At DAS Solutions we often work with our partners on creating a project plan and project-related documentation. One of the first things we do before starting the project is discuss the IT project deliverables.
A deliverable is an item produced as a part of the project. As the project moves forward, deliverables are further defined and specified. Deliverables can be tangible or intangible. For example, if you need to implement a system that tracks orders, your key deliverables will include tangible (the system itself) and intangible (training sessions for employees) items.
The most important thing to do to meet the IT project deliverables is to define them.
Clearly stated deliverables will help you see the project strategically. Once the deliverables are identified, they serve as a foundation for the success of the project. That is why it is crucial that project managers take enough time to gather and analyze all relevant information.
The deliverables need to meet the following criteria:
- Have a detailed and clear description for all team members involved in the project;
- Specify the operations and functionalities that will be performed by the software;
- Ensure alignment with all requirements provided by the customer;
- Clearly establish the client’s expectations;
- Secure the client’s consent and acceptance;
- Serve as a measurable basis for deliverables’ testing and review.
Keep the documentation updated
Updated documentation written clearly will help avoid any confusion. Make sure that all those involved in the project have a copy or can easily access it, because everyone has to be on the same page. Efficient coordination of the information will ensure that the deliverables are met.
Master the management of IT project deliverables
- Assign your team tasks that have a work result. It can be a short script that allows to add new items in the bag, or it can be something more complex such as user manual.
- Be clear about task delivery intervals. A specific date stimulates the team member to focus on the result. At the same time, don’t set too broad intervals, for example a month or two months.
- Monitor and record the progress of larger deliverables. If something goes in the wrong direction you will be the first to notice. This will give you the opportunity to come up with a different plan.
- Implement a formal acceptance and review procedure, this will help you avoid misunderstandings.
- Gather a dedicated responsible team of developers and encourage knowledge-sharing between them. In case someone decides to move to a different project, you need to ensure that all deliverables for your project will be completed on time.
- Don’t make assumptions. If something does not seem clear enough, discuss it with the team members and the stakeholders. It is better to spend 30 minutes on making sure that there are no ambiguities left than to spend hours on re-working.
When you have a reliable and professional partner it is an exciting process of meeting project deliverables.
We recommend reading the guide on how to build a software development project plan as well.