Course Outline
Introduction to MSP and Programmatic Thinking
- Distinguishing between projects and programs, and understanding the value of program management
- Core MSP principles and the concept of transformational flow
- Overview of the program lifecycle: from identification and definition to benefits management
Program Governance and Organisational Structure
- Defining program structure, key roles, and responsibilities (including SRO, Programme Manager, and the Board)
- Establishing and operating a Programme Management Office (PgMO)
- Defining decision-making processes, reporting hierarchies, and escalation procedures
Vision, Blueprint Development, and Benefits Management
- Defining the strategic vision and intended outcomes
- Designing the program blueprint and the target operating model
- Identifying, mapping, measuring, and tracking benefits throughout the lifecycle
Program Planning and Delivery Strategies
- Developing a comprehensive program plan and delivery roadmap
- Integrating workstreams and projects, managing dependencies, and determining sequence
- Addressing scheduling, resource allocation, and capacity planning
Stakeholder Engagement and Communication
- Conducting stakeholder analysis and developing engagement strategies
- Planning communications and fostering change readiness
- Addressing resistance and strengthening sponsor commitment
Risk, Issue, and Assurance Management
- Identifying and escalating program-level risks and issues
- Defining assurance roles, managing internal and external assurance, and preparing for audits
- Developing contingency plans and supporting informed decision-making
Financial Governance, Benefits Realisation, and Value Management
- Creating the business case and implementing financial governance controls
- Monitoring benefits, measuring outcomes, and calculating return on investment (ROI)
- Managing costs, forecasting, and rebaselining practices
Quality Assurance, Configuration, and Change Control
- Applying quality management approaches at the program level
- Implementing configuration management and change control across multiple projects
- Utilising standards, templates, and knowledge management to ensure repeatability
Transition to Business-as-Usual and Program Closure
- Planning handover, sustainment, and operational acceptance
- Executing closure activities, including benefits review, lessons learned, and final documentation
- Integrating program outcomes into standard business-as-usual processes
Practical Workshop and Case Study Analysis
- Scenario-based exercise: designing a program governance model and benefits map
- Group presentations with feedback from peers and the instructor
- Formulating an action plan to implement MSP practices within participants' organisations
Summary and Future Steps
Requirements
- A solid grasp of project management fundamentals
- Practical experience within project or program environments
- Basic familiarity with concepts of organisational change
Target Audience
- Current programme managers and those aspiring to advance in program management
- Sponsors, Senior Responsible Owners (SROs), and portfolio managers
- Programme office personnel, change managers, and delivery leads
Testimonials (1)
Understanding that in project management is more about tailoring and assessing each situation than just deciding what to do next.
