeholder management.
Successfully executed at least one
banking industry project that met
specialization validation
requirements. Completed all
recommended specialization
education. Accumulated a
minimum number of years of
banking industry experience and
demonstrated competency with
required banking industry
specialization skills, project tools
and methods. Raised banking
areas of team members and
management through mentoring.
Applied acquired expertise of the

IBM Strategy for the Finance
Industry, country-specific
regulations, and competitive
forces, and employed them in
leading the customer through
selection of key solutions. Led the
development of a strategic project
portfolio providing innovation.
Influenced the adoption of IBM
solution elements. Leveraged key
industry personnel for solution
development. As project manager,
successfully executed at least two
banking industry projects that met
recommended hours of
specialization education. Tutored
team on the various sources and
retrieval of intellectual capital for
team review of lessons learned
and for implementation of banking
industry best practices on your
projects. Documented
specialization specific intellectual
capital and submitted
documentation to iRAM or the
PMCOE for Web site and
documentation updates, worked
with engagement teams to create
proposals, served as a SME and
Page 21 of 48

Delivery Project Executive (DPE)/Service Management (SM) Specialization
Practitioners specializing in the Delivery Project Executive (DPE) Service Management (SM) Specialty support the Account Management community with primary focus on DPE
skills, education and business experience required to effectively manage in the dynamic service delivery environment. The DPE, DPM, and SDM roles in this environment are
crafted to ensure client needs are satisfied by constructing partnerships between all stakeholders. They build client satisfaction through leading the formulation, development,
implementation, and delivery of technical and business solutions as specified in the contract or Statement of Work (SOW). This specialty can be elected at the Expert Level or
higher by Delivery Project Executive/Service Management (For Delivery Project Executives (DPEs), Delivery Program Managers (DPMs), and Service Delivery Managers (SDMs)
only).
Successfully participated as a
By participating in service delivery
team member in a service delivery projects, developed working
project.
knowledge of function and
business unit, functional objectives
and technologies. Supported
tactical delivery account plan and
collaborated with the PE in
strategic account planning as
appropriate. Led service delivery
team. Reviewed client
requirements with team and
assisted in setting project and
program objectives. Provided a
point of contact to the PE for your
service delivery segment.
12/14/2009
By executing Service Delivery

projects, developed knowledge
related to business unit, industry,
and client account. Participated
and provided input in PE client
account strategic planning as
appropriate. Contributed to
Functional Strategy.
Demonstrated knowledge of IBM
support services and client
operations environment and
provided support to the PE as the
identified point of contact for
service delivery. Led service
delivery team according to defined
scope of services, DOU, SOW's,
and ICA's.
Demonstrated knowledge of
account's strategic direction by
leading and mentoring the team in
Service Delivery account plan
strategy. Provided support to PE
as a single point of contact and
acted as an advocate between
Service Delivery and the PE and
client.
Led at least two successful Service

Delivery specialization projects that
met minimum validation
requirements. Recognized as a
Service Delivery Subject Matter
Expert (SME). Provided client,
with viable Service Delivery
knowledge of account and
Service Delivery specialization to
other DPEs and project managers.
Gained recognition from the client
and management by
demonstrating mastery level
knowledge of DPE/SM
specialization. Collaborated with
PE and assisted with the
development of client executive
strategic plans.
Page 22 of 48

As team member, contributed to
the successful execution of a
service delivery project. With DPE technical lead in the service
delivery area. With the assistance
and team assistance, reviewed
of a mentor, became conversant
and complied with the account
plan. Studied the service delivery in the vocabulary of service
delivery and account technologies.
definition, skills, and education.
Coordinated account plan
Selected a DPE or SM mentor
from Blue Pages and learned more development with Service Delivery
Manager, Project Manager or
about the service delivery
Transition Manager. Reviewed
specialization and industry from
and translated client requirements
your mentor. Read technical
provided by the PE into
materials pertaining to service
delivery and became familiar in the measurable objectives. Was
vocabulary of service delivery as responsible for performance, cost,
described in the glossary of service scope, schedule, quality, and
appropriate business
delivery terms. Reviewed the
measurements for your account
PMCOE Web site.
according to the scope of contract
services.
12/14/2009
Was responsible for overall

account program management of
medium to large size account(s) or
significant segments of a larger
complex account. Managed
support services to achieve SLAs.
Was responsive to client needs.
Ensured continuous improvement.
Ensured adherence to standards
for projects and programs.
Contributed to future account
growth opportunities.
As project manager, successfully

executed at least one Service
Delivery project that met
education. Accumulated minimum
number of years of Service
Delivery experience in a DPE/SM
job code. Demonstrated
competency with required Service
Delivery specialization skills,
project tools and methods. Raised
team members Service Delivery
skill levels or knowledge areas
through mentoring. With
knowledge of account's future
direction, worked with the PE and
client to define future business
plans and translated these plans
into resource requirements for
Service Delivery. Assisted PE to
increase revenues by identifying
new business opportunities.

executed at least two Service
Management projects that met
education. Documented
documentation updates. Worked
with engagement teams to help
them understand the nuances of
Service Management applications.
Developed expertise in industry
specifics associated with Service
Management e.g. Retail and ecommerce, Life Sciences and
SCORE Content Management,
Financial Markets and Financial
Portals, etc. Served as a SME in
the Service Management
specialization. Raised team
members and management
Service Management skill levels or
knowledge areas through
mentoring. Exhibited Enterprise
Level knowledge of total portfolio
service offerings. Was able to
create multinational client centric
solutions and present at board of
Page 23 of 48

e-Business Solutions Specialization
Practitioners specializing in e-Business Solutions focus on the application of project management methods, tools, and techniques in projects (internal or external to IBM) that
transform business processes using Internet technologies.
an e-business project.
e-business projects or sub-projects
as a team member or as a team
leader. Became conversant with
the vocabulary, methods, tools and
processes used in the e-business
specialization.
12/14/2009

projects or sub-projects in the ebusiness specialization as project
lead or project manager.
the e-business specialization
during client and team interactions.
members.

