Archive for the ‘MSP’ Category
The area of benefits realisation is frequently glossed over in favour of other areas of project management. During project initiation, the structure is put in place, the budget is approved and often vague benefits are documented in the business case. Once the money is spent there are little effective mechanisms in place to track how the project has impacted the organisation and so it is difficult to show how the business will release the value of its investment over time.
Managing benefits from OGC
The Office of Government and Commerce (OGC) has written an excellent document on this subject last year, outlining the background of benefit management and providing an example framework:
- role in the business case,
- benefits realisation strategy & plan,
- benefits management action plan,
- programme roles & responsibilities.
This also includes examples from Inland Revenue & CJIT (with Capgemini) and a sample Benefits Profile template: See www.ogc.gov.uk/documents/ManagingBenefitsV101.pdf
Change Program Benefits Management from DVLA
This is also an excellent example on the website from DVLA:
www.ogc.gov.uk/documents/CP0019_DVLA_Change_Program-Benefits_Management.pdf
The OGC has incorporated the benefits framework into their Prince 2 2009 and Managing Successful Programmes (MSP) products. There is a lot more emphasis on benefits in the new Prince 2 2009 course; in particular around how these need to be tracked and realised post project and how this works in a programme environment.
For current literature on the subject, Steven Jenner has produced some fine work in his book “Realising benefits from ICT – a fools errand” and he is the former Director of Criminal Justice IT programme in the UK. Link:
http://academic-publishing.org/Stephen_Jenner.htm
Benefits management is particularly important in difficult times where project funding is limited and prioritisation by business benefits will need to take precedence.
Amands Symonds
Amanda has previously worked as a benefits management course facilitator for Sigma UK, in Surrey. She holds ITIL, Prince 2 and MSP certifications and is currently working as a consulting project manager for MetaPM in Melbourne, Australia (www.metapm.com.au).
Last week I’ve started my MSP practitioner course. MSP stands for Managing Successful Programs and is a standard for programme management of the OGC.
In 2004 I passed the MSP foundation exam so now it’s time for me Practitioner exam. Looking on internet for information about MSP it occurs to me that there is little to find on the Internet. That is the main readson why I also started a MSP weblog.
In the MSP weblog I want to provide some background information on MSP (like on this website), and also share some useful tips and tricks with other people interested MSP. Ofcourse the MSP weblog will also contain a summary for practise exams of the MSP foundation exam, the MSP practitioner exam and the MSP advanced practitioner exam.
Feel free to look at the MSP weblog and comment whenever wanted or necessary.
Op het moment dat je een klus aanneemt krijg je al snel de vraag of je een project of een programma opstart. Mischien ben je wel bezig met de “Corporate Portfolio”.
In een korte serie artikeltjes hoop ik te kunnen bijdragen aan deze discussie en hoop ik dat men beter in staat is om de verschillende aanpakken te onderscheiden.
Wat zijn slechte ‘drivers’ of redenen om de typering van je project te bepalen?
- Beschikbare budget
- Beschikbare tijd tot oplevering
- Het belang van de sponsor/geldschieter
- De complexiteit van de taak
Wat zijn goede ‘drivers’ of redenen om de typering van je project te bepalen?
- De risico’s waarmee men wordt geconfronteerd
- Impact en invloed op de organisatie
- De complexiteit van de veranderingen die op de organisatie afkomen
- De complexiteit van de belanghebbenden
- Niveau van de risico’s waarmee men wordt geconfronteerd
