SLIDE 3
- Any assumptions means you’re unsure RISK

SLIDE 6 Project Selection Method
- Expert/Executive Opinion: founders vision (apple: keeping it unwraps, mainly company dictates product oppose to customer dictating)

Slide 8
Q-Sort: 5 categories by the end with best of list for 5 categories: top, good, fair…
Many times ignore bottom ideas
Decision Tree: use selection factor based on yes/no
Usually only one converges at the end
Profile model: one side have projects listed, other side state all the requirements and if project meets them or not

Slide 9
Accounting Models: create market with great products, allow these models to be circumvented

Slide:10
Selecting projects is like selecting stocks
Some people are indecisive because they always want to look into more information to make the decision
Need to make the decision when you feel you know enough info (obtain a certain confidence level)
Delay in opportunity also a risk

Slide 11
When new to company projects are assigned to you
Overtime, after proving yourself, you’ll be able to select
Best managers develop people’s strengths, bc naturals will always be better than those weak in the area. Why develop the weakness of others, let them shine
Develop the strengths to the point where you don’t have to worry about the weaknesses (Tiger Woods is horrible in the sand trap, so he hits it away from them so avoid them)
If project not visible, promote it and market it internally so it gains visibility
Projects in trouble, you either succeed and you’re the savior, if it fails you have the past management as the scapegoat
More flexibility means your ideas come out because it isn’t all laid out for you
Negotiate: get resources you need (people, equipment…) to see how much management will do to make project successful
If doesn’t go out of his way, not necessarily high priority
Creates exit