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Programme management (MSP) > Concepts and Principles > Flashcards

Concepts and Principles Flashcards

1
Q

Programme management aligns to what three critical organisational elements

A
  1. Corporate strategy, which the programme is seeking to deliver
  2. Delivery mechanisms for change (projects and the programme itself)
  3. Business as usual environment (where change needs to be embedded)
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2
Q

What is a project

A

A temporary organisation usually existing for a much shorter duration (than a programme) which will deliver one more outputs in accordance with an agreed business case

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3
Q

What is a programme

A

A temporary, flexible organisation 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 organisation’s strategic objectives. A programme is likely to have a life that spans several years.

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4
Q

What is a portfolio

A

The totality of an organisation’s investment (or segment thereof) in the changes required to achieve its strategic objectives

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5
Q

What is a vision-led programme

A
  • results from a clearly defined. Is ion sponsored by the senior management team
  • top down in approach affecting many departments
  • innovative or relating to at strategic priority
  • public sector, ie translating political priorities into a programme
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6
Q

What is an emergent programme

A
  • evolves from individual projects running in parallel that are already in existence in an organisation
  • now needs to be coordinated to deliver the changes and benefits
  • is a temporary state, ie should evolve into a programme with a vision
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7
Q

What is a compliance programme

A
  • ‘must do’ programme
  • may be delivering a legislative change
  • benefits may be expressed in terms of compliance, achievement and avoidance of negative implications
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8
Q

What characterises specification-led programme impact

A
  • based on making and delivering new facilities
  • focused typically on the delivery of outputs to the specification
  • low levels of ambiguity but complexity and risk in delivery
  • MSP can be used for this type of programme but may need to be scaled down
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9
Q

What characterises business transformation programme impact

A
  • transforming the way the business functions
  • typically some ambiguity about the overall implication of the changes
  • MSP is designed to provide structure for these programmes
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10
Q

What characterises political and societal programme impact

A
  • focused on changes to society
  • low predictability
  • MSP is designed to provide structure for these programmes
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11
Q

What are the seven principles of programme management

A
  1. Remaining aligned with corporate strategy
  2. Leading change
  3. Envisioning and communicating a better future
  4. Focus on the benefits and threats to them
  5. Adding value
  6. Designing an delivering a coherent capability
  7. Learning from experience
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12
Q

Define the principle of remaining aligned with cop rate strategy

A
  • need to maintain good links with the changing corporate starry as this is what the programme is seeking to deliver
  • programmes need to prove or disprove strategic ideas, using pilots or proof of concept in early tranches of delivery
  • projects must be kept in alignment with the strategy
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13
Q

Define the principle of leading change

A

Leaders need to:

  • give clear direction
  • engender trust by behaving consistently and with transparency
  • appoint the right people at the right time
  • can live with a degree of uncertainty
  • solve problems with novel solutions
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14
Q

Define the principle of envisioning and communicating a better future

A
  • a clear vision of the future needs to be created by the leaders of change in order for the transformational change to be achieved
  • the vision should be developed as soon as possible in the programme (as soon as the mandate for change has been received)
  • the vision should be used to maintain alignment to the programme to corporate strategy
  • if the vision is changed significantly this could mean the programme has alerts red significantly and needs to be reassessed
  • the vision should be communicated clearly and consistently
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15
Q

Define the principle of focusing on the benefits and threats to them

A
  • the programme and its projects should be aligned toward delivering the end benefits in order to sat side the strategic objectives
  • effective risk management will also be key
  • risks are both opportunities and threats
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16
Q

Define the principle of adding value

A
  • running a programme represents significant cost (cost of the programme manager, programme office, etc)
  • the programme must therefore not only ‘add cost’ it must also ‘add value’ by delivering more than the sum of its constituent projects
  • if the programme structure is no longer seen to add value, I t should be closed and the projects should continue on independently
17
Q

Define the principle of designing and delivering a coherent capability

A
  • the programme needs to deliver a coherent capability, ie coordinated delivery of project outputs
  • the delivery of the outputs into business as usual also needs to be coordinated in order to ensure the biggest benefit with minimal impact on operations
18
Q

Define the principle of learning from experience

A
  • Members of the programme management team need to assume the attitude of learners
  • Adjustments may need to be built into the programme at key review points
  • the ability to learn from experience is reflected in the programme management maturity of the organisation. This can be assessed via P3M3 assessments.
19
Q

3 core concepts of MSP

A
  1. MSP principles derived from lessons learned both good and bad
  2. MSP governance themes allow organisations to out in place the right controls, eg in relation to leadership, organisation structures, business case, etc. Giving the best chance of delivering the planned outcomes and realising the desired benefits
  3. MSP transformational flow, provides a route through the lifecycle of the programme from its conception (identifying a programme) through to delivering the new capability (delivering the capability), transitioning to the desired outcomes and realising the benefits (realising the benefits) and finally onto the close of the programme (closing a programme).

Programme management (MSP) (1 decks)

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