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MSP: Governance Themes

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  1. Programme organization

    • Describes the structures for a programme, including the responsibilities and competencies of individuals within those structures.

  2. Vision

    • Describes the role of the vision statement, its development and contents, and contextual importance to the programme.

  3. Leadership and stakeholder engagement

    • Describes the need and nature of leadership against the backdrop of stakeholder engagement. Provides tools and techniques to analyse individual and groups of stakeholders with a cycle of activities to maintain engagement and support the communications plans.

  4. Benefits management

    • Explains how benefits are central to any programme and describes that can be deployed to ensure the benefits are realized.

  5. Blueprint design and delivery

    • Describes the criticality of designing the operating model that the programme will deliver. It outlines the concepts of the 'as-is' state, the 'to-be' state, and the step changes required to achieve the target operating model.zq

  6. Planning and control

    • Describes the elements that need to be considered to plan, design and deliver the complex set of management activities required to maintain control of the programme, enable project delivery and focus on transition to maintain business as usual during change.

  7. The business case

    • Describes how the business case will provide thekey decision-making information within any programme. It represents the balance between the investment costs and the realizable benefits to be achieved; this helps define the lifecycle of the business case and management controls to be applied.

  8. Risk and issue management

    • Describes how risk and issue management should be applied to the programme to ensure a structured and systematic approach to identifying and controlling risks and issues. Risk management is based on the Management of Risk (M_o_R®) best-practice framework.

  9. Quality and assurance management

    • Describes how quality is applied to the programme, describes the areas and activities that characterize quality in the programme and how assurance should be designed and applied to ensure success.


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MSP: Programme Management Principles

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PRINCE2にもITIL 4にも似た概念があるが、優先度が違う気がする。
その違いは、扱うものや規模の違いによるものと思われる。



  1. Remaining alighed with corporate strategy

    • A programme is typically a large investment that should make a significant contribution towards achieving corporate performance targets. A well-managed programme maintains good links with a sometimes-volatile corporate strategy.
    • 組織の方針から外れて行動してはならない。

  2. Leading change

    • Seeing through change in a programme is a leadership challenge. In addition to the need to manage a large number of complex tasks, people need to be led. It is impossible to move to a better future without clear leadership.
    • リーダーが率先して動くことにより、チームとのコミュニケーションが円滑になる。
    • Projectが経緯(Case)優先なのに対し、Programmeは人優先なのが異なる点。
    • 7点のPrincipleの中で、これが最もページを使い、例題が多いため、重要なのだと思います。

  3. Envisioning and communicating a better future

    • A programme is relevant where there is a need to achieve transformational change, where there is some marked step change or break with the present required in the future capacity. In order to achieve such a beneficial future state, the leaders of a programme must first describe a clear vision of that future.
    • 組織が掲げるビジョンが、チームを動かすのに決定的な役割を果たす。ビジョンがブレると危ない。

  4. Focusing on the benefits and threats to them

    • Best-practice programme management aligns everything towards satisfying strategic objectives by realizing the end benefits. Thus the programme's boundary, including the projects and activities that become part of the programme, is determined to enable the realization of these end benefits. The ultimate success of a programme is judged by its ability to realize these benefits and the continuing relevance of these benefits to the strategic context. If the benefits are of strategic value, then effective risk management is crucial.
    • Programmeの利益不利益を関係部署やメンバーに伝えることで、彼らの考えと行動がクリアになる。

  5. Adding value

    • A programme only remains valid if it adds value to the sum of its constituent projects and major activities. If it is found to add nothing, then it is better to close the programme and allow the projects to proceed independently.
    • 価値が無ければ、そのProjectをProgrammeから外したり、またはProgramme自体を終了させ、独立したProjectとして継続する。
    • ITIL 4のSVS「Guiding Principles」に「Focus on value」というのがあるが、寧ろ「Keep it simple and practical」に似ている。

  6. Designing and delivering a coherent capability

    • The capability that the programme will deliver is defined in the blueprint. The programme will deliver a coherent organizational capability that is released into operational use according to a schedule that delivers maximum incremental improvements with minimal adverse operational impact.
    • Programmeが成功した時の世界がどうなのか、青写真が描けるようにする。

  7. Learning from experience

    • A programme is learning organization in that it reflects upon and improve its performance during its life. Good governance requires approaches to managing the different themes that are regularly adjusted and adapted on the basis of experience and results to date. For example, good benefits management encourages stakeholders to identify new opportunities to realize benefits as their awareness and experience increases.


