MSP Practitioner Resource Book

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MSP

®

Practitioner

Resource Book

Version 2.0 07/11/11

COPYRIGHT NOTICE

This document is the copyrighted intellectual property of ILX Group plc and may not be copied,

disassembled or in any way modified without the express and written permission

of ILX Group plc.

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© 2011 ILX Group plc

TOPIC PAGE

1. Introduction 1

2. Model Programme

Scenario

Business Case Simulation Blueprint Simulation Exercise 1 Exercise 1 Answers Exercise 2 Exercise 2 Answers 5 3. Exam Technique 34

4. Marking up the MSP manual 44

5. Exam Simulator - scenario 70

6. Practice Paper Scenario Questions Question Answers Rationale 85

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© 2011 ILX Group plc

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Introduction

Thank you for purchasing this Managing Successful Programmes (MSP) training course. In

choosing this ILX Group product, you have chosen one of the most successful methods of

teaching MSP at Foundation and Practitioner levels available today.

Course prerequisites

In order to successfully complete the course you will need access to the following materials:



Access to the ILX MSP Practitioner e-learning course



A Copy of Managing Successful Programmes Book



A copy of the MSP Practitioner Resource Book (optional)



Access to a printer so that you can print supporting study documents contained in the

course



A notepad and pen

The Practitioner sessions in the course contain many supporting documents which can be

accessed in electronic form. We recommend that you print a copy of these documents to

help with your studies.

Please note that many of these documents are contained in the supporting MSP Resource

Book. A hard copy of this document is not a prerequisite.

Where to Begin…

The guidance below assumes that users have purchased a dual MSP Foundation and

Practitioner licence, or have been provided with access to ILX’s MSP Foundation and

Practitioner courses. If you have previously completed your MSP Foundation qualification

with ILX or another training provider, then you should focus on the Practitioner level

guidance below.

The Foundation course

Please begin your training by working your way through the Foundation course. Take time to

study each session in turn, completing the questions and activities as you go.

The Foundation course will take approx 10-12 hours to complete. After completing each

session please undertake the exam simulator. By the end of your Foundation level study you

should be aiming to achieve a minimum of 75% in the mock exam simulator. This will mean

that you are fully prepared and ready to sit your Foundation level qualification.

The Practitioner course

Once you have completed the Foundation course and you are regularly achieving exam

scores in excess of 75% then you are ready to begin your Practitioner level studies.

It is estimated that the Practitioner course will take 15-20 hours to complete. As with the

Foundation course element, you should work through each session systematically. In order

to fully prepare you for the Practitioner exam, it is important that you attempt all the

exercises, simulations and exam questions included in the Practitioner section.

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© 2011 ILX Group plc

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There are three objectives that you need to achieve prior to attending the exam day:



Develop your basic knowledge of MSP



Convert from „e-learning‟ to the „MSP Manual‟



Complete all the Practitioner exercises, simulations and exam questions

You will of course understand your own learning style and may have already thought about

how you will approach this.

Develop your basic knowledge of MSP

Foundation study

Regardless of what score you may have achieved, continue to practice in the exam

simulator. Make a note of any questions you get wrong, and then focus your revision only on

those subjects. Attempting the exam regularly will top up your medium and long-term

memory. This process is crucial for passing both Foundation and Practitioner Exams

Allow 1 hour per night whenever you have the opportunity. Aim for a minimum of 4 attempts

i.e. 4 hours.

Learning to apply MSP

Practitioner study

Practitioner level study will require you to move away from the e-learning and focus more on

the MSP manual. The sessions in the Practitioner section of the course are intended to help

you do this. An overview of each stream and associated sessions is described here.

STREAM 1

Session 1A - Introduction

This session provides a useful overview of the contents of the course. Take the time to

review this short section before moving on.

Session 1B - An advanced MSP Process Model Walkthrough

The session looks at the processes, activities, inputs, outputs and main decision points

which form the cornerstones of the MSP method. It provides a comprehensive overview of

how MSP fits together. The session lasts around 30 minutes and as such is very

comprehensive.

Session 1C - Principles and Governance

The session looks at the underlying principles of MSP designed to help programmes achieve

their objectives. The session goes on to look in depth at the 9 Governance themes of MSP

which form the controlling framework through which programmes deliver their change

objectives.

Session 1D – Model Programme

Based on a typical programme scenario, this suite of seven simulation based exercises is

intended to test and extend your knowledge of MSP and to provide a level of understanding

required to help you pass the Practitioner exam.

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Subjects covered include The Blueprint, The Business Case, Risk, Quality and Planning and

Control.

This session also includes some useful exercises intended to test and extend your

knowledge and to provide a level of understanding required to pass the Practitioner exam.

The exercises are based on a variety of topics including the MSP Processes.

Note: Print and complete each exercise. Take time to look at the model answers and

consider how these compare with your own. Make time to study the subject areas

where you felt you are weakest.

STREAM 2

Session 2A – Exam Technique

This session outlines the MSP qualification structure, awarding bodies and associated

accrediting organizations. It also includes useful information on the paper based documents

used in the examination and provides practical guidance on how to approach and answer

the Practitioner level examination questions.

Note: Print and review the ‘Question Styles’ document available in this session.

Session 2B - Marking Up The Manual

It is important that you can switch your technique for finding out information from the

e-learning to the MSP Manual itself.

This session explains how to highlight all the key MSP manual references. Key information

becomes easier to find, making the best use of your time in the Practitioner exam. Note:

Print and complete this exercise prior to your exam. Make sure you allow sufficient

time to complete the exercise. 4-5 hours is recommended.

Session 2C – MSP Practitioner Exam Simulator

The course contains an electronic exam simulator, containing 11 Practitioner exam

questions based on a simple scenario. It is designed to familiarise you with the style and

nature of the Practitioner exam. Each question contains a brief introduction and rationale

session which are designed to guide you in your approach to each of the syllabus areas

covered in the simulator.

