MSP Processes Flashcards
(22 cards)
List the 7 MSP Processes
- Identify the programme
- Design the outcomes
- Plan progressive delivery
- Deliver the capabilities
- Embed the outcomes
- Evaluate new information
- Close the programme
Identify the programme: purpose
The purpose of the identify the programme process is to analyse the drivers and justification for the programme, ensuring that it is consistent with the overall strategy for the investing organization(s) and is likely to offer a worthwhile investment, before carrying out more detailed work to justify and structure the programme and plan its delivery.
The time to implement this process is typically short (perhaps only a few weeks), involving a minimum amount of work. The aim is to turn the initial idea into a tangible business concept so that a decision can be made on whether further work on the programme is worthwhile.
Identify the programme: Objectives
*the programme has a clear business justification which warrants further investigation
*the outline vision and high-level benefits are understood
*high-level costs, funding, and cash-flow implications have been considered
*major risks have been identified
*key roles have been identified and appointed
*the resources, timeframes, and costs needed to design the programme in more detail have been planned.
Identify the programme: Outputs
Programme brief
Programme strategy (initial)
Programme plans (initial)
Design the outcomes: Purpose
The purpose of the design the outcomes process is to establish solid foundations for the programme. This means enabling the organizations involved to understand the programme vision, benefits, risks, and the target operating model, including the gap between the current and future states, before starting to plan the programme in detail. This process is where the detailed definition and design work for the programme is undertaken. It is revisited at the start of each tranche to either validate the outputs or adapt them to new information.
Design the outcomes: Objectives
*there is a clear and compelling vision for the programme, set out in the vision statement
*the benefits and dis-benefits of the programme are understood and documented
*the design approach has been decided upon and documented
*the risks to the programme have been captured in a risk register and prioritized
*the target operating model (along with performance measures) is in place for processes, culture, organization, technology, infrastructure, knowledge and learning, and information and data
*the gap between the current state and the target operating model is understood and clearly documented.
Design the outcomes: Outputs
Vision statement
Target operating model
Benefit profiles
Benefits map
Business case (draft, developed from programme brief)
Programme strategy (updated)
Programme plans (updated)
Risk register
Issue register
Decision register
Plan progressive delivery: Purpose
The purpose of the plan progressive delivery process is to build on the programme design. The process plans the programme, structuring the projects and other work into tranches of delivery to achieve the required capabilities and realize the benefits. It also confirms the programme justification before deciding whether to proceed with programme delivery.
Plan progressive delivery: Objectives
*the projects and other work involved to deliver the programme are planned
*the tranches of delivery and intermediate landing points are defined
*the delivery approach and ways of working are defined
*the path to realizing benefits is planned
*the approach to acquiring and managing the resources (needed to deliver the programme) is defined
*the pace of delivery is aligned with the rate of change that operational areas can support.
Plan progressive delivery: Outputs
Programme strategy (completed and approved)
# Programme plans (completed and approved)
# Business case (completed and approved)
Risk register
Issue register
Decision register
Deliver the capabilities: purpose
To oversee programme delivery, ensuring projects and other work are carried out appropriately. The process monitors progress and takes corrective action to keep programme delivery on track, delivering the capabilities defined in the target operating model.
Deliver the capabilities: objectives
*the approaches to managing different aspects of the programme (defined in the programme strategy) are implemented
*capabilities are being delivered through the completion of projects and other work, as defined in the delivery plan
*projects are started and closed in a controlled manner
*project outputs are aligned with capabilities in the target operating model
*the programme’s progress is monitored and reported
*risks and issues are kept under control
*corrective action is taken where necessary.
Deliver the capabilities: outputs
Capabilities delivered
Updated programme strategy and plans (as required)
Risk register
Issue register
Decision register
Embed the outcomes: purpose
To ensure that the investing organization(s) makes the required changes to adopt new ways of working and realize the benefits. The process incorporates management of the transition from old to new ways of working, and the embedding of outcomes. This needs to be achieved while ensuring that the operational stability and performance of business operations are not jeopardized.
Embed the outcomes: objectives
*capabilities are transitioned effectively
*stakeholders adopt new ways of working
*benefits start to be realized and measured
*controls are put in place so that benefits realization continues in BAU.
Embed the outcomes: outputs
Landing point achieved, a safe place to stop if necessary
Some benefits realized
Actual performance measurements
Risk register
Issue register
Decision register
Evaluate new information: purpose
The purpose of the evaluate new information process is to ensure that the sponsoring group and programme board are supported by high quality, up-to-date, and decision-ready information. Evaluating new information ensures that decision-making during the programme appropriately considers each theme and principle.
Evaluate new information: objectives
*collected efficiently and at pace
*validated to ensure its quality/integrity
*analysed, taking the themes into account, in order to provide insight into the current state of the programme and predictions (i.e. forecasting) of what is to come in the future
*presented to programme boards in an appropriate way (i.e. concise, informative, timely, and action-oriented)
*used to inform the programme design and the next tranche.
Evaluate new information: outputs
End-of-tranche report
Risk register
Issue register
Decision register
Close the programme: purpose
…to end the programme in a controlled way, extracting as much value from the programme regardless of the reason for closing it. This includes ensuring that the investing organization(s) is ready to maximize the benefits to be realized from the completed programme work by continuing to measure the benefits and taking steps in BAU to minimize benefit erosion.
Close the programme: objectives
*a final assessment of the programme is conducted to capture its achievements relative to those expected and any gaps
*other governance structures assume accountabilities for residual benefits realization, risk management, and capability development activities
*the impact of closure on stakeholders is understood and managed well
*capabilities are fully integrated into BAU
*the programme office and the supporting processes are decommissioned
*resources are decommissioned (e.g. contractors, staff, or secondees)
*evidence that supports future assurance activities is retained (e.g. external audit)
*knowledge acquired during the programme is retained and lessons learned are put in place for subsequent programmes.
Close the programme: outputs
Confirmation of closure
Updated knowledge
