Current ‘as is’state GOVERNANCE THEMES & PRINCIPLES

Business strategy
Unconfirmed
The MSP® Transformational Flow y to
every programme at a
ny
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current status and plans
programme mandate
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Appoint the SRO and programme board m e by ve rn

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am an ce

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Produce the programme brief pr

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Develop the programme preparation plan in g

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mandate Three ‘doing’ processes

in
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Adding
Programme brief
going on in parallel value
Authorize Manage
programme Programme Control & people & other
definition preparation plan delivery of resources
communications
MSP
Future ‘to be’state /
Natural STOP

2 MSP
p219 Realizing the Benefits
closure
4
‘end goal’ achieved

Making the change ‘stick’ via transition - years

p189 MSP GO
Defining a Programme Delivering the Capability
p211 Activities 5 4

Co-ordinating projects - years

Manage pre-transition
Activities Activities
Establish the infrastructure for ‘Defining Start projects
Establish benefit measures,
Procurement Closing a Programme
a Programme’ Monitor benefits realization, Plan Natural closure - when capabilities described
Engage stakeholders & contracts
Establish the team to define the Manage risks transition, Communicate change,
Align projects with benefits in blueprint have been delivered and outcomes
programme & issues Assess readiness for change
realization assessed, or premature closure (e.g. when
Detailed theory - months

Identify and analyse the stakeholders Manage transition

Align projects with programme evidence so far indicates the programme does
Refine the vision statement objectives Initiate transition, Establish
Develop the blueprint support, Enact transition, Review not make good business sense).
Governance: manage and
Develop the benefits profiles control delivery transition, Manage outcome
Model the benefits and refine the profiles
Validate the benefits
Close projects 4 achievement
Manage post-transition Monitor, report
Activities
Confirm ongoing support is in place
6
Design the projects dossier Measure benefits, Remove access & control Confirm programme closure
Direct
Identify tranches to legacy system, Respond to Notify programme is about to close
work
Design the programme organization Set of project changing requirements, Monitor Review programme
Develop the governance arrangements and report benefit realization Update and finalize programme information
Develop the programme plan outputs (capability) Provide feedback to corporate governance
Develop and confirm programme business Premature STOP Disband programme organization and
case
Consolidate the programme definition closure
5GO
supporting functions
MSP
Prepare for first tranche p227
Establish the Transition &
Approval to proceed
STOP
2 3 tranche stable operations
Majority of benefits
2
GO
Blueprint ‘future state’ not achieved
N.B. Some remaining live projects may be realized post-programme
reassigned to other programmes or

YEARS
continue stand-alone.
All other MSP documents including: Authorize End
Blueprint, Benefits profiles, Governance 1st tranche of tranche Prepare for the
strategies, Organization structure, review and next tranche
close MSP
Registers (risk/issue), Plans STOP
p201
Programme definition document
summary of all docs)
(exec 3GO
M an
a g i n g t he Tr a nche
s
Post
programme
review

Legend Appointments Who’s doing the work? STOP Decision point

Relating to programme
1. Sponsoring group formed. 2. Programme manager and BCM(s) appointed 1. SRO and the "small team". GO 1. Go/No Go: Approval to proceed. 3. Go/No Go: End of tranche review.
information that is created or SRO appointed. at some stage usually from "small team". SRO asks Sponsoring group to authorize Business case and benefits reviewed as a minimum.
updated by process activities. 2. (Expanded) "Small team" (inc. anyone
Programme board appointed. 3. Programme Office appointed (if not established who can assist with production of Blueprint,
investment in 'Defining a programme'. SRO accountable for review. UK +44 (0) 1270 611 600
"Small team" appointed (inc. the likely Programme earlier in Defining a Programme). 2. Go/No Go: Approval to proceed. Sponsoring group authorize start of next tranche.
Process Colour Key manager and BCMs) to assist the SRO with Benefits, Planning and control information etc).
SRO asks Sponsoring group to authorize investments 4. Natural closure: SRO proposes closure to
AUS +61 1300 459 459
Business change team established (formed on
Theory Doing Closing production of Programme brief and Programme 3. (Mainly) Programme manager.
in the 'doing' part of the programme. This may Sponsoring group. Sponsoring group give decision. NZ +64 9 363 9777
preparation plan. a service area specific, tranche by tranche, basis).
4. Programme manager. possibly coincide with an independent review. 5. UAE +971 (0) 561496498
4. Programme team disbanded. Premature closure: e.g. because of strategy change by
Managing Successful Programmes 5. BCM(s) and Business change team members. organization, benefits achieved by alternative actions
page reference. 6. (Mainly) Programme manager. or events, 80/20 rule.
E training@ilxgroup.com
MSP is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The MSP Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Based on AXELOS MSP® material. Reproduced under licence from AXELOS. All rights reserved. © ILX Group plc. Published by ILX Group plc 2012. Designed by B. Smith & G. Davies
 1 Programme
information
responsibilities
Approver
Individual accountable who
signs off the content. The
approver is always the level
‘above’ the producer in MSP
organization terms.
Producer
Role who writes the document, but with input from many
others (which the MSP guide on p249 describe as being
‘reviewers’). E.g. The Programme manager ‘produces’ the
Blueprint, however, BCMs (as ‘Reviewer’) are a critical
input, often writing the ‘Future state’ description.
The Programme manager is the producer of the vast
majority of documents in MSP, with the exceptions being:

