MSP Course Content
The MSP training course curriculum is structured to streamline the learning process by a team of experts. You can find the complete course details in the below-mentioned modules divided into the following three sections:
- Section 1: Introduction to managing successful programs
- Section 2: Governance Themes
- Section 3: Transformational flow
Course Curriculum
Section 1: Introduction to managing successful programs
Module 1: Introduction to MSP
- Course Introduction
- Course Objectives
- MSP-Introduction
- About APMG and AXELOS
- Value of MSP to Professionals
- Value of MSP to Organisations
- Updates in 2011 Edition of MSP
- Requirements for Certification
- MSP Examination
- MSP Exam Pattern
- Advanced Practitioner Exam (MSP®)
- MSP Advanced Practitioner
Module 2: Using MSP
- Introduction to MSP
- Objective
- MSP Features
- MSP Framework
- Programme-Introduction
- Differences between Programme and Project
- Programme Management
- Programme Management Environment
Module 3: Governance Themes Overview
- Programme Management Principles
- Objectives
- MSP Framework
- MSP Principles Introduction
- Principle 1 Remaining Aligned with Corporate Strategy
- Principle 2 Leading Change
- Principle 3 Envisioning and Communicating a Better Future
- Principle 4 Focusing on Benefits and Threats to them
- Principle 5 Adding Value
- Principle 6 Designing and Delivering a Coherent Capability
- Principle 7 Learning from Experience
- MSP Principles Problem Statement
- MSP Principles Solution
Module 4: Programme Management Principles
- Using MSP
- Objectives
- Types of Programmes
- Information Baselines
- Using MSP
- Business Alignment
- Programme Impact Matrix
- When to Use MSP-Problem Statement
- When to Use MSP-Solution
Module 5: Governance Themes and Transformation Flows
- Overview of Governance Themes
- Objectives
- MSP Framework
- Introduction to Governance Themes
- Contents of the Themes in MSP
- Strategies and Plans
- Summary
Module 6: Overview of Transformational Flow
- Governance Themes and Transformation Flows
- Objectives
- Programme Management in Organisation-Controlled Framework
- Governance Themes and Transformational Flows Interaction
- Roles and Area of focus
Section 2: Governance Themes
- Programme Organisation
- Objectives
- MSP Framework
- Programme Organisation Introduction
- Programme Leadership
- Programme Structure
- Sponsoring Group
- Sponsoring Group Responsibilities
- Senior Responsible Owner Responsibilities
- Senior Responsible Owner Attributes
- Programme Board
- Programme Board Structure
- Programme Board Responsibilities
- The Programme Board
- Objectives
- Programme Board Membership
- Programme Manager Responsibilities
- Programme Manager Attributes
- Business Change Manager
- Business Change Manager Responsibilities
- Business Change Manager Attributes
- Business Change Team
- Programme Office
- Programme Assurance
- Other Governance Roles
- Programme Organisation Problem Statement
- Programme Organisation Solution
- Programme Organisation within the Transformational Flow
- Objectives
- Integrating Programme and Project Structures
- Programme Organisation within the Transformational Flow
- Roles and Area of Focus
- Programme Information Responsibilities
- Organization Structure Information
- Vision
- Objectives
- MSP Framework
- Vision Introduction
- Vision Statement Functions
- Qualities of a Good Vision Statement
- Sample Vision Statements
- Vision vs. Mission
- Overview of Leadership and Stakeholder Engagement
- Objectives
- MSP Framework
- Leading Change Actively Manage Stakeholders
- Kinds of Stakeholder Responses
- Role of Leadership in Stakeholder Engagement
- Leadership vs. Management
- Business Change Management
- Communications with Projects and Other Programmes
- Vision and Transformational Flow
- Objectives
- Vision Statement Transformational Flow
- Roles and Areas of Focus in Developing and Achieving Vision
- Vision Statement Information
- Vision Problem Statement
- Vision Solution
- Stakeholder Engagement Process
- Objectives
- Stakeholder Engagement Process
- Identifying Stakeholders
- Creating and Analysing Stakeholder Profiles
- Redefining the Stakeholder Engagement Strategy
- Planning the Engagements
- Programme Communications Plan and Communication Channels
- Engaging Stakeholders
- Measure Effectiveness
- Stakeholder Engagement Problem Statement
- Stakeholder Engagement Solution
- Objectives
- Leadership and Stakeholder Engagement within the Transformation Flow
- Roles and Areas of Focus in Leadership and Stakeholder Engagement
- Leadership and Stakeholder Engagement Documents Purpose
- Leadership and Stakeholder Engagement Documents Information
- Benefits Management and Categorisation
- Objectives
- MSP Framework
- Introduction to Benefits Management
- Benefits Management Interfaces
- Alignment of Benefits with Corporate Objectives
- Differences between Outputs, Capabilities, Outcomes, and Benefits
- Benefits Categorisation
