ABSTRACT
Background Deliverable versus Activity Orientation As described in the Opening, there has been considerable discussion about how a project plan should be oriented. Almost without exception, project management literature and PC software have promoted an orientation around activities. Only recently has there has been recognition that a better way to orient a project plan is by deliverables. “Orientation” means the bases or foundation for the project plan. Experience tells us that the client’s interest in a project status presentation quickly wanes when presented by “all the work the project team must perform” — that is, the activities. Why would that occur? This is what the team is doing on their behalf. We are confused. Why is the client not intensely interested? The reason is that the clients are only interested in what the project brings to them — that is, the deliverables. Sure, they are interested to some degree in the work performed but only as an indication that you are producing deliverables on a regular basis. The question to project managers then becomes: how should they orient their project plans? The answer should be obvious: orient your plan consistent with the client’s interest. After all, the client is paying the bill. The switch from an activity orientation to a deliverable orientation is not that difficult if you are just starting in project management. However, if you have always begun your project’s plan as activities,
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then this first step might prove difficult. Experience tells us that even the hardiest of “activity-based project managers” readily will see the value and quickly can adapt to this new way of thinking, approaching, and orienting their project plans. An open mind to a new way of looking at the project will facilitate greatly this transition. Stand by to be converted.
