Educore Call Center ve Help Desk 444 2673 - 444 CORE
header image

MSP Foundation Eğitimi 18-19 Mart 2017

MSP Foundation Eğitimi ve Sınavı
Tarih : 18-19 Mart 2017
Yer: Mercure Hotel, Beşiktaş, İstanbul

MSP eğitimi ve içeriği Educore

MSP (Managing Successful Programmes) Eğitminin amacı , pratikte kanıtlanmış “program yönetimi iyi uygulama ” metadolojisini tüm ayrıntılarıyla katılımcılara öğretip profesyonel hayatlarında kullanabilecekleri bir yaklaşım olmasını sağlamaktır.

MSP Nedir ? 

Bir kurumda yapılacak olan dönüşümsel değişikliklerin başarılı bir şekilde gerçekleştirilip , istenilen sonuca varılmasını sağlayan , gerçekleştirilecek projelerin koordine bir şekilde uygulanmasını  ve organize edilebilmesini sağlayan program yönetme metodolojisidir.

Günümüz rekabet ortamında kurumların  sektörde güncel kalabilmesi için sürekli olarak değişimlere gitmesi  zorunludur. Bu değişikliklerin stratejik bir şekilde yürütülüp uygulanması daha başarılı sonuçlar doğuracak , beklenmedik durumları önleyecek ve şirketin hayatta kalmasına çok daha fazla olanak sağlayacaktır.

Özellikle büyük değişikliklerin yapıldığı durumlarda öngörülemeyen riskler , birbirini tetikleyen proje aksaklıkları mutlaka kontollü bir şekilde organize edilmelidir ve önlemi alınmalıdır.

 

MSP öğrenirken takip edilen  model 5 seviyeden oluşmaktadır.

1-) Bilgi Seviyesi

Tanımlar , konseptler , MSP prensipleri , yönetim temaları , dönüşümcü akış süreçleri ve yöneticinin sorumlulukları gibi olguların öğrenildiği seviyedir.

2-) Kavrama Seviyesi

Plan ortamı ,  konseptler  , MSP prensipleri , yönetim temaları ve dönüşümcü akış süreçlerinin anlaşıldığı seviyedir.

3-) Uygulama Seviyesi

Verilen bir program için

-MSP prensiplerinin uygulanması

-Yönetim temalarının kullanılması

-Başarılı bir proje yönetimi için gerekli bilginin oluşturulması

-Dönüşümcü akış süreçlerinin uyarlanması

adımlarından oluşmaktadır.

4-) Analiz Seviyesi

Uygun kılavuzlar ile uygun olmayan kılavuzların farkına varıp analiz edilmesi , tamamlanmış ürünler , planlar ve ilişkili projeler üzerinde oluşmuş etkilerin analiz edilmesi fazlarından oluşmaktadır.

5-) Profesyonel Pratik Seviyesi

Uyarlanmış yaklaşımların, dizaynın ve yapının  geliştirilmesi , değerlendirilmesi , seçeneklerin teklif edilmesi ve bu yaklaşımları doğrulama yetilerinin kazandırıldığı seviyedir.

Seviye 1 ve Seviye 2 Foundation sınavında kapsanmaktadır.

Seviye 2 , Seviye 3 ve Seviye 4 Practitioner sınavında kapsanmaktadır.

Seviye 5 Advanced Practitioner sınavında kapsanmaktadır.

MSP Eğitim içeriği Educore

     Overview, principles and governance themes overview

Definitions of:
-Programme
-Project
-Programme management

Three core concepts of MSP (principles, governance themes and transformational flow)

Three critical organizational elements aligned by programme management

Three types of programme (vision-led, emergent and compliance)

Seven principles that improve the probability of a programme achieving its objectives

Nine governance themes

Characteristics of programmes

Elements of a programme management environment and how they relate to each other

The characteristics of strategies and plans

Characteristics of the seven principles that improve the probability of a programme achieving its objectives

How the principles, governance themes and transformational flow processes relate to each other

Sorts of drivers that cause organizations to initiate a change programme and the areas that may be affected by change

Programme information baselines

Reasons business alignment is important and the factors that need to be addressed when establishing a programme

Determine (with specific reasons) whether the given change initiative should be managed as a programme or project

Determine (with specific reasons) the characteristics of a programme. That is, whether it is predominantly triggered as a vision-led programme, emergent programme or a compliance programme, together with its impact.

