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Managing Successful Programmes (MSP®) is a best-practice framework for delivering complex programmes in accordance with long term strategies. It was developed in recognition of the need for greater links between an organization’s longer-term strategy, objectives and goals and the projects being undertaken by that organization.

MSP defines Programme Management as "...the action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business".

It comprises a set of principles, a set of governance themes, and a process lifecycle called the transformational flow.

What are the Benefits of MSP?

MSP is designed to support the implementation and adoption of change within any type of organization.

It offers a very pragmatic approach to programme management which ensures a strong leadership and governance structure is established and maintained. There is a strong emphasis is on Stakeholder Engagement and Benefits Realization Management throughout the method.

MSP has been implemented in both public and private sectors because it provides a number of benefits to the organizations undertaking programmes, including:

  • a strong emphasis on the identification and realization of measurable benefits

• a focus on Stakeholder Engagement, ensuring that stakeholders have the opportunity to participate at the key times throughout life of the programme

• clear communication links between the delivery team and the operational teams who will take ownership of the finished products

• good governance as a significant part of the framework and which is instituted throughout the programme

• a method for managing the complex relationships between the interested parties in a significant, long term change initiative.

The Seven Principles of Managing Successful Programmes

The MSP principles are the guiding obligations for good practice that a programme should follow if it is using MSP. These are derived from lessons, both good and bad, that can affect success. The principles provide a framework of good practice for those people involved in a programme – ensuring that the method is not applied in an overly prescriptive way or in name only, but applied in a way sufficient to contribute to the success of the programme.

Here are the seven principles and their definitions:

Governance Themes

The nine Governance Themes represent topics which need to be addressed throughout the life of the programme. It is the control framework which enables the programme to deliver and ensures there is visibility for stakeholders.

The themes are:

Organization

This theme details the roles required to deliver the programme and its associated change.

Vision

The vision, defined by the Vision Statement, represents the better future which the programme is designed to deliver and provides a constant focal point for the team throughout the programme’s life.

Leadership and Stakeholder Engagement

Programmes attract a large number of stakeholders from a variety of backgrounds and with differing degrees of influence. The MSP framework ensures the stakeholders are identified and engaged in an appropriate manner to allow the participation and involvement of those who have an interest in the outcomes.

Benefit Realization Management

Benefits are defined as "...the measurable improvement resulting from an outcome which is perceived as an advantage by a stakeholder". The rigour with which an MSP programme addresses the management of benefits is one of the distinguishing features.

Blueprint Design and Delivery

The Blueprint is a document which translates the Vision Statement into a detailed description of the capability which is required to enable the outcomes. The Blueprint defines the scope of the Programme Manager's authority by describing the current state of the organization together with the future capability which will be delivered through the Project’s Dossier.

Planning and Control

Planning and Control are fundamental to the success of the programme. A Programme Plan is developed during the Defining a Programme process and contains many assumptions and estimates. These will be revised as progress is made.

Business Case

The Business Case provides the ongoing test of the viability of the programme and justifies the investment in the programme. It provides the Sponsoring Group and Programme Board with confidence that the investment in the programme is still worthwhile.

Risk and Issue Management

This Theme covers the identification, management and escalation of risks and issues. This is an area familiar to project management, but approaches it from a programme perspective.

Quality and Assurance Management

This Theme ensures that all management aspects of the programme are working effectively and appropriately.

Transformational Flow

The term Transformational Flow is used to describe a series of six processes which guide the programme management team through the programme. These processes are:

Identifying a Programme During ’Identifying a Programme’ the Programme Mandate is agreed by the stakeholders and developed into a more comprehensive document outlining the programme’s purpose.

Defining a Programme The detailed planning for the programme is undertaken during ‘Defining the Programme’. Once the Sponsoring Group refine and approve the Vision Statement, the Programme Board and supporting subject matter experts undertake a number of activities which culminate in the development of a Programme Plan (normally part of the larger and more comprehensive Programme Definition Documentation) and the Programme's Business Case.

Managing the Tranches Primarily the responsibility of the Programme Manager, Managing the Tranches implements the governance arrangements for the programme to each of the tranches.

Delivering the Capability This process is where the Programme Manager coordinates and manages the dossier of projects required to deliver the capability described in the Blueprint.

Realizing the Benefits The Business Change Manager(s) are responsible for integrating the outputs from the projects into the operational environment and thereby generating the expected outcomes and benefits.

Closing the Programme The purpose of each of the processes within the Transformational Flow is to ensure that each programme is managed in a consistent manner. The ‘Closing a Programme’ process is applied to ensure the work of the programme is completed and that any follow-on support and actions are in place to ensure the ongoing realization of the benefits.

Programme Management

As the rate of change increases, organizations that have learned how to transform themselves through effective leadership and strategic control are more likely to survive and prosper. Programme management is increasingly being recognized as a key tool to enable organizations to deliver their strategy and manage that transformation.

Managing Successful Programmes is the recognised framework for delivering those programmes.

If you would like to learn about how you and your organization can benefit from using MSP; and how we can help you implement the use of MSP through our training and support services, please contact us for an initial discussion.