Conceptbox

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Welcome to our Conceptbox - an online resource for project management tools, methods and theories. The concepts are organized in the following table inspired by the Project Canvas and in line with the four perspectives on projects: Purpose, People, Complexity and Uncertainty.
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[[File:Conceptlogo.png|right|200px]]
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 +
 
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Welcome to our Conceptbox - an online resource for project management tools, methods and theories.  
 +
 
 +
The concepts are organized in the following table, inspired by the Project Canvas and in line with the four perspectives on projects:
 +
 
 +
<span style="color: #c11e4a">PURPOSE</span>, <span style="color: #474099">PEOPLE</span>, <span style="color: #16898b">COMPLEXITY</span> and <span style="color: #1f8b43">UNCERTAINTY</span>.
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 +
 
  
 
This page is mostly oriented for project management information-seekers students or practitioners.
 
This page is mostly oriented for project management information-seekers students or practitioners.
  
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{| class="wikitable" style="width: 100%; height: 200px;"
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==PURPOSE==
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|+Table 1.-Project aspect: Purpose
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!colspan="1" |Enabler
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'''<pre style="text-align:center; color: #c11e4a">Table 1.-Project aspect:PURPOSE</pre>'''
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!colspan="3" |Project Canvas
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|-style="vertical-align:top;"
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{|class="wikitable" style="border-left:solid 5px #c11e4a;border-right:solid 5px #c11e4a;border-bottom:solid 5px #c11e4a; width: 100%; height: 200px;"
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|rowspan="10"|'''PURPOSE'''
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!colspan="1" ; style="width: 20%; color: white; background-color: #c11e4a"|Enabler
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|style=" text-align:center;" |'''Vision'''
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!colspan="3" ; style="color: white; background-color: #c11e4a"|Project Canvas
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|style=" text-align:center;" |'''Scope'''
+
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|style=" text-align:center;" |'''Success Criteria'''
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|-
 
|-
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|[[Vision Statement]]
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|rowspan="10" style=" background-color:white; vertical-align:top; text-align:left;"|'''PURPOSE'''
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|[[Scoping]]
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|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Vision'''[[File:Purpose.PNG|frameless|left|50px]]
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|[[Triple Constraint]]
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|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Scope'''[[File:Scope.PNG|frameless|left|50px]]
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|-
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|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Success Criteria'''[[File:Success-Criteria.PNG|frameless|left|50px]]
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|[[SMART goals]]
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|-style=" background-color:white;"
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|[[Goal hierarchy or Goal Breakdown Structure]]
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|[[Project Vision Statement]]
 +
|[[Project Scope Control Management]]
 +
|[[The Triple Constraint in Project Management]]
 +
|-style=" background-color:white;"
 +
|[[SMART goals - A Project Manager Tool]]
 +
|[[Project Scope Management]]
 
|[[Limitations of the iron triangle]]
 
|[[Limitations of the iron triangle]]
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|-
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|-style=" background-color:white;"
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|[[Project charter]]
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|[[Project Charter]]
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|1 [[The work breakdown structure in project management]]
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|[[Work Breakdown Structure]]  
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|[[KPI]]
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|[[Beyond the Triple Constraint]]
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|-
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|-style=" background-color:white;"
−
|[[Value Canvas]]
+
|[[Value Proposition Canvas]]
 
|[[Requirements management]]
 
|[[Requirements management]]
 
|[[Efficiency vs. Effectiveness]]
 
|[[Efficiency vs. Effectiveness]]
−
|-
+
|-style=" background-color:white;"
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|[[Brainstorming]]
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|[[Brainstorming technique]]
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|Scope creep (no content)
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|[[Scope creep]]
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|[[Success factors]]
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|[[Project Management Success Factors]]
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|-
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|-style=" background-color:white;"
−
|[[Project Governance]]
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|[[Project governance framework]]
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|Feasibility study (no content)
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|[[Feasibility Study]]
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|[[Output, outcome, benefit]]
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|[[Managing Successful Programmes (MSP)]]
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|-
+
|-style=" background-color:white;"
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|2 [[Front End Management]]
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|[[Fuzzy Front End Management]]
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|[[Project Management in the Fuzzy Front End]]
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|[[Fuzzy Front End Management]]
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|[[Benefits realisation management]]
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|[[Benefits Realization Management to Maximize Project Effectiveness]]
−
|-
+
|-style=" background-color:white;"
−
|[[Future Workshop]]
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|[[Future workshop method]]
 
