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What Is a Project Deliverable? Definition, Examples & More

What Are Deliverables In Project Management?

Projects produce deliverables, which are simply the results of project activities. Project deliverables can be big or small, and their number varies depending on the project. They’re agreed upon by the project management team and stakeholders during the project planning phase.

Put another way, there are inputs and outputs in any type of project. Inputs are what you put into the project, such as data, resources, etc., and the outcomes are the deliverables. Again, those deliverables vary greatly. For example, a project deliverable can be either a product or service or it can be the documentation that’s part of the project closure.

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Project Scope Template

Use this free Project Scope Template for Word to manage your projects better.

Project Deliverables vs. Project Milestones

It’s understandable to confuse a project deliverable with a project milestone . A deliverable, after all, is an outcome and to some extent so is a project milestone. But they’re not the same thing. Let’s define a project milestone to make that clearer.

A project milestone is used to mark something big in the project, so a milestone could occur with a deliverable. But milestones are often used to indicate the completion of a project phase. You wouldn’t call moving from project planning to project execution a deliverable, though it’s made up of deliverables, which usually come at the end of a task.

Remember, a deliverable is quantifiable. It’s something that was created over time, with resources and effort. A project milestone, while encompassing deliverables, is a marker in time to indicate the transition from one thing to another.

Project management tools such as Gantt charts, kanban boards and project calendars can help you track the progress of your team on the completion of project deliverables. In addition to these project management tools, ProjectManager has one-click reporting that captures data on project variance, time, cost and more. These reports can be shared as PDF attachments or printed depending on the stakeholder’s preference. Better yet, every report can be filtered to show only the data stakeholders want to see about project deliverables. Get started for free today.

How to Identify Project Deliverables Using a Work Breakdown Structure

When planning a project, especially its schedule , you need a work breakdown structure (WBS), which is a tool that identifies all the tangible deliverables in a project. From that, you can determine the tasks that’ll produce those deliverables. Use our free work breakdown structure template for Excel to help you identify all the deliverables in your project and ensure you’re creating a thorough and complete schedule.

1. List All Your Project Activities

In a WBS , project activities are the “how” of a project. They make up the work packages or steps that you’ll have to take to produce project deliverables. Therefore, you’ll want to list all the tasks that will be needed to deliver the project.

2. Group Tasks By Project Phase

At this point, you’ll want to break up the tasks into phases. There are five project phases in project management: initiation, planning, execution, control and closeout. Now, take all the activities you identified and organize them into their corresponding project phases.

3. Determine Which Project Tasks Will Produce Deliverables

Deliverables are the outcomes you want from the activities and the tasks that you listed. Using what you collected in step one, determine the deliverable from each of those activities.

Here’s some expert advice to further explain the difference between project deliverables and project milestones. In the video below, Jennifer Bridges, professional project manager (PMP) explains what project deliverables are and how they’re created throughout the course of a project.

What Project Documents Help Define What Your Project Deliverables Are?

All projects have one thing in common, documents. It’s no surprise then that there are project management documents that can help you define project deliverables. Here are a couple of examples.

Project Charter

A project charter is a short document that explains the reason for the project and, once approved, greenlights the project. Part of the project charter is the implementation plan, which is a roadmap for executing the project. This document includes key project deliverables.

Project Scope Statement

The project scope statement lists the final deliverable for the project, whether that’s a product or service. All deliverables in the project will be described in detail in the project scope statement as it helps avoid confusion with stakeholders later in the project.

Work Breakdown Structure

A work breakdown structure is a project management graph that allows project managers to break down the scope of their project into all the individual tasks and deliverables that must be completed to deliver the project.

Project Deliverables Examples

As you might imagine, there are as many deliverables as there are projects. Deliverables aren’t only the final product or service, though that’s often how many think of them. There are deliverables produced throughout the project. Here are a few types of deliverables.

1. Project Documentation

A project deliverable is an outcome of a task, so project documents such as a project plan , a project charter or a project scope statement can be considered project deliverables. Besides key project documents like those, project management reports like status reports, budget reports or progress reports are also deliverables.

2. Tangible Deliverables

A tangible deliverable is one of those project outcomes that are concrete. That is, they have form and substance. An example of a tangible deliverable would be things such as a building, the product of a manufacturing line or even a magazine or newspaper.

3. Intangible Deliverables

An intangible deliverable is a measurable outcome but one that is conceptual rather than one you can touch or hold in your hands. Some examples of intangible deliverables would be a training program for your project team so that they can learn how to use a new software tool or piece of equipment.

Project vs. Product Deliverables

There’s a distinction between project and product deliverables. Project deliverables are such outputs as the project plans, project reports and even meeting minutes. Product deliverables, on the other hand, could be hardware, software, mobile applications, contracts, or even test assessment results.

The deliverables that clients and stakeholders expect at the end of the project are the product or service, of course, but there’s also paperwork, as noted. These documents, when completed, are deliverables that clients and stakeholders need to evaluate the progress or completion of the project.

This paperwork can include:

• Signed contracts
• Finalized expense reports
• Other types of project reports show how work is proceeding versus project plan estimations

Deliverables can vary according to the project’s specifications and the stakeholders’ requirements. But all clients and stakeholders want deliverables that thoroughly wrap up the project at its closure and measure performance against expectations throughout the project. When defining project deliverables, it’s important to use project planning software such as ProjectManager to create a project timeline where you can easily visualize all your project tasks, assign work and track time.

How to Present Project Deliverables to Stakeholders

Project managers’ reports are the means by which these types of deliverables are presented to clients and stakeholders. Different stakeholders have different needs, so flexibility and customization are important for effective reporting. To meet their needs, project management software must be able to filter the many data inputs to deliver the proper output.

ProjectManager Helps You to Report Progress on Project Deliverables

Creating deliverables for project management and reporting on them is easy using these reports:

• Project status report
• Variance report
• Timesheet report

Compiling project status reports is a great way to:

• Illustrate for stakeholders how work is proceeding
• Show which team members are carrying the heaviest loads and if adjustments need to be made
• Outline room for improvement as the project moves ahead or at closure

Status Report

Our project status reports are highly customizable, with options to select a variety of columns and data sets to extract exactly the information you’re seeking on the project’s status and the completion of project deliverables.

Below is an example of a project status report that can be generated with several variables including work breakdown structure (WBS) , planned start and finish dates, planned hours, percent complete, task assignments, start dates and actual hours:

Variance Report

Variance reports can be customized to include only summary tasks, completion percentages and a comparison of the actual progress of the project versus the forecasted progress.

The resulting report shows a side-by-side comparison of predicted start and finish dates, predicted hours versus actual hours spent and that difference and the difference in predicted project duration and how long it’s actually taken to date:

Timesheet Report

Timesheet reports provide a bird’s-eye view of each individual’s hours worked on a project.

They also show:

• Assignment of tasks to team members and the importance of those tasks
• Each individual’s hourly rate
• Many other factors related to resources, time and cost

The timesheet shows the person submitting the time, the date of submission, how many individual hours they worked during the selected timeframe, their WBS and how many hours they have remaining in the selected timeframe:

Above is an example of a timesheet for one person working on multiple projects during one timeframe.

Consistent use of these three reports helps keep your team on time, under budget and within scope when it comes to the completion of project deliverables. Lessons learned in libraries can also be a great tool to help build upon successes and avoid duplicating mistakes in future projects.

Lessons Learned Libraries

Creating a lessons-learned library is a great way to compile takeaways from projects. It’s a central place to view work that exceeded expectations and also works that could have been better. As a new project kicks off, project managers use this resource to plan for known roadblocks.

ProjectManager acts as an online hub for all your project documents, keeping you organized and everything at your fingertips whether you’re in the office, the field or at home. Use our list view to collect all your reports on deliverables. More than just a to-do list, you can assign, comment and track progress on each item. Save old projects for historical data when planning new ones. Our customized tags make it easy for your to catalog your work so it’s always easy to find.

Stakeholders and clients can request deliverables at a moment’s notice. Being able to shift on the fly and produce what your client wants requires a strong project management tool to keep things organized and up-to-date. ProjectManager is all online, so team members can collaborate on deliverables and rapidly prepare the best possible outputs. Try our award-winning software with this free 30-day trial .

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What Are Project Deliverables: The Ultimate Guide with Examples and Templates

Whether you’re launching a groundbreaking product , executing a complex marketing campaign, or constructing a towering architectural marvel, every project requires planning and execution. 

At the heart of this process lie the “project deliverables”.

This comprehensive guide will dive into deliverables, exploring their definition, significance, and the essential steps to identify, plan, and execute them efficiently. 

Along the way, we will provide real-world examples and templates to illustrate how different industries and disciplines utilize deliverables to achieve project success.

Let’s unlock the potential to deliver projects that exceed expectations and drive lasting impact.

Table of contents

What are project deliverables, what are planning deliverables, what are internal deliverables, what are external deliverables, project deliverable vs. milestone, project deliverable vs. objective, project deliverable vs. task, project vs. process deliverable, project vs. product deliverable, product development team deliverables, it team deliverables, research and development team deliverables, steps to managing project deliverables, essential project documentation helps define deliverables [+ 8 handy templates], tools for managing project deliverables, tips for managing project deliverables.

Only 40% of organizations consistently achieve the full benefits of their projects. And here, deliverables come into play.

In project management , deliverables are the specific outputs, products, or results that must be achieved and provided to fulfill the requirements of a project. 

In essence, project deliverables are the measurable “milestones” that showcase progress and demonstrate the successful completion of various project phases.

A well-defined deliverable has several key elements and needs to be:

• Specific: Deliverables must be clear, precise, and unambiguous in describing what needs to be accomplished or produced.
• Measurable: Each deliverable should be quantifiable and measurable, enabling objective progress assessment and issue identification.
• Time-bound: Deliverables are associated with specific deadlines , establishing a project timeline , and fostering accountability among team members (might using the RACI framework ).
• Client-oriented: Deliverables align with stakeholder requirements and are customer-centric, delivering value to clients or end-users.
• Quality-focused: Deliverables must meet pre-defined quality standards to ensure client satisfaction and maintain project credibility.

Project deliverables can vary significantly based on the nature of the project, its scope , and the industry it belongs to. They range from physical items and documents to intangible outcomes like improved processes or increased customer satisfaction. 

Common categories of project outputs include:

• Reports and documentation: These include project plans, feasibility studies, portfolio reports , and final project summaries.
• Prototypes and products: In product development projects, prototypes, finalized products, or software applications are common deliverables.
• Infrastructure and constructions: Construction projects yield tangible deliverables like buildings, bridges, roads, or other physical structures.
• Marketing and advertising materials: Deliverables in marketing projects may include advertising campaigns, brochures, websites, or social media assets.
• Training and workshops: In educational or training projects, deliverables can be the development of training materials, workshops, or e-learning modules.

The process of defining deliverables in project management begins during the project’s initiation phase. 

Key stakeholders collaborate to outline the project’s scope, objectives, and expected outcomes. As the project progresses, deliverables are refined and detailed, laying the groundwork for efficient execution and successful completion.

As we have explored the fundamental concept of project deliverables, let’s dive into the diverse categories encompassing different project outputs.

Types of project deliverables

Project deliverables come in various forms, each serving a specific purpose and contributing to the project’s overall success. 

This section will explore three primary project management deliverables categories: planning, internal, and external.

Let’s start with planning deliverables.

Planning deliverables refer to the deliverables to facilitate effective project planning and decision-making. 

These deliverables serve as essential reference points and guidelines for the project team , enabling them to strategize, allocate resources , and anticipate potential challenges.

Examples of planning deliverables:

• Project scope statement: A clear and concise definition of the project’s objectives, deliverables, constraints, and project assumptions .
• Work Breakdown Structure: A hierarchical breakdown of the project’s tasks and activities, enabling better task management and resource allocation .
• Project timeline and Gantt chart : A visual representation of the project’s schedule, showing task dependencies and milestones.
• Resource allocation plan: Details on the allocation of personnel, budget, and other resources throughout the project.
• Risk management plan: Identification and mitigation strategies for potential risks that could impact the project’s success.

P.S. We’ll discover all of them in the template section later on.

Having briefly explored the various planning project deliverables, let’s focus on the critical internal deliverables.

Internal deliverables are the outputs that are primarily intended for consumption within the project team or organization. 

Internal deliverables are often intermediary steps necessary to complete the final project outcome successfully.

Examples of internal deliverables include:

• Team progress reports: Regular updates on individual and team progress, highlighting accomplishments, challenges, and action plans.
• Task assignments and deadlines: Allocating tasks to team members with clear deadlines and responsibilities.
• Research findings and analysis: Information gathered through research, market studies, or data analysis that informs decision-making within the project.
• Project prototypes: Early-stage versions or models of the final product, allowing teams to evaluate and refine design concepts.
• Project management documents: These include project plans, roadmaps , risk assessments, and resource allocation charts. 

Having examined the distinct internal deliverables in project management, let’s focus on the external project deliverables, which encompass the tangible outcomes for stakeholders beyond the project team.

External deliverables are the outputs intended for clients, customers or other stakeholders external to the project team. 

These deliverables represent the project’s results and are often used to measure its success in meeting its objectives and client expectations.

Examples of external deliverables:

• Completed product or service: The final version of the product or service that satisfies the client’s requirements.
• Client reports and documentation: Detailed client-oriented reports outlining project progress, achievements, and future recommendations.
• Marketing materials: Deliverables like brochures, promotional videos, or websites developed for advertising a product or service.
• Training and user manuals: Documents providing instructions on how to use the delivered product or service.
• Test results and certifications: Official test results and certificates, ensuring compliance with industry standards or regulations.

Now that we have a comprehensive understanding of the various project outputs, let’s compare them to other essential project elements to further grasp their significance in the project management process.

Comparing project deliverables with other project elements

It’s essential to distinguish deliverables from other project elements in order to properly understand their role and significance. 

This section will compare project deliverables with milestones, objectives, tasks, process deliverables, and product deliverables.

We’re going to start with the difference between deliverables and milestones.

Project milestones are specific points in a project’s timeline that mark significant achievements or the completion of critical phases. 

While milestones indicate progress and act as reference points in the project schedule , deliverables are the outputs produced due to these accomplishments. 

Practical example:

• Milestone : Completion of the prototype development phase.
• Deliverable: The finalized product prototype ready for testing and evaluation.

Having examined the distinct relationship between project deliverables and milestones, let’s explore how project outputs align with the broader project objectives to drive successful project outcomes.

Project objectives are the goals and purposes a project aims to achieve. 

Objectives define the “what” of the project, while deliverables represent the “how” and “when” these objectives will be accomplished.

• Objective: Increase market share by 15% within the next fiscal year.
• Deliverable: Launch and implement a targeted marketing campaign to reach new customers.

Having gained an insight into aligning deliverables in project management with objectives, let’s shift our focus to the granular level and explore how deliverables relate to the specific tasks that drive project progress.

Tasks are individual activities or actions that must be completed to accomplish deliverables and achieve project objectives. 

Tasks are the actionable steps that make up a project’s work breakdown, while deliverables represent the outputs of these tasks.

• Task: Conduct market research to identify customer preferences.
• Deliverable: Market research report summarizing customer preferences and market trends .

Having explored the connection between project deliverables and tasks, let’s now examine how they differ from process deliverables, which are crucial in ensuring efficient project execution and continuous improvement.

Process deliverables refer to the documentation, guidelines, or materials generated during a project that facilitate the execution of tasks and project management activities. 

By contrast, project deliverables pertain to the specific outputs produced during the project’s life cycle. 

Process deliverables maintain consistency, efficiency, and quality throughout the project.

• Project deliverable: Finalized architectural blueprints for a new building.
• Process deliverable: Project management templates for progress tracking and risk analysis while constructing a new apartment building.

Having distinguished between project and process deliverables, let’s now compare project deliverables with product deliverables, representing the tangible outcomes delivered to clients or end-users.

Product deliverables refer to the tangible outputs that are the direct result of the project and are delivered to the client or end-user. 

In contrast, project deliverables encompass all outputs produced during the project, including both interim and final results. 

• Project deliverable: Marketing plan to promote a new software application.
• Product deliverable: The fully developed and operational software application.

Now that we have explored the differences between project outputs and other project elements let’s shift our focus to practical applications and examine specific examples of deliverables in project management for different teams.

Examples of project deliverables for different teams

Project outputs vary significantly depending on the nature of the project and the specific goals of each team involved. 

This section will explore examples of project deliverables for different teams, demonstrating their distinct contributions to a project’s success.

We’ll start with the product development team and its deliverables.

The product development team focuses on creating new products or enhancing existing ones. 

Their deliverables revolve around the actual product development process and include:

• Product prototypes: Physical or digital prototypes that allow the team to test and refine the product design .
• Product requirements documentation: Detailed specifications and feature lists that serve as guidelines for the product’s development.
• Product testing reports: Results from extensive testing and quality assurance procedures to ensure a robust and reliable final product.

Top tip: Here is a great guide to creating a product requirement document (PRD) by Jira.

Having examined the specific examples of project deliverables from the product development team, let’s shift our focus to the IT team and explore the distinct outputs they contribute to project success.

The IT team handles technical aspects, infrastructure, and software development. 

Their deliverables focus on implementing and maintaining technology solutions and include:

• Software applications: Delivering fully functional and tested software applications tailored to the project’s requirements.
• System integration plans: Strategies and documentation for integrating different software systems to ensure seamless operation.
• Security and compliance documentation: Ensuring the project meets security standards and regulatory compliance.

Piece of advice: Here is a comprehensive guide to system integration .

Now that we’ve explored the IT team’s contributions to project deliverables, let’s shift our focus to the research and development team and discover the innovative outcomes they bring to the project’s fruition.

The R&D team focuses on innovation and creating new solutions. Their deliverables involve exploring new ideas and advancing the organization’s capabilities and include:

• Innovation proposals: Presenting new ideas and concepts for potential products, services, or processes.
• R&D reports: Documenting findings from research activities and experiments.
• Prototype demonstrations: Showcasing functional prototypes that demonstrate the viability of innovative concepts.

Pro tip: If you’re searching for ideation and innovation management functionality, PPM Express can provide you with both. 

Now that we have examined examples of specific project outputs from various teams, let’s focus on essential steps for effectively managing project deliverables, ensuring seamless execution and successful project outcomes.

Effectively managing deliverables in project management is crucial for ensuring project success, meeting objectives, and satisfying stakeholders. 

A well-structured approach to deliverable management helps keep the project on track, minimizes risks, and fosters collaboration among team members. 

As Martin Luther King Jr. said, “ You don’t have to see the whole staircase; just take the first step. ” Let’s take the first step and start managing deliverables.

→ Step 1: Define clear and measurable deliverables

If you’re a project manager or business analyst , at the project’s initiation, work closely with stakeholders to clearly define the project deliverables. 

Each deliverable should be specific, measurable, achievable, relevant, and time-bound ( SMART ). 

Ensure that the deliverables align with the project’s overall objectives and contribute to meeting the client’s expectations.

Example: For a software development project, a clear and measurable deliverable could be completing a user registration module with specific functionalities, such as user sign-up, login, and profile creation.

→ Step 2: Break down deliverables into tasks

Once the deliverables have been defined, break them down into smaller, manageable tasks. 

Create a Work Breakdown Structure outlining the hierarchical structure of tasks, sub-tasks, and interdependencies. 

Assign responsibilities and deadlines for each task to promote accountability and efficient progress.

Example: Breaking down the user registration module deliverable into tasks, such as designing the user interface , developing backend logic, implementing database integration, and conducting testing.

→ Step 3: Set realistic timelines

Develop a project timeline that includes estimated start and end dates for each task and deliverable. 

Consider dependencies between tasks and allocate sufficient time for potential contingencies. 

Realistic timelines help avoid schedule overruns and ensure the timely completion of deliverables.

Example: Allocating two weeks for designing the user interface, three weeks for backend development, one week for database integration, and one week for testing to ensure a realistic timeline for completing the user registration module.

→ Step 4: Establish clear communication channels

Set up regular meetings, status updates, and reporting mechanisms to inform team members about progress, challenges, and changes. 

Encourage open communication and address any concerns promptly to maintain project momentum.

Example: Conducting weekly status meetings with the development team to discuss progress, roadblocks, and updates on the user registration module’s development.

→ Step 5: Monitor and track progress

Implement a reliable project management system or software to track the progress of deliverables and tasks. 

Regularly monitor KPIs and OKRs to assess progress against the project timeline and make data-driven decisions to keep the project on course.

