7.10.5.1. Develop, implement and update the Programme Communications Plan. Managing Successful Programmes (MSP TM) OGC has sponsored the development of a programme management approach based on proven best practice from both public and private sector organisations. Governance: manage and control delivery. Managing Successful Programmes (MSP®) Study Guide - Downloadable PDF. 2.6.4. 5.2.2. This is important as the long-term nature of programmes means the team members are likely to change and the Vision Statement will provide a constant focal point. The Projects Dossier - to enable the estimating of costs, duration and benefits associated with the programme, 6.4.5.3. The purpose of each of the processes within the Transformational Flow is to ensure that each programme is managed in a consistent manner. What is MSP Leadership and Stakeholder Engagement video. Why has MSP been refreshed? 7.10.2.1.1. A Vision Statement provides a summary impression of the desired future state by describing the new services, improved service levels or innovative ways of working with customers. A programme only remains valid if it adds value to the sum of its constituent projects and major activities. By being principles-based, it means that the framework can be applied to any shape, size or type of programme. Acts as the overarching authority for the programme. 5.11.1. I was keen to take these exams to give more formal structure to my management of collections of interdependent projects. The programme itself must add value beyond the constituent projects. 8.6.5.7.2. Managing Successful Programmes 2011 Edition. This should be internally coherent so that all quality requirements are optimised and released into operational use to ensure maximum incremental capability with minimal disruption to the organisation. 13.1.3.1. A tranche delivers a step change in capability. A key element to be defined by the issue management strategy will be the change control procedures. 8.2.6. 9.7.4. http://www.amazon.co.uk/Fundamentals-benefit-realization-Gerald-Bradley/dp/0113312598/, 10.1.1.1. http://online.apmg-exams.com/index.aspx?subid=48&masterid=12, 10.1.2.1. http://online.apmg-exams.com/index.aspx?subid=112&masterid=12, 10.2.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=743&sID=324, 10.3.1.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=756&sID=284, 10.3.2.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=766&sID=284, 10.4.1. This means that the capabilities required to achieve the Vision Statement are all implemented, and sufficient benefits have been realised to objectively judge whether the programme has been successful to-date and to be confident that the full benefits of the programme will be delivered in the business-as-usual environment. 5.8.4. 6.8.7.1. Shop your textbooks from ZookalAU today. Political priorities in public sector, 16.5.1.6. MSP® programmes are about delivering transformational change, which is achieved through a series of iterative and interrelated steps. The Closing a Programme process is usually undertaken when the Blueprint has been delivered. Principles are generic principles - the way in which they are applied must be tailored to suit the organizational circumstances, whilst ensuring the underlying rationale is maintained. 6.3.5. Information Management Strategy (A.8). 6.4.1. Dis-benefits are actual consequences not risks. Programme outputs, capabilities, outcomes and benefits are interrelated, and corporate objectives are not achieved by accident. The planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks. This process incorporates the planning and management of the transition from old to new ways of working and the achievement of the outcomes, whilst ensuring that the operational stability and performance of the operations are maintained. Its purpose is to provide supporting information to candidates to help them take the MSP qualification. The Managing Successful Programmes (MSP) guidance explains the programme management principles, governance themes and transformational flow that should be applied to the management of programmes or transformational change in any environment. 6.3.7.3. The risk management strategy should be clear about how information flows will work in the programme. End of Tranche review and close. Collate, log and process feedback. Align projects with benefits realization, 6.6.7.4. Develop the Programme Preparation Plan (A.18). 5.8.2.1. 10.4.3. The action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business. This is just one of the solutions for you to be successful. It outlines the concepts of the ‘as-is’ state, the ‘to-be’ state, and the step changes required to achieve the target operating model. Transformation activities to transition solutions into business operation. Download Free Managing Successful Programmes Msp Study Guide Managing Successful Programmes Msp Study Guide Recognizing the quirk ways to acquire this ebook managing successful programmes msp study guide is additionally useful. Leading change involves active engagement of stakeholders. A programme needs to co-ordinate the output delivery from a number of projects so that benefits can be realized during the programme and afterwards. An outcome perceived as NEGATIVE by ONE or MORE stakeholders. 6.5.7. Change Management, Managing Successful Programmes (MSP™) author and specialist in delivering and rescuing complex change, the purpose of this brochure is to explain why the decision was taken to refresh MSP and to describe the main changes and improvements that have been made to the guide. 8.1.2.1. As the programme progresses, especially at the end of each tranche, it reviews the effectiveness of its governance arrangements and the continued viability of the programme’s Business Case. Programmes should maintain good links with what can be volatile corporate strategy, to ensure that the outcomes of the programme remain aligned with that strategy. 5.8.1.1. 5.4.4.1.1. Old, not updated to newest MSP® version! Quality and assurance plan set out the timetable and arrangements for carrying out the quality and assurance strategy. Appoint the SRO and Programme Board, 6.3.7.5. 5.9.3. 2.5.1. 5.8.8. 7.10.1.1. When it comes to putting MSP into practice, we have a number of templates which will help you create a programme brief and plan, outline the business case and create programme strategies. 5.5.2.2. Quality and assurance strategy is used to define and establish the activities for managing quality across the programme. Thus the programme’s boundary, including the projects and activities that become part of the programme, is determined to enable the realization of these end benefits. 12.3.1.3. The Senior Responsible Owner (SRO) is accountable for the production of the Programme Brief and the development of the Programme Preparation Plan. Issues are events that have happened, were not planned, are currently affecting the programme in some way and need to be actively dealt with and resolved. 