The document provides an overview of the MSP (Managing Successful Programmes) framework. It defines key terms like project, programme and portfolio. It explains that a programme coordinates projects and activities to deliver outcomes that benefit the organization's strategy. The document outlines the MSP transformational flow and governance themes, and how they work together. It also provides a brief history of the development of the MSP standard.

1. PRINCE2®,P3O®,MSP®,MoP®,M_o_R®,MoV®,ITIL®,P3M3®areregisteredtrademarksofAXELOSLtd.Theswirllogo™isatrademarkofAXELOSLtd

2. Start and finish Course style
LunchCoffee and breaks
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3.  Explain the need for programme management
 Explain the role of programmes and programme
management in delivering business transformation
 Describe the responsibilities of the programme
team
 Describe the relationship between the MSP
Transformational Flow and the
Governance Themes
 Describe the correct sequence of processes in
the MSP Transformational Flow together with
the inputs, outputs, purpose and activities for each
process
Main goal
 Attempt Foundation exam with confidence
Secondary goal
 Benefits and value of programme management and MSP
M00 - Course introduction 3/15 | 3/296

4.  Please share with the class:
 Your name and surname
 Your organization
 Your profession (title, function, job
responsibilities)
 Your familiarity with the
PRINCE2/PMBOK
 Your familiarity with the programme
management
 Your experience with MSP/PgMP
 Your personal session expectations
M00 - Course introduction 4/15 | 4/296

5. Day1
Module Subject Start End
Total Time
(in hours)
01 Introduction to programme management and MSP 09:00 12:00 03:00
02 MSP principles 12:00 12:30 00:30
03 Vision 12:30 13:00 00:30
Lunch 13:00 13:30 00:30
04 Blueprint design and delivery 13:30 15:00 01:30
05 Identifying and defining a programme 15:00 16:30 01:30
Recap Day 1 (including sample exam questions) 16:30 17:00 00:30
Total Training Time 08:00
M00 - Course introduction 5/15 | 5/296

6. Day2
Module Subject Start End
Total Time
(in hours)
Review Day 1 09:00 09:15 00:15
06 Organization 09:15 10:00 00:45
07 Programme office 10:00 12:00 02:00
08 Business case 12:00 13:00 01:00
Lunch 13:00 13:30 00:30
09 Planning and control 13:30 15:00 01:30
10 Benefits management 15:00 16:30 01:30
Recap Day 2 (including sample exam questions) 16:30 17:00 00:30
Total Training Time 08:00
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7. Day3
Module Subject Start End
Total Time
(in hours)
Review Day 2 09:00 09:15 00:15
11 Managing tranches, delivering capability, realising benefits 09:15 11:15 02:00
12 Leadership and stakeholder engagement 11:15 13:00 01:45
Lunch 13:00 13:30 00:30
13 Quality and assurance management 13:30 14:30 01:00
14 Risk and issue management 14:30 15:30 01:00
15 Closing a programme 15:30 16:00 00:30
Foundation exam 16:00 17:00
Total Training Time 07:00
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8.  Foundation Exam:
 Paper based and closed book exam
 Only pencil and eraser are allowed
 Simple multiple (ABCD) choice exam
 Only one answer is correct
 75 questions, pass mark is 35 (50%)
 max 70 points, 5 questions of control.
 1 hour exam
 No negative points, no “Tricky Questions”
 No pre-requisite for Foundation exam
 Sample, two (official) mock exams are
provided to you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
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9.  Practitioner Exam:
 Objective test based on a small programme
scenario
 Paper based and open book exam
 Reference to MSP handbook
 Handbook is provided for students
 2.5 hour
 4 questions worth 20 marks each (80
marks), pass mark is 40 (50%)
 Dictionary/translation lists allowed for non-
native speakers
 Non-scientific calculator for basic
calculations
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
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10.  Advanced Practitioner Exam
 For (aspiring) programme managers
 Complex programme case study provided
in advance of the exam
 Paper based and open book exam
 Reference to MSP handbook
 Handbook is provided for students
 3 hour written exam
 Up to three questions with two or more
parts
 Pass mark is 50%
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 10/15 | 10/296

11. MSP syllabus section code and title
OV Overview, principles and governance themes overview
OP Organization and programme office
VS Vision
LS Leadership and stakeholder engagement
BM Benefits management
RO Blueprint design and delivery
PL Planning and control
BC The business case
RM Risk and issue management
QA Quality and assurance management
TF Transformational flow (FA – FF)
Module slide number / total module slides
Slide number /
total slides
Module number
and name
MSP
handbook page
MSP syllabus
section code
Syllabus Handbook PageM00 - Course introduction 11/15 | 11/296

