57086 05 managing_productdelivery

David Sowden, The University of Hull

657086 Contract and Project Management

657086 Contract and Project Management

Introduction to Processes - Managing Product Delivery

David Sowden, The University of Hull

Overview

• Managing Product Delivery– Fundamental principles– Contexts– Process description– Accepting/Executing/Delivering a Work Package

3

Get approval for the completed products

Managing Product Delivery

4

Report on quality and progress

Supervise the team’s work

Plan the team’s work

Agree the work with the Project Manager

THE BASICS

Relationships of Processes

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Starting a Project

Directing a Project

Initiating a Project

Managing a Stage

Boundary

Controlling a Stage

Managing ‘Product’ Delivery

End

Closing a Project

Icons

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Guidelines - Rules, Policies,instructions that should be followed

Resources - tools, systemsor materials required to complete a task

Managing Project Delivery (1)

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Accepting a Work PackageControlling a Stage

Update Quality RegisterCreate Team Plan(s)Approve Work Package(s)PIDWork package(s)

Work Package delivery authorised

Managing Project Delivery (2)

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Execute a Work Package

Obtain approval record(s)Create Checkpoint Report(s)Update Configuration Item records

PIDTeam Plan(s)

Work Package accepted

Create Specialist Product(s)Create Team Plan(s)

Work package(s)

Managing Project Delivery (3)

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Deliver a Work Package

Update Team plan(s)Update Work Package(s)Quality Register

Work Package executed

Work package(s)

Managing Project Delivery (4)

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Controlling a Stage

Controlling a Stage

Controlling a Stage

Deliver a Work Package

New issues raised

New risk raised

Completed Work Package

section 5

section 5

section 5

TASK

Review your product delivery

Did the Work Package and Product Description(s) contain sufficient information, including cross-references?

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?

CHECK