Praxis Framework™ Foundation and Practitioner

Praxis Framework™ Practitioner Course Overview 

The "Praxis Framework™ Practitioner" course provides a comprehensive exploration of advanced project and program management principles within the context of the Praxis Framework™. Participants delve into a range of topics, including governance, risk management, stakeholder engagement, and performance measurement. 

Through practical examples and case studies, learners develop the skills needed to navigate complex projects and programs effectively. The course emphasises the integration of theory and practice, equipping participants with the tools to drive organisational success by aligning projects with strategic objectives. 

Upon completion, participants possess the expertise to lead projects and programs with confidence and competence. 

Learning Outcomes 

• After completing this course, learners will
• Master the Praxis Framework™ for effective project and program management.
• Advance skills in governance, risk management, stakeholder engagement, and performance measurement
• Apply theory to practical scenarios with case studies
• Align projects with organisational strategy adeptly
• Develop leadership capacity for successful project and program outcomes 

Prerequisites of the Praxis Framework™ Practitioner Course 

As a prerequisite of this course, delegates must have passed the Praxis Framework™ Foundation Examination and gained the associated certificate. 

Who should attend this Praxis Framework™ Practitioner Course? 

This Praxis Framework™ Practitioner Course is designed for individuals who have already completed the Praxis Framework™ Foundation Course and want to learn how to apply the principles of Praxis Framework™ in practice. 

Praxis Framework™ Foundation and Practitioner Outline 

Module 1: Introduction to Praxis  

• Value of ‘Free’
• Discontinuous Mind
• 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
  
   

Module 2: Life Cycle Management 

• Goals of Life Cycle Management
• P3 Life Cycle Phases and Governance Mechanisms
• Typical Serial Project Life Cycle
• Parallel Project Life Cycle
• Parallel Project Iteration
• Typical Programme Life Cycle
• Typical Portfolio Life Cycle 

Module 3: Agile Project  

• Characteristics of an Agile Project and its Relationship with the Triple Constraint
• Scrum Development Process Used in Agile Projects
• Praxis and DSDM Agile
• Goals of Sponsorship
• Characteristics of a Sponsor 

Module 4: Knowledge and Maturity Management  

• Goals of Knowledge Management
• Establishing Knowledge Management
• Goals of Capability and Maturity Management
• CMMI Capability and Maturity Levels
• Praxis and Other P3 Guidance
• Praxis Delivery Functions 

Module 5: Integrative and Organisation Management  

• Integrative Management Functions
• Principles, Goals and Procedure of Organisation Management
• Organisation Management – Levels
• Standard Project Structure
• Programme Structure
• Organisation Management Plan 

Module 6: Stakeholder Management  

• Principles, Goals and Procedure of Stakeholder Management
• Stakeholder Map
• Stakeholder Management Plan
• Stakeholder Register
• Principles and Goals of Business Case Management
• Business Case
• Justification 

 Module 7: Planning 

 

• Principles and Goals of Planning
• Management Plans
• Delivery Plans
• Inherent Uncertainty
• Typical Sections of a Delivery Plan
• Principles and Goals of Control
• Categories of Control Techniques
• RAG Reports
• Control Management Plan 

Module 8: Assurance  

• Principles and Goals of Assurance
• Assurance
• Assurance Management Plan
• Principles, Goals and Procedure for Information Management
• Information Management Plan 

Module 9: Scope Management Plan  

• Principles and Goals of Scope Management
• Scope Management Procedure
• Terminology of Scope
• Scope Documents and Product Documents
• Product Definition Techniques
• Scope Management Plan 

Module 10: Requirements Management  

• Principles, Goals and Procedure of Requirements Management
• Characteristics of a Well Specified Requirement
• Purpose of Value Management
• Requirements Management in Project and Programmes
• Principles, Goals and Procedure of Solutions Development 

Module 11: Benefits, Configuration, and Schedule Management  

• Principles, Goals and Procedure of Benefits Management
• Benefits Management Plan
• Principles, Goals and Procedure of Change Control
• Principles, Goals and Procedure of Configuration Management
• Principles, Goals and Procedure of Schedule Management
• Time Scheduling 

Module 12: Techniques and Charts  

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

Module 13: Scheduling  

• Resource Scheduling
• Resource Limited Scheduling
• Options for Manipulating Activities
• Options for Manipulating Resources
• Estimating Techniques
• Schedule Management Plan
• Principles, Goals, and Procedure of Finance Management
• Principles, Goals, and Procedure of Investment Appraisal
• Factors to be Included 

Module 14: Investment, Budget, and Funds  

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

Module 15: Risk Management  

• Principles, Goals and Procedure of Risk Management
• Risk Context
• Risk Assessment Techniques
• Probability-Impact Assessment
• Risk Responses
• Risk Management Plan
• Risk Register 

