Current ‘as is’ state GOVERNANCE THEMES & PRINCIPLES

Business strategy The MSP® Transformational Flow y to

every programme at a
ny
Emerging programme ppl ed
A series of iterative, interrelated steps
programme mandate a po
current status and plans at g n e int
th a l i at L e in
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Blended MSP training solutions r h e g
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Qua rance t orga ramm

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www.managing-successful-programmes.com

er
MSP s u e n niza e

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p181 Identifying a Programme man
a

ma
ven’ into th

s-u
wo
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tion visioning &

in t

nt
ab
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na iss
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experieg from

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Outline theory - week(s)

a bette
Activities

ma isk &

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nce
Princ

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Sponsoring the programme

w
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Learnin

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Appoint the SRO and programme board m

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a

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s
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Produce the programme brief e e gi

case
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The
g es

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Develop the programme preparation plan nin -y

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n blueprint & business ea
3

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Independent review

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ti o
n
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Approval to proceed

De

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P

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Undertake audits Maintain & lan
ow
Go en

n
ni co bi
co ni m

go
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ng he lit
& assurance information & nt ng
ro a

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c
1

& ren y
Blueprint an

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reviews asset integrity l

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design & m

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Fo
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mandate Three ‘doing’ processes

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

2 MSP
p219
closure
4
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
Start projects Procurement
Closing a Programme
a Programme’ Engage stakeholders & contracts Natural closure - when capabilities described
transition, Communicate change,
Manage risks 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
objectives
Develop the blueprint support, Enact transition, Review not make good business sense).
Governance: manage and
control delivery transition, Manage outcome
Close projects 4 achievement
Manage post-transition Monitor, report
Activities
6
Design the projects dossier & control
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
Develop the programme plan outputs (capability) Provide feedback to corporate governance
Premature STOP Disband programme organization and
case
closure
5
GO
supporting functions
MSP
p227
Establish the Transition &
Approval to proceed
STOP
2 3 tranche stable operations

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
1st tranche of tranche Prepare for the
strategies, Organization structure, review and next tranche
close MSP
Registers (risk/issue), Plans STOP
p201
summary of all docs)
(exec 3GO
Man
a g i n g t h e Tr a nche
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
updated by process activities. 2. (Expanded) "Small team" (inc. anyone SRO accountable for review.
Programme board appointed. 3. who can assist with production of Blueprint,
2. Go/No Go: Approval to proceed. Sponsoring group authorize start of next tranche.
"Small team" appointed (inc. the likely Programme
Process Colour Key manager and BCMs) to assist the SRO with Business change team established (formed on
3. (Mainly) Programme manager.
SRO asks Sponsoring group to authorize investments 4. Natural closure: SRO proposes closure to Australia
production of Programme brief and Programme 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 T +61 1300 459 459
Managing Successful Programmes 5. BCM(s) and Business change team members.
or events, 80/20 rule. www.ilxgroup.com/au
page reference. 6. (Mainly) Programme manager.
[email protected]
MSP® is a registered trade mark of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited . Based on AXELOS MSP® material. Reproduced under licence from AXELOS. © ILX Group plc. Published by ILX Group plc 2012. Designed by B. Smith & G. Davies
 1 Programme
information
responsibilities
Approver
Individual accountable who

approver is always the level

‘above’ the producer in MSP
organization terms.
Producer
Role who writes the document, but with input from many The Programme manager is the producer of the vast
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.
majority of documents in MSP, with the exceptions being:
Programme brief and Vision: SRO
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 start end Capability Closure authorizing, investment decisions
Boundary SRO BCM CR RU IM RU BCM - Business change manager Page 43
SRO BCM CR* IM RU RU RU SRO - Senior responsible owner Page 38
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 Page 45
SG SRO Programme brief CR
Keywords: Supporting (the SRO) Keywords: information, data
SRO PgM 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 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
‘how’ Page lity
& Pro
SRO PgM Issue management strategy CR IM RU RU g
Qua rance t orga ramm
the programme
will be managed.
assu gemen niza e
151
SRO PgM Monitor and control strategy CR IM RU RU
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 CR RU IM RU roles, with regard to a particular

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

s
busines
activities will SRO PgM Issue register CR* RU RU RU RU RU

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’. SRO PgM Quality and assurance plan CR IM RU RU Pl on the outside of this t
& an wheel. en
SRO PgM Resource management plan CR IM RU RU co ni m
nt ng e
ro ag
an
SRO PgM Risk register CR* RU RU RU RU RU Blueprint
l
SRO PgM CR RU RU RU RU RU design & m
KEY - Information responsibilities KEY -
delivery
SG
SRO
PgM
Sponsoring group
Senior responsible owner
Programme manager
CR Create 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 Managing the Tranches Closing a Programme
SG

A Sponsoring the programme A R I C A R C C Establish the tranche Manage pre-transition A R C C C

There are six RACI tables, one for each process. A
a Programme’
A R I C Direct work A C R C A C C I
Appoint the SRO and programme A R I C
A A R R C Manage risk and issues A C R C 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
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
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 blueprint and business strategy objectives
A R C C Independent review Manage transition A R I I Disband programme organization and
A C R C A AR C C Maintain information and asset integrity supporting functions
process were the BCM / Business change team A R C C Approval to proceed A C R A Initiate transition
A C R C 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: A R C C Design the programme organization A C R C Transition and stable operations
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
programme, the SRO is generally 'Accountable' BCM Business change manager Manage post-transition
A R C C Develop the programme plan A R C C End-of-tranche review and close
in RACI tables, with the only exception being A C R C
A R C I Page 215
‘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
Start projects
C Consulted (supports, has the information or capability A R C C A C R C
would be accountable for the ‘Approval to A R C C
required) A R C C Engage stakeholders Australia
proceed’ activity. A R R I Approval to proceed
A R R C T +61 1300 459 459

Responsibilities in MSP - Four main areas in the guide

A R C C Align projects with programme objectives www.ilxgroup.com/au
A R C C Governance: manage and control delivery
[email protected]
A R C C Close projects

MSP® is a registered trade mark of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited . Based on AXELOS MSP® material. Reproduced under licence from AXELOS. © ILX Group plc. Published by ILX Group plc 2012. Designed by B. Smith & G. Davies www.managing-successful-programmes.com