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MSP For Dummies®
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MSP For Dummies®
by Alan Ferguson
MSP For Dummies
Introduction
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part I: Getting Started with Managing Successful Programmes
Chapter 1: Introducing Programme Management: Projects, Programmes and MSP
Understanding Projects and Programmes
Checking on the characteristics of projects
Working out a programme's characteristics
Being Clear about the Four Central Terms
Following the projects-to-benefits-delivery sequence
Comparing outputs, capabilities, outcomes and benefits
Seeing the Structure of MSP
Discerning the factors for success: Principles
Creating the right aspects: Governance themes
Tracing a route through the programme life-cycle: Transformational flow
Chapter 2: Understanding What's Involved in a Programme
Using the Ferguson Factory Model: What a Programme Looks Like
Entering the Ferguson factory
Exploiting capability
Appreciating the Benefits
Understanding the central role of benefits
Achieving benefits
Avoiding the mistakes of others: Why change initiatives go wrong
Documenting Your Programme
Planning for the upside: The Benefits Realization Plan
Anticipating advantages: Benefits Management Strategy
Reaching towards the Destination: Vision and Blueprint
Aligning with organizational elements
Viewing the Vision Statement
Considering the purpose of the Blueprint
Moving towards drivers for change
Deciding on the Type of Programme
Using the Programme Impact Matrix
Exploring programme types
Checking out the characteristics of a programme
Linking programmes, projects and business as usual
Chapter 3: Identifying a Programme
Recognising When to Use MSP
Understanding What's Involved in Identifying a Programme
Discerning the nature of Identifying a Programme
Clarifying the purpose of Identifying a Programme
Considering the Programme Mandate
Meeting the People Who Identify an Initiative as a Programme
Making up the Sponsoring Group
Sponsoring the programme
Moving from Mandate to Programme Brief
Bringing on the Programme Brief
Outlining the Vision Statement
Considering the Characteristics of Your Programme
Staying loose or tightening up your programme
Preparing for the programme
Gaining approval to proceed
Chapter 4: Focusing on the Principles of Programme Management
Considering the Characteristics of Principles
Ensuring that Your Programme is Principled
Keeping aligned with corporate strategy
Leading change
Envisioning and communicating a better future
Focusing on the benefits and threats to them
Adding value
Designing and delivering a coherent capability
Learning from Experience
Demonstrating maturity
Logging and reviewing
Training and educating
Part II: Moving Forward with Managing Your Programme
Chapter 5: Creating Your Programme's Vision
Picturing your Vision
Defining a Vision
Understanding why your programme needs a Vision
Dreaming Up Your Vision
Creating a great Vision
Communicating your programme's goal
Watching Your Vision Evolve
Identifying that you have a programme
Defining the programme in more detail
Managing the tranches
Allocating Responsibilities to Your Vision
Taking overall responsibility: Senior Responsible Owner
Running day-to-day: Programme Manager
Implementing in the business: Business Change Manager
Administering: Programme Office
Chapter 6: Building Up a Blueprint
Tying Up Blueprint and Vision
Situating the Blueprint within the programme
Entering the programme environment
Connecting the Blueprint and other themes
Building a Blueprint
Defining a Blueprint
Minding the gap: Current and future states
Defining tranches
Creating the Blueprint for an Emergent Programme
Helping Your Blueprint to Evolve
Analysing your options
Adopting existing projects
Setting up pilots
Refining your Blueprint
Knowing Who's Involved in the Blueprint: The Design Authority
Reeling off the Blueprint responsibilities
Considering Blueprint responsibilities: A real-life example
Chapter 7: Details, Details: Honing Your Programme
Understanding Your Goals when Defining a Programme
Considering the purpose of Defining a Programme
Using the Programme Definition Document
Gathering together programme documents and information
Investigating the infrastructure for Defining a Programme
Knowing who does what
Carrying Out the Defining a Programme Sequence
Identifying the stakeholders
Refining the Vision Statement
Developing the Blueprint
Modelling the benefits and Benefits Profiles
Designing the Project Dossier
Identifying tranches
Deciding on the Programme Organization and Governance
Designing the programme organization
Developing the Programme Governance
Planning, Planning, Planning!
