ConceptBox

• Efficiency and Effectiveness ([1])

Connecting the dots:

• (sustainable) project management

• Why, How, What (The Golden Circle)([2])
• Goal Hierarchy ([3])
• Work break down structures ([4],[5])
• SMART goals ([6],[7],[8])
• FAST Goals ([9])
• The paradox of project planning ([10])
• The rolling wave ([11])

• Identification
• Assessment of stakeholders (analysis) ([12])
• Managing stakeholders ([13],[14])

• Outputs, outcomes and benefits ([15])
• Benefit realization management ([16],[17])
• Objectives and Key Results (OKR) ([18])
• Impact (sustainability) ([19],[20])

• Temporal context of projects ([21])
• Organizational context ([22])
• Project based organisations
• Matrix organisations ([23])
• Project organization

• Stage gate model ([24],[25])
• Waterfall model ([26],[27])
• Agile (Adaptive) model ([28],[29],[30])
• Scrum ([31],[32],[33])
• Concurrent models ([34])
• Over the wall (Chinese whispers)

• Business case([35],[36])
• Net Present Value (NPV) - Discounted cash flow ([37],[38])
• Internal Rate of Return (IRR) ([39],[40])

• [[Iron triangle ([41],[42],[43])
• Project Success vs. Project Management Success ([44],[45])
• Conformance vs. Performance

Connecting the dots:

• Rework by google “Psychological Safety” ([46])

• Group vs teams
• High performing teams ([47])
• Cohesiveness ([48])
• Diversity ([49])
• Roles([50],[51])
• Social loafing ([52])
• Project management competencies (IPMA) ([53])
• Belbin's team roles([54],[55],[56],[57])
• The big five (OCEAN)([58],[59],[60])
• Tuckmans model for Team Development ([61])

• Shannon & Weavers Model for communication ([62])
• Perception filters ([63])
• Choosing the appropriate medium (oral – written – hybrids) ([64])
• Managing "emails" ([65])

• Conflicts and controversy ([66], [67])
• Sources of conflicts ([68],[69])
• Conflict ladder ([70])
• Constructive communication ([71])

• Active Listening Technique ([72],[73])
• Self-Awareness! ([74])

• Scientific management
• The Hawthorne studies ([75])
• McGregor's X & Y theory ([76][77])
• Maslow's Hierarchy of Needs([78],[79])
• Extrinsic motivation ([80])
• Intrinsic Motivation ([81])
• Daniel Pink on Motivation ([82])

• Management vs leadership ([83],[84])
• Blake-Mouton Managerial Grid([85],[86])
• Situational leadership - Hersey and Blanchard ([87],[88])

• Getting Things Done (GTD)([89],[90])
• The 7 Habits of Highly Effective People ([91],[92])
• Emotional Intelligence and Leadership ([93],[94])
• Stress ([95],[96])
• Eisenhower matrix ([97],[98])

• Systems engineering ([99], [100])

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence([101])
• Work break down structure (WBS)([102])

• Top-down vs ground up estimations([103])
• Estimation Techniques([104], [105])
• Program Evaluation and Review Technique (PERT)([106],[107])
• Reference class forecasting([108],[109], [110])
• Successive principle (cost or schedule)([111])

• Double diamond([112],[113], [114], [115])
• Kanban([116],[117], [118])
• SCRUM ([119], [120], [121], [122])
• GANTT([123], [124], [125], [126])
• Milestone plan ([127])
• Location Based Scheduling([128],[129])
• Temporal dependencies/ Lag & Lead([130],[131])
• Network Planning ([132])
• Parkinson’s Law ([133], [134])

• Type of resources ([135])
• Critical chain ([136], [137], [138])

• Cost build up
• Cost planning ([139])
• Cash flow ([140], [141])

• Multi-tasking
• Resources leveling and crashing ([142])
• Lean construction([143],[144])
• Last planner system ([145])
• Value added work ([146], [147])

• Types of contracts ([148])
• Fee-based contracts
• Fixed-price contracts ([149])
• Incentive contracts
• Adversarial Relations ([150], [151])
• Integrated Project Delivery (IPD)([152], [153])

• The Johari window / Rumfelds matrix ([154])
• Types of uncertainty: Epistemic / Aleatory([155]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([156])
• Antifragility ([157], [158])

• Risk Identification([159],[160], [161]
• Pre-mortem analysis ([162], [163])
• Fishbone diagram / root cause analyses ([164], [165])
• SWOT Analysis([166], [167])
• Brainstorming ([168],[169])
• Risk register ([170], [171],[172])
• Risk assessment([173],[174])
• Risk treatment ([175])
• Contingency plans ([176],[177])
• Technology and System Readiness ([178])

• Conformance / performance
• Milestone trend analysis ([179])
• Burn down charts ([180])
• Earned value ([181], [182], [183])
• Project reporting ([184])
• Project war rooms ([185], [186])
• Project dashboard ([187])

• Corrective and Preventive Actions ([188])
• Adaptation and agile ([189])
• Scope creep ([190])
• Change requests
• Resilience management

• Paradox for project planning ([191])
• Learning plan ([192], [193])
• Lessons learned ([194])
• Risk-based Learning ([195])
• Continuous Improvement ([196],[197])

• Scenario Analysis ([198], [199])
• Satisficing
• The Decision Matrix ([200])
• Choosing by Advantages (CBA)
• Eisenhower matrix ([201],[202])
• Robust Decision Making ([203],[204])

• Biases ([205])
• Kahneman - Two Thinking Systems([206],[207])
• Strategic misrepresentation ([208],[209])
• The Affect Heuristic ([210])
• Social Amplification of Risk