axelos - msp® - managing successful programmes - foundation

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Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/15 | 2/296

Explain the need for programme management Explain the role of programmes and programme

management in delivering business transformation Describe the responsibilities of the programme

team Describe the relationship between the MSP

Transformational Flow and the Governance Themes

Describe the correct sequence of processes inthe MSP Transformational Flow together with the inputs, outputs, purpose and activities for each process

Main goal Attempt Foundation exam with confidenceSecondary goal Benefits and value of programme management and MSP


Please share with the class: Your name and surname Your organization Your profession (title, function, job

responsibilities) Your familiarity with the

PRINCE2/PMBOK Your familiarity with the programme

management Your experience with MSP/PgMP Your personal session expectations


Day

1

Module Subject Start End Total Time(in hours)

01 Introduction to programme management and MSP 09:00 12:00 03:00

02 MSP principles 12:00 12:30 00:30

03 Vision 12:30 13:00 00:30

Lunch 13:00 13:30 00:30

04 Blueprint design and delivery 13:30 15:00 01:30

05 Identifying and defining a programme 15:00 16:30 01:30

Recap Day 1 (including sample exam questions) 16:30 17:00 00:30

Total Training Time 08:00


Day

2


Review Day 1 09:00 09:15 00:15

06 Organization 09:15 10:00 00:45

07 Programme office 10:00 12:00 02:00

08 Business case 12:00 13:00 01:00

Lunch 13:00 13:30 00:30

09 Planning and control 13:30 15:00 01:30

10 Benefits management 15:00 16:30 01:30

Recap Day 2 (including sample exam questions) 16:30 17:00 00:30



Day

3


Review Day 2 09:00 09:15 00:15

11 Managing tranches, delivering capability, realising benefits 09:15 11:15 02:00

12 Leadership and stakeholder engagement 11:15 13:00 01:45

Lunch 13:00 13:30 00:30

13 Quality and assurance management 13:30 14:30 01:00

14 Risk and issue management 14:30 15:30 01:00

15 Closing a programme 15:30 16:00 00:30

Foundation exam 16:00 17:00



Foundation Exam: Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 75 questions, pass mark is 35 (50%)

max 70 points, 5 questions of control. 1 hour exam No negative points, no “Tricky Questions”

No pre-requisite for Foundation exam Sample, two (official) mock exams are

provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


Practitioner Exam: Objective test based on a small programme

scenario Paper based and open book exam

Reference to MSP handbook

Handbook is provided for students 2.5 hour 4 questions worth 20 marks each (80

marks), pass mark is 40 (50%) Dictionary/translation lists allowed for non-

native speakers Non-scientific calculator for basic

calculations



Advanced Practitioner Exam For (aspiring) programme managers Complex programme case study provided

in advance of the exam Paper based and open book exam

Reference to MSP handbook

Handbook is provided for students 3 hour written exam Up to three questions with two or more

parts Pass mark is 50%



MSP syllabus section code and title

OV Overview, principles and governance themes overview

OP Organization and programme office

VS Vision

LS Leadership and stakeholder engagement

BM Benefits management

RO Blueprint design and delivery

PL Planning and control

BC The business case

RM Risk and issue management

QA Quality and assurance management

TF Transformational flow (FA – FF)

Module slide number / total module slides

Slide number / total slides

Module number and name

MSPhandbook page

MSP syllabus section code

Syllabus Handbook PageM00 - Course introduction 11/15 | 11/296

See Appendix #2 for more mind maps from AXELOS Global Best Practice


quizlet.com/42710311/


Freeware, scalableMSP PDF reference

card

Governance Themes vs Transformation Flow in one big

reference card with manual reference

Free to download, useand share


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Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)

Creator Writer / Translator Trainer / Coach

• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com

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• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)

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Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …


1. Introduction to programme management and MSP

2. MSP principles3. Vision4. Blueprint design and delivery5. Identifying and defining a programme6. Organization7. Programme office8. Business case9. Planning and control10. Benefits management11. Managing tranches, delivering

capability, realising benefits

12. Leadership and stakeholder engagement

13. Quality and assurance management14. Risk and issue management15. Closing a programme

M01 - Introduction to programme management and MSP 2/26 | 17/296

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Project Programme Portfolio

A temporary organization, usually existing for a much

shorter time than a programme, which will

deliver one or more outputsin accordance with a specific

business case.A particular project may or

may not be part of a programme.

