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PRIN
CE2®
, P3O
®, M
SP®,
MoP
®, M
_o_R
®, M
oV®,
ITIL
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3M3®
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he sw
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Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/15 | 2/296
Explain the need for programme management Explain the role of programmes and programme
management in delivering business transformation Describe the responsibilities of the programme
team Describe the relationship between the MSP
Transformational Flow and the Governance Themes
Describe the correct sequence of processes inthe MSP Transformational Flow together with the inputs, outputs, purpose and activities for each process
Main goal Attempt Foundation exam with confidenceSecondary goal Benefits and value of programme management and MSP
M00 - Course introduction 3/15 | 3/296
Please share with the class: Your name and surname Your organization Your profession (title, function, job
responsibilities) Your familiarity with the
PRINCE2/PMBOK Your familiarity with the programme
management Your experience with MSP/PgMP Your personal session expectations
M00 - Course introduction 4/15 | 4/296
Day
1
Module Subject Start End Total Time(in hours)
01 Introduction to programme management and MSP 09:00 12:00 03:00
02 MSP principles 12:00 12:30 00:30
03 Vision 12:30 13:00 00:30
Lunch 13:00 13:30 00:30
04 Blueprint design and delivery 13:30 15:00 01:30
05 Identifying and defining a programme 15:00 16:30 01:30
Recap Day 1 (including sample exam questions) 16:30 17:00 00:30
Total Training Time 08:00
M00 - Course introduction 5/15 | 5/296
Day
2
Module Subject Start End Total Time(in hours)
Review Day 1 09:00 09:15 00:15
06 Organization 09:15 10:00 00:45
07 Programme office 10:00 12:00 02:00
08 Business case 12:00 13:00 01:00
Lunch 13:00 13:30 00:30
09 Planning and control 13:30 15:00 01:30
10 Benefits management 15:00 16:30 01:30
Recap Day 2 (including sample exam questions) 16:30 17:00 00:30
Total Training Time 08:00
M00 - Course introduction 6/15 | 6/296
Day
3
Module Subject Start End Total Time(in hours)
Review Day 2 09:00 09:15 00:15
11 Managing tranches, delivering capability, realising benefits 09:15 11:15 02:00
12 Leadership and stakeholder engagement 11:15 13:00 01:45
Lunch 13:00 13:30 00:30
13 Quality and assurance management 13:30 14:30 01:00
14 Risk and issue management 14:30 15:30 01:00
15 Closing a programme 15:30 16:00 00:30
Foundation exam 16:00 17:00
Total Training Time 07:00
M00 - Course introduction 7/15 | 7/296
Foundation Exam: Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 75 questions, pass mark is 35 (50%)
max 70 points, 5 questions of control. 1 hour exam No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam Sample, two (official) mock exams are
provided to you
Candidates completing an examination in a language that is not their mother tongue, will receive additional time
M00 - Course introduction 8/15 | 8/296
Practitioner Exam: Objective test based on a small programme
scenario Paper based and open book exam
Reference to MSP handbook
Handbook is provided for students 2.5 hour 4 questions worth 20 marks each (80
marks), pass mark is 40 (50%) Dictionary/translation lists allowed for non-
native speakers Non-scientific calculator for basic
calculations
Candidates completing an examination in a language that is not their mother tongue, will receive additional time
M00 - Course introduction 9/15 | 9/296
Advanced Practitioner Exam For (aspiring) programme managers Complex programme case study provided
in advance of the exam Paper based and open book exam
Reference to MSP handbook
Handbook is provided for students 3 hour written exam Up to three questions with two or more
parts Pass mark is 50%
Candidates completing an examination in a language that is not their mother tongue, will receive additional time
M00 - Course introduction 10/15 | 10/296
MSP syllabus section code and title
OV Overview, principles and governance themes overview
OP Organization and programme office
VS Vision
LS Leadership and stakeholder engagement
BM Benefits management
RO Blueprint design and delivery
PL Planning and control
BC The business case
RM Risk and issue management
QA Quality and assurance management
TF Transformational flow (FA – FF)
Module slide number / total module slides
Slide number / total slides
Module number and name
MSPhandbook page
MSP syllabus section code
Syllabus Handbook PageM00 - Course introduction 11/15 | 11/296
See Appendix #2 for more mind maps from AXELOS Global Best Practice
M00 - Course introduction 12/15 | 12/296
quizlet.com/42710311/
M00 - Course introduction 13/15 | 13/296
Freeware, scalableMSP PDF reference
card
Governance Themes vs Transformation Flow in one big
reference card with manual reference
Free to download, useand share
M00 - Course introduction 14/15 | 14/296
twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)
• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language
• English speaking, international, independenttrainer and coach from multiple domains.
• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based on ISO/EIC 27001
• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …
M00 - Course introduction 15/15 | 15/296
1. Introduction to programme management and MSP
2. MSP principles3. Vision4. Blueprint design and delivery5. Identifying and defining a programme6. Organization7. Programme office8. Business case9. Planning and control10. Benefits management11. Managing tranches, delivering
capability, realising benefits
12. Leadership and stakeholder engagement
13. Quality and assurance management14. Risk and issue management15. Closing a programme
M01 - Introduction to programme management and MSP 2/26 | 17/296
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Project Programme Portfolio
A temporary organization, usually existing for a much
shorter time than a programme, which will
deliver one or more outputsin accordance with a specific
business case.A particular project may or
may not be part of a programme.
Whereas programmes deal with outcomes, projects
deal with outputs.
A programme is a temporary, flexible organization 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 organization’s strategic
objectives.
An organization’s change portfolio is the totality of its
investment (or segment thereof) in the changes required to achieve its strategic objectives.
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Project Management Programme Management Portfolio Management
The planning, delegating, monitoring and control of all
aspects of the project, and the motivation of those involved, to achieve the project objectives
within the expected performance targets for time, cost, quality, scope, benefits
and risks.
The action of carrying out the coordinated organization,
direction and implementationof a dossier of projects and transformation activities to
achieve outcomes and realizebenefits of strategic importance
to the business.
A coordinated collection of strategic processes and
decisions that together enable the most effective balance of
organizational change and business as usual (BAU).
6M01 - Introduction to programme management and MSP 4/26 | 19/296
Side-effects and consequences
Corporateobjectives
realize further
also cause
Projectoutputs
Organizationalchanges
Dis-benefits
enable
realize
helps achieveone or more
Outcomes
Benefits
trigger
Result in
Capabilities
build
enable
Measurable improvement
arising from an outcome perceived as an advantage by
one or more stakeholders and
contributes to one or more
organisational objectives
Measurable decline resulting from an outcome
perceived as negative by one or more stakeholders
which reduces one or more
organizational objectives
Tangible or intangibleartefact produced,
constructed or created as a result of a planned
activity
Completed set of project outputs required to deliver an
outcome - exists prior to transition
Result of change, normally affecting
real-world behaviour or circumstances
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M01 - Introduction to programme management and MSP 5/26 | 20/296
Delivers Strategy
Vision of ‘end state’
May have high degree of uncertainty
May have no clear path to get there
Changes culture, working practices, services and business operations
Co-ordinates capability delivery into business operation through a number of inter-dependent projects
Focus on actually realising benefits during and after the programme
Includes enabling projects as well as projects providing benefits
Longer timescale - often years - and may be quite loose
Clear view of what is to be delivered and how to deliver it Clear end product definition (at least according
to PRINCE2). In case of Agile approaches this does not apply in most cases
Defined start and end date
More certainty / Less risky
Delivers outputs within time, cost and quality constraints
Benefits generally at end or afterwards
Deliver fit-for-purpose outputs that will enable benefit realisation
Shorter timescale - often months
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Table B.2M01 - Introduction to programme management and MSP 6/26 | 21/296
KeyInner circle Transformational flowSecond ring Governance themesOuter ring Principles
Programmeorganization
Defining Programme
Closing a Programme
Delivering theCapability
Realizing the Benefits
Identifying a Programme
Managing theTranches
Remaining aligned with corporate
strategy
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Figure 1.5 MSP framework and concepts
M01 - Introduction to programme management and MSP 7/26 | 22/296
1999
• MSP V1
2003
• MSP V2
2007
• MSP V3
2011
• MSP V4
2013
• AXELOS acquisition
M01 - Introduction to programme management and MSP 8/26 | 23/296
Solutions developed and delivered by dossier of projects
Transformation activities to transition solutions into business operation
Maintain performance and effectiveness
Tranches with review points to monitor progress and performance
Integrate and reconcile competing resource demands
Corporate Strategy
Delivery Mechanisms
for ChangeBusiness-As-Usual
environment
Programmealigns
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7M01 - Introduction to programme management and MSP 9/26 | 24/296
Where we want to be
CAPABILITY GAP
Where we are now
measures
Time
As is
Stra
tegy
–Pe
rfor
man
ce a
gain
st K
PIs
To be
M01 - Introduction to programme management and MSP 10/26 | 25/296
