Current ‘as is’ state GOVERNANCE THEMES & PRINCIPLES

Business strategy
Unconfirmed
The MSP® Transformational Flow y to
every programme at a
ny
Emerging programme ppl ed
A series of iterative, interrelated steps
programme mandate po
current status and plans ata g n int
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in or ali ate Lea in
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Blended MSP training solutions
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MSP assu gemen niza e

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Sponsoring the programme

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Confirm the programme mandate i m p l e menti n g t h e g o v e

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e transforma
m e by rnan

engagemolder
Appoint the SRO and programme board gra m

ent
& stakehship
o ce s
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Produce the programme brief e gi

case
the m
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Leader
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Develop the programme preparation plan nin blueprint & business -y
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Independent review strategy objectives

ti o
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Approval to proceed

De

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Undertake audits Maintain & lan fit en

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Go w

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em re
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& assurance information & nt ng Be ag
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reviews asset integrity l Blueprint

de t

ne cu
design & m

be Fo
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GO Confirmed programme delivery

er
mandate Three ‘doing’ processes

in
g
Adding
Programme brief
going on in parallel value
Authorize Manage
programme Programme Control & people & other
definition preparation plan delivery of resources
communications
MSP Natural
Future ‘to be’ state /
STOP

2 MSP
p219 Realizing the Benefits
closure
4
Defining a Programme p189 MSP
Delivering the Capability
GO
‘end goal’ achieved

Making the change ‘stick’ via transition - years

p211 Activities
5 4

Co-ordinating projects - years

Manage pre-transition
Activities Activities Establish benefit measures,
Establish the infrastructure for ‘Defining Start projects Procurement
Closing a Programme
Monitor benefits realization, Plan
a Programme’ Engage stakeholders & contracts Natural closure - when capabilities described
transition, Communicate change,
Establish the team to define the Manage risks Align projects with benefits in blueprint have been delivered and outcomes
programme Assess readiness for change
& issues realization assessed, or premature closure (e.g. when
Detailed theory - months

Identify and analyse the stakeholders Manage transition

Align projects with programme Initiate transition, Establish evidence so far indicates the programme does
Refine the vision statement objectives
Develop the blueprint support, Enact transition, Review not make good business sense).
Governance: manage and
Develop the benefits profiles control delivery transition, Manage outcome
Model the benefits and refine the profiles
Validate the benefits
Close projects 4 achievement
Manage post-transition Monitor, report
Activities
Confirm ongoing support is in place
6
Design the projects dossier Measure benefits, Remove access & control Confirm programme closure
Direct to legacy system, Respond to
Identify tranches Notify programme is about to close
work changing requirements, Monitor
Design the programme organization Set of project Review programme
Develop the governance arrangements and report benefit realization Update and finalize programme information
Develop the programme plan outputs (capability) Provide feedback to corporate governance
Develop and confirm programme business Premature STOP Disband programme organization and
case
Consolidate the programme definition closure
5
GO
supporting functions
MSP
Prepare for first tranche p227
Establish the Transition &
Approval to proceed
STOP
2 3 tranche stable operations
Majority of benefits
2
GO
Blueprint ‘future state’ not achieved
N.B. Some remaining live projects may be realized post-programme
reassigned to other programmes or continue

YEARS
stand-alone.
All other MSP documents including: Authorize End
Blueprint, Benefits profiles, Governance 1st tranche of tranche Prepare for the
strategies, Organization structure, review and next tranche
close MSP
Registers (risk/issue), Plans STOP
p201
Programme definition document (exec
summary of all docs)
3
GO
Man
a g i n g t h e Tr a n c h e
s
Post
programme
review

