Specialist in effective change.
Accredited MSP™ and PRINCE2® trainer.
MSP (Managing Successful Programmes) offers a methodical approach to Programme Management. The 2011 edition is an update to the 2007 edition. What is this edition about and what are the major changes?
MSP offers guidance for large change initiative that involves major risk. Because of the size, duration and the many different interests and influences by many stakeholders, strategic changes need strong leadership. MSP offers an approach to the different areas to lead and manage change.
Because of the MSP focus on benefits (to stakeholders) this approach is a customer’s approach to change, so not a supplier’s delivery approach. This base ensures a natural integration with PRINCE2, the customer’s approach to project management with its focus on justification (Business Case) and its key role of the Project Executive.
MSP defines a programme as:
“a temporary, flexible organization 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 organization’s strategic objectives”.
After a short introduction, the guide describes the three main parts of MSP:
The MSP 2011 edition does not contain major changes. For me, being a MSP trainer, qualified as MSP Advanced Practitioner and experienced user there were no surprises. MSP was always a well design approach. So structural changes were not expected.
Minor issues in the previous version were changed or clarified. The 2011 is not a major new version is still has the same good quality the previous version had.
There is however one issue I have to mention: the new, changed definition of the Programme Board.
In the previous version the Programme Board was defined as an optional group within the Sponsoring Group. The Programme Board could be useful to support the potentially overloaded SRO (Senior Responsible Owner), primarily to engage with stakeholders.
The Programme Board proposed by the previous edition, made sense. It was a workable and practical concept.
But in the 2011 edition, the Programme Board was changed to a mishmash of SRO, Programme Manager, BCM’s and even the projects’ Executives. It is now a concept without any reason or function. It is unclear what the justification for this new Programme Board is; the 2011 edition fails to make clear how this Board would act or what the benefits of this concept could be.
Want to know more about MSP details and how to use the approach? Then please visit these pages.
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