|[[Planning fallacy]]
 
|[[Planning fallacy]]
−
|
+
|[[Key Performance Indicators (KPI)]]
−
|-
+
|-style=" background-color:white;"
 
|[[Business Case]]
 
|[[Business Case]]
−
|
+
|[[Goal hierarchy or Goal Breakdown Structure]]
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|
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|[[Implementing KPIs]]
 
|}
 
|}
  
 +
==PEOPLE==
  
 +
'''<pre style="text-align:center; color: #474099">Table 2.-Project aspect:PEOPLE</pre>'''
  
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{| class="wikitable" style="width: 100%; height: 200px;"
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{|class="wikitable" style="border-left:solid 5px #474099;border-right:solid 5px #474099;border-bottom:solid 5px #474099; width: 100%; height: 200px;"
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|+Table 2.-Project aspect: People
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!colspan="1" style="width: 20%; color: white; background-color: #474099"|Enabler
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!colspan="4"|Enabler
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!colspan="3" style="color: white; background-color: #474099"|Project Canvas
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!colspan="3"|Project Canvas
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|- style="vertical-align:top;"
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|- style="vertical-align:top;"
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|rowspan="10" style=" background-color:white; vertical-align:top; text-align:left;"|'''PEOPLE'''
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|style=" text-align:center;" |'''Basic'''
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'''Basic'''
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|style=" text-align:center;" |'''Managing yourself'''
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* [[Shannon & Weaver Model for Communication]]
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|style=" text-align:center;" |'''Project Management and leadership competences'''
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|rowspan="10"|'''PEOPLE'''
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'''Managing yourself'''
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|style=" text-align:center;" |'''Team'''
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* [[Stephen Covey's seven principles]]
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|style=" text-align:center;" |'''Stakeholders'''
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* [[Getting Things Done in Project Management: The Five Phases of Project Planning]]
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|style=" text-align:center;" |'''Users'''
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'''Project Management and leadership competences'''
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|-
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* [[The Periodic Table of Project Management]]
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|[[Shannon and Weaver Model for Communication]]
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* [[Hersey and Blanchard's Situational Leadership Model]]
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|[[Stephen Covey's seven principles of highly effective people]]
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* [[Leadership vs. management]]
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|[[The periodic table of project management competence elements]]
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* [[Decision-making skills in project management]]
 +
|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Team'''[[File:Team.PNG|frameless|left|50px]]
 +
|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Stakeholders'''[[File:Stakeholders.PNG|frameless|left|50px]]
 +
|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Users'''[[File:Users.PNG|frameless|left|50px]]
 +
|-style=" background-color:white;"
 
|[[Maslow hierarchy of needs]]
 
|[[Maslow hierarchy of needs]]
 
|[[Stakeholders]]
 
|[[Stakeholders]]
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|[[Value Canvas]]
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|[[Value Proposition Canvas]]
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|-
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|-style=" background-color:white;"
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|Schein culture (no content)
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|[[Meetings Management]]
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|[[David Allen's getting things done]]
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|[[Stakeholder Management]]
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|[[Hersey and Blanchard's Situational Leadership Model]]
+
−
|[[Managing meetings]]
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−
|3 [[Stakeholder managing process]]
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|Value to whom? (no content)
 
|Value to whom? (no content)
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|-
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|-style=" background-color:white;"
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|[[1]]
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|[[Roles and responsibilities in project team]]
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|[[2]]
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|[[Stakeholders from a dynamic and network perspective]]
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|[[Leadership vs. Management]]
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|[[Benefits Map]]
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|Roles and responsibilities (no content)
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|-style=" background-color:white;"
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|[[Create a pitch (present ideas)]]
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−
|Benefit map analysis (no content)
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−
|-
+
−
|[[1]]
+
−
|[[2]]
+
−
|[[Followship]]
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|[[Team development]]
 
