Watson    The IBM Jeopardy! Challenge                    Jim De Piante, PMP                    Executive Project Manager  ...
Video clip 1
Jim De Piante, PMP             Executive Project Manager                IBM Research                                      ...
Watson wins              February 16, 2011                                  © 2011 IBM   4
At a restaurant in upstate New York      Charles Lickel                        Ken Jennings                               ...
Deep Blue            May 11, 1997                           © 2011 IBM   6
The next Grand Challenge                  • Difficult problem                  • Broader audience                  • Scien...
IBM Research pursues the idea                      Dave Ferrucci    Paul Horn                                      © 2011 ...
What they were in for 2 hours    3 seconds           Wrong 66%    Right 90%                Simple questions    Quirky clue...
Dave Ferrucci meets Harry FriedmanHarry Friedman                               © 2011 IBM   10
Early sparring match                       © 2011 IBM   11
Sparring matches with champions                 Former Jeopardy! champions    Todd Crain                                  ...
© 2011 IBM   ‹#›
Watson’s record       Ken Jennings   Brad Rutter                                    © 2011 IBM   14
Watson was a contender    Press conference after the practice match                                            © 2011 IBM ...
Show time            © 2011 IBM   16
All there to witness…                        © 2011 IBM   17
End of round 1                 © 2011 IBM   18
The result             © 2011 IBM   19
Watson         © 2011 IBM   20
Watson    The role ofProject© 2011 IBM             Management
• Scope      • Schedule      • Budget      • Risk      • Stakeholders      • Communications      • Change      • Procureme...
Scope© 2011 IBM
Scope   Win on Jeopardy!    • Against the best of the best    • In early 2011   Radically new technology    • Architectu...
Unlike any other project One of a kind  • Unprecedented  • No “methodology”  • SW development, but not Division of respo...
Principal Investigator   Deep QA software    • Architecture    • Algorithms    • Development    • Integration   Watson h...
Project Managers1.    Project communications2.    Procurement3.    Stakeholder management4.    Elements of the budget5.   ...
Schedule© 2011 IBM
One unyielding deadline   Early 2011   Public commitment   IBM Research: Grand Challenge   Hollywood: RatingsJeopardy!...
Shelf life of clues                      © 2011 IBM   30
Budget© 2011 IBM
Budget Severely constrained  • Immutable deadline  • Fixed scope  • Financial pressures Managed at several levels Princ...
Risk© 2011 IBM
Key risks Technology Reputation (brand) Schedule Perceptions  • Might seem too easy  • If Watson wins  • If Watson los...
Perceptions Negative perceptions  • Jeopardy! (Sony)  • IBM Risk analysis  • Probability: high  • Effect: high  • Positi...
Move to Hollywood Watson damaged in transit  • Probability: low  • Effect: devastating  • Position: mitigate Risk analys...
Stakeholders© 2011 IBM
Stakeholder groups   IBM Research   Sony Pictures   Ogilvy   Talent   IBM internal    • Marketing    • Legal    • Pro...
Yorktown             HeightsHollywood            © 2011 IBM   39
IBM Research   Creative culture   Desire for flexibility   Not used to PM approach   Worried about perceptions   Prot...
Sony Pictures   Creative culture   Desire for flexibility   Not used to PM approach   Worried about perceptions   Pro...
What they had in common   Creative culture   Desire for flexibility   Not used to PM approach   Worried about percepti...
Where they were different Motives for the project  • Science and product revenue  • Entertainment and ad revenue Contrac...
Communications© 2011 IBM
Communications approach Speak several languages  • IBM  • IBM Research  • Hollywood  • Legal  • Procurement  • Marketing ...
Change© 2011 IBM
Approach to change Facilitate change  • Know alternatives  • Know costs Isolate change  • System: PI  • Everything else:...
The hand of Watson Plan  • Watson receives clue  • Watson buzzes electronically Rationale for change  • Avoid perception...
Change of venue   Plan    • Watson goes to Hollywood    • Wheel-of-Fortune set   Rationale for change    • Avoid percept...
Procurement© 2011 IBM
Procurement Key PM focus Highly specialized needs Sole source Key areas  • Talent  • Compliance  • Contestants Outsid...
Talent Challenge  • Role of Alex Trebek  • Short lead time New world for IBM  • Specification  • Actor’s guild Solution...
Compliance and integrity Challenge  • Game-show compliance  • Challenge integrity New world for IBM                     ...
Sparring contestants Challenge  • Former Jeopardy! contestants  • Manage the logistics  • Tight scheduling Solution  • C...
Contestant management   Challenge    • Find the right skills    • Outsource completely   Solution    • Sole source    • ...
Integration© 2011 IBM
Integration Crisp boundaries Communication Blended approach  • Co-location  • Virtual Tight linkages  • Researchers  •...
What next for       Watson© 2011 IBM                   ?
