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Identification of Products or Results (Deliverables) To Be Produced in Each Phase

May 9, 2008 | Author: admin | Filed under: Project Lifecycle Phases

Identification of Products or Results (Deliverables) To Be Produced in Each Phase
By Dr.Russell Archibald

It is desirable (some would say mandatory) to identify the products or results to be produced (documents and physical products) during each of the phases and sub-phases:

  • Documents related to the project include all those required for the subsequent phases: revised, updated, and/or elaborated statements of project objectives and scope, plans, schedules, resource and cost estimates, evaluation of risks, earned value and other cost reports, work orders, contracts, project release authorizations, and other project management documentation.
  • Documents related to the product or results include specifications, drawings, descriptions, test procedures, process and other designs, flow charts, product cost estimates, test and other reports, product change orders, and other documentation closely related to the products or results of the project.

  • Physical products or results include intermediate or final mock-ups, scale or full size models, prototypes, test articles, tools and tooling, items of equipment, facilities, consumable materials and supplies, and other physical objects. In many projects the final end results will be one or more documents (including CDs, which are electronic documents) that embody a system or describe a service to be implemented, provided, or sold, but do not include physical objects. The results of an information system project may be embodied on a CD-ROM, but the system itself is usable only of course when invisibly stored in the memory of a set of computer hardware.
    • The product development process for the end result to be produced by the project will of course have a direct impact on the project life cycle model to be used, and must be integrated into that life cycle model.

Dr. Russell D. Archibald, PhD (Hon), MSc, Fellow PMI and APM/IPMA, PMP, is one of the six founding members of the Project Management Institute. Now semi-retired, he has many years of management experience in engineering and operations with a variety of major US corporations in Europe and South America as well as the US. He has made major contributions to the understanding of project management, is author of the best selling 2003 book “Managing High-Technology Programs and Projects” (published also in Russian, Chinese, and Italian), has trained more than a thousand program and project managers and project specialists around the world, and has consulted in project management to clients in 14 countries on 4 continents. E-mail: russell_archibald@yahoo.com. Website: www.russarchibald.com.

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