Duration Level Technology Delivery Method Training Credits

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1 MC-PRX Praxis Combined Summary Duration Level Technology Delivery Method Training Credits 5 Days Foundation and Practitioner Project Classroom ILT N/A Introduction The Praxis Framework provides guidance on the knowledge, es, competencies and capability maturity required to manage projects, programmes and portfolios in any environment. This is a combined Foundation and Practitioner level course which is divided into two modules: One, a 3-day Foundation level which provides students with a solid understanding of the procedures, tools and techniques within the functions of the Praxis framework. The second, a 2-day Practitioner level is to confirm whether the candidate has achieved sufficient understanding of how to apply and tailor Praxis in a scenario situation. Professional Development Units (PDUs) 35. Audience Profile This qualification is aimed at current and aspiring project and programme managers. It is also relevant to other key staff involved in the design, development and delivery of projects, programmes and portfolios including: Project Board members (e.g. Senior Responsible Owners), Sponsors, Business Change Managers, Team Managers (e.g. Product Delivery Managers), Project and Assurance (e.g. Business Change Analysts), Administrative Support (e.g. Project and Office personnel) and operational line managers/staff. Prerequisites Students will be required to complete pre-course reading prior to their attendance to ensure that they are prepared for the Practitioner exam on the Friday. Whilst attending the course students should also be prepared to complete evening work. The Foundation qualification is also a pre-requisite for the Practitioner qualification. Students should receive their courseware two weeks prior to the start date of the course. It is therefore encouraged that students read, and familiarize themselves with, the Praxis official course manual prior to the start of the course. The Foundation exam is scheduled to take place on the Wednesday and the Practitioner on the Friday. Course Objectives After completing this course, Understand the characteristics and context of a project and a programme and the benefits of effective P3 Understand the purpose of the Praxis framework, the P3 roles, documents and functions, and their use in the Praxis models Understand the goals and activities within the Praxis models and how they interface Understand the relationships between the roles, documents, functions, techniques and es Be able to apply the roles, functions, techniques and es to a P3 scenario Be able to create and assess P3 documents for a given scenario Course Content Module 1: Overview and Context The purpose of the first session is to understand terms and concepts relating to the Overview and Context of Praxis and explain how these are applied on/are involved with a project, programme or portfolio. Three factors that make up the Praxis context Underlying concepts of Praxis: Value of free, Continuum of complexity, Implicit nature of quality Benefits of using Praxis Goals of P3 Characteristics and core elements of project and programme Commonly identified areas of complexity for project and programmes Expansion of the triple constraint within Praxis Goals of life cycle P3 life cycle phases and governance mechanisms Difference between a typical serial project life cycle and a parallel project life cycle Characteristics of an Agile project and its relationship with the triple constraint Typical programme life cycle phases Typical portfolio life cycle phases Goals of Sponsorship Characteristics of a Sponsor Goals of knowledge Two scales of CMMI capability and maturity levels and how they overlap Relationship between Praxis and other guidance: PRINCE2, MSP, APM BoK, PMBoK Guide, DSDM Agile Describe the terms and concepts relating to the Overview and Context of Praxis and explain how