more successful e-business
Developed required e-business
skill levels and experience.
Provided guidance to peers and
management as a mentor or
Led at least two successful ebusiness specialization projects

that met minimum validation
requirements. Recognized as an
e-business Subject Matter Expert
with viable e-business solutions
based on in-depth knowledge and
mentoring and guidance in the ebusiness specialization to other
project managers.
Page 24 of 48

the successful execution of an ebusiness project. Reviewed the
PM specialties Guide and the
PMCOE Web site. Studied the ebusiness definition, skills, and
education. Selected a mentor
from Blue Pages and learned more
about the e-business specialization
and industry from your mentor.
Read technical materials
pertaining to e-business and
became familiar in the vocabulary
of e-business as described in the
glossary of e-business terms.
12/14/2009

technical lead in the e-business
area. Read technical materials
pertaining to e-business and
became conversant in the
vocabulary of e-business as
described in the glossary of ebusiness terms. Held regular
meetings with your mentor who
has experience in the industry and
technical area. Researched
successful e-business
implementations in various
domains: e-commerce, portals,
ERP extensions, content
management, digital media etc.
Successfully executed e-business

projects as project lead or project
manager. Completed
recommended e-business
proficiency with e-business skills,
project tools and methods:
Rational Unified Process,
J2EE,J2SE and n-tier application
architecture. Raised team
members' e-business skill levels or
mentoring.

executed at least one e-business
project that met specialization
Completed all recommended
specialization education.
Accumulated a minimum number
of years of e-business experience
and demonstrated competency
with required e-business
and methods: Rational Unified
Process, J2EE,J2SE, n-tier
application architecture. Raised ebusiness skill levels or knowledge

executed at least two e-business
projects that met specialization
Documented specialization specific
intellectual capital and submitted
them understand the nuances of ebusiness applications. Developed
expertise in industry specifics
associated with e-business e.g.
Retail and e-commerce, Life
Sciences and SCORE Content
Management, Financial Markets
and Financial Portals, etc. Served
as a SME in the e-business
specialization. Raised e-business
skill levels or knowledge areas of
team members and management
through mentoring.
Page 25 of 48

Government Industry Specialization
Practitioners specializing in the Government Industry specialty focus on solution design, solution development, and solution delivery to meet specific Public Sector Government
client business requirements. These solutions can be affected by local laws and regulations which may not be applicable in all locations, but the basic skills, education, and
experience requirements are similar across all government endeavours. .
As a project manager, led one or Led at least two successful public
By participating as a team member Successfully executed one or more Led one or more successful
sector specialization projects that
more successful public sector
in a Public Sector project,
public sector projects or subspecialization projects that met the met specialization requirements.
achieved familiarity with the Public projects as a team member or as a public sector specialization as
minimum validation requirements. Recognized as a Subject Matter
Sector environment. Worked on
team leader and developed a basic project lead or project manager.
Leveraged fluency in the practices, Developed required public sector Expert (SME) in the public sector
projects focused on solution
understanding of the contractual
arena. Provided client,
skill levels and experience by
design, solution development, and terms and conditions under which language and unique aspects of
the public sector specialization
participation in a large proposal or management and marketing teams
solution delivery that met specific the projects had been signed.
during client and team interactions. ownership of a complete proposal. with viable public sector solutions
Public Sector Government client
Became conversant with the
Mentored less experienced team Provided guidance to peers and
business requirements.
vocabulary, methods, tools and
members. Successfully
processes used in the public
implemented and utilized an
sector specialization.
Earned Value Management
managers. Navigated a very
System (EVMS) as appropriate to
complex cultural environment.
the size and complexity of the
Developed experience in
project.
managing projects in large and
bureaucratic organizations, which
are characterized by diffused
authority, responsibility and slow
decision making processes.
Considered and mitigated the
organizational consequences
required by the complexity of
project implementation in this
environment.
12/14/2009
Page 26 of 48

team member in Public Sector
projects, learned key fundamentals
of IBM solutions. Assessed unique
differences of Public Sector
projects and learned how solutions
can be affected by local laws and
regulations which may differ by
location.
12/14/2009

technical lead in the public sector
area. Became conversant in the
vocabulary of the public sector as
described in the glossary of public
sector terms. Held regular
has experience in the public
sector. Researched intellectual
capital databases and public
sector Web sites to become
competent in accessing and
retrieving project management
practices. Became aware of
Government Regulations,
Acquisition Policies (e.g. Federal
Acquisition Regulations in the US,
or other applicable regulations),
and local laws so that proper
acquisition processes were
followed.
Successfully executed public

sector projects as project lead or
project manager by applying
acquired knowledge of Enterprise
Architecture or Security and
Privacy guidelines. Completed
recommended public sector
proficiency with public sector skills,
team members' public sector skill
levels or knowledge areas through
mentoring. Researched
intellectual capital databases and
public sector Web sites to review
lessons learned for implementation
of best practices on your projects.
Developed a support network of
key public sector personnel.
As project manager, demonstrated

acquired experience in the public
sector by successfully managing
your program and sub-contractors.
Managed stakeholder expectations
and reduced portfolio risk through
industry knowledge and
experience. Leveraged key
public sector project that met
public sector experience and
required public sector
and methods. Raised public
sector skill levels or knowledge
Demonstrated program
management skills and experience
with large projects including Subcontract Management as required
by this specialization.

