The workflow from the project sponsor’s perspective

The project sponsor evaluates if the project’s benefit is worth the effort.

Business case lends support to the project sponsor and the governing body. It describes the business rationale/benefit to be gained from the project.

The project sponsor reconsiders the project at the gates, supported by the Gate decision document which records the conclusions made and formalizes and communicates the decision, to ensures a common understanding.

The Project charter describes the project’s playfield with objectives, exclusions, limits and conditions, along with how follow-up will take place. It gives a mandate to the project manager and ensures that the project sponsor and project manager are in agreement. It can be used to order a phase or a whole project. Bigger changes after G3 that will affect the project’s playfield are managed via a Change log.

The Business Objectives Evaluation is used some time after the project has delivered to document to what extent the business objectives were achieved and to clarify whether any other measure need to be taken.


Gates give the sponsor an opportunity to reflect, interrogate and review a project.

At each gate the following factors should be considered:

  • Benefit, i.e. business rationale for the own organisation and benefit for the stakeholders.
  • Evaluation of benefit contra the total resource and competence requirements.
  • Business and project risks.
  • Project status and proposed direction for the next phase.
  • Available resources for continued work.

The purpose of each gate decision:

G1  Further develop a concept and start a prestudy?
G2  Initiate the preparation phase?
G3  Initiate the realization phase?
G3b   Carry on with the realization phase? (as needed)
G4  Approve final delivery and start the closure phase?
G5  Approve the results of the closure phase and close the project?

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