Stagegating

Stage-gating, or the Phase-Gate process, is a structured approach to new product development. It divides a project into stages separated by decision gates, at which a cross-functional team assesses progress and decides whether to continue, modify, or terminate. The method was popularized by Robert G. Cooper in the 1980s and has been adopted across industries such as consumer goods, pharmaceuticals, and technology.

A typical cycle includes stages such as Scoping, Build Business Case, Development, Testing/Validation, and Launch. At the end of each stage is a gate, a control point with predefined criteria covering strategic fit, market potential, technical feasibility, and financial metrics. The review can result in Go, Hold, Kill, or Recycle for later work.

Governance is usually provided by a cross-functional team and a gatekeepers panel of senior managers. Deliverables—such as a market analysis, a business case, design specifications, and test results—are produced before gate reviews. The approach disciplines project teams to manage risk and commit resources in stages rather than all at once.

Variations exist: some organizations adapt Stage-Gate to align with agile or lean practices, reduce the number of gates for faster delivery, or tailor criteria to project type. It is commonly used for physical products but can be applied to software with lighter gating and more iterative reviews.

Advantages include enhanced strategic alignment, better portfolio management, and improved project selection. Criticisms note potential bureaucracy, slow progress, and rigidity if applied rigidly. Successful use requires clear gate criteria, executive sponsorship, and ongoing process improvement.