Stage-Gate® Workflow Model

FROM IDEA TO LAUNCH AND BEYOND

Christopher Sherman’s Bio

Graduated 1985 with a Bachelor of Technology from Ryerson University Practiced in Commercial, Industrial, and Aerospace industries Design Engineer, Project Engineer, and Project Management Operated a consultancy for 7 years A keen interest in Business Operations and Engineering Process

management I earned my PMP certification in February 2014 My career focus is to practice practical application of fundamental

principles in Project Management to balance creative Engineering and business objectives

https://inigoapp.com/m/public/profile/B9EC3BCC0E1439B5E4AA9E6A82EB16B5?sh=1459711689

Agenda

Background of Stage-Gate®

The fundamentals

Workflow Model examples

Customizing the model to fit your corporation

Where does your Project Workflow fit in

Tie into Visual Project Management

Organizational Stage-Gate® engagement

Background of Stage-Gate®

He is the pioneer of the critical practice of new product portfolio management

Principally focuses on issues affecting innovation performance, capability and leadership

Consultant to the world's best innovators and companies among the Fortune 1000

He pioneered many groundbreaking discoveries in product innovation

spent 40 years studying the practices and pitfalls of 3000+ new product projects in thousands of companies

Stage-Gate® now implemented by almost 80% of North American companies

Dr. Robert G. Cooper

Dr. Scott J. Edgett

Background…continued

journey to uncover successful product innovation

began with their passion to understand why some new products succeeded in the marketplace

while others failed

curiosity led them to undertake numerous groundbreaking research studies

benchmarked hundreds of new product launches

what successful product development teams and companies were doing differently

The Fundamentals

VETTEDIDEA STAGE 1 GATE GOAL

The Fundamentals

VETTEDIDEA STAGE 1 GOAL

Market Segment CriteriaCompetition Criteria

Budget Criteria

Resource Staffing Criteria

Intellectual Property Criteria

Workflow Model Examples

IDEAINITIAL SCREENPRELIMINARY USER INVESTIGATIONSECOND SCREENBUILD BUSINESS CASEBUSINESS CASE DECISIONDEVELOPMENTPOST DEVELOPMENT REVIEWTEST & VALIDATIONPRE‐COMMERCIALIZATION ANALYSISFULL PRODUCTION & MARKET LAUNCHPOST IMPLEMENTATION REVIEW

• Basic Stage-Gate Model• 5 Gates identified in Red Font• 5 Stages identified in Brown Font

• Each Gate must set clear expectations and clear metrics

• Its an open book system -> No surprises• Each Stage must focus on addressing

the expectations and metrics

Gate Keeper’s Must either:1. Promote the team to the next stage2. Return the team to resolve issues3. Kill the job

Customizing the model to fit your corporation

IDEAINITIAL SCREEN

PRELIMINARY USER INVESTIGATION PRELIMINARY PROOF OF PRINCIPLESECOND SCREEN FEASIBILITY REVIEW

FORMAL R&DCONCEPT DEMONSTRATION

BUILD BUSINESS CASEBUSINESS CASE DECISIONDEVELOPMENTPOST DEVELOPMENT REVIEWTEST & VALIDATIONPRE‐COMMERCIALIZATION ANALYSISFULL PRODUCTION & MARKET LAUNCHPOST IMPLEMENTATION REVIEW

Modified Stage-Gate Model• Same 5 stage system• Added an early stage feasibility

and concepting

• Business case now has more enriched input to work with

• Provides earliest possible recognition of key indicators

What about Contract Services

Statement Of WorkPROJECT INITIATIONPROJECT KICK‐OFFPROJECT PLANNINGPROJECT PLANNING REVIEW

PRELIMINARY USER INVESTIGATION FORMAL R&DSECOND SCREEN CONCEPT DEMONSTRATION

BUILD BUSINESS CASEBUSINESS CASE DECISIONDEVELOPMENTPOST DEVELOPMENT REVIEWTEST & VALIDATIONPRE‐COMMERCIALIZATION ANALYSISFULL PRODUCTION & MARKET LAUNCHPOST IMPLEMENTATION REVIEW

Modified foreground stages• Built on same 5 stage system

• Improved Customer and Stakeholder Management

• Improved planning• Optimized workflow modelling

Where does your Project Workflow fit in

Tie into Visual Project Management

Refer to the Visual Management Toolbox presentation. Copy/Paste the link below:

http://files.meetup.com/18186412/PM%20Connect%20Visual%20Toolbox%20PresentationFeb16.pdf

Good Gates build Better Stages

Building a successful and productive Stage-Gate Model Depends on two essential skill sets

DOING THE RIGHT THINGS This is the classic Corporate Leader’s Role

The Leader’s MUST Construct the Gate Expectations and Metrics

DOING THINGS RIGHT This is the classic Corporate Management Role

The Managers must develop and execute Stage processes to meet expectations

Conclusions

Aim to keep the system simple Involve a wide audience to collaborate on the system design

All departments Sponsors and Stakeholders

Play What-if scenarios to ensure corporate processes are in harmony Document the model and display it where all see it regularly Don’t try to create the Picasso on the first attempt

Hit on the key failure modes, and build depth as you go

Get buy-in from senior management Assign gate committee preferably by role Set and publish the Gate criteria to pre-establish the success at each gate

Bibliography

Product Leadership, Creating and Launching Superior New Products; Robert G. Cooper; ISBN 0-7382-0156-1

Winning at new Products, Accelerating the Process From Idea to Launch; Robert G. Cooper; ISBN 0-7382-0463-3

Winning at New Products, Creating Value Through Innovation; Robert G. Cooper; kindle.amazon.com

Product Innovation and Technology Strategy; Robert G. Cooper; kindle.amazon.com