Deliverables in a Project Charter: The Secret to Defining Success

When do you know a project is successful? It’s not when the team has worked 80-hour weeks or stayed under budget. Success, in the world of project management, boils down to one thing: deliverables. They are the tangible results that stakeholders can measure and verify. Defining these deliverables clearly from the outset—specifically in your project charter—sets the entire project up for success. The project charter, often considered a high-level document, plays a critical role by clearly defining these deliverables. So what exactly are deliverables in a project charter, and why should you care?

Here’s the thing: a project charter without deliverables is like a road trip without a destination. You’re moving, but there’s no telling where you’ll end up. The deliverables outlined in a project charter act as that final destination. They give the project team and stakeholders a clear vision of what needs to be achieved. The purpose of defining deliverables is to set clear expectations and success criteria, allowing everyone to know exactly what will be created or provided as a result of the project.

Types of Deliverables: The Breakdown

Deliverables can generally be classified into two types: internal and external. Let’s dive into each one to give you a clearer understanding:

1. Internal Deliverables These are the deliverables that are created within the project team or organization. They are typically used to support the completion of the project but are not necessarily visible to external stakeholders. Examples include project plans, reports, and internal systems or processes. While these are crucial to the smooth functioning of the project, they aren’t typically what the client or end user is looking for.

2. External Deliverables These are the products, services, or results that are delivered to the client or end user. They represent the culmination of the project’s efforts. These could include physical products like a new software system, a marketing campaign, or even a completed construction project. External deliverables are often considered the final products that drive business value.

Defining Deliverables in the Project Charter: Why It Matters

How many projects have you seen fail due to scope creep? More than a few, I’d bet. One of the biggest culprits behind these failures is the lack of clearly defined deliverables. When you lay out deliverables explicitly in the project charter, you essentially draw a line in the sand. This is what will be delivered, and this is what won’t. It prevents misunderstandings and ensures that all stakeholders are on the same page from day one.

So, what’s included when defining these deliverables in a project charter? At the bare minimum, you should clearly state the final product, service, or outcome expected. But it goes deeper than that. The more specific you are, the better. Details such as quality standards, deadlines, and measurable success criteria should all be included. By being as specific as possible, you avoid the dreaded "we thought you meant X, but you delivered Y" conversation later down the line.

Critical Components of Deliverables in a Project Charter

When defining deliverables in the project charter, there are a few essential components you’ll want to make sure to include. These aren’t just good ideas—they’re non-negotiable.

1. Scope: The deliverables should clearly align with the scope of the project. Scope creep is real, and poorly defined deliverables are one of the main reasons why it happens. Define exactly what is and isn’t included in the deliverables.

2. Timeframe: Every deliverable should come with a timeline or deadline. You don’t want to be caught off guard down the road when a stakeholder asks, "When will we have this?"

3. Quality Standards: How will you know if the deliverable meets expectations? Establish quality standards that the deliverables must adhere to. This way, you’ll have a way to measure success beyond simply completing the task.

4. Acceptance Criteria: It’s one thing to deliver a product or service, but it’s another thing entirely to have it accepted by the client or stakeholder. Clearly outline the criteria that must be met for each deliverable to be considered complete.

5. Resources: Specify the resources required to deliver these results. This includes both tangible resources (like budget and tools) and intangible ones (like team expertise).

Deliverables and Stakeholders: Managing Expectations

One of the biggest challenges project managers face is managing stakeholder expectations. Stakeholders often come to the table with their own idea of what the final deliverable will look like. If these expectations aren’t aligned with what’s realistic, it can lead to frustration, delays, and potential project failure. By documenting and communicating deliverables in the project charter, you give yourself a tool to manage these expectations effectively.

But it’s not just about documenting deliverables—it’s about ongoing communication. The project charter is just the starting point. As the project progresses, stakeholders need regular updates on how the deliverables are shaping up, whether deadlines are being met, and if any changes need to be made. Think of the project charter as a living document. It’s not just a formality; it’s a guidepost that keeps everyone on track.

Common Mistakes When Defining Deliverables

Even experienced project managers make mistakes when defining deliverables. Here are some of the most common pitfalls and how to avoid them:

1. Vague Descriptions: Ambiguity is your enemy. Be specific about what the deliverables are, and use clear, concise language. For instance, don’t just say, "Deliver a software system." Specify the type of system, the functionalities it must have, and any performance metrics it must meet.

2. Ignoring Stakeholder Input: Deliverables shouldn’t be defined in a vacuum. Make sure you consult with key stakeholders to ensure that their needs and expectations are taken into account.

3. Overpromising: One of the biggest mistakes project managers make is overpromising on deliverables. Be realistic about what can be achieved within the project’s constraints. If you set unrealistic expectations, you’re setting yourself up for failure.

4. Failure to Update: Projects change, and sometimes deliverables need to change with them. Don’t be afraid to update the project charter if necessary. Just make sure that any changes are communicated to all relevant parties.

Conclusion: The Art of Deliverables

In the end, deliverables are the North Star that guides your project. They give everyone involved a clear sense of direction and help ensure that the project stays on track. Without them, you’re essentially flying blind. A well-defined set of deliverables in your project charter provides clarity, minimizes scope creep, and keeps stakeholders aligned from start to finish.

So, take the time to get them right. Your project’s success depends on it.