Deliverables in project management refer to tangible or intangible elements of output. They are the results of a team’s hard work on a project. If you want to complete your project successfully, all team members must understand from the start what they are required to contribute towards specific deliverables. A deliverable can come in many different forms, ranging from quantifiable goods to services, such as software. Deliverables can either be delivered at some phase of the project or after its completion. Deliverables make up the building blocks of your project. Without them, there would be no progress.
There’s plenty to look forward to when starting a new project because it means there will be plenty of opportunities for growing and expanding as professionals and as a team. Of course, it can also mean money for a business. Regardless, deliverables make up an essential part of a project as they are the fruits of your team’s labor. Below are some examples of deliverables in project management that team managers will clearly want to define for the team members and clients involved.
Top 5 Deliverables in Project Management For Any Field
1. Project charter or brief
A project charter or brief is a type of document that spells out what your project entails, including what it is going to do and what it is not going to do. It’s the deliverable that sells your project. Indeed, the business case deliverable will provide evidence for how you plan on reaching your objective. It’s the project charter or brief that defines exactly what you are going to do.
2. Business case or budget
Your project is likely using someone else’s money. This means that the person whose money is involved, the stakeholder, has to be informed as much as possible on the project details. They will be making decisions on whether or not to support your project. To decide whether they want to invest in your project, they will consider if what you plan on doing is of any value to them. They will also look at the benefits that implicate them if the project succeeds. Most importantly, this document should justify the stakeholder’s expenditure required. The stakeholder has to believe that the benefits of taking on your project exceed the risks.
Every project requires a plan before the project can even begin. It’s vital that you demonstrate how you are going to carry out the necessary tasks to reach your final objective. A thorough plan will demonstrate that you’ve clearly thought out all possibilities and that you are determined to succeed.
4. Risk Analysis
Changes will happen in the project that you did not expect. These are the events that incur more expenses, and as a result, end up costing more. These changes might upset your stakeholders if it requires more money on their end, but it’s still necessary to present the project’s potential weaknesses. This demonstrates that you are serious as a leader and have considered all possible mishaps. A risk analysis outlines actions to take in the event that things go wrong.
A handover is a formal sign-off document delivered to the new beneficial owner of the product, services, or processes you produced. A handover provides a written record that you have successfully carried out your project’s main objective and provides closure for the project in an orderly way.
Each of the above documents will need to be tailored based on your project’s nature. The general terms used are deliberate as it puts the power into your hands as the project manager to have the final say in selecting the appropriate deliverables for your project. The discretion required is a part of a project manager’s role. There is no one-size-fits-all deliverables template that merely requires clerical action. You need to judge what is right for your specific project and that suits your organization’s culture. That being said, don’t forget that you will need to get stakeholders to agree to sign off on each deliverable.
Things to Remember About Deliverables in Project Management
As mentioned, deciding which deliverables besides the key deliverables can be challenging. A good starting point is to decompose your project’s objective to determine the deliverables you might need. It can also be helpful to separate deliverables into clear phases for simpler tracking.
To avoid disappointing your client with deliverables in project management, make sure everyone is clear on the functions of the deliverables for the project. After all, deliverables are a result of hard work completed by a team, and the best possible outcome is for the client to be satisfied with the results. A matter that often gets overlooked at the initiation stage of a project is providing a clear plan for deliverables, including what needs to be produced and when.
For example, a client might want a team to make a website. While websites can be simple and informative, they can also be more complex, such as containing a function enabling customers to make purchases. If the deliverable is not clearly defined, this could result in the team producing a deliverable that was not quite what the client expected.
To avoid miscommunication on the topic of deliverables, both the manager and client have to agree on due dates for deliverables to avoid disappointment in the future. As deliverables have dependencies, it’s important that they get produced on schedule or risk impacting other aspects of the project. Moving forward without producing previous deliverables can be risky for the project’s healthy progression.
It can be helpful to use a tool to ensure that your deliverables in project management are produced on time. actiTIME allows its users to track their time and add comments in a weekly timesheet. As a result, teams who use actiTIME are more proactive in producing their deliverables since they more clearly understand where time and money are spent. actiTIME is made for teams in any field looking to boost their productivity.
Originally published at actitime.com