MSP® PRINCE2® P3O® P3M3™

 

As you may already know, Aspire Europe Ltd have agreed to sponsor to sponsor an entrant in this years Cannonball Run 2009 to help raise funds for Zimbabwean Orphans.

They will keeping a diary as they wend their way across Europe and we hope they raise many thousands for charity

If you would like to contribute - here is the link http://www.justgiving.com/jasoncole and here is a picture of their van 

 

 

 

 

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We’ve been working on an assignment relating to benefits and people are using such confusing terms that it is a real muddle.

 When we wrote MSP07 we didn’t help the situation really. We had words like enablers and business changes lurking in the images.

This is going to be the subject of an article in the next few weeks, hopefully this will help in the sort term.

If you see the word “enabler” in benefits speak it is the same as “capability” in MSP speak.

If you see the expression “business change” in benefits speak it is the same as “transition” in MSP speak.

That clears up a lot of the confusion that people experience - keep it easy, keep it meaningful and keep it real

 

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Aspire Europe are really proud to be involved in the launch of a fab new idea to develop and improve best practice. Rather than sitting there reading about it  - why not listen to it in the car or on the train.

The OGC Best Practice publications lead authors, Sue Vowler, Andy Murray, Rod Sowden and Crag Kilford have worked together to produce a number of interviews totally over 10 hours at present. 

These involve introductions to the products and provide helpful interpretations of concepts that will be of interest to newcomers and experts alike.

It will go live on the 23rd June 2009 - so check out  www.hearbestpractice.com  it you want to be in the know.

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We face a huge challenge with our clients in the consultancy environment as we support them in the implementation of Managing Successful Programmes. We need to help them create specifically the governance strategies for programme and project management in their organisation, and that will include, often as the most critical and most urgent activity, the creation of a Risk Management Strategy.
In MSP we talk specifically about the need to adopt MSP in a way which copes with the culture of the organisation, and that all governance strategies should refer and defer to corporate policy and strategy.
In particular, what we find when we set out to adopt MSP in organisations is that we need to ensure that they have a robust Best Practice approach to Risk Management in place, and that before we can deliver a Risk Management Strategy at programme and project level, we need to make sure that Risk Management Policy, Process and Strategy, together with a Risk Register and Issue Log are properly in place for the organisation at a Corporate level.
We will provide an informed basis for discussion of this topic, based on our engagements with a wide range of public and private sector organisations, and willingly give and share our experience (without attribution to specific organisations), and  pose the following questions

1. What is your experience of supporting the delivery of effective Risk Management into organisations
2. What are the barriers you have encountered
3. What solutions can you share

Getting clients – or more often our client’s senior management, to understand the need for the formation of a blueprint before putting projects into place is a bit of a black art. Supporting them to work up a detailed picture of the future state, developed from a vision, particularly when we are reverse engineering Programme Management into place, can often be difficult to initiate. Once they engage in the process, its value starts to become evident, and very often this is the trigger for the acceleration of the adoption process. Using the blueprint process for the design of a Programme Office can be a way forward. We will explain how we have overcome these barriers with and for our clients in a number of scenarios.
We will provide an informed basis for discussion of this topic, based on our engagements with a wide range of public and private sector organisations, and willingly give and share our experience (without attribution to specific organisations), and  pose the following questions

1. What is your experience of blueprint development in organisations?
2. What are the tools and techniques you have deployed?
3. What methods have you used to engage senior stakeholders?