"Managing Project Deliverables" Means What Exactly?

Managing Project Deliverables Means What Exactly?


Other terms related to configuration management include document management, software configuration management, and content management to name a few.

By managing project deliverables, we mean the process by which the project work products are controlled. The work products can include anything resulting from project activities, including any deliverable, document, or project management item. And by control, we mean managing the changes to the actual work products themselves. The most common term for this process is configuration management. As discussed in Chapter 10, "Controlling a Project," this process is related to the project change control system, yet it is different. The change control system manages changes to a critical success factor (time, cost, scope, quality) for the project.

The exact nature and details of this process will vary by project and the types of deliverables involved. The project planning document that defines this process is generally called the configuration management plan.

Configuration management is often neglected because it is a non-glamorous, mundane aspect of project management that requires a certain discipline to carry out. In addition, this area of project management tends to fall victim to many ill-advised assumptions and to the notion that this is just common sense and it will just happen automatically. Real-world experience would say otherwise. Especially in the digital age, if you do not think about where your project files will be stored, who has access to them, how they will be protected, how changes will be made, and how changes will be tracked, your project is carrying a significant riskand in most cases an unidentified risk.

In many organizations today, enterprise configuration management tools are being implemented to better protect and control all digital assets of the organization, especially documents. However, this movement is still in the early adoption period, so you will likely still need to develop your own project-specific procedures to address the needs of your project.

Part i. Project Management Jumpstart

Project Management Overview

The Project Manager

Essential Elements for any Successful Project

Part ii. Project Planning

Defining a Project

Planning a Project

Developing the Work Breakdown Structure

Estimating the Work

Developing the Project Schedule

Determining the Project Budget

Part iii. Project Control

Controlling a Project

Managing Project Changes

Managing Project Deliverables

Managing Project Issues

Managing Project Risks

Managing Project Quality

Part iv. Project Execution

Leading a Project

Managing Project Communications

Managing Expectations

Keys to Better Project Team Performance

Managing Differences

Managing Vendors

Ending a Project

Absolute Beginner[ap]s Guide to Project Management
Absolute Beginner[ap]s Guide to Project Management
ISBN: 078973821X
Year: 2006
Pages: 169

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