什么是阶段-关卡流程模型？ 释义
阶段-关卡流程（Stage-gate）模型是由Robert G. Cooper提出的，用以高效管理产品开发流程的一种方法。 它是新产品开发的蓝图， 它涵盖了从开发理念到产品生产的整个过程， 它有一系列预设的步骤，即阶段（Stage）。 每一个阶段都包含有一整套跨功能的、平行的具体任务，在被获准执行下一个阶段以前， 必须顺利完成现阶段的任务、活动。 每一个阶段的入口被称之为： 关卡（Gate）。 这些关卡通常是一些正式的会议，对流程进行控制，并发挥以下作用：
- 质量控制；
- 检查站： 准备情况检查、必须符合的标准检查、应该符合的标准检查。
- 下一阶段行动标志。
Stage-Gate®现为Cooper博士领衔的加拿大产品开发研究院（Product Development Institute Inc）的注册商标。
阶段-关卡流程法的起源。 历史
阶段-关卡流程法的问世，基于Cooper博士对60多家企业真实案例的研究，以及大量来自一线管理人员的经验和建议。 阶段-关卡流程一词首次出现于Cooper在《市场管理杂志》（Journal of Marketing Management，1988）上发表的一篇文章中， 但是，在他的早期书作中，还可以找到阶段-关卡流程理论的更早版本，如他在1986年出版的 《决胜新产品》（Winning at New Products）。
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阶段-关卡流程法的运用。 应用
阶段-关卡流程法的步骤。 流程
阶段-关卡流程模型具有5个常规步骤，最新版本又在五步骤之前增加了一个引入步骤——发现（Discovery）， 包括发现新机会、产生新理念的准备工作设计。
- 观察（Scoping）。 快速地对每一个项目进行初步调查。 通过案头研究提供信息，限制项目数量。
- 构建产品框架（Builiding the Business Case）。 进行更为细致的市场调研和技术研究， 产品框架必须包括产品功能定义、产品开发理由以及产品项目方案。
- 开发（Development）。 新产品详细的设计和开发，并行简单的产品测试。 同期亦要敲定产品生产方案与市场方案。
- 测试与确认（Testing and Validation）。 在实验室、生产一线以及市场上展开大规模产品测试。
- 投产、上市（Launch）。 大规模生产、推广与销售。 产品/运营、市场投放、分销渠道、质量保证都是这一步的工作， 亦要执行投产上市后的评估。
当然，在现实中，非常有必要为各步骤提出更为具体细致的执行方案和操作建议。
![罗伯特G. Cooper的Stage-gate[阶段-关卡流程]模型](images/picture_cooper_stage-gate.gif)
阶段-关卡流程法的优势。 优点
- 组织完善的创新开发活动能够成为组织的一项竞争优势。
- 加速产品开发。 因为产品寿命周期的不断缩短，阶段-关卡流程法有其显得必要。
- 提高了新产品的市场成功机率。 能够及早避免不良产品开发项目，帮助修正其开发方向。
- 将大公司复杂的产品研发过程进行合理细分。
- 提供开发纲要，有助于关注优先项目、优先流程。
- 对市场因素进行了有效整合。
- 跨功能。 融入了组织内不同功能人员的参与和投入。 尽管没有单独的研发或市场阶段， 但已新增了发现阶段。
- 能与各种绩效管理工具有效嫁接，如Net Present Value[净现值]等等。
阶段-关卡流程法的局限。 缺点
- 尽管提到在每一阶段内各任务活动平行展开，但是从根本上来看，该方法显然用的是瀑布流水似的前后承继法。 一些产品创新专家提出，产品开发活动一定要是环形平行结构。
- 很长一段时间，阶段-关卡流程法缺少市场发现、寻找创新理念的过程。
- 在开发组织与开发创造之间存在一种紧张关系， 但是对于产品创新来说，少了它们哪一个都不行。
参考书： Robert G. Cooper - Product Leadership - Pathways to Profitable Innovation
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产品开发 小组。
小组 (93名成员)
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比较： Forget Borrow Learn[遗忘借用学习法] | 组合管理 | DICE Framework[DICE架构] | Team Management Profile[团队管理剖面] | Appreciative Inquiry[肯定式探询] | Brainstorming[头脑风暴法] | Six Thinking Hats[六项思考帽] | Product Life Cycle[产品生命周期]
返回到分类主页： 变革与组织 | 决策与评估 | 营销和销售
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