Mechanical Engineering Department

Senior Design Project

Effective Project Teams

and
Project Management Tools and Techniques

Terry Russell
OU ME Advisory
Board Chairman
Ten Common Group Problems
1. Floundering

2. Overbearing participants

3. Dominating participants

4. Reluctant participants

5. Unquestioned acceptance of opinions as facts

6. Rush to accomplishment

7. Attribution

8. Discounts and “plops”

9. Wanderlust: digression and tangents

10. Feuding members

Page 5
Nine Ingredients for a Successful Team
1. Clarity in team goals
2. Use of the scientific approach
3. Clearly defined roles
4. Clear communication
5. Beneficial team behaviors
6. Well-defined decision procedures
7. Balanced participation
8. Established group rules
9. Awareness of the group process

Page 6
Values & Beliefs That Support Good
Communication in Work Teams
• Each person is worthy of being treated with respect.
• Conflict can be managed to support win/win solutions.
• Disagreement is normal and a natural part of communication between any two people.
• Feelings should be dealt with as “facts” for the purpose of understanding the other
person.
• Feedback should be given when requested or solicited (especially if critical).
• Members receiving feedback should feel free to ask any question they have concerning
the feedback they receive.
• You can reject what the person says without rejecting the person.
• Dumping may feel good, but it rarely leads to improved communication between people
and should be avoided.
• Rigid value positions and critical character judgments prevent good communication.
• A willingness to consider new information, input and an openness to be persuaded
to another way of thinking, acting, etc., is necessary if high level consensus
decisions are to be reached.
Page 15
 Decision Tree

COOPERATIVE
The problem is shared with COOPERATIVE
AUTOCRATIC Individuals not as a group; WITH MEETING
WITH INPUT suggestions are asked for,
then the decision-maker Problem is shared with whole
Decision-maker gets makes the decision. No group; collective suggestions
Information(not suggestions) meeting are asked for; the
from Individuals then makes decision-maker makes the
the decision. One on one. decision. Must explain the
decision back to people.

AUTOCRATIC A CONSENSUS
DECISION
Decision is made alone by NEEDS Problem is shared with the
the decision-maker TO BE whole group; the decision is
MADE based on consensus.

Page 16
Decision Tree (cont.)
Questions to consider in the choice
of a method for making decisions
1. Is one decision more likely to produce results than another, or will any
do, as long as something is decided?

2. Does the leader have enough information to decide alone? (If no,
autocratic mode is unwise.)

3. Does the success of the decision depend upon acceptance by the

group? (If yes, drive for consensus)

4. Are members of the group likely to be in conflict? (If yes, consensus

could be difficult.)

5. Can the members be depended upon to put the interests of the

team ahead of self interests? (If no, consensus could
be difficult).

Agree
Agreeon
onDecision-making
Decision-makingmethods
methodsas
asaateam
teamground
groundrule
rule
Page 17
Team Operating Procedures

Team operating procedures form the backbone of team norms and

expectations for new team members who will work together. These
procedures require a significant amount of discussion, often raising
points of ambiguity and conflicting assumptions among team members,
and between team members and management. Before developing the
operating principles, it should be decided by the chartering person or
team which of the procedures have room for negotiation and which are
fixed. For example, if it is expected that meetings will occur each week,
then the team will not be deciding frequency of meetings. In this vein, try
to facilitate the team to decide for themselves on the most effective
principles (that confidentiality of discussions is a good idea, for example),
and dictate no more than absolutely necessary. Remember, the
process of developing the operating procedures is as important
as the operating principles themselves are.

Page 20
Team Operating Procedures To Specify
Agenda: Who sets? When published? Input invited, etc.
Attendance: Excused absences, handling latecomers
Meetings: Times, frequency, place
Decision Process: Consensus? Collaborative? Majority?
Minutes and Select a recorder, how? How are minutes approved?
Reports: Where posted? Who types them? How are they distributed?
Leader Role: How is it defined? How is leader selected? Expectations of the
leader.
Behavioral Norms: Listening, interruptions, giving and receiving feedback, empathy.
Confidentiality: What goes outside the group?
Guests: How are they invited? How excused?
Meeting Audits: How frequent? Who is responsible?
Facilitator: How selected? Expectations?
Conflict: Expected? How managed?
Recommendations, How initiated? How routed? Who is informed?
Suggestions:
Commitments Outside Expectations for follow-through on commitments for
Meetings: studies, information, data analysis, word processing, etc.

