Policy MSP ® Process Flow Diagram

Strategy
Vision
Sponsoring Group Corporate Management

Programme
Mandate
Programme Board (SRO, PM, BCM + others as appropriate) Programme Outcome

Identifying a Defining a *Managing the Closing a

Programme Programme Tranches Programme
1. Sponsor the Programme 1. Establish the infrastructure 1. Establish the tranche 1. Notify programme is about to close
2. Confirm the Programme Mandate 2. Establish the team to define the programme 2. Direct work 2. Review programme
3. Appoint the SRO and Programme Board 3. Identify the stakeholders 3. Manage risks and issues 3. Update and finalise programme information
4. Produce the Programme Brief 4. Refine the Vision Statement 4. Control and delivery of communications 4. Feedback to policy and strategy
5. Develop the Programme Preparation Plan 5. Develop the Blueprint 5. Initiate compliance audits 5. Confirm ongoing support is in place
6. Review Brief and Preparation Plan 6. Develop the Benefit Profiles 6. Maintain alignment of Blueprint with strategy 6. Confirm programme closure
7. Approval to proceed with “Defining a Programme” 7. Model the benefits and refine the Profiles 7. Maintain information and asset integrity 7. Disband Programme Organisation and supporting functions
8. Validate the benefits 8. Manage people and other resources
9. Design the Projects Dossier 9. Procurement and contracts
Programme Vision 10. Identify tranches 10. Monitor, report and control
Brief Statement 11. Design the programme’s organisation 11. Transition and stable operations
12. Develop governance arrangements 12. Prepare for next tranche
13. Develop the Programme Plan 13. End of tranche review and close
14. Consolidate the Programme Definition Document *Realising the
15. Develop and confirm programme Business Case
16. Prepare for first tranche Benefits
17. Approval to proceed

1. Manage pre-transition
Key Document A R C
Blueprint
*Delivering the
he
e 2. Manage transition
3. Manage post-transition
Programme Mandate SG SRO BCM Capability
Delivering
ng the Capab
Capability occurs in the programme
Realising
g the Benefits occurs in the business
1. Start projects *These
hese processes are repeated for each tranche
Programme Brief SG SRO BCM Projects Benefit Maps
Dossier and Profiles 2. Engage stakeholders
3. Align projects with benefits realisation
Vision Statement SG SRO BCM 4. Align projects with programme objectives
Benefits 5. Governance : manage and control delivery
Programme 6. Close projects
Realisation Plan Key to roles and responsibilities
Blueprint SRO PM BCM Plan
Code Role Responsibilty
SG Sponsoring Group Responsible for the investment decision
PB Programme Board Responsible for driving the programme forward
Projects Dossier SRO PM BCM Project Project
SRO Senior Responsible Officer Accountable for success of programme
Business Brief PM Programme Manager Responsible for delivery of new capabilities
Output BCM Business Change Manager Responsible for benefits realisation
Case
Projects PO Programme Office Support and programme assurance
Programme Plan SRO PM BCM

Benefits Map SRO BCM PM Programme

licence from OGC. MSP® is a Registered Trade Mark

of the Office of Government Commerce in the United

Trade Mark of the Office of Government Commerce.

Based on OGC MSP® material. Reproduced under
Definition

Kingdom and other countries. The Swirl logo™ is a

Document
Benefit Profiles SRO BCM PM

The PDD summarises governance arrangements from:

Benefits Realisation Plan BCM PM SRO • Benefits Management Strategy
• Information Management Strategy For all your MSP training requirements visit:
• Issue Resolution Strategy www.benchmark-training.co.uk
Business Case SRO PM BCM • Monitoring and Control Strategy www.MSPExamQuestions.com
• Quality Management Strategy
• Resource Management Strategy Or call us in the UK on:
Programme Definition Document SG PM SRO
+44 (0)1225 444 501
ISBN: 978-0-9564629-1-6
• Risk Management Strategy
Published by Benchmark
• Stakeholder Engagement Strategy Training & Development Ltd
A = Accountable R = Responsible C = Consulted
© 2010 Benchmark Training & Development Ltd and Synergy Management Associates. Version 2.0 Design: www.design-intellect.co.uk
Principles Transformational Flows
Transformational Flow explains
Remaining aligned with corporate strategy the activities and work of the programme
A programme should contribute to achieving lifecycle processes
corporate performance targets

Identifying a Programme
Leading change
Turns the concept into a tangible proposition
Leading people and the organisation to a better future

Defining a Programme
Envisioning and communicating a better future
Provides the basis for deciding whether to proceed or not
The leaders must describe a clear vision of the future

Focusing on benefits and threats to them

MSP ® Mind Map Managing the Tranches
Implements the defined governance for the programme
Satisfying strategic objectives by realising the end benefits

Delivering the Capability

Adding value
Co-ordinates and manages project delivery according to the
The programme itself must add value beyond the constituent Programme Plan
projects

Realising the Benefits

Designing and delivering a coherent capability Manages the benefits realisation in the business
The programme will deliver a consistent end to end capability
Principles Flows
Closing a Programme
Learning from experience Recognises the new capabilities and assess the outcomes
A programme is a learning organisation

Appendices
Governance Themes
Governance is the control framework through Programme information
which programmes deliver their change objectives
and remain within corporate visibility and control
Information Baselines

Vision Document Management lifecycle

The Vision is a picture of a better future
Description of Documents
Governance Appendices Document relationships
Organisation Themes
Establishing a clear and effective organisation is critical to Programme information responsibilities
programme success

Leadership & Stakeholder engagement Adopting MSP

Leading change involves active engagement of stakeholders Advice on embedding MSP in an organisation
A programme: is a group of related projects with
Benefits realisation management a common outcome. These outcomes lead to benefits. Programme Office
Benefits are anticipated when a change is conceived Roles, responsibilities and Programme Office structures
A project: is a group of related tasks/products to deliver a
specific output. These outputs build new capabilities and enable benefits.
Blueprint design and delivery Health Checks
The Blueprint specifies “what capabilities we want” Giving a snapshot of the status of a programme

Planning and control

Defining how the capabilities will be delivered
Further Information

Business Case Glossary

The Business Case monitors the viability of the programme For all your MSP training
requirements visit:
www.benchmark-training.co.uk Index
Risk management and issues resolution
www.MSPExamQuestions.com
Describing mechanisms for managing and tolerating
uncertainty, complexity and ambiguity ISBN: 978-0-9564629-1-6 Or call us in the UK on: Based on OGC MSP® material. Reproduced under licence from OGC.
Published by Benchmark
Training & Development Ltd +44 (0)1225 444 501 MSP® is a Registered Trade Mark of the Office of Government Commerce
in the United Kingdom and other countries.
Quality management The Swirl logo™ is a Trade Mark of the Office of Government Commerce.

Ensuring the stakeholders’ expectations will be met

© 2010 Benchmark Training & Development Ltd and Synergy Management Associates. Version 2.0 Design: www.design-intellect.co.uk