executed at least two public sector
specialization education. Tutored
team on the various sources and
retrieval of intellectual capital for
and for implementation of public
sector best practices on your
proposals. Served as a SME and
mentor for the specialization.
Analyzed Public Sector
Government Contract relationships
to apply specific processes related
to responsibilities as Prime
Contractor or sub-contractor.
Deployed and managed prime and
sub-contractor resources as
appropriate.
Page 27 of 48

Hardware Development Specialization
Practitioners specializing in the Hardware Development specialty execute within a comprehensive guideline for creating new hardware product offerings within the Integrated
Product Development (IPD) environment. These product offerings can take the form of new hardware (such as a semiconductor), integration of existing hardware, or a
combination of the two. This specialty pertains to the development of IBM hardware products using the IBM product development process. This specialty is strictly for the
development of IBM hardware products using the IPD process.
Participated as a team member in Successfully executed one or more Led one or more successful
As a project manager, led one or Led at least two successful
a hardware development project. hardware development projects or projects or sub-projects in the
more successful hardware
hardware development
sub-projects as a team member or hardware development
development specialization
specialization projects that met
as a team leader. Became
specialization as project lead or
projects that met the minimum
conversant with the vocabulary,
project manager. Leveraged
Recognized as an hardware
methods, tools and processes
fluency in the practices, language Developed required hardware
development Subject Matter
used in the hardware development and unique aspects of the
development skill levels and
specialization.
experience. Provided guidance to management and marketing teams
with viable hardware development
team interactions. Mentored less mentor or Subject Matter Expert
(SME).
in the hardware development
managers.
12/14/2009
Page 28 of 48

hardware development project.
Reviewed the PM specialties
Guide and the PMCOE Web site.
Studied the hardware development
Selected a mentor from Blue
Pages and learned more about the
materials pertaining to hardware
development and became familiar
with the Integrated Product
Development (IPD) methodology
and vocabulary of hardware
development as described in the
glossary of hardware development
terms.
12/14/2009

technical lead in the hardware
development area. Read technical
materials pertaining to hardware
development and became
conversant in the IPD methodology
and vocabulary of hardware
development as described in the
glossary of hardware development
hardware development. Joined
Hardware Development specific
discussion groups or forums.
Successfully executed hardware

development projects as project
lead or project manager.
Increased proficiency with
hardware development skills and
project tools. Became competent
in the IPD methodology and the
STG Consumability criteria.
Raised team members' hardware
development skill levels or
mentoring.

executed at least one hardware
development project that met
education. Accumulated the
minimum number years hardware
development experience and
required hardware development
and methods (IPD and Client
Value Method (CVM)). Raised
hardware development skill levels
or knowledge areas of team
members through mentoring.

executed at least two hardware
development projects that met
documentation updates. Served
as a SME in the hardware
development specialization.
Raised hardware development skill
levels or knowledge areas of team
Recommended IPD process
improvements. Actively
contributed to community forums,
blogs, or beehive events.
Analyzed client requirements and
competitive environment to ensure
hardware products drove business
growth.
Page 29 of 48

IT Infrastructure Specialization
Practitioners specializing in the IT Infrastructure specialty focus on designing, implementing and managing IT Infrastructure solutions to meet specific customer (internal or
external) business requirements. Practitioners in this specialty manage projects that provide IT Infrastructure services to our customers. IT Infrastructure projects range from
strategy, design, and planning, to integration and optimization, to hardware and software technical support.
ITI projects or sub-projects as a
an IT Infrastructure (ITI) project.
team member or as a team leader.
processes used in the ITI
specialization.

projects or sub-projects in the ITI
fluency in the practices, language
and unique aspects of the ITI

more successful ITI specialization
Developed required ITI skill levels
and experience. Provided
guidance to peers and
Led at least two successful ITI

Recognized as an ITI Subject
Matter Expert (SME). Provided
client, management and marketing
teams with viable ITI solutions
mentoring and guidance in the ITI
managers.

the successful execution of an IT
Infrastructure (ITI) project.
Studied the ITI definition, skills,
and education. Selected a mentor
about the ITI specialization and
industry from your mentor. Read
technical materials pertaining to ITI
and became familiar with
vocabulary of ITI as described in
the glossary of ITI terms.
Successfully executed ITI projects

Increased proficiency with ITI
Raised team members' ITI skill
mentoring.

executed at least one ITI project
that met specialization validation
minimum number of years of ITI
experience and demonstrated
competency with required ITI
and methods. Raised ITI skill
members through mentoring or
served as a SME in this specialty.

executed at least two ITI projects
as a SME in the ITI specialization.
Raised ITI skill levels or knowledge
areas of team members through
mentoring. Recommended
improvements to increase ITI
project success rate. Actively
ITI projects drove business growth.
Executed successful ITI projects or

technical lead. Read technical
materials pertaining to ITI and
vocabulary of ITI as described in
the glossary of ITI terms. Held
regular meetings with your mentor
who has experience in ITI. Joined
ITI specific discussion groups or
forums.
Learning Solutions Specialization
12/14/2009
Page 30 of 48

Practitioners specializing in the Learning Solutions specialty engage in the integration of a complex series of activities associated with managing the development and delivery of
training services. The development process used to create information technology training is a modified version of Integrated Product Development (IPD).
a learning solutions project.
learning solutions projects or subprojects as a team member or as a
learning solutions specialization.
12/14/2009

learning solutions specialization as
the learning solutions

more successful learning solutions
Developed required learning
solutions skill levels and
(SME).