Determine how to align the programme with the seven principles

Identify how each role should contribute to programme governance throughout the life of the programme:

-SRO
-Programme manager
-Programme officeThe reasons for managing a given change initiative as a programme or project

How well the programme is aligned with the seven principles

Proposals for the application of concepts relating to the overview, principles and governance themes overview within the specific context of the programme

Aspects the overview, principles and governance themes overview that should be applied and managed differently

Organization and programme office

Defined roles (Sponsoring Group, SRO, Programme Board, Programme Manager, BCM, Business Change Team and  Programme Office).

Three features of an effective programme organisation

Typical membership of:

-Sponsoring groupb.Programme board

-The purpose of the organization structure

Sponsoring group and programme board:

-Purpose
-Responsibilities

SRO:
-Purpose
-Responsibilities

Programme manager:

-Purpose

– Responsibilities

BCM(s):
-Purpose
-Responsibilities

Business change team:

-Purpose
-Responsibilities

The purpose of the programme office

Areas of focus of each of the following roles for the governance theme organization:

1. SRO
2. Programme manager

3. BCM(s)

4. Programme office

Project board roles that could be fulfilled by those with programme management responsibilities

Key attributes of the:
1. SRO

2. Programme manager

3. BCM(s)

Transformational flow activities associated with the governance theme organisation

Characteristics of effective programme leadership and the principles that underpin it

Additional governance roles

1. Defined roles

2. Purpose of each of the defined roles

Ways a programme office can provide service

Select information that should be found in a role description or terms of reference for each of the following roles

The sponsoring group and its members

SRO
-The programme board
-Programme manager
BCM(s)
-Programme office
-Identify suitable candidates for each of the following roles:
-Sponsoring group

BCM(s) and any BCM forum or steering group

Any required business change team(s)

Any additional governance roles

Identify:
1. How and when, during the life of the programme, each of the defined roles should be appointed

2. Factors that may influence the design of a programme organization

3. How the programme organization is likely to evolve during the life of the programme

Identify how the programme should go about achieving appropriate levels of engagement with its constituent projects

Determine how each of the following roles should apply the guidance provided by the governance theme „organization‟ throughout the life of the programme:

-Sponsoring group
-Programme board
-SRO
-Programme manager
-BCM(s)
-Programme office

Identify the most appropriate option for providing programme office support

Whether role descriptions or terms of reference produced to support the appointment of members of the programme management team are „fit for purpose‟

Whether a programme organization (including any forum/steering group, business change team(s) and additional governance
roles), is appropriate

Whether those nominated to fulfill identified roles are appropriate

Whether the required levels of engagement between the programme and its constituent projects are achievable

Whether specified activities associated with the governance theme „organization‟ should be undertaken by (any) identified programme management team members

Proposals for the application of the governance theme organization and the provision of programme office support within the specific context of the programme

Aspects of the governance theme organization and programme office support that should be applied and managed differently
Inter-relationships between the governance theme organisation and other aspects of the management of the programme, other programmes and the wider organisation

Inter-relationships between the programme office and other aspects of the management of the programme, other programmes and the wider organisation

Vision

Definition of a vision statement

1. The purpose of a vision and a vision statement

2. Characteristics of a good vision statement

The areas of focus for the governance theme vision of:

1. SRO
2. Programme manager
3. BCM(s)

Type of content of a vision statement

Reasons why major changes to the vision statement should be avoided

Transformational flow activities associated with the governance theme vision

Identify appropriate information for inclusion in the:

-Outline vision statement
-Vision statement

Determine activities and roles involved in the development and (where appropriate) maintenance of the outline vision statement and vision statement throughout the life of the programme

Identify activities associated with the development of the vision statement

Identify situations that could cause changes to the vision statement to be considered and whether changes to programme information brought about by a significant change in the direction of the programme are appropriate

Whether specified activities associated with the governance theme „vision‟ should be undertaken by (any) identified members of the programme management team

Proposals for the application of the governance theme vision within the specific context of the programme

Aspects of the governance theme vision that should be applied and managed differently

Inter-relationships between the governance theme vision and other aspects of the management of the programme, other programmes and the wider organisation

Leadership and stakeholder engagement

The purpose of:

-Influence/interest matrix
-Programme communications plan
-Stakeholder map

Stakeholder engagement strategy

Stakeholder profiles

Management and leadership

The purpose of  “visioning workshops‟ and the “do-nothing vision”

The relationship between a stakeholder‟s importance to a programme and its impact on them with the level and type of stakeholder engagement the programme should undertake with them

Areas of focus for the governance theme leadership and stakeholder engagement of:

1. SRO

2. Programme manager

3. BCM(s)

4. Programme office

Steps in the stakeholder engagement cycle (not the sequence) and the purpose of each

Typical contents of:

1. Stakeholder engagement strategy

2. Programme communications plan and the characteristics of a good programme communications plan

3. Stakeholder profiles

Stakeholder management and stakeholder engagement

Communication and engagement

Business change management

Factors to be considered when implementing a programme‟s stakeholder engagement strategy

Activities undertaken during each of the steps in the stakeholder engagement cycle

Reasons programmes should exercise control over their projects‟ communications

Transformational flow activities associated with the governance theme leadership and stakeholder engagement

Determine activities and roles involved in the development and maintenance of the following, throughout the life of the programme:

-Stakeholder engagement strategy
-Stakeholder map
-Influence/interest matrix
-Stakeholder profiles
-Programme communications plan

Determine how a programme should go about exercising an appropriate level of control over its projects‟ communications

Determine how each element of the programme stakeholder engagement process should be applied

Determine how each role should apply the guidance provided by the governance theme “leadership and stakeholder engagement‟ throughout the life of the programme, together with any contribution that could be made by independent PR and communications specialists

Proposals for the application of the governance theme leadership and stakeholder engagement within the specific context of the programme

Aspects of the governance theme leadership and stakeholder engagement that should be applied and managed differently

Inter-relationships between the governance theme leadership and stakeholder engagement and other aspects of the management of the programme, other programmes and the wider organisation

Benefits management (BM)

Four critical validation tests of a benefit (DOAM)

How benefits are best described using change terms

The purpose and scope of benefits management

Elements and sequencing of the path to benefit realisation and corporate objectives

Type of content of:

1. Benefits map

2. Benefit profiles

Areas of focus for the governance theme benefits management of:

1. SRO

2. Programme manager

3. BCM (s)

4. Programme office

Ways that benefits management drives other aspects of programme management

Characteristics of KPIs and benefits measures

The scope and objectives of benefits reviews, where in the life of a programme (and afterwards) these should be undertaken and activities and roles involved

Transformational flow activities associated with the governance theme benefits management

Identify specific activities and roles associated with the development and maintenance of the following throughout the life of the programme:

1. Benefits management strategy

2. Benefits map

3. Benefit profiles

4. Benefits realization plan

Determine the results of the four critical validation tests of a benefit

Categorise benefits

Determine how each role should apply the guidance provided by the governance theme ‘benefits management’ throughout the life of the programme

Whether the benefits were correctly categorised

Whether the specified measurement techniques are appropriate

Whether specified activities associated with the governance theme benefits management should be undertaken by (any) identified members of the programme management team

Proposals for the application of the governance theme benefits management within the specific context of the programme

Blueprint design and delivery (BL) 

Definition of each of element of the ‘POTI’ model

The purpose and type of contents of a blueprint

The purpose of:

1. Tranches
2. Workstreams

Main areas of focus for the governance theme blueprint design and delivery of:

1. SRO
2. Programme manager
3. BCM(s)
4. Programme office

Nature of collaboration between ‘blueprint design and delivery’ and the other governance theme

The purpose of options analysis and the factors to be considered when arranging solutions into projects

Transformational flow activities associated with the governance theme blueprint design and delivery

Relationships that exist between a programme’s blueprint and its:
1. Vision statement
2. Projects dossier
3. Programme plan
4. Benefits map
5. Benefits realization plan
6. Business case

Identify appropriate information for inclusion in the blueprint

Identify specific activities and roles associated with the development and maintenance of the blueprint throughout the life of the programme

Whether a programme blueprint is fit for its purpose

Whether specified activities associated with the governance theme ‘blueprint design and delivery’ should be undertaken by (any) identified members of the programme management team

Proposals for the application of the governance theme blueprint design and delivery within the specific context of the programme

Planning and control (PL) 

Definition of a resource

The purpose of:

-Monitoring and control strategy
-Programme plan
-Projects dossier
-Resource management plan
-Resource management strategy

Main areas of focus for the governance theme planning and control of:

1. SRO
2. Programme manager
3. BCM(s)
4. Programme office

Three types of dependencies that must be managed during a programme.

