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MSP Themes: Organisation
- 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.
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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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Managing Successful Programmes, MSP Courses, MSP Foundation, MSP Foundation Training, MSP Practitioner, MSP Practitioner Training, MSP Resources, MSP Sponsoring Group, MSP Themes, MSP Themes Organisation, MSP Training, msp training sussex, sussex, What is MSP
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