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A Guide to the Project Management Body of Knowledge: PMBOK 5th Edition 2013

 
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Microsoft Project 2016



  
Ultimate Study Guide: Foundations Microsoft Project 2013


 
The Ultimate Application Administrators Guide for Project Online

Program and PMO: Top 5 of 2016
PMConnection Articles

Below are the top 5 most visited items from each category within our Research Center for 2016. 

If you missed any previous newsletters, this is a great way to catch up!!


Project Management

1. Project Assumptions - Podcast 

2. 21 PM Templates for $20

3. Don't Mind Failure: An Interview with the Scientist behind the Mars Rovers

4. Skilling Up for a Project Management Career

5. Scaled Agile Framework White Paper

 

 

Microsoft Project

1. Microsoft Project 2016 Preview: Multiple Timelines

2. Mastering Formulas in Microsoft Project

3. Postponing a Microsoft Project Schedule

4. Using Budget Resources - video

5a. Using the Ribbon in Microsoft Project - Video

5b. 30 Second Report - video

 

 

Microsoft Project Templates

1. Commercial construction project plan

2. Project Management Plan

3. Engineering project Plan

4. Website Development

5. Agile Project Management

 

 

PMP

1. How to prepare for your PMP Exam. Step 7: What to Expect on Your PMP Exam Day - Video

2. The Complete Guide to PMP 35 Contact Hours of Project Management Education

3. How to prepare for your PMP Exam. Step 5: Study Tips and Techniques - video

4. Getting Recertified and Earning PDUs - video

5. What you need to know about the upcoming PMBOK® Guide 6th Edition

 

 

Program Management and PMO

1. A Five-Phase Approach to Launching a PMO

2. How to Set Up Project Management Office - Video

3. Building a PMO that Helps Vendors Work Together

4. Using Project Management Office (PMO) To Improve Project Management Abilities

5. Measuring your way to failure?

 

 

Microsoft Project Server or Project Online

1. 3 new enhancements to Project Online

2. Understanding security in Project Online and Project Server 2013 - Slides 

3. Project Portfolio Dashboard App

4. The Power of Resource Engagements – Project Online

5. Project Online: Server Settings - Missing Security Options

 

 

Portfolio Management

1. Project Portfolio Management defined

2. Project Portfolio Management (PPM) - Video

3. 2016 Project Portfolio Management Trends 

4. Top 10 Reasons for Project Portfolio Management (PPM) Failure

5. Project Evaluation Template         

               

 

Innovation Management

1. Global Dynamics of Innovation and Project Management

2. 10 Rules for Managing Global Innovation

3. How to Get Buy-in and Resources for Enterprise Innovation

4. Innovating vs. Operating

5. Seven Strengths for Innovative Leaders and Teams - Videos

 

 

Great Websites

1. Project Management PrepCast 

2. PM Study Coach

3. Certified PMO Director 

4. Online PM Courses

5. 4PMTI



Note:
You may find this helpful:


Posted by webadmin on Thursday, December 29 @ 09:13:41 CST (2377 reads)
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Program and PMO: Top 5 of 2015
PMConnection Articles


Below are the top 5 most visited items from each category within our Research Center for 2015. 

If you missed any previous newsletters, this is a great way to catch up!!


Project Management

1              How to Get Started in Project Management

2              10 Signs You’re a Project Manager

3              $ Coaching on Project, Program or Portfolio Management

4              The Common Pains from Poor Project Management

5              Project Management Statistics for 2015

 

 

Microsoft Project

1              10 Signs You Don’t Really Know Microsoft Project - video

2              Microsoft Project - The Most Popular Project Management Software - See Statistics Here

3              Make the switch to Project 2013 – video

4              422 Microsoft Project; Fields, Terms and Definitions

5              Microsoft Project Pro for Office 365: An Overview - video

 

 

Microsoft Project Templates

1              Agile Project Management

2              Commercial Construction

3              Agile Project Plan

4              802.11 Master Development Schedule

5              $ PMP Exam Prep Plan  

 

 

PMP

1              $ PMP Application Template in Excel

2              100 Free Questions

3              How To Get The PMP Certification – Video

4              How PMP’s are making a difference around the world

5              50 Free PMP Exam Prep Questions

 

 

