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Contract and Project Management
Introduction to Processes -
Managing Product Delivery
David Sowden, The University of Hull
3. Overview
• Managing Product Delivery
– Fundamental principles
– Contexts
– Process description
– Accepting/Executing/Delivering a Work Package
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4. Managing Product Delivery THE B
AS ICS
Agree the work with the
Project Manager
Plan the team’s work
Supervise the team’s work
Report on quality and progress
Get approval for the
completed products
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5. Relationships
of Processes
Initiating a
Project
Managing
a Stage
Boundary
Directing a
Project End
Starting
a Project
Controlling
Closing a a Stage
Project
Managing
‘Product’
Delivery
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6. Icons
Guidelines - Rules, Policies,
instructions that should be
followed
Resources - tools, systems
or materials required to
complete a task
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7. Managing Project Delivery (1)
Controlling Work Package
delivery authorised
Accepting a Work Package
a Stage
Update Quality Register
Create Team Plan(s)
Approve Work Package(s)
PID
Work package(s)
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8. Managing Project Delivery (2)
Work Package accepted Execute a Work Package
Obtain approval record(s)
Create Checkpoint Report(s)
Update Configuration Item records
Create Specialist Product(s)
Create Team Plan(s)
PID
Team Plan(s)
Work package(s)
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9. Managing Project Delivery (3)
Work Package executed Deliver a Work Package
Update Team plan(s)
Update Work Package(s)
Quality Register
Work package(s)
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10. Managing Project Delivery (4)
Completed Work Controlling
Deliver a Work Package a Stage
Package
section 5
Controlling
New risk raised a Stage
section 5
Controlling
New issues raised a Stage
section 5
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12. CHEC
Did the Work Package and Product Description(s) contain sufficient information, including cross-references?
K
Has a Team Plan been created that demonstrates that the Work Package could be completed within agreed tolerances?
Has the Team Plan been updated with actuals and revised forecasts?
Was progress (actuals and forecast) checked against agreed tolerances?
If tolerances were forecast to be exceeded, were they escalated to the Project Manager?
Were Checkpoint Reports issued to the Project Manager at the frequency and in the format agreed?
Did the Team Manager notify the Project Manager of any issues and risks?
Do approval records exist for each completed product?
Did the Team Manager notify Project Support of any required updates to Configuration Item Records and the Quality Register?
Did the Team Manager notify the Project Manager that all the products in the Work Package had been delivered?