Programme brief and Vision: SRO

Benefit map and Benefit profiles: BCM(s)
Programme organization governance theme
Each key role has generic responsibilities listed in this part of the guide.
These can be found on the following pages. 2
Page 37 Page 40
Page 249 Manage the Manage the
tranche tranche Delivery Realize
Sponsoring group
Keywords: direction of business,
Programme manager
Keywords: co-ordinating projects
App Prod MSP Documents Identify Define start end Capability Benefits Closure authorizing, investment decisions
Boundary SRO BCM Benefit Profiles CR RU IM RU BCM - Business change manager Page 43
SRO BCM Benefits map CR* IM RU RU RU SRO - Senior responsible owner Page 38 Keywords: benefits, operational, business
Set out the
direction and SRO PgM Blueprint CR IM RU RU Keywords: accountable as usual business, embedding, transition
scope of the
programme. SRO PgM Business case CR* RU RU
Programme board Page 39 Programme office Page 45
SG SRO Programme brief CR
Keywords: Supporting (the SRO) Keywords: information, data
SRO PgM Programme definition document CR RU RU

3
SG - Programme mandate RU
Governance theme
50
SRO PgM Projects dossier CR RU RU IM RU

Governance
SG
SRO
SRO
PgM
Vision statement
Benefits management strategy
CR*
CR IM RU RU
‘Areas of focus’ tables
Governance themes overview
Page
169 Page

31
SRO PgM CR IM RU RU
Defines ‘how’
SRO PgM
Information management strategy
CR IM RU RU
Page lity
& Pro
the programme Issue management strategy
Qua rance t org gramm
will be managed. u n aniz
atio e
151 ass ageme
SRO PgM Monitor and control strategy CR IM RU RU
Page
Information Baselines

n n
56
SRO PgM CR IM RU RU a
Organization structure m
Page

ge ue
SRO PgM CR IM RU RU

nt
Quality and assurance strategy There are nine such

na iss
me

Vis
SRO PgM Resource management strategy CR IM RU RU tables, along with an

maisk &

ion
SRO PgM Risk management strategy CR IM RU RU additional ‘Governance themes
overview’ table, which summarize

R
SRO PgM Stakeholder engagement strategy CR IM RU RU
the typical ‘areas of focus’ of key
Management SRO PgM Benefits realization plan CR RU IM RU MSP roles, with regard to a particular

engageholder
governance theme. Like RACI tables

& stake rship

SRO PgM CR IM RU RU

ment
Information management plan
Defines ‘what’

s
(see no 4), there is no specific guidance

busines
activities will SRO PgM CR* RU RU RU RU RU

case
Issue register

131 72

The
in such tables for Sponsoring group,
be undertaken
Page

Leade
by ‘whom’ to SRO PgM Programme communications plan CR IM RU IM IM RU Page and Programme board.
deliver the SRO PgM Programme plan CR IM RU RU
programme. They can be found on the pages
Plans state SRO PgM Programme preparation plan CR IM
on the outside of this
‘when’. SRO PgM Quality and assurance plan CR IM RU RU P s t
& lan wheel. fit en
SRO PgM Resource management plan CR IM RU RU co ni
nt ng ne em
ro Be ag
SRO PgM Risk register CR* RU RU RU RU RU
l Blueprint an
SRO PgM Stakeholder profiles CR RU RU RU RU RU design & m
delivery

90
KEY - Information responsibilities KEY - Documents in transformational flow
Page
SG
SRO
Sponsoring group
Senior responsible owner
CR
IM
Create
Implement, manage and refine
Page 119
104
PgM Programme manager RU Review & update
BCM Business change manager * Denotes information initially created as part of the programme brief. NB: See area no 2 above for keywords Page

4
that also relate to 'Area of focus' tables.

