18. Process: Managing product delivery


PRINCE2 Foundation

The course is part of this learning path

Managing product delivery process

The course focuses on the components of the method and how they help to structure project delivery. Delegates should note that evening work will be assigned which is not expected to exceed two hours per night.

Specific course content will include:

PRINCE2 Overview

  • The structure of the method and the guide will be introduced before we discuss the context within which a PRINCE2 project operates.
  • Principles
  • The seven PRINCE2 principles provide the framework for managing the project and are built on good practice developed from successful and failed projects.
  • Themes and Processes


The seven PRINCE2 themes are aspects of the project that must be continually addressed and integrated as the project journeys through its life cycle.

  1. Business Case
  2. Organization
  3. Quality
  4. Plans
  5. Risk
  6. Change
  7. Progress


The seven PRINCE2 processes encompass the chronological activities that are required to direct, manage and deliver the project successfully. The activities include pre-project, initiation and delivery, and end with project closure.

  1. Starting up a Project
  2. Directing a Project
  3. Initiating a Project
  4. Controlling a Stage
  5. Managing Product Delivery
  6. Managing a Stage Boundary
  7. Closing a Project


PRINCE2® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved


- Welcome to Module 18, where we look at the managing product delivery process. And we will be looking at the purpose, objectives, and context and looking at a few of the measurement products involved, as well. The purpose and objectives are in Chapter 18 and you can have a look at them there as well, if you want to. But to see it here now, the purpose of managing product delivery process is to control the link between the project manager and the team manager or managers, 'cause there could be more than one. So I'm not loving the language "control the link" because I can see, and you'll see this in a minute, the team managers have their own activities and where they are working. There is a link between the project manager and the team managers. And so, I suppose I can see where they come from on this. But certainly remember the language, the purpose of the managing product delivery process is to control the link between the project manager and the team managers. So if we look at the objectives, what we're doing here is to ensure that work on the products in the work package is authorised before they start and agreed, so everyone knows what they've got to do, and the team is clear, about what is going to be produced and how much it's going to cost, how long it's going to take, and how much effort is going to be put in. We need to make sure that the plan products are delivered to our expectations and within the tolerances that have been set in the work package. And we need to keep accurate progress information and give that to the project manager as required at the agreed frequency. So those are our key objectives. The activities and the diagram that you see in Section 18.3 is actually the most simple one we've seen so far in the process chapters. So I could probably go through this diagram, but in keeping with the other modules, let's take a look at each activity individually through a slide buildup. The first activity is to accept a work package and this might take some time. It might be some negotiation with the project manager because I'm sure the project manager would love this work to be done 50 pounds by the end of the day. But the team manager might look at that work package and go "I don't think so. This is going to cost a thousand pounds, at least, and it's going to take three days". So they will say, "No, I am not going to accept that work package" and then the project manager has to renegotiate with them. Eventually though, they'll come to some agreement. And if the team manager's happy with the terms in the work package, they can start then thinking about planning their work. So the team manager, once they've agreed the work package, may need to create a team plan. But this is optional only if they need it. Once the work package has been formally accepted and we have a team plan, if they need it, then we can go to the next activity which is to execute a work package. And there's quite a lot going on here. Firstly, the team managers have to make sure that the specialist products are made. They are creating the products agreed in a work package. Once they have been created, then they need to be tested. So the team manager's going to make sure that we're carrying out quality control. And once it's gone through quality control and been tested, the quality register will need to be updated with the results of the test. And once the test has been completed with a pass, the team manager will have to ensure that it gets approved formally. And then once that's done, they can deliver it to the project manager. All the while, though, while they've been doing this, they've been creating regular checkpoint reports. Once the product has been, or products, 'cause there might be several products in the work package. Once they've all been approved and the team manager is ready to hand back the work package, they have an activity for this. It's called deliver a work package. And they're basically sending the products up to the project manager and informing them that they have finished the work package. And what might happen then is the project manager checks the stage plan and says, "Oh, okay, I can give that team manager more work". And so he'd go through the cycle again, maybe several times if we're using the same team manager for many work packages. So those are the activities and a mention of the major products that the team manager's involved with. And you can see here on this final slide that they're really working with the project manager here a lot. They will agree the work package but they're also are going to create their own team plans while, all the while, sending up those regular checkpoint reports and filling in the quality register, as required. So, that's an introduction to the managing product delivery process. We're done.

About the Author
Learning Paths

A hard working, self-motivated and dedicated IT Consultant with extensive experience and a proven track record in the areas of Management, Networking, Communications and Security. A capable organiser, quick to grasp and make good use of new ideas and concepts. Reliable and conscientious in all work aspects. Possesses exceptional interpersonal skills and utilises communicative abilities to build, develop and maintain effective relationships. A motivational and inspirational manager, who enjoys being part of a successful and productive team, and thrives in highly pressurised and challenging working environments.