2 these are applied on/are involved with a project, programme or portfolio. Module 2: Integrative Functions of Integrative Functions; the approach to their treatment; how they are applied throughout the P3M life cycle and the Apply and tailor the relevant aspects of the Integrative Functions to a P3 scenario in any of the P3 procedure for Organisation Four main levels within the standard organisational structure for individual projects and programmes Purpose and content of an Organisation procedure for Stakeholder Purpose and content of stakeholder 1. Stakeholder Map 2. Stakeholder Register 3. Stakeholder responsibilities for Business Case Structure, content and evolution of the Business Case document responsibilities for delivery planning Purpose and content of a typical plan and how they differ from delivery plans Typical content of a delivery plan responsibilities for Control Three broad categories of control techniques: cybernetic, go/no go and post Purpose and content of control 1. Control 2. RAG Reports Principles of tolerances Purpose of Earned Value and how to predict future performance based on actual progress procedure for Information Purpose and content of an Information responsibilities for Assurance Purpose and content of an Assurance P3 team structure and information for inclusion in an: 1. Organisation 2. Assurance Stakeholders and information for inclusion in relevant stakeholder : 1. Stakeholder Map 2. Stakeholder Register 3. Stakeholder Information for inclusion in a Business Case Future performance based on actual progress and identify appropriate information for inclusion in control : 1. Control 2. RAG Reports Actions when applying an information procedure and information for inclusion in an Information Describe the principles and goals of Integrative to understand the principles and goals of Integrative Functions; the approach to their treatment; how they are Integrative Functions to a P3 scenario Module 3: Manage Scope of Scope ; the P3M life involved. Able to apply and tailor the Scope Function to a P3 Definition of the terms: 1. Objective 2. Output 3. Outcome 4. Benefit 5. Work Package 6. Deliverable 7. Product 8. Configuration Item procedure of Scope Purpose and content of a Scope Purpose of scope 1. Mandate 2. Vision Statement 3. Specification 4. Business Case 5. Blueprint 6. Benefits Map 7. Benefit Profile 8. Brief Purpose of typical product : 1. Product Description 2. Product Register 3. Quality Register 4. Configuration Item 5. Status Account Product definition techniques: breakdown structures Principles, goals procedure of Requirements Characteristics of a well specified requirement Purpose of value procedure of Solutions Development procedure of Benefits Purpose and content of a Benefits procedure of Change Control procedure of Configuration Information for inclusion in the Scope Actions when applying the Scope procedures, with reasons. Including actions associated with: 1. Requirements 2. Solutions Development 3. Benefits

3 4. Change Control 5. Configuration Understand the principles and goals of Scope ; the the Scope Module 4: Manage the Schedule of Schedule ; the P3M life involved. Schedule Function to a P3 typical high level procedure of Schedule Purpose and content of a Schedule Purpose and characteristics of a Gantt Chart Four fundamental approaches to estimating: 1. Parametric 2. Comparative 3. Analytical 4. Subjective and their application during the life cycle Purpose and characteristics of a Network Diagram Purpose, characteristics and limitations of critical path analysis Purpose, techniques and limitations of resource limited scheduling Purpose and characteristics of Monte Carlo Analysis Information for inclusion in a Schedule and a Delivery (including schedule) Actions when applying the Schedule procedure, with reasons Describe the principles and goals of Schedule ; how it is Schedule Module 5: Manage Finance of Financial the P3M life involved. Financial Function to a P3 procedure of Financial Purpose and content of a Financial procedure of Investment Appraisal Purpose of Investment Appraisal techniques: 1. Scoring method 2. Payback method 3. Discounted Cash Flow procedure of Funding procedure of Budgeting and Cost Control 1. Direct and indirect costs 2. Fixed and variable costs 3. Committed costs 4. Accruals 5. Actual costs Three major components of a P3 budget: 1. Base cost estimate 2. Contingency reserve 3. reserve Information for inclusion in a Financial Identify appropriate actions, with reasons, when undertaking Financial procedures: 1. Investment Appraisal 2. Funding 3. Budgeting and Cost Control Describe the principles and goals of Financial approach to its treatment; how it is Financial Module 6: Manage Risk of Risk ; the approach to its treatment; how it is applied throughout the P3M life cycle and the Apply and tailor the relevant aspects of the Risk Function to a P3 procedure of Risk The purpose and content of Risk : 1. Risk 2. Risk Register Methods for identifying risk and appropriate sources of information: 1. Risks generated in other functions 2. learned and knowledge Qualitative and quantitative techniques for assessing threats and opportunities Types and appropriate use of risk response actions Difference between risk attitude and risk appetite Information for inclusion in Risk : 1. Risk 2. Risk Register Actions, with reasons, when undertaking the Risk procedure Describe the principles and goals of Risk ; the approach to its treatment; how it is applied throughout the P3M life cycle and the Risk Function to a P3 scenario in any of the P3 Module 7: Manage Change of change ; the P3M life involved. Change Function to a P3