Page 185 197 207 Page 224 230

BCM’s

BCM’s

BCM’s

BCM’s

BCM’s
Process RACI tables
Page Page Page
Pg Of

Pg Of

Pg Of

Pg Of

Pg Of
PgM

PgM

PgM

PgM

PgM
SRO

SRO

SRO

SRO

SRO
Identifying a Programme Defining a Programme Managing the Tranches Realizing the Benefits Closing a Programme
SG

A Sponsoring the programme A R I C Establish the infrastructure for ‘Defining A R C C Establish the tranche Manage pre-transition A R C C Confirm ongoing support is in place
There are six RACI tables, one for each process. A Confirm the programme mandate
a Programme’
A R I C Direct work A C R C Establish benefit measures A C C I Confirm programme closure
A R I C Establish the team to define the programme
A Appoint the SRO and programme board A R R C Manage risk and issues A C R C Monitor benefits realization A R C I Notify programme is about to close
Responsibility: The Programme manager is A R R A R C C Identify and analyse the stakeholders
Produce the programme brief A R R C Control and deliver communications A R R C Plan transition A C R I Review programme
A R C C Refine the vision statement
doing day to day work on the programme hence A R R Develop the programme preparation plan A R R I Undertake audits and assurance reviews A C R C Communicate change A R C C Update and finalize programme information
A R C C Develop the blueprint
is generally 'Responsible', the only exception A R C C Independent review A R R I Maintain alignment between programme A C R I Assess readiness for change A R C I Provide feedback to corporate governance
A C R C Develop the benefits profiles blueprint and business strategy objectives
being 'Realizing the benefits' process were the A R C C Approval to proceed Manage transition A R I I Disband programme organization and
A C R C Model the benefits and refine the profiles A AR C C Maintain information and asset integrity supporting functions
BCM / Business change team are 'Responsible' A C R I Initiate transition
A C R C Validate the benefits A R C C Manage people and other resources
A C R I Establish support
for the activities relating to transition. KEY A R C C Design the projects dossier A R Procurement ad contracts
A C R I Enact transition
SG Sponsoring group
Accountability: As the figurehead for the SRO Senior responsible owner
A R R C Identify tranches A R C C Monitor, report and control
A C R C Review transition
programme, the SRO is generally 'Accountable' A R C C Design the programme organization A C R C Transition and stable operations
PgM Programme manager A C R I Manage outcome achievement
A R C C Develop the governance arrangements A R C C Prepare for next tranche
in RACI tables, with the only exception being BCM Business change manager Manage post-transition
Pg Of Programme office A R C C Develop the programme plan A R C C End-of-tranche review and close
‘Identifying a programme’ where the A C R C Measure benefits
A R C I Develop and confirm programme 215
BCM’s

Page
Sponsoring group are listed; notably they A C R I Remove access to legacy system
Pg Of
PgM

business case
SRO

R Responsible (gets the work done)

Delivering the Capability A C R C Respond to changing requirements
would be accountable for the ‘Approval to A Accountable (answerable for the programme’s success) A R C C Consolidate the programme definition
C Consulted (supports, has the information or capability A R C C Start projects A C R C Monitor and report benefit realization
proceed’ activity. required) A R C C Prepare for first tranche
A R C C Engage stakeholders UK +44 (0) 1270 611 600
I Informed (notified, but not consulted) A R R I Approval to proceed AUS +61 1300 459 459
A R R C Align projects with benefits realization
NZ +64 9 363 9777

Responsibilities in MSP - Four main areas in the guide

A R C C Align projects with programme objectives
UAE +971 (0) 561496498
A R C C Governance: manage and control delivery
E training@ilxgroup.com
A R C C Close projects
MSP is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The MSP Accredited Training Organization logo is a trade mark of AXELOS Limited,
used under permission of AXELOS Limited. All rights reserved. Based on AXELOS MSP® material. Reproduced under licence from AXELOS. All rights reserved. © ILX Group plc. Published by ILX Group plc 2012. Designed by B. Smith & G. Davies
www.managing-successful-programmes.com