Whereas programmes deal with outcomes, projects

deal with outputs.

A programme is a temporary, flexible organization created

to coordinate, direct and oversee the implementation of a set of related projects and activities in order to

deliver outcomes and benefits related to the organization’s strategic

objectives.

An organization’s change portfolio is the totality of its

investment (or segment thereof) in the changes required to achieve its strategic objectives.


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Project Management Programme Management Portfolio Management

The planning, delegating, monitoring and control of all

aspects of the project, and the motivation of those involved, to achieve the project objectives

within the expected performance targets for time, cost, quality, scope, benefits

and risks.

The action of carrying out the coordinated organization,

direction and implementationof a dossier of projects and transformation activities to

achieve outcomes and realizebenefits of strategic importance

to the business.

A coordinated collection of strategic processes and

decisions that together enable the most effective balance of

organizational change and business as usual (BAU).

6M01 - Introduction to programme management and MSP 4/26 | 19/296

Side-effects and consequences

Corporateobjectives

realize further

also cause

Projectoutputs

Organizationalchanges

Dis-benefits

enable

realize

helps achieveone or more

Outcomes

Benefits

trigger

Result in

Capabilities

build

enable

Measurable improvement

arising from an outcome perceived as an advantage by

one or more stakeholders and

contributes to one or more

organisational objectives

Measurable decline resulting from an outcome

perceived as negative by one or more stakeholders

which reduces one or more

organizational objectives

Tangible or intangibleartefact produced,

constructed or created as a result of a planned

activity

Completed set of project outputs required to deliver an

outcome - exists prior to transition

Result of change, normally affecting

real-world behaviour or circumstances

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Delivers Strategy

Vision of ‘end state’

May have high degree of uncertainty

May have no clear path to get there

Changes culture, working practices, services and business operations

Co-ordinates capability delivery into business operation through a number of inter-dependent projects

Focus on actually realising benefits during and after the programme

Includes enabling projects as well as projects providing benefits

Longer timescale - often years - and may be quite loose

Clear view of what is to be delivered and how to deliver it Clear end product definition (at least according

to PRINCE2). In case of Agile approaches this does not apply in most cases

Defined start and end date

More certainty / Less risky

Delivers outputs within time, cost and quality constraints

Benefits generally at end or afterwards

Deliver fit-for-purpose outputs that will enable benefit realisation

Shorter timescale - often months

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Table B.2M01 - Introduction to programme management and MSP 6/26 | 21/296

KeyInner circle Transformational flowSecond ring Governance themesOuter ring Principles

Programmeorganization

Defining Programme

Closing a Programme

Delivering theCapability

Realizing the Benefits

Identifying a Programme

Managing theTranches

Remaining aligned with corporate

strategy

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Figure 1.5 MSP framework and concepts


1999

• MSP V1

2003

• MSP V2

2007

• MSP V3

2011

• MSP V4

2013

• AXELOS acquisition


Solutions developed and delivered by dossier of projects

Transformation activities to transition solutions into business operation

Maintain performance and effectiveness

Tranches with review points to monitor progress and performance

Integrate and reconcile competing resource demands

Corporate Strategy

Delivery Mechanisms

for ChangeBusiness-As-Usual

environment

Programmealigns

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Where we want to be

CAPABILITY GAP

Where we are now

measures

Time

As is

Stra

tegy

–Pe

rfor

man

ce a

gain

st K

PIs

To be


Projects aligned toOrganization objectives

Operational plansfocused

Key milestones

Managed as programme(s)

