gateprosess

Gateprosess, commonly translated as the stage-gate process, is a structured approach to managing new product development and other complex projects. It divides a program into a sequence of stages that are separated by gates. During each stage, defined work is performed to reach the gate, where a cross-functional team assesses the project against predefined criteria and decides whether to continue, modify, or terminate it.

Origin and scope: The concept was popularized by Robert G. Cooper in the 1980s and has since been adopted across industries such as consumer goods, pharmaceuticals, electronics, and software development. The method provides a governance framework to balance speed and discipline by linking resource allocation to evidence of merit at each gate.

Stages and gates: Typical stages include Scoping, Build Business Case, Development, Testing and Validation, and Launch. Gates are decision points that require deliverables and measurable criteria, such as market potential, technical feasibility, risk level, financial projections, and alignment with strategy. If criteria are not met, the project may be revised or terminated.

Variants and adaptations: Several organizations tailor the process, using different numbers of stages, definitions, or terminology. A common variant is the phase-gate or stage-gate process tailored to iterative or agile environments, sometimes combining gates with iterative cycles.

Advantages and criticisms: Proponents cite clearer governance, improved risk management, better resource prioritization, and faster time-to-market. Critics argue that rigid gates can slow innovation, enforce bureaucracy, or be misused to shield nonperforming projects, especially if criteria become subjective.

See also: Stage-gate process, new product development, project governance, risk management.