12. See Appendix #2 for more mind maps from AXELOS Global Best Practice
M00 - Course introduction 12/15 | 12/296

13. quizlet.com/42710311/
M00 - Course introduction 13/15 | 13/296

14. Freeware, scalable
MSP PDF reference
card
Governance Themes vs
Transformation Flow in one big
reference card with manual
reference
Free to download, use
and share
M00 - Course introduction 14/15 | 14/296

15. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
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Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer:
(MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
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17. 1. Introduction to programme
management and MSP
2. MSP principles
3. Vision
4. Blueprint design and delivery
5. Identifying and defining a programme
6. Organization
7. Programme office
8. Business case
9. Planning and control
10. Benefits management
11. Managing tranches, delivering
capability, realising benefits
12. Leadership and stakeholder
engagement
13. Quality and assurance management
14. Risk and issue management
15. Closing a programme
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18. ©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Project Programme Portfolio
A temporary organization,
usually existing for a much
shorter time than a
programme, which will
deliver one or more outputs
in accordance with a specific
business case.
A particular project may or
may not be part of a
programme.
Whereas programmes deal
with outcomes, projects
deal with outputs.
A programme is 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.
An organization’s change
portfolio is the totality of its
investment (or segment
thereof) in the changes
required to achieve its
strategic objectives.
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19. ©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Project Management Programme Management Portfolio Management
The planning, delegating,
monitoring and control of all
aspects of the project, and the
motivation of those involved, to
achieve the project objectives
within the expected
performance targets for time,
cost, quality, scope, benefits
and risks.
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.
A coordinated collection of
strategic processes and
decisions that together enable
the most effective balance of
organizational change and
business as usual (BAU).
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20. Side-effects and
consequences
Corporate
objectives
realize
further
also
cause
Project
outputs
Organizational
changes
Dis-benefits
enable
realize
helps achieve
one or more
Outcomes
Benefits
trigger
Result in
Capabilities
build
enable
Measurable
improvement
arising from an
outcome perceived
as an advantage by
one or more
stakeholders and
contributes to one
or more
organisational
objectives
Measurable
decline resulting
from an outcome
perceived as
negative by one or
more stakeholders
which reduces
one or more
organizational
objectives
Tangible or intangible
artefact produced,
constructed or created
as a result of a planned
activity
Completed set of project
outputs required to deliver an
outcome - exists prior to
transition
Result of change,
normally affecting
real-world behaviour
or circumstances
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
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21.  Delivers Strategy
 Vision of ‘end state’
 May have high degree of uncertainty
 May have no clear path to get there
 Changes culture, working practices,
services and business operations
 Co-ordinates capability delivery into
business operation through a number of
inter-dependent projects
 Focus on actually realising benefits during
and after the programme
 Includes enabling projects as well as
projects providing benefits
 Longer timescale - often years - and may
be quite loose
 Clear view of what is to be delivered and
how to deliver it
 Clear end product definition (at least according
to PRINCE2). In case of Agile approaches this
does not apply in most cases
 Defined start and end date
 More certainty / Less risky
 Delivers outputs within time, cost and
quality constraints
 Benefits generally at end or afterwards
 Deliver fit-for-purpose outputs that will
enable benefit realisation
 Shorter timescale - often months
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Table B.2M01 - Introduction to programme management and MSP 6/26 | 21/296

