Course Outline

Introduction to Managing Successful Programmes (MSP) and Programme Thinking

  • Understanding the distinction between a program and a project, and the value of program management for government initiatives
  • Overview of MSP principles and the concept of transformational flow in public sector projects
  • Programme lifecycle overview: identifying, defining, and managing benefits for government programs

Programme Governance and Organisation for Government

  • Programme structure, roles, and responsibilities (Senior Responsible Owner, Programme Manager, Board) in the context of public sector projects
  • Establishing a Programme Management Office (PgMO) to support government initiatives
  • Decision-making processes, reporting lines, and escalation paths within government programs

Vision, Blueprint, and Benefits Management for Government

  • Defining the vision and strategic outcomes for public sector programs
  • Designing the blueprint and target operating model to align with government objectives
  • Identifying, mapping, measuring, and tracking benefits in government projects

Programme Planning and Delivery Approach for Government

  • Creating a program plan and delivery roadmap tailored to public sector needs
  • Integrating workstreams and projects, managing dependencies, and sequencing activities in government programs
  • Scheduling, resource planning, and capacity considerations for effective government project management

Stakeholder Engagement and Communications for Government

  • Conducting stakeholder analysis and developing engagement strategies for public sector initiatives
  • Planning communications and change readiness activities to support government programs
  • Managing resistance and building sponsor commitment within the public sector

Risk, Issue, and Assurance Management for Government

  • Identifying and escalating programme-level risks and issues in government projects
  • Defining assurance roles, internal/external assurance processes, and audit readiness for public sector programs
  • Developing contingency plans and providing decision support in government initiatives

Financials, Benefits Realisation, and Value Management for Government

  • Business case development and financial governance for government programs
  • Tracking benefits, measuring outcomes, and calculating return on investment (ROI) in public sector projects
  • Implementing cost control, forecasting, and rebaseline practices to ensure fiscal responsibility in government initiatives

Quality, Configuration, and Change Control for Government

  • Applying quality management approaches to public sector programs
  • Managing configuration and change control across projects within the government context
  • Establishing standards, templates, and knowledge management practices to ensure repeatability in government initiatives

Transition to Business-as-Usual and Programme Closure for Government

  • Planning for handover, sustainment, and operational acceptance in public sector programs
  • Conducting closure activities: benefits review, lessons learned, and documentation for government projects
  • Embedding outcomes into business-as-usual processes to ensure long-term success in government initiatives

Practical Workshop and Case Study for Government

  • Scenario exercise: design a program governance model and benefits map for a public sector project
  • Group presentations and peer/instructor feedback to enhance understanding of MSP practices in the government context
  • Developing an action plan for applying MSP practices in participants’ government organizations

Summary and Next Steps for Government

Requirements

  • A comprehensive understanding of project management fundamentals for government
  • Experience working in or supporting project or program environments within public sector organizations
  • Familiarity with organizational change concepts and their application in the public sector

Audience

  • Program managers and individuals aspiring to become program managers for government
  • Sponsors, senior responsible owners (SROs), and portfolio managers in public sector roles
  • Program office staff, change managers, and delivery leads within government agencies
 21 Hours

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