On the surface, "deliverables" may seem like just another way to say "project result". Until you look deeper. And once you do, you will find that "deliverables" go well beyond the actual results of a given project to also serve as the means by which projects are planned, managed and executed. If you want to be successful, you must be prepared to produce each and every deliverable type - project, process and more.
It takes two (2) types of "deliverables" to make any project happen - the project deliverable and the process deliverable. While each of these varied deliverables serves a specific purpose within the project management process, they also work hand-in-hand, and you can't overlook one for the other.
By way of example, here are a few of the key process deliverables used to make projects happen:
Project deliverables must be identified at the start - when the project is first proposed. As the project moves forward, and deliverables are further defined and specified, the need for one or more related process deliverables will come in to focus. As a whole, this is the deliverables definition process executed via the deliverables decision tree.
The deliverables decision tree (illustrated below) is made up of a series of questions used to identify and define required deliverables – both from a project and process point of view.
You can't deliver something that isn't defined. If deliverables are to serve their intended purpose (whether project or process), they must be properly and fully "defined" so they can be created (or acquired). In short, the deliverables definition process serves the following objectives:
To meet these objectives, deliverables must be described in sufficient detail so that actual results are not left to the imagination. Considering the following example, which description tells a better story?
The Project: Technology Asset Inventory Project
Deliverables Description #1:
Inventory report and recommendation.
Deliverables Description #2:
Inventory report documenting the current location, serial number and configuration of all hardware assets, along with a recommended solution for physical asset tagging and inventory control.
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Strategic "project fast tracking" is a streamlined project management process, specifically used to overcome the most common types of project obstacles, including insufficient time, resource shortages, budgetary deficiencies and stakeholder conflicts.
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