Managing Successful Programmes (MSP®) study guide mind map

MSP® - process based standard, framework and best practice (not methodology) for general (not industry specific e.g. IT) Programme Management. MSP® is one of the 10 recognized globally and practically proven management standards from AXELOS® Global Best Practice family of UK standards. MSP® is a registered trade mark of AXELOS Limited.

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1. Software for Programme Managememnt

1.1. AtTask

1.1.1. AtTask PPM

1.1.1.1. http://www.attask.com/topics/ppm-project-portfolio-management

1.2. CA

1.2.1. Clarity PPM

1.2.1.1. http://www.ca.com/us/products/detail/ca-clarity-ppm.aspx

1.3. Compuware

1.3.1. Changepoint

1.3.1.1. http://www.changepoint.com/

1.4. Daptiv

1.4.1. Daptiv PPM

1.4.1.1. http://www.daptiv.com/solutions.htm

1.5. GenSight

1.5.1. Gensight PPM

1.5.1.1. http://www.gensight.com/Project-Portfolio-Management/Overview/Home.htm

1.6. HP

1.6.1. Project and Portfolio Management (PPM) Center

1.6.1.1. http://www8.hp.com/us/en/software-solutions/software.html?compURI=1171920

1.7. Métier

1.7.1. WorkLenz

1.7.1.1. http://www.metier.com/

1.8. Microsoft

1.8.1. Microsoft EPM: Project Server, Project Portfolio Server

1.8.1.1. http://www.microsoft.com/project/en/gb/solutions-partners.aspx

1.9. Oracle

1.9.1. PeopleSoft Enterprise

1.9.1.1. http://www.oracle.com/us/products/applications/peoplesoft-enterprise/overview/index.html

1.9.2. E-Business Suite Projects

1.9.2.1. http://www.oracle.com/us/products/applications/ebusiness/projects/051330.html

1.9.3. Primavera

1.9.3.1. http://www.oracle.com/pl/products/applications/primavera/overview/index.html?ssSourceSiteId=null

1.10. Planview

1.10.1. Planview Enterprise

1.10.1.1. http://www.planview.com/products/planview-enterprise/

1.11. SAP

1.11.1. cProjects/RPM

1.11.1.1. http://scn.sap.com/community/plm/rpm-collaborative-project-management-and-cfolders

1.12. Upland Software, Inc.

1.12.1. PowerSteering Software

1.12.1.1. http://www.powersteeringsoftware.com/product/program-portfolio-management

2. MSP® Principles (7)

2.1. What are principles?

2.1.1. Principles are universally applicable statements.

2.1.1.1. Principles are generic principles - the way in which they are applied must be tailored to suit the organizational circumstances, whilst ensuring the underlying rationale is maintained.

2.1.1.2. Prainciples are the common, universal and high-level factors that underpin success.

2.1.1.3. Principles are self-validating and empowering.

2.1.1.4. They provide guidance to organizations.

2.1.1.5. They guide the organization on what to aim for.

2.1.1.6. The principles provide a framework of good practice.

2.1.2. According to MSP® (and other AXELOS best practices) principles are:

2.1.2.1. Universal

2.1.2.1.1. MSP® is based upon these principles for a very simple reason. By being principles-based, it means that the framework can be applied to any shape, size or type of programme.

2.1.2.2. Self-validating

2.1.2.2.1. These principles have also been proven in practice over many years to be the most effective ways of managing porgrammes i.e. they are based upon modern best practices in programme management.

2.1.2.3. Empowering

2.1.2.3.1. The principles are also empowering to the programme management team because they can give them added confidence and an ability to shape and manage programmes

2.1.2.4. in other words "a good, old, MSP® marketing" :-)

2.1.3. Watch: What is MSP®The Principles video

2.2. 1. Remaining aligned with corporate strategy

2.2.1. A programme is typically a large investment that should make a significant contribution towards achieving corporate performance targets.

2.2.2. Programmes should maintain good links with what can be volatile corporate strategy, to ensure that the outcomes of the programme remain aligned with that strategy.

2.3. 2. Leading change

2.3.1. Leading people and the organisation to a better future.

2.3.1.1. A successful programme will result in a better future for the organisation.

2.3.2. Seeing through change in a programme is a leadership challenge.

2.3.2.1. People are non-linear, so managing people reuires leadership, managing by example and proactive attitute

2.3.3. In addition to the need to manage a large number of complex tasks, people need to be led.

2.3.4. It is impossible to move to a better future without clear leadership.

2.3.5. Programme leadership should give clear direction, engender trust, actively engage stakeholders, appoint the right people at the right time, be able to live with uncertainty, solve problems with creative solutions, and support the transition until the new ways of working are established and embedded.

2.4. 3. Envisioning and communicating a better future

2.4.1. The leaders must describe a clear vision of the future.

2.4.2. A programme is relevant where there is a need to achieve transformational change, where there is some marked step change or break with the present required in the future capability.

2.4.2.1. In order to achieve such a beneficial future state, the leaders of a programme must first describe a clear vision of that future.

2.4.3. A Vision Statement provides a summary impression of the desired future state by describing the new services, improved service levels or innovative ways of working with customers.

2.4.3.1. It is used to communicate the end goal of the programme and to engage and gain commitment from as many stakeholders as possible.

2.5. 4. Focusing on the benefits and threats to them

2.5.1. Satisfying strategic objectives by realising the end benefits.

2.5.2. Best-practice programme management aligns everything towards satisfying strategic objectives by realizing the end benefits.

2.5.2.1. Thus the programme’s boundary, including the projects and activities that become part of the programme, is determined to enable the realization of these end benefits.

2.5.3. The ultimate success of a programme is judged by its ability to realize these benefits and the continuing relevance of these benefits to the strategic context.

2.5.3.1. Everything within the programme should be focussed towards the realisation of these benefits.

2.5.3.1.1. This includes the effective management of the risks that could impact on these benefits.

2.5.4. If the benefits are of strategic value, then effective risk management is crucial.

2.6. 5. Adding value

2.6.1. The programme itself must add value beyond the constituent projects.

2.6.2. A programme only remains valid if it adds value to the sum of its constituent projects and major activities.

2.6.3. If it is found to add nothing, then it is better to close the programme and allow the projects to proceed independently.

2.6.4. There should be programme benefits that are over and above the benefits that the projects themselves are able to identify and claim.

2.7. 6. Designing and delivering a coherent capability

2.7.1. The programme will deliver a consistent end to end enhanced capability.

2.7.1.1. This should be internally coherent so that all quality requirements are optimised and released into operational use to ensure maximum incremental capability with minimal disruption to the organisation.

2.7.2. The capability that the programme will deliver is defined in the blueprint.

2.7.3. The programme will deliver a coherent organizational capability that is released into operational use according to a schedule that delivers maximum incremental improvements with minimal adverse operational impact.

2.8. 7. Learning from experience

2.8.1. A programme is a learning organization in that it reflects upon and improves its performance during its life.

2.8.2. A programme will perform better where members of the management assume the attitude of being learners.

2.8.3. Good governance requires approaches to managing the different themes that are regularly adjusted and adapted on the basis of experience and results to date.

