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MSP® edition 2011 - What's new?
door
Bert Hedeman
10-11-2011
PiP / Workshop
MSP® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
2
Bert Hedeman
• 25 jaar project- en programmamanager
• 10 jaar leiding gegeven aan PMO
• Adviseur directies bij invoering besturing portfolio’s
• Coach project- en programmamanagers
• Trainer PRINCE2, MSP, P3O, MoP en IPMA
• Auteur en redacteur van verschillende boeken
b.hedeman@hedemanconsulting.com
3
Agenda
• Major and minor changes
• Introduction and Principles
• Governance Themes
• Transformational Flow
• Appendixes and Glossary
4
Main changes
• Reference in each theme chapter to the Transformational Flow processes
• Concept of Tranche has been clarified
• Improved guidance for each key role at the end of each Theme chapter
• Role guidance for Sponsoring Group and Programme Board removed
• References between Blueprint and project requirements
• Quality Management chapter includes a new section on Assurance
• 3 Theme chapters considerable improved: Benefits Management Quality Management Risk and Issue Management
5
Small changes
• Text adjusted where necessary
• Theme processes > theme cycles
• New hints and tips
• New layout products Appendix A
• Rewording i.e. Issue Log > Issue Register
6
Introduction & Principles
Introduction:• MSP is highly suitable for political and societal changes
too
Principles:• No content changes
7
Programme Organization
• No major changes / Responsibilities updated
• Emphasize on Business Change Authority
• Change team > Business change team
SRO
PrgMgr BCM
BCM BCM
BCA
© Crown Copyright 2011. Reproduced under Licence from OGC.
8
Vision
Vision Statement includes:
• Current reality as part of the justification for the change
• Provides sufficient context and direction to enable the development of the Blueprint
9
Leadership and stakeholder engagement
• Stakeholder engagement process > cycle
• Stakeholder engagement strategy and plan adjusted
1. Identifying stakeholders
2. Creating and analysing profiles
5. Engaging stakeholders
4. Planning the engagements
1. (Re)defining Stakeholder Strategy
6. Measuring effectiveness
© Crown Copyright 2011. Reproduced under Licence from OGC.
10
Benefits management
• Clearer definitions & improved figures
• Various benefits categorization specified
• Introduced benefits management cycle (i.s.o. chain benefits realization process)
• Minimum content of a benefit profile / validation test included
• Removed breakdown in tangible / intangible benefits
• Removed confusing and non relevant figures: 7.3 / 7.4 / 7.6 / 7.7 / 7.9 / 7.11
• Removed role Benefits Realization Manager
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Definitions
Output• deliverable developed by a project
Capabilities• Completed set of outputs required to deliver an outcome
Outcome• New operational state achieved after transition
Benefits• Measurable improvement resulting from an outcome perceived
as an advantage by one or more stakeholders and which contributes towards one or more organizational objectives
1212
Benefits
Corporateobjectivesachieved
forms mandate
developed into
defines the transitions to
realizes
delivers
Corporate objectives
ProgrammeBlueprint
Project outputs Capabilities
Programme vision
Strategic context benefits management
Outcomes
creates
© Crown Copyright 2011. Reproduced under Licence from OGC.
13
© Crown Copyright 2011. Reproduced under Licence from OGC.
also cause
Projectoutputs
Organizationalchanges
Side‐effects and consequences
Dis‐benefits
enable
realize further
realize
helps achieveone or more
Outcomes
Corporateobjectives
Benefits
trigger
Result in
Capabilities
build
enable
Path to benefits realization & corporate objectives
14
© Crown Copyright 2011. Reproduced under Licence from OGC
National government
City mayor
Athletes
Tourists
Residents
Employers
Key benefits anddis-benefits by stakeholder
Impr
oved
city
imag
e
Impr
oved
tra
inin
g fa
cilit
ies
Incr
ease
d vi
sito
rat
tract
iven
ess
Enh
ance
d co
mm
unity
faci
litie
s
Mor
e jo
bs
Fast
er c
entra
lC
ity a
cces
s
Cha
nge
tradi
tiona
lLo
cal l
ands
cape
Pre
ssur
e on
loca
lho
usin
g pr
ices
Lega
cy m
aint
enan
ceco
sts
Positive impact
Negative impact
Benefits distribution matrix
15
Review Identify
PlanDeliver
© Crown Copyright 2011. Reproduced under Licence from OGC.
