Goodyear Project Management Playbook

Goodyear Project
Management Playbook
Standard Work for Project Management
Version 2.2 – Updated November 17, 2014
THE GOODYEAR TIRE & RUBBER COMPANY

Version 2 – December 16, 2013 Project Management Playbook
Table of Contents
Contact Goodyear PMO ..................................................................................................xiii
About the Playbook......................................................................................................... xiv

Audience for The Playbook ............................................................................................................................. xiv
The Playbook Objective ................................................................................................................................... xiv
Governance of The Playbook ......................................................................................................................... xiv
1.1.1 Roles and Definitions ......................................................................................................................... xiv
1.1.2 Process Flow ....................................................................................................................................... xv
1.1.3 RACI (by process step) .......................................................................................................................... xvi
What is Project Management? ....................................................................................................................... xvii
PMBOK: What is it? ......................................................................................................................................... xvii
Why Do We Need a Playbook? ...................................................................................................................... xix
Process ............................................................................................................................. xxi

Goodyear’s Stage Gate Processes .............................................................................................................. xxiv
Playbook Organization ................................................................................................................................... xxiv
Roles and Responsibilities in a Project: ................................................................... xxvii
Project Initiation ................................................................................................................ 1

1.1 Summary ......................................................................................................................................... 1
(a) Types of R&D Projects and their Initiation Processes .........................................................................1
(b) TPL Guidelines ..........................................................................................................................................1
(c) Global IT Project Intake Workflow Detail ...............................................................................................1
1.2 Initiating Processes ........................................................................................................................ 1
(a) View GE&MT Integration Management Processes, including Initiating a Building, Construction
and Equipment Project (Appendix 9) ................................................................................................................2
1.2.1 Develop Charter ....................................................................................................................................2
a. Building, Construction and Equipment Project Charter Template (GE&MT) ....................................2
b. EPP Project Charter Template ................................................................................................................2
c. IT Systems and Applications Project Charter Template (EPP) ..........................................................2
i. IT PM COE Templates Site ......................................................................................................................2
d. Acceptable R&D Charter Substitutions- (TCP) and Product Development Project (PCP) .............2
e. Procurement Charter ................................................................................................................................2
1.2.2 Create Scope .........................................................................................................................................3
Change Management Checkpoint .....................................................................................................................3
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Contains confidential and/or proprietary information. May not be disseminated without express written consent of The Goodyear Tire & Rubber Company
a. Building, Construction and Equipment Scope Templates in Scope Management A3 (GE&MT) .4

i. Collect Requirements................................................................................................................................4
ii. Estimate Scope ..........................................................................................................................................4
b. EPP Scope Statement in Project Charter Template ..................................................................................4
c. IT Systems and Applications Scope templates: ....................................................................................4
i. IT Business Blueprint Template ..............................................................................................................4
ii. Sample documents....................................................................................................................................4
d. RDE&Q Innovation Project (TCP and PCP) Scope Change Management Template .....................4
e. Procurement Scope Template .................................................................................................................4
1.2.3 Initial Project Workforce Plan ..............................................................................................................4
a) Access the Global IT process in EPM ....................................................................................................6
b) Read more about Resource Planning for RDE&Q projects ................................................................6
1.2.4 Financials to Support Business Case ................................................................................................6
1.2.5 Gate Documents ...................................................................................................................................8
PROJECT INITIATION CHECKLIST ............................................................................................. 9
Project Planning .............................................................................................................. 11

2.1 Planning ......................................................................................................................................... 11
2.2 Project Planning Processes ........................................................................................................ 12
Change Management Checkpoint ...................................................................................................................12
a) Building, Construction and Equipment Planning Templates and Examples in Time Management
A3 (GE&MT) .......................................................................................................................................................16
b) EPP Project Planning Templates and Examples ................................................................................16
c) IT Systems and Applications Planning Templates and Examples ...................................................16
d) RDE&Q Innovation and Product Project Planning Templates and Examples ................................16
e) Procurement Planning Templates and Examples ..............................................................................16
2.2.1 Collect Requirements .........................................................................................................................16
a) Building, Construction and Equipment Requirements Document Templates and Examples
(GE&MT) .............................................................................................................................................................17
b) IT Systems and Applications Requirements Document Templates and Examples.......................17
c) Procurement Requirements Document Templates and Examples ..................................................17
2.2.2 Defining Scope and writing a well-defined Scope Statement .......................................................17
a) Building, Construction and Equipment Scope Templates and Examples (GE&MT) .....................19
b) IT Systems and Applications Example Project Management Deliverables Checklists .................19
c) Procurement Scope Templates and Examples...................................................................................19
2.2.3 Identify Stakeholders ..........................................................................................................................19
a) Building, Construction and Equipment Stakeholder Templates (GE&MT) .....................................22
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b) EPP Project Stakeholder Analysis Template ......................................................................................22

c) Global IT Communication Plan with Stakeholder Analysis Templates ............................................22
d) RDE&Q Innovation and Product Stakeholder Templates..................................................................22
e) Procurement Stakeholder Templates ...................................................................................................22
2.2.4 Create Work Breakdown Structure (WBS) ......................................................................................22
2.2.5 Define Activities ...................................................................................................................................26
2.2.5.1.1 R&D information about selecting development tire sizes .....................................................27
2.2.6 Sequence Activities.............................................................................................................................27
a) Additional R&D information about scheduling plant ship slots .........................................................30
2.2.7 Determine Responsible and Accountable Resources ...................................................................30
a) Building, Construction and Equipment Tools and Templates for Assign Resources in Time
Management A3- Appendix 10 (GE&MT) ......................................................................................................33
b) EPP Resource Assignment Template ..................................................................................................33
c) IT Systems and Applications RACI Template and Resource Assigment Tools .............................33
d) RDE&Q Innovation and Product Resource Assignment Tools and Templates .............................33
2.2.8 Assign durations for each activity/task .............................................................................................33
2.2.9 Determine the Critical Path ................................................................................................................34
2.2.10 Develop Schedule and Schedule Baseline .................................................................................36
a) Building, Construction and Equipment Schedule Templates and Examples in Time
Management A3- Appendix 10 (GE&MT) ......................................................................................................39
b) EPP Schedule Samples .........................................................................................................................39
c) Global IT Schedule Templates can be found within the IT EPM ......................................................39
d) RDE&Q Innovation and Product Schedule Templates and Examples ............................................39
e) Procurement Schedule Templates and Examples .............................................................................39
2.2.11 Develop Budget and Cost Baseline .............................................................................................40
a) Building, Construction and Equipment Budget Templates and Examples in Cost Management
A3 – Appendix 12 (GE&MT) .............................................................................................................................42
b) EPP and Capital Planning budget templates and examples ............................................................42
c) Procurement Budget Templates and Examples .................................................................................42
2.2.12 Earned Value and Triple Constraint .............................................................................................42
2.2.13 Determine Quality Standards ........................................................................................................44
a) Building, Construction and Equipment Quality Templates and Examples (GE&MT) ....................46
b) Global IT Quality Examples ...................................................................................................................46
c) RDE&Q Innovation and Product Quality Templates and Examples ................................................46
d) Procurement Quality Templates and Examples .................................................................................46
2.2.14 Develop Communications Plan ....................................................................................................46
a) Building, Construction and Equipment Communications and Status Templates in
Communications Management A3- Appendix 13 (GE&MT) ........................................................................51
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b) EPP Communications and Status Meeting templates .......................................................................51

c) Global IT Flash Report ............................................................................................................................51
d) RDE&Q Innovation and Product Development Status Meeting Template ......................................51
e) Procurement Status Meeting Template................................................................................................51
2.2.15 Perform Risk Management............................................................................................................52
2.2.15.1 Perform Risk Management- IT Project Requirements ..........................................................60
2.2.15.2 Perform Risk Management- RDE&Q Project Requirements ...............................................61
2.2.15.3 Perform Risk Management- GE&MT Project Requirements ...............................................63
a) Building, Construction and Equipment Risk Template (GE&MT) .....................................................64
b) EPP Risk Templates and Samples .......................................................................................................64
c) Global IT Regional Risk Examples .......................................................................................................64
d) RDE&Q Innovation and Product Development Risk Template.........................................................64
e) Procurement Risk Template ..................................................................................................................64
2.2.16 Procurement ....................................................................................................................................64
a) Link to the Goodyear Global Procurement Policy...............................................................................67
b) Link to Goodyear Global Procurement Templates and Information.................................................67
2.2.17 Scope Change Plan .......................................................................................................................67
a) Building, Construction and Equipment Scope Change in Scope Management a3- Appendix 11
(GE&MT) .............................................................................................................................................................69
b) Global IT Scope Change Examples......................................................................................................69
c) RDE&Q Innovation and Product Development Scope Change Template ......................................69
d) Procurement Scope Change Template ................................................................................................69
2.2.18 Goodyear Change Management Plan .........................................................................................69
................................................................................................................................. Error! Bookmark not defined.

2.2.19 Finalize Project Management Plan ..............................................................................................71
2.2.20 Prepare Gate Documentation .......................................................................................................72
2.2.20.1.1 EPP Gate Documentation Templates and Samples .............................................................72
a) RDE&Q Innovation and Product Development Project Gate Document Templates .....................73
PROJECT PLANNING CHECKLIST ............................................................................... 74
Project Execution ............................................................................................................ 77

3.1 Summary ....................................................................................................................................... 77
3.2 Project Execution Processes ...................................................................................................... 77
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Change Management Checkpoint ...................................................................................................................77

3.1.1 Execution Kickoff .................................................................................................................................78
3.1.2 Perform Quality Assurance ................................................................................................................78
3.1.3 Develop Project Team ........................................................................................................................83
3.1.4 Direct and Manage Project Execution ..............................................................................................83
a) EPP Issues Log template .......................................................................................................................85
b) RDE&Q Innovation and Product Development Issues Log Template .............................................85
3.1.5 Manage Project Team ........................................................................................................................85
3.1.6 Distribute Information .........................................................................................................................88
3.1.7 Manage Stakeholder Expectations ...................................................................................................89
3.1.7.1.1 Building, Construction and Equipment Stakeholder Analysis Template (GE&MT) ..........90
3.1.7.1.2 EPP Stakeholder Analysis template ........................................................................................90
3.1.7.1.3 IT Systems and Applications Stakeholder Analysis Template.............................................90
3.1.7.1.4 RDE&Q Innovation and Product Development Stakeholder Analysis Template ..............90
3.1.7.1.5 Procurement Stakeholder Analysis Template ........................................................................90
3.1.8 Conduct Procurements.......................................................................................................................90
3.1.8.1.1 Building, Construction and Equipment Procurement Template (GE&MT) .........................91
3.1.8.1.2 IT Systems and Applications Procurement Template ...........................................................91
3.1.8.1.3 Templates from the Procurement Department.......................................................................91
PROJECT EXECUTION CHECKLIST ............................................................................. 92
Operationalization/Industrialization and Ramp up ..................................................... 94

2.1 Summary ....................................................................................................................................... 94
2.2 Industrialization and Ramp Up Processes ............................................................................... 95
a) Building, Construction and Equipment Industrialization Samples (GE&MT) ..................................99
b) IT Systems and Applications Industrialization and Ramp Up Templates and Samples ...............99
OPERATIONALIZATION/ .............................................................................................. 100
INDUSTRIALIZATION AND RAMP UP CHECKLIST ................................................... 100
Project Monitoring and Controlling ............................................................................ 102

2.3 Summary ..................................................................................................................................... 102
2.4 Monitoring and Controlling Processes .................................................................................... 102
2.4.1 Perform Integrated Change Control ...............................................................................................104
a. Building, Construction and Equipment Integrated Change Control Template (GE&MT) ............107
i. Process Description ..............................................................................................................................107
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ii. Process Flow ..........................................................................................................................................107

iii. Change Request Template ..................................................................................................................107
b. IT Systems and Applications Integrated Change Control Template ..............................................108
c. Procurement Integrated Change Control Template .........................................................................108
2.4.2 Verify Scope .......................................................................................................................................108
4.1.2 Control Scope ....................................................................................................................................108
a) Building, Construction and Equipment Scope Change in Scope Management A3- Appendix 11
(GE&MT) ...........................................................................................................................................................109
b) IT Systems and Applications Scope Change ....................................................................................109
c) RDE&Q Innovation and Project Scope Change ...............................................................................109
4.1.3 Control Schedule ...............................................................................................................................109
4.1.4 Control Costs .....................................................................................................................................111
4.1.5 Quality Control ...................................................................................................................................112
a) Building, Construction and Equipment Quality Control Templates (GE&MT) ..............................113
b) IT Systems and Applications Quality Control ....................................................................................113
c) RDE&Q Innovation and Quality Control Templates .........................................................................113
4.1.6 Report Performance .........................................................................................................................114
a) Building, Construction and Equipment Reporting Templates (GE&MT) .......................................115
b) EPP Reporting Templates ....................................................................................................................115
c) IT Systems and Applications Reporting Templates .........................................................................115
d) RDE&Q Innovation and Project Reporting Templates .....................................................................115
e) Procurement Reporting Templates .....................................................................................................115
4.1.7 Monitor and Control Risk .................................................................................................................116
a) Building, Construction and Equipment Lessons Learned Templates (GE&MT) ..........................117
b) EPP Lessons Learned Templates ......................................................................................................117
c) IT Systems and Applications Lessons Learned Templates ............................................................117
d) RDE&Q Innovation and Product Development Lessons Learned Templates ..............................117
e) Procurement Lesson Learned Templates ..........................................................................................117
4.1.8 Administer Procurement / Control Procurement ...........................................................................117
a) Building, Construction and Equipment Procurement Templates (GE&MT) ..................................118
b) IT Systems and Applications Procurement Templates ....................................................................118
c) Procurement Templates .......................................................................................................................118
MONITORING AND CONTROLLING CHECKLIST .................................................................... 119
Project Closing .............................................................................................................. 121

6.1 Summary ..................................................................................................................................... 121
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a. Link to the RDE&Q Closing Process ..................................................................................................122

6.2 Closing Processes ........................................................................................................................... 122
a) Building, Construction and Equipment Closing Templates and Examples (GE&MT) .................122
b) EPP Project Closing Templates and Examples ................................................................................122
c) IT Systems and Applications Closing Templates and Examples ...................................................122
d) RDE&Q Innovation and Product Development Project Closing Templates and Examples .......122
e) Procurement Closing Templates and Examples ...............................................................................122
6.2.1 Gain Formal Acceptance of Work Product ....................................................................................123
a) Building, Construction and Equipment Acceptance Templates and Examples (GE&MT)..........123
b) IT Systems and Applications Acceptance Templates and Examples ............................................123
c) RDE&Q Innovation and Product Project Acceptance Templates and Examples ........................123
d) Procurement Acceptance Templates and Examples .......................................................................123
6.2.2 Analyze Project Performance Vs Plan ...........................................................................................124
a) Building, Construction and Equipment Reporting Templates and Examples (GE&MT) .............124
b) EPP Project Reporting Templates and Examples ............................................................................124
c) IT Systems and Applications Reporting Templates and Examples ...............................................124
d) RDE&Q Innovation and Product Development Project Information about performance vs. plan
reporting ............................................................................................................................................................124
e) Procurement Reporting Templates and Examples...........................................................................124
6.2.3 Publish and Archive Lessons Learned...........................................................................................124
a) Building, Construction and Equipment Lessons Learned Templates and Examples (GE&MT) 126
b) EPP Project Lessons Learned Templates and Examples ...............................................................126
c) IT Systems and Applications Lessons Learned Templates and Examples ..................................126
d) RDE&Q Innovation and Product Project Lessons Learned Templates and Examples...............126
e) Procurement Lessons Learned Templates and Examples .............................................................126
6.2.4 Closing Budget(s) and Contract(s) .................................................................................................126
a) Building, Construction and Equipment Closing Templates and Examples (GE&MT) .................127
b) EPP Project Closing Templates and Examples ................................................................................127
c) IT Systems and Applications Closing Templates and Examples ...................................................127
d) RDE&Q Innovation and Product Project Closing Templates and Examples ................................127
e) Procurement Closing Templates and Examples...............................................................................127
6.2.5 Release Resources...........................................................................................................................127
a) Building, Construction and Equipment Resource Release Templates and Examples (GE&MT)
127
b) IT Systems and Applications Resource Release Templates and Examples ................................127
c) Procurement Resource Release Templates and Examples ...........................................................127
6.2.6 Celebrate if Appropriate ...................................................................................................................128
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PROJECT CLOSING CHECKLIST ................................................................................ 129
Appendix 1: Glossary ................................................................................................... 130
Appendix 2: EPP ............................................................................................................ 133
Appendix 3: EPP for IT ................................................................................................. 135
Appendix 4: TCP ............................................................................................................ 136
Appendix 5: PCP ........................................................................................................... 137
Appendix 6: Operations Quality Checklists .............................................................. 138
Appendix 7: Sample Industrialization and Ramp Up Plans ..................................... 141
Appendix 8: Team Workshop Best Practices ............................................................ 145
Appendix 9: GE&MT Integration Management A3 .................................................... 158
Appendix 10: GE&MT Time Management A3............................................................. 159
Appendix 11: GE&MT Scope Management A3 .......................................................... 160
Appendix 12: GE&MT Cost Management A3 ............................................................. 161
Appendix 13: GE&MT Communications Management A3 ....................................... 162
Appendix 14: Global IT Project Intake Workflow ...................................................... 163
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Revisions
Revisions to the Goodyear Project Management Playbook can be requested by contacting
the Goodyear PMO. A request may be submitted by following the Playbook Governance
Process detailed in this playbook.
Signoff Sheet
Change Record
Date Author Version Change reference
11.13.12 Rizopulos 1 Final content
2.14.13 Rizopulos 1 Distributed for use
10.16.13 Rizopulos 2 Draft for Risk Section Review
12.16.13 Rizopulos 2 Final content uploaded to web
10.15.14 Rizopulos 2.1 RDE&Q risk process updates
11.17.14 Lucas 2.2 Update template links
Contact Goodyear PMO
This Playbook is one of many resources available to project managers on project

management methodologies. Templates associated with each stage will be provided
throughout the playbook. However, many other tools and templates, including sample
risk assessments, business cases, and Gate Documents are available at the Goodyear
PMO SharePoint site or by contacting the Goodyear PMO.
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About the Playbook
Audience for The Playbook
This Playbook was created as standard work for anyone who spends the majority of their
time on projects at Goodyear; Program Managers, Project Managers, Sponsors, Team
Members that work on any level of a project. This Playbook assumes the reader has a
general understanding of project management.
The Playbook Objective

To provide standard work for project management at Goodyear.
Governance of The Playbook

Revisions to this Playbook will be governed by a process. The governance process
consists of three steps and are detailed below.
 Roles and Definitions

• Process Flow
• RACI (by Process Step)
These step are supported by a Communications Plan, managed by the Playbook
Integration Team.
To request a revision to the Playbook, please contact the Knowledge Manager in the
Goodyear PMO.
1.1.1 Roles and Definitions

PIT = Playbook Integration Team = The ‘do’er’s of the requests and filters the incoming
recommendations. They would be designates of the Playbook steering committee
members.
PIT master = Leader of the Playbook Integration team and main person of contact.
Playbook Steering Committee= Cross functional team representing each PMO to review
and approve the content changes.
Project Management Community = group of users consisting of the project managers

and team members of projects within Goodyear.
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1.1.2 Process Flow
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1.1.3 RACI (by process step)

All roles represent the Accountable & Responsible for the activities.
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4.1 Change rejected status to rejected
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6.1 Document and change status to rejected
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Playbook revisions
7.0 Annual Consolidation complete
Playbook revisions
7.1Publish new playbook released
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What is Project Management?
Project management is the application of knowledge, skills, tools, and techniques to

manage activities and resources organized under the direction of a Project Manager to
deliver enterprise value.
Having a standard for terminology, concepts, and activities prevents misunderstandings
and increases the efficiency of project management in the organization. Standardized
language, where members of the organization use the same words, with the same
meaning drives a consistent understanding of project management. Active use and
support of a common project approach allows for movement of staff between projects as
each project manager is applying similar tools and techniques to plan and manage project
work. Ultimately, this best practice approach drives accountability and promotes project
success.
Not all projects will use all available project management activities. Large, complex
projects require a more rigorous application of project management processes than small,
well-defined projects with readily achievable goals. A good project management
methodology supports this need for flexibility.
While the focus of this Playbook is project management and specific functional processes,
it also considers controlling your project (i.e., governance, audits and dashboards).
Project management is a process that improves with practice and repetition. Having a
standard framework in place shortens this learning curve. The application of appropriate
knowledge processes, skills, tools, and techniques can have a significant impact on
project success. The intent of this document is to maximize that success.
PMBOK: What is it?

“The Project Management Body of Knowledge (PMBOK) is a recognized standard for the
project management profession. As with other professions such as law, medicine, and
accounting, the knowledge contained in this PMBOK evolved from the recognized good
practices of project management practitioners.” – PMBOK 4th edition.
The PMBOK is broken down into nine Knowledge Areas:
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The PMBOK is viewed as a foundational international project management reference.

The Project Management Institute’s (PMI), professional development programs and
certifications rely heavily on this guidebook. As a foundational reference, this standard is
neither complete nor all-inclusive. This standard is a best practice guide rather than a
methodology.
This Goodyear PMO Playbook (“Playbook”) is to be used as a guide for Program/Project
Managers and Team Members to utilize as they navigate their way to successful project
results.
The standards outlined in this Playbook are not meant to be applied uniformly across all
projects. This guide should be “right-sized” and applied as needed and where appropriate
based on the type and complexity of the project.
Many tools or templates associated with referenced EPP standard processes have
been placed on the Goodyear PMO SharePoint site. Please check back often as the
templates evolve with use.
Standard IT templates can be found here.

