交付成果是項目管理的生命血液，為此要盡量避開以下最常見的誤區
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

不管是內部還是外部的項目管理目標，最基本的目標就是成功完成客戶需要的交付成果。

根據行業、項目性質、項目大小，公司策略和其他變數，可交付成果會有差異；但還是有一些共同因素會影響交付成果和最終客戶滿意度，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目成敗的最大風險因素。許多公司項目目標和成果未達成的原因，僅僅是項目開始時缺少清晰和準確定義的無形和有形的交付成果。對項目和客戶需要或公司方向的模糊理解，通常是交付成果不成功的真正原因。

項目經理必須在早期把速度放慢，是為了從利益相關者處準確獲得所有的相關信息，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

不要等到項目部分內容跑偏或陷入困境時再把那些同意或不同意的要點記錄下來。

省略的交付成果文檔和細節會影響其他文檔，包括工作分解架構WBS，項目章程，計劃，項目資源分配，預算，管理變更文檔，質量控制報告，測試計劃等，這些給項目經理，團隊特別是利益相關方會帶來不必要的壓力。

讓版本可控的最新文檔容易找到，同時用簡單的語言來避免各級人員的理解混淆。 目的是為了把各方阻力和挫折最小化，同時保證滿足項目交付成果。讓所有的小組成員和利益相關方都容易找相關文檔，提高了滿足項目成果的幾率。

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

未經正式認可和/或批準的交付成果會引起誤會以及非正式的討論，更進一步帶來混淆并影響信任。當項目交付成果寫成書面文字并得到正式批準，就可以避免項目開始后的失望情緒。不要假設任何事情，而是請和對應的利益相關方再來一輪評估，保證沒有東西被漏掉。 這個好辦法，不僅僅可以找到失誤和錯誤的解釋，同時也給項目業主額外的時間和機制去保證并確認交付成果。

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

錯誤的假設會把項目帶到錯誤的道路上，事實上根本就不可能完成既定的成果目標，如果不是一直在返工重做的話。

對所有的項目而言，假設扮演了一個關鍵角色，在總體上建立了項目交付成果和任務的舞臺。如果假設錯誤，那么就會讓公司、資源、努力和項目經理帶來失敗。和主要的行業專家交流，不僅僅是假設什么，同時也要看在思維過程中是如何確定這個假設的。

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 每個人都要盡自己本分

項目組成員在項目不同階段中沒有盡自己本分的，可以看成是對項目范圍的妥協，最終讓成果達標變得異常困難。

當選擇一支團隊時，確保成員可以遵守時間，全心全意，有能力同時也愿意做自己的那部分工作。預測并留有余量，去彌補經常缺席、假期和任務交接時的損失。有時會看到即使所有這些都被預料到了，并寫在了項目計劃中，項目還是會受影響，那是因為成員變懶了。

考慮到這些因素，會大大降低影響，但必須在項目啟動時就帶進去。

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 交付成果有依賴關系

顯而易見，沒有完成先前的成果就繼續項目的話是有問題的。

相互間有依賴關系的交付成果需要按次序排，這會變得很為下，如果跳過其中步驟但沒有考慮進影響，同時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 其他影響項目交付成果的因素

其他要考慮的因素有供應商關系管理-條款和安排的限制會帶來采購的問題。

合同商關系是另一個要思考的因素，當因為項目所需人數超過現有員工數，而急招來的外包員工，有時會影響項目成果成功。

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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