Project Go/No-Go Decision Record Template – Free Word Download
Introduction
In the lifecycle of any project, there comes a moment of truth where the planning stops and the execution (or deployment) must begin. This transition is rarely simple. It involves significant risk, the commitment of substantial resources, and often, an irreversible impact on the business. The Project Go/No-Go Decision Record is the formal governance document that captures this pivotal moment. It is the definitive record of why a project was allowed to proceed or why it was halted.
A “Go/No-Go” meeting is not a casual status update; it is a formal gate review. It typically occurs at major phase transitions: moving from Planning to Execution, moving from Testing to Production (the “Launch” gate), or deciding whether to kill a project that is failing to meet its objectives. Without a formal record of this decision, organizations often suffer from “Project Drift,” where initiatives continue indefinitely despite missing critical milestones, simply because no one had the authority or the data to say “stop.”
This template provides a rigorous structure for evaluating the readiness of a project. It forces stakeholders to look at the project from four distinct perspectives: Technical Readiness (Does it work?), Business Readiness (Is the organization ready?), Financial Readiness (Is the budget intact?), and Risk Profile (Is the danger manageable?).
By using this document, the Project Manager ensures that the decision-making process is transparent and evidence-based. It protects the project team from being pressured into a premature launch by documenting the specific risks or “Red Flags” that require resolution. Conversely, it provides the Executive Sponsor with the confidence that all due diligence has been performed before they give the final “Green Light.”
Section 1: Decision Overview
1.1 Project Metadata
Instructions:
Document the administrative details of the gate review. This provides the audit trail for the decision.
- Project Name: [Enter Name]
- Gate Phase: [e.g., Transition to Production / Launch]
- Decision Date: [Date]
- Project Manager: [Name]
- Executive Sponsor: [Name]
1.2 Decision Objectives
Instructions:
Clearly state what is being decided at this specific gate.
Example:
“The purpose of this review is to determine if the ‘Global E-Commerce Portal’ is stable and ready for public launch on November 1st. This includes a review of User Acceptance Testing (UAT) results, server load capacity, and the readiness of the Customer Support team.”
Section 2: Technical Readiness Assessment (Does it Work?)
Instructions:
The technical lead must provide data-driven evidence that the solution meets the quality standards defined in the project plan.
2.1 Quality and Testing Summary
Instructions:
Summarize the results of the final testing phase.
Table 2.1: Testing Results
| Metric | Target | Actual | Status (Pass/Fail) |
| Critical Defects | 0 Open | 1 Open (Workaround exists) | Conditional Pass |
| UAT Approval Rate | >90% | 94% | Pass |
| System Latency | <200ms | 185ms | Pass |
| Security Scan | No High Vulnerabilities | Clean | Pass |
2.2 Infrastructure and Deployment Stability
Instructions:
Verify that the technical environment is prepared for the “Go” decision.
- Production Environment: [e.g., “Servers are provisioned and synchronized with the staging environment.”]
- Rollback Plan: [Does a documented plan exist to revert the changes if the launch fails? Yes/No]
- Deployment Duration: [e.g., “The migration will take 4 hours of scheduled downtime.”]
Tips for Success:
Never go into a “Go/No-Go” meeting without a verified Rollback Plan. If you cannot undo the change, the risk of a “Go” decision increases exponentially.
Section 3: Operational and Business Readiness (Are We Ready?)
Instructions:
Technology is only half the battle. This section assesses whether the human side of the organization is prepared for the change.
3.1 Change Management and Training
Instructions:
Referencing the “Training Needs Summary” (Template 67), confirm that the users are prepared.
- Training Completion: [e.g., “98% of end-users have completed the mandatory certification.”]
- Communication: [e.g., “All stakeholders have received the final ‘Launch Notification’ email.”]
- Support Readiness: [e.g., “The Helpdesk has been briefed on the common FAQs for this release.”]
3.2 Process and Policy Readiness
Instructions:
Are the new business processes documented and approved?
- Standard Operating Procedures (SOPs): [Are they updated and accessible? Yes/No]
- Legal/Compliance Review: [Has the final ethics and compliance check been signed off? Yes/No]
Guidance:
If the software is ready but the staff hasn’t been trained, you must recommend a “No-Go.” Launching into an unprepared organization results in high error rates and reputational damage.
Section 4: Project Performance and Financials (Is it Viable?)
Instructions:
Review the project’s health metrics. Is it still worth proceeding?
