ConceptBox

Welcome to our Conceptbox* - an online resource for project management tools, methods and theories. The content is oriented toward practitioners and students of project management. The concepts cover the core practices for doing projects and are organized according to our four perspectives on projects: PURPOSE, PEOPLE, COMPLEXITY and UNCERTAINTY[1].

The light version of the Conceptbox is available here([2]).

PURPOSE

Purpose
0. Foundational elements: Efficiency and Effectiveness ([3]) Connecting the dots: (sustainable) project management	1. Projecting: Why should we do it? 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], [14])	2. Impacting: How do we reap the benefits? Outputs, outcomes and benefits ([15]) Benefit realization management ([16],[17]) Objectives and Key Results (OKR) ([18]) Impact (sustainability) ([19],[20])	3. Situating: Do we understand the context? Temporal context of projects ([21]) Organizational context ([22]) Project-based organisations ([23]) Matrix organisations ([24], [25]) Project organization ([26])
	4. Living: How should we live it? Stage gate model ([27],[28]) Waterfall model ([29],[30]) Agile (Adaptive) model ([31],[32],[33]) Scrum ([34],[35],[36]) Concurrent models ([37], [38]) Over the wall (Chinese whispers)	5. Investing: Should we do it? Business case([39],[40]) Net Present Value (NPV) - Discounted cash flow ([41],[42]) Internal Rate of Return (IRR) ([43],[44])	6. Evaluating: Did we succeed? Iron triangle ([45],[46],[47]) Project Success vs Project Management Success ([48],[49]) Conformance vs. Performance

PEOPLE

People
0. Foundational elements: Connecting the dots: Rework by google “Psychological Safety” ([50],[51])	1. Engaging: For whom are we doing it? Identification ([52]) Assessment of stakeholders (analysis) ([53],[54]) Managing stakeholders ([55],[56])	2. Teaming: Who is doing it? Group vs teams ([57]) High performing teams ([58]) Cohesiveness ([59]) Diversity ([60]) Roles([61],[62]) Social loafing ([63]) Project management competencies (IPMA) ([64]) Belbin's team roles([65],[66],[67],[68]) The big five (OCEAN)([69],[70],[71]) Tuckman's model for Team Development ([72])	3. Communicating & Listening: How do they/we get to understand? Shannon & Weavers Model for communication ([73]) Perception filters ([74]) Choosing the appropriate medium (oral – written – hybrids) ([75]) Managing "emails" ([76]) Active Listening Technique ([77],[78],[79]) Self-Awareness! ([80],[81])
Bonus: Self-management Getting Things Done (GTD)([82],[83]) The 7 Habits of Highly Effective People ([84],[85]) Emotional Intelligence and Leadership ([86],[87]) Stress ([88],[89]) Eisenhower matrix ([90],[91]) Time blocking ([92])	4. Mediating: How do we handle conflicts? Conflicts and controversy ([93], [94]) Sources of conflicts ([95],[96]) Conflict ladder ([97]) Constructive communication ([98])	5. Motivating: What motivates us/them? Scientific management ([99]) The Hawthorne studies ([100]) McGregor's X & Y theory ([101][102]) Maslow's Hierarchy of Needs([103],[104]) Extrinsic motivation ([105],[106]) Intrinsic Motivation ([107]) Daniel Pink on Motivation ([108])	6. Leading: How do we guide? Management vs leadership ([109],[110]) Blake-Mouton Managerial Grid([111],[112]) Situational leadership - Hersey and Blanchard ([113],[114])

COMPLEXITY

Complexity
0. Foundational elements: Systems engineering ([115], [116]) Connecting the dots: When – the scientific secrets of perfect timing ([117], [118])	1. Scoping: How to do it? Pooled, Sequential & Reciprocal dependence([119],[120]) Work break down structure (WBS)([121], [122])	2. Estimating: ? Top-down vs ground up estimations([123]) Estimation Techniques([124], [125]) Program Evaluation and Review Technique (PERT)([126],[127]) Reference class forecasting([128],[129], [130]) Successive principle (cost or schedule)([131])	3. Timing: When to do it? Double diamond([132],[133], [134], [135]) Kanban([136],[137], [138]) SCRUM ([139], [140], [141], [142]) GANTT([143], [144], [145], [146]) Milestone plan ([147]) Location Based Scheduling([148],[149]) Temporal dependencies/ Lag & Lead([150],[151]) Network Planning ([152]) Parkinson’s Law ([153], [154])
	4. Resourcing: How much? Type of resources ([155]) Critical chain ([156], [157], [158]) Cost build-up Cost planning ([159]) Cash flow ([160], [161])	5. Improving: Can we make it better? Multi-tasking Resources leveling and crashing ([162]) Lean construction([163],[164]) Last planner system ([165]) Value added work ([166], [167])	6. Contracting: Make or Buy? Types of contracts ([168]) Fee-based contracts Fixed-price contracts ([169]) Incentive contracts ([170]) Adversarial Relations ([171], [172]) Integrated Project Delivery (IPD)([173], [174])

UNCERTAINTY

Uncertainty
0. Foundational elements: The Johari window / Rumfelds matrix ([175]) Types of uncertainty: Epistemic / Aleatory([176]]) Levels of uncertainty (i.e. risk, uncertainty, ignorance) Connecting the dots: Resilient projects & organizations ([177]) Antifragility ([178], [179])	1. Anticipating: What if something happens? Risk Identification([180],[181], [182] Pre-mortem analysis ([183], [184]) Fishbone diagram / root cause analyses ([185], [186]) SWOT Analysis([187], [188]) Brainstorming ([189],[190]) Risk register ([191], [192],[193]) Risk assessment([194],[195]) Risk treatment ([196]) Contingency plans ([197],[198]) Technology and System Readiness ([199])	2. Monitoring: How far are we? Conformance/performance Milestone trend analysis ([200]) Burn down charts ([201]) Earned value ([202], [203], [204]) Project reporting ([205]) Project war rooms ([206],[207], [208]) Project dashboard ([209])	3. Adapting: Can we keep our project relevant? Corrective and Preventive Actions ([210]) Adaptation and agile ([211]) Scope creep ([212]) Change requests Resilience management ([213])
	4. Learning: How can we know? Paradox for project planning ([214]) Learning plan ([215], [216]) Lessons learned ([217]) Risk-based Learning ([218]) Continuous Improvement ([219],[220])	5. Deciding: What should we do? Scenario Analysis ([221], [222], [223]) Satisficing ([224]) The Decision Matrix ([225]) Choosing by Advantages (CBA) Eisenhower matrix ([226],[227]) Data-Driven Decision-Making ([228]) Robust Decision Making ([229],[230])	6. Interpreting: What is our/their perspective? Biases ([231]) Kahneman - Two Thinking Systems([232],[233]) Strategic misrepresentation ([234],[235]) The Affect Heuristic ([236]) Social Amplification of Risk

• Disclaimer: The articles are created by DTU students. As part of the course, students are introduced to knowledge related to IP rights, plagiarism and copyright infringement. Additionally, the articles are a product of critical engagement of students with the literature review, and their aim is to contribute to the Project Management holistic field of science. If you discover any potential copyright infringement on the site, please inform thereof by sending an email to ophavsret@dtu.dk.