Standard RDE&Q templates can be found here.
Access GE&MT’s Knowledge Manual for templates.
If you have questions about what standards or templates should be used for your
project, please contact us to discuss further.
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Why Do We Need a Playbook?
A Playbook is needed to outline the standard work of project management at Goodyear

and to help close the gaps that result in poor project performance so Goodyear is
prepared for project management success.
To close these gaps, it is recommended that a disciplined approach to project
management be used that includes the right People, Process and Tools. This concept is
threaded throughout the Playbook, and the Chapter’s focus on the right People, Process
and Tools is identified at the beginning.
All projects are comprised of:

1. People
2. Processes
3. Tools
The purpose of this playbook is to provide standard work for a Project Manager that
includes:
People: Inform Project Managers about Effective Project Management skills and
Competencies.
Processes: Provide standard work for Project Managers to lead projects through the
Stage Gate Process (eg: EPP, PCP, TCP).
Tools: Provide tools and techniques to manage projects effectively to satisfy key
stakeholders.
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1
People
Using project management discipline provides a standardized approach within Goodyear

to run projects at all levels. It facilitates a common understanding and enhances
communications between team members, Project Managers and other key members in
the enterprise.
The benefits of project management are:
• More work completed in less time with fewer people
• Better requirements and better control of scope changes
• Consistent, repeatable processes and better organizational behavior
• Measurement of what was accomplished against what was planned
• Closer work with the business
• Conducive to problem solving
• Reduce power struggles
• Increase quality
• Effective, efficient teams
• DELIVER THE CORRECT PRODUCT!
Project Managers are:
• Generalists with many skills
• Problem solvers who wear many hats
• Not subject matter experts
• Likened to small-business owners
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• Possess knowledge in every aspect of management

• Understand and apply good project management techniques
We will discuss more on roles and responsibilities of key project stakeholders in a later
section.
____________________________________________________________
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Process
Stage Gate Processes

Step by step Stage Gate processes by which projects are managed at Goodyear (i.e.
EPP, Global IT EPP, PCP, TCP) are aligned with the Project Management Body of
Knowledge (“PMBOK”)®. These two methodologies are combined in this Playbook as
Standard Work for optimal project success.
The Project Life Cycle is often the common process approach to managing projects
effectively. According to the PMBOK, Project life cycles occur in one or more phases of
a product, service or result. “When phases are sequential, the close of a phase ends with
some form of transfer or handoff of the work product produced as the phase deliverable.
This phase end represents a natural point to reassess the effort underway and to change
or terminate the project if necessary. These points are referred to as a phase exits,
milestones, phase gates, decisions gates, stage gates or kill points.” PMBOK 4th edition
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Project Life Cycle:
At Goodyear we utilize Stage Gate processes. “The phase structure allows the project to
be segmented into logical subsets for ease of management, planning and control. The
number of phases and the degree of control applied depends on the size, complexity, and
potential impact of the project. Regardless of the number of phases comprising a project,
all phases have similar characteristics:” PMBOK 4th edition
Initiating -> Planning -> Executing -> Control -> Closing
Goodyear projects that fall into the scope of the Goodyear PMO (projects over $10M
and/or having significant impact) follow the Enterprise Program Process (EPP):
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Projects that fall into the scope of RDE&Q follow TCP if they are a fundamental project
or PCP if they are an applied project.
Let us review what happens in each PMBOK process group and why they are important
and iterative in practice.
Project Initiation Phase is the first phase in the Project Management Life Cycle, as it
involves starting up a new project. A new project is started by defining its objectives,
scope, purpose and deliverables to be produced. A project team is formed to complete
the work that needs to be accomplished. It is critical that a suitably skilled team is
assigned to clearly define scope in order to have a quality scope, estimate and execution
plan.
Project Planning Phase is the second phase in the project life cycle. It involves creating
a set of plans to help guide the team through the execution and closure phases of the
project. The plans created during this phase will help to manage time, cost, quality,
change, risk and issues. The plans will also help manage internal and external resources
and supplies to ensure that the project is delivered on time and within budget. The
planning phase is often the longest stage in a project life cycle and includes review of
past knowledge artifacts and lessons learned.
Project Execution Phase is the third phase in the project life cycle. In the Execute
phase, the physical project deliverables will be created and presented for approval. For
example, if the project was to “build a cake”, the execution phase would be the actual
mixing of the ingredients, baking and decorating of the cake. The Project Execution
Phase typically consumes the most energy and the most resources. Because the Project
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Execution stage can be occurring simultaneously in multiple phases, the need for close
monitoring and controlling is crucial.
Monitoring and Controlling is done through a range of processes for managing time,
cost, quality, change, risks and issues. Monitoring and Controlling also includes
organizational change management, procurement, customer acceptance and
communications throughout the project.
The Project Closure Phase is the fifth and last phase in the project life cycle. In this
phase, the project is formally closed and a report detailing the benefits achieved
compared to what was expected to be achieved in the business case is created and
disseminated. Project Closure involves handing over the deliverables to the operations
teams, closing out financial records, releasing the project team and informing
stakeholders of the closure of the project. After the project has been closed, a Post
Implementation Review is completed to validate the project’s success and capture
Lessons Learned.
Goodyear’s Stage Gate Processes
Find out more about the Enterprise Program Process (EPP) that is used with Goodyear
PMO in-scope projects (projects over $10M and/or having significant impact) in Appendix
2.
Read more about how EPP is used in Global IT projects in Appendix 3.
To learn more about RDE&Q process TCP for fundamental projects, please see Appendix
4.
For more information about RDE&Q process PCP for applied projects, please see
Appendix 5.
Playbook Organization
This playbook considers five major types of projects at Goodyear and is organized
to define the standard work that should be followed for each of these five major
types of projects, along with the slight differences required by function within
these projects.
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The five project types are:
IT Systems and RDE&Q Product Business Model Building

RDE&Q Innovation
Applications Development Transformation Construction and
Projects
Projects Projects Projects Equipment Projects
• Using EPP: • Using TCP: • Using PCP: • Goodyear PMO in- • GE&MT projects
• AP IT • Fundamental • Applied Projects scope projects using
• Corporate IT Projects EPP
• EMEA IT • Procurement
projects
• LA IT
• NA IT
• RDE&Q IT
Each Chapter in this Playbook contains four sections:
1. The Process Identification is a color-coded series of arrows that identifies which

project management process is being discussed.
Monitoring
Initiation Planning Executing and Closing
Controlling
The Process Identification above is stating this section is discussing the Initiation Process.
2. The Step Flow is a color-coded series of arrows that identifies the step that is currently
being discussed and where this step belongs in the process.
The Step Flow above is stating that this section is discussing Step 1.
3. Process Information: Detail about the process is provided along with links to specific
project type requirements to help guide the reader.
4. Process Checklist: At the end of each chapter, a checklist is provided for all activities
to be completed within the process.
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THE “PEOPLE”
IN PROJECT MANAGEMENT
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Roles and Responsibilities in a Project:
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PERSONAL EFFECTIVENESS
IN PROJECT MANAGEMENT
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Although Project management is a discipline, project management success starts at the

individual level and the “People” aspect of the Discipline is the most important
“foundation” for any project. This is the reason why “People” are at the base of the
triangle. The performance of the people is the foundation supporting the project.
An individual’s performance affects the team, the project, and eventually the enterprise.
Therefore, as an individual contributor, it is important to stand by your commitments and
agreements. In doing so, you build accountability, credibility and respect.
Work that is for a specific project or work that supports ongoing operations is every
associate’s contribution to the Enterprise. This is why it is imperative that all associates
focus on Goodyear’s Leadership Traits and Shared Values so that they may positively
influence the Enterprise through their contribution. These Traits and Values describe
effective behavior needed to enable predictable, repeatable success.
Our ability to execute successful projects relies on the effectiveness of all of us and
successful execution starts with effective behavior.
These effective behaviors are:
1. Delivering results.
2. Communicating effectively.
3. Solving Problems.
4. Acting with honesty, integrity and respect.
Deliver Results
Deliverables are the products, services, and communications that are delivered from an
individual or team to another person, team, or organization. The successful delivery of
these products, services, and communications constitutes accomplishment and
determines our effectiveness. A project’s success is dependent on every individual team
member’s ability to deliver according to the plan. The two key actions for delivering results
are:
1. Keep track of the deliverables owed to others

 Document work you need to complete
 Give yourself the appropriate amount of time to accomplish the work
2. Keep track of the deliverables owed to you
 Document what is owed to you by when and by whom
 Give yourself time to review and provide feedback on the work given to
you
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Each associate is empowered to manage their deliverables. This requires the associate to
contribute as both a team player and a team leader when it comes to these deliverables.
Communicate Effectively
Productive Communication is communication that actually moves people and their
actions forward toward the accomplishment of intended outcomes.
Your communications plan should be SMART:
 Specific
 Measureable
 Actionable
 Realistic
 Time-bound
Be proactive in your communications. If you cannot accomplish the deliverable as agreed

to, let the stakeholder(s) know as soon as possible.
Solve Problems
Problems are expected, so solving problems is vital to the success of a project and the
Enterprise. Have an open approach and a structured problem-solving technique in order
to identify potential problems. Be proactive, looking for early warning signs. Problems
need to be exposed early in order to solve them instead of developing after-the-fact
workarounds.
 Look for warning signs

 Encourage team members to identify
and expose potential problems
 Encourage team members to offer solutions
 Document issues in a log
 Assign an owner and a due date
 Measure impact
 Determine most optimal solution before implementing
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Act with Honesty, Integrity and Respect

Goodyear's executive team continues its strong commitment to leading with integrity
and sets a high standard for ethical behavior. Goodyear's leadership is committed to
ensuring business is conducted in a way that promotes ethical behavior and legal
compliance. Our Goodyear associates work hard to foster an environment that values
mutual respect, openness, and individual integrity.
 Honesty - fairness and straightforwardness of conduct

 Integrity - firm adherence to a code of especially moral values
 Respect - high or special regard
All of us must be committed to acting with honesty, integrity and respect. We must
treat others the way we want to be treated, with no exceptions.
Effective Behavior Benefits Goodyear

Effective behavior combined with project management skills will lead to predictable,
repeatable success on projects which will positively impact the Enterprise.
“One of the clearest ways to see Goodyear’s Leadership Traits in action is through project
management. During a project, we identify the problem, collaborate with or build a team of
associates best suited to address the problem, effectively communicate to all
stakeholders throughout the project, make courageous decisions along the way and
ultimately deliver results that benefit the company. Team members who perform to
objectives and consistently apply these traits while managing projects are recognized and
will have a great opportunity for further advancement.”
Joe Ruocco, Sr VP Human Resources
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June 27, 2012
PROJECT INITIATION
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Project Initiation
1.1 Summary
The project initiation process serves as the investigation of a new idea or concept. The
process focuses on the business need and overall value of the work to be delivered.
As new projects begin, remember that accurate record keeping and support
documentation is necessary to provide the baseline of the project and therefore the
metrics by which the project is measured.
TYPES OF PROJECTS
Projects are generally initiated by the sponsor. When initiating a project it is important to
ensure that it is in fact a project, as opposed to an activity or ongoing operational task.
“A project is temporary, meaning it has an end, and it creates a unique product or service.”
(PMBOK®)
A project should be significant enough to stand alone and warrant a dedicated budget.
Ongoing activities should not be handled as projects.
(a) Types of R&D Projects and their Initiation Processes
(b) TPL Guidelines
(c) Global IT Project Intake Workflow Detail
1.2 Initiating Processes

There are four primary project management steps or “processes” in the Initiating phase:
• Develop Charter
• Create Scope
• Initial Project Workforce Plan
• Prepare Financials to Support Business Case
• Prepare Gate 1 documents
The basic flow of activities in this stage includes:
• Understanding the proposed project’s requirements

• Formalizing the requirements into objectives and deliverables
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• If this is a Capital Project, then it is required to create a Planning Estimate (which

in the case of capital projects that use GE&MT’s services is a Capital Planning
Estimate that starts with a scope and an Engineering Order (EO))
• Preparing the financials to support the business case (If this is a capital project,
then any project > $250k is categorized as growth, and requires a CPEM)
• Getting the project approved by the appropriate management
(a) View GE&MT Integration Management Processes, including

Initiating a Building, Construction and Equipment Project
(Appendix 9)
Project Initiation Step I: Develop Charter

Monitoring
Initiation Planning Executing and Closing I II III IV V
Controlling
1.2.1 Develop Charter

A Charter is a document, approved by the Sponsor, which authorizes a project to be
undertaken and resources be expended.
Note that a Charter is a broad definition of the project – broad enough that it does not
need to change as the project progresses and specific strategies are altered. Any change
to the Charter is a fundamental change to the project, and should call into question
whether or not the project should continue as it exists at that time. If this occurs, it should
be decided whether to terminate the current project and initiate a new project.
a. Building, Construction and Equipment Project

Charter Template (GE&MT)
b. EPP Project Charter Template
c. IT Systems and Applications Project Charter

Template (EPP)
i. IT PM COE Templates Site
d. Acceptable R&D Charter Substitutions- (TCP) and

Product Development Project (PCP)
e. Procurement Charter
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Project Initiation Step II: Create Scope
Initiation Planning Executing

Monitoring
and Closing I II III IV V
Controlling
1.2.2 Create Scope

Project scope is like building an agreed upon boundary around the project that clearly
documents what is included and what is excluded from the project. Project Scope
includes: Goals, requirements, deliverables, constraints, assumptions and impacted
areas.
The Scope Statement “provides a documented basis for making future project decisions
and for confirming or developing common understanding of a project scope among the
stakeholders.” (PMBOK®)
The Goals for the project must be SMART, ie, Specific, Measurable, Actionable, Realistic
and Time-bound:
• Specific goals set clear direction for the project
• Measurable goals allow the project team to know when the goals have been
achieved
• Actionable goals focus the project activities and team members on those action
items that are essential to successful project completion
• Realistic goals are achievable given the resources and time requirements of the
project
• Time-bound goals have a beginning and ending date
Project Scope is high-level during the Initiation process and is further defined during the
Planning process.
Change Management Checkpoint

After Scope is determined, complete a change management assessment for what degree
of change management is required for your project and the organization. Click HERE to
access this Activity 1: Change Management- Identify Change Management
Characteristics.
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a. Building, Construction and Equipment Scope

Templates in Scope Management A3 (GE&MT)
i. Collect Requirements
ii. Estimate Scope
b. EPP Scope Statement in Project Charter Template
c. IT Systems and Applications Scope templates:
i. IT Business Blueprint Template
ii. Sample documents
d. RDE&Q Innovation Project (TCP and PCP) Scope

Change Management Template
e. Procurement Scope Template
Project Initiation Step III: Identify Workforce Plan

Monitoring
Initiation Planning Executing and Closing I II III IV V
Controlling
1.2.3 Initial Project Workforce Plan

Identify Critical Resources needed for the project. These are key resources which are
required as a result of this specific project being approved. Specify these resources with
dedication required in Full Time Equivalent (FTE) increments by year.
Different resources will be required depending on your project type, below is an example
of a manufacturing project critical resource list:
• Program Manager
• GE&MT Project Manager
• GE&MT Resident Engineer
• Project Controller
• Industrialization Manager
• Quality /Technology Manager
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• Procurement Project Manager
• Project Manager/Coordinator
• Work Stream Leader
• Change Manager
Sample Critical Resource Chart from EPP Gate 1 Document:
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A project’s critical resources also need to be managed. Below is an example of a critical

resource management process from Global IT. Resource data is managed through EPM,
a project management system, in Global IT.
a) Access the Global IT process in EPM
b) Read more about Resource Planning for RDE&Q projects
Project Initiation Step IV: Financials

Monitoring
and Closing
I II III IV V
Controlling
1.2.4 Financials to Support Business Case

Financial justification by project is required as detailed in our Corporate Capital Budget
Procedures and Policy Guide. However, financial justification needs to be evaluated
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for all projects that have financial returns. The costs and the quantifiable benefits of any
project are essential. Along with a return on investment, this justification is important in
understanding what costs there are in delaying the investment or the cost of doing
nothing. Costs should include the expenditures for equipment, labor, project team,
licenses and buildings. The costs should also be documented as to which are capital
outlays and which are expense disbursements. All known expenses should be included.
Benefits should include both the tangible and intangible value of the result of the project.
On projects where GE&MT is used, the scope needs communicated to them with a layout
of the intended project. In turn, GE&MT will create a Capital Planning Estimate (CPEM)
for their part of the project. Remember that even on a capital project, there are other
expenses that need included.
Projects over $250,000 that are considered “growth” projects require financial justification
using the CPEM. A Finance associate appointed by the SBU business requiring the
funding approval will prepare financial information on capital project proposals following
standardized instructions found in the CPEM manual.
Financial Metrics Used To Evaluate Projects
Four financial metrics are included in the CPEM:
 Investment Index
 Net Present Value (NPV)
 Modified Internal Rate of Return (MIRR)
 Discounted Payback (including construction period)
Additional information about the CPEM can be found in the CPEM Manual.
Projects below $250,000 or non-growth should also be evaluated but may use a shorter
“Simple Payback” method outside the CPEM (e.g., a $100,000 project with a $10,000
annual benefit yields a simple payback of 10 years). The Global PMO will work with the
portfolio owners to understand the criteria expected for their investments.
Although not explicit, the Initiating stage of a project should also include a preliminary
feasibility check. That is, if in the course of initiating a project it becomes clear that one
or more of the objectives cannot be met, the Project Manager must communicate this to
the Sponsor(s). It is important to be fully honest and transparent in this regard, so that
the Sponsor(s) can make informed decisions. A more thorough determination of the
project’s feasibility is made at the end of the Planning stage of the project and prior to
Gate 2B approval.
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Project Initiation Step V: Financials

Monitoring
and Closing
I II III IV V
Controlling
1.2.5 Gate Documents

Your project may now be ready to prepare documents for a Gate 1 or Phase 1 review.
This is the point where your Stakeholders and Gatekeepers will review the project for
approval to move forward.
Goodyear has several gate and phase processes, depending on the project.
IT Systems and RDE&Q Product Business Model Building

RDE&Q Innovation
Applications Development Transformation Construction and
Projects
Projects Projects Projects Equipment Projects
• Using EPP: • Using TCP: • Using PCP: • Goodyear PMO in- • GE&MT projects
• AP IT • Fundamental • Applied Projects scope projects
• Corporate IT Projects using EPP
• EMEA IT • Procurement
projects
• LA IT
• NA IT
• RDE&Q IT
EPP: Gate 1 template
TCP: Phase 1 template
PCP: Phase 1 template
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PROJECT INITIATION CHECKLIST
 Activity Description Prepared by Representative Tool
Define the business drivers, Project Sponsor and Team

expected outcomes, and business EPP Project Charter
Members
concepts for the project.
PCP and TCP Project Charter
GE&MT Project Charter
Global IT Business Case, Project

Charter
Create Scope statement and Project Sponsor and Team Sample Scope Statement (view
Requirements Members within EPP Gate 1 Document
sample)
RDE&Q Scope Detail
Determine major roles and

responsibilities to be filled for the Project Sponsor. and Team See Workforce Plan, page 8 of
project. Members EPP Charter Template
TCP and PCP Charter Template
Document financial information on

project proposals following Finance Associate See CPEM summary, page 10 of
standardized instructions. EPP Charter Template, which is
based on the CPEM Template,
Green Budget (generated by
SBU)
Pull together all pertinent information Project Manager EPP Gate 1 template
to support your project idea to TCP Phase 1 template
present to the Stakeholders and
PCP Phase 1 template
Gatekeepers for approval to move
your project forward.
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PLANNING
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Project Planning
2.1 Planning
Planning is an essential process in the project lifecycle: it is here that the ultimate success
(or failure) of the project is defined. Although there may be pressure to “get started” on a
project by moving directly to execution with minimal planning, this is a serious mistake.
The Project Management Body of Knowledge (PMBOK) 4th edition emphasizes this point.
Half of the best practice project management activities occur in the planning process.
Taking the time to correctly plan a project not only maximizes the probability that the
objectives will be met, it also ensures they will be met efficiently – as rapidly as possible
and at a lower risk of running over budget and schedule.
During Initiation, when a Project Charter is developed, estimates may be very broad or
more detailed. For example, a Charter may be very basic: 20 people for one year are
needed to build a machine with a cost of $1.5 million. Typical types of estimates are listed
below:
Estimate Definition Confidence Level

Rough Order of An estimate of costs and time provided in + or – 50%
Magnitude the early stages of a project when its scope
and requirements has not been fully
defined.
Feasibility An estimate used for determining the + or – 25%
economic feasibility of a project, the
probable sequence and cost for
construction of a project, and as a guide in
the choice between alternative locations or
plans.
Planning Cost estimate developed on the basis of + or – 15%
available information and, in absence of a
pricing study, with the use of experience-
based formulas or planning-factors.
Budget An estimate of income and expenditure for a + or – 5%
set period of time.
The type of estimate is relevant information but the most important part is that your
Sponsor and Gatekeepers are aware of the confidence level held on the estimates.
It is during the Planning process where the Project Manager will take the high level scope
/charter and progressively elaborate until detailed project planning is achieved.
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At some point before Planning, a Project Manager is assigned. If the project requires
capital, the project is now being considered for inclusion in the Capital Expenditure Plan.
A global portfolio management process evaluates all projects for alignment with corporate
goals and business case benefits and determines which projects are included in the
Capital Expenditure Plan.
Once the Project Manager is assigned, he/she will engage with the functional leads and
identify the remaining resources that will be required to perform the detailed planning of
the project successfully.
2.2 Project Planning Processes

If you haven’t accessed the Change Management portal yet, click HERE to start Activity
1: Change Management- Identify Change Management Characteristics.
The purpose of planning is to think through all phases of the project before it starts. It is
important to remember that for smaller projects requiring less rigor, the project
management process presented here should be “right-sized” or streamlined to a level
appropriate for the project but nothing should be skipped or left out.
During the planning process for any project, crucial documentation for the remainder of
the project is developed during Planning.
These processes include the following:
1. Collect / Finalize Requirements

2. Define Scope and develop a well-defined Scope Statement
3. Identify Stakeholders
4. Create a deliverable based WBS (Work Breakdown Structure)
5. Define Activities/Tasks for each WBS component
6. Sequence Activities/Tasks
7. Determine Responsible and Accountable individuals for the activities
8. Estimate Activity Durations
9. Determine the Critical Path
10. Develop Schedule and Schedule Baseline
11. Develop Budget and Cost Baseline
12. Earned Value and Triple Constraint
13. Determine Quality Standards
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14. Develop Communications Plan

15. Perform Risk Management and develop a Risk Response Plan
16. Prepare a Procurement Plan
17. Scope Change Management Plan
18. Organizational Change Management Plan
19. Finalize Project Management Plan
20. Prepare Gate 2 Documentation
The project management methodology outlined in this Playbook includes all of the steps
and processes to be performed on a large, complex project.
The processes above are expected to be engaged on every project, but the complexity
and level of detail with which they are applied will vary. That is, all the steps (and
documents) must be followed, but may be relatively simple and only take minutes to
complete on smaller, less complex projects. However, no step should be left out entirely.
Link to RDE&Q recommendations for Level of Rigor in an RDE&Q Project.
A Program Planning Workshop is available through Goodyear’s PMOs. Normally, a

Program Management Advisor and an Enterprise Competency Manager will facilitate the
workshop on site for the entire project team. Below is an example of a Planning Workshop
for an EPP project facilitated by the Goodyear PMO. The workshop agenda can be
customized for the project’s needs but typically includes the following:
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The Program Planning Workshops are conducted after consultation with the Project
Manager and Project Sponsor. Their expectations of the workshop are confirmed and
recorded as the modified course objectives and finalized through the modified agenda.
The Project Manager and Project Sponsor also work with the PMO on the attendance list
for the workshop. Typically, as much of the entire team as possible should attend. The
objectives are to be able to begin the creation of the project management planning
artifacts for the topics listed below.
Click HERE to contact the Goodyear PMO about an EPP Project Planning Workshop.
Click HERE to contact the RDE&Q PMO about a 3-day RDE&Q Planning Workshop.
With a solid start on the documents for project planning, the Project Managers can
continue to work with their project teams to refine the documents. They and the team
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members will know the importance of each document as well as how they are used and
how they help the project.
The result of careful planning is a thorough project management plan, which serves as a
roadmap for the project. This overall project plan is actually a collection of several
subordinate plans that address various aspects of the project. Contrary to popular belief,
it is far more than just a Gantt chart or a Microsoft Project schedule. A comprehensive
project management plan includes the following components:
 Scope Management Plan

 Schedule Management Plan
 Quality Management Plan
 Human Resources Management Plan
 Communications Management Plan
 Risk Management Plan
 Procurement Management Plan
 Issue Management Plan
 Change Management Plan
Development of the Project Management Plan takes place over the course of the planning
phase of the project. It is not a single step in the process, but rather the collected work
product of all the individual steps.
For example, the Project Management Plan includes the Risk Management plan, which
in turn details the identified risks, the assessment of those risks, and the mitigation and
contingency plans put in place to respond to the most significant risks.
It is also important to realize that the generation of a project management plan is iterative,
and that the steps of the Planning stage can be repeated (for example, after Risk
Management is performed mitigation plans may affect the schedule, budget, etc).
Kickoff Meeting
The purpose of the kickoff meeting is to assemble the stakeholders together to discuss
the project. It includes:
• Introductions
• Basic roles and responsibilities
• Goals of the project
• Review of the Project Charter
For each team member, confirm their ability, availability, interest and commitment
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If any member of the team is not clear about the project goals, it is unlikely that they will
achieve them!
a) Building, Construction and Equipment Planning Templates and

Examples in Time Management A3 (GE&MT)
b) EPP Project Planning Templates and Examples
c) IT Systems and Applications Planning Templates and Examples
d) RDE&Q Innovation and Product Project Planning Templates and

Examples
e) Procurement Planning Templates and Examples
Link to read more about the level of rigor for RDE&Q Planning Process
Project Planning Step I: Collect Requirements

