We all use ad-hoc project teams to accomplish time-limited goals. Write a grant application. Update the accounting system. Develop a strategic plan. Move into the new facility. Remodel the offices. Put on the fundraising dinner. Many teams hit the ground running; gathering data, organizing, taking action; but forget one thing. The main thing.

The deliverable. What must we produce to declare success?

What document or object must we lay on the table? What event must take place? So many teams get all wrapped up in activity that they lose focus on what they must deliver.

I once saw a team tasked with integrating the parts catalog of a newly acquired division with the rest of the company. The team met weekly for two months before someone asked the question, “How do we know we are done?” They then determined that the deliverables would be a logical listing of catalog numbers (a computer printout), a document listing the steps to flow the numbers through the marketing and engineering drawing systems, a presentation to management explaining the result, and a signature-ready executive order to kick off the processes. The project was now focused on the main thing and was done in three meetings.

The individual or group setting up the team and assigning the task is responsible for communicating the purpose. Too many stop there. They should also set the schedule expectations and process limitations. And…you knew this was coming… they should specify the deliverables that will satisfy the purpose, schedule, and limitations. When they fail to do this, it is up to the team to define them.

Deliverables take one of three forms: material (stuff), services (people doing something), or data (information in any form, including software).

Once you understand the deliverables, you can then determine the tasks needed to produce the deliverables. This lets you develop the cost estimates and set a schedule for completion.

“Git ‘er done”