Example: Using project portfolio management software like PPM Express to track the completion status of each task in the user registration module and visualize progress through Gantt charts and dashboards.

→ Step 6: Manage risks and mitigate issues

Identify potential risks that may impact the successful delivery of project deliverables. 

Develop a risk management plan to address and mitigate these risks proactively. Be prepared to adapt and adjust plans as unforeseen issues arise.

Example: Identifying the risk of potential security vulnerabilities in the user registration module and developing a risk management plan to conduct thorough security testing and address any vulnerabilities.

→ Step 7: Review and quality assurance

Regularly review the deliverables at various stages to ensure they meet the defined quality standards. 

Conduct thorough quality assurance checks and seek stakeholder feedback to validate that deliverables align with their expectations.

Example: Conducting a review of the user registration module’s design and functionality with stakeholders to ensure it aligns with their expectations and conducting quality assurance tests to verify that it meets defined standards.

→ Step 8: Obtain stakeholder sign-off

Before closing out each deliverable, obtain formal sign-off from relevant stakeholders. 

This approval indicates that the deliverable meets the specified requirements and is ready for further use or integration into the project.

Example: Requesting formal sign-off from the project sponsor and key stakeholders after demonstrating the user registration module’s functionalities and addressing any feedback or concerns.

→ Step 9: Document and archive deliverables

Maintain a comprehensive repository of all project deliverables, including associated documentation and reports. 

Properly archive and organize these materials to facilitate easy access and reference for future projects or audits.

Example: Creating a comprehensive repository that includes design documents, test reports, and code documentation for the user registration module, organized adequately for future reference or audits. For instance, use Sharepoint to create the repository.

→ Step 10: Celebrate achievements and learn from challenges

Recognize and celebrate the successful completion of deliverables and major milestones. 

Likewise, use any challenges or shortcomings as learning opportunities to improve processes and enhance future project outputs.

Example: Celebrating the successful completion of the user registration module with a team recognition event while conducting a retrospective to identify areas for improvement and learning from challenges encountered during the development process.

Having explored the essential steps for managing project deliverables, let’s focus on the significance of basic project documentation and its role in defining clear deliverables through templates.

Precise and well-structured project documentation clarifies project objectives and requirements and plays a pivotal role in defining deliverables with clarity and precision. 

Let’s explore a set of essential project documentation templates that aid in defining project deliverables efficiently.

• Project charter: This serves as the foundational document for any project. It outlines the project’s purpose, objectives, scope, and key stakeholders. This template provides a comprehensive overview of the project’s context, helping to set the stage for defining clear and aligned deliverables.

Here, you can get your project charter template .

• Work Breakdown Structure: This template breaks the project’s deliverables into manageable tasks and sub-tasks. It provides a hierarchical representation of all the work required to accomplish the project’s objectives, aiding in resource allocation and task management.

Here, you can get your WBS template in Google Sheets and Google Slides .

• Project and portfolio dashboards: These comprehensive visual representations display KPIs, progress, and status for individual projects and the entire project portfolio . They serve as guiding references, helping the project team make informed decisions, monitor achievements, and ensure successful project execution and portfolio management.

Here, you can discover up to 200 PowerBI reports for your project and portfolio activities.

• Project Statement of Work: This comprehensive document defines the project’s scope, objectives, and deliverables in detail. It outlines what each deliverable should achieve and provides the criteria for success, serving as a guiding reference for the project team throughout its execution.

Here, you can get your Project Statement of Work template .

• Project budget management plan: This template outlines the financial aspects of the project, including the allocated budget, cost estimation methods, and cost control measures. 

Here, you can get your project budget management template .

• Gantt chart: This chart visually represents the project schedule, showing the start and end dates of tasks, milestones, and deliverables. 

You can use PPM Express to create a roadmap for your project.

• Risk register : This template identifies potential risks affecting the project deliverables. It documents each risk’s impact, probability, and mitigation strategies, aiding in proactive risk management and contingency planning.

Here, you can get your risk register template .

• Resource allocation plan: This is a structured document that outlines the allocation and utilization of various resources, including human resources, equipment, and budget, throughout the project. It defines how resources will be distributed to specific project tasks and deliverables, ensuring efficient utilization and optimization of available resources for successful project execution.

Here, you can get your resource allocation plan template .

Now that we understand the importance of basic project documentation and its role in defining deliverables through templates, let’s explore a range of tools specifically designed to aid in efficiently managing project deliverables.

Project management software solutions provide collaborative platforms, communication channels, and organization features, ensuring seamless coordination among team members and stakeholders. 

This section will explore various categories of tools commonly used for managing deliverables in project management, along with examples of software in each category.

Project and portfolio management software

Project management software offers comprehensive platforms to plan, track, and execute projects efficiently. These tools facilitate task management, resource allocation , and progress tracking, making them essential for managing project deliverables.

Example software: Monday.com , Smartsheet , Microsoft Project Online , and MS Project Desktop

In addition to project management tools there are portfolio management platforms. These provide a centralized and integrated environment for project data, allowing stakeholders to monitor project progress, assess risks , and make informed decisions.

Example software: PPM Express , Workfront, OnePlan

Collaboration and communication tools

Collaboration and communication tools enable real-time interaction among team members, fostering efficient collaboration on project deliverables. They facilitate discussions, document sharing, and instant messaging, promoting seamless teamwork.

Example software: Microsoft Teams , Slack, Google Workspace (formerly G Suite)

Document management systems

Document management systems offer secure and organized storage for project-related files and deliverables. They ensure easy access, version control, and collaboration on important project documentation.

Example software: SharePoint , Google Drive, Notion, Coda, Microsoft Loop

Issue and bug tracking tools

Issue and bug tracking tools help identify, log, and resolve issues that may arise during project execution. They ensure the timely resolution of problems related to deliverables.

Example software: Jira Software , Bugzilla, Redmine

Reporting and analytics software

Reporting and analytics tools provide insights into project progress and performance related to deliverables. They enable data-driven decision-making and facilitate clear communication with stakeholders.

Example software: Power BI , Tableau, Google Looker Studio (formerly Data Studio)

Having familiarized ourselves with various effective tools for managing project deliverables, let’s focus on valuable tips to enhance the management process further and ensure successful project outcomes.

Effectively managing project outputs is vital for project success and meeting stakeholder expectations. 

To ensure seamless execution and achieve desired outcomes, project managers should adopt efficient strategies. In this section, we will provide valuable tips for successfully managing deliverables in project management:

• Clear scope and alignment: Define a clear scope for each deliverable and ensure alignment with project objectives and stakeholder expectations. This will prevent scope creep and keep the project on track.
• Engage stakeholders early: Involve key stakeholders early in the project to gather their input on deliverables. Regularly communicate progress and seek feedback to make necessary adjustments and ensure buy-in.
• Agile adaptation: Embrace agile project management principles to foster flexibility and adaptability in delivering iterative results. Regularly reassess priorities and adjust deliverables based on evolving project needs.
• Empower collaboration: Encourage effective collaboration among team members to ensure seamless coordination and timely delivery of deliverables. Utilize collaboration tools and hold regular meetings to foster communication.
• Quality assurance and testing: Implement a comprehensive quality assurance process to validate deliverables against established standards. Thoroughly test each deliverable to ensure its functionality and compliance with requirements.

Remember, managing project deliverables requires a well-structured approach, effective communication, and the right tools to streamline project execution.

So, if you want a powerful tool to streamline your project and portfolio deliverables, try PPM Express . This comprehensive project portfolio management platform simplifies deliverable planning, tracking, and reporting. 

Take control of your project deliverables today with PPM Express!

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Project deliverables 101: What every PM needs to know

Structure your project deliverables in this way, and they serve as good markers of your progress while providing clear checkpoints to pause, review, and learn.

Here’s a few examples of common deliverables at each stage of a project’s lifecycle:

Where many project managers go wrong is in focusing too much on the major tangible deliverables and ignoring the intangible ones that often drive a project forward.

Internal vs. external project deliverables

To better understand the deliverables in your project, it helps to look at them through different lenses, starting with internal and external project deliverables.

Internal project deliverables

Internal project deliverables are used by the project team members to help them collaborate, plan, share ideas, and progress forward.

Examples of internal project deliverables can include:

• Team meetings
• Project plans
• Sprint backlogs
• Lessons learned documents

External project deliverables

External project deliverables are used by stakeholders outside the project team, often to report on progress, review updates and changes, make decisions, or grant approvals.

Examples of external project deliverables can include:

• Business case documents
• Project board/steering committee meetings
• Project status reports
• The final product/service

Process vs. product project deliverables

Another common way to categorize project deliverables is to compare process and product deliverables. Both are equally important and help you deliver a successful project. But again, it’s easier to focus on the more tangible aspects (product) and ignore the intangible (process).

Process project deliverables

Process project deliverables help the project progress forward toward the objective without directly delivering a project requirement.

Examples of process deliverables can include:

• Defining a project’s scope change process
• Completing a project team meeting
• Lessons learned sessions
• A resource management plan

Product project deliverables

Product project deliverables directly deliver the project requirements. They are often tangible and form part of the final product or service the project delivers.

Examples of product project deliverables can include:

• A feature on a new web application
• Foundations of a newly built house
• Customer documentation
• A final architectural design

Project deliverables vs. milestones vs. objectives

Now that we’ve covered the many things that deliverables can be, it’s time to look at what deliverables are not.

One of the worst mistakes new project managers make is assuming that project deliverables, milestones, and objectives are all the same. This is dangerous, as studies by the PMI show that 37% of projects fail due to poorly defined objectives and milestones.

Here’s a quick guide to help you understand the differences between these three project elements:

How to use deliverables to run successful projects

Deliverables on their own are great to know, but don’t necessarily help you run a project. Instead, it’s important to understand how they’re used in the context of a real-world project.

Here’s how to use project deliverables properly at every stage of a project’s lifecycle:

1. Initiation: Scope your high-level deliverables in your business case

The specific deliverable: A business case document.

What you’ll do: The first big deliverable of any project is a business case.

A real-world example: Sally asks the Business Analyst in her team, Geoff, to host a requirements workshop to define the features of the app.

Geoff invites eight stakeholders from across the business to contribute, facilitating a session that lasts two hours. By the end, the group has defined 13 core features the app should have, which Geoff records in version one of the requirements document.

4. Planning: Plan your project’s deliverables in a more detailed project schedule

The specific deliverable: A project schedule document.

What you’ll do: Perhaps the most important deliverable you’ll create in the planning phase is your project schedule. This document will become your bible for the project going forward, helping you track what tasks, deliverables, and outputs need completing, who will do each one, and when they’ll do them.

How you’ll do it: Start by reading the Planio guide on creating a project schedule you’ll stick to . Once you’re comfortable with the details, we strongly recommend building and visualizing your schedule in a project management tool such as Planio.

Not only will this make your schedule easier to manage and update in the future, but it will give your entire team a central place to collaborate from, helping enhance team productivity, accountability, and accuracy. Find out more about how it works here .

A real-world example: Now that Sally knows the details of the deliverables required to build the Plantz app, she pulls all the information into her project schedule.

Sally builds this directly in her project management software, assigning particular tasks to team members as she goes. Once complete, she gets everyone together to review the schedule, making tweaks and updates as required.

5. Execution & Monitoring: Structure your work with a deliverable-driven sprint plan

The specific deliverable: A sprint plan document.

What you’ll do: As the team begins creating their product there’s lots to juggle. Deliverable-driven sprint plans help you maintain control by breaking your execution down into manageable chunks. Depending on the size of your project, you may create up to 20 different sprint plans in this phase.

How you’ll do it: The key to a good sprint plan is systematically working through the various sprint ceremonies, including daily stand-ups and sprint retrospectives .

Start by breaking your project or product backlog into manageable two-week segments and guide the team through each one. If you’re stuck, check out our 5-step sprint planning guide .

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Project Deliverable: Defining, Planning, and Managing [2024 Guide]

Table of contents.

Ever wondered what sets a successful project apart? It all comes down to one crucial element: the project deliverable. From concept to completion, the project deliverable is the tangible result that stakeholders eagerly anticipate. But what exactly makes a project deliverable stand out? How can you ensure your next project hits the mark with its final output? Understanding the ins and outs of crafting a top-notch project deliverable is key to driving success and achieving goals efficiently. Let’s delve into the world of project deliverables and uncover how they can make or break your next endeavor.

Key Takeaways

• Define Your Deliverables: Clearly outline what needs to be delivered in your project to avoid confusion and ensure everyone is on the same page.
• Break Down Your Work: Use a Work Breakdown Structure to divide tasks into manageable components, making it easier to track progress and meet deadlines.
• Utilize Project Documents: Create and maintain essential project documents like Gantt charts, project plans, and status reports to keep stakeholders informed and organized.
• Monitor Milestones and Deliverables: Distinguish between milestones (points of achievement) and deliverables (tangible outcomes) to track project progress effectively.
• Engage Stakeholders: Present deliverables to stakeholders regularly, seek feedback, and report progress using clear and concise communication channels.
• Leverage Tools and Techniques: Explore various project management tools and techniques to streamline the delivery process and enhance project efficiency.

Defining Deliverables

Importance in management.

Project deliverables play a critical role in ensuring the success of a project by providing clear objectives and outcomes. They help in setting expectations for all stakeholders involved, guiding them towards a common goal. Project deliverables act as measurable milestones, allowing teams to track progress and evaluate performance effectively. Communication with stakeholders is enhanced through the clarity provided by these deliverables.

Effective management relies on well-defined project deliverables to steer the project towards successful completion. By outlining specific outcomes and requirements, deliverables serve as benchmarks for assessing project progress and ensuring alignment with organizational goals. Clear communication facilitated by project deliverables fosters collaboration among team members, promoting efficiency and accountability throughout the project lifecycle.

Ensuring that all parties understand the scope and objectives of a project is essential for its smooth execution. Project managers utilize deliverables to communicate key milestones, timelines, and expected results internally within the team structure. Externally, such as with clients or stakeholders, project deliverables serve as tangible evidence of progress and quality assurance measures.

Internal vs External

Distinguishing between internal and external project deliverables is crucial for effective project management . Internal deliverables are focused on meeting team requirements such as resource allocation or task completion schedules. On the other hand, external deliverables cater to client needs by delivering tangible outputs that align with their expectations.

Aligning internal and external project deliverables is vital for ensuring overall project success. While internal deliverables support efficient task management within the team framework, external ones validate customer satisfaction levels while simultaneously meeting stakeholder demands.

Project vs Product

Differentiating between project deliverables and product deliverablessignifies their distinct roles in achieving overall project objectives. Project deliverablespertain to interim results achieved during different phases of a project’s lifecycle; whereas product delivers represent final outputs delivered upon completion. The relationship between these two types of deliversis pivotal in understanding how projects translate into tangible products or services. In essence,**project deliversformthe foundation upon which product deliversare built; they provide essential stepping stones towards achieving final outcomes.

Scope and Planning

Project scope template.

A project scope template serves to clearly outline the boundaries and parameters of a project, ensuring everyone involved understands the goals and constraints. It includes objectives, deliverables, timelines, resources, and risks.

This template acts as a roadmap for the project team, guiding them towards success by providing a clear focus on what needs to be achieved. By defining the big picture elements upfront, it minimizes scope creep and keeps the project on track.

For example, in a software development project, the scope template would list specific features to be developed within certain timeframes. This helps in managing expectations and prevents unnecessary additions that could delay delivery.

Regularly updating the project scope template is crucial throughout the project lifecycle. Changes in requirements or unexpected challenges may arise, requiring adjustments to ensure alignment with initial objectives.

Key Deliverables Planning

Strategic planning for key deliverables is essential as it sets the foundation for successful project completion. Identifying these key outcomes early on provides clarity on what needs to be achieved.

By outlining key deliverables from the start, teams can allocate resources effectively based on priority levels. This ensures that critical tasks are given proper attention and resources are utilized efficiently.

Effective planning for key deliverables involves breaking down larger objectives into smaller tasks with clear deadlines. This approach helps in monitoring progress more effectively and adjusting strategies if needed for better outcomes.

To enhance key deliverables planning, consider involving stakeholders from different departments to gather diverse perspectives. Their input can offer valuable insights that contribute to a more comprehensive plan.

Milestones vs Deliverables

Identifying differences.

Project deliverables play a crucial role in the successful completion of any project. Differentiating between milestones and deliverables is essential for effective project management. Milestones represent significant points in a project timeline, while deliverables are tangible outcomes or results.

Recognizing the differences among project deliverables involves a detailed analysis of each item’s unique characteristics. This process ensures that each deliverable meets specific requirements and contributes to the overall project objectives. For instance, in software development, identifying differences may involve distinguishing between code development as a milestone and the final product release as a deliverable.

Identifying differences among project deliverables can have a direct impact on project timelines. By clearly defining each deliverable and its associated tasks, project managers can accurately estimate timeframes for completion. For example, if there are discrepancies in understanding different phases of a construction project, it can lead to delays and cost overruns.

Clear communication is paramount when identifying differences in project deliverables. Effective communication among team members helps prevent misunderstandings and ensures alignment on goals and expectations. For instance, during a marketing campaign launch, clear communication about various campaign elements such as social media posts versus email newsletters is crucial for timely execution.

Work Breakdown Structure

Listing activities, grouping tasks.

• Benefits of Task Grouping: Enhances project organization and efficiency by streamlining workflow.
• Task grouping improves clarity in task assignments and ensures a logical sequence of activities.
• Strategies for effective task grouping include categorizing tasks based on dependencies and timelines.
• Role of task grouping in improving project coordination involves ensuring alignment with overall project objectives.

Determining Deliverables

• The process of determining deliverables is crucial for defining the scope and success criteria of a project.
• Stakeholder input influences deliverable determination by providing insights into specific requirements and expectations.
• Tools such as Work Breakdown Structures (WBS) and Gantt charts aid in identifying key project deliverables.
• Aligning project goals with identified deliverables ensures that the final outcomes meet stakeholder expectations.

Utilizing for Deliverables

• Categorize tasks based on their interdependencies to ensure smooth progress.
• Prioritize tasks according to critical paths to avoid delays in milestone achievement.
• Conduct stakeholder meetings to gather input on essential project outcomes.
• Use tools like mind mapping or brainstorming sessions to identify potential deliverables quickly.

Essential Project Documents

Project charter.

A project charter plays a crucial role in defining project deliverables by outlining the project’s objectives, scope, and stakeholders. It serves as a formal document that authorizes the existence of a project and provides direction to the team members. The charter establishes clear project elements such as goals, timelines, budget constraints, and resources required for successful project outcomes.

Key components included in a project charter related to deliverables are the project’s purpose, objectives, scope statement, risks involved, and success criteria. For example, in an example project focused on developing a new software application, the project charter would detail specific features to be delivered within defined timeframes. This ensures that all team members have a shared understanding of what needs to be achieved.

A well-defined project charter guides project deliverable planning by setting expectations from the outset. It helps align stakeholders’ interests with project goals and facilitates decision-making throughout the project lifecycle. Obtaining stakeholder approval for the project charter is vital as it signifies their commitment and support towards achieving successful outcomes.

Scope Statement

The significance of a scope statement lies in its ability to clearly outline project deliverables by defining what is included (in-scope) and excluded (out-of-scope) from the project. It acts as a roadmap that delineates boundaries and objectives to ensure that all parties are aligned on what needs to be accomplished within specific constraints.

A comprehensive scope statement includes detailed descriptions of deliverables, acceptance criteria, constraints such as time and budget limitations, assumptions made during planning, and any exclusions or limitations affecting the final outcome. For instance, in an infrastructure development example, a scope statement would specify building dimensions but exclude interior design aspects not relevant to construction.

The role of a scope statement is critical in preventing scope creep – uncontrolled changes or continuous growth in projects beyond initial expectations – by providing clarity on what constitutes acceptable changes versus unauthorized alterations. By maintaining focus on agreed-upon deliverables outlined in the scope statement throughout each phase of execution ensures alignment with stakeholder expectations.

Examples Across Industries

Documentation.

Documentation plays a crucial role in tracking project deliverables . It ensures that all tasks are completed and provides a record of project progress. Various types of documents, such as project plans, status reports , and meeting minutes , are essential for effective deliverable management. These documents help in clarifying responsibilities, setting expectations, and monitoring timelines.

To maintain organized documentation throughout the project lifecycle, it is vital to establish a clear naming convention and storage system . Utilizing online collaboration tools like Google Drive or SharePoint can streamline document sharing and version control. Regularly updating documents and ensuring they reflect the current project status is key to avoiding confusion and delays.