Monitoring I II III IV V VI VII VIII IX X
Controlling
XI XII XIII XIV XV XVI XVII XVIII XIX XX
2.2.1 Collect Requirements
Collecting requirements is the process of defining and documenting Stakeholder’s needs

to meet project objectives. It is also defining and managing Customer expectations as
these become the foundation of the breakdown of the project deliverables.
Several tools can be used to collect Requirements: interviews, focus groups, facilitated
workshops, brainstorming, questionnaires, surveys, observations, and prototypes.
The outcome of collecting Requirements will be a Requirements Document for the project.
Common attributes of quality requirements are:
• Nothing is missing; no “To Be Determined”

• Does not conflict with other requirements
• Accurately states a user or external need
• Can be implemented within triple constraints
• Can be changed, with history, when necessary
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• Documents something users truly need

• Ranked by importance of inclusion in the product
• Has only one possible meaning to all readers
• Correct implementation can be verified by testing, inspection, analysis, or
demonstration
• Acceptance criteria is defined
a) Building, Construction and Equipment Requirements Document

Templates and Examples (GE&MT)
b) IT Systems and Applications Requirements Document Templates and

Examples
c) Procurement Requirements Document Templates and Examples
Project Planning Step II: Define Scope

Controlling
2.2.2 Defining Scope and writing a well-defined Scope Statement

Scope Management is
“….the processes required to ensure that the project includes ALL the work required and
ONLY the work required to complete the project successfully.” PMBOK®
There are many types of Scope. Most commonly:
 Product Scope: Features and functions that make up the product or service
and is measured against product requirements.
 Project Scope: The ‘work’ that has to be completed to deliver the specified
product/service and is measured against the Project Management plan.
The Project Scope statement was developed as part of the Project Charter and is further
refined in the Planning Stage. What is in scope and what is out of scope must be
confirmed by the team. This exercise is part of the Stage 2 Planning Workshop.
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 “Define Scope” process: Detailed description of the project and product. Builds
upon the major deliverables, assumptions, and constraints documented during
project Planning.
1. Completes a VERY detailed Scope Statement.
2. Contains a detailed description of project deliverables and the work required

to deliver them.
3. Provides a common understanding of the project among key stakeholders.
4. Provides the product description(s), acceptance criteria, deliverables,

exclusions, constraints, and assumptions.
5. Guides the Team through Execution.
6. Provides a baseline for Change requests to be compared against.
Preparation of the Scope Statement is critical to project success. A clear scope and
requirements are key to controlling surprises.
During the life of a project, project deliverables and Project Management deliverables will
be created. Project deliverables are those deliverables created by the project team in
order to achieve the project objective.
• Sample project deliverables include: standards, procedures, products or systems.
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• Sample project Management deliverables include: status reports, schedules,

project plans.
The project deliverables will be identified in the Initiation Stage, defined and described in
detail during the Planning Process and created during the Execution Process.
a) Building, Construction and Equipment Scope Templates and Examples

(GE&MT)
b) IT Systems and Applications Example Project Management Deliverables

Checklists
c) Procurement Scope Templates and Examples
Project Planning Step III: Identify Stakeholders

Monitoring XI XII XIII XIV XV XVI XVII XVIII XIX XX
Controlling
I II III IV V VI VII VIII IX X
2.2.3 Identify Stakeholders

A stakeholder is anyone who has an interest in or who is affected by the project, positively
or negatively. It is important for the Project Manager and team to take time to think
through the project (and all of its ramifications) in order to identify the stakeholders,
because stakeholders will ultimately determine whether or not the project is successful.
This is particularly critical if there is any change to associates being introduced by the
project. Stakeholders are also the persons going to be affected by change. A Change
Management plan is created to help associates move towards the acceptance and
adoption of the change that is being driven. Lack of acceptance can harm the realization
of project benefits.
At a minimum, key stakeholders include:
 Sponsor(s)
 Customer(s)
 User(s)
 Departments and Senior Management
 Team Members
On a large project there can be many stakeholders. Some will be obvious, and some will
be more obscure. In order to identify them the Project Manager and team start with the
Charter or the Gate document that serves as the Charter, as these documents will list at
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least the key stakeholders. These stakeholders in turn may be able to suggest other
stakeholders to add to the list.
The purpose of generating a list of stakeholders is to develop a stakeholder management

strategy. This is a strategy for including and/or informing various stakeholders according
to their relationship to the project.
Use the Stakeholder Analysis Template for this activity and classify stakeholders in terms
of their level of interest in the project and their level of power over the project. The results
can be used to determine the project’s communications plan: how, what, and when to
communicate information. Stakeholders with high interest and high power need to
participate in the project, be included in periodic meetings, receive required reports, etc.
Stakeholders with low interest and low power need only to be kept informed at major
milestones.
The list of stakeholders and their classifications should be recorded. Such a record might
include each stakeholder’s success criteria for the project to better plan and manage their
expectations. Stakeholder analysis is an on-going process throughout the entire project.
People change positions and circumstances around the project can change especially
with multi-year endeavours.
Here is a sample of the two by two grid with explanation that is used in the Program
Planning Workshops to aid in the Stakeholder Analysis.
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a) Building, Construction and Equipment Stakeholder Templates (GE&MT)
b) EPP Project Stakeholder Analysis Template
c) Global IT Communication Plan with Stakeholder Analysis Templates
d) RDE&Q Innovation and Product Stakeholder Templates
e) Procurement Stakeholder Templates
Project Planning Step IV: Create WBS

Monitoring XI XII XIII XIV XV XVI XVII XVIII XIX XX
Controlling
2.2.4 Create Work Breakdown Structure (WBS)

One of the most critical steps in the planning process is the creation of a Work Breakdown
Structure. The “WBS” identifies all of “the work” required to complete the project, and
serves as the basis for resource estimates, costs, and for the development of a schedule.
The WBS is created by the people who will actually do the work.
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The WBS is the foundation of the project. The WBS organizes and further defines the
project scope. It represents the entire project scope and:
• Is based on the project Scope statement and Requirements documents
• Is Deliverables oriented making it the “framework” for estimating costs, time, and
resources
• Is decomposed to a level where confidence of estimates is high; and “work

packages” can be scheduled, estimated for costs, monitored and controlled
• Has work packages as the lowest level of the WBS and the lower a WBS breaks
down deliverables, the more accurate a project’s cost estimate and schedule will
become
The total of work at the lowest level must roll up to the higher levels to accomplish all of
the work and avoid scope creep.
Quick Hint: Use WBS templates for deliverables that are similar from project to project
(e.g. Mixer, SAP upgrade, Extruder, etc).
WBS Examples
Visually, the WBS looks somewhat like a corporate organization chart, with “trees”
branching down from a few high-level boxes to many low level boxes.
The project title is in the highest box, and the second level is either the primary project
deliverables or the project life cycle. The lower tiers of boxes break the blocks of work
into progressively smaller pieces or decomposition of the deliverables. This
decomposition process continues until it reaches a level appropriate to manage the
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project. The boxes in a WBS are often numbered for reference later in the project, with
the first level numbered 1, 2, 3; the next lower level numbered 1.1, 1.2 …, 2.1, 2.2 …; etc.
A WBS can also be created in outline format, using the same numbering scheme for
subordinate items. This may be preferable for very large WBS’s, where layout becomes
difficult in the visual box format. However, the WBS can still be created by the team using
post-its in the visual format, and then translated into outline format.
Sample WBS from a Manufacturing Project
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Work Breakdown Structure

6
Americana HMC
Modernization Phase 1.5
Convert 2.2M tires from LMC
to HMC
1. 3. New 4. New 5. 6. 7. Tire

Gover Buildin Machi Machi Equip Develo
n. gs nes nes ment p
Licenc upgrad
Env 3.1 3.2 4.1 4.2 (4) 4.3 (6) 4.4 (2) 5.1 5.2 5.3 5.4 6.1 7.1
iron Raw Wareh New New New 52’’ Wire Cal4R1 Cal4R2 SMS/ Drums RPL
Materi ouse Calem Apex HF + New Cal.- - new - robot
al ard Applie SMS + press new 10’’ casset inst.
City
hall PR PR PR PR PR PR PR PR PR PR RD RD
OJ OJ OJ OJ OJ OJ OJ OJ OJ OJ
2. New PU PU PU PU PU PU PU PU PU PU PU PS
parkin RC RC RC RC RC RC RC RC RC RC RC
g lot
CI CIV MF MF MF MF MF MF MF MF MF M
VI IL G G G G G G G G G DT
PR
OJ SS/ SS/ SHI SHI SHI SHI SHI SHI SHI SHI SHI CT
SM SM P P P P P P P P P P
PU
RC EL EL SP SP SP SP SP SP SP SP FT AT
ET ET
CIV
IL FP FP I& I& I& I& I& I& I& I& RF
C C C C C C C C 6.2 P
ELE
T UTI Molds
UT
IL L
RD 6.2 OE
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Tire
Buildin BA
g room RD
I& I& I& I& TR TR TR I&
PR R R R R AI AI AI R PU
OJ
RC PS
PU
MF
RC
G M
CIV DT
SHI
IL
P CT
SS/ P
RF RF
SM
P P
6.3 B
EL NPT W
ET
PG
FP
RD T
Deliverable
AT
Task level UTI
PU
Milestone L
RC
RF
MF P
AT Akron Test FP Fire Protection MFG Vendor Manufacturing RD Requirements Definition SP Spare Part G
BA Budget Approval FT Field Test PGT Proving ground test RFP Release for Production SS Structural Steel SHI
BWP Buildwire process I&C Installation & Commissioning PROJ Project RPL Replacement TRAIN Training P
CTP Check Tire Process I&R Industrialization & Ramp-up PS Product Specification SHIP Shipping/Logisitic UTIL Utilities
ELET Eletrical MDT Material Development / Try out PURC Purchasing SM Sheet Metal
Project Planning Step V: Define Activities
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Controlling
2.2.5 Define Activities

The boxes/items at the lowest level are referred to as the “work packages.” They
represent the manageable blocks of work; Blocks for which duration, resources, and cost
can be estimated with some accuracy and confidence. They are typically deliverables
that can be assigned. The assigned resource will break it down into ‘activities’ to complete
the work deliverable. Generally deliverables should require between 8 and80 hours of
effort. However, it is possible to have some deliverables that have effort durations greater
than 80 hours. For example, if a pot heater will take 18 months from the time it is ordered
until the time it is delivered, the task may be to “procure the pot heater”. With a lead time
of 18 months, the task can not be broken down any further.
Template and Sample: Work Breakdown Structure
WBS Dictionary or WBS Deliverable Detail
In cases where the work packages are not self-explanatory, a WBS Dictionary may be
created. A WBS Dictionary provides a description of the work to be performed for each
work package, and helps ensure the resulting work matches what is needed.
The WBS Deliverable detail might include:
• WBS numbering system

• Description of the work
• Schedule Milestones
• Responsible organization/person
• Estimated costs
• Schedule activities
• Acceptance criteria
• Quality requirements
• Estimated costs
Things to Remember:
• The creation of a WBS should be performed by the team, rather than by the Project
Manager alone
• The team member closest to the deliverable will bring the expertise necessary to
fulfil the requirements
• The process of creating the WBS also serves to bring the team together
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Working through the creation of the WBS as a group helps the team to walk through the
project in their minds, to better understand the project, and to achieve buy-in for all the
deliverables.
The WBS is then decomposed even further to define the specific activities that must be
performed to produce the deliverables and sub-deliverables identified in the WBS. This
is called Activity Definition.
a) R&D information about selecting development tire sizes
Stage 2 – Project Planning Step VI: Sequence Activities

Controlling
2.2.6 Sequence Activities

When estimates of the resources required for each work package have been made (time,
cost, people), the work packages can be sequenced by looking at what work must be
complete before others can start.
The Activities are sequenced “Activity Sequencing” – which one comes first, second,
etc. The team identifies logic, sequence and interdependencies of activities. This is
referred to as a network diagram.
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Begin sequencing by looking for task dependencies.
• For example, a work package to “build prototype tires” cannot begin until
after the “machine installation” work package is complete.
• Although other types of logical links between tasks exist, this “finish-to-
start” type of link is by far the most common.
• A network diagram is a convenient way to work through activities and their
predecessors.
The completed network diagram can be used to create an automated (Microsoft Project)
Gantt chart. An example of this is shown below.
Example of Task Dependencies

1.1 New Building Start Finish Duration % Predecessors
Complete tasks
Task Name Thu April 1, Mon Feb 334 100%

2010 28, 2011 days
A. Engineer and Purchase Thu April 1, Wed Sept 175 100%

(Piling and GTs/Steel) 2010 22, 2010 days
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B. Pilings, Footers, and Piers Wed Aug Thu Oct 14, 72 days 100% A
4, 2010 2010 (Finish/Start)
- 26 days
C. pH Pit, Extruder Pit, and Thu Sept Mon Nov 47 days 100% A
Floor Slab 30, 2010 15, 2010 (Finish/Start)
- 15 days
D. Steel Columns, Trusses, Sat Nov 6, Thu Dec 30, 55 days 100% B
Roof, Mezzanine 2010 2010 (Finish/Start)
- 14 days
E. Ramp and Road Fri Dec 31, Thu Jan 20, 21 days 100% A, B, C, D
2010 2011
F. Finish Work - Skid Plates, Fri Dec 31, Mon Feb 60 days 100% A, B, C, D, E
Painting, Grading, Grass 2010 28, 2011
Dependencies between tasks can be :

Mandatory, Preferred, or External (vendors, government, etc)
With this table of information, a graphical flow chart or a Network Diagram of the work packages
can be created.
 A common tool used to graphically depict the tasks/work package

interdependencies is called the Network diagram
 The estimated duration of each work package is written either in the box or
above it
 Each possible “path” through the Network can be summed to get the total
duration of the path
The path with the longest total duration represents the CRITICAL PATH for the project or
the shortest duration to complete the project. The critical path is important as a checklist
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of what activities must be accomplished on time. When an activity on the critical path is
missed either by being early or late, it affects the end date of the project. As a project
progresses and tasks are completed or updated, the critical path can change. It must be
monitored regularly as an important part of controlling your project performance and is
included in your Gate and Steering Committee reports.
a) Additional R&D information about scheduling plant ship slots
Stage 2 – Project Planning Step VII: Assign Resources

Monitoring
Controlling
2.2.7 Determine Responsible and Accountable Resources

As a project grows legs and team members are committed, it becomes increasingly
important to clearly understand and document exactly who is responsible for each task.
Clearly define the roles and responsibilities needed for each of the activities and
deliverables identified in the program schedule. Then determine the person who is
ultimately accountable for the activity and work with that person to determine the person
or persons who are responsible for the activity to be completed, ie, who will actually
perform the work. There can only be one person accountable for the activity. In that way,
there is no misunderstanding or confusion. The person accountable can also be
responsible for getting the work done but this is not always the case. This activity can be
accomplished using a RACI chart whose template and examples can be found on The
Goodyear PMO SharePoint site.
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Sample of a Project Resource Document:
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CRITICAL POINTS ABOUT RACI:
• RACI charts should be assembled by the project team and Project Manager
• It is ideal if everyone listed on a RACI is present as the RACI is being developed,
but ultimately it is most important that they are fully aware of what they are being
tasked to do, and that they accept the assignment
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a) Building, Construction and Equipment Tools and Templates for

Assign Resources in Time Management A3- Appendix 10
(GE&MT)
b) EPP Resource Assignment Template
c) IT Systems and Applications RACI Template and Resource

Assigment Tools
d) RDE&Q Innovation and Product Resource Assignment Tools and

Templates
Stage 2 – Project Planning Step VIII: Estimate Durations

Monitoring
Controlling
2.2.8 Assign durations for each activity/task

When the Work Breakdown Structure is complete, estimates of the resources (e.g.,
materials, equipment, people, supplies) required to complete each of the individual work
packages can be made.
Individual work packages are small enough blocks of work that duration, resources /
FTEs, and cost can be estimated with some accuracy and confidence.
Reviewing historical records and lessons learned from previously completed projects can
help guide the estimating process.
The person performing the work should make the estimates.
Estimates performed at the activity level typically reflect effort (8 hours, 40 hours), rather
than time duration. Durations will be formulated in the “Develop Schedule” process.
1. PERT – Estimating Tool
One tool that can be used in estimating required resources is a three-point

method called Program Evaluation and Review Technique – PERT. In this
method, three estimates are made for each resource (note: the resource can
be time, cost, FTEs, etc.).
• Whereas, the P= Pessimistic estimate that represents the

worst case, an O=Optimistic estimate that represents the
best case, and a M= Most Likely estimate.
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• A weighted average of these three values, represented as P,

M, and O, is calculated as follows:
(𝑷 + 4𝑴 + 𝑶)
𝑷𝑬𝑹𝑻 𝒆𝒔𝒕𝒊𝒎𝒂𝒕𝒆 =
6
When PERT estimates are used for a series of individual tasks, the total estimate for the
series tends to be more accurate
Schedule Development Tools
Stage 2 – Project Planning Step IX: Critical Path

Monitoring
Controlling
2.2.9 Determine the Critical Path

The path with the longest total duration in the Network Diagram below represents the
CRITICAL PATH for the project or the shortest duration to complete the project.
While Network diagrams are an excellent way in which to “picture” logical relationships,
and critical convergence points (where multiple paths meet), they are seldom drawn by
hand for complex projects.
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Instead, scheduling software is used to create Network diagrams and Gantt charts with
logical dependencies. Goodyear typically uses the Microsoft Project software for this
purpose.
Microsoft Project Software
Information on activities, their durations, resources, and their predecessors can be

entered directly into Microsoft Project.
 The software generates a Network diagram or a Gantt chart with dependencies.

 The Gantt chart generated from an Activity Table , is shown below.
 The Critical Path is highlighted in red.
 The Microsoft Project Gantt chart portrays the same information as the Network
diagram but does so in the context of a calendar.
Microsoft Project Gantt Chart
Example of a Critical Path:
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Stage 2 – Project Planning Step X: Develop Schedule

Monitoring
Controlling
2.2.10 Develop Schedule and Schedule Baseline

Developing a schedule is an iterative process. Using Microsoft Project, the initial
“unconstrained” schedule can be generated. The Gantt chart above shows how the
project would flow if there were no externally imposed timing, date requirements or
resource constraints. In Major Projects there are many interdependencies that involve
multiple functional organizations (GE&MT, Procurement, QTech, Finance, etc.).
Typically, the unconstrained schedule is generated by working forward from the project
start date (typically Gate 1). The Project Manager will need to work closely with his team
during the Project Planning workshops and beyond to develop a solid plan.
Schedule Templates and Examples
Sample Manufacturing Project Schedule: MS Project Rollup
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Sample MS Project Schedule: Detail
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Sample MS Project Schedule: Who Does What Summary
a) Building, Construction and Equipment Schedule Templates and

Examples in Time Management A3- Appendix 10 (GE&MT)
b) EPP Schedule Samples
c) Global IT Schedule Templates can be found within the IT EPM
d) RDE&Q Innovation and Product Schedule Templates and Examples
e) Procurement Schedule Templates and Examples
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Stage 2 – Project Planning Step XI: Budget

Monitoring
Controlling
2.2.11 Develop Budget and Cost Baseline

Based on the WBS, the resources (both material and people) are estimated for each block
of work by the workstream owner and the Project Manager. If it is a project involving
GE&MT, then the “start of the costs” will come from GE&MT’s EO (Engineering Order).
For an IT project, the major block of work would be different, and the “start of the costs”
would come software estimates, licensing purchases or the cost to integrate the project.
No matter the subject of the project, there is usually one major area that can be called out
as having the bulk of the project costs and this can be the start of the project estimate
and budget. It is critical to get Procurement involved early in this stage. Include costs for
all of the necessary and full time project team members. In all cases, the budget must
include all of the following costs as appropriate:
Capital costs:
• FTE costs (planned hours * hourly rate)
• Any Plant personnel dedicated to the project over 50%
• Other project personnel assigned to work on the project 50% or more
• Detailed monetary requirements for the equipment (e.g. GE&MT Engineering
Order details)
• All procurements needed
• Cost risk mitigation and contingency plans
Expense costs:
• Travel
• Scrap & Waste ramp-up
• Transportation
• Consulting
• Materials
• Outside Testing
• Systems/Software
• Equipment Moving
• Facilities
• Change Management
• Inside Testing
The final point, relating to risk mitigation and contingency plans, is addressed below in
the Perform Risk Management section. The development of a budget (like a schedule)
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is iterative, with at least two passes, the second occurring after initial risk management
has been performed, so that mitigation costs and contingency reserves can be included
in the budget and schedule.
Critical Points about the Budget:
Budget estimates should be as accurate as possible at this point in the project. Prior to
Gate or Phase 2 approval, the project costs should be estimated within 10% of the
expected costs.
For an EPP project at Gate 2B, the budget published is the Cost Baseline. An accuracy
confidence level is requested by the PMO with every gate document. Associating a
confidence level with the budget estimate helps set expectations with Sponsors and
Stakeholders.
If Changes are needed to the Budget or your Schedule, please refer to the Change
Management section of this document. Any changes in costs will likely impact the AOP
(Annual Operating Plan).
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a) Building, Construction and Equipment Budget Templates and Examples

in Cost Management A3 – Appendix 12 (GE&MT)
b) EPP and Capital Planning budget templates and examples
c) Procurement Budget Templates and Examples
Stage 2 – Project Planning Step XII: Earned Value

Monitoring
Controlling
2.2.12 Earned Value and Triple Constraint

Each of the components of the Tripe Constraint must be baselined during planning. This
is the only way to establish performance of the project against what was planned.
Earned value and the Triple Constraint is a tool used to objectively measure the progress
of a project. There are many formulas that can be used to depict the ‘health’ of the project.
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For budgets, a Cost performance Index (CPI) can be employed. It is a ratio of the
Project’s Earned Value (EV) to its Actual Costs (CPI = EV/AC). If the ratio is less than
one you are over budget .
CPI is sometimes referred to as a ‘burn rate’; the rate at which the Project is burning
through cash. The CPI is also a forecast measure.
Cost Variance (CV) is the Project’s Earned Value minus its Actual Costs (CV = EV – AC).
Variances occur when “planned” values are not aligned to “actual values.
There are also common Time Management Terms to help understand how the project is
performing. They are:
Schedule Variance (SV) – How well the project is performing compared to the
plan at a given point in time. SV= (Earned Value (EV) – Planned Value (PV). If the
answer is positive “+ ”, you are ahead of schedule. If the answer is negative “-
”, you are behind schedule.
Schedule Performance Index (SPI)– A measure of project efficiency. SPI = 1 is

as planned; SPI < 1 behind schedule ; and SPI > 1 ahead of schedule
Earned Value analysis is often performed periodically to show the Sponsor where the
status of the project is ‘currently’ against ‘planned’ expectations.
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Stage 2 – Project Planning Step XIII: Quality Standards

