Milestone Point or important event in the execution of a contract, project, program or portfolio. Often, there is a payment or penalty associated with a milestone, in which case it should also be a contractual scope. In all other cases, milestones are (or should) be project outcomes. When I insisted that it was not clear, the standard answer was: Yes, because you don`t understand the technology; We engineers understand exactly what this means. For example, in a project that provides a mobile app as the end product, the original codes and test results are some of the internal results. Most of the project results are internal deliverables. The contract defined the result as “the first draft of the Component Care Guide.” This was a supply contract for which the customer had to pay subject to acceptance. Of course, when performing the contract, being confronted with long discussions with the customer about the interpretation of the wording and what exactly had to be delivered, which often led to delivery failures, delays, subsequent payments, penalties and complaints. Tangible results are also common. A client company wants to improve its technology, and the result is the purchase of state-of-the-art materials or equipment.
Sometimes a delivery scope consists of several smaller results that can combine both tangible and intangible. Scope of Delivery: A tangible product, intangible result or skill that is to be produced or provided by one party to the other party during the performance of a contract or project. Project and program managers provide the services and deliver the products (obligations and contractual services) without knowing exactly what is required or acceptable or what quality the client actually expects The contract results are often the results that must be formally submitted for review and approval before the client accepts and pays. Completed work is also subject to on-site inspection and approval processes to ensure it has been delivered in accordance with the contract and specifications. Milestones are different from outcomes. Milestones are used as a measure of the progress of a project, and an outcome is not necessarily required at every milestone. Deliverables are generally classified as internal deliverables and external deliverables. A clearly defined activity or element that must be completed in order for the party to fulfill all its contractual obligations. At the beginning of a project, the results and a number of activities are planned. In this way, milestones can be set to display the schedules of individual activities.
Project managers can use milestones to verify whether the most important activities have been completed and whether the project is progressing according to plan or not. Why is it important to distinguish between contract and project services? Regardless of the different approaches, the basic project management process is usually the same. Process groups include initiate, schedule, produce or execute, monitor and control, and close. In the initialization phase, the product distribution structure – a hierarchy of delivery components – is created. The term deliverables is a project management term traditionally used to describe quantifiable goods or services that must be provided after the completion of a project. The results can be material or immaterial in nature. For example, in a project focused on improving a company`s technology, a result may refer to the purchase of a dozen new computers. External results are those provided to end users or customers. In the same example, the mobile application itself will be part of the external results.
In most cases, the results of the contract must be formally reviewed and approved before they can be accepted as complete. Therefore, a formal procedure will be required for the review and approval of the contract results, which may be subject to several review procedures if the contract results are not approved from the first bid. Commitments are below the level of contract results and higher than the level of project results, tasks and activities. Acceptance criteria: A set of conditions that must be met by the supplier or service provider before contractual deliveries can be accepted by the customer. A delivery scope is therefore any product, service or result that is necessary to carry out a project. A work breakdown structure is based on these results. Typically, deliverables are divided into two types, namely internal deliverables and external deliverables. I often see companies trying to save time or for other reasons (including simple ignorance) by using or copying the full requirements document or project performance statements as discussed with the client as an attachment to the offer or contract. Some results can be completed independently, but in reality, many are based on the completion of others. This is very common, especially in complex and long-term projects with multiple milestones. The government may contract with others for goods and services equal to or similar to services, or may receive such goods and services internally. There are different approaches to project management.
Process-based management, step-by-step approach, critical chain project management, and product-based planning are just a few examples. Product-based planning is a results-based approach. It identifies all the results that need to be developed to achieve the objective of a project. In addition, project management professionals are also known to classify these results by type as follows. When writing a proposal or drafting contracts and asking the engineers who write the request for proposals or statement of work, what they actually deliver and how acceptance works, the answer was systematically: What`s in the statement of work or specification: Read it! The scope process of the review compares deliverables to the documented scope to ensure that everything has been completed. This comparison can be made several times during the duration of the project. Formal written acceptance of the results by relevant stakeholders is the result of the scoping verification process. In technical projects, deliverables can be classified as hardware, software, or design documents. In the case of contractually agreed efforts, the result may refer to an article that is expressly prescribed in the contractual documents, para. B example an item that is listed in a list of contractual data requirements or mentioned in the service description. Some deliverables depend on other deliverables that are completed first. This is common for projects with multiple consecutive milestones.
 In this way, many time savings are possible, which significantly shortens the overall end time of the project. This construction activity can be depicted in drawings with a “cloud” around an undesigned part, which means: “This part (size or other properties) will be examined later.” The invoiced portion may be “delivered” to interested parties. The authors of the current PMBOK guide® and many other project management experts around the world advocate that the work breakdown structure be based on these project outcomes and not on the tasks required to create those results. When you create a work breakdown structure, these results are broken down into smaller parts. This decomposition process continues until all the results are small enough to be considered as work packages. In the final phase, the services are made available to the customer and the contract is concluded. So there are two main issues with contract results that can have a big impact on your profit margins during your contract lifecycle: internal results are not part of the end product delivered to the end user or customer. They are created in-house to support the execution of a project and are only used by the project team. The following final services and activities are based on the completion of the services. For example, if the client decides to outsource the scope of the project design work to your engineers, the contract must specify what the results are for each stage of the design phase and what the value or weight of that deliverable will be. Services are typically contractual requirements listed in agreements between two related parties and individuals within a company or between a client and an external consultant or developer. .