- Benefits Categorisation Value
- Benefits Categorisation Financial Impact
- Benefits Categorisation Corporate Objectives
- Benefits Categorisation Stakeholder Impact
- Benefits Categorisation Timeline
- Benefits Categorisation Level of Risk
- Benefits Management Problem Statement
- Benefits Management Solution
- Objectives
- Benefits Management Cycle
- Identify Benefits
- Benefits Map
- Benefits Management Strategy
- Benefits Profiles
- Plan Benefits Realisation
- Deliver Benefits Realisation
- Key Performance Indicators
- Benefits Reviews
- Optimise and Look for Other Benefits
- Objectives
- Benefits Management within the Transformational Flow
- Roles and Area of Focus in Benefits Management
- Benefits Management Strategy Information
- Benefits Realisation Plan Information
- Benefits Map Information
- Benefits Profiles Information
- Designing the Blueprint Delivery
- Objectives
- Options Analysis
- Optimising the Approach
- Options if The Emerging Business Case is Not Viable
- Understanding the Tranches
- Step Changes through Tranches Choose Existing Projects
- Step Changes through Tranches Overlapping Tranches
- An Overview of Blueprint Design and Delivery
- Objectives
- MSP Framework
- Blueprint Introduction
- POTI Model
- Designing the Blueprint Delivery
- POTI Model Problem Statement
- POTI Model Solution
- Objectives
- Blueprint Design and Delivery within the Transformational Flow
- Roles and Area of Focus in Blueprint Design and Delivery
- Information – Blueprint
- Overview of Planning and Control
- Objectives
- MSP Framework
- Introduction to Planning and Control
- Programme Plan
- Resources
- Resource Management Strategy and Plan
- Risk Management
- Projects Dossier
- Deadlines Constraints and Priorities
- Workstreams
- Planning and Control Activities
- Objectives
- Scheduling
- Programme Control
- Monitoring and Control Strategy
- Dependency Management
- Project Briefs
- Integration of Information
- Information Management Strategy and Plan
- Progress Monitoring
- Planning and Controlling Transition
- Dependency Management Problem Statement
- Dependency Management Solution
- Objectives
- Planning and Control within the Transformational Flow
- Roles and Areas of Focus in Planning and Control
- Information Documents Used in Planning and Control
- Objectives
- Introduction to Business Case
- Objectives
- MSP Framework
- Business Case Introduction
- Genesis of Programme Business Case
- Link with Benefits
- Link with Projects
- Contents of Business Case
- Net Benefit Line
- Types of Programme Costs
- Business Case Review and Roles
- Objectives
- Reviewing the Business Case
- Managing the Business Case
- Business Case within the Transformational Flow
- Business Case Roles and Areas of Focus
- Business Case Information
- Business Case Problem Statement
- Business Case Solution
- Overview of Risk and Issue Management
- Introduction to Risk Management
- Introduction to Issue Management
- Risk and Issue Management within the Transformational Flow
- Quality and Assurance Management
- Scope of Programme Quality
- Overview of Assurance Management
- Quality and Assurance Management within the Transformational Flow
- Introduction to Issue Management
- Objectives
- Issues Introduction
- Threat Responses
- Opportunity Responses
- Issue Management Framework
- Issue Management Strategy and Issue Register
- Change Control
- Configuration Management
- Responses Problem
- Risk Responses Solution
- Overview of Risk and Issue Management
- Objectives
- MSP Framework
- Risk and Issue
- Sources of Risk Identification
- Risk Management Perspectives
- M o R risk management principles
- Risk Management Framework
- Objectives
- Risk and Issue Management within the Transformational Flow
- Roles and Areas of Focus in Risk and Issue Management
- Risk and Issue Management Documents Information
- Quality and Assurance Management
- Objectives
- MSP Framework
- Quality and Assurance
- Differences at Programme Level and Project Level
- Quality and Programme Management Principles
- Objectives
- Scope of Programme Quality
- Communications Management
- Information Management
- Process Management
- Asset Management
- Programme Leadership
- People Management
- Standards Management
- Supply Chain Management
- Scope of Programme Quality Problem Statement
- Scope of Programme Quality Solution
- Overview of Assurance Management
- Objectives
- Assurance Management Principles
- Assurance Management Techniques
- Assurance Management Techniques-Audit
- Assurance Management Techniques-Effectiveness of Measurement
- Assurance Management Techniques-Assurance Reviews
- Assurance Management Techniques-P3M3 Maturity Assessments
- Assurance Management Techniques Gated Reviews
- Health Checks
- Quality and Assurance Management within the Transformational Flow
- Objectives
- Quality and Assurance Strategy
- Quality and Assurance Plan
- Quality and Assurance Management within the Transformational Flow
- Roles and Areas of Focus in Quality and Assurance Management
