Chapter 18: Managing Product Delivery Flashcards
What is the purpose of managing product delivery
Purpose is control the link between the PM and the team manager(s), by agreeing the requirements for acceptance, execution and delivery
Objectives if managing product delivery process
- work on products allocated to the team is authorised and agreed
- team managers, team members and suppliers are clear as to what is to be produced
- planned products are delivered to expectations and within tolerance
- accurate progress information is provided to PM at an agreed frequency to ensure expectations are managed
Managing Product Delivery - Context
Views the project from team managers perspective, whereas the controlling a stage process views it from the PM’s perspective
Team manager ensures products are created and delivered by the team to the project by:
- accepting and checking authorised work packages from PM
- ensuring interfaces identified in work package are maintained
- create a team plan for work packages being assigned
- ensure that products are developed in accordance with any development methods
- obtaining approval for completed products from the authorities identified in the product description
- delivering the products to the PM in accordance with any procedures specified in the work package
What are the activities within the managing product delivery process?
Accepts a work package
Execute a work package
Deliver a work package
Accept a work package - context
Before a work package is allocated to a team, there should be an agreement between the PM and the team manager as to what is to be delivered.
This should cover the reporting requirements, what constraints apply, procedures to be applied and whether requirements for work package are reasonable/can be achieved
Prince2 recommends the following actions regarding accepting a work package
Review the work package:
- obtain any referenced documentation
- clarify with PM what is to be delivered
- negotiate with the PM, on behalf of the team,the constraints within which the work is to be done
- agree tolerances for the work package
Produce a team plan to show which products can be completed within constraints
Consult with supplier that team plan is viable
Seek necessary approval for team plan
Undertake a review of the risks against the team plan and advise the PM of any additional/ modified risks
Consult with project assurance as to whether any extra reviewers are required and ensure that quality register is updated accordingly
Agree to deliver the work package
Execute a work package - context
The work has to be executed and monitored to the requirements in the authorised work package
Team manager can only proceed with work package or take corrective action whilst work package is forecast to be completed within tolerances set by PM. As soon as work package tolerances are forecast to be exceeded, the team manager should raise an issue to PM.
Prince2 recommends the following actions regarding executing a work package
Manage the development if the required products
Notify the PM of any new issues and risks associated with the work package and advise the PM of their status
Take the action required by the PM
Obtain approvals for completed products
Review and report the status of the work package to the PM
Deliver a work package - context
Just as the work package was accepted from the PM, notification of its completion must be returned to the PM
Prince2 recommends the following actions regarding delivery of a work package
Review quality register to verify that all quality activities associated with work package are complete
Review the approval records to verify that all the products to be delivered by the work package are approved
Update the team plan to show that the work package is complete
Check the work package and follow the procedure to deliver the completed products
Notify the PM that the work package is complete
Tailoring products in managing product delivery
Team plan
- team plan may be subset of the stage plan, and may be informal or formal
- team plan may include components in any format commensurate with the complexity of the work package, with views ranging from a simple list of accountabilities, products and activities
- team plan should be developed at same time as stage plan, not waiting for work package
Checkpoint report
- checkpoint reports may be informal or formal, depending on the context
- if PM meets with the team members regularly, then a verbal update, captured by the project manager in a daily log need to be used to create highlight report, may be sufficient
Tailoring roles in managing product delivery
Team ma aged is responsible for all activities but may be supported by team members but may be supported by team members
Although prince2 processes define who creates and approves a work package, responsibilities may be changed provided the PM and Team manager are in agreement on what the work package comprises.
Product delivery using agile approach
In agile working, delivery is done iteratively
Progress information would be visible on an information radiator which is frequently updated by the way of daily activities if working in an agile way. This provides the information for the project manager to manage the project at the stage level by having clear and regular information across all the teams at the delivery level