Relationships that exist between a programme plan and:
1. Benefit profiles
2. Benefits realization plan
3. Monitoring and control strategy
4. Project briefs
5. Projects dossier
6. Project plans

Characteristics of resources

Transformational flow activities associated with the governance theme planning and control

Determine activities and roles involved in the development and (where appropriate) maintenance of the following, throughout the life of the programme:

Programme plan
Projects dossier
Monitoring and control strategy
Resource management plan
Resource management strategy

Determine:
1. Types of resources required by the programme
2. Resources that need to be shared
3. Specific factors to be considered when planning the use of shared resources

Delineate the programme’s projects and specific factors that should be considered when constructing the programme’s schedule of project delivery

Whether the programme’s schedule of project delivery is appropriate

Business case (BC)

The purpose and type of contents of a business case

Key questions answered by a business case during the life of the programme

Different types of programme cost identified in the guidance

The relationships that exist between a business case and the principles, and what managing a business case is primarily concerned with

Programme information (documents) that would need to be reviewed as a result of a significant change to a business case

Link between a programme’s Business Case and its projects’ business cases, how they differ

Concept and use of the net benefit line

Transformational Flow activities associated with the governance theme ‘business case’

Identify appropriate information for inclusion in the:
1. Outline business case
2. Business cas

Determine activities and roles involved in the development and (where appropriate) maintenance of the following, throughout the life of the programme:
1.Outline business case
2.Business case

Identify sources of information and costs that should be included in the business case

Identify which specific programme information would need to be reviewed due to a significant change to the business case

Determine how each role should apply the guidance provided by the governance theme ‘business case’ throughout the life of the programme

Whether changes to programme information caused by a significant change to the business case were appropriate

Whether specified activities associated with the governance theme business case should be undertaken by (any) identified members of the programme management team

Aspects of the governance theme business case that should be applied and managed differently

Inter-relationships between the governance theme business case and other aspects of the management of the programme, other programmes and the wider organization

Risk and issue management (RM)

Definition of:
-Risk (opportunity and threat)
-Issue (risk that has now materialized, request for change or
problem/question affecting part or all of the programme)
– Configuration item

Defined risk responses (threats and opportunities)

Four risk management perspectives

Three perspectives associated with managing programme issues and risks

Descriptions of
-Impact
-Probability
-Proximity

Description of risks, including causes, events and effects of threats and opportunities

The purpose of:
-Issue register
-Issue management strategy
-Probability impact grids & summary risk profile
-Progress reporting
-Risk management strategy
-Risk register

The purpose of:
-Risk owners
-Risk actions

Principal areas of risk and issues of each of the four organizational perspectives

Links between a programme’s approach to managing risks and issues

The purpose of the principles of programme risk management

Risk evaluation techniques

How to calculate expected value

Basic steps of change control

Links between change control and configuration management

Characteristics of early warning indicators

Transformational flow activities associated with the governance theme risk and issue management

Determine how to adhere to the principles of programme risk management

Identify activities and roles associated with the development and maintenance of the following, throughout the life of the programme:
-(Risk and issue) progress report
-Risk management strategy
-Risk register

Select suitable early warning indicators

Determine how each role should apply the guidance provided by the governance theme ‘risk and issue management’ throughout the life of the programme

Whether the programme is adhering to the principles of programme risk management

Whether the following programme information is fit for its purpose:
1. Probability impact grids & summary risk profile
2. (Risk and issue) progress report
3. Risk management strategy
4. Risk register

Whether entities are correctly identified according to their type:
-Risks from each perspective – threats and opportunities
-Issues from each perspective

Whether identified early warning indicators are fit for their purpose

Whether specified activities associated with the governance theme risk and issue management should be undertaken by (any) identified members of the programme management team

Aspects of the governance theme risk and issue management that should be applied and managed differently

Inter-relationships between the governance theme risk and issue management and other aspects of the management of the programme, other programmes and the wider organisation

Quality and assurance management (QA)