Projects aligned toOrganization objectives
Operational plansfocused
Key milestones
Managed as programme(s)
possibly within a
Corporate Portfolio
Where we want to be
TargetOperation
Time
CurrentOperation
Where we are now
Stra
tegy
–Pe
rfor
man
ce a
gain
st K
PIs
M01 - Introduction to programme management and MSP 11/26 | 26/296
Tranche end
Tranche end
Projects aligned toOrganization objectives
Operational plansfocused
Key milestones
Where we want to be
TargetOperation
Time
CurrentOperation
Where we are now
Stra
tegy
–Pe
rfor
man
ce a
gain
st K
PIs
Managed as programme(s)
possibly within a
Corporate Portfolio
M01 - Introduction to programme management and MSP 12/26 | 27/296
capability
project
project
activity
capability
Corporateobjective
Project life cycle
Programme
Prog
ram
me
output
output
output
project
project
output
output
capabilitybenefits
dis-benefits
Outcomes
M01 - Introduction to programme management and MSP 13/26 | 28/296
Strategies, policies,Initiatives and targets
Define, scope and prioritize
Internal or external environment (political, economic, sociological, technological, legal, environmental)
Influence and shape
Transformed operations andservices enable benefits realization
Transition delivered andoutcomes achieved
Project and related activitiescreate new capabilities
Deliver and implement
Programmes
Initiate, monitor and align
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Figure 1.2 Programme management environments
8M01 - Introduction to programme management and MSP 14/26 | 29/296
Changes in economic environment
Improving the quality and delivery of products and services
Developments to achieve globalization
Requirements to comply with industrystandards or legislation
The need to improve competitiveness
Adaption needed tocope with changing markets
New sales channels e.g. e-commerce
Changing or new strategic initiativesand policies
Random events, e.g. flood, disease, terrorism
Opportunities arising from mergers and acquisitions
Developments in technology
Areas affected by change:• relationships with stakeholders• work patterns• culture• business processes• roles and responsibilities of
individuals• organization structures• IT systems• supply chain• vendor relationships
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Figure 1.3 Drivers for change
8M01 - Introduction to programme management and MSP 15/26 | 30/296
Predictability of Outcome
Focu
s of t
he C
hang
e
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Figure 1.4 Programme impact matrix
High Medium Low
Specification-led(focus: making and
delivering)
• Major engineering programmes, e.g. Olympic park
• Complex products based on known design
• Large-scale technologyreplacements
• Globalization of technology services
• Adoption of technology that is new to the organization, e.g. ERP
• Multi-organization delivery
• Pioneering engineering techniques
• Unproven technology implementation
• Specification-led organizational change
Businesstransformation(focus: change how
organization function)
• Implementation of approaches used in similar organizations e.g. ISO adoption
• Process change affecting technology and structures
• New products or services to existing market place
• Changing historical working practices, values and structures
• Supply chain change, e.g. outsourcing of services
• Diversification of new products into new markets
• Internal external and customer behaviour
• Radical restructuring of supply chains
Political andsocietal change
(focus: policy strategy, community, society)
• Change to current legislation or policies
• Increases or decreases to investment programmes
• Predictable or clear stakeholder base
• New legislation reacting to societal trends
• Legislative change to affect socio-economic behaviour
• Changes to public service delivery models, e.g. health provision
• Changes to societal values and behaviour, e.g. criminality
• Incentive-driven change to lifestyles and economic behaviour
• Long-term societal effects, e.g. health
9M01 - Introduction to programme management and MSP 16/26 | 31/296
Predictability of Outcome
Focu
s of t
he C
hang
e
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Figure 1.4 Programme impact matrix
High Medium Low
Specification-led(focus: making and
delivering)
• Major engineering programmes, e.g. Olympic park
• Complex products based on known design
• Large-scale technology replacements
• Globalization of technology services
• Adoption of technology that is new to the organization, e.g. ERP
• Multi-organization delivery
• Pioneering engineering techniques
• Unproven technology implementation
• Specification-led organizational change
Businesstransformation(focus: change how
organization function)
• Implementation of approaches used in similar organizations e.g. ISO adoption
• Process change affecting technology and structures
• New products or services to existing market place
• Changing historical working practices, values and structures
• Supply chain change, e.g. outsourcing of services
• Diversification of new products into new markets
• Internal external and customer behaviour
• Radical restructuring of supply chains
Political andsocietal change
(focus: policy strategy, community, society)
• Change to current legislation or policies
• Increases or decreases to investment programmes
• Predictable or clear stakeholder base
• New legislation reacting to societal trends
