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Mechanical Engineering DepartmentSenior Design Project

Effective Project Teamsand

Project Management Tools and Techniques

Terry RussellOU ME Advisory Board Chairman

Ten Common Group Problems1. Floundering

2. Overbearing participants

3. Dominating participants

4. Reluctant participants

5. Unquestioned acceptance of opinions as facts

6. Rush to accomplishment

7. Attribution

8. Discounts and “plops”

9. Wanderlust: digression and tangents

10. Feuding members

Nine Ingredients for a Successful Team

1. Clarity in team goals

2. Use of the scientific approach

3. Clearly defined roles

4. Clear communication

5. Beneficial team behaviors

6. Well-defined decision procedures

7. Balanced participation

8. Established group rules

9. Awareness of the group process

• Each person is worthy of being treated with respect.

• Conflict can be managed to support win/win solutions.

• Disagreement is normal and a natural part of communication between any two people.

• Feelings should be dealt with as “facts” for the purpose of understanding the otherperson.

• Feedback should be given when requested or solicited (especially if critical).

• Members receiving feedback should feel free to ask any question they have concerning the feedback they receive.

• You can reject what the person says without rejecting the person.

• Dumping may feel good, but it rarely leads to improved communication between people and should be avoided.

• Rigid value positions and critical character judgments prevent good communication.

• A willingness to consider new information, input and an openness to be persuadedto another way of thinking, acting, etc., is necessary if high level consensusdecisions are to be reached.

Values & Beliefs That Support GoodCommunication in Work Teams

ADECISIONNEEDS TO BEMADE

AUTOCRATIC

AUTOCRATICWITH INPUT

COOPERATIVEWITH MEETING

CONSENSUS

Decision-maker getsInformation(not suggestions)from Individuals then makesthe decision. One on one.

Problem is shared with wholegroup; collective suggestions

are asked for; thedecision-maker makes thedecision. Must explain thedecision back to people.

COOPERATIVE

The problem is shared withIndividuals not as a group;suggestions are asked for,then the decision-makermakes the decision. No

meeting

Problem is shared with thewhole group; the decision is

based on consensus.

Decision is made alone by the decision-maker

Decision Tree

Decision Tree (cont.)Questions to consider in the choiceof a method for making decisions

1. Is one decision more likely to produce results than another, or will any do, as long as something is decided?

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

3. Does the success of the decision depend upon acceptance by the group? (If yes, drive for consensus)

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

5. Can the members be depended upon to put the interests of theteam ahead of self interests? (If no, consensus couldbe difficult).

Agree on Decision-making methods as a team ground ruleAgree on Decision-making methods as a team ground rule

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

Team Operating Procedures

Team Operating Procedures To SpecifyAgenda:Attendance:Meetings:Decision Process:Minutes andReports:Leader Role:

Behavioral Norms:Confidentiality:Guests:Meeting Audits:Facilitator:Conflict:Recommendations,Suggestions:Commitments OutsideMeetings:

Who sets? When published? Input invited, etc.Excused absences, handling latecomersTimes, frequency, placeConsensus? Collaborative? Majority?Select a recorder, how? How are minutes approved?Where posted? Who types them? How are they distributed?How is it defined? How is leader selected? Expectations of theleader.Listening, interruptions, giving and receiving feedback, empathy.What goes outside the group?How are they invited? How excused?How frequent? Who is responsible?How selected? Expectations?Expected? How managed?How initiated? How routed? Who is informed?

Expectations for follow-through on commitments forstudies, information, data analysis, word processing, etc.

Example: Meeting Procedures and Ground RulesTeam leader will monitor and control meeting to assure members haveability to participate without interruption. Minimal cross talk will be permitted and domination by any group of members is prohibited. Teamrecorder can interrupt for clarity.

Team members are expected to:• Be honest, open and caring.• Come prepared to fully participate.• Be prompt.• Honor confidentiality.• Notify team leader of impending

absencesNo substitutes permitted.

Meeting Logistics• Meeting will be scheduled in advance as to date,

time, and location, and be scheduled to allowsufficient time for member preparation.

• Meeting will start on time.• No smoking permitted in meeting room.• Refreshments to be provided and accessible

during meeting.• Maximum meeting length to be announced.