Program Management and PMO

1              6 Steps to a Successful Project Management Office

2              How PMOs can balance time, cost and quality

3              Talent Management: Powering Strategic Initiatives in the PMO

4              Must-Have Practices to Enrich Your PM Capability

5              Your Resources Are Falling Through The Cracks 

 

 

Microsoft Project Server

1              Create your own carousel on the PWA home page!!

2              Free Training on Microsoft Project, Project Online and Project Server

3              Microsoft’s Vision and Roadmap for Work, Project, and Portfolio Management – video

4              Bulk update custom fields and create project sites from a workflow

5              7 Ways to Sustain Adoption of your PPM Solution, Post-Implementation

 

 

Portfolio Management

1              99 Portfolio Management Terms

2              One Page Plan for Successful Portfolio Management

3              Project Portfolio Management Overview - Video2          

               

 

Innovation Management

1              Building innovation into project management

2              Managing Innovation from Concept to Cash

3              5 Ways to Innovate Now

4              Project Management vs Innovation: Friends or Foes? - Slides

5              Managing Your Innovation Portfolio

 

 

Other

1              $ The Goal Calculator



Note: You might find this helpful:


Posted by webadmin on Tuesday, March 01 @ 22:51:23 CST (5038 reads)
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Program and PMO: 84 Program Management Terms
PMConnection Articles

84 Program Management Terms and Definitions
 
- All Free!
- Includes definitions
- Within a searchable database
- Aligns with MSP 2011 Edition
- No Login Required

See all 84 Project Management Terms and Definitions here:






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Program and PMO: MSP® Glossary Terms and Definitions
PMConnection Articles


Within this database you will find all 84 terms and definitions located with the Managing Successful Programmes Glossary, the 2011 Edition.


Expand your Program Management vocabulary, or if you are studying for one of the MSP® Certification exams, you can use this site like flashcards to help you memorize the definitions.


MSP® Glossary Terms and Definitions here.



Note: You may find this book helpful:

Posted by webadmin on Saturday, December 20 @ 10:35:11 CST (6212 reads)
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Program and PMO: Managing Successful Programs (MSP®) - Book Summary
PMConnection Articles

These are summary notes from the 2011 Edition.



1.       Introduction

1.1.    Purpose of this guide – Represent proven best practices in Program Management

1.1.1.  MSP is based upon 3 core concepts

1.1.1.1.              Principles

1.1.1.2.              Governance Themes

1.1.1.3.              Transformational Flow

1.2.    What is a Program? – A temporary, flexible organization created to coordinate, direct and oversee the implementation of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objective.