Developing the Programme Plan
Confirming the Business Case
Preparing for the first tranche
Getting approval to proceed
Chapter 8: Documenting the Business Case for Your Programme
Introducing the Case of the Business Case
Including an investment appraisal
Examining the net benefit line and stakeholder engagement
Following the flow of the Business Case
Reviewing and Communicating the Business Case
Assessing the Business Case
Meeting the key players
Observing the Business Case across the Life of the Programme
Defining the Business Case
Revisiting the Business Case
Recognising the need
Validating the Business Case
Deciding when to close the programme
Part III: Managing Multiple Projects
Chapter 9: Organizing a Programme: Who does What
Considering the Basics
Tightening up or hanging loose: The two extremes of programme organization
Reading the role call
Taking Responsibility
Getting executives on-board: Sponsoring Group
Leading the Programme: Senior Responsible Owner
Providing governance: Programme Board
Running things day-to-day: Programme Manager
Taking charge of change: Business Change Managers
Supporting change: Business Change Team
Reading about the Relationships between Roles
Linking project and programme management roles
Integrating project organizations
Co-operating in cross-0rganizational programmes
Handling multiple programmes
Tracking programme evolution
Balancing Power between Roles
Spreading the work with additional roles
Bringing in HR management
Procuring effectively
Pondering programme assurance responsibilities and conflicts of interest
Going with the (information) flow
Allocating programme staff to project teams
Looking at the Programme Office
Linking to other offices
Adding information hub functions
Using additional expertise
Chapter 10: Planning and Controlling Your Programme
Contrasting Programme and Project Planning and Control
Covering the basic differences
Planning your programme
Pondering the Planning Process
Developing the Programme Plan
Prioritising activities
Coupling and creating cohesion
Designing projects
Reading about resources
Home, Home on the Tranche!
Arranging work into tranches
Working with workstreams
Seeing tranches in a programme schedule
Tales of the unexpected: Tranche boundaries
Grouping projects
Controlling Your Programme
Overseeing a programme
Monitoring a programme's progress
Dealing with the Planning Documents
Discussing the purpose of the documents
Looking inside two documents
Clarifying the planning areas of focus
Chapter 11: Managing Risk in Your Programme
Introducing the Basics: Risks and Issues in a Programme Context
Viewing programme risk in context
Getting risk clear: Basic phraseology
Thinking about Risk-Management Principles and Terminology
Meeting the principles: M_o_R
Talking the talk: Risk terminology
Dealing with Risk in Four Perspectives
Surveying the typical risks to a programme
Thinking about programme risks and issues
Distinguishing programme and project risks
Investigating interrelationships between different organizational perspectives
Documenting the Risk-Management Approach
Defining required activities: Risk Management Strategy
Gotcha! Capturing risks with the Risk Register
Monitoring risks: Risk Progress Report
Following the Risk-Management Process
Communicate
Identify
Assess
Plan
Implement
Embed and review
Responding to risks
Chapter 12: Resolving Issues and Keeping Track of Detail
Resolving Issues
Recognising the sources of issues
Describing your Issue Management Strategy
Setting up an issue-management cycle
Using the Issue Register
Taking Control of Changes
Taking steps to control change
Considering change control and issue management
Getting to Grips with Configuration Management
Configuring assets
Moving beyond asset management into configuration management
Carrying out configuration management
Confirming Risk and Issue Areas of Focus
Chapter 13: Achieving Quality in Your Programme
Understanding the Scope and Diversity of Quality Management
Answering two core quality questions
Measuring quality . . . but of what?
