| For any organisation or individual that
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| | Aims of MSP Programme Management:
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| needs to manage and control related
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| | - Provide a framework of best practice
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| projects (portfolio of projects),
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| | principles - Define and implement the
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| Managing Successful Programmes (MSP)
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| | governance requirements for the programme
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| programme management is a management tool
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| | - Enable practitioners to identify the
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| for bringing together people, activities
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| | aim of the programme - Envisage benefits
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| and information to achieve the end goal.
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| | for the organisation - Adapt theory to
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| History of MSP Programme Management
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| | practice - Improve decision making and
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| MSP programme management was developed by
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| | implement beneficial change - To be
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| the Office of Government Commerce (OGC),
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| | available for organisations and
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| an independent Office of the UK Treasury,
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| | individuals
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| and supported by a full range of
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| | What MSP Programme Management can do for
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| commercial partners. It was first
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| | a Business
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| released in 1999, and in 2007 a third
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| | Working with MSP programme management
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| version was released to reflect the
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| | will have a benefit for the whole
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| evolving knowledge of programme
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| | workforce. MSP has a standard and
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| management. MSP programme management is
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| | consistent approach to programme
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| the UK Government Best Practice standard
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| | management. It provides a framework for
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| for effective programme management, and
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| | practitioners to direct the change
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| is a globally recognised qualification.
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| | process while ensuring the focus is
|
| What is Programme Management?
| |
| | maintained on the business objectives.
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| A programme is made up of a number of
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| | MSP practitioners will be able to define
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| projects identified by an organisation
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| | the programme and state how the
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| that will deliver a defined objective, or
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| | organisation will be different after the
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| set of objectives, for the organisation.
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| | change has been implemented. They will
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| A programme can only succeed if the
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| | manage a business case for the programme
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| projects within the programme are
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| | and plan the work so it will have the
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| completed, therefore, without programme
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| | desired end result. MSP practitioners
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| management, the projects would be
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| | will organise the workforce to ensure
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| uncoordinated and not integrated into a
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| | everyone knows their responsibilities and
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| final goal.
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| | ensure lines of communication are kept
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| Programme management is becoming an
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| | open. Any issues that arise during the
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| increasingly important aspect of managing
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| | programme will be resolved and quality
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| changes within business - whether it
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| | will be maintained by auditing, which
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| internal, such as increasing the range of
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| | will ensure standards are being kept.
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| products, or external, such as
| |
| | They will identify and manage risks, and
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| implementing new government policy.
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| | keep up to date information of the
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| Programme management is a structured way
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| | programme. Resources are used efficiently
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| of handling change proactively and
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| | through project prioritisation, and
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| provides a framework for handling
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| | timescales and budgets are effectively
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| complexity and risk.
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| | controlled. Lastly they will close the
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| MSP defines programme management as "the
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| | programme and ensure the final goal has
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| action of carrying out the coordinated
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| | been achieved.
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| organisation, direction, and
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| | MSP programme management is designed to
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| implementation of a dossier of projects
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| | reduce bureaucracy by focusing on what is
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| and transformational activities (i.e. the
| |
| | necessary; avoiding duplication, and
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| programme) to achieve outcomes and
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| | delivering effective control over the
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| realise benefits of strategic importance
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| | programme.
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| to the business."
| |
| | Conclusion
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| MSP programme management is designed for
| |
| | MSP programme management gives added
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| any organisation or individual that needs
| |
| | value to any organisation that needs to
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| a controlled approach to managing
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| | manage and control a number of projects,
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| programmes, and is intended for Senior
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| | by providing a framework for
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| Managers, Project Managers, Programme
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| | practitioners to work with that has been
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| Office Staff, and Project and Programme
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| | underpinned by current research.
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| Management Consultants.
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| |
|
