Tag Archives: MSP®

SRO Survival Guides extract – Vision and Blueprint

MSP Survival Guide for Senior Responsible Owners has been written specifically for the SRO, full of helpful advice to make your hectic life easier

There are many reasons why programmes fail, but failure to grasp the scale of the change being delivered and weak leadership of the programme teams are often contributing factors.

As they are unlikely to have time to read the MSP guide or to go on courses, we have covered the main things that you will need to know in a format that can be easily referenced.

In this series of extracts we are publishing a summary of the key points from each of the chapter of the MSP Survival Guide for SROs. If you would like to buy a copy, please follow this link and quote the discount code of SG15 for a 10% discount.

“If we don’t know where we are going, how will we know when we have arrived let alone how we are going to get there?”  – Yendor Nedwos

You need to grab the vision for the programme. The vision is the guiding star that should inspire those working on the programme on what may be a long and  challenging journey. People expect the leader to have a vision for a better future that they can follow, if you don’t believe in the vision, you will find it very difficult to be an effective and successful SRO

 Creating a blueprint challenges people to think through the consequences of the vision, which may identify issues and decisions that people would rather not have to make. Those decisions will fall to you to make, or you will need to present them to the sponsoring group or other senior people for them to make decisions. Without a blueprint it is not possible to effectively estimate benefits or what capability you will need delivered by the projects

Follow this link for a fuller extract – MSP Survival Guide for SROs tasters – Programme Vision and Blueprint

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Brexit – The worst transformation programme ever

Don’t worry – this isn’t a politically biased post, it is looking at the Brexit programme – not the rights and wrongs.

Back on the 30th June 2016 – we posted this optimistic view on what could be a wonderful example of British best practice to the world, delivering Brexit using MSP,  I even included the benefits map as we saw it.

We subsequently published light-hearted monthly progress reports until it reached the point when it was clear we had no idea where we going and, after 3 “nothing to reports” we gave up.

Most programmes run into trouble when they try to turn the vision into the blueprint and benefits. This one never made it to a Vision, it got stuck at “Brexit means Brexit”, or “We are taking back control”.

John Kotter over in the US must be shaking his head, wondering why none of our leaders read his book – step 2 of change “Establish a powerful coalition”, I’ve pulled my hair out wondering why they didn’t read MSP.

After watching the events of yesterday and looking for my own green shoots, I stood back and wondered if we genuinely have the worst programme in history as it has uniquely achieved  all the “known causes of failure” listed in MSP.  It has also managed to avoid learning anything from the NAOs regular pearls of wisdom – it would really make a wonderful case study.

A friend of mine out in New Zealand, Grant Avery, wrote a tremendous book comparing the Everest expedition disaster and compares it to project management. In his book, he highlighted the narcissism amongst the expedition leadership being a major cause of failure and he explores the implications of this on programme directors/managers, insofar as they believe totally in their own infallibility and that they are right (ringing any bells yet?). He also talks about the need for authentic leaders doing things on beliefs and setting examples – walking the talk.

Listening to the news this morning, it struck me that everyone seemed to think they were right and everyone else would need to compromise.  They were in denial about the situation we are in and also that pretty much everyone, was talking about  their strong beliefs in that they represent the will of the people.

So if we have narcissistic leaders who believe they are authentic and representing others, what would we get – well I think the word is DELUDED.

The problem we now have is that we have around 625 of these people sat in the same building voting against everything that offends their beliefs and egos and unwilling to compromise to find any sense of a way forward – a vision.

Stepping back to 1996 and Kotters 8 steps of change, the referendum gave us step 1, we are still pending on step 2 and 3.

  • Establish a sense of urgency. …
  • Form a powerful coalition. …
  • Create a Vision. …

I guess we are back at step 1 again now, so 73 days to go before we crash out – I might start highlight reporting again !!!

 

 

 

 

Brexit – the biggest MSP programme ever

 

In the aftermath of the referendum there is clearly a massive change on its way and as programme management is all about delivering strategic change, we thought it would be a good idea to start to think about Brexit in terms of a transformation programme

We thought it would be useful to illustrate how Managing Successful Programmes (MSP®) would handle the challenge and as always, it comes up trumps and helps focus on on the dilemmas being faced and the process for dealing with them. Brexit – the biggest MSP programme ever  – we hope you enjoy the read.

For more information on the Managing Successful Programmes framework, please click here

MSP® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved

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MSP Survival Guide for SROs – Programme Business Case

MSP Survival Guide for Senior Responsible Owners has been written specifically for you (the SRO), full of helpful advice to make your hectic life easier

There are many reasons why programmes fail, but failure to grasp the scale of the change being delivered and weak leadership of the programme teams are often contributing factors.

As you are unlikely to have time to read the MSP guide or to go on courses, we have covered the main things that you will need to know in a format that can be easily referenced.

In this series of extracts we are publishing a summary of the key points from each of the chapter of the MSP Survival Guide for SROs. If you would like to buy a copy, please follow this link and quote the discount code of SG15 for a 10% discount.