1.3.    What is Program Management? – The action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business.

1.3.1.  Program Management aligns e key organization elements:

1.3.1.1.              Corporate Strategy

1.3.1.2.              Delivery mechanism for change

1.3.1.3.              Business-as-usual environment

1.4.    Why use Program Management? – To help organization successfully manage complex change

1.5.    The Program Management Environment

1.6.    Types of Programs

1.6.1.  Vision-led

1.6.2.  Emergent

1.6.3.  Compliance

1.7.    Program Impact – Program Impact Matrix:

1.7.1.  Y Axis

1.7.1.1.               Specification-led

1.7.1.2.               Business Transformation

1.7.1.3.               Political

1.7.2.  X Axis

1.7.2.1.               High

1.7.2.2.              Medium

1.7.2.3.              Low

1.8.    When to use MSP?

1.8.1. See Y axis above, or any time there is high level of complexity or ambiguity

1.8.2.  A program is always planned and managed with an end in mind

1.9.    Best Management Practice Guidance – Lists other publications

1.10.Some MSP Terminology

1.10.1.    Corporate Strategy

1.10.2.    Corporate Policy

1.10.3.    Program Governance Strategies

1.10.4.    Program Plans

1.11.How to use this guide

2.       Program Management Principles

2.1.    Introduction – MSP provides a framework for understanding all programs

2.2.    7 Principles

1.       Remain Aligned to Corporate Strategy

2.       Leading Change

3.       Envisioning and communicating a better future

4.       Focusing on the benefits and threats to them

5.       Adding value

6.       Designing and delivering a coherent capability

7.       Learning from Experience

2.2.1.  Remain Aligned to Corporate Strategy

2.2.1.1.              Program and Business Case must be both robust and flexible

2.2.1.2.              Program Management is agile and adaptive

2.2.2.  Leading Change

2.2.2.1.              Leadership must:

2.2.2.1.1.                     Provide clear direction

2.2.2.1.2.                     Gain trust

2.2.2.1.3.                     Engage stakeholders

2.2.2.1.4.                     Appoint the right people

2.2.2.1.5.                     Live in uncertainty

2.2.2.1.6.                     Solve problem and create novel solutions

2.2.2.1.7.                     Support the transition until new methods are established

2.2.2.2.              The capability that the program will deliver is defined in the Blueprint

2.2.2.3.              Blueprint meets organizations needs

2.2.2.4.              A program is a learning organization

2.2.2.5.              Programs perform better when management assumes an attitude of being learners

3.       Governance Themes

3.1.    Program Organization

3.2.    Vision

3.3.    Leadership and Stakeholder Engagement

3.4.    Benefits Management

3.5.    Blueprint Design and Delivery

3.6.    Planning and Control

3.7.    The Business Case

3.8.    Risk and Issue Management

3.9.    Quality and Assurance Management

3.10.Program Mandate is the first stage of the Business Case

3.11.SRO – Senior Responsible Owner

3.12.BCM – Business Change Manager

3.13.Sponsoring Group

3.14.Program Board

4.       Program Organization

4.1.    Need:

4.1.1.  Roles

4.1.2.  Accountability and Responsibility

4.1.3.  Management and Reporting Structure

4.2.    Program Management is most effective when issues are debated freely and risks are elevated openly

4.3.    Program Board = SRO, Program Manager, BCM

4.4.    Principles for effective leadership

4.4.1.  Create vision of future, communicate and inspire

4.4.2.  Empower decision making

4.4.3.  Commitment and authority to:

4.4.3.1.              Ensure correct resources are available

4.4.3.2.              Influence and engage with stakeholders

4.4.3.3.              Balance program priorities with business

4.4.3.4.              Focus on realization of business benefits

4.4.4.  Skills and experience to actively manage:

4.4.4.1.              Culture and people issues

4.4.4.2.              Finances and conflicting resource demands

4.4.4.3.              The coordination of the projects

4.4.4.4.              Risk identification, elevation and management

4.5.    Sponsoring Group

4.5.1.  Investment decision

4.5.2.  Define direction of the business

4.5.3.  Ensure alignment of program with strategic objectives

4.5.4.  Responsibilities of Sponsoring Group

4.5.4.1.              Provide organizational context of Program

4.5.4.2.              Authorizing program mandate

4.5.4.3.              Authorizing program definition

4.5.4.4.              Participate in end of tranch reviews

4.5.4.5.              Authorize funding

4.5.4.6.              Resolve issues between programs

4.5.4.7.              Authorize strategic direction

4.5.4.8.              Authorize the progress

4.5.4.9.              Lead by example to implement values

4.5.4.10.           Provide commitment and endorsement

4.5.4.11.           Appoint SRO

4.5.4.12.           Authorize Vision Statement

4.5.4.13.           Authorize delivery and sign off

4.6.    SRO

4.6.1.  Responsibilities of SRO

4.6.1.1.               Create and communicate vision

4.6.1.2.               Provide leadership and direction

4.6.1.3.              Secure investment

4.6.1.4.              Ensure program delivers capability, achieves outcome and realizes benefit

4.6.1.5.              Establish governance

4.6.1.6.              Ensure viable business case

4.6.1.7.              Interface with stakeholders

4.6.1.8.              Monitor strategic risks

4.6.1.9.              Maintain alignment with organizational strategy

4.6.1.10.           Assurance and Audit reviews