Documentation also plays a significant role in facilitating project audits and reviews. By maintaining detailed records of project activities, decisions, and outcomes, teams can conduct thorough assessments to identify areas for improvement or compliance issues. Clear documentation enhances transparency and accountability within the project team.

Tangible Deliverables

Tangible deliverables are physical products , services, or results that can be measured objectively. In projects, these deliverables represent the concrete outputs that contribute to achieving project objectives. Examples of tangible deliverables include software applications developed by IT companies, buildings constructed by construction firms, or marketing campaigns executed by advertising agencies.

Measuring and evaluating tangible deliverables involve assessing their quality, completeness, timeliness, and adherence to specifications outlined in the project scope. Performance metrics such as key performance indicators (KPIs) are commonly used to gauge the success of tangible deliverables against predefined criteria. The evaluation process helps determine if deliverables meet stakeholder expectations and contribute to overall project success.

The impact of tangible deliverables on project quality is substantial. High-quality deliverables not only enhance stakeholder satisfaction but also build credibility for the project team. Meeting or exceeding expectations regarding tangible outputs establishes trust with stakeholders and reinforces confidence in the team’s capabilities.

Intangible Deliverables

Intangible deliverables refer to outcomes that cannot be physically touched or measured with precision but hold significant value for projects’ success. These include aspects like improved team morale resulting from effective leadership or enhanced customer satisfaction due to exceptional service delivery. Recognizing these intangible benefits is crucial for comprehensive project evaluation.

Measuring intangible deliverables poses challenges due to their subjective nature; however,surveys, feedback mechanisms, and qualitative assessments can provide insights into their impact on projects. Recognizing intangible contributions acknowledges the human element in projects’ success beyond just numbers Valuing intangible benefits fosters a culture of appreciation within the team while enhancing overall stakeholder satisfaction levels.

Managing Deliverables

Tracking progress.

Effective tracking of project deliverables progress is crucial for ensuring timely completion and successful outcomes. By monitoring progress, teams can identify potential delays or issues early on, allowing them to take corrective actions promptly. This proactive approach helps in maintaining project timelines and meeting client expectations.

Utilizing project management software such as Trello, Asana, or Microsoft Project can streamline the tracking process by providing a centralized platform for monitoring deliverable status. These tools offer features like task assignment, deadlines setting, and progress updates, enabling team members to stay organized and informed about the project’s advancement. Techniques like Gantt charts and Kanban boards visually represent deliverable timelines and workflow stages.

Real-time progress tracking offers various benefits for project stakeholders. It enhances transparency by keeping all team members updated on the project’s status in real-time. This transparency fosters collaboration and accountability among team members while also enabling quick decision-making based on current progress data. Moreover, real-time tracking helps in adjusting resources allocation effectively to address any bottlenecks or delays promptly.

Quality Improvement

Project deliverables play a significant role in driving quality improvement initiatives within organizations. By focusing on delivering high-quality outputs, teams can enhance customer satisfaction levels and build a strong reputation in the market. Implementing quality standards such as ISO certifications or Six Sigma methodologies ensures that deliverables meet predefined criteria for excellence.

Quality improvement strategies applied to project deliverables include conducting regular quality audits, implementing feedback mechanisms from stakeholders, and continuous performance evaluations. These strategies aim to identify areas of improvement proactively and implement corrective measures to enhance deliverable quality over time continually.

Continuous quality monitoring is essential for ensuring project success , as it allows teams to detect deviations from quality standards early on and take corrective actions swiftly. By prioritizing quality throughout the project lifecycle, organizations can mitigate risks associated with poor-quality deliverables while enhancing overall customer satisfaction levels.

Communication Strategies

Effective communication is key. Clear and consistent communication among team members ensures that everyone is aligned regarding tasks, deadlines, and expectations related to deliverables’ creation and delivery process.

Tailoring communication strategies based on stakeholder preferences involves understanding each stakeholder’s communication style, preferred channels of communication (e.g., emails vs. meetings), frequency of updates required, etc.

Communication plays a vital role in resolving conflicts related to project deliverables by facilitating open discussions between involved parties regarding issues or disagreements that may arise during the project execution phase.

By fostering open communication channels where team members feel comfortable expressing their concerns or sharing feedback constructively, organizations can prevent misunderstandings, resolve conflicts efficiently, and maintain a positive working environment conducive to successful project outcomes.

Presenting to Stakeholders

Effective presentation techniques.

When presenting project deliverables to stakeholders in meetings, it is crucial to utilize effective techniques. Visual aids such as charts, graphs, and diagrams can simplify complex information for better understanding. Incorporating storytelling helps create a narrative that resonates with stakeholders.

Engaging stakeholders during deliverable presentations involves maintaining a clear structure throughout the presentation. Begin by outlining the objectives and key points , followed by detailed explanations supported by data and examples. This approach ensures that stakeholders grasp the significance of the deliverables.

To ensure stakeholder engagement, it is essential to encourage interaction during the presentation. Encourage questions, feedback, and discussions to foster a collaborative environment. By actively involving stakeholders in the discussion, you can address concerns promptly and gather valuable insights for improvement.

Presentation techniques play a pivotal role in gaining stakeholder buy-in for project outcomes. By effectively conveying the benefits and impact of deliverables through compelling presentations, stakeholders are more likely to support project initiatives.

Reporting Progress

Status reports.

Status reports play a crucial role in updating stakeholders on the progress of project deliverables. They provide a snapshot of where the project stands, highlighting achievements, challenges, and upcoming tasks. Stakeholders rely on these reports to stay informed and make data-driven decisions.

A comprehensive status report typically includes key components such as project milestones , task completion percentages, issues or risks encountered, and upcoming deadlines. By presenting this information in a structured manner, stakeholders can easily grasp the current status of the project without delving into detailed project documents.

Examples of status report formats vary based on different project phases. For instance, during the planning phase, a status report may focus on outlining project objectives and timelines. In contrast, during the execution phase, it may emphasize completed tasks and ongoing activities. These variations ensure that stakeholders receive relevant updates tailored to each stage of the project.

Regular status reporting is essential for ensuring project transparency and accountability. It fosters open communication among team members and stakeholders by providing visibility into progress and potential roadblocks. Consistent reporting also builds trust among stakeholders by demonstrating commitment to achieving project goals through timely updates.

Variance Reports

Variance reports are instrumental in analyzing deviations from planned outcomes in project deliverables . They compare actual performance against predefined benchmarks or targets to identify areas where deviations occur. By pinpointing discrepancies early on, teams can take corrective actions to realign with project objectives.

Creating variance reports involves collecting data on actual performance metrics and comparing them with expected results. Interpreting these reports requires a deep understanding of project goals and KPIs to assess whether variations are within acceptable limits or require immediate attention for resolution.

Examples of variance report metrics include schedule variances , cost overruns, quality defects rate deviations, or scope changes impact assessments. These metrics serve as quantitative indicators that help teams evaluate performance gaps accurately and prioritize corrective measures effectively.

Promptly addressing discrepancies identified in variance reports is crucial for maintaining deliverable performance consistency throughout the project lifecycle. Timely interventions can prevent minor issues from escalating into major setbacks that could jeopardize overall project success.

Tools and Techniques

Prioritizing deliverables.

Project deliverables are crucial components that determine the success of a project. Prioritizing these deliverables based on project goals is essential for efficient project management. By setting clear priorities, teams can focus on completing critical tasks first.

When sequencing tasks to achieve project objectives, prioritization ensures that key deliverables are completed on time. Aligning project priorities with the importance of each deliverable helps in meeting deadlines effectively. For instance, in software development projects, features with high customer impact may be given higher priority.

To prioritize deliverables effectively, different criteria can be used based on the nature of the project. In construction projects, factors such as safety requirements or regulatory compliance may dictate prioritization. On the other hand, in marketing campaigns, target audience engagement levels could determine which deliverables need immediate attention.

Aligning project priorities with deliverable importance brings several benefits. It enhances team focus by directing efforts towards critical tasks first. It improves stakeholder satisfaction as key outcomes are achieved promptly. This approach also minimizes risks by addressing potential challenges early in the project lifecycle.

Sequencing Tasks

Sequencing tasks plays a vital role in ensuring smooth and efficient deliverable management throughout a project’s lifecycle. By determining the order in which tasks should be executed, teams can optimize workflow and streamline processes for better outcomes.

Task sequencing impacts project timelines significantly by establishing dependencies between different activities within a project. Identifying task sequences allows teams to understand which activities must precede others to avoid delays or bottlenecks during execution.

One common technique used for task sequencing is Critical Path Analysis (CPA). This method helps identify the longest sequence of dependent tasks that must be completed without delay to ensure timely delivery of all project objectives. By focusing on critical paths, teams can allocate resources more effectively and manage risks proactively.

Optimizing project workflow relies heavily on effective task sequencing practices. By organizing tasks logically and strategically, teams can enhance productivity and reduce unnecessary delays in delivering key milestones or outputs within a specific timeframe.

Closing Thoughts

You’ve now grasped the essence of project deliverables, from defining them to managing and presenting them effectively. Remember, clear deliverables are the backbone of successful projects, guiding your team towards shared goals and ensuring stakeholders are on board every step of the way. By implementing the tools and techniques discussed, you can streamline your project processes and enhance overall efficiency.

As you move forward with your projects, keep in mind the importance of well-defined deliverables in driving project success. Utilize the insights gained here to refine your approach and achieve impactful results. Stay proactive in managing your deliverables, and watch your projects thrive.

Frequently Asked Questions

What are project deliverables.

Project deliverables are the tangible outcomes or results that must be produced to complete a project successfully. They can be products, services, documents, or any other specific items agreed upon with stakeholders.

How do milestones differ from deliverables?

Milestones represent significant points in a project timeline, while deliverables are the actual outcomes or results of the project. Milestones act as markers for progress tracking, while deliverables are the concrete outputs that fulfill project requirements.

Why is managing deliverables crucial in a project?

Effective management of deliverables ensures that projects stay on track, meet stakeholder expectations, and achieve goals within set timelines and budgets. It helps maintain focus on key objectives, facilitates communication among team members, and enhances overall project efficiency.

What role do essential project documents play in delivering successful outcomes?

Essential project documents provide structure, guidance, and documentation throughout the project lifecycle. They help define scope, track progress against objectives, communicate with stakeholders effectively, mitigate risks proactively, and ensure alignment with overall project goals.

How can presenting to stakeholders impact the success of a project?

Presenting deliverables to stakeholders fosters transparency and alignment between all parties involved. It allows for feedback gathering early on in the process to make necessary adjustments promptly. Effective presentations build trust and confidence in the project’s progress and increase stakeholder engagement.

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Project Management

How to Define Deliverables in Project Management (With Examples)

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Have you ever written someone a letter and then it sat on your desk for a week because you didn’t get around to finding a stamp and putting it in the mailbox?

It’s so easy to mentally check something off as “done” before it’s “done done.”

Yet the intended purpose of something like a letter isn’t achieved until the other person receives it. In project management , these sort of tangible tasks are known as deliverables.

Every project involves completing them. Writing code, planning a budget and creating slides are all examples of deliverables. Service businesses like consulting have deliverables as well.

It’s only by handing these deliverables off to their intended recipient that a project can flow from one task to the next.

For this reason, creating good deliverables and bringing them to completion are integral to success in project management. In this post, we’re going to cover two methods for developing and completing deliverables. But first, let’s define just what deliverables are.

A Definition of Deliverables in Project Management

A deliverable is the completion of a specific and tangible amount of work that includes handing off the newly created increment to the appropriate person. For example, in software design, you might design some software, write it, debug it and do quality assurance, but the customer needs to receive it before it’s complete.

The Project Management glossary defines deliverables as:

“Any tangible outcome that is produced by the project. These can be documents, plans, computer systems, buildings, aircraft, etc. Internal deliverables are also produced as a consequence of executing the project, and are usually only needed by the project team. External deliverables are those that are created for customers and stakeholders.”

And so a deliverable, generally, is something that you can really touch and see. It’s a physical item or a file on a computer.

For many projects, the ultimate objective is a deliverable, such as a house or an airplane. However, smaller deliverables accrue throughout the entire project. They include things like reports, code repository and powerpoint slides.

Teams have deliverables they share amongst themselves. This could be something like debriefing the client, writing up a summary, then presenting the summary to the team.

Or at a retrospective, the team may create goals for the next sprint that are written up and shared with the project leader.

Examples of Deliverables

Deliverables look a lot different depending on the type of industry you’re in. Let’s look at some examples of deliverables within various types of projects.

Construction

Deliverables are easy to grasp in a visual, tangible setting. In construction, the final deliverable is whatever the project is set out to create: possibly a house, an office building or a parking lot.

But the team completes many smaller deliverables as it moves toward the end goal. In the initial stages, the architect submits plans to the client, and the contractor makes a bid. And throughout construction, each completed step is another deliverable. This includes laying the foundation, building the frame, adding wiring, electricity and insulation, mounting drywall, installing flooring and tiling, and finally things like appliances, cupboards and lights. Final deliverables are tests to ensure the building is up to code.

The final deliverable in a software project is usually something like an app, a website or an e-commerce site.

Many software teams complete projects in an agile framework these days. This means they select small individual batches of work to complete in one iteration which takes around two weeks. At the end of this iteration, they’ve created a deliverable, called increment, which is one small portion of the final deliverable. This increment is passed onto the client for review.

The team has many internal deliverables throughout a project as well. For example, if the project is running over budget one person may be assigned with coming up with a plan to rein in costs, then write it up and present it to the rest of the team.

Consulting, essentially, is giving advice. People come to a consultant when they have a pressing need and believe the consultant has more insight or expertise into the area than they do. The service, then, is the answers to questions that the consultant provides. Since advice isn’t tangible, this doesn’t qualify as a deliverable.

However, oftentimes this advice is presented in a tangible way. If you’re laying out a migration plan for a company to go from an old system to a new one, a deliverable may be a flow chart that visually represents the path and timeline you recommend the team follow.

In another instance, a consultant might advise a company on how to go mobile. This assignment would require a lot of research and interviews, and so the deliverable would be a report which summarizes the research and concludes with a recommendation.

And so even a project like consulting includes deliverables in its project planning.

In sum, deliverables look a lot different depending on the type of industry and the nature of the service provided. However, deliverables are always a tangible product. Many deliverables are completed in a short time frame of a week or two. And a large project is the compilation of a long series of deliverables.

Checklists for Deliverables

In its simplest form, a project is a list of tasks that leads to a desired outcome. Project management is about creating this list and developing a strategy to complete everything within the project’s budget and timeline.

This isn’t an easy job. When a task is too vague and includes only a few specifications, a team may create something different from what the client had in mind. It’s also easy for a team to mark something off as done before it’s really complete. This prevents a project from moving onto the next item on the list.

In order to prevent these two scenarios from occurring, it’s good to have some systems in place. Let’s look at two list exercises to assist with this; one for creating deliverables and another for completing them.

The “Is-is not” List

Have you ever asked someone to pick something up for you at the store, and what they brought back was the wrong brand or the wrong flavor? At this point, you realize that you needed to have explained your request more clearly.

The same thing happens in projects all the time. The client or project manager communicates a deliverable, but the team hears something completely different.

In order to keep a project on track, the parameters of a deliverable need to be outlined so that everyone understands the expectation. One easy way to do this is with an “is-is not” list.

This list entails making two columns on a sheet of paper, with “is” and “is not” written at the top of each column. The stakeholders in this particular deliverable then each contribute to determine what the deliverable will and won’t be.

If the deliverable is a marketing plan, for example, then some items in the “is” column might include: “under 30 pages,” “organized with headers to be readable and scannable,” “uses photos alongside text,” and “include a social media plan.”

The “is not” column might include: “no long paragraphs,” “no passive voice” and “no magazine ads.”

This list is useful in defining all sorts of deliverables. Even though it’s a simple exercise, it really gets everyone clear on the expectations.

The Done Checklist

Have you ever walked around an office looking for a report, and then someone pulls it from below a pile of papers and says they finished it last week?

If so, you’re not alone. It’s easy for all of us to think we’ve finished something, mentally check it off as done, and move on to another task entirely. However, as mentioned earlier, the deliverable isn’t complete until it’s been received by the intended recipient.

The Scrum methodology has created something called the “Definition of Done” to address this issue. Here is how Ken Schwaber’s organization , The Home of Scrum, defines it:

“Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The moment a Product Backlog item meets the Definition of Done, an Increment is born. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed as part of the Increment. If a Product Backlog item does not meet the Definition of Done, it cannot be released or even presented at the Sprint Review.”

(In this definition, “increment” means the same thing as “deliverable.”)

The Definition of Done, essentially, is a list of all the criteria that must be accomplished to mark a deliverable off as complete.

To this end, many teams create a “done checklist” around a deliverable, to ensure that everyone understands the hoops that need to be jumped through before calling it a day.

For example, on a software team, the “done checklist” might include: writing code, testing, debugging and quality assurance. The final item on this list always includes presenting the deliverable to the end user, who is either someone in the office or the client. The value really hasn’t been added until this final step is “done”!

In sum, deliverables need to be created with a lot of TLC, and it takes stick-to-itiveness to bring them over the finish line. Having processes in place helps to achieve this.

Final Thoughts on Deliverables

A deliverable is easy to see and touch and measure. For this reason, clients like to see deliverables in a project. For example, it adds some weight to include things like slide decks or reports to a consulting proposal.

This leads to a tendency for a team to define success around the deliverable. This isn’t always the best bullseye to aim for, however. The real objective in any project is adding value to the client. That’s ultimately what you’re working to deliver.

To this end, it’s usually good to plan small deliverables around shorter time frames. Clients may not entirely understand what they want in terms of a final deliverable at the beginning of a project. They may only be able to clarify their overall objective.

When a project is completed piecemeal, it creates an opportunity for the client to look at what has been developed and assess how the project is going.

And so rather than look at a deliverable as one enormous task, it’s generally much safer for the team to get into the practice of decomposing projects into smaller units that can be completed in a short time frame. Based on the feedback from the client, the team can then determine its next plan for deliverables.

A deliverable is a tangible product that a team creates during a project. Deliverables can be created for the client or internally for the team.

Deliverables add weight to a project’s proposal, but the project’s real objective isn’t completing them; it’s delivering value to the client.

In order to create useful deliverables, it’s helpful to do some brainstorming beforehand to clarify all the details and metrics around what the deliverable needs to be. Having a “done checklist” ensures that a deliverable is completed according to everyone’s expectations.

A project, in essence, is a series of deliverables. And so having processes around creating and finishing them allows a project to flow smoothly through to its successful completion.

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How to Assign Deliverables that Hold You Accountable

No matter what type of work you do, it’s a safe bet that you’re striving toward some kind of tangible outcome with every project. Your intended outcome might take any number of different forms, but there is always an end result fixed in view. The end result of any project a business undertakes — whatever that result may be — is called a deliverable. 

What Is a Deliverable?

In the most familiar sense, a deliverable is a project’s final outcome. This could be a physical product, a software feature, a report, a change to a metric , or any other kind of verifiable, measurable result. 

However, “deliverables” can be more than just final outcomes. A project can have multiple, smaller deliverables throughout the process that contribute toward the final deliverable. In this article, we’ll explore some of the most important kinds of deliverables and their differences, the various stages of planning and executing deliverables, and how to manage deliverables effectively.

Why Are Deliverables Important?

Clearly defining deliverables early in the process is crucial for effective project management. Additionally, deliverables are the outcomes you’re working toward, meaning they’re the whole purpose of undertaking any project in the first place. A high-quality deliverable that makes it into the client’s hands (literally or figuratively) on time and within budget almost always equals a successful project.

One of the best ways to keep a project on track is to ensure all actions are linked directly to a deliverable. Every action along each step of your project process should contribute toward the production of a deliverable in some way.

Types of Deliverables

While one of the most common definitions of “deliverable” is a project’s final product, this actually only describes one type of deliverable. There are multiple kinds of deliverables that play a role throughout the process. Let’s go over the definitions of some of the most influential types of deliverables and analyze the main differences between them:

Project Deliverables

A project deliverable is the final, tangible outcome of a project. In the simplest sense, a project deliverable could be a completed physical product, but project deliverables can take many forms. For example, a project deliverable could also be a digital product like a software update, an operational outcome like a record of a new policy implementation, or a performance-based outcome like a report that demonstrates improvement to a valuable metric. Project deliverables can be external or internal (more on that in a moment).