Monitoring
Controlling
2.2.13 Determine Quality Standards

“Quality” in this sense does not refer to product quality. In terms of project management,
quality standards are the acceptance criteria for the project’s objectives and deliverables.
Acceptance criteria for explicit requirements should already have been captured in the
Collect Requirements process.
Performance goals are often provided in the Gate 1 document but definitely should be
provided in Planning using the Closing Criteria template.
It is important to document the quality standards that will apply to the project, the specific
metrics that will be used to measure performance against those standards, and the
thresholds (control limits) that will trigger corrective actions.
Metrics often need to be established to define what success “looks like,” and to determine
whether or not a project should continue to the next phase.
Project Quality Management discipline recognizes:
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The basic approach to PMBOK quality management is intended to be compatible with

that of the International Organization of For Standardization (ISO). This is also compatible
with proprietary approaches to project quality management such as those recommended
by Deming, Juran, Crosby, and others, and non-proprietary approaches such as Total
Quality Management (TQM), Six Sigma, failure mode and effect analysis (FMEA), design
reviews, voice of the customer, cost of quality (COQ) and Continuous Improvement. -
PMBOK 4th Edition.
Cost of Quality
The Cost of Quality (COQ) refers to the total cost of all project quality efforts to assure
project quality standards can be met over the life of the product. The primary benefits are
less rework, higher productivity, lower costs, and stakeholder satisfaction. The primary
cost is the expense associated with implementing training, review, planning properly and
preventing non-conformance.
Examples of the Cost of Conformance to project quality are:
• Training
• Quality Testing
• Appraisal
• Time to Do It Right
• Prevention
• Inspection
• Documentation of process
Examples of the Cost of Non-Conformance are:
• Rework
• Defects
• Repairs
• Opportunity Cost
• Scrap
• Waste
• Product liabilities
Each deliverable created based on a requirement needs to be reviewed and accepted by

the customer. Knowing the criteria for acceptance is critical and should be documented.
Manufacturing Projects utilize a PSO Quality Checklist within their Quality Management
Plan (link to document).
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a) Building, Construction and Equipment Quality Templates and Examples

(GE&MT)
b) Global IT Quality Examples
c) RDE&Q Innovation and Product Quality Templates and Examples
d) Procurement Quality Templates and Examples
Stage 2 – Project Planning Step XIV: Communications

Monitoring
Controlling
2.2.14 Develop Communications Plan

The PMBOK states that a Project Manager may spend over 90% of their time on
communications.
For this reason, the PMBOK “Stakeholder Identification” process is performed throughout
the lifecycle of the Project.
Depending on the length and size of the project, people can move on and off the project.
Thus, the Communications Plan will describe the stakeholders to whom information will
be communicated, what information will be communicated, how it will be communicated,
and when / how often it will be communicated.
Determining the Communication Plan involves identifying the information needs of the
various stakeholders, and understanding that different stakeholders may have different
needs.
Typically, formal communications include such items as status and performance reports
(e.g. Dashboards), and informal communications include team meetings and updates to
sponsors and stakeholders.
Communication Methods:
Establish a regular (e.g., monthly) update report to the project sponsor and key
stakeholders, using a standardized format. Publishing / sending such periodic reports
are an example of “push” communication, in which the sender “pushes” the information
out to the receivers. Another option is to use “pull” communication, in which information
is made available in a central source, from which the receivers can “pull” the data they
want.
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Meetings deserve special attention because Project Managers hold many meetings, and
should be concerned about running the meeting in the most efficient and effective
manner. The following guidelines for meetings should be understood by Project
Managers:
 Schedule meetings well in advance

 Have a clear, stated purpose for every meeting
 Have an agenda
 Distribute the agenda in advance
 Stick to the agenda
 Set a time limit and keep to it
 Document and publish minutes
Since Project Managers may spend up to 90% of their time communicating,

communication skills are extremely important for them. Also, one of the most critical
communication skills is listening to your team members, stakeholders, and taking the time
to create awareness about decisions, questions, and key project details.
The Communication Plan should contain the Who, What, When & How:
• Audience
• Message
• Timing
• Medium
• Resources
The Communications plan is a matrix of the stakeholders. The Plan also should identify
an escalation process.
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Status Reports show where the project currently stands. The status report should
include a highlight of project progress including but not limited to:
• Analysis of past and current performance (e.g. Dashboard)

• Work completed during the time period and work to complete in the next time
period
• Risks
• Issues
• Summary of approved changes
During a project status meeting with the project Steering Committee or executive sponsor,
the PM should request additional support on open issues that could impede the progress
of the project.
The Status of a workstream is shown by a color: Red/Yellow/Green.
Goodyear definitions for Red/Yellow/Green (globally accepted definitions):
Note: During the Initiation phase, thresholds for red/yellow/green are to be agreed
upon by project team and sponsor (i.e. 10%, 20%, etc).
Green: task or project is on track in terms of progress/timing, cost, and performance.

No escalation is necessary for successful completion.
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Yellow: warning – task or project is in jeopardy in terms of progress/timing, cost, and/or

performance. However, team feels that situation is recoverable, and within the project
teams control and has the resources to get the project back to green. No escalation is
required at this point.
Red: task or project will miss its goal in terms of progress/timing, cost, and/or performance
without intervention. Escalation (Sponsor, Senior Leaders, Steering Committee,
Gatekeeper Committee etc.) is required immediately to recover, if recovery is possible.
Sample Status Reports
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a) Building, Construction and Equipment Communications and Status

Templates in Communications Management A3- Appendix 13 (GE&MT)
b) EPP Communications and Status Meeting templates
c) Global IT Flash Report
d) RDE&Q Innovation and Product Development Status Meeting Template
e) Procurement Status Meeting Template
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Stage 2 – Project Planning Step XV: Risk

Monitoring
Controlling
2.2.15 Perform Risk Management

Risk management is the systematic, iterative process of identifying, analyzing, and
responding to project risk. Its goal is to maximize the probability and impact of any
positive risk factors, and to minimize the probability and impact of any negative factors.
The Project Manager has ultimate responsibility for risk management in the project, and
is responsible for initiating and leading the risk management process.
The PMBOK® definition of risk as it relates to project management is:
“An uncertain event or condition that, if it occurs, has a positive or a negative effect on a
project objective.” (It is important to recognize that project risks can sometimes be
positive.)
A project risk has three defining elements:
 It is an identifiable event
 It has a probability of occurring
 It has an impact to the project if it does occur
The standard risk management methodology is made up of four basic steps:
 Identify risks: The process of determining which risks might affect the project
and documenting their characteristics. Risk Identification is an iterative process
and should continue during all project stages.
 Assess risks: The process of determining the probability that the risk event will
occur and its potential impact. Next, based on the risk priority, develop a
response plan.
 Monitor and control risks: Risks need to be reviewed and revised throughout
the Project Lifecycle.
There are many benefits of formal risk management. Foremost among these is minimizing
unexpected events and problems. Identifying and planning for risk is the best way to avoid
surprises and problems.
This in turn leads to improved project performance versus plan – in terms of both
schedule and cost – and thus enhanced competitiveness and profitability.
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As indicated in this 9-box matrix, responses to risk include mitigation and contingency
plans. Mitigation is action taken to reduce the probability that a risk will occur and/or
reduce the impact if it does occur for negative risks. Mitigation plans for positive risks
increase the probability that the risk will occur, and/or enhance the impact. Mitigation
plans are pro-active: they are planned and executed pre-emptively as part of the project.
Contingency plans are “backup plans” that can be implemented to deal with a risk if it
does occur.
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When qualitative risk analysis is complete, the Risk Register is updated to include the
necessary mitigation and contingency plans, along with the owner of each risk – the team
member tasked with monitoring and responding to that risk.
Perform Quantitative Risk Analysis

Quantitative risk analysis is similar to qualitative analysis in that it also deals with risk
probability and impact, but whereas these quantities are subjective in qualitative analysis,
they are objective numerical values in quantitative analysis. In general, if it is used at all,
quantitative analysis is used only on the short list of most significant risks identified
through qualitative analysis. It is used to further investigate the highest risks on a project,
to assign monetary values to them, and to evaluate alternatives for dealing with them.
Note that it is not always possible to assign objective numerical values to probability and
impact. There are several techniques for conducting quantitative analysis, and these
techniques are well described in the literature. Three of the most common are Monte
Carlo Analysis, Expected Monetary Value analysis and decision trees. Consult the
PMBOK® to read more information about these techniques.
When conducted, quantitative risk analysis can provide accurate estimates of the amount
of contingency time and cost reserves needed on a project, realistic and achievable
completion dates and project costs – with confidence levels – versus the time and cost
objectives of the project, and the quantified probability of meeting project objectives.
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Plan Risk Responses

Once risks have been prioritized through qualitative and/or quantitative risk analysis,
response strategies for the most critical risks can be developed and put in place. Risk
response strategies for positive risks are often summarized by the acronym SEE: Share,
Exploit, and Enhance. Response strategies for negative risks are summarized by the
acronym ATM: Avoid, Transfer, Mitigate. Negative risks that cannot be avoided or
transferred to another party must be addressed in the project.
As discussed above, high exposure risks (those with both high probability and high
impact) require a mitigation plan to be implemented, and a contingency plan to be
identified. Mitigation actions are defined in the project plan, budgeted for, and pursued
pre-emptively. In contrast, contingencies are plans formulated in advance, budgeted for,
but not implemented unless a risk does in fact occur.
Medium exposure risks need to have contingency plans identified that can be
implemented if the risk occurs. Low exposure risks (low probability and impact) need
only to be documented on a watch list and monitored.
In all cases, the responses to risks are entered into the Risk Register, and an owner is
assigned to each risk. Any mitigation plans need to be added to the Project Schedule
with the responsible person or owner. This owner is responsible for monitoring the risk
through the life of the project, and informing the Project Manager if the risk occurs, so that
the planned response can be taken. Often risk triggers – the events that trigger the
contingency response – are established in advance, so that the risk owner has clear
direction on interpreting risk conditions.
Below is a sample Risk Response Plan.
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The Risk Register (and the entire risk management plan) are maintained and updated
throughout the project. A formal risk audits may be recommended for some projects to
ensure that all risks have been identified, are being tracked, and have appropriate
response plans in place. These audits may result in the identification of new risks, or in
the retirement of risks that are no longer threats.
In summary, the risk management process would include the elements shown in the
diagram following.
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Assessing your Team Tolerance Level for Risk:
Risk is the uncertainty of achieving a particular outcome. Different projects have different
levels of risk acceptable to the sponsor. For example, consider a project risk of having a
confidence level of 10% chance of success- within a fundamental research project to
develop a new-to-the-world technology, this might be acceptable, however, if identified in
a capital project, this level of risk would not be acceptable to the project sponsor.
Just as sponsors, and thereby projects, have different levels of acceptable risk, team
members have different levels of comfort in dealing with a given level of risk.
Project Managers have to understand and manage both the project risk and the comfort
level of the team members involved. Risk adverse individuals would prioritize risks higher
than necessary and / or over mitigate in order to feel comfortable. Risk seekers would
under-prioritize risks and possibly incur excessive contingency costs. Understanding the
risk tolerances of the sponsor, Project Manager, team members and key stakeholders
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and aligning them with the acceptable project risk will reduce conflict and improve the risk
management process.
What is Risk Tolerance?
Risk Tolerance is the willingness or threshold of sponsor, stakeholders, and team

members to accept an additional level of risk. Clarifying risk tolerance levels helps
manage risk by identifyin the g level of risk that is permissible and allows for informed
decision-making in risk responses.
Risk Adverse
Level of Discomfort
Risk
With Risk
Neutral
Risk Seeker
Questions For Team Discussion:
Event Risk Risk Risk

Seeker Neutral Adverse
My investment portfolio is a balanced mix of stable value, stocks,

and bonds
I’ve never tried Salmon, it smells different
Roadtrip! I have a full tank of gas and a credit card. Where to go?
I’m comfortable making a technical recommendation after receiving

60% of my test results
I prefer to wait to start my work until I know exactly what is needed

and all the required pre work is done.
I have a new design idea that might work, let’s give it a try.
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Key Team Discussion Points:
What are work behaviors for:
– Risk Seekers?
– Risk Neutral?
– Risk Adverse?
– What is the impact on the project of each behavior?
– Which are you at work? And why?
Team Results Tally:
Who Risk Seeker Risk Neutral Risk Adverse Impact on Project
Me
Project Sponsor
Project Manager
Key Project Stakeholders
Team Member 1
Team Member 2
Team Member 3
Exploring Risk Tolerance is a Team Activity and is part of an RDE&Q Planning Workshop. If you
would like further information about this activity, please contact the RDE&Q PMO.
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2.2.15.1 Perform Risk Management- IT Project Requirements

IT projects require an IT-specific Risk Response Register/Checklist/Plan template
(hyperlink to template online) to be utilized for all projects. A sample view of the checklist
is below.
IT Projects also utilize a monthly Flash Report that is a project dashboard generated from
all current project updates. The Flash Report provides visibility into project status and risk.
Sample Flash Report:
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2.2.15.2 Perform Risk Management- RDE&Q Project Requirements

Qualitative risk assessment techniques are required when performing Risk
Management for an RDE&Q project.
The DFMEA (Design Failure Mode and Effects Analysis), and MRM Study
(Manufacturability Risk Mitigation Study) are required for all new product designs,
including modifications to existing designs, or changes in the application of an existing
design.
In an FMEA, each identified risk is rated on a standardized scale for three separate
criteria:
1. Severity – impact of the failure mode occurring

2. Occurrence – likelihood of the failure mode occurring
3. Detection – likelihood of detecting the failure mode
The individual criteria ratings are multiplied together, and the resulting number is
referred to as the RPN: (Risk Priority Number). The RPN provides a relative ranking of
the technical risks anticipated for a product and is used to prioritize assigning
recommended actions for the highest RPNs and Severity rankings nine and above.
The Goodyear procedures and forms for conducting DFMEAs are provided in the
DAS_A Lotus Notes Database and Global Tire Design Manual.
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A DFMEA and an MRM Study are required for all PCP projects at Gate 2 and all
Fundamental Technology projects at Gate C review. The MRM Study considers how the
design may impact the manufacturing plant’s processes, (e.g., a new compound, new
material, new component, or new construction).
A template for an MRM Study is available in the FMEA Database – 1 Lotus Notes
database.
Risk Assessment Process Slide; PCP and TCP Gate 1/B and Stage 2/C respectfully.
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The process flow diagram shown above describes how risk mitigation and assessment
is conducted during Stage 2 of a PCP project and at Stage C of a TCP project. Note
that the full technical development of the tire does not occur until Stage 3. The initial risk
assessment is done early in the project, based on the conceptual design (new
materials, new construction, new tread pattern, etc.). This practice identifies potential
design and process problems early enough to be addressed prior to product release.
The DFMEA and MRM Study are updated in the later stages of the project as the
product and the manufacturing process becomes more fully defined.
A PFMEA, which focuses on the manufacturing process, is owned by the manufacturing

plant. By using the DFMEA and MRM Study as inputs to the PFMEA in Stage 2/Stage
C, many problems related to industrialization and production shall be avoided.
RDE&Q Risk vs. Uncertainty
2.2.15.3 Perform Risk Management- GE&MT Project Requirements

GE&MT Global Capital Project Management follows a risk management process model
that is fundamentally aligned with the Global PMO and the Project Management
Institutes PMBOK edition 5.
The function of GE&MT’s risk management process utilizes the Global PMO templates
as a foundation of the Enterprise Project
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Management (EPM) system. Although the Global PMO templates are not used, the data
is entered directly into electronic forms that coordinate the identification, analysis,
planning, tracking, and controlling of all risks associated with a project.
The GE&MT Portal on “Technology Online” has a project site for each active project.
The risk log, risk register, and risk response plan are integrated into a standard form
across all projects that provide access and transparency to each stakeholder while
facilitating the communications hub necessary to provide effective risk management.
Risk responses are tracked and managed with automatic email notifications to the
responsible task owner when milestones are nearing. The risk status is evergreen as
the project team’s updates are made and displayed in a risk matrix in real time. The
project manager is accountable for the information entry and the execution of risk
responses. The knowledge A3 summarizing this process is located at the following web
address:
http://to/departments/gemt/cpfe/Shared%20Documents/knowledge%20A3%20-%20Risk
%20Management%2010-10-13.pptx
a) Building, Construction and Equipment Risk Template (GE&MT)
b) EPP Risk Templates and Samples
c) Global IT Regional Risk Examples
d) RDE&Q Innovation and Product Development Risk Template
e) Procurement Risk Template
Stage 2 – Project Planning Step XVI: Procurement

Monitoring
Controlling
2.2.16 Procurement
“Project Procurement Management includes the processes necessary to purchase or
acquire products, services or results needed from outside the project team.” - PMBOK
4th edition
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Procurement Management Process:

1. Plan Procurements
2. Conduct Procurements
3. Administer Procurements
4. Close Procurements
The Procurement Management Plan describes the needs and timing of items to be
procured for the project in order to ensure resources will be available as required.
A Procurement Plan includes:
• Required Procurement documents
• Make or Buy decisions (including Total Cost of Ownership)
• Sourcing strategy
• Procurement Statement of Work (SOW)or Request for Proposal (RFP)
Very early in the process, the first step is to partner with the Procurement department in
your region. This contact will determine who should be invited to your Procurement
Planning workshop and how extensive the workshop needs to be. For example,
depending on the magnitude and needs of the project, Global Procurement may need to
be involved. In this workshop, decisions will be made to determine what to procure, when
to acquire it and how, ie, do we make it or buy it. If it is determined to purchase the goods
or service, then the sourcing strategy is determined and who the procurement contact will
be for the purchase.
The decision to make or buy is discussed with Procurement and is developed from the:
• Scope Baseline(WBS)
• Cost Baseline
• Project Schedule
• Risk Related contract decisions
To help in this decision, a tool often used is the “Make-or-Buy Analysis”. Remember that
budget constraints may influence make-or-buy decisions. A Make-or-buy analysis should
consider both direct and indirect costs. Also consider that outsourcing or contracting may
shift risk and burden to a third party.
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Procurement management includes the processes required to acquire goods and

services from outside the performing organization. Global sourcing, build, buy or lease
decisions are made as well as the type of contract to be used.
A Procurement Plan must be created jointly with the procurement associate(s) assigned
to your project. It is important to engage the Procurement Department at the beginning
of the project.
Following are the questions the project team together with the procurement
representatives must answer (a template is provided for your use: Procurement Plan):
1. What to Procure – create a list of the items that need procured including quantities.
2. When to Procure – from the schedule determine the time the item is required and
what the typical lead time is so that the date to procure is established for each item
in the procurement list.
3. How to Procure – work with the procurement representative to determine the
Sourcing Strategy for each item.
4. Who will Procure – determine the procurement contact name for each item (i.e.,
Global, Regional or Local).
Procurement Workshop Example
For those goods or services that will be purchased, a Procurement Statement of Work
(SOW) (also known as the Request for Proposal (RFP) at Goodyear) will be created in
collaboration with the Procurement contact. This document:
• Describes what work is to be completed under the contract and should be specific
as to the deliverables required and when
• If needed, the procurement SOW (or RFP)should describe any support needed for
the product after completion of the project
The procurement contact for each purchase will also work with the project team to
determine the list of suppliers or vendors to use. Sometimes there are global contractual
reasons to use certain suppliers and the procurement contacts also understand what
other purchases of the same type might be occurring. When the list of suppliers is
determined and the SOW (RFP) is ready, the procurement contact will solicit the suppliers
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for responses. The responses will be reviewed by the procurement contact and the
project team. The selection will be made as a joint decision between the project and
procurement. The selected supplier will then be contacted by procurement and awarded
the contract.
It is then the project manager’s responsibility to ensure that the supplier’s performance
meets the contractual requirements. If there are questions or concerns throughout this
process, the assigned procurement contact should be engaged. Large projects may
require a dedicated Procurement Leader. At the close of the project, it is also the project
manager’s responsibility to provide verification of the purchase and to involve the
procurement contact for appropriate contract closure.
a) Link to the Goodyear Global Procurement Policy
b) Link to Goodyear Global Procurement Templates and Information
Stage 2 – Project Planning Step XVII: Scope Change

Monitoring
Controlling
2.2.17 Scope Change Plan

One of the reasons we spend so much time around the project scope and the project
requirements is to assure we can control surprises. In order to know if something is a
change to the project, we must first know exactly what the project does include.
A clear scope and requirements are key to controlling surprises. Any change requires a
formal change request. The change and its effect on time, scope, quality, and cost must
be evaluated. A change request provides two things:
1. Transparency of the need for change
2. A conscious decision to accept or reject the change
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Scope creep is what happens when the scope of a project changes, without the change
being managed. Often these changes can seem minor. Over time, unmanaged changes
add up and can have a major impact on project costs, schedules and quality.
A Change Control process needs to be established early in the planning process to

manage changes in scope.
Causes of Scope Creep:
 Unexpected scope-related issues.

 Perfectionism
 Placating Stakeholders
 Misunderstandings
Scope control is not preventing changes but managing the inevitable changes!!!
Scope Management means:

• Completing all work
• Not randomly adding scope
• Assure changes are within charter
• Controlling what is included and what is NOT included
• Preventing gold plating or adding niceties
• Managing both product and project scope
- Product scope = requirements of the product
- Project scope = work needed to deliver the product (include
meetings, reports, analysis, etc)
During planning, define who has the authority to accept, reject or defer a change on the
project. Answer the following questions:
• When can the project manager make the decision?
• When should the sponsor get involved?
• When does a change need to be escalated to the Steering Committee?
As a general rule, minor scope changes may be made to the project if the Sponsor agrees
to them. These changes should be documented and must then be published to all
stakeholders, and the project management plan must be updated to reflect the change(s).
Major scope changes are typically handled by a formal change request which is approved
or rejected by the Project Sponsor. If the scope change affects the Engineering Order,
GE&MT will issue an EO change form.
In all cases, a scope change is considered to be “minor” if it does not impact the project
delivery date, will not cause the project to become over-budget, and does not alter the
performance / quality goals of the project. Any scope change that does impact Schedule,
Budget, or Performance is considered major must go through the formal scope change
request process.
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It is good practice to document all significant scope changes. A Scope Change Log
should be used to record what changes were proposed, who proposed them, and what
the decision was regarding them. This can be important in large, long projects, where not
everyone will be able to remember every scope change.
If any change is uncovered or anything out of the ordinary happens, a change request is
written. The change and its effect on time, scope, quality, and cost needs to be evaluated
as well as the effect it will have on the project plan documents and the portfolio.
Alternatives to this change need to be investigated as well as any risks associated with
the change. The change request contains very specific pieces of information about the
changes.
If the change is accepted, the project team is prepared to make the necessary changes
to the project planning documents and re-baseline.
The most important thing is that everyone is aware of the impact this ‘surprise’ has caused
to the project.
a) Building, Construction and Equipment Scope Change in Scope

Management a3- Appendix 11 (GE&MT)
b) Global IT Scope Change Examples
c) RDE&Q Innovation and Product Development Scope Change Template
d) Procurement Scope Change Template
Project Planning Step XVIII: Change Management

Monitoring
Controlling
2.2.18 Goodyear Change Management Plan

What is Change Management?
Program Management for Engaging People - A structured approach to transitioning

individuals, teams, and organizations; using a common language; moving from a
current state to a desired future state by leveraging a framework for planning,
analyzing and managing individual and organizational change.
Why is Change Management Important?
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Using a standard Change Management framework and skill set anticipates people
risks, leverages tools to encourage correct behaviors, and provides guidance for
change that strategically aligns to business need.
The Goodyear Change Management Model and Portal
Whether you are a Program Manager, Project Manager, or Change Manager, the
Goodyear Change Management Model and Portal is your tour guide to understand
change and how to apply it within your project.
If you have any questions or need assistance with this process please contact Chris
Banweg, Director Organizational Effectiveness COE.
Please click anywhere on the image below to access the Goodyear Change
Management Portal and begin the process.
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Project Planning Step XIX: Finalize PM Plan

Monitoring
Controlling
2.2.19 Finalize Project Management Plan

As stated earlier, this overall project plan is actually a collection of several subordinate
plans that address various aspects of the project: scope, schedule, cost, and
communications, risk management, etc. Also as stated earlier, the generation of this plan
is an iterative process.
Once risk management has been completed, and mitigation and contingency plans have
been developed, the Project Manager must repeat the previous steps of the Planning
process at least once, so that the impact of the mitigation and contingency plans can be
reflected in the project scope, schedule, budget, etc. This will result in an integrated
project management plan that can be committed to at a Gate 2 review.
As a minimum requirement, this integrated plan should include:
 Approved Charter (from Initiating Stage; may be a Gate document)

