Managing Between The Process and The Output

One of the main roles of a judge in a trial is to defend the (fair) process. The judge has only a minor influence in the outcome (or result) of every trial…
Business management is much more output driven. This is because people — most of the time — know WHAT they want and this knowledge is a bases to guide the management process. Specification of the output is the main ingredient in project management, but also for operational management.

Yet it is not always clear how this output should look like. Take for example a pure innovative activity in which a new concept should be elaborated unlike everything currently existing. In such a case it is difficult to guide the output because its form is still uncertain. Such cases require a process approach. A prototype fits such  keluaran sgp a practice; in a few recurring steps the output will be designed and this will be communicated to different stakeholders in the organization. The number of interactions is important, the amount of feedback, the number of changes or enhancements, the number of experts that have given an opinion on the matter… all kinds of elements that guide the (management) process but have little to do with the output or the result.

The role of a manager is to offer some security. A project manager should guide the process from an abstract concept to a specific end-result. An operational manager should work towards an operational target from an initial budget (of the same target).

But both managers should concentrate on one management approach. The manager should focus either on the process or on the specification of the result, but not on both at the same time. Doing so will leave the individual team member to choose the best approach. Both approaches in one method will suffocate the project or the team with too many rules and directives which are hard to align.

If you focus on the process you should set process targets and use process-indicators, if you manage by objectives you should set these objects clearly. By doing both you will need a third task to control whether the two are in line.

In a normal business approach (launching a new product) the result targets are set first and as a next (fine-tuning) step the process is evaluated.