Managing Successful Programmes: 2011

The 2011 Edition of MSP combines rigour and flexibility, helping all organizations public sector and private, large and small achieve successful outcomes from their program management time and time again. With change a pressing reality for all organizations, successful program management has never been more vital to success. It is accessible by program teams and organizations as well as by individual practitioners. And will help program management practitioners improve their decision making at program level and become better at implementing beneficial change. Key Features of MSP include: Describes the best practice approach to designing and running programs to implement business change. Identifies the principles behind good program management and how these are put into practice through the application of themes, such as Benefits Management, that run through a process of transformational flow, from identifying a program through managing stages of delivery. Managing Successful Programmes......Page 1 Contents......Page 5 List of figures......Page 9 List of tables......Page 11 Foreword......Page 12 Acknowledgements......Page 13 Part 1 Introduction and programme management principles......Page 15 1.2 What is a programme?......Page 19 1.3 What is programme management?......Page 20 1.5 The programme management environment......Page 21 1.6 Types of programme......Page 22 Figure 1.4 Programme impact matrix......Page 23 1.8 When to use MSP......Page 24 Figure 1.5 MSP’s relationship with other Best Management Practice guides......Page 25 1.10 Some MSP terminology......Page 26 1.11 How to use this guide......Page 27 2.2.1 Remaining aligned with corporate strategy......Page 31 2.2.2 Leading change......Page 32 2.2.4 Focusing on the benefits and threats to them......Page 34 2.2.6 Designing and delivering a coherent capability......Page 35 2.2.7 Learning from experience......Page 36 Part 2 The governance themes......Page 37 Figure 3.1 The MSP governance themes overview......Page 41 3.2 Integrating programme management into the organization control framework......Page 42 Table 3.1 Relationship between programme management strategies and delivery mechanisms......Page 43 Table 3.2 Interaction between governance themes and transformational flow – Identifying a Programme......Page 44 3.5 The key roles......Page 45 Figure 4.1 Overview of how programme organization fits into MSP......Page 49 4.4 Programme structure......Page 50 4.5.2 Responsibilities of the sponsoring group......Page 51 4.6.1 Responsibilities of the senior responsible owner......Page 52 Figure 4.3 Senior responsible owner and the programme board......Page 53 4.8.1 Responsibilities of the programme manager......Page 54 4.9 Business change manager......Page 55 Figure 4.4 Multiple BCMs reporting to the SRO......Page 56 4.9.2 Key attributes of the business change manager......Page 57 Figure 4.5 Business change authority representing multiple BCMs......Page 58 Figure 4.6 Complex structure with BCA and BCM reporting to the SRO......Page 59 4.13 Additional governance roles......Page 60 Figure 4.7 Integrating project organizations......Page 61 4.15 Programme organization within the transformational flow......Page 62 4.15.3 Managing the Tranches......Page 63 Table 4.1 Programme organization and the key roles......Page 64 5.1 Introduction......Page 67 5.3 Developing and maintaining the vision statement......Page 68 5.4.2 Defining a Programme......Page 69 Table 5.1 Vision and the key roles......Page 70 6.1 Introduction......Page 73 6.3 Leadership......Page 74 6.4 Business change management......Page 75 6.5 Comunications with the projects and other programmes......Page 76 Figure 6.3 Stakeholder engagement cycle......Page 77 6.6.2 Creating and analysing stakeholder profiles (‘Why?’ and ‘What?’)......Page 78 Table 6.3 Example of a stakeholder map for a sports complex programme......Page 79 6.6.3 (Re)defining the stakeholder engagement strategy (‘How?’)......Page 80 6.6.4 Planning the engagements (‘When?’)......Page 81 6.6.6 Measuring effectiveness (‘Results’)......Page 83 6.7.4 Delivering the Capability......Page 84 6.8 The key roles......Page 85 Table 6.5 Leadership and stakeholder engagement and the key roles......Page 86 7.1 Introduction......Page 89 Figure 7.2 Strategic context of benefits management within a programme......Page 90 Figure 7.3 Benefits management interfaces......Page 91 7.3 Benefits categorization......Page 92 7.3.1 Value......Page 93 7.3.4 Stakeholder impact......Page 94 7.3.6 Level of risk......Page 95 7.4.1 Identify benefits......Page 96 Figure 7.7 Benefits map: new HR system example......Page 97 7.4.2 Plan benefits realization......Page 99 7.4.3 Deliver benefits realization......Page 100 7.4.4 Benefits reviews......Page 101 7.6.2 Defining a Programme......Page 102 7.7 The key roles......Page 103 Table 7.3 Benefits management and the key roles......Page 104 8.1 Introduction......Page 107 8.2 Blueprint design......Page 108 Figure 8.2 Relationship between blueprint, outputs and outcomes......Page 109 8.3 Designing the blueprint delivery......Page 110 8.3.2 Optimizing the approach......Page 111 8.3.3 Step changes through tranches......Page 112 Figure 8.5 How the final blueprint is delivered via step changes in tranches......Page 114 Figure 8.6 Example of a programme schedule......Page 115 8.4.3 Managing the Tranches......Page 116 8.5 The key roles......Page 117 Table 8.1 Blueprint design and delivery and the key roles......Page 118 9.1.1 Programme planning......Page 121 Figure 9.2 Contributions to the programme plan......Page 122 9.2.2 Resource management strategy and plan......Page 123 9.2.4 Projects dossier......Page 124 9.2.6 Scheduling......Page 125 9.3 Programme control......Page 126 9.3.1 Monitoring