what is deliverables in research proposal

PPM Express

Integrated Project Portfolio Management

What Are Project Deliverables: The Ultimate Guide with Examples and Templates

Whether you’re launching a groundbreaking product , executing a complex marketing campaign, or constructing a towering architectural marvel, every project requires planning and execution. 

At the heart of this process lie the “project deliverables”.

This comprehensive guide will dive into deliverables, exploring their definition, significance, and the essential steps to identify, plan, and execute them efficiently. 

Along the way, we will provide real-world examples and templates to illustrate how different industries and disciplines utilize deliverables to achieve project success.

Let’s unlock the potential to deliver projects that exceed expectations and drive lasting impact.

Table of contents

What are project deliverables, what are planning deliverables, what are internal deliverables, what are external deliverables, project deliverable vs. milestone, project deliverable vs. objective, project deliverable vs. task, project vs. process deliverable, project vs. product deliverable, product development team deliverables, it team deliverables, research and development team deliverables, steps to managing project deliverables, essential project documentation helps define deliverables [+ 8 handy templates], tools for managing project deliverables, tips for managing project deliverables.

Only 40% of organizations consistently achieve the full benefits of their projects. And here, deliverables come into play.

In project management , deliverables are the specific outputs, products, or results that must be achieved and provided to fulfill the requirements of a project. 

In essence, project deliverables are the measurable “milestones” that showcase progress and demonstrate the successful completion of various project phases.

A well-defined deliverable has several key elements and needs to be:

• Specific: Deliverables must be clear, precise, and unambiguous in describing what needs to be accomplished or produced.
• Measurable: Each deliverable should be quantifiable and measurable, enabling objective progress assessment and issue identification.
• Time-bound: Deliverables are associated with specific deadlines , establishing a project timeline , and fostering accountability among team members (might using the RACI framework ).
• Client-oriented: Deliverables align with stakeholder requirements and are customer-centric, delivering value to clients or end-users.
• Quality-focused: Deliverables must meet pre-defined quality standards to ensure client satisfaction and maintain project credibility.

Project deliverables can vary significantly based on the nature of the project, its scope , and the industry it belongs to. They range from physical items and documents to intangible outcomes like improved processes or increased customer satisfaction. 

Common categories of project outputs include:

• Reports and documentation: These include project plans, feasibility studies, portfolio reports , and final project summaries.
• Prototypes and products: In product development projects, prototypes, finalized products, or software applications are common deliverables.
• Infrastructure and constructions: Construction projects yield tangible deliverables like buildings, bridges, roads, or other physical structures.
• Marketing and advertising materials: Deliverables in marketing projects may include advertising campaigns, brochures, websites, or social media assets.
• Training and workshops: In educational or training projects, deliverables can be the development of training materials, workshops, or e-learning modules.

The process of defining deliverables in project management begins during the project’s initiation phase. 

Key stakeholders collaborate to outline the project’s scope, objectives, and expected outcomes. As the project progresses, deliverables are refined and detailed, laying the groundwork for efficient execution and successful completion.

As we have explored the fundamental concept of project deliverables, let’s dive into the diverse categories encompassing different project outputs.

Types of project deliverables

Project deliverables come in various forms, each serving a specific purpose and contributing to the project’s overall success. 

This section will explore three primary project management deliverables categories: planning, internal, and external.

Let’s start with planning deliverables.

Planning deliverables refer to the deliverables to facilitate effective project planning and decision-making. 

These deliverables serve as essential reference points and guidelines for the project team , enabling them to strategize, allocate resources , and anticipate potential challenges.

Examples of planning deliverables:

• Project scope statement: A clear and concise definition of the project’s objectives, deliverables, constraints, and project assumptions .
• Work Breakdown Structure: A hierarchical breakdown of the project’s tasks and activities, enabling better task management and resource allocation .
• Project timeline and Gantt chart : A visual representation of the project’s schedule, showing task dependencies and milestones.
• Resource allocation plan: Details on the allocation of personnel, budget, and other resources throughout the project.
• Risk management plan: Identification and mitigation strategies for potential risks that could impact the project’s success.

P.S. We’ll discover all of them in the template section later on.

Having briefly explored the various planning project deliverables, let’s focus on the critical internal deliverables.

Internal deliverables are the outputs that are primarily intended for consumption within the project team or organization. 

Internal deliverables are often intermediary steps necessary to complete the final project outcome successfully.

Examples of internal deliverables include:

• Team progress reports: Regular updates on individual and team progress, highlighting accomplishments, challenges, and action plans.
• Task assignments and deadlines: Allocating tasks to team members with clear deadlines and responsibilities.
• Research findings and analysis: Information gathered through research, market studies, or data analysis that informs decision-making within the project.
• Project prototypes: Early-stage versions or models of the final product, allowing teams to evaluate and refine design concepts.
• Project management documents: These include project plans, roadmaps , risk assessments, and resource allocation charts. 

Having examined the distinct internal deliverables in project management, let’s focus on the external project deliverables, which encompass the tangible outcomes for stakeholders beyond the project team.

External deliverables are the outputs intended for clients, customers or other stakeholders external to the project team. 

These deliverables represent the project’s results and are often used to measure its success in meeting its objectives and client expectations.

Examples of external deliverables:

• Completed product or service: The final version of the product or service that satisfies the client’s requirements.
• Client reports and documentation: Detailed client-oriented reports outlining project progress, achievements, and future recommendations.
• Marketing materials: Deliverables like brochures, promotional videos, or websites developed for advertising a product or service.
• Training and user manuals: Documents providing instructions on how to use the delivered product or service.
• Test results and certifications: Official test results and certificates, ensuring compliance with industry standards or regulations.

Now that we have a comprehensive understanding of the various project outputs, let’s compare them to other essential project elements to further grasp their significance in the project management process.

Comparing project deliverables with other project elements

It’s essential to distinguish deliverables from other project elements in order to properly understand their role and significance. 

This section will compare project deliverables with milestones, objectives, tasks, process deliverables, and product deliverables.

We’re going to start with the difference between deliverables and milestones.

Project milestones are specific points in a project’s timeline that mark significant achievements or the completion of critical phases. 

While milestones indicate progress and act as reference points in the project schedule , deliverables are the outputs produced due to these accomplishments. 

Practical example:

• Milestone : Completion of the prototype development phase.
• Deliverable: The finalized product prototype ready for testing and evaluation.

Having examined the distinct relationship between project deliverables and milestones, let’s explore how project outputs align with the broader project objectives to drive successful project outcomes.

Project objectives are the goals and purposes a project aims to achieve. 

Objectives define the “what” of the project, while deliverables represent the “how” and “when” these objectives will be accomplished.

• Objective: Increase market share by 15% within the next fiscal year.
• Deliverable: Launch and implement a targeted marketing campaign to reach new customers.

Having gained an insight into aligning deliverables in project management with objectives, let’s shift our focus to the granular level and explore how deliverables relate to the specific tasks that drive project progress.

Tasks are individual activities or actions that must be completed to accomplish deliverables and achieve project objectives. 

Tasks are the actionable steps that make up a project’s work breakdown, while deliverables represent the outputs of these tasks.

• Task: Conduct market research to identify customer preferences.
• Deliverable: Market research report summarizing customer preferences and market trends .

Having explored the connection between project deliverables and tasks, let’s now examine how they differ from process deliverables, which are crucial in ensuring efficient project execution and continuous improvement.

Process deliverables refer to the documentation, guidelines, or materials generated during a project that facilitate the execution of tasks and project management activities. 

By contrast, project deliverables pertain to the specific outputs produced during the project’s life cycle. 

Process deliverables maintain consistency, efficiency, and quality throughout the project.

• Project deliverable: Finalized architectural blueprints for a new building.
• Process deliverable: Project management templates for progress tracking and risk analysis while constructing a new apartment building.

Having distinguished between project and process deliverables, let’s now compare project deliverables with product deliverables, representing the tangible outcomes delivered to clients or end-users.

Product deliverables refer to the tangible outputs that are the direct result of the project and are delivered to the client or end-user. 

In contrast, project deliverables encompass all outputs produced during the project, including both interim and final results. 

• Project deliverable: Marketing plan to promote a new software application.
• Product deliverable: The fully developed and operational software application.

Now that we have explored the differences between project outputs and other project elements let’s shift our focus to practical applications and examine specific examples of deliverables in project management for different teams.

Examples of project deliverables for different teams

Project outputs vary significantly depending on the nature of the project and the specific goals of each team involved. 

This section will explore examples of project deliverables for different teams, demonstrating their distinct contributions to a project’s success.

We’ll start with the product development team and its deliverables.

The product development team focuses on creating new products or enhancing existing ones. 

Their deliverables revolve around the actual product development process and include:

• Product prototypes: Physical or digital prototypes that allow the team to test and refine the product design .
• Product requirements documentation: Detailed specifications and feature lists that serve as guidelines for the product’s development.
• Product testing reports: Results from extensive testing and quality assurance procedures to ensure a robust and reliable final product.

Top tip: Here is a great guide to creating a product requirement document (PRD) by Jira.

Having examined the specific examples of project deliverables from the product development team, let’s shift our focus to the IT team and explore the distinct outputs they contribute to project success.

The IT team handles technical aspects, infrastructure, and software development. 

Their deliverables focus on implementing and maintaining technology solutions and include:

• Software applications: Delivering fully functional and tested software applications tailored to the project’s requirements.
• System integration plans: Strategies and documentation for integrating different software systems to ensure seamless operation.
• Security and compliance documentation: Ensuring the project meets security standards and regulatory compliance.

Piece of advice: Here is a comprehensive guide to system integration .

Now that we’ve explored the IT team’s contributions to project deliverables, let’s shift our focus to the research and development team and discover the innovative outcomes they bring to the project’s fruition.

The R&D team focuses on innovation and creating new solutions. Their deliverables involve exploring new ideas and advancing the organization’s capabilities and include:

• Innovation proposals: Presenting new ideas and concepts for potential products, services, or processes.
• R&D reports: Documenting findings from research activities and experiments.
• Prototype demonstrations: Showcasing functional prototypes that demonstrate the viability of innovative concepts.

Pro tip: If you’re searching for ideation and innovation management functionality, PPM Express can provide you with both. 

Now that we have examined examples of specific project outputs from various teams, let’s focus on essential steps for effectively managing project deliverables, ensuring seamless execution and successful project outcomes.

Effectively managing deliverables in project management is crucial for ensuring project success, meeting objectives, and satisfying stakeholders. 

A well-structured approach to deliverable management helps keep the project on track, minimizes risks, and fosters collaboration among team members. 

As Martin Luther King Jr. said, “ You don’t have to see the whole staircase; just take the first step. ” Let’s take the first step and start managing deliverables.

→ Step 1: Define clear and measurable deliverables

If you’re a project manager or business analyst , at the project’s initiation, work closely with stakeholders to clearly define the project deliverables. 

Each deliverable should be specific, measurable, achievable, relevant, and time-bound ( SMART ). 

Ensure that the deliverables align with the project’s overall objectives and contribute to meeting the client’s expectations.

Example: For a software development project, a clear and measurable deliverable could be completing a user registration module with specific functionalities, such as user sign-up, login, and profile creation.

→ Step 2: Break down deliverables into tasks

Once the deliverables have been defined, break them down into smaller, manageable tasks. 

Create a Work Breakdown Structure outlining the hierarchical structure of tasks, sub-tasks, and interdependencies. 

Assign responsibilities and deadlines for each task to promote accountability and efficient progress.

Example: Breaking down the user registration module deliverable into tasks, such as designing the user interface , developing backend logic, implementing database integration, and conducting testing.

→ Step 3: Set realistic timelines

Develop a project timeline that includes estimated start and end dates for each task and deliverable. 

Consider dependencies between tasks and allocate sufficient time for potential contingencies. 

Realistic timelines help avoid schedule overruns and ensure the timely completion of deliverables.

Example: Allocating two weeks for designing the user interface, three weeks for backend development, one week for database integration, and one week for testing to ensure a realistic timeline for completing the user registration module.

→ Step 4: Establish clear communication channels

Set up regular meetings, status updates, and reporting mechanisms to inform team members about progress, challenges, and changes. 

Encourage open communication and address any concerns promptly to maintain project momentum.

Example: Conducting weekly status meetings with the development team to discuss progress, roadblocks, and updates on the user registration module’s development.

→ Step 5: Monitor and track progress

Implement a reliable project management system or software to track the progress of deliverables and tasks. 

Regularly monitor KPIs and OKRs to assess progress against the project timeline and make data-driven decisions to keep the project on course.

Example: Using project portfolio management software like PPM Express to track the completion status of each task in the user registration module and visualize progress through Gantt charts and dashboards.

→ Step 6: Manage risks and mitigate issues

Identify potential risks that may impact the successful delivery of project deliverables. 

Develop a risk management plan to address and mitigate these risks proactively. Be prepared to adapt and adjust plans as unforeseen issues arise.

Example: Identifying the risk of potential security vulnerabilities in the user registration module and developing a risk management plan to conduct thorough security testing and address any vulnerabilities.

→ Step 7: Review and quality assurance

Regularly review the deliverables at various stages to ensure they meet the defined quality standards. 

Conduct thorough quality assurance checks and seek stakeholder feedback to validate that deliverables align with their expectations.

Example: Conducting a review of the user registration module’s design and functionality with stakeholders to ensure it aligns with their expectations and conducting quality assurance tests to verify that it meets defined standards.

→ Step 8: Obtain stakeholder sign-off

Before closing out each deliverable, obtain formal sign-off from relevant stakeholders. 

This approval indicates that the deliverable meets the specified requirements and is ready for further use or integration into the project.

Example: Requesting formal sign-off from the project sponsor and key stakeholders after demonstrating the user registration module’s functionalities and addressing any feedback or concerns.

→ Step 9: Document and archive deliverables

Maintain a comprehensive repository of all project deliverables, including associated documentation and reports. 

Properly archive and organize these materials to facilitate easy access and reference for future projects or audits.

Example: Creating a comprehensive repository that includes design documents, test reports, and code documentation for the user registration module, organized adequately for future reference or audits. For instance, use Sharepoint to create the repository.

→ Step 10: Celebrate achievements and learn from challenges

Recognize and celebrate the successful completion of deliverables and major milestones. 

Likewise, use any challenges or shortcomings as learning opportunities to improve processes and enhance future project outputs.

Example: Celebrating the successful completion of the user registration module with a team recognition event while conducting a retrospective to identify areas for improvement and learning from challenges encountered during the development process.

Having explored the essential steps for managing project deliverables, let’s focus on the significance of basic project documentation and its role in defining clear deliverables through templates.

Precise and well-structured project documentation clarifies project objectives and requirements and plays a pivotal role in defining deliverables with clarity and precision. 

Let’s explore a set of essential project documentation templates that aid in defining project deliverables efficiently.

• Project charter: This serves as the foundational document for any project. It outlines the project’s purpose, objectives, scope, and key stakeholders. This template provides a comprehensive overview of the project’s context, helping to set the stage for defining clear and aligned deliverables.

Here, you can get your project charter template .

• Work Breakdown Structure: This template breaks the project’s deliverables into manageable tasks and sub-tasks. It provides a hierarchical representation of all the work required to accomplish the project’s objectives, aiding in resource allocation and task management.

Here, you can get your WBS template in Google Sheets and Google Slides .

• Project and portfolio dashboards: These comprehensive visual representations display KPIs, progress, and status for individual projects and the entire project portfolio . They serve as guiding references, helping the project team make informed decisions, monitor achievements, and ensure successful project execution and portfolio management.

Here, you can discover up to 200 PowerBI reports for your project and portfolio activities.

• Project Statement of Work: This comprehensive document defines the project’s scope, objectives, and deliverables in detail. It outlines what each deliverable should achieve and provides the criteria for success, serving as a guiding reference for the project team throughout its execution.

Here, you can get your Project Statement of Work template .

• Project budget management plan: This template outlines the financial aspects of the project, including the allocated budget, cost estimation methods, and cost control measures. 

Here, you can get your project budget management template .

• Gantt chart: This chart visually represents the project schedule, showing the start and end dates of tasks, milestones, and deliverables. 

You can use PPM Express to create a roadmap for your project.

• Risk register : This template identifies potential risks affecting the project deliverables. It documents each risk’s impact, probability, and mitigation strategies, aiding in proactive risk management and contingency planning.

Here, you can get your risk register template .

• Resource allocation plan: This is a structured document that outlines the allocation and utilization of various resources, including human resources, equipment, and budget, throughout the project. It defines how resources will be distributed to specific project tasks and deliverables, ensuring efficient utilization and optimization of available resources for successful project execution.

Here, you can get your resource allocation plan template .

Now that we understand the importance of basic project documentation and its role in defining deliverables through templates, let’s explore a range of tools specifically designed to aid in efficiently managing project deliverables.

Project management software solutions provide collaborative platforms, communication channels, and organization features, ensuring seamless coordination among team members and stakeholders. 

This section will explore various categories of tools commonly used for managing deliverables in project management, along with examples of software in each category.

Project and portfolio management software

Project management software offers comprehensive platforms to plan, track, and execute projects efficiently. These tools facilitate task management, resource allocation , and progress tracking, making them essential for managing project deliverables.

Example software: Monday.com , Smartsheet , Microsoft Project Online , and MS Project Desktop

In addition to project management tools there are portfolio management platforms. These provide a centralized and integrated environment for project data, allowing stakeholders to monitor project progress, assess risks , and make informed decisions.

Example software: PPM Express , Workfront, OnePlan

Collaboration and communication tools

Collaboration and communication tools enable real-time interaction among team members, fostering efficient collaboration on project deliverables. They facilitate discussions, document sharing, and instant messaging, promoting seamless teamwork.

Example software: Microsoft Teams , Slack, Google Workspace (formerly G Suite)

Document management systems

Document management systems offer secure and organized storage for project-related files and deliverables. They ensure easy access, version control, and collaboration on important project documentation.

Example software: SharePoint , Google Drive, Notion, Coda, Microsoft Loop

Issue and bug tracking tools

Issue and bug tracking tools help identify, log, and resolve issues that may arise during project execution. They ensure the timely resolution of problems related to deliverables.

Example software: Jira Software , Bugzilla, Redmine

Reporting and analytics software

Reporting and analytics tools provide insights into project progress and performance related to deliverables. They enable data-driven decision-making and facilitate clear communication with stakeholders.

Example software: Power BI , Tableau, Google Looker Studio (formerly Data Studio)

Having familiarized ourselves with various effective tools for managing project deliverables, let’s focus on valuable tips to enhance the management process further and ensure successful project outcomes.

Effectively managing project outputs is vital for project success and meeting stakeholder expectations. 

To ensure seamless execution and achieve desired outcomes, project managers should adopt efficient strategies. In this section, we will provide valuable tips for successfully managing deliverables in project management:

• Clear scope and alignment: Define a clear scope for each deliverable and ensure alignment with project objectives and stakeholder expectations. This will prevent scope creep and keep the project on track.
• Engage stakeholders early: Involve key stakeholders early in the project to gather their input on deliverables. Regularly communicate progress and seek feedback to make necessary adjustments and ensure buy-in.
• Agile adaptation: Embrace agile project management principles to foster flexibility and adaptability in delivering iterative results. Regularly reassess priorities and adjust deliverables based on evolving project needs.
• Empower collaboration: Encourage effective collaboration among team members to ensure seamless coordination and timely delivery of deliverables. Utilize collaboration tools and hold regular meetings to foster communication.
• Quality assurance and testing: Implement a comprehensive quality assurance process to validate deliverables against established standards. Thoroughly test each deliverable to ensure its functionality and compliance with requirements.