Page 21
Example: Meeting Procedures and Ground Rules
Team leader will monitor and control meeting to assure members have
ability to participate without interruption. Minimal cross talk will be
permitted and domination by any group of members is prohibited. Team
recorder can interrupt for clarity.

Team members are expected to: Meeting Logistics

• Be honest, open and caring. • Meeting will be scheduled in advance as to date,
• Come prepared to fully participate. time, and location, and be scheduled to allow
• Be prompt. sufficient time for member preparation.
• Honor confidentiality. • Meeting will start on time.
• Notify team leader of impending • No smoking permitted in meeting room.
absences • Refreshments to be provided and accessible
No substitutes permitted. during meeting.
• Maximum meeting length to be announced.

Agenda and Minutes Preparation

• Planning worksheet will be used to establish agenda.
• Agenda of next meeting will be established at end of current meeting.
• Minutes and next meeting agenda to be issued in a timely manner.

Page 22
Example: Meeting Procedures and Ground Rules
(cont.)
Conduct of Meeting
• 70% of member attendance is required for a quorum.
• Agenda to be review at start of meeting.
• Role of team leader, facilitator, recorder, timer are to be recognized and
respected.
• Breaks to occur at a minimum of every 90 minutes with desired intervals of
60 minutes.
• Evaluate meeting at end for improvement ideas.
• Respect all input from members.
• Sense of humor is OK and fun is desired.
• OK to disagree
• Team consensus to be used to resolve issues.
• Action items. to be clearly defined with identified responsibilities.
• Feedback is at the option of the member.
• Process checks will be conducted at a frequency determined by team leader
and members.
• Seven-step model is desired approach to problem solving and process
improvement.

Social Interaction is Desired

Page 23
 A Meeting is a Process
that Can be Improved

MEETING PROCESS MEETING MANAGEMENT

TOOLS

PLANNING MEETING PLANNING SHEET

AND AGENDA

CONDUCTING AGENDA

ENSURING
FOLLOW-UP ACTION REGISTER

EVALUATING PROCESS CHECK

Page 24
Example Meeting Agenda
Team: EDCP Implementation
Date: September 10, 2007
Time: 11:00 a.m.-12:00 p.m.
Location: Evendale: ESD&I Conference Room Lynn: Paula Wright’s Office
Roles: Leader: Mike Smith
Facilitator: Tim Jones

AGENDA ITEM TIME WHO

DESIRED OUTCOME
ALLOTTED RESPONSIBLE
1. Agenda Review Consensus on agenda 11:00-11:05 Tim

2. Action Items Status on 04/25 action items/PCB operation discussion 11:05-11:15 Tim/Jeff/Team

3. Communication QMI Ideas and suggestions for Communications Team/EDCP 11:15-11:25 George/Paula/Team
article publication schedule

4. Training QMI Update on Training Team activities 11:25-11:35 Moses/Team

5. EDCP Implementation Metrics Continued discussion of proposed metrics and action 11:35-11:55 Team
plan for implementation

6. Wrap-up Summary of action items/agenda for 05-09 meeting 11:55-12:00 Tim/Team

7. Adjourn 12:00

Put
PutTeam
TeamMeeting
MeetingAgendas
Agendasin
inthis
thisFormat
Format
Page 26
 Example Action Register
Team: EDCP Implementation
Date: September 10, 2007
Team Leader: Mike Smith

Action Who Is Going To Do What? When Completed Status

Item
1. J. Martin Discuss PCB Operation 05/02

2. J. Stow Check with Al Heyson for the existence of 0502

Readiness Review documents

3. M. Moore Set up training team review of GCRB Team 05/02

building concerns with G. Villena and D. Newcomb

4. B. Bessom Support formation of Best Practices and Lessons 05/23 Herzner meeting 04/25
Learned Database Team

5. Resource Meet with all other sub-teams to ensure that the 05/23 Sub-team meetings in
Sub-Team identified EDC resource barriers are addressed preparation

6. T. Russell Terry to get Tollgate Review and Target Costing 05/23 Delayed pending
modules scheduled for all VP’s completion of Tollgate
Review module

7. T. Kinne Integrate Lynn LM1600 Quality System Review with 05/23

P. Wright activities of Roger Pfalzgraf Team

8. T. Russell Work with Al Parker to integrate ISO9000 06/30

requirements into EDCP checklists

9. Team Submit difficulties with using WAIS to Bob Bessom On-going Closed temporarily

Page 28
 Team Process Check
Circle the number of each dimension which reflects your rating of the group process.