22. Key
Inner circle Transformational flow
Second ring Governance themes
Outer ring Principles
Programme
organization
Defining
Programme
Closing a
Programme
Delivering the
Capability
Realizing the
Benefits
Identifying a
Programme
Managingthe
Tranches
Remaining aligned
with corporate
strategy
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Figure 1.5 MSP framework and concepts
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23. 1999
• MSP V1
2003
• MSP V2
2007
• MSP V3
2011
• MSP V4
2013
• AXELOS
acquisition
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24.  Solutions developed and
delivered by dossier of projects
 Transformation activities to
transition solutions into
business operation
 Maintain performance and
effectiveness
 Tranches with review points to
monitor progress and
performance
 Integrate and reconcile
competing resource demands
Corporate
Strategy
Delivery
Mechanisms
for Change
Business-
As-Usual
environment
Programme
aligns
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
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25. Where we want to be
CAPABILITY GAP
Where we are now
measures
Time
As is
Strategy–PerformanceagainstKPIs
To be
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26. Projects aligned to
Organization objectives
Operational plans
focused
Key milestones
Managed as
programme(s)
possibly
within a
Corporate
Portfolio
Where we want to be
Target
Operation
Time
Current
Operation
Where we are now
Strategy–PerformanceagainstKPIs
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27. Tranche
end
Tranche
end
Projects aligned to
Organization objectives
Operational plans
focused
Key milestones
Where we want to be
Target
Operation
Time
Current
Operation
Where we are now
Strategy–PerformanceagainstKPIs
Managed as
programme(s)
possibly
within a
Corporate
Portfolio
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28. capability
project
project
activity
capability
Corporate
objective
Project life cycle
Programme
Programme
output
output
output
project
project
output
output
capability
benefits
dis-benefits
Outcomes
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29. Strategies, policies,
Initiatives and targets
Define, scope and prioritize
Internal or external environment (political, economic,
sociological, technological, legal, environmental)
Influence and shape
Transformed operations and
services enable benefits realization
Transition delivered and
outcomes achieved
Project and related activities
create new capabilities
Deliver and implement
Programmes
Initiate, monitor and align
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Figure 1.2 Programme management environments
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30. Changes in economic environment
Improving the quality and delivery of
products and services
Developments to achieve globalization
Requirements to comply with industry
standards or legislation
The need to improve competitiveness
Adaption needed to
cope with changing markets
New sales channels e.g. e-commerce
Changing or new strategic initiatives
and policies
Random events, e.g. flood, disease,
terrorism
Opportunities arising from mergers
and acquisitions
Developments in technology
Areas affected by change:
• relationships with stakeholders
• work patterns
• culture
• business processes
• roles and responsibilities of
individuals
• organization structures
• IT systems
• supply chain
• vendor relationships
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Figure 1.3 Drivers for change
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31. Predictability of Outcome
FocusoftheChange
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Figure 1.4 Programme impact matrix
High Medium Low
Specification-led
(focus: making and
delivering)
• Major engineering
programmes, e.g. Olympic
park
• Complex products based on
known design
• Large-scale technology
replacements
• Globalization of technology
services
• Adoption of technology that is
new to the organization, e.g.
ERP
• Multi-organization delivery
• Pioneering engineering
techniques
• Unproven technology
implementation
• Specification-led
organizational change
Business
transformation
(focus: change how
organization function)
• Implementation of
approaches used in similar
organizations e.g. ISO
adoption
• Process change affecting
technology and structures
• New products or services to
existing market place
• Changing historical working
practices, values and
structures
• Supply chain change, e.g.
outsourcing of services
• Diversification of new
products into new markets
• Internal external and
customer behaviour
• Radical restructuring of supply
chains
Political and
societal change
(focus: policy strategy,
community, society)
• Change to current legislation
or policies
• Increases or decreases to
investment programmes
• Predictable or clear
stakeholder base
• New legislation reacting to
societal trends
• Legislative change to affect
socio-economic behaviour
• Changes to public service
delivery models, e.g. health
provision
• Changes to societal values
and behaviour, e.g. criminality
• Incentive-driven change to
lifestyles and economic
behaviour
• Long-term societal effects,
e.g. health
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32. Predictability of Outcome
FocusoftheChange
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Figure 1.4 Programme impact matrix
High Medium Low
Specification-led
(focus: making and
delivering)
• Major engineering
programmes, e.g. Olympic
park
• Complex products based on
known design
• Large-scale technology
replacements
• Globalization of technology
services
• Adoption of technology that is
new to the organization, e.g.
ERP
• Multi-organization delivery
• Pioneering engineering
techniques
• Unproven technology
implementation
• Specification-led
organizational change
Business
transformation
(focus: change how
organization function)
• Implementation of
approaches used in similar
organizations e.g. ISO
adoption
• Process change affecting
technology and structures
• New products or services to
existing market place
• Changing historical working
practices, values and
structures
• Supply chain change, e.g.
outsourcing of services
• Diversification of new
products into new markets
• Internal external and
customer behaviour
• Radical restructuring of supply
chains
Political and
societal change
(focus: policy strategy,
community, society)
• Change to current legislation
or policies
• Increases or decreases to
investment programmes
• Predictable or clear
stakeholder base
• New legislation reacting to
societal trends
• Legislative change to affect
socio-economic behaviour
• Changes to public service
delivery models, e.g. health
provision
• Changes to societal values
and behaviour, e.g. criminality
• Incentive-driven change to
lifestyles and economic
behaviour
• Long-term societal effects,
e.g. health
9
More stable, linear,
deterministic components
(technology, infrastructure, IT
etc.) easier to measure and
predict - leads to more reactive
adjustment to scope
MSP best suited here
(yet can be applied for Specification-
led programmes as well)
More unstable, non-liner, non-
deterministic components (people,
culture, habits, behaviours etc.)
harder to measure and predict –
leads to more proactive adjustment
to scope
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33. 8-9
Vision-led
programme
• Clear vision owned by senior management
• Top-down approach
• Cross-functional implications
• Innovation or strategic opportunities
• Political priorities in public sector
• Entrepreneurial programmes developing new service and products In public sector,
translation of political priorities
Emergent
programme
• Evolves from concurrent uncoordinated projects
• Coordination needed to deliver changes and benefits
• Transitory - becomes planned when vision and direction established
Compliance
programme
• ‘Must do’ programme
• Organization has no choice but to change
• Outcomes are compliance achievement (e.g. laws and regulations compliance)
Vision statementBusiness Strategy
Project 1
Project 2
Project Nth
Vision statement
Vision statement
Blueprint
Benefits profile
External event Projects dossier
Projects dossier
Blueprint
Benefits profile
Projects dossier Blueprint
Benefits profile
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34.  Corporate Policies:
 The rules all parts of the organization must follow for an aspect
of management
 e.g. organization risk management policy
 Programme Governance Strategies:
 WHY and HOW something will be done in the programme
 e.g. programme’s risk management strategy
 Programme Management Plans:
 WHO and WHEN, explicit activities, timing and resources to
implement programme governance strategies
 Plans are delivery mechanisms of the strategies
 e.g. programme’s quality and assurance plan
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Corporate Policies
Programme
Governance Strategies
Programme
Management Plans
Why, How …
Who, When …
 M01 - Introduction to programme management and MSP  19/26 | 34/296

