CHAPTER 3
An introduction to MSP themes
3 An introduction to MSP themes
The underpinning principles of the MSP framework are brought to life by establishing tailored governance and associated controls to enable effective management of the programme.
In addition to their relationship with the principles, all MSP themes apply across each process in the programme lifecycle. The application of the themes within each process is included in each of the process chapters (Chapters 12–18).
Definition: Theme
An essential aspect of governance required to ensure that the programme is aligned with the principles. Themes are collectively applied during the processes throughout the programme lifecycle.
Figure 3.1 The MSP themes
The themes in this guide are:
• organization
• design
• justification
• structure
• knowledge
• assurance
• decisions.
The themes are illustrated in Figure 3.1.
Definition: Programme governance
The framework of authority and accountability applied by the investing organization(s) to control the work and ensure the creation of value.
Governance, as applied to a programme, is the framework of authority and accountability applied by the investing organization(s) to control the work and ensure the creation of value. As part of this governance, the programme needs controls that provide transparency and engender confidence that activities will happen as expected. Controls may be policies, processes, tools, and/or behaviours.
The MSP themes of organization, design, justification, structure, knowledge, assurance, and decisions describe essential aspects of governance required to ensure that the programme is aligned with the principles across the programme lifecycle. Collectively, application of the themes establishes the control environment for the programme. The key requirements to ensure that programme governance and controls address the principles are included in each of the theme chapters (Chapters 4–10). These represent the essential aspects of programme governance and how it fits within the wider organizational control framework.
3.2 Fit with corporate governance
Definition: Corporate governance
The means by which an organization is directed and controlled. At the level of a legal entity, corporate governance is focused on maintaining a sound system of internal control by which the directors and officers of the organization ensure that effective management systems are in place to protect assets, earning capacity, and the reputation of the organization.
Programme governance clearly does not stand alone and needs to fit within the wider organizational control framework. In most organizations, the wider organizational control framework will need to comply with the requirements for corporate governance in the relevant jurisdiction. In public and other not-for-profit sectors, the concepts underpinning corporate governance also apply but different terminology may be used, such as ‘good governance’ for charities.
Normally programmes are required to comply with organizational policies such as those relating to data privacy, anti-bribery, and corruption or hiring and rewarding staff and contractors. Depending on the specific needs of the programme, permission to vary from the organizational standards may be sought from senior leadership, but the default position would be full compliance.
Where programmes have multiple investing organizations, the fit with the various organizational control frameworks needs to be agreed and any conflicts resolved.
Many aspects of the control environment require a structured process or cycle to ensure that there is effective implementation and continual improvement. The Plan–Do–Check–Act (PDCA) cycle (also known as the Deming cycle or Shewhart cycle) applies to the control of key aspects of programme management such as risk analysis and management, issue resolution, stakeholder engagement and communications management, and information management. Figure 3.2 illustrates the Plan–Do–Check–Act cycle.
Figure 3.2 Plan–Do–Check–Act cycle
The model is divided into four phases that form a circular, repetitive process. The ‘plan’ phase involves understanding the current situation clearly before progressing. This might include establishing risk tolerances to express risk appetite, or analysing the current programme environment.
The ‘do’ phase is when the specific steps required are performed, such as identifying, prioritizing, and responding to risks; capturing, codifying, and storing information; or planning assurance activities.
The ‘check’ phase involves validating the results from the previous phase, and if they are not as expected, identifying where further action may be needed. This might include specific work to understand the effectiveness of the resolution of an issue or to review whether governance is working as planned.
The ‘act’ phase is when validated actions are applied in practice. Continual improvement happens when plans and initial actions are reviewed and revised to reflect the current priorities and situation.
Specific processes or cycles for these areas may exist in other guides, such as the management of risk process in M_o_R or the issue and change control procedure in PRINCE2. MSP requires a structured process to be used that is fit for purpose for that programme and organization, but does not specify the process steps so the programme is free to use the most appropriate solution.
The purpose of the programme strategy is to define the governance and control environment for a programme in line with the corporate governance requirements of the investing organization(s) and to ensure that MSP principles are applied throughout the programme lifecycle. MSP proposes that the programme strategy should be a single document containing a number of sections that outline the steps necessary to establish effective governance and control across each theme.
The various sections in the programme strategy should be derived from the approach information specified in each theme. These are the:
• governance approach in the organization theme
• stakeholder engagement approach in the organization theme
• design approach in the design theme
• funding approach in the justification theme
• delivery approach in the structure theme
• resourcing approach in the structure theme
• knowledge and learning approach in the knowledge theme
• information approach in the knowledge theme
• assurance approach in the assurance theme
• decision-making approach in the decisions theme
• issue resolution approach in the decisions theme
• risk response approach in the decisions theme.
The approach information is framed as a set of questions that the programme addresses to establish tailored governance and controls for the particular work. The programme strategy is intended to summarize the control environment, making it clear why a particular control is required and providing high-level detail of the steps needed to comply.
When the programme strategy has been developed to address all the questions in the approaches, it forms the governance baseline for the programme and is kept up to date using formal change control.
In contrast to the purpose of the programme strategy (which is to answer the questions of ‘why’ and ‘what’ with respect to the governance and control framework), the purpose of the programme plans is to define the specific arrangements for implementing the programme strategy and for directing the team. Programme plans answer the more detailed questions of ‘who’, ‘when’, and ‘how’ in order to deliver the outcomes of benefit over time.
Organizations may choose to consolidate all the plans for the programme into a single document or have separate documents, each with independent change control.
MSP does not require a plan for every approach as in some scenarios the approach will be sufficient to meet the programme’s needs. The theme chapters outline where a plan is required. These are the:
• stakeholder engagement and communications plan in the organization theme
• financial plan in the justification theme
• delivery plan in the structure theme
• benefits realization plan in the structure theme
• assurance plan in the assurance theme.
When the programme plans have been approved, they form the management baseline for the programme and are updated using formal change control.
Each theme chapter addresses the:
• purpose of the theme
• key requirements necessary to implement the principles
• key ideas and the information required to support the theme
• areas where each key role needs to focus.
The theme is also brought to life through the application of the ideas in the four scenarios that reflect how to apply the theme in different sorts of programme.
Key message
The three lenses of the MSP framework work together.
The themes ensure that the principles are continually applied during the processes throughout the programme lifecycle.