Praxis Framework™ Bridging

• Professional Background: While no prior experience with the Praxis Framework™ is required, a fundamental understanding of project management concepts and methodologies will be beneficial in fully engaging with the course content. 

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

• Interest in Project Management: This course is ideal for individuals seeking to enhance their project management knowledge and skills, particularly those interested in the Praxis Framework™ and its application in improving project outcomes. 

• Master the Praxis Framework™: Gain a comprehensive understanding of the Praxis Framework™ and how to apply it effectively across all project stages, from initiation through to completion, improving project delivery and success. 

• Enhance Project Planning and Execution: Learn to utilise the Praxis Framework™ tools and techniques to improve project planning, risk management, and execution, ensuring projects are delivered on time and within budget. 

• Improve Stakeholder Management: Develop strategies for engaging and managing stakeholders, ensuring their expectations are met and communication remains effective throughout the project lifecycle. 

• Navigate Agile and Traditional Project Environments: Understand how to apply the Praxis Framework™ in both agile and traditional project environments, equipping you with a versatile approach to project management. 

The Praxis Framework™ Bridging Course is designed for professionals seeking to enhance their project management skills and apply the Praxis Framework™ in various project settings. This course is suitable for the following individuals:

• Project Managers
• Programme Managers
• Business Analysts
• Project Coordinators
• Operations Managers
• Consultants
• PMO Professionals
• Risk Managers
• Team Leaders

Module 1: Introduction to PraxisPraxis Framework™ Bridging

• 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

Module 2: Life Cycle

• 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

Module 3: Project and Programme Processes

• 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

Module 4: Knowledge Management

• 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

Module 5: Business Case Management

• 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

Module 6: Planning

• 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

Module 7: Schedule 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 Floats

Module 8: Resource Scheduling

• Resource Limited Scheduling
• Schedule Management Plan

Module 9: Options for Manipulating Resources

• 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

Module 10: Risk Management

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

Module 11: Information Management

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

Module 12: Resource Management

• 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