Managing Successful Programmes (MSP®) is a set of principles for managing a program of work provided by the global best practice company Axelos (formally provided by the OGC). MSP is a framework of principles and processes designed to deliver "successful outcomes from organisational change". It is designed to be flexible rather than prescriptive and can be adapted for industry, program type etc. It is used by private and public sector companies to manage and deliver on large change programs.
The overall level of risk to the programme when all the risks are viewed as a totality rather than individually. This could include the outputs of particular scenarios or risk combinations.
Current operating structure and performance of the parts of the business that will be impacted by a programme.
The future planned state of an organisation as described by the Blueprint.
All the systematic actions necessary to provide confidence that the target (system, process, organisation, programme, project, outcome, benefit, capability, product output, deliverable) is appropriate. Appropriateness might be defined subjectively or objectively in different circumstances. The implication is that assurance will have a level of independence from that which is being assured.
A reference level against which an entity is monitored and controlled.
The measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders.
A collective term covering the information produced by various tools, used to analyse and document information about the relationship between benefits and other programme items. It covers, but is not limited to, Outcome Relationship Models and Benefits Maps.
The complete description of a benefit or dis- benefit.
Benefits distribution matrix
An illustration of the distribution of benefits against dis-benefits across an organisation,
i.e. the winners and losers in a change.
The identification, definition, tracking, realisation and optimisation of benefits within and beyond a programme.
Benefits Management Strategy
How the programme will handle benefits management.
Benefits Realisation Manager
An optional role within an organisation that is responsible for maintaining a permanent centre of expertise in benefit realisation within the organisation, providing objective challenge of benefits, dependencies, measures, targets and a programme's approach to benefit realisation.
Benefits Realisation Plan
A complete view of all the Benefit Profiles in the form of a schedule.
A defined and proven method of managing events effectively.
A model of a business or organisation, its working practices and processes, the information it requires and the technology that will be needed to deliver the capability described in the Vision Statement.
The time-bound limitations of a tranche, i.e. when end-of-tranche reviews are held and the programme receives endorsement to move into the next tranche.
The scope of what a programme will cover, the extent of its influence and authority.
The way a business normally achieves its objectives.
The justification for an organisational activity (strategic, programme, project, operational) which typically contains costs, benefits, risks and timescales and against which continuing viability is tested.
Business Case management
The manner in which a programme's rationale, objectives, benefits and risks are balanced against the financial investment, and this balance maintained, adjusted and assessed during the programme.
Business Change Manager
The role responsible for benefits management, from identification through to realisation and ensuring the implementation and embedding of the new capabilities delivered by the projects. Typically allocated to more than one individual and also known as Change agent. See also Change Agent.
Business Operational Stability
Maintains the ongoing functional performance of an organisation at acceptable levels during change.
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