Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appointthe sponsor A01 Appoint theproject manager A02 Appoint thekey team members A03 Describethe project A04 Identify and planthe deliverables A05 Identify risksand plan responses A06 Have project initiationpeer-reviewed A07 Make ago/no-go decision A08 Kick offthe project A09 Conduct afocused communication A10 Revise and refinethe plans B01 Have the monthlycycle peer-reviewed B02 Make ago/no-go decision B03 Kick off themonthly cycle B04 Conduct afocused communication B05 Measure andreport performance C01 Plan responsesfor deviations C02 Kick off theweekly cycle C03 Conduct afocused communication C04 Manage risks, issues,and change requests D01 Acceptcompleted deliverables D02 Evaluatestakeholder satisfaction E01 Capture lessons andplan for improvements E02 Conduct afocused communication E03 Hand overthe product F01 Evaluatestakeholder satisfaction F02 Have the closing activitygroup peer-reviewed F03 Archive theproject documents F04 Celebrate! F05 Conduct afocused communication F06 Evaluatethe benefits G01 Generatenew ideas G02 Conduct afocused communication G03

D02 - Accept completed deliverables

This management activity belongs to the Daily Management activity group: It’s done daily.

Deliverables assigned to team leaders and supplier project managers can be completed any day, and that’s the time for a quick review and approval by the project manager. The approval in this management activity is preliminary.

In the case of major or critical deliverables, if possible, seek approval of the sponsor and the customer.


Having too much work in progress causes problems – it wastes resources, it may lower quality, and it reduces the predictability of the project. When possible, instead of working on too many deliverables at the same time, you need to encourage everyone to finish and close an item before moving on to the next one.

Common pitfalls

Approving a deliverable carries a responsibility, and some project managers delay approvals to avoid this responsibility. This is counterproductive and should be avoided. Don’t be afraid of taking responsibility; some of the deliverables you’ve approved may cause problems in the future, but those problems are not as big as having too many pending deliverables in the project.

Many deliverables quickly approach a nearly-complete state and then run into problems because of a few small difficulties. You may be tempted to mark them as complete because most of the work is done, but you shouldn’t do that – you should only approve deliverables that are completely done.


The following principles play a significant role in this management activity:

⊚ Download the manual in PDF

⊚ Download the diagram

Thanks for sharing your opinion with us. Please note the following:

  • Please write it briefly and clearly.
  • Feel free to write in any language you prefer.
  • If you have multiple suggestions, please submit them separately.

If your suggestions inspire a positive improvement, we’d be happy to credit you as a contributor (if you provide us with your name and email address in this form).

To distinguish you from random bots on the Web, please enter the number of activity groups below.

If you like, you can share your name and email address with us, in case we need to talk to you about your comment, or give you credit as a contributor:

It's best to use instead of the regular if you have micro-projects with approximately 1 to 7 team members.