Remember, managing project deliverables requires a well-structured approach, effective communication, and the right tools to streamline project execution.

So, if you want a powerful tool to streamline your project and portfolio deliverables, try PPM Express . This comprehensive project portfolio management platform simplifies deliverable planning, tracking, and reporting. 

Take control of your project deliverables today with PPM Express!

Have a language expert improve your writing

Run a free plagiarism check in 10 minutes, generate accurate citations for free.

• Knowledge Base
• Starting the research process
• How to Write a Research Proposal | Examples & Templates

How to Write a Research Proposal | Examples & Templates

Published on October 12, 2022 by Shona McCombes and Tegan George. Revised on November 21, 2023.

A research proposal describes what you will investigate, why it’s important, and how you will conduct your research.

The format of a research proposal varies between fields, but most proposals will contain at least these elements:

Introduction

Literature review.

• Research design

Reference list

While the sections may vary, the overall objective is always the same. A research proposal serves as a blueprint and guide for your research plan, helping you get organized and feel confident in the path forward you choose to take.

Table of contents

Research proposal purpose, research proposal examples, research design and methods, contribution to knowledge, research schedule, other interesting articles, frequently asked questions about research proposals.

Academics often have to write research proposals to get funding for their projects. As a student, you might have to write a research proposal as part of a grad school application , or prior to starting your thesis or dissertation .

In addition to helping you figure out what your research can look like, a proposal can also serve to demonstrate why your project is worth pursuing to a funder, educational institution, or supervisor.

Research proposal length

The length of a research proposal can vary quite a bit. A bachelor’s or master’s thesis proposal can be just a few pages, while proposals for PhD dissertations or research funding are usually much longer and more detailed. Your supervisor can help you determine the best length for your work.

One trick to get started is to think of your proposal’s structure as a shorter version of your thesis or dissertation , only without the results , conclusion and discussion sections.

Download our research proposal template

Receive feedback on language, structure, and formatting

Professional editors proofread and edit your paper by focusing on:

• Academic style
• Vague sentences
• Style consistency

See an example

Writing a research proposal can be quite challenging, but a good starting point could be to look at some examples. We’ve included a few for you below.

• Example research proposal #1: “A Conceptual Framework for Scheduling Constraint Management”
• Example research proposal #2: “Medical Students as Mediators of Change in Tobacco Use”

Like your dissertation or thesis, the proposal will usually have a title page that includes:

• The proposed title of your project
• Your supervisor’s name
• Your institution and department

The first part of your proposal is the initial pitch for your project. Make sure it succinctly explains what you want to do and why.

Your introduction should:

• Introduce your topic
• Give necessary background and context
• Outline your  problem statement  and research questions

To guide your introduction , include information about:

• Who could have an interest in the topic (e.g., scientists, policymakers)
• How much is already known about the topic
• What is missing from this current knowledge
• What new insights your research will contribute
• Why you believe this research is worth doing

As you get started, it’s important to demonstrate that you’re familiar with the most important research on your topic. A strong literature review  shows your reader that your project has a solid foundation in existing knowledge or theory. It also shows that you’re not simply repeating what other people have already done or said, but rather using existing research as a jumping-off point for your own.

In this section, share exactly how your project will contribute to ongoing conversations in the field by:

• Comparing and contrasting the main theories, methods, and debates
• Examining the strengths and weaknesses of different approaches
• Explaining how will you build on, challenge, or synthesize prior scholarship

Following the literature review, restate your main  objectives . This brings the focus back to your own project. Next, your research design or methodology section will describe your overall approach, and the practical steps you will take to answer your research questions.

To finish your proposal on a strong note, explore the potential implications of your research for your field. Emphasize again what you aim to contribute and why it matters.

For example, your results might have implications for:

• Improving best practices
• Informing policymaking decisions
• Strengthening a theory or model
• Challenging popular or scientific beliefs
• Creating a basis for future research

Last but not least, your research proposal must include correct citations for every source you have used, compiled in a reference list . To create citations quickly and easily, you can use our free APA citation generator .

Some institutions or funders require a detailed timeline of the project, asking you to forecast what you will do at each stage and how long it may take. While not always required, be sure to check the requirements of your project.

Here’s an example schedule to help you get started. You can also download a template at the button below.

Download our research schedule template

If you are applying for research funding, chances are you will have to include a detailed budget. This shows your estimates of how much each part of your project will cost.

Make sure to check what type of costs the funding body will agree to cover. For each item, include:

• Cost : exactly how much money do you need?
• Justification : why is this cost necessary to complete the research?
• Source : how did you calculate the amount?

To determine your budget, think about:

• Travel costs : do you need to go somewhere to collect your data? How will you get there, and how much time will you need? What will you do there (e.g., interviews, archival research)?
• Materials : do you need access to any tools or technologies?
• Help : do you need to hire any research assistants for the project? What will they do, and how much will you pay them?

If you want to know more about the research process , methodology , research bias , or statistics , make sure to check out some of our other articles with explanations and examples.

Methodology

• Sampling methods
• Simple random sampling
• Stratified sampling
• Cluster sampling
• Likert scales
• Reproducibility

 Statistics

• Null hypothesis
• Statistical power
• Probability distribution
• Effect size
• Poisson distribution

Research bias

• Optimism bias
• Cognitive bias
• Implicit bias
• Hawthorne effect
• Anchoring bias
• Explicit bias

Once you’ve decided on your research objectives , you need to explain them in your paper, at the end of your problem statement .

Keep your research objectives clear and concise, and use appropriate verbs to accurately convey the work that you will carry out for each one.

I will compare …

A research aim is a broad statement indicating the general purpose of your research project. It should appear in your introduction at the end of your problem statement , before your research objectives.

Research objectives are more specific than your research aim. They indicate the specific ways you’ll address the overarching aim.

A PhD, which is short for philosophiae doctor (doctor of philosophy in Latin), is the highest university degree that can be obtained. In a PhD, students spend 3–5 years writing a dissertation , which aims to make a significant, original contribution to current knowledge.

A PhD is intended to prepare students for a career as a researcher, whether that be in academia, the public sector, or the private sector.

A master’s is a 1- or 2-year graduate degree that can prepare you for a variety of careers.

All master’s involve graduate-level coursework. Some are research-intensive and intend to prepare students for further study in a PhD; these usually require their students to write a master’s thesis . Others focus on professional training for a specific career.

Critical thinking refers to the ability to evaluate information and to be aware of biases or assumptions, including your own.

Like information literacy , it involves evaluating arguments, identifying and solving problems in an objective and systematic way, and clearly communicating your ideas.

The best way to remember the difference between a research plan and a research proposal is that they have fundamentally different audiences. A research plan helps you, the researcher, organize your thoughts. On the other hand, a dissertation proposal or research proposal aims to convince others (e.g., a supervisor, a funding body, or a dissertation committee) that your research topic is relevant and worthy of being conducted.

Cite this Scribbr article

If you want to cite this source, you can copy and paste the citation or click the “Cite this Scribbr article” button to automatically add the citation to our free Citation Generator.

McCombes, S. & George, T. (2023, November 21). How to Write a Research Proposal | Examples & Templates. Scribbr. Retrieved August 26, 2024, from https://www.scribbr.com/research-process/research-proposal/

Is this article helpful?

Shona McCombes

Other students also liked, how to write a problem statement | guide & examples, writing strong research questions | criteria & examples, how to write a literature review | guide, examples, & templates, "i thought ai proofreading was useless but..".

I've been using Scribbr for years now and I know it's a service that won't disappoint. It does a good job spotting mistakes”

Janelle Jenstad

At work and play

Plan Your Project: Outcomes, Objectives, and Deliverables

When I plan a project, I start with a single document or whiteboard that contains three headings: Outcomes , Objectives , and Deliverables . What goes under each of those headings? And how do I write each item? I’ve found that how I write the items is a crucial project-management strategy.

I use this method, derived from standard project management thinking, to help me write grant applications. It maps particularly well onto the components prescribed in SSHRC applications of various kinds. But you can use it for a digital humanities project, a curriculum redesign, your summer research plans, a house renovation, or even your weekend garden plans. Eventually, you’ll break down the deliverables into task and sub-tasks, but focussing initially on the Outcomes, Objectives, and Deliverables keeps you out of the weeds of detail.

I’ll give examples from a MoEML plan to finish the old-spelling anthology of the mayoral shows. See the end of the page for a non-scholarly example from a recent garden project.

How do you want the world to be different when your work is done? What do you want to be possible? What do you want people to be able to do?

The world is a big place, and perhaps your project will affect only a small corner of it, but something will be different for someone when you are done.

The standard formula is: X will VERB Y , where X is the user/person/group , the verb spells out the action that will become possible , and Y spells out the direct or indirect object and provides some context.

For the user/person/group , think about who will benefit. Whom are you trying to reach? For whom are you doing this work? It can be yourself, a particular type of person, a group, a country, or even the world.

For the verb, be specific. Use strong, descriptive verbs .

Example from MoEML:

• Teachers and students will be able to teach and read the pageant books in classrooms .
• Scholars will produce a new wave of scholarship on these occasional texts , drawing on the historical records, eyewitness accounts, and visual materials in our editions .
• Geohumanists will generate new insights about place and cultural performance .

Objectives are the things you have to do in order to make the outcomes possible. They always begin with a verb and end with a direct or indirect object . “I will” or “We will” is always the implied subject of the sentence. If your project is really big, you might want to specify the person, people,  or team who will undertake the objective; if you do specify the person/people/team, then add a comparable subject for each item so that they are grammatically and rhetorically parallel.

• [The Editorial Team will] Publish the full anthology of mayoral shows .
• [The Programming Team will] Prototype the edition of the event .
• [The General Editors will] Break the book to create the polychronic peripatetic edition .

Deliverables

Deliverables are the things you have to get done in order to achieve the objectives and make the outcomes possible . I always write deliverables as nouns. Usually, they are tangible (a file, a document, a tool, a text, a dataset, a database, a webpage, a chapter, a paper, an event). Deliverables are things you can publish, host, put somewhere, or send/read to someone.

You might divide up the deliverables into related groups. For this particular MoEML project, we had content deliverables (to be delivered by the scholarly team) and digital tool deliverables (to be delivered by the programming team). You might also add a date for delivery. SSHRC grants like deliverables spelled out by year; MoEML talks about Y1, Y2, and so on when we are organizing our deliverables.

• Transcription guidelines (Y1)
• Finding aid for extant mayoral shows in libraries (YI)
• Revised editorial declaration for shows (YI)
• Revised encoding declaration (YI)
• Finding aid and list of eyewitness accounts (YI)

Digital Tools

• Facsimile viewer (Y2)
• Encoding mechanisms for tagging place of performance, using  Triumphs of Truth  as proof of concept (by Y2)
• An anthology builder tool (Y3)
• A TEI model for the event edition (by Y4)
• A mechanism for rendering an event edition (Y5)

In two forthcoming pages, I’ll talk about how to turn deliverables in tasks, and how to mobilize your project plan for a SSHRC application. For now, I leave you with the fun example.

The Patio Project

Here’s a simplified version of the plan that drove much of my summer [2019] in direct and indirect ways. It had a few more moving parts that more than justified our use of a giant white board to plan it out. This project turned out to be dependent on several other projects (because clearing the patio meant moving a large planter box, which meant preparing beds for the plants elsewhere, which meant sifting soil, which precipitated several other projects) but that hydra-headed project is fodder for another page!

• We will be able to sit in comfort on a shady patio at high noon. [My world will be different when the project is done because the patio is currently in full sun, cluttered with planters, and occupied by an uncomfortable picnic table.]
• We will increase the food-growing capacity of our yard. [The world will be a tiny bit greener because one household will be eating fewer imported, transported, packaged, and/or sprayed food items.]
• Build a structure over the patio
• Provide seating
• Provide shade
• A clean slate for building
• Pergola design
• Completed pergola
• Four waterproof chairs
• An outdoor coffee table
• Four planting squares (amended soil, borders)
• Four grapevines

• Already have a WordPress.com account? Log in now.
• Subscribe Subscribed
• Copy shortlink
• Report this content
• View post in Reader
• Manage subscriptions
• Collapse this bar

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

Final Deliverables

20 Research Deliverables

Mackenzie Collins and Amanda McEachern Gaudet

The research deliverable should have a minimum framework used as guidelines for students (and clients) to understand expectations and outcomes.

The amount of time spent on each deliverable can fluctuate as needed; however it is important to remember the total length of time necessary to complete the project. If we were to break down one semester into 3 equal parts, one for each deliverable, each individual deliverable should take no longer than 4 weeks .

However, with this being the first deliverable, it is advised to give attention to the chaotic nature of the semester in the first week as students are introduced to their courses initially. Ideally, the students should spend a minimum of 2 weeks on deliverable #1.

Students should be asking the client:

• How do they want the research presented to them?
• What level of detail is expected? How in-depth should the research be?
• How much information do they want?
• Sources, Viewpoints, Organizations, Types of Researchers, etc.
• How do they want the data stored/sent to them?
• What is required/will be given from the client?
• Are labs and/or equipment necessary?
• If clients require supplementary materials alongside any presentation, such as additional brochures, pamphlets, infographics, or other.

Research papers should be a minimum of 5 pages, properly cited using APA Citation.

APA Citation Guide (Purdue University)

Presentations should be 5-10 minutes minimum , with or without slides depending on the client’s preference. (See professional presentations chapter ).

At least 10 secondary sources of research should be cited in the results, these sources should be those most relevant to answering the research question – not the first 10 sources that appear in the search.

If primary research is being done, a sample size of at least 10% should be taken. In the case of participant interviews, this number may be lowered to accommodate for time.

Types of Research

• A/B Testing
• User Testing

Sample Sizes in Primary Research

Qualitative research.

The key in qualitative research is not the number of participants, but rather your justification for the sample size. A minimum of 12 cases in a sample is the recommendation when conducting qualitative research (Boddy, 2016).

https://www.qualtrics.com/blog/calculating-sample-size/

Quantitative Research

Once you determine a few bases, you can calculate your sample size through a formula (or online tool).

• Population Size – the number of people in the entire group you are researching (i.e., all the employees at the company, all customers)
• Confidence Level – the statistical probability that the value of a parameter falls within a specified range of values. The most used confidence level is 95%. The higher the confidence level, the higher the probability your results will truly reflect the population.
• The margin of Error – the maximum acceptable difference in results between the population and the sample. The smaller the margin of error, the more predictive your results are of the general trend of the population. The recommended margin of error to be used is between 5-10%.

Research Paper

Understand your target audience when deciding length. A highly technical audience will appreciate a highly detailed paper that includes visuals, charts, and more. This could be 30-50 pages. A non-technical audience will appreciate a shorter paper that clearly synthesizes all points in an easy-to-understand way. This could be 10-15 pages.

Background Work

• Think about different forms of evidence that can aid your research
• Gather evidence from a variety of sources
• Develop a bibliography
• Write a thesis for your research
• Critically analyze and write about key pieces of evidence
• Consider the possible reasons one may disagree or question the premise of your thesis
• Categorize and evaluate evidence

The Components of a Research Paper

• The Formal Outline : Formal outlines are a sort of table of contents for your essay: they give the reader a summary of the main points and sub-points of what they are about to read.
• The Introduction : Get the reader’s attention and briefly explain what the essay will encompass.
• Background Information : Explain, contextualize, and orient your readers.
• Evidence : Generally speaking, you need to have a piece of evidence in the form of a direct quote or paraphrase every time you make a claim that you cannot assume your audience “just knows.” Your audience wants to know your interpretation of these quotes and paraphrases as you guide them through your research. To do this, you need to explain the significance of your evidence throughout your essay.
• Possible Arguments and Rebuttals : Anticipate the ways in which a reader might disagree with your point, and address them. Demonstrate your knowledge of the different sides of the issue by acknowledging and answering them.
• Conclusion : Make a connection in the conclusion of your essay with the introduction, and restate your thesis, Note that you don’t necessarily have to restate your thesis in the same words you used in your introduction.
• Works Cited / References  (ensure you understand the difference between ‘in-text citations’ and the end list of sources)

Sources & Examples

Courses and Guided Projects

Research Writing (2018)  by Shaelynn Long-Kish, OER The Argumentative Research Project by Sara Layton, OER

Tools and Templates

citethisforme.com : Get the citation for any website you’re visiting online easybib.com : Manage citations for a project flightradar24.com : Live air traffic map. Track, search and view info on capacity, cargo, route and more for any aircraft in the sky. importyeti.com : Find any company’s suppliers worldwide, and view shipment dates, maps and more scholar.google.com : Find academic journals, books, and articles related to any topic

Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase or project. (PMBOK Guide)

Tools and Resources for Capstone (v. 1.2 Jan 2024) Copyright © by Mackenzie Collins and Amanda McEachern Gaudet is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

Share This Book

• Privacy Policy

Home » How To Write A Proposal – Step By Step Guide [With Template]

How To Write A Proposal – Step By Step Guide [With Template]

Table of Contents

How To Write A Proposal

Writing a Proposal involves several key steps to effectively communicate your ideas and intentions to a target audience. Here’s a detailed breakdown of each step:

Identify the Purpose and Audience

• Clearly define the purpose of your proposal: What problem are you addressing, what solution are you proposing, or what goal are you aiming to achieve?
• Identify your target audience: Who will be reading your proposal? Consider their background, interests, and any specific requirements they may have.

Conduct Research

• Gather relevant information: Conduct thorough research to support your proposal. This may involve studying existing literature, analyzing data, or conducting surveys/interviews to gather necessary facts and evidence.
• Understand the context: Familiarize yourself with the current situation or problem you’re addressing. Identify any relevant trends, challenges, or opportunities that may impact your proposal.

Develop an Outline

• Create a clear and logical structure: Divide your proposal into sections or headings that will guide your readers through the content.
• Introduction: Provide a concise overview of the problem, its significance, and the proposed solution.
• Background/Context: Offer relevant background information and context to help the readers understand the situation.
• Objectives/Goals: Clearly state the objectives or goals of your proposal.
• Methodology/Approach: Describe the approach or methodology you will use to address the problem.
• Timeline/Schedule: Present a detailed timeline or schedule outlining the key milestones or activities.
• Budget/Resources: Specify the financial and other resources required to implement your proposal.
• Evaluation/Success Metrics: Explain how you will measure the success or effectiveness of your proposal.
• Conclusion: Summarize the main points and restate the benefits of your proposal.

Write the Proposal

• Grab attention: Start with a compelling opening statement or a brief story that hooks the reader.
• Clearly state the problem: Clearly define the problem or issue you are addressing and explain its significance.
• Present your proposal: Introduce your proposed solution, project, or idea and explain why it is the best approach.
• State the objectives/goals: Clearly articulate the specific objectives or goals your proposal aims to achieve.
• Provide supporting information: Present evidence, data, or examples to support your claims and justify your proposal.
• Explain the methodology: Describe in detail the approach, methods, or strategies you will use to implement your proposal.
• Address potential concerns: Anticipate and address any potential objections or challenges the readers may have and provide counterarguments or mitigation strategies.
• Recap the main points: Summarize the key points you’ve discussed in the proposal.
• Reinforce the benefits: Emphasize the positive outcomes, benefits, or impact your proposal will have.
• Call to action: Clearly state what action you want the readers to take, such as approving the proposal, providing funding, or collaborating with you.

Review and Revise

• Proofread for clarity and coherence: Check for grammar, spelling, and punctuation errors.
• Ensure a logical flow: Read through your proposal to ensure the ideas are presented in a logical order and are easy to follow.
• Revise and refine: Fine-tune your proposal to make it concise, persuasive, and compelling.

