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Managing Product Delivery Process

Apply Team Manager activities for work package delivery.

Covers the Team Manager's activities: accept work package, execute work package, and deliver work package. Focuses on the interface between Project Manager and Team Manager, quality compliance during delivery, checkpoint reporting, and analyzing whether delivery approaches are effective for the project context.
5 minutes 5 Questions

In the context of PRINCE2 7, the Managing Product Delivery (MP) process serves as the defined interface between the management layer (Project Manager) and the delivery layer (Team Manager). Its primary objective is to ensure that the project's products are created, quality-checked, and approved wit…

Concepts covered: Accept Work Package, Execute Work Package, Deliver Work Package, Team Manager Responsibilities, Quality Compliance in Delivery

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PRINCE2 Practitioner - Managing Product Delivery Process Example Questions

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Question 1

A maritime logistics company is executing a Work Package to implement cargo tracking systems across 14 container shipping vessels. The Team Manager received authorization for 42 days with £156,000 budget and tolerances of +7 days and +£15,000. On day 31, the team has installed tracking systems on 10 vessels, spent £118,000, and forecasts completion in 41 days within all tolerances. During a checkpoint assessment, the Team Manager observes that installation crews have been mounting GPS antenna units at different locations on each vessel—some mount them on the forward mast, others on the bridge roof, and some on the stern superstructure. All mounting positions comply with the Product Description's requirement that 'GPS antennas must achieve unobstructed sky visibility with signal strength above -130dBm while maintaining secure attachment to vessel structure.' Each installation has passed signal quality testing and maritime safety inspections, with all systems providing accurate position data within the specified ±5 meter accuracy requirement. The shipping line's technical superintendent has inspected completed vessels and certified the installations as compliant with international maritime regulations. However, the varied antenna positions are resulting in different cable routing configurations and maintenance access procedures across the fleet, though all meet the documented functional and safety requirements. The Product Description specifies signal performance criteria and structural safety standards but does not mandate uniform antenna placement across all vessels. The Team Manager has been submitting regular checkpoint reports showing progress within tolerances, and the Project Manager has acknowledged these reports with approval for continuation. What should the Team Manager do in this situation?

Correct Answer: Continue executing the Work Package as authorized, since all installations meet the specified acceptance criteria and quality requirements, while documenting the antenna position variations in progress reports to the Project Manager

In PRINCE2 7, the Team Manager's primary responsibility is to execute Work Packages within the delegated authority and tolerances provided by the Project Manager. The key principle here is 'management by exception' - Team Managers should only escalate to the Project Manager when they forecast exceeding tolerances or when there are issues that prevent them from delivering products that meet their acceptance criteria.

In this scenario, several critical factors support continuing with execution:

  1. All installations meet the documented acceptance criteria in the Product Description (signal strength above -130dBm, ±5 meter accuracy, unobstructed sky visibility, secure structural attachment)

  2. Work is progressing within all tolerances (forecasting 41 days against 42+7 day tolerance, spending within budget tolerance)

  3. All installations have passed quality testing and regulatory inspections

  4. The Product Description does not specify uniform antenna placement as a requirement

  5. The variations do not represent a deviation from documented specifications

The Team Manager should continue executing as authorized while maintaining transparency by documenting the antenna position variations in checkpoint reports. This approach respects the delegated authority structure, avoids unnecessary escalation, and keeps the Project Manager informed through regular reporting channels.

Pausing work and escalating as an Exception would be inappropriate because there is no actual exception - the work meets all specified requirements and is within tolerances. PRINCE2 defines an Exception as a forecast deviation beyond tolerance or an issue preventing product delivery to specification, neither of which applies here.

Establishing a preferred mounting location independently would exceed the Team Manager's authority by making a design decision that could have broader project implications (standardization affects maintenance procedures, spare parts, training, etc.). Such decisions belong at the Project Manager level with input from relevant project stakeholders.

Requesting guidance when none is needed creates unnecessary overhead and undermines the efficiency of delegated authority. The Project Manager has already provided clear specifications through the Product Description and receives regular checkpoint reports. If standardization were required, it would have been specified in the Product Description or communicated through project direction.

