One key element on the Managing Successful Programmes (MSP) methodology will be the strategy of Governance Themes. These 9 themes represent governance or regulate framework for programme management. The MSP manual presents direction for managing every topic within the type of 'Best Practices', which have been created via consultation with professional managing successful programmes and project managers.

Organization This Governance Theme describes the overall framework, plus the particular person roles and obligations of all those people who are involved in the managing successful programmes. The advice provided ranges with the vague ("Responsibilities of the Sponsoring Group: Championing the programme") for the much more measurable ("Key attributes of the Programme Manager: Good knowledge of techniques for planning, monitoring and controlling programmes, including risk management"). In all cases, the MSP manual stresses which the duties and profiles presented need to be tailored on the desires of your unique managing successful programmes.

Vision Even though the MSP methodology is "primarily designed to cater for leading and managing transformational change" and is notably suited to programmes managed in just environments of higher complexity, risk and ambiguity, there's a person aspect in the programme that ought to not, besides less than the strongest external tension, at any time be altered. The Vision Statement, a document created from the Senior Responsible Owner plus a staff of senior administration and representative stakeholders, describes the long run state envisioned given that the prosperous fulfillment of programme objectives.

Leadership and Stakeholder Engagement Engaging stakeholders, together with staff, is important if a programme is to triumph, as without adequate guidance within the right people, a programme may possibly absence the sources that it wants to fulfill the advantages projected from the Eyesight Assertion.

A stakeholder is any individual who may have a desire or investment inside the development of the programme. This financial investment might be low or significant, and can be established in opposition for the effect of specific (or groups of) stakeholders inside of a matrix designed that can help create and analyse stakeholder profiles.

Benefits Realization Management The objective of Benefits Realization Management is the clear identification of benefits, and the use of these rewards for a roadmap to the programme. MSP illustrates this in the Path to Benefit Realization diagram, which particulars the measures from Project Outputs to Strategic Objectives.