MSP Foundation key terms

A principle requiring the programme to stay consistent with the organisation's strategic direction, and to adjust as strategy evolves so that the investment continues to be justified and supported.

A principle stating that programmes succeed when senior people visibly sponsor the change, align stakeholders behind it and demonstrate commitment through their own decisions and behaviour.

A principle that the programme must create a clear, desirable picture of the future state and communicate it repeatedly, in ways stakeholders understand, so that people know what they are working towards.

A principle that the programme should direct attention and decisions towards the benefits it will deliver and towards the risks that could prevent, delay or reduce those benefits.

A principle that every activity, role, control and document in the programme should make a positive contribution; anything that does not add value should be simplified, changed or removed.

A principle that the programme's projects, change activities and future operating model must fit together to produce one integrated, workable capability rather than a set of disconnected outputs.

A principle requiring the programme to seek out and apply lessons from earlier change initiatives, from reviews and from its own progress, so that mistakes are not repeated.

The activity of setting direction, aligning and motivating people, and creating the conditions in which change can succeed; it is distinct from the day-to-day control of work.

Any individual, group or organisation that can affect, be affected by, or perceives itself to be affected by the programme, its projects or the changes it introduces.

The practice of identifying stakeholders, analysing their interests and influence, and planning and carrying out communication and involvement so that they support the programme and its outcomes.

The planned, two-way exchange of information with stakeholders, designed to build understanding, gather feedback and maintain commitment to the programme and the changes it brings.

The shared values, beliefs and habitual behaviours of the people affected by a programme, which largely determine how readily new ways of working are adopted and sustained.

The role accountable for the day-to-day management of the programme: leading the programme team, controlling progress, and ensuring capabilities and outcomes are delivered as agreed.

The role responsible for preparing the part of the business affected by the programme for change, and for embedding new ways of working so that benefits are realised and sustained.

The senior decision-making body that provides visible leadership, sets direction and governs the programme, ensuring it remains aligned with corporate strategy and delivers the intended benefits.

A temporary, flexible organisation set up to coordinate a group of related projects and change activities, so that together they deliver outcomes and benefits of strategic importance.

The full set of an organisation's change investments, managed together so that risks, resources and priorities are balanced and the overall strategic direction is achieved.

A temporary organisation created to deliver one or more defined outputs, within agreed scope, cost and timescale, in support of an agreed business case.

A short, inspiring description of the future state the programme will create, expressed in terms of outcomes and benefits, so that everyone can understand and support the change.

A description of the future state of the organisation once the programme has delivered, covering processes, organisation, technology, information and culture, used to guide delivery and measure achievement.

A measurable improvement in the organisation that results from a change, is perceived as positive by a stakeholder, and contributes to one or more strategic objectives.

The result of change in the business, produced when new capabilities are adopted and used, which in turn generates the benefits the programme was created to realise.

A tangible product, service or system produced by a project which, once used by the business, enables a new capability to be established.

The combination of processes, knowledge, skills, technology and resources within the business that enables the organisation to perform in a new way and achieve its intended outcomes.

A group of projects and change activities managed together during a defined period, at the end of which a new capability is delivered and benefits begin to be realised.

The documented justification for the programme investment, setting out expected costs, benefits, risks and timescales, and updated regularly to confirm the programme is still worthwhile.

The practice of identifying, defining, planning, tracking and realising benefits, making clear who is accountable for each benefit and checking that predicted improvements are actually achieved.

A document defining a single benefit, including its description, owner, measures, baseline and target values, plus the dependencies and timescales for its realisation.

A brief statement from senior management describing the need for change, which triggers the programme and authorises work to begin on developing the programme brief.

A short document produced early in the programme, summarising the vision, expected benefits and an outline business case, used to obtain approval to proceed to full definition.

An uncertain event or set of events that, if it occurs, will have an effect on the achievement of the programme's objectives, assessed in terms of likelihood and impact.

A problem, question or unresolved decision that is currently affecting the programme and requires management action, distinguished from a risk because it has already happened or is certain.

A relationship in which the progress, output or timing of one project, activity or programme affects another, so that it must be coordinated and monitored.

An independent assessment of whether the programme is on track, whether its controls are working and whether its outcomes and benefits are likely to be achieved.

The arrangements through which decisions are made, accountabilities are defined and the programme is directed and controlled so that its objectives are met.

The transition of an organisation from its current state to a new future state, including the new processes and ways of working that people must adopt and sustain.