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

Example: Meeting Procedures and Ground Rules(cont.)Conduct of Meeting• 70% of member attendance is required for a quorum.• Agenda to be review at start of meeting.• Role of team leader, facilitator, recorder, timer are to be recognized and

respected.• Breaks to occur at a minimum of every 90 minutes with desired intervals of

60 minutes.• Evaluate meeting at end for improvement ideas.• Respect all input from members.• Sense of humor is OK and fun is desired.• OK to disagree• Team consensus to be used to resolve issues.• Action items. to be clearly defined with identified responsibilities.• Feedback is at the option of the member.• Process checks will be conducted at a frequency determined by team leader

and members.• Seven-step model is desired approach to problem solving and process

improvement.

Social Interaction is Desired

A Meeting is a Processthat Can be Improved

MEETING PROCESS MEETING MANAGEMENT TOOLS

CONDUCTING

EVALUATING

PLANNING

ENSURING FOLLOW-UP

MEETING PLANNING SHEET AND AGENDA

AGENDA

ACTION REGISTER

PROCESS CHECK

Example Meeting AgendaTeam: EDCP ImplementationDate: September 10, 2007Time: 11:00 a.m.-12:00 p.m.Location: Evendale: ESD&I Conference Room Lynn: Paula Wright’s OfficeRoles: Leader: Mike Smith

Facilitator: Tim Jones

AGENDA ITEM DESIRED OUTCOME TIMEALLOTTED

WHORESPONSIBLE

1. Agenda Review Consensus on agenda 11:00-11:05 Tim

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

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

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

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

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

7. Adjourn 12:00

Put Team Meeting Agendas in this FormatPut Team Meeting Agendas in this Format

Example Action RegisterTeam: EDCP ImplementationDate: September 10, 2007Team Leader: Mike Smith

ActionItem

Is Going To Do What? When Completed

1. J. Martin Discuss PCB Operation 05/02

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

3. M. Moore Set up training team review of GCRB Team 05/02building concerns with G. Villena and D. Newcomb

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

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

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

Review module

7. T. Kinne Integrate Lynn LM1600 Quality System Review with 05/23P. Wright activities of Roger Pfalzgraf Team

8. T. Russell Work with Al Parker to integrate ISO9000 06/30requirements into EDCP checklists

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

StatusWho

Circle the number of each dimension which reflects your rating of the group process.

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

ON-TRACK

PARTICIPATION

LISTENING

LEADERSHIP

DECISION QUALITY

FUN

No agenda or didnot follow the agenda

A few key membersdominating and somemembers not participating

More than one persontalks at a time; repetitions,interruptions, and sideconversations

No attempts to bring the team back on track and encourage equalparticipation

Team decisions wereinferior to individual assessments

Followed the agenda -no digressions

Everyone contributes andis involved in teamdecisions

One person talks at a time;clarifying and building of ideas

Team leader and team intervene to keep the teamon track and activelymanage equal participation

Team expertise and decisions were superior to individual judgments

Team Process Check

Project Management Tools and Techniques

ScorecardsProject PlanRisk Rating CriteriaRisk Management Process

ScorecardsDisplay of Project Quantifiable Measurements in Visual Form

Initiated at Beginning of Project

Used to Track Project Progress to Defined Goals over Time

Provide Project Reviewers Quick and Efficient Tracking Ability

Used During Reviews Throughout ProjectDuration

A Good Set of Scorecards Displays Key Project Challenges, Requirements,

Schedule and Cost Goals; and the Team’s Progress to the Goals

A Good Set of Scorecards Displays Key Project Challenges, Requirements,

Schedule and Cost Goals; and the Team’s Progress to the Goals

• Critical To Quality Characteristics (CTQs)

• Project Cycle Time

• Error Free Processes

• Cost and/ or Cost Reduction

• Program Risks

• Others....

Scorecards Should Be Related to:

3880

3900

3920

3940

3960

3980

4000

4020

4040

Aug-07

Oct-07

Dec-07

Feb-08 Apr-

08

Jun-0

8

Aug-08

Oct-08

TIME

ENG

INE

WEI

GH

T IN

LB

S

WEIGHT RISK ABATEMENT

-129 AVG.

LCBF ROTOR

CIP EXHAUSTNOZZLE

REDUCED DRAG NOZZLE

TECH REQUIREMENTS

REVISED TECH REQUIREMENTS

FRONT FRAME(BLADE OUT)

T25 SENSOR

RADIAL AUGMENTOR

FUEL DELIVERY SYS. DP REVISIONFOR BLADE OUT

COMPOSITE FAN DUCT-$5K

CHEM MILL+ $8K

EJECTOR NOZZLE

Engine Weight Scorecard

NPI PROJECT TITLENPI PROJECT TITLE

Design Develop Validate Produce & Support

Key ElementsKey Elements

1098764321

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

5

NPI Team MissionNPI Team Mission

+ Need identified for NPI Process.