Add Supplementary Materials

• Attach relevant documents: Include any supporting materials that strengthen your proposal, such as research findings, charts, graphs, or testimonials.
• Appendices: Add any additional information that might be useful but not essential to the main body of the proposal.

Formatting and Presentation

• Follow the guidelines: Adhere to any specific formatting guidelines provided by the organization or institution to which you are submitting the proposal.
• Use a professional tone and language: Ensure that your proposal is written in a clear, concise, and professional manner.
• Use headings and subheadings: Organize your proposal with clear headings and subheadings to improve readability.
• Pay attention to design: Use appropriate fonts, font sizes, and formatting styles to make your proposal visually appealing.
• Include a cover page: Create a cover page that includes the title of your proposal, your name or organization, the date, and any other required information.

Seek Feedback

• Share your proposal with trusted colleagues or mentors and ask for their feedback. Consider their suggestions for improvement and incorporate them into your proposal if necessary.

Finalize and Submit

• Make any final revisions based on the feedback received.
• Ensure that all required sections, attachments, and documentation are included.
• Double-check for any formatting, grammar, or spelling errors.
• Submit your proposal within the designated deadline and according to the submission guidelines provided.

Proposal Format

The format of a proposal can vary depending on the specific requirements of the organization or institution you are submitting it to. However, here is a general proposal format that you can follow:

1. Title Page:

• Include the title of your proposal, your name or organization’s name, the date, and any other relevant information specified by the guidelines.

2. Executive Summary:

•  Provide a concise overview of your proposal, highlighting the key points and objectives.
• Summarize the problem, proposed solution, and anticipated benefits.
• Keep it brief and engaging, as this section is often read first and should capture the reader’s attention.

3. Introduction:

• State the problem or issue you are addressing and its significance.
• Provide background information to help the reader understand the context and importance of the problem.
• Clearly state the purpose and objectives of your proposal.

4. Problem Statement:

• Describe the problem in detail, highlighting its impact and consequences.
• Use data, statistics, or examples to support your claims and demonstrate the need for a solution.

5. Proposed Solution or Project Description:

• Explain your proposed solution or project in a clear and detailed manner.
• Describe how your solution addresses the problem and why it is the most effective approach.
• Include information on the methods, strategies, or activities you will undertake to implement your solution.
• Highlight any unique features, innovations, or advantages of your proposal.

6. Methodology:

• Provide a step-by-step explanation of the methodology or approach you will use to implement your proposal.
• Include a timeline or schedule that outlines the key milestones, tasks, and deliverables.
• Clearly describe the resources, personnel, or expertise required for each phase of the project.

7. Evaluation and Success Metrics:

• Explain how you will measure the success or effectiveness of your proposal.
• Identify specific metrics, indicators, or evaluation methods that will be used.
• Describe how you will track progress, gather feedback, and make adjustments as needed.
• Present a detailed budget that outlines the financial resources required for your proposal.
• Include all relevant costs, such as personnel, materials, equipment, and any other expenses.
• Provide a justification for each item in the budget.

9. Conclusion:

•  Summarize the main points of your proposal.
•  Reiterate the benefits and positive outcomes of implementing your proposal.
• Emphasize the value and impact it will have on the organization or community.

10. Appendices:

• Include any additional supporting materials, such as research findings, charts, graphs, or testimonials.
•  Attach any relevant documents that provide further information but are not essential to the main body of the proposal.

Proposal Template

Here’s a basic proposal template that you can use as a starting point for creating your own proposal:

Dear [Recipient’s Name],

I am writing to submit a proposal for [briefly state the purpose of the proposal and its significance]. This proposal outlines a comprehensive solution to address [describe the problem or issue] and presents an actionable plan to achieve the desired objectives.

Thank you for considering this proposal. I believe that implementing this solution will significantly contribute to [organization’s or community’s goals]. I am available to discuss the proposal in more detail at your convenience. Please feel free to contact me at [your email address or phone number].

Yours sincerely,

Note: This template is a starting point and should be customized to meet the specific requirements and guidelines provided by the organization or institution to which you are submitting the proposal.

Proposal Sample

Here’s a sample proposal to give you an idea of how it could be structured and written:

Subject : Proposal for Implementation of Environmental Education Program

I am pleased to submit this proposal for your consideration, outlining a comprehensive plan for the implementation of an Environmental Education Program. This program aims to address the critical need for environmental awareness and education among the community, with the objective of fostering a sense of responsibility and sustainability.

Executive Summary: Our proposed Environmental Education Program is designed to provide engaging and interactive educational opportunities for individuals of all ages. By combining classroom learning, hands-on activities, and community engagement, we aim to create a long-lasting impact on environmental conservation practices and attitudes.

Introduction: The state of our environment is facing significant challenges, including climate change, habitat loss, and pollution. It is essential to equip individuals with the knowledge and skills to understand these issues and take action. This proposal seeks to bridge the gap in environmental education and inspire a sense of environmental stewardship among the community.

Problem Statement: The lack of environmental education programs has resulted in limited awareness and understanding of environmental issues. As a result, individuals are less likely to adopt sustainable practices or actively contribute to conservation efforts. Our program aims to address this gap and empower individuals to become environmentally conscious and responsible citizens.

Proposed Solution or Project Description: Our Environmental Education Program will comprise a range of activities, including workshops, field trips, and community initiatives. We will collaborate with local schools, community centers, and environmental organizations to ensure broad participation and maximum impact. By incorporating interactive learning experiences, such as nature walks, recycling drives, and eco-craft sessions, we aim to make environmental education engaging and enjoyable.

Methodology: Our program will be structured into modules that cover key environmental themes, such as biodiversity, climate change, waste management, and sustainable living. Each module will include a mix of classroom sessions, hands-on activities, and practical field experiences. We will also leverage technology, such as educational apps and online resources, to enhance learning outcomes.

Evaluation and Success Metrics: We will employ a combination of quantitative and qualitative measures to evaluate the effectiveness of the program. Pre- and post-assessments will gauge knowledge gain, while surveys and feedback forms will assess participant satisfaction and behavior change. We will also track the number of community engagement activities and the adoption of sustainable practices as indicators of success.

Budget: Please find attached a detailed budget breakdown for the implementation of the Environmental Education Program. The budget covers personnel costs, materials and supplies, transportation, and outreach expenses. We have ensured cost-effectiveness while maintaining the quality and impact of the program.

Conclusion: By implementing this Environmental Education Program, we have the opportunity to make a significant difference in our community’s environmental consciousness and practices. We are confident that this program will foster a generation of individuals who are passionate about protecting our environment and taking sustainable actions. We look forward to discussing the proposal further and working together to make a positive impact.

Thank you for your time and consideration. Should you have any questions or require additional information, please do not hesitate to contact me at [your email address or phone number].

About the author

Muhammad Hassan

Researcher, Academic Writer, Web developer

You may also like

Research Proposal – Types, Template and Example

Business Proposal – Templates, Examples and Guide

How To Write A Business Proposal – Step-by-Step...

Proposal – Types, Examples, and Writing Guide

Grant Proposal – Example, Template and Guide

How To Write A Grant Proposal – Step-by-Step...

• Contact sales

Start free trial

What Is a Project Deliverable? Definition, Examples & More

What Are Deliverables In Project Management?

Projects produce deliverables, which are simply the results of project activities. Project deliverables can be big or small, and their number varies depending on the project. They’re agreed upon by the project management team and stakeholders during the project planning phase.

Put another way, there are inputs and outputs in any type of project. Inputs are what you put into the project, such as data, resources, etc., and the outcomes are the deliverables. Again, those deliverables vary greatly. For example, a project deliverable can be either a product or service or it can be the documentation that’s part of the project closure.

Get your free

Project Scope Template

Use this free Project Scope Template for Word to manage your projects better.

Project Deliverables vs. Project Milestones

It’s understandable to confuse a project deliverable with a project milestone . A deliverable, after all, is an outcome and to some extent so is a project milestone. But they’re not the same thing. Let’s define a project milestone to make that clearer.

A project milestone is used to mark something big in the project, so a milestone could occur with a deliverable. But milestones are often used to indicate the completion of a project phase. You wouldn’t call moving from project planning to project execution a deliverable, though it’s made up of deliverables, which usually come at the end of a task.

Remember, a deliverable is quantifiable. It’s something that was created over time, with resources and effort. A project milestone, while encompassing deliverables, is a marker in time to indicate the transition from one thing to another.

Project management tools such as Gantt charts, kanban boards and project calendars can help you track the progress of your team on the completion of project deliverables. In addition to these project management tools, ProjectManager has one-click reporting that captures data on project variance, time, cost and more. These reports can be shared as PDF attachments or printed depending on the stakeholder’s preference. Better yet, every report can be filtered to show only the data stakeholders want to see about project deliverables. Get started for free today.

How to Identify Project Deliverables Using a Work Breakdown Structure

When planning a project, especially its schedule , you need a work breakdown structure (WBS), which is a tool that identifies all the tangible deliverables in a project. From that, you can determine the tasks that’ll produce those deliverables. Use our free work breakdown structure template for Excel to help you identify all the deliverables in your project and ensure you’re creating a thorough and complete schedule.

1. List All Your Project Activities

In a WBS , project activities are the “how” of a project. They make up the work packages or steps that you’ll have to take to produce project deliverables. Therefore, you’ll want to list all the tasks that will be needed to deliver the project.

2. Group Tasks By Project Phase

At this point, you’ll want to break up the tasks into phases. There are five project phases in project management: initiation, planning, execution, control and closeout. Now, take all the activities you identified and organize them into their corresponding project phases.

3. Determine Which Project Tasks Will Produce Deliverables

Deliverables are the outcomes you want from the activities and the tasks that you listed. Using what you collected in step one, determine the deliverable from each of those activities.

Here’s some expert advice to further explain the difference between project deliverables and project milestones. In the video below, Jennifer Bridges, professional project manager (PMP) explains what project deliverables are and how they’re created throughout the course of a project.

What Project Documents Help Define What Your Project Deliverables Are?

All projects have one thing in common, documents. It’s no surprise then that there are project management documents that can help you define project deliverables. Here are a couple of examples.

Project Charter

A project charter is a short document that explains the reason for the project and, once approved, greenlights the project. Part of the project charter is the implementation plan, which is a roadmap for executing the project. This document includes key project deliverables.

Project Scope Statement

The project scope statement lists the final deliverable for the project, whether that’s a product or service. All deliverables in the project will be described in detail in the project scope statement as it helps avoid confusion with stakeholders later in the project.

Work Breakdown Structure

A work breakdown structure is a project management graph that allows project managers to break down the scope of their project into all the individual tasks and deliverables that must be completed to deliver the project.

Project Deliverables Examples

As you might imagine, there are as many deliverables as there are projects. Deliverables aren’t only the final product or service, though that’s often how many think of them. There are deliverables produced throughout the project. Here are a few types of deliverables.

1. Project Documentation

A project deliverable is an outcome of a task, so project documents such as a project plan , a project charter or a project scope statement can be considered project deliverables. Besides key project documents like those, project management reports like status reports, budget reports or progress reports are also deliverables.

2. Tangible Deliverables

A tangible deliverable is one of those project outcomes that are concrete. That is, they have form and substance. An example of a tangible deliverable would be things such as a building, the product of a manufacturing line or even a magazine or newspaper.

3. Intangible Deliverables

An intangible deliverable is a measurable outcome but one that is conceptual rather than one you can touch or hold in your hands. Some examples of intangible deliverables would be a training program for your project team so that they can learn how to use a new software tool or piece of equipment.

Project vs. Product Deliverables

There’s a distinction between project and product deliverables. Project deliverables are such outputs as the project plans, project reports and even meeting minutes. Product deliverables, on the other hand, could be hardware, software, mobile applications, contracts, or even test assessment results.

The deliverables that clients and stakeholders expect at the end of the project are the product or service, of course, but there’s also paperwork, as noted. These documents, when completed, are deliverables that clients and stakeholders need to evaluate the progress or completion of the project.

This paperwork can include:

• Signed contracts
• Finalized expense reports
• Other types of project reports show how work is proceeding versus project plan estimations

Deliverables can vary according to the project’s specifications and the stakeholders’ requirements. But all clients and stakeholders want deliverables that thoroughly wrap up the project at its closure and measure performance against expectations throughout the project. When defining project deliverables, it’s important to use project planning software such as ProjectManager to create a project timeline where you can easily visualize all your project tasks, assign work and track time.

How to Present Project Deliverables to Stakeholders

Project managers’ reports are the means by which these types of deliverables are presented to clients and stakeholders. Different stakeholders have different needs, so flexibility and customization are important for effective reporting. To meet their needs, project management software must be able to filter the many data inputs to deliver the proper output.

ProjectManager Helps You to Report Progress on Project Deliverables

Creating deliverables for project management and reporting on them is easy using these reports:

• Project status report
• Variance report
• Timesheet report

Compiling project status reports is a great way to:

• Illustrate for stakeholders how work is proceeding
• Show which team members are carrying the heaviest loads and if adjustments need to be made
• Outline room for improvement as the project moves ahead or at closure

Status Report

Our project status reports are highly customizable, with options to select a variety of columns and data sets to extract exactly the information you’re seeking on the project’s status and the completion of project deliverables.

Below is an example of a project status report that can be generated with several variables including work breakdown structure (WBS) , planned start and finish dates, planned hours, percent complete, task assignments, start dates and actual hours:

Variance Report

Variance reports can be customized to include only summary tasks, completion percentages and a comparison of the actual progress of the project versus the forecasted progress.

The resulting report shows a side-by-side comparison of predicted start and finish dates, predicted hours versus actual hours spent and that difference and the difference in predicted project duration and how long it’s actually taken to date:

Timesheet Report

Timesheet reports provide a bird’s-eye view of each individual’s hours worked on a project.

They also show:

• Assignment of tasks to team members and the importance of those tasks
• Each individual’s hourly rate
• Many other factors related to resources, time and cost

The timesheet shows the person submitting the time, the date of submission, how many individual hours they worked during the selected timeframe, their WBS and how many hours they have remaining in the selected timeframe:

Above is an example of a timesheet for one person working on multiple projects during one timeframe.

Consistent use of these three reports helps keep your team on time, under budget and within scope when it comes to the completion of project deliverables. Lessons learned in libraries can also be a great tool to help build upon successes and avoid duplicating mistakes in future projects.

Lessons Learned Libraries

Creating a lessons-learned library is a great way to compile takeaways from projects. It’s a central place to view work that exceeded expectations and also works that could have been better. As a new project kicks off, project managers use this resource to plan for known roadblocks.

ProjectManager acts as an online hub for all your project documents, keeping you organized and everything at your fingertips whether you’re in the office, the field or at home. Use our list view to collect all your reports on deliverables. More than just a to-do list, you can assign, comment and track progress on each item. Save old projects for historical data when planning new ones. Our customized tags make it easy for your to catalog your work so it’s always easy to find.

Stakeholders and clients can request deliverables at a moment’s notice. Being able to shift on the fly and produce what your client wants requires a strong project management tool to keep things organized and up-to-date. ProjectManager is all online, so team members can collaborate on deliverables and rapidly prepare the best possible outputs. Try our award-winning software with this free 30-day trial .

Deliver your projects on time and on budget

Start planning your projects.

What are project deliverables?

Last updated

22 April 2023

Reviewed by

In today's project-based and gig-friendly environment, businesses seek new research methods and improved audience understanding. More importantly, there’s a growing need for project management insights that elevate project deliverables. 

If you need clarification about project deliverables, this is a must-read. 

We'll explore project deliverable examples, benefits, and how-to instructions to show how today's project managers can deliver. While there isn't a one-size-fits-all solution for project deliverables, essential elements and strategies ensure success.

• Deliverables in project management

Officially, project deliverables are any elements of output within the scope of a project. They can be documents and reports that capture relevant project progress data. 

Project deliverables can outline time, budget, resources, and efforts up to any point in the project’s lifecycle. They're snapshots of progress or final products for stakeholders and clients.

Objective vs. deliverable

For example, objective statements typically use words like "increase," "reduce," or "to obtain." 

On the other hand, deliverables represent the tangible reports, products, or metrics that team members produce as work on the project continues.

Milestone vs. deliverable

A project deliverable and a milestone are two different concepts. 

A milestone marks a specific point within the project's timeline that indicates something significant. For example, your project might have phases. A milestone would be concluding phase one to then embark on phase two. 

Project deliverables are output documents throughout the project.

• Types of deliverables

A project deliverable can be any tangible action item or progress benchmark throughout the work. And deliverables can be in many forms:

Internal vs. external project deliverables

Project deliverables can involve internal and external stakeholders . 

For example, internal company projects or work may require routine reporting to key managers or company leaders. It could also include cross-functional requirements like design deliverables to development teams. 

External projects involving clients or other stakeholders will also require updates and reporting via project deliverables. 

Planning deliverables

As the project manager, you'll carefully plan every project phase. Relevant steps include: 

Creating a timeline outlining the frequency of accomplishing objectives and goals

Collecting and analyzing data to share with your stakeholders. Documents might include: 

Timeline charts

Scope of work (SOW) outlines

Process deliverables vs. product deliverables

Consider separating your deliverables into segments, including process and product deliverables. 

A process deliverable describes the route you take to achieve a result. Those processes might include planning, data sharing, and document creation.

The product deliverable is the physical elements your project plans to deliver upon completion. 

For example, if the product deliverable is to launch a website, one of the process deliverables might be to review the proposed UI design .

Project vs. product deliverables

There are distinctions between project deliverables and product deliverables. 

As the name implies, product deliverables are products. These can be hardware, contracts, results, or digital products like apps. 

Product deliverables typically represent the finalized product and a completed project. 

Project deliverables are outputs that represent the project’s progress, like plans, reports, and meeting itineraries. 

Using the website analogy again, if the product deliverable is to launch a website, the project deliverables might be: 

Timesheets for contractors

Schedules for each phase of development

A report outlining software tools for the process

What do your users really want?

Just upload your customer research and ask your insights hub - like magic.

• Examples of project deliverables from teams

As the project manager, you'll want to curate project deliverables from each team within the project scope. 

Here are some examples of project deliverables and their relevant teams:

Creative teams

Some examples of project deliverables from the creative team might include: 

Finalized media graphics

Illustrations for a blog post as part of a marketing project

A completed website design for a site-building project

Product teams

Project managers can provide product teams with a project requirements document (PRD) . Product teams may work from a user testing report or product presentation. They’ll deliver everything from research to the final product.

Marketing teams

Marketing teams working on your project will often submit: 

Drafted sales copy

Logo and branding guidelines

Keyword and SEO reports

Brand awareness packages 

Development teams

Development teams are highly technical, so they can deliver several crucial elements: 

System requirements

Documentation

Testing documentation and results if the project includes quality assurance

Ultimately, product delivery would include the code and system necessary to execute the project’s software.

• The project manager's role in creating deliverables

Typically, the project manager oversees the assembly and submission of project deliverables. 

The PM will initiate and collect the various reports, including timesheet reports, project status reports, and product deliverables like designs and development handoffs. 

The PM is responsible for creating the project deliverables in the preferred format to present to clients and stakeholders across a pre-determined timeline.

• How to define key project deliverables

Project managers can define key project deliverables for each new project. While deliverables vary, following this list of best practices will help you determine the focal point every time.

Ask the right questions

Start by creating a thorough questionnaire to discuss with your clients and stakeholders. 

Asking the right questions will ensure you create the right flow of reports and deliverables. 

Ask stakeholders about: 

Communication preferences

Prioritized project metrics

Gather requirements

In addition to inquiring about preferences, create a template and checklist that outline the project requirements. This list means you won't accidentally overlook any key elements. 