- Quality and Assurance Management Documents Information
Section 3: Transformational flow
Module 1: Identifying a Programme
- Identifying a Programme
- Objectives
- MSP Framework
- Identifying a Programme Introduction
- Step 1 Sponsor the Programme
- Step 2 Confirm the Programme Mandate
- Step 3 Appoint the SRO and Programme Board
- Step 4 Produce the Programme Brief
- Step 5 Develop the Programme Preparation Plan
- Step 6 and 7 Independent Review and Approval to Proceed
- Identifying a Programme Problem Statement
- Identifying a Programme Solution
Module 2: Identifying a Programme-Roles and Documents Used
- Identifying a Programme Roles and Documents Used
- Objectives
- Roles and Responsibilities
- Documents Used in Identifying a Programme Purpose
- Documents Used in Identifying a Programme Information
Module 3: Defining a Programme – Steps 1 to 7
- Managing the Tranches Steps 1 to 7
- Objectives
- MSP Framework
- Managing the Tranches Introduction
- Step 1 Establish the Tranche
- Step 2 Direct Work
- Step 3 Manage Risks and Issues
- Step 4 Control and Delivery of Communications
- Step 5 Undertake Audits and Assurance Reviews
- Step 6 Alignment between Programme Blueprint and Strategy Objectives
- Step 7 Maintain Information and Asset Integrity
Module 4: Defining a Programme – Steps 8 to 13
- Managing the Tranches Steps 8 to 13
- Objectives
- Step 8 Manage People and Other Resources
- Step 9 Procurements and Contracts
- Step 10 Monitor, Report, and Control
- Step 11 Transition and Stable Operations
- Step 12 Prepare for Next Tranche
- Step 13 End of Tranche Review and Close
- Roles and Responsibilities
- Managing the Tranches Problem Statement
- Managing the Tranches Solution
Module 5: Overview of Delivering the Capability
- Overview of Delivering the Capability
- Objectives
- MSP Framework
- Delivering the Capability Introduction
- Start Projects
- Engage Stakeholders
- Align Projects with Benefits Realisation
- Align Projects with Programme Objectives
- Manage and Resolve Risks
- Close Projects
Module 6: Defining a Programme – Steps 1 to 4
- Defining a Programme Steps 1 to 4
- Objectives
- MSP Framework
- Defining a Programme Introduction
- Step 1 Establish the Infrastructure for ‘Defining a Programme’
- Step 2 Establish the Team to Define the Programme
- Step 3 Identify and Analyse the Stakeholders
- Step 4 Refine Vision Statement
Module 7: Defining a Programme – Steps 5 to 12
- Defining a Programme Steps 5 to 12
- Objectives
- Step 5 Develop the Blueprint
- Step 6 Develop Benefit Profiles
- Step 7 Model the Benefits and Refine the Profiles
- Step 8 Validate the Benefits
- Step 9 Design the Project Dossier
- Step 10 Identify Tranches
- Step 11 Design the Programme Organisation
Module 8: Defining a Programme – Steps 13 to 17
- Defining a Programme Steps 13 to 17
- Objectives
- Step 13 Develop the Programme Plan
- Step 14 Develop and Confirm Programme Business Case
- Step 15 Consolidate the Programme Definition
- Step 16 Prepare for First Tranche
- Step 17 Approval to Proceed
- Roles and Responsibilities
- Programme Definition Document
- Defining a Programme-Problem Statement
- Defining a Programme-Solution
Module 9: Roles involved in Delivering the Capability
- Roles Involved in Delivering the Capability
- Objectives
- Roles and Responsibilities
- Delivering the Capability Problem Statement
- Delivering the Capability Solution
Module 10: Realising the Benefits – Steps 1
- Realising the Benefits Step 1
- Objectives
- MSP Framework
- Realising the-Benefits Introduction
- Manage Pre-Transition
- Establish Benefits Measurement
- Monitor Benefits Realisation
- Plan Transition
- Communicate the Change
- Assess Readiness for Change
Module 11: Realising the Benefits – Steps 2
- Realising the Benefits Step 2
- Objectives
- Manage Transition
- Initiate Transition
- Establish Support Arrangements
- Enact Transition
- Review Transition
- Manage Outcome Achievement
Module 12: Realising the Benefits – Steps 3
- Realizing the Benefits Step 3
- Objectives
- Manage Post transition
- Measure Benefits
- Remove Access to Legacy Working Practices and Systems
- Respond to Changing Requirements
- Monitor and Report Benefits Realisation
- Roles and Area of Focus
- Realising the Benefits Problem Statement
Module 13: Closing a Programme
- Closing a Programme
- Objectives
- MSP Framework
- Closing a Programme Introduction
- Checkpoints to Verify Programme Closure
- Other Reasons for Closing a Programme
Module 14: Steps in Closing a Programme
- Steps in Closing a Programme
- Objectives
- Steps to Close a Programme
- Step 1 Confirm Ongoing Support
- Step 2 Confirm Programme Closure
- Step 3 Notify Programme Closure
- Step 4 Review Programme
- Step 5 Update and Finalise Programme Information
- Step 6 Provide Feedback to Corporate Governance
- Step 7 Disband Programme Organisation and Supporting Functions
- Roles and Responsibilities
- Closing a Programme Problem Statement
- Closing a Programme Solution