PiP / Workshop - Hedeman Consulting / Workshop MSP ® is a Registered ... • Role guidance for...

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MSP® edition 2011 - What's new?

door

Bert Hedeman

10-11-2011

PiP / Workshop

MSP® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries

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Bert Hedeman

• 25 jaar project- en programmamanager

• 10 jaar leiding gegeven aan PMO

• Adviseur directies bij invoering besturing portfolio’s

• Coach project- en programmamanagers

• Trainer PRINCE2, MSP, P3O, MoP en IPMA

• Auteur en redacteur van verschillende boeken

[email protected]

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Agenda

• Major and minor changes

• Introduction and Principles

• Governance Themes

• Transformational Flow

• Appendixes and Glossary

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Main changes

• Reference in each theme chapter to the Transformational Flow processes

• Concept of Tranche has been clarified

• Improved guidance for each key role at the end of each Theme chapter

• Role guidance for Sponsoring Group and Programme Board removed

• References between Blueprint and project requirements

• Quality Management chapter includes a new section on Assurance

• 3 Theme chapters considerable improved: Benefits Management Quality Management Risk and Issue Management

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Small changes

• Text adjusted where necessary

• Theme processes > theme cycles

• New hints and tips

• New layout products Appendix A

• Rewording i.e. Issue Log > Issue Register

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Introduction & Principles

Introduction:• MSP is highly suitable for political and societal changes

too

Principles:• No content changes

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Programme Organization

• No major changes / Responsibilities updated

• Emphasize on Business Change Authority

• Change team > Business change team

SRO

PrgMgr BCM

BCM BCM

BCA

© Crown Copyright 2011. Reproduced under Licence from OGC.

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Vision

Vision Statement includes:

• Current reality as part of the justification for the change

• Provides sufficient context and direction to enable the development of the Blueprint

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Leadership and stakeholder engagement

• Stakeholder engagement process > cycle

• Stakeholder engagement strategy and plan adjusted

1. Identifying stakeholders

2. Creating and analysing profiles

5. Engaging stakeholders

4. Planning the engagements

1. (Re)defining Stakeholder Strategy

6. Measuring effectiveness


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Benefits management

• Clearer definitions & improved figures

• Various benefits categorization specified

• Introduced benefits management cycle (i.s.o. chain benefits realization process)

• Minimum content of a benefit profile / validation test included

• Removed breakdown in tangible / intangible benefits

• Removed confusing and non relevant figures: 7.3 / 7.4 / 7.6 / 7.7 / 7.9 / 7.11

• Removed role Benefits Realization Manager

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Definitions

Output• deliverable developed by a project

Capabilities• Completed set of outputs required to deliver an outcome

Outcome• New operational state achieved after transition

Benefits• Measurable improvement resulting from an outcome perceived

as an advantage by one or more stakeholders and which contributes towards one or more organizational objectives

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Benefits

Corporateobjectivesachieved

forms mandate

developed into

defines the transitions to

realizes

delivers

Corporate objectives

ProgrammeBlueprint

Project outputs Capabilities

Programme vision

Strategic context benefits management

Outcomes

creates


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also cause

Projectoutputs

Organizationalchanges

Side‐effects and consequences

Dis‐benefits

enable

realize further

realize

helps achieveone or more

Outcomes

Corporateobjectives

Benefits

trigger

Result in

Capabilities

build

enable

Path to benefits realization & corporate objectives

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© Crown Copyright 2011. Reproduced under Licence from OGC

National government

City mayor

Athletes

Tourists

Residents

Employers

Key benefits anddis-benefits by stakeholder

Impr

oved

city

imag

e

Impr

oved

tra

inin

g fa

cilit

ies

Incr

ease

d vi

sito

rat

tract

iven

ess

Enh

ance

d co

mm

unity

faci

litie

s

Mor

e jo

bs

Fast

er c

entra

lC

ity a

cces

s

Cha

nge

tradi

tiona

lLo

cal l

ands

cape

Pre

ssur

e on

loca

lho

usin

g pr

ices

Lega

cy m

aint

enan

ceco

sts

Positive impact

Negative impact

Benefits distribution matrix

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Review Identify

PlanDeliver


Benefits management cycle

• No 1:1 alignment with PDCA

• Separate section about ‘Optimize and look for other benefits’

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Retrainedmanagers

New HR ITsystem

NewRecruitment

process

Projectoutput Capability Outcomes Benefit Corporate

objective

Delays forapplicantsreduced

ApplicationsProcessed faster

Better staffretention

Increasedproductivity

Higher staff morale

Increased HRstaff efficiency

Reducedpersonnel costs

Fewer HR staff

Fewervacancies

LowerRecruitment

costs

Improvedcontinuity


Benefits map

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Blueprint design and delivery

No major changes

Concept of Tranche has been clarified

• A tranche ends when the Realizing the Benefits transition stage is completed. Benefits may be delivered after the tranche.

