WORK PACKAGE DETAILED PLANNING

Once the work package structure has been designed, the next stage is to develop the detail of the individual work packages. The first stage in development is the appointment of a suitable work package manager. This is the person who will manage the work package on a day-to-day basis. The work package manager will be responsible for ensuring delivery of the work package and for marshalling the resources within it. Work package managers are usually fairly easy to identify within organizations. They are normally senior managers whose area of work significantly overlaps with the work content of the work package.

Many organizations have standard processes for work package development and where these exist they should be completed as directed. If there is not a standard work package template then you should design one. A template that could be used as the basis for the design is shown in the table in Figure 2.11.

Work package:                                                            Revision: XX

Work package ID: X.X                                         Date: DD/MM/YY

Work package owner: Joe Smith

Description

Deliverables

Key risks

Resources required						Funds required
Type	Q1	Q2	Q3	Q4	Type	Q1	Q2	Q3	Q4

Quality goals

Delegated boundaries

Sign-off

Resource owner	----------------
Project manager	----------------
Work package manager	----------------

Figure 2.11: Work package detailed description

The form shows the areas that you must consider when designing each work package: cost, quality, resource and scope. Although the form is self-explanatory, there are two sections that are worth special attention: delegated boundaries and sign-off.

Boundaries

Work package managers can be delegated significant authority. Ensuring that the delegated authority and its associated boundaries are clearly agreed between you and the work package manager is very important. Sadly, this clear agreement is not always achieved. Instead understanding is confined to being a by-product of the discussions covering the scope and content of the work package. Agreement is never achieved in this manner and relationships become strained when this method is adopted. It is essential that you discuss this section properly with the work package manager. Authority to act when properly delegated can be one of the most powerful ways of motivating staff, and motivated staff make the project more likely to succeed.

Completing this section is not simply achieved by setting the boundaries and then adding suitable text to the boundaries section of the form. Instead it is essential that you use the box as a mechanism for discussion with the work package manager about suitable boundaries. The discussion should be initiated and driven by you. You should continue to drive the discussion until an acceptable agreement has been reached. You should ensure that the discussion covers:

• resource and its deployment;

• interfaces and their associated responsibilities;

• capital and funds expenditure;

• use of contingency and reserve;

• change control and its management;

• reporting and levels of control.

To achieve a successful result it is helpful if prior to the meeting you assess each of these areas. This should result in you producing a list of points for each area of discussion. At the meeting you should allow the work package manager to lead the discussion. You should only take the lead if a point you have on your list is missed out. This way of working ensures that the work package manager feels in control of the discussion and feels that you are listening. It helps the work package manager to feel that his or her ideas are at the heart of the work package.

Sign-off

The completed form should be signed off by the resource owner(s), you and the work package manager. The signed form should then be considered as a contract between you and the work package manager. Sometimes project managers do not bother with the final step of sign-off. After the ongoing discussions leading up to the signing of the work package the signing itself may seem unimportant. Not completing the form by signing it is a mistake. The physical act of signing means that the person concerned is more likely to read through the final presentation of the material. Human nature is such that people will often say they approve a document until they are asked to sign it. Signing the document is a public commitment to the document contents. When faced with adding their approval signature, people normally take extra time to ensure that they have read the material thoroughly and that they agree with the contents.

Once the work package has been signed it should be kept together with any supporting documents in a safe place. All the work packages should be held together and only copies distributed. All work packages should be placed under change control (which is covered in Chapter 3).