Process Deliverables

Process deliverables are the individual internal deliverables a team uses to produce a final project deliverable. If the project deliverable is the destination, you can think of process deliverables as the means of getting there. Process deliverables include all the tasks and materials that are required to effectively plan and execute the project, including:

• Project proposals 
• Reports on project scope
• Statements of work
• Project schedules
• Project budgets

Process deliverables are sometimes called planning deliverables. You may hear the terms used interchangeably, but “planning deliverable” can also be used more specifically to refer to very early-stage, intangible process deliverables like project summaries or proposal drafts.

Internal Deliverables

The effects of internal deliverables are contained within a company and are not customer-facing. For example, an internal deliverable could be a blueprint, report, or KPI-based training objective. Internal deliverables are often process deliverables that play an important role in creating a final project deliverable for a customer. However, an internal deliverable could also be the final result itself of an effort to promote some kind of internal outcome like improving customer retention or building a new sales strategy .

External Deliverables

External deliverables are project results that are intended to be seen or used by clients. An external deliverable is exactly what most people associate with the term “deliverable” — something you produce for a client, whether it’s a car, an advertisement, a social media campaign, a website, or just about anything else.

Stages of Deliverables

It’s important to plan and execute your deliverables efficiently. Here are some tips for managing deliverables at each of the four main stages of a typical project:

1. Clearly Define Your Deliverables

Step one is to identify and describe your project deliverables in clear terms. This step should be directly tied to your objective for the project. Ask yourself what quantifiable outcome you are hoping to achieve with the project and define a clear end result that supports that outcome. For example, if a marketing firm is tasked with achieving the outcome of improving a client’s lead conversion rate by 20%, an appropriate end result — or deliverable — could be a new marketing campaign that prioritizes conversion rate.

You’ll need to define both project and process deliverables. Often, you’ll work with the client to define project deliverables, and then your team can collaborate internally to determine the process deliverables that will be required. 

2. Deconstruct and Assign

The next step is to deconstruct the project and assign individual responsibilities. Deconstructing the project is the process of reducing it to its smallest possible components and organizing those components into a work breakdown structure (sometimes called a WBS). By breaking the project down into individual tasks, you can plan a blueprint with steps for completing it from start to finish.  

After deconstructing the project into its individual elements, the next step is assignment. This is when you delegate each task to specific team members. Matching tasks to team members with the most appropriate skill sets can help ensure the project moves along as efficiently as possible. You can actually think of your company’s hiring process as a factor in the assignment process. Hiring highly skilled and knowledgeable employees pays off when you have just the right person for every task on your work breakdown structure. 

3. Track Progress

Throughout the course of the project, it’s important to keep track of your progress. There are various processes and tools you can use to monitor project progress, like a Gantt chart or Kanban board. Many businesses also use project management software to help track tasks through the project pipeline. 

One of the most important parts of progress tracking is ensuring that each step is completed by the allotted deadline. When effective progress tracking measures are in place, project managers can immediately identify when a specific task is running behind schedule so the issue can be addressed and does not trickle down and result in missing the deadline for the final project deliverable. 

Whether you use software to track progress or not, it’s a good idea to use periodic project reports to communicate progress on all aspects of the project to both internal and external stakeholders.

4. Measure Success

The final stage of the deliverable process is measuring success. During this step, you should review the quality of the final project deliverable, the effectiveness of the process, and the efficiency with which it was carried out. Taking a detailed, retrospective look at each project is essential for improving future projects. If your deliverable was successful, what went right that you can repeat or build on next time? If it wasn’t, what went wrong? Did you overshoot your budget? Did team members miss deadlines throughout the process and cause the project to fall behind schedule? How can you prevent these issues next time?

Scope Management

A project’s scope is simply its parameters. The scope of a project defines the expected features of the deliverable itself and the extent of the work that will be required to produce the deliverable, such as the amount of time and resources you expect the project will occupy. Defining a project’s scope up front is crucial for accurately setting deadlines and budgets and communicating expectations both ways between business and client. 

What Is Scope Creep?

Scope creep is when a project expands beyond its original scope after it’s already been started. As the name suggests, scope creep usually doesn’t just happen all of a sudden, but rather results from poor scope management that either underestimates the requirements of a project or allows them to gradually grow beyond what was originally agreed upon. Well-meaning customers might attempt to add on extra deliverables after the project begins, so it’s important to have a plan for keeping every project within scope. 

What Is a Scope Plan?

A scope plan, or scope management plan, is a strategy that’s designed to help you keep your projects within scope. Scope management plans consist of processes to ensure the scope of each project is accurately defined and that each project does not veer outside its established scope. Most scope management plans follow a process that’s similar to the four stages of managing deliverables we outlined in the previous section:

• Collaborate with stakeholders (both internal and external) to identify the project’s requirements.
• Use those requirements to define the project’s scope.
• Create a work breakdown structure that divides the necessary work into individual tasks.
• Assign roles and responsibilities.
• Get all stakeholders to sign off on the scope management plan.
• Monitor and control the project’s scope throughout the process with software or other project management tools.

Planning, executing, and tracking project deliverables is one of the most critical parts of keeping projects on track. Not only will careful deliverable management increase the likelihood your projects will remain within scope, but it also ensures your clients receive high-quality outcomes every time. Defining and executing strong internal deliverables will also help your business’s operations remain as healthy as possible. 

Assigning deliverables is challenging — if you’re struggling to manage your startup’s deliverables effectively, consider drawing upon the expertise of a mentor to help you develop an action plan for better deliverables.

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What Are Deliverables in Project Management?

• 1.  Project Management Basics
• 2.  Project Management Methodologies
• 3.  Project Management Life Cycle
• 4.  Best Project Management Software
• 5.  Team Collaboration Tips
• 6.  Agile Methodology Basics
• 7.  Agile Project Management Tools & Techniques
• 8.  Project Management Frameworks
• 9.  Resources
• 10.  Glossary
• Advanced Terminology
• Methodologies
• PM Software Features
• Basic Terminology
• Professional Development
• Agile Project Management

Introduction to Project Deliverables

In project management, a deliverable refers to any item that is produced as a result of a project. Deliverables can take many forms, from physical products to online documents, reports, or software applications. Understanding the concept of deliverables is essential for project managers, as they are responsible for ensuring they are produced on time, within budget, and to the required quality standards. 

In this article, we will provide an overview of deliverables in project management, including their definition, types, and importance. We will also explore the role of deliverables in project success.

To achieve actionable results right away, you can also try Wrike’s project deliverables template for free with a two-week trial.

What is a deliverable in project management?

A deliverable is an element of output within  the scope of a project . It is the result of objective-focused work completed within the project process.

Deliverables in project management can be internal or external. An internal deliverable is work undertaken within your company — people outside the organization do not see it. An external deliverable is work done for a client, customer, or stakeholder with the goal of generating revenue. In either case, it usually means that the deliverable is expected on a specific date. 

Project deliverables are often linked to objectives, but there is a clear difference between the two. A deliverable is an actual item created to advance a project, whereas an objective is an overall goal. So, if you wanted to gain more insights into your market base, that would be an objective. If you prepared a report to achieve this objective, that would be a deliverable. 

You may see below an example of a deliverable and an objective. The deliverable in this case would be the content and the objective would be reducing the duplication of software across the enterprise.

Similarly, a deliverable is not to be confused with a  milestone . A milestone is a specific marker or point in a project when you have achieved something significant. When a milestone is reached in a project, you simply transition to the next stage. With a deliverable, however, you have to submit the end result to an individual or team.

There can be one or several deliverables within a single project. When a deliverable is sent, that means a big deadline or milestone has been met. Often, project deliverables are dependent on another deliverable being completed first. This is common when managing a project with multiple milestones, such as events. These interlinked deliverables can be easily mapped using a  Gantt chart , which automatically updates dependencies when you make changes to a project deadline.

To sum up, deliverables in project management are tangible action items that must be delivered to complete a project.

What are examples of project deliverables?

As outlined above, project deliverables can be both internal and external. Here is an example of each:

• Internal: You are leaving your current role, and your HR supervisor asks you to prepare a handover document for your successor. This document is an internal deliverable.
• External: You are working for an SEO agency, and you create a website audit for your client to optimize their SEO practices. This audit is an external deliverable.

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When are project deliverables agreed upon.

Project deliverables are typically agreed upon in the early stages of planning, usually within a project management plan . This is because deliverables are closely linked to objectives, and the two will combine when a company sets out its OKRs before commencing a project.

Inaccurately defined deliverables are a massive risk factor for project failure. This is why project managers need to establish accurate, measurable, and high-quality deliverables at the very beginning of a project. Once these are in place, the path to project success will be clear.

Can project deliverables change during a project?

Many things can happen over the course of a project, and deliverables can vary slightly as a result. The key here is to monitor any risk for scope creep and manage any changes to ensure the project stays on track. This could mean increasing the number of project deliverables originally set out in the planning stage.

By compiling regular reports, a project manager can track project deliverables and share changes with stakeholders. That’s why it is important to use versatile project management software so any changes can be made easily and communicated quickly.

Who oversees project delivery?

Although there may be a full team working together towards one deliverable, the project manager oversees project delivery . It is their job to monitor progress and ensure that all project deliverables, both large and small, are met within the deadlines. The project manager’s overall responsibility is to supervise the project throughout its various stages and execute a successful outcome.

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In conclusion, a deliverable is a critical component of project management, as it helps determine the scope of a project and its success criteria.  Furthermore, clear and well-defined deliverables can help prevent scope creep, budget overruns, and delayed timelines. 

By identifying and defining deliverables, project managers can ensure the project is progressing according to the plan and stakeholders have a clear understanding of what is being produced. 

Wrike’s project deliverables template is designed to help you overcome any obstacles in project delivery. With clearer timelines and seamless collaboration, you and your team can stay aligned and produce results exactly as planned.

Further reading:

• 10 Steps to a Kickass Project Kickoff: A Checklist for Project Managers
• Automations to Increase Project Management Productivity
• 5 Online Project Management Courses for Beginners

Basic Project Management

• Project Charter
• Project Management Stakeholders
• What is a Project?
• Work Breakdown Structure
• Project Objectives
• Project Baseline
• Project Management Scheduling
• Project Management Work Packages
• Project Management Scope
• Scope Creep

Advanced Project Management

• What is PERT?
• Network Diagram
• Risk Management
• Cost Estimation
• Feasibility Study
• Monte Carlo Analysis
• Project Integration
• Cost Management
• PMI Project Management
• What To Do With Certification
• Certification
• Become Certified
• PMP Certification
• Best Certification

Software Features

• Critical Success Factors
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• User Role Access Permissions
• Time Tracking
• Budget Tracking
• Request Forms
• Work Assignments
• Version Control
• Dependency Managements
• Project management Milestones
• Project Management Software
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• Project Management System
• Gantt Charts

The Makings of Project Deliverables: A Guide To Defining Objectives Effectively

Discover strategies for defining and attaining targeted project deliverables to effectively achieve objectives.

Table of contents

As a project manager or team leader, you recognize that the key to a successful project isn't just hard work or long hours. It's about clearly defining and communicating project deliverables. This involves ensuring that:

• Every team member knows precisely what's expected of them and what they must deliver
• Stakeholders understand how each project deliverable contributes to the overall project objectives

In this guide, we'll delve into the significance of outlining project deliverables with stakeholder involvement—from establishing clear goals to breaking down complex projects into smaller, manageable tasks—and how they relate to milestones and objectives.

So, whether you're an experienced project manager or a newcomer, keep reading to master the art of defining and conveying project deliverables like an expert.

Objectives vs. milestones vs. deliverables: How do they differ?

Project objectives, milestones, and deliverables are three distinct yet closely related concepts in project management. Let's explore their differences and when to utilize each:

What are project deliverables?

Project deliverables are the tangible outputs or results that the project team must produce to achieve the project objectives.

They are specific, measurable, and time-bound, clearly indicating the project's progress, as defined in the project planning phase . Use project deliverables to communicate particular outcomes or outputs of a project to stakeholders.

Here are some examples of project deliverables:

• Conducting a workshop
• A project plan
• Documentation
• A training plan

What are project objectives?

Project objectives are typically established at the beginning of a project and steer the team's decisions throughout the project lifecycle.

They help define the project scope, formulate a project plan, and assess its success. Use project objectives when you need to convey a project's overall purpose and strategic alignment to stakeholders.

Examples of project objectives include:

• Raising donations by $75,000 by the year 2025
• Boosting customer satisfaction by 40%
• Launching a new product or website
• Enhancing brand awareness by 60%

What are project milestones?

Project milestones are significant points or events that indicate the completion of a substantial stage or phase of work. They can be part of a deliverable divided into multiple segments.

For example, imagine reviewing logo directions for a company with the board of directors. If your deliverable is to create logo concept directions, the process could be broken down as follows:

• Four brand direction concepts are developed and presented to the project stakeholders.
• The stakeholders agree on two concept directions for further refinement.
• The two concepts are polished and presented to the stakeholders.
• The stakeholders select one concept direction to submit to the board for final feedback and approval.

A project milestone can contribute to completing a deliverable, but this isn't always the case or directly related in every instance.

All three elements—objectives, deliverables, and milestones—are crucial for a project's success and should be defined considering one another.

Extracting the right deliverables from overall project goals

In many cases, project deliverables are defined during the sales process and incorporated directly into the proposal or contract agreed upon by the client. They represent the tangible and measurable results that stakeholders will receive at the end of a project, aligning with their overall goals.

➡️ Use one of our project charter templates to help manage your project goals.

In other situations, you may have a budget. As the project manager, you must collaborate with your team and sometimes the client to identify the project deliverables necessary to meet the client's goals and objectives.

Follow these steps to define your project management deliverables:

• Identify project objectives : Begin by understanding the project's aims. This will help you pinpoint the key results the project must produce. Collaborate with your key stakeholders on this step.
• Break down the project : Split the project into smaller, more manageable pieces, such as tasks or milestones. This will help you determine the specific outputs needed to achieve each objective. Your team can assist in identifying how the project can be broken down, what can be delivered, and within what timeframe to ensure accuracy.
• Define the deliverables : Identify the specific outputs or outcomes required for the completion of each project segment. Be as precise and measurable as possible to avoid ambiguity.
• Prioritize deliverables : After identifying all the deliverables, prioritize them based on their importance to project success. Involving your stakeholders in this step will foster trust through visibility and collaboration on the project.

Why stakeholders should be involved in project deliverables

Involving stakeholders in defining project deliverables can lead to enhanced outcomes, increased transparency, and improved stakeholder buy-in and support. Effective stakeholder management from the start is crucial in ensuring the success of any project.

• Improved buy-in and alignment : Stakeholders are more likely to feel invested in the project's success as they can directly align deliverables with their expectations and requirements. This leads to more significant support and buy-in from stakeholders, making securing resources and backing throughout the project easier.
• Transparency : Involving stakeholders increases transparency and fosters trust. It allows them to see what is being delivered and how their needs are addressed.
• Reducing risk : Involving stakeholders helps identify potential risks and issues early in the project. This can mitigate risks and prevent problems derailing the project, such as unrealistic expectations or budget constraints. Knowing this early can save difficult conversations later in the project.
• Prioritizing and improving outcomes : Engaging stakeholders helps identify and prioritize the most critical outcomes for the project. Knowing the prioritization order that is important to the client upfront saves time and budget.

How to manage and achieve project deliverables

Successfully managing and achieving project deliverables demands careful planning, effective communication, and the ability to adapt to changing circumstances.

Here are some tips to help you manage and achieve project deliverables:

• Define the deliverables : As emphasized throughout this article, defining deliverables is crucial in ensuring a project's success. Each internal deliverable and external deliverable should be clear from the get-go.
• Create a timeline : Outline when each project task needs to be completed, considering dependencies and potential roadblocks. This helps you stay on track and ensure the project remains on schedule .
• Allocate resources : Ensure each team member has the necessary skills and resources to complete their assigned tasks.
• Monitor progress : Regularly track progress and update the project timeline and budget as needed. This enables you to identify any issues or delays early on and take corrective action.
• Communicate effectively : Maintain open communication with all stakeholders, including team members, clients, and vendors. Ensure everyone knows the project status, changes, and potential issues. As a project manager, keeping everyone informed is crucial.
• Adapt to changes : Be prepared to adapt to changing circumstances, which may include adjusting the timeline, budget, or project scope . Plan for the worst and hope for the best in the project management world.
• Celebrate success : Acknowledge even the most minor achievements to maintain high morale and motivate the team. You are their cheerleader throughout the project.

Make sure you use technology to the fullest

Technology plays an essential role in ensuring project deliverables are met. By harnessing technology tools and solutions, project teams can enhance their efficiency, minimize errors, and achieve better stakeholder outcomes.

Here's how technology can assist:

• Collaboration : Technology allows project teams to collaborate and communicate more effectively, enabling them to work together efficiently on project deliverables. Platforms like Float help keep communication on specific tasks organized and connected to deliverables.
• Planning : Project management tools support project teams in planning and organizing project deliverables, guaranteeing that deadlines are met and resources are appropriately allocated. Float provides a clear view of team members' availability and task workloads, helping you allocate resources effectively .
• Automation : Automation tools streamline project tasks, such as data entry or report generation, reducing errors and allowing project team members to focus on other aspects of the project. Float's phases feature helps break your project into smaller tasks and subtasks, which can be assigned to team members with deadlines, ensuring clear deliverables and timely completion.
• Tracking : Technology enables project teams to track and monitor progress towards project deliverables, offering real-time data and insights to inform decision-making. Float's time tracking feature allows you to monitor how your team spends its time , generating reports that show the time allocated to each task and helping you identify bottlenecks or areas for improvement.

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Achieving project deliverables is a complex process

In project management, it's essential to recognize the roles of objectives, milestones, and deliverables to attain success. To tackle the challenge of defining the right deliverables, involving stakeholders is crucial, ensuring their needs and expectations are met.

Achieving project deliverables also requires strong leadership, effective communication, and thorough planning. Teams should monitor project progress, promptly address issues, and adjust plans to ensure successful delivery.

By adopting a strategic approach and utilizing the appropriate tools and techniques, teams can deliver projects that meet and exceed expectations, ultimately leading to greater project success.

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Project estimation made easy: techniques & steps for accurate planning 

Expert tips to manage multiple projects without missing a beat

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Deliverables of a Project: Definition, 6 Steps & Examples

The success of a project depends on how well it is planned, executed, and monitored. One of the crucial aspects of project management is the concept of deliverables . In this guide, we will take a look at the definition of project deliverables, their importance, and the process of managing them effectively. Whether you are a project manager, team member, or simply curious about project management , this guide will provide you with a thorough understanding of deliverables and their role in successful project execution .

The definition of deliverables:

Deliverables are tangible or intangible outcomes that must be completed or provided to fulfill the requirements of a project or objective. They serve as measurable results and milestones, often outlined and agreed upon at the project’s outset.

Deliverables are the end products of project activities and are what the project team and stakeholders expect to receive once the project (or a milestone) is completed. In essence, deliverables are the “deliveries” that demonstrate the successful completion of project phases or the entire project. They can take various forms, such as documents, software, prototypes, reports, or any other tangible or intangible items that satisfy project requirements and objectives.

For example, in a software development project, the deliverables may include the code for the software, user manuals, and training materials. In a construction project, the deliverables could be the completed building, architectural drawings, and permits. In a marketing campaign, the deliverables may consist of a marketing plan, advertising materials, and measurable campaign results.

Why you want to use deliverables

Deliverables play a crucial role in defining and measuring the success of your project. They provide a clear and concrete way to assess whether the project has met its objectives and fulfilled the requirements set out in the project scope. By establishing specific deliverables, project managers and stakeholders can have a common understanding of what is expected from the project, which helps in managing expectations and ensuring that the project stays on track.

Moreover, deliverables serve as the basis for managing project schedules, budget, and resources. By defining and organizing deliverables, project teams can create work breakdown structures (WBS) and project plans that outline the tasks, activities, and milestones needed to produce the deliverables. This, in turn, enables effective scheduling, resource allocation, and progress tracking, ensuring that the project is completed on time and within budget.

Deliverables are also essential for stakeholder communication and engagement . They provide a tangible way to demonstrate progress and to keep stakeholders informed about the status of the project. Clear and well-defined deliverables help build trust and confidence among stakeholders, as they can see the concrete results of their investment in the project.