possibly within a

Corporate Portfolio

Where we want to be

TargetOperation

Time

CurrentOperation

Where we are now

Stra

tegy

–Pe

rfor

man

ce a

gain

st K

PIs


Tranche end

Tranche end

Projects aligned toOrganization objectives

Operational plansfocused

Key milestones

Where we want to be

TargetOperation

Time

CurrentOperation

Where we are now

Stra

tegy

–Pe

rfor

man

ce a

gain

st K

PIs

Managed as programme(s)

possibly within a

Corporate Portfolio


capability

project

project

activity

capability

Corporateobjective

Project life cycle

Programme

Prog

ram

me

output

output

output

project

project

output

output

capabilitybenefits

dis-benefits

Outcomes


Strategies, policies,Initiatives and targets

Define, scope and prioritize

Internal or external environment (political, economic, sociological, technological, legal, environmental)

Influence and shape

Transformed operations andservices enable benefits realization

Transition delivered andoutcomes achieved

Project and related activitiescreate new capabilities

Deliver and implement

Programmes

Initiate, monitor and align

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Figure 1.2 Programme management environments


Changes in economic environment

Improving the quality and delivery of products and services

Developments to achieve globalization

Requirements to comply with industrystandards or legislation

The need to improve competitiveness

Adaption needed tocope with changing markets

New sales channels e.g. e-commerce

Changing or new strategic initiativesand policies

Random events, e.g. flood, disease, terrorism

Opportunities arising from mergers and acquisitions

Developments in technology

Areas affected by change:• relationships with stakeholders• work patterns• culture• business processes• roles and responsibilities of

individuals• organization structures• IT systems• supply chain• vendor relationships

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Figure 1.3 Drivers for change


Predictability of Outcome

Focu

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Figure 1.4 Programme impact matrix

High Medium Low

Specification-led(focus: making and

delivering)

• Major engineering programmes, e.g. Olympic park

• Complex products based on known design

• Large-scale technologyreplacements

• Globalization of technology services

• Adoption of technology that is new to the organization, e.g. ERP

• Multi-organization delivery

• Pioneering engineering techniques

• Unproven technology implementation

• Specification-led organizational change

Businesstransformation(focus: change how

organization function)

• Implementation of approaches used in similar organizations e.g. ISO adoption

• Process change affecting technology and structures

• New products or services to existing market place

• Changing historical working practices, values and structures

• Supply chain change, e.g. outsourcing of services

• Diversification of new products into new markets

• Internal external and customer behaviour

• Radical restructuring of supply chains

Political andsocietal change

(focus: policy strategy, community, society)

• Change to current legislation or policies

• Increases or decreases to investment programmes

• Predictable or clear stakeholder base

• New legislation reacting to societal trends

• Legislative change to affect socio-economic behaviour

• Changes to public service delivery models, e.g. health provision

• Changes to societal values and behaviour, e.g. criminality

• Incentive-driven change to lifestyles and economic behaviour

• Long-term societal effects, e.g. health


Predictability of Outcome

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Figure 1.4 Programme impact matrix

High Medium Low

Specification-led(focus: making and

delivering)

• Major engineering programmes, e.g. Olympic park

• Complex products based on known design

• Large-scale technology replacements

• Globalization of technology services

• Adoption of technology that is new to the organization, e.g. ERP

• Multi-organization delivery

• Pioneering engineering techniques

• Unproven technology implementation

• Specification-led organizational change

Businesstransformation(focus: change how

organization function)

• Implementation of approaches used in similar organizations e.g. ISO adoption

• Process change affecting technology and structures

• New products or services to existing market place

• Changing historical working practices, values and structures

• Supply chain change, e.g. outsourcing of services

• Diversification of new products into new markets

• Internal external and customer behaviour

• Radical restructuring of supply chains

Political andsocietal change

(focus: policy strategy, community, society)

• Change to current legislation or policies

• Increases or decreases to investment programmes

• Predictable or clear stakeholder base

• New legislation reacting to societal trends

• Legislative change to affect socio-economic behaviour

• Changes to public service delivery models, e.g. health provision

• Changes to societal values and behaviour, e.g. criminality

• Incentive-driven change to lifestyles and economic behaviour

• Long-term societal effects, e.g. health

9

More stable, linear, deterministic components

(technology, infrastructure, IT etc.) easier to measure and

predict - leads to more reactive adjustment to scope

MSP best suited here(yet can be applied for Specification-

led programmes as well)