The Exam Simulator is timed and scored, just like the real exam, providing you with as near

to exam conditions as possible.

Summary

Do remember that the Practitioner exam is designed to test your knowledge of MSP and

your ability to apply it within a given scenario – not your experiences of being a programme

manager.

Tutor Support

If you require assistance you can contact Bill Smith our MSP lead trainer during working

hours. In the first instance call Bill on +44 (0) 7854 778784. If you are directed to an answer

phone, please leave a short message and a return telephone number. Bill will return your

call as soon as possible.

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Alternatively you can email your question to [email protected]. Include a contact

telephone number. Please be aware, that due to Bill‟s training schedule, an email response

may take several days at busy periods.

Ready for your exams?

When you feel ready to book your exam or workshop complete your booking form and email

to [email protected] or contact the training administration team on the number below.

General Enquiries

All enquiries should be directed to the ILX Group training administration team on

0118 983 2323.

Useful Contacts

General course/ sales enquiries:

Tel: 01270 611600

or

[email protected]

Technical Support:

Tel: 01270 611600

or

[email protected]

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Session 1D

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Scenario - Eyellex Software plc

Recent changes in the international economic climate have made it financially advantageous

for the Eyellex Software company to make some strategic changes. At last month‟s board

meeting, the board of management agreed, to a proposal from the executive management

team, in which the organization intends to reduce its dependency on overdrafts and capital

loans, improve its operating efficiency and increase its range of customer services.

To achieve the capital position of the organization, the executive have proposed and the

board approved a major rationalization of the property estate. This will result in provision of a

new fit for purpose headquarters and operations building and the disposal of a range of

premises which are no longer appropriate. Associated with the relocations and in order to

improve operating efficiency of the company, and to improve its profitability, there will also

be a major restructuring of the organization and a rationalization of its business processes.

The organization is currently structured into seven directorates, each with a director sitting

on the executive team. The directorates are:

The Sales and Marketing Directorate provides the customer interface, sales and

marketing, distribution, management of on-sellers, corporate communications and so on.

The Operations Directorate provides product delivery, in effect turning concepts into reality,

managing suppliers and sub-contractors along with the in-house software development

team.

The Research and Development Directorate provides the creative heart of the

organization, this directorate is also responsible for monitoring the market place and

emerging technologies, along with conceiving future products and concepts.

The Finance Directorate provides all financial services, financial support and monitoring at

directorate and business unit level. It also provides super users on finance systems,

procurement, P&L and I&E, along with investment appraisal.

The Human Resources Directorate provides HR policy and guidance, support to

managers, recruitment services, induction, payroll data services, disciplinary interventions

and support, along with personal development and training services.

The IT Directorate delivers management of the IT infrastructure and telephone systems, the

procurement and maintenance of hardware, the procurement and support for business

software, and a helpdesk for all IT users.

Finally the Estates Management Directorate is responsible for maintaining the property

portfolio, its physical buildings and grounds, managing cleaning, porterage, catering, utilities,

security and reception.

The organization employs approximately one thousand people across these teams, located

in nine properties centered around a major city, all within 30 kilometers of each other. This

estate is the result of previous steps in growth of the company, and a number of acquisitions

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of other organizations. The buildings which make up the estate are varying in age, physical

condition and accessibility and are all owned by or on long term lease to the company.

There are already three projects running in the organization at various stages of

development and delivery.

Project one is a project to replace finance systems in the sales and marketing department.

This will bring about the integration of the numerous accounting practices in that department

into one coherent process.

Project two is outsourcing cleaning and building porterage services across the estate, with

the intention of improving the delivery of those services, and reducing costs.

Project three is looking at restructuring the IT support team to better match the current

requirements of the organization.

In addition, a project has just been completed which involved the assessment of the staffing

needs of the organization for the next five years. This project closed a few days ago having

produced the confidential document known as „Staffing for the Future‟.

You are a consultant programme manager hired in within days of the board decision, to

advise the organization on its proposed transformational programme and to help them

establish the programme. The board have agreed that Managing Successful Programmes or

MSP, will be the framework for delivering the changes, and it is your responsibility to help

the organization use MSP as its preferred programme management approach.

Across the company a few people have been trained in MSP to Foundation level and one

has just qualified as a Practitioner. However most managers and staff are unfamiliar with

project and programme management, so you will need to mentor them in the best use of a

programme and project management approach.

The organization has gone through a number of changes over the past decade, some as a

result of restructuring, and some as the result of acquisitions. There is a level of cynicism

across most directorates about the ability of the management to handle major change

initiatives.

While discussing the programme with the chief executive, she also touched on the

company's growth predictions and indicated that although they are realistic in the current

economic climate, it would not take too much for the demand to rise sharply for a number of

your products, and in several market sectors.

You are also aware that the board and executive want to see this work completed as soon

as possible and at least within the next two years, as they wish to see some quick wins from

the changes. They would like to see the changes made using existing operational budgets,

but accept the requirement for some investment to enable the programme.

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© 2011 ILX Group plc

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Angela Brown - Chief Executive

Angela has worked in the IT software sector since leaving school. She joined Eyellex as a

result of an acquisition some years ago, and has risen to the current position through

determination and hard work. She has no experience of MSP but is supportive of a

structured approach.

Gavin Past - Research Manager

Gavin enjoys supporting his team in an unstructured approach to their work and tries to

enable blue sky thinking as a key element of each working week. Gavin has plenty of spare

capacity in his role as research manager. As a result of a performance management issue,

Gavin has had some of his responsibilities recently moved to another manager.

Amrit Sond - Finance Director

A chartered accountant with 15 years‟ experience in both the private and public sectors,

Amrit has little experience of managing projects or programmes and is concerned that

Eyellex is trying to do too much, too soon.

Brian Hardman - Estate Director

A qualified structural engineer, Brian has a great deal of project management experience

having worked as a project manager and sat on a number project boards.

Joe Symmons - Operations Manager

Joe has been with the organization for many years and has worked in the IT Directorate and

the R&D directorate in operational and managerial roles. He has practical experience of

running a number of complex projects as project manager and more recently as project

sponsor. He has recently attended and passed a MSP Practitioner course.

Peter Parker - IT Infrastructure Manager

Peter takes a project based approach to much of his work, ensuring that at least his team

works to best practice guidance. Peter supports the IT directorate project activity with a small

project support function within his team.

Jeff Waugh - Research and Development Director

Jeff, and hence his team, do not like their creativity to be constrained by methodology and

framework, but do recognize the need for their work to be strategically aligned to the

direction of the business.

Michael Hanes - IT Services Director

Mike has adopted an Eyellex PRINCE2 framework for delivery of all projects initiated in his

business area, and most of his team are qualified and experienced in PRINCE2. He has in

the directorate, working with the infrastructure manager, a small project support office which

gives coordination and support to all IT and telecoms projects.

Stephen Chang - Operations Director

Stephen has grown up with the organization, within the operations directorate, and has a

very “just do it” approach to business, seeking instant action and quick results. He has

recently attended a master class for programme and project sponsors, and is now strongly

supportive of Eyellex taking a structured approach to change, using MSP as a framework.

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Monica Shapiro - HR Director

Monica is a very experienced change manager who has been involved in a number of large

successful programmes in both the public and private sectors. The HR director is a

chartered fellow of the Chartered Institute of Personnel and Development.

Donald Gamble - External Consultant

Donald is a highly experienced programme manager with an impressive track record and a

number of professional qualifications in project and programme management, including

Managing Successful Programmes (MSP). Donald has worked with the training manager in

the past and has been retained for the first four months of the programme.

George Goldman - Sales and Marketing Director

George has no experience of programme and project management at first hand, but has

been a member of the executive for some time now and would support a logical, planned

approach to change which properly involves stakeholders.

Debbie Davies - Facilities Manager

A time served manager from the soft services side of facilities management. Previously

Debbie worked for six years for an outsource facilities management provider before joining

Eyellex last year. She has managed the mobilization of major facilities management change

programmes in a number of environments.

Wendy Trafford - Project Manager

Wendy is a qualified PRINCE2 project manager, with some understanding of a programme

management approach and a structured and organized approach to information

management.

Jeff Wall - Purchasing Manager

Jeff is highly regarded and credited with successful leadership of the installation of a new

electronic procurement system in a competitor organization. The purchasing manager has

recently joined Eyellex.

Emily Duncan - Finance Manager

Emily would like to see a more rigorous approach to the budgetary and quality control of all

non business as usual activities, particularly projects.

Alan Taylor - Communications Manager

Alan is a highly competent communications professional, with experience of supporting

major change initiatives in his previous role with a major manufacturing organization.

Stacey Brewins - Training Manager

Working closely with programme managers in a range of programmes over the past 15

years, Stacey has seen most success when involved in well-organized programmes and has

recently attended and passed a MSP Practitioner course.

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Session 1D – Business Case Exercise – Interview

Interviewer

“Hi Angela, It‟s good of you to take the time to tell us about your vision for

the company, especially your views on the transformation for excellence

programme which I understand is just getting underway.”

Angela

“Thank you. As you know this programme is critical to the organizational,

operational and cultural transformation of our organization, which will enable

our business to optimize its profitability as the economy moves out of

recession. We have just completed a study into the possible ways we could

move forward. One of the major problems facing us has been the time and

money incurred between our nine different premises. It doesn‟t seem to

matter where you were located, the person you needed to talk to always

seemed to be in another building. We want to see these costs reduced.

Additionally, the cost of running the estate has escalated significantly in the

last two years and we want to see it significantly reduced, and the

operational and cultural variations between the regional sites feels as if it

has significant cost, and brings identifiable risk to our business.”

Interviewer

“Indeed, I‟ve noticed that managers spend a lot of time travelling between

locations – it can be very time consuming and frustrating. Are there any

other drivers for this initiative?”

Angela

“Oh, yes. We have recently concluded a project looking at rationalizing our

business processes and the consolidation of the supporting technology will

also bring significant advantages.”

Interviewer

“Can we be assured that redundancies are not part of the proposals?”

Angela

“The radical changes anticipated in location, processes and technology will

inevitably mean that we will need a significant organizational restructuring,

but we hope that the majority of the changes can be made through a

voluntary redundancy process.”

Interviewer

“How much do you think the programme will cost?”

Angela

“The programme is anticipated to bring net benefit to the organization when

complete, and should make a full return of all of its costs within three years

of its completion in two and a half years‟ time, but the headline costs of the

changes are currently estimated at £20M for new property, £6M for

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Interviewer

“I can see the rationale, but it seems like a lot of money. Did you consider

any other solutions?”

Angela

“Yes. The study considered a number of things.

Firstly we considered staying in current locations, modifying local processes

to improve alignment, and introducing video conferencing to minimize travel.

This option does not enable the radical transformation which is needed to

meet our strategic objectives.

Or, by extending some sites, we can co-locate all the staff for a modest

investment in fewer sites. This provides us with cost savings almost from day

one, but the rationalization of business processes and the supporting

technology would be much more difficult to achieve.

We looked at the relocation of the whole business to one new building, and

although that brings some challenges and difficulties for some members of

our team, in balance its benefits far outweigh the work involved to achieve it.

We costed out a further option – which was „do nothing‟. This ensured that

the selected option was both cost effective and offered value for money.”

Interviewer

“So when do you expect the extension to be ready?”

Angela

“Assuming that the planning permission goes to plan in the next 6 months.

I‟m hoping that the build will be completed in 18 months and we‟ve allowed 6

months for relocation and establishing the new arrangements. So a total of

two and a half years from now should see it all completed

.