ON-TRACK
1 2 3 4 5 6 7 8 9 10 Followed the agenda -
No agenda or did
not follow the agenda no digressions

PARTICIPATION
A few key members 1 2 3 4 5 6 7 8 9 10 Everyone contributes and
dominating and some is involved in team
members not participating decisions
LISTENING
More than one person 1 2 3 4 5 6 7 8 9 10 One person talks at a time;
talks at a time; repetitions, clarifying and building of
interruptions, and side ideas
conversations LEADERSHIP
1 2 3 4 5 6 7 8 9 10 Team leader and team
No attempts to bring the
team back on track and intervene to keep the team
encourage equal on track and actively
participation DECISION QUALITY manage equal participation
1 2 3 4 5 6 7 8 9 10
Team decisions were Team expertise and
inferior to individual decisions were superior to
assessments individual judgments
FUN
1 2 3 4 5 6 7 8 9 10

Page 30
 Project Management
Tools and Techniques

Scorecards
Project Plan
Risk Rating Criteria
Risk Management Process
 Scorecards
Display of Project Quantifiable Measurements in
Visual Form
Initiated at Beginning of Project
Used to Track Project Progress to Defined
Goals over Time
Provide Project Reviewers Quick and Efficient
Tracking Ability
Used During Reviews Throughout Project
Duration
AAGood
GoodSet
Setof
ofScorecards
ScorecardsDisplays
DisplaysKey
Key
Project
ProjectChallenges,
Challenges,Requirements,
Requirements,
Schedule
Scheduleand
andCost
CostGoals;
Goals;and
andthe
theTeam’s
Team’s
Progress
Progressto
tothe
theGoals
Goals
Scorecards Should Be Related to:
• Critical To Quality Characteristics (CTQs)

• Project Cycle Time

• Error Free Processes

• Cost and/ or Cost Reduction

• Program Risks

• Others....
 Engine Weight Scorecard
COMPOSITE FAN DUCT
FUEL DELIVERY SYS. FRONT FRAME DP REVISION
-$5K
4040 (BLADE OUT) FOR BLADE OUT
RADIAL AUGMENTOR
4020
T25 SENSOR REVISED TECH REQUIREMENTS
4000
ENGINE WEIGHT IN LBS

TECH REQUIREMENTS
CHEM MILL
3980 REDUCED DRAG + $8K
NOZZLE
3960 EJECTOR NOZZLE
CIP EXHAUST
NOZZLE
3940
LCBF ROTOR
3920

-129 AVG.
3900

3880
08

8
08
8

-0
r-0

n-

g-

ct
Ap

Ju

Au

O
7

08
07

-0

-0

b-
g-

ct

ec

Fe
Au

TIME
O

WEIGHT RISK ABATEMENT

Tollgate Completion Status The basic chart shown here and the activities

Scorecard included under each tollgate are to be adapted by

each NPI Team to suit the mission and
deliverables of the team.

PROJECT
NPI TITLE
PROJECT TITLE
Key Elements
Elements
Tollgate Completion Schedule

(Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr)

1 2 3 4 5 6 Launch 7 8 9 10
Idea Strategize Get Consensus Develop Validate Produce &
Feedback Propose - Prepare detailed plan Prepare Launch Design
Support 100%

