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Programme office 4. Any required business change team s 7. Any additional governance roles 4. How and when, during the life of the programme, each of the defined roles should be appointed 4. Factors that may influence the design of a programme organization 3. How the programme organization is likely to evolve during the life of the programme , Programme board 3.
SRO 4. Specifically to analyze: Whether role descriptions or terms of reference produced to support the appointment of members of the programme management team are fit for purpose, including: 1.
The proposed approach to providing programme office support is appropriate with reasons 2. Programme office activities are appropriate 4.
Specifically to propose, evaluate and justify: Proposals for the application of the governance theme organization and the provision of programme office support within the specific context of the programme, including: 1. Benefits and dis-benefits resulting from the proposals Aspects of the governance theme organization and programme office support that should be applied and managed differently Inter-relationships between the governance theme organization and other aspects of the management of the programme, other programmes and the wider organization Managing Successful Programmes.
General business experience Inter-relationships between the programme office and other aspects of the management of the programme, other programmes and the wider organization. Specifically to recall the: Definition of a vision statement 5. Specifically to identify: The purpose of a vision and a vision statement 2. Characteristics of a good vision statement The areas of focus for the governance theme vision of: 1.
BCM s 5. Specifically to: Identify appropriate information for inclusion in the: 1. Outline vision statement 2. Vision statement 5. Tip, 5. Specifically to analyze: Whether the vision statement is fit for its purpose 5. Specifically to propose, evaluate and justify: Proposals for the application of the governance theme vision within the specific context of the programme, including: 1. Benefits and dis-benefits resulting from the proposals Aspects of the governance theme vision that should be applied and managed differently Inter-relationships between the governance theme vision and other aspects of the management of the programme, other programmes and the wider organization Managing Successful Programmes.
General business experience. Specifically to recall the: Definition of stakeholder 6. Specifically to identify: The purpose of: 1. Programme communications plan 3. Stakeholder map 4. Stakeholder engagement strategy 5. Stakeholder profiles incl. Tip 6. Participative approaches and non-participative media Areas of focus for the governance theme leadership and stakeholder engagement of: 1.
Programme office Table 6. Stakeholder engagement strategy 2. Programme communications plan and the characteristics of a to 6. Stakeholder profiles Stakeholder management and stakeholder engagement 2. Communication and engagement 3. Business change management 6. Activities undertaken during each of the steps in the stakeholder engagement cycle 6.
Stakeholder map 3. Stakeholder profiles 5. Programme communications plan 6. Specifically to analyze: Whether the following programme information is fit for its purpose: 1. Specifically to propose, evaluate and justify: Proposals for the application of the governance theme leadership and stakeholder engagement within the specific context of the programme, including: 1.
Benefits and dis-benefits resulting from the proposals Aspects of the governance theme leadership and stakeholder engagement that should be applied and managed differently MSP guidance. General business experience Inter-relationships between the governance theme leadership and stakeholder engagement and other aspects of the management of the programme, other programmes and the wider organization. Specifically to identify: Descriptions of: 1.
Outputs 2. Capabilities 3. Outcomes 4. Benefits 5. Dis-benefits 7. Elements and sequencing of the path to benefit realization and corporate objectives 7. Reasons that benefits management may well continue beyond the end of the programme. Benefits map 2. Benefit profiles A The purpose of: 3.
Benefits management strategy 4. Benefits map 5. Benefit profiles 6. Benefits realization plan to , incl. Programme office Table The purpose of categorizing benefits and the ways that benefits may be categorized, including: 7. Benefits management strategy 2.
Benefits map 3. Benefit profiles 4. Benefits realization plan Appendix A Identify specific activities and roles associated with the development and maintenance of the following throughout the life of the programme: 1.
Benefits realization plan to 7. Benefits 2. Dis-benefits 4. Outcomes 5. Outputs 6. Corporate objectives 7. KPIs 7. Benefits realization plan incl. Tip to incl. Whether the specified measurement techniques are appropriate to Figs 7. Specifically to propose, evaluate and justify: Proposals for the application of the governance theme benefits management within the specific context of the programme, including: 1.
Benefits and dis-benefits resulting from the proposals Aspects of the governance theme benefits management that should be applied and managed differently Inter-relationships between the governance theme benefits management and other aspects of the management of the programme, other programmes and the wider organization MSP guidance.
