Managing Product Delivery

Key sections

AD 1

AD 2

AD 3

AD 4

AD 5

PRINCE2® 2009 - Managing Product Delivery part 2

© Crown copyright 2009 All rights reserved. Material is reproduced with the permission
of the Cabinet Office under delegated authority from the Controller of HMSO.

Objective

The objective of the Managing Product Delivery process is to ensure that:

Work on products allocated to the team is authorized and agreed
Team Managers, team members and suppliers are clear as to what is to be produced and what is the expected effort, cost or timescales
The planned products are delivered to expectations and within tolerance
Accurate progress information is provided to the Project Manager at an agreed frequency to ensure that expectations are managed

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

Non - PRINCE2 information

Purchase the full productThis product contains EVERYTHING in the publications:

Managing Successful Projects with PRINCE2 - 2005 edition
Managing successful Projects with PRINCE2 – 2009 edition
Directing Projects with PRINCE2.

And much more besides - at a fraction of the cost.

NON - PRINCE2 project management

Introduction

What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]

General

Project manager [see Project manager – part 1 - Overview]

PRINCE2 2005

Introduction

Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
59The components [see The components]

Appointing an Executive and Project Manager [see Starting up a Project (SU) - part 2]
Project Manager [see Organization - The PRINCE2 approach - The project management team - Project Manager]

PRINCE2 2009

Dealing with changes to the project management team [see Organization - The PRINCE2 approach - The project management team – Dealing with changes to the project management team]
Team Manager [see Organization - The PRINCE2 approach - The project management team – Team Manager]

Change

Process

Final delivery stage [see Introduction to processes - The PRINCE2 journey - Final delivery stage]
Initiation stage [see Introduction to processes - The PRINCE2 journey - Initiation stage]
Pre-project [see Introduction to processes - The PRINCE2 journey - Pre-project]
Subsequent delivery stages [see Introduction to processes - The PRINCE2 journey - Subsequent delivery stages]

Time management

Introduction

Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]

Goals

Goals 1 [see Goals 1]
Goals 2 [see Goals 2]

Objectives

Objectives [see Objectives]
Prioritising objectives part 1 [see Prioritising objectives 1]
Prioritising objectives part 2 [see Prioritising objectives 2]
Prioritising objectives part 3 [see Prioritising objectives 3]

Urgent v important

Urgent v Important 1 [see Urgent v Important 1]
Urgent v Important 2 [see Urgent v Important 2]

Key time destroyers

Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]

Risk management

Introduction

What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]

Leadership

Introduction

Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]

other sites of interest in the series

this is not the official brand site for PRINCE2® — OGC official brand sites are

PRINCE2® is a registered trade mark of the Cabinet Office.

Material on this site covers the PRINCE2® process as referred to in the OGC publication:

‘Managing successful Projects with PRINCE2 – 2009 edition’ and ‘Directing Projects with PRINCE2’.

PRINCE2® 2009 - Managing Product Delivery part 2

Objective

Non - PRINCE2 information

Purchase the full productThis product contains EVERYTHING in the publications: Managing Successful Projects with PRINCE2 - 2005 edition Managing successful Projects with PRINCE2 – 2009 edition Directing Projects with PRINCE2. And much more besides - at a fraction of the cost.

NON - PRINCE2 project management

PRINCE2 2005

PRINCE2 2009

Time management

Risk management

Leadership

Purchase the full productThis product contains EVERYTHING in the publications:

Managing Successful Projects with PRINCE2 - 2005 edition
Managing successful Projects with PRINCE2 – 2009 edition
Directing Projects with PRINCE2.

And much more besides - at a fraction of the cost.