Work packages

A work package groups related effort inside a project. The Project Manager can give it a name, description, owner, dates and estimated hours before breaking it into tasks. In a product delivery effort, a package might collect the implementation work needed for a particular release commitment. The package is still a delivery grouping: its value comes from the tasks, schedule and recorded hours tied to it.

• Project parent. Every package belongs to a project, keeping scope and responsibility together.
• Package owner. The owner can compare the package estimate with task estimates and actual hours.
• Status signal. not started, in progress, Blocked and Done tell the manager whether work can proceed.

Decide how large a package should be before a manager creates several that overlap. Use a package name that a project owner can understand without reading every task. Put the anticipated start and end dates on the package when the schedule matters, and set estimated hours from a clear planning conversation. If work changes, the manager should update the package description and estimate with the team instead of leaving an old number to stand for a new commitment.

Agree who can mark a package Blocked. The status should trigger a discussion about the task or issue that prevents progress. Confirm who may declare Done once the tasks have been checked. A package can have its own status while child tasks still need review, so the Project Manager should inspect the task list before closing it.

For a release effort, create a package for the build and verification work, with an owner and dates. Add tasks for implementation and QA beneath it, each with an assignee and estimate. Compare package estimated hours with the sum of task estimates. As hours are logged against tasks, inspect the task actual hours and remaining hours on the package. This shows whether the working plan still fits the commitment.

Now block one task. The package owner should be able to locate it in Blocked Tasks and decide whether the package itself should be Blocked. Record an issue if the obstacle is a defect or change item, with severity and an owner. If the package end date slips, the Project Manager can use its record and the project schedule to discuss the effect on a milestone. Rehearse a return to in progress and finally Done after the task owners finish their work.

• Work Packages in Progress — Managers find packages that have not finished, with project, owner and end date.
• Blocked Tasks — The package owner sees the specific work needing intervention.

See project planning for package setup and delivery control for blocked work. Use the data model to plan migration.