OGC’s Managing Successful Programmes MSP
Purpose of MSP • To provide a framework of best practice principles and concepts for programme management drawn from latest experiences and proven practice in setting up and managing programmes. • To help programme management practitioners improve their decision making at programme level and to become better at implementing beneficial change. • To provide the basis of the examination of individuals to obtain certification to show their level of knowledge and understanding of the content of MSP. MSP is not – • a form of management for big projects • a detailed guide on managing business change • a guide to ongoing service management/management of business as usual • Though it should demonstrate the context of programme management in all three of these areas
MSP Principles • 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.
MSP Governance Themes(Programme environment) • Organisation (Who) • Vision (What) • Leadership & Stakeholder engagement (Who) • Benefits Realisation Management (Why) • Blueprint design and Delivery (What) • Planning and Control (How) • Business Case (Why) • Risk Management & Issue Resolution (How) • Quality management (How)
Programme Mandate Completion of programme Identifying a programme Programme Brief Defining a programme Closing a programme Managing the tranches Programme Definition, Strategies and plans Managing the portfolio Managing benefits Delivering capability Realising benefits Review points MSP Transformational Flow (Programme Process)
The Programme Manager is responsible for: • day-to-day management of the programme, including taking the programme forward from appointment (usually in “Identifying a Programme” or “Defining a Programme”), supervising and closing the programme • day-to-day agent on behalf of the Senior Responsible Owner, for successful delivery of the new capability • planning and designing the programme and proactively monitoring its overall progress, resolving issues and initiating corrective action as appropriate • defining the programme’s governance framework • effective co-ordination of the projects and their interdependencies, risks and issues • overall integrity and coherence of the programme • managing the programme’s budget, monitoring the expenditures and costs against benefits that are realised as the programme progresses
MSP Business Case Vision statement Programme Brief Programme Mandate Programme preparation plan Programme Brief Blueprint Programme plan Projects Dossier Benefits management strategy Benefit profile & Realisation plan Strategies: Information man/Issue resolution/Monitoring/Control/Quality/Risk man. Stakeholder/Communications plan Key Management Info.Documents
1 Initial Assessment 2 Programme Leadership 3 Scope aims and benefits 4 Position within a Dept. 5 Managing the TCQ triangle 6 Assumptions, Risks, Issues 7 Skills and expertise 8 Stakeholders 9 Business models 10 Managing suppliers Getting off on the right foot Having the right people Defining the task appropriately Knowing your environment Keeping feet on the ground Knowing what could go wrong Having the right know-how Appreciating who can help or harm Making it work for real Getting through to the end “10 Causes of Confidence”From OGC’s Major Project Portfolio