4.6.1.11.           Ensure program is organized properly

4.6.1.12.           Appoint, Chair and set priorities for program board

4.6.2.  Key attributes of a SRO

4.6.2.1.              Have seniority for the responsibilities and accountabilities of the role

4.6.2.2.              Be proactive and visible as the driving force behind the Program

4.6.2.3.              Possess strong leadership and decision making skills

4.7.    Program Board – Established by the SRO

4.7.1.  Responsibilities of the program board

4.7.1.1.              Define acceptable risk profile and threshold

4.7.1.2.              Ensure program delivers within boundaries

4.7.1.3.              Resolve conflicts between projects

4.7.1.4.              Assure integrity of benefits profile and realization plan

4.7.1.5.              Maintain focus on Blueprint

4.7.1.6.              Provide assurance for operational stability and effectiveness through delivery cycle

4.7.2.  Membership of program board

4.7.2.1.              SRO

4.7.2.2.              Program Manager

4.7.2.3.              BCM

4.7.2.4.              Optional:

4.7.2.4.1.                     Project Executives

4.7.2.4.2.                     Representatives from corporate function (like Finance)

4.7.2.4.3.                     Lead supplier

4.8.    Program Manager – Responsible for leading, managing, set up of the program, delivery of capability, realization of benefits, closure of program.  Business Change Manager – Responsible for benefits realization via their adoption.

4.8.1.  Responsibilities of the Program Manager

4.8.1.1.              Day to day management

4.8.1.2.              Agent on behalf of SRO

4.8.1.3.              Plan, design, and monitor progress

4.8.1.4.              Develop and implement governance framework

4.8.1.5.              Coordinate projects and interdependencies

4.8.1.6.              Manage Risks and Issues

4.8.1.7.              Maintain integrity of Program

4.8.1.8.              Manage budget

4.8.1.9.              Facilitate appointment of individuals to teams

4.8.1.10.           Ensure output of project meets program requirements

4.8.1.11.           Facilitate development of Blueprint

4.8.1.12.           Manage Blueprint – Ensure capabilities delivered align

4.8.1.13.           Manage performance of program team

4.8.1.14.           Maximize allocation of resources and skills

4.8.1.15.           Manage suppliers

4.8.1.16.           Manage communication with Stakeholders

4.8.1.17.           Initiate intervention when gaps found

4.8.1.18.           Report progress to SRO

4.8.2.  Key attributes of a Program Manager

4.8.2.1.              Ability to work positively with individuals and groups

4.8.2.1.1.                     Program Management Team

4.8.2.1.2.                     Senior Managers

4.8.2.1.3.                     Project Team Members

4.8.2.1.4.                     Third Party Service Providers

4.8.2.2.              Seniority to take on responsibilities required by the role

4.8.2.3.              Strong leadership and management skills

4.8.2.4.              Understanding of wider objectives of Program

4.8.2.5.              Credibility within program and ability to influence

4.8.2.6.              Good knowledge of techniques for planning, monitoring and controlling programs, including risk management

4.8.2.7.              Good knowledge of project management approaches

4.8.2.8.              Good knowledge of budgeting and resource allocation procedures

4.8.2.9.              Ability to find innovative ways to solve or pre-empt problems

4.9.    Business Change Manager (BCM) – Responsible for realizing the benefit by embedding capability into business operations.  Requires intimate knowledge of and credibility in operational business

4.9.1.  Responsibilities of BCM

4.9.1.1.              Primarily benefits focused

4.9.1.2.              Represents business and SRO for:

4.9.1.2.1.                     Defining the benefits

4.9.1.2.2.                     Defining the future state of business area

4.9.1.2.3.                     Assess progress towards realizing benefits

4.9.1.2.4.                     Achieve measured improvement

4.9.1.2.5.                     Monitor performance

4.9.2.  Key attributes of the BCM

4.9.2.1.              Drawn from relevant business area

4.9.2.2.              Ongoing operational responsibilities within the business area

4.9.2.3.              Have the confidence of senior management

4.10.Business Change Team – Group that could be formed to help the BCM by guiding stakeholders through the change cycle.

4.11.Program Office

4.11.1.    Plays two roles:

4.11.1.1.           Provide support and guidance to the projects and initiatives

4.11.1.2.           Be the home for governance and control. Includes:

4.11.1.2.1.                 Standards

4.11.1.2.2.                 Approvals

4.11.1.2.3.                 Financial monitoring

4.11.1.2.4.                 Assurance

4.11.1.2.5.                 Health Checks

4.12.Program Assurance – Assess certain aspect of program to generate confidence that program is on track

4.13.Additional Governance Roles

4.13.1.    Risk Manager

4.13.2.    Program Accountant

4.13.3.    Design Authority – Some specific SME area

4.13.4.    Benefits Realization Manager

4.13.5.    Procurement Expertise

4.13.6.    Communication Manager

4.13.7.    Resource Manager

4.14.Implementing and Managing the program organization

4.14.1.    There is no one exact organizational model that will fit all programs

4.15.Program Organization within Transformational Flow – Leadership style could vary over the life of a program:

4.15.1.    Identifying a Program

4.15.1.1.           Best led by facilitating, guiding and offering suggestions

4.15.2.    Defining a Program

4.15.2.1.           Style must drive the coordination and ensure best elements emerge from design

4.15.2.2.           Organizational structure document is the output

4.15.3.    Managing the Tranches

4.15.3.1.           Focus is on outcome and delivery

4.15.3.2.           Instructive leadership style is best

4.15.4.    Delivering the Capability

4.15.4.1.           Project Management Skills applied here

4.15.4.2.           The SRO shouldn’t get too involved

4.15.4.3.           BCM satisfied that completed work will deliver benefits

4.15.5.    Realizing the Benefits

4.15.5.1.           Focus is on:

4.15.5.1.1.                 Communications

4.15.5.1.2.                 Preparing organization for change

4.15.5.2.           Skills needed – Business Analyst, Planning, Training

4.15.6.    Closing a Program

4.15.6.1.           Close the program and ensure benefits

4.15.6.2.           Management Style:

4.15.6.2.1.                 Get the job done

4.15.6.2.2.                 Analyze results

4.15.6.2.3.                 Deal with people issues

5.       Vision

5.1.    Introduction – A picture of a better future

5.2.    Characteristics of a Good Vision Statement

5.2.1.  Written as a future statement

5.2.2.  Understood by stakeholders – easy to communicate

5.2.3.  Written with broadest grouping of stakeholders as the audience

5.2.4.  Engages the heart as well as the head

5.2.5.  Sets out current reality as part of justification for change

5.2.6.  Matches degree of transformation change with boldness of vision conveyed

5.2.7.  Avoids target dates

5.2.8.  Described as desired future

5.2.9.  Verifiable, but without too many performance targets

5.2.10.    Flexible to remain relevant

5.2.11.    Provides context and direction for Blueprint

5.2.12.    Short and memorable, but relevant

5.3.    Developing and Maintaining the Vision Statement

5.3.1.  Developed by SRO and a select few

5.3.2.  Included in Program Brief

5.4.    Vision within the Transformational Flow

5.4.1.  Identifying a Program – Vision Statement drafted

5.4.2.  Defining a Program – Vision Statement refined

5.4.3.  Managing the Tranches – Act as a beacon.  Used to guide decision making.

5.4.4.  Delivering the Capability – Clear connection for each project initiated

5.4.5.  Realizing the Benefits – Contents of vision statement underpin communication and help motivate change

5.4.6.  Closing a Program – Test is to see if it has been achieved.  Some benefits may remain to be realized.

6.       Leadership and Stakeholder Engagement

6.1.    Introduction – The better the leader, the better the chances of success

6.2.    Nature of Stakeholder engagement and role of leadership - .  Must involve stakeholders

6.3.    Leadership

6.4.    Business Change Management

6.5.    Communications with the projects and other programs

6.6.    Steps involved in Stakeholder Engagement

6.6.1.  Identify Stakeholders – Who

6.6.2.  Create Stakeholder Profiles – Why and what

6.6.3.  Define stakeholder engagement strategy - How

6.6.4.  Planning the engagement – When.  Engagement is more active and embracing than communications. 

6.6.4.1.              Objectives of communications process

6.6.4.1.1.                     Keep awareness and commitment high

6.6.4.1.2.                     Ensure expectations do not drift out of line

6.6.4.1.3.                     Explain what changes will be made and when

6.6.4.1.4.                     Describe desired future

6.6.4.2.              Core elements of successful communications

6.6.4.2.1.                     Stakeholder identification and analysis

6.6.4.2.2.                     Message clarity and consistency

6.6.4.2.3.                     Effective system of message delivery

6.6.4.2.4.                     Feedback collection system

6.6.4.3.              Stakeholder profiles feed communication plan

6.6.4.4.              Communication Plan should be designed to:

6.6.4.4.1.                     Raise awareness

6.6.4.4.2.                     Gain commitment

6.6.4.4.3.                     Keep informed

6.6.4.4.4.                     Promote key messages

6.6.4.4.5.                     Make communications two way

6.6.4.4.6.                     Understanding of outcome

6.6.4.4.7.                     Promote outcomes

6.6.4.5.              Communication Plan should answer:

6.6.4.5.1.                     What are objectives of each communication

6.6.4.5.2.                     What are the key messages

6.6.4.5.3.                     Who are stakeholders

6.6.4.5.4.                     What information will be communicated

6.6.4.5.5.                     What reaction might stakeholders have

6.6.4.5.6.                     What do we need to be sensitive of

6.6.4.5.7.                     When will each communication be delivered

6.6.4.5.8.                     How much and what detail

6.6.4.5.9.                     What mechanism

6.6.4.5.10.                 How will feedback be encouraged

6.6.4.5.11.                 How will feedback be recorded and reviewed

6.6.5.  Engaging Stakeholders – To Do’s

6.6.5.1.              Engage – Ask….then influence

6.6.6.  Measuring Effectiveness – Results

7.       Benefits Management

7.1.    Introduction – The heart of Program Management.

7.1.1.  Benefit – Measurable Improvement

7.1.2.  Dis-benefit – Measurable decline

7.2.    Alignment of Benefits with Corporate Objectives

7.2.1.  Path to Benefits Realization

7.2.1.1.               Projects create Output

7.2.1.2.               Output builds Capability

7.2.1.3.               Capabilities enable Outcomes

7.2.1.4.               Outcomes realize Benefits

7.2.2.  Programs deliver transformational change as opposed to incremental change

7.2.3.  Benefits management may continue beyond end of Program

7.3.    Benefits Categorization – Benefits should be categorized to ensure a balanced portfolio

o    Why Categorize?

§  Ensure the proper level of risk

§  Reporting and tracking

§  Identify overlaps

§  Track relationship between objectives and benefits

§  Help manage change to priorities

§  Create common set of terminology

§  Enable portfolio level view of benefits

o    Possible categories

§  Value

§  Financial Impact

§  Timeline

§  Level of Risk

7.3.1.  Value – The three E’s is a good starting point for defining benefits:

7.3.1.1.              Economic Benefit

7.3.1.2.              Effectiveness Benefit

7.3.1.3.              Efficiency Benefit

7.3.2.  Financial Impact

7.3.3.  Corporate Objective

7.3.4.  Stakeholder Impact

7.3.5.  Timeline

7.3.6.  Level of Risk

7.4.    Benefits Management Cycle

7.4.1.  Identify Benefits

7.4.1.1.              Use a benefits profile

7.4.1.2.              Possibly consolidate into Benefits Register

7.4.1.3.              Each benefit is assigned to someone

7.4.2.  Plan Benefits Realization

7.4.2.1.              Benefits Attribution

7.4.2.2.              Benefits Validation – should pass 4 critical validation tests

7.4.2.2.1.                     Description – What is the benefit

7.4.2.2.2.                     Observable outcomes – What will be the noticeable difference between pre and post program

7.4.2.2.3.                     Attribution

7.4.2.2.3.1.   Where will benefit arise?

7.4.2.2.3.2.   Can this program claim benefit?

7.4.2.2.3.3.   Is accountability and responsibility clear?

7.4.2.2.4.                     Measurement – How and when will achievement be measured

7.4.2.3.              Benefits Realization Plan – Should be developed along side Program Plan

7.4.3.  Deliver Benefits Realization – 3 Stages

7.4.3.1.              Pre Transition – Establish KPI and Metrics

7.4.3.2.              Transition – BCM – Monitors performance

7.4.3.3.              Post Transition – Benefits reviews at the end of each tranch

7.4.4.  Benefits Reviews – Benefits should be quantifiable and measurable

8.       Blueprint Design and Delivery

8.1.    Introduction

8.1.1.  Vision statement gets expanded into Blueprint

8.1.2.  Blueprint is not concerned with how to get to the future state.  The how is dealt with when designing project dossier.  Project dossier – Different solutions and routes to get to future state

8.2.    Blueprint Design - Blueprint is model of future organization, its practices and processes and the information it requires and the technology that supports its operation. Blueprint provides Target Operating Model.

o    POTI model outlines what should be in Blueprint

§  Processes - business models, operational costs, performance levels

§  Organizational structure - roles, skills

§  Technology - buildings, systems, equipment

§  Information

8.2.1.  Future State – Blueprint shows intermediate future state.  Blueprint describes the elements of the future organization.  It is the combination of these elements that enable outcome.

