PRINCE2® 7 Practitioner: Product Descriptions and Work Packages
Über den Vortrag
Der Vortrag „PRINCE2® 7 Practitioner: Product Descriptions and Work Packages“ von Andreas Ellenberger ist Bestandteil des Kurses „PRINCE2® 7 Practitioner: Processes (EN)“.
Quiz zum Vortrag
What is the essential difference between a product description and a work package in PRINCE2?
- The product description defines what should be created, the work package describes how it will be created
- The product description describes how it will be created, the work package defines what should be created
- The product description is intended for team managers, the work package is designated for project managers
- The product description contains time specifications and costs, the work package contains only quality requirements
- The product description is specified by the project board, the work package is created by the team manager
What belongs to the targets in a work package description?
- Product composition, quality specifications and required skills for creation
- Techniques and procedures, change control requirements and constraints in processing
- Time, cost, milestones and tolerances for the work package
- Monitoring, reporting and problem handling during project execution
- Approval procedures, acceptance methods and quality responsibilities for all stakeholders
Why cannot the quality specification for a concept be defined as precisely as for technical products?
- Concepts have no measurable quality characteristics and therefore cannot be defined
- Concepts are developed using agile methods and therefore require flexible quality definitions
- Concepts must be evaluated through reviews, as their quality is not measurable
- Concepts are strategic documents and are subject to different quality requirements
- Concepts are created by the project board and already have defined quality standards
To whom does the team manager report the progress of a work package?
- To the project board, as it makes the strategic decisions for the project
- To project assurance, as they are responsible for quality checks of products
- To all stakeholders, to ensure transparency in the project progress
- To the project manager, even when other authorities must be technically involved
- To project support, as they compile all reports
What must happen before a product description can be included in a work package?
- The team manager must check the product description for feasibility and adapt it accordingly
- The project team must discuss the product description together and finalize it
- The project board must authorize the product description in the "Directing a Project" process
- Quality reviewers must check the product description for completeness and consistency
- The project manager must include the product description in the project initiation documentation
What should a work package ideally encompass to be efficient?
- Individual tasks of three hours, to have maximum control over project progress
- All products of a stage, to reduce coordination and alignment effort
- Meaningful packages and not individual tasks, to enable self-organization
- All products of a stage, to better manage dependencies between products
- All activities for the following week, to enable distribution to individual specialists
Who should be mainly responsible for creating product descriptions?
- The project manager should create all product descriptions themselves to ensure consistency
- The project board should define strategic product descriptions and work them out in detail
- The entire project team should work out all product descriptions together in workshops
- Creators and acceptors should agree on the product descriptions
- External consultants should create neutral product descriptions to avoid conflicts of interest
Dozent des Vortrages PRINCE2® 7 Practitioner: Product Descriptions and Work Packages
Andreas Ellenberger
German version:
Andreas Ellenberger ist Berater, Coach und Trainer für nachhaltige Veränderungen. Er hilft Unternehmen bei der Etablierung von Projektmanagementstrukturen, die Mitarbeiter und Führungskräfte aus Überzeugung nutzen, um die Zukunft des Unternehmens zu gestalten. Denn erfolgreiche Projekte entstehen immer dann, wenn langfristige Ziele und die angemessene Einbindung der Projektbeteiligten im Vordergrund stehen. Dies beinhaltet auch die Offenheit zu Veränderung aufgrund von aktuellen Erfahrungen und Spielräume für jeden einzelnen, sich kreativ und innovativ einzubringen.
Nach seinem abgeschlossenen Studium der Betriebswirtschaftslehre hat er in 15 Jahren Praxiserfahrung in verschiedenen Rollen im Projektmanagement gesammelt. Als Berater, Projektleiter und im Projektmanagement-Office erlebte er Erfolgs- und Misserfolgsfaktoren für Projekte. Als Leiter einer IT-Abteilung im Großunternehmen und Leiter des Trainingsbereichs eines Beratungs- und Trainingsunternehmens sammelte er Führungserfahrung, die er ergänzt um seine Methodenkenntnis im Coaching und Training weitergibt.
Als akkreditierter Trainer für PRINCE2® und weitere international anerkannte Methoden im Projekt- und Portfoliomanagement gibt er seit Jahren sein Methodenwissen mit viel Bezug zur praktischen Umsetzung weiter. In seinen Präsenztrainings geht er konkret auf die Situation der Teilnehmer ein und erarbeitet gemeinsam Lösungsansätze für die eigene Praxis auf Basis der Theorie, um Nachhaltigkeit zu erreichen. Da ihm dies am Herzen liegt, steht er für Telefoncoachings und Prüfungen einzelner Unterlagen bzgl. der Anwendung gern zur Verfügung.
English version:
Andreas Ellenberger is a consultant, coach, and trainer for sustainable change. He helps companies establish project management structures that employees and managers use with conviction to shape the future of their organization. Successful projects always emerge when long-term goals and the appropriate involvement of project participants take center stage. This also includes openness to change based on current experiences and providing everyone with the freedom to contribute creatively and innovatively.
After completing his degree in business administration, he gained 15 years of practical experience in various project management roles. As a consultant, project manager, and member of a project management office, he experienced both success and failure factors in projects. As the head of an IT department in a large company and later as the head of the training division of a consulting and training company, he acquired leadership experience, which he now combines with his methodological expertise in coaching and training.
As an accredited trainer for PRINCE2® and other internationally recognized methods in project and portfolio management, he has been sharing his methodological knowledge for years, always with a strong focus on practical implementation. In his in-person trainings, he specifically addresses the participants’ situations and develops solution approaches for their own practice based on theory to achieve sustainability. Since this is particularly important to him, he is also available for telephone coaching sessions and the review of individual documents regarding their application.
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