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Course Outline
Introduction to MSP and Program Thinking
- Distinguishing between programs and projects, and understanding the added value of program management.
- Core MSP principles and the concept of transformational flow.
- An overview of the program lifecycle, including identification, definition, and benefits management.
Program Governance and Organization
- Defining program structure, roles, and responsibilities, including the SRO, Program Manager, and Board.
- Establishing a Program Management Office (PgMO).
- Defining decision-making processes, reporting lines, and escalation paths.
Vision, Blueprint, and Benefits Management
- Articulating the vision and defining strategic outcomes.
- Designing the program blueprint and target operating model.
- Identifying, mapping, measuring, and tracking benefits.
Program Planning and Delivery Strategy
- Developing a comprehensive program plan and delivery roadmap.
- Integrating workstreams and projects, while managing dependencies and sequencing.
- Addressing scheduling, resource planning, and capacity constraints.
Stakeholder Engagement and Communications
- Conducting stakeholder analysis and developing engagement strategies.
- Planning communications and preparing for change readiness.
- Managing resistance and securing ongoing sponsor commitment.
Risk, Issue, and Assurance Management
- Identifying and escalating program-level risks and issues.
- Defining assurance roles, internal and external assurance, and audit readiness.
- Developing contingency plans and providing decision support.
Financials, Benefits Realization, and Value Management
- Formulating business cases and establishing financial governance.
- Monitoring benefits, measuring outcomes, and calculating ROI.
- Implementing cost control, forecasting, and rebaselining practices.
Quality, Configuration, and Change Control
- Applying quality management approaches specifically for programs.
- Managing configuration and change control across multiple projects.
- Utilizing standards, templates, and knowledge management for repeatability.
Transition to Business-as-Usual and Program Closure
- Planning for handover, sustainment, and operational acceptance.
- Executing closure activities, including benefits reviews, lessons learned, and documentation.
- Integrating outcomes into standard business-as-usual processes.
Practical Workshop and Case Study
- Scenario-based exercise: designing a program governance model and benefits map.
- Group presentations accompanied by peer and instructor feedback.
- Formulating an action plan to apply MSP practices within participants' organizations.
Summary and Next Steps
Requirements
- A solid grasp of fundamental project management concepts.
- Practical experience in supporting or working within project and program environments.
- Familiarity with the concepts of organizational change.
Target Audience
- Current program managers and those aspiring to enter the field.
- Sponsors, Senior Responsible Owners (SROs), and portfolio managers.
- Program Office staff, change managers, and delivery leads.
21 Hours
Testimonials (1)
Understanding that in project management is more about tailoring and assessing each situation than just deciding what to do next.
