Project deliverables: definition, types and examples
For project managers, project deliverables are essential to demonstrate the effectiveness of the project. They can be part of the ongoing project management or the end result of the project. This is what we look into in this section.
What are project deliverables?
Before we get into the types of deliverables, let’s clearly define what we mean by deliverables. To put it simply, project deliverables are the products, services and processes that are created as part of a project. They can take various forms and can be project milestones, project tracking documentation or the results of the project itself. They can also be internal to the organisation or client-facing.
Project deliverables and project management
Project deliverables are at the centre of project management. At the beginning of the project, the list of anticipated deliverables should be created by the project team. Typically, there are two types of deliverables in a project:
- Project management deliverables: These are used to lead the project and ensure it runs smoothly. For example, a project charter or project planning document are project management deliverables.
- Project deliverables: These deliverables are the results of the project, for example, the creation of a product or development of a new service.
Types of project deliverables
Now that we have classified the types of deliverables into two categories, let’s have a look at some other variances you need to be aware of when project managing.
Internal process deliverables
These deliverables are delivered to another business unit within the business. They are typically processes and analyses and are part of the project milestones. For example, a process analysis or report can be internal process deliverables.
External process deliverables
External process deliverables are created for clients or any collaborator outside the organisation. For example, a sales pitch or a white paper are external process deliverables.
Internal product deliverables
Internal product deliverables are final outputs of the project or of a project tollgate. As such, they are finished products. Examples of such deliverables are internal sales reports or board meeting presentations.
External product deliverables
These deliverables are client facing and are the final output of the project. They could be the final version of a product or the delivery of an analysis.
There are many types of project deliverables. For successful outcomes and in order to manage collaborators’ expectations, the deliverables of a project should be defined at the beginning of the project and should be followed through by the project manager.
How to get the right deliverables for your project
When planning the project, the project manager should start with a project charter that will lead to a project plan. Doing so should be done with a work breakdown structure (WBS) approach. The approach will help define the right deliverables for each step of the project. Have a look at some more tips below on how to create the best list of deliverables for your project.
Tips to create your project deliverables list
To identify the deliverables you need, do the following:
Create a list of the project tasks and activities
With the work breakdown structure (WBS), you can answer the ‘How?’. It tells you how you will achieve the desired outcome for each step of the project. As such, the list of project tasks and activities will provide a wealth of guidance on the deliverables you need for your project.
Create phases to the project or milestones
Breaking down the tasks into phases allows to identify milestones as well as dependencies. Typically, a project has five phases – initiation, planning, execution, control and closeout. All the tasks should fit in a phase of the project. For example, your project charter will fit in the initiation phase whereas your project planning will fit in the planning phase.
Identify which tasks in the project need deliverables and what types of deliverables
Not all tasks in the project will have a deliverable assigned to them. Similarly, some tasks will result in several deliverables. Think of the deliverable as the outcome of a task. For example, a meeting will need meeting minutes; a data analysis will need a report; and a product will need a prototype.
Examples of project deliverables
Deliverables take many shapes and forms throughout a project. They go from meeting minutes to final product. Below are some examples of frequent deliverables you may encounter while working on a project.
The kick-off meeting supported by the project charter
The kick-off meeting marks the launch of the project. It is often supported by a project charter deliverable that summarises the objectives of the project, its scope, the collaborators involved and much more. The project manager leads the kick-off meeting. It involves the client (internal or external to the organisation), the project team and any senior sponsor. The purpose of the meeting is to start the project and to ensure everyone is on the same page with regard to the roadmap, timeline, project deliverables and roles and responsibilities.
The project plan that serves as a roadmap
The project plan is a form of roadmap. It lists all the tasks per project phase and the time allocated to them. The project plan should be thorough and assign an owner for each task. It is a core project management deliverable that ensures the viability of the project by assigning accountability and highlighting dependencies. The project plan is a document led by the project manager and should be reviewed on a regular basis.
The change management plan or communication plan
Often, the project plan is associated with a communication or change management plan. The change management plan aims at ensuring that the solution implemented is adopted by its audience.
The meeting minutes and other notes
We often underestimate the importance of meeting minutes. Although time consuming, consistent meeting minutes are powerful as they highlight the next actions, what was agreed during the meeting and any follow-ups necessary. They can be referred back to when needed.
The KPIs and performance reports
Every project outcome or delivery should be measured. This is where KPIs come in. They can be a type of project deliverable that highlights its success. Project performance reports can measure the productivity of the project, the delivery of assigned tasks, the budget and much more.
Deliverables in project management can take many shapes and forms. They can be the outcome of a simple task, meeting minutes or project charter. They can also be the final output of the whole project.
Project managers should be highly familiarised with project management deliverables. Other types of deliverables will depend on the project and the industry. Have a look at our content below for examples of HR deliverables:
