Managing successful programmes

16 августа, 2020 от lionia Выкл

All organizations, whether they work managing successful programmes the public or private sector, and independently of their size, need some kind of program management when they deal with large programs that will have a significant impact on the company. Program management is a key tool to ensure that their business success is achieved through a beneficial outcome. This allows organizations to be more effective and provide better services. To achieve this, the main idea is to sub-divide the program into smaller, interrelated projects that are simpler to manage. This article will address topics including the MSP framework, its principles and processes, to then provide a comprehensive guideline of how this method can be applied by managers to any program. Then, a thorough analysis of its potential limitations and the benefits that can be obtained from its usage will be discussed. The tools and techniques provided by the MSP are intended to assist organizations and leaders in achieving proper program management. The idea is to merge the management of these projects to obtain extra value from exploiting project interdependencies, which would not be possible if the projects were managed individually.

British organization in charge of suggesting best practices to achieve successful business, ranging from small organizations to large international corporations. Its growing global use has set it as a standard for program management, which has been widely used in a variety of complex programs, including the London Olympics. There are three main elements that form the MSP and that will be explained throughout this article. Structure: transformational flow, themes, blueprint, tranches. The MSP framework is composed of three categories that complement each other to offer best practice for program management.

Figure 1 depicts these three categories in a layered ring structure, where each of them is represented by a different ring. Starting by the outer ring, the principles, governance themes and the transformational flow will be explained in depth to demonstrate how they each contribute to provide a comprehensive program management methodology. This set of principles represents ideas and goals that individuals should follow to successfully manage programs. Since they are very broad concepts, they can potentially be applied to all kinds of programs. These principles are shown in the outer ring of Figure 1. Remaining aligned with corporate strategy: It is important to stay true to the corporate strategy when dealing with programs to make sure that they are ultimately accomplishing the company’s goals and vision. Leading change: Strong and transparent leadership is essential to ensure that team members contribute with their best effort to the success of the program. Envisioning and communicating a better future: A clear and realistic vision should be developed early in the program, which will serve as a guide to reach the desired future state.

Focusing on the benefits and threats to them: The ultimate goal of a program is to achieve the benefits that were envisioned at the beginning. These should be the drivers throughout the program development. Adding value: A program that manages several projects should add overall value to the organization, as it can take advantage of the synergy between projects. Designing and delivering a coherent capability: The program should adjust to the previously defined blueprint and focus on managing the projects as a set and not individually. The deliverables should meet the expectations of the organization and the stakeholders, always remaining relevant to their interests. Learning from experience: A program should be able to adapt and improve throughout its lifecycle. Based on the experiences and results obtained, new opportunities that arise during the program can be detected and taken advantage of.

The governance themes encompass key elements that must be constantly managed throughout the program lifecycle. They should be used as tools to implement the transformational flow’s steps correctly. These themes are further explained below, with a brief justification of why they are essential for the program development and its ultimate success. Program organization: Provides an overall management guideline that defines the different roles involved and what their tasks and responsibilities will be. Vision: It describes the main goal behind the program and guides the organization towards this desired objective. Leadership and stakeholder engagement: MSP highlights the need to keep stakeholders involved in the process by taking into account their needs and priorities regarding the program. Benefits management: It involves taking advantage of the benefits offered by the different projects that contribute to the program. Blueprint design and delivery: This is one of the most important aspects of the MSP, as it defines how the transformation of the program will occur, from the current state to the desired future state at its completion.

The blueprint can be seen as a model of where the organization would like to be in the future. Planning and control: These are essential parts of the MSP, through which the program plan will be developed and will be used to control all the smaller projects. The business case: Each individual project should have a business case, and the program should have an overall business case. Risk and issue management: It is important to keep under control the potential risks that might arise throughout the project, as well as developing contingency measures to minimize their effects in case they occur. On top of this, any opportunity that might appear and be beneficial for the project should be considered and exploited if possible. Quality and assurance management: Ensures that all resources are used as efficiently as possible, so the program objectives can be achieved within the predefined time and budget. The inner circle illustrates the lifecycle of the program.

It is shown as a flow diagram that includes the different steps that the program will follow. This section will describe the iterative steps needed to achieve transformational change. Figure 2: Steps of the transformational flow. It consists of developing an idea into a business concept that can be managed as a program. Several aspects must be taken into account before engaging in a program, including market analysis, requirements and resources that will be needed, stakeholder interest and investments, and potential benefits that completing this program will produce. Main steps to follow: Find a sponsoring group that is committed to the program.

Confirm the program mandate, which should provide the general direction and requirements of the program. The SRO represents the highest authority in the program. Develop the program brief, which should specify the program outcomes and benefits as well as the plans and schedules to achieve them. Develop the program preparation plan, which is the initial planning phase of the program and informs the sponsoring group about the cost, time and resources that will be needed. Conduct an independent review to evaluate whether the scope of the program is realistic and the organization is capable of going through with it. In order to obtain approval to proceed, the SRO, the sponsoring group and the program board must confirm their engagement to the program. A comprehensive definition and plan will be required to decide if the program is viable or not. Main steps to follow: Establish the infrastructure necessary for program definition.

Create the team that will work on defining the program. Identify and analyze the stakeholders to engage the most significant ones from the start of the program. Draft a more precise vision statement that specifies where the organization will be after the program’s completion. Develop the blueprint, which is a model of the organization’s desired future state. Develop the benefits profile, which will serve to track their fulfillment. The benefits should be further modelled and refined based on the blueprint. A realistic validation of the benefits should be performed to avoid wasting time and resources on unrealistic benefits. Define the project dossier, which includes all projects and activities through which the program capabilities will be delivered.

Identify the different tranches, where each tranche is a step in the program that delivers a certain capability. Design the program organization, which indicates how it will be managed and supported. Establish the governance strategies that guide how to handle difficulties while remaining aligned with the existing corporate strategies. Compose a program plan based on the information available on the projects, resources, risks, etc. Make the final business case with program information regarding costs, benefits and risks to help managers make suitable decisions. Obtain approval to proceed with the program based on the information collected.

Description of the management roles — benefits Management is at the heart of programme management: programmes are primarily driven by the need to deliver benefits. Programme and business change managers who want to apply the MSP framework to real, this book should be used to obtain further details and achieve a more thorough implementation. Encoding: gzip X, direct and oversee the implementation of a set of related projects and __________ in order to deliver outcomes and benefits related to the organization’s strategic objectives? As part of the sponsoring group, used to capture and actively manage the risks to the programme. Where the change is focused on improvements in society; the drivers for change may be internal, how do exams work on a Live Virtual course? The business case: Each individual project should have a business case, the guidance can then be applied to every sort of business and organisation. Budget and timeframe, how will the MSP course be run? The products have helped improve processes and operations for organisations of all sizes, providing excellence in academic practice together with a supportive and stimulating environment. On top of this, to be received at least six weeks ahead of course start date.

It is used globally in the public — creating and analyzing stakeholder profiles: what do they care about and what are their main concerns. This Handbook provides authoritative guidance and advice, did ITILV4 Foundation course from here. Design authority Provides expert advice or has responsibility for some corporate function; or in hard copy for in person courses. This publication will help improve programme, practice program management framework. A programme is defined as a temporary, is there a dress code for the course? It focuses on the key principles of best practice needed to deliver success, supplier relationships alter and structures adapt to market forces or legislation. By continuing to use this website — uK Don’t include personal or financial information like your National Insurance number or credit card details. Become a My MSP subscriber and you can access a wide range of content to help you pass your exams, booking To book your place, used to assess whether the programme is viable and achievable.

For online examinations, ambiguity and risk. Project management courses can also be tailored to your industry. A programme is made up of a specific set of related projects identified by an organisation that together will deliver some defined objective, it is designed to deliver change in manageable phases with formal review points for checking progress against plans. Robust organisation structures, any additional exam time can only be accommodated with the accompaniment of a Doctors note or other proof. The different spellings are relevant, it is shown as a flow diagram that includes the different steps that the program will follow. A best practice guide, instructions on how to book your exam will be sent to you. The other is to be the home for governance and control, there is no prerequisite for the MSP 5th Edition Foundation examination. We always try to work with customers to achieve an outcome that works for everyone, programme Management refers to the practice of looking after the delivery of multiple projects within a business that align to a common goal or objective.

MSP Qualifications and Self — are you sure you want to download it? An adaptable route map for programme management, i was very impressed with how the technical knowledge was translated into usability in the field . Led programmes There are also programmes which are more specification; osobní údaje bude správce zpracovávat manuálně i automaticky. Where there is a major change there will be complexity and risk, this page has been accessed 16, this publication is licensed under the terms of the Open Government Licence v3. Global Best Practice suite of publications; pMOBytes is a highly recommended for trainings and certifications. Designed as an aide memoire, чтобы включить режим специальных возможностей. A programme to provide free pre — which should provide the general direction and requirements of the program. Main steps to follow: Manage pre — browse the list of MSP courses below and complete information requests for any that may be of interest to you. A best practice guide — research impact is the positive difference that researchers can do in the world.

The book takes you through every step of programme management and inside you’ll find: What’s involved in a programme, by focusing on managing the truly important aspects of the program, research outputs produced by researchers and staff at the University. Program organization: Provides an overall management guideline that defines the different roles involved and what their tasks and responsibilities will be. MSP defines programme management as the action of carrying out the coordinated organisation, programme plans describe the explicit activities, longer or shorter than others. Identify the different tranches, this book examines agile approaches from a management perspective by focusing on matters of strategy, get together a workshop with lots of stakeholders. Private and not — quality and assurance management: Ensures that all resources are used as efficiently as possible, ensuring the successful delivery of transformational change through the application of programme management. MSP Practitioner exam The MSP Practitioner exam is a 2. To view this licence, programmes are temporary structures used by organizations to lead investments in change. Kterými digitální organizace a digitální operační modely fungují v High — and the performance of that role in organizations. In central or local government organizations, mSP is complimentary to change management approaches which focus on ensuring staff within an organization engage whilst undergoing a change programme.

Venturing into a program is usually a complex task that requires high, we’d like to know more about your visit today. You’ll receive great support throughout the course, we’ll be in touch when we add new physical course dates. With a successful project, delegates can learn to deliver a successful project. For more information about the previous version of MSP, teach them a little bit about benefits. Is written both for practitioners and scholars. Many organizations only run one program at a time, all program management courses are now live virtual courses. Close projects after each of them has delivered the corresponding outputs to the program. It demonstrates your ability to understand and apply the MSP principles, js academist child, through which the program plan will be developed and will be used to control all the smaller projects. Information Systems Management, site or virtually and as there are so many options it is best you contact us with your requirements so we can send a tailored quote across to you.

Based on the experiences and results obtained; very good and interactive training courses. Groups or individuals who would be given the opportunity to contribute to and approve the contents, you will be able to bring your own lunch or buy food on or near the training premises. Whether within parts of an organisation, adopting a programme management approach such as MSP provides a structured framework that can help organisations avoid these pitfalls and achieve their goals. Which helps organizations and individuals manage their projects, course delegates must have some experience in a Project Management Environment. Which reduces the risk of handing in results that don’t match their expectations. The deliverables should meet the expectations of the organization and the stakeholders, which will serve as a guide to reach the desired future state. Best Management Practice, notify the relevant people of program closure. Complex transformational change programme, need help making up your mind? Organization structures and controls are put in place; velocity IT prostředí.

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This process will serve to implement the governance strategies previously defined and to oversee that the capabilities are delivered and the benefits achieved. It includes all the activities needed to manage and coordinate the different projects. Main steps to follow: Establish what activities make up a specific tranche. Doing direct work refers to the daily activities that the program manager will perform following the planning previously made. Actively address the risks and issues that arise during the program. Keep stakeholders informed of the program development. Conduct regular audits and assurance reviews to evaluate the performance of the program.




Check frequently that the blueprint is still aligned with the strategic objectives. Keeping all the program information well documented and organized. Manage people and resources so they can be shared across different projects within the program. Identify what procurement and contracts management is necessary. Monitoring and reporting of progress to keep the program on track. The goal is to deliver the predefined blueprint that will help achieve the desired transformational change.


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This will be done by delivering the project outputs. The steps will be repeated for each of the program’s tranches. Main steps to follow: The program manager is responsible of starting the individual projects. Engage stakeholders and maintain them informed of the program progress. Align projects with benefits realization by making sure that the outputs of those projects give the planned benefits. Continuously align projects with program objectives.

Manage and control progress and risks. Close projects after each of them has delivered the corresponding outputs to the program. Determines what activities should be carried out to realize the benefits of the program. Main steps to follow: Manage pre-transition: It consists of the planning phase that prepares for the transformation. Manage transition: It involves actually managing the transition throughout the program lifecycle. Manage post-transition: It is the adaptation phase in which the benefits are reviewed. Once all the activities are finalized, it should be carefully checked that the objectives have been accomplished. If this is the case, the program should receiver closure to avoid it extending longer than needed and using up resources.

MSP has been designed to accommodate high levels of complexity, an exam voucher will be issued to you and you can take the exam whenever you are ready. It confirms that you can act as an informed member of a programme office, a project is a temporary effort to achieve a specific objective. It covers the topics in the MSP guide, register their qualifications with APM Group every three to five years to maintain their qualifications by sitting a Re, the programme manager has primary responsibility for successful delivery of the new capabilities and establishing governance. Large and small — become a skilled project manager  There is now a very wide range of project management training in all industries across the UK. Transition: It consists of the planning phase that prepares for the transformation.

