Overview of Managing Successful Programmes (MSP)

Introduction

This is an overview of OGC's standard reference on how to manage programmes called Managing Successful Programmes. The following text provides an overview of the concepts and approached used in MSP.

Types of programmes

Programmes may be (in increasing levels of complexity) either : Specification-led and output driven; or Vision-led and benefits driven; or Vision-led and outcome driven.  The latter situation is typical of a policy implementation.   MSP can be adopted for all these types of programmes, but the full approach is primarily aimed at vision-led programmes.

Why use an MSP approach to managing programmes?

• More effective delivery of changes because they can be planned and implemented in an integrated way, ensuring current business operations are not adversely affected
• Keeping activities focused on the business change objectives by providing a framework for senior management to direct and manage the change process
• Better management of risk because the wider context is understood and explicitly acknowledged
• Improved control through a framework within which the costs of introducing new infrastructure, standards and quality regimes can be justified, measured and assessed
• More effective management of the business case by building and maintaining a business case that clearly compares current business operations with the more beneficial future business operations
• Smooth transition from current to future business operations through the clear recognition and responsibility for preparing the organisation for migration to new ways of working 
• Effective response to strategic initiatives by bridging the gap between strategies and projects
• More efficient management of resources by providing a mechanism for project prioritisation and project integration
• Helping to achieve real business benefits through a formal process of benefit identification, management, realisation and measurement
• Clarification of how new business operations will deliver improved performance by defining desired benefits and linking these to the achievement of new working practices
• More efficient co-ordination and control of the often complex range of activities by clearly defining roles and responsibilities for managing the project portfolio and realising the benefits expected from the programme
• Achieving a consistent system of new or amended policies, standards, and working practices through the integrated definition, planning, delivery and assurance of the required changes.
   
   
   
  
   
  

MSP concepts

Programmes are different from projects in that it is their outcomes that matter, not their outputs. 

Programmes are initiated to realise benefits through change, whether to do things differently, to do different things, or to do things that will influence others to change.  MSP distinguishes between Outcomes and Benefits.

• Outcome - the result of change, normally affecting real-world behaviours or circumstances.
• Benefit - measurable quantification of improvements resulting from change.  Not always measurable in financial terms, but should be capable of at least "observable" measures.

An MSP programme will have a Vision Statement and a Blueprint describing the future changed business operations or other outcome.

• Vision Statement - outward-facing description of the new capabilities resulting from programme delivery.
• Blueprint - model of the future business, organisation, its working practices, structures and processes, the information it requires and the technology that will be needed to deliver the capability described in the Vision Statement.
  

An MSP programme is defined by the :

• Vision Statement
• Blueprint
• Business Case
• Organisation
• Project Portfolio
• Benefit Profiles
• Stakeholder Map

The above set of information forms the Programme Definition

Project Portfolio - the list of all the projects and activities that together will deliver the required capability described in the Blueprint.
Business Case - describes what the value is to the sponsoring organisation from the outcomes of the programme.   The programme-level Business Case provides a summation of the project level business cases to present the overall balance of benefits and costs against strategic objectives.   The Business Case is developed in iterations, and in particular alignment with the development of the Blueprint.
Benefit Profile - a complete description of each benefit expected from the programme
Stakeholder Map - a matrix showing all stakeholders and their particular interests in the programme

The MSP programme governance arrangements are defined by strategies covering :

• Quality management
• Stakeholder management
• Issue resolution
• Risk management
• Benefits management
• Resource management
• Planning and control

Issue - a problem, query, concern or change that affects the programme and requires management intervention and action to resolve.  Issues (as distinct from risks) are generally unexpected and can arise at any time. 
Risk - a negative threat or positive opportunity that might affect the course of the programme.  Risks are identified and contingent actions planned, but should they occur, become issues.
Risks and issues should be managed and monitored through distinct but linked registers/logs.
The programme should be concerned with risks and issues that cannot be contained at the project level.

The MSP approach for planning a programme is covered by :

• Programme Plan
• Benefits Realisation Plan
• Communication Plan
• The Programme Plan includes :
  -The Project Portfolio
  -Summary of risks and assumptions against successful delivery of the plan
  -Programme schedule showing the relative sequencing of projects. 

The programme schedule and Benefits Realisation Plan help to identify points during the programme at which early benefits reviews can be carried out.  The schedule should be divided into "tranches" (groups of projects) reflecting these step changes in capability and benefit realisation.

MSP - Principles

The following principles of managing programmes cover the co-ordination, communication, alignment, and control for the activities involved.

Organisation

• The programme organisation structure should have clear lines of sponsorship, authority and management while being flexible enough to react to changes.
• Training and on-going mentoring may be required to support individuals and the team at all levels.
• There can be a natural temptation to try and fit existing organisation structures to the diagram, but the key principle is to focus on accountability rather than process.
• What is important is that the organisation trusts the individual it identifies to fulfil each role.
  