Module 16: Change, Contract, and Resource Management  

• Principles, Goals and Procedure of Change Management
• Change Management Models
• Principles, Goals, and Procedure of Resource Management
• Principles, Goals, and Procedure of Procurement
• Principles, Goals, and Procedure of Contract Management
• Universal Principles Governing Contracts
• Typical Contract Information and ‘Conditions’
• Principles, Goals, and Procedure of Mobilisation
• Resource Management Plan 

Module 17: Project and Programme Processes  

• Identification Process
• Appoint Identification Team
• Review Previous Lessons
• Prepare Brief
• Prepare Definition Plan 

Module 18: Sponsorship Process  

• Review Request for Authorisation
• Provide Management Support
• Confirm Closure
• Definition Process
• Appoint Definition Team
• Pre-authorisation Work 

Module 19: Plan Delivery  

• Consolidate Definition Documentation
• Delivery Process
• Authorise Work
• Progress Report
• Event Report
• Update and Communicate
• Accept Completed Work 

Module 20: Boundaries and Closure Process  

• Close and Review Previous Tranche/Stage
• Assemble Documentation
• Development Process
• Accept Work Package
• Context of the Development Process
• Closure Process
• Prepare for Closure
• Benefits Realisation Process
• Prepare for Transition
• Conclude Transition 

Module 21: Interpersonal Skills and Conflict Management  

• Goals of Communication
• David Berlo’s Components of Communication
• Goals of Conflict Management
• Thamhain and Wilemon - Sources of Conflict
• Tuckman
• Conflict Management Models Maccoby and Scudder
• Conflict Management Models Thomas-Kilmann
• Goals and Procedure of Delegation
• SMART Objectives
• MoSCoW Prioritisation 

Module 22: Leadership  

• Goals of Leadership
• Hersey and Blanchard
• Adair’s Action-Centred Leader
• Maslow’s Hierarchy of Needs
• In P3 Management Terms
• Hertzberg 

Module 23: Influencing  

• Goals of Influencing
• Cialdini’s Six Principles of Influence
• Cohen and Bradford Influence Model
• Ethics
• Montana and Charnov’s Seven Forms of Power

Module 24: Negotiation  

• Goals of Negotiation
• Typical Procedure of Negotiation
• Shell’s Five Styles of Negotiation
• Goals of Teamwork
• Belbin Team Roles
• Katzenbach and Smith’s Level of Teamwork 

Module 25: Introduction to P3 Management  

• Life Cycle Management
• P3 Life Cycle Phases and Governance Mechanisms
• Project and Programme Processes
• Identification Processes
• Sponsorship Process
• Characteristics of a Sponsor
• Leadership
• Hersey and Blanchard
• Adair's Action-Centred Leader
• Maslow’s Hierarchy of Needs
• P3 Management Terms
• Hertzberg
• Prepare Brief
• Stakeholder Management
• Stakeholder Map
• Goals of Influencing
• Cialdini's Six Principles of Influence
• Cohen and Bradford Influence Model
• Ethics
• Montana and Charnov’s Seven Forms of Power 

Module 26: Business Case Management  

• Business Case
• Justification
• Prepare Definition Plan
• Definition Process
• Standard Project Structure
• Programme Structure
• Teamwork and 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 

Module 27: Planning 

• Management Plans
• Plan Delivery
• Delivery Plans
• Typical Sections of a Delivery Plan
• Scope Management and Procedure
• Product Definition Techniques
• Requirements Management
• Purpose of Value Management
• Solutions Development
• Benefits Management
• Change Control
• Configuration Management 

Module 28: Schedule Management  

• Time Scheduling
• Factors Affecting the Choice of Technique
• Gantt Chart
• Network Diagram – Precedence Diagram
• Critical Path Analysis 

Module 29: Resource Scheduling 

• Resource Limited Scheduling 

Module 30: Options for Manipulating Activities  

• Finance Management
• Investment Appraisal
• Scoring Methods
• Payback Method
• Discounted Cash Flow
• Funding
• Budgeting and Cost Control 

Module 31: Risk Management  

• Probability-Impact Assessment
• Risk Responses
• Change Management 

Module 32: Resource Management  

• Procurement
• Contract Management
• Goals of Negotiation
• Shell's Five Styles of Negotiation
• Mobilisation
• Delivery Process
• Information Management
• Control
• RAG Reports
• Earned Value Management
• Where Will the Trend Lead? 

Module 33: Communication 

• Goals of Communication
• David Berlo’s Components of Communication
• Boundaries Process
• Assurance
• Development Process
• Context of the Development Process
• Delegation
• Closure Process
• Benefits Realisation Process