Presentation on theme: "ABB Gate Model Overview"— Presentation transcript:
1 ABB Gate Model Overview Ulf WestblomABB Gate Model Overview
2 Course Objectives By the end of the course you should: Have an understanding about the gate modelBe familiar with the different gatesKnow what the ABB Gate Model means for youWhat are your expectations?
3 ABB Gate Model for Project Managers Available TrainingAssessor TrainingABB Gate Model for Project ManagersABB Gate ModelABB Gate Model Fundamentals
4 Why Use the Gate ModelTo 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 terminologyTo make the status of the projects in the organization visibleTo enhance:project control, decision making and responsivenesscommunication within/between projectssynchronization between different tasks in product development
6 Overview of the ABB Gate Model Retrospective Investigation of ProjectConfirm ExecutionStart IntroductionStart ExecutionRelease ProductClose ProjectStart PlanningStart ProjectStart ProjectStart PlanningClose ProjectStart ExecutionConfirm ExecutionStart IntroductionRelease ProductRetrospective Investigation of Project
7 Basic elements of the ABB Gate Model GxThe Gate conceptThe roles
8 What is a Gate? Gx A business decision based on Possible Outcome BenefitsStatusResourcesTechnologyRiskPossible OutcomeContinue projectwith or without changesTerminate projectGx
9 What is a Gate (cont.)? Gx Gate Process GO NO GO Continue project (with or without changes)GOGxGateMeetingAssessmentReportCancel projectNO GORequest formore information
10 Gates versus Milestones A business based decision point to determine whether to continue or terminate a project based on its benefit, status, risk, resource and technology considerations.MilestoneA project manager’s progress check pointShows how far a project has proceeded against defined criteria. A milestone enables project management to take corrective actions.
12 ABB Gate Model - Proposed usage Two weeks before the meetingGxGateMeetingAssessmentReport
13 ABB Gate Model - Proposed usage One week before the meetingGxGateMeetingAssessmentReport
14 ABB Gate Model - Proposed usage At the meetingGxGateMeetingAssessmentReportIntroduction (Agenda, Project Goals, Actions)Gate assessment presentationDiscussionGate decisionActions
15 ABB Gate Model - Proposed usage After the meetingGxGateMeetingAssessmentReportMinutes of meetingCommunication of resultsMonitor actions
16 Roles in CRC today – Who are suitable Gate OwnerProject ManagerGate AssessorGate Meeting Participants
17 Why Assessments? Limited amount of time for decision makers Good decisions require preparationsFocus on essential informationMakes it possible to cover all aspects, without getting stuck on detailsThe assessment report presentation gives structure to the meetingSupport the projectIdentify areas needing more attention in the project
18 Exercise 1 Purpose: Understand the profile of a suitable assessor Task: Discuss and list the requirements on the assessorResult: Profile of a suitable assessor
19 The Assessor The Gate Assessor This requires someone that acts on assignment from the Gate Ownersummarizes project information in an unbiased wayprovides recommendation for Gate decisionThis requires someone thathas experience from product development, preferably both business and technologyis unbiased with respect to the projecthas communicating skillshas networking skills - getting information from stakeholdershas integrity with respect to the Gate Owner as well as to the projectExample of suitable personsProject managers, product managers, R&D managers, marketing & sales managers, ...
20 Why Use an Assessor External to the Project? AdvantagesUnbiasedNo credibility issues if a No-Go proposal ends with a Go decisionNo personal dependencies to the projectPressure on the project to finalize material in time for a gatePressure on Gate Owner/Stakeholders to provide information and to make decisionsDisadvantagesUsed the wrong way, it may reduce project and product management responsibilityExtra start up time
21 Economic and Practical Considerations Assessment EconomicsAdded valueBetter basis for decisionsAn external, unbiased view of the projectAdds structure to the gate meetingsCosts1-2 person-days per gate (<10 kUSD per project)Business CaseJust one decision made right instead of wrong will probably pay for all assessments in your organizationPractical ConsiderationsAssessments should be used with common senseIn small projects the Gate Owner can do the assessmentThe possibility to combine gates should be usedMake use of available tools – phone conferences/Sametime
22 IP Router@ABB Power IT at Gate 2 Exercise 2: Gate OwnerPurpose: Evaluation of a Gate 2 Assessment Report as a Gate OwnerTask: List things that are good and bad about the two assessment reportsResult: Are you prepared to continue investing in the project?Assessment ReportforIP Power IT at Gate 2
25 Use of Gates within Corporate Research Gate MeetingGate AssessmentG0MandatoryAssessment can be replaced by a detailed Pre-study or BTE Report.G1If G0-G2 shorter than 3 months G1 can be skipped. Checklist items addressed at G2.Mandatory if G1 is usedG2Mandatory.G3If 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 usedG4If there is no validation in the customer environment planned G4 can be skipped. Checklist items addressed at G5.Mandatory if G4 is usedG5G6/G7Assessment can be replaced by a confirmation from the business partner(s) of receipt of all required results, customer feedback and a final project report.