Posted by MSP Programmes are all about delivering transformational change. This part of the guide looks at how the transformation is achieved through a series of iterative, interrelated steps.
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 (affiliate link).
For further information on the MSP® certifications, please download the MSP® syllabus, or visit Axelos.com.
Leadership and Stakeholder Engagement
For the foundation exam you have to know facts, terms and concepts, specifically recall the:
=> Definition of stakeholder (page 59):
A stakeholder is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, a programme.
=> The purpose of:
- Influence/interest matrix (pages 64, 66): capture level of stakeholder importance to the programme and its impact on them. See Fig 6.4 page 66
- Programme communications plan (page 242): sets out the timetable and arrangements for implementing and managing the stakeholder engagement strategy
- Stakeholder map (pages 64, 65): shows the stakeholders, their interests, and the areas of the programme that affect them. See table 6.3 page 65
- Stakeholder engagement strategy (pages 64, 67, 70, 202, 247): used to define the framework that will enable effective stakeholder engagement and communication
- Stakeholder profiles (incl. stakeholder maps) (page 248): used to record stakeholder analysis information
=> Management and leadership (pages 36, 60, 61):
Management is:
- Always required, particularly in business-as-usual contexts, and focuses more on evolutionary or continual improvement
- Focused on the ‘how’ and the ‘when’
- Concerned with speed, efficiency and quality
- Most effective when controlling tasks against specifications or plans
- Focused on tasks, delivery and process
Leadership is:
- Particularly required in a context of change. It clarifies the ‘as-is’, the vision of the future, and thrives in the tension between the two
- Inclined to clarify the ‘what’ and the ‘why’
- More concerned with direction, effectiveness and purpose
- Most effective when influencing people by communicating in face-to-face situations
- Focused on meaning, purpose and realized value
=> The purpose of ‘visioning workshops’ and the ‘do-nothing vision’ (page 60):
- Visioning workshops: help draft the programme vision statement. It’s an opportunity to engage the right stakeholders early; for leadership to explore and define what might be called the ‘do-nothing vision’
- Do-nothing vision: allows leaders to create and foster the belief in the need for change. Sometimes known as the ‘burning platform’ or ‘burning bridge’
=> Objectives of the communication process (page 67):
- Keep awareness and commitment high
- Ensure that expectations do not drift out of line with what will be delivered
- Explain what changes will be made and when
- Describe the desired future end state
=> Four core elements of successful communications (page 67):
- Stakeholder identification and analysis: send the right messages to the right audience
- Message clarity and consistency: ensure relevance and recognition, and engender trust
- Effective system of message delivery: get the right messages to the right stakeholders in a timely and effective way
- Feedback collection system: assess the effectiveness of the communications process
=> Areas of focus for the governance theme leadership and stakeholder engagement of (page 72):
- SRO:
- Engaging key stakeholders early and at appropriate milestones throughout the programme
- Leading the engagement with high-impact stakeholders and anticipating stakeholder issues that may arise
- Briefing the sponsoring group and gathering strategic guidance on changing business drivers
- Showing visible leadership at key communications events and ensuring the visible and demonstrable commitment of the sponsoring group
- Ensuring the creation, implementation and maintenance of the overall stakeholder engagement strategy
- Programme Manager:
- Developing and implementing the stakeholder engagement strategy
- Day-to-day implementation of the whole stakeholder engagement process
- Developing and maintaining the stakeholder profiles
- Controlling and aligning project communication activities
- Ensuring effective communications with the project teams
- Developing, implementing and updating the programme communications plan
- BCM(s):
- Engaging and leading those operating new working practices through the transition, generating confidence and buy-in from those involved. Active stakeholder engagement is a major part of discharging this role
- Supporting the SRO and taking specific responsibility for stakeholder engagement in their part of the organization
- Support to the programme manager in the development of the stakeholder engagement strategy and programme communications plan
- Alerting the programme manager to the new winners and losers (if any) in their area of change
- Providing information and business intelligence for the stakeholder profiles
- Briefing and liaising with the business change team
- Communicating with affected stakeholders to identify new benefits and improved ways of realising benefits
- Delivery key communications messages to their business operations
- Programme Office:
- Maintaining information relating to the stakeholders
- Maintaining an audit trail of communication activity
- Collating feedback and ensuring that it is logged and processed
- Facilitating activities specified in the programme communications plan
Managing Successful Programmes – Foundation content guide (hyperlinks will be added as posts become available):
- Overview, Principles and Governance Themes overview
- Organization and Programme Office
- Vision
- Leadership and Stakeholder Engagement
- Benefits Management
- Blueprint Design and Delivery
- Planning and Control
- The Business Case
- Risk and Issue Management
- Quality and Assurance Management
- Transformational Flow