Include a client sign-off at this step to avoid “scope creep .” This can result in expectations becoming a moving target, unexpected adjustments to development work, and code debt. 

Without defining and agreeing on requirements, it’s all too easy to break budgets and contracts. 

Identify KPIs

As a project manager, your success depends on each project's KPIs (key performance indicators). Before creating a process for project deliverables, identify your KPIs and use them to filter your deliverables accordingly. 

This will strengthen every aspect of your product deliverables by clearly defining success for the client and ensuring direction and autonomy for the contractor.

Review and approve

When you send a project deliverable to your client or primary stakeholder, confirm review and seek approvals before continuing. 

Establish upfront what those reviews and confirmations will be, including timelines and authorized communications.

• Tracking and fulfilling your project deliverables

In addition to developing and delivering your project deliverables, you'll need a data tracking and fulfillment process. This is crucial in establishing a successful deliverables schedule.

Status report

Status reports are great examples of project deliverables. Leveraging status reports illustrates to clients and stakeholders how work and timelines are proceeding according to plan. 

These reports can help you identify which of your team members has the most work. You can also spot areas of improvement in efficiency and productivity. 

People may call daily status reports “stand-ups. ” The name comes from attendees standing up, giving 1–2 sentence updates about project progress, and quickly adjourning to continue work. 

Regular status reports can reduce surprises and highlight hiccups before they become real issues.

Variance report

Another piece in the project deliverables library is the variance report. 

These customized documents are great for: 

Summarizing tasks

Establishing completion percentages

Predicting timeline progress

It's often a side-by-side listing showing where the project is compared to where you projected. 

Timesheet report

Timesheet reports are also great examples of project deliverables. 

These documents usually outline each worker’s hours on a particular project. These reports can help you gauge task priorities. 

In addition to submitting hours worked, timesheet reports are essential for calculating the project’s time, costs, and resources.

• Can project deliverables change during a project?

If you're a project manager in any capacity, you know something will inevitably change throughout a project. Project deliverables are no exception. 

Monitor for scope creep or instances when your project takes on more requirements, necessitating a larger project than intended. 

And should your project evolve to add any work, you should adjust the frequency and content of your project deliverables accordingly.

• How to present deliverables to stakeholders

Whoever your key stakeholders or clients are, they'll want deliverables throughout the project. 

While stakeholders may have varied requirements, certain tools can ensure you deliver the right project deliverables. 

To meet differing client needs, tap into a great project management software solution that allows you to customize and filter data.

Here are a few project management tools to explore:

ProjectManager

GanttCharts

Kanban Boards

Project Calendars

Here are software tools to consider that will help you share deliverables with key stakeholders:

Once you can track and manage the data your clients and stakeholders want, you can create a process for collating a presentable series of project deliverables. 

Verify if your clients prefer certain document types, like pdf or PowerPoint. And use their preferred frequency and channels, too. 

For example, you might have one set of project deliverables going out weekly via email. Another project might require monthly deliverables for a meeting. 

What are the four main phases of project delivery?

The four primary phases of project delivery typically include initiating, planning, executing, and closing. Other benchmarks include monitoring and controlling phases.

Should you be using a customer insights hub?

Do you want to discover previous interviews faster?

Do you share your interview findings with others?

Do you interview customers?

Start for free today, add your research, and get to key insights faster

Editor’s picks

Last updated: 22 August 2024

Last updated: 17 August 2024

Last updated: 26 July 2024

Last updated: 11 January 2024

Last updated: 20 July 2024

Last updated: 10 August 2024

Last updated: 27 July 2024

Last updated: 13 August 2024

Last updated: 13 May 2024

Latest articles

Related topics, .css-je19u9{-webkit-align-items:flex-end;-webkit-box-align:flex-end;-ms-flex-align:flex-end;align-items:flex-end;display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-flex-direction:row;-ms-flex-direction:row;flex-direction:row;-webkit-box-flex-wrap:wrap;-webkit-flex-wrap:wrap;-ms-flex-wrap:wrap;flex-wrap:wrap;-webkit-box-pack:center;-ms-flex-pack:center;-webkit-justify-content:center;justify-content:center;row-gap:0;text-align:center;max-width:671px;}@media (max-width: 1079px){.css-je19u9{max-width:400px;}.css-je19u9>span{white-space:pre;}}@media (max-width: 799px){.css-je19u9{max-width:400px;}.css-je19u9>span{white-space:pre;}} decide what to .css-1kiodld{max-height:56px;display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-align-items:center;-webkit-box-align:center;-ms-flex-align:center;align-items:center;}@media (max-width: 1079px){.css-1kiodld{display:none;}} build next, decide what to build next, log in or sign up.

Get started for free

• Project management Track your team’s tasks and projects in Hive
• Time tracking Automatically track time spent on Hive actions
• Goals Set and visualize your most important milestones
• Resourcing Track time and assign teammates to projects
• Forms Gather feedback, project intake, client requests and more
• Proofing & Approvals Streamline design and feedback workflows in Hive
• See all features
• Analytics Gain visibility and gather insights into your projects
• Automations Save time by automating everyday tasks
• Hive Apps Connect dozens of apps to streamline work from anywhere
• Integrations Sync Hive with your most-used external apps
• Templates Quick-start your work in Hive with pre-built templates
• Download Hive Access your workspace on desktop or mobile
• Project management Streamline initiatives of any size & customize your workflow by project
• Resource management Enable seamless resourcing and allocation across your team
• Project planning Track and plan all upcoming projects in one central location
• Time tracking Consolidate all time tracking and task management in Hive
• Cross-company collaboration Unite team goals across your organization
• Client engagement Build custom client portals and dashboards for external use
• All use cases
• Enterprise Bring your organization into one unified platform
• Agency Streamline project intake, project execution, and client comms
• University Marketing Maximize value from your marketing and admissions workflows with Hive
• Nonprofits Seamless planning, fundraising, event execution and more
• Marketing Streamline your marketing projects and timelines
• Business operations Track and optimize strategic planning and finance initiatives
• Education Bring your institutions’ planning, fundraising, and more into Hive
• Design Use Hive to map out and track all design initiatives and assets
• On-demand demo Access a guided walk through Hive
• Customers More on how Teams are using Hive now
• FAQ & support articles Find answers to your most asked questions
• Hive University Become a Hive expert with our free Hive U courses
• Webinars Learn about Hive’s latest features
• Hive Community Where members discuss and answer questions in the community
• Professional Services Get hands-on help from our Professional Services team
• Hive Partners Explore partners services or join as a partner
• FEATURED WEBINAR

Hive 101 for Managers

Designed solely for workspace leaders, the Hive Team dives into advanced features like Dashboards, Resourcing, and Approvals to can help you manage your team more effectively.

• Request Demo
• Get Started

How To Use Project Deliverables To Reach Your Team’s Goals

• Julie Simpson
• November 15, 2023

Table of Contents

Project management is the process of planning, organizing, and managing resources to bring about the successful completion of a project, including project deliverables. This includes ensuring that all project goals are met along the way. As part of this, it’s important to understand what your unique project deliverables are.

Project deliverables are a critical end point for all projects, and should be established at the start of the campaign. Each teammate within your project might have different deliverables, which is something that should be kept in mind throughout the project.

While this seems like a silly question, the truth is that companies out there are still operating without standard operating procedures and no set metrics to manage projects. Companies that fail to manage projects find themselves constantly “putting out fires” and truly failing when it comes to project management. This is a waste of everyone’s time, especially in a remote and hybrid world where we need to be as efficient and communicative as possible.

To avoid the trap of constantly playing catch-up or feeling like work is one disaster after another – your team must be able to manage projects. This is where project management comes into play. By having a set project management style, you can avoid all of the pitfalls of not managing projects.

Project management and project management software provides the structure and framework for teams to follow. This framework includes setting deadlines, assigning tasks, and tracking progress. When project management is done correctly, it provides a roadmap for teams to follow and increases the likelihood of project success.

What are project deliverables?

Project deliverables are achievable objectives or end results of a project. They represent the products, services, and results that need to be created in order to complete the project. Project deliverables can include physical products like buildings or products, documents, processes, training materials, research studies, and even intangible items such as organizational change or employee satisfaction.

Project deliverables are typically discussed in the project scope and project plan, and compared against when evaluating the success of the project.

Internal project deliverables

This type of deliverable is created during the project and is used by the project team. Internal project deliverables are used to align teams within the organization to work on specific goals. Internal deliverables are not typically shared with clients or stakeholders but are used internally for the team working on a project to keep track. Examples of internal project deliverables include:

• Scope document
• Presentations

External project deliverables

External project deliverables are products or services that will be delivered to the customer or client. These deliverables are handed over at the outcome of a project. These deliverables meet the client and stakeholder requirements and are the reason project management was created. Examples of external project deliverables include:

• Software application
• Website builds
• Product prototype

Setting up a successful project deliverable

Now that you know the different types of project deliverables let’s get into how to successfully set up a project deliverable. The first step is to set up the initial project requirements. Knowing the endgame of a project is instrumental in creating the path to get there. To create excellent project deliverables, follow these there are three key steps:

• Define what the project will achieve
• Determine who is responsible for each deliverable
• Put together a timeline for when each deliverable will be completed

Projects will have one or more types of deliverables associated with them – but no matter what type it is, each deliverable must meet specific criteria to be successful. The criteria for success is known as the Iron Triangle of Project Management and includes the following:

• Scope: The project deliverable must meet the requirements and specifications laid out in the project scope.
• Schedule: The project deliverable must be delivered on time and within budget.
• Quality: The project deliverable must meet or exceed the quality standards set for the project.

If a project deliverable does not meet these criteria, it is considered a failure. Setting up a clear understanding of each deliverable is critical to understand if the deliverable was a success or failure. By creating deliverables, and monitoring their progress, you can avoid costly mistakes and ensure that each deliverable meets the necessary criteria for success.

Mastering project deliverables and avoiding common mistakes

We just covered how to build a successful project deliverables, but it’s important to know the most common mistakes that often happen during this stage of the project planning and how to avoid them. That’s what we’re going to cover in this section. 

Here are the most common mistakes when setting up project deliverables and how to avoid them:

• Not clearly defining deliverables: Each person in your team needs to know what they need to deliver at the end of a deadline. That doesn’t mean what are the tasks they need to take, but the actual work they will deliver at the end of a period. If team members don’t know what the deliverables are, there will be confusion and misunderstandings. 
• Not setting realistic timelines: When assigning deliverables, ask team members to give their input in terms of deadlines. Setting unrealistic timelines often lead to missed deadlines, rushed work, and low-quality deliverables.
• Not assigning ownership: The main risk here is the lack of accountability. A project manager should always know who is responsible for what so they can ensure deliverability. Communicating with team members on their ownership in a project is key to run this process without confusion. 
• Not communicating effectively: There’s no such thing as overly communicating — it’s much better to always be in touch than being surprised too late into the process. Poor communication can lead to errors, missed deadlines, and low-quality deliverables. 
• Not measuring and tracking progress: If you cannot measure it, you cannot manage it. Finding out any issues in your deliverables timeline early on will guarantee the project gets done on time.
• Not getting buy-in from stakeholders: A project is made of people, and not getting buy-in from stakeholders can lead to resistance and problems down the road. 
• Not being flexible: The rule number one in project management should be to plan it, but leave room for change. This means being willing to adjust timelines, deliverables, and resources as needed. Be like water, my friend!

How to avoid these common mistakes: 

• Use a project management tool to help you track progress, manage resources, and communicate with team members. Make sure that each deliverable is clearly defined in terms of its scope, objectives, and deliverables.
• Make sure that timelines are realistic and take into account the complexity of the deliverable and the resources available.
• Ensure that each deliverable has a clear owner who is responsible for completing it on time and within budget.
• Set a clear and consistent communication about project deliverables, which includes mastering the art of running productive meetings , doing regular updates, status reports, and issue tracking. 
• Break down large deliverables into smaller tasks. This will make them seem less daunting and make it easier to track progress.
• Use a checklist to make sure that all of the steps involved in completing a deliverable are completed.
• Get feedback from stakeholders on deliverables early and often. Get them  involved in the process of defining, planning, and executing project deliverables.
• Celebrate successes along the way . This will help to keep team members motivated.

Project deliverables: this vs. that

Project management terms can sometimes get confused with other terms or incorrectly named. To try and mitigate those confusing terms, below are a few common terms and actions within the project management lifecycle that often get confused with project deliverables.

Project Deliverable vs. Milestone

A project milestone is a marker that signifies the completion of a critical project phase. It is not the same as a project deliverable, which is the actual output of the project phase.

Project Deliverable Vs. Objective

A project objective is an overall goal that the project is trying to achieve. It is not the same as a project deliverable, which is the actual output (external or internal) of the project.

Project Deliverable Vs. Task

A project task is an action that needs to be completed within a project to achieve a project milestone or objective. Tasks are completed within the project deliverables but are not deliverables themselves.

Examples of project deliverables

Now that we’ve gone over the types, criteria for success, and steps to set up project deliverables – let’s look at a few examples that relate to specific industries. While these are not all the types of deliverables out there, these are some of the more common industry-related deliverables.

Software development project deliverables

• Technical specification document
• Software prototype

Construction project deliverables

• Construction schedule
• Bill of materials

Marketing campaign project deliverables

• Campaign plan
• Creative brief
• Budget breakdown

Software for managing project deliverables

Many different software applications on the market can be used to manage project deliverables. Also there are different types of software tailored to specific industries, ranging from government fleet management software, to manufacturing software systems and even biotech platforms. Some of these software applications are more comprehensive than others and offer a variety of features and benefits. When choosing the right software to build out your project deliverables, look for a flexible and user-friendly platform.

Hive is a great project management software that offers users the ability to track and manage project deliverables easily.

If you’re looking for project management software that can help you build out project deliverables, Hive is the perfect solution. With Hive, you can:

• Create a project deliverable template
• Assign project deliverables to team members
• Set project deliverable due dates
• Track project deliverable progress
• Monitor project deliverable performance

Building project deliverables doesn’t have to be a daunting task. With the right tools and processes in place, you can ensure that each project deliverable is a success. Start a free 14 day trial of Hive and start executing your projects today.

Want to spread the word? Share on social

Get started with hive.

Test Hive out with a 2 week free trial.

Terms of Service

Privacy Policy

© 2015 – 2024 HIVE® GLOBAL INC.

Time and quality management: keeping a project on track

While you are busy with your project research, it is necessary to also pick up the unwritten skills of research. The two biggest challenges for IT and engineering students are usually time management and writing. Setting a series of weekly deliverables is a useful discipline for pacing your work. Supervisors will not typically provide feedback, however you can take a copy to weekly meetings as a discussion point.

Weekly Deliverables for semester 1 of a two-semester project

D1. Project Title and Project Description

• Describe your project in your own words (200-500 words)
• Give the word count

The tasks for the first week are easy tasks to make sure you can access the facilities and are on track with your project selection. It�s like writing a program that says �Hello World!� when you learn a new language.

• A good project description clearly describes the goals of the project and the methods that will be used.
• Look at three previous project reports to get a feel for what is required and the variation between reports.
• Send an email to your supervisor with the Title and Project Description
• Check out the Research wiki ( http://www.itee.uq.edu.au/~comp4809/wiki/index.php/Main_Page )

D2. Annotated Bibliography

• Look at the reference formats, APA and IEEE. Choose one of these two. (IEEE is usual for engineering)
• Learn how to use endnote. (For formal methods and mathematicians, latex and bibtex would be preferable.)
• List 5 appropriately formatted references relevant to your project using endnote. At least three must be peer reviewed papers. If you can't find a relevant article, choose something related to the topic.
• Briefly summarizing each article (1-2 sentences) and its relevance to your project (1-2 sentences).
• Email your Annotated bibliography to your supervisor
• Compiling a reference list is a mundane task that should be done throughout the project. Getting the format right early saves valuable time later.
• Endnote is a standard tool. Even though you may not need to use it for your project, you should be familiar with it and able to learn such tools quickly. You can choose any tool for the rest of your project.
• Reading a paper is more that just starting at the beginning and continuing to the end: Read the title and abstract. Predict what the paper will be about. Skim the intro, figures and conclusions. Ask yourself questions as you read. What�s the most relevant result in the paper? Is it relevant to your project? If so, read the whole paper. Summarize the article for your bibliography. Use full sentences and use your own words. It will make writing up your project much more professional and much easier later.
• Reading original references and extracting the relevance for your own research is a skill essential to a good researcher. It can initially take time, but it can be developed and the relevance of a paper extracted very quickly
• Refereed publications include full articles in journals and fully refereed conference papers. They don�t include textbooks, or user manuals.
• Wikipedia and other web pages are not refereed.
• Appropriate formatting means in traditional academic style, as if submitted to a journal or conference.
• http://www.itee.uq.edu.au/~comp4809/wiki/index.php/Writing
• http://www.itee.uq.edu.au/~comp4809/wiki/index.php/Reviewing
• If you don�t know what format to use, look at the journal or conference where your most important references are from, find their format (usually available in the back cover of the journal or online) and use that format.
• Google and scholar.google.com are often useful. Online journals are ok, provided that they are peer reviewed and published. If you can't tell, assume they are not peer reviewed.
• Unlike Wikipedia, Scholarpedia is moderated, but it is not reviewed. Online tutorials, Wikipedia and scholarpedia can sometimes be useful for learning about a new field, but they can also be biased and sometimes just wrong. The definitive articles for referencing are the peer reviewed ones.
• http://www.itee.uq.edu.au/~comp4809/wiki/index.php/CourseFAQ for details of what �peer review� means
• Impact factors are a good way to find out the standing of a conference or journal. E.g. ISI and Citeseer http://www.itee.uq.edu.au/~comp4809/wiki/index.php/Impact_factors
• When you summarise, don't copy sentences directly from the paper - that would be plagiarism. Use your own words.
• If the material is so technical that you don�t yet understand it, but you really like the phrasing, type the exact quote into your own notes using quote marks and note the source. Later you will know that you need to quote it or rephrase it when you write your literature review.

D3. Project Plan (Swales 4b)

• Describe the specific aims for your project and the methods to be used, including references if applicable (200-500 words). Define all technical terms. Give the word count
• Summarize the progress made in the first three weeks of the project (200-500 words). Give the word count
• Email your project plan to your supervisor and incorporate their feedback if there is time.

This section will form part of the introduction for your progress report (Swales 4b)

• Look at the methods sections from past project reports, or from relevant journal and conference articles.
• A good description will often have global aims and specific aims.
• Methods in the broadest sense include software engineering, computational modeling , ethnography, surveys, etc. Within each of these general areas, there are more specific details for your particular project � what language, tools, analyses, etc. If you don�t yet know what methods are appropriate, give what details you can and state how you will find out more information and when you will be making those decisions.

D4. Statement of research question and project introduction using Swales format

• State your Research Question (also called the thesis-of-the-thesis). It should be 25-200 words. State the word count
• Write a brief description for each of the sections below (these elaborate on the headings of the Swales format discussed in class in week 3). The total should be 800-1000 words. State the word count (These sections will be useful preparation for writing the introduction section for your project at the end of the year. You may also use them for your progress report.)
• Email your D4 to your supervisor and incorporate their feedback if there is time.