2.8.3.1. Good benefits management encourages stakeholders to identify new opportunities to realize benefits as their awareness and experience increases.

3. MSP® - process based standard, framework and best practice (not methodology) for general (not industry specific e.g. IT) Programme Management. MSP® is one of the 12 recognized globally and practically proven management standards from AXELOS® Global Best Practice family of UK standards.

3.1. MSP® v1 was published in 1999.

3.2. MSP® v2 was published in 2003.

3.3. MSP® v3 was published in 2007.

3.4. MSP® v4, newest version is from 2011.

3.5. How MSP® fits into AXELOS® Global Best Practices family of UK standards.

3.5.1. MSP® in AXELOS® Global Best Practices family

3.6. AXELOS® Global Best Practices family of standards from UK.

3.6.1. PRINCE2® Agile

3.6.1.1. see PRINCE2® Agile mind map

3.6.2. ITIL®

3.6.2.1. see ITIL® mind map

3.6.3. M_o_R® - Management of Risk

3.6.3.1. see M_o_R® mind map

3.6.4. MoV® - Management of Value

3.6.4.1. see MoV® mind map

3.6.5. MoP® - Management of Portfolios

3.6.5.1. see MoP® mind map

3.6.6. MSP® - Managing Successful Programmes

3.6.6.1. see MSP® mind map

3.6.7. PRINCE2® - PRojects IN Changing Environments

3.6.7.1. see PRINCE2® mind map

3.6.8. P3O® - Portfolio, Programme and Project Office

3.6.8.1. see P3O® mind map

3.6.9. yet remember - "In reality there are no such things as best practices. There are only practices that are good within a certain context."

3.6.10. Since 2000 the Office of Government Commerce (OGC), former owner of PRINCE2® (and other Best Management Practices) has been the custodian of the portfolio on behalf of UKG. In June 2010 as a result of UKG reorganisation the Minister for the Cabinet Office announced that the PRINCE2® functions have moved into Cabinet Office.

3.6.10.1. AXELOS are a new joint venture company, created by the Cabinet Office on behalf of Her Majesty’s Government (HMG) in the United Kingdom and Capita plc to run the Best Management Practice portfolio, now called AXELOS Global Best Practice

3.6.10.2. https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce

4. MSP® consists of: 1 Framework, 7 Principles, 9 Governance Themes, 1 Transformation Flow, 6 Processes, 6 Roles, 28 Documents.

4.1. Download: Governance Themes vs Transformation Flow Matrix

4.2. Download: MSP® Document Templates [DOCX, XLSX]

5. MSP® Governance Themes (9)

5.1. Watch: MSP Governance Themes

5.2. What is it?

5.2.1. Governance is the control framework through which programmes deliver their change objectives and remain within corporate visibility and control.

5.2.2. The governance themes explain how key elements of the programme should be delivered during its delivery lifecycle.

5.3. Overview governance themes

5.4. Vision

5.4.1. The Vision is a picture of a better future.

5.4.1.1. The vision, defined by the Vision Statement, is agreed and committed to by the Sponsoring Group.

5.4.1.1.1. Vision Statement

5.4.1.1.2. The Vision Statement is used to communicate the end goal of the programme being an outward-facing description of the future state following programme delivery

5.4.1.1.3. It represents the better future which the programme is designed to deliver and provides a focus for the teamthroughout the programme’s life.

5.4.1.2. It is the basis for the outcomes and delivered benefits of the programme, and as such it is a vital focus and enabler for the buy-in, motivation and activity-alignment of the large community of people involved in the programme.

5.4.2. Vision is required for the delivery of any programme.

5.4.2.1. MSP® sets out the key contents of a vision statement and how it should paint a picture of a better future for the organization.

5.4.2.2. This is important as the long-term nature of programmes means the team members are likely to change and the Vision Statement will provide a constant focal point.

5.4.3. Describes the role of the vision statement, its development and contents, and contextual importance to the programme.

5.4.4. Relationship between Vision, Vision Statement and Blueprint

5.4.4.1. Vision Statement

5.4.4.1.1. High-level impression of the desired future ‘to-be’ state.

5.4.4.1.2. Outward-facing description of the future state

5.4.4.1.3. The vision statement will describe the new services, improvements and innovate ways of working with stakeholders, or any combination

5.4.4.1.4. Should be used to engage and gain commitment from as many stakeholders as possible.

5.4.4.2. Blueprint

5.4.4.2.1. The blueprint is a much more detailed description of both the current organization and the changed organization.

5.4.5. Vision Statement and the Transformational Flow

5.5. Organisation

5.5.1. Programme organization describes how governance should be applied, through the sponsoring group and programme board, and provides guidance on the responsibilities for the main roles, senior responsible owner, business change manager and programme manager.

5.5.2. Establishing a clear and effective organisation is critical to programme success.

5.5.2.1. Organization details the roles required to deliver the programme and its associated change.

5.5.2.2. This role-based approach ensures the governance structure is applied through a Sponsoring Group and their appointed representative, the Senior Responsible Owner (SRO).

5.5.3. Describes the structures for a programme, including the responsibilities and competencies of individuals within those structures.

5.5.4. Programme management is most effective when issues are debated freely and risks are evaluated openly.

5.5.4.1. This requires a leadership style and culture that encourages the flow of information between the projects and the programme.

5.5.4.1.1. Every opportunity to advance the programme towards its goals should be welcomed and converted into constructive progress.

5.5.5. Programme organisation

5.5.5.1. Sponsoring Group (SG)

5.5.5.2. Programme Board (PB)

5.5.5.3. Senior Responsible Owner (SRO)

5.5.5.4. Programme Manager (PgM)

5.5.5.5. Business Change Manager (BCM)

5.6. Leadership and stakeholder engagement

5.6.1. What is it?

5.6.1.1. What is MSP Leadership and Stakeholder Engagement video

5.6.2. Leaders use the Vision Statement to influence and persuade the programme stakeholders to commit to the beneficial future.

5.6.3. Leading change involves active engagement of stakeholders.

5.6.3.1. Stakeholders being any individual or group that has an interest in the programme, its outcomes or benefits.

5.6.4. Leadership and stakeholder engagement is critical to any programme as change requires effective leadership.

5.6.4.1. Skilful leaders will use communications, visions and metaphors to manage the stakeholders’ perceptions of the current reality, the beneficial future and the tension between the two, to build and maintain the organisational impetus and commitment to change.

5.6.5. MSP® emphasizes the need to not only identify and communicate with stakeholders, but also provides analysis tools to generate greater understanding of their needs, perceptions and priorities.

5.6.5.1. Stakeholder Engagement and Leadership Programmes attract a large number of stakeholders from a variety of backgrounds and with differing degrees of influence.

5.6.5.2. MSP® recognizes the criticality of communication with stakeholders and the link between this mengagement and leadership.

5.6.6. Describes the need and nature of leadership against the backdrop of stakeholder engagement. Provides tools and techniques to analyse individual and groups of stakeholders with a cycle of activities to maintain engagement and support the communications plans.

5.6.7. Stakeholder engagement involves the identification and analysis of stakeholders, defining and planning how the programme will engage with these stakeholders, then undertaking these engagements and measuring their effectiveness to help define and plan further and ongoing stakeholder engagements.