Overall, the importance of deliverables in project management can be summarized as follows:

• Defining project success : Deliverables provide a clear benchmark for measuring the success of a project, ensuring that it meets its objectives and fulfills the requirements of stakeholders.
• Guiding project planning and execution : By defining specific deliverables, project teams can create detailed project plans, work breakdown structures, quality gates and schedules to effectively manage project tasks, resources, and timelines.
• Facilitating stakeholder engagement : Deliverables serve as a means of communication with stakeholders, demonstrating project progress and enabling stakeholders to provide feedback and make informed decisions.
• Ensuring quality and accountability : Clear deliverables help to establish quality standards and accountability, as they provide a basis for conducting reviews, evaluations, and ensuring that project outputs meet predefined criteria.

Deliverables vs Outputs: What’s the Difference?

In project management, the terms “deliverables” and “ outputs ” are often used interchangeably, leading to confusion about their precise meanings. However, it is essential to understand that there is a distinct difference between these two concepts.

• Deliverables are the tangible or intangible products, results, or outcomes that are produced as a direct result of project activities. They are the specific items that are formally handed over to the project stakeholders or clients once they are completed. Deliverables are typically outlined in the project scope and are used to measure the success of the project.
• Outputs , on the other hand, refer to the immediate results of project activities. They are the intermediate products or results that emerge as the project progresses. Outputs are essential steps in the process of creating deliverables but may not necessarily be the final products that are delivered to stakeholders. For example, in a software development project, the code for a particular feature may be an output, while the fully tested and documented feature is the deliverable.

So the primary distinction between deliverables and outputs lies in their finality and stakeholder orientation . Deliverables are the ultimate project results that are formally delivered to stakeholders, while outputs are the intermediate products of project activities. Understanding this difference is crucial for effectively managing projects and ensuring that project teams and stakeholders have a clear and common understanding of project progress and final outcomes.

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Deliverables’ Role in the Project Life Cycle

The project life cycle refers to the series of phases that a project goes through from its initiation to its closure. Each phase of the project life cycle has specific deliverables associated with it, and these deliverables play a vital role in guiding the project and ensuring its success. Let’s take a look at the role of deliverables in each phase of the project life cycle:

1. Initiation Phase

During the initiation phase, the primary goal is to define the project and its objectives, as well as to identify the stakeholders and establish initial project planning. The key deliverables in this phase typically include a project charter, which outlines the project’s purpose, objectives, and high-level scope, and a preliminary feasibility study or business case to assess the project’s viability. These deliverables help to formalize the project, gain stakeholder support, and provide the foundation for the planning and execution of the project.

2. Planning Phase

The planning phase is where the project is extensively planned, and the project plan is developed. The deliverables in this phase include a detailed project plan , which encompasses the project scope, schedule, budget, resources, risk management plan, quality plan, and communication plan. Additionally, other key planning deliverables may include a work breakdown structure (WBS), which decomposes the project into manageable tasks, and a stakeholder management plan to engage and manage project stakeholders effectively. These deliverables are essential for establishing a roadmap for the project, defining how it will be executed, and ensuring that it is completed within the set constraints of time, cost, and quality.

3. Execution Phase

The execution phase is where the actual project work takes place, and deliverables are produced. The primary deliverables in this phase are the project work itself, along with the associated deliverables outlined in the project plan. These deliverables can vary widely depending on the nature of the project. For example, in a construction project, the deliverables may include completed building components, while in a software development project, the deliverables may consist of developed code, tested software modules, and user documentation. The key role of deliverables in this phase is to ensure that project work is progressing according to plan, that quality standards are met, and that the project outputs are being produced as intended ( Project Deliverables Checklist on Canva ).

4. Monitoring and Controlling Phase

The monitoring and controlling phase is focused on tracking and managing project performance to ensure that it aligns with the project plan and objectives. The key deliverables in this phase include progress reports, which provide updates on the project’s status, including its progress, schedule, budget, and any issues or changes that arise. Additionally, deliverables in this phase may include change requests, quality control measurements, and corrective action plans. These deliverables play a crucial role in enabling project managers and stakeholders to monitor project progress , identify and address issues and changes, and ensure that the project remains on track and meets its objectives.

5. Closing Phase

The closing phase marks the formal completion of the project and the transition of its deliverables to the stakeholders. The key deliverables in this phase include a project closure report, which summarizes the project’s achievements, lessons learned, and any remaining open issues or tasks. Additionally, the final project deliverables are formally handed over to the stakeholders, and a formal acceptance documentation is obtained to confirm that the deliverables meet the agreed-upon requirements and quality standards. The role of deliverables in this phase is to ensure that the project is closed out in a systematic and orderly manner, that the project outcomes are effectively transferred to the stakeholders , and that any remaining administrative or contractual tasks are completed.

In summary, deliverables play a critical role in each phase of the project life cycle, from establishing the project’s foundation and objectives to planning, execution, monitoring, and controlling, and finally, to project closure. They provide a clear and tangible way to measure progress, ensure that project work meets its objectives and requirements, and facilitate effective communication and stakeholder engagement throughout the project.

How to Define Deliverables in a Project?

Defining deliverables is a crucial step in the project management process, as it sets the foundation for the successful completion of a project. The process of defining deliverables involves identifying, describing, and documenting the specific products, results, or outcomes that the project aims to produce. Here are the key steps to effectively define deliverables in a project:

Step 1: Review the Project Scope

The project scope statement provides a detailed description of the project objectives, requirements, and constraints. By reviewing the project scope, you can identify the key elements that need to be delivered to meet the project’s objectives. The scope statement should clearly outline the deliverables that are expected, including their features, functions, and any specific requirements or criteria that must be met.

Step 2: Engage Stakeholders

Stakeholder engagement is essential in the process of defining deliverables, as different stakeholders may have varying expectations and requirements regarding the project outcomes. Engaging stakeholders, including clients, end users, and project team members, allows you to gather diverse perspectives and ensure that the defined deliverables align with the needs and expectations of all parties involved. By conducting workshops, interviews, or surveys, you can gather valuable input to help define and prioritize the deliverables.

Step 3: Use a Structured Approach

Utilizing a structured approach, such as creating a work breakdown structure (WBS), can help you systematically decompose the project scope into smaller, more manageable deliverables . The WBS organizes the project work into hierarchical levels, with the lowest level containing the individual deliverables. Breaking down the project into distinct deliverables in this way provides clarity and precision, making it easier to define and manage the project outcomes.

Step 4: Make Deliverables Measurable and Verifiable

It is essential to ensure that the defined deliverables are clear , specific , and measurable . Each deliverable should be described in a way that allows it to be objectively verified to confirm that it has been successfully completed . This may involve specifying quantitative criteria, quality standards, or acceptance tests that the deliverables must meet. For example, in a software development project, a measurable deliverable could be the user acceptance testing criteria for a specific feature.

Step 5: Document Deliverables

Documenting the deliverables in a formal deliverables list or register is critical for ensuring that all stakeholders have a common understanding of what is expected from the project. The deliverables list should provide a clear description of each deliverable , including its name, description, purpose, acceptance criteria, and any dependencies or relationships with other deliverables. This documentation serves as a reference point throughout the project, helping to prevent misunderstandings and scope creep .

Step 6: Review and Refine

After initially defining the deliverables, it is important to conduct a review with key stakeholders and project team members to gather feedback and ensure that the deliverables are comprehensive and aligned with the project objectives. This review process provides an opportunity to identify any gaps, redundancies, or ambiguities in the deliverables and make necessary refinements . Iteratively refining the deliverables based on feedback helps to improve their accuracy and relevance.

By following these key steps, you can effectively define deliverables in a project, ensuring that they are well-understood, aligned with project objectives, and capable of being successfully delivered and verified. Clear and well-defined deliverables set the stage for effective project planning, execution, and control, ultimately contributing to the successful completion of the project.

Real-life Examples for Deliverables

The following real-world examples of deliverables should help you understand the different types of deliverables and how to use them:

• Software Development Project: In a software development project, deliverables may include the development of specific modules or features, testing and debugging reports, user documentation, and the final compiled and executable software product. Each of these deliverables represents a tangible outcome of the development process and is essential for the successful deployment and use of the software.
• Event Planning Project: In the context of event planning , deliverables may include event concept proposals, venue selection and booking confirmations, event agenda and program schedules, event signage and decorations, guest invitations and RSVP lists, on-site event management plans, post-event surveys and feedback reports . These deliverables represent the creative, logistical, and organizational elements that come together to ensure the success of an event.
• Construction Project: In a construction project, deliverables could encompass a wide range of tangible outcomes, such as architectural drawings, engineering plans, building permits, construction materials, completed building components (e.g., foundations, walls, and roof), and ultimately, the finished and fully functional building. These deliverables demonstrate the progressive stages of the construction process and are crucial for ensuring that the project meets design specifications and regulatory requirements.
• Public Art Installation Project: For a public art installation project, deliverables could consist of artist proposals and selection criteria, site surveys and permits, art fabrication progress updates, community engagement plans and feedback, installation safety and maintenance guidelines, and unveiling event coordination. These deliverables showcase the artistic vision, regulatory compliance, community involvement, and technical considerations involved in bringing public art to urban or rural spaces.
• Marketing Campaign: In a marketing campaign, deliverables may take the form of marketing strategy documents, creative concept designs, advertising and promotional materials (e.g., brochures, banners, and videos), social media content, campaign performance analytics, and measurable campaign results (e.g., increased website traffic, leads, or sales). These deliverables showcase the creative and strategic efforts behind the campaign and provide tangible assets for reaching and engaging the target audience.

By examining these real-life examples, it becomes evident that deliverables are the concrete outputs that drive project success, and they vary depending on the nature of the project. Understanding these examples can help you as a project manager and your team members grasp the diverse forms and significance of deliverables within their specific domains.

The concept of deliverables is a cornerstone of effective project management, playing a pivotal role in guiding, measuring, and ensuring the success of projects. Clear and well-defined deliverables provide project teams and stakeholders with a roadmap to follow , establish concrete benchmarks for progress and quality, and serve as tangible evidence of project achievements. As we’ve seen from a variety of examples, deliverables are essential not only in traditional project domains such as construction and software development, but in a variety of project types.

By understanding the diverse nature of deliverables and their specific roles in different project contexts , project managers and team members can enhance their ability to plan, execute, and deliver successful projects. Emphasizing the importance of defining, communicating, and actively managing deliverables throughout the project life cycle is key to promoting clarity, accountability, and ultimately, the satisfaction of stakeholders .

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• Project Deliverables: What They Are and How to Scope Them

You’ve likely heard the word deliverables get thrown around. You know your projects include a list of them, that your team members are responsible for producing them, and that they’re crucial to the success of the business. But do you and your team really understand what they are or how to craft them? 

In this post, we’ll present a clear definition for deliverables, show you how you can define them in a way that makes your projects run smoother and more efficiently, and give you concrete examples from a major project. 

What are project deliverables?

Project managers discuss project deliverables constantly, but when it comes time to define the term it’s surprisingly difficult for even the most experienced PMs . Even though deliverables are an essential part of project management.

Put simply, a deliverable is a product or service created or performed in the completion of a project. When you consider a project, there are elements of input (what goes into the project such as time, resources, information, etc.) and elements of output — the deliverables.

For example, if one task within a project is to create a blog post, the deliverables could include a brief (provided by the stakeholder or requester), blog post copy (to be completed by a writer), and blog post image files (to be delivered by a graphic designer). 

What are key deliverables? 

While you may hear the term ‘key deliverables’ used interchangeably with ‘deliverables’, it’s helpful to think of these as separate concepts. Although a deliverable can be produced in connection to a project, key deliverables are the main outputs set and produced in the completion of a project. The overall project might have a list of 30 deliverables altogether, but perhaps just 5 key deliverables. 

Deliverable vs. objective vs. milestone

Deliverables aren’t the only thing you’re plotting out as you figure out your project schedule. You’re also going to map out key objectives and important milestones. Here’s how you can tell the difference:

Deliverable vs. objective

Where a deliverable is a tangible piece of the project (like a piece of content), an objective represents the more abstract goal you’re trying to reach (like making more sales). Think of a project’s deliverables as the stepping stones that help you reach your objectives.

Deliverable vs. milestone

If deliverables are the concrete steps towards reaching your objectives, milestones are the banners that you pass as the project progresses. A deliverable is something you can hand over to a stakeholder — physically or digitally — while a milestone is a marker used to report on your accomplishments. Say you’re revamping your company’s blog. A deliverable might be a new category page, while the milestone could be “blog category pages finished.”

Internal vs. external vs. planning deliverables

Project deliverables can usually be split across these three categories:

Internal deliverables

Any work that is not customer-facing or part of doing business with clients and customers (ie. doing payroll, creating internal communications or documents, etc.). These things need to be done to keep your business going but aren’t directly tied to any revenue generation. 

External deliverables

Work that is customer-facing and which directly fulfills client needs (ie. client presentations, websites, etc.). If it is going to contribute to business growth or revenue generation, it is most likely external. 

Planning deliverables

These deliverables are all geared towards making some part of the project easier. A planning deliverable might be documentation that communicates a project’s budget, its scope, or its schedule.

How to define and outline project deliverables

As a project manager, you know that breaking down a giant, cross-organizational project into manageable deliverables can be a challenge. You not only need to understand what work is required — but who to assign it to. 

The work breakdown structure

This is where something like the work breakdown structure comes in handy. This hierarchical breakdown of all deliverables required for a project to be considered complete is an extremely useful tool for PMs. 

You start with your main project, say a complete company rebrand, and work backward to create a flow chart of key deliverables (and any smaller components that feed into these). This allows you to clearly lay out and track deliverables according to your designated timeline and any potential dependencies .

Now that you have a basic structure and template in place, it’s time to actually define the deliverables of your project. 

Deliverable definition

As mentioned above with the work breakdown structure, an efficient way to approach defining deliverables is to work backwards from the overall objective or goal. 

While this might still seem overwhelming, the following questions are a good place to start: 

What is the main goal of the project, from the client’s point of view? 

What are the separate parts of the project? For example, if the project was a puzzle, what would the different pieces be that create the whole?

How important is each of these pieces to the overall project? 

How will this piece or part be created? 

Who will create or be responsible for this piece? 

What is the timeline? 

How much will each piece cost (time, resources, etc.)? 

Deliverable requirements 

Once the deliverables are defined, the project manager needs to look into the requirements for each. It’s easy enough to create a list of deliverables, but making sure they’re actually relevant and help achieve the overall goal is the tougher part. 

For example, if you’re a branding agency and your main project is to present an overall brand refresh for a company, it might need to meet these requirements: 

Incorporate current branding guidelines or color palettes 

Include a new style guide for all employees to reference

Include an integration plan for launching on the client’s site and social channels

To gather and understand the requirements — and save your team from having to waste time redoing work — ask the following questions: 

Who are the key stakeholders for the project? Who gets the final say? This could be anyone from a creative director to the client business’ CEO. 

Is this something we’ve done before? Perhaps your team has created similar deliverables within a project in the past which could be referenced. 

Who is the target persona or end user? Who are the client’s customers? What special requirements are necessary to increase user experience? 

How will the success of this deliverable be measured? 

Tips for defining project deliverables 

Now that you have an overall idea for what goes into defining project deliverables, we’ve got some tips to help make the process as effective as possible. 

Tie them to KPIs

In order to set a clear path for success, your deliverables need to be measurable. That’s where key performance indicators (or KPIs) come in. Do a deep dive into each one and make sure they’re reasonable by developing metrics, deadlines, and goals for each phase for the project. Don’t forget about project scope and budget while completing this process. 

Set expectations

When defining deliverables, make sure everyone on your team, as well as stakeholders and clients, understand what their role in the project is. Clearly communicate deliverables and goals with all of those involved before the actual project kick-off to avoid confusion or conflict.

Identify deadlines

As you create your list of deliverables, ensure you’re assigning tangible deadlines to each one. Since some deliverables will rely on the completion of others before them, you want to make sure your projects don’t hit any roadblocks or delays due to planning issues. 

Involve key stakeholders 

In the same train of thought as setting expectations, project managers should consider involving key stakeholders in the deliverable definition stage. We’re not saying you need to get the input of 20 team members in order to proceed, but understanding the main goals and needs of your stakeholders will do wonders when it comes to keeping your project on track — without any confusion or major pivots. 

Review and approve

Once you’ve defined them, take the time to sit down and review. Is there anything missing? Could some be omitted or simplified? This is a great time to get the input of any additional stakeholders as a final measure of due diligence. 

Project deliverable examples

So you get how to define your deliverables, but are wondering what these might actually look like in the context of a real project. To help paint a complete picture, let’s take a look at what a list of deliverables could look like if your company was an agency hired to do a branding overhaul for another business. 

While each key deliverable listed would most likely include smaller tasks and outputs, this gives you an idea of the main project components. 

Project: Brand overhaul

Project milestone 1  

Project milestone 2

Project milestone 3

3 ways to build a clear project deliverables list

A project deliverables list is a clear representation of what you’re delivering, when it’s being handed off, and how much people can expect. It’s a great way for project managers to temper expectations and communicate the scope of their project. Here are three ways you can build a strong project deliverables list.

Make it simple

While it can be tempting to share a detailed project deliverables list, overcomplicating things will lead to confusion for other members of your company. A good project deliverables list is simple, easy to understand, and easy to follow for everyone — even people from outside the project.

To keep your list as simple as possible, try following these steps when presenting it to the company:

Focus on the big picture

It’s tempting to let every little detail creep into a deliverables plan, but doing that will only end up getting you stuck in the weeds. Keep the main plan focused on the high-level execution of the project, and let team members drill down on their individual steps as needed.

Imitate what works

If another team has a successful template for a project deliverables list, don’t be afraid to use it — at least as a starting point for something more customized to your needs. Plus, if your company is used to deliverable plans having a certain look or feel, it will make it easier for people to understand your plan when it’s time to share.

Go one step at a time

Complicated projects can be overwhelming when you look at all the details at once. To avoid this, it’s best to break them down into a series of easily-understandable key steps. Prioritize these steps and give them deadlines. This way everyone will clearly see how you plan on leading your project from start to finish.

Make it collaborative

If you’re presenting a project deliverables list to the entire company, chances are you’re going to get feedback on it — whether you want it or not. We suggest welcoming this feedback, but at the same time curbing it by doing as much collaboration as you can ahead of time.

Here are two ways you can make your project deliverables plan more collaborative:

Welcome feedback from the whole team

Your team will be more motivated to complete a task if they agreed to it in the first place. Incorporating their feedback when making a deliverables plan, will help them feel the deliverables are realistic and meaningful. 

Clarify individual responsibilities

Explaining individual deliverables to your team will ensure everyone is clear on who is responsible for what, and collaborate accordingly. 

Keep it flexible

Sometimes (okay, most times) projects don’t go according to plan. Your first attempt at a project deliverables plan may not be accurate, and as the project moves along you’ll need to make changes to scope and timeline to cope with reality. That’s why it’s important to be flexible on project deliverables to some extent. Here’s how:

Build in extra time. It’s better to pad out some wiggle room in a project schedule rather than having a tight schedule that puts you in constant risk of falling behind.

Share access to an editable deliverables document. Teams can use this document as a resource for the source of truth, rather than as a cached copy. Consider giving read-only access to your project plan to the company as a whole, so interested parties can check in on progress without disrupting your workflow.

Keep communication open. Along with a shared deliverables list, it’s vital to keep an open line of communications among team members. Consider doing this using whatever project management tool that best meets your teams needs. And if that requires several different project management tools, Unito can help you keep everything synced together.

Ready to deliver?

Deliverables are one of the most important aspects to any project manager’s job. Once you know how to define your project deliverable, establish requirements, and assign to the appropriate team members, you set your project — and the business — up for success. 

Before you go

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Understanding and Defining Project Deliverables

Project deliverables are the key outputs or outcomes that a project is expected to produce. They represent the tangible and intangible results that the project team will deliver to stakeholders upon completion[1]. As a project manager, it is essential to have a clear understanding of the project deliverables and ensure that all stakeholders are aligned on what the project aims to achieve.

Types of Project Deliverables

Project deliverables can be classified into two main categories:

• Tangible Deliverables : These are physical or digital products that can be seen, touched, or measured. Examples of tangible deliverables include:
• Software applications
• Hardware components
• Reports or documentation
• Websites or mobile apps
• Marketing materials
• Intangible Deliverables : These are non-physical outcomes or services that cannot be directly measured or quantified. Examples of intangible deliverables include:
• Improved processes or workflows
• Increased customer satisfaction
• Enhanced employee productivity
• Organizational change or cultural shifts
• Knowledge transfer or training programs

It is important to note that deliverables are not the same as tasks or activities. Tasks are the specific actions or steps that need to be taken to produce the deliverables, while deliverables are the end results of those tasks.