+ Need identified for NPI + Define key + Expand team

+ Establish program + Finalize technical + Issue launch + Launch program. + Procure/manufacture + Complete component + Review producibility
Process. technical membership.
strategy. requirements documents. hardware. tests, engine, and data.
requirements. + Refine critical path 90%
+ Establish Senior + Begin risk abatement flight testing as
+ Communicate + Update business + Identify critical path elements/ schedule. + Validate process + Review field data.
Leadership Team. + Brainstorm issue. plans. required.
status of program and technical plans. elements. capability.
+ Identify CTQs. + Identify ongoing
+ Identify Leadership + Develop risk + Generate preliminary direction. + Confirm all program
+ Identify NPI metrics. + Finalize best + Finalize detailed cert/ improvements.
Team. assessment approach. + Initiate concurrent requirements are met, 80%
+ Define detailed options. qual test plans.
criteria. + Establish launch detail design & and complete + Hold periodic Tollgate
+ Establish NPI Team. + Obtain stakeholder customer
requirements. + Finalize manufacturing + Prepare test documentation. 10 reviews.
+ Finalize alternative feedback and review requirements.
+ Evaluate business manufacturing process planning. hardware.
approaches approach as required. + Confirm funding, + Obtain customer/
impact. + Initiate QFD to processes. 70%
(strategy). participants, and + Hold detailed design + Review Tollgate 8 agency approval.
+ Review Tollgate 3 identify top-level
+ Define initial program facilities available. + Identify design reviews. checklist.
+ Identify checklist. CTQs. + Review Tollgate 9
requirements. review schedule.
manufacturing + Conduct Tollgate 5 + Finalize detail + Conduct Tollgate 8 checklist.
+ Conduct Tollgate 3 + Prepare detailed
+ Conduct Tollgate 1 approaches. review. + Review Tollgate 6 design/test definition. review. 60%
review. proposal/ program + Conduct Tollgate 9
review. checklist.
+ Perform risk plans. + Review Tollgate 7 review.
assessment + Conduct Tollgate 6 checklist.
+ Obtain customer
review.
+ Prepare prelim. buy-in. + Conduct Tollgate 7 50%
program plan review.
+ Conduct Tollgate 4
+ Conduct Tollgate 2 review.
review. 40%

30%

20%
Percent Tollgate
Checklist Items
Complete
10%

0%
1% 2% 5% 8% 10% 20% 40% 70% 95% 100%

Percent Overall Team

NPI Team
Mission
Mission
NPI Program
Complete
 Project Plan

Documents Activities Required for the Execution

and Control of a Project
Provides Precise Details on What Needs to be Done,
When it needs to be Complete, What it will Cost,
and Who is Responsible to Keep Project
Participants Informed

Project
Project Plan
Plan Advances
Advances aa Product
Product from
from
Generation
Generation of
of Product
Product Idea
Idea Through
Through
Transition
Transition into
into Continuous
Continuous Operations
Operations
 Value of the Project Plan
• Provides Project Completion Date Based
on Logical Flow of Work and Duration of
Work Tasks
• Provides Early Warning for Quick
Intervention of Problems
• Allows Teams to Assess the Impact of
Problems and Make Necessary
Adjustments to the Project Plan
• Allows for the Recording and Tracking of
Risk Abatements
• Provides the Project Team with a Vehicle
for Consistently Communicating Project
Status with Business and Customer
 Critical Path Schedule Method

THE CRITICAL PATH - A sequence of activities in the network having the

longest total duration of the project. Activities along the Critical Path have
zero or negative slack/float. The Critical Path can be shown on any type of
network and/or Gantt Chart.
 Links with Team Concept
Facilitates all functions understanding how and when they interact
with one another
Allows teams to focus on the process and make improvements
from a common understanding of what the process is
Allows and facilitates early involvement of suppliers/manufacturers
in the design stages
Facilitates risk assessment/ abatement based on knowledge of the
process:
Helps eliminate missed, redundant, inconsistent analysis and/ or
effort
When teams meet, the critical path schedule provides a focal point
for agenda items
Helps teams manage their own processes and provides a
tool for reducing cycle and establishing best practice
templates
 Example Critical Path Schedule
(Microsoft Project)
1995 1996 1997 1998 1999 2000 2001 2002
ID Task Name Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1 538185/6 (Aero/Mechanical Test) 11/6 2/29

2 583185/7 (Aero/Performance Test) 6/22 10/8

3 538185/7B (Radial Aug Demo test) 11/22 1/10

4 Qualification Program Definition 5/2 9/24

5 538185/8 (Aeromech. Checkout @ Even 2/1 3/1

6 538185/8 (Aeromech. Qual @AEDC-227 3/2 6/30

7 538185/9 (Perf/Oper Qual-100 Hrs) 2/10 4/12

8 538192/3 (Endurance Qual-4300 TAC) 3/10 8/25

9 LCBF Component Tests 12/2 9/16

10 Radial Augmentor Component Tests 1/1 6/30

11 Qualification Reports to USAF 8/26 10/27

12 USAF Agreement on Reports 10/28 12/8

13 Qualification Complete 12/9

14 Support Equipment Dev't 9/1 4/1

15 Repair Development 1/1 12/31

16 Tech Data Definition 7/1 11/3

17 Deliver 1st EFE Flt Test Eng & Spare 6/30 7/31

18 EFE Flight Test Program 8/1 5/31

19 EFE Production Engine Deliveries Start 5/30

 What is Risk?

