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原文摘要

LLM agents are judged by what they deliver, and in professional work what gets delivered is a project, not a task. A project pays off only if the whole package holds together, and one weak part can limit the value of the rest. Yet existing benchmarks mostly test agents on one task at a time, leaving a gap between the capability we measure and the outcome that makes agents useful. To address this gap, we introduce DeliverBench, which tests whether agents can carry a project from brief to final delivery. Reconstructed from real materials with 13 domain experts, its 11 projects span settings such as financial due diligence, legal contract drafting, and drug safety reporting. They comprise 150 subtasks, with 2-15 subsequent releases of new materials and client feedback per project. Later subtasks build on the agent's own earlier deliverables, so unresolved errors can carry into downstream work. Expert rubrics assess each subtask submission and the final delivery package. Across seven model-harness systems, the best scores 65.0/100 on final delivery and passes 50.0% of subtasks at a 90-point threshold. Together, these results suggest that task-level capability does not simply compose into delivery; delivery also depends on keeping the work coherent as it evolves.