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 or programme meets its objectives and delivers the projected benefits.


The main driving force behind a programme or project.

Sponsoring Group

The driving force behind a programme that provides the investment decision and top- level endorsement for the rationale and objectives of the programme.


Any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, a programme.

Read more on Stakeholders and how to identify them.

Get a list of Stakeholders that you might have in a project or initiative.

Stakeholder Management Strategy

How the programme will identify and analyze the stakeholders and how ongoing communications will be achieved between the programme and all its stakeholders.

Stakeholder Map

A matrix showing stakeholders and their particular interests in the programme. Also known as Stakeholder Interests Map.


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 delivery.


A distinct change to the way an organization conducts all or part of its business.

value management

A management technique to define the perceived and actual value to the organization, and then assessing progress and achievements based on this value.

Vision Statement

An outward-facing description of the new capabilities resulting from programme delivery.

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