Managing Successful | Programmes |verified|

| The Pitfall | The MSP Solution | | :--- | :--- | | (Too many uncoordinated projects) | The Blueprints force coordination. You cannot start a tech project without the training project. | | Ghost Benefits (Nobody tracks if we saved money) | The Benefits Management Theme assigns a Benefits Owner responsible for measuring actual value. | | The SRO is Too Junior (No authority to unblock issues) | Principle #2 ( Leading Change ) insists the SRO has seniority over the line managers being changed. | | Scope Creep (Adding features that don't add value) | The Change Control process forces every change to be tested against the Business Case. No benefit? No change. | | Operational Rejection (The ops team refuses to use the new system) | Business Change Managers (BCMs) are embedded in operations from Day 1. Change is done with them, not to them. |

Before understanding MSP, we must understand the problem it solves. The biggest mistake organizations make is treating a programme like a large project. Managing Successful Programmes