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by Robert Allen Leave a Comment

Is a Task a Deliverable?

Is a Task a Deliverable?

Tasks (or action items) are a fundamental building block of an ongoing work-effort or project schedule.  While we tend to think of completed actions as deliverables, a project schedule can also be considered a project deliverable….and the value of well-written task (within the schedule or otherwise) is often overlooked.

Generally, a task begins with a verb (some action to be performed) to achieve a milestone or outcome to some desired level of completion.  (Recall a previous related article where we discussed the “definition of done”.)

There are several tools and methodologies that can facilitate the identification of tasks including:

  • Project plan
  • Project work breakdown structure
  • Brainstorming sessions / workshops (including affinity diagrams)
  • Voice-of-Customer
  • Requirements
  • Mapping
    • Thought process mapping
    • Process mapping (including swim lane and value stream mapping)
    • Spaghetti maps
  • Failure Modes & Effect Analysis (DFMEA, PFMEA)
  • Risk Assessment
  • Kaizen Events
  • Core Team Meetings

In general, the more we can make the project and/or process and desired future state visible, the better the team can navigate through any ambiguity and clarify what actions are required.  Tasks are ideally facilitated with a group of team members who can mutually agree upon the exact wording so it is clear to everyone involved.

In addition, there are several task prioritization tools including network diagrams, impact/effort matrices, risk assessment (severity/likelihood), FMEA Risk Priority #, etc..

Comprehensive and well-written actions can help ensure a good-quality project in addition to clarifying cost, scope and schedule.  If ever an ‘audit’ of project quality was performed, “good quality” would ensure well-written tasks, identified with a team and ideally with a collaborative problem-solving tool.

No doubt the final deliverable is the completed action, not simply the list or schedule of actions.  However, with clear and comprehensive actions, sponsors are enabled to support the project, and/or drive completion through core team leadership and team members accordingly.

 

Filed Under: Articles, on Leadership & Career, Product Development and Process Improvement Tagged With: customer value, lean product development, Lean Project Management, New Product Development, portfolio analysis, project approval committee, project governance, Project Management, requirements management, resource management

About Robert Allen

Robert Allen has over 25 years of professional experience in the areas of product development, process improvement and project management. Rob was a key contributor to numerous deployments of lean sigma and project management organizations, most notably with Honeywell and TE Connectivity. Included in Rob’s experience are multiple certifications and over 25 years of practice in the development, teaching, execution, and leadership of product lifecycle, lean product development, DFSS, lean six sigma, project management, systems engineering and supply chain.

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Articles by Rob Allen
in the Product Development and Process Improvement series

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