Here is our advice for SROs on the Programme Business Case

Nothing defines humans better than their willingness to do irrational things in the pursuit of phenomenally unlikely payoffs.’ Scott Adams

The absolute worst sin you can commit is deliberately underestimating the cost and timescale to get your pet initiative accepted hoping once its underway it wont get stopped even though the cost increases. There are likely to be few if any winners but there will be lots of losers such as those who don’t get the benefits.

You should keep the business case close to hand (or at least the summary if it is one of the 100-page types). The business case is your contract with your Executive and investment decision makers, and you are accountable for delivering on that contract, so use it as your decision-making compass.

For the full extract, read on

MSP Survival Guide for SROs tasters – Programme Business Case

 

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Programmes without blueprints are like ships without keels

Clipper Around The World Race, Hawaii start, April 5th 2008Is your programme exhibiting any of these characteristics

  1. Project issues dominate the programme board
  2. Unidentified risks start to materialise a bit too quickly
  3. Benefits are rarely discussed
  4. The BCM lacks authority or purpose
  5. Many uncontrolled or unclear dependencies between projects and other initiatives start to manifest themselves
  6. Decision making is ad-hoc, reactionary or just slow
  7. Stakeholder resistance begins to increase and programme loses support
  8. Programmes either lack momentum or feel like a roller coaster

If that is the case, your programme probably does not have a blueprint, and is probably out of control.

In this article, we liken a programme a yacht and explain how it is not what you see on the surface that is providing the control, it is what happens below the waterline that is important.

If your programme is exhibiting any of these characteristics then this article is for you.

 

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Ever wondered how you become a thought leading company?

Anyone can claim to be at the leading edge of the industry or a thought leader, but not many people back themselves and go into print as authors, even fewer get the backing of one of the world’s leading publishing companies such as The TSO.

Why not check out some of the books that we have written.

Managing Successful Programmes 2011

The lead author was Aspire Europe Managing Director, Rod Sowden and was supported by Geof Leigh, Aspire Assess Director. Together they wrote both the 2007 and 2011 versions of the manual for the OGC and Axelos and helped to establish MSP® as the de facto standard for programme management around the world.

MSP® Survival Guide for Senior Responsible Owners

This was jointly written by Rod Sowden and Nick Carter (one of our lead trainers) who had a significant track record as an SRO himself. It addresses the needs of new SROs who come into an intimidating environment and are expected to take full accountability for what is going on. The book is designed to help them keep their ship steady and navigate it safely to an acceptable destination.

MSP Survival Guide for Business Change Managers

This was the first in the Survival Guide series and the first of the publications intended to enhance the MSP® body of knowledge by focusing on the roles, tasks and techniques of each of the roles. The author was Rod Sowden with support from a number of the Aspire Europe team. The book was published in 2015 and filled in many of the gaps that link MSP® to business change and business architecture environments.

MSP Survival Guide for Programme Managers

This book was written jointly by Rod Sowden and Geof Leigh with support from the internal team. Published in 2016, the book developed a number of the concepts around MSP® and rewrote them for the benefits of programme managers new to MSP® and included large amounts of new materials to help set up programme governance and programme offices.

The Practical Guide to Project Planning

This book was written by Rod Sowden with the help of Tom Ford. It started life as a set of guidance for one of the Aspire Europe customers, developed into a course and finally became a book. It came as a result of P3M3 assessments and spotting a systemic problem with planning  in most organisations.  It is a global epidemic, so we wrote the book to help pull all the threads and concepts together into one practical guide which pulls the best out of many bodies of knowledge from around the world.

Portfolio, Programme and Project Management Maturity Model (P3M3®)

This is the product which changed the industry. From Version 1, the academic framework developed in 2005 to becoming a globally recognised and internationally adopted standard for measuring performance by 2015. Version 2 in 2008 was developed by Rod Sowden as the lead author, and the update released in 2015 had joint lead authorship with Andy Murray (Outperform and PRINCE2® lead author). In addition, Geof Leigh developed large sections of the model, Sam Jenkins was heavily involved in reviewing and testing the new model, Claire Rookes was the project manager and most members of the team were absorbed in some aspect of review and development.

If you can find an organisation that has contributed more to the industry, we are looking forward to finding out who they are.

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MSP®,P3M3® and PRINCE2® are [registered] trade marks of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

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MSP® Business Case in a Nutshell

Rod Sowden the Aspire Europe Managing Director (and lead author of the current versions of MSP® and P3M3®) talks about the Business Case chapter of the MSP manual.

Hope you enjoy!

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MSP® and P3M3® are [registered] trade marks of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

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Stakeholder Engagement and Communications [podcast]

“To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others” – Anthony Robbins

So many projects and programmes snatch defeat from the jaws of victory by failing to communicate effectively or misjudging the mood of the stakeholder base.

In this podcast Rod Sowden talks about the approach to Stakeholder Management defined  in Managing Successful Programmes and gives an overview of the key areas to focus on and how the stakeholder management can be deployed effectively.

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