Project Management Process Deliverables Produced by

Project Managers in Each Project Phase

NAME OF STUDENTS :

1MA101- BAWALE PARTH

1MA109- LANJILE SHRAWAN
1MA111- MAHALE ABHISHEK
1MA117- RAJPUT RAJSING
1MA121- THORAT ANIRUDDHA

SUBJECT : I.C.M
DR. D. Y. PATIL COLLEGE OF ARCHITECTURE, AKURDI FACULTY : ANAGHA PATHAK MA’AM
Project Management Deliverables

● Deliverables are the quantifiable goods or services that must be provided upon the completion of a project.
Deliverables can be tangible or intangible in nature.

● Projects create deliverables, which are simply the results of the project or the processes in the project. That means a

deliverable can be something as big as the objective of the project itself or the reporting that is part of the larger

project.

● Another way to put that is that there are inputs and outputs in any type of project. That being what you put into the

project, such as data, resources, etc., and then what comes out, which are the deliverables. Again, those deliverables

can be a product or service and it can also be the documentation that is part of the project closure to show that the

project is complete and everything has been signed off.

Deliverables at 5 stages of
management process are
1. Project Initiation Phase Deliverables

● The initiation phase is first of the five main phases of project management and sets the tone for how the project will
proceed.
● It will give a macro view of the project, such as providing the broad reasoning for why the project is needed and give
stakeholders an opportunity to consider whether or not it should get the go-ahead.
● Vision Document– This will set out the high-level business requirements of the project
and who its involved parties and stakeholders would be. It will introduce the project, its
background, what problems are affecting the business and what solution the project
would deliver.

● Develop Business Justification- The business justification will go more in-depth into
how much the specific issue is costing the organization and how the proposed solution
will fix it. It will also outline the short, medium and long-term gains to the organization
along with the subsidiary advantages, such as increased capacity in an area and
potential licensing of what was developed.

● Perform Feasibility Study– In the project initiation phase, it is also necessary to work
out whether the project can actually be implemented. Thus, the feasibility study will
investigate areas other than the budget, such as regulatory requirements, resource
capacity and availability of vendors.
● Scope Statement- Before executing a project, it is important to know where its
boundaries are, what is included in its scope and what isn’t. Scope drift can be a major
risk for projects and certainly a headache for PMs as it can see extra burden being placed
on the team, resources being diverted, and actual project deliverables missed. Setting out
your project’s scope firmly at the initiation phase lets internal and external stakeholders
know exactly where you stand.

● Preliminary Budget Estimate– The initial budget estimate will make a cost-based
analysis of what will be needed for the project to be implemented. This should detail all
potential inputs, including staff, technological and location costs.
● Communications Plan– Communicating between the various stakeholders, as
well as being the conduit for project information to and from your team means that
the comms plan is a key document for every project manager. This plan will lay out
how, how often and why different parties will be communicating with each other
over the course of the project.

● Kickoff Meeting- The kickoff meeting will bring together all the relevant
stakeholders to outline the objectives of the project and how they are to be
achieved. As well as informing them of the project’s scope it is also a key moment
for getting buy-in from the various parties, which can give your project a great
launch pad to start off from.
2. Project management deliverables at the planning stage

● Create a scope statement

A scope statement is a documents which specify what the project will produce and what it will not.

After a project manager understands the stakeholder requirements for a project, they need to define the scope.

This is very important step because the scope will serve as the foundation of the project plan.

By outlining project scope boundaries during the planning phase, a project manager can minimize the chance of unauthorized tasks.

A clear and accurate scope statement helps gain buy-in from stakeholders, while also minimizing risk.

● Create a statement of work

A statement of work (SOW) contains project details including timelines,

requirements, and components.

An SOW is an essential document that projects both the client and

agency as it is a legally-binding document that details the amount a
client will pay for certain deliverables.
 ● Conduct research

From stakeholder interviews to project risks, conducting research is an essential step in the planning phase of project management.

