The Praxis Framework integrates project, programme and portfolio management into one single guide. It provides a comprehensive approach for effective project, programme and portfolio management within a single framework, removing the duplication and repetition of studying three separate approaches. Praxis best practice is divided into four parts, providing guidance on: Part 1: Knowledge -- contextual and management functions Part 2: Method-- processes and documentation Part 3: Competence-- individual performance Part 4: Capability maturity-- organisational performance. Each part is easily adaptable to any context and, together, they will help organisations realise the benefits of successful project, programme and portfolio delivery and pave the way for sustainable change. There is no such thing as a typical project, programme or portfolio and Praxis is not prescriptive in the way its components are applied. The framework is designed to provide building blocks that can be tailored and assembled to suit all manner of different contexts.

This pocket guide has been designed to familiarize readers with the principles, goals, tools and techniques of the Praxis framework. It provides an overview of the Praxis process models and management functions, and an understanding of the interpersonal skills required of a P3 (project, program, portfolio) manager. The content of this pocket guide is derived from the Praxis framework.org website, which is available free of charge under a Creative Commons license. APM, the Association for Project Management, has also published the Praxis Framework. Praxis is a framework for the management of projects, programs and portfolios (P3M). The Praxis framework brings together a body of knowledge, methodology, competence framework and capability maturity model into a single integrated framework with a single structure and terminology. No more need for mapping and translation between different guides. There is no such thing as a typical project, program or portfolio and Praxis is not prescriptive in the way its components are applied. The framework is designed to provide building blocks of the discipline of P3 management that can be tailored and assembled to suit all manner of different contexts. The aim is to define the building blocks and is based on the concept of a functional analysis. A key concept of Praxis is that the dividing lines between projects, programmes and portfolios are blurred. Some ventures will exhibit characteristics of all three. The underlying principle is that the terms project, programme and portfolio simply represent points on a continuum that is described by the complexity of the work being managed. Therefore, wherever appropriate, a function is described in terms of its general application and then by its adaptation to increasing complexity. The Knowledge section integrates with all the other sections of Praxis. Each function describes the procedures, tools and techniques that can be used in management processes. In return the Method section provides a structure for the use of the functions within the lifecycle.

'This pocket guide has been designed to familiarize readers with the principles, goals, tools and techniques of the Praxis framework. It provides an overview of the Praxis process models and management functions, and an understanding of the interpersonal skills required of a P3 (project, program, portfolio) manager. The content of this pocket guide is derived from the Praxis framework.org website, which is available free of charge under a Creative Commons license. APM, the Association for Project Management, has also published the Praxis Framework. Praxis is a framework for the management of projects, programs and portfolios (P3M). The Praxis framework brings together a body of knowledge, methodology, competence framework and capability maturity model into a single integrated framework with a single structure and terminology. No more need for mapping and translation between different guides. There is no such thing as a typical project, program or portfolio and Praxis is not prescriptive in the way its components are applied. The framework is designed to provide building blocks of the discipline of P3 management that can be tailored and assembled to suit all manner of different contexts. The aim is to define the building blocks and is based on the concept of a functional analysis. A key concept of Praxis is that the dividing lines between projects, programmes and portfolios are blurred. Some ventures will exhibit characteristics of all three. The underlying principle is that the terms project, programme and portfolio simply represent points on a continuum that is described by the complexity of the work being managed. Therefore, wherever appropriate, a function is described in terms of its general application and then by its adaptation to increasing complexity. The Knowledge section integrates with all the other sections of Praxis. Each function describes the procedures, tools and techniques that can be used in management processes. In return the Method section provides a structure for the use of the functions within the lifecycle.

Managing large and complex organizations; balancing the needs of business-as-usual, new products and services and business change; assuring risk across everything the business does; these are all core requirements of modern business which are provided by the discipline of portfolio management. The Handbook of Project Portfolio Management is the definitive publication that introduces and describes in detail project portfolio management in today’s ever-changing world. The handbook contains the essential knowledge required for managing portfolios of business change with real-life examples that are being used by today’s organizations in various industries and environments. The team of expert contributors includes many of the most experienced and highly regarded international writers and practitioners from the global project portfolio management industry, selected to provide the reader with examples, knowledge and the skills required to manage portfolios in any organization. Dennis Lock and Reinhard Wagner’s definitive reference on project portfolio management explains: the context and role of the discipline; the practical processes, tools and techniques required for managing portfolios successfully; the capability required and how to develop it. The text also covers the recognized standards as well as emerging issues such as sustainability and environment. Collectively, this is a must-have guide from the leading commentators and practitioners on project portfolio management from across the world.

This book provides a powerful insight into strategic portfolio management and its central role in the delivery of organisational strategy, maximisation of value creation, and efficient allocation of resources and capabilities to achieve organisational strategic objectives. The book makes a valuable contribution to the development of thinking on the translation of strategy into actionable work. Whether you are a senior manager building a high-performing strategic portfolio for your organisation or an academic searching for new perspectives on strategy execution through portfolio management, you will find great significance in this book. Twenty-eight chapters in four sections provide multiple perspectives on the topic, with in-depth guidance on organisational design for strategic portfolio management and covering all process, capability, and leadership aspects of strategic portfolio management. The book includes several detailed case studies for the effective deployment of strategic portfolios, bringing together theory and practice for strategic portfolio management. This book is particularly valuable for advanced undergraduate and postgraduate students of project and portfolio management, strategic management, and leadership who are looking to expand their knowledge within the multi-project environment. Highly practical and logical in its structure, it also shows project management professionals how to effectively manage their business portfolios and align this with their business strategy.