The Art and Science of the Deliverable
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The Art and Science of the Deliverable

About the Book

The concept of ‘Deliverables Management’ has been present during much of my Project Management life but it took a long while before my understanding went beyond the superficial.  Deliverables Management is one of these ostensibly ‘self-evident’ concepts that requires no further explanation or expansion.  The term ‘deliverables’ seemed to have an obvious stand-alone meaning and was never properly described with process or usage, and therefore never properly leveraged as an effective tool in Project Management. 

In Project Management’s ‘conventional wisdom’ it appears that the idea of a deliverable and its management is so obvious that nothing else is required.

This seemed to be a waste: there had to be more than a self-defining term that ‘everyone’ understood but few could explain.  And so began my process of research and cogitation to find a better use for this term and to codify it as a useful model for software project development. I researched existing publications, I mostly found redundant, self-referential definitions and equally self-referential articles and little else - a “deliverable” is something that “gets delivered”; how it gets delivered is the subject of other techniques and processes.  Fortunately there was the odd academic paper and some magazine and blog articles that helped frame some detail.

I’ve now been using Deliverables Management as an enabler to my own project management activities over the last 10 years or more, and progressively codified this usage. But I have never been able to comprehensively put that knowledge into a coherent manner that can be shared.

Hence, this book; my intention is to provide both a definitional and practical elaboration on the concept of a deliverable, how to think about both its static and dynamic properties and how to improve just about any methodology or development process.

About the Author

Adam Russell
Adam Russell

Adam Russell is a highly experienced digital delivery professional with a deep understanding of the management of software development and systems integration projects.

He builds on 40 years’ experience in the software development industry, starting as a developer and then moving into the realms of technical support, and finally project management.  Adam has worked for some of the largest companies in Australia, such as News Corp, IAG, Telstra and BHP. He has also worked for global vendors such as Hewlett-Packard, Wang Labs and Wipro.

Adam's experience in startups and working with smaller software companies has instilled the delight of nimble and agile approaches to delivering customer value.  At the same time Adam’s extensive enterprise experience has developed his deep understanding and strong capability in effective IT Governance.  Adam aims to implement governance with a combination of both discipline and agility: strong and disciplined controls where needed, but with agile independence and flexibility that focuses on customer value developing the products.

Whilst at Telstra, Adam managed the PMO for the largest internal software development team, which included up to 700 personnel at its peak size, of which 70 worked in the PMO, covering Project Management, Release Management and Test Management functions, as well as a finance and administration function.  The Program of work for this team varied but was up to $500m per annum of capital expenditure at its peak.

Adam’s strength is to bring together people from all areas of the company at all levels to work on value delivery via software or digital components.  Adam loves to solve complex problems in highly dynamic and often chaotic digital environments, and thrives on building digital products and bringing them to market. 

Adam does this by keeping focus on the outcomes that need to be delivered and by bringing people on the journey.  Although experienced in most traditional plan-based (Waterfall) and Agile methodologies, Adam doesn’t use any particular, preferring to assess each problem on a case-by-case basis and selecting the minimal toolset that is necessary to support each project.

Adam has designed and written many PMO processes and rolled these out to his staff as well as personnel in other teams and companies. 

Adam’s complete work experience, publications and other information can be found on LinkedIn, at the url: 

Table of Contents



Chapter 1 – the Foundation for Deliverables Management


What problems are we solving for?

Software Development is Hard

Managing Software Development is even harder

What do we need to do?

A Solution is Deliverables Management

Methodology Neutral

Target Projects

End to End Technique

Deliverables Explicitly Drive Quality Criteria

Creates clear accountability

Provides Linkages and Closure

Self-Diagnosing and Integrative

When to Introduce Deliverables Management

Benefits of a Deliverables Management Approach


Chapter 2 – What is a Deliverable?


Purpose of a Deliverable

Discrete and identifiable

Producer and Consumer



Types of deliverables

Documents and Information Artefacts

Form, Compatibility and Management System


Quality (or “Fitness for Purpose”)



Date/Time Properties

Place or location

Delivery Method


Chapter 3 – Relationships Between Deliverables


The Problem with our Current Way of Showing Relationships

Interim and Boundary Deliverables

Project Solution/End-State Deliverables

Project Intermediate Deliverables

Deliverables are Produced and Consumed

Deliverables are a Delivery Mechanism for Requirements

Each Deliverable a Handoff

Is a document a deliverable?

Integrated Model of Deliverables

Deliverable Specification,  “Testing” and “Acceptance”

Deliverable Relationships

Chapter J – System Component Structure


What is the System Component Structure

As-Is Structure

To-be structure

Building the “To Be” Deliverables


Chapter 4 – Deliverables Management


Deliverables based planning

Deliverable Lifecycle

Integration plan

How does Deliverables Management Support the Integration Plan

Iterative/Progressive Elaboration

Chapter 5 – Project Delivery Model


Delivery Model

Deliverables RACI


Appendix 1 – Using Deliverables 0: The End to End Management System


Simple Deliverables Workbook

Integrated Deliverables Workbook

Appendix 2 – Using Deliverables 1: The Simple Deliverables register

Appendix 3 – Using Deliverables 2: The Integrated Deliverables register

Appendix 4 – Using Deliverables 3: The Work Breakdown Structure

Appendix 5 – Using Deliverables 3A: The Organizational Breakdown Structure

Organization and Stakeholder Roles

Appendix 6 – Using Deliverables 5: The Phase Plan


Appendix 7 – Using Deliverables 5: The MS Project Export Table


Appendix 8 – Using Deliverables 6: End-to-End Planning process


Deliverables Generate Tasks

Deliverables Management Approach

Prince 2 vs Deliverables Management


Appendix 9 – Using Deliverables: The Phase Plan


Combination Tasks

Multiple Output Deliverables – Not Recommended

Checks / Quality Indicators

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