Read both the IBM case study and the Deloitte Consulting case study in Kerzner, Chapter 15. You are to prepare a written summary and address the following questions: Compare and contrast the project...

Introduction
Deloitte is a consulting giant, commonly considered in the Big Four only after
PricewaterhouseCoopers. Consulting and advisory services such as auditing services,
strategic business consulting, public affairs, corporate communications, etc. are some of
the key sectors in which Deloitte operates. Quite obviously, Deloitte has faced issues of
interdependent and complex projects.
IBM, on the other hand, is a global giant in integrated solutions. As one of the
giants in the huge IT industry, it is considered pioneer in many inventions. IBM has
adopted planned marketing strategies from the 19th century and has implemented it
successfully. The growth IBM has shown in both its hardware and software division has
given IBM a history to admire at. IBM provides consulting services and hosting
provisions along with strong infrastructural services in various areas ranging from
nanotechnology to mainframe computers. IBM believes in helping their clients in
changing their business and economy by identifying different options by understanding
their value proposition. They keep developing huge chain of strategic measures which
keeps catering to ever fuelling client demand.
Project Portfolio Management
Deloitte’s approach towards project portfolio management is governed by an
Enterprise Program Management (EPM) framework (Kerzner 2010, p. 567), within
which projects, programs and portfolios fit into a hierarchy. The strategy helps in aiming
a balance between management of results and resources to deliver enterprise value.
Complementing EPM is the EVM (Enterprise Value Map). EVM focuses on
improvement by practical ways. From a functional perspective, it encompasses a
summary of what companies do, why they do and how can they do it better. Deloitte
assumes that the stakeholder value is driven by four value rivers namely, revenue
growth, operating margin, asset efficiency and expectations (Kerzner 2010, p. 569)
IBM developed a project management based approach to sort its issues of
project failure and customer satisfaction.
It established its Project Management Centre of Excellence (PM/COE) in its...