|[[Team development]]
 
|[[Dealing with conflicts (sources, escalation, containment)]]
 
|[[Dealing with conflicts (sources, escalation, containment)]]
 
|Programmification of work (context) (no content)
 
|Programmification of work (context) (no content)
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|-
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|-style=" background-color:white;"
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|[[1]]
+
−
|[[2]]
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|Conceptual levels of competence (no content)
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|[[Organisational structures and Project organization]]
 
|[[Organisational structures and Project organization]]
 
|[[Active listening]]
 
|[[Active listening]]
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|Agile methodologies and participatory design (no content)
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|[[Agile Methodology]]
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|-
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|-style=" background-color:white;"
−
|[[1]]
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|[[Belbin Team Roles]]
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|[[2]]
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|[[Expectations Management]]
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|Decision making skills (no content)
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|[[Challenges in cross-cultural project management]]
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|[[Belbin’s team roles]]
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|-style=" background-color:white;"
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|Expectations management (no content)
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|[[MBTI]]
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|[[6]]
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|[[Negotiating successfully]]
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|-
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|[[Agile & Traditional PM cocktail]]
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|[[1]]
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|-style=" background-color:white;"
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|[[2]]
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|[[Meeting strategies]]
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|[[3]]
+
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|MBTI (no content)
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−
|[[Negotiation skills]]
+
−
|[[6]]
+
−
|-
+
−
|[[1]]
+
−
|[[2]]
+
−
|[[3]]
+
−
|[[4]]
+
−
|Role of the project sponsor (no content)
+
−
|[[6]]
+
−
|-
+
−
|[[1]]
+
−
|[[2]]
+
−
|[[3]]
+
−
|[[4]]
+
 
|[[Dan Pink on Motivation - Autonomy, mastery and purpose]]
 
|[[Dan Pink on Motivation - Autonomy, mastery and purpose]]
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|[[6]]
+
|
 +
|-style=" background-color:white;"
 +
|[[How to successfully go through the Five Stages of Team Development]]
 +
|[[Project sponsor]]
 +
|
 
|}
 
|}
  
 +
==COMPLEXITY==
  
 +
'''<pre style="text-align:center; color: #16898b">Table 3.-Project aspect:COMPLEXITY</pre>'''
  
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{| class="wikitable" style="width: 100%; height: 200px;"
+
{|class="wikitable" style="border-left:solid 5px #16898b; border-right:solid 5px #16898b; border-bottom:solid 5px #16898b; width: 100%; height: 200px;"
−
|+Table 3.-Project aspect: Complexity
+
 
−
!colspan="2"|Enabler
+
!colspan="5" style="color: white; background-color: #16898b"|Complexity
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!colspan="3"|Project Canvas
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|- style="vertical-align:top; text-align:center"
−
|- style="vertical-align:top;"
+
 
−
|style=" text-align:center;" |
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" rowspan="2"| '''0. Foundational elements:'''
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|rowspan="15"|'''COMPLEXITY'''
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* Systems engineering ([http://wiki.doing-projects.org/index.php/Systems_Engineering_versus_Project_Management,_a_comparative_study], [http://wiki.doing-projects.org/index.php/Benefits_of_systems_engineering])
−
|style=" text-align:center;" |'''Timeline'''
+
 
−
|style=" text-align:center;" |'''Actions'''
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−
|style=" text-align:center;" |'''Resources'''
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'''Connecting the dots:'''
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|-
+
* When – the scientific secrets of perfect timing
−
|scope="col" rowspan="16" |[[Systems theory]]
+
 
−
|[[Life Cycle]]
+
 
−
|[[Scheduling: Critical path, PERT, Gantt]]
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''1. Scoping: What to do?:'''
−
|[[Cost vs. Price]]
+
* Pooled, Sequential & Reciprocal dependence([http://wiki.doing-projects.org/index.php/Pooled,_Sequential_%26_Reciprocal_Interdependence])
−
|-
+
* Work break down structure (WBS)([http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure_(WBS)_in_Project_Management])
−
|Stage Gate model (no content)
+
 
