Managing Successful Programmes 2007

Andy Taylor APM Group Ltd. Chief Examiner for MSP

MSP is a trade mark of the Office of Government Commerce Based on OGCs MSP material, unless otherwise stated

Questions?
Programme Management:
What is it? Why should you use it?

Managing Successful Programmes (MSP)

Why? What? When? Who? Where? How?

Programme Management?
The action of carrying out the coordinated organisation, direction and implementation of a dossier of projects and transformation activities (i.e. the Programme) to achieve outcomes and realise benefits of strategic importance to the business.
MSP 2007

Why not big project management?

Projects
Work usually! Deliver outputs

But they
Dont deliver the benefits Deal with business as usual See the wider context, e.g. interdependencies

Projects or Programmes or Portfolios?

One and all!

Projects may need programmes Programmes will always have projects ++ Portfolios will have projects and programmes ++

Project, Programme and Portfolio

Projects
Thrive on certainty Shorter timeframe Well-defined outputs to TCQ Fit for purpose Enable benefit realisation

Programmes
Collection of projects and other non-project activities Less certainty Longer timeframe (but has end point) Clear vision but not of the route to it Benefit realisation dominates Business case designed for benefit realisation Manages interdependencies Strong stakeholder engagement

Corporate Portfolio
Corporate strategy focus Vision for entire organisation Timescales not defined Combination of major projects and programmes Business case? Organisational benefits linked to organisational goals

Why use Programme Management?

Benefits realisation Board level support Weak leadership Unrealistic expectations of the organisational capacity and capability for change No real picture of the future Poor communication of vision Failure to change organisational culture Poor stakeholder engagement

Why MSP?
Proven programme management good practice Has been shown to deliver transformational change successfully Suitable for both public and private sector Provides a flexible framework Adds structure and formality as necessary and appropriate Aids the understanding of key issues and hence helps to manage them more effectively

What is MSP?
Best practice Links to PRINCE2 and MoR Read across from ITIL Consists of three core concepts:
A set of Principles A set of Governance Themes A Transformational Flow

ITIL and M_o_R are Registered Trade Marks and Registered Community Trade Marks of the Office of Government Commerce PRINCE2 is a Trade Mark of the Office of Government Commerce

MSP Framework and Concepts

Remaining aligned with corporate strategy
Ex pe rie nc e

Organisation
ing ad Le
M Q an ua ag lity em en t

on si Vi

fro m

ge an ch

Le ar ni ng

Identifying a Programme
ish bl ta Es

Risk & Is Manag sue ement

Defining a Programme

Leadership & Stakeholders Engagement

Delivering the Capability

& ie w Rev are p Pre

Closing a Programme
s es sin Bu se Ca

Realising the Benefits

Ad din gv a lu e

Pla nn Co ing & ntr ol

y iver Del int ign epr Blu & Des and its nef be on ing them us Foc ats to thre

Be ne Ma fit R na eal ge isa me tio nt n Envis ioning and a bett communica er futu ting re

Managing the Tranches

ring a elive and d ability p gning Desi herent ca co

Key Inner Circle Second Ring Outer Ring Transformational Flow Governance Themes Principles

Crown Copyright 2007 Reproduced under licence from OGC

MSP Principles
Applied throughout the programme to help the programme to achieve its objectives:
Remaining aligned with corporate strategy Leading change Envisioning and communicating a better future Focusing on benefits and threats to them Adding value Designing and delivering a coherent capability Learning from experience

MSP Governance Themes

Governance is the control framework through which programmes deliver their objectives A programme needs
Clear and open governance To negotiate resources To adjust to changing organisational contexts To deliver its outcomes and benefits

The need for Governance over change is manifested in two ways :

Control and ownership of the transformation programme Control and ownership/stewardship of the organisation as a corporate entity

Governance Framework
An effective governance framework consists of:
Organisation Vision Leadership and stakeholder engagement Benefits Realisation Management Blueprint design and delivery Planning and control The Business Case Risk management and issue resolution Quality management

All these should be woven into the fabric of the programme

MSP Transformational Flow

Policy Strategy Vision

Mandate

Identifying a Programme

Programme Brief Defining a Programme Programme Definition, Control Framework, and Plans/Schedules
t Es ish bl a

Managing the Tranches

Delivering the Capability

w& evie re R pa Pre

Realising The Benefits

Closing a Programme

Completion of programme, final lessons learned

Delivery of new or enhanced operational capability

Crown Copyright 2007 Reproduced under licence from OGC

Identifying a Programme
Clarification of what is to be achieved and the desired benefits Management decision to be made as to whether the programme is desirable and appropriate Commitment to the investment and resources required to proceed to the next process of Defining a Programme Confirmation that the change should be managed as a programme

Defining a Programme
What is the programme going to do How is it going to do it Who is involved How will it be controlled The justification for going forward

Managing the Tranches

Implement the defined governance for the programme Ongoing management of the programme:
Risks Issues Communications Maintain strategic alignment Information and asset management Manage resources including people Procurement, contracts management Monitor, report and control Audits Transition and stable operations