”

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Angela

“Well there are a number of things I reported.

The consolidation of the accounts software will only cost £1M and we shall

save approximately £300,000 per annum in reconciliation activities. This

includes the time wasted by my accounts team.

Most importantly we will save £5M per annum on rent and rates.

We expect to realize £12M from the sale of the vacated properties and the

savings on expenses should amount to about £40,000 per annum. Saved

time by integrating the business processes across the business amounts to

another £150,000 per annum, so overall we expect to get payback within 4

years.

Additionally, the general improvement in staff morale will provide a number

of benefits to us, although we do recognize that during the changes we may

lose some excellent staff for a number of reasons.”

Interviewer

“I understand that the organization is about to launch a major sales and

marketing campaign”

Angela

“Yes indeed, and we are making a significant investment of half a million

pounds to stimulate new business from old and new customers, here and

abroad.”

Interviewer

“There is mention in the press of some unrest amongst your middle

management and supervisory staff. Would you like to comment on that?”

Angela

“There is recognition amongst some managers and supervisors that a

reduction in locations and a reorganization will have a potential for significant

head count reduction in some areas. I am concerned that this may make

them unsupportive of the changes, and significantly impede the delivery of

the changes and the required benefits.”

Interviewer

“I understand that you will be using MSP. Will that ensure delivery on time

and on budget?”

Angela

“It‟ll certainly help. Assuming that everything goes to plan then we‟ll be spot

on. There are however only a small number of individuals in the organization

who have any knowledge or understanding of MSP.

In addition, whilst the construction of the new building is relatively problem

free, once we have our anticipated planning permission, we could have

varying degrees of difficulty with selling the old sites.

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It is also very important that we address the communication with the staff so

that they integrate and enjoy the premises.”

Interviewer

“How do you propose to address these issues?”

Angela

“We hope to train a number of staff in the MSP approach, and we are putting

in place a robust marketing campaign for the old properties.

This interview is the first of a series of communication initiatives. We also

intend to run a series of road shows that we hope all staff will attend to keep

everyone informed of project progress and will encourage feedback from the

staff. We are obviously aware that staff may not attend the road shows and

morale will suffer.”

Interviewer

“Thank you for your time Angela.”

Angela

“Thank you.”

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Session 1D - Blueprint exercise

Complete the table on the next page by adding the appropriate POTI acronym in the right hand column. If you think the statement has no place in the Blueprint, then annotate it with a „W‟.

P - Processes O - Organization T - Technology I - Information W - Waste Bin

Once you have completed the exercise, take a look at the model answer and feedback document to see how you did.

Blueprint exercise – hints and tips when considering the POTI model.

P - Processes, business models of operations and functions including changes to operational costs

and performance levels.

You are looking for items which describe the business model (or elements of it), and the business processes and sub processes which will be needed to support the business model, and any items that describe changes in costs and performance within the business model and processes.

O - Organization

The Organization section will include any items which define structure, staffing levels, roles, skills requirements and changes to organizational culture, style and personnel.

T - Technology

Under Technology and tools we need to pull together all of the items that define the required IT systems and tools, equipment, buildings, machinery and accommodation requirements.

I - Information

This section should include information and data requirements. The business information you need to operate the business in its future state. Identify any items in this list which help us gain a clear picture of those requirements and what changes are needed from the existing to the future state. Details of any new developments or redevelopments should also be included.

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© 2011 ILX Group plc

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Session 1D - Blueprint exercise

ID Scenario Statement Answer

A How the business change manager will work with the programme manager on a day-to-day basis.

B New procurement guidelines.

C The new headquarters will take 12 months to complete. D Personal development plans and records for all staff.

E The new headquarters will be purpose-built to meet the needs of all of our visitors, critically visiting customers.

F Statistics to monitor the performance of the suppliers of goods and services to the new business.

G An analysis of the future business processes required for the new business model. H A breakdown of the company‟s current business processes.

I The estimated cost to create the new headquarters is dependent on the architect's design.

J Staff welfare facilities will include a gymnasium and a cafeteria.

K The costs for building and fitting out the new headquarters are estimated to be £20m.

L Roles and responsibilities for all staff.

M It is hoped that some of the old properties may well be sold off to a developer and affordable housing built.

N Project managers on the transformation programme should have good knowledge of project management approaches.

O Desk /Staff ratios for hot desking.

P Current composition of the company‟s risk and audit committee, who will have a quality governance role over the programme.

Q Environmental management data for the new headquarters.

R Staffing requirements for the finance team in the future organization. S Facilities management will be outsourced for the new building. T What the car parking charges will be for staff at the new premises.

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U Outline of the technology requirements for software developers in the new building.

V Detail of applications for funding of on-going sales and marketing related items. W New organizational structure of the company.

X Senior management structure of the company.

Y Subject matter experts required to design the new facilities. Z Current and future utility usage.

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© 2011 ILX Group plc

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Blueprint exercise - answer

The following table provides the correct answers to the Blueprint POTI exercise. We have also provided you with some feedback on the incorrect answers here.

ID Scenario Statement Answer

A How the business change manager will work with the programme manager on a

day-to-day basis W

B New procurement guidelines P

C The new headquarters will take 12 months to complete W

D Personal development plans and records for all staff I

E The new headquarters will be purpose-built to meet the needs of all of our visitors,

critically visiting customers T

F Statistics to monitor the performance of the suppliers of goods and services to the

new business I

G An analysis of the future business processes required for the new business model P

H A breakdown of the company‟s current business processes P

I The estimated cost to create the new headquarters is dependent on the architect's

design W

J Staff welfare facilities will include a gymnasium and a cafeteria T

K The costs for building and fitting out the new headquarters are estimated to be £20m W

L Roles and responsibilities for all staff O

M It is hoped that some of the old properties may well be sold off to a developer and

affordable housing built W

N Project managers on the transformation programme should have good knowledge of

project management approaches W

O Desk /Staff ratios for hot desking T

P Current composition of the company‟s risk and audit committee, who will have a

quality governance role over the programme W

Q Environmental management data for the new headquarters I

R Staffing requirements for the finance team in the future organization O

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T What the car parking charges will be for staff at the new premises. W

U Outline of the technology requirements for software developers in the new building T

V Detail of applications for funding of on-going sales and marketing related items W

W New organizational structure of the company O

X Senior management structure of the company O

Y Subject matter experts required to design the new facilities W

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Blueprint exercise - Feedback

ID Not part of the Blueprint Feedback

A

How the Business Change Manager will work with the Programme Manager on a day-to-day basis.