• Legislative change to affect socio-economic behaviour
• Changes to public service delivery models, e.g. health provision
• Changes to societal values and behaviour, e.g. criminality
• Incentive-driven change to lifestyles and economic behaviour
• Long-term societal effects, e.g. health
9
More stable, linear, deterministic components
(technology, infrastructure, IT etc.) easier to measure and
predict - leads to more reactive adjustment to scope
MSP best suited here(yet can be applied for Specification-
led programmes as well)
More unstable, non-liner, non-deterministic components (people,
culture, habits, behaviours etc.) harder to measure and predict –
leads to more proactive adjustment to scope
M01 - Introduction to programme management and MSP 17/26 | 32/296
8-9
Vision-ledprogramme
• Clear vision owned by senior management• Top-down approach• Cross-functional implications• Innovation or strategic opportunities• Political priorities in public sector• Entrepreneurial programmes developing new service and products In public sector,
translation of political priorities
Emergentprogramme
• Evolves from concurrent uncoordinated projects• Coordination needed to deliver changes and benefits• Transitory - becomes planned when vision and direction established
Compliance programme
• ‘Must do’ programme• Organization has no choice but to change• Outcomes are compliance achievement (e.g. laws and regulations compliance)
Vision statementBusiness Strategy
Project 1
Project 2
Project Nth
Vision statement
Vision statement
Blueprint
Benefits profileExternal event Projects dossier
Projects dossierBlueprint
Benefits profile
Projects dossier Blueprint
Benefits profile
M01 - Introduction to programme management and MSP 18/26 | 33/296
Corporate Policies: The rules all parts of the organization must follow for an aspect
of management
e.g. organization risk management policy
Programme Governance Strategies: WHY and HOW something will be done in the programme
e.g. programme’s risk management strategy
Programme Management Plans: WHO and WHEN, explicit activities, timing and resources to
implement programme governance strategies Plans are delivery mechanisms of the strategies
e.g. programme’s quality and assurance plan
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Corporate Policies
Programme Governance Strategies
Programme Management Plans
Why, How …
Who, When …
M01 - Introduction to programme management and MSP 19/26 | 34/296
Programme management strategy What the strategy covers Delivery mechanism
Resource management Resource to be consumed by the programme Finances, people, systems, accommodation, facilities and specialisms will all be covered by this strategy Resource management plan
Monitoring and control How the programme will monitor progress in terms of expected and actual delivery of outputs, outcomes and key milestones Programme plan
Information management How programme information will be catalogued, filed, stored and retrieved. and how the programme will create and manage information Information management plan
Quality and assurance management
How the delivery of quality activities will be incorporated into the management and delivery of the programme Quality and assurance plan
Risk management How the programme will establish the context in which risks will be identified and assessed, and responses planned and implemented Risk register
Issue management How issues will be managed consistently across the programme and how any resulting changes will be managed Issue register
Stakeholder engagement Who the stakeholders are. what their interest and influences are likely to be. and how the programme will engage with them
Stakeholder profiles Programme communications plan
Benefits management The delivery framework for identifying, prioritizing and achieving benefitsBenefits profiles
Benefits realization plan
M01 - Introduction to programme management and MSP 20/26 | 35/296
Portfoliomanagement
Portfolio(s) Office
Programmemanagement
Programme(s)Office
Project(s) Office
Projectmanagement
Projectmanagement
Projectmanagement
Man
agem
ent o
f Risk
(M_o
_R)
ITIL
Man
agem
ent o
f Val
ue (M
oV)
RESI
LIA
M01 - Introduction to programme management and MSP 21/26 | 36/296
11
The Portfolio, Programme, and Project
Management Maturity
Model (P3M3)
ITILMaturity
Model(IMM)
ITILPortfolio, Programme and Project
Offices(P3O)
Management of Value(MoV)
Management of Risk
(M_o_R)
Best practice guides
AXELOS common glossary
PRINCE2Maturity
Model(P2MM)
Models
(MoP)Management of Portfolios
(MSP)Managing Successful Programmes
(PRINCE2)PRojects IN Controlled Environments
Portfolio Office
Programme Office
Project Office
RESILIA
M01 - Introduction to programme management and MSP 22/26 | 37/296
P3O
PRINCE2
M_o_R
MoP
MoV
ITIL
Value for money in the delivery of IT programmes and projects
Improving efficiency in delivery of services
Support offices that can provide the resources and support for MoP
Aligns projects with organization strategy
Coordinates multiple projects
Aggregates issues
Complements by adding value better exploit opportunities reducing risk by clarity of definitions
Aggregates risk
Aligns programmes with organization strategy Enhances the methods available under MSP to
add value
Focus on functions Informs project brief Enable option selection Generate innovative alternatives
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