Duration
5 days
Overview
Officially launched in 1999, “Managing Successful Programmes” (MSP®) is a guide that provides and maintains a strategic view over the set of projects, aligning and co-ordinating them within a programme of business change in support of specific business strategies.
Objectives
- Provide Delegates with an understanding of the benefits and principles underlying a structured approach to programme management.
- Apply the principles of MSP® to programmes within a work environment.
- Operate effectively with colleagues and managers within a structured programme and project management environment.
- Enable delegates to understand the MSP® framework to be prepared to sit the APM Group/OGC MSP™ Foundation & Practitioner examinations.
Audience
Any organisation or individual seeing the need for a controlled approach to managing its programmes. The event is suitable for programme managers, experienced project managers, programme support team members and senior managers from any discipline.
Course Contents
- 1. MSP® Introduction and Overview
- What is a programme? What is programme management? Terminology? Structure of MSP®
- 2. MSP® Framework and Concepts
- Principles, governance themes, transformational flow, management strategies and plans.
- 3. Vision
- What is a ‘vision’? What makes a good Vision Statement?Identifying a Programme; Programme Mandate. Linking to Policy and Strategy. Preparing a Programme Brief. Planning to Define the Programme.
- 4. Blueprint Design and Delivery
- What is a Blueprint, and what does it contain? Developing a Blueprint from the Vision Statement.
- 5. Defining a Programme
- Creating a Programme Definition Document (including the Project Dossier, the Programme Plan and the Programme Business Case).
- 6. Planning and Control
- What is a Programme Plan and how is it developed? The Project Dossier. Resourcing and scheduling.
- 7. Benefits Realisation Management
- The key driver for the programme. How benefits realisation links to achieving strategic objectives. Outcome relationship models and Benefit Maps. Planning for benefits realisation.
- 8. Organisation and the Programme Office
- Organisation and leadership. Organisational structure, the key roles and their responsibilities; What is a Programme Office and what service does it provide.
- 9. The Business Case
- Developing, managing and reviewing the programme’s Business Case.
- 10. Leadership and Stakeholder Engagement
- Leadership as opposed to management. How ‘leaders’ actively engage stakeholders. Analysing and engaging with stakeholders. Stakeholder maps and matrices.
- 11. Managing the Tranches
- Implementing governance arrangements. Establishing tranches. Managing risks and issues.
- 12. Delivering the Capability and Realising the Benefits
- Co-ordinating and managing projects on the Project Dossier. Starting and closing projects. Maintaining alignment with the programme; Ensuring that project outputs are fit for purpose and can be integrated into operations, so that benefits can be realised. Pre-transition, transition and post-transition activities.
- 13. Quality Management
- Critical Success Factors. The scope of programme quality management. Quality processes. Configuration Management. Quality Management Strategy and Plan. Information Management Strategy and Plan.
- 14. Risk Management and Issue Resolution
- Principles, approach and strategy for managing risks and resolving issues; Managing and controlling changes in programmes.
- 15. Closing a Programme
- Formal confirmation of completion. Finalising programme information. Confirming closure.
- 16. Practical Work
- A specially written scenario runs throughout the course from start to finish. A comprehensive set of tasks help provide a practical application. There are also sample exam Foundation and Practitioner papers for delegates to practice with.
Programme scope, delivery arrangements and suitability are confirmed during enquiry.