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Overview of Managing Successful Programmes (MSP™)

MSP™ defines a programme as “A portfolio of projects and activities that are coordinated and managed as a unit such that they achieve outcomes and realise benefits”.

MSP™ provides users with a series of documents that concentrate on identifying and confirming what the outcomes should be from the programme, and developing this into a ‘Blueprint’ of how the organisation should look once the programme is finished. From this, a ‘Project Portfolio’ is developed, identifying all of the projects that will help deliver this Blueprint.

MSP™ is applicable for all levels of manager, as it emphasises the need for:

• Leadership, influence, management and direction of transition including cultural change
• A focus on benefits and their internal and external threats to benefits achievement

Principles, Processes, Plans and Tools

The MSP™ best practice approach comprises a set of Programme Management Principles and Processes, Plans and Tools to use when managing a programme.

Although founded on best practice, it is not prescriptive. Indeed, it is very flexible and is designed to be adapted to meet the needs of local circumstances.

The processes are activities to manage the programme, from setting the programme off on the right track, through establishing and managing its progress (governing), to the completion of the programme. Processes include:

• Identifying a programme – identifying the high level strategic objectives of the programme
• Defining a programme - this is where the detailed definition and planning take place
• Governing a programme - establishes and implements the strategies, activities and procedures that define how the programme will be managed and controlled
• Managing the portfolio - coordinates and manages project delivery according to the Programme Plan
• Managing benefits - track the benefits from initial identification to successful realisation
• Closing a programme – creation of documentation to summarise what has been achieved and any lessons learnt

The principles are the concepts, strategies and techniques that underpin the programme, providing support and guidance. Principles include:

• Organisation and Leadership – identifying the roles and responsibilities of those involved with the programme, along with suggested reporting lines between them
• Benefits Management – identifying, tracking and managing the expected benefits associated with the programme
• Stakeholder Management and communications – identifying all interested parties and ensuring that mechanisms for communicating with them are planned and implemented
• Risk management and issue resolution – developing a strategy and recording mechanism for anticipated and actual changes to the programme
• Programme planning and control – identifying the projects that form the Project Portfolio and developing the programme plan
• Business Case management – creating a record of the anticipated costs and benefits associated with the programme and used as a means to justify the programme throughout its life
• Quality management – ensuring that the end products are fit for purpose and that the programme adheres to all company quality standards and procedures

In addition, Plans and Tools are developed and used throughout MSP™ to support the ongoing management of the programme.

• Programme plan – setting out all key events on the programme such as project start and end dates, division of the programme into tranches and the dates of associated End of Tranche reviews
• Benefits realisation plan – identifying key points at which information about the expected benefits will become available and scheduling the associated Benefits Reviews
• Communications plan – setting out the schedule for all programme communications

• The Issue log
• The Risk register

MSP™ is a Trade Mark of the Office of Government Commerce

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