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Managing Successful Programmes (MSP)
Introduction
Managing Successful Programmes (MSP) represents proven programme management good practice in successfully delivering transformational change, drawn from the experiences of both public and private sector organisations. In MSP, a programme is defined as a temporary, flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives. A programme is likely to have a life that spans several years. A project is also a temporary organisation, usually existing for a much shorter duration, which will deliver one or more outputs in accordance with a specific business case. A particular project may or may not be part of a programme. Programmes deal with outcomes; projects deal with outputs. Programme management and project management are complementary approaches. During a programme lifecycle, projects are initiated, executed, and closed. Programmes provide an umbrella under which these projects can be coordinated. The programme integrates the projects so that it can deliver an outcome greater than the sum of its parts. Programme management does not replace the need for competent project direction and management. Programmes must be underpinned by a controlled project environment of effective direction, management, delivery and reporting disciplines that are common to all projects within a programme.
What is programme management?
MSP defines programme management as the action of carrying out the coordinated organisation, direction and implementation of a dossier of projects and transformation activities (i.e. the programme) to achieve outcomes and realise benefits of strategic importance to the business. Programme management aligns three critical organisational elements: Corporate strategy Delivery mechanisms for change, and Business-as-usual environment. It manages the natural tension that exists between these elements to deliver transformational change that meets the needs of the organisation and its stakeholders. It manages the transition of the solutions developed and delivered by projects into the business operations, whilst maintaining performance and effectiveness. It does this by breaking things into manageable chunks (tranches) with review points for monitoring progress and assessing performance.
When to use MSP
Programmes may be set up to deliver change in parts of an organisation, across the entire organisation, across more than one organisation, or in the environment in which the organisation operates. In deciding on the best approach to managing a programme it is useful to assess its likely impact on the organisation, and this can be done by looking at the nature of the change a programme is expected to deliver.
OGC best practice guidance
Managing Successful Programmes is part of a suite of guidance developed by the Office of Government Commerce (OGC), aimed at helping organisations and individuals manage their projects, programmes and services. Where appropriate, this guidance is supported by a qualification scheme and accredited training and consultancy services.
OGC Gateway™ Review Process
OGC Gateway™ is a well established project and programme assurance review process which is mandated for all UK Government high-risk programmes and projects. OGC Gateway delivers a peer review, in which independent practitioners from outside of the individual programme/project use their experience and expertise to examine progress and assess the likelihood of successful delivery of the programme or project. It is used to provide a valuable additional perspective on the issues facing the internal team, and an external challenge to the robustness of plans and processes. This service is based on good practice and there are many similar examples across all business sectors of this type of peer review designed to provide assurance to the owner of the programme or project. Programme reviews are carried out under the OGC Gateway Review 0: Strategic assessment. A programme will generally undergo three or more OGC Gateway Review 0s: An early Review One or more reviews at key decision points during the course of the programme and A final Review at the conclusion of the programme. Any Gateway Review of a project must take into account the programme context within which the project is located and possible interdependencies with other projects in the programme. The Gateway Review will also indicate how far procurement aspects of programmes are in alignment with strategic and policy objectives.