7.10.4. Our Managing Successful Programmes course (or MSP®) is the industry recognised method for managing programmes. 2.1.1.3. Ensure creation, implementation and maintenance of Stakeholder Engagement Strategy. The governance themes explain how key elements of the programme should be delivered during its delivery lifecycle. Maintain configuration management system. A benefit is the measurable improvement from such an outcome and in turn, these benefits should contribute towards one or more of the organisation’s strategic objectives. Programme management is most effective when issues are debated freely and risks are evaluated openly. Provides the detailed development of the Vision and underpins the options analysis in the business case, 5.7.2.2. A benefit is the measurable improvement resulting from an outcome, which is perceived as an advantage by a stakeholder. Quality and assurance strategy is used to define and establish the activities for managing quality across the programme. To enable the development of a robust Business Case the process must first consider: 6.4.5.1. The programme itself must add value beyond the constituent projects. Delivering the Capability explains how the alignment of the projects and other activities that deliver the blueprint will be managed and controlled. 6.7.7. The purpose of the Realising the Benefits process is to manage the benefits from their initial identification to their successful realisation. The Risk Process is applied to both threats, which have a negative impact on the programme outcomes, and opportunities, which have a positive or advantageous impact on the programme outcomes. Monitoring and Control Strategy (A.11), 7.9.5. 8.3.1. Authorise the Risk and Issue Management Strategies. 4.5 out of 5 stars 26. Information Management Strategy (A.8). 3.5.1. This process incorporates the planning and management of the transition from old to new ways of working and the achievement of the outcomes, whilst ensuring that the operational stability and performance of the operations are maintained. Programme outputs, capabilities, outcomes and benefits are interrelated, and corporate objectives are not achieved by accident. 5.4.2.1. 5.5.2.2. Planning and control are covered in detail to explain how to develop the programme plan and maintain internal control of the projects to ensure that the programme remains on course. 2.7.3. You could not deserted going in the manner of books store or library or borrowing from your contacts to open them. File Type: PDF EPUB MOBI. It represents the balance between the investment costs and the realizable benefits to be achieved; this helps define the lifecycle of the business case and management controls to be applied. Quality and Assurance Strategy (A.21), 7.9.5.1. 16.2.7. If you continue browsing the site, you agree to the use of cookies on this website. This site is like a library, you could find million book here by using search box in the header. Transitory - becomes planned when vision and direction established, 16.5.3.2. This summary of the objectives is then developed into the Programme Brief, which defines the expected benefits, costs, timescales and risks relating to the proposed programme. 6.5.5. Managing Successful Programmes 2011 Edition. End of Tranche review and close. 6.5.3. £25.00. Defining a Programme confirms the vision, undertakes detailed analysis of options and designs the programme infrastructure to deliver, resulting in a business case and strategic commitment. 6.7.4. Step 1 – Identify, recognise and acknowledge stakeholders, 5.6.8.3. Describes how the business case will provide the key decision-making information within any programme. Develops the vision and undertakes a detailed analysis of the available options. Price: £25.00. Develop and implement Stakeholder Engagement Strategy. The print version of this textbook is ISBN: Out of print. Outcomes are compliance achievement. 8.2.5. 6.8.2. Only 8 left in stock - order soon. A measurable decline resulting from an outcome perceived as negative by one or more stakeholders, which detracts from one of more organizational objective(s). 5.6.5. 5.4.1.1.3. You have remained in right site to begin getting this info. It is important for programmes to carefully model the flow between these elements and monitor and manage their interdependencies thoroughly. 6.5.8. Managing Successful Programmes (MSP®) is part of the Global Best Practice suite of publications, which helps organizations and individuals manage their projects, programmes and services consistently and effectively. 13.2.2.1. Managing Successful Programmes (MSP®) is part of the Global Best Practice suite of publications, which helps organizations and individuals manage their projects, programmes and services consistently and effectively. Actively engage and lead business area through transition, generating confidence and buy-in. This … 13.2.3.2. Delivery from the Projects Dossier provides the new outputs that enable the capabilities described in the Blueprint. 6.8.1. Reduced stock holdings and so less working capital tied up. A programme only remains valid if it adds value to the sum of its constituent projects and major activities. 8.5.2.9.1. 5.7.1. Where you set up the governance for the programme. 2020 Read Managing Successful Programmes Study Guide Full Version Inc. All rights reserved. 13.3.2.1. The risk management strategy should clarify how opportunities will be managed, and describe how the interface with the benefits management approach will be handled as defined in the benefits management strategy. Paperback. 8.1.1. The term Transformational Flow is used to describe a series of 6 processes which guide the programme management team through the programme. 2.4.3. Manage the business case development and delivery, 12.3.1.3.3. 8.5.2.7.3. Book Description: Another easy way to get Free Google eBooks is to just go to the Google Play store and browse. The most important, key position on MSP® preparing for exams Foundation, Practitioner and Advanced Practitioner. 8.2.7.7.1. 6.5.5.1. 7.9.3.4. Relying on one type of assurance leaves the programme at risk of not seeing opportunities and threats from a more holistic approach. 6.8.5. 5.6.8.1. When it comes to putting MSP into practice, we have a number of templates which will help you create a programme brief and plan, outline the business case and create programme strategies. 6.8.7.1. 5.9.2. Old (MSP 2007® version), not updated to newest MSP® version! 9.7.4. http://www.amazon.co.uk/Fundamentals-benefit-realization-Gerald-Bradley/dp/0113312598/, 10.1.1.1. http://online.apmg-exams.com/index.aspx?subid=48&masterid=12, 10.1.2.1. http://online.apmg-exams.com/index.aspx?subid=112&masterid=12, 10.2.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=743&sID=324, 10.3.1.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=756&sID=284, 10.3.2.1. http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=766&sID=284, 10.4.1. Helping all organizations - public sector and private, large and small - achieve successful outcomes from their programme management. Blueprint Typical Content (a.k.a. Managing Successful Programmes (MSP) is a programme management method in which people, activities and information are brought together to implement change within an organization as efficiently as possible. 8.5.2.9.2. A key area of focus for the quality and assurance strategy is to ensure that there is integrated assurance of the programme to avoid having multiple overlapping reviews conducted by different interested parties. 5.4.5. 2.5.1. A new operational state achieved after transition of the capability into live operations. Since 2000 the Office of Government Commerce (OGC), former owner of PRINCE2® (and other Best Management Practices) has been the custodian of the portfolio on behalf of UKG.