MSP® Practitioner Course
Certificate: MSP® Practitioner Course
Duration: 2 Days
Course Delivery: Classroom, Virtual Classroom
Course ID: PPM2310
The Managing Successful Programmes (MSP®) Practitioner Course provides an opportunity to learn how MSP can be applied to real live programmes and it prepares participants for the MSP Practitioner examination.
This level aims to confirm that a candidate has sufficient knowledge and understanding of the MSP guidance to act as an informed member of a programme management team. That is, someone responsible for managing, leading, supporting or advising on work within an MSP environment.
The course is entirely focused at applying MSP in programme scenarios. Exercises will be based on the participant’s own experience, and a case study with a similar format used in the APM Group Practitioner Exam. This case study will be used to test the thorough understanding of the application of MSP.
MSP® was developed as a best practice guide on Programme Management. The guide comprises a set of Principles and a set of Processes for use when managing a programme. MSP represents proven programme management best practices, in the successful delivery of transformational change, through the application of programme management. MSP is very flexible and designed to be adapted to the needs of local circumstances.
The MSP framework is based on three core concepts:
● MSP Principles. These are derived from positive and negative lessons learned from programme experiences. They are the common factors that underpin the success of any transformational change.
● MSP Governance Themes. These define an organization’s approach to programme management. They allow an organization to put in place the right leadership, delivery team, organization structures and controls; giving the best chance for success.
● MSP Transformational Flow. This provides a route through the lifecycle of a programme, from its conception through to the delivery of the new capability, outcomes and benefits.
At the end of this course, participants will gain competencies in / the ability to:
● Identify additional value as a result of managing the described change as an MSP programme.
● Explain each of the MSP principles, the governance themes and the transformational flow activities.
● Explain the relationship between the MSP principles, governance themes, the transformational flow, programme information (documents) and the MSP defined programme management roles; and apply that understanding.
● Apply each of the MSP principles, governance themes and transformational flow processes.
● Produce or evaluate examples of MSP programme information (documents).
● Identify activities that should be undertaken during each of the processes of the transformational flow, together with the accountabilities and responsibilities of each of the defined roles.
● Understand which management products are input to, output from, and updated in each of the six transformational flow processes.
● Pass the Practitioner exam.
● Participants must have passed the MSP Foundation exam.
● Participants must have refreshed their MSP 2011 knowledge prior to the course.
● Participants should ideally have experience of managing or working in programmes prior to attending.
● Knowledge of the PRINCE2® project management method is advantageous, but by no means mandatory. Some exposure to a project management method will aid understanding of how the programme works with these projects.
You receive a copy of the classroom presentation materials and the workbook, which contains reference material.
● MSP® INTRODUCTION & OVERVIEW — What is a programme? What is programme management? MSP® Structure.
● MSP® FRAMEWORK AND CONCEPTS — Principles, governance themes, transformational flow, management strategies and plans.
● VISION — What is a Vision? What makes a good Vision Statement?
● IDENTIFYING A PROGRAMME — Programme Mandate. Linking to Policy and Strategy. Preparing a Program Brief. Planning to Define the Programme.
● BLUEPRINT DESIGN AND DELIVERY — What is a Blueprint, and what does it contain? Developing a Blueprint from the Vision Statement.
● DEFINING A PROGRAMME — Creating a Programme Definition Document (including the Project Dossier, the Programme Plan and the Programme Business Case).
● PLANNING AND CONTROL — What is a Programme Plan and how is it developed? The Project Dossier. Resourcing and scheduling.
● BENEFITS REALIZATION MANAGEMENT — The key driver for the programme. How Benefits Realization links to achieving strategic objectives. Outcome Relationship Models and Benefit Maps. Planning for benefits realization.
● ORGANIZATION AND THE PROGRAMME OFFICE — Organization and leadership. Organizational structure, the key roles and their responsibilities. What is a Programme Office and what service does it provide.
● THE BUSINESS CASE — Developing, managing and reviewing the programme’s Business Case.
● LEADERSHIP AND STAKEHOLDER ENGAGEMENT — Leadership as opposed to management. How “leaders” actively engage stakeholders. Analyzing and engaging with stakeholders. Stakeholder maps and matrices.
● MANAGING THE TRANCHES — Implementing governance arrangements. Establishing tranches. Managing risks and issues.
● DELIVERING THE CAPABILITY AND REALIZING THE BENEFITS — Co-ordinating and managing projects on the Project Dossier. Starting and closing projects. Maintaining alignment with the programme. Ensuring that project outputs are fit for purpose and can be integrated into operations, so that benefits can be realized. Pre-transition, transition and post-transition activities.
● QUALITY AND ASSURANCE MANAGEMENT — Critical Success Factors. The scope of programme quality and assurance management. Quality processes. Configuration Management. Quality Management Strategy and Plan. Information Management Strategy and Plan.
● RISK MANAGEMENT AND ISSUE RESOLUTION — Principles, approach and strategy for managing risks and resolving issues. Managing and controlling changes in programmes.
● CLOSING A PROGRAMME — Formal confirmation of completion. Finalizing programme information.
● Programme managers who may have a background in managing projects, but have not previously operated in a transformational change environment.
● Senior managers who will “sponsor” the change, or perhaps be held accountable for its success.
● Programme office staff (PMO) wishing to build upon their project management knowledge.
● Experienced project managers.
● Business change managers.
● Senior Responsible Owners (a.k.a. programme executives).
● Other specialist/governance roles involved in supporting programmes that follow the MSP guidance, as well as those wishing to pursue higher level qualifications (e.g., programme managers).
About the Examination
The MSP Practitioner exam consists of:
● Eight questions, each worth 10 marks each. Total of 80 marks.
● “Objective Test Examination” format—a complex, multiple-choice examination.
● Two and a half hours duration.
● Delegates may use their official MSP manual, “Managing Successful Programmes” (only).
● Candidates require a minimum of 40 marks (50%) to pass.
Please note that candidates must pass the foundation exam before attempting the practitioner exam. By successfully passing the practitioner exam, delegates attain “Registered Practitioner” status.