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What is MSP Programme Office (or Program Office )?

What is MSP Programme Office (or Program Office )?

What is MSP Programme Office (or Program Office )?

There are many ways a Programme Office (or Program Office ) can be defined or described. A Programme Office (or Program Office ) is most popularly described as the nerve centre of an MSP programme. The programme office management function provides all the information and the standards for an MSP programme.

According to the managing successful programme manual, all information passes through and recorded at the Programme Office (or Program Office ). Programme Office (or Program Office ) also acts as the centre for all communication and monitoring and control activities in an MSP programme. The Programme Office (or Program Office ) is a very important part of the MSP organisation as programmes are generally very huge and involve proper coordination among large numbers of people and huge amounts of data or information.

A Programme Office (or Program Office ) can support one or more MSP programmes. Generally, in cases where the organisation is very large or the change is on a large scale, the Programme Office (or Program Office ) supports more than one programme.

Even in cases where a Programme Office (or Program Office ) does not physically exist, the activities of Programme Office (or Program Office ) are generally performed by another similar entity. For example, in organisations where the programmes are part of a portfolio, the Programme Office (or Program Office ) activities can be provided by a corporate portfolio office, programme management office (or program management office ), or centre of excellence.

A Programme Office (or Program Office ) plays two very distinct roles in managing successful programmes. In one role, the Programme Office (or Program Office ) provides all the support that various programmes need in delivering their objectives. This can include a variety of things from a simple resource to dealing with the highest level of escalation that blocks the progress of a programme. In the second role, the Programme Office (or Program Office ) provides assurance and governance across all the programmes. This second role is very wide and covers governance, control, standards, approvals, finances, health checks etc.

Programme office functions

What are Programme Office (or Program Office ) responsibilities?

What are Programme Office (or Program Office ) functions?

The main responsibilities or functions of the Programme Office (or Program Office ) are as below:

  •  
    • Track, measure and report the progress of delivery of one or more programmes against the baselined and agreed plans.
    • Record and maintain all master copies of data,
    • Generate and distribute all needed quality management guidelines and documentation,
    • Maintain, control and update all programme documentation,
    • Establish and maintain an electronic library of all programme data and index the same in a sensible way,
    • Provide help and support to the MSP programme manager with preparing and maintaining the programme budget,
    • Maintain status reports on all projects in the programme,
    • Track all risks and issues and support the programmes in dealing with them,
    • Analyse interfaces and critical dependencies between projects and recommend proper actions to the MSP programme manager to deal with the same,
    • Maintain a full list of stakeholders and their interests,
    • Establish consistent practices and standards for project planning, reporting, change control, risk log etc.
    • Register change requests for subsequent actions, monitor their approvals, prompt timely action and report on their progress,
    • Provide comprehensive reports on an overview of all programmes, how they depend on each other etc. to the senior management,
    • Provide consulting advise to various project delivery teams at all times so that a common approach is taken in all projects or programmes,
    • Carry out health checks and advise on necessary actions, provide support in the form of workshops etc.

What are Programme Office (or Program Office ) skill sets?

What is Programme Office (or Program Office ) job description?

The below are the common skills required in a Programme Office (or Program Office ). These generally appear on a Programme Office (or Program Office ) job description.

  • Good knowledge and experience in planning techniques gained from working on projects or programmes,
  • Ability to use software meant for resource management, scheduling of activities, reporting, analysis and communication of plans,
  • Knowledge on the process to capture actual progress of work and ability to use such tools,
  • Sound knowledge on risk and issue analysis and experience with the procedures to manage the same,
  • Having the ability to create and administer the action plans to manage risks and issues,
  • Sound knowledge and decent experience in cost estimating, cost tracking and analysis,
  • Good understanding of the financial methods used on a project or programme or program,
  • Experience of creating and maintaining project and programme related filing systems in both physical and electronic forms in a consistent manner,
  • Good knowledge of configuration management,
  • Knowledge about resources outside the Programme Office (or Program Office ) that can provide useful and helpful data when needed,
  • Ability to create and maintain the reference material up-to-date,
  • Knowledge of industry standard techniques for assessing requests for change,
  • Experience in procedures to manage the change requests,
  • Ability to administer the action plans from the change requests,
  • Must be able to perform activities of generic nature in an office like arranging travel, booking facilities and logistics for project and program (or programme ) teams.

Programme Office | Ramaaa Consultants Limited | Manoj Gajavelli MSP | Experts in Managing Successful Programmes and MSP Programme Management | Specialists in Training and Consulting.

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MSP Programme Management Change Team

What is an MSP programme management change team?