Project research is based on the scope of the project and stakeholder requirements.

During the research phase, the project manager is encouraged to attend stakeholder interviews.

At this stage of the planning process, it’s important to understand project ownership and decision making, key dates and times when
the stakeholders are away, and preferred communication methods.

● Create a project plan

The next step in the planning phase is to actually draft the individual components of the project plan.

The first draft should provide a rough sketch of the general process, project deliverables, sign offs, resourcing, deadlines, and
stakeholder feedback.

Once the project manager has a general idea of how the project could go, they should share the draft with their team. Sharing the plan
and asking for feedback from key team members ensures the plan is collaborative.\.
 ● Create a project schedule

After the plan is drafted, the project manager needs to break the tasks into sections and map tasks to deliverables.

This detailed step involves assigning tasks to organizations and individual responsibilities to people.

A project schedule includes specific start and end dates, along with notes that describe tasks. The schedule also notes dependencies.
For example, “Task B cannot be completed until materials—as outlined in Task A—are delivered.”

● Review and approve the plan

Before the project plan is finalized, the project manager needs to receive approval from stakeholders.

To take an approval they should build and maintain the relationship with stakeholders to gain their trust.

If the project manager can prove that the project risks have been assessed and managed and the project plan has been built to satisfy
the overall vision of the sponsor, they can increase their chances of receiving approval.
3. Project Execution Phase Deliverables
Project execution is the phase where plan is now brought into action, after the final approval and completion of
all planning.

● A series of activities is carried out to meet the goals.

● Monitoring of the work goes side by side during execution.
● Monitoring is done to ensure that the activities are moving on track, as planned.
● Moreover, it will also involve immediate rectification and changes required to meet the overall goal and
objective of the project.
The execution stage of a project is generally what people think of when they hear the
phrase project management.

● Holding meetings to keep everyone on the same page, communicate relevant

updates, and discuss bottlenecks, if any.
● Assigning tasks to team members according to their skills and availability.
● Procuring resources, so they’re available exactly when and where they’re
needed.
● Performing tasks to produce the required deliverables.
● Testing deliverables against quality requirements.
● Creating relevant project management reports so stakeholders know what’s
going on.
● Managing risks and problems pertaining to schedule, scope, and budget.
● Updating schedule and budget trackers.
● Modifying the project’s plans as necessary.
● This phase also involves mid-term evaluation of the project.
Things to ensure during this Phase

● Time management

● Cost management

● Quality management

● Change management

● Risk management

● Issue management
4. Project Monitoring and Controlling Phase

● Project Work Once the project execution phase gets underway, the project monitoring and controlling phase also kicks
in. This parallel phase keeps the project on track and aligned with its initial purpose, while allowing teams to correct
course where necessary.
● In the project life cycle, the project monitoring and control phase happens in tandem with the execution phase. Project
management monitoring and controlling involves actively reviewing the status of your project as it proceeds,
evaluating potential obstacles, and implementing necessary changes.
● During this phase, organizations need to juggle several responsibilities, including keeping to the schedule, staying
within budget, avoiding scope creep, and managing risk. Here’s a review of the parallel processes you’ll need to
prioritize while monitoring and controlling in project management.
● The monitoring and control stage of the project management process involves observing the process after project
implementation, identifying problems and risks, and deploying a mitigation strategy to control the new process.
Although the monitor and control phase and the execution phase are separate phases in project management, the two
phases are conducted simultaneously. The purpose of monitoring and controlling processes is for the project team to
identify potential risks that require corrective action. Early detection of project issues allows the team to be more
proactive in mitigating risks.
Monitor and Control

● During all of the phases and the process groups, regular

● monitoring and controls are required. These include:
● scope change management,
● change management,
● quality control,
● time management,
● budget management,
● risk management
● contract administration.
Monitor and Control

Activities in this group are:

● Monitor and Control Project Work

● Integrated Change Control
● Scope Verification
● Scope Control
● Schedule Control
● Cost Control
● Perform Quality Control
● Manage Project Team
● Performance Reporting
● Manage Stakeholders
● Risk Monitoring and Control
● Contract Administration
Monitor and Control

What Are We Controlling?

