Drive Business Value With a Right-Sized Project Gating Process | Info-Tech Research Group

Low sponsor commitment on projects.
Poor quality on completed projects.
Little to no visibility into the project portfolio.
Organization does not operationalize change .
Analyzing, fixing, and redeploying is a constant struggle. Even when projects are done well, they fail to deliver the intended outcomes and benefits.

Our Advice

Critical Insight

Stop applying a one-size-fits-all-projects approach to governance.
Engage the sponsor by shifting the accountability to the business so they can get the most out of the project.
Do not limit the gating process to project management – expand to portfolio management.

Impact and Result

Increase Project Throughput: Do more projects by ensuring the right projects and right amount of projects are approved and executed.
Validate Project Quality: Ensure issues are uncovered and resolved with standard check points in the project.
Increase Reporting and Visibility: Easily compare progress of projects across the portfolio and report outcomes to leadership.
Reduce Resource Waste: Terminate low-value projects early and assign the right resources to approved projects.
Achieve Intended Project Outcomes: Keep the sponsor engaged throughout the gating process to achieve desired outcomes.

Drive Business Value With a Right-Sized Project Gating Process Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should design a right-sized project gating process, review Info-Tech’s methodology, and understand the four ways we can support you.

Drive Business Value With a Right-Sized Project Gating Process – Executive Brief

1. Lay the groundwork for tailored project gating

This phase will walk you through the following activities:

Understand the role of gating and why we need it.
Determine what projects will follow the gating process and how to classify them.
Establish the role of the project sponsor throughout the entire project lifecycle.

2. Establish level 1 project gating

This phase will help you customize Level 1 Project Gates with appropriate roles and responsibilities.

3. Establish level 2 project gating

This phase will help you customize Level 2 Project Gates with appropriate roles and responsibilities.

4. Establish level 3 project gating

This phase will help you customize Level 3 Project Gates with appropriate roles and responsibilities. It will also help you determine next steps and milestones for the adoption of the new process.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Table of Contents

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Guided Implementation 1: Lay the groundwork for tailored project gating

Call 1: Scope requirements, objectives, and your specific challenges.

Guided Implementation 2: Establish level 1 project gating

Call 1: Define project levels.
Call 2: Establish the role of the sponsor.

Guided Implementation 3: Establish level 2 project gating

Call 1: Introduce Level 1 project gating best practices.
Call 2: Customize Level 1 project gate process.
Call 3: Introduce Level 2 and Level 3 project gating best practices.
Call 4: Customize Level 2 and Level 3 gating process.

Guided Implementation 4: Establish level 3 project gating

Call 1: Discuss roadmap for adoption of new process.
Call 2: Review completed Strategic Template.

Author

Teodora Siman

Contributors

Lameck Osinde, Professor of IT, Innovation, and Project Management
Nancy Wilson, Project Manager
Five Anonymous Contributors

Search Code: 94987
Last Revised: November 5, 2020

TAGS:

Project Governance, Portfolio Governance, Project Gating, Project Phase Gating, Project Review, Project Visibility, Portfolio Visibility, Project Portfolio Governance

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