An MSP programme management change team is created as a support base for one or more MSP programme management business change manager (s). It would be impractical for the MSP programme management business change manager alone to make sure the change is delivered as desired. So for a given operational area, the MSP programme management change team helps the MSP programme management business change manager (s) to take the business and the people involved through a business change for that operational area.

What does an MSP programme management change team do?

The basic function of the MSP programme management change team is to help the operational unit and people to make sure the transition takes place as smoothly as possible. The MSP programme management change team works very closely with the people and businesses involved in the area of change considers their best interests and provides them all the support they need during the change so that they are very well prepared.

What skills does MSP programme management change team need?

The MSP programme management change team is expected to have certain specific skills like MSP business change management skills and operational knowledge of the area of business they are responsible for and preferably some experience in the same. The MSP programme management change team often depend on the senior managers for an area in the form of authority and influence from the senior managers.

When is an MSP programme management change team created?

The MSP programme management change team reports to the MSP programme management business change manager for that part of the organisation for the purpose of their work. The MSP programme management change team is generally reviewed and possibly refreshed at the beginning of every MSP tranche. This is so because of the fact that each MSP tranche might deliver changes that may impact different parts of the organisation.

Generally, the MSP programme management is more successful if each business division that is involved in the change appoints one or more MSP programme management business change manager (s) to represent them and their specific interests. With so many MSP programme management business change manager (s) on the scene, the MSP programme generally needs to name someone at a senior role such as an MSP business change authority.

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What is the purpose of MSP business change manager ?

What is the purpose of MSP business change manager ?

MSP Business Change Manager : In an MSP programme management set-up, it is interesting to note that there are two separate but closely connected processes called ‘delivery of a new capability’ and ‘realising measurable benefits’ and two separate but closely related roles called ‘ MSP programme manager ‘ and ‘ MSP business change manager ‘.

Benefits are realised as a result of using the capability that gets delivered by the MSP programme. This gives rise to the existence and need for a MSP programme manager and an MSP business change manager. These two roles actually complement each other but work very closely to make sure the MSP programme delivers the outcomes and the business realises benefits.

The MSP programme manager is responsible for delivering the capability while the MSP business change manager is responsible for realising the desired benefits as a result. To achieve the realisation of benefits, the new capabilities need to be embedded properly into the business operations. This is what a MSP business change manager does.

Thus it is important to have the role of MSP business change manager alongside MSP programme manager to make sure the capabilities that are delivered are put to best use. Generally the MSP business change manager is supported in handling the responsibilities of the role with the support from MSP programme management change team.

What is a MSP change agent?

MSP change agent is someone typically from outside the MSP programme team, who will support the programme to achieve its goals within a specific area. A good example is the role of a MSP business change manager which is allocated to a group of individuals that are MSP change agents.

What are the responsibilities of the MSP business change manager ?

At a high level, the MSP business change manager is simply the ‘business-face’ for the MSP programme. As a result, the MSP business change manager performs a range of activities that are very business-focussed, covering all aspects of benefits starting from definition, through the monitoring of progress and finally achieving the desired benefits from the outcomes of the MSP programme. The MSP business change manager acts a as link between the business operations and the MSP programme and is responsible for the MSP senior responsible owner.

The MSP business change manager responsibilities can be listed in more detail as below:

  1.  
    1. MSP business change manager makes sure the benefit profiles and benefits realisation plan are developed to the best possible quality and accuracy.
    1. MSP business change manager acts as a source of assurance to the MSP programme board for areas like the delivery of new capability and realisation of benefits etc. and confirming when the expected benefits have been realised.
    1. MSP business change manager plays key role in identifying, defining and tracking the benefits and outcomes of the MSP programme. MSP business change manager also verifies and confirms that projects would contribute to the MSP programme in such a way that the MSP programme would deliver the outcomes and realise benefits as desired. Thus, effectively the MSP business change manager would maintain the focus on realising the beneficial change that results from the MSP programme.
    1. As the role of the MSP business change manager is business-focussed, the MSP business change manager acts as an advisor for the MSP programme manager. MSP business change manager advises the MSP programme manager whether the work involved in the MSP programme and its projects eventually cover everything required to deliver the products or outputs and services or outcomes that will lead to operational benefits as desired by the business. The advice of the MSP business change manager also covers the stability of the business operations during the transition of new capabilities into operations and that the integration of these new capabilities goes smoothly.
    1. MSP business change manager takes the initiative and ownership in making sure the affected business areas are prepared for the implementation of new business processes and the resulting transition to new and more beneficial ways of working.
    1. MSP business change manager would need to initiate various business assurance reviews to ensure capabilities are properly embedded and established. The MSP business change manager designs and implements the mechanisms by which the desired benefits can be realised and measured.
    1. The releases from various projects need to be delivered into business operations at suitable timing to make them useful and successful. MSP business change manager takes care of optimizing the release timings of various project deliverables as appropriate into business operations.
    1. MSP business change manager would be constantly monitoring the progress of the MSP programme by comparing the outcomes of the MSP programme against what was originally planned and predicted. The monitoring responsibilities of the MSP business change manager extend to areas of business stability and ongoing capability to make sure they cope with the level of change. MSP business change manager would make sure that the impact of new changes remains within acceptable levels of performance change (if it gets worse) while the change is embedded. The MSP business change manager defines metrics for operational health of the organisation at various times and these are monitored regularly.