−
|[[Types of dependencies]]
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''2.Estimating: ?'''
−
|[[Estimations: Basic Techniques]]
+
* Top-down vs ground up estimations([http://wiki.doing-projects.org/index.php/Top-down_vs_bottom-up_estimations])
−
|-
+
* Estimation Techniques([http://wiki.doing-projects.org/index.php/Cost_Estimation_Techniques_for_Projects], [http://wiki.doing-projects.org/index.php/Basic_estimation_techniques])
−
|Agile Methodology (no content)
+
* Program Evaluation and Review Technique (PERT)([http://wiki.doing-projects.org/index.php/PERT],[http://wiki.doing-projects.org/index.php/Program_evaluation_and_review_technique_(PERT)])
−
|PERT (no content)
+
* Reference class forecasting([http://wiki.doing-projects.org/index.php/Reference_class_forecasting],[http://wiki.doing-projects.org/index.php/Reference_Class_Forecasting_(RCF)], [http://wiki.doing-projects.org/index.php/Reference_class_forecasting_and_the_corresponding_limitations])
−
|[[Reference class forecasting]]
+
* Successive principle (cost or schedule)([http://wiki.doing-projects.org/index.php/The_Successive_Principle_for_Managing_Uncertainty])
−
|-
+
 
−
|[[Front-end Management]]
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''3. Scheduling: When to do it?:'''
−
|Behaviors in scheduling (no content)
+
* Double diamond([http://wiki.doing-projects.org/index.php/Double_diamond],[http://wiki.doing-projects.org/index.php/Double_diamond:_A_design_process_model], [http://wiki.doing-projects.org/index.php/Double_Diamond_model], [http://wiki.doing-projects.org/index.php/Double_Diamond_Model])
−
|[[Optimism bias, strategic misinterpretation and reference class forecasting]]
+
* Kanban([http://wiki.doing-projects.org/index.php/Kanban],[http://wiki.doing-projects.org/index.php/Kanban_in_Project_Management], [http://wiki.doing-projects.org/index.php/Kanban_in_APPPM])
−
|-
+
* SCRUM ([http://wiki.doing-projects.org/index.php/Scrum_method], [http://wiki.doing-projects.org/index.php/SCRUM_-_A_Project_Management_Framework], [http://wiki.doing-projects.org/index.php/SCRUM_-_An_Agile_Project_Management_Framework], [http://wiki.doing-projects.org/index.php/SCRUM_framework])
−
|[[Project Governance]]
+
* GANTT([http://wiki.doing-projects.org/index.php/The_Gantt_Chart], [http://wiki.doing-projects.org/index.php/The_Gantt_chart_and_the_usage_nowadays], [http://wiki.doing-projects.org/index.php/Project_Management_tool:_Gantt_Chart], [http://wiki.doing-projects.org/index.php/GANTT])
−
|[[Types of activities]]
+
* Milestone plan ([http://wiki.doing-projects.org/index.php/Milestone_Planning])
−
|Cash flow and payment milestones (no content)
+
* Location Based Scheduling([http://wiki.doing-projects.org/index.php/Location_Based_Scheduling],[http://wiki.doing-projects.org/index.php/Construction_scheduling_using_Location_Based_Scheduling_instead_of_CPM])
−
|-
+
* Temporal dependencies/ Lag & Lead([http://wiki.doing-projects.org/index.php/Lag_%26_Lead],[http://wiki.doing-projects.org/index.php/Lag_and_Lead])
−
|[[Gantt Chart and Milestones]]
+
* Network Planning ([http://wiki.doing-projects.org/index.php/Network_Planning])
−
|Resources loading, leveling and crashing (no content)
+
* Parkinson’s Law ([http://wiki.doing-projects.org/index.php/Parkinson%27s_Law_in_Project_Management], [http://wiki.doing-projects.org/index.php/Parkinson%27s_Law:_achieving_more_in_less_time])
−
|[[Earned Value]]
+
 
