交付成果是项目管理的生命血液，为此要尽量避开以下最常见的误区
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

不管是内部还是外部的项目管理目标，最基本的目标就是成功完成客户需要的交付成果。

根据行业、项目性质、项目大小，公司策略和其他变数，可交付成果会有差异；但还是有一些共同因素会影响交付成果和最终客户满意度，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 交付成果未正确定义

交付成果未正确定义是项目成败的最大风险因素。许多公司项目目标和成果未达成的原因，仅仅是项目开始时缺少清晰和准确定义的无形和有形的交付成果。对项目和客户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。

项目经理必须在早期把速度放慢，是为了从利益相关者处准确获得所有的相关信息，然后再开始加快。

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 省略的交付成果文档

不要等到项目部分内容跑偏或陷入困境时再把那些同意或不同意的要点记录下来。

省略的交付成果文档和细节会影响其他文档，包括工作分解架构WBS，项目章程，计划，项目资源分配，预算，管理变更文档，质量控制报告，测试计划等，这些给项目经理，团队特别是利益相关方会带来不必要的压力。

让版本可控的最新文档容易找到，同时用简单的语言来避免各级人员的理解混淆。 目的是为了把各方阻力和挫折最小化，同时保证满足项目交付成果。让所有的小组成员和利益相关方都容易找相关文档，提高了满足项目成果的几率。

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 避免非正式的约定

未经正式认可和/或批准的交付成果会引起误会以及非正式的讨论，更进一步带来混淆并影响信任。当项目交付成果写成书面文字并得到正式批准，就可以避免项目开始后的失望情绪。不要假设任何事情，而是请和对应的利益相关方再来一轮评估，保证没有东西被漏掉。 这个好办法，不仅仅可以找到失误和错误的解释，同时也给项目业主额外的时间和机制去保证并确认交付成果。

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 不要假设

错误的假设会把项目带到错误的道路上，事实上根本就不可能完成既定的成果目标，如果不是一直在返工重做的话。

对所有的项目而言，假设扮演了一个关键角色，在总体上建立了项目交付成果和任务的舞台。如果假设错误，那么就会让公司、资源、努力和项目经理带来失败。和主要的行业专家交流，不仅仅是假设什么，同时也要看在思维过程中是如何确定这个假设的。

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 每个人都要尽自己本分

项目组成员在项目不同阶段中没有尽自己本分的，可以看成是对项目范围的妥协，最终让成果达标变得异常困难。

当选择一支团队时，确保成员可以遵守时间，全心全意，有能力同时也愿意做自己的那部分工作。预测并留有余量，去弥补经常缺席、假期和任务交接时的损失。有时会看到即使所有这些都被预料到了，并写在了项目计划中，项目还是会受影响，那是因为成员变懒了。

考虑到这些因素，会大大降低影响，但必须在项目启动时就带进去。

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 交付成果有依赖关系

显而易见，没有完成先前的成果就继续项目的话是有问题的。

相互间有依赖关系的交付成果需要按次序排，这会变得很为下，如果跳过其中步骤但没有考虑进影响，同时这影响没有反映在变更管理过程中的话。

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 其他影响项目交付成果的因素

其他要考虑的因素有供应商关系管理-条款和安排的限制会带来采购的问题。

合同商关系是另一个要思考的因素，当因为项目所需人数超过现有员工数，而急招来的外包员工，有时会影响项目成果成功。

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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