What makes up the MSP business change manager job description?

What are the key attributes of the MSP business change manager ?

  1. The individual appointed as MSP business change manager, including any individuals appointed to the MSP business change manager’s team, should:
  2. have detailed knowledge of the business environment.
  3. have significant business experience directly as part of their routine role. This is a reason why the MSP business change manager is generally drawn from the relevant business area.
  4. be able to handle ongoing operational responsibilities within their business areas.
  5. be able to work well within the management structures, political developments and work-culture of the MSP programme.
  6. have seniority, personality and skills to manage people working or having an interest in the MSP programme.
  7. have great conflict management expertise and experience.
  8. have persuasive and convincing negotiation skills.
  9. have great interpersonal fluency.
  10. be able to deal with ambiguity and continue to keep focus on the MSP programme’s objectives.
  11. be an expert in dynamic prioritisation.
  12. have a good level of expertise in modelling and analysis.
  13. have a good level of expertise in business continuity engagement.
  14. have a good level of expertise in benefits identification.
  15. have good level of expertise in process analysis; the MSP business change manger must be able to logically break-down the phases of a process to enable a good understanding of the inputs, operations and outputs that take place during a phase. The inputs to an operation or a process can be material, labour, energy or capital while the output can be a product or a service. Output of one process can be sometimes an input to another process. Process analysis helps in understanding how the process works, and then improve the process.

On top of all the above, it is important that the person who would like to take up the role of MSP business change manager has good knowledge of Managing Successful Programmes as described in the managing successful programmes manual.

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What are MSP Programme Manager responsibilities?

MSP Programme Manager

MSP programme manager is the role that a competent person plays in MSP programme management. The MSP Programme Manager leads and manages all aspects of the MSP programme from Start to Finish. Thus the MSP programme manager is in full control of the MSP programme as he leads and manages the set-up of the MSP programme, delivery of outcomes or capabilities and realisation of benefits and finally closure of the MSP programme.

While the primary responsibility of establishing MSP governance and MSP programme management along with MSP programme delivery lies with the MSP programme manager, the MSP business change manager is responsible for making sure that the organisation adapts itself to the MSP programme outcomes, makes good use of all new capabilities and transitions into the new more beneficial future state. Thus, while the programme-side is taken care of by the MSP programme manager, the business-side of the MSP programme is taken care of by the MSP business change manager.

The MSP programme manager will normally be appointed as part of forming the team for ‘ MSP Defining a Programme ’. However, it is interesting to note that someone with MSP programme management perspective in action while the MSP programme brief and plans for programme definition are developed in ‘ MSP Identifying a Programme ’.

What are the responsibilities of the MSP programme manager ?

In one short sentence, we may say MSP programme manager is fully responsible for all the aspects of MSP programme management and run the MSP programme in alignment with the recommendations of the managing successful programmes manual.
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To be more specific though, the responsibilities of an MSP programme manager cover the below:

  1. Leading the start-up activities like ‘ Identifying a Programme ‘ or ‘ Defining a Programme ‘,
  2. Planning and designing the MSP programme and MSP governance framework,
  3. Developing and maintaining the right environment for the MSP programme in such a way that all projects within get good support,
  4. Developing the MSP programme budget and maintaining the same by keeping track of expenditures and costs against the benefits delivered by the MSP programme,
  5. Leading and supervising the daily routine MSP programme management activities,
  6. Co-ordinating the projects in the MSP programme and their interdependencies,
  7. Proactively monitoring the progress, resolving issues while maintaining overall integrity and coherence of the MSP programme,
  8. Responding with additional activities or management interventions as appropriate when any gaps are identified or issues are raised,
  9. Protecting the coherence of the architecture within the MSP programme by a design authority element,
  10. Representing the MSP senior responsible owner as his agent to make sure the MSP programme delivers the desired capability as planned and reporting regularly to the MSP senior responsible owner on the progress of the MSP programme,
  11. Acting as a facilitator in the appointment of people to the project delivery teams and making sure the resources and skills are allocated as efficiently as possible,
  12. Making sure that the projects deliver products and services that meet the quality, schedule and cost limits of the MSP programme,
  13. Making sure any third parties involved make the right contributions to the success of the MSP programme,
  14. Managing all relevant stakeholders and the communications with them,
  15. Closing the MSP programme. 