 List of Stakeholders (from Initiating Stage)
 Scope statement including out of Scope items (part of Charter)
 Completed Work Breakdown Structure (optional)
 Detailed budget estimate
 Detailed schedule (Network or Gantt chart)
 Risk mitigation and contingency plans (9-box)
 Roster of team members
 RACI for roles and responsibilities
 Communication plan
 Quality plan
When finalized, the Project Management Plan should be approved by the project Sponsor
and by key stakeholders.
Link to RDE&Q Recommendations for Level of Rigor in an RDE&Q Project
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Project Planning Step XX: Prepare for Gate

Monitoring
Controlling
2.2.20 Prepare Gate Documentation

When the project management plan has been finalized, the documentation required for
the formal Gate Review can be completed. Different types of Gate documents are needed
for different types of projects.
2.2.20.1.1 EPP Gate Documentation Templates and Samples
For a Capital Project, the EPP Gates for Planning Process are 2A and 2B.
The 2A document template contains the following elements:
 Updated Business Case Evaluation including Upper

Bounds of Cost and Lower Bounds of Return.
 Preliminary Schedule with Milestones
 Long Lead Procurement Plan
 Due Diligence Requirements
The EPP Gate 2B document template contains the following elements:
 Finalized Scope and Requirements

 Detailed Project Plan & Program Schedule
 Full Budget Estimate (Capital & Expense)
 Industrialization & Ramp Up Plan
 Updated Business Case Evaluation
 Defined Gate 3 Readiness Assessment Requirements
 Defined Gate 4 Closing Criteria
 Risk Response Plan
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The Gate document should be reviewed by the Global PMO Project Management Advisor
and Governance Manager two weeks prior to the gate meeting. The final Gate document
should be distributed to the Gatekeepers one week before the gate meeting.
For projects that have a capital component, the project will need to create the Green
budget and have it signed by all approvers in the SBU up to the first Corporate approver,
prior to the Gate.
For projects less than $50M, within 72 hours of receiving a Gate 2 approval, the remaining
Corporate approvers on the Green budget will approve the Green budget within 72 hours.
For projects over $50M, the project’s approval is contingent on the approval of the
Goodyear Board of Directors.
The plan committed to at the Gate review becomes the performance baseline for the
project, and after the Gate this baseline can only be changed via the Integrated Change
Control process.
a) RDE&Q Innovation and Product Development Project Gate Document

Templates
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PROJECT PLANNING CHECKLIST

√ Activity Prepared by Representative Tool
Requirements
Project Manager
Collect Requirements Document
Project Manager with

WBS
Create Work Breakdown Structure Project Team
Project Manager with

WBS
Define Activities or Work Packages Project Team
Gantt Chart and

Project Manager
Sequence Activities
Network Diagram
Project Manager and RACI Chart

Determine Responsible and
Accountable Project Team RDE&Q RASIC
Assigned Team Members

Estimate Activity Durations
Project Manager Network Diagram
Determine the Critical Path
GANTT Chart or MS
Develop Schedule and Schedule Project Manager
Baseline Project Schedule
Budget
Project Manager
Develop Budget and Cost Baseline
CPEM
EVM
Earned Value and Triple Constraint
Project Manager and
Quality Plan
Determine Quality Standards Project Team
Change Manager is
responsible. If one is not
Communications Plan
Develop Communications Plan assigned, then Project
Manager is responsible
Team Members and

Risk Templates
Perform Risk Management Stakeholders
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Procurement Associate,
Project Manager and Procurement Samples
Procurement Plan
Team Members
Program Manager, Team RDE&Q Scope Change

Scope Change Plan Members and GE&MT Templates
Change Manager is
Link to Goodyear
responsible. If one is not
Organizational Change Change Management
Management Plan assigned, then Project
Process Site
Manager is responsible
Project Manager
Finalize Project Management Plan
EPP Gate templates
Project Manager and
PCP Gate Templates
Prepare Gate Documentation Team Members
TCP Gate Templates
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PROJECT EXECUTION
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Project Execution
3.1 Summary
Execution refers to executing the Project Management Plan developed in the Planning
stage and it is unique to every project, it does not generally lend itself to a standardized
process.
The Execution stage begins when a project has been approved at Gate 2 for resources
and funding. Significant up-front planning has been performed by this point in the project,
so that everything is in place to begin the execution work.
3.2 Project Execution Processes

If you haven’t accessed the Change Management portal yet, click HERE before going live
to make sure you have appropriate change management strategies captured. See
specifically Activities 7-10.
In general, the steps involved in project execution include the following:
1. Kickoff Execution Stage

2. Perform Quality Assurance
3. Develop Project Team
4. Direct and Manage Project Execution
5. Manage Project Team
6. Distribute Information
7. Manage Stakeholder Expectations
8. Conduct Procurements
REVISIT ORGANIZATIONAL DEVELOPMENT PLAN AND ACQUIRE EXECUTION PROJECT TEAM
The core project team is assembled in the Planning stage of the project, because a team
is needed to properly conduct planning. In the execution stage, any additional members
are brought on board. The execution project team is put together by the Project Manager
and the core team, who identify the skill sets needed for execution (resident engineer,
GE&MT project manager, procurement manager, project controller, etc.). The Project
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Manager then requests associates with those skill sets from the appropriate functions. In
all cases the Project Manager defines the necessary skill set and the estimated duration
of need.
Project Execution Step I: Execution Kickoff

Monitoring
Initiation Planning Executing and Closing I II III IV V VI VII VIII
Controlling
3.1.1 Execution Kickoff

The Execution stage of the project is typically started with a kickoff meeting. This is a
meeting of all team members and key stakeholders to ensure that everyone is up to speed
and “on the same page.” (This may be a single meeting for everyone, or separate
meetings for the team and the key stakeholders.)
Often the Project Manager will go through the Charter and/or Gate presentation and the
major components of the Project Management plan. It is important that everyone
understands the business case for the project, the objectives and deliverables, the timing,
and the critical path. It is also important that the technical strategy for the project is clear,
and that the roles and responsibilities are understood (for example, via a RACI chart).
The kickoff meeting should conclude with the communications plan, so everyone knows
what to expect in terms of standing meetings and status reporting.
The project kickoff meeting is also a good time to remind team members about
expectations on following company procedures and policies. This may include items such
as the travel policy, purchasing procedures, accounting requirements, and the company
Code of Conduct. Additional information on this topic can be found in the Monitoring &
Controlling chapter of this playbook.
Project Execution Step II: Quality Assurance

Monitoring I II III IV V VI VII VIII
Controlling
3.1.2 Perform Quality Assurance

Performing project quality assurance is different than the quality processes pertaining to
a tire product. Project quality assurance is an essential part of project management and
refers to assuring that the activities used in the management of the project are the right
activities to meet the needed requirements. This is therefore based on the requirements
gathered during planning and meeting the acceptance criteria listed with each
requirement. In addition to the project requirements, project quality assurance must also
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validate that the organization’s processes and procedures are adhered to. While assuring
adherence as just described, it is very critical that everyone on the team take responsibility
to look for improvements to the processes. It is extremely important to continuously
increase the effectiveness and efficiencies of existing processes and procedures.
Continuous improvement is best described by this quote from Bruce Hamilton.
“Continuous improvement is not about the things you do well - that's work. Continuous
improvement is about removing the things that get in the way of your work. The
headaches, the things that slow you down, that’s what continuous improvement is all
about.” ~Bruce Hamilton
Following are some of the tools and techniques that should be employed in project quality
assurance.
1. Regular, continuous review of risks and performing actionable responses where

appropriate. Identifying and assessing risks can also identify areas of the
processes that could possibly be improved.
2. Brainstorming by the project team on the activities and processes and how well
they are working tends to provide good information on continuously improving
processes.
3. Continuous documentation of Lessons Learned can identify potential areas of
improvement in activities and processes.
4. Examination of the project’s performance information can detect whether standard
processes are being followed and if there are additional risks to the project.
5. Quality audits are a review and analysis to determine whether project activities are
complying with the organization’s and project management’s processes and
procedures. These audits also confirm that changes are approved and correctly
implemented.
Improving the process and activities undertaken in projects will ultimately have a positive
effect on improving the quality of the products of projects and eventually bring an overall
reduction in costs.
Below are some examples of Quality Assurance Checklists for a Manufacturing project.
There are 3 levels of checklists (blue, orange and green) seen below.
There are also 3 levels of Quality Operations Checklists for a Manufacturing project (blue,
orange and green)- you may view these in Appendix 6.
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Project Execution Step III: Develop Project Team

Monitoring
Initiation Planning Executing and Closing I II III IV V VI VII VIII
Controlling
3.1.3 Develop Project Team

Especially on very large and complex projects, team members may require some form of
“training” to ensure they are able to perform their responsibilities effectively and efficiently.
Formal training of associates is handled by their functional areas. There sometimes may
be a need for project-specific informal “training” dealing with acquiring the current state
of knowledge / technology within the company. For example, on a project for which winter
performance is a key goal, the Project Manager might arrange a workshop for the design
team to meet with the Fundamental Technology group responsible for snow traction, or
with the team that developed the most recent winter tire. On a project that is likely to
involve a new manufacturing process, the Project Manager might take the team to the
selected plant to study the current process, and to gain and understanding of what is or
is not feasible in the production environment.
One specific training course the Project Manager may recommend for principle members
of the project team is Project Management Fundamentals (aka, Tools & Techniques).
This one day class will ensure that team members understand good project management.
In general, the Project Manager requests the skill sets required for the project and the
functional leaders assign individuals having the necessary skill sets to the project team.
The Project Manager may, however, provide informal “training” for the team on project-
specific topics.
Project Execution Step IV: Direct and Manage Project

Execution
Monitoring
Controlling I II III IV V VI VII VIII
3.1.4 Direct and Manage Project Execution

The core of the Execution stage of the project is for the Project Manager to direct and
manage execution of the project plan formulated in the Planning stage. Simply put, this
is the work of doing the project. The specific work to be performed will be unique to every
project, but there are some common themes in terms of project management.
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The primary job of the Project Manager is to communicate. This communication needs
to go two ways: from the project team to the other stakeholders (management, customers,
Sponsor, Functions, etc.) and from the stakeholders to the project team. The Project
Manager is the conduit for information flow into and out of the team, and is responsible
for ensuring common understanding among all parties. Meetings, calls, notes, and
reports are all means of communicating information. The Project Manager needs to make
sure everyone knows what will be occurring on the project, and needs to let the team
members know about information that will affect them. Much of this will be accomplished
by following the Communications Plan developed in the Planning stage.
The other key job of the Project Manager is to balance the competing needs of time, cost,
resources, etc. The Project Manager must manage the scope, schedule, budget, risks,
and quality in a coordinated effort to accomplish the project management plan and
produce the specified deliverables. Often this balance is depicted by the “triple-
constraint” triangle, which shows that time, cost, and performance/scope/quality are
interrelated. A change to any one of these requires a change to at least one of the others:
In the course of all projects, issues will arise. On large and complex projects there will be
many issues, and it is the Project Manager’s job to ensure none “fall through the cracks.”
One tool for doing this is an Issues Log, which is simply a spreadsheet where issues are
recorded. Typically the Issues Log will include the following items for each issue:
 Issue number
 What the issue is
 When it arose
 Who brought it up
 Who the assigned “owner” is
 Due date for when it will be resolved
A Microsoft Excel template for an Issues Log is available on the Goodyear PMO
SharePoint site.
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In addition to preventing items from falling through the cracks, the Issues Log provides
an additional benefit. By recording an issue formally, the person who raised the issue is
assured that their needs will be considered, even if they are not considered immediately.
One other item to consider while directing and managing project execution is to ensure
that team members know and follow applicable company policies. Depending on the
nature and scope of the project, activities such as travel and the purchasing of outside
goods or services (such as testing or contract labour) may be required. In the case of
goods or services, the Project Manager must follow the requisition process, purchase
order approval process or the use of procurement cards, processing of accruals, etc.
Additional information on relevant company policy is included in the Monitoring &
Controlling chapter of this Playbook.
• Scope / Change Management - documents how requested changes will be

processed and managed, and the roles and responsibilities of Change
Management. A change is defined as any deviation from the defined: project
goals, scope, acceptance criteria, risks, work plan, project organization, or
financials.
• Any changes to the baselines established in the project plan should go through an
agreed upon change management process.
• The sponsor or gatekeepers may need to be involved and/or approve the change
depending on the size of the impact. Again, the “escalation process” must be
clearly defined in the Communication Management Plan.
a) EPP Issues Log template
b) RDE&Q Innovation and Product Development Issues Log Template
Project Execution Step V: Manage Project Team

Controlling
3.1.5 Manage Project Team

In terms of the projects themselves, the Project Manager bears 100% of the responsibility
of leading the team and achieving results.
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Formal management duty of the Project Manager begins with providing full and fair
performance feedback to their team members. This must be performed regularly
throughout the project and immediately upon its completion, rather than waiting until the
mid-year or end-of-year appraisal periods. Doing so will result in higher quality feedback,
as the associate’s performance is still fresh in the Project Manager’s mind. Positive
reinforcement of behaviour is much more effective when the feedback is given clearly,
immediately, and on purpose. In fact, the best practice is to provide and record
performance feedback periodically during the project (monthly or bi-monthly) so that at
the close of the project the formal feedback form is essentially already complete. If
possible, it is also beneficial to add specific project-related objectives in team member’s
IPR’s so they can be tracked and measured. This is especially valuable when the Project
Manager has authority to provide feedback through the IPR system (but not an absolute
necessity). The team member’s direct manager can also provide feedback on these
objectives, or consult the Project Manager for feedback.
The Project Manager should have project-specific objectives in their IPR since they are
solely responsible for delivering the project and its success.
Informally, the Project Manager has many more less obvious responsibilities, including
communication, motivation, conflict resolution, and all around leadership.
The importance of communication has already been discussed, but it cannot be over
stated. Beyond explicit communication with the team and stakeholders, there is also an
element of being “in touch” with the people on the project. This is accomplished through
informal day-to-day behaviours, such as walking around, observing, having
conversations, etc. Given all the demands on a Project Manager’s time it is easy to
become isolated with paperwork in an office (or in meetings) but this is a mistake. In
order to lead a project effectively the Project Manager must be in touch with the people
on the team, so that he/she has a sense of how the project is going and where the issues
are. Often potential problems can be identified through being in touch with the people on
the team long before they are brought up openly.
Motivation of the team is closely tied to communication. People are more likely to be
motivated on a project where they feel included, trusted and valued through consistent
open communication. It can also be imparted through inclusion in the planning and
decision making processes: “buy in” will be greater if the team members helped develop
the project plan or make a decision, rather than having it imposed on them.
The Project Manager can create specific team building events and exercises to foster a
sense of team and shared purpose: team lunches, trips to the plant or field together,
events after work, etc. The Project Manager, Leaders and Sponsor should give
recognition and rewards to team members who accomplish important milestones.
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Research indicates that people are more strongly motivated by accomplishment and
appreciation than they are by salary.
When conflicts arise on a project, the Project Manager needs to ensure they are resolved
to avoid adverse impact on the project. Many conflicts can be avoided through open
communications that prevent misunderstandings, clear work assignments without
ambiguity or overlapping responsibilities, and good up-front planning. When conflicts do
arise, it is generally best to confront them directly. The literature on Management includes
many conflict resolution and problem solving techniques, but most are based on the
following basic steps:
1. Define the real, root problem (not just the symptoms)

2. Analyse the problem
3. Identify possible solutions
4. Select and implement a solution
5. Review the solution and confirm it solved the problem
The last step of confirming that a solution has resolved the conflict or solved the root
problem is critical, because if a problem is not solved completely it is likely to return. Note
that in some cases “ground rules” for resolving conflicts may be agreed upon up front,
during the Initiating and Planning stages.
All of the foregoing topics – communication, motivation, conflict resolution – are part of
the Project Manager’s leadership responsibilities on a project. Leadership is also a topic
on which a great deal of Management literature has been written. Much of this literature
focuses on types of power (formal, expert, penalty and reward, etc.), on leadership styles
(directing, facilitating, coaching, etc.), and on motivation theories (theory X/Y, Maslow’s
hierarchy of needs, etc.). Through all this it is important to realize that a Project Manager’s
leadership style must be situational: it must change and adapt over the course of a project.
For example, it may start out as “Directing” early in the project, and change to “Coaching”
in the later stages. It is also important to realize that because the Project Manager’s
formal power is almost never absolute; learning to manage influence is a key skill.
See Appendix 8 for Team Workshop Best Practices
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Project Execution Step VI: Distribute Information

Monitoring
and Closing
I II III IV V VI VII VIII
Controlling
3.1.6 Distribute Information

The project communications plan is an important factor in the Project Execution stage. A
large part of a Project Manager’s responsibility during this stage of the project is keeping
the stakeholders informed of project status. There are many facets to project
communications. Some examples follow:
 Project reviews are a good way to bring visibility to all areas of the project and are
often held in the project team room. They provide an opportunity to discuss
important issues and make decisions on the project with input from several
sources. Project reviews can involve the Project Manager, project team members,
project stakeholders and department management, depending on the issues being
discussed. The frequency and topics covered at these meetings should be outlined
in the communications plan.
 The Project Manager may be requested to provide regular reports to the sponsor
or other management group such as the Steering Committee.
 The Project Plan should be accessible to all stakeholders. The communication plan
specifies that particular stakeholders receive portions of the project plan in varying
formats, depending on their communication needs.
 Meeting minutes should be made available to stakeholders along with any action
items that may have been generated during the meetings.
 The Project Manager should stay in constant communication with the project team,
both formally and informally. Informal discussion is sometimes the best way to
determine team morale, true project status, looming difficulties, etc.
Status reports are used to communicate the following key information:
 Current project health indicators (schedule and cost)

 Financial status
 Major deliverables
 Issues, concerns and risks
In addition to the status report, the following may be necessary:
 Project Dashboard (see template)

 Updated Gantt charts
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 Recovery plans for activities not on schedule or defined by the project team as
being late (e.g., slippage in the critical path activities)
 Corrective action plans for expected problems
 Resolution to assigned action items (including the issues and actions process)
 Issues Log
 Others, as appropriate
As the project progresses, all of the project stakeholders are apprised of the status of the
project through regular meetings and distribution of information. In addition, any issues
or risks that require escalation will have to be communicated to the stakeholders. All
change requests should be communicated as approved or denied.
Project Execution Step VII: Manage Stakeholders

Controlling
3.1.7 Manage Stakeholder Expectations

Managing stakeholder expectations is the ongoing process of ensuring common
understanding of the project and its deliverables.
Expectations are beliefs about what will happen in the future. When there is a conflict
between what a stakeholder believes will happen and what actually does happen a
problem arises, and this problem may result in project changes, rework, delays, and
customer dissatisfaction. Clearly it is in the Project Manager’s best interest to avoid this
kind of situation, and open and honest communication is the key to doing this. It is the
Project Manager’s responsibility to ensure that the necessary communication into and out
of the project occurs, especially with the key stakeholders such as the Sponsor and the
customer(s).
At the outset of a project the Project Manager must work to ensure objectives and
deliverables are clearly stated and understood by all parties. (“SMART” objectives) If
there is significant risk that one or more objectives will not be met, the stakeholders must
be made aware of exactly what the risk is.
During the execution of a project, the Project Manager should follow the communications
management plan developed in the planning stage of the project, periodically
communicating project progress, status, and results to the stakeholders. If a problem
arises that jeopardizes one or more of the objectives (i.e., significantly decreases the
probability of success) the Project Manager must communicate this in a timely fashion –
along with the available options and the selected/recommended course of action – to the
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stakeholders. (This step is taken only after the team has analysed the problem and no
satisfactory work-around can be found)
a) Building, Construction and Equipment Stakeholder Analysis Template

(GE&MT)
b) EPP Stakeholder Analysis template
c) IT Systems and Applications Stakeholder Analysis Template
d) RDE&Q Innovation and Product Development Stakeholder Analysis

Template
e) Procurement Stakeholder Analysis Template
Project Execution Step VIII: Conduct Procurements

Controlling
3.1.8 Conduct Procurements

The purpose of this process is to obtain responses from sellers, select among those
sellers, and award a contract to the selected seller. During planning, a Procurement Plan
was created with the sourcing strategy and procurement contact name. The responsible
procurement organization may have a qualified sellers list that has already been
determined to meet certain criteria important to the organization. Once the qualified list
of sellers is further narrowed down, negotiations are usually performed with two to three
of the best vendors to finalize the contract to the winning vendor. Two to three vendors
are chosen for negotiations because it’s quite possible that the best vendor might not
agree to some terms & conditions, which are important to the project. In such cases, you
want to keep your options open by negotiating with more than one vendor.
Lastly, but very important is managing the vendor relationships. This involves working
with and monitoring the vendor to ensure their performance meets the procurement
requirements.
Some common terms are listed below:
1. Sole Source refers to a market condition in which only one qualified seller exists in
the market.
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2. Single Source refers to a market condition in which the company prefers to contract
with only one seller.
3. Oligopoly refers to a market condition where very few sellers exist, and the action of
one seller will have impact on other seller prizes.
a) Building, Construction and Equipment Procurement Template (GE&MT)
b) IT Systems and Applications Procurement Template
c) Templates from the Procurement Department
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PROJECT EXECUTION CHECKLIST

√ Activity Prepared By Representative Tool
Execution Kickoff Project Manager and Communications Plan
Project Team
Perform Project Quality Assurance Project Manager and Quality Assurance

Project Team
Develop Project Team Project Manager See Execution Section
Direct and Manage Project Project Manager See Execution Section

Execution
Manage Project Team Project Manager See Execution Section
Distribute Information Project Manager Communications Plan
Manage Stakeholder Expectations Project Manager Stakeholder Analysis
Conduct Procurements Project Manager and Procurement Templates

Procurement
EPP Gate templates

Prepare Gate Documentation
PCP Gate Templates
TCP Gate Templates
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OPERATIONALIZATION/
INDUSTRIALIZATION AND RAMP UP
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Operationalization/Industrialization and Ramp up
2.1 Summary
Operationalization is the point in time when the project is ready to transition the product
over to the team responsible for sustaining the product. In a Construction, Building and
Equipment project this would be the point when a piece of equipment is handed over to
the plant that will operate it and begin to produce tires with it. In an IT project, this is the
point when a project is handed over to a team who will use the new system or result as
part of their everyday work.
Industrialization represents attainment of full program objectives and sustainability of

involved process changes. Some project types will enter Gate 3 or Gate 4 during this
time, which grants approval for the project to move ahead with project closure. This
project work also integrates the project plans with enterprise and SBU requirements vs.
capability and capacity (“RvCC”).
For larger projects, an Industrialization Team may be put into place to manage the
transition of the deliverables in the project. During this time, the project must be aware of
all integrated pieces and their plan as they prepare the project for transition. Below is a
good example of the parts of a project involved in Operationalization/Industrialization and
how they might have interdependendencies.
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Below is an example of how the interdependent workstreams will handle transition in the
project:
Industrialization and Ramp Up

