Managing Product Delivery is one of the seven processes in PRINCE2 7 and serves as the critical interface between the Project Manager and Team Manager(s). This process operates within a specific context that ensures work packages are properly executed and controlled throughout the project lifecycle…Managing Product Delivery is one of the seven processes in PRINCE2 7 and serves as the critical interface between the Project Manager and Team Manager(s). This process operates within a specific context that ensures work packages are properly executed and controlled throughout the project lifecycle.
The context of Managing Product Delivery revolves around the relationship between the controlling layer (where the Project Manager operates) and the delivering layer (where Team Managers and team members create products). This process provides a controlled framework for agreeing on work requirements, executing the work, and reporting progress back to the Project Manager.
The process is triggered when the Project Manager assigns a Work Package to a Team Manager. This Work Package contains all necessary information including product descriptions, constraints, tolerances, reporting requirements, and interfaces with other work packages. The Team Manager must formally accept this Work Package before commencing work.
During execution, the Managing Product Delivery process ensures that team members understand exactly what needs to be produced, quality expectations are clear and achievable, work progresses according to plan, and any issues or risks are escalated appropriately. The Team Manager maintains regular communication with the Project Manager through Checkpoint Reports, providing updates on progress, forecasts, and any concerns.
The process concludes when completed products are delivered back to the Project Manager along with confirmation that quality requirements have been met. This handover includes updated records and any relevant documentation.
The context recognizes that teams may be internal or external to the organization, and the formality of the process can be tailored accordingly. In smaller projects, the Project Manager might perform Team Manager responsibilities themselves. The process ensures accountability remains clear while enabling efficient product delivery within agreed parameters and maintaining the overall integrity of project controls.
Managing Product Delivery Context
The Managing Product Delivery process is one of the seven processes in PRINCE2 and operates at the delivery level of the project. Understanding its context is essential for exam success and practical application.
Why is Managing Product Delivery Important?
Managing Product Delivery provides the crucial link between the Project Manager and the Team Manager(s). This process ensures that:
• Products are created and delivered to the required quality standards • Work is properly authorized and accepted • Progress information flows accurately between management levels • The interface between managing and delivering is clearly defined
What is the Managing Product Delivery Context?
The context refers to where this process sits within the overall PRINCE2 framework and how it interacts with other processes and roles. Key contextual elements include:
1. Relationship with Controlling a Stage: The Project Manager uses Controlling a Stage to authorize work packages, which are then executed through Managing Product Delivery. The Team Manager reports back through this same interface.
2. The Work Package: This is the primary mechanism for communication between the Project Manager and Team Manager. It contains all information needed to create one or more products.
3. Role Responsibilities: • Project Manager - Creates and authorizes work packages • Team Manager - Accepts, executes, and delivers work packages • Team Members - Create the specialist products
How Does Managing Product Delivery Work?
The process follows three main activities:
1. Accept a Work Package The Team Manager agrees to the work package terms, confirming understanding of requirements, constraints, and reporting arrangements.
2. Execute a Work Package The team creates the products, maintains quality standards, and provides checkpoint reports to communicate progress.
3. Deliver a Work Package Completed products are handed over to the Project Manager, with confirmation that quality requirements have been met.
Key Inputs and Outputs:
Inputs: • Work Package (from Controlling a Stage) • Team Plan (if required)
Exam Tips: Answering Questions on Managing Product Delivery Context
Tip 1: Remember the Level Managing Product Delivery operates at the delivery level, not the management or direction level. Questions may test your understanding of which activities belong to which level.
Tip 2: Focus on the Team Manager Role This is the only process where the Team Manager has primary responsibility. If a question asks about Team Manager activities, Managing Product Delivery is likely the correct answer.
Tip 3: Understand the Work Package The work package is central to this process. Know what it contains: product descriptions, constraints, tolerances, reporting requirements, and approval methods.
Tip 4: Know the Checkpoint Report Checkpoint Reports are produced during Execute a Work Package. They provide progress information to the Project Manager at intervals defined in the work package.
Tip 5: Recognize Process Interfaces Questions often test the relationship between Managing Product Delivery and Controlling a Stage. Remember that work packages flow from Controlling a Stage, and checkpoint reports flow back to it.
Tip 6: Quality Focus Managing Product Delivery ensures products meet quality criteria. The Quality Register is updated during this process to record quality activities and results.
Common Exam Question Types:
• Identifying which role performs specific activities • Matching activities to the correct process • Understanding the purpose of checkpoint reports • Recognizing when work packages are accepted or delivered • Identifying the correct sequence of activities
When answering scenario-based questions, look for keywords like team, work package, checkpoint, or product creation to identify Managing Product Delivery context.