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THE GOODYEAR TIRE & RUBBER COMPANY

Goodyear Project

Management PlaybookStandard Work for Project Management

Version 2.2 – Updated November 17, 2014


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Version 2 – December 16, 2013 Project Management Playbook

Version 2.0

Contains confidential and/or proprietary information. May not be disseminated without express written consent o f The Goodyear Tire & Rubber Company

v

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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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 projectmanagement methodologies. Templates associated with each stage will be providedthroughout the playbook. However, many other tools and templates, including samplerisk assessments, business cases, and Gate Documents are available at the GoodyearPMO SharePoint site or by contacting the Goodyear PMO.

mailto:[email protected]:[email protected]://corp-lite.goodyear.com/departments/globalops/gpmo/pmoresources/Shared%20Documents/Forms/By%20Stage.aspxhttp://corp-lite.goodyear.com/departments/globalops/gpmo/pmoresources/Shared%20Documents/Forms/By%20Stage.aspxhttp://corp-lite.goodyear.com/departments/globalops/gpmo/pmoresources/Shared%20Documents/Forms/By%20Stage.aspxmailto:[email protected]:[email protected]:[email protected]:[email protected]://corp-lite.goodyear.com/departments/globalops/gpmo/pmoresources/Shared%20Documents/Forms/By%20Stage.aspxhttp://corp-lite.goodyear.com/departments/globalops/gpmo/pmoresources/Shared%20Documents/Forms/By%20Stage.aspxmailto:[email protected]


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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 theirtime on projects at Goodyear; Program Managers, Project Managers, Sponsors, TeamMembers that work on any level of a project. This Playbook assumes the reader has ageneral 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 processconsists 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 PlaybookIntegration Team.

To request a revision to the Playbook, please contact the Knowledge Manager in theGoodyear 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.

R e q u e s

t o r

P i t M a s

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A u t o m a

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G l o b a l P

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C o m m i

t t e e

1.0 Playbook user has idea

approved by funcition

Vett idea with local

PMO

2.0 Electronic Change request

Complete the

electronic change

form

3.0 Pit master gets the CRF

Review intakes, assess

viability, schedule it

review

3.1 Complete the CRF

Complete disposition

field in CRF and change

status to rejected

3.2 Rejected CRF

Rejection notification

sent to affected

parties

3.3 External Process - TBD

Escalation process to

be defined

4.0 Change Control Meeting

Pit discusses and

catagorize the changerequests

4.1 Change rejected



status to rejected

4.2 Rejected CRF


sent to affected

parties

4.3 External ProcessEscalation process to

be defined

5.0 Pit communicates to Steer Co

Prepare and send pre

meeting

communications

6.0 Playbook steer co mtgPredetermine and save

the date with steer co

Meets to hear the

presentation

6.1 Document and change



status to rejected

6.2 Notify


sent to affected

parties

6.3 Escalation Escalation process tobe defined

7.0 Annual ConsolidationPlaybook revisions

complete

7.1Publish new playbookPlaybook revisions

released


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What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques tomanage activities and resources organized under the direction of a Project Manager todeliver enterprise value.

Having a standard for terminology, concepts, and activities prevents misunderstandingsand increases the efficiency of project management in the organization. Standardizedlanguage, where members of the organization use the same words, with the samemeaning drives a consistent understanding of project management. Active use andsupport of a common project approach allows for movement of staff between projects aseach project manager is applying similar tools and techniques to plan and manage projectwork. Ultimately, this best practice approach drives accountability and promotes projectsuccess.

Not all projects will use all available project management activities. Large, complexprojects require a more rigorous application of project management processes than small,

well-defined projects with readily achievable goals. A good project managementmethodology 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 astandard framework in place shortens this learning curve. The application of appropriateknowledge processes, skills, tools, and techniques can have a significant impact onproject 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, andaccounting, 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 andcertifications rely heavily on this guidebook. As a foundational reference, this standard isneither 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/ProjectManagers and Team Members to utilize as they navigate their way to successful projectresults.

The standards outlined in this Playbook are not meant to be applied uniformly across allprojects. This guide should be “right-sized” and applied as needed and where appropriatebased on the type and complexity of the project.

Many tools or templates associated with referenced EPP standard processes havebeen 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 yourproject, please contact us to discuss further.

http://corp-lite.goodyear.com/departments/it/pmo/IT%20Project%20Management%20COE%20Documentation/Forms/Category.aspx?RootFolder=%2Fdepartments%2Fit%2Fpmo%2FIT%20Project%20Management%20COE%20Documentation%2FTemplates&FolderCTID=0x0120005B7C13433606094585326446ECEB2050&View=http://corp-lite.goodyear.com/departments/it/pmo/IT%20Project%20Management%20COE%20Documentation/Forms/Category.aspx?RootFolder=%2Fdepartments%2Fit%2Fpmo%2FIT%20Project%20Management%20COE%20Documentation%2FTemplates&FolderCTID=0x0120005B7C13433606094585326446ECEB2050&View=http://corp-lite.goodyear.com/departments/it/pmo/IT%20Project%20Management%20COE%20Documentation/Forms/Category.aspx?RootFolder=%2Fdepartments%2Fit%2Fpmo%2FIT%20Project%20Management%20COE%20Documentation%2FTemplates&FolderCTID=0x0120005B7C13433606094585326446ECEB2050&View=http://go.goodyear.com/departments/rdeq/functions/pmo/templates.htmlhttp://go.goodyear.com/departments/rdeq/functions/pmo/templates.htmlhttp://go.goodyear.com/departments/rdeq/functions/pmo/templates.htmlhttp://to/departments/gemt/cpfe/GEMT_PM_Process/Wiki%20Pages/Home.aspxhttp://to/departments/gemt/cpfe/GEMT_PM_Process/Wiki%20Pages/Home.aspxhttp://to/departments/gemt/cpfe/GEMT_PM_Process/Wiki%20Pages/Home.aspxmailto:[email protected]:[email protected]:[email protected]:[email protected]://to/departments/gemt/cpfe/GEMT_PM_Process/Wiki%20Pages/Home.aspxhttp://go.goodyear.com/departments/rdeq/functions/pmo/templates.htmlhttp://corp-lite.goodyear.com/departments/it/pmo/IT%20Project%20Management%20COE%20Documentation/Forms/Category.aspx?RootFolder=%2Fdepartments%2Fit%2Fpmo%2FIT%20Project%20Management%20COE%20Documentation%2FTemplates&FolderCTID=0x0120005B7C13433606094585326446ECEB2050&View=