This is a description of how the transformational program will impart work, and not part of the description of the Blueprint that the programme will leave behind.

C

The New Headquarters will take 12 months to complete.

The Blueprint needs to be a critical and detailed picture of what the programme will leave behind in order to enable the Vision, but not how long it's going to take or what it will cost.

I

The estimated cost to create the new Headquarters is dependent on the architect's design. This item might be seen and documented further as a risk, and may be part of an outline Business Case, but is not part of the Blueprint of the future.

K

The costs for building and fitting out the new Headquarters are estimated to be £20m. Again the costs of delivering projects which enable the Vision are not a component of the Blueprint itself.

M

It is hoped that some of the old properties may well be sold off to a developer and affordable housing built.

This information may advise at some stage the Business Case, and as it is not certain, may be captured in the risk register, but is not part of the Blueprint.

N

Project Managers on the transformation programme should have good knowledge of project management approaches.

The Blueprint is a detailed picture of the future state left behind by the programme and as such should not detail the skills required by the programme and project teams.

P

Current composition of the company‟s Risk and Audit Committee, who will have a Quality governance role over the programme.

How the program is going to manage quality will be a key element of the Quality

Management Strategy, but there probably would not be a list of this standing committee, perhaps just their terms of reference in relationship to this programme.

T

What the car parking charges will be for staff at the new premises.

This information may have some bearing on the Business Case for staff consultation/union negotiations but is not part of the future Blueprint.

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V

Detail of applications for funding of on-going sales and marketing related items.

Ongoing business development costs will not be seen as contributing to the Business Case for the programme, and certainly not the Blueprint.

Y

Subject matter experts required to design the new facilities.

The Blueprint is the detailed picture of the future state left behind by the programme and should not detail the resources required to deliver the programme.

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Session 1D - Exercise 1 – Why Programme Management – Why MSP

For this exercise you are tasked with writing, in your own words, a justification of why the activities described in the scenario should be carried out using a Programme Management Framework. We suggest that you spend no more than half an hour on this task and aim to write between 150 and 200 words.

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Session 1D - Exercise 1 - Suggested Answer

The changes described in the scenario outline can best be described as a major business

transformation. In this scenario the changes anticipated are going to affect every part of the

organization. In deciding on the best approach to such change it is useful to assess the impact of

the changes on the organization and this can be done in part by looking at the nature of the change.

In the scenario not only is there to be a relocation of all employees to a new headquarters building, with the subsequent changes to the estate, there is to be a rationalization of business processes, as well as the refreshment of the systems and underpinning technology supporting the systems and processes, together with a restructuring of the organization and individuals roles and

responsibilities.

As well as having a complex dossier of projects to oversee over a period of time, the Executive team cannot be confident of how some parts of the organization will react, and what the effect will

be on their staff, customers and the marketplace. In addition their strategy for the organization may well have to change in response to the environment in which they find

themselves operating over that period.

The governance and consistency that MSP is designed to provide will deliver the structure which will enable the effective management of such complexity, ambiguity and risk, and the optimum chances for successful delivery of the desired benefits.

Give yourself a score 0-10 for your document. If you have scored less than 6, perhaps you might want to have another go?

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Session 1D - Exercise 2 – Transformational Flow Activities – Part 1

We use the framework offered by Managing Successful Programmes to deliver transformational business change. The “Transformational Flow “ of MSP describes a set of the six processes each containing a number of activities which are both iterative and interrelated, so each process may require more than one iteration before the next one begins.

The “Principles” of Managing Successful Programmes underpin the Transformational Flow at all times and through all types of activities.

The first part of the exercise is to recall the Transformational Flow and the processes within it. Using the framework diagram provided, complete the diagram, adding the titles and all the processes.

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MSP process activities

Establish the infrastructure for Defining a

Programme Sponsoring the programme

Develop the blueprint Design the programme organization

Establish the tranche Establish the team to define the programme Manage people and other resources Direct work

Start projects Engage stakeholders

Manage pre-transition Notify programme is about to close Confirm the programme mandate Develop the benefit profiles Confirm on-going support is in place Review programme

Update and finalize programme

information Develop and confirm programme business case

Approval to proceed Confirm programme closure

Model the benefits and refine Manage post-transition Provide feedback to corporate

governance Appoint the SRO and programme board

Prepare for next tranche Align projects with benefits realization Disband programme organization and

supporting functions Control and delivery of communications Manage risks and issues Approval to proceed

Independent review Maintain information and asset integrity Develop the programme preparation plan Design the project dossier

Governance: manage and control delivery Undertake audits and assurance reviews

Identify tranches Manage transition

Procurement and contracts Refine the vision statement Produce the programme brief

Develop the governance arrangements Develop the programme plan Monitor, report and control

Align projects with programme objectives Validate the benefits Maintain alignment between programme

blueprint and business strategic objectives

End-of-tranche review and close Identify and analyse the stakeholders Prepare for first tranche

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Identifying a Programme

Okay now we have got the basics right let's move on to look at the first process of the Transformational Flow - “Identifying a Programme”. As inputs to this process we have the Mandate for the programme, we have hopefully an understanding of the Strategy of the organization, and we have some knowledge of Project status and plans for those projects which we may need to adopt into the programme.