Monitoring
Controlling
2.2 Industrialization and Ramp Up Processes

The elements of the Industrialization Stage consist of four major blocks of work. They
are as follows with the processes contributing to their delivery:
1. Safety
2. Operations
3. Quality
4. Maintenance and Engineering
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The Industrialization and Ramp up plans of the project are actually developed in the
planning process of the project and refined in the Execution process. One must know
what the end is to make a project plan and the industrialization and ramp up plans are
the road map to the end. To this point, also during planning, the Gate 4 Readiness
Assessment checklist is created. This checklist serves as a guide to determine the
project’s readiness for Closing.
Overall Equipment Efficiency (OEE) is used to measure a plant’s productivity. Gaps and
inefficiencies are identified and actions are generated to eliminate those inefficiencies as
well as develop a standardized process. Determining OEE is an important criteria in the
ramp up process.
RvCC Integration with Project Plan
Below is a sample project plan showing integration with RvCC that would be started
during the Planning phase of a project. This type of roadmap should be updated and kept
evergreen throughout the gate process through use of the RvCC tool. Please see the
RvCC Manual (link when ready) for instructions and more information about RvCC.
There are four major blocks of work to cover for Industrialization and Ramp Up.
1. Safety
a. Safety Review ensures compliance with Goodyear and OSHA regulations

and policies
b. Sign off with phased approached that requires cross functional approval
2. Operations
a. Production Reporting
b. Product Flow
c. Standards (Standard work, cycle time, audit frequency)
d. Secondary Equipment
e. Storage requirements (FIFO lanes, supermarket, Kanban)
f. Process and Machine visibility
g. Quality (Waste, mistake proofing)
h. Productivity and Process
i. Compliance
j. Housekeeping
k. Manning (shifts, training, union bidding)
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3. Quality
a. Traceability
b. Visual Management
c. Standards
d. Quality Systems (Process Flow Diagrams, Process Failure Mode and
Effects Analysis (“FMEA”), Control Plan)
e. PPQ Audit Requirements
f. Calibration/Gauge Certification Procedure
g. Product Development
h. Specification Development
4. Maintenance and Engineering
a. Preventive Maintenance Program

b. Spare Parts Program
c. Reliability Program
d. IT/Programming Plan
e. Troubleshooting Plan
f. Housekeeping Program
g. Energy Program
The ramp up is the implementation of the Industrialization plans. The processes are
executed, refined, made efficient and generate a product with better cycle time and less
waste. The output generated is a viable product with planned output over time.
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Sample below is a dashboard example from a plant-maintained RvCC plan.
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Below is a sample of Industrialization acceptance workstreams
See Appendix 7 for Sample Industrialization and Ramp Up Plans
a) Building, Construction and Equipment Industrialization Samples

(GE&MT)
b) IT Systems and Applications Industrialization and Ramp Up Templates

and Samples
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OPERATIONALIZATION/
INDUSTRIALIZATION AND RAMP UP CHECKLIST
RvCC Integration Project Manager See Operationalization/
Industrialization Section
Safety Project Manager Goodyear and OSHA
Regulations
Operations Project Manager Goodyear Standards
Quality Project Manager Goodyear Quality

System Standards, PPQ
Maintenance and Controlling Project Manager Goodyear Standard
Plans
Prepare Gate Documentation Project Manager EPP Gate templates
PCP Gate Templates
TCP Gate Templates
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MONITORING AND CONTROLLING
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Project Monitoring and Controlling
2.3 Summary
Monitoring & Controlling involves regular review of metrics and performance reports in
order to identify variances from the planned project baseline(s). In general, the steps
involved in project Monitoring & Controlling include the following:
1. Perform Integrated Change Control

2. Verify Scope
3. Control Scope
4. Control Schedule
5. Control Costs
6. Quality Control
7. Report Performance
8. Monitor and Control Risk
9. Administer Procurement (Control Procurement)
2.4 Monitoring and Controlling Processes

The process of “Monitoring and Controlling” a project which is performed throughout
Execution and Industrialization has two aspects:
4.1.1.1.1.1.1 Project Management: Activities that occur to reach project goals and
objectives.
4.1.1.1.1.1.2 Governance: Activities to comply with company policies and internal
controls.
This Chapter focuses on the Project Management aspect of Monitoring & Controlling.
However, Governance is also an important aspect of running a project, and should not be
overlooked. It will be addressed later in this Chapter.
Unlike the other stages of a project, Monitoring & Controlling does not follow a strict
chronological sequence. Instead, it is conducted in parallel with the later stages of
Planning, all of Execution, all of Industrialization and Ramp Up and the earlier stages of
Closing. It considers all aspects of the project, including scope, schedule, cost, risk, etc.
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Monitoring & Controlling
Core Processes
Review of Integrated
Metrics & Change
Performance Control
Planning Facilitating Processes Closing
Scope Cost
Control Control
Schedule Risk
Control Control
Executing
“Monitoring” refers to measuring various aspects of the project, and specifically,

comparing them to the baselines established in Planning and after Gate 2 approval.
Progress is measured against the schedule baseline, cost is measured against the cost
baseline (budget), scope is measured against the scope statement and the WBS, etc. In
addition, Monitoring means watching for anything that might cause a project to deviate
from its performance baseline, such as the manifestation of risks.
“Controlling” refers to taking action to bring the project back in line with the performance
baseline (or preventative action to keep it from deviating.)
 For example, if progress falls behind schedule, the Project Manager will take
corrective action to bring the project back on track, such as crashing (adding
resources) or fast tracking (doing blocks of work in parallel rather than
sequentially.)
 If the project starts to go over budget, the Project Manager may cut non-critical
costs in order to reduce the actual spend.
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Monitoring and Controlling Step I: Integrate Change Control
Monitoring
Controlling I II III IV V VI VII VIII IX
2.4.1 Perform Integrated Change Control

During the Executing and Monitoring & Controlling phases of a project, requests for
changes will inevitably arise. “Integrated” change control refers to the process of
evaluating the impact a proposed change will have on all aspects of the project, rather
than just focusing on the parameter to be changed.
For example, one of the most common changes is an increase in project scope. When
there is a request to add scope:
 Identify exactly what needs changed. Document the change on the Scope Change
Control Form (see Goodyear PMO website for template).
 Evaluate the impact the change would have on schedule, cost, risk, resource
availability, etc.
 Formulate the available options.
 Discuss options with Sponsors and determine if TILT meeting with Gatekeepers is
required. Complete change request documentation for approval. (include
template) Obtain approval from Sponsors and Gatekeepers.
 Execute the change if approved.
 Update the Project Planning documents.
 Re-baseline schedule or cost..
 Complete Green Budget supplement.
 Communicate changes to project team and stakeholders.
 Update your monthly dashboard Performance Metric to reflect the approved
change. (include escalation matrix)
Often letting a requester know the likely impacts of their change will cause them to modify
their request. It is therefore good practice to first make a high level estimation of the
impacts, and proceed with more detailed estimates only if the requestor and stakeholders
appear willing to accept the impacts.
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Ideally, tolerances for change control will have been discussed between the Project
Manager and Sponsor in the Planning stage, so that there is a clear understanding of
what the Project Manager’s authority is, and at what threshold the Sponsor must become
involved. Project Managers should also refer to the Communications Plan for escalation
documentation.
In general, if evaluation of a proposed change determines it is minor, and will not impact
the project’s ability to meet its deliverables (schedule, budget, performance, etc.) then the
change may be approved or rejected by the Project Manager – though discussion with
the project Sponsor is a good practice as well as documenting the change in the Change
Log.
If a change is approved, it should be published to all stakeholders, and the project

management plan should be updated to reflect the change(s).
If evaluation of a proposed change determines an effect on the project’s ability to meet

its deliverables (schedule, budget, performance, etc.), then it is a major change and the
Project Manager must discuss it with the Sponsor. In this discussion the Project Manager
and Sponsor will determine whether or not it is necessary to “re-Gate” the project. This
means it would return to the previous (or appropriate) Gate, and be approved with the
change in place by the Gatekeepers. (That is, with the new baselines for schedule, cost,
performance, etc.)
The differentiation between “minor” and “major” changes is sometimes not clear. In case
of major changes, the Project Manager should consider a TILT meeting to communicate
and ask for the approval of Sponsors and Stakeholders. Everything that impacts time,
cost and scope is considered a “major” change.
While some changes are inevitable, changes can often be minimized by very thoroughly
collecting the requirements, defining a detailed Scope Statement and Work Breakdown
Structure for the project in the Planning stage.
Changes are often the result of having overlooked a stakeholder early in the project, or
of not having interviewed them closely enough to gather all of their requirements.
It is always a good practice to keep a “change log” that is a record of changes proposed
and whether or not they were implemented. The Goodyear PMO website contains a
template and an example of a completed Change Log.
As an example, below is the GE&MT Integrated Change Control Process:
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a. Building, Construction and Equipment Integrated

Change Control Template (GE&MT)
i. Process Description
ii. Process Flow
iii. Change Request Template
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b. IT Systems and Applications Integrated Change

Control Template
c. Procurement Integrated Change Control Template
Monitoring and Controlling Step II: Verify Scope
Monitoring
2.4.2 Verify Scope

Verifying scope means periodically touching base with the customer, sponsor, and/or key
stakeholders in order to gain their acceptance of deliverables during monitoring and
controlling. This may be performed through reports or memos, but face-to-face meetings
to cover interim deliverables are a better way to ensure common understanding and
customer acceptance. The Verify Scope process is closely tied to managing stakeholder
expectations, discussed in the Executing stage.
Monitoring and Controlling Step III: Control Scope
Monitoring
4.1.2 Control Scope

Controlling scope means ensuring that all work in the project, and only that work, is
performed. In practice this means measuring project (and product) performance against
the scope baseline (the scope statement and the Work Breakdown Structure – and taking
corrective and/or preventative action to ensure the project stays on track. A change in
scope is likely to require a change in budget, resources, and/or time.
The most common scope issue is “scope creep,” in which many small additions to the
project eventually result in the project becoming too large and thus too long, too costly,
etc.
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This is why the Project Manager must apply a formal change control process even to
seemingly minor scope changes.
One version of scope creep is “gold plating” which is adding features to a project that
were not requested by the customer. While it can be tempting to “exceed expectations,”
including extras is not good project management practice, as it will cause additional
resources to be expended without justification and may not be something the customer
actually wants.
a) Building, Construction and Equipment Scope Change in Scope

Management A3- Appendix 11 (GE&MT)
b) IT Systems and Applications Scope Change
c) RDE&Q Innovation and Project Scope Change
Monitoring and Controlling Step IV: Control Schedule
Monitoring
4.1.3 Control Schedule

Controlling the schedule of a project means constantly monitoring project progress versus
the schedule baseline, and taking corrective and/or preventative action to keep the project
on time.
 The most basic way to monitor a project is to determine if the milestones are being
met. If the project was well planned, milestones should occur frequently enough
to gauge the health of the project, but not so frequently as to no longer represent
significant blocks of work.
 Microsoft Project allows a schedule baseline to be saved, and an “actual project

gantt chart” to be compared to it. This is a convenient way to compare progress
against the plan, and allows the estimated work / project completion dates to be
seen when a delay is encountered. Refer to the MS Project Template on the Global
PMO website.
 When a project falls behind schedule, corrective action must be taken to bring it
back on track. (Note that the Project Manager must always first look at adjusting
the future parts of a project to deal with delays, rather than asking for a time
extension.) There are two main ways to compress the remaining schedule to
preserve the committed end date: Crashing and Fast Tracking.
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1. “Crashing” a project is performed by applying increased resources to one

or more critical path activities in order to reduce their duration. This can be
performed by having multiple people work on an activity or by paying an
outside vendor an extra amount in order for them to work overtime and
deliver more quickly. In all cases, the improved timing achieved by
Crashing involves increased resource spend.
2. In “Fast Tracking,” timing is reduced by overlapping activities on the

critical path that would normally be performed in sequence. This usually
involves increased risk.
If Crashing and Fast Tracking are not adequate to bring the project back to the schedule
baseline, another option is to reduce the project scope or “quality.”
 For example, the number of sizes in the initial launch might be reduced, or the
performance requirements for the tire might be lessened. Obviously these are
serious options that are not to be taken lightly, and must go through the formal
change control process with the full knowledge and consent of the Business.
Note: any change to the project schedule is likely to impact cost, resources, etc.
If no combination of compression techniques can improve the schedule to meet the due
date for the project, the due date must be changed. This is the option of last resort, and
obviously must go through the formal change control process and be accepted by the
Business. The change must then be communicated to the plants, vendors, and other
stakeholders.
Schedule performance is reported as part of Earned Value Management (EVM) during

the Planning, Executing and Monitoring & Controlling processes.
The Dashboard includes a schedule comparison between the Originally Approved

Operational Target Attainment Date vs. Current Approved Operational Target Attainment
Date and the Current Estimated Operational Target Attainment Date.
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Monitoring and Controlling Step V: Control Costs
Monitoring
4.1.4 Control Costs

Controlling costs means constantly monitoring project spend (actual) versus the cost
baseline, and taking corrective and/or preventative action to keep the project on budget.
It also means identifying and preventing incorrect, inappropriate, or unauthorized
expenses.
As with schedule variances, the Project Manager must always look at adjusting the future
parts of a project to deal with cost overruns first, rather than asking for additional budget.
Cost control is not simply a budget reporting process. It includes identifying the root
causes of cost variances, so that they can be understood and dealt with. All Variances
will be reported monthly on the Dashboard Reports. For a template of the Dashboard
refer to the Global PMO website.
The Dashboard includes a cost breakdown of the following categories:
 Capital Expenditures vs. Original and Current Budget

 Estimated Capital Spend at Completion
 Full year Capital Spend Estimation vs. Full Year AOP
 Year to Date Actual Capital Spend vs. Year to Date AOP
Although cost overruns can occur because of unforeseen technical problems, it is often
the case that overruns result from insufficient planning. If rigorous Risk Management has
been performed, most potential problems will have been identified in advance, and
contingency reserves for dealing with them will have been included in the budget.
Cost Performance can also be reported as part of Earned Value Management (EVM).
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Monitoring and Controlling Step VI: Quality Control
Monitoring
Initiation Planning Executing and Closing I II III IV V VI VII VIII IX
Controlling
4.1.5 Quality Control

Quality is performed throughout the Project Lifecycle.
Quality control is an iterative process. It should be performed on the “product” as well as

on the “project”. By monitoring project results, it more likely that the team can eliminate
causes of unsatisfactory performance
Quality control is the way to prevent errors rather than finding them through inspection.
Quality – Who is Really Responsible?
 Project Manager is responsible for overall Quality (QM) of the project and
integrates with the QTech department of the company (for RDE&Q Projects).
 Project Team members have responsibility for Quality (QC) of project
deliverables and must have authority to temporarily stop the project if control
limits specific in the Quality Management Plan have been exceeded.
NOTE: QC limits are set by the customer.
Quality Management and Project Management Recognize:
 Customer satisfaction through conformance to their requirements and

specification.
 Ensuring the product satisfies the real need and business.
 Prevention over inspection.
 Management is responsible for providing resources so the project can be
successful.
 Kaizen/Continuous Improvement, TQM, Six Sigma, LEAN manufacturing
principles should be in place.
Cost of Quality = Cost of Conformance + Cost of NON-Conformance
Cost of quality is what the project manager does to assure quality standards can be met
over the life of the product and project.
EXAMPLES OF CONFORMANCE
PREVENTION:
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 Training
 Document Processes
 Provide Equipment
 And the Time to do it Right
APPRAISAL
 Testing
 Destructive Testing Loss
 Inspections
EXAMPLES OF NON-CONFORMANCE
 Internally: Scrap, Rework, Waste

 Externally: Liabilities, Warranty work, loss of business
OUTPUTS FROM QUALITY CONTROL
 Validated deliverables
 Validated Changes
 Quality Control Measurements like testing results
 Organizational Process Assets like completed checklists and lessons learned
documents
 Change Requests Project Plan updates or any other Project Documents that
need updated.
a) Building, Construction and Equipment Quality Control Templates

(GE&MT)
b) IT Systems and Applications Quality Control
c) RDE&Q Innovation and Quality Control Templates
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Monitoring and Controlling Step VII: Performance
Monitoring
4.1.6 Report Performance

Reporting performance is a straightforward communication process. This process
collects project work performance information, analyzes it, and sends it to stakeholders,
based on the formal communications management plan for the project.
Depending on the number of people in the team, the communications channels can be
massive.
For example,
Communications Channel Formula:
N(N-1)/2
Where N= TOTAL number of Team

Members + yourself as the PM
 There are 5 members on the team besides yourself

 The scope of the project increases
 Two more members are added to the team
 How many communication channels are there now? (8(8-1)/2 = 28
 How many were there before? 6(6-1)/2 = 15
 How many more channels of communication does the PM have to
keep aligned with the project? 13
A PM typically spends 90% of their job communicating and reporting.
Reporting should be performed at a level of detail appropriate to the stakeholders to whom

it is sent; different stakeholders may require different reports.
 Reports should include measurements against the project’s baselines: scope,

time, and cost.
Often reporting versus the scope / schedule baselines can be performed with a Gantt
chart. Microsoft Project can display “actual” progress versus a saved baseline. For higher
levels of management, a simplified overview, such as a milestone chart, may be more
appropriate. A tool that can be used to report performance is the dashboard report.
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When a status update presentation is appropriate, the “PowerPoint slides/deck” should

concentrate on a forward look at the project: major work streams, issues, risks and risk
management plans, timeline, budget, etc. Templates for this type of project status update
presentation are provided here: status report
It is important to receive feedback on performance reporting, both to ensure the message

is being communicated, and to improve the format and content of future reports.
Feedback can be solicited in the report itself, or the Project Manager can solicit feedback
in status / performance reporting meetings.
a) Building, Construction and Equipment Reporting Templates (GE&MT)
b) EPP Reporting Templates
c) IT Systems and Applications Reporting Templates
d) RDE&Q Innovation and Project Reporting Templates
e) Procurement Reporting Templates
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Monitoring and Controlling Step VIII: Control Risk
Monitoring
Initiation Planning Executing and Closing I II III IV V VI VII VIII IX
Controlling
4.1.7 Monitor and Control Risk

Monitoring and controlling risk should be part of the Risk Management Plan.
The Risk Register / Log created during the Planning stage is the roadmap for monitoring
and controlling risk throughout the project. It lists all identified and prioritized the risks
along with mitigation plans and the contingency plans.
It is the job of the risk owners to monitor the triggers for their assigned risks, but the
Project Manager is ultimately responsible for risk management on the project, and thus it
is a good practice to periodically review risk status at team meetings.
Risk Identification is an iterative process. It occurs throughout the lifecycle of the Project.
During every team meeting, risks monitor and controlling should be an agenda topic..
This will also allow the project team to identify any new risks, prioritize them and put
response plans in place to deal with them. (Mitigation and/or contingencies.) At the same
time, risks that have not occurred and are no longer a threat can be retired. This periodic
risk reassessment activity should result in updates to the Risk Register / Log, such that it
is an “evergreen” document. The Goodyear PMO SharePoint site contains a template
and an example of a completed Risk Register / log.
While thorough planning will identify most risks, and prepare the project to deal with them,
unidentified risks will still sometimes occur and when they do, they will be issues for the
project. Through careful monitoring of the project, the project manager should discover
these as early as possible, and convene the team to develop a work-around. Contingency
reserves can be used to fund such actions. “Reserve Analysis” refers to the process of
monitoring how much reserve remains, and how much is likely to be needed.
It is important to keep stakeholders updated on the risks of the project: how mitigation
plans are performing, what risks have occurred (or not occurred), what contingency plans
have been activated in response, the identification of new risks, and the impact of risks
on the project performance baseline.
CAPTURING LESSONS LEARNED
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It should be noted that many lessons learned may arise from the Monitoring & Controlling
process. Lessons learned are often generated through the causes of variances
experienced, and the reasoning behind the corrective action taken.
Best practice is to capture these lessons learned throughout the project, rather than
waiting until the Closing stage. A template for Lessons Learned can be found on the
Goodyear PMO SharePoint site.
Project lessons learned should be archived by submitting them to the Project site and
shared with the Goodyear PMO. The Goodyear PMO will be responsible for cataloging
lessons learned.
a) Building, Construction and Equipment Lessons Learned Templates

(GE&MT)
b) EPP Lessons Learned Templates
c) IT Systems and Applications Lessons Learned Templates
d) RDE&Q Innovation and Product Development Lessons Learned

Templates
e) Procurement Lesson Learned Templates
Monitoring and Controlling Step IX: Administer Procurement
Monitoring
4.1.8 Administer Procurement / Control Procurement

ROLE OF THE PROJECT MANAGER IN P ROCUREMENT
The Project Manager must be involved in the creation of contracts so they can ensure the
contract contains all requirements including meeting attendance, reports, and
communication. They must also identify risks and incorporate mitigation and allocation
of risks into the contract. A risk assessment should be performed before a contract is
signed.
ADMINISTER PROCUREMENTS
 The team must be aware of legal implications for actions it may take.
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 Those administering the contract MUST apply the following Project Management
Processes:
 Direct and Manage Project Execution: giving permission to the contractor
to proceed with work at the appropriate time.
 Report Performance: monitoring the cost, schedule and performance of the
contractors.
 Perform Quality Control: responsibility to inspect the contractors work.
 Perform Integrated Change Control: follow approved change control
procedures.
 Monitor and Control Risks: responding to risks appropriately.
 The “Contract Change Control” system is part of the INTEGRATED
CHANGE CONTROL System.
PROJECT G OVERNANCE MONITORING & CONTROLLING
The governance process provides an organization with a framework to help manage and
mitigate business risks. The structure that is used is a system of policies and procedures
that aligns the business with internal and external requirements.
The Global PMO Manager of Governance is available to assist the Project Manager.
A review of internal controls helps identify improvement opportunities
a) Building, Construction and Equipment Procurement Templates (GE&MT)
b) IT Systems and Applications Procurement Templates
c) Procurement Templates
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MONITORING AND CONTROLLING CHECKLIST

Project Manager RDE&Q Change Control
Perform Integrated Change Control
Log
Project Manager Scope Statement and
Verify Scope
Change Log
Project Manager Scope Statement and
Monitor and Control Scope
Change Log
Monitor and Control Schedule Project Manager Master Schedule and Plan
Monitor and Control Costs Project Manager Master Schedule and Plan
Project Manager CPEM, Green Budget,
Perform Quality Control AOP, SAG estimates and
reporting
Report Project Performance Project Manager Goodyear Standards
Monitor and Control Risk Project Manager Goodyear Standards

Administer Procurement and Control Project Manager Project Plans
Procurement
Project Manager EPP Status Templates
Report Project Performance
RDE&Q Status Templates
Gain Acceptance on Deliverables Project Manager Stakeholder/Sponsor/
Gatekeeper Meetings
Continuous Documention of Project Manager EPP Lessons Learned
Lessons Learned Documentation
RDE&Q Lessons Learned

Documentation
Prepare Gate Documentation Project Manager Gate 3 and Gate 4
Documentation
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PROJECT CLOSING
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Project Closing
6.1 Summary
The project close process serves as the formal conclusion to a project. Project close can
occur at the end of a successful project that is taken to completion, or it can occur when
a project is stopped prior to completion for business or technical reasons.
There can be several elements to the process of closing a project. Some of these are
operational, and some are financial. On a typical project, the close process can consist
of up to four elements:
 Operational Close
 Technical Close
 Purchasing Close
 Accounting Close
In the case of a project taken to completion, the operational close process focuses on
acceptance of the project deliverables by the customer, the finalization of all project
documents – including the project’s performance versus plan in terms of cost, time, and
performance – and the archiving of lessons learned. Documentation of lessons learned
is frequently overlooked, but is critical if an organization is to improve its project
management maturity over time. Therefore, it is a mandatory step for the closing of all
projects.
The Closing process occurs after Gate 4. However, there is also an assessment that
occurs to assure sustainability of the project’s business case. In the case of a project
stopped prior to completion, the close process is performed immediately (before assigned
resources are released). In addition to the documentation of lessons learned, a
closedown report should be issued which records the reason(s) the project was
terminated before completion, and which details project performance to the stopping
point: planned versus actual performance for resources expended (budget, etc.) and
timing (schedule performance).
Benefits of Project Closure

• Ensures agreement on the quality and acceptance of the product delivered to the
customer
• Provides a sense of achievement
• Informs all stakeholders that the project is ending
• Improves morale and performance on future projects
• Helps control project costs
• Ensures that lessons learned can be used to improve future projects
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• Helps ensure everything is finalized and documented
a. Link to the RDE&Q Closing Process
6.2 Closing Processes

In general, the steps to close a project include the following:
1. Gain Formal Acceptance of Work Product

