This document provides an introduction to Adrian Dooley and summarizes his experience in project management. It states that Adrian was a founder of Project Manager Today magazine and Project Management Exhibitions Ltd. He served on the APM Council from 1996 to 2000 and was head of professional development. He has authored several publications on project management and led the 6th edition of the APM's Body of Knowledge. He then created the Praxis Framework in 2014 to build on that experience.

2. Housekeeping note
Q & A R E S O U R C E S FOLLOW US F E E D B A C K

3. Adrian was a founder member of Project Manager Today
magazine and Project Management Exhibitions Ltd. From
1996 to 2000, he served on the APM Council and during that
period was the head of professional development. He is also a
non-executive director of APM Group Ltd.
A frequent author and commentator on project management,
Adrian has been published in several professional
communications, including Professional Engineer and The
Daily Telegraph, and in 2011 he was the lead author of the 6th
Edition of the APM’s Body of Knowledge. He then built on that
experience to create the Praxis Framework™, which was
launched in 2014.
Introduction to Adrian Dooley

6. Library
(Encyclopaedia, articles, templates,
books, alternative process models etc.)
Knowledge Method
Competence
Capability
maturity

8. Other elements

9. Web site
launched
1st May
2014
Italian &
Spanish
translations
2016
360o
assessment
tool
2015
Project in a
Box
2014
Certification
scheme
1st January
2018
French and
Chinese
translations
2017
History
(4) more
languages
Project
delivery
standard
Cloning &
Praxis Local
iMA Praxis PMO
Praxis
2018
Praxis v2
Agility
Sustainability
Change Mgt.
Praxis
Trust
?
2019 and beyond

12. 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.
Developing maturity

14. The four iMA colour styles
Relationship
Orientation / Open
Assertive
Non-Assertive
Task Orientation /
Self-contained
• Be pleasant
• Be non
assertive
• Be selfless
• Be supportive
of my feelings
• Be sincere
iMA High Blue … are warm,
supportive and nurturing individuals
who develop strong networks of
people who are willing to be mutually
supportive and reliable. They are
excellent team players, courteous,
friendly, good planners; persistent
workers and good with follow
through.
iMA High Green … are serious,
analytical, persistent, systematic and
task oriented people who enjoy problem
solving, perfecting processes and
working towards tangible results. They
do research, make comparisons,
determine risk, calculate margins of
error and then take action.
• Be time
disciplined
• Be logical and
prepared
• Be respectful
of rules
• Be structured
and well
organised
• Be precise
iMA High Red … are goal oriented
go-getters who are most comfortable
when they are in charge of people and
situations. They focus on a no-nonsense
approach to bottom-line results. They
are fast-paced; task oriented and work
quickly by themselves.
• Be practical
• Be brief
• Be assertive
• Be to the
point
• Be supportive
of my goals
• Be flexible
• Be quick paced
• Be positive
• Be generous
with your
praise
• Be supportive
of my idea
iMA High Yellow … are outgoing,
friendly and enthusiastic idea people
who excel in getting others excited
about their vision. They are fast
paced, high energy and deal with
people in a positive upbeat way;
eternal optimists that can influence
people and build alliances to
accomplish their goals.
Description of iMA™ colour types. Reproduced with permission by Team
Animation Ltd and iMA Strategies.

15. • 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 in the Praxis Framework

16. Cloned then
tailored web-site
Tailored versions of the web site

17. Praxis Local

19. #praxisasktheexpert
Join the Twitter Q&A on 24 May
@praxisframework #praxisasktheexpert

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