The probability of an undesirable event occurring and the

impact of that event to the project or program
 Risk Management Process
Technique Used to Manage Negative Events that
Could Occur in the Execution of a Project
Provides Valuable Information to the Business and
Customer for Reducing Risks Involved in Changing
a Project
Specifies Early in the Project What is Needed to
Reduce Risks to an Acceptable Level
Initial Identification, Quantification and Prioritization of
Risk Statements at Beginning of Poject
Risk Abatement Plans are Monitored Throughout the
Project
The
ThePurpose
PurposeofofPerforming
Performingthe
theRisk
RiskManagement
ManagementProcess
Process
isisto
toIdentify
Identifyall
allthe
theEvents
Eventsthat
thatCould
CouldPrevent
PreventProject
Project
Team
TeamSuccess
Success
 What is The Value of Using The Risk
Management Process?

Reduces overall program costs and schedule impact by

stimulating up-front team planning to reduce or eliminate
program risk

Allows business to formally share in the risk decisions

Some customers require it

It increases customer confidence in our ability to identify

and manage risks
 Risk Rating Criteria
Start of Risk Management Process
Guidelines for Judging Risk Items so that Risks can
be Rated from High to Low
Removes Uncertainty from the Risk Impact
Evaluation and Ensures Teams are Rating the Risk
Items Consistent with Leadership Risk Tolerance
Developed by Faculty and Project Team

Establishing
Establishing Definitions
Definitions ofof High,
High, Medium
Medium
and
and Low
Low for
for Probability
Probability and
and Impact
Impact
Ratings
Ratings is
is the
the Most
Most Important
Important Outcome
Outcome of
of
Risk
Risk Rating
Rating Criteria
Criteria Development
Development
 Risk Rating Criteria

Risk criteria to consider for High, Medium, or Low:

Probability that Risk Issues will Occur:

High Likely occurrence to happen

Major uncertainties/unknowns exist

Medium Unlikely to occur but could

Significant uncertainties exist

Low Very unlikely to occur

Almost no uncertainties exist
 Example of Risk Rating Criteria
Manufacturing Process Improvement Project
Impact of Risk on Project Mission

TECHNICAL SCHEDULE COST

REQUIREMENTS

HIGH Implementation of
Implementation of Project Implementation Costs
RISK Improvements Require
Improvements that
Exceeds the 9 that Exceed Target
Major Re-Design and Cost by $50K
Month Schedule by
Modifications
6 Months

MEDIUM Implementation of
Implementation of Project
Improvements that Implementation Costs
RISK Improvements Require
Exceeds the 9 That Exceed Target
Some Significant Re-
Month Schedule by Cost by $25K to $50K
Design and Modifications
3-6 Months

LOW Implementation of Project Implementation of

Implementation Costs
RISK Improvements Require Improvements that
Less than $25K or
Minor Re-Design and Meet the 9 Month
Meets Target Cost
Modifications Schedule
 Risk Prioritization Matrix

High
HH
3 6 9 Risk
6-9
Probability

Medium
M 2 4 6 Risk
3-4
Low
L 1 2 3 Risk
1-2
L M H
Impact

Risk
RiskRating
Rating==Probability
ProbabilityxxImpact
Impact
Key Steps of the Risk Management Process
1. Identify Risk Rating Criteria