Comparing quality management in projects and programmes
Providing assurance
Running through quality management principles
Investigating Interdependencies with Other Disciplines
Managing the Flow of Information
Looking at information baselines: Types of programme information
Addressing critical success factors in your Information Management Strategy
Understanding the information documents
Describing Quality Documentation and Areas of Responsibility
Explaining the Programme Quality Processes: Quality and Assurance Strategy
Detailing what to do: The Quality and Assurance Plan
Allocating responsibility for quality
Part IV: Out in Business as Usual: Exploiting Projects’ Capabilities
Chapter 14: Keeping ’em Sweet: Engaging Your Stakeholders
Holding an Identity Parade: Finding Your Stakeholders
Appreciating different stakeholders
Grouping stakeholders
Using the Vision to Understand Your Stakeholders
Managing business change
Bringing stakeholders into the Vision workshop
Leading change: Engaging stakeholders
Understanding the importance of stakeholder engagement
Engaging and Communicating with Stakeholders
Modelling your stakeholders
Documenting your decisions
Communicating with your stakeholders
Engaging stakeholders: Areas of responsibility
Reassuring Your Stakeholders
Pondering assurance management principles
Assessing assurance management techniques
Chapter 15: Getting Started with Benefits Management: Modelling the Benefits
Considering the Concept Behind Benefits
Placing benefits front and centre
Defining benefits
Managing Programme Benefits
Accelerating the programme: Benefits management as the driver
Identifying the areas of focus of benefits management
Aligning with corporate strategy
Discovering the dark side: Dis-benefits
Looking at the big benefits picture
Being Clear about Each Benefit: Your Benefits Identification Workshop
Confirming real benefits: Critical tests
Categorising benefits
Documenting the Benefits
Linking benefits: The Benefits Map
Assembling a Benefits Realization Plan
Building a Benefits Profile
Deciding on your strategy for managing benefits
Chapter 16: Reaping the Benefits: Measuring Your Outcomes
Turning to the Benefits Cycle
Pedalling through the benefits cycle process
Relating the programme and corporate objectives
Carrying Out Benefits Reviews
Staying on track: Programme benefit reviews
Setting objectives for the review
Scheduling programme benefit reviews
Viewing Benefits From Different Angles
Quantifying benefits
Identifying benefits
Stepping up to the plate: Ownership, responsibilities and accountabilities
Paying attention to areas of focus for benefits
Chapter 17: Leading People Through Change as the Programme Delivers
Taking a Deep Look at Leadership
Distinguishing leadership from management
Examining the leaders’ requirements
Looking at the three levels of governance
Enjoying effective leadership
Considering Sponsoring Group behaviour
Establishing the Sponsoring Group's duties
Tackling Transition in a Tranche
Handling design planning
Managing transition
Following the transition sequence
Part V: Step by Step in Your Programme
Chapter 18: Managing a Tranche
Discovering Why You Manage the Tranches
Establishing a Tranche
Running a Tranche
Managing the programme
Maintaining the flow of information
Monitoring, reporting and controlling
Transitioning and maintaining stable operations
Dealing with a Tranche Boundary
Preparing for the next tranche
Moving towards tranche closure
Reviewing benefits
Allocating Responsibilities Across Tranche Management
Chapter 19: Managing Projects within a Programme: Delivering Capability
Understanding the Purpose of Delivering the Capability
Starting a Group of Projects
Clarifying the connection between projects and benefits
Delineating a project in a tranche
Clarifying start-up responsibilities
Keeping an Eye on Existing Projects
Monitoring progress
Overseeing progress
Deciding when to escalate risks and issues
Managing conflict
Closing Projects
Allocating Responsibilities across Capability Delivery
Chapter 20: All Change: Realizing the Benefits through Transition
Appreciating the Purpose of Realizing the Benefits
Achieving the Blueprint
Looking at the activities
Pre-Transition: Getting Ready
Establishing benefits measurement
Monitoring benefits realization
Planning transition: Factors to consider
Communicating the changes
Assessing readiness for change
Transition: Embedding Change
Post-Transition: Stabilising the New Ways of Working
Allocating Responsibilities Across Benefits Realization