The Process of Defining Project Deliverables

Defining project deliverables is a collaborative process that involves working closely with project stakeholders. Here are the key steps to follow:

Step 1: Identify Deliverables with Stakeholders

Engage project stakeholders to identify and define the expected deliverables. Stakeholders have a vested interest in the project’s outcomes and can provide valuable insights. Techniques for identifying deliverables include:

• Conducting stakeholder interviews or workshops
• Reviewing project requirements and objectives
• Analyzing existing documentation or specifications
• Using techniques like brainstorming or mind mapping

Step 2: Clearly Document Deliverables

Once the deliverables have been identified, document them in a clear and concise manner. The documentation should include:

• A detailed description of each deliverable
• Acceptance criteria or success measures
• Dependencies or prerequisites
• Due dates or timelines
• Responsible parties or owners

Tools like the Project Charter or a separate Deliverables Register can be used to document and track the deliverables throughout the project lifecycle.

MPUG has provided Project Management Training for industry leaders for over 15 years. See how MPUG can help you achieve your professional goals and deliver successful projects. Visit MPUG.com today to access our comprehensive library of courses , webinars , and articles , and join our community of project management experts.

Step 3: Review and Update Deliverables Regularly

Project requirements or priorities may change over time, so it is crucial to review and update the deliverables documentation regularly. This ensures that the project team and stakeholders remain aligned on the expected outcomes and can adapt to any necessary changes.

Benefits of Defining Project Deliverables

Clearly defining project deliverables during the initiation phase offers several benefits:

• Shared Understanding : It ensures that everyone involved in the project has a common understanding of what the project aims to achieve.
• Scope Management : Well-defined deliverables help prevent scope creep by establishing clear boundaries for what is included and excluded from the project.
• Stakeholder Expectations : Documenting deliverables helps manage stakeholder expectations by providing a clear picture of what they can expect from the project.
• Project Success : By aligning the project team and stakeholders on the expected outcomes, defining deliverables increases the chances of project success.

Understanding and defining project deliverables is a critical aspect of project management. By collaborating with stakeholders, clearly documenting the expected outcomes, and regularly reviewing and updating the deliverables, project managers can ensure that the project stays on track and meets its objectives. Well-defined deliverables provide a solid foundation for project planning, execution, and successful delivery.

1  Kissflow. (2023). A Complete Guide to Deliverables in Project Management. 2  Float. (2023). The Makings of Project Deliverables: A Guide To Defining Objectives. 3  ProjectManager.com. (2023). What Is a Project Deliverable? Definition, Examples & More. 4  Hive. (2023). What Are Project Deliverables? Meaning, Criteria & Steps. 5  Rasmussen University. (2023). Tell me more about CBE course project deliverables .

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Project deliverables are outputs that can help you achieve project objectives incrementally. Whereas project milestones are checkpoints to help you and your team know that you’re going in the right direction, project deliverables are complete outputs that can stand alone. The successful submission of project deliverables is a byproduct of the proper execution of project milestones.

Benefits of Deliverable Plotting in Project Management

Plotting project deliverables effectively can give you many benefits:

• Gives you a better grasp of the work you need to do for a project
• Helps you make more accurate estimates on scope, timeline, and budget
• Allows your team to work independently
• Aligns expectations between you and your stakeholders
• Improves trust between you and your stakeholders
• Raises team morale through visible progress

Read more: What Is A Project Charter?

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Examples of Project Deliverables

Project deliverables can take many forms. It can be a piece of software, equipment, a document, or a product depending on what the project requires. Here, we’ll discuss the four types of project deliverables in two pairs:

• Internal and external deliverables
• Process and product deliverables

Internal vs External Deliverables

Internal and external deliverables differ in terms of which stakeholders will receive them.

Internal deliverables are submitted to internal stakeholders, such as upper management, company shareholders, and your team.

External deliverables are those you submit to people outside your organization (external stakeholders): clients, investors, the government, suppliers, customers, media, and other relevant institutions.

Here are a few examples of deliverables categorized according to their receiving parties:

Read More: What is Project Management? Definition, Types & Examples

Process vs Deliverables

deliverables are devices, hardware, software, or systems, that (fully or partially) fulfill the project’s requirements.

Process deliverables are prerequisites that help you create the product. For example, if your product deliverable is a prototype, a process deliverable could be the organized findings of a user experience test. You’ll need the data of the process deliverable (the user experience test) to complete the product deliverable (the prototype).

Here are more examples of process and product deliverables:

How to Plan Your Project Deliverables in 5 Simple Steps

To maximize your efficiency with project deliverables, here are five steps you can take to plan them out.

1. Have a Firm Grasp of Your Project Objectives

Being clear about the problem your project is trying to solve is essential to develop the best solution. Doing this will help you and your team prioritize tasks and features. It’ll also help you identify the types of outputs your stakeholders want. This makes progress visible and increases stakeholder confidence in your work as you proceed.

2. Identify Your Project Milestones and Outputs

Once you clarify your end goal, work backward and think about the steps you must take to get there. In short: Plot your project milestones and corresponding project deliverables. Not every milestone will yield a deliverable, but it would be good to devise some of them to do so. Pair each deliverable with a checklist that outlines success parameters. Be sure to align with your stakeholders to ensure smooth progress and approvals.

3. Plot Your Dependencies, Timeline, and PICs

With project deliverables identified, it’s time to look into what you’ll need to prepare to complete them:

• Blockers and Dependencies: Are there resources, devices, approvals, or other deliverables required to progress?
• Timeline: When are you planning to complete and submit each deliverable?
• Persons in Charge (PICs): Who are your main point people for each project deliverable?

Try to preemptively anticipate possible process interruptions to avoid blockers that will stall progress. Organize tasks, milestones, and deliverables into a timeline to align your team with your priorities along every point in time. This will also give your stakeholders an idea of when they to expect updates. Sharing responsibility and accountability is a good way to empower your team to work independently.

4. Set Up Trackers and Workflow

Plans are nothing without good execution. Devise trackers your team can use to set priorities, update progress in real time, and flag issues if there are any. Consider looking into project management tools or creating customized databases with software you and your teams are comfortable with. Then agree on how you’ll all communicate, and align with your stakeholders on how often you’ll send them updates. Having these in place can help minimize decision fatigue and promote a healthy culture of collaboration.

5. Allot Checkpoints for Evaluation and Improvement

Upon submitting a deliverable, take the time to debrief and evaluate:

• What you did well
• What you did not do well
• What you can improve
• What did you accomplish
• How did this deliverable get you closer to your overall goal

Read More : Project Management Terms & Concepts to Kn ow

This step is often overlooked, because it’s perceived to be taking time away from “actual” work. But as a project manager, think of it as an investment towards constant improvement. It can also be an opportunity to bring up issues best resolved as soon as possible. You don’t have to do a full project retrospective all the time. But done right, taking small moments to reflect and process can have a massive impact on your team’s rapport and productivity in the long run.

Project deliverables are outputs that your team can produce to achieve your objectives. Identifying them ahead of time can help your team focus, work independently, and sustain a good relationship with your stakeholders. Most importantly, progressive evaluation and feedback can help you ensure quality at every step of the process.

Read next: 5 Phases of Project Management (PMP)

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• Project management

Why clearly defined deliverables are key to your project’s success

Georgina Guthrie

June 26, 2020

This post was originally published on June 14, 2019, and updated most recently on June 26, 2020.

‘Deliverable’ — unlike other trendy office phrases — is one that has real and practical meaning. Detailed deliverables clarify objectives and drive successful cross-functional collaboration . So it’s important to know exactly what a deliverable is, so your team can deliver them correctly.

What are the key deliverables in a project?

A key deliverable is anything that is produced or provided as a result of a process. When goals are met, deliverables are produced, and when the over-arching project is accomplished, your key deliverable has been created.

Deliverables are also usually tied to a specific date, which means that someone — usually a client/manager/stakeholder — is expecting it by a certain time. A project is only complete when the deliverable is accepted or signed off.

The key deliverables are the main goal, tangible or intangible, has been accomplished — or the many key deliverables set in the timeline along the way. These are the pieces most sought after and used by the client.

What are examples of deliverables?

What the deliverables of a project actually are varies greatly from company to company and project to project.

Deliverables could be big or small: from a product, program, or app, to software, test results, consultation services, or a contract. They can be tangible, like a magazine or a phone, or intangible, like improved sales results or a wider client base. If you’re a project manager, then common deliverables will include plans, minutes, and reports.

There can be one or several deliverables within the scope of a project. Sometimes, deliverables stand alone as unrelated milestones, but, more commonly, they’re dependent on the completion of other deliverables — each of which has a deadline of its own.

In software design and manufacturing, these sub-deliverables are called releases. Each phase is released, tested, and approved before contributing to the whole deliverable.

When it comes to larger projects, there are usually separate groups expecting different deliverables. For example, houses are developed and built for external customers, but the design requirements to create the house are created by architects and engineers as an internal deliverable for the builders.

Project deliverable vs. process deliverable

A project deliverable is a result. A process deliverable is a route you take to achieve that result and encompasses planning, document creation, information sharing, equipment, money, and software.

For example, if your project deliverable is to build a house, one of the deliverables would be to build the roof. The process deliverable here is in how to create that roof. There’s often some crossover when planning out your project deliverables and your process deliverables, as you might imagine.

Tracking and managing deliverables

Since project deliverables are a result of some activity, they must also be measurable and specific. If a deliverable doesn’t directly answer an objective, it shouldn’t be in the project plan.

One way to organize your thinking here is to set out some SMART goals , which will help you work out whether your deliverables fit the bill.

If you’re managing a project with several deliverables, then tracking becomes an important driver of your project’s success. You can use a spreadsheet to do this, but the easiest and most effective way is to use a project management tool . This way, you can avoid creating and updating different documents, which can get confusing when you’re in the thick of it with several versions all flying around.

Whichever method you use, make sure you standardize your process, so your entire team knows how to track their work. Here are some tips to help you set off on the right foot.

1. Plan ahead

You wouldn’t set off on a journey without a map of some kind; similarly, you shouldn’t set off on your project without first having a clear idea of where you want to go and how to get there. A good place to start is with a project charter . Breaking your project down into key objectives will help everyone understand the key goals and help you define the deliverables.

Some questions to ask yourself during this initial stage include the following:

• What are we trying to achieve?
• How are we going to achieve this?
• What do we need?
• Are the stakeholders in agreement with the plan?

2. Define your deliverables

This is where you dig into the details. Once your stakeholders have given you the thumbs up, you’ll need to work out which tasks are needed to complete your deliverables, how long each will take, and what the dependencies are.

There are various tried and tested project management charts designed to help you figure this all out, but we recommend using a Gantt chart. If you’re using project management software, like Backlog, then your tasks will automatically populate into each project Gantt chart, which makes the whole thing a little easier.

Some questions to ask yourself during this planning stage include the following:

• What does this deliverable achieve?
• What are this deliverable’s dependencies?
• When does this deliverable need to be completed?
• What resources are needed for me to achieve this deliverable?
• Do I need to confirm a standardized method of communication?

3. Set everyone’s expectations

Once you’ve put in the prep work, its time to make sure everyone understands what to do and how to test and measure their own progress along the way.

Take some time to communicate the deliverables and overarching goals with everyone before project kick-off, so that when the work does begin, everyone’s ready to roll.

• Who needs to be involved?
• What’s the best way to communicate these deliverables?
• Do I need to set some time aside for training before the project kick-off?

4. Track your progress

It’s unlikely you’ll be working in a bubble; at some point, stakeholders, other teams, and upper management will want to check in on progress.

Keeping track of your deliverables, milestones, tasks, and dependencies means you’ll have all this information handy if called for. Monitoring your progress also helps you and your team pace yourselves and understand if you need to make resource/budget/timing adjustments to hit your deliverables on time. Collaboration software can help you to record, track, and share all this information.

• Do I have the necessary information to share with stakeholders?
• Is my team successfully tracking their own work?
• Are we on schedule?
• Do I need to invest in any project management software?

5. Measure your effectiveness

As with all projects, being honest about what’s working and what isn’t is important. This will help you plan similar projects more effectively in the future. There are lots of methods for measuring progress, but one of the easiest ways is with a project post-mortem meeting .

• What went well? And what didn’t work so well?
• What do we need to change next time?

Final thoughts

Having a firm grasp on what’s expected of you and your team, including objectives and deadlines, is crucial to your success.

Investing in intuitive project management software is a great way to manage your deliverables while improving collaboration and productivity . Having the ability to track schedules and share information in real-time saves you and your team sending countless follow-up emails and version updates. That means your team has a clear vision and an easy way to track their work, and you have more time to focus on making your project the success it deserves to be.

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How To Use Project Deliverables To Reach Your Team’s Goals

• Julie Simpson
• November 15, 2023

Table of Contents

Project management is the process of planning, organizing, and managing resources to bring about the successful completion of a project, including project deliverables. This includes ensuring that all project goals are met along the way. As part of this, it’s important to understand what your unique project deliverables are.

Project deliverables are a critical end point for all projects, and should be established at the start of the campaign. Each teammate within your project might have different deliverables, which is something that should be kept in mind throughout the project.

While this seems like a silly question, the truth is that companies out there are still operating without standard operating procedures and no set metrics to manage projects. Companies that fail to manage projects find themselves constantly “putting out fires” and truly failing when it comes to project management. This is a waste of everyone’s time, especially in a remote and hybrid world where we need to be as efficient and communicative as possible.

To avoid the trap of constantly playing catch-up or feeling like work is one disaster after another – your team must be able to manage projects. This is where project management comes into play. By having a set project management style, you can avoid all of the pitfalls of not managing projects.

Project management and project management software provides the structure and framework for teams to follow. This framework includes setting deadlines, assigning tasks, and tracking progress. When project management is done correctly, it provides a roadmap for teams to follow and increases the likelihood of project success.

What are project deliverables?

Project deliverables are achievable objectives or end results of a project. They represent the products, services, and results that need to be created in order to complete the project. Project deliverables can include physical products like buildings or products, documents, processes, training materials, research studies, and even intangible items such as organizational change or employee satisfaction.

Project deliverables are typically discussed in the project scope and project plan, and compared against when evaluating the success of the project.

Internal project deliverables

This type of deliverable is created during the project and is used by the project team. Internal project deliverables are used to align teams within the organization to work on specific goals. Internal deliverables are not typically shared with clients or stakeholders but are used internally for the team working on a project to keep track. Examples of internal project deliverables include:

• Scope document
• Presentations

External project deliverables

External project deliverables are products or services that will be delivered to the customer or client. These deliverables are handed over at the outcome of a project. These deliverables meet the client and stakeholder requirements and are the reason project management was created. Examples of external project deliverables include:

• Software application
• Website builds
• Product prototype

Setting up a successful project deliverable

Now that you know the different types of project deliverables let’s get into how to successfully set up a project deliverable. The first step is to set up the initial project requirements. Knowing the endgame of a project is instrumental in creating the path to get there. To create excellent project deliverables, follow these there are three key steps:

• Define what the project will achieve
• Determine who is responsible for each deliverable
• Put together a timeline for when each deliverable will be completed

Projects will have one or more types of deliverables associated with them – but no matter what type it is, each deliverable must meet specific criteria to be successful. The criteria for success is known as the Iron Triangle of Project Management and includes the following:

• Scope: The project deliverable must meet the requirements and specifications laid out in the project scope.
• Schedule: The project deliverable must be delivered on time and within budget.
• Quality: The project deliverable must meet or exceed the quality standards set for the project.

If a project deliverable does not meet these criteria, it is considered a failure. Setting up a clear understanding of each deliverable is critical to understand if the deliverable was a success or failure. By creating deliverables, and monitoring their progress, you can avoid costly mistakes and ensure that each deliverable meets the necessary criteria for success.

Mastering project deliverables and avoiding common mistakes

We just covered how to build a successful project deliverables, but it’s important to know the most common mistakes that often happen during this stage of the project planning and how to avoid them. That’s what we’re going to cover in this section. 

Here are the most common mistakes when setting up project deliverables and how to avoid them:

• Not clearly defining deliverables: Each person in your team needs to know what they need to deliver at the end of a deadline. That doesn’t mean what are the tasks they need to take, but the actual work they will deliver at the end of a period. If team members don’t know what the deliverables are, there will be confusion and misunderstandings. 
• Not setting realistic timelines: When assigning deliverables, ask team members to give their input in terms of deadlines. Setting unrealistic timelines often lead to missed deadlines, rushed work, and low-quality deliverables.
• Not assigning ownership: The main risk here is the lack of accountability. A project manager should always know who is responsible for what so they can ensure deliverability. Communicating with team members on their ownership in a project is key to run this process without confusion. 
• Not communicating effectively: There’s no such thing as overly communicating — it’s much better to always be in touch than being surprised too late into the process. Poor communication can lead to errors, missed deadlines, and low-quality deliverables. 
• Not measuring and tracking progress: If you cannot measure it, you cannot manage it. Finding out any issues in your deliverables timeline early on will guarantee the project gets done on time.
• Not getting buy-in from stakeholders: A project is made of people, and not getting buy-in from stakeholders can lead to resistance and problems down the road. 
• Not being flexible: The rule number one in project management should be to plan it, but leave room for change. This means being willing to adjust timelines, deliverables, and resources as needed. Be like water, my friend!

How to avoid these common mistakes: 

• Use a project management tool to help you track progress, manage resources, and communicate with team members. Make sure that each deliverable is clearly defined in terms of its scope, objectives, and deliverables.
• Make sure that timelines are realistic and take into account the complexity of the deliverable and the resources available.
• Ensure that each deliverable has a clear owner who is responsible for completing it on time and within budget.
• Set a clear and consistent communication about project deliverables, which includes mastering the art of running productive meetings , doing regular updates, status reports, and issue tracking. 
• Break down large deliverables into smaller tasks. This will make them seem less daunting and make it easier to track progress.
• Use a checklist to make sure that all of the steps involved in completing a deliverable are completed.
• Get feedback from stakeholders on deliverables early and often. Get them  involved in the process of defining, planning, and executing project deliverables.
• Celebrate successes along the way . This will help to keep team members motivated.

Project deliverables: this vs. that

Project management terms can sometimes get confused with other terms or incorrectly named. To try and mitigate those confusing terms, below are a few common terms and actions within the project management lifecycle that often get confused with project deliverables.

Project Deliverable vs. Milestone

A project milestone is a marker that signifies the completion of a critical project phase. It is not the same as a project deliverable, which is the actual output of the project phase.

Project Deliverable Vs. Objective

A project objective is an overall goal that the project is trying to achieve. It is not the same as a project deliverable, which is the actual output (external or internal) of the project.

Project Deliverable Vs. Task

A project task is an action that needs to be completed within a project to achieve a project milestone or objective. Tasks are completed within the project deliverables but are not deliverables themselves.

Examples of project deliverables

Now that we’ve gone over the types, criteria for success, and steps to set up project deliverables – let’s look at a few examples that relate to specific industries. While these are not all the types of deliverables out there, these are some of the more common industry-related deliverables.

Software development project deliverables

• Technical specification document
• Software prototype

Construction project deliverables

• Construction schedule
• Bill of materials

Marketing campaign project deliverables

• Campaign plan
• Creative brief
• Budget breakdown

Software for managing project deliverables

Many different software applications on the market can be used to manage project deliverables. Also there are different types of software tailored to specific industries, ranging from government fleet management software, to manufacturing software systems and even biotech platforms. Some of these software applications are more comprehensive than others and offer a variety of features and benefits. When choosing the right software to build out your project deliverables, look for a flexible and user-friendly platform.

Hive is a great project management software that offers users the ability to track and manage project deliverables easily.

If you’re looking for project management software that can help you build out project deliverables, Hive is the perfect solution. With Hive, you can:

• Create a project deliverable template
• Assign project deliverables to team members
• Set project deliverable due dates
• Track project deliverable progress
• Monitor project deliverable performance

Building project deliverables doesn’t have to be a daunting task. With the right tools and processes in place, you can ensure that each project deliverable is a success. Start a free 14 day trial of Hive and start executing your projects today.

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• Project Management

Project Deliverables in Project Management Definition and More

Home Blog Project Management Project Deliverables in Project Management Definition and More

Most projects go through several stages depending on how large or complex they are. In the initial stages, the expected outcomes are decided, and the planning is done with the objective of achieving those outcomes within the constraints of time, budget, and quality.  In a complex project, there are several things that can go wrong. The planning may not have been sufficient. The expectations may have been different for each stakeholder; the budget may be inadequate. These problems in planning or in execution will usually surface only when someone realizes that the progress of the project is slow or the outcomes are different from expectations.  

