In today's world of dramatic changes in business rules, today's businesses are constantly facing competition and challenges, and every organization is evolving in a constantly changing environment. Relying on traditional project management experience, it is no longer possible to meet the needs of companies running large projects or organizing programmes. In terms of programme management methods and tools, MSPs are a best practice in programme management and an essential knowledge and skill set for organisation members to develop their careers.
MSP (Managing Successful Programmes)z The PROGRAMME management system proposed by the UK Government integrates best practices in programme management for Fortune 500 companies worldwide. Designed to address common challenges faced by organisations in terms of change and investment, MSP aligns programmes, projects and organisational strategies and provides governance solutions, manages programmes within existing organisational management and control themes and successfully achieves organisational change. Each MSP topic describes in detail the consistent management and control behaviour necessary for the management of the programme, let's take a look at it with Avi
<h1 class="pgc-h-arrow-right" data-track="3" > the organisational structure and design of programme management</h1>
Programme management organisational structure and design: structuring the organisational structure of the programme and defining the respective roles and responsibilities of organisational members
Vision: Describe the vision of the project, the vision statement, and the relationship between the vision statement and the blueprint
<h1 class="pgc-h-arrow-right" data-track="25" > leadership and stakeholder engagement</h1>
Leadership and stakeholder engagement: Structured sorting and execution from six aspects: the nature of stakeholder engagement, the use of leadership, the business change model, the communication management between the project and the programme and the participation process to ensure that members are united.
<h1 class="pgc-h-arrow-right" data-track="26" > revenue realization management</h1>
Revenue realization management: what process is used to achieve the revenue objective and how to achieve business change with project outputs and programme results.
<h1 class="pgc-h-arrow-right" data-track="27" > blueprint design and delivery</h1>
Blueprint design and delivery: The blueprint sets out the transformed organisational structure and organisational composition, which relates to the programme programme, the relationship between the benefits realization management plan and the business case, as well as the main elements of the blueprint development, reflecting the future capabilities of the organisation as expected in the Vision Statement, and delivering the full blueprint to the responsible person and the client.
<h1 class="pgc-h-arrow-right" data-track="28" > planning and control</h1>
Planning and Control: How to develop, implement and maintain a P3 and programme management plan, how to determine the project dependency diagram, how to manage programme resources effectively and control the programme.
<h1 class="pgc-h-arrow-right" data-track="29" > business case</h1>
Business Case: preparation of the business case, the relationship between the business case of the programme and the business case involved in the project within the programme, as well as the further audit and management of the business case.
<h1 class="pgc-h-arrow-right" data-track="30" > quality management</h1>
Quality management: ensuring that programme management is consistent with the organisation's strategic objectives and constructing an intrinsic link between management and quality management to ensure programme quality compliance through a series of review and appraisal mechanisms.
<h1 class="pgc-h-arrow-right" data-track="31" > risk management and problem solving</h1>
Risk management and problem solving: In order to prevent problems in the course of a project, methods and processes for programme risk management need to be established to explore the relationship between strategic risk, programme risk, project risk and operational risk, in response to the possibility of norm-oriented change: for the manufacture and delivery of new facilities characterized by low ambiguity, complexity and risk.
Changes in business transformation in the overall application of msPs in the programme are generally not required: for the transformation of business functions, there is a high degree of ambiguity. MSPs can provide structural support for them
<h1 class="pgc-h-arrow-right" data-track="35" > political and social change:</h1>
Used to cope with social change, there are certain external uncontrollable factors, with high ambiguity, high complexity and high risk. MSPs are well suited for designing problem-solving strategies for such changes, and pointing out the root cause of the problem and the specific approach to dealing with it.
In summary, whether it's the disruption of the external environment or the impact on the internal organization, MSPs help professionals guide and manage changes to projects in a flexible and adaptable way. If you are a project, program and business manager and want to improve your leadership and management skills, you may want to come to IVE to earn an MSP certification, from mastering core knowledge to practical application to real-life scenarios to help your organization develop change.
<h1 class="pgc-h-arrow-right" data-track="39" what does MSP certification learn >? </h1>
The MSP certification is a 5-day course.