write a 3-page MS word doc on the article and be sure to include the following: Cover page Introduction (The purpose of this paper is to summarize and article e

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.

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.

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.

According to CIO.com, 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.

What Is Scope in Project Management?

First off, scope can refer to either product scope or project scope. It's

important to know the difference:

• Product scope is defined as the functions and features that characterize

a product or a service

• Project scope is the work that must be done in order to deliver a

product according to the product's scope (required functions and

features)

Project scope is the common understanding among stakeholders about what

goes into a project and the factors that define its success. A project's scope is

made up of the functionalities or specifications outlined in its requirements.

What is a project scope statement?

Project scope is documented in a scope statement, which is an integral part of

any project plan. And what is a scope statement exactly? It's a written

document that is used as the basis for project decisions down the line. The

scope statement clearly delineates what is in scope (the work required).

Everything else is out of scope. What does out of scope mean in project

management? Simply put, this is anything that does not fall within the

required functionalities and specifications that are documented in the scope

statement.

What is project scope management?

According to the PMBOK: "Managing project scope is primarily concerned

with defining and controlling what is and is not included in the project.”

What is involved in project scope

management?

Here's where we get down to the process of building that scope statement.

The PMBOK recognizes six major scope management processes involved in

managing and defining a project's parameters. These are:

1. Planning scope management: A scope management plan is created based

on input from the project plan, the project charter, and consultation with

stakeholders.

2. Collecting requirements: A requirements management plan is created

based on the scope management plan plus stakeholder input. Interviews,

focus group discussions, surveys, and more will be used to understand

requirements. This will all be documented.

3. Defining scope: A project scope statement is produced based on all the

requirements documentation plus the project charter and the scope

management plan. This definition will be the basis for all project activity.

4. Creating the Work Breakdown Structure: A Work Breakdown

Structure (WBS) is built after analyzing the project scope statement and the

requirements documentation. The WBS is basically the entire project broken

down into individual tasks, and deliverables are clearly defined.

5. Validating scope: Here, deliverables are inspected and reviewed. Either

they're accepted as complete or further revisions are requested.

6. Controlling scope: As the project is executed, scope must be controlled.

Performance reports are compared against project requirements to see where

gaps exist, which may result in changes to the project plan.