5.6.8. Stakeholder engagement cycle

5.6.8.1. Step 0 – (Re)defining the stakeholder engagement strategy

5.6.8.1.1. How?

5.6.8.1.2. Related products

5.6.8.2. Step 1 – Identify, recognise and acknowledge stakeholders

5.6.8.2.1. Who?

5.6.8.3. Step 2 – Analyse contribution, commitment and support

5.6.8.3.1. Why and What?

5.6.8.3.2. Related products

5.6.8.4. Step 3 – Develop an action plan

5.6.8.4.1. When?

5.6.8.4.2. Related products

5.6.8.5. Step 4 – Action the plan

5.6.8.5.1. Do

5.6.8.6. Step 5 – Monitor the outcomes and take corrective actions

5.6.8.6.1. Results / Outcomes

5.7. Blueprint design and delivery

5.7.1. The Blueprint (a.k.a. Target Operating Model) is a document which translates the Vision Statement into a detailed description of the capability which is required to enable the outcomes.

5.7.1.1. The Blueprint defines the scope of the Programme Manager's authority by describing the current, or "as is", state of the organization and the future capability which will be delivered through the Project’s Dossier.

5.7.1.2. Blueprint Typical Content (a.k.a. Blueprint POTI model)

5.7.1.2.1. P

5.7.1.2.2. O

5.7.1.2.3. T

5.7.1.2.4. I

5.7.2. Programme needs blueprints:

5.7.2.1. Provides the detailed development of the Vision and underpins the options analysis in the business case

5.7.2.2. Creating the blueprint engages key stakeholders in building and understanding the future operating model for the organisation

5.7.2.3. Provide the basis for calculating benefits

5.7.2.4. Provides the detailed understanding of what is needed to define the project requirements

5.7.2.5. Understand the level of change and associated risk that the programme faces

5.7.2.6. Provide the basis for more effective decision making as the impact can be assessed

5.7.2.7. Better control though Intermediate states that enable clarity of direction and effective planning

5.7.3. Blueprint design and delivery is the foundation for the programme; the desired ‘to-be’ state for the organization when the programme completes, and the starting point (‘as-is’ state)

5.7.3.1. Transformation is delivered in step changes through tranches.

5.7.4. The Blueprint specifies “what capabilities we want”.

5.7.5. Describes the criticality of designing the operating model that the programme will deliver. It outlines the concepts of the ‘as-is’ state, the ‘to-be’ state, and the step changes required to achieve the target operating model.

5.8. Benefits management

5.8.1. What is it?

5.8.1.1. What is MSP The Benefits management video

5.8.2. A benefit is the measurable improvement resulting from an outcome, which is perceived as an advantage by a stakeholder.

5.8.2.1. Programme introduces transformational change, enabled by a project output and/or transformational activity, this results in a desired outcome.

5.8.2.1.1. A benefit is the measurable improvement from such an outcome and in turn, these benefits should contribute towards one or more of the organisation’s strategic objectives.

5.8.3. Benefits management is the core difference between projects and programmes.

5.8.4. The methodical approach to the management of benefits is closely linked to other governance mechanisms within MSP including the role of the Business Change Manager.

5.8.5. The active exploitation of the opportunities that are offered by the investment in project deliverables is complex, with each benefit having its own profile and a supporting plan to deliver the changes and release the dividend.

5.8.6. Benefits are anticipated when a change is conceived.

5.8.7. Explains how benefits are central to any programme and describes the tools and techniques that can be deployed to ensure the benefits are realized.

5.8.8. Benefits Management should ensure that benefits are identified and defined, that business areas are committed to realising their benefits, that benefits are measured, tracked and recorded, and that there is alignment between the programme’s desired benefits and the strategic objectives of the organisation.

5.9. Business case

5.9.1. The Business Case provides the test of the viability of the programme and justifies the investment in the programme.

5.9.1.1. The Business Case monitors the viability of the programme.

5.9.1.1.1. It should be used to answer the question “Is the investment in the programme still worth it?”

5.9.1.2. Since this viability question is ongoing, the Business Case is actively maintained throughout the programme and continually updated with new information.

5.9.2. Closely linked to the analysisof benefits, this document provides the SRO and the Sponsoring Group with the information required to support their investment decisions.

5.9.3. The programme Business Case is maintained throughout the life of the programme to provide the Sponsoring Group and Programme Board with confidence that the investment in the programme is worthwhile.

5.9.4. The business case will be in place for all programmes, with MSP highlighting the need for the programme to have an overarching case, and each project having its own business case too.

5.9.5. Describes how the business case will provide the key decision-making information within any programme. It represents the balance between the investment costs and the realizable benefits to be achieved; this helps define the lifecycle of the business case and management controls to be applied.

5.10. Planning and control

5.10.1. Planning and Control are fundamental to the success of the programme and should be seen as separate and complimentary concepts.

5.10.1.1. A Programme Plan is developed during the Defining a Programme process and contains many assumptions and estimates.

5.10.2. Planning and control are covered in detail to explain how to develop the programme plan and maintain internal control of the projects to ensure that the programme remains on course.

5.10.2.1. The preparation of the plan requires the analysis of large volumes of data and the consultation with subject matter experts and stakeholders before the distillation of that information into a coherent plan.

5.10.3. Describes the elements that need to be considered to plan, design and deliver the complex set of management activities required to maintain control of the programme, enable project delivery and focus on transition to maintain business as usual during change.

5.10.4. Defining how the capabilities will be delivered.

5.11. Risk and issue management

5.11.1. A risk is an uncertain event or set of events which, should it occur, will have an effect on the achievement of objectives.

5.11.1.1. These effects need not all be detrimental as a risk can be either a threat or an opportunity.

5.11.1.2. The task of Risk Management is to ensure that the programme make a cost-effective use of a Risk Management Process that includes a series of well-defined steps.

5.11.2. Issues are events that have happened, were not planned, are currently affecting the programme in some way and need to be actively dealt with and resolved.

5.11.2.1. Risks, should they occur, become issues.

5.11.2.2. The task of Issue Managmenet is to prevent an issue from threatening the programme’s chances of achieving a successful outcome.

5.11.3. Programmes are managed in an uncertain environment and risks will be identified throughout the duration of the programme.

5.11.4. Risk and issue management offers advice and guidance on how to avoid the realization of the events that will cause the programme to fail.

5.11.4.1. It not only focuses on the need to manage threats, but also to exploit opportunities.

5.11.5. Describing mechanisms for managing and tolerating uncertainty, complexity and ambiguity.

5.11.6. Describes how risk and issue management should be applied to the programme to ensure a structured and systematic approach to identifying and controlling risks and issues. Risk management is based on the Management of Risk (M_o_R®) best-practice framework.

5.11.6.1. see M_o_R® mind map

5.11.6.2. The Risk Process is applied to both threats, which have a negative impact on the programme outcomes, and opportunities, which have a positive or advantageous impact on the programme outcomes.

5.11.7. There are four perspectives of risk management as stated in M_o_R® framework: strategic, programme, operation and project risk.

5.12. Quality and assurance management

5.12.1. Quality and assurance management in a programme ensures that stakeholders are satisfied that their planned benefits have the best chance of being realised and will meet their expectations.

