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Course Outline
Introduction to MSP and Programme Thinking
- Distinction between program and project definitions, along with the strategic value of program management
- Core principles of MSP and the framework of transformational flow
- Overview of the program lifecycle: identification, definition, and benefit management
Programme Governance and Organisation
- Program architecture, key roles, and assigned responsibilities (including the Senior Responsible Owner, Program Manager, and Board)
- Establishment of a Program Management Office (PgMO)
- Protocols for decision-making, reporting hierarchies, and escalation procedures
Vision, Blueprint and Benefits Management
- Formulation of vision and strategic outcomes
- Development of the blueprint and the target operating model
- Identification, mapping, measurement, and tracking of benefits
Programme Planning and Delivery Approach
- Development of the program plan and delivery roadmap
- Integration of workstreams and projects, including dependency and sequence management
- Scheduling, resource allocation, and capacity planning considerations
Stakeholder Engagement and Communications
- Stakeholder analysis and the development of engagement strategies
- Communication planning and activities to ensure change readiness
- Addressing resistance and securing sponsor commitment
Risk, Issue, and Assurance Management
- Identification and escalation of program-level risks and issues
- Assurance roles, internal and external assurance functions, and audit preparedness
- Contingency planning and decision support mechanisms
Financials, Benefits Realisation and Value Management
- Creation of the business case and implementation of financial governance
- Monitoring benefits, measuring outcomes, and assessing return on investment
- Cost control, forecasting, and rebaselining practices
Quality, Configuration and Change Control
- Application of quality management approaches to programs
- Configuration management and change control across multiple projects
- Adoption of standards, templates, and knowledge management practices for repeatability
Transition to Business-as-Usual and Programme Closure
- Planning for handover, sustainment, and operational acceptance
- Closure activities: benefit review, lessons learned, and documentation
- Integration of outcomes into business-as-usual processes
Practical Workshop and Case Study
- Scenario exercise: design of a program governance model and benefits map
- Group presentations and feedback from peers and instructors
- Action plan for applying MSP practices within the participants' organization
Summary and Next Steps
Requirements
- Understanding of project management fundamentals
- Experience working in or supporting project or program environments
- Familiarity with organizational change concepts
Audience
- Program managers and aspiring program managers
- Sponsors, Senior Responsible Owners (SROs), and portfolio managers
- Program office staff, change managers, and delivery leads
21 Hours
Testimonials (1)
Understanding that in project management is more about tailoring and assessing each situation than just deciding what to do next.