What are the key attributes of an MSP programme manager?

The most important quality a person should have to become an MSP programme manager is the ability to manage the MSP programme as recommended by the MSP manual. Ideally the person taking up the role of MSP programme manager would be certified in Managing Successful Programmes.

The below can be listed as widely accepted attributes of an MSP programme manager:

  1. Personal ability and attitude to work well with a wide range of stakeholders at all levels and make a positive contribution in all such dealings,
  2. Having the expertise and experience than can help in developing and sustaining good working relationship with all people on the MSP programme including the MSP senior responsible owner, MSP programme board,  MSP business change manager, people at all levels in MSP programme management sponsoring group,  MSP programme management organisation and MSP programme management leadership, senior managers and other project teams etc.
  3. Being a great leader to accept the responsibilities that the MSP programme manager role brings with it,
  4. Being able to have a wide perspective and understand the impact the MSP programme objectives would have on the wider area of the business,
  5. Ability to gain the trust among people from all levels and to influence them in such a way that the MSP programme delivers the outcomes as desired,
  6. Great experience and knowledge on all areas of MSP programme management expertise as described in the managing successful programmes manual ,
    ,
  7. Good knowledge of various project management methodologies like PRINCE2 as described in the PRINCE2 manual,
  8. Innovative thinking in problem solving,
  9. Ability to manage the finance and other resources wisely for the success of the MSP programme.

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What is MSP Programme Board?

What is MSP Programme Board?

The MSP programme board is a vital component of the MSP programme management organisation. The MSP programme board plays a vital role in MSP leadership and acts as a great source of support for MSP Programme Management.

The MSP programme board is a group of people that is set up by and reports into the MSP senior responsible owner. The MSP programme board normally comes into existence out of the approval of the MSP programme mandate or the MSP programme brief.

The managing successful programmes manual describes the full detail of MSP programme board.

The purpose of the MSP programme board and its members is to support the MSP senior responsibl owner in delivering the MSP programme successfully. The MSP senior responsible owner may delegate responsibilities and actions to members of the MSP programme board.

The members of the MSP programme board in turn take the leads in supporting the authority and control of the MSP senior responsible owner over the MSP programme as a whole. The members of the MSP programme board ensure the appropriate coordination across all the projects that make up the MSP programme to drive it forward and deliver the outcomes and benefits.

The existence of the MSP programme board and the responsibility placed on the members does not dilute the accountabilities and decision-making authority of the MSP senior responsible owner in any way. This remains true even though the members of MSP programme board provide resource specific commitment to support the MSP senior responsible owner.

What are the responsibilities of ‘ Managing Successful Programmes ‘ or MSP Programme Board ?

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As the MSP senior responsible owner appoints the members of the MSP programme board, all members are individually accountable to the MSP senior responsible owner. Each member may have a range of responsibilities of his own area and his piece of delivery within the MSP programme. A member of the MSP programme board will provide and commit to the MSP programme management senior responsible owner, one or more of a set of areas.

At a high level, a member of the MSP programme board would be responsible for:

  1.  
    1. Defining the acceptable risk profile and risk thresholds for the programme and its constituent projects,
    1. Ensuring the programme delivers within its agreed parameters (e.g. cost, organisational impact and rate/scale adoption, expected/actual benefits realisation etc.),
    1. Resolving strategic and directional issues between projects, which need the input and agreement of senior stakeholders to ensure the progress of the programmes,
    1. Ensuring the integrity of benefit profiles and realisation plan and ensuring that there is no double-counting of benefits,
    1. Providing assurance for operational stability and effectiveness through the programme delivery cycle,
    1. Understanding and managing the impact of change,
    1. Benefits estimates and achievement,
    1. Owning the resolution of risks and issues that the programme faces,
    1. Resolving dependencies with other pieces of work whether change or business operations,
    1. Representing local strategy as expressed in medium-term plans and operational blue prints etc.
    1. Making resource available for planning and delivery purposes.

Who can be considered as standing members of the MSP Programme Board?

