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MSP for Programme Transformation
Before I evangelize the merits of programme management I want to clarify what a programme is and what a project is. This might seem a little trivial but I've seen these two words used so interchangeably across many organisations in many countries with people calling a project a programme and vice versa.
A programme is a temporary and flexible organisation which is formed 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 project is a temporary organisation which is created to deliver one or more outputs in accordance with a business case.
Projects are designed to create outputs and Programmes are designed to create outcomes, and programme management does not replace the need for competent project managers. A programme should act as an umbrella under which projects can be coordinated and then integrated to deliver an outcome which is the sum of the projects' parts.
The UK Office of Government Commerce (OGC) has a framework callde 'Managing Successful Programmes' (MSP). The MSP framework provides proven programme management best practice for successfully delivering transformational change.
Organisations which have embraced MSP have enjoyed the benefits of transforming themselves successfully as opposed to being amongst those that suffer painful or failed transformation.
More and more C-level executives are now recognising that programme management is a powerful tool that can facilitate 'successful' transformation programmes as opposed to ugly monsters that get out of control and wreak havoc within the organisation.
At the very highest level, programme management aligns corporate strategy, business-as-usual and the delivery mechanism for change. These are three important elements which must align if transformation is to be successful.
MSP principles represent success factors that underpin the likelihood of successful transformational change programmes. These seven principles have been derived from lessons learned in both the public and private sectors.
Positioned within the seven principles are nine governance themes which help put in place the right leadership, delivery team, organisation structures, controls and control information to optimise the likelihood of delivering the planned outcomes and benefits successfully.
Then finally comes the transformational flow which provides a path through the programme lifecycle from conception to closure.
If you are still wondering why you should adopt programme management, consider the fact that most organisations are likely to fail to deliver change successfully if there is:
- insufficient board-level support
- insufficient leadership
- an unrealistic expectation of the organisational capability and capacity
- not enough focus on benefits
- no real picture of the future capability
- a very poorly defined/communicated vision
- no desire to change the organisation's culture
- a lack of stakeholder engagement
MSP provides a structured framework that can help organisations avoid these pitfalls and achieve their goals.
About the Author Rob Llewellyn is a programme management consultant helping governments and leading organisations in Europe, the Middle East and Australia. Visit his web site to read more articles about project and programme management at www.llewellyn-group.com
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