and control strategy......Page 127 9.3.3 Starting projects......Page 128 9.3.5 Progress monitoring......Page 129 9.3.7 Planning and controlling transition......Page 130 Figure 9.4 Simple example showing outputs, transition management and benefits realization......Page 131 9.4.4 Delivering the Capability......Page 132 Table 9.1 Planning and control and the key roles......Page 133 10.1 Introduction......Page 137 Figure 10.2 Genesis of a programme business case......Page 138 10.3 Contents of the business case......Page 139 10.3.1 Net benefit line......Page 140 10.4 Reviewing the business case......Page 141 10.5 Managing the business case......Page 142 10.6.2 Defining a Programme......Page 143 10.7 The key roles......Page 144 Table 10.2 The business case and the key roles......Page 145 11.1 Introduction......Page 149 Figure 11.2 Interrelationships between different organizational perspectives......Page 150 11.2.1 Risk management strategy......Page 151 11.2.5 Early-warning indicators......Page 152 11.2.8 Evaluating risks......Page 153 11.2.9 Risk aggregation......Page 154 11.3 Risk management framework......Page 155 Figure 11.4 Programme risk management cycle......Page 156 11.4.1 Issue definition......Page 157 Table 11.1 Threat and opportunity responses......Page 158 11.5.1 Monitor and control......Page 159 Figure 11.5 Issue management cycle......Page 160 11.6 Change control......Page 161 11.7.1 Configuration management steps......Page 162 11.8.2 Defining a Programme......Page 163 11.9 The key roles......Page 164 Table 11.2 Risk and issue management and the key roles......Page 165 12.1 Introduction......Page 169 12.2.1 Quality and the programme management principles......Page 171 12.2.2 Scope of programme quality......Page 172 Figure 12.2 Scope of programme quality......Page 173 12.3.1 Assurance management principles......Page 176 12.3.2 Assurance management techniques......Page 177 Figure 12.3 P3M3 model......Page 179 12.4.1 Identifying a Programme......Page 181 12.4.5 Realizing the Benefits......Page 182 12.5 The key roles......Page 183 Part 3 The transformational flow......Page 185 Figure 13.1 Overview of the transformational flow......Page 189 13.3 Structure of the transformational flow chapters......Page 191 14.2 Sponsoring the programme......Page 195 14.4 Appoint the SRO and programme board......Page 196 14.5 Produce the programme brief......Page 197 14.8 Approval to proceed......Page 198 Table 14.1 Typical responsibilities for Identifying a Programme......Page 199 15.3 Establish the team to define the programme......Page 203 15.4 Identify and analyse the stakeholders......Page 204 15.6 Develop the blueprint......Page 205 Figure 15.2 Developing the basis of an acceptable business case......Page 206 15.8 Model the benefits and refine the profiles......Page 207 15.11 Identify tranches......Page 208 15.13 Develop the governance arrangements......Page 209 15.18 Approval to proceed......Page 210 Table 15.1 Typical responsibilities for Defining a Programme......Page 211 Figure 16.1 Overview of Managing the Tranch......Page 215 16.2.6 Communications......Page 216 16.6 Undertake audits and assurance reviews......Page 217 16.11 Monitor, report and control......Page 218 16.12 Transition and stable operations......Page 219 Figure 16.2 Example of a programme where Tranche 1 is a pilot to test the strategy......Page 220 Table 16.1 Typical responsibilities for Managing the Tranches......Page 221 17.2 Start projects......Page 225 Figure 17.2 Briefing projects......Page 226 17.6.1 Monitor and control progress......Page 227 17.7 Close projects......Page 228 Table 17.1 Typical responsibilities for Delivering the Capability......Page 229 18.2.1 Establish benefits measurements......Page 233 18.2.2 Monitor benefits realization......Page 234 18.2.5 Assess readiness for change......Page 235 18.3.4 Review transition......Page 236 18.4.4 Monitor and report benefits realization......Page 237 Table 18.1 Typical responsibilities for Realizing the Benefits......Page 238 19.2 Confirm ongoing support is in place......Page 241 19.4 Notify programme is about to close......Page 242 19.9 Responsibilities......Page 243 Table 19.1 Typical responsibilities for Closing a Programme......Page 244 Part 4 Appendices, further information and glossary......Page 245 A.3 Programme information evolution......Page 249 A.4.2 Benefits management strategy......Page 250 Table A.2 Document management over the programme lifecycle......Page 251 A.4.4 Benefits realization plan......Page 252 A.4.7 Information management plan......Page 253 A.4.9 Issue management strategy......Page 254 A.4.11 Monitoring and control strategy......Page 255 A.4.14 Programme communications plan......Page 256 A.4.17 Programme plan......Page 257 A.4.20 Quality and assurance plan......Page 258 A.4.22 Resource management plan......Page 259 A.4.24 Risk management strategy......Page 260 A.4.26 Stakeholder engagement strategy......Page 261 A.5 Programe information responsibilities......Page 262 Table A.3 Programme information responsibilities......Page 263 Table B.1 Drivers for change......Page 267 B.3 Business alignment......Page 268 B.4 Governance integration......Page 269 B.5.3 Process......Page 270 B.6 Assesment using P3M3......Page 271 Table B.3 Summary of P3M3 (a best-practice maturity model)......Page 272 Figure C.1 Programme management environment......Page 275 C.2.3 Information management......Page 276 C.3 Programme office structures......Page 277 C.5.1 Overview of the role of the programme office function......Page 278 C.5.2 Programme office skillsets......Page 279 D.1.4 Analyse review findings......Page 283 D.2.1 Governance themes......Page 284 D.2.2 Transformational flow......Page 286 Further information......Page 293 Glossary......Page 297 Index......Page 305