交付成果是項(xiàng)目管理的生命血液，為此要盡量避開以下最常見的誤區(qū)
Deliverables are the life's blood of project management so it only makes sense to do what you can to safeguard against the most common pitfalls.

6 tips to ensure you meet project deliverables dates -? By Moira Alexander

不管是內(nèi)部還是外部的項(xiàng)目管理目標(biāo)祭犯，最基本的目標(biāo)就是成功完成客戶需要的交付成果掂碱。

根據(jù)行業(yè)、項(xiàng)目性質(zhì)侍瑟、項(xiàng)目大小勒庄，公司策略和其他變數(shù)萍桌，可交付成果會(huì)有差異；但還是有一些共同因素會(huì)影響交付成果和最終客戶滿意度度硝，里面有：

Whether you're talking about internal or external project management goals, successfully meeting client deliverables is a primary objective. Those deliverables may be different for each project depending on industry, nature of the project, project size, company strategy and a host of other variables. However, there are multiple shared factors that can compromise these deliverables and ultimately client satisfaction. Here are just a few.

Inaccurately defined deliverables 交付成果未正確定義

交付成果未正確定義是項(xiàng)目成敗的最大風(fēng)險(xiǎn)因素肿轨。許多公司項(xiàng)目目標(biāo)和成果未達(dá)成的原因，僅僅是項(xiàng)目開始時(shí)缺少清晰和準(zhǔn)確定義的無形和有形的交付成果蕊程。對(duì)項(xiàng)目和客戶需要或公司方向的模糊理解椒袍，通常是交付成果不成功的真正原因。

項(xiàng)目經(jīng)理必須在早期把速度放慢藻茂，是為了從利益相關(guān)者處準(zhǔn)確獲得所有的相關(guān)信息驹暑，然后再開始加快。

Inaccurately defined deliverables is one of the biggest risk factors when it comes to project success or failure. Many companies have suffered the consequences of missed objectives and deliverables simply because of a lack of clearly identified or defined intangible and tangible deliverables at the onset. Having a vague understanding of project and client needs or company direction is usually at the root of most unsuccessfully identified deliverables. Project managers should slow things down enough at the beginning stages to be able to accurately gather all pertinent information from key stakeholders before charging ahead.

Omitted deliverable documents 省略的交付成果文檔

不要等到項(xiàng)目部分內(nèi)容跑偏或陷入困境時(shí)再把那些同意或不同意的要點(diǎn)記錄下來辨赐。

省略的交付成果文檔和細(xì)節(jié)會(huì)影響其他文檔优俘，包括工作分解架構(gòu)WBS，項(xiàng)目章程掀序，計(jì)劃帆焕，項(xiàng)目資源分配，預(yù)算不恭，管理變更文檔叶雹，質(zhì)量控制報(bào)告，測(cè)試計(jì)劃等换吧，這些給項(xiàng)目經(jīng)理折晦，團(tuán)隊(duì)特別是利益相關(guān)方會(huì)帶來不必要的壓力。

讓版本可控的最新文檔容易找到沾瓦，同時(shí)用簡(jiǎn)單的語言來避免各級(jí)人員的理解混淆筋遭。 目的是為了把各方阻力和挫折最小化，同時(shí)保證滿足項(xiàng)目交付成果暴拄。讓所有的小組成員和利益相關(guān)方都容易找相關(guān)文檔，提高了滿足項(xiàng)目成果的幾率编饺。

Don't wait until some project aspects go sideways or things become murky before you start documenting what may or may not have been agreed upon. Omitted deliverable documents and details impacting other documents, including work breakdown structure (WBS), project charters, plans, project resourcing, schedules, budgets, change management documents, quality control reports, test plans and so forth can lead to unnecessary stress for project managers, teams and especially stakeholders.

Keep updated version-controlled documents easily accessible and use simple language to avoid confusion for individuals at all levels. This can go a long way in ensuring project deliverables are met with the least amount of resistance and frustration from all parties. Making it easy for all team members and stakeholders to seamlessly access the necessary documentation increases the likelihood of meeting deliverables.

Avoid informal agreements 避免非正式的約定

未經(jīng)正式認(rèn)可和/或批準(zhǔn)的交付成果會(huì)引起誤會(huì)以及非正式的討論乖篷，更進(jìn)一步帶來混淆并影響信任。當(dāng)項(xiàng)目交付成果寫成書面文字并得到正式批準(zhǔn)透且，就可以避免項(xiàng)目開始后的失望情緒撕蔼。不要假設(shè)任何事情豁鲤，而是請(qǐng)和對(duì)應(yīng)的利益相關(guān)方再來一輪評(píng)估，保證沒有東西被漏掉鲸沮。 這個(gè)好辦法琳骡，不僅僅可以找到失誤和錯(cuò)誤的解釋，同時(shí)也給項(xiàng)目業(yè)主額外的時(shí)間和機(jī)制去保證并確認(rèn)交付成果讼溺。

Deliverables that are not formally recognized and/or approved can emerge through misunderstandings and/or informal discussion, which can then end in further confusion, aggravation and decreased confidence. When documenting required project deliverables be sure to obtain formal approvals in writing to avoid any disappointment later after a project is already underway. Never assume anything, rather use more than one round of review with applicable stakeholders to ensure nothing is missed. This is a good way to not only find errors or misinterpretations, but it also permits additional time and mechanisms for project owners to ensure that they are certain about the intended deliverables.

