PRINCE2 Processes · Topic 3 of 4
Controlling a Stage and Managing Product Delivery
PRINCE2 7 processes controlling a stage and managing product delivery: purpose, objectives and context, work packages, checkpoint and highlight reporting.
- 5 min
- Controlling a stage: project manager's day-to-day management of each delivery stage.
- Controlling a stage starts when the board authorises a stage.
- Managing product delivery: team manager accepts, executes and delivers work packages.
What it is
Controlling a stage is the project manager's day-to-day management of a stage: assigning work, monitoring it, dealing with issues and risks, and reporting to the project board. Managing product delivery is the team manager's side: accepting, doing and delivering that work.
The two processes are linked by the work package, which formally passes responsibility for work from the project manager to a team manager.
How it works
Controlling a stage: purpose
The purpose of controlling a stage is to assign work to be done, monitor that work, deal with issues, report progress to the project board, and take corrective actions to ensure the stage remains within tolerance.
Controlling a stage: objectives
| Objective | In plain words |
|---|---|
| Attention is focused on delivery of the stage's products | No uncontrolled change or diverted effort |
| Risks and issues are kept under control | Captured, assessed and responded to |
| The business case is kept under review | Changes in cost, time or benefit are watched |
| The agreed products for the stage are delivered to the stated quality, within cost, effort and time agreed | And ultimately support the planned benefits |
| The project management team is focused on delivery within tolerances | Exceptions are raised when forecast |
Controlling a stage: context
Controlling a stage begins after the project board authorises a stage, and runs until the end of that stage. It is used for every delivery stage; the initiation stage is managed through initiating a project.
The project manager runs a cycle of work and control, and escalates if stage tolerance is forecast to be exceeded.
| Situation | Project manager action |
|---|---|
| Work within stage tolerance | Take corrective action and carry on |
| Stage forecast to exceed tolerance | Escalate with an exception report to the board |
| Stage nearly complete | Move into managing a stage boundary |
| Final stage nearly complete | Move into closing a project |
Managing product delivery: purpose
The purpose of managing product delivery is to control the link between the project manager and the team manager(s), by agreeing the requirements for acceptance, execution and delivery of work.
Managing product delivery: objectives
| Objective | In plain words |
|---|---|
| Work on products allocated to the team is authorised and agreed | Through the work package |
| Team managers, team members and suppliers are clear about what is to be produced and the expected effort, cost and timescales | Everyone understands the work |
| The planned products are delivered to expectations and within tolerance | Quality criteria met |
| Accurate progress information is provided to the project manager at an agreed frequency | Checkpoint reports |
Managing product delivery: context
Managing product delivery is carried out by the team manager. It has three broad parts: accept a work package, execute a work package, and deliver a work package.
The team manager may produce a team plan, keeps the quality register updated for quality checks, sends checkpoint reports, and raises issues if the work package is forecast to exceed tolerance. The specialist teams may use any delivery approach, such as iterative-incremental sprints, inside the work package.
Managing product delivery is especially useful when the team is from an external supplier that does not use PRINCE2. The work package gives the project manager control without dictating how the supplier works.
A worked example
A retailer's warehouse automation project is in stage three. The project manager authorises a work package to the integrator's team manager, describing the conveyor control software, its product descriptions, tolerances of plus or minus one week and fortnightly checkpoint reports.
The team manager accepts it, builds a team plan using two week iterations, and reports progress in checkpoint reports. When a test shows an off-specification, the team manager raises an issue. The project manager handles it within stage tolerance and reports it in the next highlight report.
How the exam asks about this
- "Which process includes assigning work, monitoring it, dealing with issues and reporting progress to the project board?" Controlling a stage.
- "What is the purpose of managing product delivery?" To control the link between project manager and team manager by agreeing requirements for acceptance, execution and delivery of work.
- "Who carries out managing product delivery?" The team manager.
What to remember for the exam
- Controlling a stage: project manager's day-to-day management of each delivery stage.
- Controlling a stage starts when the board authorises a stage.
- Managing product delivery: team manager accepts, executes and delivers work packages.
- The work package is the formal link between the two processes.
- Checkpoint reports go to the project manager; highlight reports go to the board.
Controlling a stage takes corrective action only within tolerance. Once stage tolerance is forecast to be exceeded, the project manager must escalate.
Common mistakes
Thinking the project manager directs specialists directly. Work is passed through work packages to team managers.
Forcing PRINCE2 onto supplier teams. Managing product delivery only requires agreement on the work package, not that suppliers use PRINCE2.
Running controlling a stage for initiation. The initiation stage is managed through initiating a project.
Check yourself
What links controlling a stage and managing product delivery?
The work package, authorised by the project manager and accepted by the team manager.
What are the three parts of managing product delivery?
Accept a work package, execute a work package and deliver a work package.
What does the project manager do when stage tolerance is forecast to be exceeded?
Escalates to the project board with an exception report.
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