The minimalist project management system
Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appoint the sponsor A01 Appoint the project manager A02 Appoint the key team members A03 Describe the project A04 Identify and plan the deliverables A05 Identify risks and plan responses A06 Have project initiation peer-reviewed A07 Make a go/no-go decision A08 Kick off the project A09 Conduct a focused communication A10 Revise and refine the plans B01 Have the monthly cycle peer-reviewed B02 Make a go/no-go decision B03 Kick off the monthly cycle B04 Conduct a focused communication B05 Measure and report performance C01 Plan responses for deviations C02 Kick off the weekly cycle C03 Conduct a focused communication C04 Manage risks, issues, and change requests D01 Accept completed deliverables D02 Evaluate stakeholder satisfaction E01 Capture lessons and plan for improvements E02 Conduct a focused communication E03 Hand over the product F01 Evaluate stakeholder satisfaction F02 Have the closing activity group peer-reviewed F03 Archive the project documents F04 Celebrate! F05 Conduct a focused communication F06 Evaluate the benefits G01 Generate new ideas G02 Conduct a focused 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:

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