Managing Successful Programmes (MSP) - Revision history

Tkokotas at 17:47, 16 November 2018

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			''Developed by Ana Torrijos''


	== Abstract ==		== Abstract ==

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	#'''People''': organization, roles, leadership & stakeholder engagement.		#'''People''': organization, roles, leadership & stakeholder engagement.
	#'''Structure''': transformational flow, themes, blueprint, tranches.		#'''Structure''': transformational flow, themes, blueprint, tranches.


	== MSP Framework ==		== MSP Framework ==

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Delivering the Capability

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	**Ensure transition and stable operations		**Ensure transition and stable operations

	==== Delivering the ~~Capability~~ ====		==== Delivering the capability ====

	The goal is to deliver the predefined blueprint that will help achieve the desired transformational change. This will be done by delivering the project outputs. The steps will be repeated for each of the program’s tranches.		The goal is to deliver the predefined blueprint that will help achieve the desired transformational change. This will be done by delivering the project outputs. The steps will be repeated for each of the program’s tranches.

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Annotated Bibliography

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	*Managing Successful Programmes . (2011). London: TSO - The Stationary Office.		*Managing Successful Programmes . (2011). London: TSO - The Stationary Office.

	''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 a more thorough implementation.		''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.

S173143: /* Overview of MSP */

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Overview of MSP

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	== Overview of MSP ==		== Overview of MSP ==

	This methodology was developed by the Office of Government Commerce (OGC), a 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.		This methodology was developed by the Office of Government Commerce (OGC), <ref>Best Management Practice Portfolio. Retrieved February 26, 2018, from https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce</ref> a 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.
	~~<ref>Best Management Practice Portfolio. Retrieved February 26, 2018, from https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce</ref>~~

	There are three main elements that form the MSP and that will be explained throughout this article.		There are three main elements that form the MSP and that will be explained throughout this article.
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	#'''People''': organization, roles, leadership & stakeholder engagement.		#'''People''': organization, roles, leadership & stakeholder engagement.
	#'''Structure''': transformational flow, themes, blueprint, tranches.		#'''Structure''': transformational flow, themes, blueprint, tranches.


	== MSP Framework ==		== MSP Framework ==

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	*'''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.		*'''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.		*'''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.


	=== Governance Themes ===		=== Governance Themes ===
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	*'''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.		*'''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.		*'''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.


	=== Transformational Flow ===		=== Transformational Flow ===
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	*'''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.		*'''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.		*'''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.

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	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.		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.


	== Introduction to Program Management ==		== Introduction to Program Management ==

	The International Organization for Standardization (ISO) defines a program as “a group of related projects and other activities aligned with strategic goals”.<ref>ISO - International Organization for Standardization. (2017, March 08). Retrieved February 26, 2018, from https://www.iso.org/standard/50003.html</ref> 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. Therefore, the need for program management seems obvious when having to deal with multiple interrelated projects. The ultimate management goal is to aggregate and coordinate all the involved projects in order to maximize the benefits and minimize the cost and effort required. Managing Successful Programmes (MSP) is a detailed approach to tackle program management, which is defined as “a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities”.<ref>Managing Successful Programmes. (2011). London: TSO - The Stationary Office.</ref> When implementing MSP, project governance can be optimized by coordinating planning, sharing resources and setting common goals.		The International Organization for Standardization (ISO) defines a program as “a group of related projects and other activities aligned with strategic goals”.<ref>ISO - International Organization for Standardization. (2017, March 08). Retrieved February 26, 2018, from https://www.iso.org/standard/50003.html</ref> 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. Therefore, the need for program management seems obvious when having to deal with multiple interrelated projects. The ultimate management goal is to aggregate and coordinate all the involved projects in order to maximize the benefits and minimize the cost and effort required. Managing Successful Programmes (MSP) is a detailed approach to tackle program management, which is defined as “a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities”.<ref>Managing Successful Programmes. (2011). London: TSO - The Stationary Office.</ref> When implementing MSP, project governance can be optimized by coordinating planning, sharing resources and setting common goals.


	== Overview of MSP ==		== Overview of MSP ==
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	#'''People''': organization, roles, leadership & stakeholder engagement.		#'''People''': organization, roles, leadership & stakeholder engagement.
	#'''Structure''': transformational flow, themes, blueprint, tranches.		#'''Structure''': transformational flow, themes, blueprint, tranches.


	== MSP Framework ==		== MSP Framework ==
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	**Provide feedback to help the organization improve their corporate governance.		**Provide feedback to help the organization improve their corporate governance.
	**Break up the program organization in a structured way, releasing the individuals and resources.		**Break up the program organization in a structured way, releasing the individuals and resources.


	==Assigning Management Roles==		==Assigning Management Roles==
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	*'''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.		*'''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.		*'''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.


