In the context of the PRINCE2 7 Managing Product Delivery process, the 'Accept Work Package' activity represents the fundamental handshake between the Project Manager and the Team Manager. Its primary objective is to ensure that the team understands the work requirements and can commit to delivering the products within the agreed constraints before execution begins.

Upon receiving a Work Package from the Project Manager (who authorizes it during the 'Controlling a Stage' process), the Team Manager does not simply start work. Instead, they must first examine the Work Package description to understand the Product Descriptions, quality criteria, techniques, and tolerances. The Team Manager assesses the feasibility of the task, checking if the allocated time, cost, and resources are sufficient.

During this activity, the Team Manager produces or updates a Team Plan, detailing how the work will be executed and monitored. This planning phase allows the team to identify specific risks and dependencies associated with the deliverables. It is a negotiation point; if the Team Manager believes the work cannot be completed within the defined tolerances, they must raise an issue or reject the Work Package rather than setting the team up for failure.

Formal acceptance involves agreeing on the Team Plan, the reporting frequency (Checkpoint Reports), and the method of product handover. Once the Team Manager and Project Manager reach an agreement, the Work Package is technically 'accepted,' authorizing the team to proceed to the 'Execute Work Package' activity. This ensures clarity of scope and accountability, bridging the gap between project direction and technical delivery.

In the context of the PRINCE2 7 Managing Product Delivery process, the activity 'Execute a work package' represents the core production phase where specialist products are actually created, tested, and prepared. Once the Team Manager has accepted a Work Package from the Project Manager, the focus shifts to the development of the deliverables defined within it.

During this activity, the Team Manager coordinates the team's efforts to ensure the work is carried out according to the Product Descriptions and within the agreed tolerances for time, cost, and quality. The team members perform the technical work and apply the specified quality methods—such as inspections, testing, or peer reviews—to verify that the products meet the required quality criteria. These quality checks are mandatory before a product is considered complete.

Simultaneously, the Team Manager is responsible for monitoring progress and resource consumption against the Team Plan. They must maintain the Team Register (or equivalent log) to record quality results, issues, and risks. If any issues arise that threaten the Work Package tolerances, the Team Manager must raise an issue to the Project Manager immediately.

Communication is maintained via Checkpoint Reports, which are sent to the Project Manager at agreed intervals. These reports provide updates on the status of the work, resource usage, and any problems encountered. The activity concludes when the products are completed and approved by the authorities identified in the Product Description, at which point the team moves to the 'Deliver a work package' activity to hand over the completed outputs.

In the PRINCE2 7 Managing Product Delivery process, the 'Deliver a work package' activity is the engine room of the project where specialist products are created, modified, and tested. Once the Team Manager has formally accepted a Work Package from the Project Manager, the team moves into this execution phase.

The primary objective is to complete the work defined in the Work Package description while adhering to the specified quality criteria, interfaces, and constraints. The Team Manager ensures that the specialist products are developed in accordance with the agreed approaches and that all quality methods—such as inspections, testing, or reviews—are executed properly. As these quality activities occur, the Team Manager updates the Quality Register and secures the necessary approval records to confirm the products are fit for purpose.

Throughout this activity, the Team Manager monitors progress and resource consumption against the Team Plan. Regular communication is maintained with the Project Manager through Checkpoint Reports, which are submitted at the frequency and format agreed upon in the Work Package. These reports provide updates on status, progress, and future forecasts.

Simultaneously, the Team Manager manages work-level issues and risks, recording them in the Daily Log. Crucially, if there is any forecast that the agreed tolerances for the Work Package (time, cost, or scope) will be exceeded, the Team Manager must immediately raise an issue to the Project Manager. The activity encompasses all the effort required until the products are completed, quality-checked, and approved, effectively preparing them for the 'Execute a work package' completion notification.

In PRINCE2 7, within the Managing Product Delivery process, the Team Manager acts as the vital interface between the Project Manager and the specialist team members. Their primary objective is to ensure that products are created to the defined quality, within specific timescales, and at an agreed cost.

The responsibilities commence with the acceptance of a Work Package. The Team Manager reviews the Work Package to ensure the requirements are clear and achievable within the constraints and tolerances defined by the Project Manager. This often involves the creation of a Team Plan, which maps out the specific activities and resources required to execute the work.

During execution, the Team Manager supervises the specialist team, ensuring that the work adheres to the authorized Work Package. A critical responsibility is monitoring progress and providing regular updates to the Project Manager via Checkpoint Reports. This mechanism separates the detailed management of the team from the Project Manager’s oversight, allowing for technical independence while maintaining control.

Additionally, the Team Manager is responsible for ensuring that all Quality Register entries are updated and that specific quality activities (such as testing or inspections) are performed and approved. They must also manage any specific risks or issues that arise within the team's scope. Finally, the Team Manager coordinates the handover of completed products, obtaining the necessary approvals before formally notifying the Project Manager that the Work Package is complete.

In the context of the PRINCE2 7 'Managing Product Delivery' (MP) process, Quality Compliance is the fundamental assurance mechanism ensuring that specialist products meet their defined requirements before they are handed back to the Project Manager. This process serves as the interface between the project management layer and the delivery layer, revolving primarily around the execution of the Work Package.

The cycle of compliance begins when the Team Manager accepts a Work Package. They must review the associated Product Descriptions to fully comprehend the quality criteria, quality tolerances, and the specific quality methods required (such as inspections, testing, or peer reviews). During the execution phase, the team produces the products in strict adherence to these specifications and the project's overarching Quality Management Approach.

Compliance is actively demonstrated through the execution of agreed quality controls. As products are created, the team performs the requisite checks. The results must be documented in Quality Records, and the status updated in the Quality Register. These records serve as the objective evidence that the product is 'fit for purpose' and meets the user's requirements.

Crucially, within PRINCE2 7, a product is not considered 'complete' until it has passed these quality checks. If a product fails, it requires rework or a formal concession from the Project Board. Before the 'Deliver a Work Package' activity is finalized, the Team Manager must verify that all quality activities are complete and approved. This rigorous adherence prevents technical debt and ensures that the Project Manager accepts only verified deliverables, thereby protecting the project's ability to realize its benefits and ensuring the final output aligns with the Business Case.