Spreadsheet: 267583d1380117082-how-to-simultaneosly-show-a-subset-of-cells-based-on-any-one-of-the-cells-in-the-subset-sample-sheet-for-forum
Sheet: Assessment

Item # | Criteria | Question ID | N1 | N2 | N3 | N4 | N5 | Related Group | Related Criteria Scoring Conflict | Base Score | Exceeds? |  | Notes:
1.1.1 | Projects are usually identified and selected before a team is formed. This is because, in most organizations, those associates responsible for selecting projects are generally different from those who actually execute the project. Understanding who the project “sponsors” are will help the team know how best to approach the project. | Q1 | ab | a | a | a | 1 |  |  |  |  |  | Artificially highlighted three groups in column I |  | Dependencies |  | 1.2.1 Q2 | 1.2.2 Q2 | 1.2.2 Q3 | 1.2.3 Q1 | 1.2.3 Q2 | 1.2.3 Q3 | 1.3.2 Q1
 |  | Q2 | 1 | 0 | 0 | 1 | 0 |  |  |  |  |  | Note that there are currently formulas to name a cell as a group based on columns J, K & L ("NG" means "no group" (these will have to be counted & possibly filtered later, hence why they get an ID) |  | 1.2.1 Q2 | Parent | [NAME]
1.2.1 | Projects are a response to a need for some type of change.  In the most general terms, projects result from perceived gaps or opportunities that need to be addressed. These will either be (1) gaps associated with one or more specific processes, or (2) will be opportunities associated with either an existing process or a process that the project team will need to create. In constructing the story of their project, this is the point at which a team needs to specify whether they are a problem-solving team that is addressing a gap by identifying and eliminating root causes or a process-improvement team that is improving an existing process or creating a new one. NOTE: Throughout the rest of the criteria, there will be references to root causes and improvement opportunities. In responding to criteria items, the team should strive to be internally consistent as to whether they are a problem-solving or a process-improvement team. | Q1 | ab | 1 | 1 | a | a |  |  |  |  |  | G01 row 14 has enhanced formulas that force it to show based on row 13 issues.  I created a circular reference by enhancing all the formulas before. |  | 1.2.2 Q2 | Parent |  | G2
 |  | Q2 | 1 | 0 | c | a | bc |  |  |  |  |  | I would love to simplify all of these special formulas by using a matrix tht shows how they are related, but I'm not sure how to do this.  See dependencies to right for these three groups.  Remember that there are 10 groups overall. |  | 1.2.2 Q3 | 1.2.2 Q2 |  | G2
 |  | Q3 | 1 | 0 | 0 | 0 | 1 |  |  |  |  |  |  |  | 1.2.3 Q1 | Parent |  |  |  | [NAME]
1.2.2 | Most organizations have more gaps and opportunities than they have the resources to address them. In order to help with project selection, the potential impact of the gaps or opportunities must at least be estimated. Those selecting the project should have an explainable approach–possibly including the use of tools–that will form the basis for their decision. The approach and any supporting data used for the estimate must be appropriate for the project and identified gap. | Q1 | 1 | c | c | c | a |  |  |  |  |  |  |  | 1.2.3 Q2 | 1.2.1 Q2 & 1.2.3 Q1 | [NAME] |  |  | [NAME] | [NAME]
 |  | Q2 | 1 | 1 | 1 | 1 | 1 |  |  |  |  |  |  |  | 1.2.3 Q3 | 1.2.3 Q2 |  |  |  |  | [NAME]
 |  | Q3 | 1 | a | 0 | a | a |  |  |  |  |  |  |  | 1.3.2 Q1 | Parent |  |  |  |  |  |  | G3
1.2.3 | In order to gain support, identified gaps need to be defined in business terms that relate to local or organization-level goals, performance measures, and/or strategies. The “gap” expresses the difference between where the organization is and where it wants to be. | Q1 | 1 | 1 | c | 1 | c |  |  |  |  |  |  |  | 1.3.2 Q2 | 1.3.2 Q1 |  |  |  |  |  |  | G3
 |  | Q2 | 0 | 1 | 1 | a | 1
 |  | Q3 | 1 | 1 | 0 | 1 | 0
1.3.1 | Once a project is identified, the next critical step is selecting appropriate resources for the project. Of primary concern is identifying stakeholder groups: those who are suppliers to and customers of the targeted portion of the organization, as well as those working in the targeted area. | Q1 | 1 | c | c | c | a
 |  | Q2 | 1 | 0 | 0 | 0 | 0
1.3.2 | In the context of both the process area and the project needs, the team must be composed of a mixture of those with process knowledge and technical skills relevant to the project work. In addition to process stakeholders, it is important to determine if additional skill sets and/or resources are needed for the project to succeed. | Q1 | 1 | 1 | 1 | 1 | 1
 |  | Q2 | 1 | a | c | a | c
 |  | Q3 | 1 | a | a | a | a