What are the most important project phase deliverables?
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What are the most important project phase deliverables?

What are the "must-have" project phase deliverables? The answer to this question is the project plans, work products, acceptance criteria, and risk assessments. These deliverables are essential for ensuring the success of the project.

Project phase deliverables are the products, services, or results that are produced at the end of a project phase. They are important because they provide evidence that the project is progressing as planned and that the project team is meeting its objectives.

The most important project phase deliverables vary depending on the specific project. However, some common examples of important project phase deliverables include:

  • Project plans: Project plans outline the scope, objectives, and deliverables of the project. They are important because they provide a roadmap for the project team and help to ensure that the project stays on track.
  • Work products: Work products are the documents, reports, and other artifacts that are produced during the project. They are important because they capture the work that has been done and provide a record of the project's progress.
  • Acceptance criteria: Acceptance criteria define the criteria that must be met for a project phase to be considered complete. They are important because they provide a clear understanding of what needs to be done in order for the project to move to the next phase.
  • Risk assessments: Risk assessments identify and assess the risks associated with the project. They are important because they help to identify potential problems and develop mitigation strategies.

By ensuring that the project phase deliverables are complete and meet the acceptance criteria, the project team can help to ensure the success of the project.

1. CONCEPT & INITIATION PHASE

Phase Deliverables are Project Proposal and Project Charter.

Project Proposal addresses the issues to understand the project objectives, needs, project alignment with the overall corporate strategy, benefits from the project, its new initiatives, operational means, the project risks, an estimate of time, cost and other resource requirements.

The responsibilities at this stage involve the Project Sponsor to prepare the project concept and sign off by Executive Management.

And actions at this point will be to appoint Project Sponsor, evaluate the request for the project, prepare the Project Proposal, submit Project Proposal for approval and have the Project Proposal signed off.

This phase can be defined by the following key elements:

In this stage, the Project Charter is developed from Project Proposal and forms the framework for creating the Project Plan, with the purpose to define the scope of work to be performed, by establishing the objectives and deliverables of the project, by defining the broad strategies to be used to deliver the project and aligning the deliverables of the project to the business needs to be stated in the Project Proposal. Some details in the Project Proposal should be repeated in the Project Charter for the knowledge of project team members and key stakeholders.

The responsibilities involve preparing the charter with the Project Manager in consultation with the Sponsor and signed off by Project Sponsor.

And activities draft preliminary Project Charter by expressing business benefits, refining project scope definition, developing the draft schedule, specifying resource requirements, developing the budget estimate, evolving risk assessment, distributing breeze for comment, proposing Project Charter for approval, endorsing Project Charter and indicative budget and proposing Project Charter for inclusion in Capital Works Program.

PurposeActionsDeliverables
Define Project Goals

Appoint Project Manager
Prepare the Project Proposal

Obtain approval for the Project Proposal

Draft the Project Charter

Obtain approval for the Project Charter
Project Proposal

Project Charter

2. DESIGN & DEVELOPMENT PHASE

Project planning is an essential part of every project function consisting of planning activities that occur throughout the project’s life. The project plans created in this stage are used and updated as required throughout the project’s execution or delivery phase. The primary input document for developing the project plan is the Project Charter.

The Project Plan stands to supply a single source that provides a reference to all planned components required to complete the project regardless of size. At larger projects, additional supporting documents will require as:

  • Risk Management Plan including a Risk Register
  • Risk Issue Report
  • Key Deliverables and Milestones
  • Issues Register
  • Communication Management Plan
  • Quality Management Plan
  • Procurement/Contract Management Plan

The Project Plan is the crucial document that is changed and updated throughout the project life cycle. The project manager monitors and controls the project to consolidate reference points for information needed by all stakeholders.

In this phase, the responsibilities of a project manager are to prepare a project plan in consultation with the Client/Sponsor and Project Team and signed off by Project Sponsor and Project Manager.

Project Organisation organises the activities in this phase by appointing a project manager, then establishing a project team, then establishing project administrative support, then establishing project governance, structures and procedures and setting up financial management.

Determining Quality Requirements and work specifications, developing HR Management Plan, Procurement Management Plan, and finalisation strategy, then submitting Project Plan and budget for approval. The Project plan is formed by reviewing project documentation, developing management plans, confirming and refining project scope definition, then allocating resources to the project. The project manager needs to produce a detailed schedule budget, prepare detailed risk analysis, plan communications and reporting requirements.

The Pre-Implementation Review is executed to validate Project Charter and Project Plan. In which is reviewed project team capabilities, charter stakeholders and project team to get approval to proceed with the project.

