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Deliverables

5 minutes 5 Questions

Deliverables are the unique products, results, or capabilities produced as a result of a project. These tangible outputs are developed during the execution phase and are handed over to the customer upon project completion. Deliverables could be a product, service, improvement, etc. Each deliverable comprises of one or more project activities and involves one of more project team members. Proper identification, planning, development and management of project deliverables is a key aspect of project scope management, and is critical to the project's success.

Exam Tips: Answering Questions on Deliverables

Deliverables are critical in Project Scope Management as it defines tangible products, services, or results that the project is expected to deliver. Understanding and managing deliverables is crucial for successful project execution.

Importance: Deliverables are significant because they articulate the project's expected outcomes. They serve as benchmarks for project performance, guiding project planning, tracking, and control. Moreover, they determine the boundaries and scope of a project, prevent scope-creep, and ensure alignment with stakeholder expectations.

Definition: In the context of Project Scope Management as per the CAPM (Certified Associate in Project Management), a deliverable is a unique, verifiable product or outcome that needs to be created as part of the project execution. It could be a physical product, a report, a system implementation or any other tangible result.

Working: The project team identifies the project deliverables as part of the scope management process. These are iteratively refined and detailed in the work breakdown structure (WBS) and project scope statement. The team then works on these deliverables during the project's lifecycle, regularly reviewing and validating them until they are completed according to stipulated requirements.

Answering Exam Questions: When answering questions about deliverables in an exam, it's important to:
- Understand the definition and importance of deliverables in project scope management.
- Identify the deliverables in the given scenario or case study.
- Know how deliverables tie into the overall project scope.
- Be familiar with the process of deliverables identification, validation, and control in the project lifecycle.
Remember, deliverables are created in the Execution phase but are verified for correctness in the Monitoring and Controlling phase of a project lifecycle.

Exam Tips: Think from project manager's perspective while addressing questions on deliverables. Be sure to use specific language, illustrations, or examples where necessary to explain how deliverables are identified, managed, and controlled. If applicable, mention the role of deliverables in risk management, team collaboration, customer satisfaction, and project success.

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CAPM - Project Scope Management Example Questions

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Question 1

In a project, the stakeholders are debating whether a certain output should be classified as a deliverable. Which of the following best defines a project deliverable?

Correct Answer: A unique and verifiable product, result, or capability produced to complete a process, phase, or project

The best definition of a project deliverable is 'A unique and verifiable product, result, or capability produced to complete a process, phase, or project'. This definition aligns with the Project Management Institute's (PMI) standard definition of a deliverable. Key aspects of this definition: 1. Uniqueness: Each deliverable is specific to the project. 2. Verifiability: It can be measured or checked against set criteria. 3. Produced to complete: It's an output of project work. 4. Process, phase, or project: It can be created at various stages. The other options are incorrect because: - 'Any tangible or intangible outcome that contributes to the project's progress, regardless of its verification status' is too broad. Deliverables must be verifiable. - 'A milestone or checkpoint that indicates significant progress in the project timeline' describes a point in time, not a product or result. - 'The final product or service that is handed over to the customer at the end of the project' is too narrow. Deliverables can be produced throughout the project, not just at the end.

Question 2

In a project, a deliverable is found to be non-compliant with regulatory standards. What should the project manager do first?

Correct Answer: Assess the impact on project scope, timeline, and budget

The best answer is to assess the impact on project scope, timeline, and budget. When a deliverable is found to be non-compliant with regulatory standards, the project manager's first step should be to evaluate the situation and understand its implications. Assessing the impact on project scope, timeline, and budget provides a comprehensive view of how this non-compliance affects the project as a whole. This assessment allows the project manager to: 1. Determine the extent of the problem 2. Identify potential ripple effects on other project components 3. Estimate the resources needed for correction 4. Prepare accurate information for stakeholders 5. Make informed decisions about the next steps The other options, while important, should follow this initial assessment: Implementing corrective actions is necessary but should be based on a thorough understanding of the impact. Notifying stakeholders is crucial, but it's more effective when the project manager can provide a clear picture of the situation and its consequences. Requesting additional resources may be required, but it's premature to do so before understanding the full scope of the issue. By first assessing the impact, the project manager ensures a strategic approach to addressing the non-compliance, rather than rushing into actions that may not fully address the problem or could potentially cause further complications.

Question 3

You're managing a project where a detailed project plan wasn't made and now you're seeing low quality deliverables produced as a result. What can be your best approach to control this?

Correct Answer: Stop current work, develop a detailed project plan outlining acceptance criteria for each deliverable, and then resume work.

The best approach in this situation is to 'Stop current work, develop a detailed project plan outlining acceptance criteria for each deliverable, and then resume work.' This is because low quality deliverables are a symptom of unstructured and unplanned project management. Hence, it's crucial to have a specific, detailed plan that will establish acceptance criteria for all deliverables, thereby ensuring quality. Now, let's look at the other options: 'Continue with the current flow as stopping the work now will escalate project cost.' This decision might indeed prevent an immediate escalation in project cost, but it neglects the long-term risks and costs associated with low-quality deliverables. 'Form a new team to work on the project.' It's not necessarily the team that's at fault, but rather the lack of a detailed project plan. Forming a new team will not solve the core problem. 'Communicate to the client about lowered expectations for the project's results.' This approach not only damages your credibility but also fails to address the root cause of the issue which is the absence of a detailed project plan. It's important to tackle the problem at its source for effective project management.

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