<P> The funnel filters the broadest range of opportunities and ensures that all priority sectors are represented . The process must be unbiased and lead to a choice of resources that maximizes return . When selecting which opportunities to filter through the process, users should be aware that initially, there are no bad ideas or limits . The unviable alternatives will be filtered out using the phase--gate model . Rigorous screening must be applied to focus on the initiative . The business can examine the merit of each initiative before deciding to dedicate resources to the project . The business will have the option to implement three decisions at a gate such as advance, rework and kill the project . Perhaps the greatest challenge that users of stage and gate processes face is making the gates work well: as go the gate, so goes the process . This will help prevent the firm from wasting valuable resources and time on ineffective initiatives . </P> <P> The stage-gate process was created because the traditional organisational structure is primarily for top - down, centralized control and communications, all of which are not practical for organizations that use project management and horizontal workflow . The stage-gate process evolved into life - cycle phases . Stages are phases of the decision - making process where development work is completed . Phase--gate systems divide the innovation process into a predetermined set of stages composed of a group of "prescribed, related, and often parallel activities ." Most Phase--gate systems involve four to seven stages . Since each proceeding stage is more expensive than the previous, it is imperative that a high degree of research - backed discrimination is involved in passing stages . The body of research collected for proposed initiatives should be frequently consulted to adequately support the decision - making processes . </P> <P> A firm could use certain assessment criteria to help identify opportunities and will ensure resources are not wasted on low value opportunities . There are three types of criteria that a firm could use . These include criteria of inclusion, criteria of exclusion and portfolio level criteria . Using assessment criteria would provide a transparent process that will highlight what initiatives to abandon and which initiatives to pursue . Exclusion criteria could be used by the firm, as it saves time and money . It is a simple method of reducing the number of initiatives to evaluate . "A firm must maintain records to support why a portfolio was assigned to a specific composite, or was excluded from all composites ." The firm could also look at inclusive criteria to help to prioritize initiatives . This could include ensuring that it has key stakeholder support, or making the initiative economically feasible . Portfolio level criteria may also be used to ensure the right mixes of initiatives are used . Ensuring that the initiatives stimulate job creation and have the support of the community are some of the criteria that the firm could include while planning an initiative . </P> <P> It is imperative that evaluation of each gate should be objective, open - minded, clear on the businesses' strategic goals and done by experienced people . People that are evaluating the project at each gate must have the courage to terminate the project if necessary . This is important as it will prevent any bias from occurring throughout the decision making phase . However, the system that the firm puts in place should not be so rigorous that it omits viable projects or too laid - back that resources are spread finely across multiple projects . "The lack of tough Go / Kill decision points means too many product failures, resources wasted on the wrong projects, and a lack of focus ." A level of uncertainty can be positive for evaluating criteria by the firm as too many kills of ideas may discourage stakeholders from forming ideas . </P>

Which of the following is not a component of opportunity management (om)