The Interactive Media arm of the mega-billion dollar organization required a standard means of delivering quality internet technology and application development services to marquis clients such as, and The project management organization consisted of 300 project team members, including a Vice President, 5 supporting directors, one contract manager, and three consultants.

IBM’s Interactive Media needed to develop an integrated methodology based upon project management methodology, software development lifecycle (SDLC) methodology, and traditional media production methodology. The integrated methodology was providing the foundation for the visual digital branding and supporting e-commerce back-end engines for each of the clients they were serving.


WiserWulff’s assignment at IBM Interactive Media covered all aspects of project management methodology: scope definition, project planning and scheduling, baselining and status report (for schedule, labor, and costs), variance and root cause analysis, scope/change management and status communications. WiserWulff was also tasked with establishing the project management office (PMO) infrastructure that drove the implementation and adoption of this methodology across a 400 person organization. This PMO implementation also included a project governance process model that provided for validating and driving the adoption of the project management methodology through documented audit and review processes.


WiserWulff undertook the following actions to achieve the initative:


The engagement resulted in the following benefits: