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Praxis Framework - An integrated guide to the management of projects, programmes and portfolios

Name: Praxis Framework - An integrated guide to the management of projects, programmes and portfolios
Author: Adrian Dooley
ISBN: 9780117094307

by Adrian Dooley

February 2023

Intermediate to advanced

333 pages

12h 29m

English

TSO (The Stationery Office)

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Introduction
Part 1 Knowledge
1.1 Overview
1.2 Context
1.2.1 SettingEnvironmentProjects, programmes and portfoliosComplexity
1.2.2 Governance (1/4)
GeneralProjects, programmes and portfoliosProject, programme and portfolio managementLife cycle
1.2.2 Governance (2/4)
1.2.2 Governance (3/4)
SponsorshipSupport
1.2.2 Governance (4/4)
Knowledge managementCapability maturity
1.2.3 Professionalism
Communities of practiceCompetenceEthicsLearning and development
1.3 Management

1.3.1 Interpersonal skills (1/4)
CommunicationConflict managementDelegation
1.3.1 Interpersonal skills (2/4)
InfluencingLeadership
1.3.1 Interpersonal skills (3/4)
NegotiationTeamwork
1.3.1 Interpersonal skills (4/4)
1.3.2 Delivery (1/16)
Integrative management
1.3.2 Delivery (2/16)
1.3.2 Delivery (3/16)
1.3.2 Delivery (4/16)
1.3.2 Delivery (5/16)
Scope management
1.3.2 Delivery (6/16)
1.3.2 Delivery (7/16)
1.3.2 Delivery (8/16)
Schedule management
1.3.2 Delivery (9/16)
1.3.2 Delivery (10/16)
Financial management
1.3.2 Delivery (11/16)
1.3.2 Delivery (12/16)
Risk management
1.3.2 Delivery (13/16)
Change management
1.3.2 Delivery (14/16)
Resource management
1.3.2 Delivery (15/16)
1.3.2 Delivery (16/16)
Part 2 Method
2.1 Overview
2.2 Project and programme processes
2.2.1 Identification process
2.2.2 Sponsorship process
2.2.3 Definition process
2.2.4 Delivery process (1/2)
2.2.4 Delivery process (2/2)
Development process
2.2.5 Benefits realisation process
2.2.6 Closure process
2.3 Portfolio processes
2.3.1 Initiation process
2.3.2 Governance process
2.3.3 Management process
2.3.4 Co-ordination process
2.4 Documentation
2.4.1 Management plans (1/4)
Organisation management planStakeholder management planControl management plan
2.4.1 Management plans (2/4)
Information management planAssurance management planScope management planBenefits management plan
2.4.1 Management plans (3/4)
Schedule management planFinance management planRisk management plan
2.4.1 Management plans (4/4)
Change management planResource management plan
2.4.2 Scope documents (1/2)
MandateVision statementSpecificationProduct documentsRelationships
2.4.2 Scope documents (2/2)
BlueprintBenefits mapBenefit profileBusiness caseBrief
2.4.3 Delivery documents (1/3)
Definition planCommunication planStakeholder registerRisk registerDelivery plan
2.4.3 Delivery documents (2/3)
Issue registerLessons logDaily logChange logProgress report
2.4.3 Delivery documents (3/3)
Event reportFollow-on actions report
Part 3 Competence
3.1 Overview
3.2 Management competencies
3.3 Delivery competencies
3.3.1 Provide assurance
3.3.2 Manage the organisation
3.3.3 Manage stakeholders
3.3.4 Manage the business case
3.3.5 Plan governance
3.3.6 Plan delivery
3.3.7 Exercise control
3.3.8 Manage information
3.3.9 Manage scope (1/2)
Manage requirementsDevelop solutionManage benefitsControl scope change
3.3.9 Manage scope (2/2)
Manage the configuration
3.3.10 Manage the schedule
3.3.11 Manage finance
Develop investment appraisalManage fundingDevelop budgets and control costs
3.3.12 Manage risk
3.3.13 Manage change
3.3.14 Manage resources
Procure resourcesManage contractsMobilise resources
3.4 Interpersonal competencies
3.4.1 Communicate
3.4.2 Manage conflict
3.4.3 Delegate
3.4.4 Lead
3.4.5 Influence
3.4.6 Negotiate
3.4.7 Work within a team
3.5 Process competencies
3.5.1 Identify a project or programme
3.5.2 Sponsor a project or programme
3.5.3 Define a project or programme
3.5.4 Deliver a project or programme
Develop productsManage boundaries
3.5.5 Close a project or programme
3.5.6 Realise benefits
3.5.7 Initiate a portfolio
3.5.8 Govern a portfolio
3.5.9 Manage a portfolio
3.5.10 Co-ordinate projects and programmes
Part 4 Capability maturity
4.1 Overview
4.2 Capability
4.2.1 Generic goals
Level 2Level 3Generic attributes
4.2.2 Assurance
4.2.3 Support
4.2.4 Organisation management
4.2.5 Stakeholder management
4.2.6 Business case management
4.2.7 Control
4.2.8 Information management
4.2.9 Scope management
Requirements managementSolutions developmentBenefits managementChange control
Configuration management
4.2.10 Schedule management
4.2.11 Financial management
Investment appraisalFundingBudgeting and cost control
4.2.12 Risk management
4.2.13 Change management
4.2.14 Resource management
ProcurementContract managementMobilisation
4.3 Maturity
4.3.1 Maturity levels 2 and 3 (1/3)
Generic attributesIdentification processSponsorship processDefinition processDelivery process
4.3.1 Maturity levels 2 and 3 (2/3)
Development processBoundaries processClosure processBenefits realisation process
4.3.1 Maturity levels 2 and 3 (3/3)
Governance processManagement processCo-ordination process
4.3.2 Maturity levels 4 and 5
References
Index (1/2)
Index (2/2)

Content preview from Praxis Framework - An integrated guide to the management of projects, programmes and portfolios

Praxis Framework: An integrated guide to the management of projects, programmes and portfolios268

Part 4

Maturity

Part 3

Competence

Part 2

Method

Part 1

Knowledge

Benchmark

attributes

Goals and

activities

Benchmark

attributes

Organisational

context

Goals and

procedures

Individual

performance

Figure 4.2 Maturity relationships

The capability maturity model derives its structure from Parts 1 (Knowledge) and 2 (Method). In

return it describes a series of attributes that describe a standard development path for functions

and processes.

Capability and maturity at level 2 require competent people so the competencies in Praxis

(Part 3) are pitched at this level. The ...

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Management of Portfolios, Programmes, and Projects: a practical guide for leaders and decision-makers

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Praxis Framework - An integrated guide to the management of projects, programmes and portfolios

by Adrian Dooley

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