To control the process and the outputs of Identifying a Programme we can check that its outputs map to the strategic direction of the organization. We can confirm a shared understanding of what is needed and what is planned with the sponsoring group, and we can ensure that the outputs of the process are put through some form of formal review.

From the table on page 3 can you select the seven activities which make up the process of „Identifying a Programme‟? Identifying a Programme 1. 2. 3. 4. 5. 6. 7.

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Defining a Programme

So in Identifying a Programme we have confirmed a Mandate for the programme and created a Programme Brief and a Programme Preparation Plan which had been signed off by the sponsoring group. We now have permission to move on to the next process in the Transformational Flow – “Defining a Programme”, so the Programme Brief and the Programme Preparation Plan become key inputs into this next process.

The Defining a Programme process is where we undertake all of the detailed planning for the programme including what the programme is going to do, and how it's going to be done, who is involved, how it is to be controlled, and what the justification is moving forward.

So from the remaining items in the table on page 3 can you select the 17 activities which make up the process of „Defining a Programme‟?

Defining a Programme 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

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Managing the Tranches

In Managing the Tranches we will implement the functions, processes and procedures that define how the programme is set up, managed and controlled, as determined in the governance framework developed by the Programme Manager during „Defining a Programme‟.

Our controls over this process include the on-going review of risks and issues, our end of tranche reviews, benefits reviews and also checks against standards, regulations and legislation and our governance arrangements to ensure compliance.

So from the remaining items in the table on page 3 can you select the 13 activities which make up the process „Managing the Tranches‟.

Managing the Tranches 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

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Delivering the Capability

The „Managing the Tranches‟ process oversees the twin processes of „Delivering the Capability‟ and „Realizing the Benefits‟, providing high-level direction, guidance and control.

The next process, “Delivering the Capability” is all about coordinating and managing project delivery, according to the programme plan, and our controls for this process include the governance

arrangements, monitoring the project against their briefs and reviewing and closing projects.

So from the remaining items in the table on page 3 can you select the six activities which make up the process of „Delivering the Capability‟.

Delivering the Capability 1. 2. 3. 4. 5. 6.

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Realizing the Benefits

As the Programme Manager oversees “Delivering the Capability”, the Business Change Manager is working closely with them, overseeing the process of “Realizing the Benefits” This is the process used to manage the benefits from their initial identification to their successful realization. To support us we have a Benefits Management Strategy, our project briefs, monitoring projects against those briefs and the review and closure of projects.

You will recall there are three distinct sets of activities in the process “Realizing the Benefits”, so from the list in the table on page 3, select the headings for the three sets of activities, and then the

individual activities for each set.

Session 1D - Exercise 2 – Transformational Flow Activities – Part 7

Closing the Programme

This brings us to the final process in the Transformational Flow – „Closing a Programme‟. The purpose of closing the programme is to formally recognise the completion of the programme and delivery of the new capabilities and the realization of outcomes and benefits.

So the final part of the exercise is to add the activity titles to the „Closing a Programme‟ process. Realizing the Benefits

1. 2. 3.

Closing the Programme 1. 2. 3. 4. 5. 6. 7.

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Session 1D - Exercise 2 – Transformational Flow Activities - Answers

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Part 2 – Identifying a Programme

Part 3 – Defining a Programme

Identifying a Programme

1.

Sponsoring the programme

2.

Confirm the programme mandate

3.

Appoint the SRO and programme board

4.

Produce the programme brief

5.

Develop the programme preparation plan

6.

Independent review

7.

Approval to proceed

Defining a Programme

1.

Establish the infrastructure for Defining a Programme

2.

Establish the team to define the programme

3.

Identify and analyse the stakeholders

4.

Refine the vision statement

5.

Develop the blueprint

6.

Develop the benefit profiles

7.

Model the benefits and define the profiles

8.

Validate the benefits

9.

Design the projects dossier

10.

Identify tranches

11.

Design the programme organization

12.

Develop the governance arrangements

13.

Develop the programme plan

14.

Develop and confirm programme business case

15.

Consolidate the programme definition

16.

Prepare for first tranche

17.

Approval to proceed

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Part 4 – Managing the Tranches

Part 5 – Delivering the Capability

Managing the Tranches

1.

Establish the tranche

2.

Direct work

3.

Manage risks and issues

4.

Control and delivery of communications

5.

Undertake audits and assurance reviews

6.

Maintain alignment between programme blueprint and business strategic objectivies

7.

Maintain information and asset integrity

8.

Manage people and other resources

9.

Procurement and contracts

10.

Monitor, report and control

11.

Transition and stable operations

12.

Prepare for next tranche

13.

End-of-tranche review and close

Delivering the Capability

1.

Start projects

2.

Engage stakeholders

3.

Align projects with benefits realization

4.

Align projects with programme objectives

5.

Governance: manage and control delivery

6.

Close Projects

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Part 6 – Realizing the Benefits

Part 7 – Closing the Programme

Realizing the Benefits

1. Manage pre-transition

2. Manage transition

3. Manage post-transition

Closing the Programme

1. Confirm ongoing support is in place

2. Confirm programme closure

3. Notify programme is about to close

4. Review programme

5. Update and finalize programme information

6. Provide feedback to corporate governance

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Session 2A

Exam Technique

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MSP Practitioner Question Styles

1. INTRODUCTION

The objectives of the examination are to enable candidates to demonstrate a understanding of MSP and an ability to apply the methodology to a given set of circumstances described in a scenario. The MSP syllabus defines the learning outcome that is being tested for at practitioner level. The Practitioner examination uses objective test questions which require candidates to choose a response to a question from a set of choices for which the correct answer is pre-determined.

The following paragraphs explain the format of the examination paper and the different types of question asked. There are also some suggestions on how to approach answering the various types of question.

2. STRUCTURE OF THE PAPER

The examination paper consists of three booklets.

