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Managing Successful Programmes - 2011 Edition (Softcover)

Managing Successful Programmes - 2011 Edition

SKU: 3481
Authors: U K Stationery Office
Publishers: TSO
Format: Adobe eBook
ISBN13: 9780113313280
ISBN10: 0113313284
Published: 19 Sep 2011
Availability: Immediate Download
Format: Softcover
ISBN13: 9780113313273
ISBN10: 0113313276
Published: 31 Aug 2011
Availability: In Stock

An adaptable route map for successful programme management that covers key principles, governance themes and the processes required to effectively deliver transformational change.

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Price: £45.00

Description

Managing Successful Programmes (MSP®), 4th edition (2011) combines rigour and flexibility with a proven, best-practice approach to designing and running programmes, helping organisations achieve consistently successful outcomes from their programmes, and enabling them to gain measurable benefits from business change.

MSP 2011 is accessible by programme teams and organisations as well as by individual practitioners, helping improve decision making at programme level in order to become better at implementing beneficial change.

Managing Successful Programmes (MSP®), 4th edition (2011) is illustrated with real life examples and helpful tips for putting best practice into real life situations, making its guidance easier to use.

The guidance in the MSP 2011 manual has been revised to capture the latest thinking on programme management best practice, and takes into consideration all the latest technological and best practice developments.

It includes new guidance covering assurance and integrated assurance, topics not regularly covered in other programme management books.

The 2011 MSP update

  • MSP 2011 provides clearer guidance on how a programme deals with multiples business change managers. Also included is more about programme tranches, when they may overlap and the risks involved.
  • The guidance on benefits management, quality and assurance management, and risk and issue management has been improved to be more programme-centric and to improve consistency with other OGC Best Management Practice guidance.
  • New guidance covering integrated assurance has been added to the Quality and Assurance Management chapter in the MSP 2011 manual. The theme chapters now have a section on how the theme interacts with the transformational flow.
  • More comprehensive guidance on configuration management, particularly in relation to managing issues, is provided. Consistent use of terminology and concepts for the RACI tables, roles and responsibilities, and the distinction between strategies and plans has also been approved.

Click to expand full contents »

Part 1: Introduction and Programme Management Principles
1. Introduction
1.1 Purpose of this guide
1.2 What is a programme?
1.3 What is programme management?
1.4 Why use programme management?
1.5 The programme management environment
1.6 Types of programme
1.7 Programme impact
1.8 When to use MSP
1.9 Best Management Practice guidance
1.10 Some MSP terminology
1.11 How to use this guide
2. Programme management principles
2.1 Introduction
2.2 The principles
Part 2: The Governance Themes
3. Governance themes overview
3.1 Explanation of the themes in this guide
3.2 Integrating programme management into the organization control framework
3.3 Programme management strategies and plans
3.4 Illustration of the relationship between the governance themes and transformational flow
3.5 The key roles
4. Programme organization
4.1 Introduction
4.2 Programme organization characteristics
4.3 Programme leadership
4.4 Programme structure
4.5 Sponsoring group
4.6 Senior responsible owner
4.7 Programme board
4.8 Programme manager
4.9 Business change manager
4.10 Business change team
4.11 Programme office
4.12 Programme assurance
4.13 Additional governance roles
4.14 Implementing and managing the programme organization
4.15 Programme organization within the transformational flow
4.16 The key roles
5. Vision
5.1 Introduction
5.2 Characteristics of a good vision statement
5.3 Developing and maintaining the vision statement
5.4 Vision within the transformational flow
5.5 The key roles
6. Leadership and stakeholder engagement
6.1 Introduction
6.2 Nature of stakeholder engagement and the role of leadership
6.3 Leadership
6.4 Business change management
6.5 Communications with the projects and other programmes
6.6 Steps involved in stakeholder engagement
6.7 Leadership and stakeholder engagement within the transformational flow
6.8 The key roles
7. Benefits management
7.1 Introduction
7.2 Alignment of benefits to corporate objectives
7.3 Benefits categorization
7.4 Benefits management cycle
7.5 Optimize and look for other benefits
7.6 Benefits management within the transformational flow
7.7 The key roles
8. Blueprint design and delivery
8.1 Introduction
8.2 Blueprint design
8.3 Designing the blueprint delivery
8.4 Blueprint design and delivery within the transformational flow
8.5 The key roles
9. Planning and control
9.1 Introduction
9.2 Programme plan
9.3 Programme control
9.4 Planning and control within the transformational flow
9.5 The key roles
10. The business case
10.1 Introduction
10.2 Genesis of a programme business case
10.3 Contents of the business case
10.4 Reviewing the business case
10.5 Managing the business case
10.6 Business case within the transformational flow
10.7 The key roles
11. Risk and issue management
11.1 Introduction
11.2 Managing risks in a programme
11.3 Risk management framework
11.4 Managing issues in a programme
11.5 Issue management framework
11.6 Change control
11.7 Configuration management
11.8 Risk and issue management within the transformational flow
11.9 The key roles
12. Quality and assurance management
12.1 Introduction
12.2 Quality in a programme
12.3 Assurance management in a programme
12.4 Quality and assurance management within transformational flow
12.5 The key roles
Part 3: The Transformational Flow
13. Transformational flow overview
13.1 Introduction
13.2 Collaboration with themes and principles
13.3 Structure of the transformational flow chapters
14. Identifying a Programme
14.1 Introduction
14.2 Sponsoring the programme
14.3 Confirm the programme mandate
14.4 Appoint the SRO and programme board
14.5 Produce the programme brief
14.6 Develop the programme preparation plan
14.7 Independent review
14.8 Approval to proceed
14.9 Responsibilities
15. Defining a Programme
15.1 Introduction
15.2 Establish the infrastructure for Defining a Programme
15.3 Establish the team to define the programme
15.4 Identify and analyse the stakeholders
15.5 Refine the vision statement
15.6 Develop the blueprint
15.7 Develop the benefit profiles
15.8 Model the benefits and refine the profiles
15.9 Validate the benefits
15.10 Design the projects dossier
15.11 Identify tranches
15.12 Design the programme
15.13 Develop the governance arrangements
15.14 Develop the programme plan
16. Managing the Tranches
17. Delivering the Capability
18. Realizing the Benefits
19. Closing a Programme
Part 4: Appendices, Further Information and Glossary
Appendix A: Programme information
Appendix B: Adopting MSP
Appendix C: Programme office
Appendix D: Health checks
Further information
Glossary
Index

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