+ Establish Senior Leadership Team.

+ Identify Leadership Team.

+ Establish NPI Team.

+ Evaluate business impact.

+ Define initial program requirements.

+ Conduct Tollgate 1 review.

+ Define key technical requirements.

+ Brainstorm issue.

+ Develop risk assessment criteria.

+ Finalize alternative approaches (strategy).

+ Identify manufacturing approaches.

+ Perform risk assessment

+ Prepare prelim. program plan


+ Expand team membership.

+ Begin risk abatement plans.

+ Generate preliminary approach.

+ Obtain stakeholder feedback and review approach as required.

+ Review Tollgate 3 checklist.


+ Establish program strategy.

+ Communicate status of program direction.

+ Define detailed customer requirements.

+ Initiate QFD to identify top-level CTQs.

+ Prepare detailed proposal/ program plans.

+ Obtain customer buy-in.


+ Finalize technical requirements

+ Update business and technical plans.

+ Identify NPI metrics.

+ Establish launch requirements.

+ Confirm funding, participants, and facilities available.


Launch

Percent OverallNPI ProgramComplete

Percent TollgateChecklist ItemsComplete

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

The basic chart shown here and the activities included under each tollgate are to be adapted by each NPI Team to suit the mission and deliverables of the team.

Idea Strategize Get ConsensusFeedback Prepare LaunchPrepare detailed plan

PROJECT TITLEPROJECT TITLE

Develop Validate

Key ElementsKey Elements

109876431 5

Team MissionTeam Mission

+ Launch program.

+ Refine critical path elements/ schedule.

+ Identify CTQs.

+ Initiate concurrent detail design & manufacturing process planning.

+ Hold detailed design reviews.

+ Finalize detail design/test definition.



+ Procure/manufacture hardware.

+ Validate process capability.

+ Finalize detailed cert/ qual test plans.

+ Prepare test hardware.



+ Complete component tests, engine, and flight testing as required.

+ Confirm all program requirements are met, and complete documentation.

+ Obtain customer/ agency approval.



Percent OverallNPI ProgramComplete

Percent TollgateChecklist ItemsComplete

+ Review producibilitydata.

+ Review field data.

+ Identify ongoing improvements.

+ Hold periodic Tollgate 10 reviews.

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

Tollgate Completion StatusScorecard

Propose -

+ Issue launch documents.

+ Identify critical path elements.

+ Finalize best options.

+ Finalize manufacturing processes.

+ Identify design review schedule.


+ Conduct Tollgate 6review.

Tollgate Completion Schedule

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

Project Plan

Documents Activities Required for the Execution

and Control of a Project

Provides Precise Details on What Needs to be Done,

When it needs to be Complete, What it will Cost,

and Who is Responsible to Keep Project

Participants Informed

Project Plan Advances a Product from Generation of Product Idea Through

Transition into Continuous Operations

Project Plan Advances a Product from Generation of Product Idea Through

Transition into Continuous Operations

Value of the Project Plan

• Provides Project Completion Date Based on Logical Flow of Work and Duration of Work Tasks• Provides Early Warning for Quick Intervention of Problems• Allows Teams to Assess the Impact of Problems and Make Necessary Adjustments to the Project Plan• Allows for the Recording and Tracking of Risk Abatements• Provides the Project Team with a Vehicle for Consistently Communicating Project Status with Business and Customer

THE CRITICAL PATH - A sequence of activities in the network having the longest total duration of the project. Activities along the Critical Path have zero or negative slack/float. The Critical Path can be shown on any type of network and/or Gantt Chart.