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Why Do We Need a Playbook?

A Playbook is needed to outline the standard work of project management at Goodyearand 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 projectmanagement be used that includes the right People, Process and Tools. This concept isthreaded throughout the Playbook, and the Chapter’s focus on the right People, Processand Tools is identified at the beginning.

All projects are comprised of:

1. People2. Processes3. Tools

The purpose of this playbook is to provide standard work for a Project Manager thatincludes:

People: Inform Project Managers about Effective Project Management skills and

Competencies.

Processes: Provide standard work for Project Managers to lead projects through theStage Gate Process (eg: EPP, PCP, TCP).

Tools: Provide tools and techniques to manage projects effectively to satisfy keystakeholders.

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People

Using project management discipline provides a standardized approach within Goodyearto run projects at all levels. It facilitates a common understanding and enhancescommunications between team members, Project Managers and other key members inthe 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 latersection.

____________________________________________________________

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 ofKnowledge (“PMBOK”)®. These two methodologies are combined in this Playbook asStandard Work for optimal project success.

The Project Life Cycle is often the common process approach to managing projectseffectively. According to the PMBOK, Project life cycles occur in one or more phases ofa product, service or result. “When phases are sequential, the close of a phase ends withsome 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 changeor 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 tobe segmented into logical subsets for ease of management, planning and control. Thenumber 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 $10Mand/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 projector PCP if they are an applied project.

Let us review what happens in each PMBOK process group and why they are importantand iterative in practice.

Project Initiation Phase is the first phase in the Project Management Life Cycle, as itinvolves 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 completethe work that needs to be accomplished. It is critical that a suitably skilled team isassigned to clearly define scope in order to have a quality scope, estimate and executionplan.

Project Planning Phase is the second phase in the project life cycle. It involves creatinga set of plans to help guide the team through the execution and closure phases of theproject. 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 resourcesand supplies to ensure that the project is delivered on time and within budget. Theplanning 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 Executephase, the physical project deliverables will be created and presented for approval. Forexample, if the project was to “build a cake”, the execution phase would be the actualmixing of the ingredients, baking and decorating of the cake. The Project ExecutionPhase 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 closemonitoring 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 includesorganizational 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 thisphase, the project is formally closed and a report detailing the benefits achievedcompared to what was expected to be achieved in the business case is created anddisseminated. Project Closure involves handing over the deliverables to the operationsteams, closing out financial records, releasing the project team and informingstakeholders of the closure of the project. After the project has been closed, a PostImplementation Review is completed to validate the project’s success and captureLessons Learned.

Goodyear’s Stage Gate Processes

Find out more about the Enterprise Program Process (EPP) that is used with GoodyearPMO in-scope projects (projects over $10M and/or having significant impact) in Appendix2.

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 Appendix4.

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 organizedto define the standard work that should be followed for each of these five majortypes of projects, along with the slight differences required by function withinthese projects.


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The five project types are:

Each Chapter in this Playbook contains four sections:

1. The Process Identification is a color-coded series of arrows that identifies whichproject management process is being discussed.

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 currentlybeing 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 specificproject type requirements to help guide the reader.

4. Process Checklist: At the end of each chapter, a checklist is provided for all activitiesto be completed within the process.

IT Systems andApplications

Projects

• Using EPP:

• AP IT• Corporate IT• EMEA IT• LA IT• NA IT• RDE&Q IT

RDE&Q InnovationProjects

• Using TCP:

• FundamentalProjects

RDE&Q ProductDevelopment

Projects

• Using PCP:

• Applied Projects

Business ModelTransformation

Projects

• Goodyear PMO in-

scope projects usingEPP• Procurement

projects

BuildingConstruction and

Equipment Projects

• GE&MT projects

Initiation Planning ExecutingMonitoring

andControlling

Closing


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THE “PEOPLE”

IN PROJECT MANAGEMENT

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Roles and Responsibilities in a Project:


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PERSONAL EFFECTIVENESSIN 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

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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. Problemsneed 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 t o see Goodyear’s Leadership Traits in action is through projectmanagement. 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 decis ions 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.

T YPES OF PROJECTS

Projects are generally initiated by the sponsor. When initiating a project it is important toensure 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

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

Initiation Planning Executing MonitoringandControlling

Closing I II III IV V

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Project Initiation Step II: Create Scope

1.2.2 Create Scope

Project scope is like building an agreed upon boundary around the project that clearlydocuments 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 Checkpo int

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.


andControlling


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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

1.2.3 Initial Project Workforce PlanIdentify 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


andControlling


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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

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


andControlling


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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