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© ABB AB, Corporate Research - 1 4/16/2015 abb ABB Gate Model Overview Ulf Westblom
© ABB AB, Corporate Research - 2 abb Course Objectives By the end of the course you should: Have an understanding about the gate model Be familiar with the different gates Know what the ABB Gate Model means for you What are your expectations?
© ABB AB, Corporate Research - 3 abb Available Training ABB Gate Model Fundamentals ABB Gate Model Assessor Training ABB Gate Model for Project Managers
© ABB AB, Corporate Research - 4 abb Why Use the Gate Model To ensure that by Gate 5, the organization can release a product ready for sale (PD) or technology ready for transfer (TD) To establish a common terminology To make the status of the projects in the organization visible To enhance: project control, decision making and responsiveness communication within/between projects synchronization between different tasks in product development
© ABB AB, Corporate Research - 5 abb Model Types The ABB Gate Model Technology Development Process Improvment Product Development ABB Gate Model Business Decision Layer ABB Gate Model Project Management Layer ABB Gate Model Execution Layer
© ABB AB, Corporate Research - 6 abb Overview of the ABB Gate Model Start Project Start Planning Start Execution Confirm Execution Start Introduction Release Product Close Project Retrospective Investigation of Project Start ProjectStart PlanningStart ExecutionConfirm ExecutionStart IntroductionRelease ProductClose Project Retrospective Investigation of Project
© ABB AB, Corporate Research - 7 abb Basic elements of the ABB Gate Model Gx The Gate concept The roles
© ABB AB, Corporate Research - 8 abb What is a Gate? Gx A business decision based on Benefits Status Resources Technology Risk Possible Outcome Continue project with or without changes Terminate project
© ABB AB, Corporate Research - 9 abb What is a Gate (cont.)? Gx Gate Meeting Gate Process Assessment Report Request for more information Continue project (with or without changes) GO Cancel project NO GO
© ABB AB, Corporate Research - 10 abb Gates versus Milestones Gate A business based decision point to determine whether to continue or terminate a project based on its benefit, status, risk, resource and technology considerations. Milestone A project manager’s progress check point Shows how far a project has proceeded against defined criteria. A milestone enables project management to take corrective actions.
© ABB AB, Corporate Research - 11 abb Roles Gate Owner Project Manager Gate Assessor Gate Meeting Participants
© ABB AB, Corporate Research - 12 abb ABB Gate Model - Proposed usage Gx Gate Meeting Assessment Report Two weeks before the meeting
© ABB AB, Corporate Research - 13 abb ABB Gate Model - Proposed usage Gx Gate Meeting Assessment Report One week before the meeting
© ABB AB, Corporate Research - 14 abb ABB Gate Model - Proposed usage Gx Gate Meeting Assessment Report At the meeting Introduction (Agenda, Project Goals, Actions) Gate assessment presentation Discussion Gate decision Actions
© ABB AB, Corporate Research - 15 abb ABB Gate Model - Proposed usage Gx Gate Meeting Assessment Report After the meeting Minutes of meeting Communication of results Monitor actions
© ABB AB, Corporate Research - 16 abb Roles in CRC today – Who are suitable Gate Owner Project Manager Gate Assessor Gate Meeting Participants
© ABB AB, Corporate Research - 17 abb Why Assessments? Limited amount of time for decision makers Good decisions require preparations Focus on essential information Makes it possible to cover all aspects, without getting stuck on details The assessment report presentation gives structure to the meeting Support the project Identify areas needing more attention in the project
© ABB AB, Corporate Research - 18 abb Exercise 1 Purpose:Understand the profile of a suitable assessor Task:Discuss and list the requirements on the assessor Result:Profile of a suitable assessor
© ABB AB, Corporate Research - 19 abb The Assessor The Gate Assessor acts on assignment from the Gate Owner summarizes project information in an unbiased way provides recommendation for Gate decision This requires someone that has experience from product development, preferably both business and technology is unbiased with respect to the project has communicating skills has networking skills - getting information from stakeholders has integrity with respect to the Gate Owner as well as to the project Example of suitable persons Project managers, product managers, R&D managers, marketing & sales managers,...
© ABB AB, Corporate Research - 20 abb Why Use an Assessor External to the Project? Advantages Unbiased No credibility issues if a No-Go proposal ends with a Go decision No personal dependencies to the project Pressure on the project to finalize material in time for a gate Pressure on Gate Owner/Stakeholders to provide information and to make decisions Disadvantages Used the wrong way, it may reduce project and product management responsibility Extra start up time
© ABB AB, Corporate Research - 21 abb Economic and Practical Considerations Assessment Economics Added value Better basis for decisions An external, unbiased view of the project Adds structure to the gate meetings Costs 1-2 person-days per gate (<10 kUSD per project) Business Case Just one decision made right instead of wrong will probably pay for all assessments in your organization Practical Considerations Assessments should be used with common sense In small projects the Gate Owner can do the assessment The possibility to combine gates should be used Make use of available tools – phone conferences/Sametime
© ABB AB, Corporate Research - 22 abb Exercise 2: Gate Owner Purpose: Evaluation of a Gate 2 Assessment Report as a Gate Owner Task: List things that are good and bad about the two assessment reports Result: Are you prepared to continue investing in the project? Assessment Report for IP Power IT at Gate 2
© ABB AB, Corporate Research - 23 abb Finding the ABB Gate Model
© ABB AB, Corporate Research - 24 abb ABB Gate Model in ePIPE
© ABB AB, Corporate Research - 25 abb Use of Gates within Corporate Research GateGate MeetingGate Assessment G0 MandatoryAssessment can be replaced by a detailed Pre-study or BTE Report. G1 If G0-G2 shorter than 3 months G1 can be skipped. Checklist items addressed at G2. Mandatory if G1 is used G2 Mandatory.Mandatory G3 If G2-G4 shorter than 3 months G3 can be skipped. Checklist items addressed at G4. If G4 is also skipped checklist items addressed at G5. Mandatory if G3 is used G4 If there is no validation in the customer environment planned G4 can be skipped. Checklist items addressed at G5. Mandatory if G4 is used G5 Mandatory.Mandatory G6/G7 Mandatory.Assessment can be replaced by a confirmation from the business partner(s) of receipt of all required results, customer feedback and a final project report.
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