5.12.1.1. Ensuring the stakeholders’ expectations will be met.

5.12.2. Quality and assurance management describes how there should be optimal management of people, resources, suppliers, processes, assets, information and strategic alignment, and the importance of having an effective quality and assurance strategy to help enable and optimize the achievement of the programme goals.

5.12.3. Describes how quality is applied to the programme, describes the areas and activities that characterize quality in the programme and how assurance should be designed and applied to ensure success.

5.12.4. Quality and assurance management must be an activity that runs continuously throughout the life of a programme and beyond, the focus being on helping the programme with the achievement of the strategic goals.

6. MSP® Transformation Flow (1) including Processes (6)

6.1. image source

6.1.1. http://prince2.ca/wp-content/uploads/2013/11/Transformational-Flow-in-MSP.png

6.2. What is it?

6.2.1. Watch: What is MSP® the Transformational Flow video

6.2.2. MSP® programmes are about delivering transformational change, which is achieved through a series of iterative and interrelated steps.

6.2.3. The term Transformational Flow is used to describe a series of 6 processes which guide the programme management team through the programme.

6.2.3.1. Each process may require more than one iteration before the next one begins.

6.3. 1. Identifying a Programme

6.3.1. Where the business decides to take a programme approach to an initiative.

6.3.2. Programme Mandate pulls together the high-level, strategic objectives of the programme from the organisation’s strategic drivers and relevant policies, plus the outline vision statement.

6.3.2.1. This summary of the objectives is then developed into the Programme Brief, which defines the expected benefits, costs, timescales and risks relating to the proposed programme.

6.3.2.1.1. This document requires formal approval by the Senior Responsible Owner (SRO) and Sponsoring Group before the programme can move into the next part of the Transformational Flow.

6.3.3. Identifying a Programme takes an outline idea, and undertakes analysis of stakeholders, clarification of the strategic requirements and market consultation to turn it into a business concept that gains strategic support.

6.3.4. Turns the concept into a tangible proposition.

6.3.5. Takes an outline idea, undertakes an analysis of stakeholders and carries out market consultation to turn it into a business concept that gains strategic support.

6.3.6. Develop the Programme Preparation Plan (A.18)

6.3.6.1. The Programme Board is responsible for producing the Programme Brief and developing the Programme Preparation Plan.

6.3.6.2. The Senior Responsible Owner (SRO) is accountable for the production of the Programme Brief and the development of the Programme Preparation Plan.

6.3.7. Activities

6.3.7.1. Sponsoring the programme

6.3.7.2. Confirm the Programme Mandate

6.3.7.3. Appoint the SRO and Programme Board

6.3.7.4. Produce the Programme Brief

6.3.7.5. Develop the Programme Preparation Plan

6.3.7.6. Independent review

6.3.7.7. Approval to proceed

6.4. 2. Defining a Programme

6.4.1. Where you set up the governance for the programme.

6.4.2. Defining a Programme confirms the vision, undertakes detailed analysis of options and designs the programme infrastructure to deliver, resulting in a business case and strategic commitment.

6.4.2.1. Once the Sponsoring Group refine and approve the Vision Statement, the Programme Board and supporting subject matter experts undertake a number of activities which culminate in the development of a Programme Plan (normally part of the larger and more comprehensive Programme Definition Documentation) and the Programme's Business Case.

6.4.3. Develops the vision and undertakes a detailed analysis of the available options. Designs the programme infrastructure to deliver the capability and realize the benefits, resulting in a compelling business case and strategic commitment.

6.4.4. Provides the basis for deciding whether to proceed or not.

6.4.5. To enable the development of a robust Business Case the process must first consider:

6.4.5.1. The Blueprint - to understand what capability is required

6.4.5.2. The Projects Dossier - to enable the estimating of costs, duration and benefits associated with the programme

6.4.5.3. Validation of Benefits - resulting from the analysis of the benefits and modeling to achieve the optimum result

6.4.5.4. Governance requirements

6.4.6. Activities

6.4.6.1. Establish Infrastructure

6.4.6.2. Establish definition team

6.4.6.3. Identify and analyze stakeholders

6.4.6.4. Refine the Vision Statement

6.4.6.5. Develop the Blueprint

6.4.6.6. Develop the Benefit Profiles

6.4.6.7. Model the benefits and refine the profiles

6.4.6.8. Validate the Benefits

6.4.6.9. Design the Project Dossier

6.4.6.10. Identify Tranches

6.4.6.11. Design the programme organisation

6.4.6.12. Develop the governance arrangements

6.4.6.13. Develop the Programme Plan

6.4.6.14. Develop and confirm Business Case

6.4.6.15. Consolidate the programme definition

6.4.6.16. Prepare for first Tranche

6.4.6.17. Approval to proceed

6.5. 3. Managing the Tranches

6.5.1. Where you look after each chunk of a programme. A tranche delivers a step change in capability.

6.5.2. The purpose of the Managing the Tranches process is to implement the defined governance arrangements for the programme.

6.5.2.1. Governance meaning the functions, processes and procedures that define how the programme is set up, managed and controlled.

6.5.3. As the programme progresses, especially at the end of each tranche, it reviews the effectiveness of its governance arrangements and the continued viability of the programme’s Business Case.

6.5.4. As the programme progresses, its characteristics are likely to change and so the governance arrangements are often refined as part of the preparation for the next tranche.

6.5.5. Primarily the responsibility of the Programme Manager, Managing the Tranches implements the governance arrangements for the programme to each of the tranches.

6.5.5.1. The activities contained within this process are applied in alignment with the previously defined strategies and plans developed during the Defining a Programme process.

6.5.6. Managing the Tranches describes the cyclical activities involved in managing and proving the coordinating interface between projects, business change and strategic direction.

6.5.7. Describes the cyclical activities involved in managing and improving the coordinating interface between projects, business change and strategic direction.

6.5.8. Implements the defined governance for the programme.

6.5.9. Activities

6.5.9.1. Establish the Tranche

6.5.9.2. Direct work

6.5.9.3. Manage risks and issues

6.5.9.4. Control and delivery of communciations

6.5.9.5. Maintain Blueprint / Strategy alignment

6.5.9.6. Maintain information and asset integrity

6.5.9.7. Manage people and other resources

6.5.9.8. Procurement and contracts

6.5.9.9. Monitor, report and control

6.5.9.10. Transition and stable operations

6.5.9.11. Prepare for next Tranche

6.5.9.12. End of Tranche review and close

6.6. 4. Delivering the Capability

6.6.1. Where projects are delivered.

6.6.2. The Delivering the Capability process covers the activities for coordinating and managing project delivery according to the Programme Plan.

6.6.3. Delivery from the Projects Dossier provides the new outputs that enable the capabilities described in the Blueprint.

6.6.3.1. The activities of this process are repeated for each tranche of the programme.

6.6.4. Delivering the Capability explains how the alignment of the projects and other activities that deliver the blueprint will be managed and controlled.

6.6.5. Explains how the alignment of the projects and other activities that deliver the blueprint will be managed and builds the capability to enable the business transformation to achieve the benefits.

