Review required deliverables and independent scorecards before an initiative advances.
3 stages · 1 approval
Follow the process from start to finish. Select a step to see who acts and what changes.
Admin and Portfolio Manager define the review policy: StageGates (Discovery, Plan, Approve, Build, Validate, Release, Sustain) with GateCriteria per stage (e.g. for Approve: Business case signed, Architecture review complete, Funding source identified, Resource plan approved); Scorecards (Standard Proposal Score with dimensions Strategic Fit, Customer Impact, Effort, Risk, Time to Value; per-stage GateReview Scorecards with stage-appropriate dimensions) and their ScorecardDimensions with Weights summing to 100; StrategicGoals (the multi-year goals — typically 5–12 per company); the GateReviewBoard roster (Users with OnGateReviewBoard: true); the Portfolio target-mix (e.g. Run 60% / Grow 30% / Transform 10%); the ApprovalThreshold and RequiredQuorum per Stage. Mid-cycle edits are blocked; next-cycle changes require Admin + Portfolio Manager co-sign.
Configure versioned decision criteriaInitiative progresses through the StageGates ladder. When the Initiative Owner believes all GateCriteria for the current Stage are met, they flip Initiatives.Status: ReadyForGate. Before opening the review, the system checks each mandatory Criterion has an attached deliverable, creates a GateReviews header bound to the Stage's GateScorecard, fans out GateScorecards line items per GateReviewBoard member, and emails reviewers with the packet and review-due date. Reviewers fill their GateScorecards (Score per Dimension, Vote, Notes); scores are masked from the Initiative Owner pre-decision. At the meeting, the Facilitator (Portfolio Manager) records the decision (GateReviews.Status: Approved | ConditionallyApproved | Rejected | Deferred) and DecisionRationale; after an eligible approval, the system moves Initiatives.CurrentStage to the next stage in the ladder and Status back to InFlight. The decision service first enforces the frozen evidence requirements, score threshold, distinct non-conflicting reviewer quorum and expected revision. Conditional approval keeps the initiative at the current stage until its recorded conditions are satisfied and an authorized reviewer confirms. The facilitator cannot bypass those checks.
Enforce evidence, independent votes and quorumWhen an Initiative passes the Release gate and KPIs trend toward target, the Sustain stage owns the long-tail benefit measurement. At end-of-life, Initiative Owner sets Status: Completed with ActualEndDate; final KPI measurements feed the benefit-realization report; the Initiative drops off the live roadmap. Lessons (templates, Scorecard tuning, StageGate tuning) flow back to Admin + Portfolio Manager for the next-cycle MDM updates.
Close or correct through a recorded follow-upGateReviews, GateScorecards
Mid-cycle edits are blocked; next-cycle changes require Admin + Portfolio Manager co-sign.
At the meeting, the Facilitator (Portfolio Manager) records the decision (GateReviews.Status: Approved | ConditionallyApproved | Rejected | Deferred) and DecisionRationale; after an eligible approval, the system moves Initiatives.CurrentStage to the next stage in the ladder and Status back to InFlight.
| Stage | Records | Effect |
|---|---|---|
| 1 Define the gate | StageGatesGateCriteriaScorecards | Configure versioned decision criteria |
| 2 Review and decide | GateReviewsGateScorecards | Enforce evidence, independent votes and quorum |
| 3 Preserve the outcome | InitiativesGateReviews | Close or correct through a recorded follow-up |
Per Stage × Quarter: count of GateReviews by Status (Approved / ConditionallyApproved / Rejected / Deferred), pass rate, average WeightedScore, and median time-in-stage. Identifies stages where Initiatives systematically stall (Discovery hairball, Approve bottleneck) and Stages where the bar may have drifted too low or too high.
Proto cannot supply independent approval, invent a measurement, overwrite a closed gate or infer external accounting success. Authorized people remain responsible for decisions and source policy.
Build a reviewable investment case before committing delivery work.
3 stages · 1 approval
Turn approved investment requests into traceable commitments within the available budget.
3 stages · 1 approval
Bring delivery dates, risks and measured benefits into a review the leadership team can act on.
4 stages · 0 approvals
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