Swales format for writing an Introduction

• State the general topic and make a claim about why it is important.
• Describe what is generally known about this topic.
• State the core ideas in the literature and structure them in a logical sequence.
• Draw conclusions from the literature review by summing up the relevance of the literature review for the project and listing the informed decisions that need to be made.
• List the gaps. That is, given all the research reviewed in Step 2, what is left to be done? An accurate summary of this situation is one of the critical aspects of a project. Are there gaps related to an area that has not been studied, or to a new method that needs developing?
• List possible methods for addressing the gaps. For a large project, usually at least five different approaches are possible. Understanding the breath of questions that could be addressed is a major step in understanding why your project is addressing the gap that it is.
• Select a gap and a methodology for addressing it. A gap can be selected because new technology, theoretical tools or methods have recently become available. It can be constrained by length of time available for the project or by resources available. The gap is frequently large. By appreciating that many approaches would be valid, you can see what aspects you will be able to address with your chosen methodology, and what will be outside the scope of the project. Don�t confuse the gap with your research plan (which is the next Step). It is conceivable that someone else could address the same gap using the same general methodology but design a different specific plan.
• State the overall goals and the specific aims of the research. In an empirical study, the hypothesis is stated here. Make the aims as specific as possible.
• Outline the methods to be followed. A timeline is frequently useful in this section.

Using a standard set of headings (such as Swales) forces you to think about why your project is important, how it relates to past literature and what the gap and aims of your project are. Thinking about these issues deepens your understanding of your research question and guides the plan of your project work. Your won�t necessarily have good answers for all the questions at this stage, but should endeavour either to give the best answer at present, or indicate that the issues are not yet fully known, and sketch how you will find an answer. The questions raise issues that many students in the past have only faced at the final stage of writing.

• D4 requires writing a brief section on each of the areas of Swales. A full introduction is not required at this stage.
• Material from D3 can be used in Swales 4b.
• Bullet point format is ok so long as you use full sentences.
• More details are linked to the wiki copy at http://www.itee.uq.edu.au/~comp4809/wiki/index.php/Defining_the_thesis_theme
• Note that D4 differs from the project progress report because it requires specifically addressing each section and has strict word limits.
• Is the title given?
• Is the research question identified?
• Is the word limit for the research question in the range 25-200 words?
• Is each section addressed (minimum 1-2 sentences on each section from 1a to 4b)?
• Is there a clear understanding of the difference between the gap in section 3 and the plan in section 4.
• Is the word count stated?
• Is the word limit for all four sections together appropriate � not too short (min 800 words) and not too long (max 1500 words)

D5. Progress report draft

• Write a draft of your progress report. State the word count.
• Email your draft to your supervisor.
• The aim of the progress report is for the student to crystallize the issues in their project, report on pilot studies and outline a plan for the remainder of the project. It demonstrates the level of understanding of the literature, methodology and plan, and provides a first assessable piece of written work.
• The draft progress report is aimed at ensuring that the major framework and all the components of the report are in place a week in advance, so that the final week can be spent dealing with substantive issues that enable the student to deepen their understanding of the literature, methods and/or plan, as necessary. It is both a time management and a quality management
• The more complete the draft report, the better you will be able to evaluate the balance of all components, and also the better the feedback possible.

o See the assessment at http://www.itee.uq.edu.au/~comp6804/assess.pdf

o Checklist: The minimum requirement includes:

• Title, student name and number, supervisor
• Contents showing a clear structure with suitable headings, including at least a first draft of
• Introduction
• Literature review
• References in appropriate format
• Note that you should use the structure as determined by your supervisor. The above structure is one example among many. For example, for one student, the supervisor specified that the sections (with more informative headings) should cover
• Abstract (or executive summary)
• Methodology
• Pilot studies
• Plan and timeline for the rest of the project
• Appendices (if needed)
• Don�t include the annotations from the annotated bibliography D3. They were a step on the way to developing a literature review, and should not be included in the progress report or final report.

o For the Introduction, a Swales format is good. But rewrite section 3b much more concisely to focus on your specific gap and include appropriate (project specific headings). For the project proposal, you need to describe your specific project.

Question: Can D4 be used in the D5 Progress Report draft? Is it appropriate to use it? Answer: D4 and the Intro to D5 cover similar but not identical information. You are welcome to use the same material in both, keeping in mind that they have slightly different requirements:

• D4 required specific sections and had a word limit which allowed you to see more clearly the relationship between each section. The Progress Report introduction may be much longer and may also integrate the D4 sections into a single section.
• In D4, Section 2 included just the main points. For many projects, the full literature review in the Progress report would be much more detailed and the section in the introduction will include forward references to the literature review where appropriate.
• In the D5 introduction, the gap section from D4 (Section 3) will need condensing down to just the main issues. In thinking about the project for D4, you needed to consider all the wider options to ensure that you can justify why your approach is appropriate. D5 is the point where you condense that down to your project.

Project Progress report (final)

Marked by supervisor as part of project.

� See the assessment at http://www.itee.uq.edu.au/~comp6803/ , http://www.itee.uq.edu.au/~engg4801/

D6. Elevator Pitch

An �elevator pitch� is a brief description of the motivation and aims of your project. Imagine you have walked into an elevator with the chairman of the Faculty Research committee, who comments that the committee is looking for interesting research to fund in the coming months. He or she then asks what your project is about. It�s not a long elevator ride - you have 30 seconds to get the message of your project across. What would you say? That 30-second message is called an elevator pitch.

• Write an elevator pitch for your project (aim for a message that takes you about 30 seconds to say talking at normal speed). State the word count.

The aim of the elevator pitch is to practice communicating your work at a different level of detail. A brief time frame forces you to focus on the most important aspects. It prepares you for the poster and demo presentations in semester 2.

• Try explaining your project in non-technical terms to a few people who don�t know your work, and watch their faces to see what explanations are most useful.
• Typically, the first draft takes about 3-5 minutes, which you can hone and polish until the message is very clear and can be communicated well in 30 seconds.
• Elevator pitches are all about the clarity of the communication: give a clear description of the motivation and aims of the project.

D7. Seminar outline and draft of Seminar slides

Prepare a draft of your seminar presentation. This is not intended to be the final perfect presentation, just the planning stage.

• State your name, student number, supervisor and title of your project.
• Length of time for your seminar, giving total time and time for questions.
• Date for your seminar if organized, or approximate date if not yet known
• Number of slides
• Title of your seminar (use your project title if nothing better comes to mind)
• Describe the take home message of your seminar (20-50 words). State the word count.
• Do the slides using Power Point or another presentation format (a rough draft of each slide is ok); or
• List the contents of the slides in text form
• Write five questions that you would like the audience to ask you at the end of your seminar. These questions may be circulated at your seminar so make sure they are ones that you will be able to answer well.
• Email your slides to your supervisor and incorporate their feedback if there is time.

Presenting research effectively in a seminar requires attention to both the content of the research and the delivery. Planning early and thinking about the issues ahead of time allows a speaker to consider a variety of options for communicating the main point, and then plan and refine a talk. Drafting the talk before polishing the slides is effective time management, since no time is wasted polishing slides that are not likely to be part of the final performance.

• The �take-home message� is the one thing that you want your audience to remember.
• A seminar is a professional communication task. The skill of effectively presentation of technical material can be learned. Like all skills, it improves with training and practice.
• Choose five questions that will make you look intelligent, reveal how much you understand about your research area, and/or allow you to highlight the main points.

D8. Description of preliminary results or pilot studies

• Describe the progress made on the substance of the project to date, including description of pilot studies, code written etc. (300-500 words). State the word count
• If your project includes writing software, state the backup system you are using and other software engineering tools.
• Email your D8 to your supervisor and incorporate their feedback if there is time

Efforts at this stage of semester are often directed towards the seminar, but you also need to be making progress on the substance of the project.

• Good time management is useful for keeping a project on track.

Half Time Seminar

Marked by supervisor as part of project. �

• Make sure your presentation has your name, student number and project title clearly displayed.
• To create a pdf from a powerpoint presentation, <print> → select pdf printer → select <print what> handouts - 6 slides per page

D9. Description of Research Methodology and Analysis or evaluation techniques

• Clearly describe the planned methodology for your project. Use diagrams where relevant. This should be in a form that may be directly useful for your final project report (minimum 300 words)
• Describe the results you intend to collect and the form in which they will be collated. Use tables or graphs to show the relevant variables or axes. (minimum 300 words)
• Clearly describe the analysis or evaluation techniques that are relevant to your project. Refer to particular analyses in the literature, and where relevant include specific diagrams that you will be using as a model for your own project. (minimum 200 words)
• State all word counts.
• Email your D9 to your supervisor and incorporate their feedback if there is time.

The time to think about methodology, collation of results, and analyses or evaluation is when studies are first designed. This information is important both for the planning stages of research, and also for the presenting your work in the seminar. The depth of your thinking about these issues at this stage of the research will be reflected in the final quality of your project in semester 2.

• �Methodology� covers all the procedures that are followed in a field in order to discover new information. In some fields it might involve mathematical proofs, in another it might be neural network simulations, in another it might be extreme programming. �Methodology� covers the general case, and �Methods� are the specific application of a methodology to your project.
• �Results� are the indisputable numbers or the facts that are observed.
• �Analysis or evaluation� is how to turn the observed facts into meaningful knowledge. For example, when comparing two algorithms, the results might be their recorded performance on a set of tasks. Analysis might include a statistical test to determine if the performances were statistically different. For a classifier, analysis might include generating a ROC curve.

D10. Project Review, Plan and Timeline for remainder of project

• Project Review: Think about what you know and/or have learned this semester about how to do research and about your research project over the last 13 weeks. Write 500-1000 words about the process of the research you have done so far this semester. Give the word count.
• Plan and timeline: Provide a detailed plan of the project tasks to be done. Provide a Gantt chart of the tasks and estimated duration for each task (week-by-week) until project completion. Include time to write the project report, seeking and incorporating feedback, and preparing and delivering the demo or poster. Mark when there are breaks for holidays.
• Email your Plan and Timeline to your supervisor and incorporate their feedback if there is time

Professional researchers learn most of their research skills through practical projects, working with experienced researchers where possible, and learning by trying things and finding out what works for them. Self-reflection is one of the major tools that can be used to improve performance by sifting through experiences to determine things that went well, and are effective for the individual in practice, and places where performance could be improved by deepening technical knowledge or development of personal skills such as writing and time management. Planning research is a skill that is learned primarily through practice.

• Gantt charts are a common tool. Descriptions can be found using any search engine.
• The Project Review is about the research process and not the product. That is, it is about �How you do effective research� and not �what your research produces�
• If you don�t know where to start, consider one or more of the following questions:
• How well has your project gone this semester?
• Are you on track compared to where you thought you would be?
• What went well this semester?
• What didn�t go well?
• The Plan and Timeline should provide sufficient detail to estimate the time management issues for the rest of the project.
• The Plan and Timeline requires thinking about next semester. What will you focus on for your project and what is the core path to completing the project successfully?

On This Site

• Computer Go
• Deliverables For Research Projects
• Index Files
• Research Students
• Research Students Files
• Special Topic Course On Thinking Systems 2011
• Summer Research
• Summer Research Files
• Teaching Resources

+61 7 3365 1111

Other Campuses: UQ Ipswich , UQ Gatton , UQ Herston

Maps and Directions

© 2013 The University of Queensland

A Member of

Terms of use | Feedback

ABN : 63 942 912 684 CRICOS Provider No: 00025B

Quick Links

• Emergency Contact

Social Media

• YouTube Channel
• Giving to UQ
• Faculties & Divisions
• Services & Facilities

Integrations

Team features, popular blog posts.

Reclaim.ai Blog

Productivity tips, calendar hacks, & product updates from the reclaim team..

Did you know that nearly 40% of projects fail because of poor planning? And when it comes to the projects that succeed, 27% are over budget.  

If you're a project manager, these stats may shock you – but you’re in the right place to learn how to deliver your projects successfully. And in order to achieve all of your project management goals, you need to understand the concept of project deliverables .

Deliverables are the outputs produced by your project, either tangible or intangible . And we’re not just talking about the finished product; deliverable examples include reports, designs, code, or marketing communications — anything created during a project that contributes to its objectives.

While they may sound simple, project deliverables are deeply significant. Poor planning can doom projects before they ever leave the ground, especially without set deliverables in your project plan . By clearly understanding project deliverables, project managers, team members, and stakeholders can keep their projects on track, exceed their goals , and guarantee their spot in the 60% of successful projects. 

This guide outlines everything you need to know about project deliverables, their role in project management , and how they contribute to your project success. 

What are project deliverables?

In project management, a project deliverable is any tangible or intangible result produced from a project – the outputs of your work. Essentially, it's anything created or developed during a project that helps achieve its goals and objectives. 

Here are some examples of project deliverables:

• Budget report
• Requirements document
• Final deployment of a new service 

As you can imagine, the examples of project deliverables are virtually endless and of nearly any size. A deliverable for a construction company could be an entire building, whereas an individual person's deliverable might be as small as a status report . 

Still, as their name suggests, they are all something that is ultimately delivered, whether it be to your boss, a customer, a colleague, or another stakeholder.

Project and product deliverables evolve throughout the project lifecycle. They are influenced by inputs , transformed through processes , and produced as desired outputs .

Let's take a closer look at each of these:

Easy enough, but as a project manager, you'll need to understand the nuances that go into the ideation and production of deliverables. This is what gives you and your team the power to plan, execute, and monitor their delivery and keep your projects on track.

After all, no matter what’s being produced, the right inputs must be considered, the necessary processes must be followed, and the desired outputs must meet stakeholder expectations and support project objectives and goals.

Nevertheless, deliverables come in different types, and project managers need to know the difference:

Tangible vs. intangible deliverables & examples

Tangible deliverables are physical or digital outputs created by the tasks of a project. They can include prototypes, infrastructure components, software, UX designs, or manufactured goods. For example, a tangible deliverable for a website app could be a new software feature or website wireframe.

Ultimately, any output generated by a project that is "living in a material world," as Madonna would say, would count as a tangible deliverable. 

Intangible deliverables are measurable, but non-physical or conceptual outputs produced during the various phases of a project. Training, new users, product adoption growth, or an increase in brand awareness are all examples of intangible deliverables.

Ultimately, these are the types of deliverables that still exist, but you can't quite hold them in your hand or touch them. 

Internal vs. external deliverables & examples

Internal deliverables are the outputs produced within the project team and delivered to internal team members or relevant stakeholders. Internal deliverables are also frequently referred to as project deliverables – here are some examples: 

• Budget reports
• Project proposals
• Risk registers
• Work allocation plans
• UX wireframes
• User requirements documents
• Software testing summaries

And more (we'll touch on what these are later in the article).

In other words, the deliverables that anyone on your team – engineers, designers, marketers, and project managers – submit throughout the project before the final result is produced for external customers or stakeholders.

These internal deliverables are often vitally connected with other deliverables, as they enable the team to coordinate their efforts, track progress, and ensure the project's successful execution. For example, a work allocation plan is a document that defines what people's tasks are in a project – without this internal deliverable itself, no one will know what they're supposed to be producing.

External deliverables are the outputs shared with stakeholders outside of the company, such as investors, customers, or product end-users. These deliverables represent the new value you’re providing for your clients and could include examples like:

• New product or service
• New feature improvement
• New marketing or sales campaign
• New ROI report on company impact and performance

Ultimately, the objective of external deliverables is to help an organization win or retain customers.

Are project deliverables the same thing as milestones?

A common question for many folks is whether project deliverables are the same thing as milestones. The answer is: not quite.

As we mentioned, project deliverables are the actual things produced by the tasks within a project . They represent the results, products, or services created and delivered to stakeholders. In contrast, milestones are vital points or significant events that mark key stages or achievements within a project . They serve as markers of progress and help project teams stay on track. 

Often some confusion pops up as milestones are typically used to mark the completion of specific deliverables. In fact, some milestones and deliverables often directly overlap. For example, "project approval" may be the milestone that kicks off a project, but the "project plan" may be the final deliverable necessary to achieve this milestone.

Both project milestones and deliverables share a special relationship and help support project teams in the following ways:

• Progress tracking: Milestones are strategic checkpoints to track and measure progress across phases of the project.
• Coordination & alignment : Milestones coordinate and align the team as reference points around the timeline, dependencies, and priorities of deliverables. 
• Managing dependencies: Deliverables are interconnected, and milestones help manage and plan dependencies to avoid potential bottlenecks.
• Stakeholder communication: Milestones act as communication touchpoints for project stakeholders to stay informed on the progress of high-level deliverables.

How to define your project deliverables in 7 steps

So we've covered the basics of what a deliverable actually is – but how do project managers define them in the first place? 

Of course, the exact nature of the deliverables will depend on the project. A "Homepage Redesign" project will produce very different outputs from "Build New App" for example. 

No matter what, project managers must ensure their deliverables are:

• Within the project scope
• Agreed upon by all relevant stakeholders
• Support the project’s goals
• Specific, measurable, and provable (demonstrate that it exists upon delivery)

Here's how to define the deliverables for your projects:

And as always, plans are easier to make than follow. As Simon Sinek once said, "Always plan for the fact that no plan ever goes according to plan." Things happen, timelines get pushed back, priorities shift, we get that. 

This is where project managers might benefit from a smart time-blocking tool like Reclaim.ai . You can block time for your and your project teams' tasks and regular routines throughout your week, but keep these time blocks flexible to accommodate new meeting requests and priority changes. And as your schedule fills up, your time block events shift from "free" time (or bookable time) to "busy" to maximize your availability while defending your time blocks for critical project tasks. 

By following these steps, you'll have a much easier time managing project deliverables and setting your team up for success. 

Deliverables templates for large projects

We all know every project is different – and your project deliverables will depend on countless factors completely unique to your business. 

But there are some key project deliverables many projects will need (shout-out to Mike Clayton for this extensive list!) – though if you’re a small scrappy team, don’t let these slow you down. Here are some examples to consider for your large projects: 

Minimum project deliverables template

• Project definition, charter, or brief: High-level overview of the project's purpose, objectives, scope, stakeholders, requirements, constraints, and assumptions.
• Business case, proposal, or budget: Justification for the project, outlining the expected benefits, financial framework, and ROI to secure approval and support.
• Project plan: Outlines the project roadmap , approach, timeline, activities, and resource allocation for successful project execution and management.
• Risk register: Identifies and assesses potential risks and uncertainties that could impact project completion, including risk mitigation and contingency measures.
• Handover & sign-off document: Formal acceptance and completion of the project, outlining final deliverables, agreed-upon requirements, and deployment to end-users.

Advanced project deliverables template

• Stakeholder engagement plan: Strategic outline for identifying, engaging, and managing stakeholder communication, involvement, and support throughout the project.
• Work allocation plan: Defines each team member's roles, responsibilities, and tasks, providing clarity and accountability within the project team.
• List of deliverables, specifications, or quality standards: Inventory of all variables to maintain consistency, ensure deliverables meet requirements, and confirm validation.
• Status reports & updates: Communicate progress, achievements, and challenges through status reports to facilitate informed decision-making and necessary interventions.
• Lessons learned review: Performed at the end of the project to identify successes, failures, and opportunities for improvement for future projects.

Super advanced project deliverables template

• Procurement documentation: Formal process to buy the things you need for your project, such as purchase orders and contracts.
• Quality design, assurance & control: Procedure to ensure the final product meets quality standards and customer expectations.
• Change control documentation: Records all changes made during a project, including who made the change, the reason, and the impact.
• Gateway reviews: Structured and independent assessment of a project's progress and readiness to move to the next stage.
• Testing scripts, plans, & sign-offs: Documentation for testing the functionality and quality of other deliverables.

Keep your projects on track with excellent deliverables 📦

Too many projects fail. But with clear and well-defined deliverables, measuring progress and keeping everyone on the same page can be easy for any team. By taking the time to carefully outline and communicate your deliverables throughout the project management process, teams can stay on track, achieve their goals, and deliver high-quality results that exceed the needs of their clients or customers. 

What do you think about project deliverables? Anything we missed? Tweet us @reclaimai to get in on the conversation!