6.6.6. Coordinates and manages project delivery according to the Programme Plan.

6.6.7. Activities

6.6.7.1. Start projects

6.6.7.2. Engage stakeholders

6.6.7.3. Align projects with benefits realization

6.6.7.4. Align projects with programme objectives

6.6.7.5. Governance: manage and control delivery

6.6.7.6. Close projects

6.7. 5. Realizing the Benefits

6.7.1. Where transformation or transition takes place.

6.7.2. The purpose of the Realising the Benefits process is to manage the benefits from their initial identification to their successful realisation.

6.7.2.1. The activities cover monitoring the progress of the projects to ensure the outputs are fit for purpose and can be integrated into operations such that the benefits can be realised.

6.7.3. This process incorporates the planning and management of the transition from old to new ways of working and the achievement of the outcomes, whilst ensuring that the operational stability and performance of the operations are maintained.

6.7.4. The Business Change Manager(s) are responsible for integrating the outputs from the projects into the operational environment and thereby generating the expected benefits.

6.7.5. Realizing the Benefits outlines the preparing, delivering and reviewing activities of transition to take the capability delivered by the projects, and embed it within the business operations to realize the intended benefits.

6.7.6. Outlines the preparation, delivery and review activities required to take the capability delivered by projects and to embed it within the business operations to realize the benefits.

6.7.7. Manages the benefits realisation in the business.

6.7.8. Realizing the Benefits identifies three distinct sets of activities which comprise this process, they are:

6.7.8.1. Managing Pre-Transition which involves the analysis, preparation and planning for the business change

6.7.8.2. Managing Transition which includes all the activities involved in the handover and integration of outputs into the business environment

6.7.8.3. Managing Post-Transition which includes the measurement of benefits

6.7.9. Activities

6.7.9.1. Manage pre-transition

6.7.9.2. Manage transition

6.7.9.3. Manage post-transition

6.8. 6. Closing a Programme

6.8.1. Where you wind down that governance.

6.8.2. The Closing a Programme process is usually undertaken when the Blueprint has been delivered.

6.8.2.1. This means that the capabilities required to achieve the Vision Statement are all implemented, and sufficient benefits have been realised to objectively judge whether the programme has been successful to-date and to be confident that the full benefits of the programme will be delivered in the business-as-usual environment.

6.8.3. The purpose of each of the processes within the Transformational Flow is to ensure that each programme is managed in a consistent manner.

6.8.3.1. The ‘Closing a Programme’ process is applied to ensure the work of the programme is completed and that any follow-on support and actions are in place to ensure the ongoing realization of the benefits.

6.8.4. Closing a Programme structures the end to the programme, consolidating and embedding the change, closing down all programme activity and completing stakeholder engagement.

6.8.5. Structured end to the programme, consolidating and embedding the change, closing down all programme activity and notifying stakeholders of programme closure.

6.8.6. Recognises the new capabilities and assess the outcomes.

6.8.7. Activities

6.8.7.1. Confirm ongoing support is in place

6.8.7.2. Confirm programme closure

6.8.7.3. Notify programme is about to close

6.8.7.4. Review programme

6.8.7.5. Update and finalize programme information

6.8.7.6. Provide feedback to corporate and governance

6.8.7.7. Disband programme organisation and functions

7. MSP® Products (Programme Documentation) (28)

7.1. Benefits Map (A.3)

7.1.1. A benefits map shows the relationship between outputs, capabilities, outcomes, benefits and the objectives.

7.1.2. A benefits map is important because benefits do not typically happen in isolation, and there are cause and effect relationships between the elements.

7.1.3. The map illustrates a total ‘picture’ of the changes, shows the inputs for each benefit and how they fit into this total picture.

7.1.4. The benefits map should include any dependencies that are outside the boundary or control of the programme, as they may affect the realization of benefits.

7.2. Business Case (A.6)

7.3. Organization Structure (A.12)

7.4. Programme Brief (A.13)

7.5. Programme Definition Document (A.15)

7.6. Programme Mandate (A.16)

7.7. Projects Dossier (A.19)

7.7.1. The projects dossier contains a summary description of all the projects that together, through their combined outputs, will deliver the required intermediate and final ‘to-be’ states as described in the blueprint.

7.8. Business Design products

7.8.1. Benefit Profile (A.1)

7.8.1.1. What is it?

7.8.1.1.1. A Benefit profile is a document describing a single benefit or dis-benefit, including its attributes and dependencies.

7.8.2. Blueprint (A.5)

7.8.3. Vision Statement (A.28)

7.9. Governance products

7.9.1. Benefits Management Strategy (A.2)

7.9.1.1. The benefits management strategy defines the programme framework for realizing benefits.

7.9.1.2. It sets out the rules of engagement on how to identify, design, monitor and review the benefits management cycle.

7.9.1.3. The strategy should set out what represents a benefit to the organization, specific measures of benefits achievement that are acceptable within the programme, standard ways in which they should be calculated and how to ensure that there is no double-counting of benefits.

7.9.2. Information Management Strategy (A.8)

7.9.3. Issue Management Strategy (A.9)

7.9.3.1. The issue management strategy describes the programme’s approach to issue management.

7.9.3.2. The issue management strategy outlines how issues will be identified, categorized, severity-rated and then managed and how change control will be applied, and it includes any specific reference to other strategies that support it.

7.9.3.3. The issue management strategy should contain clear guidance on how issues will be managed across the programme, projects and operations.

7.9.3.3.1. This will require clear routes through which issues can be escalated to the programme or delegated from the programme to projects or operational areas.

7.9.3.4. A key element to be defined by the issue management strategy will be the change control procedures.

7.9.4. Monitoring and Control Strategy (A.11)

7.9.5. Quality and Assurance Strategy (A.21)

7.9.5.1. Quality and assurance strategy is used to define and establish the activities for managing quality across the programme

7.9.5.2. A key area of focus for the quality and assurance strategy is to ensure that there is integrated assurance of the programme to avoid having multiple overlapping reviews conducted by different interested parties.

7.9.5.2.1. Relying on one type of assurance leaves the programme at risk of not seeing opportunities and threats from a more holistic approach.

7.9.6. Resource Management Strategy (A.23)

7.9.7. Risk Management Strategy (A.24)

7.9.7.1. The risk management strategy should clarify how opportunities will be managed, and describe how the interface with the benefits management approach will be handled as defined in the benefits management strategy.

7.9.7.2. The risk management strategy should be clear about how information flows will work in the programme.

7.9.8. Stakeholder Engagement Strategy (A.26)

7.9.8.1. Used to define the framework that will enable effective stakeholder engagement and communication

7.10. Management products

7.10.1. Benefits Realization Plan (A.4)

7.10.1.1. Is used to track the realization of benefits across the programme and set review controls. A complete view of all the benefits, their dependencies and expected realization timescales and is derived from the benefits map.

7.10.1.2. The Benefits realization plan is developed alongside the Programme plan to ensure alignment and viability

7.10.2. Information Management Plan (A.7)

7.10.2.1. The information management plan sets out the activities and timetable for putting the governance designed in the information management strategy into practice.

