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 Foundation Eğitim Açıklaması
Bu kurs katılımcılara Başarılı Programları Yönetme (MSP) program yönetim metodolojisine yönelik kusursuz bir anlama sağlar, bir şirketin stratejik hedefleri ve onun günlük çalışması doğrultusunda programları yönetmek için MSP kullanımını açıklamak ve anlamak için gereken bilgi dağarcığını sunar.
Tamamen akredite eğitmenler ve MSP kullanımında kapsamlı deneyime sahip endüstri uzmanları tarafından verilen bu kurs adayların gerçek dünyada MSP yöntemiyle programları yönetmenin nasıl uygulanacağını anlamalarına yardımcı olmak üzere ilgili, modern bir durum örnek çalışması içermektedir. Ayrıca katılımcılar için kendi alıştırma sonuçlarını sunmak ve bunlar sınıfın kalanı ile tartışmaları, böylece çok sayıda farklı endüstriden çok farklı bakış açıları kazanmak için çok sayıda olanak vardır.
MSP Hakkında
Başarılı Programları Yönetme (MSP®), Program Yönetimi konusunda bir en iyi uygulama kılavuzu olarak geliştirilmiştir. Bu kılavuz bir program yönetirken kullanım için bir dizi İlkeden ve bir dizi Süreçten meydana gelir. MSP, program yönetimi uygulaması boyunca dönüşümcü değişimin başarılı uygulamasında kanıtlanmış yönetim en iyi uygulamasını temsil eder. MSP çok esnektir ve yerel koşulların ihtiyaçlarını karşılamak için adapte edilecek şekilde tasarlanmıştır.
MSP çerçevesi üç temel kavrama dayanır:
- MSP İlkeleri. Bunlar program deneyimlerinden öğrenilen pozitif ve negatif derslerden türetilir. Bunlar herhangi bir dönüşümcü değişimin başarısının temelini oluşturan ortak faktörlerdir.
- MSP Yönetişim Temaları. Bunlar bir kuruluşun program yönetime olan yaklaşımını tanımlar. Bunar bir kuruluşun doğru liderlik, dağıtım takımı, kuruluş yapıları ve kontrolleri yerine koyarak başarı için en iyi şansı vermesine olanak sağlar.
- MSP Dönüşümcü Akış. Bu, yeni yeterlik, çıktılar ve faydaların teslimatı yoluyla bir programın kavramasından o programın yaşam döngüsü boyunca bir yol sağlar.
Hedef Kitle
- Projeleri yönetmede geçmiş deneyimleri olan ancak dönüşümcü değişim ortamında önceden çalışmamış yeni atanmış program yöneticileri.
- Değişime “sponsor olacak” veya belki de başarısı için sorumlu tutulacak üst düzey yöneticiler.
- Kendi alanında değişimi uygulamaktan sorumu operasyonal yöneticiler.
- Programda veya ilgili projelerde bir rol almış operasyonel personel.
- Kendi proje yönetimi bilgilerini inşa etmek isteyen program ofis personeli (PMO).
- Deneyimli proje müdürleri.
- Program yönetiminde profesyonel bir yeterlik arayanlar.
Öğrenme Amaçları
Bu kurs sonunda, katılımcılar aşağıdaki konularda yeterliğe sahip olacaktır:
- MSP ilkeleri ve yapısını anlamak.
- Değişen bir ortamda yapılandırılmış bir yöntemin faydalarını anlamak.
- MSP işlem modelini açıklamak.
- MSP temalarını anlamak.
- Bir Program özeti ve Vizyon Açıklamasını tasarlamak.
- Bir Programı örgüt yapısı önermek.
- Her düzeyde paydaşlarla bağlantı kurmak.
- Vizyon ve planı ve de bunların en yararlı şekilde nasıl uygulanabileceğini anlamak.
- İlerleme kontrol mekanizmalarını uygulamak.
- Programı düzey kalitesi ve risk yönetim prensiplerine değer vermek.
- Yapılandırma yönetiminin önemini fark etmek.