Chapter 21: Closing a Programme
Knowing When to Close the Programme
Considering closure circumstances
Managing benefits after the end of your programme
Closing a programme prematurely
Closing Down a Programme: The Process
Inputs
Principal controls
Key roles and responsibilities
Outputs
Part VI: The Part of Tens
Chapter 22: Ten Reasons Why Change Initiatives Go Wrong
Failing to Clarify whether a Change Initiative is a Programme or a Project
Gaining Insufficient Board-Level Support
Suffering from Weak Leadership
Forming Unrealistic Expectations of Organizational Capacity and Capability
Focusing Insufficiently on Benefits
Working Without a Real Picture of Future Capability
Muddling through with a Poor Vision
Neglecting to Change the Culture
Allowing Stakeholders to be Unengaged
Drowning in Data
Chapter 23: Ten Reasons to Run an Initiative as a Programme
Co-ordinating Complex Activities
Organizing Scarce Resources
Harmonising Design Interfaces Among Projects
Dealing with Economies of Scale Among Projects
Creating a Framework in an Uncertain Environment
Handling High Risk across Multi-Projects
Coping with a Contracting Universe
Ordering Change in Business as Usual
Managing Multiple Stakeholder Groups
Funding a Busy Business Case
Chapter 24: Ten Great Ways to Manage Benefits
Doing it in Public
Finding an Owner
Keeping Benefits Real
Tuning Out the Noise
Comparing Apples and Pears
Getting People Hooked onto a Programme
Remembering that Benefits are Big Business
Dealing with Bad News
Identifying Measures not Targets
Working Yourself Out of a Job
Part VII: Appendixes
Appendix A: Looking into MSP Qualifications
Examining the Exam Format and Sequence
Facing the Foundation Examination
Understanding the exam
Appraising the exam's value
Preparing for the Practitioner Examination
Understanding the exam
Appraising the exam's value
Considering the Advanced Practitioner Examination
Understanding the exam
Appraising the exam's value
Adding some Advanced Practitioner exam thoughts
Taking the Three Exams on One Course
Appendix B: Glossary of the Main MSP Terms
Glossaries within Your Programme
MSP Glossary
About the Author
Cheat Sheet
More Dummies Products
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Introduction
MSP For Dummies®
Visit
www.dummies.com/cheatsheet/wordpresswebdesign
to view this book's cheat sheet.
Table of Contents
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part I: Getting Started with Managing Successful Programmes
Chapter 1: Introducing Programme Management: Projects, Programmes and MSP
Understanding Projects and Programmes
Checking on the characteristics of projects
Working out a programme's characteristics
Being Clear about the Four Central Terms
Following the projects-to-benefits-delivery sequence
Comparing outputs, capabilities, outcomes and benefits
Seeing the Structure of MSP
Discerning the factors for success: Principles
Creating the right aspects: Governance themes
Tracing a route through the programme life-cycle: Transformational flow
Chapter 2: Understanding What's Involved in a Programme
Using the Ferguson Factory Model: What a Programme Looks Like
Entering the Ferguson factory
Exploiting capability
Appreciating the Benefits
Understanding the central role of benefits
Achieving benefits
Avoiding the mistakes of others: Why change initiatives go wrong
Documenting Your Programme
Planning for the upside: The Benefits Realization Plan
Anticipating advantages: Benefits Management Strategy
Reaching towards the Destination: Vision and Blueprint
Aligning with organizational elements
Viewing the Vision Statement
Considering the purpose of the Blueprint
Moving towards drivers for change
Deciding on the Type of Programme
Using the Programme Impact Matrix
Exploring programme types
Checking out the characteristics of a programme
Linking programmes, projects and business as usual
Chapter 3: Identifying a Programme
Recognising When to Use MSP
Understanding What's Involved in Identifying a Programme
Discerning the nature of Identifying a Programme
Clarifying the purpose of Identifying a Programme
Considering the Programme Mandate
Meeting the People Who Identify an Initiative as a Programme
Making up the Sponsoring Group
Sponsoring the programme
Moving from Mandate to Programme Brief
Bringing on the Programme Brief
Outlining the Vision Statement
Considering the Characteristics of Your Programme
Staying loose or tightening up your programme
Preparing for the programme
Gaining approval to proceed