Does Watson think?         “Does a submarine swim?”                                    © 2011 IBM   59
What does Watson do?                 Deep                        © 2011 IBM   60
The future             © 2011 IBM   61
Nuance  ARMONK, NY and BURLINGTON, MA – 17 Feb 2011 IBM and Nuance Communications today announced a     research agreement...
WellPoint   INDIANAPOLIS and ARMONK, NY – 12 Sep 2011  WellPoint, Inc. (NYSE: WLP), and IBM (NYSE: IBM)  announced an agre...
Watson    The IBM Jeopardy! Challenge                    Jim De Piante, PMP                    Executive Project Manager  ...
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Jim depiante

  1. 1. Watson The IBM Jeopardy! Challenge Jim De Piante, PMP Executive Project Manager IBM Research© 2011 IBM
  2. 2. Video clip 1
  3. 3. Jim De Piante, PMP Executive Project Manager IBM Research Watson The IBM Jeopardy! Challenge© 2011 IBM
  4. 4. Watson wins February 16, 2011 © 2011 IBM 4
  5. 5. At a restaurant in upstate New York Charles Lickel Ken Jennings © 2011 IBM 5
  6. 6. Deep Blue May 11, 1997 © 2011 IBM 6
  7. 7. The next Grand Challenge • Difficult problem • Broader audience • Scientific community • Relevant to clients © 2011 IBM 7
  8. 8. IBM Research pursues the idea Dave Ferrucci Paul Horn © 2011 IBM 8
  9. 9. What they were in for 2 hours 3 seconds Wrong 66% Right 90% Simple questions Quirky clues © 2011 IBM 9
  10. 10. Dave Ferrucci meets Harry FriedmanHarry Friedman © 2011 IBM 10
  11. 11. Early sparring match © 2011 IBM 11
  12. 12. Sparring matches with champions Former Jeopardy! champions Todd Crain © 2011 IBM 12
  13. 13. © 2011 IBM ‹#›
  14. 14. Watson’s record Ken Jennings Brad Rutter © 2011 IBM 14
  15. 15. Watson was a contender Press conference after the practice match © 2011 IBM 15
  16. 16. Show time © 2011 IBM 16
  17. 17. All there to witness… © 2011 IBM 17
  18. 18. End of round 1 © 2011 IBM 18
  19. 19. The result © 2011 IBM 19
  20. 20. Watson © 2011 IBM 20
  21. 21. Watson The role ofProject© 2011 IBM Management
  22. 22. • Scope • Schedule • Budget • Risk • Stakeholders • Communications • Change • Procurement • Integration© 2011 IBM
  23. 23. Scope© 2011 IBM
  24. 24. Scope Win on Jeopardy! • Against the best of the best • In early 2011 Radically new technology • Architecture • Software HW configuration Marketing / Communications Scientific research • 55 sparring matches • Research papers Asset to commercialize © 2011 IBM 24
  25. 25. Unlike any other project One of a kind • Unprecedented • No “methodology” • SW development, but not Division of responsibilities • Principal Investigator • Project Managers IBM infrastructure not suited Creative use of PM techniques • Flexibility • Non-rigorous © 2011 IBM 25
  26. 26. Principal Investigator Deep QA software • Architecture • Algorithms • Development • Integration Watson hardware • Configuration • Scale-out • Optimization Front end • Game strategy • Betting David Ferrucci, PhD • Watson’s voice • Game state © 2011 IBM 26
  27. 27. Project Managers1. Project communications2. Procurement3. Stakeholder management4. Elements of the budget5. Milestone management6. Dependencies David Shepler, PMP7. Risk management8. Sparring matches9. Contestant management10. Negotiations11. Change management12. Hardware build-out13. Move to Hollywood14. The set at IBM Research15. Integration of all elements Jim De Piante, PMP © 2011 IBM 27
  28. 28. Schedule© 2011 IBM
  29. 29. One unyielding deadline Early 2011 Public commitment IBM Research: Grand Challenge Hollywood: RatingsJeopardy! Challenge …..……|………………………|…….. © 2011 IBM 29
  30. 30. Shelf life of clues © 2011 IBM 30
  31. 31. Budget© 2011 IBM
  32. 32. Budget Severely constrained • Immutable deadline • Fixed scope • Financial pressures Managed at several levels Principal Investigator • Development resources • Department travel Project Managers • Hardware • Other travel • Procurement © 2011 IBM 32
  33. 33. Risk© 2011 IBM
  34. 34. Key risks Technology Reputation (brand) Schedule Perceptions • Might seem too easy • If Watson wins • If Watson loses • HAL-like associations Failure Rep. Holt beats Watson? • Show might not air • Watson could lose Move Watson to Hollywood Not! © 2011 IBM 34
  35. 35. Perceptions Negative perceptions • Jeopardy! (Sony) • IBM Risk analysis • Probability: high • Effect: high • Position: avoid Actions • Avatar • Voice • Publicity © 2011 IBM 35