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The MSP programme board is set up by the MSP senior responsible owner. There are a range of facts that need to be considered in deciding who can be on the MSP programme board. Obviously, the people that are on the MSP programme board need to be of high calibre and character. Keeping in view the seniority and maturity that the role of MSP programme board member requires, the following can be considered:

  1. Programme senior responsible owner,
  2. Programme manager,
  3. Business change manager,
  4. Project executives of the projects in the programme (where the executive is not the programme manager),
  5. Representatives of corporate functions ( e.g. finance, risk etc.) as necessary,
  6. Lead supplier (if there are different senior suppliers across the projects of the programme, it may be advisable to appoint a lead supplier to work with and through at the programme level).

On top of all the above, it is important that the person who would like to take up a role in the MSP programme board has good knowledge of Managing Successful Programmes as described in the managing successful programmes manual.

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What is MSP Programme Management Organisation?

What is MSP Programme Management Organisation?

According to the managing successful programmes manual, the MSP programme management organisation is a key element of the MSP Programme Management Governance Themes. An effective MSP programme management organisation consists of well-defined roles and clear responsibilities of each of such roles.

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Once the MSP programme roles and responsibilities are defined and clear, the next thing for the organisation is to have efficient management structures and reporting arrangements that are needed for successful MSP Programme Management. These roles, responsibilities and structures form a sound basis for the success of an MSP programme once they are tailored to the MSP programme and its environment.

The MSP programme management organisation theme plays a vital role in the success of an MSP programme from Start to Finish. So, it is important that we ensure the MSP programme management organisation is fit to meet the given MSP programme’s needs at all points from Start to Finish. It cannot be taken lightly at any point and cannot be once done and then left out – it needs to be constantly taken care of as part of MSP programme management.

What are the main attributes of a successful MSP Programme Management Organisation?

Attributes of a successful MSP Programme Management Organisation

The MSP Programme Management Organisation is the very first of the MSP Programme Management Governance Themes. The recipe for a successful MSP Programme Management Organisation is a combination of competent personnel, effective procedures and an efficient structure that connects all elements together. To begin with, the team must be a good blend of personalities and skills so that they can provide effective leadership that can make well-informed decisions. Then we need a well-balanced structure that provides the team with opportunity and space to carry out their roles effectively in making right decisions while taking the programme to success. The structure is also expected to be stable over time to ensure the commitment to the programme, while offering a flexible management regime. MSP Programme Management needs a leadership style and culture that encourages the free flow of information between the MSP programme and rest of the world. This includes the communications that the MSP programme has with its projects, other programmes, the organisation, users, and sponsors etc. The working style should demonstrate arrangements and practices where issues and risks are debated and evaluated very openly.

What does an MSP programme management organisation structure look like at a high level?

The MSP programme management organisation structure at a high level consists of:

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The adjacent diagram shows how the layering of MSP programme management organisation, control and reporting look like at a high level. It also explains how the MSP programme management organisation executive groups relate to each other. This diagram can be expanded from each of its elements to arrive at a more detailed structure for the MSP programme management organisation.

While the detail can be tailored to suit an organisation, the high level structure remains more or less as shown in the diagram.

It would also be very much helpful if all people who would like to be on a responsible role on the MSP programme management organisation, have good knowledge of Managing Successful Programmes.

Managing successful programmes manual is a great and the most authentic source to gain proper knowledge on Managing Successful Programmes.

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What are MSP Programme Management Leadership functions?

What does a MSP Programme Management Leadership Strategy involve?

The MSP Programme Management Leadership strategy involves the higher level tasks of combining strategic objectives and translating them into concrete targets for various individual projects. The MSP Programme Management Leadership team provides a bridge between the strategic objectives and the projects by leading and directing the MSP programme.

What makes up the MSP Programme Management Leadership team?

Generally, the MSP Programme Management Leadership team is made up of the members of the MSP Programme Board including the Senior Responsible Owner (SRO), Programme Manager and Business Change Manager.

What leadership activities are carried out by the MSP Programme Management Leadership team?

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The MSP Programme Management Leadership team is fully responsible for MSP Programme Management The key activities and the principles for effective leadership of a programme are:

  • Demonstrate the ability to envision a better future by creating a Vision.
  • Communicate the Vision of the better future in compelling and convincing manner to all stakeholders.
  • Demonstrate the autonomy given to individuals to play their roles effectively, by the empowered decisions they make.
  • Design and operate effective motivation, reward and appraisal systems to foster the people’s attitudes and energy to drive the programme.
  • Demonstrate visible commitment by ensuring the correct resources are always available to the MSP programme and focussing on the realisation of business benefits.
  • Demonstrate visible authority by influencing and engaging actively with stakeholders and balancing the programme’s priorities with those of the ongoing business operations.
  • Demonstrate the much needed management skills and experience in relation to:

the cultural and people issues involved in change,
the finances and resources and the conflicting demands on these,
the coordination of the projects before, during and after transition to operation,
maintaining the business as usual operations always with minimum interruption, and
all aspects of risk management like identification, evaluation and response.