35. Programme management
strategy
What the strategy covers Delivery mechanism
Resource management
Resource to be consumed by the programme Finances, people, systems,
accommodation, facilities and specialisms will all be covered by this strategy
Resource management plan
Monitoring and control
How the programme will monitor progress in terms of expected and actual
delivery of outputs, outcomes and key milestones
Programme plan
Information management
How programme information will be catalogued, filed, stored and retrieved.
and how the programme will create and manage information
Information management plan
Quality and assurance
management
How the delivery of quality activities will be incorporated into the
management and delivery of the programme
Quality and assurance plan
Risk management
How the programme will establish the context in which risks will be
identified and assessed, and responses planned and implemented
Risk register
Issue management
How issues will be managed consistently across the programme and how
any resulting changes will be managed
Issue register
Stakeholder engagement
Who the stakeholders are. what their interest and influences are likely to
be. and how the programme will engage with them
Stakeholder profiles
Programme communications plan
Benefits management The delivery framework for identifying, prioritizing and achieving benefits
Benefits profiles
Benefits realization plan
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36. Portfolio
management
Portfolio(s)
Office
Programme
management
Programme(s)
Office
Project(s)
Office
Project
management
Project
management
Project
management
ManagementofRisk(M_o_R)
ITIL
ManagementofValue(MoV)
RESILIA
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37. 11
The Portfolio,
Programme,
and Project
Management
Maturity
Model
(P3M3)
ITIL
Maturity
Model
(IMM)
ITILPortfolio,
Programme
and Project
Offices
(P3O)
Management
of Value
(MoV)
Management
of Risk
(M_o_R)
Best practice guides
AXELOS common glossary
PRINCE2
Maturity
Model
(P2MM)
Models
(MoP)
Management of Portfolios
(MSP)
Managing Successful Programmes
(PRINCE2)
PRojects IN Controlled Environments
Portfolio
Office
Programme
Office
Project
Office
RESILIA
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38. P3O
PRINCE2
M_o_R
MoP
MoV
ITIL
 Value for money in the
delivery of IT
programmes and projects
 Improving efficiency in
delivery of services
 Support offices that can provide the
resources and support for MoP
 Aligns projects with
organization strategy
 Coordinates multiple
projects
 Aggregates issues
 Complements by adding
value better exploit
opportunities reducing risk
by clarity of definitions
 Aggregates risk
 Aligns programmes with organization strategy
 Enhances the methods available under MSP to
add value
 Focus on functions
 Informs project brief
 Enable option selection
 Generate innovative alternatives
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