The blueprint is a fundamental element of a programme. The subject of the Blueprint is one of the key elements of programme management and in particular a PeopleCert MSP® (Managing Successful Programs) best practice.
A blueprint captures the skills an organisation wants to own at the end of the programme. It helps decide which systems and what technology the organisation requires to succeed. It helps elaborate on the needed skills and abilities and what kind of culture the organisation wants to create.
While vision within a programme is key to keep work relevant and aligned, it is also true that an organisation needs a more detailed model that describes what the desired future state is and how this will work. This is the objective of the blueprint.
In practice, the blueprint provides the “behind-the-scenes” details of the vision by describing how to move from A (where we are today) to B (where we want to be). It should therefore be built on two key pillars:
An organisation cannot move from an existing operating model to a future one overnight. Especially considering the level of change and investment required. Instead, the changes must be gradual and develop over a period of 3 to 5 years.
The blueprint directs organisations towards strategic long-term investments, as opposed to business as usual and the annual budget that drives the short term and technology solutions.
An organisation wants to expand its range of services over a period of 5 years: the blueprint serves to clarify which services to improve, which services to continue to offer unchanged and which to start and stop. Once the organisation clearly knows the desired service offer, it can understand what is needed to provide these services. The blueprint helps to capture the capacity gap between the current state and the future state.
By definition, the blueprint exists “to keep the focus on delivering the required transformation and business change.”
Organisations often do not invest enough time in programme preparation and underestimate the level of detail required to define the vision and design the blueprint.
It is common to jump straight into “delivery mode” without having a coherent view of the overall capability required. If this is not carefully managed, it can lead to a misaligned and inefficient business model.
The work involved in developing the blueprint is essential for laying the foundations of a coherent future operating model that considers processes, organisation, technology, and information as part of a complete and integrated solution.
One of the most important aspects of a blueprint is that it must be aligned with the future vision. Some organisations are reluctant to make it visible, but according to Martin Stretton, “everyone involved should feel part of the change process, not just senior management.”
This approach helps ensure broader engagement and encourages greater participation throughout the transformation programme.
The key question is: “How can we bring the team with us on this journey?“
When defining roles and capabilities, you may find that your future organisation requires roles that do not currently exist. At this point, you can either recruit new talent or invest in developing your existing team. The blueprint provides the framework for communicating these decisions and guiding people through the transformation journey.
The blueprint gives substance to the vision by capturing the programme’s current state (where you are today), describing how the future operating model will function (where you want to be), and identifying the gaps between the two so they can be addressed through projects and other programme activities. It may include details of the future organisational structure, business processes, functions, performance levels, and the technology and information needed to support them. In essence, the blueprint defines the capabilities and competencies the programme is designed to achieve.
| Phase | Objective | Key activities | Output |
|---|---|---|---|
| Defining the vision | Align the programme with strategic objectives | Identify benefits, stakeholders and future direction | Shared vision |
| Analysing the current state | Understand the starting point | Map existing processes, technologies and capabilities | As-is overview |
| Identifying the gap | Define what is missing | Analyse the differences between the as-is and to-be states | Capability gaps |
| Designing the target model | Define the future operating model | Define processes, roles, technologies and data | Future operating model |
| Planning the transformation | Establish the path forward | Create roadmap, priorities and project sequence | Implementation plan |
| Validation | Ensure consistency and feasibility | Review with stakeholders and validate the business case | Approved blueprint |
To develop an effective Blueprint, it is important to start by identifying which services will be required, which ones will be discontinued, and which ones will need to be modified. Based on this analysis, it is possible to develop a “POTI Model”, which helps structure the elements that need to be included and integrated into an effective project.
| POTI Model | Dimension | Description | Key Elements | Impact |
|---|---|---|---|---|
| P | Process | Processes and operating models | Workflows, KPIs, service levels | Operational efficiency |
| O | Organisation | Structure and capabilities | Roles, skills, culture | Change adoption |
| T | Technology | Systems and tools | Software, IT platforms | Innovation |
| I | Information | Data and information | Reports, metrics, databases | Data-driven decisions |
Some things to keep in mind when designing a blueprint are:
| Tip | What it means | Why it matters | Impact |
|---|---|---|---|
| Involve the right resources | Integrate key expertise and business knowledge | Improves the quality of the blueprint | Greater alignment |
| Work iteratively | Update the blueprint over time | Adapt to changes and constraints | Risk reduction |
| Validate with the business case | Verify economic sustainability | Ensure feasibility | Informed decision making |
| Use the blueprint throughout the programme | Monitor alignment with objectives | Avoid deviations | Strategic control |
Want to create a successful Blueprint? We have collected essential information, practical tips, and best practices in a free downloadable infographic: Structuring and Delivering a Blueprint.
When you have completed your blueprint and achieved the expected final results, you can close the programme. As part of the closure you can review what was delivered and make sure you have the correct KPIs to continue tracking benefits realization after the programme closes.
MSP Best Practice highlights the importance of the blueprint and how to use it, along with other elements such as the business case and programme plan, to design and implement a successful programme.
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