In this phase, Contract formation takes place to validate procurement requirements and purchase policy, institute supplier selection process, conduct evaluation, develop a procurement management plan, conduct contract negotiations, formalise agreements, form contracts, sign contracts, and sign contracts contract.

This phase can be defined by the following key elements:

PurposeActionsDeliverables
Development of a solution to the problemAppoint the Project Team

Prepare the Project Plan

Obtain approval to proceed
Project Plan

Financial approval to proceed with the work

3. IMPLEMENTATION PHASE

The project focuses on monitoring and controlling all project activities in the Implementation Or Construction phase. The project manager is assertive in securing that all aspects of the project are incorporated to achieve the agreed deliverables meeting scope and client expectations and to monitor all project activities as directed by the latest agreed-upon project plan.

In this phase, the project manager’s responsibilities involve ensuring the project is on schedule, managing contracts, resources, project change, and leading the project team, including monitoring and managing and controlling risks, project communications, budget and quality requirements in Internal Environment. And in External Environment to manage organisational interfaces project issues, negotiate approvals and formally report project progress.

The activities in Internal Environment includes:

  • Conducting project status meetings.
  • Liaising with project Sponsor/Client.
  • Preparing project status reports.
  • Monitoring project schedule.
  • Contract progress.
  • Budget.
  • Assessing risk.
  • Supporting project team activities and reporting risk status changes to Sponsor/Client.

The activities in External Environment includes:

  • Conduct regular meetings with stakeholders.
  • Negotiate Approvals.
  • Facilitate sign off by Sponsor/Client of all significant project changes.
  • Inform Sponsor/Client of changes in risk status.
  • Inform Sponsor/Client of project issues.
  • Formally report project status to key stakeholders.
  • Regularly consult key.

This phase can be defined by the following key elements:

PurposeActionsDeliverables
Perform the actual workContract formation + sign contracts

Monitor and control activities

Effective communications

Effective reporting

Effective consultation
Progressive completion of the works

Practical completion of the project

4. COMMISSIONING & HANDOVER PHASE

In the Commissioning & Handover phase, the project focuses on completing all aspects of the project delivery and formal handing over project deliverables to the organisation, including deliverables of practical completion of the project and Post Implementation Review Report.

The project manager consults with the project team with responsibilities ensuring all aspects of the project are complete as defined by the final agreed project plan. All specifications have been met, cross-check all operating manuals and commissioning certificates are done. All contracts are finalised, Including the release of contract securities if appropriate, accounts paid, project completion and finalisation reports completed. The post-implementation review and all mandated documentation are archived according to corporate policy.

In the Post Implementation Review, the project manager consults with key stakeholders to ensure that the asset suits the requirements of the client as defined in the contract and specifications, then formally transfer the ownership to Client/Sponsor, document the asset into the appropriate asset register, obtain sign-off of the project completion report and de-charter project.

The activities at Project Completion includes,

  • Conduct administrative closeout.
  • Budget – against the baseline.
  • Schedule – against the baseline.
  • Reporting – internal and external stakeholders.
  • Decharter project team – celebrate success.
  • Formalise transfer of assets.
  • Obtain sign-off from Client/Sponsor.
  • Archive mandated documentation.

A Review and Evaluation includes,

  • Conduct post-implementation review.
  • Record lessons learned.
  • Review success criteria.
  • Facilitate project audit.
  • Draft project completion report (PCR).
  • Submit PCR for endorsement by Sponsor/Client.
  • Sign off acceptance of PCR by Sponsor / Client / Project Manager.

This phase can be defined by the following key elements:

PurposeActionsDeliverables
Hand over the project to the client

Close the project
Conduct close out (finalise contracts and handover project)

Formal closure of the project (celebrate success)

Post-implementation review (evaluate project, processes and outcomes and document results)
Post-implementation review

Documentation and reports

Project phase deliverables are an essential part of any project. They provide evidence that the project is progressing as planned and that the project team is meeting its objectives. By ensuring that the project phase deliverables are complete and meet the acceptance criteria, the project team can help to ensure the success of the project.

Here are some key takeaways from this discussion:

  • Project phase deliverables are the products, services, or results that are produced at the end of a project phase.
  • The most important project phase deliverables vary depending on the specific project.
  • Some common examples of important project phase deliverables include project plans, work products, acceptance criteria, and risk assessments.
  • By ensuring that the project phase deliverables are complete and meet the acceptance criteria, the project team can help to ensure the success of the project.

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