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What is MSP Programme Management Sponsoring Group?

What is MSP Programme Management Sponsoring Group?

The MSP Programme Management Sponsoring Group is a representative group of senior managers of the organisation. A sponsoring group may be exclusively created for an MSP programme or it can be as an additional role to play to any other existing executive committee or board of the organisation. Senior responsible owner (SRO) is usually a part of the MSP Programme Management Sponsoring Group.

The senior managers who constitute the MSP Programme Management Sponsoring Group usually are responsible for:

  • Decisions related to investments,
  • Strategic definition and direction of the overall business, and
  • Making sure the MSP Programme is always aligned with the overall business strategy.

The MSP Programme Management Sponsoring Group appoints one of its members as the MSP Senior responsible owner (SRO). The MSP programme mandate that the Senior responsible owner (SRO) is responsible for implementing needs to be agreed with the MSP Programme Management Sponsoring Group.

How does MSP Programme Management Sponsoring Group work in an environment with more than one MSP programmes?

What is ‘Corporate Portfolio Board’?

In cases, where there are more than one MSP programme are running at any point in time, it is important that all MSP programmes are managed, special consideration is needed in any decision made about any or all of the MSP programmes. All MSP programmes need to be coordinated in such a way while prioritising in a strategic fashion to make sure all MSP programmes remain cohesively aligned with the business strategy at all times. The MSP Programme Management Sponsoring Group in such cases must make all investment decisions and provide high level endorsement of the rationale and objectives of a particular programme always in a relative manner with other programmes. A balanced approach is needed in championing the implementation of the new capabilities delivered by an MSP programme so that expected benefits are realised and desired outcomes achieved across all MSP programmes. It is important to ensure the alignment of all programmes with overall business strategy and priority and there is no point in delivering the outcomes of any one MSP programme at the expense of other MSP programmes.

Sometimes, a standing ‘Corporate Portfolio Board’ may take over the role of the in organisations that have more than one MSP programmes running at a time. Thus the organisation can be assured that all programmes are always aligned to the overall business strategy of the organisation. This topic is discussed in more detail in the OGC Guidance on Portfolio Management.

What are the responsibilities of MSP programme management sponsoring group?

MSP Programme Management Sponsoring Group

According to the MSP Manual, the below are the responsibilities of MSP programme management sponsoring group:

  • Establishing the organisational context for the programme,
  • Authorising the programme mandate,
  • Approving funding for the programme,
  • Resolve strategic and directional issues between programmes, that need the input and agreement of senior stakeholders to ensure the progress of the change,
  • Confirming the organisation’s strategic direction, against which the programme is to deliver,
  • Approving the progress of the programme against the strategic objectives,
  • Leading by example the values implied by the transformational change,
  • Providing continued commitment and endorsement in support of the programme objectives at executive and communications events,
  • Advising and supporting the SRO,
  • Championing the programme, and
  • Confirming successful delivery and sign-off at the closure of the programme.

Is the MSP programme management sponsoring group formal in nature?

In practice, the meetings of the MSP programme management sponsoring group can take place wither on a formal and regular or whenever a need arises. In cases where the transformational change that the programme is involved with is more critical or huge etc., then the MSP programme management sponsoring group takes a more formal shape and functions as formally as needed. For simple transformational changes, the MSP programme management sponsoring group also works in a simple manner. This flexible nature of the MSP programme management sponsoring group makes it easy for all stakeholders to keep the right amount of focus on the MSP programme at all times. Whatever is the degree of transformational change, at the least the MSP programme management sponsoring group would normally meet at the end of identifying and defining a programme and the end of each tranche to give formal approval. Of course the MSP programme management sponsoring group would also meet to closure as well.

What leadership style does MSP programme management sponsoring group establish?

Generally, the members of the MSP programme management sponsoring group are expected to take great initiative to establish a style of leadership that suits the organisation strategy and culture and the nature of the change. In some cases, there is increased emphasis on creating a better workplace environment by motivating and empowering the staff, encouraging initiatives and promoting team work, recognition and rewarding proper risk-0taking and other extra-ordinary contributions by the staff.

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What is the MSP Senior Responsible Owner?

What is the MSP Senior Responsible Owner?

MSP Senior Responsible Owner in short SRO is the ONE person ultimately accountable for the MSP Programme. MSP Programme Management Senior Responsible Owner has the overall responsibility to make sure the MSP Programme Management is done well and the MSP Programme meets its objectives and delivers or realises the expected benefits.