Trend Reports

Smart meetings trends report (145+ stats), setting priorities report: top work challenges (50 stats), workforce trends report: +100 stats on employee productivity analytics, meeting scheduling trends report: 130+ scheduling links stats, burnout trends report: 200+ employee stress stats by department, task management trends report: +200 stats on managers vs. individual contributors, productivity trends report: one-on-one meeting statistics, ready for an ai calendar.

Auto-schedule your tasks, habits, breaks, & meetings on Google Calendar.

It's free! 🎉

How to Recover from Burnout – 20 Steps (2025 Guide)

Clockwise vs. Reclaim.ai: Compare AI Calendar Alternatives (2025 Guide)

13 Best AI Assistant Apps for 2025

OKRs 2025 Guide: How to Set & Achieve Ambitious Goals

Reclaim is joining Dropbox (and a note from our founders)

40 Best Affiliate Marketing Programs - Highest Paying for 2025

Get the latest productivity trends from reclaim, ready to reclaim your time.

• Engineering
• Smart Meetings
• Scheduling Links
• Calendar Sync
• Buffer Time
• Working Hours
• Time Tracking
• People Analytics
• Plans & pricing
• Education discount
• Nonprofit discount
• Startup discount
• Switching discount
• vs. Calendly
• vs. Clockwise
• vs. Google Calendar
• Google Tasks
• Contact sales
• Contact support
• Affiliate program
• Webinars & demos
• Terms of use
• Privacy Policy
• Responsible Disclosure Policy

Writing a Research Proposal

• First Online: 10 April 2022

Cite this chapter

• Fahimeh Tabatabaei 3 &
• Lobat Tayebi 3  

1028 Accesses

A research proposal is a roadmap that brings the researcher closer to the objectives, takes the research topic from a purely subjective mind, and manifests an objective plan. It shows us what steps we need to take to reach the objective, what questions we should answer, and how much time we need. It is a framework based on which you can perform your research in a well-organized and timely manner. In other words, by writing a research proposal, you get a map that shows the direction to the destination (answering the research question). If the proposal is poorly prepared, after spending a lot of energy and money, you may realize that the result of the research has nothing to do with the initial objective, and the study may end up nowhere. Therefore, writing the proposal shows that the researcher is aware of the proper research and can justify the significance of his/her idea.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Subscribe and save.

• Get 10 units per month
• Download Article/Chapter or eBook
• 1 Unit = 1 Article or 1 Chapter
• Cancel anytime
• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

A. Gholipour, E.Y. Lee, S.K. Warfield, The anatomy and art of writing a successful grant application: A practical step-by-step approach. Pediatr. Radiol. 44 (12), 1512–1517 (2014)

Article   Google Scholar  

L.S. Marshall, Research commentary: Grant writing: Part I first things first …. J. Radiol. Nurs. 31 (4), 154–155 (2012)

E.K. Proctor, B.J. Powell, A.A. Baumann, A.M. Hamilton, R.L. Santens, Writing implementation research grant proposals: Ten key ingredients. Implement. Sci. 7 (1), 96 (2012)

K.C. Chung, M.J. Shauver, Fundamental principles of writing a successful grant proposal. J. Hand Surg. Am. 33 (4), 566–572 (2008)

A.A. Monte, A.M. Libby, Introduction to the specific aims page of a grant proposal. Kline JA, editor. Acad. Emerg. Med. 25 (9), 1042–1047 (2018)

P. Kan, M.R. Levitt, W.J. Mack, R.M. Starke, K.N. Sheth, F.C. Albuquerque, et al., National Institutes of Health grant opportunities for the neurointerventionalist: Preparation and choosing the right mechanism. J. Neurointerv. Surg. 13 (3), 287–289 (2021)

A.M. Goldstein, S. Balaji, A.A. Ghaferi, A. Gosain, M. Maggard-Gibbons, B. Zuckerbraun, et al., An algorithmic approach to an impactful specific aims page. Surgery 169 (4), 816–820 (2021)

S. Engberg, D.Z. Bliss, Writing a grant proposal—Part 1. J. Wound Ostomy Cont. Nurs. 32 (3), 157–162 (2005)

D.Z. Bliss, K. Savik, Writing a grant proposal—Part 2. J. Wound Ostomy Cont. Nurs. 32 (4), 226–229 (2005)

D.Z. Bliss, Writing a grant proposal—Part 6. J. Wound Ostomy Cont. Nurs. 32 (6), 365–367 (2005)

J.C. Liu, M.A. Pynnonen, M. St John, E.L. Rosenthal, M.E. Couch, C.E. Schmalbach, Grant-writing pearls and pitfalls. Otolaryngol. Neck. Surg. 154 (2), 226–232 (2016)

R.J. Santen, E.J. Barrett, H.M. Siragy, L.S. Farhi, L. Fishbein, R.M. Carey, The jewel in the crown: Specific aims section of investigator-initiated grant proposals. J. Endocr. Soc. 1 (9), 1194–1202 (2017)

O.J. Arthurs, Think it through first: Questions to consider in writing a successful grant application. Pediatr. Radiol. 44 (12), 1507–1511 (2014)

M. Monavarian, Basics of scientific and technical writing. MRS Bull. 46 (3), 284–286 (2021)

Additional Resources

https://grants.nih.gov

https://grants.nih.gov/grants/oer.htm

https://www.ninr.nih.gov

https://www.niaid.nih.gov

http://www.grantcentral.com

http://www.saem.org/research

http://www.cfda.gov

http://www.ahrq.gov

http://www.nsf/gov

Download references

Author information

Authors and affiliations.

School of Dentistry, Marquette University, Milwaukee, WI, USA

Fahimeh Tabatabaei & Lobat Tayebi

You can also search for this author in PubMed   Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2022 Springer Nature Switzerland AG

About this chapter

Tabatabaei, F., Tayebi, L. (2022). Writing a Research Proposal. In: Research Methods in Dentistry. Springer, Cham. https://doi.org/10.1007/978-3-030-98028-3_4

Download citation

DOI : https://doi.org/10.1007/978-3-030-98028-3_4

Published : 10 April 2022

Publisher Name : Springer, Cham

Print ISBN : 978-3-030-98027-6

Online ISBN : 978-3-030-98028-3

eBook Packages : Engineering Engineering (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

• Search Search Please fill out this field.

What Are Deliverables?

Understanding deliverables.

• Requirements
• Deliverables FAQs

The Bottom Line

• Small Business

Deliverables: Meaning in Business, Types, and Examples

The term "deliverables" is a project management term that's traditionally used to describe the quantifiable goods or services that must be provided upon the completion of a project. Deliverables can be tangible or intangible in nature. For example, in a project focusing on upgrading a firm's technology, a deliverable may refer to the acquisition of a dozen new computers.

On the other hand, for a software project, a deliverable might allude to the implementation of a computer program aimed at improving a company's accounts receivable computational efficiency.

Key Takeaways

• The word "deliverables" is a project management term describing the quantifiable goods or services that must be provided upon the completion of a project.
• Deliverables can be tangible in nature, such as the acquisition of a dozen new computers, or they can be intangible, like the implementation of a computer program aimed at improving a company's accounts receivable computational efficiency.
• A deliverable may refer to in-person or online training programs, as well as design samples for products in the process of being developed.
• In many cases, deliverables are accompanied by instruction manuals.
• In film production, deliverables refer to the range of audio, visual, and paperwork files that producers must furnish to distributors.

Investopedia / NoNo Flores

In addition to computer equipment and software programs, a deliverable may refer to in-person or online training programs, as well as design samples for products in the process of being developed. In many cases, deliverables are accompanied by instruction manuals.

Documentation

Deliverables are usually contractually obligated requirements, detailed in agreements drawn up between two related parties within a company, or between a client and an outside consultant or developer. The documentation precisely articulates the description of a deliverable, as well as the delivery timeline and payment terms.

Many large projects include milestones, which are interim goals and targets that must be achieved by stipulated points in time. A milestone may refer to a portion of the deliverable due, or it may merely refer to a detailed progress report, describing the current status of a project.

Film Deliverables

In film production , deliverables refer to the range of audio, visual, and paperwork files that producers must furnish to distributors. Audio and visual materials generally include stereo and Dolby 5.1 sound mixes, music and sound effects on separate files, as well as the full movie in a specified format.

Sometimes, distributors that are purchasing independent films for theatrical release will not include a list of deliverables with the first draft of a term sheet; it's thus important for filmmakers to proactively ask for the expected deliverables so that they can be assembled in a timely manner.

Paperwork deliverables include signed and executed licensing agreements for all music, errors, and omissions reports, performance releases for all on-screen talent, a list of the credit block that will appear in all artwork and advertising , as well as location, artwork, and logo legal releases.

Film deliverables also pertain to elements that are ancillary to the movies themselves. These items include the trailer, TV spots, publicity stills photographed on set, and other legal work.

Types of Deliverables

Tangible vs. intangible deliverables.

Deliverables can be tangible or intangible. An example of a tangible deliverable would be the construction of a new office to place new workers that don't fit in the old office or a new manufacturing plant that needs to be built to meet increased production levels.

An example of an intangible deliverable would be a training program for employees to teach them how to use new software that will be used at the company.

Internal Deliverables vs. External Deliverables

Internal deliverables are those deliverables that are in-house and required to complete a project, deliver a good, or provide a service. Internal deliverables are not seen by the customer and are not considered final.

They are merely deliverables that are part of the steps in a project that will lead to the completion of that project. For example, the construction of a factory to produce more goods to meet increased customer demand would be an internal deliverable. Internal deliverables in project management are commonly known as project deliverables.

External deliverables, on the other hand, are final and provided to the customer. In the example above, the external deliverable would be the final good that comes out of the new factory that the customer will purchase and use. In project management, external deliverables are commonly known as product deliverables.

Requirements for Deliverables

At the start of any project, there must be a defined end goal of what is to be achieved. There must then be a clearly defined path to achieve that goal. A project manager can lay out a timeline with deliverables to be met at certain intervals, which are the milestones.

Each project will have different requirements for the deliverables that need to be completed by the milestone dates. The types of projects can be process-based, a phased approach, product-based, or a critical change.

Regardless of the type of project, all will have set stages, which typically include the initiation phase, the planning phase, the execution phase, the monitoring phase, and the closing phase. At each of these phases, there will be a requirement for different deliverables.

At the start of a project, it is important to clearly define project deliverables, which can be in the form of a SWOT analysis, a gap analysis, a project scope statement, a design presentation, or a Gantt chart .

For example, in the planning phase, a deliverable might be a report outlining the entire project, whereas in the monitoring phase the deliverables will be to report on the quality of the new product that was created.

When a project is initiated there will be a contract drafted that will list expectations, timelines, and the types of deliverables to be provided. These contracts can be drafted internally with different departments within an organization for project deliverables and with external clients for product deliverables.

Certain documentation may also take the form of a statement of work (SOW), which is a document created at the onset of a project that outlines all aspects of the project that multiple parties can agree upon to set expectations.

What Are Examples of Deliverables?

Examples of deliverables include an initial project strategy report, the budget report, a progress report, a beta product, a test result report, and any other quantifiable aspects of a project that mark a completion.

What Is the Difference Between an Objective and a Deliverable?

An objective includes all items outside of a project, such as the outcome and the benefits of a project. The deliverables are the tangible results of the project that allow for the objectives to be achieved.

How Do You Describe a Deliverable?

A deliverable is a final deadline or project milestone that can be provided to external or internal customers. It is the end result or one of many end results in a project plan that can be quantifiable.

Deliverables are the quantifiable goods or services that need to be provided at the various steps of a project as well as at the end of a project. Deliverables help to keep projects on course and allow for an efficient allocation of time and money. They help managers stay on course and are critical to the success of a business.

• Terms of Service
• Editorial Policy
• Privacy Policy

• Product overview
• All features
• Latest feature release
• App integrations

CAPABILITIES

• project icon Project management
• Project views
• Custom fields
• Status updates
• goal icon Goals and reporting
• Reporting dashboards
• workflow icon Workflows and automation
• portfolio icon Resource management
• Capacity planning
• Time tracking
• my-task icon Admin and security
• Admin console
• asana-intelligence icon Asana AI
• list icon Personal
• premium icon Starter
• briefcase icon Advanced
• Goal management
• Organizational planning
• Campaign management
• Creative production
• Content calendars
• Marketing strategic planning
• Resource planning
• Project intake
• Product launches
• Employee onboarding
• View all uses arrow-right icon
• Project plans
• Team goals & objectives
• Team continuity
• Meeting agenda
• View all templates arrow-right icon
• Work management resources Discover best practices, watch webinars, get insights
• Customer stories See how the world's best organizations drive work innovation with Asana
• Help Center Get lots of tips, tricks, and advice to get the most from Asana
• Asana Academy Sign up for interactive courses and webinars to learn Asana
• Developers Learn more about building apps on the Asana platform
• Community programs Connect with and learn from Asana customers around the world
• Events Find out about upcoming events near you
• Partners Learn more about our partner programs
• Asana for nonprofits Get more information on our nonprofit discount program, and apply.

Featured Reads

• Project management |
• Project deliverables: What are they in ...

Project deliverables: What are they in project management?

Every project has an objective. Whether you’re making some updates to your website or building the next Eiffel Tower, you and your team are working towards something. Ultimately, running a successful project means having something to show for it at the end of the project’s timeline, whether that’s a tangible thing—like a new product or an ebook—or an intangible thing—like a decrease in customer churn or increase in NPS score.

That “thing” you’re working towards is a deliverable. Knowing what your deliverables are and clearly communicating those deliverables to your team and stakeholders can help you hit your project objectives. In this article, we’ll cover everything you need to know to identify, set, and achieve your project deliverables.

What is a project deliverable?

Project deliverables are the output you expect to have at the end of your project. Deliverables can be anything—a new product, marketing campaign, feature update, a sales deck, a decrease in churn, or an increase in NPS score, just to name a few. Your project can have one or more deliverables, but clearly identifying what you’re working towards can help your team align and prioritize tasks in order to get their most important work done.

3 ways to transform your enterprise project management

Watch a live demo and Q&A session to help you streamline goal-setting, accelerate annual planning, and automate how teams intake strategic work.

Deliverables vs. project objectives

Your  project objectives  will help you set your project deliverables, but project objectives are broader than your deliverables. When you define your project objectives, you’re also capturing the benefits and outcomes you expect from those deliverables, especially as they relate to the grander scheme of your project goals and business objectives.

Example of a project objective:  Increase company security by introducing SSO and two-factor authentication.

Example of a deliverable:  Onboard the entire company onto new SSO service.

Deliverables vs. project milestones

Milestones are checkpoints you expect to hit during your project. They represent the accomplishment of a significant body of work, but they happen during—not at the end of—your project. Think of your  project milestones  as the building blocks that help you hit your project deliverables.

Example of a deliverable:  Roll out new brand marketing campaign across paid social media, YouTube ads, and print.

Example of a project milestone:  Hire agency for creative production.

The two types of project deliverables

In order to hit your deliverables, it’s important to know what type of deliverable you’re working towards. This will impact how you format and actually hand off the deliverables once the project is finished. There are two types of deliverables, and the type of project you’re working on will determine which type of deliverable you’re working towards.

External deliverable

This is probably what you think of when you hear “project deliverable.” External deliverables are anything you’re producing for clients, like a product or new feature, a social media or marketing campaign, or a sales deck. External deliverables will help you win or maintain your customer base.

Internal deliverables

An internal deliverable, as the name suggests, is something that benefits your company but may not directly impact your customers. This includes things like a company training course or a quarterly budget report. If your project’s end-user is your company, then you’re probably working on an internal deliverable.

5 tips to manage and track your deliverables

1. clearly define your deliverables.

Before you can hit your project deliverables, you first need to know what they are. Aim to create your project deliverables while you’re creating your project plan and defining your project objectives. That way, your team has a clear sense of what they’re working towards from the very onset of the project, as well as a defined roadmap of how you’re going to get there.

To define your project deliverables, start by asking yourself a few questions:

What is this project trying to achieve?

What does “success” look like for this project?

Are we delivering internal or external deliverables?

What is the end result we want to deliver to the external client or internal team?

2. Share your deliverables with key stakeholders

Knowing your project deliverables won’t be helpful if you don’t have buy-in from key stakeholders. Make sure you surface your deliverables effectively and frequently to any key stakeholders so everyone is on the same page. If you haven’t already, share your  project plan  with them, so they have a way to access your most important project information.

3. Coordinate work with visual project management tools

In order to hit your project deliverables, you need to effectively track your team’s work so you know exactly who’s doing what by when. To do that, you need a central source of truth. With  project management software , your entire team has a way to track and execute work, so they know exactly who’s doing what by when. That way, you can share the objective of the project and also track the work your team is doing in real-time.

There are three main types of  visual project management :

Kanban boards  help you visualize work moving through stages. In a Kanban board, work is displayed in a project board that is organized by columns. Individual tasks—which are represented as visual cards on the board—move through the columns until they’re completed. With Kanban boards, you can get at-a-glance insight into how you’re progressing towards your project deliverables based on where each individual task stands in your Kanban board.

To view your project in a timeline, use  Gantt charts . Gantt charts are a bar chart-like view, where tasks are represented as horizontal bars on the bar chart. That way, you can not only see when a task is due, but how long it should take to complete. Track complex processes, like product launches or event planning, with Gantt charts.  Gantt chart software  also usually has a way for you to visualize project milestones more effectively. With a Gantt chart, you can track exactly where you are in your project timeline, and how you’re tracking towards your deliverables.

Use a  project calendar  to see your entire month’s work laid out in one central view. As the name suggests, a project calendar looks similar to a traditional calendar, and you can easily drag and drop tasks onto the correct due date. Project calendars are a great way to track monthly production, like an editorial calendar or a  social media content calendar . This type of visual project management can help you make sure you’re hitting all of your important daily tasks in order to hit your deliverables at the end of the project timeline.

4. Keep your team up to date with status reports

A  project status report  is a timely update with high-level information about how you’re progressing towards your project deliverables. That way, you can align with your team on whether or not you’re on track to hit your deliverables. If you aren’t, you can course correct before it’s too late—instead of reaching the end of your project timeline and scrambling to get your deliverables done.

At Asana, we recommend sending weekly or bi-weekly reports to keep your team aligned on your project objectives and deliverables. Project status reports are also a great way to share the big picture with project stakeholders who may not be following the project’s day to day work.

The best way to share a project status update is to do it in the same place where you’re tracking your work. Instead of spending time manually collecting data from a variety of sources, look for a  work management tool  that offers reporting and status features, so you can get real time insight with the click of a button.

5. Measure success when you finish your project

Hopefully, you’ve hit all of your project deliverables. But even if you did, it’s still important to gather metrics and evaluate the success of your overall project. Did you hit your deliverables but overshoot on your project schedule? Did you hit your deliverables easily with time and resources to spare? If you were working on an external deliverable, how did external stakeholders react? Take some time to debrief with your project team so you can bring any learnings into the next time you create and manage project deliverables.

Project deliverable examples

The deliverable you create will depend on your project objectives and your  project plan . Your deliverable should be reasonable for your project scope—in other words, don’t aim to deliver something you’d never be able to accomplish within the project timeline or with the resources you have. Writing a great project deliverable can help you build a successful project and hit your goals. Here are a few common projects and realistic deliverables for each one.

Marketing campaign plan

Type of deliverable:  External deliverable

Example external deliverable:  One 60-second live-action video, formatted for YouTube.

Type of deliverable:  Internal deliverable

Example internal deliverable:  Robust sales and operations planning detailing inbound and outbound sales strategy, revenue targets, target customers, and sales tooling for FY22.

Usability testing plan

Example external deliverable:  Complete usability testing session with at least 20 participants on August 4th.