5.5.4.1.1. Where you set up the governance for the programme. 7.9.1.2. Describes how the business case will provide the key decision-making information within any programme. MSP® is based upon these principles for a very simple reason. A very important aspect on most training courses in this Managing-Successful-Programmes-Msp-Study-Guide 1/3 PDF Drive - Search and download PDF files for free. This syllabus is based on the 2011 edition of the MSP guidance. The capability that the programme will deliver is defined in the blueprint. Helping all organizations - public sector and private, large and small - achieve successful outcomes from their programme management. 16.2.1.1. The Vision is a picture of a better future. Stakeholder engagement involves the identification and analysis of stakeholders, defining and planning how the programme will engage with these stakeholders, then undertaking these engagements and measuring their effectiveness to help define and plan further and ongoing stakeholder engagements. 2.1.1.3. A temporary organization, usually existing for a much shorter time than a programme, which will deliver one or more outputs in accordance with a specific business case. Transitory - becomes planned when vision and direction established, 16.5.3.2. 8.2.7.7.3. Best-practice programme management aligns everything towards satisfying strategic objectives by realizing the end benefits. Its aim is to deliver outcomes and benefits related to the organization’s strategic objectives. The Blueprint (a.k.a. The Stationery Office Ltd. Benefits may be expressed in terms of compliance, achievement and avoidance of negative implications rather than measurable improvements in performance is a which type of programme? 5.4.2. 6.7.7. Based on their expertise and experience can help, coach and mentor less-experienced programme and project personnel, 8.6.5.7. 2.5.4. Managing-Successful-Programmes-Study-Guide 1/3 PDF Drive - Search and download PDF files for free. The leaders must describe a clear vision of the future. 6.8.2.1. Develop and implement risk & issue strategies and configuration management system. The focus is on engaging and managing the environment within which it operates and reacting to opportunities and challenges rather than insulating itself, resisting change and focusing on internal delivery. There are two levels within the course, each examined separately: the Foundation level and the Practitioner level, which you can take sequentially or … Relationship between Vision, Vision Statement and Blueprint. Manage risks impacting business performance and transition. Primarily the responsibility of the Programme Manager, Managing the Tranches implements the governance arrangements for the programme to each of the tranches. 8.2.7.9.3. Realizing the Benefits identifies three distinct sets of activities which comprise this process, they are: 6.7.8.1. 13.3.6.2. Takes an outline idea, undertakes an analysis of stakeholders and carries out market consultation to turn it into a business concept that gains strategic support. Principles are self-validating and empowering. Planning and Control are fundamental to the success of the programme and should be seen as separate and complimentary concepts. 8.5.1. managing successful programmes msp study guide Aug 24, 2020 Posted By Anne Golon Ltd TEXT ID 94679690 Online PDF Ebook Epub Library processes which form the msp framework work together to achieve the strategic goals managing successful programmes msp study guide aug 23 2020 posted by jir Managing Pre-Transition which involves the analysis, preparation and planning for the business change, 6.7.8.2. Leadership & Stakeholder Engagement. 2.4.1. The issue management strategy outlines how issues will be identified, categorized, severity-rated and then managed and how change control will be applied, and it includes any specific reference to other strategies that support it. 8.2.7.9.1. 8.1.2.5. 7.9.7.2. The deliverable, or output developed by a project from a planned activity. Maintain communication activity audit trail. Peoplecert PC0-003 Q&A - in .pdf. Our Managing Successful Programmes course (or MSP®) is the industry recognised method for managing programmes. Programme Mandate pulls together the high-level, strategic objectives of the programme from the organisation’s strategic drivers and relevant policies, plus the outline vision statement. They must have enough seniority and authority to provide leadership to the programme team, and take on accountability for delivery. Align projects with programme objectives, 6.6.7.5. Design and manage risk and issue management cycles. 8.4.3.8.3. Governance meaning the functions, processes and procedures that define how the programme is set up, managed and controlled. 8.2.2.1. 8.4.3.9.1. The preparation of the plan requires the analysis of large volumes of data and the consultation with subject matter experts and stakeholders before the distillation of that information into a coherent plan. Develop and maintain Stakeholder Profiles. managing successful programmes msp study guide Aug 19, 2020 Posted By Beatrix Potter Library TEXT ID 94679690 Online PDF Ebook Epub Library industry recognised method for managing successful programmes certification will provide you with the knowledge understanding and confidence to … The SRO is responsible for ensuring that the programme meets its objectives and realises the expected benefits. 8.5.2.7.4. Outward-facing description of the future state, 5.4.4.1.3. PRINCE2® - PRojects IN Changing Environments, 3.6.8. Closing a Programme structures the end to the programme, consolidating and embedding the change, closing down all programme activity and completing stakeholder engagement. ", 16.5.1.1. 13.2.2.1. 13.2.1.1. MSP® Programme Lifecycle. This is why we present the book compilations in this website. 5.5.4. Manage the transition between the ‘old’ and ‘new’ ways of working, always ensuring benefit, 12.3.3.3.6. This end state in MSP is called Blueprint (A.5). The MEASURABLE improvement resulting from an OUTCOME perceived as an ADVANTAGE by ONE or MORE of stakeholders, which contributes towards one or more organizational objectives(s). 5.7.5. Disband programme organisation and functions. Certification provides the knowledge, understanding and confidence to manage work within or interface with programmes. 8.4.3.8.1. 6.6.4. In addition to the need to manage a large number of complex tasks, people need to be led. 6.5.5. Governance is the control framework through which programmes deliver their change objectives and remain within corporate visibility and control. 6.5.2.1. "A programme is a temporary, flexible organization structure created to co-ordinate, direct and oversee the implementation of a set of related projects and transformational activities.