As a person, the MSP Senior Responsible Owner is expected to have enough seniority and authority to lead the MSP Programme Board with drive and energy and to exercise power to direct the MSP Programme and take decisions. The person must also be matured enough to accept the full responsibility and accountability for delivery.

What are the responsibilities of the MSP Senior Responsible Owner or SRO?

The MSP Senior Responsible Owner is fully accountable for the success of the MSP Programme. It is the MSP Senior Responsible Owner that makes sure that the Organisation makes full use of the new environment that is created by the MSP Programme. By doing so, the Organisation meets the new business needs and delivers new levels of performance, benefit, service delivery, and value or market share. The responsibilities of the MSP Senior Responsible Owner go beyond MSP Programme Management and can be summarised as below or can be referred to in the managing successful programmes manual.

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The MSP Programme Management Senior Responsible Owner:

  •  
    • Owns the VISION for the MSP Programme (as defined and ratified by the MSP Programme Management Sponsoring Group)
    • Leads the MSP Programme, providing clear leadership and direction throughout its life,
    • Secures the investment required to set up and run the MSP Programme, and fund the transition activities so that the desired benefits are realised,
    • Provides overall direction and leadership for the delivery and implementation of the MSP Programme,
    • Has personal accountability for its outcome (this should be an important measure of their performance),
    • Is accountable for the MSP programme’s governance and MSP Programme Management arrangements,
    • Owns the MSP Programme Management Business Case,
    • Manages the interface with key senior stakeholders, keeping them engaged and informed,
    • Manages the key strategic risks facing the MSP Programme,
    • Maintains the alignment of the MSP Programme to the organisation’s strategic direction, and
    • Chairs the MSP Programme Board.

What are the key attributes of the MSP Senior Responsible Owner?

The MSP Senior Responsible Owner must be capable of taking up the high level of personal responsibility for the MSP Programme. The MSP Senior Responsible Owner will have to make sure that those selected to be on the MSP Programme Board are also capable to contribute and support the MSP Programme with comparable levels of authority, commitment and ability.

The MSP Senior Responsible Owner must:

  • Have the seniority for the responsibilities and accountabilities the role involves,
  • Be pro-active and visible as the driving force behind the MSP Programme,
  • Possess strong leadership and decision-making skills,
  • Have the experience, character and personality that are right for the MSP Programme,
  • Combine realism with openness and the clarity of expression to communicate the MSP Programme’s vision effectively,
  • Be able to give purpose and direction to the MSP Programme and take strategic decisions,
  • Focus on delivery of the benefits and realising the end goal,
  • Build productive relationships across the MSP Programme team, and
  • Have access to and credibility with the key MSP Programme Stakeholders.

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MSP Programme Management Governance Themes

MSP Programme Management Governance Themes

What are the MSP programme management governance themes?

There are 9 MSP programme management governance themes according to managing successful programmes manual They are:

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  • Organization
  • Vision
  • Leadership and Stakeholder Engagement
  • Benefits Realization Management
  • Blueprint Design and Delivery
  • Planning and Control
  • Business Case
  • Risk Management and Issue Resolution
  • Quality Management

The MSP programme management governance themes provide a control framework for the MSP programme governance. The MSP governance framework is so designed that it provides a transparent, clear and open style of control through which the MSP programme can function while keeping itself within visibility and control of the corporate.

The elements of the MSP programme management governance themes framework help the MSP programme to manage itself effectively while delivering the agreed outcomes and benefits. While working within the MSP programme management governance themes framework, the MSP programme can be at its best in negotiating the resource it needs, managing these when made available, and adjusting its own self to be aligned with the overall corporate strategy at all times. MSP programme management thus depends on the MSP governance themes for success.

How does MSP programme management governance relate to the organisational governance?

The MSP governance framework that the MSP programme management governance themes provide must be integrated within the governance control framework of the overall organisation. And, more interestingly, the MSP programme management can make use of the elements of the organisational level governance framework where these can provide the necessary control, structure and visibility for the MSP programme itself.

It is very important that any MSP programme management framework provided by the MSP programme management governance themes integrates with the overall control framework at the organisational level. There should be effort from both the MSP programme and the higher level organisation to make this happen as such integration benefits both. It is important that the organisation really understand the MSP programme well and is able to see it well. Such visibility will enhance the success of the programme and the organisation. The organisation should also have a good understanding of how the MSP programme relates to other programmes within the organisation and the outside world. In the same way, programmes must take all proper care to operate well within the control framework of the organisation. They should make themselves visible and allow the organisation to control them as necessary. Such programmes can gain the much needed trust and buy-in of the organisation.

