Because it is our belief that the most common misunderstanding in project management today, especially among those who follow PMI and learned project management through the PMBOK Guide. Notice, we used the term misunderstanding because Continue reading →
Every once in a while we focus on a certain topic and write a few articles about. Recently, we had a few posts with videos on terminology differences, and before that, we cover agile for capital projects. The most recent posts have been about large-complex, or mega projects.
We have to admit, today’s post might reiterate some points from earlier posts — AND — it is also a bit commercial in nature since it is related to a learning program that SUKAD has developed and is offering to deal with the challenges of mega projects.
What is the difference between output and outcome? Why does it matter in project management?
In the project management context, an output could refer to the result of a given process, like those discussed in ISO 21500 or PMBOK Guide. Well, if we consider the output of the ultimate process = the project, then the output is the final result or product.
On the other hands, an outcome focus on expected results, the realized benefits that could be derived post project completion.
As we deliver project management workshops, work with clients, or people in general, we find that in the majority of cases, people use the term quality to refer to grade. Well, although these terms are related, quality is different from grade.
ISO 21500 mentions the need to have three types of processes to deliver projects, project management processes, product processes and support processes. However, ISO focuses on the PM Processes. Continue reading →