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ProgrammeとProjectの違い

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  • Programme

    • A temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization's strategic objectives.
    • Programmes deal with outcomes.



  • Project

    • Also a temporary organization, usually existing for a much shorter duration, which will deliver one or more outputs in accordance with an agreed business case. A particular project may or may not be part of a programme.
    • Projects deal with outputs.



Example: building a new school may be a straightforward project for the construction company carrying out the work, with the output being the completed building. However, for the education authority, it may be part of a programme, where the buildings is merely one of several different interdependent outputs, which together will ensure the long-term benefits of providing improved education and recreation in a particular community.
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プログラム、プログラム管理、MSPの定義

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現時点の理解。



  • Programme
    The coordinated organization, direction and implementation of a dossier of projects and transformational activities.(各種進行中のプロジェクトや変革活動における組織構成、方針、パフォーマンス。)
  • Programme management
    The action of carrying out the programme to achieve outcomes and realize benefits of strategic importance to the business.

Programme management aligns three critical organizational elements:

  • Corporate strategy
  • Delivery mechanisms for change
  • Business-as-usual environment


PRINCE2はプロジェクト、MSPはプログラムを成功へ導くためのガバナンス。MSPは単一のプロジェクトだけではなく、会社として掲げるビジョンの達成・新事業・法改正への適応のために、相互関連する複数のプロジェクトを成功へ導くためのものと思われる。プロジェクトよりも一回り規模が大きなものに使われると言える。
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プログラムの種類

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3種類ある。現時点、プロジェクトとの明確な差異は不明。



  1. Vision-led (ビジョン主導のもの)

    • Has come into existence to deliver a clearly defined vision that has been created and is sponsored by the top of the organization (組織のトップが掲げた明確なビジョンに伴うミッションであり、予算が組まれている。)
    • Tends to be top down in approach, with cross-functional implications for the organization's operations (トップダウン型の傾向が強く、部署をまたいだ活動。)
    • Entrepreneurial programmes developing new products and services, that focus on innovation or strategic opportunity offered by the business environment (新しい製品やサービスの開発のための新事業。発明や戦略に焦点が置かれる。)
    • In the public sector, this could be the translation of political priorities into a programme which will refine and deliver the desired changes (公的機関においては、政治的な複雑な情報を、噛み砕いて伝達するのに使える。)

  2. Emergent (新興のもの)

    • Evolves from concurrent, individual projects that have grown within an organization. There is now recognition that coordination of the project is necessary to deliver the changes and the desired benefits (同時進行中の、別々のプロジェクトから発展するもの。望む利益を得るために、プロジェクトの調整が必要との認識がある状況。)
    • Is transitory, as it becomes a planned programme when its vision, context and direction have been defined and established (一時的なもの)

  3. Compliance (法令遵守)

    • May also be referred to as a "must do" programme (必須のもの)
    • The organization has no choice but to change as a result of an external event, such as legislative change (法改正など避けられないもの)
    • Benefits may be expressed in terms of compliance, achievement and avoidance of negative implications rather than measurable improvements in performance. (施行による利益は「効果測定」でなく「法に従わなかった場合」との比較から評価される。)


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次の受験予定

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AXELOS (著)

受けたい試験が数多くありますが、費用対効果を考えると、学校へ行ってまで勉強するのは、やや抵抗があります。また学校の場合、半年や1年と期間が限られており、仕事との両立が難しい。かと言って、参考書の閲覧のみで通過できる難易度の試験ではありません。よって、試験対策アプリがあるならば、それを最大限に活用できる試験を優先して進めたいところです。次はこのMSPという試験を勉強します。
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