4 procedure of Change Purpose and content of a Change Models for the of change: 1. Lewin s three steps 2. Kotter s eight steps 3. Morgan s eight organisational metaphors Information for inclusion in a Change Actions, with reasons, when undertaking a Change procedure Describe the principles and goals of change ; the the Change Module 8: Manage Resources of resource ; the P3M life involved. Resource Function to a P3 procedure of Resource Purpose and content of Resource : 1. Resource 2. Contract procedure of Procurement procedure of Contract procedure of Mobilisation Information for inclusion in a Resource : 1. Resource 2. Contract Actions, with reasons, when undertaking a Resource procedure, including actions associated with: 1. Procurement 2. Contract 3. Mobilisation Describe the concepts of the principles and goals of resource ; the Resource Module 9: Project or Processes understand the Project and Processes, how they can be applied and tailored. Apply the P3 Processes, tailoring actions where appropriate, to a P3 Goals, up the Identify a Project or Goals, up the Sponsor a Project or Goals, up the Define a Project or Goals, up the Deliver a Project or Goals, up the Manage Boundaries Goals, up the Develop Products Goals, up the Close a Project or Goals, up the Realise Benefits Purpose of a: 1. Log 2. Daily Log 3. Brief Information for inclusion in the listed Actions, with reasons, when carrying out the P3 es: 1. Identify a Project or 2. Sponsor a Project or 3. Define a Project or 4. Deliver a Project or 5. Manage Boundaries 6. Develop Products 7. Close a Project or 8. Realise Benefit Describe the Project and Processes, how they can be applied and tailored. Apply the P3 Processes, tailoring actions where appropriate, to a P3 Module 10: Interpersonal Skills understand the Interpersonal Skills and how they can be applied and tailored. Apply Interpersonal Skills, tailoring actions where appropriate, to a P3 Goals of interpersonal skills: 1. Communication 2. Conflict 3. Delegation 4. Leadership 5. Influencing 6. Negotiation 7. Teamwork David Berlo model for the four components of communication Factors that affect the effectiveness of communication and potential barriers Use of conflict in team development Typical causes and sources of conflict Models for Conflict Resolution: 1. Maccoby and Scudder 2. Thomas-Kilmann Elements of a SMART objective MoSCow technique of prioritisation Difference between a transactional leader and a transformational leader Models for Leadership: 1. Hersey and Blanchard s life cycle theory for leadership 2. Adair s action centered leadership model Models for Motivation: 1. Maslow s hierarchy of needs and how they relate to the P3 environment

5 2. Hertzberg s hygiene and motivational factors Principles of ethical and professional behaviour Models for Influence: 1. Cialdini s six principles of influence 2. Cohen and Bradford s influence model 3. Montana and Charnov s seven forms of power Difference between competitive and collaborative negotiation Shell s five styles of negotiation Models for Teamwork 1. Belbin team roles 2. Tuckman model of team development Katzenbach and Smith five levels of teamwork Use of Interpersonal Skills: 1. Communication 2. Conflict 3. Delegation 4. Leadership 5. Influencing 6. Negotiation Describe the Interpersonal Skills and how they can be applied and tailored. Apply Interpersonal Skills, tailoring actions where appropriate, to a P3 Associated Certifications & Exam This course prepares students to write the APMG s, Exam EP-PRXF: Praxis Foundation exam and Exam EP-PRXP Praxis Practitioner exam. On successful completion of this course students will receive a Torque IT attendance certificate. The Praxis Framework is a trade mark of Praxis Framework Ltd. All rights reserved.