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Contract deliverables > Contract deliverables - Pg. 155

Defining Outcomes and Deliverables 155 not it is yielding its intended benefits. If the client includes a schedule of deliverables, you should either confirm adherence to it or explain the reasons for wanting to change it. If the client has set no explicit schedule, it is important to indicate as precisely as possible what deliverables you are proposing to produce and when they will be submitted. This information has to be consistent with your work plan and methodology (Chapter 14). Include the submission of deliverables on the work programme bar chart. Make sure the schedule is realistic: colleagues will not thank you for committing them to impossible deadlines, or for imposing an undue burden of document management on top of their technical responsibilities. Indicate specific quality management procedures that you apply to particular types of deliverable. The content, timing and sequence of deliverables may warrant a separate section of the bid ­ particularly if their early or prompt delivery can offer you a competitive advantage. One point that should be defined in the tender documents is the final deliverable that will allow the work to be signed off, marking the satisfactory completion of the contract. In many areas of procurement this takes the form of a completion report that the client will need to approve (see below). It may also be a presentation to interests such as directors, committee members, stakeholders or community groups, or a technical workshop at which findings are explained and their implications debated. If the identity of this deliver- able is not made clear in the specification, you will need to indicate your assumptions about the matter. There is a vast diversity of items and services that may be required as contract deliverables. One category of deliverable common to almost all consultancy and service contracts is management documentation such as progress and monitoring reports. Technical reports and other project-related documents often form the principal deliverables of consultancy assignments. But documentation is far from the whole story. Service contracts in particular are associated with a huge range of deliverables reflecting the products and characteristics of each sector of activity. Management documentation Progress reports Except when the assignment is short, clients will normally wish to receive progress reports either at regular intervals ­ say, monthly or quarterly ­ or on a schedule related to contract review meetings or technical and financial auditing regimes. There may be a requirement to submit the reports as hard copy, in electronic format or online. Inception reports As the term implies, an inception report is produced at or near the start of the contract: on long-term assignments, it is normal for clients to require an