Techniques that may be used to help assure that the programme is being delivered optimally (audit, effectiveness of measurements, assurance reviews, P3M3 maturity assessments and gated reviews)

Assurance management principles

The purpose, and scope of:
-Programme quality
-Assurance

Programme quality management and project quality
management

Asset management

Configuration management

Main areas of focus for the governance theme quality and assurance management of:
1. SRO
2. Programme manager
3. BCM(s)
4. Programme office

Characteristics of the techniques that may be used to help assure that the programme is being delivered optimally

Ways that each of the programme management principles can be tested to ensure that the programme is being delivered optimally

The different purposes of Health Checks and maturity assessments

The evolution of information baselines

Critical success factors that underpin successful information management systems

Transformational flow activities associated with the governance quality and assurance management

Identify quality and assurance activities that should be undertaken throughout the life of the programme

Determine the relationships that exist between quality and the
programme management principles , together with how those principles may be tested to ensure that the programme is being
delivered optimally

Identify the most appropriate techniques to help assure that the programme is being delivered optimal

Determine how each role should apply the guidance provided by the governance theme ‘quality and assurance management’ throughout the life of the programme

The findings of techniques applied to help assure that the programme is being delivered optimally

Proposals for the application of the governance theme quality and assurance management within the specific context of the programme

Transformational Flow (TF)

Names and sequence of the six transformational flow processes

Names and sequencing of the three distinct sets of activities undertaken during Realizing the Benefits (manage pre-transition, manage transition and manage post-transition)

Reasons for Identifying a Programme

Reasons for Defining a Programme

Reasons for Managing the Tranches

Reasons for Delivering the Capability

Reasons for Realizing the Benefits

Tests for programme closure and reasons for Closing a Programme
1. Inputs
2. Activities
3. Outputs 
of Identifying a Programme , Defining a Programme , Managing the Tranches , Delivering the Capability

Factors that should be considered when assessing the capacity of the organization to make changes

Identify the formal approvals required during the life of the programme

Aspects of the transformational flow and its processes that should be applied and managed differently

Inter-relationships between the transformational flow and its processes and other aspects of the management of the programme, other programmes and the wider organization

MSP sınav ve sertifikaları Educore

Exam Type (Paper & Web Based)  :   Foundation (2011 Version)

Prerequisites :   Self study is acceptable but training through an Accredited Training Organization is recommended

Passing Mark :    50%    (35 out of 70)

Exam Time :    60′

Results :    Web based – Immediate preliminary results

Paper based – 2 days after the exam paper is received by PEOPLECERT

Exam Type (Paper & Web Based)  :   Pratitioner (2011 Version)

Prerequisites :   Foundation Certificate Self study is acceptable but training through an Accredited Training Organization is recommended

Passing Mark :    50%    (40 out of 80)

Exam Time :    150′
Open-book (only the MSP Guide)

Results :    Web based – Immediate preliminary results

Paper based – 2 days after the exam paper is received by PEOPLECERT

Exam Type (Paper & Web Based)  :  Advanced Practitioner (2011 Version)

Prerequisites :   Practitioner Certificate Self study is acceptable but training through an Accredited Training Organization is recommended

Passing Mark :    50%    (38 out of 75)

Exam Time :    180′ Open-book (other material in the form of course notes, examples, copies of presentations, etc. can be used during this examination but no electronic aids, such as laptops, may be used).

Results :    Web based – Immediate preliminary results

Paper based – 2 days after the exam paper is received by PEOPLECERT

Exam Type (Paper & Web Based)  :   Practitioner Re-registration

Passing Mark :    50%    (15 out of 30)

Exam Time :    75′
Open-book (only the MSP)

Results :    Web based – Immediate preliminary results

Paper based – 2 days after the exam paper is received by PEOPLECERT

Exam Type (Paper & Web Based)  :   Advanced Practitioner Re-registration

Passing Mark :    A 2000 – 4000 word dissertation (38 out of 75 marks) or re-sit the Advanced Practitioner exam

Exam Time :    No time restriction

Teklif / Demo / Bilgi İstek Formu
Adınız*

Soyadınız*Çalıştığınız Kurum*AdresinizŞehirEmail Adresiniz*Telefon Numaranız*Teklif/Demo/Bilgi İstediğiniz Ürün veya Konu*