The last part of exploration project lifecycle has to be take a look at some key terminology. So firstly, let's have a look at each of the phases. The first stage that we've defined is the definition stage. And for me, definition is very much the best name for this stage. Because your fundamental task in this stage is to is to define precisely what the project is and what the project is not. And in later videos, I'm going to show you how to do that, particularly in terms of the three key elements of a project definition, the goal, the objectives, and the scope.

The planning stage, which as I said, could also be known as the design stage or the mobilization stage produces three key elements that we're going to look at. And these three key elements, either design or a specification of what the project is going to produce a plan for how it's going to produce it, and some form of business case or investment appraisal that will justify the expenditure of time, and materials, and resources and money. The delivery, or implementation or execution phase is about delivering the assets, the products, the services or the processes that the project is designed to create. And these are most commonly known in the UK as deliverables. In the US, they're better known as products. Both to are interchangeable.

There's a third term however, that is widely used. Although it doesn't originate in project management. It originates in ideas of process management within organizations. Sometimes, the deliverables or products are also known as outputs. But it's important to define the difference between outputs, which is an appropriate word to use in place of deliverables, product outcomes, which is not. For me, an output is the physical thing that the project produces.

It may be an object, or it may be an event for example, a conference. The conference itself is an output it is a deliverable it is a product the project produces, but an outcome is the change that happens as a result of putting the deliverables or the products or the outputs properly to use. To take the example of a project to create a conference, the output is the conference. The outputs also include, for example, conference handouts, maybe goodie bags, maybe the speeches themselves, maybe the breakout events. But the outcomes are the changes in the people who attend the choices they make, the information they go away with. The reality is that we do projects to create outcomes.

In the good old days, project managers how easy it was to create the deliverables or products that set up the outcomes. But increasingly, in organizations, people like you who are watching this are being charged with not just producing the deliverables, but using those deliverables to create beneficial outcomes for your organization. And therefore, the is it fit for purpose tested. The end of the delivery stage is tantamount to saying, now we've produced these deliverables are we confident that these deliverables are capable of producing the outcomes that justify our project. And finally, in the closed stage, say, we'll see the three things that need to get done. The other key piece of terminology or jargon that you need to know is the names of the decision points at the boundaries.

Now, UK where I come from, these are most often known as gateways or project gateways. In the US, they're commonly known as stage gates, or just gates. But you'll also hear a range of other terms like boundaries or boundary gates. Now, the metaphor here is important. The core metaphor is on a gate. You don't get to the other side of the boundary until you pass through the gate and the gate is about a decision.

So whether you call it a boundary gate, a Stage Gate or a gateway. Fundamentally, that decision making process is one of the most important aspects of a project. It is a basis of good project governance and making sure the project is properly steered properly control