4.1 Budget Status
- Total Budget Approved: [Amount]
- Total Spend to Date: [Amount]
- Remaining Contingency: [Amount]
- Financial Health: [Green / Amber / Red]
4.2 Schedule Performance
- Target Launch Date: [Date]
- Variance: [e.g., “The project is 2 weeks behind schedule due to UAT delays.”]
Tips for Success:
A project can be technically perfect but financially disastrous. If the cost of the final deployment has doubled, the “No-Go” decision might be a request to pause and re-evaluate the business case.
Section 5: Risk and Issue Review
Instructions:
Identify any “showstoppers.” A showstopper is a risk or issue that, if not resolved, makes the “Go” decision unacceptable.
5.1 Open “Red Flag” Issues
Table 5.1: Critical Open Issues
| Issue Description | Impact | Mitigation / Workaround | Owner |
| Payment Gateway Latency | Occasional timeouts during checkout. | Added redundant server nodes; monitoring in real-time. | Tech Lead |
| Staffing Gap | Two key support agents are on sick leave. | Contracted 2 temporary agents for launch week. | Ops Manager |
5.2 External Dependencies
Instructions:
Are there factors outside your control that affect the decision?
- Market Conditions: [e.g., “A competitor is launching a similar product tomorrow; we must go now.”]
- Regulatory Deadlines: [e.g., “If we don’t go live by Jan 1st, we face non-compliance fines.”]
Section 6: Stakeholder Sentiment and Recommendations
Instructions:
Before the final vote, capture the “gut feeling” of the core leads.
- Technical Lead Recommendation: [Go / No-Go / Conditional Go]
- Comment: “The system is stable. Minor UI bugs exist but do not impact the core journey.”
- Business Lead Recommendation: [Go / No-Go / Conditional Go]
- Comment: “The sales team is eager and the marketing campaign has already started.”
- Project Manager Recommendation: [Go / No-Go / Conditional Go]
- Comment: “We are ready, provided the Rollback Plan is approved.”
Section 7: The Final Decision
Instructions:
This is the definitive record of the meeting’s outcome. Select one of the three options below.
7.1 Decision Outcome
- [ ] GO: The project is authorized to proceed immediately to the next phase or deployment. All criteria have been met.
- [ ] CONDITIONAL GO: The project may proceed ONLY after the specific “Conditions for Success” (listed below) are met and verified. No further formal meeting is required, provided the Project Manager confirms completion to the Sponsor.
- [ ] NO-GO: The project is halted. Significant risks or failures exist. A new review date must be set after a remediation plan is executed.
7.2 Conditions for Success (If Conditional)
- [e.g., “Resolve the open defect ID-402 related to password resets.”]
- [e.g., “Receive final written approval from the Data Privacy Officer.”]
- [e.g., “Complete the ‘Train-the-Trainer’ session for the London office.”]
Section 8: Post-Decision Action Plan
Instructions:
Once the decision is made, what happens next?
- If GO: Execute the Deployment Script; send the “Go-Live” announcement.
- If NO-GO: Notify the project team; identify the root cause of the delay; update the Project Schedule.
Section 9: Sign-Off and Authorization
Instructions:
The decision is not official until the Executive Sponsor signs.
Executive Authorization:
“I have reviewed the readiness data and the recommendations of the project team. I hereby authorize the [Go / No-Go] decision for this project gate.”
__________________________________ Date: ______________
[Name], Project Sponsor / Executive Decider
Acknowledgment:
__________________________________ Date: ______________
[Name], Project Manager
__________________________________ Date: ______________
[Name], Technical Lead
Conclusion – Project Go/No-Go Decision Record Template – Free Word Download
The Project Go/No-Go Decision Record is the final filter for project quality. It ensures that the excitement of a looming deadline does not override the sober reality of technical or business readiness. By documenting this decision, the organization creates a culture of accountability.
If the launch is a success, this document serves as a record of excellent planning. If the launch encounters issues, this document provides the “Point in Time” evidence of what was known and what risks were accepted. It prevents the “Blame Game” by showing that the decision was a collective, data-driven agreement between the business and the project team.
Store this document in the permanent Project Management Office (PMO) archives. It is a critical artifact for “Lessons Learned” sessions and future project audits. Remember: a courageous “No-Go” decision today is often worth more to the organization than a reckless “Go” decision that leads to a public failure.
Meta Description:
A formal Project Go/No-Go Decision Record template to evaluate technical and business readiness, budget, and risks before authorizing a project launch or phase transition.
Discover More great insights at www.pmresourcehub.com