How do MSP programme management governance themes relate to the MSP transformational flow?

The MSP programme management governance themes provide the much needed guidance and useful tools to the MSP Transformation Flow activities. The relation between the MSP programme management governance themes and the MSP transformation flow activities is multi-fold. One or more MSP programme management governance themes can influence one or more MSP transformation flow activities.

The MSP programme management governance themes will have great influence on MSP programme management from Start to Finish. They are not adhoc or one-time elements of MSP programme management. Their influence is spread all over a programme’s life-cycle.

What are MSP programme management strategies?

An MSP programme typically defines a number of strategies and plans that explain how the programme would achieve the desired results. The strategies cover the overall approach of the programme regarding process, content and ownership etc. of various aspects around a particular MSP governance theme. A general guideline is that a particular strategy of a MSP programme is derived from and in agreement with the organisational strategy or policy for that MSP governance theme. The factors that should be in alignment are things like ownership, units of measurement and reporting intervals etc. The plans cover more detail than strategies and they explain the detailed activities involved with a strategy, their ownership, responsibilities, timelines etc.

Once the MSP programme’s strategies and plans are formulated, it is important that the organisation and the MSP programme agree upon them. They must validate, sign-off and endorse such MSP strategies and MSP plans. With this, the organisation can make sure that it has proper visibility and control of the MSP programme and the MSP programme can make sure that it has the right level of ownership, visibility and control and detail for any MSP governance theme.

What are common examples of MSP programme management strategies?

The below are few examples of MSP programme management strategies and the delivery mechanisms.

Resource Management: This MSP programme management strategy covers all resources that would be needed by the programme. This includes financial resources, human resources, non-human resources, logistics etc. that the MSP programme needs to achieve its objectives as desired. The MSP programme typically implements this strategy by a Resource Management Plan.

Monitoring and Control: This MSP programme management strategy covers the detail that explains how the MSP programme would monitor the progress of the programme and can exercise control on the same. This involves comparison of expected and actual results from time to time in various areas such as outcomes, cost, scope, quality, key milestones etc. The MSP programme typically implements this strategy by a Programme Plan.

Information Management: This MSP programme management strategy covers how the MSP programme would create and manage the information. It explains how MSP programme would classify, store, retrieve and distribute information as part of the programme. The MSP programme typically implements this strategy by an Information Management Plan.

Quality Management: This MSP programme management strategy covers how the MSP programme would define, plan and meet the quality requirements. The MSP programme typically implements this strategy by a Quality Management Plan.

Risk Management: This MSP programme management strategy covers how the MSP programme would identify, analyse, quantify, qualify and address various risks that may impact the MSP programme. The MSP programme typically implements this strategy by a Risk Register.

Issue Resolution: This MSP programme management strategy covers how the MSP programme would manage various issues within the programme in such a way that the programme runs as smoothly as is needed. The MSP programme typically implements this strategy by an Issue Log.

Stakeholder Engagement: This MSP programme management strategy covers how the MSP programme would establish how the MSP programme would deal with various stakeholders. This includes how stakeholders are identified, analysed, understood and engaged. The interests of stakeholders and the influence they can have on the programme play a very important role. The MSP programme typically implements this strategy by Stakeholder profiles and MSP programme communication plan.

Benefits Management: This MSP programme management strategy covers how the MSP programme would make sure it delivers the desired benefits to the organisation. MSP programme typically implements this strategy by the Benefits Realisation plan.

What is the relationship between MSP governance themes and MSP transformational flow?

In practice, the MSP governance themes and the MSP transformation flow activities interact with each other very closely. The managing successful programmes manual  defines this relationship in the below words ‘If the Transformation Flow is the MSP programme’s time based to-do list, the MSP governance themes can be seen as the reference manual. If the MSP transformation flow requires action, then the MSP governance themes should provide guidance on how it should be done. The interactions that need to happen between MSP governance themes and MSP transformation flow activities should be built in to all the process models in the MSP programme.

What are the roles and responsibilities involved in MSP programme management governance?

The roles and responsibilities involved in MSP programme management governance are as below:

The MSP Senior Responsible Owner (SRO) has the overall accountability and responsibility for the design and approval of, and compliance of the programme with corporate controls, governance strategies and initiations of assurance reviews.

The Programme Manger has the responsibility for the design and implementation of the programme governance strategies, consultation with corporate governance, stakeholder consultation and supporting the SRO in implementation and control.

The Business Change Manager has the responsibility of review and contribution to governance development, implementation of governance arrangements where they impact on operations, input to programme assurance reviews, initiating assurance reviews of business operational areas and specific focus on benefits and stakeholder governance.

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