learning solutions specialization
Recognized as a learning solutions
Provided client, management and
marketing teams with viable
learning solutions based on indepth knowledge and competitive
trends. Provided mentoring and
guidance in the learning solutions
managers.
Page 31 of 48

learning solutions project.
Studied the learning solutions
learning solutions specialization
and industry from your mentor.
Was able to list the typical
components of an end-to-end
learning solution. Accessed the
IBM Learning developer's Zone
Web site and began participating
in LD Zone events.
12/14/2009
Participated as technical lead or

team lead in at least one
component of a learning project
which included solution design,
content authoring, content
development, content editing,
content testing, solution
deployment, solution delivery, or
evaluation and learning
effectiveness measurement.
Obtained a mentor who had
experience in learning solutions.
Successfully executed learning

solutions projects as project lead
or project manager. Became
familiar with the Learning Solutions
information referenced on the
PMCOE Web site. Was able to
converse with instructional
designers, clients, and solution
architects using terms and
terminology listed in the Learning
Specialty skills definitions.
Identified the types of resources
and associated skills required to
staff an end-to-end learning
project. Raised team members'
learning solutions skill levels or
mentoring.
As project manager, successfully As project manager, successfully

executed at least one learning
executed at least two learning
project that met specialization
Accumulated a minimum number Documented specialization specific
of years of learning experience and intellectual capital and submitted
required learning specialization
skills, project tools and methods. documentation updates. Was
Volunteered to be a SME in the
recognized as an authority in
specialty to ensure that education, planning the work required to
skills and knowledge were current complete a successful end-to-end
and updated on the PMCOE Web learning project. Became fluent in
site. Mentored others and assisted the terminology unique to the
with the development of less
specialty. Demonstrated project
experienced practitioners in the
management and learning solution
specialty. Utilized resources
expertise when working with
outside of IBM to gain knowledge project team members and clients.
and experience in the specialty.
Reviewed specialty information on
Worked with other project
the PMCOE Web site and
managers and teams to help them provided updates, if any, to the
understand the nuances of
PMCOE. Recognized as a thought
managing learning projects.
leader within the organization in
helping to define and refine
organizational policy and guidance
related to the specialty.
Page 32 of 48

Managed Operations Specialization
Practitioners specializing in the Managed Operations specialty focus on the management of a customer's information systems environment, within the scope and cost structure of
the contract, with the sole purpose of improving that environment, to the mutual success of our customer and IBM, and to achieve the highest possible customer satisfaction.
a managed operations project.
managed operations projects or
used in the managed operations
specialization.
12/14/2009

managed operations specialization
the managed operations

more successful managed
operations specialization projects
that met the minimum validation
managed operations skill levels

managed operations specialization
Recognized as a managed
operations Subject Matter Expert
with viable managed operations
in the managed operations
managers.
Page 33 of 48

managed operations (MO) project.
Studied the MO definition, skills,
about the MO specialization and
industry from your mentor. Read
MO and became familiar in the
vocabulary of MO as described in
the glossary of MO terms.
12/14/2009

technical lead in the MO area.
pertaining to MO and became
conversant in the vocabulary of
MO as described in the glossary of
managed operations terms. Held
who has experience in the industry
and technical area. Researched
intellectual capital databases to
become competent in accessing
and retrieving MO project
management system samples and
best practices.
Successfully executed MO projects

Completed recommended MO
proficiency with MO skills, project
tools and methods. Raised team
members' MO skill levels or
review lessons learned for
implementation of MO best
practices on your projects.
Reviewed account delivery
commitments from Service
Delivery team.
As project manager, successfully As project manager, successfully

executed at least one MO project executed at least two MO projects
requirements and implemented
formal a Project Control Book
specialization education. Managed
using PgMS or comparable tool.
multiple account projects
Reviewed elements of account Set- simultaneously leveraging crossfunctional teams using Set-Met or
Met criteria and ensured
comparable customer satisfaction
Conditions of Satisfaction (COS)
process. Defined and managed
were agreed to with the client.
Adhered to business controls when client satisfaction and managed
managing subcontractor SOWs
contract and financial
and managed project delivery
performance, including Additional
commitments with Service Delivery Resource Charge (ARC), Reduced
team. Completed all
Resource Charge (RRC) and
contractual SLAs. Used
appropriate business controls to
minimum number of years of MO negotiate and manage
subcontractor SOWs. Provided
competency with required MO
scorecard reports to measure
contract performance and
and methods. Raised MO skill
deliverables. Mentored team on
levels or knowledge areas of team the sources of intellectual capital
for implementation of MO best
through mentoring. Retrieved
practices on your projects and
examples of intellectual capital for encouraged submission intellectual
capital to iRAM or the PMCOE.
and for implementation of MO best Served as a SME in the MO
specialization. Raised MO skill
through mentoring.
Page 34 of 48