7.10.2.1.1. This will include setting up the filing structures and applying appropriate controls.

7.10.3. Issue Register (A.10)

7.10.4. Programme Communications Plan (A.14)

7.10.4.1. Set out the timetable and arrangements for implementing and managing the stakeholder engagement strategy

7.10.5. Programme Plan (A.17)

7.10.5.1. The programme plan incorporates all other plans (benefit realization plan, transition plan, project dossier, information management plan etc.) into ONE master-plan.

7.10.6. Programme Preparation Plan (A.18)

7.10.7. Quality and Assurance Plan (A.20)

7.10.7.1. Quality and assurance plan set out the timetable and arrangements for carrying out the quality and assurance strategy

7.10.8. Resource Management Plan (A.22)

7.10.9. Risk Register (A.25)

7.10.10. Stakeholder Profiles (A.27)

8. MSP® Roles and Responsibilities (6)

8.1. Sponsoring Group

8.1.1. In most cases organization/company already has a structure that functions as the Sponsoring Group, yet it may be called the Board of Directors or the Senior Management Team or something similar.

8.1.2. responsibilities related to ...

8.1.2.1. Makes the executive­level commitment to the programme.

8.1.2.2. Comprises the senior managers who are responsible for the investment in the programme.

8.1.2.3. Has to establish and demonstrate the values and behaviours of the new world.

8.1.2.4. Understands that normal reporting lines probably don’t apply, such as individuals from one organizational unit reporting to senior managers from another.

8.1.2.5. Acts as the overarching authority for the programme.

8.2. Senior Responsible Owner (SRO)

8.2.1. a.k.a. Programme Director

8.2.2. The SRO is one of the members of the Sponsoring Group.

8.2.2.1. Peer member of the Sponsoring Group.

8.2.3. The SRO is responsible for ensuring that the programme meets its objectives and realises the expected benefits.

8.2.4. The individual who fulfils this role should be able to lead the Programme Board with energy and drive, and must be empowered to direct the programme and take decisions.

8.2.5. They must have enough seniority and authority to provide leadership to the programme team, and take on accountability for delivery.

8.2.6. Ensuring that the programme organization has the necessary skills and experience to deliver the change

8.2.7. responsibilities related to ...

8.2.7.1. Vision

8.2.7.2. Blueprint

8.2.7.3. Organisation

8.2.7.4. Business Case

8.2.7.5. Planning & Control

8.2.7.6. Benefits Realization Management

8.2.7.7. Leadership & Stakeholder Engagement

8.2.7.7.1. Engage key stakeholders early and at milestones.

8.2.7.7.2. Lead engagement with high impact stakeholders.

8.2.7.7.3. Show visible leadership at key communication events.

8.2.7.7.4. Ensure creation, implementation and maintenance of Stakeholder Engagement Strategy.

8.2.7.8. Quality & Assurance

8.2.7.8.1. Ensure adequate assurance regime in place and approve strategies.

8.2.7.8.2. Initiate assurance reviews and audits.

8.2.7.9. Risk & Issues

8.2.7.9.1. Authorise the Risk and Issue Management Strategies.

8.2.7.9.2. Initiate assurance reviews and audits.

8.2.7.9.3. Own strategic risks and issues and ensure mitigation actions dealt with at appropriate senior level.

8.3. Programme Board (SRO, PgM, BCMs + others as appropriate)

8.3.1. The Programme Board is established by the SRO, and its prime purpose is to drive the programme forward and deliver the outcomes and benefits.

8.3.2. Members will provide resource and specific commitment to support the SRO who is accountable for the successful delivery of the programme.

8.3.3. Membership includes the Programme Manager and Business Change Managers.

8.3.4. consists of:

8.3.4.1. Business Change Manager (BCM)

8.3.4.2. Programme Manager (PgM)

8.3.4.3. Senior Responsible Owner (SRO)

8.4. Programme Manager (PgM)

8.4.1. The Programme Manager is responsible for the planning, set-up, management and delivery of the programme.

8.4.2. Ensuring all roles have clearly defined responsibilities; Ensuring that the organization design is implemented through the programme lifecycle; Efficiency of resources

8.4.3. responsibilities related to ...

8.4.3.1. Vision

8.4.3.2. Blueprint

8.4.3.3. Organisation

8.4.3.4. Business Case

8.4.3.5. Planning & Control

8.4.3.6. Benefits Realization Management

8.4.3.7. Leadership & Stakeholder Engagement

8.4.3.7.1. Develop and implement Stakeholder Engagement Strategy.

8.4.3.7.2. Day-to-day implement stakeholder engagement cycle.

8.4.3.7.3. Develop and maintain Stakeholder Profiles.

8.4.3.7.4. Control and align project communications activities.

8.4.3.7.5. Develop, implement and update the Programme Communications Plan.

8.4.3.8. Quality & Assurance

8.4.3.8.1. Develop and implement the quality and assurance arrangements.

8.4.3.8.2. Coordinate delivery of project outputs that are fit for purpose to achieve outcomes and benefits.

8.4.3.8.3. Initiate assurance reviews of project and supplier performance.

8.4.3.9. Risk & Issues

8.4.3.9.1. Develop and implement risk & issue strategies and configuration management system.

8.4.3.9.2. Design and manage risk and issue management cycles.

8.4.3.9.3. Assure adherence to risk management principles.

8.4.3.9.4. Allocate risks and issue.

8.4.3.9.5. Own programme-level risks and issues.

8.4.3.9.6. Escalate items that cross programme boundaries to SRO.

8.5. Business Change Manager (BCM)

8.5.1. The Business Change Manager(s) role is responsible for benefit management.

8.5.1.1. This includes implementation and embedding of the new capabilities delivered by the projects.

8.5.2. responsibilities related to ...

8.5.2.1. Vision

8.5.2.2. Blueprint

8.5.2.3. Organisation

8.5.2.4. Business Case

8.5.2.5. Planning & Control

8.5.2.6. Benefits Realization Management

8.5.2.7. Leadership & Stakeholder Engagement

8.5.2.7.1. Actively engage and lead business area through transition, generating confidence and buy-in.

8.5.2.7.2. Take responsibility for engagement in their business area.

8.5.2.7.3. Communicate with stakeholders to identify new benefits and ways of realising benefits.

8.5.2.7.4. Deliver key communications to their business operations.

8.5.2.8. Quality & Assurance

8.5.2.8.1. Implements transitioning, realizing and review of benefits.

8.5.2.8.2. Implement business changes lessons learned.

8.5.2.9. Risk & Issues

8.5.2.9.1. Manage and coordinate resolution of risks to operational performance and benefits achievement.

8.5.2.9.2. Ensure the Risk Management cycle includes operational risk.

8.5.2.9.3. Manage risks impacting business performance and transition.

8.6. Programme Office

8.6.1. The Programme Office has two distinct roles:

8.6.1.1. Providing support for the programme(s)

8.6.1.2. Providing assurance and governance across the programmes

8.6.2. Is a conscience and support body for the SRO and programme board

8.6.3. Can offer assistance from administration to expertise and specialist activities

8.6.4. Based on their expertise and experience can help, coach and mentor less-experienced programme and project personnel

8.6.5. responsibilities related to ...

