Praxis Framework™ Foundation and Practitioner

• Professional Background: No prior experience with project management is required; however, familiarity with basic project concepts will be advantageous for a smoother learning experience. 

• Language Proficiency: Learners must have a strong command of English, as all course content, discussions, and assessments are delivered in English. 

• Interest in Project Management: The course is ideal for professionals aiming to enhance their project management skills and knowledge, especially those looking to progress in project, programme, or portfolio management roles. 

• Understand the Praxis Framework™: Gain comprehensive knowledge of the Praxis Framework™ methodology, including its principles, processes, and practices, and how to apply it effectively to various projects. 

• Master Project Management Tools: Learn essential project management tools and techniques, such as risk management, stakeholder engagement, and scheduling, to enhance project delivery and efficiency. 

• Develop Advanced Leadership Skills: Understand the roles and responsibilities of a project manager, develop strategic thinking, and refine leadership skills to manage teams and stakeholders effectively. 

• Apply the Praxis Framework™ Across Projects: Learn how to implement the Praxis Framework™ within your organisation, aligning projects with strategic objectives and ensuring successful project outcomes.

The Praxis Framework™ Foundation and Practitioner Course is designed for professionals who want to strengthen their project management skills and apply the Praxis Framework™ effectively. This course is beneficial for:

• Project Managers
• Programme Managers
• Portfolio Managers
• Project Coordinators
• Business Analysts
• Consultants
• Project Support Staff
• Operations Managers 

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 Procedures of Solutions Development

Module 11: Benefits, Configuration, and Schedule Management

• Principles, Goals and Procedure of Benefits Management
• Benefits Management Plan
• Principles, Goals, and Procedures of Change Control
• Principles, Goals, and Procedures of Configuration Management
• Principles, Goals, and Procedures 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 Procedures of Finance Management
• Principles, Goals, and Procedures 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 Procedures of Funding
• Principles, Goals, and Procedures 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 Procedures 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 Procedures of Change Management
• Change Management Models
• Principles, Goals, and Procedures of Resource Management
• Principles, Goals, and Procedures of Procurement
• Principles, Goals, and Procedures of Contract Management
• Universal Principles Governing Contracts
• Typical Contract Information and ‘Conditions’
• Principles, Goals, and Procedures 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 the 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