The document discusses the need for an integrated project management framework and introduces the Praxis Framework as a potential solution. It notes that traditional frameworks are often too complex and do not work well together. The Praxis Framework aims to provide a simple, integrated, and free approach that can be easily tailored to organizations. It includes components for knowledge, methods, competencies, maturity, and resources to help organizations effectively manage projects, programs, and portfolios. A case study is presented of a company that implemented Praxis to standardize their project management practices and address issues like unclear requirements and lack of benefits management.

2. Do We Really Need Another Project Management Framework?
• Project management plays a crucial role in enabling organizations to
transform business and execute strategy effectively
• According to the 9th global project management survey by the
Project Management Institute (PMI), “Pulse of the Profession”
• Underperforming organizations typically have less than a 60% chance of
completing projects on time and on budget, or meeting intended goals or
business intent
• Organizations that invest in proven project management practices waste 28
times less money, and typically meet intended goals, on time and on budget
80% of the time

3. Historically:
• Unrealistic expectations
• Unclear or inadequate requirements
• Lack of senior management support
• Insufficient or excessive planning
• Lack of resources
• Ill-considered changes
• Lack of end user input
• Insufficient or excessive control
• Poor delegation and supervision
• Poor or non-existent project closure
Today:
• Unrealistic expectations
• Unclear or inadequate requirements
• Lack of senior management support
• Insufficient or excessive planning
• Lack of resources
• Ill-considered changes
• Lack of end user input
• Insufficient or excessive control
• Poor delegation and supervision
• Poor or non-existent project closure
Why do Projects Fail?

4. • User requirements not tracked or documented.
More user involvement could have prevented late
changes due to requirement misunderstandings.
• Lack of communication to the business
Clear communications plans should be developed
to ensure regular updates are provided to business
stakeholders.
• A reluctance by operational staff to co-operate with
project team
Stakeholders to be recognised earlier to ensure
‘business buy in’.
Project
Management
Training Course
Day 1
• Requirements
management
• Communication
• Stakeholder
management
Lessons learned from real post project reviews:

5. APM BoK
PRINCE2®
MSP
MoP
ISO21500
ICB
PCSPM
NOS
P3M3
CMMI – Dev.
GAPPS
PMCD
APM CF
PMBoK® Guide
PgMBoK Guide
PfMBoK Guide
P2M
OPM3®
PEM
Knowledge Method
Competence Capability maturity
Functions that
make up the
discipline of P3M
Processes to
manage the P3M
life cycle and
typical
documentation
Knowledge and
performance criteria
required for someone to
perform the functions
and processes effectively
Attributes of
organisations as they
progress through five
levels of effectiveness in
project delivery

6. 6
Why Praxis?
1. A new approach to best practice is needed to truly make a
difference
2. An integrated framework for organisational project
management (P3) will simplify guidance
3. Barriers must be removed. Guidance needs to be accessible,
open and free
4. Tools are needed to help people apply and embed best practice

8. Continuum of Complexity
Project Programme Portfolio
The Discontinuous Mind

9. 9
Defining Complexity
• An indicator of the inter-relationships within a project, programme
or portfolio
• By definition, all projects, programmes and portfolios are complex
• Degree of complexity requires different managerial approaches
• Common identified areas of complexity:
• Scope
• Uncertainty
• Change
• Innovation
• Dynamics

10. 10

11. • Entirely free, open source,
framework for projects,
programmes and portfolios
• The first completely
integrated framework –
encompassing Knowledge,
Method, Competency,
Capability Maturity and a
resource library
• Single taxonomy and
terminology
• Recognizing one size does
not fit all, can be easily
tailored to accommodate
organizations own process
model, templates and
content

13. 13
Why Praxis?
Praxis = Practical application of knowledge
• Each component benefits from clear links to other parts
of the framework
“You never change things by fighting the existing reality. To change
something, build a new model that makes the existing model
obsolete”
R. Buckminster Fuller, Architect

15. As a result “…major complications for
surgical patients in all eight hospitals fell
by 36% after introduction of the checklist.
Deaths fell by 47%”
This book tells the story of how, in 2006 the
WHO asked the surgeon, Atul Gawande, to help
with the development of a global programme to
reduce avoidable deaths and harm from surgery
worldwide.

17. • risk averse or risk neutral due to natural caution, the need for facts and
detailed consideration and processing of risks
• having a low risk appetite due to focus on compliance
• supportive of methodical and proven techniques
• having a high appetite for risk as long as the benefits are clear and they
have freedom to act
• dismissive of what they may perceive as unnecessary process
• dismissive of behaviours that they perceive as hindering action and results
IMA Praxis
• Identify
• Modify
• Adapt

18. Question 4: Further development of our understanding of iMA attributes and
how they impact project, programme and portfolio management will be of
value to the profession.

19. Web site
launched
1st May
2014
Project in a
Box
2014
Certification
scheme in
conjunction
with APMG
French and
Chinese
translations
2017
2014 - 2017
Updates
Agility (new
approach)
Sustainability
Change Mgt.
New
sections
Roles
PMO
P3M Data
2019 and beyond2018
Praxis
Local
iMA
Praxis
Shandong
University
‘Praxis
Research
Centre’
More
translations
Dutch
translation
Italian &
Spanish
translations
2016
This collaborative evolution is possible because the Praxis Framework is open and free
More
collaborations
Bahasa
Indonesia
translation
Book
published
by APM
2014
360o
assessment
tool
2015
12-2-2019 I www.bpug.nl

20. Tailored version
of the Praxis
website
Cloning

21. 21
Method
Knowledge
Competency framework
Capability maturity model
Resource pages
Checklists
3600 maturity assessment
Glossary
Templates
Worked examples
Books
Praxis Local
pdf
Praxis Framework
web site
Local

22. Client Case Study
22
• High volume of projects in EMEA, AMER and APAC
• $5-10M+ annual budget for BAU projects
• Process improvement for front and back office, Outsourcing,
Robotic Process Automation, New tools / platforms deployment, Re-
engineering / cost reduction
• Basic expectations of project managers but no standard framework
• No PMO

23. Key Problems and Challenges
23
• Planning is not thorough and misses future resource requirements
and stakeholder support
• Sponsors are not fully aware of their role and accountabilities
• Key stakeholders are not engaged or engaged too late
• Requirements are not captured thoroughly / formally and aligned
with key stakeholders
• Benefits management is not rigorous enough
• Change management effort is underestimated and not fully
understood by stakeholders and supported

24. Why Choose Praxis?
24
• Provides a simple approach that can be tweaked to suit the
organisation and not rigid like some others
• The website content is brilliant, simple and easy to understand, and
is easy to navigate
• The PRAXIS local is very user friendly, was easy to tailor to our own
needs, incorporating links to existing organisation resources
• Created a common language that everyone understands, bringing
together those that are trained in PMI, PRINCE2, APM, etc
• Provides a tool for measuring performance and continuous
improvement

26. www.praxisframework.org