What are some best practices for managing project deliverables across multiple teams?

Project charter is the first deliverable, to open the project. Then we need to create a very deep and detailed Scope Statement, which must be defined in terms of WBS. Starting with WBS you can define all the SOW (Statement of work) that should be done during the project. The SOWs will be used to create your plan with dates, resources, critical path and deliverables. All these information must be shared with stakeholders and project team, so everyone could know Who, How and When these deliverables should be prepared.

1.Have a comprehensive deliverables list, specifying acceptance criteria, due dates, & responsible teams for each deliverable. 2.Use centralized repository tools like Jira, Smartsheet, Confluence, SharePoint to store, track, & share deliverables across teams. 3.Define clear review & approval processes, involving stakeholders and SME’s, to ensure deliverable quality. 4.Foster open communication & collaboration among teams to address dependencies, resolve conflicts, and ensure seamless integration of deliverables. 5.Implement a robust change control process to manage changes to deliverables, ensuring proper impact assessment & approval before implementation.

Is not only about to establish clear goals, but to set clear, measurable, and achievable goals. It will permit to you follow the progress and make corrections if necessary. Once you had the expectations agreement with de project sponsor and key stakeholder, is time do communicate it to the team. In my opinion, the best way to do this is a combination of RACI Matrix and communication plan.

In my experience, tracking and monitoring progress across multiple teams is essential for project success. Setting clear baselines, using tools like dashboards and Gantt charts, and maintaining transparent communication are crucial.

To monitor milestones and deliverables progress, I like to use a combination of the Gant chart, Project Dashboard and EV. First off all, you need to set the project baseline, with all original information. Then you can start tracking project progress, collecting actual data and comparing it with the baseline. The status report is the best to track project progress. I like to have two weekly sessions to manage it: 1. One session to make all the measures related to time – this means update dates, % of completion, postpone / advance tasks, update resources allocated. With this we can calculate all the KPI's we have, like, SPI, SV, EAC, ETC, % of progress. 2. One session to communicate all these KPI's for the project team and main stakeholders.

I like to use the Quality Plan and Scope Plan to review and validate deliverables. This plan contains the “Scope Verification” and “Scope Acceptance” process, then describes all the steps to check if the work was done in accordance with the expected deliverable description. Once you had done that, is time to check the quality of the deliverable, in accordance with the quality management plan. All of these are formal processes and must have a stakeholder formal approval.

Coordinate deliverables in renewable energy projects by establishing clear communication channels, utilizing project management tools, and defining roles and responsibilities. Implement regular status updates, ensure alignment with feasibility studies and connection applications, and foster collaboration among subsea, wind, and other teams. Prioritize a unified project plan and continuous monitoring for successful management of diverse deliverables.

Communication is crucial to the project success, even more in a virtual / hybrid team environment. Continuous information need to be a obsession to the management team.