Project Gate Review Process

April 4, 2009 | Author: PM Hut | Filed under: Communications Management,Communications Planning,Performance Reporting

Project Gate Review Process
By John Filicetti

This article explains in step-by-step instructions the processes for both the Project Gate Review Board and the Project Gate Process

Project Gate Review Board Process

  1. Select Gate Review Board
  2. Select Gate Review Board (GRB) members.
  3. Working with GRB, create and validate Gate Review Checklists to include all phase deliverables and milestones.
  4. Create the Standing Phase Gate Review agenda and criteria (emphasize each GRB member will come to the Gate Review Meeting prepared to vote with little discussion)
  5. Select Gate Review Board (GRB) members
  6. PMO provides list of projects and their Phase Gate status
  7. End Gate Review Board Process

Project Gate Review Process

  1. Start Project Gate Review Process
  2. PMO publishes listing of project with Phase Gate Status
  3. PMs apply to GRB for their review and update checklist to represent deliverable/milestone completion process
  4. If Phase Gates are being tracked with tasks:
    1. Create a project schedule with the last task of each phase set as a milestone: Phase Gate Complete.
    2. Relate or associate the Phase Gate Checklist to the Phase Gate Complete milestone.
    3. GRB approves Phase Gate Checklist (evidence) and mark the Phase Gate Complete milestone as complete with comments (evidence).
    4. Phase Gate Review Process is complete.
  5. If Phase Gates are being tracked with a dynamic application or an external webform:
    1. Mark each item of the checklist as complete with comments.
    2. GRB approves Phease Gate Checklist (evidence) and marks the Phase Gate Complete milestone as complete with comments (evidence).
    3. Phase Gate Review Process is complete.

John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum.

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