The Scenario Booklet will contain one scenario providing a description of an organization, the business rationale for a programme and the programme structure. The Scenario Booklet may also provide additional information for one or more of the eight questions. Where this additional information is to be used, this is clearly stated in bold within the question. Additional information is only to be used for the question to

which it relates.

The combination of the scenario, each question and any additional information for that question will provide the context within which the question is to be answered. This context may relate to MSP roles (Sponsoring Group, Programme Manager, Business Change Manager etc.) and also programme timescale (e.g. middle of tranche, start or end of programme).

The Practitioner Question Booklet will contain eight questions. Each of the eight questions is worth 10 marks. This gives a total of 80 marks. The pass mark is 40 (50%). Each of the eight questions may be sub-divided into parts. Each of the part-questions will identify the portion of the 10 marks allocated to it and will consist of individual question-lines each worth 1 mark.

The Re-registration exam will follow the same general format as the Practitioner exam but the Question Booklet will contain three questions, giving a total of 30 marks. The pass mark is 15 (50%).

Candidates are expected to answer all questions.

The Answer Booklet will contain the answer sheets on which the candidate's answers must be given. There will only be one answer to each question-line unless it is clearly stated otherwise within the question.

There may be question-lines where candidates are required to select one answer, but where the candidate might consider that more than one answer could be valid. Owing to the flexible nature of MSP this is inevitable on some topics, and for this reason some questions say 'Which of the following is MOST...'. The candidate is required to select one answer which best fits with the given scenario and MSP guidelines and principles. If the candidate selects more than one answer in the answer booklet the response line will be void and no mark awarded for that question line.

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3. MSP SYLLABUS AREAS ADDRESSED

Most questions will cover just one of the 11 areas of the MSP Practitioner syllabus (see table below). It is likely that there will be more than one question on major areas of the syllabus in an examination, such as the transformational flow.

Syllabus Area Acronym

Syllabus Area

PT Overview, principles and governance themes overview

OP Organization and programme office

VS Vision

LS Leadership and stakeholder engagement

BM Benefits management

BL 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)

However, all the areas of the syllabus are examinable and some questions might include aspects of related syllabus areas even if they are not strictly about that area itself. For example, a question on quality and assurance management within a programme may include reference to, and questions about, roles and responsibilities even though it is not formally testing the candidate's understanding of the organization theme in the guide.

In order to ensure a suitable balance of questions, a question may occasionally address more than one syllabus area. This is most likely where the lack of depth of a syllabus area makes it more difficult to construct a balanced question on the single area. Where syllabus areas are combined in this way, this will be clearly shown at the top of each question. Each question header for each part-question will identify which syllabus area is being examined.

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4. TYPES OF QUESTION

There are a number of different test types used within the paper. The test types are:

 Classic Multiple Choice Question - 'choose one from a list of three or four possible answers'. The

example given below requires candidates to select the correct response from a list of four options. Note that the question should be answered „in the context of the Scenario‟, but there should not be a requirement for the candidate to reference specific lines within the scenario to answer the question.

In the example provided below, candidates are required to refer to some additional information, provided in the Scenario Booklet in order to select the correct response from the list of four options. Once again, the question should be answered „in the context of the Scenario‟, and there should not be a requirement for the candidate to reference specific lines within the scenario to answer the question.

Where a candidate is required to refer back to specific details provided in the scenario this will be clearly stated in the question as: „Using the Scenario‟. Examples of the kind of information that a candidate may need to reference specifically from the scenario include:

 the scope or dependencies or a project

 the capability being delivered by a tranche or the objectives  the benefits sought by the programme

 the boundary of the programme.

In the context of the Scenario, answer the following question.

1 Which role is responsible for aligning the costs of developing the training facilities with the objective of cost-effective decentralization?

A. SRO

B. Programme Manager C. BCM

D. Project Manager for Project 5 (New Working Practicies).

In the context of the Scenario and using the additional information provided for this question in the Scenario Booklet, answer the following question.

1 The Chief Financial Officer has been identified as a member of the Sponsoring Group. Is this an appropriate application of MSP for the programme?

A. No, because the members of the Sponsoring Group should have programme management experience.

B. No, because the Sponsoring Group should demonstrate the values

C. Yes, because approval of funding for the programme needs senior level commitment within the Sponsoring Group.

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 Multiple Response - 'choose two correct options from a list of five options‟. This question follows

exactly the same format as the 'Classic style', but more than one answer is required. It is the only

question style that requires more than one answer. Both responses must be correct to gain a

mark. If more or fewer than two responses are given, then the answer will be void.

 Matching - involves linking items in one list to items in a second list. There is only one correct

response to each question, but options in the second list can be used once, more than once or not at

all.

In the context of the Scenario, answer the following question.

Column 1 contains a list of true statements about the programme. For each statement in Column 1, select from Column 2 the document where that information should be recorded.

Each selection from Column 2 can be used once, more than once or not at all.

No Column 1 Column 2 1 2 3 4 5

Guidance on the criteria to be used for review of the new training prospectus.

The capacity of, and facilities to be offered by, each new training centre.

A proposed change to the training prospectus being prepared by Project 3 (Training Design), identified during the preparation of the new working practices in Project 5 (New Working Practices).

How the revised training prospectus will contribute to delivering market-leading customer service.

General processes to follow for managing any legal difficulties that may arise during the execution of Project 2 (Outsource Specialized Training).

A. Blueprint

B. Description of the Benefit C. Programme Issue Register D. Quality and Assurance Strategy E. Risk Management Strategy F. Programme Risk Register G. Projects Dossier

In the context of the scenario, answer the following question about communications relating to the programme.

Remember to limit your answers to the number of selections requested in each question. 1 Which 2 messages are MOST likely to be communicated to shareholders?

A. Impact of the programme of pre-tax profit of Buyitall. B. Effect of the programme on Buyitall‟s property assets.

C. Amendments to job descriptions for Northtown staff following the establishment of the new training centres.

D. Details of contractual discussions about outsourcing some of the training courses. E. Updates to the training prospectus for Buyitall staff.