8.6.5.1. Vision

8.6.5.2. Blueprint

8.6.5.3. Organisation

8.6.5.4. Business Case

8.6.5.5. Planning & Control

8.6.5.6. Benefits Realization Management

8.6.5.7. Leadership & Stakeholder Engagement

8.6.5.7.1. Maintain stakeholder information.

8.6.5.7.2. Maintain communication activity audit trail.

8.6.5.7.3. Collate, log and process feedback.

8.6.5.8. Quality & Assurance

8.6.5.8.1. Establish and maintain the programme’s quality and assurance plan and information management plan

8.6.5.8.2. Provide information to support assurance reviews.

8.6.5.9. Risk & Issues

8.6.5.9.1. Maintain programme risk and issue registers.

8.6.5.9.2. Maintain configuration management system.

8.7. Specialist Roles

8.7.1. responsibilities related to ...

8.7.1.1. Quality & Assurance

8.7.1.1.1. Audit, compliance, design authority, business and systems architects, testers, standards expertise etc.

9. MSP® Official publications

9.1. Managing Successful Programmes

9.1.1. ISBN-13: 978-0113313273

9.1.2. Published: 2011

9.1.3. Pages: 318

9.1.4. http://www.amazon.com/Managing-Successful-Programmes-Stationery-Office/dp/0113313276

9.1.5. The most important, key position on MSP® preparing for exams Foundation, Practitioner and Advanced Practitioner.

9.2. Managing Successful Programmes Pocketbook

9.2.1. ISBN-13: 978-0113309757

9.2.2. Published: 2005

9.2.3. Pages: 25

9.2.4. Old, not updated to newest MSP® version!

9.2.5. http://www.amazon.co.uk/Managing-successful-programmes-pocketbook-single/dp/0113313535/

9.3. MSP Survival Guide for Business Change Managers

9.3.1. ISBN-13: 978-0113314461

9.3.2. Published: 2014

9.4. Managing Successful Programmes Study Guide

9.4.1. ISBN-13: 978-0113313273

9.4.2. Published: 2013

9.4.3. Pages: 155

9.4.4. http://www.amazon.com/Managing-Successful-Programmes-Study-Guide/dp/0113313950

9.5. The Executive Guide to Directing Projects: within a PRINCE2 and MSP Environment

9.5.1. ISBN-13: 978-0113313273

9.5.2. Published: 2010

9.5.3. Pages: 124

9.5.4. http://www.amazon.com/Executive-Guide-Directing-Projects-Environment/dp/0113311893

9.6. Managing Portfolios of Change (With MSP for Programmes and PRINCE2 for Projects): Integrating MSP and PRINCE2

9.6.1. ISBN-13: 978-0113310753

9.6.2. Published: 2007

9.6.3. Pages: 139

9.6.4. http://www.amazon.co.uk/Managing-portfolios-programmes-PRINCE2-projects/dp/0113310757

9.7. Fundamentals of Benefit Realization

9.7.1. ISBN-13: 978-0113312597

9.7.2. Published: 2010

9.7.3. Old (MSP 2007® version), not updated to newest MSP® version!

9.7.4. http://www.amazon.co.uk/Fundamentals-benefit-realization-Gerald-Bradley/dp/0113312598/

10. MSP® Official resources

10.1. MSP® sample exams, available online

10.1.1. MSP® Foundation

10.1.1.1. http://online.apmg-exams.com/index.aspx?subid=48&masterid=12

10.1.2. MSP® Practitioner

10.1.2.1. http://online.apmg-exams.com/index.aspx?subid=112&masterid=12

10.2. MSP® examination syllabus

10.2.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=743&sID=324

10.3. MSP® glossary

10.3.1. EN

10.3.1.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=756&sID=284

10.3.2. PL

10.3.2.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=766&sID=284

10.4. MSP® White Papers

10.4.1. Managing Successful Programmes (MSP®): A basic overview

10.4.1.1. http://www.axelos.com/gempdf/MSP_A_Basic_Overview_White_Paper_Dec11.pdf

10.4.2. Transition into business as usual

10.4.2.1. http://www.axelos.com/gempdf/Transition_into_Business_as_Usual_white_paper_v1.pdf

10.4.3. How do organizations benefi t from using the Managing Successful Programmes framework?

10.4.3.1. http://www.axelos.com/gempdf/MSP_Framework_benefits_White_Paper_Dec11.pdf

10.5. MSP® website

10.5.1. http://www.msp-officialsite.com/

11. MSP® Non-official publications

11.1. Introduction to Programme Management Based on MSP: An Introduction

11.1.1. ISBN-13: 978-9077212066

11.1.2. Published: 2006

11.1.3. Pages: 254

11.1.4. http://www.amazon.com/Introduction-Programme-Management-Based-MSP/dp/907721206X

11.1.5. Publication is based on older version of MSP - version 2

11.2. MSP For Dummies

11.2.1. ISBN-13: 978-1118746400

11.2.2. Published: 2014

11.2.3. Pages: 408

11.2.4. http://www.amazon.com/MSP-Dummies-Math-Science/dp/1118746406/

12. MSP® Framework (1)

12.1. The MSP® framework is designed to enable the delivery of transformational change and the achievement of an organization’s strategic objectives.

12.1.1. Programmes exist in the tension zone between the strategic direction of the organization, the delivery of change capability by projects and the need to maintain business performance and stability while realizing and exploiting the benefits from the investments.

12.2. MSP® is basically a framework for delivering change.

12.2.1. The focus is on engaging and managing the environment within which it operates and reacting to opportunities and challenges rather than insulating itself, resisting change and focusing on internal delivery.

12.3. MSP® Framework consists of:

12.3.1. MSP® Principles

12.3.1.1. outer ring

12.3.1.2. The principles of programme management have been distilled into 7 features which form the foundation of the framework.

12.3.1.3. The Principles in MSP® advise how to:

12.3.1.3.1. Organise personnel to ensure responsibilities and lines of communication are clear

12.3.1.3.2. Manage the business case development and delivery

12.3.1.3.3. Plan the work in a way which achieves results

12.3.1.3.4. Ensure that the organisation benefits from undertaking the programme

12.3.1.3.5. Ensure that all interested parties (the stakeholders) are involved

12.3.1.3.6. Resolve issues which arise

12.3.1.3.7. Identify and manage risks

12.3.1.3.8. Ensure quality

12.3.1.3.9. Keep up to date information which tracks the continually changing environment

12.3.1.3.10. Audit a programme to ensure standards are being followed to achieve AXELOS approval

12.3.2. MSP® Governance Themes

12.3.2.1. inner ring

12.3.2.2. 9 Governance Themes represent topics which need to be addressed throughout the life of the programme. It is the control framework which enables the programme to deliver and ensures there is visibility for stakeholders.

12.3.3. MSP® Transformation Flow (for simplicity programme lifecycle)

12.3.3.1. inner circle

12.3.3.2. The term Transformational Flow is used to describe a series of 6 processes which guide the programme management team through the programme.

