SAP Field Services WBS / Title Acceptance Assigned Potential Impact Weight Total Impact for Q-Gate Comment Prior to using the Q-Gate assesment sheets make sure to add / remove / modify the key deliverables to properly reflect yourindividual project WBS and key deliverables. This should be done during the Phase Startup process rather than late in the phase. During the actual Q-Gate assessment process go over each deliverable and assess whether it is accepted, accepted with exceptions (note the exceptions in the Comments field) or not accepted (note the action plan to produce acceptable deliverable in the Comments field). Then based on the assessment assign (1) Green, (2) Yellow or (3) Red rating in column C. The impact rating numbers (column D) are provided to help you gauge importance of each deliverbal on scale from 1 to 5 (very high impact on project schedule, cost or risk). You may modify them based on individual project, client needs as each project may assign specific deliverables its own impact rating in comparison with other deliverables. Please note that the impact rating is designed to indicate level of impact for each deliverable in relation to other deliverables. It is not an exact figure derived from mathematical formula, but rather a reflection of importance of each deliverable and impact of not completing the deliverable at the time of Q-Gate. WBS number of the deliverable in the ASAP Implementation Roadmap and title of the deliverable or key activity. Q-Gate Instructions For deliverables that are not acceptable note your comments and describe the action plan to fix the deliverable so it can be accepted. Note the level of acceptance of each deliverable in the Q-Gate, using the 1-3 numerical scale, 1 - Accepted (Green), 2 - Accept ed with exceptions (Yellow), 3 - Not acceptad (Red) This number shows potential impact of not completing the deliverable by the time of the Q-Gate. The impact can be between number 1 and 5 where 1 is low impact and 5 represents very high impact. Total impact of the deliverable on the Q-Gate is calculated as either full impact for deliverables rated as Red and 2/3 of potential impact for deliverables ranked Yellow. The potential impact ofdeliverables with 0 impact are completed to the satisfaction of the reviewer. Other deliverables may be fully or partially completed, but are not meeting the acceptance criteria. Consider the following questions when identifying risks in a Q-Gate Q-Gate is a tool to help the team reduce risk on a project. A Q-Gate can be Red, Yelllow or Green. It is Green, when all items on the Q-Gate list have been completed to the satisfaction of the client and team. A Q-Gate is Yellow when even though an item has not been completed, but this may or may not impact the project. A Yellow Q-Gate designates higer Risk. A Red Q-Gate get the color red, when one or more items have not been completed to the satisfaction of the client. SAP does not recommend moving forward with the project 'till all items are green. Please make sure that the entire team is aware of the importance of a Q- Gate and how, project run the elevated risks if all items are not green. Please do not limit yourself to these topics, they are provided as general memory joggers. You may have a lifecycle that is different than these. Be sure to list the PM Process for the lesson you are documenting. Project Management Process Initiating Phase How well was the project vision understood by team members? Was the Project Sponsor involved as early as they needed to be? Was there sufficient upper management support for the project to continue? Were success criteria determined and understood? Planning Phase Was the project schedule useful and accurate? Were contractors and other vendors brought in early/late, just in time? Did the project team adhere to the schedule? Was the skill set of the team members sufficient? Executing/Monitoring/Controlling Phase Were there many defects that were tracked back to new requirements? Did the change control process adequately address changes to the project? Was reporting done timely and accurately? Was the process for change clearly understood by all team members? Closing Phase What could have been improved during the project? What went well on the project? Q-Gate Leading Questions
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Consider the following questions when identifying risks in a
Q-Gate is a tool to help the team reduce risk on a project. A Q-Gate can be Red, Yelllow or Green. It is Gre
completed to the satisfaction of the client and team. A Q-Gate is Yellow when even though an item has not project. A Yellow Q-Gate designates higer Risk. A Red Q-Gate get the color red, when one or more items h
client. SAP does not recommend moving forward with the project 'till all items are green. Please make sure
Gate and how, project run the elevated risks if all items are not green. Please do not limit yourself to these
You may have a lifecycle that is different than these. Be sure to list the PM Process for the lesson you are
Project Management Process
Initiating PhaseHow well was the project vision understood by team members?
Was the Project Sponsor involved as early as they needed to be?
Was there sufficient upper management support for the project to continue?
Were success criteria determined and understood?
Planning PhaseWas the project schedule useful and accurate?
Were contractors and other vendors brought in early/late, just in time?