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项目集群管理MSP-英文(1).pdf
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MSP将项目群管理定义为:“协调组织、指导和实施一系列项目和转换活动的行为,目的是为了通过一系列变革成果,实现对业务具有战略重要性的收益”。如今的组织处于一个不得不变革的状态。经常会有很多动态因素或者是矛盾因素驱动的变革,其中就包含技术创新、工作实践(例如,外包和合作伙伴)、兼并,国家的各种方针政策的推行也位列其中。不论是什么样的组织,无论它在何处,无论他是什么样的结构,其变革的频率是逐渐增加的。大多数组织都已经通过实行有效的领导及战略性的控制等方法学会了如何转型,使组织更容易生存下来并走向繁荣。项目群管理被愈来愈多的人认为是实现组织战略目标及管理转型的重要工具。管理成功的项目群(MSP)从公共及私营组织中吸取经验,证明了成功交付转型变革项目群管理的良好实践。
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2011 edition
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Managing Successful Programmes
Whether you work in the public or the private sector, a small
organization or a global enterprise, you cannot avoid the
continual pressure of change. Globalization of markets and
services, developing technology, increasing customer demands,
regulatory requirements and more effective working practices
all drive transformation that needs to be managed.
It is widely acknowledged that good programme management
is essential to delivering effective and successful change. This
latest edition of Managing Successful Programmes (MSP
®
)
builds upon the knowledge of experts, drawing upon actual
experiences from a variety of sectors in different countries to
help you achieve real benefi ts for your organization.
This proven approach to programme management is an
essential reference guide for all programme leaders, managers,
business change managers and programme offi ce staff who
are involved in the delivery of transformational change.
Managing Successful Programmes
7091_MSP cover_v1_0.indd 1-3 16/08/2011 12:06
Managing Successful Programmes
London: TSO
Published by TSO (The Stationery Ofce) and available from:
Online
www.tsoshop.co.uk
Mail, Telephone, Fax & E-mail
TSO
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Telephone orders/General enquiries: 0870 600 5522
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© Crown Copyright 2011
This is a Crown copyright value added product, reuse of which requires a Licence from the Cabinet
Ofce
Applications to reuse, reproduce or republish material in this publication should be sent to
The Efciency & Reform Group Service Desk, Cabinet Ofce, Rosebery Court, St Andrews Business
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E-mail: servicedesk@cabinet-ofce.gsi.gov.uk or complete the application form on the Cabinet Ofce
website, Licensing section.
Copyright in the typographical arrangement and design is vested in The Stationery Ofce Limited.
Applications for reproduction should be made in writing to The Stationery Ofce Limited,
StCrispins, Duke Street, Norwich, NR3 1PD.
The Swirl logo™ is a trade mark of the Cabinet Ofce
MSP® is a registered trade mark of the Cabinet Ofce
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M_o_R® is a registered trade mark of the Cabinet Ofce
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OGC (former owner of Best Management Practice) and its functions have moved into the Cabinet
Ofce part of HM Government – www.cabinetofce.gov.uk
First edition Crown Copyright 1999
Second edition Crown Copyright 2003
Third edition Crown Copyright 2007
Fourth edition Crown Copyright 2011
First published 2011
ISBN 9780113313273
Printed in the United Kingdom for The Stationery Ofce using material containing 60% FSC post-
consumer recycled bre, 20% pre-consumer recycled bre and 20% FSC virgin bre.
P002437247 c60 08/11
Contents
List of figures vii
List of tables ix
Foreword x
Acknowledgements xi
PART 1 INTRODUCTION AND
PROGRAMMEMANAGEMENTPRINCIPLES 1
1 Introduction 3
1.1 Purpose of this guide 5
1.2 What is a programme? 5
1.3 What is programme management? 6
1.4 Why use programme management? 7
1.5 The programme management
environment 7
1.6 Types of programme 8
1.7 Programme impact 9
1.8 When to use MSP 10
1.9 Best Management Practice guidance 11
1.10 Some MSP terminology 12
1.11 How to use this guide 13
2 Programme management principles 15
2.1 Introduction 17
2.2 The principles 17
PART 2 THE GOVERNANCE THEMES 23
3 Governance themes overview 25
3.1 Explanation of the themes in this
guide 28
3.2 Integrating programme
managementinto the organization
control framework 28
3.3 Programme management strategies
andplans 29
3.4 Illustration of the relationship
between the governance themes
andtransformational flow 30
3.5 The key roles 31
4 Programme organization 33
4.1 Introduction 36
4.2 Programme organization
characteristics 36
4.3 Programme leadership 36
4.4 Programme structure 36
4.5 Sponsoring group 37
4.6 Senior responsible owner 38
4.7 Programme board 39
4.8 Programme manager 40
4.9 Business change manager 41
4.10 Business change team 45
4.11 Programme office 45
4.12 Programme assurance 46
4.13 Additional governance roles 46
4.14 Implementing and managing the
programme organization 47
4.15 Programme organization within
thetransformational flow 48
4.16 The key roles 50
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