Quality Assurance (QA)/ Risk Management (RM) Specialization
Practitioners specializing in the Quality Assurance (QA)/ Risk Mangement (RM) Specialty execute the World Wide QA Process and the GBS Risk Management process. Both
processes consist of independent proposal, contract, and delivery reviews performed by a qualified project management professional who is not actively involved in the project
being designed or delivered. The role of QA/RM practitioner is to properly assess the viability of services proposals and contracts, assess the health of ongoing projects, and
make recommendations for project management improvement.
Performed reviews for large and
Became recognized as the subject
Became familiar with the
Independently performed Quality Was responsible for and
independently reviewed a larger
complex proposals and projects.
matter expert for QA and RM by
Worldwide QA Process or the GBS Assurance or Risk Management
Acted as a resource to others for performing reviews for large
Global Risk Management process reviews for a portfolio of proposals portfolio with more complex
projects and proposals. Gained
more difficult situations and
and the Geography business rules. and projects. Completed
QA,RM reviews. Gained
Provided expert advice on risk
Reviewed completed proposal and advanced QA or Risk Management increased knowledge of QA and
knowledge of QA and RM topics
identification, risk assessment and
project review reports performed
education, including PBA and PMR RM topics and methodologies
and methodologies (outside of
risk mitigation to IBM marketing
by experienced QA,RMs. Became best practices courses. Engaged within the Services industry.
IBM) within the Services industry. and delivery teams. Reviewed
familiar with the tools required to
a mentor.
Gained IBM profession
specialty information on the
perform the QA,RM job,
certification. Volunteered to be an PMCOE Web site and provided
Participated as a secondary
SME or a mentor in the QA,RM
updates to the PMCOE.
reviewer (shadow) with a more
specialty.
Submitted documentation for the
experienced QA or Risk Manager
QA,RM Specialty to the PMKN or
and performed several Proposal
to the PMCOE. Became a mentor
Baseline Assessments (PBAs) and
for several practitioners and
Project Management Reviews
assisted them with developing an
(PMRs).
action plan for PM Certification
with a QA,RM Specialty.
12/14/2009
Page 35 of 48

As a team member, became
familiar with the Worldwide QA
Process or the GBS Global Risk
Management process and the
Geography business rules.
Reviewed completed proposal and
project review reports performed
by experienced QA,RMs. Became
knowledgeable with the tools
required to perform the QA,RM
job, including: Delegation Letter,
WWGPE or SAGE, GS Risk,
QAWB, ICHC, Discovery, 7 Keys
Reporting, Other local or
Geography tools. Participated as
a secondary reviewer (shadow)
with a more experienced QA or
Risk Manager, performing several
Proposal Baseline Assessments
(PBAs) and Project Management
Reviews (PMRs).
12/14/2009
As a team member or technical

lead, was assigned a portfolio of
proposals and projects within a
specific industry or sector.
Independently performed Quality
Assurance or Risk Management
reviews for that portfolio of
proposals and projects.
Completed more advanced QA or
Risk Management education,
including PBA and PMR best
practices courses. Engaged a
mentor who has experience in the
QA or RM area and began to
understand the requirement for PM
certification with a QA,RM
Specialty.
As project lead or project

manager, gained additional
QA,RM experience by taking
responsibility for a larger portfolio
with more complex projects and
proposals to review.
Independently performed QA or
Risk Management reviews for that
larger and more complex portfolio
of proposals and projects. With
assistance from mentor, updated a
certification action plan, identifying
the basic education and specialty
training required for IBM
professional certification. In that
plan, also identified each of the
activities required to gain
certification. Completed the
QA,RM specialty training required
for IBM PM profession certification.
As project manager, continued to

gain experience in QA,RM by
performing reviews for large and
Acted as a resource for more
difficult situations and QA,RM
reviews. Gained awareness of QA
and RM topics and methodologies
outside of IBM within the Services
industry. Successfully executed at
least one QA,RM project that met
QA,RM experience and
required specialization skills,
project tools and methods.
Volunteered to be an SME or a
mentor in the QA,RM specialty to
ensure that education, skills and
knowledge are current and
updated on the PMCOE Web site.
Made recommendations for
QA,RM process and tool
improvements.
Developed a working knowledge of

competitive practices and
methodologies in QA,RM.
Recognized as a subject matter
expert for QA and RM and
provided expert advice on risk
identification, risk assessment and
risk mitigation to IBM marketing
and delivery teams. Successfully
executed at least two QA,RM
Mentored team on the various
sources and retrieval of intellectual
capital for team review of lessons
learned and for implementation of
QA,RM best practices on your
documentation updates. Mentored
several practitioners in QA,RM
specialty. Assisted practitioners
with developing an action plan for
PM Certification with a QA,RM
Specialty. (Note: validation at the
Thought Leader Level requires the
submission of a complex standard
Page 36 of 48

Software Development Specialization
Practitioners specializing in the Software Development specialty execute within a comprehensive guideline for creating new information systems in the Integrated Product
Development (IPD) environment. Although technical in nature, the software development process is primarily a business management process that is a structured approach for
multiple groups involved in any IBM software development project. Note: the Software Development specialty should only be declared by those candidates who develop IBM
products that contain a Program Identification Code (PID).
more successful software
software development
software development projects or projects or sub-projects in the
a software development project.
development specialization
sub-projects as a team member or software development
Recognized as an software
fluency in the practices, language Developed required software
development Subject Matter
used in the software development and unique aspects of the software development skill levels and
development specialization during experience. Provided guidance to management and marketing teams
specialization.
client and team interactions.
with viable software development
Mentored less experienced team mentor or Subject Matter Expert
members.
(SME).
in the software development
managers.
12/14/2009
Page 37 of 48

software development project.
Studied the software development
software development
materials pertaining to software
development including a review of
the Software Group Integrated
Product Development (SWG IPD)
methodology and vocabulary of
software development as
described in the glossary of
software development terms.
12/14/2009
Executed a successful Software

Development project as a technical
lead or team member. Read
Software Development and
vocabulary as described in the
glossary of Software Development
terms. Increased your knowledge
of Software Development by
holding regular meetings with your
specialty mentor. Joined Software
Development specific discussion
groups or forums.
Became competent in the IPD

methodology by successfully
executing software development
manager. Became conversant
with specialty information available
on the PMCOE Web site.
Engaged a mentor in the area of
Software Development and
mentored junior team members in
this specialty.

