MSP Foundation flashcards

31 cards. Read the term and the definition here. The deck at the top of this page is optional.

Lead with purpose

A principle requiring the programme to have a clear, compelling and communicated vision and objectives, so everyone understands what it is for, why it matters and what success looks like.

Collaborate across boundaries

A principle requiring the programme to work effectively across organizational, professional, cultural and geographical boundaries, breaking down silos so that shared goals are achieved through joined-up working.

Deal with ambiguity

A principle recognizing that programmes operate in uncertainty: ambiguity is acknowledged, discussed and addressed with available evidence rather than avoided, ignored or hidden.

Align with priorities

A principle requiring the programme's work to remain aligned with the organization's strategic objectives and priorities, with work reprioritized when strategy or the external environment changes.

Deploy diverse skills

A principle requiring the programme to draw on a wide mix of skills, experience and backgrounds, because diverse teams make better decisions and are more innovative.

Realize measurable benefits

A principle requiring benefits to be clearly defined, measurable, owned and actively managed, because realizing benefits is the reason the programme exists.

Bring pace and value

A principle requiring the programme to deliver value early and steadily, avoid unnecessary bureaucracy, and move at a pace the organization can absorb.

Seven MSP principles

Lead with purpose, collaborate across boundaries, deal with ambiguity, align with priorities, deploy diverse skills, realize measurable benefits, and bring pace and value.

Principles applied proportionally

Every principle applies to every programme, but the way each is applied is tailored to the programme's size, complexity and context rather than copied identically.

Leadership definition

The ability to establish vision and direction, influence and align others towards a common purpose, and empower and inspire people to achieve programme success.

Management versus leadership

Management plans, organizes, controls and delivers results predictably; leadership sets vision and direction, influences and inspires people, and enables change.

Stakeholder engagement cycle

The repeating steps used with stakeholders: identify them, analyse interest, influence and attitude, plan engagement, engage them, and measure how effective the engagement has been.

Stakeholder

An individual or group with an interest in the programme, who may be affected by it, or who can affect its outcome.

Tuckman team development stages

Five stages of team growth: forming (orientation), storming (conflict), norming (agreeing ways of working), performing (delivering results) and adjourning (disbanding).

Kubler-Ross change curve

A model of how individuals react to change: shock or denial, anger, bargaining, depression and acceptance; it helps anticipate and support people through organizational change.

Lewin change model

A three-stage model of organizational change: unfreeze existing behaviour, make the transition to new ways of working, then refreeze so the new approach becomes the norm.

Business Change Manager

The role responsible for defining, realizing and sustaining benefits and for embedding new capabilities into business operations, acting as the bridge between programme and business.

Stakeholder attitude analysis

Classifying stakeholders as supportive, neutral or opposed, alongside their interest and influence, so that engagement effort matches the risk each stakeholder presents.

Communication plan

A document that defines what information is shared with which stakeholders, in what format, when and by whom, and how feedback will be captured.

Programme definition

A temporary, flexible organization created to coordinate, direct and oversee related projects and activities in order to deliver outcomes and benefits that meet strategic objectives.

Tranche

A group of projects and other work managed together that delivers a coherent set of capabilities, a capability step towards the blueprint, at a defined point.

Blueprint

A description of the future state of the organization, showing what it will look like and how it will operate once the programme has delivered its capabilities.

Vision statement

A short, aspirational statement describing the future state the programme will create, used to give direction and to engage and motivate stakeholders.

Benefits management cycle

The iterative stages of benefits management: identify potential benefits, define them with measures and owners, plan how and when they will be realized, then realize and measure them.

Benefit

A measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders and contributes to organizational objectives.

Output versus outcome

An output is a tangible deliverable produced by a project; an outcome is the resulting change in business behaviour or circumstances that enables benefits to be realized.

Programme mandate

The trigger that initiates the programme, setting out the strategic objectives, the justification and the sponsor's expectations of what the programme must achieve.

Senior Responsible Owner

The role accountable for the programme's success, who owns the business case, chairs the programme board and provides strategic direction and visible sponsorship.

Programme board

The group accountable for the programme's direction and performance, approving plans, the business case and resources, and taking key decisions at tranche boundaries.

Risk versus issue

A risk is an uncertain event that would affect objectives if it occurred; an issue is something that has already happened and needs to be managed now.

Business case

The document justifying the programme and supporting investment decisions; it sets out expected benefits, costs, risks and timescales, and is reviewed at tranche boundaries.