Chapter 4: Focusing on the Principles of Programme Management
Considering the Characteristics of Principles
Ensuring that Your Programme is Principled
Keeping aligned with corporate strategy
Leading change
Envisioning and communicating a better future
Focusing on the benefits and threats to them
Adding value
Designing and delivering a coherent capability
Learning from Experience
Demonstrating maturity
Logging and reviewing
Training and educating
Part II: Moving Forward with Managing Your Programme
Chapter 5: Creating Your Programme's Vision
Picturing your Vision
Defining a Vision
Understanding why your programme needs a Vision
Dreaming Up Your Vision
Creating a great Vision
Communicating your programme's goal
Watching Your Vision Evolve
Identifying that you have a programme
Defining the programme in more detail
Managing the tranches
Allocating Responsibilities to Your Vision
Taking overall responsibility: Senior Responsible Owner
Running day-to-day: Programme Manager
Implementing in the business: Business Change Manager
Administering: Programme Office
Chapter 6: Building Up a Blueprint
Tying Up Blueprint and Vision
Situating the Blueprint within the programme
Entering the programme environment
Connecting the Blueprint and other themes
Building a Blueprint
Defining a Blueprint
Minding the gap: Current and future states
Defining tranches
Creating the Blueprint for an Emergent Programme
Helping Your Blueprint to Evolve
Analysing your options
Adopting existing projects
Setting up pilots
Refining your Blueprint
Knowing Who's Involved in the Blueprint: The Design Authority
Reeling off the Blueprint responsibilities
Considering Blueprint responsibilities: A real-life example
Chapter 7: Details, Details: Honing Your Programme
Understanding Your Goals when Defining a Programme
Considering the purpose of Defining a Programme
Using the Programme Definition Document
Gathering together programme documents and information
Investigating the infrastructure for Defining a Programme
Knowing who does what
Carrying Out the Defining a Programme Sequence
Identifying the stakeholders
Refining the Vision Statement
Developing the Blueprint
Modelling the benefits and Benefits Profiles
Designing the Project Dossier
Identifying tranches
Deciding on the Programme Organization and Governance
Designing the programme organization
Developing the Programme Governance
Planning, Planning, Planning!
Developing the Programme Plan
Confirming the Business Case
Preparing for the first tranche
Getting approval to proceed
Chapter 8: Documenting the Business Case for Your Programme
Introducing the Case of the Business Case
Including an investment appraisal
Examining the net benefit line and stakeholder engagement
Following the flow of the Business Case
Reviewing and Communicating the Business Case
Assessing the Business Case
Meeting the key players
Observing the Business Case across the Life of the Programme
Defining the Business Case
Revisiting the Business Case
Recognising the need
Validating the Business Case
Deciding when to close the programme
Part III: Managing Multiple Projects
Chapter 9: Organizing a Programme: Who does What
Considering the Basics
Tightening up or hanging loose: The two extremes of programme organization
Reading the role call
Taking Responsibility
Getting executives on-board: Sponsoring Group
Leading the Programme: Senior Responsible Owner
Providing governance: Programme Board
Running things day-to-day: Programme Manager
Taking charge of change: Business Change Managers
Supporting change: Business Change Team
Reading about the Relationships between Roles
Linking project and programme management roles
Integrating project organizations
Co-operating in cross-0rganizational programmes
Handling multiple programmes
Tracking programme evolution
Balancing Power between Roles
Spreading the work with additional roles
Bringing in HR management
Procuring effectively
Pondering programme assurance responsibilities and conflicts of interest
Going with the (information) flow
Allocating programme staff to project teams
Looking at the Programme Office
Linking to other offices
Adding information hub functions
Using additional expertise
Chapter 10: Planning and Controlling Your Programme
Contrasting Programme and Project Planning and Control
Covering the basic differences
Planning your programme
Pondering the Planning Process
Developing the Programme Plan
Prioritising activities
Coupling and creating cohesion
Designing projects
Reading about resources
Home, Home on the Tranche!