Fig 1: Programme management

• The Sponsoring Group contains the investment decision makers and includes the SRO.  Its members must lead by example and demonstrate commitment and direct involvement. Sponsoring Group - senior level sponsors of the programme providing investment decision and top-level endorsement of the rationale and objectives for the programme.  May be known as the Programme Board.
• The Senior Responsible Owner (SRO) is ultimately accountable for the success of the programme and is responsible for enabling the organisation to exploit the new environment resulting from the programme, meeting the new business needs and delivering new capabilities. Programme Director was the previous title for this role.  Some programmes may use the Programme Director title where the SRO appoints a senior manager to take on some of the SRO responsibilities.  Accountability always rests with the SRO.
• The Programme Manager is responsible for delivery of the new capability from the Project Portfolio and maintaining the overall coherence and integrity of the programme.  The Programme Manager is responsible for the effective co-ordination of the projects and their interdependencies, and any risks and other issues that may arise.  The title is often misused.  It is not the person in a support function who "drives" the programme plans.  In most cases, the Programme Manager will be full-time on the programme as the role is crucial for creating and maintaining enthusiasm. There is a fundamental difference between the delivery of a new capability and actually realising measurable benefits as a result of using that capability.   This difference is reflected in the complementary roles of Programme Manager and Business Change Manager.
• The Business Change Manager is responsible for defining the benefits, assessing progress towards realisation, transition and implementation of the new capabilities, and achieving measured improvements.  The role must be "business side" in order to bridge between the programme and business operations. The Business Change Manager role sits at the same level as the Programme Manager.
• Programme Support provides the information hub for the programme, typically covering : Tracking and reporting, Information management, Financial accounting, Risk and issue monitoring, Quality and change control, Possibly additional (more mature functions) such as expert support and advice to the projects, healthchecks, upwards reporting against strategic objectives.
  Just providing admin support is insufficient.

Benefits management - Benefits are the quantification of the outcomes and are used to direct the programme and inform decision-making along the way.  Benefits management is the activity of identifying, optimising and tracking the expected benefits through to their realisation. It is a core activity and a continuous management process running throughout the programme

Stakeholder management - Programme success relies on co-operative contributions and support from all involved.  Some will support and others oppose, some will benefit and see opportunity, others will see threat, and some will be indifferent.  The key to success is to understand and address all views.  A continuing and two-way approach to communications is essential between the programme and its stakeholders to secure commitment and maintain momentum.

Risk management and issue resolution - The programme environment is uncertain, complex and dynamic.  At any point there will be events or situations that may adversely affect the direction of the programme, the delivery of outputs, the realisation of benefits or the achievement of desired outcomes.  The programme must have a clear strategy covering how issues will be handled, and in particular, how risks will be identified, monitored and managed throughout the programme.

Programme planning and control - Programme planning is not simply project planning on a larger scale, it involves planning the overall co-ordination of project delivery, quality, risk, communications and benefits whilst reconciling project objectives with overall programme goals.  A good Programme Plan ensures that priorities are established and control can be maintained. Major decision points and regular review points must be built into the programme plans to ensure that the continued viability of the programme can be assessed and benefits delivery can be tracked.

Business case management - The programme-level Business Case embraces the wider horizons of strategic outcomes from the programme"s projects.  The Business Case effectively describes what the value is to the sponsoring organisation from the outcomes of the programme.  Managing the Business Case is about value management of the benefits, costs, timescales and risks.

Quality management - Quality management is a continuous process throughout the life of a programme.  Achieving quality should be an integral part of the day-to-day activities.  Quality management on programmes covers many different aspects : The quality of the programme" leadership and management processes; The quality of information provided to support decisions; The quality of its deliverables, meaning "fitness for purpose"; The quality of its assessment and measurement activities.

MSP processes

Fig 2: Programme management

Identifying a Programme
The Programme Mandate provides the high-level strategic objectives for the programme.  These are developed into the Programme Brief, which is formally approved by the SRO and Sponsoring Group.

Defining a Programme
The Programme Brief provides the basis for developing the Programme Definition, and the strategies and plans for programme governance.  The Programme Definition requires approval by the SRO and Sponsoring Group before the programme is formally established.

Governing a Programme
This process describes how the defined governance arrangements are established and implemented.  The programmes constituent projects and activities are grouped into tranches, each tranche will deliver a step change in capability after which benefits realisation can be assessed.  The end of each tranche provides a major review point at which the programme can be formally assessed in terms of its progress towards target.

Managing the Portfolio
Once the programme is established, this process provides the management regime for the project portfolio such that the required outputs from the projects are delivered. This process covers the prime areas of interaction with project management and requires active coordination with Managing Benefits, the relationship with other projects and programmes, and the interface to corporate strategy.

Managing Benefits
The programme activities, work streams and projects will deliver new capabilities, services or business operations. The purpose of this process is to track the benefits from their initial identification to their successful realisation.  This process also involves planning and managing the transition between old and new ways of working while ensuring that "business as usual" is maintained.

Closing a Programme
In order to establish and maintain a clear focus on achieving the end-goal, a programme should have a pre-determined end-point and a formal process of close down. This includes confirmation that the changes have been achieved.  Programme closure may be scheduled at any point after completion of the last project.  The timing of the end-point is largely dependent on the amount of support required from the programme before the changed environment delivered by the programme is sufficiently embedded.

Further information

Managing Successful Programmes book.