Peter Johnson, Assistant Director, Knowledge, Innovation, Standards

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Refreshing PRINCE2, MSP and M_o_R
Project Challenge 19-20 September 2006

• Peter Johnson, Assistant Director, Knowledge,
  Innovation, Standards Skills

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Agenda

• 1. Refresh Development Plans
• 2. OGCs products
• 3. Roles of Stakeholders
• 4. MSP
• 5. M_o_R
• 6. PRINCE2

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The Big Picture
Common Glossary
Refreshed portfolio
Core guides
Consultation Revision work

• 2006
  
  
  2008
• 2006/7

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The Development Plan

• M_o_R Publication end 2006
• Mandate for change scoped and reviewed
• With authors for first draft
• Changes to align with Orange Book global best
  practice
• MSP Publication Spring 2007
• Mandate for change approved
• Review Group met in July to scope detail
• Refresh to improve coverage of benefits,
  governance, and behaviours
• PRINCE2 Publication late 2008
• Consultation starts Q4 006

M_o_R is a Registered Trade Mark and a
Registered Community Trade Mark of the Office of
Government Commerce The MSP Spheres logo is a
Trade Mark of the Office of Government
Commerce The PRINCE2 Cityscape logo is a Trade
Mark of the Office of Government Commerce, and is
Registered in the U.S. Patent and Trademark Office
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ITIL, PRINCE2, MSP and M_o_R

• OGC owns these sets of guidance and takes
  strategic lead
• TSO is the publishing partner
• APMG is partner for accreditation of training and
  consultancy
• Benefits of working with partners
• OGCs products are fit for use in UK public
  sector and elsewhere
• Visible UK Government retained ownership of PPM
  and ITIL
• Extended use of the brands worldwide in public
  and private sectors
• Maintained supply of publishing and accreditation
  services
• Competitive pricing of products and services
• PRINCE2, MSP, M_o_R and ITIL products remaining
  best-of breed
• Reduced OGC administration
• Ability to fund OGC tasks and Special Projects
• Ability to extend publishing and accreditation
  model into other areas

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Development - continued
Continued throughout the contracts
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Key PPM Stakeholders

• Partners
• OGC Sponsor
• TSO Publishing Partner
• APMG Accreditation Partner
• Accredited Training and Consulting Organisations
• BPUG User Group
• Practising Organisations
• UK and Worldwide
• Public and Private Sector
• Academia
• Professional Bodies
• Standards Institutes

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OGCs Reasons for MSP Refresh

• Time has moved on since the original and the
  minor updates
• Developments in portfolio management
• New concepts in programme management
• Scale and type of programme management
• Layered controls in programmes
• Greater maturity in management of benefits
• Skills and competency research and experience
• Programme Management as driver/enabler of
  business change
• And provide more consistency in our practitioner
  guidance

Centres of Excellence Maturity Models Academic
Research and Experience inc OGC Gateway
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MSP Refresh Purpose

• A referenceable standard for programme management
  
• A framework of contemporary best practice
• For practitioners, teams and organisations
  leaders
• To improve decision making at programme level
• To better implement beneficial change
• To provide the basis of the examination of
  individuals 
• MSP is not
• A form of management for big projects
• A detailed guide on managing business change
• A guide to ongoing service management/management
  of business as usual.

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MSP Issues
Programmes are not large projects Link to the
Wider

• 1. Projects and Programmes
• MSP does not sufficiently distinguish between
  programmes and projects
• The MSP perspective is not always consistently a
  programme view
• 2. Portfolios, Programmes Business Change
• Portfolio is widely used in two senses
• Programme types and nature are currently not
  sufficiently clearly defined
• Differing management requirements are not
  explained
• The programme context within wider business
  change is an underdeveloped area

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MSP Issues

• 3. Benefits Management
• MSP is weak on applied benefits management
• Coverage doesnt give sufficient prominence
• 4. Governance
• Programme governance covered in several places
• Some roles and responsibilities are unclear

Benefits and Outcomes Leaders Responsibilities
are key
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MSP Issues

• 5. Business Performance Improvement and
  Transition
• MSP is weak, particularly in measurement of
  improvements
• The key BCM role for successful transition and
  realisation of benefits and is insufficiently
  emphasised
• 6. Stakeholders
• Experience indicates that getting this right is
  still a major factor in successful delivery
• Terminology leads to unrealistic expectations in
  some cases
• MSP uses some techniques which imply a low level
  activity

Maturity-based Approach Engage with
Stakeholders Understand the Politics
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MSP Issues
Behaviours- a constant Theme Examples and Case
Studies

• 7. Leadership, Competencies and Behaviours
• Include recent research into what makes a good
  programme manager and what in an organisation
  enables them to function
• 8. Type of Content
• A lack of examples/illustrations is a barrier to
  understanding some of the key messages
• Format and techniques make MSP too process driven
  
• MSP is seen as over-emphasising OGC/Treasury
  procurement view

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M_o_R Drivers for Change

• Revised HMT Orange Book for public sector
• New regulatory environment being imposed for
  private sector
• Sarbanes Oxley
• Basle II

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M_o_R Refresh Purpose

• Purpose and outcomes
• Eliminate perception that M_o_R is solely a
  project based approach
• Have audience views for specific roles and
  across sectors.
• Have clear boundaries, dependencies and other
  linkages between the management of risk across
  the whole organisation and the wider business
  environments
• Improve navigation and accessibility
• Achieve increased take-up of M_o_R throughout the
  UK public sector with a commensurate improvement
  in risk management as a result.

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M_o_R Issues

• 1. Currency of the best practice
• M _o_R has not been updated since 2002
• An update needs to better align with current
  global Risk Best Practice, whilst maintaining
  appropriate consistency with UK HMT guidance
• 2. Problems with M_o_Rs organisational
  hierarchy
• Using levels and a hierarchical approach can
  hinder understanding of the context of risk
  management and of the dependencies across an
  organisation and beyond.

Consistency with Treasury and British
Standards Universality and Accessibility
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M_o_R Issues

• 3. M_o_R is seen as being too project focussed.
• 4. Rationalisation of the Annexes.
• The present Annexes are unbalanced across sectors
• Topics could be more useful to generic risk
  managers/practitioners

Organisational Route-map Cover generics not
everything
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M_o_R Issues

• 5. Tools and techniques.
• Guidance on tools and techniques could be
  improved
• 6. General content
• M_o_Rs content is seen as valuable overall
• but is light in some areas,
• There no illustrative examples
• It sometimes feels too public sector focussed

Improve and clarify tools and techniques Maintain
generic approach
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PRINCE2

• Crystal Ball a personal view
• New Processes?
• Delete Processes?
• New Components?
• Delete Components?
• New Roles?
• Formal Assurance/Peer Reviews?

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Questions

• 1. Refresh Development Plans
• 2. OGCs products
• 3. Roles of Stakeholders
• 4. MSP
• 5. M_o_R
• 6. PRINCE2