• Each tranche delivers part of the final future state described in the blueprint and may have an associated intermediate blueprint

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Programme schedule

Project A

Project B

Project E

Benefit reviews

Transition

Transition

Benefit reviews

Project G

Project F

Benefit reviews

Step change

1

Step change 2

Step change

3

Tranche 1

Project C Tranche 2

Tranche 3

Project D Project

E

Transition

Based on OGC MSP® material. Reproduced under license from OGC.

PT

OI

PT

OI

P

T

O

IP

T

O

I

P

T

O

I

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Planning and control

No major changes, however:

• Content Projects dossier changed

• Separate section about: Monitoring and control strategy Dependency management

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Projects dossier

• List of projects and their objectives• Output and resource requirements• Timescale and dependencies• Initial requirements drawn from the blueprint• High-level budget allocation drawn from the business case• Link with blueprint and benefits• Issues and risks related to the delivery of each project

Dependency network not included

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Projects dossier

• List of projects and their objectives• Output and resource requirements• Timescale and dependencies• Initial requirements drawn from the blueprint• High-level budget allocation drawn from the business case• Link with blueprint and benefits• Issues and risks related to the delivery of each project

Dependency network not included

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Transition management

Realise benefits

Deliver capabilities

Enabler

Time

Benefits baseline

measurement

Pre-Transition Transition Post-

TransitionOutcome Embedded

changeBusiness change management

Sustained business operations

Project

Output

Benefits realisation

Capability

2323

Business case: types of programme cost

Types of costs Description Source

Project, investment or development costs

Costs in acquiring and delivering the enabling outputs

Blueprint, Projects Dossier, Resource Management Plan, project Business Cases

Benefit realisation costs Costs in setting up measurement, monitoring and reporting of benefit realisation, including costs change team

Benefit Management Strategy Benefit Profiles

Business change and transition costs

Costs for managing and implementing transitions

Resource Management Plan

Increased operational costs (dis-benefit)

Whole-life costs of operating/maintaining new products/equipment

Blueprint, Benefit Realisation Plan, Benefit Profiles

Programme management cost

Associated costs to deliver the programme

Resource Management Strategy Resource Management Plan

Capital cost One-off set up costs BlueprintResource Management Plan

Other strategies & plans

Programme Plan Benefits Profiles

Benefits Realization Plan

Programme Plan

Fixed assets (Technology)

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Risk management

• Based on M_o_R risk management principles

• Risk management framework Risk management cycle Communicate & Embed and review

• Threat and opportunity responses integrated Communicate

Assess

Identify

Implement

Plan

Not conform PDCA

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Issue resolution

• Issue management framework Issue management cycle Embed and review

• Change control inclusive configuration management

ImplementCapture

Propose course of action

Decide

Not conform PDCA

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Quality and assurance management

Scope of quality in a programme

Deliver needs and

expe

ctations

Adherence to

Supp

ort informed

de

cisio

n‐making

Quality of decisions taken

2 Supply chain management

3 Standards management

4 Process management

5 Information management

6 Asset management

7 Programme leadership

8 People managemen

t

1. Communications management

• Critical success factors removed

• Scope of programme quality specified

• Assurance management added Principles Strategy & plan Techniques

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Transformational flow


Closing a Programme

Defining a Programme

Identifying a Programme

Delivering the Capability

Realising the Benefits

Managing

the Tranches

Programme

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Transformational flow

• Numerous small changes in input-output, activities, controls and key roles

• Plus changes in responsibilities

• Plus rephrase texts

However the RACI definitions are still not compliant

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IN

• Programme mandate

PRINCIPAL CONTROLS

•Sponsoring group to monitor and authorize

• Verify programme brief maps to strategy

• Formal assurance review

KEY ROLES

• Sponsoring group• Senior responsible owner• Programme board• Small team (optional)

