ConceptBox

• Efficiency and Effectiveness ([3])

Connecting the dots:

• (sustainable) project management

• Why, How, What (The Golden Circle)([4])
• Goal Hierarchy ([5])
• Work break down structures ([6],[7])
• SMART goals ([8],[9],[10])
• FAST Goals ([11])
• The paradox of project planning ([12])
• The rolling wave ([13])

• Outputs, outcomes and benefits ([14])
• Benefit realization management ([15],[16])
• Objectives and Key Results (OKR) ([17])
• Impact (sustainability) ([18],[19])

• Temporal context of projects ([20])
• Organizational context ([21])
• Project-based organisations
• Matrix organisations ([22])
• Project organization

• Stage gate model ([23],[24])
• Waterfall model ([25],[26])
• Agile (Adaptive) model ([27],[28],[29])
• Scrum ([30],[31],[32])
• Concurrent models ([33])
• Over the wall (Chinese whispers)

• Business case([34],[35])
• Net Present Value (NPV) - Discounted cash flow ([36],[37])
• Internal Rate of Return (IRR) ([38],[39])

• Iron triangle ([40],[41],[42])
• Project Success vs Project Management Success ([43],[44])
• Conformance vs. Performance

Connecting the dots:

• Rework by google “Psychological Safety” ([45])

• Identification
• Assessment of stakeholders (analysis) ([46])
• Managing stakeholders ([47],[48])

• Group vs teams
• High performing teams ([49])
• Cohesiveness ([50])
• Diversity ([51])
• Roles([52],[53])
• Social loafing ([54])
• Project management competencies (IPMA) ([55])
• Belbin's team roles([56],[57],[58],[59])
• The big five (OCEAN)([60],[61],[62])
• Tuckman's model for Team Development ([63])

• Shannon & Weavers Model for communication ([64])
• Perception filters ([65])
• Choosing the appropriate medium (oral – written – hybrids) ([66])
• Managing "emails" ([67])
• Active Listening Technique ([68],[69])
• Self-Awareness! ([70])

• Getting Things Done (GTD)([71],[72])
• The 7 Habits of Highly Effective People ([73],[74])
• Emotional Intelligence and Leadership ([75],[76])
• Stress ([77],[78])
• Eisenhower matrix ([79],[80])

• Conflicts and controversy ([81], [82])
• Sources of conflicts ([83],[84])
• Conflict ladder ([85])
• Constructive communication ([86])

• Scientific management
• The Hawthorne studies ([87])
• McGregor's X & Y theory ([88][89])
• Maslow's Hierarchy of Needs([90],[91])
• Extrinsic motivation ([92])
• Intrinsic Motivation ([93])
• Daniel Pink on Motivation ([94])

• Management vs leadership ([95],[96])
• Blake-Mouton Managerial Grid([97],[98])
• Situational leadership - Hersey and Blanchard ([99],[100])

• Systems engineering ([101], [102])

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence([103])
• Work break down structure (WBS)([104])

• Top-down vs ground up estimations([105])
• Estimation Techniques([106], [107])
• Program Evaluation and Review Technique (PERT)([108],[109])
• Reference class forecasting([110],[111], [112])
• Successive principle (cost or schedule)([113])

• Double diamond([114],[115], [116], [117])
• Kanban([118],[119], [120])
• SCRUM ([121], [122], [123], [124])
• GANTT([125], [126], [127], [128])
• Milestone plan ([129])
• Location Based Scheduling([130],[131])
• Temporal dependencies/ Lag & Lead([132],[133])
• Network Planning ([134])
• Parkinson’s Law ([135], [136])

• Type of resources ([137])
• Critical chain ([138], [139], [140])
• Cost build-up
• Cost planning ([141])
• Cash flow ([142], [143])

• Multi-tasking
• Resources leveling and crashing ([144])
• Lean construction([145],[146])
• Last planner system ([147])
• Value added work ([148], [149])

• Types of contracts ([150])
• Fee-based contracts
• Fixed-price contracts ([151])
• Incentive contracts
• Adversarial Relations ([152], [153])
• Integrated Project Delivery (IPD)([154], [155])

• The Johari window / Rumfelds matrix ([156])
• Types of uncertainty: Epistemic / Aleatory([157]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([158])
• Antifragility ([159], [160])

• Risk Identification([161],[162], [163]
• Pre-mortem analysis ([164], [165])
• Fishbone diagram / root cause analyses ([166], [167])
• SWOT Analysis([168], [169])
• Brainstorming ([170],[171])
• Risk register ([172], [173],[174])
• Risk assessment([175],[176])
• Risk treatment ([177])
• Contingency plans ([178],[179])
• Technology and System Readiness ([180])

• Conformance/performance
• Milestone trend analysis ([181])
• Burn down charts ([182])
• Earned value ([183], [184], [185])
• Project reporting ([186])
• Project war rooms ([187], [188])
• Project dashboard ([189])

• Corrective and Preventive Actions ([190])
• Adaptation and agile ([191])
• Scope creep ([192])
• Change requests
• Resilience management

• Paradox for project planning ([193])
• Learning plan ([194], [195])
• Lessons learned ([196])
• Risk-based Learning ([197])
• Continuous Improvement ([198],[199])

• Scenario Analysis ([200], [201])
• Satisficing
• The Decision Matrix ([202])
• Choosing by Advantages (CBA)
• Eisenhower matrix ([203],[204])
• Robust Decision Making ([205],[206])

• Biases ([207])
• Kahneman - Two Thinking Systems([208],[209])
• Strategic misrepresentation ([210],[211])
• The Affect Heuristic ([212])
• Social Amplification of Risk