Axelos/MSP Foundation and Practitioner/MSP Practitioner


MSP Foundation and Practitioner Certification Training Course Overview

MSP Foundation and Practitioner course at Koenig imparts training on Managing Successful Programmes (MSP) in line with a company’s business objectives. It offers a best practice guide on Programme Management which familiarizes participants with a set of Principles and Processes to follow while managing a program. The course is highly flexible and relevant for modern businesses, thus providing a real world approach to successful program management.

This course prepares you for Exam MSP Practitioner. Test your current knowledge Qubits42

MSP Foundation and Practitioner (40 Hours) Download Course Contents

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Course Modules

  • (a) Introduction
  • Purpose of this guide
  • What is a programme?
  • What is programme management?
  • Why use programme management?
  • The programme management environment
  • Types of programme
  • Programme impact
  • When to use MSP
  • Best Management Practice guidance
  • Some MSP terminology
  • How to use this guide
  • (b) Programme management principles
  • Introduction
  • The principles
  • (c) Governance themes overview
  • Explanation of the themes in this guide
  • Integrating programme management into the organization control framework
  • Programme management strategies and plans
  • Illustration of the relationship between the governance themes and transformational flow
  • The key roles
  • (d) Programme organization
  • Introduction
  • Programme organization characteristics
  • Programme leadership
  • Programme structure
  • Sponsoring group
  • Senior responsible owner
  • Programme board
  • Programme manager
  • Business change manager
  • Business change team
  • Programme office
  • Programme assurance
  • Additional governance roles
  • Implementing and managing the programme organization
  • Programme organization within the transformational flow
  • The key roles
  • (e)Vision
  • Introduction
  • Characteristics of a good vision statement
  • Developing and maintaining the vision statement
  • Vision within the transformational flow
  • The key roles
  • (f) Leadership and stakeholder engagement
  • Introduction
  • Nature of stakeholder engagement and the role of leadership
  • Leadership
  • Business change management
  • Communications with the projects and other programmes
  • Steps involved in stakeholder engagement
  • Leadership and stakeholder engagement within the transformational flow
  • The key roles
  • (g) Benefits management
  • Introduction
  • Alignment of benefits to corporate objectives
  • Benefits categorization
  • Benefits management cycle
  • Optimize and look for other benefits
  • Benefits management within the transformational flow
  • The key roles
  • (h) Blueprint design and delivery
  • Introduction
  • Blueprint design
  • Designing the blueprint delivery
  • Blueprint design and delivery within the transformational flow
  • The key roles
  • (i) Planning and control
  • Introduction
  • Programme plan
  • Programme control
  • Planning and control within the transformational flow
  • The key roles
  • (j) The business case
  • Introduction
  • Genesis of a programme business case
  • Contents of the business case
  • Reviewing the business case
  • Managing the business case
  • Business case within the transformational flow
  • The key roles
  • (k) Risk and issue management
  • Introduction
  • Managing risks in a programme
  • Risk management framework
  • Managing issues in a programme
  • Issue management framework
  • Change control
  • Configuration management
  • Risk and issue management within the transformational flow
  • The key roles
  • (l) Quality and assurance management
  • Introduction
  • Quality in a programme
  • Assurance management in a programme
  • Quality and assurance management within transformational flow
  • The key roles
  • (m) Transformational flow overview
  • Introduction
  • Collaboration with themes and principles
  • Structure of the transformational flow chapters
  • (n) Identifying a Programme
  • Introduction
  • Sponsoring the programme
  • Confirm the programme mandate
  • Appoint the SRO and programme board
  • Produce the programme brief
  • Develop the programme preparation plan
  • Independent review
  • Approval to proceed
  • Responsibilities
  • (o) Defining a Programme
  • Introduction
  • Establish the infrastructure for Defining a Programme
  • Establish the team to define the programme
  • Identify and analyse the stakeholders
  • Refine the vision statement
  • Develop the blueprint
  • Develop the benefit profiles
  • Model the benefits and refine the profiles
  • Validate the benefits
  • Design the projects dossier
  • Identify tranches
  • Design the programme
  • Develop the governance arrangements
  • Develop the programme plan
  • (p) Managing the Tranches
  • (q) Delivering the Capability
  • ( r)Realizing the Benefits
  • (s) Closing a Programme
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Course Prerequisites

  • Delegates should ideally have experience of managing or working in programmes prior to attending. Knowledge of the PRINCE2® project management method is advantageous but by no means mandatory; some exposure to a project management method will aid understanding of how the programme works with these projects.


Upon Completion of this Course, you will accomplish following:-

  • Understand and implement the structure and principles of MSP.
  • Understand and implement the process model and themes of MSP.
  • Realize the advantages of adopting a structured approach in a changing environment.
  • Create a positive Vision Statement and develop a Programme brief.
  • Recommend and create a Programme organization structure.
  • Ensure clear and lucid communication with stakeholders at all levels.
  • Implement the blueprint and the vision, while gaining understanding of how they can be best applied in the given situation.
  • Implement control measures to check progress of the programme.
  • Follow and apply the principles of risk management and programme level quality.
  • Understand the significance of configuration management.

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