© ABB AB, Corporate Research - 1 4/16/2015 abb ABB Gate Model Overview Ulf Westblom.
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Transcript of © ABB AB, Corporate Research - 1 4/16/2015 abb ABB Gate Model Overview Ulf Westblom.
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04/
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ABB Gate ModelOverview
Ulf Westblom
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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?
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Available Training
ABB Gate Model Fundamentals
ABB Gate Model
AssessorTraining
ABB Gate Model forProject Managers
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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
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Model Types
The ABB Gate Model
TechnologyDevelopment
ProcessImprovment
ProductDevelopment
ABB Gate ModelBusiness Decision Layer
ABB Gate ModelProject Management Layer
ABB Gate ModelExecution Layer
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Overview of the ABB Gate ModelS
tart
Pro
jec
t
Sta
rt P
lan
nin
g
Sta
rt E
xecu
tio
n
Co
nfi
rm E
xec
uti
on
Sta
rt I
ntr
od
uct
ion
Rel
eas
e P
rod
uc
t
Clo
se P
roje
ct
Ret
rosp
ecti
ve I
nv
esti
gat
ion
o
f P
roje
ct
Start ProjectStart PlanningStart ExecutionConfirm ExecutionStart IntroductionRelease ProductClose ProjectRetrospective Investigation
of Project
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Basic elements of the ABB Gate Model
Gx The Gate concept
The roles
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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
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What is a Gate (cont.)?
Gx
GateMeeting
Gate Process
Assessment
Report
Request formore information
Continue project(with or without changes)
GO
Cancel project
NO GO
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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.
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Roles
Gate Owner
Project Manager
Gate Assessor
Gate Meeting Participants
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ABB Gate Model - Proposed usage
Gx
GateMeeting
Assessment
Report
Two weeks before the meeting
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ABB Gate Model - Proposed usage
Gx
GateMeeting
Assessment
Report
One week before the meeting
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ABB Gate Model - Proposed usage
Gx
GateMeeting
Assessment
Report
At the meeting
Introduction (Agenda, Project Goals, Actions)Gate assessment presentationDiscussionGate decisionActions
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ABB Gate Model - Proposed usage
Gx
GateMeeting
Assessment
Report
After the meeting
Minutes of meetingCommunication of resultsMonitor actions
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Roles in CRC today – Who are suitable
Gate Owner
Project Manager
Gate Assessor
Gate Meeting Participants
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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
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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
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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, ...
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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
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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
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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 Reportfor
IP Router@ABB Power IT at Gate 2
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Finding the ABB Gate Model
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ABB Gate Model in ePIPE
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Use of Gates within Corporate Research
Gate Gate Meeting Gate Assessment
G0Mandatory Assessment 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 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
G4If 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.