Critical Path Schedule Method

Facilitates all functions understanding how and when they interact with one another

Allows teams to focus on the process and make improvements from a common understanding of what the process is

Allows and facilitates early involvement of suppliers/manufacturers in the design stages

Facilitates risk assessment/ abatement based on knowledge of theprocess:

Helps eliminate missed, redundant, inconsistent analysis and/ oreffort

When teams meet, the critical path schedule provides a focal point for agenda items

Helps teams manage their own processes and provides a tool for reducing cycle and establishing best practice templates

Links with Team Concept

Example Critical Path Schedule(Microsoft Project)

ID Task Name1 538185/6 (Aero/Mechanical Test)

2 583185/7 (Aero/Performance Test)

3 538185/7B (Radial Aug Demo test)

4 Qualification Program Definition

5 538185/8 (Aeromech. Checkout @ Even

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

7 538185/9 (Perf/Oper Qual-100 Hrs)

8 538192/3 (Endurance Qual-4300 TAC)

9 LCBF Component Tests

10 Radial Augmentor Component Tests

11 Qualification Reports to USAF

12 USAF Agreement on Reports

13 Qualification Complete

14 Support Equipment Dev't

15 Repair Development

16 Tech Data Definition

17 Deliver 1st EFE Flt Test Eng & Spare

18 EFE Flight Test Program

19 EFE Production Engine Deliveries Start

11/6 2/29

6/22 10/8

11/22 1/10

5/2 9/24

2/1 3/1

3/2 6/30

2/10 4/12

3/10 8/25

12/2 9/16

1/1 6/30

8/26 10/27

10/28 12/8

12/9

9/1 4/1

1/1 12/31

7/1 11/3

6/30 7/31

8/1 5/31

5/30

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q41995 1996 1997 1998 1999 2000 2001 2002

The probability of an undesirable event occurring and theimpact of that event to the project or program

What is Risk?

Risk Management ProcessTechnique Used to Manage Negative Events that

Could Occur in the Execution of a ProjectProvides Valuable Information to the Business and

Customer for Reducing Risks Involved in Changing a Project

Specifies Early in the Project What is Needed to Reduce Risks to an Acceptable Level

Initial Identification, Quantification and Prioritization of Risk Statements at Beginning of Poject

Risk Abatement Plans are Monitored Throughout the Project

The Purpose of Performing the Risk Management Process is to Identify all the Events that Could Prevent Project

Team Success

The Purpose of Performing the Risk Management Process is to Identify all the Events that Could Prevent Project

Team Success

What is The Value of Using The RiskManagement Process?

Reduces overall program costs and schedule impact by stimulating up-front team planning to reduce or eliminate program risk

Allows business to formally share in the risk decisions

Some customers require it

It increases customer confidence in our ability to identifyand manage risks

Risk Rating Criteria

Start of Risk Management Process

Guidelines for Judging Risk Items so that Risks can be Rated from High to Low

Removes Uncertainty from the Risk Impact Evaluation and Ensures Teams are Rating the Risk Items Consistent with Leadership Risk Tolerance

Developed by Faculty and Project Team

Establishing Definitions of High, Medium and Low for Probability and Impact

Ratings is the Most Important Outcome of Risk Rating Criteria Development

Establishing Definitions of High, Medium and Low for Probability and Impact

Ratings is the Most Important Outcome of Risk Rating Criteria Development

Risk Rating Criteria

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

Probability that Risk Issues will Occur:

High Likely occurrence to happenMajor uncertainties/unknowns exist

Medium Unlikely to occur but could Significant uncertainties exist

Low Very unlikely to occurAlmost no uncertainties exist

Example of Risk Rating Criteria

Impact of Risk on Project MissionManufacturing Process Improvement Project

TECHNICAL REQUIREMENTS

SCHEDULE COST

HIGH RISK

MEDIUM RISK

LOW RISK

Implementation of Improvements that Exceeds the 9 Month Schedule by 6 Months

Implementation of Improvements that Exceeds the 9 Month Schedule by 3-6 Months

Implementation of Improvements that Meet the 9 Month Schedule

Implementation Costs that Exceed Target Cost by $50K

Implementation Costs That Exceed Target Cost by $25K to $50K

Implementation Costs Less than $25K or Meets Target Cost

Implementation of ProjectImprovements RequireMajor Re-Design andModifications

Implementation of ProjectImprovements Require Some Significant Re-Design and Modifications

