MSP Foundation – Vision

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A vision is a picture of a better future. In MSP it is the basis for the outcomes and delivered benefits of the programme.

Before proceeding, just a quick reminder that all page references are from the MSP® manual, so if you haven’t bought it yet then I strongly advise you do so. You can order it directly from Amazon below.

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For the foundation exam you have to know facts, terms and concepts, specifically recall the:

=> Definition of a vision statement (Page 53):

Vision is a picture of a better future. The vision statement is the outward-facing description of the future state following programme delivery. The vision statement will describe the new services, improvements and innovative ways of working with stakeholders, or any combination, and it should be used to engage and gain commitment from as many stakeholders as possible.

 => The purpose of a vision and vision statement (Pages 53, 248):

  • Vision: it is the basis for the outcomes and delivered benefits of the programme
  • Vision statement: encapsulates the vision and is used to communicate the end goal of the programme; could be seen as providing an external ‘artist’s impression’ of the desired future state

=> Characteristics of a good vision statement (Page 54):

  • Written as a future state
  • Easily understood by a wide variety of stakeholders; it is easy to communicate
  • Written with the broadest groupings of stakeholders as the target audience
  • Describes a compelling future that engages the heart as well as the head
  • Sets out the current reality as part of the justification for change
  • Matches the degree of transformation change with the boldness of the vision conveyed; motivate everyone and need to do justice to the challenge of transformational change
  • Avoids target dates unless the vision is truly time-dependent
  • Describes a desirable future, in terms of the interests of key stakeholders. Key benefits are implicit
  • Describes a vision that is verifiable but without too many detailed performance targets
  • Is sufficiently flexible to remain relevant over the life of the programme. It does not contain too many constraints
  • Provides sufficient context and direction to enable the development of the blueprint
  • Is short and memorable but relevant

=> The areas of focus for the governance theme vision of (Page 56):

  1. Senior Responsible Owner:
    • Engaging the sponsoring group in the development of the vision statement
    • Producing the vision statement document
    • Gaining the endorsement of the sponsoring group and senior support and commitment for the vision
    • Ensuring that the organisation is capable of achieving the transformation described
    • Maintaining focus on the vision statement
    • Authorising any changes or formal interpretations to the vision statement
  2. Programme Manager:
    • Developing programme documentation aligned to the vision statement
    • Ensuring that the vision statement underpins the programme communications plan
    • Coordinating the development of the blueprint based on the vision statement
    • Designing the delivery of capability to align with the vision statement commitments
    • Processing any changes or updates to the vision statement
  3. Business Change Manager (BCM):
    • Supporting the SRO in the development of the content relating to the business areas to be changed, and contributing to the content of the vision statement
    • Interpreting the vision statement in the context of their business operations
    • Assessing the impact of the vision statement on business operations
    • Communicating the vision statement to their particular areas of the business
    • Delivering the operational changes needed to achieve the desired end state
  4. Programme Office:
    • Configuration management of the vision statement document

=> Type of content of a vision statement (Page 248):

  • Clear statement of end goal of the programme; short and memorable
  • Any imposed constraints
  • Context of the programme and project teams
  • Any relevant information to help set expectations and context within the broader business context
  • Any information to support the justification for change; ie description of the current reality

Managing Successful Programmes – Foundation content guide (hyperlinks will be added as posts become available):

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