executed at least one software
development project that met
recommended specialty education
including the basic course in
Software Group Integrated Product
Development (SWG IPD) process.
Accumulated a minimum number
of years of software development
competency with required software
development specialization skills,
project tools and methods (SWG
IPD). Raised software
development skill levels or
knowledge areas of team

executed at least two software
development projects that met
recommended hours of
as a SME in the software
development specialization.
Raised software development skill
Recommended SWG IPD process
improvements. Actively
software products drove business
growth.
Page 38 of 48

Systems Integration Specialization
Practitioners specializing in the Systems Integration specialty focus on designing and delivering integrated information technology solutions to meet specific customer business
requirements. (This includes integration and application development both internal and external to IBM). Systems Integration and Application Development activities span the life
cycle of a solution from requirements analysis through design, development, and deployment.
more successful systems
systems integration specialization
a systems integration project.
systems integration projects or sub- projects or sub-projects in the
projects as a team member or as a systems integration specialization integration specialization projects projects that met minimum
team leader. Became conversant as project lead or project manager. that met the minimum validation
Leveraged fluency in the practices, requirements. Developed required Recognized as a systems
systems integration skill levels and integration Subject Matter Expert
experience. Provided guidance to (SME). Provided client,
systems integration specialization. the systems integration
team interactions. Mentored less mentor or Subject Matter Expert
with viable systems integration
(SME).
in the systems integration
managers.
12/14/2009
Page 39 of 48

systems integration (SI) project.
Studied the SI definition, skills, and
education. Selected a mentor
about the SI specialization and
environment from your mentor.
pertaining to SI and became
familiar in the vocabulary of SI as
described in the glossary of SI
terms.
12/14/2009

technical lead in the SI area. Read
technical materials pertaining to SI
and became conversant in the
vocabulary of SI as described in
the glossary of SI terms. Held
who has experience in the
environment and technical area.
databases to become competent
in accessing and retrieving SI
project management system
samples and best practices.
Successfully executed SI projects

Completed recommended SI
proficiency with SI skills, project
tools and methods: e.g. WWPMM,
IPD, ISD, BTOP and BTMS.
Raised team members' SI skill
implementation of SI best

executed at least one SI project
minimum number of years SI
competency with required SI
and methods: e.g. WWPMM, IPD,
ISD, BTOP and BTMS. Raised SI
skill levels or knowledge areas of
team members and management
through mentoring.

executed at least two SI projects
education. Tutored team on the
various sources and retrieval of
intellectual capital for team review
of lessons learned and for
implementation of SI best
them create proposals for SI
applications. Developed expertise
in industry specifics associated
with SI e.g. Retail, Life Sciences,
Content Management, Financial
Markets and Smarter Planet, etc.
Served as a SME in the SI
specialization. Raised SI skill
through mentoring.
Page 40 of 48

Technical Support Specialization
Practitioners specializing in the Technical Support Specialty support IBM clients in the role of technical sales enablement and technical support for new product introduction. They
plan for the Technical Sales Enablement and Technical Support needs of new offerings, including Hardware, Software and Services. This planning can extend across the five
components or pillars of end-to-end Technical Support and Sales Enablement. Specifically, practitioners of this specialty will focus on at least one, if not more, of the following 5
general areas:
- Technology Awareness and Adoption - Activities to make our clients, and consultants aware of our capabilities, strategies and direction.
- Technology and Skills Enablement - Enhance the skills of partners, customers and the IBM technical sales support community for developing and implementing IBM-based
solutions.
- Pre-Sale Technical Support - Provide information and assistance to the sales channels in selecting solution components, building proposals and responding to bids.
- Pre-Deployment Implementation Support - Provide assistance during solution evaluation and deployment for a specific customer engagement.
- Post-Sale Service and Support - Support of the IBM content within a customer's installed solution or product set.
Participated as a team member in
Technical Support Specialty
projects. Reviewed Technical
Support processes, pillars and
areas of Technical Sales and
Technical Enablement.
12/14/2009
As team member or team leader,

gained experience in one specialty
area and became conversant in
the vocabulary of the Technical
Support Specialty as described in
the glossary of Technical Support
Specialty terms. Helped execute
Technical Sales Enablement and
Support Plans.

more successful Technical Support
Technical Support Specialty as
project lead or project manager to minimum validation requirements.
gain experience in the
Developed required Technical
specialization. Became
Support Specialty skill levels
conversant in the language of the across two or more areas of
specialization. Expanded
Technical Support and Technical
knowledge and experience beyond Sales Enablement. Provided
a single area of Technical Support guidance to peers and
and Technical Sales Enablement. management as a mentor or
Led the execution of Technical
Sales Enablement and Support
Plans. Mentored less experienced
team members.

