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 S - Senior Responsible Owner to V - Vision Statement
Senior Responsible Owner
The single individual with overall responsibility for ensuring that a project
meets its objectives and delivers the projected benefits
The main driving force behind a programme
The driving force behind a programme that provides the investment decision and top- level endorsement for the rationale and objectives of the programme.
Stakeholder Management Strategy
How the programme will identify and analyse the stakeholders
and how ongoing communications will be achieved between the programme and all its stakeholders
Approach or line to take, designed to achieve a long-term aim. Strategies can exist at different levels in an organization – in MSP there are corporate strategies for achieving objectives that will give rise to programmes. Programmes then develop strategies aligned with these corporate objectives against particular delivery areas.
An uncertain event which could have a negative impact on objectives or benefits
A group of projects structured around distinct step changes in capability and benefit
A distinct change to the way an organization conducts all or part of its business.
A management technique to define the perceived and actual value to the organization, and then assessing progress and achievements based on this value.
An outward-facing description of the new capabilities resulting from programme delivery.
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