Prepare for next tranche End-of-tranche review and Close

Delivering the Capability

Start projects Engage stakeholders Align projects and benefits realisation Align projects with programme objectives Manage and control delivery
Monitor and control progress Manage risks and resolve issues

Close projects

Realising the Benefits

Manage pre-transition
The analysis, preparation and planning for business transformation

Manage transition
Delivering and supporting the changes

Manage post-transition
Reviewing progress, measuring performance and adapting to change

Realising the Benefits

Benefit Baseline Measurement
6 1

Benefit Realisation

Pre-Transition

Transition
5

Post-Transition
7

Outcome Realise Benefits Business Change Management

Embedded Change

Sustained Business Operations 4

3

Enabler

Deliver Capability

Project Output Project Management

Time

Crown Copyright 2007 Reproduced under licence from OGC

Closing a Programme
Formally recognise the programme has completed Realised some benefits Review programme Update and finalise programme information Feedback to policy and strategy Confirm ongoing support is in place Confirm closure Disband programme

MSP Transformational Flow

Policy Strategy Vision

Mandate

Identifying a Programme

Programme Brief Defining a Programme Programme Definition, Control Framework, and Plans/Schedules
t Es ish bl a

Managing the Tranches

Delivering the Capability

w& evie re R pa Pre

Realising The Benefits

Closing a Programme

Completion of programme, final lessons learned

Delivery of new or enhanced operational capability

Crown Copyright 2007 Reproduced under licence from OGC

When is MSP appropriate?

Depends on
The nature of the change expected The focus of change envisaged The predictability of the outcome

Types of programme:
Specification-led programmes Business transformation programmes Political and societal change programmes Routine updates, business-as-usual, management coordination

Who should use MSP?

Any organisation (public or private sector)
Which sees projects successfully delivered but not going on to deliver the appropriate benefits Which wants to develop their project management maturity into a more organisational programme management context Which has to deliver transformation

 and for the people involved?

Qualifications accredited by UKAS Internationally recognised
UK USA India France Australia The Netherlands Singapore South Africa
health care consultancy

New Zealand Spain Italy

Sectors include:
financial retail all public sectors international development organisations

Examinations available
Foundation Practitioner Advanced Practitioner Registered Consultant

Where to use MSP?

Vision-led programmes Emergent programmes Compliance programmes

How does MSP deliver?

Business Change Manager prepares Business Change Manager delivers Boss delivers

Project Output (e.g. e-commerce system)

Business Change (e.g. preparations and training)

Outcome (e.g. new system operational taking orders)

Intermediate Benefit (e.g. increased e-orders)

End Benefit (e.g. increased sales revenue)

Strategic Objectives (e.g. increased profitability)

Project Manager prepares

Project Manager delivers

Programme delivers

Crown Copyright 2007 Reproduced under licence from OGC

What sort of benefits can MSP deliver?

Value Type
Definite Expected Anticipated

Definition
Value may be predicted with certainty Value may be predicted on the basis of historical trends and high levels of confidence Benefit is anticipated but value not reliably predicted May be anticipated but difficult to substantiate. Proxy measures may give evidence.

Example Cashable
Reduced costs

Non-cashable
Fewer steps in process Quicker performance of tasks Greater customer satisfaction

Tangible

Increased sales

Lower insurance premiums

Intangible

Improved image (Proxy: number of positive testimonials)

Crown Copyright 2007 Reproduced under licence from OGC

Embedding MSP?
Culture
Board-level sponsorship and visibility as champions Organisational competence Induction programme Education and awareness Organisational fit

Roles
Programme and project management champions Change management roles (BCM) Programme and project office roles

What changes from MSP 2003 to 2007?

Realisation of benefits still the focus Ownership and responsibility still sit with the SRO Embedding and reviewing effective programme management still key to successful delivery Defining a framework for organisation and governance still important MSP must still be tailored to suit the environment, the type of programme and the needs of the programme Programme still fits into a hierarchy (strategic, programme, project, operational) of interlinked objectives for the organisation

What changes from MSP 2003 to 2007?

The presentation of the Transformational Flow with Principles and Themes Additional information on documentation and responsibilities Guidance on Health Checks for programmes Guidance for embedding MSP successfully assessed by the use of P3M3 maturity model Overall 2003 edition was good 2007 edition is better!

Conclusions
MSP is valid for most organisations embarking on transformational change programmes MSP provides an excellent flexible framework within which benefits can be managed and realised effectively MSP can begin to realise the benefits of the organisations investment not only in programme management but in project management too

Conclusions
OGCs MSP guidance has always been at the leading edge of theoretical knowledge and best practice in the emerging discipline of programme management. The enhancements delivered by this refresh will enable those who adopt the framework to improve their programme management capability and maturity and increase their ability to realise long and short term benefits throughout their organisations. Dr David Partington (Cranfield School of Management)

Thank you Enjoy using MSP!