Benefits management cycle
• No 1:1 alignment with PDCA
• Separate section about ‘Optimize and look for other benefits’
16
Retrainedmanagers
New HR ITsystem
NewRecruitment
process
Projectoutput Capability Outcomes Benefit Corporate
objective
Delays forapplicantsreduced
ApplicationsProcessed faster
Better staffretention
Increasedproductivity
Higher staff morale
Increased HRstaff efficiency
Reducedpersonnel costs
Fewer HR staff
Fewervacancies
LowerRecruitment
costs
Improvedcontinuity
© Crown Copyright 2011. Reproduced under Licence from OGC
Benefits map
17
Blueprint design and delivery
No major changes
Concept of Tranche has been clarified
• A tranche ends when the Realizing the Benefits transition stage is completed. Benefits may be delivered after the tranche.
• Each tranche delivers part of the final future state described in the blueprint and may have an associated intermediate blueprint
1818
Programme schedule
Project A
Project B
Project E
Benefit reviews
Transition
Transition
Benefit reviews
Project G
Project F
Benefit reviews
Step change
1
Step change 2
Step change
3
Tranche 1
Project C Tranche 2
Tranche 3
Project D Project
E
Transition
Based on OGC MSP® material. Reproduced under license from OGC.
PT
OI
PT
OI
P
T
O
IP
T
O
I
P
T
O
I
19
Planning and control
No major changes, however:
• Content Projects dossier changed
• Separate section about: Monitoring and control strategy Dependency management
20
Projects dossier
• List of projects and their objectives• Output and resource requirements• Timescale and dependencies• Initial requirements drawn from the blueprint• High-level budget allocation drawn from the business case• Link with blueprint and benefits• Issues and risks related to the delivery of each project
Dependency network not included
21
Projects dossier
• List of projects and their objectives• Output and resource requirements• Timescale and dependencies• Initial requirements drawn from the blueprint• High-level budget allocation drawn from the business case• Link with blueprint and benefits• Issues and risks related to the delivery of each project
Dependency network not included
2222
Transition management
Realise benefits
Deliver capabilities
Enabler
Time
Benefits baseline
measurement
Pre-Transition Transition Post-
TransitionOutcome Embedded
changeBusiness change management
Sustained business operations
Project
Output
Benefits realisation
Capability
2323
Business case: types of programme cost
Types of costs Description Source
Project, investment or development costs
Costs in acquiring and delivering the enabling outputs
Blueprint, Projects Dossier, Resource Management Plan, project Business Cases
Benefit realisation costs Costs in setting up measurement, monitoring and reporting of benefit realisation, including costs change team
Benefit Management Strategy Benefit Profiles
Business change and transition costs
Costs for managing and implementing transitions
Resource Management Plan
Increased operational costs (dis-benefit)
Whole-life costs of operating/maintaining new products/equipment
Blueprint, Benefit Realisation Plan, Benefit Profiles
Programme management cost
Associated costs to deliver the programme
Resource Management Strategy Resource Management Plan
Capital cost One-off set up costs BlueprintResource Management Plan
Other strategies & plans
Programme Plan Benefits Profiles
Benefits Realization Plan
Programme Plan
Fixed assets (Technology)
24
Risk management
• Based on M_o_R risk management principles
• Risk management framework Risk management cycle Communicate & Embed and review
• Threat and opportunity responses integrated Communicate
Assess
Identify
Implement
Plan
Not conform PDCA
25
Issue resolution
• Issue management framework Issue management cycle Embed and review
• Change control inclusive configuration management
ImplementCapture
Propose course of action
Decide
Not conform PDCA
26
Quality and assurance management
Scope of quality in a programme
Deliver needs and
expe
ctations
Adherence to
Supp
ort informed
de
cisio
n‐making
Quality of decisions taken
2 Supply chain management
3 Standards management
4 Process management
5 Information management
6 Asset management
7 Programme leadership
8 People managemen
t
1. Communications management
• Critical success factors removed
• Scope of programme quality specified
• Assurance management added Principles Strategy & plan Techniques
27
Transformational flow
© Crown Copyright 2007. Reproduced under Licence from OGC
Closing a Programme
Defining a Programme
Identifying a Programme
Delivering the Capability
Realising the Benefits
Managing
the Tranches
Programme
28
Transformational flow
• Numerous small changes in input-output, activities, controls and key roles
• Plus changes in responsibilities
• Plus rephrase texts
However the RACI definitions are still not compliant
29
IN
• Programme mandate
PRINCIPAL CONTROLS
•Sponsoring group to monitor and authorize