Arranging work into tranches
Working with workstreams
Seeing tranches in a programme schedule
Tales of the unexpected: Tranche boundaries
Grouping projects
Controlling Your Programme
Overseeing a programme
Monitoring a programme's progress
Dealing with the Planning Documents
Discussing the purpose of the documents
Looking inside two documents
Clarifying the planning areas of focus
Chapter 11: Managing Risk in Your Programme
Introducing the Basics: Risks and Issues in a Programme Context
Viewing programme risk in context
Getting risk clear: Basic phraseology
Thinking about Risk-Management Principles and Terminology
Meeting the principles: M_o_R
Talking the talk: Risk terminology
Dealing with Risk in Four Perspectives
Surveying the typical risks to a programme
Thinking about programme risks and issues
Distinguishing programme and project risks
Investigating interrelationships between different organizational perspectives
Documenting the Risk-Management Approach
Defining required activities: Risk Management Strategy
Gotcha! Capturing risks with the Risk Register
Monitoring risks: Risk Progress Report
Following the Risk-Management Process
Communicate
Identify
Assess
Plan
Implement
Embed and review
Responding to risks
Chapter 12: Resolving Issues and Keeping Track of Detail
Resolving Issues
Recognising the sources of issues
Describing your Issue Management Strategy
Setting up an issue-management cycle
Using the Issue Register
Taking Control of Changes
Taking steps to control change
Considering change control and issue management
Getting to Grips with Configuration Management
Configuring assets
Moving beyond asset management into configuration management
Carrying out configuration management
Confirming Risk and Issue Areas of Focus
Chapter 13: Achieving Quality in Your Programme
Understanding the Scope and Diversity of Quality Management
Answering two core quality questions
Measuring quality . . . but of what?
Comparing quality management in projects and programmes
Providing assurance
Running through quality management principles
Investigating Interdependencies with Other Disciplines
Managing the Flow of Information
Looking at information baselines: Types of programme information
Addressing critical success factors in your Information Management Strategy
Understanding the information documents
Describing Quality Documentation and Areas of Responsibility
Explaining the Programme Quality Processes: Quality and Assurance Strategy
Detailing what to do: The Quality and Assurance Plan
Allocating responsibility for quality
Part IV: Out in Business as Usual: Exploiting Projects’ Capabilities
Chapter 14: Keeping ’em Sweet: Engaging Your Stakeholders
Holding an Identity Parade: Finding Your Stakeholders
Appreciating different stakeholders
Grouping stakeholders
Using the Vision to Understand Your Stakeholders
Managing business change
Bringing stakeholders into the Vision workshop
Leading change: Engaging stakeholders
Understanding the importance of stakeholder engagement
Engaging and Communicating with Stakeholders
Modelling your stakeholders
Documenting your decisions
Communicating with your stakeholders
Engaging stakeholders: Areas of responsibility
Reassuring Your Stakeholders
Pondering assurance management principles
Assessing assurance management techniques
Chapter 15: Getting Started with Benefits Management: Modelling the Benefits
Considering the Concept Behind Benefits
Placing benefits front and centre
Defining benefits
Managing Programme Benefits
Accelerating the programme: Benefits management as the driver
Identifying the areas of focus of benefits management
Aligning with corporate strategy
Discovering the dark side: Dis-benefits
Looking at the big benefits picture
Being Clear about Each Benefit: Your Benefits Identification Workshop
Confirming real benefits: Critical tests
Categorising benefits
Documenting the Benefits
Linking benefits: The Benefits Map
Assembling a Benefits Realization Plan
Building a Benefits Profile
Deciding on your strategy for managing benefits
Chapter 16: Reaping the Benefits: Measuring Your Outcomes
Turning to the Benefits Cycle
Pedalling through the benefits cycle process
Relating the programme and corporate objectives
Carrying Out Benefits Reviews
Staying on track: Programme benefit reviews
Setting objectives for the review
Scheduling programme benefit reviews
