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MSP® is principles based so it is possible to provide a common framework for understanding for all programmes. The principles are represented in the outer ring in the diagram.
Principles are:
- Universal – they apply to every programme
- Self validating – they have been proven in practice
- Empowering – give practitioners added ability or power to influence and shape the transformational change towards success.
The following seven principles should always be kept in mind when applying MSP to your programme, they are:
- Remaining aligned with Corporate Strategy
- Leading Change
- Envisioning and communicating a better future
- Focusing on the benefits and threats to them
- Adding value
- Designing and delivering a coherent capability
- Learning from experience
If you want to learn more about MSP TrainingSilicon Beach Training offer MSP Foundation Training and MSP Practitioner Training in Brighton, Sussex.
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Governance is the functions, processes, responsibilities and procedures that define how a programme is set up, managed and controlled and cover the following areas:
- Programme Organization
- Vision
- Leadership and Stakeholder Engagement
- Benefits Management
- Blueprint Design and Delivery
- Planning and Control
- The Business Case
- Risks and Issue Management
- Quality and assurance Management
The governance themes represent the concepts, strategies and techniques that will be used throughout the programme for support and guidance. The Governance Themes are represented by the second ring in the diagram.
We run regular MSP Foundation Training and MSP Practitioner Training courses in Brighton, Sussex.
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This can be described as the programme’s time based to-do list. By contrast the themes can be seen as the reference manual. If the flow required actions, then the themes should provide guidance on how it should be done.
Would you like MSP Training? Silicon Beach run regular MSP Foundation courses and MSP Practitioner courses in Brighton, Sussex.
Each process describes inputs, activities, outputs, controls and roles. There are also typical responsibilities summarised in a table at the end of each chapter. Please note that these may need to be adapted and extended for each programme. The Transformational Flow is represented at the centre of the diagram -
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Programmes are different from projects in that it is their outcomes that matter, not their outputs.
- Outputs and Capabilities – A capability is what is specified in the programme’s Blueprint. It is normally delivered by the outputs from one or more projects.
- Outcome – the result of change, normally affecting real-world behaviours or circumstances.
- Benefit – measurable quantification of improvements resulting from change. Not always measurable in financial terms, but should be capable of at least “observable” measures.
If you want to learn more then try our MSP Foundation Training and MSP Practitioner Training in Brighton, Sussex.
An MSP programme will have a Vision Statement and a Blueprint describing the future changed business operations or other outcome.
- Vision Statement – outward-facing description of the new capabilities resulting from programme delivery.
- Blueprint – model of the future business, organization, its working practices, structures and processes, the information it requires and the technology that will be needed to deliver the capability described in the Vision Statement.
An MSP programme is defined by the following information:
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- The programme organization structure should have clear lines of sponsorship, authority and management while being flexible enough to react to changes.
- Training and on-going mentoring may be required to support individuals and the team at all levels.
- There can be a natural temptation to try and fit existing organization structures to the diagram, but the key principle is to focus on accountability rather than process.
- What is important is that the organization trusts the individual it identifies to fulfil each role.
MSP Training is offered here at Silicon Beach Training, you can take our MSP Foundation Training and MSP Practitioner Training in Brighton, Sussex.
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- The Sponsoring Group contains the investment decision makers and includes the SRO. Its members must lead by example and demonstrate commitment and direct involvement. Sponsoring Group – senior level sponsors of the programme providing investment decision and top-level endorsement of the rationale and objectives for the programme.
- The Senior Responsible Owner (SRO) is ultimately accountable for the success of the programme and is responsible for enabling the organization to exploit the new environment resulting from the programme, meeting the new business needs and delivering new capabilities. Accountability always rests with the SRO.
- The Programme Manager is responsible for delivery of the new capability from the Project Portfolio and maintaining the overall coherence and integrity of the programme. The Programme Manager is responsible for the effective co-ordination of the projects and their interdependencies, and any risks and other issues that may arise. The title is often misused. It is not the person in a support function who “drives” the programme plans. In most cases, the Programme Manager will be full-time on the programme as the role is crucial for creating and maintaining enthusiasm. There is a fundamental difference between the delivery of a new capability and actually realising measurable benefits as a result of using that capability. This difference is reflected in the complementary roles of Programme Support and Business Change Manager.
- The Business Change Manager is responsible for defining the benefits, assessing progress towards realisation, transition and implementation of the new capabilities, and achieving measured improvements. The role must be “business side” in order to bridge between the programme and business operations. The Business Change Manager role sits at the same level as the Programme Manager.
- Programme Support provides the information hub for the programme, typically covering: Tracking and reporting, Information management, financial accounting, Risk and issue monitoring, Quality and change control, possibly additional (more mature functions) such as expert support and advice to the projects, health checks, upwards reporting against strategic objectives. Just providing admin support is insufficient.
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A vision is a picture of a better future and in MSP it is the basis for the outcomes and delivered benefits of the programme.
The Vision is used to communicate the end goal of the programme as a summary impression of the desired future state. It is an outward facing “snapshot” of the organization in the future. It needs to be easily understood by a wide range of stakeholders.
The Vision statement would be developed during Identifying a Programme and included in the Programme Brief. It would then be refined during Defining a Programme to ensure communication and buy in and commitment to the programme by the stakeholders.
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Leadership is part of how stakeholders are engaged. Programme managers need to think of stakeholder engagement not just as a system of tasks and managing things, but also as a way of achieving influence and positive outcomes through effective management of relationships.
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Programme success relies on co-operative contributions and support from all involved. Some will support and others oppose, some will benefit and see opportunity, others will see threat, and some will be indifferent. The key to success is to understand and address all views. A continuing and two-way approach to communications is essential between the programme and its stakeholders to secure commitment and maintain momentum.
The diagram below shows the steps involved in stakeholder engagement:
Benefits are the measurable improvements resulting from an outcome which are perceived as being an advantage by a stakeholder. The objectives of benefits realisation are to:
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A blueprint is a model of the organisation, its working practices and processes, the information it requires and the technology that supports its operations. The blueprint provides a useable basis for modelling benefits and designing the Projects Dossier. The Blueprint is used throughout the programme to maintain the focus on delivery of the new capability.
It is created in Defining a Programme with the Benefits Map, Project Dossier, Programme Plan, Benefits Realisation Plan and Business Case. The Blueprint will then be reviewed at the end of each tranche.
Silicon Beach Training offer great MSP Training, you can try MSP Foundation Training and MSP Practitioner Training in Brighton, Sussex.
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