2. Analyse Project Performance vs. Plan
3. Publish and Archive Lessons Learned
4. Close Budget(s) and contract(s)
a. Technical Close
b. Purchasing Close
c. Accounting Close
5. Release Resources
6. Celebrate if Appropriate
The fact that project close appears at the end of the project does not mean that all project
closure activities need to be delayed until then. As project stages come to an end it is
important to conduct milestone reviews to ensure that stage activities have been
successfully completed to the satisfaction of all involved. This relieves the project
manager and project team of potentially having to deal with old and obscure open action
items and outdated information.
a) Building, Construction and Equipment Closing Templates and Examples

(GE&MT)
b) EPP Project Closing Templates and Examples
c) IT Systems and Applications Closing Templates and Examples
d) RDE&Q Innovation and Product Development Project Closing Templates

and Examples
e) Procurement Closing Templates and Examples
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Project Closing Step I: Formal Acceptance of Work
Monitoring
Initiation Planning Executing and Closing I II III IV V VI
Controlling
6.2.1 Gain Formal Acceptance of Work Product

Assuming a project is taken to completion; the first step is to formally confirm that the
objectives and requirements established in the Initiating and Planning stages have been
met. The documentation should clearly list the objectives / requirements of the project –
including product performance versus goals where appropriate – and show how each has
(or has not) been fulfilled. See Closing Criteria template created during Planning.
The second step is to gain formal acceptance of the work product by the customer. Note
that it is possible some goals for the project will not have been met, yet the product will
still be accepted by the customer. This should be clearly documented.
a) Building, Construction and Equipment Acceptance Templates and

Examples (GE&MT)
b) IT Systems and Applications Acceptance Templates and Examples
c) RDE&Q Innovation and Product Project Acceptance Templates and

Examples
d) Procurement Acceptance Templates and Examples
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Project Closing Step II: Analyze Project Performance
Monitoring
Controlling I II III IV V VI
6.2.2 Analyze Project Performance Vs Plan

When all project work is complete and the final releases are issued, the Project Manager
should analyse the project’s performance versus the plan as well as the baselines. This
should include
a. The baseline scope versus the project outcomes,

b. The actual spend versus the approved budget,
c. The actual number of FTEs used versus the approved plan, and
d. The actual timing versus the approved schedule.
This information should be published in a final performance report addressed to the

project sponsor, along with lessons learned (described next).
a) Building, Construction and Equipment Reporting Templates and

Examples (GE&MT)
b) EPP Project Reporting Templates and Examples
c) IT Systems and Applications Reporting Templates and Examples
d) RDE&Q Innovation and Product Development Project Information about

performance vs. plan reporting
e) Procurement Reporting Templates and Examples
Project Closing Step III: Lessons Learned
Monitoring
Initiation Planning Executing and
Controlling
Closing
I II III IV V VI
6.2.3 Publish and Archive Lessons Learned

As noted above, the generating, publishing, and archiving of lessons learned is critical if
the organization is to improve its project management maturity over time. Lessons
learned should address both the technical and the project management aspects of the
project. Lessons learned should deal with all findings that came out of the work of the
project, and must be made available to others so that best practices can be repeated and
negative experiences can be avoided in subsequent projects. Project lessons learned
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deal with the Project Management aspects of the project, and include such things as how
and why estimates / budgets / schedules were accurate or inaccurate. Lessons learned
should be documented at every stage of the project or whenever they occur. It is difficult
to remember all aspects of the project if lessons learned are not documented until the
end of the project, especially in multi-year projects. Lessons learned should be archived
along with all your project documents. The PMO will be responsible for cataloguing
lessons learned.
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a) Building, Construction and Equipment Lessons Learned Templates and

Examples (GE&MT)
b) EPP Project Lessons Learned Templates and Examples
c) IT Systems and Applications Lessons Learned Templates and Examples
d) RDE&Q Innovation and Product Project Lessons Learned Templates and

Examples
e) Procurement Lessons Learned Templates and Examples
Project Closing Step IV: Close Budget(s) and Contract(s)
Monitoring
Controlling
I II III IV V VI
6.2.4 Closing Budget(s) and Contract(s)

When no further work is to be performed on a project, the project and its budget(s) can
be formally closed. This includes closing all expense budgets as well as all purchase
orders. In some cases there may also be an accounting close, as when special
accounting treatment is needed to close a capital budget. (Contact Accounting to advise
them of the completion of capital related projects.)
Closure should be performed after the final reports and lessons learned have been
published and archived, and no further resources are required to complete the project or
the closing process.
Project managers are responsible for initiating and communicating the requirements of
the closing activities.
Purchasing close consists of the Project Manager closing all open requisitions and
purchase orders, and verifying that all invoices for goods and services received have
been paid. A Procurement Audit may be performed. This is the tool used to identify
lessons learned (successes and failures) which serve as historical records for future
contractor selection for Procurement. The Audit is a review of ALL the Procurement
processes. A FORMAL written notice is created that the contract has been closed and
has been add to the contract file. Included should be statements on how material and
equipment belonging to the project will be disposed of and/or distributed to other facilities.
Accounting close consists of closing the project financially, as well as handling any
transactions that may require special accounting treatment, such as the acquisition of
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equipment, I.T. items, or molds. The Project Manager should communicate any special
project activities to the finance group.
a) Building, Construction and Equipment Closing Templates and Examples

(GE&MT)
b) EPP Project Closing Templates and Examples
c) IT Systems and Applications Closing Templates and Examples
d) RDE&Q Innovation and Product Project Closing Templates and

Examples
e) Procurement Closing Templates and Examples
Project Closing Step V: Release Resources
Monitoring
Controlling
I II III IV V VI
6.2.5 Release Resources

After all work is finished on a project, the team members should be released back to their
functions. (In practice, this will usually be performed on a “rolling” basis through the later
stages of a project.) In addition, the Project Manager should complete performance
feedback forms for all associates that contributed significant work to the project. It is
important that this be performed immediately after the project is complete, rather than
being postponed until the end of the year as the quality of the feedback will be much
better when the project is fresh in the Project Manager’s mind.
a) Building, Construction and Equipment Resource Release Templates and

Examples (GE&MT)
b) IT Systems and Applications Resource Release Templates and Examples
c) Procurement Resource Release Templates and Examples
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Project Closing Step VI: Celebrate
Monitoring
Controlling
I II III IV V VI
6.2.6 Celebrate if Appropriate

Celebration is the most commonly forgotten activity in project management. When a
project has been successful, it is important to celebrate project completion. Because
increasing the number of successfully executed projects is a goal of the organization, it
is important to recognize teams that have met this goal. Not only does this bring closure
to the team, but it also improves motivation and morale for all participants.
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PROJECT CLOSING CHECKLIST

√ Activity Description Prepared by Representative Tool
Obtain approval/acceptance of Project Manager Formal Acceptance

scope of work, review any Document
outstanding work or change
requests, and confirm resources are
still available if work remains
Evaluate financial returns and Project Team Closing Criteria

assess project against baselines Template
Document all lessons learned and Project Manager Lessons Learned

archive all files, records, etc Document
Prepare documentation for post Finance and Procurement Finance and

project audit and procurement audit Procurement Standards
Formally release team resources Project Manager Project Closing Criteria
Prepare and hold celebration if it is Project Sponsor

appropriate
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Appendix 1: Glossary
Change Manager: A Change Manager is another type of Project Manager role that may
exist in larger projects or projects with a significant amount of organizational change. A
Change Manager is responsible for managing the people-side of the change associated
with the project’s objectives. In cases where the change is not significant, these
responsibilities are often absorbed by the overall Program or Project Manager.
Gatekeeper: Pre-determined key project decision maker. A group of project specific
process owners or experts who review a project’s plans status and business case. They
then make a decision about the project based on the defined criteria. The decision can
be to end the project, redirect for more information, hold or proceed to the next stage.
GE&MT Project Manager: The GE&MT Project Manager is an example of a Functional
Project Manager who has a specific set of functional or deliverable based objectives in
the overall program. A corporate organization, GE&MT is located in Goodyear’s
headquarters in Akron, Ohio. They interface with the regions to collect requirements and
then typically handle project planning, process engineering, scheduling, budget
development, and capital-expenditures forecasting for the building, equipment, and
installation portion of major capital investments.
Goodyear PMO: At Goodyear, the Goodyear PMO exists to support and enable the
SBUs and functions in driving project execution. It provides governance, a standard
methodology, and ensures the competency exists to execute a project across its life cycle.
Major Project: Projects that are in-scope for the Goodyear PMO and EPP meet one or
more of the following criteria: 1) a financial investment of $10M or more over a period of
five years, regardless of the source of funding or the portfolio (i.e. capital or expense), 2)
a significant business impact or change initiative or 3) an initiative or change that poses
a high risk. For the impact and risk criteria, oftentimes either a project’s Sponsor, its
Steering Committee, or a member of the PMO Steering Committee will recommend that
the initiative be brought into scope for the Goodyear PMO and EPP in order to ensure
sufficient due diligence, rigor, and visibility such that the project is able to deliver on its
expected results.
Portfolio: A collection of projects or programs to meet strategic business objectives.
These projects or programs may not be interdependent or directly related. A Portfolio is
often linked to a source of funding or a specific set of human resources who will perform
the work. For example, the Portfolio that GE&MT primarily interfaces with is the Capital
Portfolio. RDE&Q manages a Portfolio of the Technology Programs that follow the
Technology Creation Process (“TCP”). Many IT projects are in the IT Portfolio. A function
or department may manage a group of projects that uses its expense budget or internal
people resources. The Goodyear PMO is portfolio-agnostic. This means that regardless
of the source of funding (capital or expense) and regardless of the location of the people
resources, if it is determined that any of the criteria for Major Projects is met; the Project
is in-scope for the Goodyear PMO and EPP.
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Portfolio Management: The centralized management of one or more portfolios including

identifying, prioritizing, authorizing, managing, and controlling projects and programs to
achieve strategic business objectives. The Portfolio Manager has ownership and
accountability for Project Selection and Prioritization for Projects Linked to a Specific Type
of Portfolio Global Operations manages the Capital Portfolio. The RDE&Q Director of
Technology Programs manages the Technology Portfolio. The CIO and Global IT Project
Management COE manage the IT Portfolio of projects.
Program: A group of related projects managed and coordinated to obtain benefits not
available from individual projects. At Goodyear, the term Project and Workstream are
often used interchangeably. For example, when referring to the work GE&MT performs
for a Major Program, it may be called the GE&MT Workstream, while the individual
responsible for delivering on that Workstream may be called the GE&MT Project
Manager.
Program Manager: The person assigned by the performing organization to achieve the
project objectives. This person is responsible for directing and managing project
execution as well as ensuring that the Project Team completes the project deliverables
satisfactorily.
Project: A Project is a temporary endeavour with a beginning and an end, which creates
a unique product, service, or result.
Project Management Office “PMO”: A PMO is an organizational body assigned the
responsibility of centralized and coordinated management of those projects under its
domain. The primary goal of a PMO is to ensure project’s deliver on their expected
returns. A PMO may be responsible for all or any of the following: 1) Standards, Metrics,
Governance & Training, 2) Portfolio Management, and 3) Assigning Project Managers
from a Pool of Internal Resources.
Project Manager: The person assigned by the performing organization to achieve the
project objectives. In cases where the project has been classified as a program, a
Program Manager may also be assigned. In this case, the Project Manager has a specific
functional or deliverable based objective and the Program Manager has accountability for
the triple constraint: cost, scope and schedule. The Project Manager typically
operationally reports to the Program Manager and functionally reports to their Functional
Manager.
Project Plan: Outline in detail the “Who, What and When” of the project. If it needs to
happen, then it needs to be in the plan. A project plan describes in detail how to balance
scope, schedule, cost, and quality. The project plan becomes the basis for evaluating
project performance during execution.
Some of the sub plans that can be included in the Project Plan are:
- Integration Management,
- Scope Management,
- Schedule or Time Management,
- Cost and Financial Management of the Project,
- Quality Plan that includes Quality Assurance and Quality Control,
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- Human Resource and Training Plan,

- Communications Management Plan,
- Risk Plan that includes a Risk Response Plan, and a
- Procurement Management Plan.
Project Team Members: Responsible for executing tasks and producing deliverables as
outlined in the Project Plan and directed by the Project Manager, at whatever level of
effort or participation has been defined. The team member is also responsible for input
into the Project Plan for their area of expertise.
Project Management COE: A formal or informal body of project managers who execute
SBU or Function-specific projects. Project Management COEs exist as part of an
organization’s evolution to a single global or enterprise PMO. As Goodyear is in this
evolution process many former SBU or Function-specific PMOs are now being renamed
COEs. Besides having Project Managers, COEs are often linked to an SBU or Function-
specific Portfolio.
Sponsor: Primary customer of the project. The Project Sponsor is a person with
demonstratable interest in the outcome of the project who is responsible for securing
spending authority for the project. The Project Sponsor is a vocal and visible champion,
who legitimizes the project’s goals and objectives, stays informed on major project
activities, and is a decision-maker for the project. The Project Sponsor is ultimately
accountable for the overall Project. The Project Sponsor may also:
– Establish project completion and budget constraints.
– Secure key resources necessary for the project planning and execution.
– Clarify critical issues.
– Provide guidance to the Project Manager.
– Ensure alignment with corporate goals and priorities.
– Be the project’s customer.
Stage Gate: Stage Gate is a project lifecycle methodology which includes a multi-step
process of logical thought and decision making for conceptualizing, developing, and
executing projects. It was originally developed by R. Cooper as a mode for product
development projects in order to reduce costs and time to market. Goodyear has adopted
the methodology in product development, technology creation, IT projects, and for its
Major Projects.
Stakeholders: All those groups, units, individuals, or organizations, internal or external
to our organization, which are impacted by, or can impact, the outcomes of the project.
This may include a Project Team, Sponsors, Associates, and Customers, or anyone who
will be affected by the change.
Steering Committee: A group of project specific process owners or experts with interest
in the project, who review the project’s plans, status and business case.
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Appendix 2: EPP
Goodyear Stage Gate Processes (eg. EPP) outline the required steps and processes that
exist to drive horizontal value stream accountability and integrated workstreams. For a
project under Goodyear PMO governance, a Steering Committee and a set of
Gatekeepers govern the process.
The EPP is broken down into 6 chapters that correspond to both the EPP stages and the
PMBOK phases. It is assumed that at times different aspects of the project will be in
different stages at the same time. Please contact the Goodyear PMO if you have any
concerns about the stages and how they relate to your project.
Stage 1 - Initiating: In the Initiating stage, the need for a certain business outcome or
deliverable is identified and defined, and a commitment is made to perform due diligence
or principle investigation on the merits of the project. This commitment is demonstrated
when the project passes Gate 1. If the commitment is made, the project moves into the
Planning stage.
At Gate 1, the sponsor presents the idea or concept along with the high level investigation,
cost estimates, business case and feasibility. Approval at Gate 1 means the organization
is willing to investigate the project further. Resources required for due diligence, whether
it be people or funds are committed. Passing through Gate 1 represents a commitment
to the concept and the project receives funding for planning. Results are:
• Consideration for inclusion in Business Plan

• Staffing & Funding for Planning
• Commitment for Planning
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Stage 2A and 2B - Planning: All aspects of the entire project life cycle are planned.
Stage 2A is Preliminary Planning where long lead items and due diligence requirements
are identified, cost of project delay is quantified, and the Stage 2A functional checklist has
been completed. Stage 2B is Detailed planning where all project plans are created. It is
also focused on performing sufficient due diligence to ensure that the project’s costs and
benefits are well defined. When a project passes Gate 2B it receives full budget approval
for the capital and expense monies as well as a commitment that the resources needed
to execute the project will be made available as requested and required.
Stage 3 - Execution: Execution is performing the major activities as detailed in the
project plans.
Stage 4 - Industrialization and Ramp Up: This stage begins at the attainment of the
first viable product and continues through target attainment which is defined as when
operational targets have been met and production output is sustained over an extended
period of time.
Stage 5 - Closing: This stage consists of the process to close all contracts, budgets,
financials, verifying the deliverables, evaluating overall project performance against plan,
documenting lessons learned and releasing resources. When the project is complete or
when a project is stopped prior to completion the project is formally closed.
Monitoring & Controlling (performed throughout project): This is the continuous
evaluation of the project against the plan through reporting performance and monitoring
risk, including but not limited to schedule, budget, and scope. Monitoring and controlling
also includes reporting the project performance against the plan, taking proactive action
or corrective action as needed to keep the project on track so that deliverables and project
returns are met.
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Appendix 3: EPP for IT
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Appendix 4: TCP
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Appendix 5: PCP
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Appendix 6: Operations Quality Checklists

Process Responsibility Date Completed Completed By
Production Reporting
Scanners, thin clients, tag printers, and other required hardware identified and
1 ordered Production Specialist, IT
PSMS /Production Monitoring - Machine counts, batch sizes, mins & maxs
2 established. Production Specialist
Hoist/Crane Operation
3 Hoists - Number required for Job, Capacity, Rails, Range of Operation required. Production Specialist
4 Below the Hook Devices identified, designed, certified and WLL stamped. Production Specialist
5 Clearances and lift heights suitable for process operation. Production Specialist
Product Flow
Product Flow In - Product Flow Out (in to and out of area, including capability checks
for new and legacy processes) May need interim tracking process before electronic
6 tracking online. Production Specialist,CI Engineer
Trucking aisles identified and clearances okay for the product that will travel through
7 them. (Both incoming and out going materials or components) Production Specialist,CI Engineer
Secondary Equipment
Peripheral Equipment Required for Process. (Many times not listed on drawings)
(Curing EQ, Inserter Post, Manipulator, dishes, Hoist, manual or off line cutters, test
8 meters, chucks, wrapper, flapper etc.) Identified and Ordered Production Specialist
Identify machinery or operations that share equipment, (i.e. hoists, welders, trucks,
9 mold cleaner, etc.) and determine whether new equipment is required. Production Specialist
Equipment/devices installed in proper location as defined by Standard Work and
10 drawings reflect the final location. Equipment/devices mobile as needed. Production Specialist,CI Engineer
Storage
Storage Conditions & Capacity outlined. (Insure storage devices compatible and
11 capacity matches production process, both per device and number of devices) Production Specialist,CI Engineer
Identify FIFO storage areas/lanes established for all components that will be stored
12 at machinery. (ie calendar rolls, etc) Production Specialist,CI Engineer
13 Identify Supermarket, KanBan and Kitting opportunities identified and implemented. Production Specialist,CI Engineer
Process & Machine Visibility
Gauges and Instrumentation centrally located, identified and marked with normal
14 operating ranges. CI Engineer
Machine Identification - Information plates and machine MMIS name installed in a
15 highly visible location. CI Engineer
Machine Visibility - Digital Display Screens & Andon Lights (Running, Stopped, RPM,
Cuts, Yards, etc.) Insure the error message system is clear and understandable by the
16 operator. Production Specialist
Cameras - Increase visibility of machine key areas from one centralized operator
location. Also, make sure that camera's that display product are set up to record for
17 anomaly analysis and follow-up (as required) Production Specialist
Mirrors installed in proper locations to increase operator visibility of machine
18 operation and/or operator safety. Production Specialist
Information Boards installed to display Standard Work, Control Plans, Specs, Visual
19 Aids, TPM, etc. Production Specialist,CI Engineer
20 Energy labels installed on all services, i.e.. Steam, Water, Gas, Air, etc. Production Specialist
21 Operator Tooling Lists Developed and included in the Standard Work document. Production Specialist,CI Engineer
Standards
22 Standard Work developed and appropriate salary and hourly trained. CI Engineer
23 Cycle time audit frequency established. Production Specialist
24 Change-Over Times & Procedures Documented CI Engineer
Quality
Waste generation for new machinery identified, documented and plans to mitigate
25 implemented. Production Specialist
26 Product handling procedures established and documented . Production Specialist,CI Engineer
27 Establish mistake proofing procedures at each process. Production Specialist,CI Engineer
28 Non-Conforming areas indentified and areas for hold or out of process tires marked. Production Specialist
Productivity & Process
29 Trouble Shooting Guides developed and operators trained. CI Engineer
Identify process / production 'bottlenecks' and implement mitigation plans or
30 procedures. (OEE) Production Specialist
Machine EQ setup documented ( mold loading, cleaning, bolts, hose hook-ups,
31 blades, wind-up adapters, etc) Production Specialist
Compliance
32 Audit Compliance (PPQ, Mixer, Project Cure, Etc) Auditor,Maint Mgr
Scales, check weights and other measuring and/or recording devices certified prior to
33 use. Project Engineer
34 All shelves, racks and mezzanines load rated. Project Engineer, Production Specialist
Housekeeping
5S - Housekeeping Standard Work Sheets developed for all new or upgraded
35 equipment and posted on machinery. Production Specialist,CI Engineer
Sufficient lighting installed in machine and process operation areas. (High out-put
36 fixtures) Production Specialist, RE
37 Containment of all lubrication and release agents used in the process Project Engineer, Production Specialist
38 Central location for shared parts identified. (i.e.. Assemblies, Spaces, etc.) Production Specialist
39 Install shelving and identify storage areas as needed. Production Specialist
Manning
40 Define job description Production Specialist
41 Training Plan (Off-Site Training, Lead Operator, etc) Production Specialist
42 On-site Operator Training (2 shifts) Production Specialist
43 Add 3rd Shift Production Specialist
44 Add 4th Shift Production Specialist
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1 Scanners, thin clients, tag printers, and other required hardware in place in place Production Specialist, IT
2 PSMS /Production Monitoring - Machine counts, batch sizes, mins & maxs established. Production Specialist
Product Flow
Secondary Equipment
8 meters, chucks, wrapper, flapper etc.) Production Specialist
Storage
FIFO storage areas/lanes established for all components that will be stored at
12 machinery. (ie calendar rolls, etc) Production Specialist,CI Engineer
13 Supermarket, KanBan and Kitting opportunities identified and implemented. Production Specialist,CI Engineer
17 anomaly analysis and follow-up Production Specialist
21 Operator Tool shadow boards developed Production Specialist,CI Engineer

Standards
22 Work standards reviewed and revised as needed Industrial Engineer
23 Standard Work developed analyzed and improved as needed CI Engineer
24 Cycle time audit begin Production Specialist
25 Change-Over Times & Procedures reviewed CI Engineer
Quality
27 Product handling procedures reviewed and revised as needed Production Specialist,CI Engineer
Machine EQ setup documented ( mold loading, cleaning, bolts, hose hook-ups, blades,
32 wind-up adapters, etc) Production Specialist
Compliance
34
35

40 Install shelving and identify storage areas as needed. Production Specialist 139
Manning Version 2.0
41
Contains Revise job description
confidential if neededinformation. May not be disseminated without express written
and/or proprietary Production Specialist
consent of The Goodyear Tire & Rubber Company
42 Bid/Award/Align jobs Production Specialist

1 Scanners, thin clients, tag printers, and other required hardware working as intended Production Specialist, IT
2 PSMS /Production Monitoring - Machine counts, batch sizes, mins & maxs updated Production Specialist
Product Flow
Secondary Equipment
8 meters, chucks, wrapper, flapper etc.) Production Specialist
Storage
FIFO storage areas/lanes established for all components that will be stored at
12 machinery. (ie calendar rolls, etc) Production Specialist,CI Engineer
13 Supermarket, KanBan and Kitting opportunities identified and implemented. Production Specialist,CI Engineer
17 anomaly analysis and follow-up Production Specialist
21 Operator Tool shadow boards developed Production Specialist,CI Engineer

Standards
22 Work standards completed and trained Industrial Engineer
23 Standard Work completed and trained CI Engineer
24 Cycle time audit on-going Production Specialist
25 Change-Over Times finalized and implemented CI Engineer
Quality
27 Product handling procedures reviewed and revised as needed Production Specialist,CI Engineer
Machine EQ setup documented ( mold loading, cleaning, bolts, hose hook-ups, blades,
32 wind-up adapters, etc) Production Specialist
Compliance
34
35