Question 2

You are the Team Manager for a data analytics work package developing customer segmentation models for a marketing campaign. Your team of three data scientists has been working for four weeks and is at 65% completion within all tolerances. During this morning's code review session, you discover that your team has been accessing a supplementary customer dataset from the data warehouse that was not explicitly listed in the Work Package documentation. Your team lead explains they found this additional dataset three weeks ago and determined it significantly improves model accuracy by 18%, taking the precision from 76% to 94%. The dataset comes from the same secure data warehouse mentioned in the Work Package, contains similar customer attributes, and your team has followed all data governance protocols for access and handling. However, the Work Package specifically listed five source tables to be used, and this sixth dataset was not among them. The enhanced models have already been presented internally to your team's data quality reviewer, who praised the improved results. Your next Checkpoint Report to the Project Manager is tomorrow morning. What should have been your approach when your team first identified this additional dataset opportunity three weeks ago?

Correct Answer: Raise the proposed dataset addition with the Project Manager before incorporation, explaining the potential accuracy improvement and requesting formal approval to expand the defined data sources within the Work Package scope

The correct approach would have been to raise the proposed dataset addition with the Project Manager before incorporation, explaining the potential accuracy improvement and requesting formal approval to expand the defined data sources within the Work Package scope.

In PRINCE2 7, a Work Package represents a formal agreement between the Project Manager and Team Manager, defining exactly what must be delivered and how. It establishes the boundaries within which the team can work autonomously. When the Work Package specifically listed five source tables, this created a defined scope baseline that the team agreed to deliver against.

The key principle here is 'Manage by Exception' - Team Managers have authority to manage work within agreed tolerances and defined scope, but must escalate when circumstances require deviation from the agreed Work Package parameters. Even though the work remains within time and cost tolerances, changing the defined data sources represents a scope change that requires Project Manager approval.

This situation requires exception management because:
- The Work Package explicitly defined five data sources, creating a scope boundary
- Adding a sixth dataset, regardless of its benefits, changes what was agreed
- The Project Manager needs to assess wider implications (data privacy approvals, Product Description alignment, acceptance criteria impacts)
- Stakeholder expectations may be affected by the enhanced capability

The other approaches are incorrect because:

Documenting in the Quality Log and reporting retrospectively fails to seek approval before making the change. The Quality Log tracks quality activities and results, not scope changes. By the time this reaches the Checkpoint Report, the change has already been implemented for three weeks, which violates the principle of managing by exception proactively.

Authorizing the team to proceed independently exceeds the Team Manager's authority. While the dataset comes from an approved environment and improves quality, the Team Manager cannot unilaterally expand the defined scope of the Work Package. The fact that it's from the same warehouse doesn't automatically authorize its use when the Work Package specifically constrained the data sources.

Conducting a team assessment and incorporating the dataset still represents unilateral scope expansion without proper authority. While validating quality criteria and governance compliance is good practice, it doesn't address the fundamental issue that the Work Package scope is being changed without Project Manager approval. Noting it in the Checkpoint Report after implementation is reactive rather than following proper exception management.

The correct approach ensures proper governance, maintains the integrity of the Work Package agreement, and allows the Project Manager to make informed decisions about scope changes while considering the broader project context.

Question 3

Which document does a Team Manager use to report progress, issues, and forecast completion status to the Project Manager at regular intervals?

Correct Answer: Checkpoint Report

The correct answer is Checkpoint Report.

In PRINCE2 7, the Checkpoint Report is the management product used by a Team Manager to report progress to the Project Manager at regular intervals. This report provides:

• Current status of work package delivery
• Progress against the agreed tolerances
• Issues that have arisen during the reporting period
• Forecast completion date and costs
• Any risks or problems that need escalation

The Checkpoint Report is part of the 'Controlling a Stage' process and enables the Project Manager to maintain day-to-day control over the project by receiving regular updates from Team Managers.

Why the other answers are incorrect:

The Highlight Report is used by the Project Manager to report progress to the Project Board, not by Team Managers to report to the Project Manager. It operates at a higher level of management reporting.

The End Stage Report is produced by the Project Manager at the end of each management stage to report on stage performance to the Project Board. It is not used for regular interval reporting during stage execution.

The Work Package Authorization is a document that flows in the opposite direction - it is given by the Project Manager to the Team Manager to authorize and describe work to be done. It is not a progress reporting document.

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