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Governance Themes and Transformation Flows Tutorial

Welcome to the Governance Themes and Transformation Flows tutorial offered by Simplilearn. The tutorial is part of the MSP® Foundation and Practitioner course. In the previous lessons, we discussed three core concepts of MSP® framework and MSP® program management principles in detail.

In this lesson, we will focus on MSP® governance themes. Let us begin with the objectives of this lesson in the next section.

Objectives

By the end of this governance themes and transformational flows tutorial, you will be able to:

  • Explain the themes of governance.

  • Differentiate between strategies and plans.

  • Explain integration of program management in an organization-controlled framework.

  • Describe the interaction between governance themes and transformation flows.

  • Discuss various roles and areas of focus in program management.

Let us have a quick glance at the MSP governance themes within the MSP® framework in the next section.

Now, let us look at this video explanation of Governance Themes.

MSP Framework

The pictorial representation of MSP Framework is as shown. The MSP framework is outlined here. Governance themes or MSP themes are placed in the second circle. The image on this screen displays nine governance themes.

The inner ring represents the transformational flows.

The MSP governance themes are program organization, vision, leadership and stakeholder engagement, benefits management, blueprint design and delivery, planning and control, the business case, risk and issue management and quality and assurance management.

In the next section, we will introduce governance theme.

Governance Themes Introduction

Governance themes or MSP themes are the control frameworks through which the programs deliver their change objectives and remain within corporate visibility and control. A program needs a clear and clean governance to succeed.

An organization’s approach to program management needs to be defined, measured and controlled. The governance themes allow the organization to negotiate the resources by placing the right leadership, delivery team, robust organization structures and control information in place.

This gives the best chance of delivering the planned outcomes and realizing the desired benefits. Transparent and effective governance can help the organization in multiple ways.

Effective governance can reduce the infighting between the constituent projects for resources. It manages the resources in such a way that both projects can deliver the planned outputs within the required timelines.

It ensures that any change made to organizational strategy is timely and reflected in the program as well.

We will continue our discussion on governance themes in the next section.

Governance Themes Introduction (contd.)

In this section, we will discuss the nine governance themes and see how they aid the program.

Program organization

Program organization defines the hierarchy and responsibilities of each role that is identified by a program. It also presents the attributes required for each role to help identify the right candidate.

Vision theme

Vision theme helps the organization to come up with an effective vision statement which is needed to get stakeholders’ support. It lists down all the qualities that are required for a good vision statement.

Leadership and stakeholder engagement

Leadership and stakeholder engagement focuses on qualities of a good leader and how we can engage different stakeholders. It specifies how stakeholders can be identified, divided on the basis of country, food habits, and so on and what would be their engagement methods.

Benefits management

Benefits management focuses on the heart of a program, i.e., the benefits.

It defines the concepts of benefits and dis-benefits.

Blueprint design and delivery

Blueprint design and delivery are all about creating an effective and robust blueprint.

Planning and control

Planning and control are all about the program plan and program control.

Business Case

The business case discusses the importance and need of a robust business case for a program.

Risk and issue management

Risk and issue management focus on a program’s ability to identify and manage the risks and issues.

Quality and assurance management

Quality and assurance management ensures that all management aspects of a program are working appropriately and the program stays on track to achieve the targets.

In the next section, we will discuss the content of each theme in MSP®.

Contents of the Themes in MSP

For each theme, we will learn related strategies, approaches and plans that will help in implementing the themes in MSP®. This will give us an insight into how a theme is implemented in a program.

We will also discuss the tools and techniques that can be used to support and manage all the themes. Each theme will highlight the MSP® documentation which is developed as a part of the theme.

It focuses on the context of the program and provides control for the program. For each theme, we will also study the activities that should be regularly undertaken to ensure that the theme is practically being applied to the program.

And finally, we will discuss the roles and responsibilities of people involved in the program for successful application of the theme.

Let us now understand the strategies and plans and the basic difference between them in the next section.

Strategies and Plans

Let us look at the explanations of strategies and plans-

Strategies

Strategies define the approach of a program that it will take to achieve its goals. It includes the policies or processes, contents, standards, cycles and responsibilities related to that particular governance theme.

The program strategies should always be aligned with organization’s policies.

Plans

Plans explain what activities will take place to deliver the element of governance as well as where, when and by whom.

Once these strategies and plans are signed off they become tools to address the organization’s need for visibility and control.

Let us continue our discussion on strategies and plans in the next section.

Strategies and Plans (contd.)

In this section, we will discuss a few strategies and how they are delivered. The table below showcases different strategies that are implemented by different delivery mechanisms.

Program Management Strategy

Delivered By

Resource management

Resource management plan

Monitoring and control

Program plan

Information management

Information management plan

Quality and assurance management

Quality and assurance plan

Risk management

Risk register

Issue management

Issue log

Stakeholder engagement

Stakeholder profiles and program communications plan

Benefits management

Benefits realisation plan and benefits profiles

Let us take for instance, resource management strategy is delivered by resource management plan. This strategy covers the different resources required by the program including people, finances, facilities, etc.

Resource management plan will include details of who is the contact person to raise a request for resources, which project gets priority, etc. Similarly, information management strategy will include details of how the information related to the program will be cataloged, filed, stored and retrieved.

The information management plan will provide details of the responsible people, servers for information and plan for audits to ensure that information management is in place.

We recommend you to go through the table given in the section for a better understanding of the concepts discussed.

In this lesson, we will not be discussing each of these strategies in detail, as further in this tutorial, there are individual lessons assigned to their respective strategies.

In the next section, let us now look into integrating program management in an organization-controlled framework.

