• Only certain projects are possible to divide
• It may be counter productive to divide a
project into phases. For example if it is
possible for activities to overlap, then there is
no point on waiting to get started solely
because of ‘phases’.
• The completion of a phase almost always
results in a milestone.
• Even if a project is not divided into phases it is
worth identifying ‘significant events’ to label s
• Milestones can be used to measure project
• A good milestone should leave no doubt as to
whether it has passed or not.
• A milestone should be measurable
• A milestone should be meaningful
• The best milestones do not need further
The Stage-Gate Process:
• This is a process that many companies
implement to ensure project success.
• It’s theory is that at the end of each project
‘phase’ the project will be reviewed.
• If the project does not pass this review then
the project will be investigated or even
prevented from continuing.
Note: an efficient Stage-Gate model should not have more than 6 gates.
This is because the project team may end up concentrating on the gate
reviews more than on the project itself.
• Allows for early identification of issues or
project failures. This can allow the company to
• The process provides structure to the project
• Help prevent project team members persuing
personal interests or goal, or ‘pet-projects’
• ‘Gatekeepers’, who review the project, can be
reluctant to close the project. This is because
it can have great impact on a company’s
reputation or share price.
– Read up on the failed NHS IT Project:
– Also, consider the Edinburgh Tram Project. Do you
think that this project should have been closed a
long time ago?
• As mentioned before, Stage-Gate can become
counter-productive if more than 6 gates are in
• The process can also result in low morale, as
project team members may feel that it is likely
the project may be stopped.