Stage-Gate Process
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==Abstract== | ==Abstract== | ||
| − | '''The Stage-Gate Process''' (also referred to as ''Phase-Gate Process'') is a project management tool, dividing the time horizon of a project into several information-gathering ''stages''. These stages are separated by so-called ''gates'', which represent go/kill/recycle decisions for the project. The concept was introduced by Cooper (1986) in his book 'Winning At New Products'<ref>Cooper, R.G. (1986). Winning At New Products. Addison-Wesley, ISBN 0201136651</ref>. | + | '''The Stage-Gate Process''' (also referred to as ''Phase-Gate Process'') is a project management tool, dividing the time horizon of a project into several information-gathering ''stages''. These stages are separated by so-called ''gates'', which represent go/kill/recycle decisions for the project. The concept was introduced by Cooper (1986) in his book 'Winning At New Products'<ref name="Cooper1986"> Cooper, R.G. (1986). Winning At New Products. Addison-Wesley, ISBN 0201136651</ref>. |
The central background of the Stage-Gate Process is rooted in the fact that companies have limited resources (e.g. time, money & capital goods). | The central background of the Stage-Gate Process is rooted in the fact that companies have limited resources (e.g. time, money & capital goods). | ||
To make effective use of the available resources and to manage risks, a firm has to develop its project portfolio in a manner that only the most promising/beneficial projects are put through. | To make effective use of the available resources and to manage risks, a firm has to develop its project portfolio in a manner that only the most promising/beneficial projects are put through. | ||
| − | Regular Stage-Gate Processes include 4 to 8 stages, which can be conducted in parallel or can be skipped depending on the preferences of the company <ref> O'Connor, P. (1994). From Experience; Implementing Stage-Gate Process: A Multi-Company Perspective. ''Journal of Product innovation Management''. Vol 11. pp 183-200</ref><ref> Cooper, R.G. (2008). Perspective: The Stage-Gate Idea-to-Launch Process — Update What’s New, and NexGen Systems, Product Development & Management Association, ''Journal of Product Innovation Management''. Vol. 25. pp 213–232</ref>. | + | Regular Stage-Gate Processes include 4 to 8 stages, which can be conducted in parallel or can be skipped depending on the preferences of the company <ref name"Oconnor1994"> O'Connor, P. (1994). From Experience; Implementing Stage-Gate Process: A Multi-Company Perspective. ''Journal of Product innovation Management''. Vol 11. pp 183-200</ref><ref name="Cooper2008"> Cooper, R.G. (2008). Perspective: The Stage-Gate Idea-to-Launch Process — Update What’s New, and NexGen Systems, Product Development & Management Association, ''Journal of Product Innovation Management''. Vol. 25. pp 213–232</ref>. |
The evaluation criteria at each gate are discussed upfront with the project group and are acted upon by the ''gatekeeper'' during a ''gate meeting''. | The evaluation criteria at each gate are discussed upfront with the project group and are acted upon by the ''gatekeeper'' during a ''gate meeting''. | ||
Each gate decision should be a ''objective process''; anybody in the organization should come to the same conclusion. | Each gate decision should be a ''objective process''; anybody in the organization should come to the same conclusion. | ||
| − | A Stage-Gate Process is complementary to project evaluation methods that, for example, analyze resource availability, project-related risks or costs and benefits of the project. The method is also frequently used in combination with other project management tools, like Gantt Charts or Concurrent Engineering theory <ref>Thamhain, H. (1996). Applying stage-gate processes in concurrent engineering. Wescon/96. pp 2-7</ref> | + | A Stage-Gate Process is complementary to project evaluation methods that, for example, analyze resource availability, project-related risks or costs and benefits of the project. The method is also frequently used in combination with other project management tools, like Gantt Charts or Concurrent Engineering theory <ref name="Thamhain1996">Thamhain, H. (1996). Applying stage-gate processes in concurrent engineering. Wescon/96. pp 2-7</ref> |
| − | The process can be used in most project-related contexts, but gained a lot attention in the field of new product development as a ''strategic pacing method'' <ref>Sharma, A. (1999). Central Dilemmas In Managing Innovation in Large Firms. ''California Management Review''. Vol 41. No 3. pp 146-164</ref> | + | The process can be used in most project-related contexts, but gained a lot attention in the field of new product development as a ''strategic pacing method'' <ref name="Sharma1999">Sharma, A. (1999). Central Dilemmas In Managing Innovation in Large Firms. ''California Management Review''. Vol 41. No 3. pp 146-164</ref> |
==Basic Elements of the Stage-Gate Process== | ==Basic Elements of the Stage-Gate Process== | ||
Revision as of 15:58, 19 September 2017
Contents |
Abstract
The Stage-Gate Process (also referred to as Phase-Gate Process) is a project management tool, dividing the time horizon of a project into several information-gathering stages. These stages are separated by so-called gates, which represent go/kill/recycle decisions for the project. The concept was introduced by Cooper (1986) in his book 'Winning At New Products'[1].
The central background of the Stage-Gate Process is rooted in the fact that companies have limited resources (e.g. time, money & capital goods). To make effective use of the available resources and to manage risks, a firm has to develop its project portfolio in a manner that only the most promising/beneficial projects are put through. Regular Stage-Gate Processes include 4 to 8 stages, which can be conducted in parallel or can be skipped depending on the preferences of the company [2][3]. The evaluation criteria at each gate are discussed upfront with the project group and are acted upon by the gatekeeper during a gate meeting. Each gate decision should be a objective process; anybody in the organization should come to the same conclusion.
A Stage-Gate Process is complementary to project evaluation methods that, for example, analyze resource availability, project-related risks or costs and benefits of the project. The method is also frequently used in combination with other project management tools, like Gantt Charts or Concurrent Engineering theory [4] The process can be used in most project-related contexts, but gained a lot attention in the field of new product development as a strategic pacing method [5]
Basic Elements of the Stage-Gate Process
Application areas for the Stage-Gate Process
Possible theoretical synergies
Limitations of Using the Stage-Gate Process
References
- ↑ Cooper, R.G. (1986). Winning At New Products. Addison-Wesley, ISBN 0201136651
- ↑ O'Connor, P. (1994). From Experience; Implementing Stage-Gate Process: A Multi-Company Perspective. Journal of Product innovation Management. Vol 11. pp 183-200
- ↑ Cooper, R.G. (2008). Perspective: The Stage-Gate Idea-to-Launch Process — Update What’s New, and NexGen Systems, Product Development & Management Association, Journal of Product Innovation Management. Vol. 25. pp 213–232
- ↑ Thamhain, H. (1996). Applying stage-gate processes in concurrent engineering. Wescon/96. pp 2-7
- ↑ Sharma, A. (1999). Central Dilemmas In Managing Innovation in Large Firms. California Management Review. Vol 41. No 3. pp 146-164
