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The role of the blueprint in MSP

A common question I’m asked during MSP training is around clarifying the role of the blueprint in the design of a change programme. MSP best practice advises that you shouldn’t confuse the future state that the programme will deliver with how you’re going to get there. It is also suggested that you should focus on where you want to be before you agree where you are (the current state).

The confusion is understandable considering that many change programmes are not as vision-led as we would like and instead are emergent, being derived from extent projects.In addition, we tend to conflate the roadmap of how we’re going to get to the end state with what that end state looks like.

This is particularly true of the plan-on-a-page deliverable, which provides an all-in-one solution.

My advice comprises three parts. Firstly, discuss the future state in the absence of a time horizon. You’re likely to have more free-form debate and ideation. Secondly, once agreement has been brokered, move onto the ‘how’ – the time and money – and ‘what’, including the incorporation of initiatives that are already in flight. Thirdly, focus on the current state since, from that, you’ll be able to judge the extent of the change and the speed by which it will need to be achieved.

I’m less concerned about these three parts being combined into one deliverable providing that their intent is understood from the outset. It’s more about the talking than the typing…

Matt Overton,
Tanner James Principal Consultant and Trainer

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