PhaseGate

Phasegate, or phase-gate process, is a structured project management framework used to shepherd new product development and innovation from idea to market. The approach divides work into phases separated by gates; at each gate, a cross-functional review panel assesses whether the project should proceed, be revised, or be halted. The goal is to improve strategic alignment, manage risk, and increase the likelihood of a successful market launch by enabling disciplined decision making and stage-by-stage resource commitments.

Originating in the 1980s, the phase-gate concept was popularized by Robert G. Cooper of the University of Texas at Dallas and Boston University, who described it as a repeatable, decision-driven process for new product development. The model has since been adapted across industries including consumer goods, pharmaceuticals, software, and manufacturing.

Typical structure includes several phases, commonly: discovery, scoping, business case development, product development, testing and validation, and launch. Between each phase sits a gate, where defined criteria across strategic fit, market potential, technical feasibility, risks, and financial projections are reviewed. Gate outcomes range from Go to No-Go, with possible hold or restart options if retrials are needed.

Variations exist: the number of gates and the naming of phases differ by organization. Some incorporate iterative loops or combine gates with agile milestones. The method is frequently used to manage portfolios of projects and to align development with corporate strategy and compliance requirements.

Critics argue that phase-gate processes can create bureaucratic overhead and slow responsiveness if applied rigidly; success depends on clear criteria, strong sponsorship, and ongoing adaptation to the organization's context.