Don't make assumptions 不要假設(shè)

錯(cuò)誤的假設(shè)會(huì)把項(xiàng)目帶到錯(cuò)誤的道路上楣号，事實(shí)上根本就不可能完成既定的成果目標(biāo)，如果不是一直在返工重做的話怒坯。

對(duì)所有的項(xiàng)目而言炫狱，假設(shè)扮演了一個(gè)關(guān)鍵角色，在總體上建立了項(xiàng)目交付成果和任務(wù)的舞臺(tái)剔猿。如果假設(shè)錯(cuò)誤视译，那么就會(huì)讓公司、資源归敬、努力和項(xiàng)目經(jīng)理帶來失敗酷含。和主要的行業(yè)專家交流，不僅僅是假設(shè)什么汪茧，同時(shí)也要看在思維過程中是如何確定這個(gè)假設(shè)的椅亚。

Incorrect assumptions have a way of setting a project on an erroneous path, making it virtually impossible to achieve required deliverables without many iterations of re-work. As with all projects, assumptions play a vital role in setting the stage for project deliverables and activities as a whole. Having the wrong assumptions sets companies, resources, efforts, and project managers up for failure. Talk with key subject matter experts about not only what the assumptions were predicated upon, but how the assumptions were determined during their thought process.

Everyone needs to pull their own weight 每個(gè)人都要盡自己本分

項(xiàng)目組成員在項(xiàng)目不同階段中沒有盡自己本分的，可以看成是對(duì)項(xiàng)目范圍的妥協(xié)陆爽，最終讓成果達(dá)標(biāo)變得異常困難什往。

當(dāng)選擇一支團(tuán)隊(duì)時(shí)，確保成員可以遵守時(shí)間慌闭，全心全意别威，有能力同時(shí)也愿意做自己的那部分工作。預(yù)測(cè)并留有余量驴剔，去彌補(bǔ)經(jīng)常缺席省古、假期和任務(wù)交接時(shí)的損失。有時(shí)會(huì)看到即使所有這些都被預(yù)料到了丧失，并寫在了項(xiàng)目計(jì)劃中豺妓，項(xiàng)目還是會(huì)受影響，那是因?yàn)槌蓡T變懶了布讹。

考慮到這些因素琳拭，會(huì)大大降低影響，但必須在項(xiàng)目啟動(dòng)時(shí)就帶進(jìn)去描验。

Team members who are not pulling their weight throughout various phases can considerably compromise the scope of the project, and ultimately make it extremely difficult to meet deliverables. When selecting a project team, ensure team members can commit the time, are fully invested in the project, and are capable and willing to carry out the work required of them. Anticipate and build in a sufficient buffer to allow for regularly expected absenteeism, vacation and general delay during handoffs. Consider the possibility that you need to deploy backup resources should the need arise. There will be times when all of this has been anticipated and built-in to project plans, yet deliverables are still negatively impacted due to team members who simply choose to drag their feet for one reason or another. Factoring in some contingency can greatly reduce the impact to other team members, but must be built into the project at the onset.

Deliverables have dependencies 交付成果有依賴關(guān)系

顯而易見白嘁，沒有完成先前的成果就繼續(xù)項(xiàng)目的話是有問題的。

相互間有依賴關(guān)系的交付成果需要按次序排膘流，這會(huì)變得很為下絮缅，如果跳過其中步驟但沒有考慮進(jìn)影響鲁沥，同時(shí)這影響沒有反映在變更管理過程中的話。

Proceeding without achieving previous deliverables can be problematic for obvious reasons. Deliverables that have dependencies are identified and sequenced for specific and needed reasons, making it disastrous to by-pass without factoring in the impact and including that in the change control process. It's important to recognize that there are dependencies when it comes to deliverables, as well as an enormous impact if these are not met prior to advancing to the next.

Additional project deliverables factors 其他影響項(xiàng)目交付成果的因素

其他要考慮的因素有供應(yīng)商關(guān)系管理-條款和安排的限制會(huì)帶來采購(gòu)的問題耕魄。

合同商關(guān)系是另一個(gè)要思考的因素画恰，當(dāng)因?yàn)轫?xiàng)目所需人數(shù)超過現(xiàn)有員工數(shù)，而急招來的外包員工吸奴，有時(shí)會(huì)影響項(xiàng)目成果成功允扇。

ther factors to consider include vendor relationship management -- limiting agreement terms and arrangements may translate into procurement issues. Contractor relationship considerations are another factor to consider as much-needed outsourced staff might critically hinder deliverable success if staffing needs for the project exceed available resources.

http://www.cio.com/article/3071868/project-management/6-tips-to-ensure-you-meet-project-deliverables-dates.html

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