	==Stakeholder Engagement==		==Stakeholder Engagement==
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	[[File:Stakeholder_engagement.png\|500px\|thumb\|center\|Figure 4: Stakeholder involvement matrix. Obtained from ''Managing Succesful Programmes''<ref>Managing Successful Programmes . (2011). London: TSO - The Stationary Office.</ref>]]		[[File:Stakeholder_engagement.png\|500px\|thumb\|center\|Figure 4: Stakeholder involvement matrix. Obtained from ''Managing Succesful Programmes''<ref>Managing Successful Programmes . (2011). London: TSO - The Stationary Office.</ref>]]


	==Indicators to take into Account==		==Indicators to take into Account==
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	*Benefits realization plan		*Benefits realization plan
	*Key stakeholder satisfaction indicators		*Key stakeholder satisfaction indicators


	== Benefits of Implementing MSP ==		== Benefits of Implementing MSP ==
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	#It keeps stakeholders involved throughout the development of the program, which reduces the risk of handing in results that don’t match their expectations.		#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. There are several tools (books, program trainers, workshops, etc.) that can be used by organizations to implement this practice and make the most out of it.		#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. There are several tools (books, program trainers, workshops, etc.) that can be used by organizations to implement this practice and make the most out of it.


	== Limitations of MSP ==		== Limitations of MSP ==
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	Venturing into a program is usually a complex task that requires high-level management, significant funding and extensive change within the organization. This can definitely be challenging and more difficulties could arise during the program, especially if it runs for a long period (eg. extra funding might be needed, it can become increasingly hard to keep up employee motivation or there could complications staying on track).		Venturing into a program is usually a complex task that requires high-level management, significant funding and extensive change within the organization. This can definitely be challenging and more difficulties could arise during the program, especially if it runs for a long period (eg. extra funding might be needed, it can become increasingly hard to keep up employee motivation or there could complications staying on track).


	==Conclusion==		==Conclusion==

S173143: /* Annotated Bibliography */

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Annotated Bibliography

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	''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 a more thorough implementation.		''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 a more thorough implementation.


	*AXELOS Global Best Practice. (n.d.). Retrieved February 28, 2018, from https://www.axelos.com/		*AXELOS Global Best Practice. (n.d.). Retrieved February 28, 2018, from https://www.axelos.com/

	Axelos is the company in charge of developing global best practices for project, program and portfolio management. Their website offers information about their specific methodologies (PRINCE2, MSP, P3M3, etc.) and a variety of white papers related to real cases in which they have been implemented.		Axelos is the company in charge of developing global best practices for project, program and portfolio management. Their website offers information about their specific methodologies (PRINCE2, MSP, P3M3, etc.) and a variety of white papers related to real cases in which they have been implemented.

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Annotated Bibliography

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	*Managing Successful Programmes . (2011). London: TSO - The Stationary Office.		*Managing Successful Programmes . (2011). London: TSO - The Stationary Office.

	~~The official~~ ''Managing Successful Programmes'' ~~book~~ is the 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 ~~for~~ further and more ~~in depth~~ implementation.		''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 a more thorough implementation.

	*AXELOS Global Best Practice. (n.d.). Retrieved February 28, 2018, from https://www.axelos.com/		*AXELOS Global Best Practice. (n.d.). Retrieved February 28, 2018, from https://www.axelos.com/

	Axelos is the company in charge of developing...		Axelos is the company in charge of developing global best practices for project, program and portfolio management. Their website offers information about their specific methodologies (PRINCE2, MSP, P3M3, etc.) and a variety of white papers related to real cases in which they have been implemented.

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Stakeholder Engagement

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	#'''Identifying the stakeholders''': who are we dealing with.		#'''Identifying the stakeholders''': who are we dealing with.
	#'''Creating and analyzing stakeholder profiles''': what do they care about and what are their main concerns.		#'''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		#'''Plan the engagement''': when and how will it take place, who is the contact person.
	#'''Engaging the stakeholders''': define strategy on how to engage them in the program		#'''Engaging the stakeholders''': define a strategy on how to engage them in the program.
	#'''Measure effectiveness''': analyze how ~~the~~ engagement has influenced 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.		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.

	[[File:Stakeholder_engagement.png\|500px\|thumb\|center\|Figure 4: Stakeholder involvement matrix. Obtained from ''Managing Succesful Programmes''<ref>Managing Successful Programmes . (2011). London: TSO - The Stationary Office.</ref>]]		[[File:Stakeholder_engagement.png\|500px\|thumb\|center\|Figure 4: Stakeholder involvement matrix. Obtained from ''Managing Succesful Programmes''<ref>Managing Successful Programmes . (2011). London: TSO - The Stationary Office.</ref>]]


	==Indicators to take into Account==		==Indicators to take into Account==