Project conception and initiation:When envisioning our project, we did not know which specific technique would be best suited to us. For this reason we started using the EFQM excellence model, which is based on total quality management. While there are numerous commonly used management tools and techniques, the EFQM Excellence Model provides a holistic view of the project and can be used to determine how these different methods complement and complement each other. The measurement phase of this technique was not applicable to our project but this did not affect the applicability. We used this model specifically to explore our human resources during the forecasting section of the project. This technique benefited us because it developed our team culture and showcased all the different specialties of each member. However, one area where we failed to use the technique adequately was with the client. Since this technique is based on a holistic approach, we misunderstood our client's needs. This resulted in misinterpretation of the project objectives and ultimately caused a delay in our deliverables during the definition and planning phase of the project, especially our SOW. Project definition and planning: Since the EFQM excellence model did not work optimally for us, we changed to a more practical approach: the DMAIC improvement cycle technique. We implemented this strategy as a means to distinguish where the problem areas were with enough time to make the necessary changes. We developed and improved ideas about the scope of the project. We benefited from understanding the contents and complexity of the project. Some relevant questions that we managed to define were: What kind of think tank would we like to produce, ...... half of the document ......ter University Leiden. Furthermore, the project development members were fulfilling a need that they had found personally identifiable and important. Since our project is a voluntary think tank, there would be no outgoing costs due to salaries. Resource Tools All project members study at Webster University Leiden, which has maintained “base point” status throughout the project's life cycle. Virtual methods were used to include members whenever they were unable to attend the base point. Structure Tools The work breakdown structure has evolved throughout the project life cycle. The work was divided into manageable sections, defined by each team member's previous experience and skills. The work breakdown structure visually defined the scope of our project into manageable chunks that each project team member could understand. For our detailed WBS see the Appendix section