1. ABB Gate Model Overview
Ulf Westblom
ABB Gate Model Overview

2. 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?

3. ABB Gate Model for Project Managers
Available Training
Assessor Training
ABB Gate Model for Project Managers
ABB Gate Model
ABB Gate Model Fundamentals

4. 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

5. Business Decision Layer Project Management Layer
Model Types
The ABB Gate Model
Technology
Development
Product
Development
Process
Improvment
ABB Gate Model
Business Decision Layer
ABB Gate Model
Project Management Layer
ABB Gate Model
Execution Layer

6. Overview of the ABB Gate Model
Retrospective Investigation of Project
Confirm Execution
Start Introduction
Start Execution
Release Product
Close Project
Start Planning
Start Project
Start Project
Start Planning
Close Project
Start Execution
Confirm Execution
Start Introduction
Release Product
Retrospective Investigation of Project

7. Basic elements of the ABB Gate ModelGx
The Gate concept
The roles

8. What is a Gate? Gx A business decision based on Possible Outcome
Benefits
Status
Resources
Technology
Risk
Possible Outcome
Continue project
with or without changes
Terminate project Gx

9. What is a Gate (cont.)? Gx Gate Process GO NO GO Continue project
(with or without changes) GO Gx
Gate
Meeting
Assessment
Report
Cancel project
NO GO
Request for
more 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.
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.

11. Roles Gate Owner Project Manager Gate Assessor
Gate Meeting Participants

12. ABB Gate Model - Proposed usage
Two weeks before the meeting Gx
Gate
Meeting
Assessment
Report

13. ABB Gate Model - Proposed usage
One week before the meeting Gx
Gate
Meeting
Assessment
Report

14. ABB Gate Model - Proposed usage
At the meeting Gx
Gate
Meeting
Assessment
Report
Introduction (Agenda, Project Goals, Actions)
Gate assessment presentation
Discussion
Gate decision
Actions

15. ABB Gate Model - Proposed usage
After the meeting Gx
Gate
Meeting
Assessment
Report
Minutes of meeting
Communication of results
Monitor actions

16. Roles in CRC today – Who are suitable
Gate Owner
Project Manager
Gate Assessor
Gate Meeting Participants

17. 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

18. 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

19. The Assessor The Gate Assessor This requires someone that
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, ...

20. 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

21. 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

22. IP Router@ABB Power IT at Gate 2
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

23. Finding the ABB Gate Model

24. ABB Gate Model in ePIPE

25. Use of Gates within Corporate Research
Gate Meeting
Gate Assessment G0
Mandatory
Assessment 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. 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
G6/G7
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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