40 Install shelving and identify storage areas as needed. Production Specialist 140
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41
Contains Revise job description
confidential if neededinformation. May not be disseminated without express written
and/or proprietary consent
Production of The Goodyear Tire & Rubber Company
Specialist
42 Bid/Award/Align jobs Production Specialist
Appendix 7: Sample Industrialization and Ramp Up Plans
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Appendix 8: Team Workshop Best Practices
Workshop
Best
Practices
Workshops can be a very effective tool to bring a project team together to plan,
collaborate and team build. But if not run effectively, workshops can waste significant
resources. This collection of Workshop Best Practices has been assembled in the
following guideline to help you get the most out of your workshop.
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Table of Contents
Determining the need for a workshop
Facilitation of workshops
Planning
Define the Objective(s)
Plan Agenda
Create Invite list (complete, decision makers)
Put out note on Why, Purpose
Issue “Hold the Date” Meeting Notice
Assign Pre-Work
Reserve a Room or Venue
Administrative
Scheduling a room
Food
I.T. Equipment and Support
Printing
Materials (Brown paper, post-its, etc.)
Execution
Safety Message
Ground Rules
Sponsor Address
Introductions, Ice Breakers and Team Building
Facilitators
Setting the Tone
Pre-Meeting Review
End of Day Summary
End of Day Feedback
Post-Meeting Review
Facilitation
Closing
Review of Action Items
Evaluate Workshop
Say Thank You
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Determining the need for Project Workshops

Whether your project could benefit from a workshop is a function of the size and
complexity of the project, and the number and location of stakeholders, business units,
and functions involved.
In general, all projects should have at least one planning workshop with the core team.
This may only require 4 hours as opposed to several days, but it needs to happen. The
Planning workshop should be held early in the project so that it can align the project
team, set the forward project strategy, define success, and establish the workstream
deliverables for an integrated solution.
As larger and more complex projects with multiple workstreams prepare for execution,
an execution workshop can align the team for a successful integrated execution and
delivery. Additional workshops may be required depending on project size, scope, and
complexity. Examples include technical sweep workshops, risk workshops,
brainstorming workshops, and closing workshops.
Facilitation of Workshops
One decision that needs to be made up front is whether the Project Manager should act
as the workshop facilitator, or whether an expert facilitator should be brought in.
Facilitating a workshop is a skill that needs to be developed. If the Project Manager is
not an experienced facilitator, bringing in an expert should be considered. Many
workshops fail due to poor facilitation. However, if an outside facilitator is used –
someone not familiar with the details of the project – then the Project Manager needs to
make sure that discussions stay on-topic technically, and that they do not move off in
unrealistic or unproductive directions.
Some instructions for facilitators without experience is available as a reference.
Some attributes to look for in external facilitators include:
- Adaptability/Tailoring
- Years of experiences in focus area
- Educational factors
- Acceptance
- Cost
- Personality
- Materials
- Program Flow
- Group Dynamics
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Planning
Define the Objectives and Deliverables (at least 6 weeks prior)

Once the need for a workshop has been identified, the first thing that must be done is to
define its objectives and expected deliverables. It is critically important that the
expected deliverables are clearly stated. All the work that follows this will be done in
support of these, so defining them accurately and completely is paramount. Objectives
are best defined by a cross-functional core team. Objectives should be “SMART” to the
greatest possible extent.
For a planning phase workshop, deliverables might include:
1. Align project team and ensure understanding of the Business Case and overall
project goals, business impact and cost of delay
2. Define project objectives and workshop success.
3. Clarify and finalize project charter
4. Identify project strategy, workstreams, WBS, Schedule, resource requirements,
roles and responsibilities (RASIC), communication plan, risk assessment
mitigation/contingency plans, etc.
For an execution phase workshop, deliverables might include:
1. Align project team with workstream recommendations for successful execution.
a. Obtain team agreement on project strategy, schedule, and RASIC
b. Update and review business case
2. Ensure project risk assessment is complete with high risk items mitigated and
contingency plans in place, etc.
3. Identify, analyze, and implement responses to critical issues or scope impacts.
Plan the Agenda (at least 6 weeks prior)

Put together a schedule for the workshop. Be conservative – many presentations in
R&D go over planned time. (The facilitator needs to know how to contain such
situations.) Give each agenda item a priority and understand how you will adjust the
agenda if needed. (If a speaker is a lower priority and may be cut due to time,
communicate appropriately in the participation request.) If you are holding a workshop
with global participants, consider participants’ comprehension of English, which may
require additional time in the agenda to allow for a slower pace and additional
clarification.
For overall workshop length, planning a small project may take four hours, whereas
planning a large project may take 3-5 days. Other approximate lengths are:
 Upfront planning workshop: 1 day
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 Risk workshop: 2 days

 Closing workshop: 1.5 days (separated)
 Scenario planning workshop: 2 days
Create the invite list (at least 5 weeks prior)

Based on the objectives, a list of invitees to the workshop can be created. This list
should be complete, including all affected functions. It should include representatives of
all Stakeholder groups, each of the workstreams, the project team, etc.
The invitees should also be empowered decision makers. Having the correct
representation at the workshop enables discussion, decision, understanding / analysis
of decision impact on each stakeholder, revision if needed, and final agreement.
In addition, some workshop invitees need to have topic expertise so that decisions are
based on data, or have pre-arranged to be able to obtain data immediately from SMEs
so that the data can be utilized in the decision process.
One invitee that should not be overlooked is the Sponsor. At a minimum, the Sponsor
should speak at the opening of the workshop, and be present at the wrap-up. The
Sponsor should also be present for key “touch points,” such as critical decisions.
Finally, a secretary or scribe can be very useful in keeping minutes, capturing ideas,
entering data, etc.
Issue a Note on Why, Purpose (at least 5 weeks prior)

Once the invite list is complete, it is generally best for the workshop owner (TPL,
Sponsor, etc.) to put out a note to all invitees saying that there will be a workshop, and
explaining why one is being held and what the objectives are. This note should be
copied to the attendees’ managers. This prepares them for the meeting notice, and
starts the process of getting buy-in from all attendees.
For attendees who are to present information at the workshop, communication should
be either in person or via a telephone call. This should be a two-way conversation
about the workshop objectives, why the information is being included, general
guidelines about the level of detail, timing, possible discussion points, etc. A follow up
e-mail should be sent to confirm the discussion, but should not be done in place of
personal contact.
Issue “Hold the Date” Meeting Notice (at least 5 weeks prior)
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In order to get maximum participation, the dates and times of the workshop need to be
scheduled as far in advance as possible. It is best not to wait until all details are worked
out to do this. Instead, the workshop owner (TPL, Sponsor, etc.) should issue a generic
“hold the date” meeting notice so that the invitees can block out the date(s) on their
calendars. (Check for any conflicting events.) Then, as details are worked out, the
meeting notice can be updated with new information. (It is best to update the generic
meeting notice, rather than cancelling it and putting out a new invite, as this can be
confusing to the invitees.)
A single location for the storage, sharing, and maintenance of all files should be
established. (Sharepoint, Lotus Notes database, shared drive, etc.) Include a link to the
document storage site that will be used for the workshop with the meeting notice.
Note that for attendees who are not participating in the full workshop, it is more polite to
issue a separate meeting invitation with their required attendance times. (This also
helps to keep things on schedule.)
Assign Pre-Work (3-4 weeks prior)

As the content of the workshop becomes clear (based on the objectives) it is a good
idea to issue Pre-Work to the invitees. The value of pre-work is that it prevents
workshop time from being wasted on background information and getting everyone “up
to speed.”
Planning workshop attendees should obtain project background materials, lessons
learned from previous projects, etc., so that they can come to the workshop prepared,
having already reviewed and studied that material. (E.G., reviewing lessons learned
from previous projects before a risk assessment session is very powerful.) Little
workshop time should be devoted to prework unless project team level setting is
required.
For an Execution workshop, the workstream leaders should come prepared to provide a
project review of their workstream including technical approach, assumptions /
constraints, risk assessment, and justification for their recommendation. An A3 is one
effective method to problem solve and communicate.
Reserve a Room or Venue (as far in advance as possible, at least 4 weeks prior)
The facility chosen has a significant impact on the success of the workshop. Time
should be put into understanding how you would like the workshop attendees to
interact. Groups in rows of chairs will contribute differently than groups sitting around a
table. The location of the workshop is also important. Hosting a workshop in the same
building as the normal workspace if often less expensive and more convenient, however
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you will lose some people back to their work. Having a workshop off site may affect
participation as well.
The room you choose for your workshop should be large enough to accommodate all
invitees, should be able to be arranged in a useful layout (e.g., horseshoe) and have
facility for projection (screen or blank wall.) It should also have enough open wall space
to allow flip chart sheets and “brownpaper” exercises to be posted. Consider using a
microphone if room acoustics are poor.
If the room you reserve is one you are not familiar with, you must physically visit it in
advance and ensure it is appropriate to your needs.
Sponsor Check-In During Workshop

It is a good practice to have a Sponsor check-in at the midpoint of the workshop. This
allows the Sponsor and the Project Manager to check to make sure everything is on
track and on target toward the expected deliverables. It also provides an opportunity for
the workshop attendees to talk to the Sponsor and to clarify any items that are not clear.
The check-in date and time are mutually agreed upon before the workshop, and are
conducted the appropriate point to make sure the workshop is on track.
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Administrative
Scheduling a room
Some of the most popular rooms for workshops include:
 Larger Innovation Center conference rooms
 Blimp hangar conference room (Akron)
 Kent Stark / Stark Tech (Akron)
 Park Hosingen (Lux)
Food
It is generally most productive for food (coffee, lunch, snacks) to be brought in, rather
than adjourning the workshop for lunch and breaks. The logistics for bringing in food
vary by location. In the Innovation Centers and on the Akron campus, catering can be
arranged through the cafeteria services. Excellent food services are available at Park
Hosingen.
Understand that some people may have food allergies or may be vegetarian. It is
appropriate to provide at least one option for these participants.
Be sure to get agreement for expenses (workshop owner and Sponsor) prior to planning
the workshop.
I.T. Equipment and Support

IT equipment must be arranged for and confirmed prior to the workshop. You may need
to provide the projector, power cords, a presentation clicker, laser pointer, microphone,
or other items.
It is important to have IT support available for your location, should any technical
difficulties arise. However, you should have a back-up plan should your equipment fail.
Printing
Each of the Innovation Centers has a document printing facility. These print shops can
prepare booklets of all key information for all of the invitees. This saves time over
handing out pages during the workshop, and keeps them together and organized. Print
conservatively – handouts with two slides per page, double sided, and black and white
whenever possible.
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Materials (Brown paper, post-its, etc.)

Goodyear maintains a supply of some materials (such as 48” brownpaper rolls, contact
local Office Supply manager) but other materials – special post-its, unique markers, etc.
– need to be purchased outside. This can be done with a procurement card, or with a
credit card for which an expense report can be filed with the workshop owner. These
supplies can also be obtained through the Office Supply room.
Execution
Safety message
The workshop should start with safety: where the fire evacuation route is, where the
tornado shelter is, etc. The safety slide or talk should conclude with a relevant safety
message, for example office / plant safety, hand / cut safety, handrail / stair safety, or
housekeeping or driving safety.
Also review more mundane information such as the location of the nearest restrooms
and the like, break schedule, etc.
Ground Rules
Next, the ground rules must be set. These typically include no use of computer,
blackberry, or phone devices, to keep all attention on the workshop. They might also
include protocols for respecting the speaker, asking questions, calling ELMO (Enough,
Let’s Move On), etc.
Sponsor Address
Once logistics are out of the way, workshops usually begin with a short address by the
(executive) Sponsor welcoming the participants, thanking them for attending, noting the
importance of the subject matter, and encouraging them to participate actively. The
Sponsor should enumerate and stress the expected deliverables, to ensure everyone in
the workshop is level-set.
Introductions, Ice Breakers and Team Building

It is usually helpful for the participants to introduce themselves. This can be made into
an “ice-breaker” activity by including information on personal hobbies or the like, or
separate ice-breaker activities can be done.
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If the team is fairly new, it may also be appropriate to spend some time on Team
Building exercises, to gain alignment of purpose and some esprit de corps. There is a
list of teambuilding activities on the PMO web site. (On right margin of page.)
Facilitators
Enlisting workshop participants to lead sections of the workshop drives engagement
and ownership of the project. As previously mentioned, External Facilitators (to the
team) may be utilized but the Goodyear Workshop Facilitator (PM) needs to take care to
ensure that the team is engaged and takes ownership as well as making sure
discussions are not missed due to the external facilitator's lack of topical knowledge.
Setting the Tone

It should be made clear upfront the purpose of the workshop (workshop deliverables),
that there has been good work to date by all parties, and that the workshop is to ensure
an integrated team to yield an integrated solution. This should be reinforced throughout
workshop. The facilitator needs to keep all participants from being defensive so there is
constructive participation / collaboration. Communicate that the Project team should
challenge internal constraints where appropriate.
Pre-Meeting Review
Before each day of the workshop, the Facilitators should meet to review the planned
schedule to sort out workshop flow and dynamics. It is important to remember that the
goal of the workshop is to deliver to the Workshop objectives and not be held hostage to
a pre-workshop schedule.
End of Day Summary

At the end of the day, the Workshop Facilitator should review that day's Key Decisions,
Learning’s, and Action Items (for the following day and later). A good practice is to
make each category a flip-chart page posted on the wall. This material should be briefly
reviewed again at the start of the next day, and should be evaluated to ensure it is
aligned with the expected deliverables. (I.E., that the activity of the workshop is
targeted accurately.)
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End of Day Feedback

If possible, a brief survey should be conducted (either hardcopy or survey monkey) at
the end of each day, in order to determine what is working well and what can be
improved. This allows changes to be made during the workshop, rather than waiting
until the workshop is over. One simple feedback tool is to ask about practical usage
versus “theoretical” information.
Post-Meeting Review
After each day, the Workshop Facilitators should meet and review the Daily Summary to
confirm the plan for the following day. Adjustments to the planned schedule should be
made based on workshop flow and dynamics.
Facilitation
Facilitators have been mentioned several times in this guide, because facilitation is
perhaps the single most important aspect of a good workshop. Whether you facilitate
the workshop yourself or bring in an outside facilitator, here are some of the key points
you should keep in mind:
 Stick to the Agenda unless modifications are required to meet workshop goals.
(But don’t be held hostage to the Agenda)
 Adjust the Agenda as necessary if new information enters the workshop that
must be addressed.
 Contain discussions – keep them on topic.
 Contain strongly verbal / opinionated participants.
 Maintain respect of the speakers
 Capture information throughout the workshop (on flip charts, idea “parking lots,”
or in minutes.
 If the workshop is global, consider and respect cultural differences.
 Don’t let the opinion of the facilitator override the participants
 Facilitate with respect, lead by example
 Encourage innovative thinking
 Be flexible when necessary
 Be firm when required
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Closing
Review of Action Items, Learning’s, and Key Decisions

At the close of the workshop all of the action items should be reviewed, and follow-up
actions, responsibility, and timing should be assigned so that it is clear to all. It is
imperative that workshop participants leave the workshop knowing exactly what is
expected from them in what time frame. One way to do this is to put together a
workshop “report out” to the sponsor and other key stakeholders, summarizing key
actions, decisions, assignments, next steps and the forward plan. Learning’s and Key
Decisions should also be documented and available to the team for future reference.
One key point is to re-address the expected deliverables set out at the beginning of the
workshop, to ensure that the workshop delivered what it was intended to deliver. This is
also a key component of any report-out from the workshop.
Evaluate Workshop
Evaluate the workshop from a process point of view. What worked well? What did not
work well. Are there recommendations for improvement to these workshop guidelines
to improve future workshops? Again, this can be done either via hardcopy or survey
monkey. A workshop evaluation survey already exists, and can be used either hardcopy
or survey monkey. (See Diona Malaba for help administering a survey monkey survey.)
In addition and/or in combination with a survey, it is often beneficial to run an activity to
capture what worked well and what could be improved. This increases participation.
Say Thank you

When the workshop is over, send a formal thank you to each of the presenters and to
the other people who helped make it happen.
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Workshop Best Practices Checklist

Planning:
 Determine if a workshop is needed

 Decide whether to facilitate yourself or to bring in an outside facilitator
 Define workshop objectives and expected deliverables
 Confer with Sponsor to ensure agreement on expected deliverables, and arrange for
Sponsor to enumerate them at the kickoff, and again at the midpoint of the workshop
 Plan the Agenda
 Create the invite list
 Issue a note on why workshop is being held, and what its purpose is
 Issue a “hold the date” meeting notice
 Update the “hold the date” meeting notice as details are firmed up
 Assign pre-work
 Reserve a room or venue
 Make arrangements for food & beverages
 Secure IT equipment (projector, power cords, microphone, etc.)
 Print out and assemble key information for workshop participants
 Secure materials such as brownpaper, post-its, etc. through Supply Room manager
 Think up a pertinent safety message
 Make a list of ground rules for the workshop (laptops, phones, etc.)
 Plan introductions, ice-breakers, and team building activities
 Get name “tent” cards for all participants.
 Enlist participants as speakers where appropriate
Execution:
 If using an outside facilitator, keep them on track

 Hold pre-meeting reviews
 Hold end of day summaries
 Collect end of day feedback
 Hold a Sponsor check-in session at the midpoint of the workshop
 Track progress toward expected deliverables
Closing:
 Review action items, learning’s, and key decisions

 Create report-out if appropriate, focused on the expected deliverables and how they
were accomplished
 Evaluate workshop (via survey)
 Thank participants
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Appendix 9: GE&MT Integration Management A3
Knowledge Area- Project Integration Management Org: 7/26/13, Revised 8/21/13 REV 09 Jonathan Blumel, Seth Hartline, Chris Dillick
Purpose: Define How GE&MT performs GOODYEAR processes relevant to Project Integration Management: Key Takeaways
Identifying, Defining, Combining, Unifying, & Coordinating processes and activities for a project.
Current State : Refer to Project Management Institutes’ PMBOK Edition 5 for Definitions
PMBok Notes
Process Standard (Red Text Indicates processes done to
Number Process Name Process Who varying degrees) Template
Project Dependent on project type, routing also depends on
4.1 Develop Project Charter project type
YES(4)
Manager(PM)
All
Should Review Applicable from previous
Lessons Learned Stakeholders Yes
projects
1 Develop Project
No PM
Relies on Expert Judgement of PM
PMIS
4.2 Management Plan(PM Plan)
Lessons Learned GE&MT Collection by project team Yes

2a,b Direct & Manage Project Relies on Expert Judgement of PM
Work
No PM PMIS
4.3
Lessons Learned GE&MT Collection by project team Yes
Reports on project status Vs. the PM Plan, NO Standardization in less mature areas should reduce
program level criteria for rebaselining
PMIS
burden on PM Group in maintaining the high level of
Cost: Keep all monthly Cost & Capex Forecast
Report (CCFR)'s (Project Performance we currently deliver
Monitor & Control Project No
Work
PM Mgmt
4.4 Time: Keep Original Baseline & all rescope Inform. References
baselines System) 1) Scope Revision Approval Procedure Section
Scope: Keep EO(Engineering Order), +/- only for 2) Integrated Change Control (ICCP)
Scope Changes, not a revised EO
3) GOODYEAR WORLDWIDE ACCOUNTING POLICIES
Lessons Learned GE&MT Collection by project team Yes Policy Number: 000-11-17-004 Section
Integrated Change Control Any Stakeholder Initiates, PM enforces
4) Global PMO Charter Template
(ICCP)
Yes PM procedure, Control Board reviews Log
Yes 5) Capital Project Closure Policy Section
4.5
6) Capex Playbooks Section
Scope Changes (Part of ICCP) Yes(1) PM Feeds ICCP Yes
3 TECO during Phase completion of a project no
Global Standard, variations in control over
4 Close Phase PM regional data, Relies on Expert Judgement of
PM
Verify Scope is Complete, Have examples for
EPP Gate Verify Scope PM EPP Projects, Verbal Agreement between PM
and Plant
In Progress 4.6
Capitalization Yes(2)
Project Process of Clearing CWIP, closing a project,
Yes
Accountant Establishing Assets, Starting Depreciation
Transfer all to Knowledge Management
Brainstorming Lessons Learned PM Database
Yes
Global Standard for Deadline(For closing entire

Close Project Yes(5) PM project): Includes TECO(Technical Engineering Yes
Function of PM Close-Out) & Accounting Close
158
Version 2.0
Appendix 10: GE&MT Time Management A3
159
Version 2.0
Appendix 11: GE&MT Scope Management A3
160
Version 2.0
Appendix 12: GE&MT Cost Management A3
161
Version 2.0
Appendix 13: GE&MT Communications Management A3
162
Version 2.0
Appendix 14: Global IT Project Intake Workflow
163
Version 2.0

Goodyear Project Management Playbook

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Goodyear Project Management Playbook

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Goodyear Project

THE GOODYEAR TIRE & RUBBER COMPANY

Contact Goodyear PMO ..................................................................................................xiii

About the Playbook......................................................................................................... xiv

Process ............................................................................................................................. xxi

Roles and Responsibilities in a Project: ................................................................... xxvii

Project Initiation ................................................................................................................ 1

a. Building, Construction and Equipment Scope Templates in Scope Management A3 (GE&MT) .4

PROJECT INITIATION CHECKLIST ............................................................................................. 9

Project Planning .............................................................................................................. 11

b) EPP Project Stakeholder Analysis Template ......................................................................................22

b) EPP Communications and Status Meeting templates .......................................................................51

................................................................................................................................. Error! Bookmark not defined.

PROJECT PLANNING CHECKLIST ............................................................................... 74

Project Execution ............................................................................................................ 77

Change Management Checkpoint ...................................................................................................................77

PROJECT EXECUTION CHECKLIST ............................................................................. 92

Operationalization/Industrialization and Ramp up ..................................................... 94

OPERATIONALIZATION/ .............................................................................................. 100

INDUSTRIALIZATION AND RAMP UP CHECKLIST ................................................... 100

Project Monitoring and Controlling ............................................................................ 102

ii. Process Flow ..........................................................................................................................................107

MONITORING AND CONTROLLING CHECKLIST .................................................................... 119

Project Closing .............................................................................................................. 121

a. Link to the RDE&Q Closing Process ..................................................................................................122

PROJECT CLOSING CHECKLIST ................................................................................ 129

Appendix 1: Glossary ................................................................................................... 130

Appendix 2: EPP ............................................................................................................ 133

Appendix 3: EPP for IT ................................................................................................. 135

Appendix 4: TCP ............................................................................................................ 136

Appendix 5: PCP ........................................................................................................... 137

Appendix 6: Operations Quality Checklists .............................................................. 138

Appendix 7: Sample Industrialization and Ramp Up Plans ..................................... 141

Appendix 8: Team Workshop Best Practices ............................................................ 145

Appendix 9: GE&MT Integration Management A3 .................................................... 158

Appendix 10: GE&MT Time Management A3............................................................. 159

Appendix 11: GE&MT Scope Management A3 .......................................................... 160

Appendix 12: GE&MT Cost Management A3 ............................................................. 161

Appendix 13: GE&MT Communications Management A3 ....................................... 162

Appendix 14: Global IT Project Intake Workflow ...................................................... 163

Contact Goodyear PMO

This Playbook is one of many resources available to project managers on project

About the Playbook

Audience for The Playbook

The Playbook Objective

Governance of The Playbook

 Roles and Definitions

1.1.1 Roles and Definitions

Project Management Community = group of users consisting of the project managers

1.1.2 Process Flow

1.1.3 RACI (by process step)

What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques to

PMBOK: What is it?

The PMBOK is viewed as a foundational international project management reference.

Standard IT templates can be found here.

Why Do We Need a Playbook?

A Playbook is needed to outline the standard work of project management at Goodyear

All projects are comprised of:

Using project management discipline provides a standardized approach within Goodyear

• Possess knowledge in every aspect of management

Stage Gate Processes

Project Life Cycle: