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PDMA Process StageGate
1.
2. New Product Process
Portfolio Management & Stage-Gate Model
STAGE-GATE MODEL
Business Strategy
and New Product Gate
Strategy
Portfolio Review:
Stage
This meeting
• identifies strategic
imperatives Gate
• checks project
priorities Stage
• checks for portfolio
List of projects: Active and On-Hold
balance Total Project Scores from Gates
• makes adjustments Gate
to the gating model
Stage
Strategic Imperatives(Must Do Now)
Prioritization Adjustments
Gate Adjustments
Review
3.
4. Product Delivery Process
DECISION ON
SECOND BUSINESS
INITIAL POST-DEV
SCREEN CASE
SCREEN STAGE STAGE STAGE REVIEW
(Feasibility) (Money Gate)
1 1 2 2 3 3 4
GATE GATE GATE GATE
PRELIMINARY DETAILED DEVELOPMENT
INVESTIGATION INVESTIGATION
(Build Business Case)
STAGE
PRE-LAUNCH
BUSINESS 4
ANALYSIS
STAGE TESTING &
POST 5 VALIDATION
IMPLEMENTATION
GATE
REVIEW 5
FULL PRODUCTION
& LAUNCH
5.
6. Goals
#1 Quality of Execution
focus on completeness: key activities central to
success are carried out
focus on quality: execution of activities is
proficient
focus on the important: devote attention &
resources to pivotal and potentially weak steps
(up-front and market-oriented activities)
7. Goals
#2 Sharper Focus, Project Prioritization
focus on funnels, not tunnels: strong gates weed
out weak projects
focus on using resources efficiently: resources are
directed toward the truly meritorious projects
8. Goals
#3 A Strong Market Orientation
Key marketing activities:
Preliminary market assessment
Market research to determine user needs and
wants
Competitive analysis
Value-in-use analysis
Concept testing
Customer reaction & feedback
User tests & field trials
Test market or trial sell
Market Launch based on marketing plan
9. Goals
#4 Fact-Based Product Definition
up-front homework: defines the product and builds
the business case for Development
fully defined products: lead to strong first steps
into becoming full-fledged development projects
strategic product platforms: creates
comprehensive product links to insure long-term
idea pipelines
10. Goals
#5 Fast-Paced Parallel Processing
relay race approach ends: the series approach
moves to the rugby match style of concurrently
occurring activities
benefits of team work:
• more work gets done in an elapsed time period
• less chance of an activity being overlooked
• activities are designed to feed each other
• process becomes cross-functional and
multidisciplinary
11. Goals
#6 True Cross-Functional Team Approach
Key ingredients:
Committed team players
Team leader accountable for the project
Leader w/formal authority
Fluid team structure, w/new members added or
dropped as work requirements demand-some may
not be involved in all
Small, core group of responsible and accountable
team players from beginning to end
12. Goals
#7 Products with Competitive Advantage
Defined as:
Differentiated products
Unique benefits
Superior value for the customer
Product superiority should be built in at
every opportunity, questioned at every Gate,
and a key deliverable for Go/Kill reviews
13. Goals
#8 A Fast-Paced and Flexible Process
elimination of time wasters: work that adds no
value to the new product process only slows it
down
different projects have different needs: the risks
and nature of different projects should be
considered - some will move faster than others
14.
15. Definitions
Stage
consists of a set of parallel activities by people
from different functional groups
designed to gather information needed to advance
project to next gate
each is cross-functional and owned by no single
functional group
designed to help manage risk by driving
uncertainties down at each successive stage
in general, each stage costs more than the
preceding one due to successive commitment to
launch
16. Definitions
Gate
have a set of required “deliverables” the project
leader must present to the gate
have a set of “criteria or hurdles” that each project
is judged on
have a decision or “output” - Go/Kill/Hold/Recycle
DELIVERABLES OUTPUTS
CRITERIA
17. Definitions
Gatekeepers
management team of decision makers and
resource owners responsible for facilitating the
rapid commercialization of selected projects
TI - Managers; Newspaper - Directors after Gate 2
or 3 forward
Deliverables
a prescribed list of items - results of completed
actions - the Project leader must present to the gate
based on a standard menu for each gate & are
decided at the output of the previous gate
18. Definitions
Criteria/Hurdles
a predetermined set of hurdles or questions that
the project is judged on to make Go/Kill and
prioritization decisions
can include a list of must-meet or knockout
questions to weed out misfit projects quickly
e.g., Does the project fit the corporate strategy?
Is there consumer appeal - that is, clear consumer
need and expectation of consumer benefit? Is
manufacturing or procurement feasible?
19. Definitions
Outputs
a decision (Go/Kill/Hold/Recycle)
an approved action plan for the next stage
a list of deliverables
date for the next gate
Action plan
estimate of people required
estimated money and person-days
budget
time schedule
20.
21. Idea Generation
Keys to success
focal point for new ideas: assign the responsibility
of generating and handling ideas to a single person
identify the sources: where do good ideas come
from - make a list of possible sources and follow
up
grease the path: create events or opportunities for
idea generation - kits, contests, conversations
capture & handling system: allow for easy
submission points and forms, with a repository for
ideas not accepted
22. Idea Capture & Handling
Idea Generation
FEEDBACK TO SUBMITTER
STAGE
FOCAL
PERSON
1 1
GATE
IDEAS INITIAL
SCREEN
PERIODIC OTHERS IN
REVIEW & UP- IDEA VAULT OR BANK COMPANY
DATE
- IDEAS ON HOLD
- “DEAD” IDEAS
23. Idea Capture & Handling
Idea Generation
SUBMISSION DATABASE
(Excel Spreadsheet online)
- NEW IDEAS
www.tribuneinteractive.net/ideaorama
24. Gate 1
Initial Screen
Characteristics
project is born: first decision to commit resources
to the project
“gentle screen”: project is subjected to key must-
meet and should-meet criteria
financials: financial criteria are typically not part of
this first screen
checklists & scoring: Yes/No criteria for the must-
meet, and a weighted rating scale for should-meet
criteria
INITIAL
SCREEN
STAGE
1 1
GATE
PRELIMINARY
INVESTIGATION
25. Gate 1
Initial Screen
Criteria/Hurdles
A single “NO” kills the project:
• Strategic fit - does it fit w/in a market or functionality area
that’s one of strategic focus?
• Market attractiveness - are the market size, growth, and
opportunities attractive?
• Technical feasibility - is there the likelihood that the
product can be made & produced?
• Killer variables - do no known killer variables exist (e.g.,
legislative action)
INITIAL
SCREEN
STAGE
1 1
GATE
PRELIMINARY
INVESTIGATION
26. Stage 1
Preliminary Investigation
Objective - Determine the project’s technical and
marketplace merits
Activities (primarily secondary research)
• Preliminary market assessment - scoping of the marketplace to
assess the existence of a market, probable size, and market
acceptance
• Preliminary technical assessment - appraisal to propose a
solution, a probable route, and assess costs, time and risk
• Preliminary business assessment - quick financial assessment
based on estimates of sales, costs, and investment required
(payback calculation)
INITIAL SECOND
SCREEN SCREEN
STAGE
1 1 2
GATE GATE
PRELIMINARY
INVESTIGATION
27. Gate 2
“Feasibility”
Characteristics
repeat of Gate 1: project is reevaluated in light of
the “deliverables” from Stage 1
hurdles using Hoeschst’s scoring model: the
addition of more complex metrics can help
evaluate projects in Gates 2 & 3
financial return assessed: this is quick and simple
financial calculation meant only to give a general
understanding of payback period, costs, etc.
SECOND
SCREEN STAGE
STAGE
1 2 2
GATE
PRELIMINARY DETAILED
INVESTIGATION INVESTIGATION
28. Gate 2
“Feasibility”
Criteria/Hurdles
Strategy & Priorities
• Does the project fit the corporate strategy? (M)
• Does the project fit the category strategy? (M)
• Does the project fit the operating unit strategy? (M)
The Consumer
• Is there consumer appeal (that is, clear consumer need and
expectation of consumer benefit)? (S)
• Is the market/category of an attractive size and with growth potential?
(M)
• Does the concept have competitive advantage? (M)
• Is there a clear and viable
marketing proposition? (S)
SECOND
SCREEN STAGE
STAGE
1 2 2
GATE
PRELIMINARY DETAILED
INVESTIGATION INVESTIGATION
29. Gate 2
“Feasibility”
Criteria/Hurdles (cont’d)
The Sale
• Are there existing company sales channels? (M)
• Does the product have advertiser appeal and fit? (S)
Technical
• Is development or procurement feasible? (S)
Editorial
• Are there any serious issues - legal? (M)
• Issues - ethics? (M)
SECOND
SCREEN STAGE
STAGE
1 2 2
GATE
PRELIMINARY DETAILED
INVESTIGATION INVESTIGATION
30. Gate 2
“Feasibility”
Criteria/Hurdles (cont’d)
Financial
• Does this project have a PMA/DMA/national potential? (S)
• Are financial projections in line with financial criteria? (S)
Other
• Does the product have multi-market expansion potential? (S)
M= must-meet
S = should-meet (Hoescht scale)
SECOND
SCREEN STAGE
STAGE
1 2 2
GATE
PRELIMINARY DETAILED
INVESTIGATION INVESTIGATION
31. Stage 2
Detailed Investigation
Objective - Build the business case
Activities
• User needs-and-wants studies help develop a new product
definition
• Value-in-use studies determine what economic value the
product will bring to the advertiser/customer (customer use
system, current solution, cost drivers, etc.)
• Competitive analysis that includes direct and indirect
competitors: their products, strengths & weaknesses,
business performance, etc.
• Concept testing in prototype form
• Detailed technical assessment
• Operations appraisal
• Financial analysis
SECOND DECISION ON
SCREEN STAGE BUSINESS CASE
2 2 3
GATE
DETAILED
INVESTIGATION
32. Stage 2
Detailed Investigation
Deliverables - Business Case should answer:
Product definition - what is the product, who will
use it and who will it be sold to?