What could be done to ensure that such wasted efforts can be avoided? How can the issues be identified before they become a drain on all resources? This is where identifying and defining the deliverables for a project plays an important role.    

What are Project Deliverables? ?  

To start with knowing about project deliverables, let's first understand " what a project is? "   

As Per the Project Management Institute (PMI) definition, "Project" signifies "a temporary endeavor with a definite beginning and end." In simple terms, a project is a pre-meditated set of tasks and activities that must be accomplished to arrive at a particular goal and either/all of the project results:   

• For example, the introduction of a new sales system   
• For instance, efficient tracking of pre-sales milestones using the sales system   
• For example, an increase in QoQ sales of 15% with the new system   

In layman's terms, a deliverable would mean anything resulting from a deliberate effort or work. According to the above citation, outputs, i.e., products created by performing project activities, are nothing but project deliverables. Therefore, in project management, project deliverables denote a specific output created as the result of work performed during a project. However, for an output to be categorized as "deliverable" from the project, it has to meet certain conventionalities:   

• Should result from a deliberate project activity/work   
• Should agree with all project stakeholders   
• It should be with the baselined project scope    
• Should have a pre-determined completion/creation date   
• Should have a definite role in the accomplishment of a project goal/objective   

Project deliverables in project management have specific attributes, they may be:   

• Tangible or intangible   
• Product or process or planning related   
• Stacked i.e., resulting in predecessor or successor deliverables   
• Internal or external i.e., created for internal or external stakeholders, respectively   

We will now review each of these attributes and what are deliverables in project management in detail in the following paragraphs.  Start your career as a project manager and get a holistic understanding of all project management activities with our exquisite hands-on  PMP training  from us today!  

Internal vs External Project Deliverables

A project deliverable i.e. the result of any objective-focused work completed within the project processes, may be internal or external:  

1. Internal deliverables:  these are items created internally within the organization. It is not visible or shown to people outside the entity. These may be created to support business functions, optimize processes, and improve ways of working. Examples of internal deliverables may be:  

• Project Initial/Intake Assessment Document  
• Project Budget statement with margin information  
• New governance/process model  
• Effort tracking template  

2. External deliverables:  these are items of work created for a client, stakeholder, or customer with the objective of revenue generation. These are created for the purpose of making money by providing the required products or services. Examples of internal deliverables may be:  

• Legacy to Cloud Implementation for a customer  
• New process consulting/Existing process optimization done in the customer landscape  

In both cases, the attributes of the deliverables are common, i.e., they are created out of a deliberate effort against a pre-determined timeline, and should contribute to value delivery i.e., the realization of the output to the customer bringing them some value in the form of benefits or cost reductions.  

Who Oversees Project Delivery?  

All team members designated to participate in the project are usually involved in delivering project deliverables, but it is the project manager who has the whole and sole responsibility for overseeing project delivery. It is the project manager, sponsor, and team who collectively define the project deliverable meaning in project management. However, the end responsibility for taking the required stakeholder sign-off to create project baselines and set the ball rolling for the team to perform activities and tasks and engage resources effectively in creating these deliverables lies with the project manager. While in the execution process, the project manager acts as a liaison between the team members and stakeholders to align expectations, progress, and results of activities to iteratively add value to the output, i.e., project deliverables. In short, the project manager assumes primary responsibility for overlooking delivery while the whole team, the sponsor and stake, and stakeholders contribute to this process.

Categories of Project  Deliverables  

To summarize, project deliverables may primarily be tangible or intangible and may along with carrying either of the following attributes; they may be:   

• Internal or external   
• Product related or Process related (i.e., revenue-generating or function-enabling) or planning related (i.e., project documentation/artifacts)   
• Big or small in effort, complexity   
• Stacked, i.e., have its related dependencies or independent and standalone.   
• Varying from project to project depending on the business scenario   
• Domain-specific (for example, marketing deliverables, business analyst deliverables, legal deliverables, and more.)  

How to Define Key Project Deliverables?

Defining key deliverables in project management is often daunting for any team. While it may look relatively simpler on the outer aspect of determining what outputs a project can have, several stacked deliverables may require definition En route to achieving the final output. Some activities that may aid in the description of project deliverables include:   

• Identifying project stakeholders   
• Assimilating stakeholder requirements   
• Determining validation metrics   
• Baselining the goals/plan to achieve the outputs.   

1. Identifying project stakeholders

This is the first and foremost step that will help understand critical facets of the project, such as:   

• Why is the project being carried out?   
• What are the project objectives?   
• What do the stakeholders intend to achieve?   
• What steps need to be carried out to accomplish the goals?   
• What investment does the project involve?   
• What is the importance of the deliverables in the overall project?   
• How is the project going to affect the current landscape?   

Identifying the project stakeholders & understanding the business context of the project will not only help build a solid project foundation but will also help outline the outputs, i.e., the project deliverables that the project aims to achieve.  

2. Assimilating stakeholder requirements

Once the stakeholders have been identified, understanding their key points, gathering details, and mapping their expectations to delivery timelines help determine which outputs may be required for delivery at what intervals. Most importantly, it also helps to understand how the deliverables will be accepted by the respective stakeholder(s). Unclear/not gathered stakeholder requirements will result in scope-creep changes, which may derail the project's progress. Therefore, while addressing stakeholder requirements, the value addition to end users is essential to keep in mind, which will ultimately define the project's success.  

3. Determining validation metrics

This critical stage will determine the feasibility of creating the deliverable and, among other things, also helps review/revisit the priorities to adjust their delivery timelines. The validations also help break up deliverables into smaller chunks, thus making the overall project delivery more structured for governance.  

4. Baselining the goals/plan to achieve the outputs

This is the final stage to determine project deliverables – after they have been defined, analyzed, and prioritized according to user needs. In this stage, the team involved so far looks to work with the respective stakeholders in signing off on the deliverables and setting them as goals for the team to meet, along with approving the acceptance criteria, i.e., the thresholds for accepting deliverables.

Why Are Deliverables Important for Project Management?

Deliverables are outputs of the project from which the outcomes and benefits are derived. Without deliverables, there would be no clear way to understand the feasibility of working on the project or evaluating the returns from the project intake into the organization. In addition, deliverables provide a yardstick to measure an organization's profitability by weighing costs incurred versus revenues earned. Not only this, but they also work towards transparency to the customer in terms of time-to-time value delivery in the form of committed deliverables.   

Well-defined deliverables keep an active check on stakeholder satisfaction, thereby causing minimal changes to baselines, avoiding overruns or expensive change requests later in the project lifecycle. In short, deliverables are the key measure that shows how your project has been planned, managed, and executed while also acting as additives to organization revenue when created as external deliverables.  You can refer to the  PRINCE2 Certification  to gain all the necessary information regarding PRINCE2 and project deliverables. 

Project Manager’s Role in Building Project Deliverables

A Project Manager (PM) plays a significant role in defining project deliverables. However, this may not mean that it is only the PM who defines deliverables. Instead, they help the team identify, analyze, review, discuss and determine what may be called a deliverable and, out of all deliverables, what may be the key deliverables for a project. This activity is also carried out by the PM while scheduling the project in the form of a Work Breakdown Structure (WBS) which, as the name suggests, breaks up the larger project into smaller chunks of work activity, clearly demarcating the project deliverables.    

PMs may also utilize deliverables as governance mechanisms as they clearly outline what needs to be done/created and by whom to bring all the project participants on the same page while working on expectation-setting about the project activities.  

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How to Add Changes to Our Project Deliverables?

Now that we have seen what project deliverables are and understood the project deliverables meaning in project management let us see what happens to deliverables once the plan is established to create them. As soon as the deliverables are identified, they are baselined post approval from stakeholders, following which the respective activities and tasks are chalked out to perform the process of creating them. Any changes happening thereafter, as a best practice, have to be versioned to track and manage changes effectively. Similarly, any changes that are being requested for project deliverables too have to be thoroughly reviewed, moved through the versioning strategy, assessed for impacts, and then the change should be applied after taking approvals from the sponsor and stakeholders. Any deliverable escaping through this process's loopholes would be classified as scope creep and result in impacting project baselines, which may be a negative metric on the project.

How to Manage Project Deliverables?

Managing project deliverables is no mean feat and requires a scrupulous effort from the project manager and team members in creating, managing, and delivering value as part of the project deliverable framework. Some of the best practices that project managers can apply include: 

• Having a clear definition of deliverables 
• Utilize project management tools to streamline the process 
• Ensure built-in quality in the process of creating deliverables 
• Keep the delivery process coordinated and collaborative 
• Keep a constant check on the progress and report any variances immediately 

These, among other practices such as constant customer feedback, frequent reviews, collaborative workspaces for a team, etc., help seal loopholes and manage project deliverables better.

How to Present Deliverables to Stakeholders?

Once the stakeholders have been engaged for the project deliverables definition, they need to be constantly involved to ensure the progress of deliverable creation is on track, and the deliverables are aligned to the expectations, keeping in mind the constantly changing market conditions and business needs. Presenting deliverables to stakeholders and bringing them on a common page becomes much easier with project management software which helps align stakeholder expectations, develop a common communication platform, support change management effectively, and mitigate any risks or changes that may occur during the process of stakeholder and deliverable management.

Project Deliverables Examples

A typical project management deliverables list broken up phase-wise may include some/more of the following project management deliverables examples:   

While the above sample project deliverable may not be embracive, these are general project deliverables across various phases. The exact process maturity and governance model may define the respective deliverable and tailoring framework adopted.  

Checklist to Manage Deliverables in a Project

A project deliverables checklist provides a clear overview for completing a project and helps track project information, tasks, and results. The deliverable checklist is vital for giving an understanding of what’s achieved vs. what’s left of the project and tr ansitioning to any other PM when situations demand. Here is a quick summarized checklist of project phases and deliverables:

Download the Free Project Deliverable Template PDF/Excel

Here are some convenient project deliverable templates in different formats that may help the project deliverable planning, tracking, and progress evaluation. 

• Project deliverables  G-sheet template  
• Project deliverables  PDF template  
• Project planning deliverables  Excel template  
• Project Management deliverables  Word template

Deliverable Vs. Milestone: What’s the difference?

Software project deliverables are recurrently flummoxed with project milestones – while deliverables are outputs of the project activities, milestones are goal points at different time intervals in the project lifecycle. Deliverables represent what work the team is to accomplish, while milestones chalk out the important events on the project timeline to portray these accomplishments.    

Milestones can be thought about as checkpoints in the project journey, which may be included at key points to signify the completion of the designated activity/task. Milestones don’t have any associated deadlines or impact on project objectives – they are utilized merely as a project tracking mechanism.  

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Should You Use Project Management Software for  Project Deliverables  

Projects entail numerous tasks, and all organizations, irrespective of their size, deal with multiple projects, people, and processes daily. It takes a lot of hands and minds to build any successful application. Not utilizing project management software will add to the organization’s woes with so many teams, team members, and leadership involved. It is undeniable that a tool makes our life easier, and many to-dos in a day are quickly sorted when a tool comes into the picture, eliminating redundancies due to manual processes. Similarly, having tools that can nourish business structure at all phases/stages of the project will help get the project organized and save valuable money for the organization by reducing overheads/loopholes in the processes.    

Project management software, in essence, provides guidance to the organization, its project managers, and its project management office (PMO) in tandem with some benefits, such as:  

1. Reinforcing collaboration

PM tools foster smooth collaboration, easy file-sharing, and documentation, resulting in the centralization of all processes and interactions to bring all stakeholders to the same page and weed out differences that may occur later in the project lifecycle.  

2. Powering project coordination and management

Managing resources to achieve the right balance and benefit from economies of scale while also looking for opportunities to reduce/cut down costs where applicable are some benefits that get magnified while using a tool. It is also important to note that the PM would be free from mundane or redundant project management activities and can give attention to optimizations where required.  

3. Bolstering planning efforts

A typical project involves a detailed planning effort as planning involves analyzing all critical flows of the project and segregating/breaking them up for estimation, management, and tracking. PM tools augment the team's planning efforts by maintaining a structure based on business hierarchy and sequence of components.  

4. Monitoring overall progress

Any PM tool, correctly configured according to the organization's processes & business flow, will help improve the productivity of the project manager. It will allow focus monitoring of the project more effectively by delegating responsibilities, assisting where and when needed, and focusing on the bigger picture outside the routine tasks.  

5. Data/information sharing

PM tools help the teams radiate information to make project efforts, resulting outputs, and outcomes transparent. Every team/team member involved, from the core team to senior leadership, provides real-time data, dashboards, and information in various reporting forms.  

However, apart from the above benefits, the case for using project management software is very subjective to a gamut of factors such as the organization process maturity, leadership/business buy-in, and specific business scenario, among other perspectives.   

Just like any other decision-making process in the organization, choosing the viability of having PM software is subject to the vision, the roadmap, and the growth trajectory. This kind of decision-making involves taking a magnified look at costs vs. benefits by various methods, including brainstorming, surveys, or other forms of information gathering.   

Why Manage Your Deliverables with Project Management Software?

Project management software (from now on referred to as PM tools) has a magnitude of benefits if implemented rightly according to the organization’s business and technology landscape. Starting with visibility, accountability, and centralization of processes, PM tools aim at creating cohesion and coherence across various departments and value streams of the organization. There are some key reasons why an organization may choose to manage deliverables using project management software:   

• Provide a unified platform for tracking and managing work, time, tasks, and many more.   
• Streamline planning and project scheduling activities   
• Provide transparency to the team/stakeholders on the roadmap, milestones, and goals   
• Managing task hierarchy, assignments, and tracking of unit-level tasks   
• Aligning resources effectively to reduce bottlenecks and achieve optimization   
• Enhancing productivity by making information readily available and cutting down mundane redundant activities   
• Identifying and managing risks effectively to save time and costs and enhance quality   

While this may not be an exhaustive list – project management software offers multiple intrinsic benefits such as centralizing documentation, accesses, and information sharing, bringing in collaborated ways of working and agility across the organization.  

Rising Importance of Deliverables

From all the understanding we have obtained so far, it would not be flawed to say that deliverables are not only project results/outputs, but they are key means that elucidate how the project has been planned, executed, monitored and delivered.   

Apart from being a barometric measure of project success, they also help to keep stakeholder expectations intact, ensure timely fulfillment of customer requirements, and foment a culture of transparency that ultimately bonds trust between the organization and the stakeholders.  

Process Deliverables vs Product Deliverables

Analogous to the above categorization, deliverables may also be categorized as:    

• Process deliverables:  intangible creation/updates done to optimize operations or define surrogate working methods. In most cases, these are outputs that aid the functioning of a department/work stream and may not directly contribute to the satisfaction of a tangible project requirement. A prevalent project deliverable example for process deliverables can be technical debt requirements for a team that lay the path for the project thresholds to be met.   
• Product deliverables:  These are outputs that help meet afore–mentioned customer/product requirements, i.e., the product deliverables satisfy a tangible project requirement. An example of these is the development of a new app/flow, coming up with a blueprint, and deploying a website. Looking for a better understanding of project management and getting certified with a globally recognized certification – know from us today and earn a prince2 certification at the lowest cost. Hear from the experts soon.  

To summarize, project deliverables may be the actual outputs of the project yielding outcomes and benefits or can be anything that gets created En route to achieve the project requirements. They can have varying attributes depending on the project, organization, and customer needs. Deliverables act as the glue, binding all stakeholders and laying the roadmap to project completion, apart from illustrating responsibilities and bringing all coordinating parties on a common page.    

Project success can be directly attributed to the timely completion of the defined and agreed project deliverables. However, projects operate in complex environments, and there is always a high probability of volatility, uncertainty, complexity, and ambiguity in all phases of the project. Consequently, it is exigent to structure the project efficiently to reduce distractions, enhance revenues, overcome impediments, reduce unwanted costs, and derive economies of scale from contributing to overall project success and a higher return on investment.   

Learn more about project management methodologies, frameworks, and principles from the experts. Then, take up one of the offerings of  KnowledgeHut’s best Project Management Certifications .  

Frequently Asked Questions (FAQs)

The scoping phase of the project involves project charter deliverables, a project management plan, and organizational and environmental factors to generate outputs that include a scope management plan, requirements documentation, requirements traceability matrix, detailed scope statement, and final scope baseline.

Project outputs and deliverables are used interchangeably. However, there is a thin line of difference between the two. Project deliverables culminate in achieving project outputs, i.e., deliverables individually or together may contribute to one or more project outputs.  

Project objectives are the goals, i.e., qualitative aspects relating to pre-defined target states of the project. In contrast, project deliverables are quantitative outputs that get delivered to stakeholders in response to the project objectives.

Project scope is a description of the work agreed to be delivered, and deliverables are the outputs that will be the outcome of this agreed work. Both project scope and deliverable definition include reviewing key aspects such as the project purpose, assumptions, constraints, key objectives, exclusions, and finally, sign-offs to agree on, i.e., baseline the scope and project plan deliverables. 

All project team members are accountable for project deliverables, while the project manager may lead the overall project delivery. The direct answer to who is responsible for each deliverable is generally found in the organization's RACI matrix, i.e., Responsible, Accountable, Consulted, and Informed matrix, which clarifies the responsibility and accountability of team members across the organization. 

Once a project deliverable is defined, it is baselined, and execution starts to transform activities and tasks undertaken as part of the project to create the project deliverable by performing the steps identified.

Yes, project deliverables usually undergo changes based on customer feedback, market conditions, environmental factors, etc., but these changes need to be versioned and taken through the change control process to avoid costly overhauls or rework in the project, which otherwise can derail plans.

Project scope is the overall process for determining and documenting all activities and resources that will be used to achieve the planned output - which are nothing but deliverables. Deliverables are tangible or intangible results delivered to the customer for value realization.

Goals are objectives or measures of project success, whereas deliverables are outputs contributing to fulfilling these goals or objectives. Similar to scope, deliverables can also be formulated as a part of the goals and objectives of the project/organization.

Rohit Arjun Sambhwani

Rohit Arjun Sambhwani is an IT professional having over a decade and half of experience in various roles, domains & organizations, currently playing a leading role with a premier IT services organization. He is a post graduate in Information Technology and enjoys his free time learning new topics, project management, agile coaching, and writing apart from playing with his naughty little one Aryan

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What does Deliverable mean?

Deliverable Any unique and verifiable product, result, or capability that must be produced to complete a process, phase , or project.

Breaking down the definition

• Testing: For a product or software, testing could be used to verify that it functions as intended.
• Review and Approval: Documents or plans might need to undergo a review process and be approved by relevant stakeholders.
• Inspections or Audits: Physical constructions or organizational processes may be verified through inspections or audits.
• Performance Metrics: For results like increased sales or improved performance, verification could involve comparing against specific metrics or KPIs (Key Performance Indicators).
• Product: a tangible item like a machine, or intangible like a behaviour change.
• Result: outcomes or benefits derived from the project, such as increased efficiency, market research findings, or educational achievements.
• Capability: a new ability or capacity developed as a result of the project, like enhanced skills or new processes.

The Role of Deliverables in the Work Breakdown Structure (WBS)

How deliverables structure the wbs.

The Work Breakdown Structure is structured by the project deliverables, with the major deliverables broken down into Work Packages.

The relationship between Deliverables and Work Packages

The Process of Breaking Down Major Deliverables into Work Packages

Identification of major deliverables, decomposition into smaller components, development of work packages, assignment of responsibilities, estimation of resources and duration, integration into the overall project plan, what are examples of project deliverables.

• Blueprints and Design Plans : Detailed architectural or engineering designs.
• Built Structure : The completed building or infrastructure.
• Safety Inspections and Compliance Reports : Documentation ensuring the project meets safety and regulatory standards.
• Software Application : The final software product ready for deployment.
• Source Code : The complete source code of the software.
• User Manuals and Documentation : Guides and documentation for end-users and maintainers.
• Marketing Materials : Digital or print advertising materials, such as brochures, banners, or social media content.
• Campaign Strategy Document : A detailed plan outlining the campaign strategy, target audience, and objectives.
• Analytics Report : Data and analysis on the campaign's performance.
• Research Paper or Report : The final document detailing the research findings and methodologies.
• Data Sets : Collected and processed data that was used in the research.
• Presentations : Slides or posters presented in conferences or meetings.
• Event Itinerary : A detailed schedule of the event.
• Venue Arrangement : Completed setup of the event venue.
• Post-Event Report : Analysis of the event's success, including attendee feedback and financial report.
• Prototype : An early model of the product to test and refine the design.
• Final Product : The completed, market-ready product.
• Market Analysis Report : Insights into market trends and consumer preferences relevant to the product.
• Curriculum or Course Material : Educational content and materials for the program.
• Certification or Accreditation : Documents certifying the completion or accreditation of the program.
• Feedback and Evaluation Reports : Analysis of the program's effectiveness based on participant feedback.
• Consultation Report : A document providing analysis, solutions, and recommendations for the client.
• Implementation Plan : A step-by-step plan for implementing the consultant's recommendations.
• Follow-up Assessments : Reports or meetings assessing the implementation's progress or success.