12.3.3.2.1. a.k.a. MSP® Programme Lifecycle

12.3.3.3. The Principles in MSP® describe how to:

12.3.3.3.1. Identify the aim of the programme and envisaged benefits to the organisation

12.3.3.3.2. Define the programme, and specify how the organisation will be different afterwards

12.3.3.3.3. Establish the programme Governance processes

12.3.3.3.4. Monitor and co-ordinate the projects within a programme to a successful conclusion

12.3.3.3.5. Manage the transition between the ‘old’ and ‘new’ ways of working, always ensuring benefit

12.3.3.3.6. Close the programme and ensure the ‘end goal’ has been achieved

12.4. image source

12.4.1. http://www.best-management-practice.com/MSPP2012_demo/content.aspx?page=msppb_6&showNav=true&expandNav=true

13. Basic Definitions (according to AXELOS®)

13.1. Portfolios / Programme / Project Management

13.1.1. Portfolio Management

13.1.1.1. A coordinated collection of strategic processes and decisions that together enable the most effective balance of organizational change and business as usual (BAU).

13.1.2. Programme Management

13.1.2.1. The action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business.

13.1.3. Project Management

13.1.3.1. The planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks.

13.2. Project / Programme / Portfolios

13.2.1. Portfolio

13.2.1.1. An organization’s change portfolio is the totality of its investment (or segment thereof) in the changes required to achieve its strategic objectives.

13.2.2. Programme

13.2.2.1. A programme is a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives.

13.2.2.2. 3 types of programmes

13.2.2.2.1. Vision-led programme

13.2.2.2.2. Emergent programme

13.2.2.2.3. Compliance programme

13.2.3. Project

13.2.3.1. A temporary organization, usually existing for a much shorter time than a programme, which will deliver one or more outputs in accordance with a specific business case.

13.2.3.2. A particular project may or may not be part of a programme.

13.2.3.3. Whereas programmes deal with outcomes, projects deal with outputs.

13.2.3.4. 5 types of projects

13.2.3.4.1. Compulsory project

13.2.3.4.2. Not-for-profit project

13.2.3.4.3. Evolving (Agile, RUP) project

13.2.3.4.4. Customer/supplier project

13.2.3.4.5. Multi-organization project

13.3. Output, Capability, Outcome, Benefits

13.3.1. Programme outputs, capabilities, outcomes and benefits are interrelated, and corporate objectives are not achieved by accident.

13.3.1.1. A benefits map (A.3) shows the relationship between outputs, capabilities, outcomes, benefits and the objectives.

13.3.1.2. It is important for programmes to carefully model the flow between these elements and monitor and manage their interdependencies thoroughly.

13.3.2. Output

13.3.2.1. The deliverable, or output developed by a project from a planned activity. Any project's specialists products. (tangible or intangible)

13.3.2.2. e.g.

13.3.2.2.1. A new just-in-time stock control system

13.3.2.2.2. A new IT system

13.3.2.2.3. Staff training programme

13.3.2.2.4. Revised process

13.3.3. Capability

13.3.3.1. The completed set of project outputs required to deliver an outcome; exists prior to transition.

13.3.3.2. e.g.

13.3.3.2.1. The combination of the outputs ready to ’go live’.

13.3.4. Outcome

13.3.4.1. A new operational state achieved after transition of the capability into live operations. Result of the change derived fron USING the project's outputs.

13.3.4.2. e.g.

13.3.4.2.1. The right materials are available, at the right time, and in the right place

13.3.5. Benefit

13.3.5.1. The MEASURABLE improvement resulting from an OUTCOME perceived as an ADVANTAGE by ONE or MORE of stakeholders, which contributes towards one or more organizational objectives(s).

13.3.5.2. e.g.

13.3.5.2.1. Fewer stock-outs and consequent interruptions to production.

13.3.5.2.2. Reduced obsolescent stock and hence lower write-offs.

13.3.5.2.3. Reduced stock holdings and so less working capital tied up.

13.3.6. Dis-benefit

13.3.6.1. A measurable decline resulting from an outcome perceived as negative by one or more stakeholders, which detracts from one of more organizational objective(s).

13.3.6.2. An outcome perceived as NEGATIVE by ONE or MORE stakeholders.

13.3.6.3. Dis-benefits are actual consequences not risks.

14. Interactive MSP® Glossary

14.1. Interactive MSP® Glossary

15. This freeware, non-commercial mind map (aligned with the newest version of MSP®) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the standard and framework MSP® and as a learning tool for candidates wanting to gain MSP® qualification. (please share and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

15.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com

15.1.1. http://www.miroslawdabrowski.com

15.1.2. http://www.linkedin.com/in/miroslawdabrowski

15.1.3. https://www.google.com/+MiroslawDabrowski

15.1.4. https://play.spotify.com/user/miroslawdabrowski/

15.1.5. https://twitter.com/mirodabrowski

15.1.6. miroslaw_dabrowski

16. Programmes fundamentals (programmes in general not MSP® fundamentals)

16.1. A programme isn’t just a big project.

16.2. A typical list of the characteristics of a programme:

16.2.1. A programme is bigger than a project.

16.2.1.1. Bigger change initiatives are more likely to affect the whole organization and its future direction.

16.2.2. A programme has a vision of an end state.

16.2.2.1. Pogramme is driven by Vision, defined in Vision Statement (A.28)

16.2.3. A programme’s end state may be some distance in the future and therefore it involves uncertainty: no path is defined to that end state.

16.2.3.1. This end state in MSP is called Blueprint (A.5)

16.2.4. A programme can involve changing culture, working practices, business operations and services as well as delivering outputs (via projects).

16.2.5. A programme needs to co-ordinate the output delivery from a number of projects so that benefits can be realized during the programme and afterwards.

16.2.6. A programme may give you an opportunity to include infrastructure projects that don’t directly deliver benefits.

16.2.7. A programme’s timescale is longer, possibly much longer, than a project’s.

16.3. Interpretation of programme definition as defined in MSP®:

16.3.1. "A programme is a temporary, flexible organization structure created to co-ordinate, direct and oversee the implementation of a set of related projects and transformational activities. Its aim is to deliver outcomes and benefits related to the organization’s strategic objectives."

16.4. Programme is about designing and delivering coherent capability through set of related projects and other activities

16.5. 3 types of programmes

16.5.1. Vision-led programme

16.5.1.1. Clear vision owned by senior management

16.5.1.2. Top-down approach

16.5.1.3. Cross-functional implications

16.5.1.4. Innovation or strategic opportunities

16.5.1.5. Political priorities in public sector

16.5.1.6. Entrepreneurial programmes developing new service and products In public sector, translation of political priorities

16.5.2. Emergent programme

16.5.2.1. Evolves from concurrent uncoordinated projects

16.5.2.2. Coordination needed to deliver changes and benefits

16.5.2.3. Transitory - becomes planned when vision and direction established

16.5.3. Compliance programme

16.5.3.1. ‘Must do’ programme

16.5.3.2. Organization has no choice but to change

16.5.3.3. Outcomes are compliance achievement

16.6. Programme Management

16.6.1. Solutions developed and delivered by dossier of projects.

16.6.2. Transformation activities to transition solutions into business operation.

16.6.3. Maintain performance and effectiveness.

16.6.4. Tranches with review points to monitor progress & performance.

16.6.5. Integrate & reconcile competing resource demands.

16.6.6. Managing the programme does not mean micro-management of the projects within it.

17. MSP® Foundation exam prep questions

17.1. http://www.bluecays.com/msphome.asp

18. MSP® Foundation courseware