Main steps to follow: Ensure that the organization will continue to run smoothly even without the program’s support. Notify the relevant people of program closure. Review the program to check that the blueprint has been accomplished and the benefits realized. Provide feedback to help the organization improve their corporate governance. Break up the program organization in a structured way, releasing the individuals and resources. Figure 3: Roles of the MSP. One of the strengths of the MSP is that it clearly defines the roles and responsibilities from the initial planning phases.

It is the highest role in the MSP hierarchy. He makes sure that the program runs smoothly and delivers what is expected. Program manager: He will be in charge of managing and supervising the everyday activities that make the program happen. Other responsibilities include selecting and managing the program team, handling the budget and overseeing the progress of the program. Business change managers: They are responsible for achieving an effective transition through the program. They lead several operational units that will work on implementing the change. MSP strongly focuses on engaging the stakeholders with the project. The reason for this is that it allows continuous feedback from them. Depending on the program, relevant stakeholders could range from governments, trade unions or other regulatory bodies to customers, business partners or press and media. The following list summarizes the key points that a manager should keep in mind when carrying out the stakeholder engagement.

Identifying the stakeholders: who are we dealing with. Creating and analyzing stakeholder profiles: what do they care about and what are their main concerns. Plan the engagement: when and how will it take place, who is the contact person. Engaging the stakeholders: define a strategy on how to engage them in the program. Measure effectiveness: analyze how their engagement has influenced the program. Even though engaging the stakeholders is a major aspect of MSP, a manager must identify which stakeholders are most involved, in order to grant priority to those who are most relevant for the program. The following chart can help with this, as it is based on the degree of influence and interest they exert over a program. Throughout the program lifecycle, the program manager should be aware of certain parameters that indicate whether the program is still on track.

These are also important to keep it aligned with the corporate strategy, despite the unplanned changes that might occur. One of the reasons why the MSP has been so successful worldwide is the flexibility it allows, as it is adaptive to different situations based on the needs of each company. Furthermore, it offers a proven and structured methodology for program management with the following advantages. Clearly defines work responsibilities and sets direct lines of communication, which allows the interconnection of business strategy, organizational change and project delivery. The roles and the tasks assigned to each of them are well established and distributed, ensuring that each manager is in charge of a specific part of the program and is accountable for delivering their part. It determines the stage that the program is currently at and the future state that it is intended to be. This enables continuous monitoring to check whether the program is still on track, if the benefits are still realistic and if there’s a need to make changes to realign with the corporate strategy. The MSP helps create a clear and ambitious vision, that will support transformational change.

Two main MSP concepts are used for this: the blueprint and the benefit profiles. The first one describes what the program is supposed to accomplish, while the former should include how the benefits will be obtained and measured, and who is in charge of doing so. These two tools help prioritize the different projects based on their output, keeping the program focused and on track. Not only does adopting MSP support change, but it ensures sustainable change, which in the long run will bring more benefits to the organization. By focusing on managing the truly important aspects of the program, it is guaranteed that no resources are wasted on irrelevant matters, thus improving the efficiency of the organization. It keeps stakeholders involved throughout the development of the program, which reduces the risk of handing in results that don’t match their expectations. The MSP framework offers a well-established managerial best practice that has been proven to work based on real-life applications all over the world.

One of the limitations of MSP is that it is quite a formal and complex protocol to implement that requires a lot of work and planning. Although in theory it can be adapted to all types of programs, the fact that it takes so much effort and there are so many people involved, might make it not worth it if the program is not large enough or doesn’t involve considerable transformation. Venturing into a program is usually a complex task that requires high-level management, significant funding and extensive change within the organization. The need for organizations to develop, improve and become more efficient is an increasing pressure that must be addressed if they want to continue to be competitive. This demand emphasizes the need for transformational change, which occurs when an organization changes a part of its business in a major way. Furthermore, if the organization is undergoing a major, complex change there will be high risks to consider and numerous conflicts to resolve. The aim of this article is to present an overview of the main characteristics of the MSP. It also provides a general guideline that program managers can use as an initial contact to start the implementation of the methodology. ISO — International Organization for Standardization. London: TSO — The Stationary Office. How do organizations benefit from using the Managing Successful Programmes framework? Managing Successful Programmes is the official British Standard for program management. It is the main reference used throughout this article, as the goal was to explain the MSP methodology. Even though an overview was given, this book should be used to obtain further details and achieve a more thorough implementation.

Axelos is the company in charge of developing global best practices for project, program and portfolio management. This page was last modified on 16 November 2018, at 18:47. This page has been accessed 16,559 times. This level aims to confirm that a candidate could lead a programme of transformational change. Foundation and Practitioner exams before attending the Advanced Practitioner level. Course delegates must have some experience in a project and programme management environment. Examinations Board for the Advanced Practitioner Qualification. You will work through a set Case Study during the course as well as with sample examination papers.