  36. 36. Move to Hollywood Watson damaged in transit • Probability: low • Effect: devastating • Position: mitigate Risk analysis • Likelihood of accident • Likelihood of damage Actions considered • Second system • Fly/drive • Choice of supplier Action: change approach © 2011 IBM 36
  37. 37. Stakeholders© 2011 IBM
  38. 38. Stakeholder groups IBM Research Sony Pictures Ogilvy Talent IBM internal • Marketing • Legal • Procurement • Industrial Design • Systems Technology Group © 2011 IBM 38
  39. 39. Yorktown HeightsHollywood © 2011 IBM 39
  40. 40. IBM Research Creative culture Desire for flexibility Not used to PM approach Worried about perceptions Protective of brand Communication style Contracts Science IBM © 2011 IBM 40
  41. 41. Sony Pictures Creative culture Desire for flexibility Not used to PM approach Worried about perceptions Protective of brand Communication style Contracts Entertainment Hollywood © 2011 IBM 41
  42. 42. What they had in common Creative culture Desire for flexibility Not used to PM approach Worried about perceptions Protective of brand © 2011 IBM 42
  43. 43. Where they were different Motives for the project • Science and product revenue • Entertainment and ad revenue Contracts Culture Communications • Internally • Externally © 2011 IBM 43
  44. 44. Communications© 2011 IBM
  45. 45. Communications approach Speak several languages • IBM • IBM Research • Hollywood • Legal • Procurement • Marketing • IP Law Use various means Update frequently © 2011 IBM 45
  46. 46. Change© 2011 IBM
  47. 47. Approach to change Facilitate change • Know alternatives • Know costs Isolate change • System: PI • Everything else: PMs Two examples • Watson’s hand • Match venue © 2011 IBM 47
  48. 48. The hand of Watson Plan • Watson receives clue • Watson buzzes electronically Rationale for change • Avoid perception problems • Level playing field Create mechanical hand • IBM Research facilities • Working prototype in 3 weeks New risk • Introduced slight delay • Possibly lose the buzz © 2011 IBM 48
  49. 49. Change of venue Plan • Watson goes to Hollywood • Wheel-of-Fortune set Rationale for change • Avoid perception problems • On IBM Research turf Create full Jeopardy! set • Huge undertaking • Watson stays in Yorktown Heights • Jeopardy! comes to IBM Research Opportunities seized • Reduced risk of the move • Showcase IBM Research facility © 2011 IBM 49
  50. 50. Procurement© 2011 IBM
  51. 51. Procurement Key PM focus Highly specialized needs Sole source Key areas • Talent • Compliance • Contestants Outside the IBM norm • Processes • Skills © 2011 IBM 51
  52. 52. Talent Challenge • Role of Alex Trebek • Short lead time New world for IBM • Specification • Actor’s guild Solution • Sole source • Known quantity Todd Allen Crain © 2011 IBM 52
  53. 53. Compliance and integrity Challenge • Game-show compliance • Challenge integrity New world for IBM Alex Hendrie • Specification • Making payments Solution • Sole source • Jeopardy’s supplier © 2011 IBM 53
  54. 54. Sparring contestants Challenge • Former Jeopardy! contestants • Manage the logistics • Tight scheduling Solution • Considered “cattle call” • Solicit through Jeopardy! • Hire as consultants © 2011 IBM 54
  55. 55. Contestant management Challenge • Find the right skills • Outsource completely Solution • Sole source • Existing approach Josiane Emorine and Alex Trebek • Existing supplier • Explicit specification • Detailed process definition • Supplier web site • Supplier travel agency • Supplier disbursement • Extreme empowerment © 2011 IBM 55
  56. 56. Integration© 2011 IBM
  57. 57. Integration Crisp boundaries Communication Blended approach • Co-location • Virtual Tight linkages • Researchers • Sony Pictures Milestone driven • Clear goals • Clear deadlines © 2011 IBM 57
  58. 58. What next for Watson© 2011 IBM ?
  59. 59. Does Watson think? “Does a submarine swim?” © 2011 IBM 59
  60. 60. What does Watson do? Deep © 2011 IBM 60
  61. 61. The future © 2011 IBM 61
  62. 62. Nuance ARMONK, NY and BURLINGTON, MA – 17 Feb 2011 IBM and Nuance Communications today announced a research agreement to explore, develop andcommercialize the Watson computing systems advanced analytics capabilities in the healthcare industry. © 2011 IBM 62
  63. 63. WellPoint INDIANAPOLIS and ARMONK, NY – 12 Sep 2011 WellPoint, Inc. (NYSE: WLP), and IBM (NYSE: IBM) announced an agreement today to create the firstcommercial applications of the IBM Watson technology. © 2011 IBM 63
  64. 64. Watson The IBM Jeopardy! Challenge Jim De Piante, PMP Executive Project Manager IBM Research© 2011 IBM
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