Kursavgift: kr 14 900 | Varighet: 2 dager PDU=21
- Program Managers who may have a background in managing projects, but have not previously operated in a transformational change environment./li>
- Senior Managers who will “sponsor” the change, or perhaps be held accountable for its success.
- Program Office Staff (PMO) wishing to build upon their project management knowledge.
- Experienced Project Managers.
- Other specialist/governance roles involved in supporting programs following the MSP guidance together with those wishing to pursue higher level qualifications (e.g., program managers).
- Participants must have passed the MSP Foundation examination.
- Participants should ideally have experience of managing or working in programs 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 program works with these projects.
- MSP® INTRODUCTION & OVERVIEW - What is a program? What is program 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 PROGRAM - Program Mandate. Linking to Policy and Strategy. Preparing a Program Brief. Planning to Define the Program.
- BLUEPRINT DESIGN AND DELIVERY - What is a Blueprint, and what does it contain? Developing a Blueprint from the Vision Statement.
- DEFINING A PROGRAM - Creating a Program Definition Document (including the Project Dossier, the Program Plan and the Program Business Case).
- PLANNING AND CONTROL - What is a Program Plan and how is it developed? The Project Dossier. Resourcing and scheduling.
- BENEFITS REALIZATION MANAGEMENT - The key driver for the program. How Benefits Realization links to achieving strategic objectives. Outcome relationship models and Benefit Maps. Planning for benefits realization./
- ORGANIZATION AND THE PROGRAM OFFICE - Organization and leadership. Organizational structure, the key roles and their responsibilities. What is a Program Office and what service does it provide.
- THE BUSINESS CASE - Developing, managing and reviewing the program’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.< i="">
- 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 program.
- Ensuring that project outputs are fit for purpose and can be integrated into operations, so that benefits can be realised. Pre-transition, transition and post-transition activities.
- QUALITY MANAGEMENT - Critical Success Factors. The scope of program quality 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 programs.
- CLOSING A PROGRAM - Formal confirmation of completion. Finalizing
Exam is included in the course.
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 Programs” (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.