• Verify programme brief maps to strategy
• Formal assurance review
KEY ROLES
• Sponsoring group• Senior responsible owner• Programme board• Small team (optional)
• Business strategy• Emerging programme current status and plans
• Independent assurance report• Confirmed mandate• Approved programme brief• Decisions on current activities for emerging programmes
• Programme preparation plan for ‘Defining a Programme’
• Approval to start ‘Defining a Programme’• Appointment of senior responsible owner and programme board
OUT
© Crown Copyright 2011. Reproduced under Licence from OGC
Identifying a Programme
Identifying a Programme
30
IN
• Programme mandate
PRINCIPAL CONTROLS
•Sponsoring group to monitor and authorize
• Verify programme brief maps to strategy
• Formal assurance review
KEY ROLES
• Sponsoring group• Senior responsible owner• Programme board• Small team (optional)
• Business strategy• Emerging programme current status and plans
• Independent assurance report• Confirmed mandate• Approved programme brief• Decisions on current activities for emerging programmes
• Programme preparation plan for ‘Defining a Programme’
• Approval to start ‘Defining a Programme’• Appointment of senior responsible owner and programme board
OUT
© Crown Copyright 2011. Reproduced under Licence from OGC
Identifying a Programme
Identifying a Programme
31
Responsibilities IP
Sponsoring the programme
Confirm the Programme Mandate
Approval to proceed
Independent review
Develop the programme preparation plan
Produce the Programme Brief
Appoint the SRO and Programme Board
Responsibilities
Flow steps
A
A
A
A
A
R
R
R
A R C CSp
onso
ring
Gro
up
SRO
Klei
n te
am
Busi
ness
Cha
nge
Man
ager
s
Prog
ram
me
Off
ice
A R C C
R
R
R
R??A R C C
A R C C
32
IN
• Programme brief• Strategy• Programmepreparation plan
• Emerging programmecurrent status and plans
• Decisions on currentactivities for emergingprogrammes
OUTKEY ROLES• Senior responsible owner• Programme board• Sponsoring group• Programme manager• Business change manager• Programme office
PRINCIPAL CONTROLS• Governance arrangement as definedin programme preparation plan
• Programme board focus on business case• Sponsoring group, approval to proceed• Assurance review
• Assurance reports• Programme structure in place• Emerging programmes;current activities stopped
• Management baseline in place• Governance baseline in place• Boundary baseline in place• Approved business case• Approval to start first tranche, or stop
© Crown Copyright 2011. Reproduced under Licence from OGC.
Defining a Programme
Defining a Programme
33
IN
• Programme brief• Strategy• Programmepreparation plan
• Emerging programmecurrent status and plans
• Decisions on currentactivities for emergingprogrammes
OUTKEY ROLES• Senior responsible owner• Programme board• Sponsoring group• Programme manager• Business change manager• Programme office
PRINCIPAL CONTROLS• Governance arrangement as definedin programme preparation plan
• Programme board focus on business case• Sponsoring group, approval to proceed• Assurance review
• Assurance reports• Programme structure in place• Emerging programmes;current activities stopped
• Management baseline in place• Governance baseline in place• Boundary baseline in place• Approved business case• Approval to start first tranche, or stop
© Crown Copyright 2011. Reproduced under Licence from OGC.
Defining a Programme
Defining a Programme
34
Responsibilities DP
Responsibilities
Flow steps
A
A
A
A
A
A
R
R
R
C
C
C
C
C
Establish the team for DP
Establish infrastructure for DP
Develop and consolidate Programme Definition
Develop benefits documents and validate benefits
Develop the Blueprint
Develop the Vision Statement
Identify and analyze stakeholders
Prepare for first tranche
Approval to proceed
A
R I
R C C
I C
C
C
R C
C
A R C
A R R I
Identify tranches A R CR
Develop and confirm programme Business Case IA R CSR
O
Prog
ram
me
Man
ager
Busi
ness
Cha
nge
Man
ager
s
Prog
ram
me
Off
ice
R
C
C
35
Appendix A: Programme information
• Information baseline: Boundary Governance Management (previous Tools and Programme)
• Structure programme information as PRINCE2 Purpose, typical content, notes
• Content programme information adjusted
• Programme information responsibilities split up into Approver – Producer - Reviewer
36
Responsibilities programme information
Responsibilities
Documents
BCM
SG
SG
SRO
SG
Programme Mandate
Programme Brief
Remaining documents definition stage
Benefits Profiles
Vision Statement SRO
Revi
ewer
Appr
over
Prod
ucer
BCMSRO
BCMSRO PgM
Benefits map BCMSRO
PgM
PgM
?
BCM
BCMPgM
37
Remaining appendixes
Appendix B: Adopting MSP• Drivers for change in table• Portfolio, programme and project characteristics in table
Appendix C: Programme Office: unchanged
Appendix D: Health checks: unchanged
Glossary: • Definitions programme information removed• New definitions added
38
THE END
THE BEGINNING
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