• Specification of the target market
• Description of the product concept and benefits
• Positioning strategy including price point
• Product features, attributes, requirements, and high-level
specs (“must have” and “would like”)
Project justification - why invest in this project?
• Strategic rationale, financial analysis, and business
risk assessment
Project plan -
how and how long?
SECOND DECISION ON
SCREEN STAGE BUSINESS CASE
2 2 3
GATE
DETAILED
INVESTIGATION
33. Stage 2
Detailed Investigation
Sample Deliverables to Gate 3
Strategic fit confirmed
Detailed market assessment
Detailed operations/technical assessment
Resource constraints
Detailed financial assessment
Detailed legal and ethical issues assessment
Potential killer variables addressed
Critical success factors are understood and feasible to achieve
Recommendation to proceed, hold or kill
Detailed biz & project plans
High-level plan for
remaining stages
A complete Deliverables List for each Gate can be found at:
www.tribuneinteractive.net/stagegate
Choose: DeliverablesList.doc SECOND DECISION ON
SCREEN STAGE BUSINESS CASE
2 2 3
GATE
DETAILED
INVESTIGATION
34. Gate 3
“Go-to-Development”
Characteristics
money gate: final gate prior to the Development
stage - the last point at which the project can be
killed before entering heavy spending
product definition sign-off: what the product is to
become and how it fits into the product portfolio
are finalized
gatekeepers: top-level management
DECISION ON
STAGE BUSINESS CASE STAGE
2 3 3
DETAILED DEVELOPMENT
INVESTIGATION
35. Gate 3
“Go-to-Development”
Criteria/Hurdles
Similar to Gate 2, however, are more rigorously applied, using
more quantitative methods if necessary in addition to “must-
meet” and “should-meet” standards outlined in Gate 2
The list of hurdles for this gate should be determined by the
business unit based on a criteria that allows the gatekeepers
to make an informed allocation of funds to Stage 3
(Development)
DECISION ON
STAGE BUSINESS CASE STAGE
2 3 3
DETAILED DEVELOPMENT
INVESTIGATION
36. Stage 3
Development
Characteristics
Deliverable is a “lab-tested” product, w/full
production & marketing plans being developed
here
Development plan includes
• chronological list of activities, actions, and tasks
(project management)
• a timeline or schedule showing beginning & end
points, and milestones
• resources required for each task and assigned
responsibility
POST
DECISION ON DEVELOPMENT
BUSINESS CASE STAGE REVIEW
3 3 4
DEVELOPMENT
37. Gate 4
Post Development Review
Characteristics
A check on the progress and continued
attractiveness of the product and project
Question switches from “Should we invest in the
project?” to “How well is the project unfolding - is
it on track?”
Go/Kill criteria/hurdles in both Gates 4 & 5 should
reflect this shift
Test or validation plans and capital expenditures
should be approved here
Marketing and operations
plans are reviewed for
future execution POST
DEVELOPMENT
STAGE REVIEW STAGE
3 4 4
DEVELOPMENT TESTING &
VALIDATION
38. Stage 4
Testing and Validation
Characteristics
Tests and validates the entire commercial viability
of the project: the product itself, the production
process, customer acceptance, and the economics
• in-house prototype testing
• user tests or field trials
• limited pilot production
• financial revisions
• mini-launch
PRE-
POST COMMERCIALIZAT
DEVELOPMENT ION BUSINESS
REVIEW STAGE ANALYSIS
4 4 5
TESTING &
VALIDATION
39. Gate 5
Pre-launch Business Analysis
Characteristics
Scrutinizes the quality of the activities at the
testing and validation stage and their results
Criteria/hurdles tend to focus on expected financial
returns and appropriateness of launch and
operations start-up plans
Operations and marketing plans reviewed and
approved
Life Cycle plan anticipated
PRE-
COMMERCIALIZATION
BUSINESS ANALYSIS
STAGE STAGE
4 5 5
POST DEVELOPMENT FULL PRODUCTION
REVIEW & LAUNCH
40. Stage 5
Full Production & Market Launch
Characteristics
Implementation of both the marketing launch plan and
production or operations plans
Post-Launch monitoring plan kicks in with performance
on key metrics being tracked
Elements of the long-term Life Cycle Plan begin to be
implemented
(e.g., improvements and variations)
POST
PRE-
IMPLEMENTATION
COMMERCIALIZATION
BUSINESS ANALYSIS
REVIEW
STAGE
5 5
Production &
Market Launch
41. Post Implementation Review
Characteristics
After about 6 to 18 months the product project must
be terminated - product becomes part of the
company’s portfolio
Product’s performance is tracked, analyzed, and
assessed - in terms of costs, revenue against
projections, profits, timing against other products,
etc.
Project team and the leader remain accountable for
the success of the project through this post-Launch
period
POST
IMPLEMENTATION
REVIEW
STAGE
5
TESTING &
VALIDATION