Legend Appointments Who’s doing the work? STOP Decision point

Relating to programme
1. Sponsoring group formed. 2. Programme manager and BCM(s) appointed 1. SRO and the "small team". GO 1. Go/No Go: Approval to proceed. 3. Go/No Go: End of tranche review.
information that is created or SRO appointed. at some stage usually from "small team". SRO asks Sponsoring group to authorize Business case and benefits reviewed as a minimum.
updated by process activities. 2. (Expanded) "Small team" (inc. anyone investment in 'Defining a programme'. SRO accountable for review.
Programme board appointed. 3. Programme Office appointed (if not established who can assist with production of Blueprint,
earlier in Defining a Programme). 2. Go/No Go: Approval to proceed. Sponsoring group authorize start of next tranche.
"Small team" appointed (inc. the likely Programme Benefits, Planning and control information etc).
Process Colour Key manager and BCMs) to assist the SRO with Business change team established (formed on SRO asks Sponsoring group to authorize investments 4. Natural closure: SRO proposes closure to
production of Programme brief and Programme a service area specific, tranche by tranche, basis). 3. (Mainly) Programme manager. in the 'doing' part of the programme. This may Sponsoring group. Sponsoring group give decision.
Theory Doing Closing
preparation plan. 4. Programme team disbanded. 4. Programme manager. possibly coincide with an independent review. 5. Premature closure: e.g. because of strategy change by To order further copies
Managing Successful Programmes 5. BCM(s) and Business change team members. organization, benefits achieved by alternative actions of this process model, or to
6. or events, 80/20 rule.
page reference. (Mainly) Programme manager. contact a Training Specialist,
MSP® is a registered trade mark of the Cabinet Office. The Swirl logo™ is a trade mark of the Cabinet Office © Crown copyright 2012 All rights reserved. Material is reproduced with the permission of the Cabinet Office. © ILX Group plc. Published by ILX Group plc 2012. Designed by B. Smith & G. Davies call +44 (0) 1270 611600
 1 Programme
information
responsibilities
Approver
Individual accountable who
signs off the content. The
approver is always the level
‘above’ the producer in MSP
organization terms.
Producer
Role who writes the document, but with input from many
others (which the MSP guide on p249 describe as being
‘reviewers’). E.g. The Programme manager ‘produces’ the
Blueprint, however, BCMs (as ‘Reviewer’) are a critical
input, often writing the ‘Future state’ description.
The Programme manager is the producer of the vast
majority of documents in MSP, with the exceptions being:
Programme brief and Vision: SRO
Benefit map and Benefit profiles: BCM(s)
Programme organization governance theme
Each key role has generic responsibilities listed in this part of the guide.
These can be found on the following pages. 2
Page 249 Manage the Manage the
Sponsoring group Page 37 Programme manager Page 40
tranche tranche Delivery Realize Keywords: direction of business, Keywords: co-ordinating projects
App Prod MSP Documents Identify Define start end Capability Benefits Closure authorizing, investment decisions
Boundary SRO BCM Benefit Profiles CR RU IM RU BCM - Business change manager Page 43
SRO BCM Benefits map CR* IM RU RU RU SRO - Senior responsible owner Page 38 Keywords: benefits, operational, business as usual
Set out the
direction and SRO PgM Blueprint CR IM RU RU Keywords: accountable business, embedding, transition
scope of the
programme. SRO PgM Business case CR* RU RU
Programme board Page 39 Programme office Page 45
SG SRO Programme brief CR
Keywords: Supporting (the SRO) Keywords: information, data
SRO PgM Programme definition document CR RU RU

3
SG - Programme mandate RU
SRO PgM Projects dossier CR RU RU IM RU Governance theme
Governance
SG
SRO
SRO
PgM
Vision statement
Benefits management strategy
CR*
CR IM RU RU
‘Areas of focus’ tables
Governance themes overview
Page
169 Page 50
31
SRO PgM Information management strategy CR IM RU RU
Defines ‘how’ Page lity
& Pro
SRO PgM Issue management strategy CR IM RU RU g
Qua rance t orga ramm
the programme
will be managed. s u e n niza e
151
SRO PgM Monitor and control strategy CR IM RU RU s
a gem
Page tion
Information Baselines

a
man
56
SRO PgM Organization structure CR IM RU RU
Page

ge ue
nt
SRO PgM Quality and assurance strategy CR IM RU RU There are nine such

na iss
me

Vis
SRO PgM Resource management strategy CR IM RU RU tables, along with an

ma isk &

io
SRO PgM Risk management strategy CR IM RU RU additional ‘Governance themes

n
overview’ table, which summarize

R
SRO PgM Stakeholder engagement strategy CR IM RU RU
the typical ‘areas of focus’ of key MSP
Management SRO PgM Benefits realization plan CR RU IM RU roles, with regard to a particular

engageholder
ment
& stake rship
Defines ‘what’
SRO PgM Information management plan CR IM RU RU governance theme. Like RACI tables (see

business
activities will SRO PgM Issue register CR* RU RU RU RU RU no 4), there is no specific guidance in