Product marketing launch

Example external deliverable:  Promotion of new product features via social, web, and PR.

Company event planning

Example internal deliverable:  Virtual company holiday party on December 18th.

How Deputy improves company alignment with Asana

Deputy  makes workforce planning simpler for employers by enabling them to easily create rosters and track hours worked. It also benefits employees by allowing them to use an app to clock hours and swap shifts. Organizations of all sizes—from SMBs to large enterprises—use Deputy, including Amazon, Aesop, Nike, Messina, and Reliant Healthcare.

Managing technology on a large-scale is tricky at the best of times, but throw in lack of standardization and things can get chaotic. At Deputy, teams were using different work management tools, causing information silos, miscommunication, and lost data. These inefficiencies reduced transparency into projects and deliverables across the company.

Deputy’s solution to this problem was to consolidate all of their workforce management tools. Only one tool would be used company-wide, making collaboration easier and increasing transparency across the business. Deputy chose Asana because it met the company’s needs and offered the best user experience.

It’s been a relief having everything in one place. Asana makes it much easier for us to ensure everyone is rowing in the same direction.”

Asana is now used company-wide at Deputy by different departments:

Marketing  uses  Asana Forms  for project intake requests and manages all of their campaigns in the platform. This has made collaboration within the team easier.

Customer support  tracks article development for the Deputy help center to ensure all topics are comprehensively covered.

Customer success  manages customer deployments in Asana so timelines and responsibilities are clear.

Finance and other corporate teams  rely on the platform to manage their recurring work, like end of month close, and large projects.

Project Management Office (PMO)  tracks big projects like compliance and office relocations. Asana tasks ensure no detail is missed.

Corporate engineering  plans their quarterly and monthly sprints in Asana and manages projects, like deploying Zendesk for the customer support team, in the tool.

Overall, Asana has created a single source of truth that enables transparency into work happening across the company and ensures every department is moving in the same direction. Increased visibility across projects and deliverables has also improved trust, which is especially important in today's remote work environment where  59% of employees work asynchronous hours .

With Asana, team members can easily see what everyone is working on in real time and when they can expect those deliverables to be completed. When work is finished, all an employee needs to do is mark a deliverable as complete for the right people to be notified—no email needed. This has helped drive efficiency across the organization because responsibilities, deliverables, and deadlines are clear.

To learn more about how the Deputy team uses Asana company-wide,  read the full case study .

Hit project deliverables every time

It’s a good feeling when you achieve what you wanted to—and hitting your project deliverables is no different. Ultimately, achieving your project deliverables comes down to setting and communicating clear objectives, and then tracking your objectives during the course of your project. To give your team clarity and visibility into work, try a work management tool.

Asana is a work management tool designed to help teams stay in sync, hit their deadlines, and reach their goals. Learn more about  Asana .

Related resources

New site openings: How to reduce costs and delays

8 steps to write an effective project status report

Provider onboarding software: Simplify your hiring process

Inventory management software: How to control your stock

The Makings of Project Deliverables: A Guide To Defining Objectives Effectively

Discover strategies for defining and attaining targeted project deliverables to effectively achieve objectives.

Table of contents

As a project manager or team leader, you recognize that the key to a successful project isn't just hard work or long hours. It's about clearly defining and communicating project deliverables. This involves ensuring that:

• Every team member knows precisely what's expected of them and what they must deliver
• Stakeholders understand how each project deliverable contributes to the overall project objectives

In this guide, we'll delve into the significance of outlining project deliverables with stakeholder involvement—from establishing clear goals to breaking down complex projects into smaller, manageable tasks—and how they relate to milestones and objectives.

So, whether you're an experienced project manager or a newcomer, keep reading to master the art of defining and conveying project deliverables like an expert.

Objectives vs. milestones vs. deliverables: How do they differ?

Project objectives, milestones, and deliverables are three distinct yet closely related concepts in project management. Let's explore their differences and when to utilize each:

What are project deliverables?

Project deliverables are the tangible outputs or results that the project team must produce to achieve the project objectives.

They are specific, measurable, and time-bound, clearly indicating the project's progress, as defined in the project planning phase . Use project deliverables to communicate particular outcomes or outputs of a project to stakeholders.

Here are some examples of project deliverables:

• Conducting a workshop
• A project plan
• Documentation
• A training plan

What are project objectives?

Project objectives are typically established at the beginning of a project and steer the team's decisions throughout the project lifecycle.

They help define the project scope, formulate a project plan, and assess its success. Use project objectives when you need to convey a project's overall purpose and strategic alignment to stakeholders.

Examples of project objectives include:

• Raising donations by $75,000 by the year 2025
• Boosting customer satisfaction by 40%
• Launching a new product or website
• Enhancing brand awareness by 60%

What are project milestones?

Project milestones are significant points or events that indicate the completion of a substantial stage or phase of work. They can be part of a deliverable divided into multiple segments.

For example, imagine reviewing logo directions for a company with the board of directors. If your deliverable is to create logo concept directions, the process could be broken down as follows:

• Four brand direction concepts are developed and presented to the project stakeholders.
• The stakeholders agree on two concept directions for further refinement.
• The two concepts are polished and presented to the stakeholders.
• The stakeholders select one concept direction to submit to the board for final feedback and approval.

A project milestone can contribute to completing a deliverable, but this isn't always the case or directly related in every instance.

All three elements—objectives, deliverables, and milestones—are crucial for a project's success and should be defined considering one another.

Extracting the right deliverables from overall project goals

In many cases, project deliverables are defined during the sales process and incorporated directly into the proposal or contract agreed upon by the client. They represent the tangible and measurable results that stakeholders will receive at the end of a project, aligning with their overall goals.

➡️ Use one of our project charter templates to help manage your project goals.

In other situations, you may have a budget. As the project manager, you must collaborate with your team and sometimes the client to identify the project deliverables necessary to meet the client's goals and objectives.

Follow these steps to define your project management deliverables:

• Identify project objectives : Begin by understanding the project's aims. This will help you pinpoint the key results the project must produce. Collaborate with your key stakeholders on this step.
• Break down the project : Split the project into smaller, more manageable pieces, such as tasks or milestones. This will help you determine the specific outputs needed to achieve each objective. Your team can assist in identifying how the project can be broken down, what can be delivered, and within what timeframe to ensure accuracy.
• Define the deliverables : Identify the specific outputs or outcomes required for the completion of each project segment. Be as precise and measurable as possible to avoid ambiguity.
• Prioritize deliverables : After identifying all the deliverables, prioritize them based on their importance to project success. Involving your stakeholders in this step will foster trust through visibility and collaboration on the project.

Why stakeholders should be involved in project deliverables

Involving stakeholders in defining project deliverables can lead to enhanced outcomes, increased transparency, and improved stakeholder buy-in and support. Effective stakeholder management from the start is crucial in ensuring the success of any project.

• Improved buy-in and alignment : Stakeholders are more likely to feel invested in the project's success as they can directly align deliverables with their expectations and requirements. This leads to more significant support and buy-in from stakeholders, making securing resources and backing throughout the project easier.
• Transparency : Involving stakeholders increases transparency and fosters trust. It allows them to see what is being delivered and how their needs are addressed.
• Reducing risk : Involving stakeholders helps identify potential risks and issues early in the project. This can mitigate risks and prevent problems derailing the project, such as unrealistic expectations or budget constraints. Knowing this early can save difficult conversations later in the project.
• Prioritizing and improving outcomes : Engaging stakeholders helps identify and prioritize the most critical outcomes for the project. Knowing the prioritization order that is important to the client upfront saves time and budget.

How to manage and achieve project deliverables

Successfully managing and achieving project deliverables demands careful planning, effective communication, and the ability to adapt to changing circumstances.

Here are some tips to help you manage and achieve project deliverables:

• Define the deliverables : As emphasized throughout this article, defining deliverables is crucial in ensuring a project's success. Each internal deliverable and external deliverable should be clear from the get-go.
• Create a timeline : Outline when each project task needs to be completed, considering dependencies and potential roadblocks. This helps you stay on track and ensure the project remains on schedule .
• Allocate resources : Ensure each team member has the necessary skills and resources to complete their assigned tasks.
• Monitor progress : Regularly track progress and update the project timeline and budget as needed. This enables you to identify any issues or delays early on and take corrective action.
• Communicate effectively : Maintain open communication with all stakeholders, including team members, clients, and vendors. Ensure everyone knows the project status, changes, and potential issues. As a project manager, keeping everyone informed is crucial.
• Adapt to changes : Be prepared to adapt to changing circumstances, which may include adjusting the timeline, budget, or project scope . Plan for the worst and hope for the best in the project management world.
• Celebrate success : Acknowledge even the most minor achievements to maintain high morale and motivate the team. You are their cheerleader throughout the project.

Make sure you use technology to the fullest

Technology plays an essential role in ensuring project deliverables are met. By harnessing technology tools and solutions, project teams can enhance their efficiency, minimize errors, and achieve better stakeholder outcomes.

Here's how technology can assist:

• Collaboration : Technology allows project teams to collaborate and communicate more effectively, enabling them to work together efficiently on project deliverables. Platforms like Float help keep communication on specific tasks organized and connected to deliverables.
• Planning : Project management tools support project teams in planning and organizing project deliverables, guaranteeing that deadlines are met and resources are appropriately allocated. Float provides a clear view of team members' availability and task workloads, helping you allocate resources effectively .
• Automation : Automation tools streamline project tasks, such as data entry or report generation, reducing errors and allowing project team members to focus on other aspects of the project. Float's phases feature helps break your project into smaller tasks and subtasks, which can be assigned to team members with deadlines, ensuring clear deliverables and timely completion.
• Tracking : Technology enables project teams to track and monitor progress towards project deliverables, offering real-time data and insights to inform decision-making. Float's time tracking feature allows you to monitor how your team spends its time , generating reports that show the time allocated to each task and helping you identify bottlenecks or areas for improvement.

<cta-box>

<image-color="yellow">

Power up your project planning with Float

Set and monitor project timelines, allocate each task to the best possible teammate, and track milestones and deliverables.

<cta-button> Try for free </cta-button>

</cta-box>

Achieving project deliverables is a complex process

In project management, it's essential to recognize the roles of objectives, milestones, and deliverables to attain success. To tackle the challenge of defining the right deliverables, involving stakeholders is crucial, ensuring their needs and expectations are met.

Achieving project deliverables also requires strong leadership, effective communication, and thorough planning. Teams should monitor project progress, promptly address issues, and adjust plans to ensure successful delivery.

By adopting a strategic approach and utilizing the appropriate tools and techniques, teams can deliver projects that meet and exceed expectations, ultimately leading to greater project success.

Related reads

Project coordination: the key skills and responsibilities to facilitate your team’s success .

Project estimation made easy: techniques & steps for accurate planning 

Expert tips to manage multiple projects without missing a beat

Get exclusive updates on.

• Async communication
• Remote team culture
• Smart time management

All good research proposals, whether they're for an undergraduate Directed Studies project, a graduate thesis or term project, or to a granting agency for millions of dollars of research funds; and whether they represent work of an individual or of a large team, have some characteristics in common. Here are some tips on what I want to see in any research proposal that I am asked to evaluate.

1. Background

• Motivation : what is the basic problem which your research is going to address? I.e., why should anyone care about what you are proposing to do?
• Progress : what has already been done that relates to solving this problem? I.e., what will be your starting point? Sometimes it seems like you are working in a brand new area and there isn't any prior work. That is never true: even if your implementation relies on an entirely new technology, or you are using some method for an entirely new purpose, somewhere someone will have tried to solve that problem using a different approach, or used some variant of your technology in a different way, etc. Find what's closest and talk about it, even if its relevance seems quite distant to what you plan to do. Saying "there is no prior work" will seriously damage your credibility, since it just makes it sounds like you aren't very familiar with the field. Conversely, in some contexts, it isn't really expected that you are deeply familiar with the area, or will have had time to do a thorough review. Do the best you can, even if it's only asking the nearest expert at hand for a few relevant references and taking a look at them before writing the proposal.
• Anticipated contribution : what will exist or be known when you're done? There may be more than one thing. Remember, this is research, so you don't know for sure what you'll accomplish. However, you hopefully can state that you are going to ask some kind of question and find the answer to it. The whole point is that you don't know what that answer is; but if the question is well-posed, then even if the answer is not what you were hoping for, then you will have learned something in the process and not wasted your time.

3. Milestones: what are the steps to get from Prior Work to your Goal?

• Break down your task into a manageable number of steps, to be executed either serially or in parallel. 4-5 is often a reasonable number for a proposal - later as you do the work, you may further break down those steps into sub-tasks for yourself. For each task, identify a "deliverable" or question-point, where you will (a) know that you've finished that task, and/or (b) will be able to make some decision that influences the way the work will proceed from that point.
• Dependencies: for each task, take into account activities, resources, necessary learning, and in particuluar, events or contributions outside of your control which your successful progress will depend on. This last might include things like arrival or completion of a piece of equipment or software that someone else is building, or time contributed by someone with a special expertise.
• Schedule: how long will each step take? Put down expected duration and a date for when you expect to reach the milestone. This is where you get to prac the fine art of time estimation. Believe me, you will probably not allow enough time, even if you write down twice as much time as you think the step could possibly take. Sometimes it helps to further break down the task at this point, and if you're confident about the completeness of the list of subtasks, you may be able to estimate them with better accuracy. With practice (i.e. doing the job then comparing your actual performance with predicted) you'll eventually get a little better at estimating how long it takes you to do different kinds of things, and consequently you'll get better at planning although you should accept that most mortals never reach perfection in this. Allow extra time for tasks which are unfamiliar to you, and tasks which may require iteration; and consider dependencies which might interfere with your schedule.

4. Screw Points: milestones where if you cannot complete them successfully or on time, then you are screwed.

• There is probably a more polite term for this: look for places where a bad result will mean that there is no point in continuing because you are not going to learn or accomplish anything of value. It's really important to take this into account personally even if it's not included in your proposal: suppose it is your Ph.D. thesis and you find yourself in this unfortunate position after working on a problem for several years? If the proposal is to me, it should be in there.
• What will be your backup plan in each case? Is there an alternate, perhaps less desirable but still acceptable path that will lead to some result other than absolute failure? If not, and the failure has any real liklihood of occurring, then this is a seriously flawed research plan.

5. Deliverables: what tangible result will you deliver throughout and at the end of your project?

This might include:

• Report (interim and/or final; including a published paper)
• For a design project, some kind of prototype - e.g. physical, simulated, drawing) - something that either documents the project through embodiment, and/or allows the design to be experienced
• Results of user studies
• Presentation - e.g. in a lab seminar or at a conference

• Help & FAQ

The Role of Deliverables in Project Work

• Writing Program

Research output : Working paper

Access to Document

• https://deepblue.lib.umich.edu/bitstream/handle/2027.42/110775/1267_Rogers.pdf?sequence=1

Fingerprint

• Material Object Computer Science 100%
• Individual Member Computer Science 100%
• Critical Function Computer Science 100%
• Participant Observation Computer Science 100%
• Open-Ended Question Psychology 100%

T1 - The Role of Deliverables in Project Work

AU - Rogers, Priscilla

AU - Pawlik, Lisa

AU - Shwom, Barbara L

PY - 2015/3

Y1 - 2015/3

N2 - This study examined the role of deliverables in knowledge-intensive project work. Organizational genre studies, composition research, and object theory suggest that project deliverables (such as contracting documents, status updates, and final presentations) play a more comprehensive role in work activities than is examined to date. To explore this role we collected 1009 surveys from individual members of 214 teams after they completed initial, midpoint, and final deliverables during 7-14 week projects for diverse organizations. Scaled questions asked respondents to associate or disassociate deliverables with project activities; open-ended questions solicited information on value, learning, and client feedback. We also conducted 28 targeted interviews and participant observations of 35 projects. Findings show that deliverables serve three critical functions: operating as genres they control work by providing expectations for content, sequence, and timing; as drafts-being-composed they facilitate knowledge creation; as material objects they enable collaboration within and across groups. We elaborate these control, compose, and collaborative functions as the 3C Framework and explore implications for project management.

AB - This study examined the role of deliverables in knowledge-intensive project work. Organizational genre studies, composition research, and object theory suggest that project deliverables (such as contracting documents, status updates, and final presentations) play a more comprehensive role in work activities than is examined to date. To explore this role we collected 1009 surveys from individual members of 214 teams after they completed initial, midpoint, and final deliverables during 7-14 week projects for diverse organizations. Scaled questions asked respondents to associate or disassociate deliverables with project activities; open-ended questions solicited information on value, learning, and client feedback. We also conducted 28 targeted interviews and participant observations of 35 projects. Findings show that deliverables serve three critical functions: operating as genres they control work by providing expectations for content, sequence, and timing; as drafts-being-composed they facilitate knowledge creation; as material objects they enable collaboration within and across groups. We elaborate these control, compose, and collaborative functions as the 3C Framework and explore implications for project management.

M3 - Working paper

BT - The Role of Deliverables in Project Work

• Office of Research
• Sponsored Projects
• Award Administration

Reporting and Deliverables

A sponsor of an award will typically require periodic reporting during the life of a research project as a means to receive information on the progress of the project as well as reporting at the end of the award to receive information on the final outcomes of the research. The frequency and due dates of the reporting, as well as any specifications on the content of the reporting, will differ between awards, as the needs of each sponsor differ. Additionally, depending upon the nature of the project, a sponsor may require physical deliverables at certain intervals.

Specific reporting and deliverable requirements are typically set forth in the sponsor's award documents or in policies or documents incorporated by reference. Both the award documents and the UCSB Award Synopsis will identify the specific reporting requirements or provide reference to the specific requirements for interim reporting.

The Principal Investigator(s) (PI) should review the provisions of each award and make sure that they are aware of such requirements and the dates for submission.  PIs should pay special attention to requirements that may require them to provide updated active proposal and award or other support information. Many sponsors have started requiring such updates in an effort to address foreign involvement concerns and failure to provide required updates can result in serious consequences for the PIs and the University. For more information, please refer to the links below for the different sponsors and review our Foreign Involvement Disclosure Requirements webpage.

The NSF has published memo number  NSF 16-040, Meeting NSF's Technical Reporting Requirements . The memo contains answers to frequently asked questions and links to additional resources and information regarding NSF's reporting requirements.

The  NIH public access policy  requires scientists to submit final peer-reviewed journal manuscripts that arise from NIH funds to PubMed Central immediately upon acceptance for publication. The UCSB Library provides information and assistance regarding  compliance with the NIH policy  as well as general information on  open-access policies .

Requirements to Update Award Support (Other Support, C&P, RPPRs)

NATIONAL SCIENCE FOUNDATION (NSF)

The following message comes directly from NSF’s policy office:

“On October 5, 2020 NSF added the following question to the Edit Participants screen in the RPPR: Has there been a change in the active other support of the PI/PD(s) since the last reporting period? If Principal Investigators (PIs)/Project Directors (PDs) and co-PIs/co-PDs select “Yes,” they will be required to upload their most up-to-date Current and Pending Support document in an NSF-approved format to notify NSF that active other support has changed since the award was made or since the most recent annual report.” 

Please note that changes to active other support can be as simple as a previously pending grant getting awarded (now Current) or a previously active/current grant coming to a conclusion, thereby no longer being included in the Current and Pending document. For more detailed guidance about when a change is considered reportable, and for updated format rules, please refer to NSF’s Current and Pending Support website: https://www.nsf.gov/bfa/dias/policy/cps.jsp 

NATIONAL INSTITUTES OF HEALTH (NIH)

Section D.2.c of the NIH RPPR asks the following question: Has there been a change in the active other support or senior/key personnel since the last reporting period? If there has been a change in active other support for any senior/key person since the last reporting period the PI(s) must upload a revised Other Support document for each senior/key person who has a change. Note that the approved NIH Other Support format must be used.