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 Assertion/Reason - each item consists of two statements, an assertion and a reason that are linked

by the word 'because'. Firstly, candidates must determine whether the 'assertion' statement is true or false and then, independently of the assertion, whether the 'reason' statement is true or false.

If either or both statements are false, the answer can be selected from options C, D or E. However, if both statements are true, a third step is required.

To determine between options A or B, candidates must determine whether or not the reason is a correct explanation for the assertion.

There is only one correct response to each question-line, but options can be used once, more than once or not at all.

Using the Programme Scenario, answer the following question.

Each line in the table below consists of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.

Option Assertion Reason

A True True AND the reason explains the assertion

B True True BUT the reason does not explain the assertion

C True False

D False True

E False False

Assertion Reason

1 The Monitoring and Control Strategy should specify who must authorize the contracts to acquire each training centre.

BECAUSE

The Monitoring and Control Strategy should set out when audits and health checks should take place.

2 It would be appropriate for a new project to be planned, for delivery in an early tranche of the programme, to confirm if retail staff will use the distance learning methods effectively.

BECAUSE Early tranches may be designed as pilots or proof of concept.

3 The specifications and design of the IT network for the training centres should form part of the Programme Plan.

BECAUSE The Programme Plan should include specifications for critical project outputs.

4 The Resource Management Strategy should identify how Projects 7 and 8 delivering the regional training centres will use external resources in the delivery of the training centres.

The Resource Management Strategy should include the timing of activities to monitor resource usage by projects will take place.

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5 The Project Manager for Project 7 (Lease or Buy Four Centres) should be given clear guidelines as to when the first four new training centres must be delivered.

The boundary of the programme will set out the programme scope.

For example, in question line 1 above, both the assertion is true and the reason statement is false, therefore the answer is C. In question line 2 both the assertion and the reason statements are true and the fact that the early tranches may be designed as pilots or proof of concept explains why it would be appropriate for a new project to be planned, for delivery in an early tranche of the programme, to confirm if retails staff will use the distance learning methods effectively. Therefore, the answer is A.

In question-line 5 both the assertion and the reason statements are true but the reason statement does not provide an explanation for the assertion. The assertion is describing project tolerances relating to the timing of the opening of training centres, whereas the reason is about the scope or boundary of the programme, not when it is needed. Therefore, the answer is B.

LEARNING LEVELS

Part-questions will vary in their level of difficulty depending on the learning objective of the test. The learning levels are:

1. Knowledge 2. Comprehension 3. Application 4. Evaluation.

1.Knowledge 2. Comprehension 3. Application 4. Evaluation

Able to recall Guide facts, including terms, concepts, principles, themes, processes, and responsibilities.

Understands the principles, processes, governance themes, the programme's

environment and roles and can explain how these are applied on/are involved with a

programme.

Demonstrates application of the method to a scenario through: (i) appropriate use of governance themes; (ii) creation of

programme documents; (iii) appropriate tailoring of the processes and governance themes.

Ability to evaluate the use of MSP through appraisal of completed documents and

programme events for a given scenario.

Within a question, the part-questions will be assembled in order of ascending difficulty level. The focus of the examination is on application and evaluation learning objectives.

5. TIME MANAGEMENT & REFERENCE MATERIAL

The full Practitioner examination is 2.5 hours in duration. The Practitioner re-registration examination is 1.25 hours in duration. Candidates must manage their time in order to complete all questions.

As a general guide, candidates may wish to spend the first 15 minutes reading the scenario information and getting familiar with the layout of the paper.

If 15 minutes is then allocated for each of the eight questions, this will allow about 15 minutes tolerance for additional reading required for some questions. This suggested timing is for guidance only.

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No additional support material is permitted. This includes post-it notes (other than tabulation of the sections of the guide) and additional information sheets whether affixed in the guide or not. Candidates are, however, permitted to make hand-written annotations within any blank space in the guide and refer to this during the course of the examination.

Candidates should be aware of the time constraint upon them. Whilst the guide is there for support, the time pressure of the examination means that candidates should be circumspect in its use. The questions have not

been designed on the basis that candidates are required or even expected to use the guide to answer

questions.

The Scenario Booklet provides a programme scenario and additional information for a number of questions. Where additional information and/or the Scenario is/are required to answer a question, the question will make this clear. If only one of these is required the question will also make this clear.

Where a question should be answered „in the context of the Scenario‟ but without needing to reference specific details from the scenario, this will be clearly stated in the question as well.

Where additional information is provided, it should be taken as factually correct unless the phrase 'May contain errors' is used. Where this phrase is used, candidates will typically be required to analyse whether there are any errors and, if so, which statements contain them.

If there is no reference to additional information or the Scenario within a question, then the question should be answered using only the information contained within the question. In this case the Scenario provides the background and context to the overall programme but not the facts required to answer the question.

6. EDITORIAL NOTES General Presentation

Throughout the Scenario Booklet and Question Booklet, title case has been used for all references to MSP programme information documents, roles and a small number of glossary terms.

Matching and number of answers required

Wherever the phrase 'Each selection from Column 2 can be used once, more than once or not at all' is used only one answer is required.

Use of Should, Could, Must, Would and Will

If we take as an example the statement, 'The Chief Financial Officer should/could/would (or will)/must

perform the SRO role on the programme'.

'Should' - is used to express 'obligation': something that is good or important or recommended. It is less

strong than must and is used to test whether something should be done in a programme situation because it is consistent with the principles and practices recommended in MSP.

Given the scenario information provided, the Chief Financial Officer may be the most appropriate candidate for the SRO role. Use of 'should' requires the candidate to evaluate this.

'Could' - is used to express a possibility but not a necessity given the programme circumstances - it is used

very little as, in most cases any statement, for ex