Stage-Gate Systems¶
Cooper, R. G. (1990). Stage-Gate Systems: A New Tool for Managing New Products. Business Horizons, 33(3), 44-54.
Cited by¶
8 citations across 8 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Stage Gate Process
- New product development (canonical): staged sequences of discovery, scoping, business case, development, testing, and launch, separated by idea screens and go-to-development, go-to-testing, and go-to-launch gates.
This sourceIntroduces the Stage-Gate model: staged new-product development separated by go/no-go evidence gates.
- New product development (canonical): staged sequences of discovery, scoping, business case, development, testing, and launch, separated by idea screens and go-to-development, go-to-testing, and go-to-launch gates.
Mechanisms¶
- Capability-Ladder Runbook
- The discipline is to bind each rung's contract to a real readiness check at promotion time — the runbook proposes the capability, but Checkpointed Stage Promotion is where a rung earns the right to be called done.
This sourceShows that stage transitions are gated by specified deliverables, must-meet criteria, and explicit promotion decisions.
- The discipline is to bind each rung's contract to a real readiness check at promotion time — the runbook proposes the capability, but Checkpointed Stage Promotion is where a rung earns the right to be called done.
- Commitment Ladder
- The review discipline it borrows is the stage-gate
This sourceDescribes preset evaluation gates that a project must pass before entering the next stage.
- The review discipline it borrows is the stage-gate
- Footprint-Expansion Decision Gate
- The discipline is to require the crossover evidence and a documented internal-options review as non-negotiable inputs, and to staff the gate with approvers independent enough to say no — the stage-gate idea only works when a gate can actually stop.
This sourceA Stage-Gate gate is a Go/Kill/Hold/Recycle decision point controlling whether a project advances.
- The discipline is to require the crossover evidence and a documented internal-options review as non-negotiable inputs, and to staff the gate with approvers independent enough to say no — the stage-gate idea only works when a gate can actually stop.
- Hold-and-Resume Checkpoint
- It is essentially a stage-gate applied to a reduction — a recurring gate that must return a go/hold/reverse verdict against predefined criteria before the next stage proceeds.
This sourceDefines recurring gates that apply predefined criteria and decide whether work proceeds, pauses, stops, or recycles before the next stage.
- It is essentially a stage-gate applied to a reduction — a recurring gate that must return a go/hold/reverse verdict against predefined criteria before the next stage proceeds.
- Launch or Commitment Readiness Gate
- Framed as a stage-gate, it gives an organization a defined moment to kill or hold a commitment on evidence rather than momentum.
This sourceDefines evidence-informed gates where managers make go, kill, hold, and resource-commitment decisions.
- Framed as a stage-gate, it gives an organization a defined moment to kill or hold a commitment on evidence rather than momentum.
- Scale Gate
- Predefined go/no-go criteria
This sourceDefines stage-gate development as stages separated by checkpoints where predefined criteria determine go/kill authorization before further commitment.
- Predefined go/no-go criteria
- Stage-Gate Review
- The canonical form is Robert G. Cooper's Stage-Gate process for new-product development, which separates project stages with go/kill gates staffed by a cross-functional gatekeeping group.
This sourceDescribes Cooper's new-product Stage-Gate process as stages separated by Go/Kill gates staffed by managers from different functions.
- The canonical form is Robert G. Cooper's Stage-Gate process for new-product development, which separates project stages with go/kill gates staffed by a cross-functional gatekeeping group.
Verification¶
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