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How to effectively establish deliverables in tech projects – Part 2 02:09:2019

Examples of project deliverables in tech projects

As we have seen in the previous post, project deliverables can be of any type – tangible and intangible, big and small, internal and external. They can describe the project's goals or the path to reach those goals.

project deliverables 2To help you understand them even better, there are a few examples of project deliverables in tech projects:

  • Engineering reports,
  • technical proposals,
  • design drawings and documents,
  • completed products (buildings, bridges, etc.),
  • design reviews,
  • ender documentation,
  • manufacturing process improvements,
  • product quality enhancements,
  • new equipment or tools,
  • service, strategic and progress reports,
  • improved process efficiency,
  • marketing studies,
  • useability reports,
  • product prototypes,
  • SWOT analysis (for internal or external stakeholders),
  • work breakdown structures (typically created at the start of a project),
  • project scope statements (for guidance of the internal project team and external stakeholders),
  • gap analysis reports (based on SWOT analysis),
  • design presentations for better understanding the project's objectives,
  • technical inspection reports for later compliance purposes,
  • Gantt charts (created at the start of a project to define its timeline and milestones),
  • etc.

These are just some examples of project deliverables. You can have virtually anything defined as a deliverable as long as the stakeholders agree to it. If it is the product of deliberate work, and it helps you reach the project’s objectives, it can be classified as a deliverable.


Diagram 2: A Gantt chart is an example of a process deliverable (if it isn’t shared with external stakeholders) as well as a project deliverable (if it is shared with external project stakeholders) (source).

Tips for effective managing of project deliverables

Following the tips below can make the process of managing project deliverables easier:

  • Define the deliverables before you start your work. Adding deliverables once the work has already started will change the project's scope and budget.
  • Be thorough when gathering requirements for each deliverable. The better you understand the requirements, the easier it will be for stakeholders to accept the deliverable.
  • Figure out whether a deliverable is meant for internal or external stakeholders.
  • Decompose the project's objective to uncover your key deliverables.
  • Involve stakeholders in the project initiation meeting and seek their input when defining deli-verables and their acceptance criteria.
  • Segregate deliverables into distinct phases to help you track them better.
  • Question stakeholders as well as end-users to better understand the requirements for each deliverable.
  • Identify the metrics you will use to measure the acceptability of each deliverable upfront. This will help avoid changes in the deliverables later.
  • Identify the deadline for each deliverable. Tie these to milestones to ensure better tracking.
  • Include a list of deliverables, their deadlines, and the project team responsible for each deliverab-le in the project plan.
  • Keep a clear distinction between deliverables and milestones, and between process and project deliverables.

(Source: summarized after workamajig.com 'Complete Project Manager’s Guide to Project Deliverables' by Sylvia Moses, 2018)