8.2.2.  Current State and Gap Analysis

8.3.    Designing the Blueprint Delivery

8.3.1. Options analysis

8.3.2. Optimizing the approach

8.3.3. Step changes through tranches

8.3.3.1.              A Tranch:

8.3.3.1.1.                     Made up of one or more projects or activities

8.3.3.1.2.                     Delivers a step change in capability for the organization

8.3.3.1.3.                     Provides a control point at which program can be redirected or stopped

8.3.3.1.4.                     Has it’s own Business Case

8.3.3.1.5.                     The benefit of sequential tranches is the organization can learn from what it has achieved thus far

8.3.3.1.6.                     More difficult when over-lapping

8.4.    Blueprint design and delivery within the transformational flow

8.4.1.  Identify a Program – Document “as is” state (Blueprint)

8.4.2.  Define a Program

8.4.2.1.              After vision statement

8.4.2.2.              Define “To Be” state (Blueprint)

8.4.2.3.              Done in parallel with developing benefits and the projects

8.4.3.  Managing the Tranches – The Blueprint maintains direction and control

8.4.4.  Delivering the Capability

8.4.4.1.               Provides bases for requirements for the projects

8.4.4.2.              Basis for more details in the project briefs

8.4.5.  Realizing the Benefits – The blueprint provides the “as is” state.  This is the baseline to compare against.

8.4.6.  Closing a Program – Success will be measured on whether capability was delivered as defined in Blueprint.

9.       Planning and Control

9.1.    Introduction – Key to success of any transformation Program

9.2.    Program Plan – Key document.  Provides complete picture

9.2.1.  Resources

9.2.2.  Resource Management Strategy and plan

9.2.3.  Risk Management

9.2.4.  Project Dossier

9.2.4.1.              Project Register includes

9.2.4.1.1.                     Description

9.2.4.1.2.                     Requirements and relationship to Blueprint

9.2.4.1.3.                     Specific outputs required

9.2.4.1.4.                     Time Constraints

9.2.4.1.5.                     Dependencies

9.2.4.1.6.                     Anticipated budget

9.2.4.1.7.                     The contribution to program benefit

9.2.4.2.              Project Briefs get built from Project Register entries

9.2.5.  Deadlines and Constraints

9.2.6.  Scheduling – The program treats each project as a black box.  Use Dependency Network.

9.2.7.  Priorities

9.2.7.1.              Procurements

9.2.7.2.              Resource Requirements

9.2.7.3.              Early Benefits Realization

9.3.    Program Control

·              End of tranch review are control points

·               Program delivers benefit through outcome

·               Projects deliver output and capability

9.3.1.  Monitoring and Control Strategy

9.3.1.1.              How will maintain governance

9.3.1.2.              Project starts and stages controlled

9.3.1.3.              Interdependencies managed

9.3.2.  Dependency Management

9.3.2.1.              3 Types of dependencies

9.3.2.1.1.                     Internal – How projects relate to each other

9.3.2.1.2.                     Intra – Tied to another program or corporate portfolio

9.3.2.1.3.                     External – Outside all programs.  Like: Legislation or strategic direction

9.3.3.  Starting Projects

9.3.3.1.              Use Project Brief

9.3.3.1.1.                     Includes

9.3.3.1.1.1.1.          Objective

9.3.3.1.1.1.2.          Scope

9.3.3.1.1.1.3.          Outputs

9.3.3.1.1.1.4.   

Note: You will find this book helpful:


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Program and PMO: How to Schedule Your MSP Exam
PMConnection Articles

There are testing locations around the world including both Canada and the United States.  To schedule your exam, contact examinations@apmg-us.com . You will need to provide the following information in your e mail:

- Name as it Appears on Your Photo ID
- Contact Phone Number
- Postal Address
- Email Address
- Exam Name

An APMG-US representative will contact you to advise you on venue options and to complete the booking process.