Senior/key personnel are listed in the NIH application in the Senior/Key Person Profile and are defined by NIH as “all individuals who contribute in a substantive, meaningful way to the scientific development or execution of the project, whether or not salaries are requested. Consultants should be included if they meet this definition.”

Please note that changes to active other support can be as simple as a previously pending grant getting awarded (now Active) or a previously active grant coming to a conclusion, thereby no longer being included in the Other Support document. For more detailed guidance about when a change is considered reportable, and for updated format rules, please refer to NIH’s Other Support website: https://grants.nih.gov/grants/forms/othersupport.htm . 

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION (NASA)

DEPARTMENT OF DEFENSE (DOD)

DEPARTMENT OF ENERGY (DOE)

An official website of the United States government

The .gov means it’s official. Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.

The site is secure. The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

• Publications
• Account settings

Preview improvements coming to the PMC website in October 2024. Learn More or Try it out now .

• Advanced Search
• Journal List
• Indian J Anaesth
• v.60(9); 2016 Sep

How to write a research proposal?

Department of Anaesthesiology, Bangalore Medical College and Research Institute, Bengaluru, Karnataka, India

Devika Rani Duggappa

Writing the proposal of a research work in the present era is a challenging task due to the constantly evolving trends in the qualitative research design and the need to incorporate medical advances into the methodology. The proposal is a detailed plan or ‘blueprint’ for the intended study, and once it is completed, the research project should flow smoothly. Even today, many of the proposals at post-graduate evaluation committees and application proposals for funding are substandard. A search was conducted with keywords such as research proposal, writing proposal and qualitative using search engines, namely, PubMed and Google Scholar, and an attempt has been made to provide broad guidelines for writing a scientifically appropriate research proposal.

INTRODUCTION

A clean, well-thought-out proposal forms the backbone for the research itself and hence becomes the most important step in the process of conduct of research.[ 1 ] The objective of preparing a research proposal would be to obtain approvals from various committees including ethics committee [details under ‘Research methodology II’ section [ Table 1 ] in this issue of IJA) and to request for grants. However, there are very few universally accepted guidelines for preparation of a good quality research proposal. A search was performed with keywords such as research proposal, funding, qualitative and writing proposals using search engines, namely, PubMed, Google Scholar and Scopus.

Five ‘C’s while writing a literature review

BASIC REQUIREMENTS OF A RESEARCH PROPOSAL

A proposal needs to show how your work fits into what is already known about the topic and what new paradigm will it add to the literature, while specifying the question that the research will answer, establishing its significance, and the implications of the answer.[ 2 ] The proposal must be capable of convincing the evaluation committee about the credibility, achievability, practicality and reproducibility (repeatability) of the research design.[ 3 ] Four categories of audience with different expectations may be present in the evaluation committees, namely academic colleagues, policy-makers, practitioners and lay audiences who evaluate the research proposal. Tips for preparation of a good research proposal include; ‘be practical, be persuasive, make broader links, aim for crystal clarity and plan before you write’. A researcher must be balanced, with a realistic understanding of what can be achieved. Being persuasive implies that researcher must be able to convince other researchers, research funding agencies, educational institutions and supervisors that the research is worth getting approval. The aim of the researcher should be clearly stated in simple language that describes the research in a way that non-specialists can comprehend, without use of jargons. The proposal must not only demonstrate that it is based on an intelligent understanding of the existing literature but also show that the writer has thought about the time needed to conduct each stage of the research.[ 4 , 5 ]

CONTENTS OF A RESEARCH PROPOSAL

The contents or formats of a research proposal vary depending on the requirements of evaluation committee and are generally provided by the evaluation committee or the institution.

In general, a cover page should contain the (i) title of the proposal, (ii) name and affiliation of the researcher (principal investigator) and co-investigators, (iii) institutional affiliation (degree of the investigator and the name of institution where the study will be performed), details of contact such as phone numbers, E-mail id's and lines for signatures of investigators.

The main contents of the proposal may be presented under the following headings: (i) introduction, (ii) review of literature, (iii) aims and objectives, (iv) research design and methods, (v) ethical considerations, (vi) budget, (vii) appendices and (viii) citations.[ 4 ]

Introduction

It is also sometimes termed as ‘need for study’ or ‘abstract’. Introduction is an initial pitch of an idea; it sets the scene and puts the research in context.[ 6 ] The introduction should be designed to create interest in the reader about the topic and proposal. It should convey to the reader, what you want to do, what necessitates the study and your passion for the topic.[ 7 ] Some questions that can be used to assess the significance of the study are: (i) Who has an interest in the domain of inquiry? (ii) What do we already know about the topic? (iii) What has not been answered adequately in previous research and practice? (iv) How will this research add to knowledge, practice and policy in this area? Some of the evaluation committees, expect the last two questions, elaborated under a separate heading of ‘background and significance’.[ 8 ] Introduction should also contain the hypothesis behind the research design. If hypothesis cannot be constructed, the line of inquiry to be used in the research must be indicated.

Review of literature

It refers to all sources of scientific evidence pertaining to the topic in interest. In the present era of digitalisation and easy accessibility, there is an enormous amount of relevant data available, making it a challenge for the researcher to include all of it in his/her review.[ 9 ] It is crucial to structure this section intelligently so that the reader can grasp the argument related to your study in relation to that of other researchers, while still demonstrating to your readers that your work is original and innovative. It is preferable to summarise each article in a paragraph, highlighting the details pertinent to the topic of interest. The progression of review can move from the more general to the more focused studies, or a historical progression can be used to develop the story, without making it exhaustive.[ 1 ] Literature should include supporting data, disagreements and controversies. Five ‘C's may be kept in mind while writing a literature review[ 10 ] [ Table 1 ].

Aims and objectives

The research purpose (or goal or aim) gives a broad indication of what the researcher wishes to achieve in the research. The hypothesis to be tested can be the aim of the study. The objectives related to parameters or tools used to achieve the aim are generally categorised as primary and secondary objectives.

Research design and method

The objective here is to convince the reader that the overall research design and methods of analysis will correctly address the research problem and to impress upon the reader that the methodology/sources chosen are appropriate for the specific topic. It should be unmistakably tied to the specific aims of your study.

In this section, the methods and sources used to conduct the research must be discussed, including specific references to sites, databases, key texts or authors that will be indispensable to the project. There should be specific mention about the methodological approaches to be undertaken to gather information, about the techniques to be used to analyse it and about the tests of external validity to which researcher is committed.[ 10 , 11 ]

The components of this section include the following:[ 4 ]

Population and sample

Population refers to all the elements (individuals, objects or substances) that meet certain criteria for inclusion in a given universe,[ 12 ] and sample refers to subset of population which meets the inclusion criteria for enrolment into the study. The inclusion and exclusion criteria should be clearly defined. The details pertaining to sample size are discussed in the article “Sample size calculation: Basic priniciples” published in this issue of IJA.

Data collection

The researcher is expected to give a detailed account of the methodology adopted for collection of data, which include the time frame required for the research. The methodology should be tested for its validity and ensure that, in pursuit of achieving the results, the participant's life is not jeopardised. The author should anticipate and acknowledge any potential barrier and pitfall in carrying out the research design and explain plans to address them, thereby avoiding lacunae due to incomplete data collection. If the researcher is planning to acquire data through interviews or questionnaires, copy of the questions used for the same should be attached as an annexure with the proposal.

Rigor (soundness of the research)

This addresses the strength of the research with respect to its neutrality, consistency and applicability. Rigor must be reflected throughout the proposal.

It refers to the robustness of a research method against bias. The author should convey the measures taken to avoid bias, viz. blinding and randomisation, in an elaborate way, thus ensuring that the result obtained from the adopted method is purely as chance and not influenced by other confounding variables.

Consistency

Consistency considers whether the findings will be consistent if the inquiry was replicated with the same participants and in a similar context. This can be achieved by adopting standard and universally accepted methods and scales.

Applicability

Applicability refers to the degree to which the findings can be applied to different contexts and groups.[ 13 ]

Data analysis

This section deals with the reduction and reconstruction of data and its analysis including sample size calculation. The researcher is expected to explain the steps adopted for coding and sorting the data obtained. Various tests to be used to analyse the data for its robustness, significance should be clearly stated. Author should also mention the names of statistician and suitable software which will be used in due course of data analysis and their contribution to data analysis and sample calculation.[ 9 ]

Ethical considerations

Medical research introduces special moral and ethical problems that are not usually encountered by other researchers during data collection, and hence, the researcher should take special care in ensuring that ethical standards are met. Ethical considerations refer to the protection of the participants' rights (right to self-determination, right to privacy, right to autonomy and confidentiality, right to fair treatment and right to protection from discomfort and harm), obtaining informed consent and the institutional review process (ethical approval). The researcher needs to provide adequate information on each of these aspects.

Informed consent needs to be obtained from the participants (details discussed in further chapters), as well as the research site and the relevant authorities.

When the researcher prepares a research budget, he/she should predict and cost all aspects of the research and then add an additional allowance for unpredictable disasters, delays and rising costs. All items in the budget should be justified.

Appendices are documents that support the proposal and application. The appendices will be specific for each proposal but documents that are usually required include informed consent form, supporting documents, questionnaires, measurement tools and patient information of the study in layman's language.

As with any scholarly research paper, you must cite the sources you used in composing your proposal. Although the words ‘references and bibliography’ are different, they are used interchangeably. It refers to all references cited in the research proposal.

Successful, qualitative research proposals should communicate the researcher's knowledge of the field and method and convey the emergent nature of the qualitative design. The proposal should follow a discernible logic from the introduction to presentation of the appendices.

Financial support and sponsorship

Conflicts of interest.

There are no conflicts of interest.

• Investment Plan 2025-2027
• Assessment and scoring guidance - Smart Ideas 2025 investment round – Endeavour Fund

Assessment and scoring guidance – Research Programmes 2025 Investment Round

• Successful 2023 Smart Ideas
• Successful 2023 Research Programmes
• Previous Endeavour Fund rounds
• Assessment and scoring guidance – Research Programmes 2024 Investment Round
• Assessment and scoring guidance - Smart Ideas 2024 investment round – Endeavour Fund

Research Programmes Call for Proposals 2025 investment round - Endeavour Fund

We are inviting proposals for the Endeavour – Research Programmes funding mechanism. The Fund’s objective is to support ambitious, excellent, and well-defined research ideas which have credible and high potential to positively transform New Zealand’s future in areas of future value, growth, or critical need.

On this page

The funding available.

The indicative total annual funding available is $38m (excluding GST). Each individual contract value is a minimum of $0.5m (excluding GST) per year and for a term of 3, 4 or 5 years.

For the 2025 investment round, the Science Board will aim to fund at least 17 Research Proposals. 

Who can apply

For proposals to be eligible under the Endeavour Research Programmes mechanism, they must:

• be made by a New Zealand-based Research Organisation or a New Zealand-based legal entity representing a New Zealand-based Research Organisation
• be designed so that the majority of the public benefits in new knowledge accrue outside of the Research Organisation or legal entity which represents the Research Organisation 
• not be made by a department of the public service as listed in Schedule 2 of the Public Service Act 2020
• be made under an investment mechanism specified in the Schedules of the Endeavour Fund 2025 Gazette Notice
• be for research, science or technology, or related activities, the majority of which are to be undertaken in New Zealand, unless the Science Board considers that there are compelling reasons to consider the proposals, despite the amount of research, science or technology or related activities being proposed to be undertaken overseas
• not benefit a Russian state institution (including but not limited to support for Russian military or security activity) or an organisation outside government that may be perceived as contributing to the war effort
• meet any applicable timing, formatting, system or other similar administrative requirements imposed by MBIE in supplying administrative services to the Science Board under section 10(7) of the RS&T Act 2010
• advise that the proposed funding recipient will, and the Science Board is of the view that it can, adhere to the terms and conditions of funding set out in an investment contract determined by the Science Board
• not be for activities already funded elsewhere.

In addition to the above criteria, to be eligible:

• research proposals can include some out-of-scope research outcomes (health, defence and expanding knowledge) and remain eligible, as long as the sum of these outcomes is 49% or less of the proposal’s outcomes.

Application and assessment information

• Registration - all applicants must register before they can submit a proposal.
• Applicant submits a proposal.
• Independent Assessors review and score the proposal against the Excellence assessment criteria.
• The Science Board decides if the proposal is eligible.
• Based on the Assessor reviews and scores, the Science Board decides which proposals progress to Impact assessment.
• Independent Assessors review and score proposals against Impact assessment criteria.
• The Science Board makes its investment decisions using the Assessor reviews and scores, and the portfolio approach described in the Endeavour Fund 2025 Gazette Notice.

Completing your registration and submitting proposals

Applicants are required to complete their registration and submit proposals in Pītau, our Investment Management System - a secure online portal. To help you prepare your registration and proposal we have provided two templates:

• Research Programmes Registration template 
• Research Programmes Proposal template 

These templates are in the key documents section below.

Dates are subject to change. If they change, we will let you know by email or stakeholder alert.

You can also subscribe to our Alert e-newsletter.

Subscribe here (external link)

Endeavour Fund Roadshows: 2025 Investment Round

Join us for the virtual Endeavour Fund Roadshows for the 2025 Investment Round on 2, 3, and 7 October 2024. This is an opportunity for the research community to engage with the Endeavour Team.

At the roadshows, we will provide everything you need to know about the 2025 Investment Round for both the Smart Ideas and Research Programmes funding mechanisms.

The Roadshow webinars are scheduled for two hours. The first hour is a webinar presentation given by MBIE, followed by an hour for Q&A. Register using one of the registration links below to secure your place.

The webinar presentation will be published on this page before the end of October 2024. 

Contact [email protected]  

Key documents

When developing your proposal, we encourage you to consult the following key reference documents:

Endeavour Fund Investment Plan 2025-2027

Endeavour Fund 2025 Investment Round (external link)  — gazette.govt.nz

Endeavour Fund

The assessment criteria

Assessors will assess proposals on each of the criteria (below) and score them from 1 (low quality) to 7 (high quality).

See the assessment and scoring guidance pages here:

Assessment and scoring guidance - Research Programmes 2025 Investment Round

Excellence: Science Criterion (25% weighting)

Research should be well-designed, involve risk and/or novelty, and leverage additional value from wider research. Assessment must have particular regard to whether the proposed research, science or technology or related activities:

• progress and disseminate new knowledge
• have a well-designed research plan and a credible approach to risk management
• are ambitious in terms of scientific risk, technical risk, novelty and/or innovative approaches
• are well-positioned in the domestic and international research context
• if applicable to the proposal, recognises the distinctive research, science and innovation contributions of Māori people, knowledge and resources, including Mātauranga Māori.

Excellence: Team Criterion (25% weighting)

The proposed team should have the mix of complementary skills, knowledge, and resources to deliver the proposed research, science or technology or related activities, and to manage risk. Assessment must have particular regard as to whether:

• the mix of skills is appropriate for the research 
• the team has the skills, knowledge and resources which give confidence in their ability to deliver the research
• if appropriate, the team has the appropriate Māori expertise for the project.

Impact: Benefit to New Zealand (25% weighting)

Research should have direct and indirect benefits or effect on individuals, communities or society as a whole, including broad benefits to New Zealand’s economy, environment or society. Assessment must have particular regard to:

• the scale and extent of potential benefits from the proposed research, science or technology, or related activities
• the extent of alignment with one or more areas of future additional value, growth, or critical need for New Zealand
• if appropriate, the extent to which the project has identified and evaluated the potential impacts for Māori.

Impact: Implementation Pathway(s) (25% weighting)

Research should have an indicative implementation pathway(s) to deliver public benefit to New Zealand that is not limited to a single firm or end-user, and an understanding of the barriers to impact. Assessment must have particular regard to:

• the degree to which the proposal demonstrates an understanding of the enablers and barriers in potential implementation pathway(s) to deliver public benefits to New Zealand 
• the credibility of indicative implementation pathway(s) to deliver public benefits to New Zealand, not limited to a single firm or end-user
• identification of the indicative end or next-users, beneficiaries, and stakeholders
• the mix of complementary skills and experience, within the team, relevant to achieving impact in the proposed impact areas
• where there is mātauranga Māori, assess whether there is sufficient input from Māori at the appropriate stage(s) of the project, that is adequately resourced, to ensure effective implementation.

Vision Mātauranga Assessment

Where applicable, proposals must consider the relevancy of the Vision Mātauranga Policy. We expect that the Vision Mātauranga Policy will not be relevant to all proposals. Proposals that give effect to the Policy should demonstrate the relevance and use of a fit-for-purpose approach.

Related to Vision Mātauranga, Assessors will be asked - in their opinion, is the Vision Mātauranga policy relevant to this proposal? (Yes / No)

If the assessor answers ‘Yes’ they will then be asked:

• In their opinion, how well will the project give effect to the Vision Mātauranga Policy (i.e., realise the potential of Māori people, knowledge and resources), and reflect genuine, fit-for-purpose approaches? 
• To consider the specific activities, outputs, and outcomes described, and whether they will create impact for Māori. 

Assessors will select from the following to best describe their opinion: Exceptional / Very Well / Well / Not Well / Absent.

Conflicts of interest

Declare any potential conflicts of interest with Assessors or the Science Board. See our web pages for members of the College of Assessors and the Science Board .

If you identify that an Assessor has an actual, potential, or perceived direct or indirect conflict of interest, declare this in the Conflicts of Interest section of your application. If you discover a potential conflict of interest after proposal submission, you must notify us immediately by emailing [email protected] with details of the conflict. Conflicts of interest may occur on two different levels:

• directly involved with a proposal (as a participant, manager, mentor, or partner) or has a close personal relationship with the applicant, for example, family members, or
• a collaborator or in some other way involved with an applicant’s proposal.
• is employed by an organisation involved in a proposal but is not part of the applicant’s proposal
• has a personal and/or professional relationship with one of the applicants, for example, an acquaintance
• is assessing a proposal under discussion that may compete with their business interests.

Funding decisions

The Science Board decides on eligibility and makes the investment decisions in accordance with the Endeavour Fund 2025 Gazette Notice, considering:

• independent Assessor reviews and scores, and portfolio balancing
• investment signals and targets in the Endeavour Fund Investment Plan 2025-2027.

The Science Board may decide to invest less than the total funding indicated in the Gazette Notice.

Contracting, payment, reporting and monitoring

Contracting (variation process) .

If the Science Board decides to invest in your proposal, MBIE will enter into a Science Investment Contract and an associated Work Programme Agreement with your organisation (subject to any pre-contract conditions being met). A sample contract is available in our Key Documents section.

The Science Board may:

• set pre-contract conditions that must be met before MBIE and the applicant organisation can enter into a Science Investment Contract or any Work Programme Agreement
• set special contract conditions, and/or
• vary the amount of funding allocated from that requested.

For successful applicants, the total funding over the term of the contract will be split into equal monthly payments and paid in advance. 

Reporting and monitoring

Successful applicants will be required to report once a year in Pītau – our online portal. Reporting guidance and templates are published annually. See the Reporting Template in the key documents section.

Email:  [email protected]

Phone: 0800 693 778 (Monday to Friday, 8:30am to 4:30pm)

Crown copyright © 2024

https://www.mbie.govt.nz/science-and-technology/science-and-innovation/funding-information-and-opportunities/investment-funds/endeavour-fund/research-programmes-call-for-proposals-2025-investment-round-endeavour-fund Please note: This content will change over time and can go out of date.