Technical Support specialization
specialization requirements. Was
able to articulate and represent all
areas of Technical Support and
Technical Sales Enablement.
Recognized as a Thought Leader
and SME of all 5 elements of the
Technical Support specialty and
their integration in support of each
other. Became conversant with
competitive trends in the area of
Technical Support. Provided
advice and mentoring to others in
the specialty. Provided customer
and management with viable
knowledge and competitive trends
in the Technical Support and
Technical Sales Enablement area.
Page 41 of 48

Guide and became familiar with
the technical support specialty.
Pages and held meetings with the
mentor to find out more about this
specialty. Read the information on
the PMCOE Web site provided by
the executive sponsor, reviewed
the skills and knowledge
requirements.
12/14/2009
Became familiar with the Technical

Support, Enablement Structure
and Technical Support
Enablement Vision. Understood
the purpose of each of the 5 pillars
of technical support available on
the PMCOE Web site and on the
Technical Support Enablement
Web site. Completed all the
classes provided via Pod-casts
that explain what unique skills are
needed to succeed in this
specialty. Held regular meetings
with my mentor who had
experience in the industry and
technical area.
Developed Leadership in a
Technical competency. Was the
team lead or project manager of a
project in the Technical Support
specialty. Engaged a mentor in the
area of Technical Support.
Became an SME in one area of
Technical Support. Implemented
Technical Support or Sales
Enablement project plans and then
benchmarked the plans with others
in the Technical Support Specialty.
Collaborated with other SMEs
outside of this area to broaden
understanding of the overall
Technical Support process.
Demonstrated competency as a
SME in all five areas of Technical
Support and developed
competency by executing
successful projects in other
Technical Support areas.
Developed Technical Support
Management and Governance
model by employing a disciplined
process. Defined the projects'
objectives and actively managed
Technical Support Plans.
Analyzed Technical Support
process of major competitor's
objectives, strategy, offerings and
trends to improve existing process.
Mentored others in the specialty to
broaden their understanding of the
overall Technical Sales
Enablement and Technical
Support Process.
As the Project Manager of record,

executed at least two projects that
met specialization validation
requirements in the Technical
Support specialty. Completed all
specialty education. Applied
thought leadership to IBM's
Technical Support vision to lead
change. Built a matrix of crossfunctional global project teams
ranging from marketing,
development, Sales, Services, the
geographies and others required to
support project objectives while
using and leveraging the skills of
the team within their SME areas.
Analyzed the Technical Support
processes of major competitors,
their objectives, strategy, offerings
and trends, used knowledge to
support engagements and
implemented strategies to
overcome IBM Technical Support
areas of weakness. Maintained
IBM's leadership position in
Technical support. Contributed to
making Technical Support a
competitive marketing advantage
for IBM.
Page 42 of 48

Transition and Transformation Management Specialization
The Transition and Transformation Management PM Specialty addresses the skills and requirements that are unique to the application of project management within the initial
phase of Strategic Outsourcing (SO), Business Transformation Outsourcing (BTO) and Application Management Services (AMS) contracts. Areas of focus to ensure delivery
excellence in Transition and Transformation Management include the application of knowledge of appropriate tools, methods, standards and processes that are unique to these
three organizations. Candidates selecting T&T as their specialty, whether it's attached to a Managed Operations (MO) contract or not, must fulfill the following requirements: Use
GTTA architecture or similar "transition team directed " methodology and management structure Use transition and transformation templates including project plans, and PDRs
(project definition reports). Use repeatable model principles and methods including the T&T reporting structure.
T&T projects or sub-projects as a
a Transition & Transformation
Management (T&T) project.
processes used in the T&T
specialization.
12/14/2009

projects or sub-projects in the T&T
and unique aspects of the T&T

more successful T&T
Developed required systems
integration skill levels and
(SME).
Led at least two successful T&T

Recognized as a T&T Subject
Matter Expert (SME). Provided
client, management and marketing
teams with viable T&T solutions
T&T specialization to other project
managers.
Page 43 of 48

Transition & Transformation
Management (T&T) project.
Studied the T&T definition, skills,
about the T&T specialization and
environment from your mentor.
pertaining to T&T and became
familiar in the vocabulary of T&T
as described in the glossary of
T&T terms.
12/14/2009

technical lead in the T&T area.
pertaining to T&T and became
conversant in the vocabulary of
T&T as described in the glossary
of T&T terms. Held regular
has experience in the environment
and technical area. Researched
become competent in accessing
and retrieving T&T project
management system samples and
best practices. Gained familiarity
with the Global Transition &
Transformation Architecture
(GTTA) or other 'transition team
dictated' methodology.
Successfully executed T&T

manager. Completed
recommended T&T specialization
courses. Increased proficiency
with T&T skills, project tools and
methods: e.g. GTTA or other
'transition team dictated'
methodology. Raised team
members' T&T skill levels or
implementation of T&T best

executed at least one T&T project
minimum number of years of T&T
competency with required T&T
and methods: e.g. GTTA or other
'transition team dictated'
methodology. Raised T&T skill
through mentoring.

executed at least two T&T projects
implementation of T&T best
them create proposals for T&T
applications. Developed expertise
in industry specifics associated
with T&T e.g. Retail, Life Sciences,
Content Management, Financial
Markets and Smarter Planet, etc.
Served as a SME in the T&T
specialization. Raised T&T skill
through mentoring.
Page 44 of 48

Transportation Industry Specialization
Practitioners specializing in the Transportation Industry have experience with the infrastructure and operational aspects of a number of different conveyance modes such as air,
rail, ocean and truck and in some situations combinations of integrated modes. The Transportation specialty focuses on solution design, solution development, and solution
delivery to meet specific Transportation Industry and client business requirements.
a transportation industry project.
transportation projects or subprojects as a team member or as a
transportation industry
specialization.
12/14/2009

and unique aspects of the

more successful transportation
met the minimum validation
transportation industry skill levels