Learn More:
Overview of MSP®
Principles in MSP®
Governance Themes in MSP®
Processes in MSP®
MSP® Certifications
MSP® Terms and Definitions
MSP® Exam Pricing
How to Schedule Your MSP® Exam


Note: You will find this book helpful:

Managing Successful Programmes (MSP®) Study Guide

Posted by webadmin on Saturday, November 08 @ 11:55:19 CST (3879 reads)
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Program and PMO: MSP Exam Pricing
PMConnection Articles

Here is the current pricing for the “Managing Successful Programmes” MSP® Exams:

- Foundation Examination                                    $ 339.00
- Practitioner Examination                                    $ 494.00
- Advance Practitioner Examination                        $ 602.00
- Practitioner Re-Registration Examination              $ 386.00
- Advanced Practitioner re-Registration Examination $ 386.00



Learn More:
Overview of MSP®
Principles in MSP®
Governance Themes in MSP®
Processes in MSP®


Note: You will find this book helpful:

Managing Successful Programmes (MSP®) Study Guide

Posted by webadmin on Saturday, November 08 @ 11:48:36 CST (3906 reads)
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Program and PMO: MSP Certifications
PMConnection Articles

There are currently 3 “Managing Successful Programmes”(MSP®) certifications available:
1. MSP Foundation
2. MSP Practitioner
3. MSP Advanced Practitioner

MSP® Foundation
The MSP Foundation exam consists of 75 multiple choice questions to be answered in 60 minutes. The pass mark is 50%. This is a closed-book examination.
MSP Foundation is the entry level to the MSP qualification scheme and is a prerequisite to all further MSP training. Delegates can study MSP Foundation on their own to learn MSP basics and terminology or as a prerequisite for further study.

Prerequisite for exam: None


MSP® Practitioner
The MSP Practitioner Exam is an objective marking style paper:
- 8 questions
- Total of 80 marks
- 2.5 hours duration
- Candidates need to achieve a mark of 50% to pass the paper
- Open book exam - may only take the MSP Guide into the exam room for reference during the exam
- A pre-requisite for this exam is a score of 60% at Foundation level for candidates that have taken the Foundation exam on or after 1 March 2008. Candidates that have taken their Foundation exam prior to 1 March 2008 are exempt from this rule.
MSP Practitioner is for any organization or individual seeking the need for a controlled approach to managing programs and portfolios of projects. This qualification level can be reached by doing a combined Foundation/ Practitioner course. Upgrades are available for delegates who already hold the MSP Foundation certificate.


MSP® Advanced Practitioner
The Advanced Practitioner examination is an essay based, open book paper. The paper consists of up to 3 questions with a total of 75 marks available to be completed within 3 hours. Candidates need to achieve a mark of 38+ to pass the paper.
Designed for anyone in, or aspiring to, a senior role within a program. This qualification level can be attained by completing a combined Foundation/ Practitioner/ Advanced Practitioner course of study. Upgrades are available for delegates who already hold the MSP Practitioner certificate.



Learn More:
Overview of MSP®
Principles in MSP®
Governance Themes in MSP®
Processes in MSP®


Note: You will find this book helpful:

Managing Successful Programmes (MSP®) Study Guide

Posted by webadmin on Saturday, November 08 @ 11:31:35 CST (3347 reads)
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Program and PMO: Processes in MSP
PMConnection Articles

“Managing Successful Programmes”(MSP®) calls these processes or iterative steps the Transformational flow:

1. Identifying a Program
2. Defining a Program
3. Managing the Tranches
4. Delivering the Capability
5. Realizing the Benefits
6. Closing a Program



Learn More:
Overview of MSP®
Principles in MSP®
Governance Themes in MSP®
Processes in MSP®


Note: Here is the book:


Managing Successful Programmes 2011

Posted by webadmin on Saturday, November 08 @ 11:12:25 CST (3078 reads)
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Program and PMO: Governance Themes in MSP
PMConnection Articles

There are 9 Governance Themes within “Managing Successful Programmes”(MSP®):

1. Program Organization
2. Vision
3. Leadership and Stakeholder Engagement
4. Benefits Management
5. Blueprint Design and Delivery
6. Planning and Control
7. The Business Case
8. Risks and Issue Management
9. Quality and Assurance Management


Learn More:
Overview of MSP®
Principles in MSP®
Governance Themes in MSP®
Processes in MSP®


Note: Here is the book:


Managing Successful Programmes 2011

Posted by webadmin on Saturday, November 08 @ 11:05:30 CST (2907 reads)
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