MP - Managing Product Delivery

The purpose of the Managing Product Delivery process is to control the link between the Project Manager and the Team Manager(s), by placing formal requirements on accepting, executing and delivering project work.

Compliance

Yes

- There is evidence that the project complies to the criteria

- There is no evidence that the project complies to the criteria

N/A

- This criteria does not apply via the use of tailoring or other justifiable reasons

Quality

Red

- The is no evidence or the evidence does not comply with the PRINCE2 methodology

Amber

- The evidence is reasonable, but could benefit from significant improvement to comply fully with PRINCE2

Green

- The evidence complies fully with PRINCE2

N/A

- This criteria does not apply via the use of tailoring or other justifiable reasons

SU IP PL SB CS MP DP CP Report
Managing Product Delivery (MP)
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	Criteria Question	Compliance	Quality
Accepting a Work Package
	Have work packages been documented?
	Do work package documents conform to PRINCE2 standards?
	Have work packages been authorised?
	Have the team managers accepted work packages?
	Are reporting requirements explicit?
	Is interface with project assurance explicit?
	Are links to configuration management explicit?
	Has a team plan been created that demonstrates that the work package could be completed within agreed tolerances?
	Are risks and issues recorded?
Executing a Work Package
	Are team plans relevant to work packages?
	Are quality logs updated with details of quality checks?
	Are quality assurance checks aligned to product description, quality criteria and methods?
	Are checkpoint meetings documented?
	Are there work package progress reports?
Delivering A work Package
	Has product acceptance and handover been documented?
	Has configuration item records been updated to reflect completion and handover of the products?
	Have lessons learnt log entries been recorded at completion?
	Is work package completion documented?

Maturity Model Rating For This Phase
Level 1 - Initial • Methodology is not being adopted • Project success very unpredictable Level 2 - Managed • Partial adoption of methodology • Project success unpredictable Level 3 - Defined • Variable adoption of methodology • Some project predictability Level 4 - Quality • Good adoption of methodology • Projects generally predictable Level 5 - Optimised • Full adoption of methodology • Project very predictable
Phase Analysis