Project Deliverables: An Overview

April 14, 2020 | By Corey Harp
Project Management on Computer

If you’re working on large-scale development plans, you’ve probably heard of “deliverables.” But, while people in offices use the term every day, a capital project management consultant focuses more on entire processes¬†because they’re critical to completing key transactions.

In project management, a deliverable is anything produced or provided at the end of a process. It can be something tangible like a book or phone or intangible such as improved sales or higher SEO rankings. The product can also be the size of ships and infrastructure or RFIDs and microchips.

Identifying Project Deliverables

To help you identify a project deliverable, here are some criteria to consider:

  • It should stay within a project’s scope – Any work that isn’t required in finishing the project isn’t a deliverable. This would unnecessarily deplete your resources, so you have to identify it before you initiate any process. Capital project management consulting firms can help you with that in large-scale development plans.
  • It’s agreed to by all stakeholders – Project sponsors, managers, analysts, team members, and other people involved must be well-informed about all requirements. They should also agree to the terms and conditions to ensure every aspect will be properly handled.
  • It should be a product of¬†deliberate¬†work – The result must be made consciously and intentionally to set all participants’ expectations. It shouldn’t be a surprise outcome of unplanned events.
  • It completes the process – There can be several deliverables in one project helping you accomplish your main goal. Typically, each is a key milestone for the completion of the next step until you finish the whole procedure.

Deliverables aren’t a project’s objective but the action items needed to reach it. The more you finish on time, the better your chances of meeting all objectives on schedule.

Internal Vs. External Deliverables

There are two kinds of deliverables: internal and external. The first one is the work done to benefit the company, while the other is fulfilled for a client.

Examples of internal deliverables include training, attendance, and configuration management. These don’t directly affect the project’s outcome, but they improve the efficiency of your business processes.

Meanwhile, external deliverables like consumer goods and services must be delivered to clients or sponsors. They aren’t meant to be kept within the company.

Deliverables Button on Keyboard

Process Deliverables

Another pair of terms you should learn about is project and process deliverables. These two work hand-in-hand to make any project happen.

Think of project deliverables as the outcome of your processes, and they’re required by external stakeholders. Process deliverables, on the other hand, are the steps to realize that outcome; they’re the means by which your processes are planned, initiated, and managed.

If you’re building a house, for example, one of your deliverables is to install lighting fixtures. The project deliverable is putting bulbs and wires in place. Meanwhile, the process deliverable involves electrical engineers identifying sources of power and designing distribution systems.

In project management, working harder doesn’t always ensure success; working smarter does. Identify what the deliverables are and how to distinguish one from the other. It will ultimately streamline processes, cut down on expenses, and improve the overall quality of your products and services.

If you have extensive deliverables like government buildings and critical infrastructures, hire a risk management consulting company for large capital projects. Get in touch with The CARIAN group to help you complete your tasks on time and within budget.