Implementation of ProjectImprovements RequireMinor Re-Design andModifications

Risk Prioritization MatrixP

roba

bilit

y

H

M

L

H 3 6 9

2 4 6

1 2 3

ImpactL M H

HighRisk6 - 9

MediumRisk3 - 4

LowRisk1 - 2

Risk Rating = Probability x ImpactRisk Rating = Probability x Impact

Key Steps of the Risk Management Process

1. Identify Risk Rating Criteria

2. Obtain Agreement on Risk Rating Criteria

3. Develop Risk Statements and Combine into Logical Risk Categories

4. Quantify the Risk Statements

5. Select Risks Needing Abatement

6. Define and Document All Needed Risk Abatements

7. Prepare Risk Management Summary Report

8. Obtain Approval of Risk Abatement Plan

9. Track and Monitor Risk Abatement

10. Identify and Evaluate Additional Risks

11. Communicate Risk Management Status

Potential Risk Issue Examples

Technical program requirements have not been definedAssigned technical team lacks experienceNew or unfamiliar technical approach has not been definedNew suppliers lack of technical experience will cause delaysInadequate technical analysis methods will cause problems

Little or no recovery time in the schedule will cause delaysResources or technology not available in time Schedule of tasks has not been communicatedLittle or no recovery in the budget will cause cost constraintsChanging requirements will increase costsMissed schedules will increase costsPoor process capability will impact parts and inspection cost

Risk Abatement Plan

Develop the Abatement (Risk Reduction) Plans for the High or Medium Rated Risks as Identified

For Elements of High Risk Consider the Following:Assure that if implemented, the risk level of associated element isreduced to medium or lowThe risks are documented on the Risk Report MatrixThe Risk Abatement Plan is writtenResponsibility for the risk plan implementation, measurement,tracking and documentation is identified and included in the Critical Path ScheduleIf no effective abatement plan can be identified consider droppingthe project

For Elements of Medium Risk Consider the Following:Create a Scorecard to monitor the risk over time.The NPI Project team will decide if a Risk Abatement Plan is required

Risk Abatement Plans

Technical Abatement Plan Examples:

Clarify and strengthen the technical requirements. Be very specific

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

Involve manufacturing sources early in the design/mfg. process

Conduct producibility studies early

Identify and provide technical tools that increase productivity

Conduct Concept Reviews

Implement a technical freeze and technical change process

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

Conduct periodic technical reviews tied to milestones


Schedule Abatement Plan Examples:

Include the duration of Technical Abatement Plans in the CriticalPath Schedule. Negotiate additional schedule relief as required.

Strengthen and clarify the definition of tasks, milestones, anddeliverables

Implement formal schedule freeze and schedule change process

Schedule critical resources and technology within acceptablewindows of the Critical Path Schedule

Define and implement periodic supplier reviews. Ensure that suppliers are utilizing adequate scheduling and monitoring tools. Include suppliers as part of the scheduling, design, and team

Evaluate serial vs. parallel task; increase resource levels performing the tasks


Cost Abatement Plan Examples:

Include the cost of Schedule and Technical Abatement Plans in thebudget baseline; negotiate a new budget if required

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

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

Get commitments that control or stabilize cost benefit assumptions

Decrease technical scope; reduce and manage cost via earned value management methods; conduct periodic cost performancereviews

Use Design to Cost and/ or Target Costing methods

Risk Rating :(P*IT)+(P*IS)+(P*IC) = T

Probability of Event: 3

Impact on Technical

Impact on Schedule

Impact on Cost

Total Score

Abatement PlanCost (9-6)Schedule (9-6)Technical (9-6)

Approach:

Deliverables & Date(s):

Status: (R, Y, G)EffectivenessProgress

Owner:

Risk Category :Lack of Plan

Risk Issue :

Cause of Risk :

Late hardware deliveries will delay assembly and test schedules

Changes as a result of program changes, process capability, supplierselections, or cost reduction

1 3 1 15

Senior Design Project Team

Complete program CPS planning up front, select suppliers early and weigh project changes against cost and schedule impact

• Program plan by 1 October 2008• Supplier selection by 15 November 2008• Project change process defined by 22 November 2008

Y Y(3x1) + (3x3) + (3x1) = 15

Risk Example

Program Risk Scorecard1000

900

800

700

600

500

400

300

200

100

0

SC

OR

E

TOPS DOWN RISKASSESSMENT COMPARINGONLY NEW FEATURES

FIRST BOTTOMS UPRISK ASSESSMENTLOOKING AT MORETHAN NEW PORTIONS

BOTTOMS UP ASSESSMENTCLEANUP BY NPI TEAM LEADERS TEMPERATURE PROFILE

& STG 1&2 DISK LCF ADDED

~ 7 NEW RISKS ADDED

TMF

FETT

NEW RISKSCEO REVIEWS

SETT

PRODUCTION

A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O

ASSESSMENT

TG 6 PLAN

2004 2005 2006