Praxis Framework™ Foundation and Practitioner

Praxis Framework™ Practitioner Course Overview 

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 

Who should attend this Praxis Framework™ Practitioner Course? 

Praxis Framework™ Foundation and Practitioner Outline 

• 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
  
  

• 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 

• 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 

• 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 

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

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

• 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 

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

• 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 

• 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 

• 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 

• 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 

• 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 

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

• 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 

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

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

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

• 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 

• 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 

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

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

• 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 

• 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 

• 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 

• 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 

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

• Resource Limited Scheduling 

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

• Probability-Impact Assessment 
• Risk Responses 
• Change 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? 

• 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