Viewing Benefits From Different Angles
Quantifying benefits
Identifying benefits
Stepping up to the plate: Ownership, responsibilities and accountabilities
Paying attention to areas of focus for benefits
Chapter 17: Leading People Through Change as the Programme Delivers
Taking a Deep Look at Leadership
Distinguishing leadership from management
Examining the leaders’ requirements
Looking at the three levels of governance
Enjoying effective leadership
Considering Sponsoring Group behaviour
Establishing the Sponsoring Group's duties
Tackling Transition in a Tranche
Handling design planning
Managing transition
Following the transition sequence
Part V: Step by Step in Your Programme
Chapter 18: Managing a Tranche
Discovering Why You Manage the Tranches
Establishing a Tranche
Running a Tranche
Managing the programme
Maintaining the flow of information
Monitoring, reporting and controlling
Transitioning and maintaining stable operations
Dealing with a Tranche Boundary
Preparing for the next tranche
Moving towards tranche closure
Reviewing benefits
Allocating Responsibilities Across Tranche Management
Chapter 19: Managing Projects within a Programme: Delivering Capability
Understanding the Purpose of Delivering the Capability
Starting a Group of Projects
Clarifying the connection between projects and benefits
Delineating a project in a tranche
Clarifying start-up responsibilities
Keeping an Eye on Existing Projects
Monitoring progress
Overseeing progress
Deciding when to escalate risks and issues
Managing conflict
Closing Projects
Allocating Responsibilities across Capability Delivery
Chapter 20: All Change: Realizing the Benefits through Transition
Appreciating the Purpose of Realizing the Benefits
Achieving the Blueprint
Looking at the activities
Pre-Transition: Getting Ready
Establishing benefits measurement
Monitoring benefits realization
Planning transition: Factors to consider
Communicating the changes
Assessing readiness for change
Transition: Embedding Change
Post-Transition: Stabilising the New Ways of Working
Allocating Responsibilities Across Benefits Realization
Chapter 21: Closing a Programme
Knowing When to Close the Programme
Considering closure circumstances
Managing benefits after the end of your programme
Closing a programme prematurely
Closing Down a Programme: The Process
Inputs
Principal controls
Key roles and responsibilities
Outputs
Part VI: The Part of Tens
Chapter 22: Ten Reasons Why Change Initiatives Go Wrong
Failing to Clarify whether a Change Initiative is a Programme or a Project
Gaining Insufficient Board-Level Support
Suffering from Weak Leadership
Forming Unrealistic Expectations of Organizational Capacity and Capability
Focusing Insufficiently on Benefits
Working Without a Real Picture of Future Capability
Muddling through with a Poor Vision
Neglecting to Change the Culture
Allowing Stakeholders to be Unengaged
Drowning in Data
Chapter 23: Ten Reasons to Run an Initiative as a Programme
Co-ordinating Complex Activities
Organizing Scarce Resources
Harmonising Design Interfaces Among Projects
Dealing with Economies of Scale Among Projects
Creating a Framework in an Uncertain Environment
Handling High Risk across Multi-Projects
Coping with a Contracting Universe
Ordering Change in Business as Usual
Managing Multiple Stakeholder Groups
Funding a Busy Business Case
Chapter 24: Ten Great Ways to Manage Benefits
Doing it in Public
Finding an Owner
Keeping Benefits Real
Tuning Out the Noise
Comparing Apples and Pears
Getting People Hooked onto a Programme
Remembering that Benefits are Big Business
Dealing with Bad News
Identifying Measures not Targets
Working Yourself Out of a Job
Part VII: Appendixes
Appendix A: Looking into MSP Qualifications
Examining the Exam Format and Sequence
Facing the Foundation Examination
Understanding the exam
Appraising the exam's value
Preparing for the Practitioner Examination
Understanding the exam
Appraising the exam's value
Considering the Advanced Practitioner Examination
Understanding the exam
Appraising the exam's value
Adding some Advanced Practitioner exam thoughts
Taking the Three Exams on One Course
Appendix B: Glossary of the Main MSP Terms
Glossaries within Your Programme
MSP Glossary
About the Author
Cheat Sheet
More Dummies Products
Guide
Table of Contents
Begin Reading
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