More unstable, non-liner, non-deterministic components (people,

culture, habits, behaviours etc.) harder to measure and predict –

leads to more proactive adjustment to scope


8-9

Vision-ledprogramme

• Clear vision owned by senior management• Top-down approach• Cross-functional implications• Innovation or strategic opportunities• Political priorities in public sector• Entrepreneurial programmes developing new service and products In public sector,

translation of political priorities

Emergentprogramme

• Evolves from concurrent uncoordinated projects• Coordination needed to deliver changes and benefits• Transitory - becomes planned when vision and direction established

Compliance programme

• ‘Must do’ programme• Organization has no choice but to change• Outcomes are compliance achievement (e.g. laws and regulations compliance)

Vision statementBusiness Strategy

Project 1

Project 2

Project Nth

Vision statement

Vision statement

Blueprint

Benefits profileExternal event Projects dossier

Projects dossierBlueprint

Benefits profile

Projects dossier Blueprint

Benefits profile


Corporate Policies: The rules all parts of the organization must follow for an aspect

of management

e.g. organization risk management policy

Programme Governance Strategies: WHY and HOW something will be done in the programme

e.g. programme’s risk management strategy

Programme Management Plans: WHO and WHEN, explicit activities, timing and resources to

implement programme governance strategies Plans are delivery mechanisms of the strategies

e.g. programme’s quality and assurance plan

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Corporate Policies

Programme Governance Strategies

Programme Management Plans

Why, How …

Who, When …


Programme management strategy What the strategy covers Delivery mechanism

Resource management Resource to be consumed by the programme Finances, people, systems, accommodation, facilities and specialisms will all be covered by this strategy Resource management plan

Monitoring and control How the programme will monitor progress in terms of expected and actual delivery of outputs, outcomes and key milestones Programme plan

Information management How programme information will be catalogued, filed, stored and retrieved. and how the programme will create and manage information Information management plan

Quality and assurance management

How the delivery of quality activities will be incorporated into the management and delivery of the programme Quality and assurance plan

Risk management How the programme will establish the context in which risks will be identified and assessed, and responses planned and implemented Risk register

Issue management How issues will be managed consistently across the programme and how any resulting changes will be managed Issue register

Stakeholder engagement Who the stakeholders are. what their interest and influences are likely to be. and how the programme will engage with them

Stakeholder profiles Programme communications plan

Benefits management The delivery framework for identifying, prioritizing and achieving benefitsBenefits profiles

Benefits realization plan


Portfoliomanagement

Portfolio(s) Office

Programmemanagement

Programme(s)Office

Project(s) Office

Projectmanagement

Projectmanagement

Projectmanagement

Man

agem

ent o

f Risk

(M_o

_R)

ITIL

Man

agem

ent o

f Val

ue (M

oV)

RESI

LIA


11

The Portfolio, Programme, and Project

Management Maturity

Model (P3M3)

ITILMaturity

Model(IMM)

ITILPortfolio, Programme and Project

Offices(P3O)

Management of Value(MoV)

Management of Risk

(M_o_R)

Best practice guides

AXELOS common glossary

PRINCE2Maturity

Model(P2MM)

Models

(MoP)Management of Portfolios

(MSP)Managing Successful Programmes

(PRINCE2)PRojects IN Controlled Environments

Portfolio Office

Programme Office

Project Office

RESILIA


P3O

PRINCE2

M_o_R

MoP

MoV

ITIL

Value for money in the delivery of IT programmes and projects

Improving efficiency in delivery of services

Support offices that can provide the resources and support for MoP

Aligns projects with organization strategy

Coordinates multiple projects

Aggregates issues

Complements by adding value better exploit opportunities reducing risk by clarity of definitions

Aggregates risk

Aligns programmes with organization strategy Enhances the methods available under MSP to

add value

Focus on functions Informs project brief Enable option selection Generate innovative alternatives


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