Specifically to identify: The purpose and type of contents of a blueprint 2. Tranches 2. Workstreams 8. Programme office Table Nature of collaboration between blueprint design and delivery and the other governance themes 8. Vision statement 2. Projects dossier 3. Programme plan 4. Benefits realization plan 6. Business case 8. Specifically to: Identify appropriate information for inclusion in the blueprint Identify specific activities and roles associated with the development and maintenance of the blueprint throughout the life of the programme 1.
Group projects into tranches 2. Group projects into workstreams 3. Suggest appropriate tranche boundaries 2. Specifically to analyze: Whether a programme blueprint is fit for its purpose 2. Specifically to propose, evaluate and justify: Proposals for the application of the governance theme blueprint design and delivery within the specific context of the programme, including: 1. The strength and weakness of the proposals MSP guidance. Benefits and dis-benefits resulting from the proposals Aspects of the governance theme blueprint design and delivery that should be applied and managed differently Inter-relationships between the governance theme blueprint design and delivery and other aspects of the management of the programme, other programmes and the wider organization.
Specifically to recall the: Definition of a resource Understand key concepts relating to the governance theme planning and control. Monitoring and control strategy 2. Programme plan 3. Projects dossier 4. Resource management plan 5. Resource management strategy 9. Programme office 9. Design — This Theme describes how programs are designed in a way that creates a clear idea of the end-state, as well as the risks and benefits of the program itself.
The Theme also covers how to make a target operating model, along with how to understand the gap between the current model and its future state. Justification — This Theme describes how programs guarantee that the required capital and resource investment is worthwhile.
It shows how to balance achievability with affordability while also making sure that the perceived value of a program will benefit stakeholders. It also helps MSP practitioners with budget and cash-flow management to keep finances healthy over the course of the program. Structure — This Theme describes how programs plan to deliver projects, as well as other work, in the most effective way possible.
MSP organizational structures also cover how resources such as people, equipment, and facilities are selected, allocated, and optimized. Knowledge — This Theme describes how programs acquire, curate, and make use of knowledge, as well as how knowledge and experience are used to learn lessons and create cultures of continual improvement. It also describes how to manage knowledge in a way that ensures its integrity, restricts access to the correct versions and guarantees an acceptable level of data privacy.
It also outlines the assurance approach and how it supports governance. The Theme also helps with planning assurance activities. Decisions — This Theme describes how program managers make decisions at various points in the program lifecycle.
These could be related to risk responses, resolving issues, or anything else requiring a choice based on a well-governed approach. This is essential for effective decision-making within a program. Remain Aligned With Corporate Strategy — In program management, you must always keep the strategic aims of your business in mind, even if they change over time. These aims will govern activities relating to business change projects, though they can also be influenced by feedback from program managers.
Luckily, MSP programs are flexible enough that they can be adapted when necessary. Learning From Experience — MSP encourages users to record and act on lessons learned when managing programs, especially at major points in program timelines. Adding Value — A huge advantage of MSP is that the benefits provided by successful programs will typically exceed the sum of the associated projects.
These benefits are identified and achieved by enabling organizational change at a program level. Focusing on Benefits and Threats to Them — Change programs can help businesses enjoy major benefits. However, they must be relevant in a strategic context. Envisioning and Communicating a Better Future — A program must have a clearly defined end-point in order to enable organizational change effectively. The program manager will be responsible for communicating this vision to stakeholders and keeping it aligned with the business strategy.
Leading Change — MSP treats program managers as agents of change. They require effective leadership skills, transparency, and consistency to be able to engage with stakeholders successfully. Identify the Programme — This process has MSP professionals analyze the drivers and justifications for the program. Practitioners will then carry out work to justify, structure, and plan out the program.
Only taking a few weeks, this process is brief and requires relatively little work. Its primary purpose is to create a tangible business concept on which the worth of the program can be judged. Design the Outcomes — This process establishes the foundations of the program. Practitioners work to understand the vision, benefits, risks, and target operating model, as well as the gaps between the current and future states of the organization. Detailed definition and design work will take place, allowing planning to begin in earnest.
This process will also be revisited at the start of each tranche so that practitioners can adapt to new information if necessary. Plan Progressive Delivery — Building on the design phase, this process has practitioners plan the program and structure projects and other works into tangible delivery tranches. This provides a clear structure of how to deliver the capabilities required to realize the program benefits. Contact our office on for information.
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