Praxis Framework™ Bridging

Praxis Framework™ Bridging Course Overview 

Prerequisites of the Praxis Framework™ Bridging Course 

• PRINCE2® Foundation 
• PRINCE2® Practitioner 
• MSP® Foundation 
• MSP® Practitioner 
• MSP® Advanced Practitioner 
• APM PFQ 
• APM PMQ 
• PRINCE2® Agile Practitioner 
• PMP® 
• Programme Management Professional (PgMP)® 

Praxis Framework™ Bridging Course Outline 

• Praxis Context 
• Goals of P3 Management 
  
• Central Elements of Both Project and Programme Management 
  
• Typical Characteristics of Programme Management 
  
• Core Elements of Portfolio Management 
  
• Commonly Identified Areas of Complexity for Projects and Programmes 
  
• Time to Drop Quality 
  
• Expansion of the Triple Constraint within the Praxis Method 
  
• Praxis and Other P3 Guidance 
  
• Praxis Delivery Functions 
  

• Typical Serial and Parallel Project Life Cycle 
• Typical Programme and Portfolio Life Cycle 
  
• Characteristics of an Agile Project and its Relationship with the Triple Constraint 
  
• Scrum Development Process Used in Agile Projects 
  
• Praxis and DSDM Agile 

• Identification Processes 
• Sponsorship Process 
  
• Review Request for Authorisation 
  
• Provide Management Support 
  
• Confirm Closure 
  
• Goals and Characteristics of a Sponsorship 
  
• Leadership 
  
• Hersey and Blanchard 
  
• Adair’s Action-Centred Leader 
  
• Maslow’s Hierarchy of Needs 
  
• P3 Management Terms 
  
• Hertzberg 
  

• Goals of Knowledge Management 
• Establishing Knowledge Management 
  
• Goals of Capability and Maturity Management 
  
• CMMI Capability and Maturity Levels 
  
• Review Previous Lessons 
  
• Prepare Brief 
  
• Prepare Definition Plan 
  
• Stakeholder Management 
  
• Stakeholder Map 
  
• Stakeholder Register 
  
• Goals of Influencing 
  
• Cialdini’s Six Principles of Influence 
  
• Cohen and Bradford Influence Model 
  
• Ethics 
  
• Montana and Charnov’s Seven Forms of Power 
  

• Business Case 
• Justification 
  
• Prepare Definition Plan   
  
• Definition Process 
  
• Appoint Definition Team 
  
• Pre-Authorisation Work 
  
• Plan Delivery 
  
• Consolidate Definition Documentation 
  
• Standard Project Structure 
  
• Programme Structure 
  
• Teamwork 
  
• Belbin Team Roles 
  
• Tuckman 
  
• Katzenbach and Smith’s Level of Teamwork 
  
• Conflict Management 
  
• Thamhain and Wilemon - Sources of Conflict 
  
• Conflict Management Models Maccoby and Scudder 
  
• Conflict Management Models Thomas-Kilmann 
  

• Management Plans 
• Inherent Uncertainty 
  
• Delivery Plans 
  
• Typical Sections of a Delivery Plan 
  
• Scope Management 
  
• Scope Management Procedure 
  
• Terminology of Scope 
  
• Scope Documents and Product Documents 
  
• Product Definition Techniques 
  
• Scope Management Plan 
  
• Requirements Management 
  
• Characteristics of a Well Specified Requirement 
  
• Purpose of Value Management 
  
• Solutions Development 
  
• Benefits Management 
  
• Benefits Management Plan 
  
• Change Control 
  
• Configuration Management 
  

• Time Scheduling 
• Factors Affecting Choice of Technique 
  
• Gantt Chart 
  
• Network Diagram – Precedence Diagram 
  
• Critical Path Analysis 
  
• Forward Pass 
  
• Backward Pass 
  
• Float Calculations 
  
• Types of Float 
  

• Resource Limited Scheduling 
• Schedule Management Plan 
  

• Estimating Techniques 
• Finance Management 
  
• Investment Appraisal 
  
• Factors to be Included 
  
• Investment Appraisal Techniques 
  
• Scoring and Payback Methods 
  
• Discounted Cash Flow 
  
• Funding 
  
• Budgeting, Cost, and Base Control 
  
• Major Components of a P3 Budget 
  
• Types of Costs to be Tracked 
  
• Finance Management Plan 
  

• Risk Context 
• Risk Assessment Techniques 
  
• Probability-Impact Assessment 
  
• Risk Responses 
  
• Risk Management Plan 
  
• Risk Register 
  
• Change Management 
  
• Change Management Models 
  
• Change Management Plan 
  

• Information Management Plan 
• Control 
  
• Categories of Control Techniques 
  
• RAG Reports 
  
• Control Management Plan 
  
• Earned Value Management 
  
• Where Will the Trend Lead? 
  

• Procurement 
• Contract Management 
  
• Goals of Negotiation 
  
• Typical Procedure of Negotiation 
  
• Shell’s Five Styles of Negotiation 
  
• Mobilisation and Delivery Process 
  
• Authorise Work 
  
• Progress Report 
  
• Update and Communicate 
  
• Accept Completed Work 
  
• Boundaries Process 
  
• Close and Review Previous Tranche/Stage 
  
• Assemble Documentation 
  
• Assurance 
  
• Development Process 
  
• Accept Work Package 
  
• Context of the Development Process 
  
• Closure Process 
  
• Prepare for Closure 
  
• Benefits Realisation Process 
  
• Prepare for Transition 
  
• Conclude Transition 
  
• Delegation 
  
• SMART Objectives 
  
• MoSCoW Prioritisation 
  
• Prepare for Closure 
  
• Review 
  
• Benefits Realisation Process 
  
• Interpersonal Skills 
  
• Goals of Communication 
  
• David Berlo’s Components of Communication