– Stakeholder engagement and communications approach – Stakeholder engagement and communications plan
There is no division in boundary, governance or management information baselines. The last part of the comparison are the products. No major changes to the structure and roles. The old process Managing the Trance is now divided across the processes design the outcomes, plan progressive delivery and evaluate new information. MSP 5 th edition contains one additional process. Programme management requires a focus on learning, design, and redesign of the progression towards the desired future state. As new information becomes available, adjustments are made. Programmes are designed to deliver benefits of value to stakeholders throughout the programme lifecycle. The lifecycle (in the previous edition this was called the transformational flow) of any programme is incremental. So it makes sense to have a dedicated theme for decision making. In other words, if you want to improve project success, you have to speed up your decision-making. The CHAOS Report’ 2018 from the Standish Group sees decision latency as one of the key factors why so many projects fail. The purpose of this theme is how programmes make decisions at various points across the programme lifecycle, whether those decisions be related to resolving issues, responding to risks, or any other choice requiring a considered and governed approach and it’s the prerequisites for effective decision-making within programmes. Of course, the old guide spoke about decisions too but now it get much more emphasis. The decisions as a separate theme is new. The purpose of the knowledge theme is to acquire, curate, and use knowledge, to use knowledge and experience to learn lessons, and to build a culture and practice of continual improvement and to manage information to ensure its integrity, controlled access to the right versions, and data privacy (this last part was covered in the information management part of the quality and assurance theme). As we can see, several old themes are combined, and some are divided across the new themes. The MSP 5 th edition uses 7 themes and the old MSP 2011 edition uses 9 themes. Themes are collectively applied during the processes throughout the programme lifecycle. Themes are essential aspects of governance required to ensure that the programme is aligned with the principles. Learning from experience is now incorporated in the new knowledge theme. Some are more or less combined and two new principles: collaborate across boundaries (to facilitate effective cross-organizational governance where it does not already exist) and deal with ambiguity (to embrace the volatile, uncertain, complex, and ambiguous nature of programmes and focuses attention on the need to make ‘eyes-open’ choices). Still seven principles but slightly different. Remaining aligned with corporate strategyĭesigning and delivering a coherent capabilityįocusing on the benefits and threats to them PrinciplesĮnvisioning and communicating a better future Programmes aligned with MSP are directed by principles which are universal, self-validating and empowering. It is just a first impression I will not go into the details where you will probably find many more differences. To get a first understanding of the differences, I will look at principles, themes, processes, organization and products. Looks like they embraced my idea to add a quick reference card as I did when writing the official Directing Successful Projects with PRINCE2 guide. The first thing you see when opening the guide is a summary or quick reference card of MSP. The four used scenarios are the national rail network programme, the bank compliance and adaptability programme, the charity organizational realignment programme, and the utilities maintenance and improvement programme. Good to see that the guide is 80 pages less (now 224 pages) and I really like the four scenario’s which are used to show what specific topics mean for the different scenarios. It’s a best practice so I assume the changes will be incremental and not a revolution. After nine years there is a new edition of the Managing Successful Programmes (MSP) guide.
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