Managing Product Delivery    

  • Basics
  • Process overview
  • Activities
  • Documents
  • Relation to principles
  • Relation to themes

You must know and understand:

  • The purpose of Managing Product Delivery
  • The activities
  • The documents relevant to this process
The purpose of the Managing Product Delivery process is to control the link between the Project Manager and the Team Manager(s), by placing formal requirements on accepting, executing and delivering project work.
The objective of the Managing Product Delivery process is to ensure that:
  • Work on products allocated to the team is authorized and agreed
  • Team Managers, team members and suppliers are clear as to what is to be produced and what is the expected effort, cost or timescales
  • The planned products are delivered to expectations and within tolerance
  • Accurate progress information is provided to the Project Manager at an agreed frequency to ensure that expectations are managed.
The actual production of the project's products takes place in MP.

In a project it is the teams' work to develop the products within the project scope. Teams can be situated within the customer organisation or externally at the supplier. The process Managing Product Delivery establishes an interface between the Project Manager and the teams, regardless of their place.

Accept a Work Package

The team that is to carry out the work described in a Work Package should at first assure there is a good and complete understanding of it's contents. When the Team Manager and the Project Manager agree on this the team can prepare a plan that shows that the work can be completed within the constraints of the Work Package. When the team is part of the customer's organisation the Project Manager can demand to approve the plan.

When the team is external to the customer's organisation the work will be ruled by a formal contract and the Project Manager may not have access to the Team Plan. In this case special attention should be given to the contractor's reporting obligations.

Execute a Work Package

PRINCE2 makes no assumptions on the working practices of teams as it is a generic method, applicable to all kinds of projects. How a team specifically carries out the work is not important, as long as the requirements in the Work Package are satisfied.

When carrying out a Work Package teams must consider the specific requirements of their own trade and their own supplier organisation in addition to the requirements in the Work Package. When drafting a Work Package this should be taken into consideration.

Deliver a Work Package

When the products in a Work Package have been finished handover should be performed in a controlled way.

The Team Manager must comply with the requirements formulated for this by the Project Manager in the Work Package.

The following documents are relevant in Managing Product Delivery:

Learn from experience
Lessons acquired during the execution of a Work Package are passed on to the Project Manager in the Checkpoint Reports.
Defined roles and responsibilities
In MP the Team Manager's tasks and responsibilities are implemented.
Tailor to suit the project environment
  • The number of teams depends on the size and nature of the project;
  • When no Team Managers are appointed the Project Manager will also take on this role.
  • The number of teams depends on the size and nature of the project;
  • When no Team Managers are appointed the Project Manager will also take on this role.
In MP the quality activities are performed. Results are noted in the Quality Register.
Teams can have their own Team Plan(s).
Risk associated with the work to be performed are highlighted in the Work Package.
Problems are brought to the attention of the Project Manager as issues.
The Team Manager reports progress to the Project Manager by means of a Checkpoint Report.