Program Management in Organisation-Controlled Framework

Each program has to work along with “business as usual” activities of the organization. The resources and activities need to be planned in such a way that it does not impact the day-to-day operations of the organization.

After all, these activities are the ones that will fund the program. Programs should always be under the control of senior management.

Visibility of the program results in better buy-in from senior management and that, in turn, will result in more support. Programs that try to operate independently, outside the gambit of organizational control, are unlikely to achieve organizational buy-in.

Therefore, to ensure the success of a program, we need visibility and control. For this, organizations also need to understand the program.

This means in terms of how a program can impact the day-to-day operations, how the program will impact and constrain the policies and strategies, the resource needs and the planned activities.

This information will help the organization to reduce the impact as well.

We will discuss sample interactions between governance themes and transformational flows in the next section.

Governance Themes and Transformational Flows Interaction

The transformational flow activities considered here are:

  • Sponsoring the program,

  • Confirming the program mandate,

  • Appointing the Senior Responsible Owner or SRO and the Program Board and

  • Developing the program brief.

Sponsor the Program

Following are the governance themes involved:

  • For sponsoring the program, leadership and stakeholder engagement and program organization themes together explain how to identify the critical stakeholders and

  • Define the roles, responsibilities, purpose of the sponsoring group.

Confirm Program Mandate

We have three themes to confirm program mandate activity. Governance themes involved are:

  • The Business Case:  It highlights the purpose and importance of mandate. In other words, it highlights high-level expectations of organization with regard to cost and benefits of change.

  • Benefits Management: Provides inputs to mandate in order to justify program.

  • Risk and Issue Management: Provides inputs to document in order to justify the program.

Benefits management and risk and issue management provide guidance on what to consider when preparing the mandate document, in order to justify the program.

Appoint the SRO and the Program Board

Governance themes involved are the following:

  • To appoint the SRO and the Program Board, the program organization provides instructions for the roles, responsibilities, and attributes of the same.

  • The other themes that assist are leadership and stakeholder engagement to identify appropriate members and

  • risk and issue management that highlights the risk as a result of poor selection of members.

Develop the Program Brief

Governance themes involved are the following:

To develop the program brief, multiple themes come into action.

  • Risk and issue management describe the risks and issues that might occur.

  • Business case defines cost and options to consider for planning.

  • Benefits management, focuses on expected benefits.

  • The vision describes purpose and content of outline vision statement section.

  • Planning and control develop timescales and estimates to control program,

  • Blueprint design and delivery develops the vision statement and define the program goals.

We will continue to discuss the interactions between governance themes and transformational flows in the next section.

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Governance Themes and Transformational Flows Interaction (contd.)

We will focus on some more transformational flow activities such as ‘develop program preparation plan’, ‘review of program brief and program preparation plan’ and approval to proceed.

To develop the program preparation plan, program organization defines the roles and responsibilities. All the governance themes provide overall inputs on what the plan should cover to ensure effective governance and control during the program definition.

Review of program brief and program preparation plan takes input from quality and assurance management on the effective process and decision making.

We will cover program brief and program preparation plan in detail in lesson 14 that is identifying a program. Finally, for approval to proceed, leadership and stakeholder engagement and organization themes guide us on who should be involved in the approval process and how they should be engaged to gain support.

We will further know more about these in lesson 4 that is program organization and lesson 6 that is leadership and stakeholder engagement.

In the next section, we will identify the roles and their area of focus for governance themes.

Roles and Area of Focus

Let us focus on the program management roles, namely, the SRO, Program Manager, Business Change Manager or BCM, and Program Office.

Senior Responsible Owner(SRO)

The roles and responsibilities of a Senior Responsible Owner or SRO are:

  • The Senior Responsible Owner or SRO has the overall accountability and responsibility for design, approval, and success of the program.

  • The SRO is responsible for ensuring compliance with the program with corporate controls, governance strategies and initiations of assurance reviews.

Program Manager

The Program Manager focuses on:

  • The design and implementation of program governance strategies and ensures its alignment to corporate strategies, in consultation with corporate governance bodies.

  • The Program Manager will initiate the stakeholder consultation and also support the SRO in program management.

Business Change Manager or BCM

The roles and responsibilities of a Business Change Manager or BCM is given as:

  • The Business Change Manager reviews and contributes to governance development and control.

  • They will implement the governance arrangements where the impact is on operations.

  • They focus on monitoring the performance of operations during the transition. BCMs also have to provide their inputs for program assurance reviews.

  • However, their specific focus will always be on benefits and stakeholder governance.

Program Office

Let us look at the roles and responsibilities of the program office:

  • The Program Office maintains records for the program and supports governance assurance reviews.

  • It will ensure all governance arrangements are in place on behalf of the Program Manager.

  • The Program Office will also monitor the program and conduct assurance and audit reviews.

  • It will assist programs and constituent projects by providing expertise to support assurance reviews on other programs’ control.

Summary

Let us summarize what we have learned in this governance themes and transformation flow lesson:

  • Governance themes are the control frameworks through which programs deliver their change objectives and remain within corporate visibility and control.

  • Some of the governance themes are organization, vision, leadership and stakeholder engagement and benefits management.

  • The approaches a program takes to achieve its goals are called strategies.

  • Plans explain the activities to be conducted to deliver governance in programs.

  • Organisations need to understand the program in terms of ‘business as usual’ controls and impact on policies and strategies.

  • For a transformational flow activity like sponsoring the program, leadership and stakeholder engagement and program organization themes interact to explain the identification of critical stakeholders.

  • The important program management roles are the Senior Responsible Owner, program manager, Business Change Manager and program office.

Conclusion

With this, we come to an end with the tutorial on Governance themes and Transformation Flows. In the next chapter, we will discuss the Transformational Flow Overview.


 

 

  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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