Ön Koşullar
Temsilciler katılım öncesinde programları yönetme ve bunlarda çalışma konusunda ideal olarak deneyimi olmalıdır. PRINCE2® proje yönetim metodunun bilgisi avantajlıdır ancak asla zorunlu değildir; bir proje yönetimine biraz maruz kalma programın bu projelerle nasıl çalıştığını anlamaya yardım edecektir.
Sınav Hakkında
Bu kurs üç günlük süre botunca 03:00’da ayarlanmış hazır sınavı seyrini içerir. Sınav şunları içerir:
- 75 çoktan seçmeli soru
- 1 saat
- Kapalı-Kitap
- Adayların geçmek için en az 35 doğru cevap (%50) vermeleri gerekir
MSP EĞİTİM PLANI
- MSP® GİRİŞ VE GENEL BAKIŞ – Bir program nedir? Program yönetimi nedir? MSP® Yapısı
- MSP® ÇERÇEVESİ VE KAVRAMLAR – İlkeler, yönetişim temaları, dönüşümcü akış, yönetim stratejileri ve planlar.
- VİZYON – Bir ‘vizyon’ nedir? İyi bir Vizyon Açıklamasını yapan şey nedir?
- BİR PROGRAMI TANIMLAMA – Program Emri. Politika ve Stratejiyi bağlama. Bir Program Özeti hazırlama. Programı Tanımlamak için Planlama
- TASLAK TASARIM VE DAĞITIM – Bir Taslak nedir ve ne içerir? Bir Vizyon Açıklamasından bir Taslak geliştirme.
- BİR PROGRAMI TANIMLAMA – Bir Program Tanım Belgesi Oluşturma (Proje Dosyası, Program Planı ve Program İş durumu dahil).
- PLANLAMA VE KONTROL – Bir Program Planı nedir ve nasıl geliştirilir? Proje Dosyası. Kaynak bulma ve planlama.
- FAYDALARI GERÇEKLEŞME YÖNETİMİ – Program için anahtar sürücü. Faydaları gerçekleştirme nasıl stratejik hedefleri başarmayla bağlantılıdır. Sonuç ilişki modelleri ve Fayda Haritaları. Faydaları gerçekleştirilme için planlama.
- ORGANİZASYON VE PROGRAM OFİSİ – Organizasyon ve liderlik. Örgütsel yapı, anahtar roller ve sorumluluklar. Program Ofisi nedir ve o ne gibi hizmetler sağlar.
- İŞLETME PLANI – programın İşletme Planını geliştirme, yönetme ve gözden geçirme.
- LİDERLİK VE PAYDAŞ İLGİSİ – Yönetime karşı olarak liderlik. Nasıl ‘liderler’ aktif olarak paydaşlarla ilgilenir. Analiz etme ve paydaşlarla ilişkide bulunma. Paydaş haritaları ve matrisler.
- DİLİMLERİ YÖNETME – Yönetişim düzenlemelerini uygulama. Dilimleri oluşturma. Riskleri ve sorunları yönetme.
- YETERLİĞİ SAĞLAMA VE FAYDALARI GERÇEKLEŞTİRME – Proje Dosyasındaki projeleri koordine etme ve yönetme. Projeleri başlatma ve kapatma. Program ile uyumu sağlama. Proje çıktılarının amaç için uygun olduğundan ve çalışmalara entegre edilebildiğinden emin olarak faydaların gerçekleştirilebilmesi. Ön-geçiş, geçiş ve geçiş sonrası etkinlikler.
- KALİTE VE GÜVENCE YÖNETİMİ – Kritik Başarı Faktörleri. Program kalite ve güvence yönetiminin kapsamı. Kalite süreçleri. Konfigürasyon Yönetimi Kalite Yönetimi Stratejisi ve Plan. Bilgi Yönetimi Stratejisi ve Planı.
- RİSK YÖNETİMİ VE SORUN ÇÖZÜMÜ – Riskleri yönetmek ve sorunları çözmek için ilkeler, yaklaşım ve strateji. Programlarda değişimleri yönetme ve kontrol etme.
- BİR PROGRAMI KAPATMA – Tamamlanmanın yasal doğrulaması. Program bilgilerini sonlandırma.
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
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
