Creating the PRINCE2 7 Specialist Products
To carry out the work of the project, an agreement and authorisation of must occur between the project manager and the specialist team (usually represented by the team manager).
PRINCE2 7 provides the work package description as the formal document containing the project manager’s work requirements, information and instructions, and in essence, acts as a ‘contract’ to pass responsibility between the project manager and the team manager who will be carrying out the work.
Such work package descriptions are normally used during the delivery stages two passes from the ‘controlling a stage’ process to the ‘managing product delivery’ process.
Each work package description contains information on at least one of the specialist products by the inclusion of the ‘product description’ for each of the above products.
PRINCE2 7 states that work should only commence and continue with the consent of the project manager, and hence the work package including its authorisation and acceptance, is a powerful control for the project.
It is important to recognise that no specialist work of any kind can be carried out unless there is an authorized and agreed a work package description covering such work.
For the project manager to maintain sufficient an effective control, the work package allows the team to carry out the work without constantly referring to the project manager which would likely cause delays and deviation from the authorised stage plan.
PRINCE2 Specialist Products Shell – The Work package benefits
The information contained in the work package description can be used to cross-check estimations made during the planning of the stage, and reviewing them now rather than once the work is underway, will allow such issues to be discussed and potential alternative arrangements or contingency plans to be drawn up.
The following points will help you understand the full benefits of a work package description:
- As a mechanism for formally passing work instructions, it helps enormously to avoid any misunderstandings or assumptions
- Where appropriate, it can be used as an aid for the performance assessment of those carrying out the work, by their line manager
- Because the structure of a work package description has been carefully thought through for effective communication, it can form an effective set of information when included within a contract
- The work package can highlight aspects that need to be communicated to other stakeholders and potential auditing or regulatory issues
- The work package will contain information on interim products and milestone dates, including any external dependencies upon which these rely
- The structure of the work package will ensure the low probability of any aspects of the work being missed all forgotten.
Because the work package description is given to the team manager it avoids the team manager having to rely on their memory of the conversation regarding the work, and of course it also helps because the team manager does not need to document the work any further.
The work package description contains detailed product descriptions of each product to be created how progress is to be reported, as well as other key aspects to be covered later in this article. The discipline and information contained within the work package will help be a focused discussion between the project manager and team manager, and this will encourage both parties to clarify their understanding and to ensure that the work can be done within the constraints laid down.
It is expected that the work package description will normally be handled formally, but if appropriate to do so, the work package can be a verbal instruction from project manager to team manager.
Some of the factors that may influence whether a work package description is done formally or informally may include the following aspects:
How complex is the work? If it is detailed and multifaceted work, or special instructions are needed to carry out the work, all that detailed information is needed to carry out the work, then the work package should consist of written instructions.
The knowledge and skill sets of the specialist team. If the specialist team are highly experienced with the type of products and the environment within which they will operate, then passing the details verbally may be acceptable.
The work and product creation are well understood. If the team have previous experience of the work, and it is of a simple nature to carry out within a short time frame, then a verbal work package may be acceptable.
Passing work to a third party. If the products are to be created by a separate organization or group, and most particularly if it forms part of a legal contract, then the work package should take the form of a written record.
The PRINCE2 Work Package description composition
Purpose
The purpose of a work package description is to describe how one or more products will be
produced and delivered. It is used to pass responsibility for work formally to a team manager or
team member.
High-level content
Description of work to be done: a statement of work and associated work breakdown structure
Team manager or person authorized: the name of the team manager or individual responsible for
the work package
Product descriptions:
the product descriptions associated with the work package
Techniques and procedures:
requirements for how the work is to be done
Change control requirements:
arrangements for control of the project and product baselines that fall within scope of the work package
Constraints:
restrictions or limits on the work, such as authorized work hours, safety, and security measures
Monitoring, control, and reporting:
description of how the work package will be monitored, controlled, and reported
Targets and tolerances:
the permissible deviations for scope, cost, and time for the work package
References:
applicable references from higher-level plans
Approval:
who will approve the completed products
Agreement a record of the initial authorization and final completion of the work package between
the project manager and the team manager.
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