case
The
72
such tables for Sponsoring group, and
131

Leade
be undertaken
by ‘whom’ to SRO PgM Programme communications plan CR IM RU IM IM RU Page Programme board. Page
deliver the SRO PgM Programme plan CR IM RU RU
programme.
Plans state SRO PgM Programme preparation plan CR IM They can be found on the pages
‘when’. P on the outside of this
SRO PgM Quality and assurance plan CR IM RU RU
& lan ts nt
co ni wheel. efi e
SRO PgM Resource management plan CR IM RU RU n
nt g en em B ag
ro
an
SRO PgM Risk register CR* RU RU RU RU RU Blueprint
l
SRO PgM Stakeholder profiles CR RU RU RU RU RU design & m
KEY - Information responsibilities KEY - Documents in transformational flow
delivery
SG
SRO
PgM
Sponsoring group
Senior responsible owner
Programme manager
CR
IM
Create
Implement, manage and refine
Page 119 Page 90
104
RU Review & update
BCM Business change manager * Denotes information initially created as part of the programme brief. NB: See area no 2 above for keywords
that also relate to 'Area of focus' tables.
Page

4 Process RACI tables

Page 185 Page 197 Page 207 Page 224 Page 230
BCM’s

BCM’s

BCM’s

BCM’s

BCM’s
Pg Of

Pg Of

Pg Of

Pg Of

Pg Of
PgM

PgM

PgM

PgM

PgM
SRO

SRO

SRO

SRO

SRO
Identifying a Programme Defining a Programme Managing the Tranches Realizing the Benefits Closing a Programme
SG

A Sponsoring the programme A R I C Establish the infrastructure for ‘Defining A R C C Establish the tranche Manage pre-transition A R C C Confirm ongoing support is in place
There are six RACI tables, one for each process. A Confirm the programme mandate a Programme’
A R I C Direct work A C R C Establish benefit measures A C C I Confirm programme closure
Appoint the SRO and programme A R I C Establish the team to define the programme
A A R R C Manage risk and issues A C R C Monitor benefits realization A R C I Notify programme is about to close
Responsibility: The Programme manager is board A R C C Identify and analyse the stakeholders
A R R C Control and deliver communications A R R C Plan transition A C R I Review programme
A R R Produce the programme brief A R C C Refine the vision statement
doing day to day work on the programme A R R I Undertake audits and assurance reviews A C R C Communicate change A R C C Update and finalize programme information
A R R Develop the programme preparation A R C C Develop the blueprint
hence is generally 'Responsible', the only plan A R R I Maintain alignment between programme A C R I Assess readiness for change A R C I Provide feedback to corporate governance
A C R C Develop the benefits profiles blueprint and business strategy objectives
exception being 'Realizing the benefits' A R C C Independent review
A C R C Model the benefits and refine the profiles
Manage transition A R I I Disband programme organization and
A AR C C Maintain information and asset integrity A C R A Initiate transition supporting functions
process were the BCM / Business change team A R C C Approval to proceed
A C R C Validate the benefits A R C C Manage people and other resources A C R A Establish support
are 'Responsible' for the activities relating to KEY A R C C Design the projects dossier A R Procurement ad contracts A C R A Enact transition
transition. SG Sponsoring group A R R C Identify tranches A R C C Monitor, report and control
SRO Senior responsible owner A C R A Review transition
Accountability: As the figurehead for the A R C C Design the programme organization A C R C Transition and stable operations To order further copies
PgM Programme manager A C R A Manage outcome achievement
A R C C Develop the governance arrangements A R C C Prepare for next tranche of this process model, or to
programme, the SRO is generally 'Accountable' BCM Business change manager Manage post-transition
Pg Of Programme office A R C C Develop the programme plan A R C C End-of-tranche review and close contact a Training Specialist,
in RACI tables, with the only exception being A C R C Measure benefits
A R C I Develop and confirm programme Page 215 call +44 (0) 1270 611600
‘Identifying a programme’ where the
BCM’s

A C R I Remove access to legacy system

Pg Of

business case
PgM

R Responsible (gets the work done)

SRO

Delivering the Capability A C R C Respond to changing requirements

Sponsoring group are listed; notably they A Accountable (answerable for the programme’s success) A R C C Consolidate the programme definition
Start projects
C Consulted (supports, has the information or capability A R C C A C R C Monitor and report benefit realization
would be accountable for the ‘Approval to required) A R C C Prepare for first tranche
A R C C Engage stakeholders
proceed’ activity. I Informed (notified, but not consulted) A R R I Approval to proceed
A R R C Align projects with benefits realization

Responsibilities in MSP - Four main areas in the guide

A R C C Align projects with programme objectives
A R C C Governance: manage and control delivery
A R C C Close projects
MSP® is a registered trade mark of the Cabinet Office. The Swirl logo™ is a trade mark of the Cabinet Office © Crown copyright 2012 All rights reserved. Material is reproduced with the permission of the Cabinet Office. www.managing-successful-programmes.com