Which PMBOK project documents relate to deliverables?

• Requirements Gathering Template
• Requirements Management Checklist
• Requirements Management Plan
• Requirements Traceability Matrix

Logs and registers for tracking progress of deliverables, and the issues and risks that might impact them

Methodology specific dictionaries / glossaries.

• View the Agile Dictionary
• Managing Successful Programmes (MSP) Dictionary
• Prince 2 glossary of terms
• Full ITIL glossary of terms
• See also Risk Management Dictionary .

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Project deliverables are the results of tasks or activities within a project. They’re what you create or produce to meet the project’s goals . These can be tangible things like reports, products, or prototypes, or intangible items like plans or strategies in Project Management . For instance, in a construction project, the deliverables could be a finished building, blueprints, or safety protocols. In a software project, they might include the actual software, user manuals, or testing reports. Deliverables differ from milestones, which mark significant points in the project timeline . Think of deliverables as the building blocks that, when completed, make up the final project outcome.

Table of Content

What is a deliverable in project management?

• Examples of project deliverables:

Project Deliverables vs. Project Milestones

How to identify project deliverables:, what project documents help:, what your project deliverables are, project vs. product deliverables:, how to present project deliverables:, how to present project deliverables to stakeholders:, conclusion: deliverable in project management, faqs: deliverable in project management.

In project management , a deliverable is something tangible or intangible that’s produced as a result of completing specific project tasks. Here’s a breakdown to help you understand:

• Tangible and Intangible Outcomes: Deliverables can be physical items, like a finished product or a report, but they can also be intangible, like a plan or strategy. For example , in a construction project, the building itself is a tangible deliverable, while the project plan outlining the construction process is an intangible one.
• End Results of Project Work: Deliverables represent the results or outputs of the work carried out during a project. They’re the things that need to be completed to achieve the project’s objectives. If you’re working on a marketing campaign, for instance, the deliverables might include a marketing strategy document, advertising materials, and a campaign performance report.
• Meeting Stakeholder Needs: Deliverables are created to meet the needs and expectations of project stakeholders. These stakeholders could be anyone with an interest or investment in the project, including clients, customers, sponsors, or team members. Deliverables are what these stakeholders ultimately receive or benefit from at the end of the project.
• Identified in Project Planning: Deliverables are identified during the project planning phase. This involves breaking down the project’s scope into smaller, manageable components using techniques like the Work Breakdown Structure (WBS). Each component becomes a deliverable that needs to be completed within the project timeline.
• Progress Measurement and Quality Assurance: Deliverables serve as measurable milestones for tracking progress and ensuring quality throughout the project. They help project managers and teams monitor whether the project is on track and meeting its objectives. By completing deliverables according to agreed-upon specifications and standards, teams can maintain quality and satisfy stakeholder requirements.

Deliverables in project management are the tangible or intangible outcomes produced as a result of project work. They represent the completion of specific tasks and are essential for achieving project objectives and satisfying stakeholder needs. Deliverables are identified during project planning , serve as measurable milestones for tracking progress, and contribute to maintaining quality throughout the project lifecycle .

Examples of Project Deliverables:

In project management , a deliverable refers to any tangible or intangible item that is produced or provided as a result of completing specific project tasks or activities. Deliverables are essential components of a project as they represent the outcomes or results that contribute to achieving the project’s objectives. Here’s a breakdown of what a deliverable is and some examples:

1. Tangible Deliverables: These are physical items or products that are produced during the project. Examples of tangible deliverables include:

• Construction Projects: In a construction project, the deliverables could be physical structures such as buildings, bridges, roads, or other infrastructure elements.
• Manufacturing Projects: For manufacturing projects, the deliverables might include finished goods, prototypes, equipment, or machinery.
• Marketing Campaigns: In a marketing campaign project, tangible deliverables could be promotional materials like brochures, posters, or merchandise.

2. Document Deliverables: These are written or electronic materials that are created as part of the project. Examples of document deliverables include:

• Project Plans: Detailed plans outlining project objectives, scope, schedules, resource allocations, and risk management strategies.
• Reports and Analysis: Deliverables may also include various reports such as progress reports, financial reports, market analysis, or feasibility studies.
• Specifications and Requirements Documents : Documents specifying the requirements, functionalities, and design specifications of a product or system being developed.

3. Software or Digital Deliverables: These are intangible items such as software applications, digital assets, or online platforms. Examples of software deliverables include:

• Software Applications: Deliverables in software development projects could be fully functional software applications tailored to meet specific user needs or business requirements.
• Website Development: For website development projects, the deliverables might include the design, development, and deployment of a website with specific features and functionalities.
• Mobile Applications: Deliverables could also include the development of mobile applications for various platforms, along with user interfaces and backend systems.

Project deliverables encompass a wide range of items, including tangible products, documents, and digital assets, that are produced or provided as a result of project activities. Identifying and defining these deliverables is crucial for planning, executing, and evaluating project success . They serve as measurable outcomes that help ensure the project meets its objectives and satisfies stakeholder requirements.

Identifying project deliverables using a Work Breakdown Structure (WBS) is a structured approach that helps break down the project scope into manageable components. Here’s how to do it effectively:

• Define the Project Scope: Before creating the WBS, it’s essential to have a clear understanding of the project’s objectives and scope. This involves identifying the specific outcomes or results that the project aims to achieve. This clarity ensures that the WBS focuses on relevant deliverables.
• Create the WBS: The WBS is a hierarchical decomposition of the project work into smaller, more manageable tasks or activities. Begin by identifying the major phases or components of the project. Then, break down each phase into smaller sub-phases or work packages until you reach a level where tasks are easily manageable and clearly defined.
• Identify Deliverables at Each Level: As you create the WBS, identify the deliverables associated with each level of the hierarchy. At the top level, you’ll have major project deliverables corresponding to the main phases or components. As you break down each phase into smaller tasks or work packages, identify the specific deliverables associated with those tasks.
• Use a Deliverable-Oriented Approach: When identifying deliverables within the WBS, focus on outcomes rather than activities. Ask yourself what tangible or intangible items need to be produced or provided to meet the project objectives. This approach ensures that the WBS reflects the true deliverables of the project, guiding the subsequent planning and execution phases.

For example: in a website development project, the top-level deliverables might include phases like “Design,” “Development,” and “Testing.” Breaking down the “Design” phase further could lead to sub-phases like “Wireframing,” “UI Design,” and “Prototype Creation,” each with its specific deliverables such as wireframe documents, design mockups, and prototype models.

By following these steps, project managers can effectively identify project deliverables using a Work Breakdown Structure. This approach provides a systematic framework for understanding the project scope and ensures that all necessary deliverables are accounted for in the project plan.

Several project documents play crucial roles in helping manage and execute projects effectively. These documents serve various purposes throughout the project lifecycle, facilitating communication, documentation, and decision-making. Here are some key project documents and their roles:

• Project Charter: This document serves as the foundation for the project, outlining its objectives, scope, stakeholders, and overall approach. It helps provide clarity and alignment among team members and stakeholders regarding the project’s purpose and goals. The project charter also establishes authority and sets expectations for project management and execution.
• Project Plan: The project plan details how the project will be executed, monitored, and controlled. It includes key information such as project scope, schedule, resources, budget, risks, and quality criteria. The project plan acts as a roadmap, guiding the project team throughout the project lifecycle and ensuring that everyone is aware of their roles, responsibilities, and timelines.
• Requirements Documentation: Requirements documentation specifies the needs, expectations, and constraints of the project stakeholders. It includes functional and non-functional requirements that the project deliverables must meet to satisfy stakeholder needs. Requirements documentation helps ensure that the project team understands what needs to be delivered and provides a basis for planning, design, and development activities.

Your project deliverables are the tangible or intangible outcomes produced as a result of completing specific tasks within your project. These are the things that you’ll ultimately provide or produce to meet the project’s objectives. They can be documents, reports, software, prototypes, products, services, or any other measurable result that contributes to the project’s success. Identifying your project deliverables is essential for understanding what needs to be accomplished and ensuring that you stay on track towards achieving your project goals. By clearly defining and documenting your deliverables, you provide clarity to your team and stakeholders about what is expected and when it’s expected to be delivered. This helps everyone involved in the project understand their roles and responsibilities and ensures that the project progresses smoothly towards completion.

Presenting project deliverables effectively is crucial for ensuring that stakeholders understand the outcomes of the project and are satisfied with the results. Here’s how to do it:

• Understand Your Audience: Before presenting project deliverables, it’s essential to know who your audience is. Tailor your presentation to the needs, preferences, and level of understanding of your stakeholders. Executives may want a high-level overview, while technical teams may require more detailed information.
• Provide Context: Start by providing context for the deliverables. Explain the objectives of the project, the scope of work, and any challenges or constraints faced during the project execution. This helps stakeholders understand the significance of the deliverables and how they contribute to achieving project goals .
• Highlight Key Deliverables: Focus on showcasing the most significant or impactful deliverables. Highlight the outcomes that align most closely with stakeholder expectations and project objectives. Use visuals such as charts, graphs, or images to make the deliverables more engaging and understandable.
• Demonstrate Value: Clearly articulate the value of the deliverables to stakeholders. Explain how they meet stakeholder needs, address project requirements, and contribute to the overall success of the project. Use real-world examples or case studies to illustrate the impact of the deliverables on stakeholders’ businesses or objectives.
• Invite Feedback and Discussion: Encourage stakeholders to provide feedback and ask questions about the deliverables. Create an open and collaborative environment where stakeholders feel comfortable sharing their thoughts and concerns. Address any questions or concerns raised by stakeholders and be prepared to discuss potential changes or improvements to the deliverables if needed.

By following these steps, you can effectively present project deliverables to stakeholders in a way that ensures understanding, alignment, and satisfaction with the project outcomes. This not only helps build confidence in the project team but also fosters trust and collaboration among stakeholders, ultimately contributing to the success of the project.

Presenting project deliverables to stakeholders is a critical aspect of project management to ensure alignment, gather feedback, and demonstrate progress. Here’s how to do it effectively:

• Prepare Clear Documentation: Start by preparing clear and concise documentation that outlines the project deliverables. This documentation should include details such as what the deliverables are, why they are important, how they meet stakeholder requirements, and any relevant metrics or measurements of success. Use language that is easily understandable to stakeholders who may not be familiar with technical terms or project jargon.
• Use Visual Aids and Demonstrations: When presenting project deliverables, use visual aids such as charts, graphs, diagrams, or prototypes to help stakeholders visualize the outcomes. Demonstrations or live walkthroughs of software applications or prototypes can also be highly effective in conveying the functionality and value of the deliverables. Visual aids and demonstrations make the presentation more engaging and help stakeholders better understand the deliverables.
• Facilitate Discussion and Collaboration: Create an interactive environment during the presentation to facilitate discussion and collaboration among stakeholders. Encourage stakeholders to ask questions, share their feedback, and provide input on the deliverables. Be prepared to address any concerns or questions raised by stakeholders and to incorporate their feedback into future iterations of the deliverables. Collaboration with stakeholders helps ensure that the deliverables meet their needs and expectations.

In conclusion, effectively managing and presenting project deliverables is essential for the success of any project. By clearly defining deliverables, using visual aids, and fostering collaboration with stakeholders, project managers can ensure that project outcomes meet stakeholder expectations and contribute to overall project objectives. Additionally, soliciting feedback and addressing concerns throughout the project lifecycle helps ensure that deliverables remain relevant and meet evolving stakeholder needs. Overall, a well-executed approach to managing and presenting project deliverables is critical for achieving project success and delivering value to stakeholders.

What are project deliverables?

Project deliverables are the tangible or intangible outcomes of project work. They can be documents, reports, software, prototypes, products, or services that are produced or provided to meet specific project objectives.

How do you identify project deliverables?

Project deliverables are identified through techniques such as creating a Work Breakdown Structure (WBS), which involves breaking down the project scope into smaller, manageable components. Deliverables are identified at each level of the WBS hierarchy.

What is the difference between project deliverables and milestones?

Project deliverables are the tangible outcomes of project work, while milestones are significant points or events in the project timeline marking progress or completion of key phases.

How should project deliverables be presented to stakeholders?

Project deliverables should be presented to stakeholders in a clear, understandable manner using visual aids, demonstrations, and clear documentation.

Why are project deliverables important?

Project deliverables are important because they represent the outcomes of project work and are used to measure project success.

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Deliverables: Meaning in Business, Types, and Examples

The term "deliverables" is a project management term that's traditionally used to describe the quantifiable goods or services that must be provided upon the completion of a project. Deliverables can be tangible or intangible in nature. For example, in a project focusing on upgrading a firm's technology, a deliverable may refer to the acquisition of a dozen new computers.

On the other hand, for a software project, a deliverable might allude to the implementation of a computer program aimed at improving a company's accounts receivable computational efficiency.

Key Takeaways

• The word "deliverables" is a project management term describing the quantifiable goods or services that must be provided upon the completion of a project.
• Deliverables can be tangible in nature, such as the acquisition of a dozen new computers, or they can be intangible, like the implementation of a computer program aimed at improving a company's accounts receivable computational efficiency.
• A deliverable may refer to in-person or online training programs, as well as design samples for products in the process of being developed.
• In many cases, deliverables are accompanied by instruction manuals.
• In film production, deliverables refer to the range of audio, visual, and paperwork files that producers must furnish to distributors.

Investopedia / NoNo Flores

In addition to computer equipment and software programs, a deliverable may refer to in-person or online training programs, as well as design samples for products in the process of being developed. In many cases, deliverables are accompanied by instruction manuals.

Documentation

Deliverables are usually contractually obligated requirements, detailed in agreements drawn up between two related parties within a company, or between a client and an outside consultant or developer. The documentation precisely articulates the description of a deliverable, as well as the delivery timeline and payment terms.

Many large projects include milestones, which are interim goals and targets that must be achieved by stipulated points in time. A milestone may refer to a portion of the deliverable due, or it may merely refer to a detailed progress report, describing the current status of a project.

Film Deliverables

In film production , deliverables refer to the range of audio, visual, and paperwork files that producers must furnish to distributors. Audio and visual materials generally include stereo and Dolby 5.1 sound mixes, music and sound effects on separate files, as well as the full movie in a specified format.

Sometimes, distributors that are purchasing independent films for theatrical release will not include a list of deliverables with the first draft of a term sheet; it's thus important for filmmakers to proactively ask for the expected deliverables so that they can be assembled in a timely manner.

Paperwork deliverables include signed and executed licensing agreements for all music, errors, and omissions reports, performance releases for all on-screen talent, a list of the credit block that will appear in all artwork and advertising , as well as location, artwork, and logo legal releases.

Film deliverables also pertain to elements that are ancillary to the movies themselves. These items include the trailer, TV spots, publicity stills photographed on set, and other legal work.

Types of Deliverables

Tangible vs. intangible deliverables.

Deliverables can be tangible or intangible. An example of a tangible deliverable would be the construction of a new office to place new workers that don't fit in the old office or a new manufacturing plant that needs to be built to meet increased production levels.

An example of an intangible deliverable would be a training program for employees to teach them how to use new software that will be used at the company.

Internal Deliverables vs. External Deliverables

Internal deliverables are those deliverables that are in-house and required to complete a project, deliver a good, or provide a service. Internal deliverables are not seen by the customer and are not considered final.

They are merely deliverables that are part of the steps in a project that will lead to the completion of that project. For example, the construction of a factory to produce more goods to meet increased customer demand would be an internal deliverable. Internal deliverables in project management are commonly known as project deliverables.

External deliverables, on the other hand, are final and provided to the customer. In the example above, the external deliverable would be the final good that comes out of the new factory that the customer will purchase and use. In project management, external deliverables are commonly known as product deliverables.

Requirements for Deliverables

At the start of any project, there must be a defined end goal of what is to be achieved. There must then be a clearly defined path to achieve that goal. A project manager can lay out a timeline with deliverables to be met at certain intervals, which are the milestones.

Each project will have different requirements for the deliverables that need to be completed by the milestone dates. The types of projects can be process-based, a phased approach, product-based, or a critical change.

Regardless of the type of project, all will have set stages, which typically include the initiation phase, the planning phase, the execution phase, the monitoring phase, and the closing phase. At each of these phases, there will be a requirement for different deliverables.

At the start of a project, it is important to clearly define project deliverables, which can be in the form of a SWOT analysis, a gap analysis, a project scope statement, a design presentation, or a Gantt chart .

For example, in the planning phase, a deliverable might be a report outlining the entire project, whereas in the monitoring phase the deliverables will be to report on the quality of the new product that was created.

When a project is initiated there will be a contract drafted that will list expectations, timelines, and the types of deliverables to be provided. These contracts can be drafted internally with different departments within an organization for project deliverables and with external clients for product deliverables.

Certain documentation may also take the form of a statement of work (SOW), which is a document created at the onset of a project that outlines all aspects of the project that multiple parties can agree upon to set expectations.

What Are Examples of Deliverables?

Examples of deliverables include an initial project strategy report, the budget report, a progress report, a beta product, a test result report, and any other quantifiable aspects of a project that mark a completion.

What Is the Difference Between an Objective and a Deliverable?

An objective includes all items outside of a project, such as the outcome and the benefits of a project. The deliverables are the tangible results of the project that allow for the objectives to be achieved.

How Do You Describe a Deliverable?

A deliverable is a final deadline or project milestone that can be provided to external or internal customers. It is the end result or one of many end results in a project plan that can be quantifiable.

Deliverables are the quantifiable goods or services that need to be provided at the various steps of a project as well as at the end of a project. Deliverables help to keep projects on course and allow for an efficient allocation of time and money. They help managers stay on course and are critical to the success of a business.

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Deliverables vs. Assignments

I first began to use the word deliverables rather than assignments with my professional writing students, but over time I started using the term with all my writing students and I have three good reasons for this choice.

Deliverables are the product of a development process

Assignments are disposable

I have often argued on this blog that “ my job is not to deliver a perfect essay or a perfect student capable of delivering a perfect essay. My job is to help my students become better rhetoricians in order to help them on their journey to become better writers .” This means that I focus on the writer and their process rather than emphasizing the production of a specific piece of writing or assignment that will be discarded and forgotten. Assignments are a task to be done but deliverables are the product of a development process. Using the word deliverable signals that the product is a part of something bigger and more significant. I like to use the word deliverable for the culmination of a project or unit to signify that we are doing something weighty and important that will not look the same for everyone. There may be smaller assignments and activities completed as part of the process that results in a deliverable. Through the years my assessment process has focused more and more on the entire development cycle rather than exclusively on its product. Focusing on the assignment makes it too disposable and far too many assignments are the sort of mutt genre that leads to engfish . However, using the word deliverable rather than assignment helps shift our focus and gives the process a goal while recognizing that the work is part of a process that helps us all grow as writers and thinkers rather than something to be done and forgotten.

Deliverables offer choice

I am a big fan of passion/problem/project based learning, or connected learning , and that type of process cannot be tied down to one specific product. Deliverables is a much better word as it gives students more room to consider the best method to showcase the results of their learning process. I first began using the word deliverable for my professional writing classes because our final project is the result of an individual passion project. There is not one specific deliverable that works for the wide variety of passions my students explore. While not all of the units in my more traditional writing classes offer that range of choice at least half of them do and even if there is more specific guidelines for those other units there is still room for student choice.

Deliverables are more authentic

Authentic purposeful writing is key to student engagement. Students care about writing that matters to them and serves an actual purpose. When I give my students choice the inspirations that I offer them are always real products that respond to the real needs of real people. The process of developing those products requires engagement with and understanding of the audience and the needs of the audience. That is how rhetoric works and that is the process that rhetoricians must engage in to perform that work. My students are not writing assignments that will never see the light of day as the essays move seamlessly from student folder to teacher folder. My students are crafting deliverables that go out into the world to serve an authentic purpose.

Would you rather that your students follow assignments or create deliverables? Do you want your students to focus on a product or a process?

Artwork by  Nick Youngson CC BY-SA 3.0 Alpha Stock Images

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