Managing Successful Programmes (MSP) Dictionary of Terms
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 perscriptive 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.
View the Agile Dictionary, ITIL Dictionary. Project Office Dictionary (P30). Full PRINCE2 glossary of terms. See also Risk Management Dictionary and Project Management Dictionary.
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
Definitions from C - Capability to I - Issue Resolution Strategy
A service, function or operation that enables an organisation to exploit opportunities.
An individual who will support and provide leadership to enable a programme
to achieve its goals within a specific part of an organisation, but is not part of the programme
team, for example the BCM.
Reports to the Business Change Manager (BCM) and may operate at a project level to support benefits realisation, namely focus on the realisation of a particular benefit
A group of specialists appointed to support a Business Change Manager in the Business Change Management aspects of benefits realisation.
The ongoing activity of maintaining a sound system of internal control by which the directors and officers of an organisation ensure that effective management systems, including financial monitoring and control systems, have been put in place to protect assets, earning capacity, and the reputation of the organisation.
Technical and administrative activities concerned with the creation, maintenance and controlled change of configuration throughout the life of a product.
The totality of the change initiatives within an organisation; it may comprise a number of programmes, standalone projects and other initiatives that achieve congruence of change.
requiring the committed involvement of more than one organisation to achieve the desired outcomes; also referred to as a 'cross-cutting' programme
A representation of all the inputs and outputs from the projects and how they interrelate, treating each project as a 'black box'.
An outcome perceived as negative by one or more stakeholders. Dis-benefits are actual consequences of an activity, whereas a risk has some uncertainty about whether it will materialise.
that subsumes one or more pre-existing projects into a coherent alignment with corporate policy and strategy.
A document that is used to capture, track and ensure all stakeholder
feedback is dealt with.
An independent assurance review that occurs at a key decision point within the lifecycle of a programme
The functions, responsibilities, processes and procedures that define how a programme
is set up, managed and controlled.
A relevant event that has happened, was not planned and requires management action. Could be a problem, query, concern, change request
or risk that has occurred.
The log of all issues raised during the programme
Issue Resolution Strategy
How the programme
will handle issue resolution.
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