2. Obtain Agreement on Risk Rating Criteria

3. Develop Risk Statements and Combine into Logical Risk

Categories

4. Quantify the Risk Statements

5. Select Risks Needing Abatement

6. Define and Document All Needed Risk Abatements

7. Prepare Risk Management Summary Report

8. Obtain Approval of Risk Abatement Plan

9. Track and Monitor Risk Abatement

10. Identify and Evaluate Additional Risks

11. Communicate Risk Management Status

 Potential Risk Issue Examples
Technical program requirements have not been defined
Assigned technical team lacks experience
New or unfamiliar technical approach has not been defined
New suppliers lack of technical experience will cause delays
Inadequate technical analysis methods will cause problems
Little or no recovery time in the schedule will cause delays
Resources or technology not available in time
Schedule of tasks has not been communicated
Little or no recovery in the budget will cause cost constraints
Changing requirements will increase costs
Missed schedules will increase costs
Poor process capability will impact parts and inspection cost
 Risk Abatement Plan
Develop the Abatement (Risk Reduction) Plans for
the High or Medium Rated Risks as Identified
For Elements of High Risk Consider the Following:
Assure that if implemented, the risk level of associated element is
reduced to medium or low
The risks are documented on the Risk Report Matrix
The Risk Abatement Plan is written
Responsibility for the risk plan implementation, measurement,
tracking and documentation is identified and included in the
Critical Path Schedule
If no effective abatement plan can be identified consider dropping
the project
For Elements of Medium Risk Consider the Following:
Create a Scorecard to monitor the risk over time.
The NPI Project team will decide if a Risk Abatement Plan is required
 Risk Abatement Plans
Technical Abatement Plan Examples:

Clarify and strengthen the technical requirements. Be very specific

Identify limitations early in the design process by a test...analysis

Involve manufacturing sources early in the design/mfg. process

Conduct producibility studies early

Identify and provide technical tools that increase productivity

Conduct Concept Reviews

Implement a technical freeze and technical change process

Apply performance modeling, simulation, and analysis early in the
design process

Conduct periodic technical reviews tied to milestones

 Risk Abatement Plans

Schedule Abatement Plan Examples:

Include the duration of Technical Abatement Plans in the Critical
Path Schedule. Negotiate additional schedule relief as required.
Strengthen and clarify the definition of tasks, milestones, and
deliverables
Implement formal schedule freeze and schedule change process

Schedule critical resources and technology within acceptable

windows of the Critical Path Schedule
Define and implement periodic supplier reviews. Ensure that suppliers
are utilizing adequate scheduling and monitoring tools. Include
suppliers as part of the scheduling, design, and team
Evaluate serial vs. parallel task; increase resource levels performing
the tasks
 Risk Abatement Plans
Cost Abatement Plan Examples:

Include the cost of Schedule and Technical Abatement Plans in the

budget baseline; negotiate a new budget if required

Validate the budget by use of Team Reviews of bottom-up estimates

Define a clear statement of work (SOW), program requirements etc.

Get commitments that control or stabilize cost benefit assumptions

Decrease technical scope; reduce and manage cost via earned

value management methods; conduct periodic cost performance
reviews

Use Design to Cost and/ or Target Costing methods

 Risk Example
Cost (9-6)
Risk Category : Abatement Plan Schedule (9-6)
Lack of Plan Technical (9-6)

Risk Issue : Owner: Senior Design Project Team

Late hardware deliveries will delay Approach:

assembly and test schedules Complete program CPS planning up front, select
suppliers early and weigh project changes against
cost and schedule impact
Cause of Risk :
Changes as a result of program
changes, process capability, supplier
selections, or cost reduction Deliverables & Date(s):
• Program plan by 1 October 2008
Probability of Event: 3 • Supplier selection by 15 November 2008
• Project change process defined by
22 November 2008
Risk Rating :
(P*IT)+(P*IS)+(P*IC) = T
Impact on Impact on Impact on Total
Technical Schedule Cost Score Status: (R, Y, G)
Progress Effectiveness
1 3 1 15
Y Y
(3x1) + (3x3) + (3x1) = 15
 Program Risk Scorecard
1000
BOTTOMS UP ASSESSMENT
CLEANUP BY NPI TEAM LEADERS TEMPERATURE PROFILE
900
& STG 1&2 DISK LCF ADDED ASSESSMENT

800
TG 6 PLAN
700 ~ 7 NEW RISKS ADDED

TMF
600
SCORE

500 FETT

400
FIRST BOTTOMS UP
RISK ASSESSMENT
300 LOOKING AT MORE NEW RISKS
THAN NEW PORTIONS CEO REVIEWS

200
TOPS DOWN RISK
SETT
ASSESSMENT COMPARING
100 ONLY NEW FEATURES
PRODUCTION
0
A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O
2004 2005 2006