● Progress vs plan
● Cost
● Schedule
● Scope
● Stakeholder satisfaction
● Changes:
● To the progress measurement baselines
● To the description of the product of the
● project
5. Project Closing Phase

The purpose of the closing phase in the project management lifecycle is to confirm completion of project deliverables to
the satisfaction of the project sponsor, and to communicate final project disposition and status to all participants and
stakeholders. Project closure ensures that all participants and stakeholders to the project are informed of follow-on
activities (e.g. new projects, service transitions, SLAs, etc.), and have sufficient opportunity to communicate and
coordinate with related projects and/or production service owners. Closing activities must also include identification
and capture of lessons learned and best practices, and archival of these organizational process assets (OPA’s) in
ServiceNow for subsequent reference, organizational learning and reuse.

Overview of closing phase

● Concludes all project activities

● Administratively closes the project
● Turns the delivered product or service over to customer or a support group
● Assesses project outcomes and team performance
● Documents best practices and lessons learned
● Celebrates project success
Duties of the Project Manager in the Closing Phase

● For a completed project, the Project Manager is responsible to:

● Schedule and conduct a Project Closure/Lessons Learned Meeting
● Complete the Project Closure Report with input from the project team. The
report will confirm in writing from the project sponsor and/or customers that the
project is complete
● Complete the Project Closeout Checklist
● Complete a Service Transition Report (if applicable)
● Conduct the Project Satisfaction Survey (Appendix F) and review results.
● Close and deactivate the project in ServiceNow (Required)
● Arrange for an appropriate celebration of the work completed. Remember to
have fun! (Optional , but recommended)
Deliverables of the Closing Phase:

● Project Closure Meeting

The Project Manager should schedule and facilitate a Project Closure Meeting with the Project Manager, Project Sponsor,
Project Owner and the entire Project Team. The questions that should be answered in the Project Closure Meeting are:

If the project work is completed:

● Did we accomplish all of the agreed upon objectives in this project? Has this been communicated to all project
stakeholders?
● What follow up work will be required of future projects?
● How do we "operationalize" the project, so that on-going support is provided (if necessary)? At the end of the
Closing Phase which operations group will take over the support or administration of the product or service?
● What lessons did we learn from this project?
● Does the project team know that their hard work was appreciated?
If the project has been cancelled or suspended:

● What are the reasons for cancelling or suspending the project?

● Are there any plans to reactivate the project in the future?

● Project Closure Report

After the Project Closure Meeting the Project Manager must produce a Project Closure Report using the Project Closure
Report template contained in Appendix D.

The purposes of the Project Closure Report are:

● Measures how closely the project met customer needs

● Identifies what worked well on the project and what needs improvement
● Documents any deviations from the original plan and identify causes
● Articulates methods for improvement
● Formulates lessons learned and best practices from feedback
The Project Closure Report should document Lessons Learned during the project
lifecycle. Examples of lesson learned could include but not limited to the following:

● Project Change Management Process

● Project Estimation
● Project Resources (scope, schedule, budget, resources)

For each lessoned learned, if applicable, an action item should be identified within
the description. For example, a line item added to the project plan template to
prevent recurrence of the issue, a suggestion for the Project Charter, etc. Project
Managers should be reminded to always download the most current project
templates.
Approvals

● A project is officially completed when the Project Closure Report is formally accepted and approved by the
Project Sponsor(s) and other designated stakeholders.
● The formal sign-off and approval of this document acknowledges that all of the project deliverables are complete,
reviewed and accepted.
● The approval marks agreement among all stakeholders that the project is completed. This step can be viewed
as the final project management milestone.
THANK YOU