Recognized as a transportation
industry Subject Matter Expert
with viable transportation industry
in the transportation industry
managers.
Page 45 of 48

team member in the transportation
industry, learned key fundamentals
of the transportation industry and
IBM systems and solutions for this
industry.
12/14/2009

technical lead in the transportation
industry. Developed knowledge of
client's application and
infrastructure inventory. Read
the transportation industry and
vocabulary of the transportation
industry as described in the
glossary of transportation industry
the environment and industry area.
databases and transportation
industry Web site to become
competent in accessing and
retrieving transportation industry
project management system
samples and best practices.
Successfully executed
transportation industry projects as
project lead or project manager by
applying acquired knowledge of
key transportation industry
applications. Completed
recommended transportation
industry specialization courses.
Increased proficiency with
transportation industry skills,
team members' transportation
databases and transportation
industry Web sites to review
lessons learned for implementation
of transportation industry best
key industry personnel.

acquired experience of the
transportation Industry and the
client's infrastructure to
successfully implement the client's
program portfolio. Managed
stakeholder expectations and
reduced portfolio risk through
industry knowledge and
experience. Leveraged key
transportation industry project that
met specialization validation
transportation industry experience
and demonstrated competency
with required transportation
industry specialization skills,
transportation industry skill levels
or knowledge areas of team
through mentoring.

executed at least two
transportation industry projects
implementation of transportation
industry best practices on your
Page 46 of 48

Travel Industry Specialization
Practitioners specializing in the Travel Industry business focus on specific skills, education, and experience required of Travel Industry Project Management professionals. Within
the Travel Industry there are three interrelated business segments: Airlines, Global Distribution Systems (GDS) such as Amadeus, Galileo, Sabre and Worldspan, Travel
Related Services (TRS) including hotels, casinos, rental car companies, cruise lines and travel agencies. Practitioners specializing in Travel will be expected to have a working
knowledge of all three segments. It is also expected that each practitioner would specialize in one (or more) of the segments.
travel projects or sub-projects as a
a travel industry project.
processes used in the travel
industry specialization.
12/14/2009

travel industry specialization as
the travel industry specialization
during client and team interactions.
members.

more successful travel industry
Developed required travel industry
skill levels and experience.
Provided guidance to peers and
Led at least two successful travel

met minimum validation
requirements. Recognized as a
travel industry Subject Matter
with viable travel industry solutions
travel industry specialization to
other project managers.
Page 47 of 48

team member in the travel
industry, learned key fundamentals
of the travel industry and IBM
systems and solutions for this
industry.
Successfully executed travel

sub-projects as a team member or industry projects as project lead or
technical lead in the travel industry. project manager by applying
acquired knowledge of key travel
Developed knowledge of client's
industry applications. Completed
application and infrastructure
recommended travel industry
inventory. Read technical
materials pertaining to the travel
industry and became conversant in proficiency with travel industry
the vocabulary of the travel
Raised team members' travel
industry as described in the
glossary of travel industry terms.
Held regular meetings with your
mentor who has experience in the Researched intellectual capital
databases and travel industry Web
environment and industry area.
sites to review lessons learned for
databases and travel industry Web implementation of travel industry
best practices on your projects.
site to become competent in
accessing and retrieving travel
key industry personnel.
industry project management
practices.

acquired experience of the travel
Industry and the client's
infrastructure to successfully
implement the client's program
portfolio. Managed stakeholder
expectations and reduced portfolio
risk through industry knowledge
and experience. Leveraged key
travel industry project that met
minimum number of years of travel
industry experience and
required travel industry
and methods. Raised travel

executed at least two travel
industry projects that met
implementation of travel industry
best practices on your projects.
General Specialization
Practitioners that do not fit within one of the other Managing Projects and Programs specializations.
12/14/2009
Page 48 of 48

IBM Career Smart Framework Managing Projectsand Programs Guidance

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Managing Projects and Programs Capability

Sponsor/Stakeholder Agreement Management Theme

Developed, maintained, and

IBM CareerSmart Framework - Internal Use Only

Copyright IBM Corp. 2008, 2009

Managing Projects and Programs Capability

Documented client and sponsor

IBM CareerSmart Framework - Internal Use Only

Established, negotiated and gained Identified and developed account

Copyright IBM Corp. 2008, 2009

Managing Projects and Programs Capability

Contributed to the definition of

Contributed to the development of

Articulated the project baseline

Established a Project Management

Directed the establishment of the

Collaborated with team members

Used appropriate tools and

Used appropriate tools and

Directed the selection of methods

Approved the methods and tools

IBM CareerSmart Framework - Internal Use Only

Copyright IBM Corp. 2008, 2009

Managing Projects and Programs Capability

Reviewed the change

Implemented and complied with

Performed change request

Gained client agreement and

Drove change at a Program Level

Read all change management

Recorded and tracked PCRs in the

Analyzed project change requests

Presented and demonstrated value Ensured all changes in your

IBM CareerSmart Framework - Internal Use Only

Copyright IBM Corp. 2008, 2009

Managing Projects and Programs Capability

Reviewed the financial baseline of

Performed financial management

Developed staff and cost budget to

IBM CareerSmart Framework - Internal Use Only

Established the financial

Copyright IBM Corp. 2008, 2009

Managing Projects and Programs Capability

Tracked project costs and

Developed and managed the

IBM CareerSmart Framework - Internal Use Only

As a component of the project kick- Established the threshold to trigger

Copyright IBM Corp. 2008, 2009

Managing Projects and Programs Capability

Determined the difference between

Managed deliverables for your

Demonstrated value add to the

Developed the quality plan and

Ensured quality plan articulated

With the assistance of the project

Read and complied with metrics

Demonstrated value add to the

Developed the quality plan with

Met with the client to ensure quality

IBM CareerSmart Framework - Internal Use Only

Copyright IBM Corp. 2008, 2009

Managing Projects and Programs Capability

Reported progress for your project

Collected and reported progress