A - B - Aggregated risk to Business Operational Stability
| C - I - Capability to Issue Resolution Strategy
| L - P - Leadership to Proximity
| Q - R - Quality to Role
| S - V - Senior Responsible Owner to Vision Statement
| MSP Acronyms
A - Aggregated risk to B - Business Operational Stability
Aggregated risk
As-is state
Current operating structure and performance of the parts of the business that will be impacted by a programme.
To-be state
The future planned state of an organization as described by the Blueprint.
Assurance
All the systematic actions necessary to provide confidence that the target (system, process, organization, 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.
Baseline
A reference level against which an entity is monitored and controlled.
Benefit
The measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders.
Benefit models
Benefit Profile
The complete description of a benefit or dis- benefit.
Benefits distribution matrix
An illustration of the distribution of benefits against dis-benefits across an organization,
i.e. the winners and losers in a change.
Benefits management
Benefits Management Strategy
How the programme will handle benefits management.
Benefits Realisation Manager
An optional role within an organization that is responsible for maintaining a permanent center of expertise in benefit realisation within the organization, 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.
Best practice
A defined and proven method of managing events effectively.
Blueprint
A model of a business or organization, 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.
Border
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.
Business-as-usual
The way a business normally achieves its objectives.
Business Case
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.
Download a Business Case - Word or PDF format
Download a PRINCE2 Business Case - Mind map, Word or PDF format
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 organization at acceptable levels during change.
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