• Business strategy• Emerging programme current status and plans

• Independent assurance report• Confirmed mandate• Approved programme brief• Decisions on current activities for emerging programmes

• Programme preparation plan for ‘Defining a Programme’

• Approval to start ‘Defining a Programme’• Appointment of senior responsible owner and programme board

OUT




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IN

• Programme mandate

PRINCIPAL CONTROLS

•Sponsoring group to monitor and authorize

• Verify programme brief maps to strategy

• Formal assurance review

KEY ROLES

• Sponsoring group• Senior responsible owner• Programme board• Small team (optional)

• Business strategy• Emerging programme current status and plans

• Independent assurance report• Confirmed mandate• Approved programme brief• Decisions on current activities for emerging programmes

• Programme preparation plan for ‘Defining a Programme’

• Approval to start ‘Defining a Programme’• Appointment of senior responsible owner and programme board

OUT




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Responsibilities IP

Sponsoring the programme

Confirm the Programme Mandate

Approval to proceed

Independent review

Develop the programme preparation plan

Produce the Programme Brief

Appoint the SRO and Programme Board

Responsibilities

Flow steps

A

A

A

A

A

R

R

R

A R C CSp

onso

ring

Gro

up

SRO

Klei

n te

am

Busi

ness

Cha

nge

Man

ager

s

Prog

ram

me

Off

ice

A R C C

R

R

R

R??A R C C

A R C C

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IN

• Programme brief• Strategy• Programmepreparation plan

• Emerging programmecurrent status and plans

• Decisions on currentactivities for emergingprogrammes

OUTKEY ROLES• Senior responsible owner• Programme board• Sponsoring group• Programme manager• Business change manager• Programme office

PRINCIPAL CONTROLS• Governance arrangement as definedin programme preparation plan

• Programme board focus on business case• Sponsoring group, approval to proceed• Assurance review

• Assurance reports• Programme structure in place• Emerging programmes;current activities stopped

• Management baseline in place• Governance baseline in place• Boundary baseline in place• Approved business case• Approval to start first tranche, or stop




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IN

• Programme brief• Strategy• Programmepreparation plan

• Emerging programmecurrent status and plans

• Decisions on currentactivities for emergingprogrammes

OUTKEY ROLES• Senior responsible owner• Programme board• Sponsoring group• Programme manager• Business change manager• Programme office

PRINCIPAL CONTROLS• Governance arrangement as definedin programme preparation plan

• Programme board focus on business case• Sponsoring group, approval to proceed• Assurance review

• Assurance reports• Programme structure in place• Emerging programmes;current activities stopped

• Management baseline in place• Governance baseline in place• Boundary baseline in place• Approved business case• Approval to start first tranche, or stop




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Responsibilities DP

Responsibilities

Flow steps

A

A

A

A

A

A

R

R

R

C

C

C

C

C

Establish the team for DP

Establish infrastructure for DP

Develop and consolidate Programme Definition

Develop benefits documents and validate benefits

Develop the Blueprint

Develop the Vision Statement

Identify and analyze stakeholders

Prepare for first tranche

Approval to proceed

A

R I

R C C

I C

C

C

R C

C

A R C

A R R I

Identify tranches A R CR

Develop and confirm programme Business Case IA R CSR

O

Prog

ram

me

Man

ager

Busi

ness

Cha

nge

Man

ager

s

Prog

ram

me

Off

ice

R

C

C

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Appendix A: Programme information

• Information baseline: Boundary Governance Management (previous Tools and Programme)

• Structure programme information as PRINCE2 Purpose, typical content, notes

• Content programme information adjusted

• Programme information responsibilities split up into Approver – Producer - Reviewer

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Responsibilities programme information

Responsibilities

Documents

BCM

SG

SG

SRO

SG

Programme Mandate

Programme Brief

Remaining documents definition stage

Benefits Profiles

Vision Statement SRO

Revi

ewer

Appr

over

Prod

ucer

BCMSRO

BCMSRO PgM

Benefits map BCMSRO

PgM

PgM

?

BCM

BCMPgM

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Remaining appendixes

Appendix B: Adopting MSP• Drivers for change in table• Portfolio, programme and project characteristics in table

Appendix C: Programme Office: unchanged

Appendix D: Health checks: unchanged

Glossary: • Definitions programme information removed• New definitions added

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