−
|-
+
 
−
|[[Milestone]]
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''4. Resourcing: Who does what?:'''
−
|Contracting and Procurement (no content)
+
* Type of resources ([http://wiki.doing-projects.org/index.php/Resource_allocation_and_crashing])
−
|[[Financial appraisal of projects]]
+
* Critical chain ([http://wiki.doing-projects.org/index.php/Critical-Chain_Approach], [http://wiki.doing-projects.org/index.php/The_Critical_Chain_Method], [http://wiki.doing-projects.org/index.php/Critical_chain_project_management_(CCPM)])
−
|-
+
 
−
|Control, Correct, Prevent (no content)
+
|-style=" width: 20%; background-color:white; vertical-align:top; border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;"|
−
|Simon's four levels of control (no content)
+
 
−
|[[Types of resources]]
+
 
−
|-
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;"|'''5. Costing: How much?:'''
−
|Monitoring (no content)
+
* Cost build up
−
|Reporting (no content)
+
* Cost planning ([http://wiki.doing-projects.org/index.php/Construction_Cost_Management])
−
|[[4]]
+
* Cash flow ([http://wiki.doing-projects.org/index.php/Cash_flow_and_milestone_payments], [http://wiki.doing-projects.org/index.php/Cash_flow_%26_payment_milestones])
−
|-
+
 
−
|[[2]]
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''6. Improving: Can we do it better?:'''
−
|[[Earned Value]]
+
* Multi-tasking
−
|[[4]]
+
* Resources leveling and crashing ([http://wiki.doing-projects.org/index.php/Resources_loading,_leveling_and_crashing])
−
|-
+
* Lean construction([http://wiki.doing-projects.org/index.php/Lean_construction],[http://wiki.doing-projects.org/index.php/Lean_construction,_takt_time_planning])
−
|[[2]]
+
* Last planner system ([http://wiki.doing-projects.org/index.php/The_Last_Planner_System_in_Construction_Projects])
−
|Theory of Constraints (no content)
+
* Value added work ([http://wiki.doing-projects.org/index.php/Value_stream_mapping_in_construction_management], [http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management])
−
|[[4]]
+
 
−
|-
+
 
−
|[[222]]
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left; border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''7. Contracting: Make or Buy?:'''
−
|[[Critical Chain]]
+
* Types of contracts ([http://wiki.doing-projects.org/index.php/Construction_Contract_Management_Guidelines_and_Administration])
−
|[[4]]
+
* Fee-based contracts
−
|-
+
* Fixed-price contracts ([http://wiki.doing-projects.org/index.php/Fixed-price_contracts])
−
|[[2]]
+
* Incentive contracts
−
|Balanced Sorecard (no content)
+
* Adversarial Relations ([http://wiki.doing-projects.org/index.php/The_dynamics_of_adversarial_relations], [http://wiki.doing-projects.org/index.php/Collaborative_Tendering])
−
|[[4]]
+
* Integrated Project Delivery (IPD)([http://wiki.doing-projects.org/index.php/Integrated_Project_Delivery_(IPD)], [http://wiki.doing-projects.org/index.php/The_integrated_project_delivery_method_(IPD)])
−
|-
+
 
−
|[[2]]
+
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |
−
|Contracting and Partnering (no content)
+
−
|[[4]]
+
 
|}
 
|}
  
  
 +
==UNCERTAINTY==
  
−
{| class="wikitable" style="width: 100%; height: 200px;"
+
'''<pre style="text-align:center; color: #1f8b43">Table 4.-Project aspect:UNCERTAINTY</pre>'''
−
|+Table 4.-Project aspect: Uncertainty
+
 
−
!colspan="1"|Enabler
+
{|class="wikitable" style="border-left:solid 5px #1f8b43; border-right:solid 5px #1f8b43; border-bottom:solid 5px #1f8b43; width: 100%; height: 200px;"
−
!colspan="3"|Project Canvas
+
!colspan="1" style="width: 20%; color: white; background-color: #1f8b43"|Enabler
 +
!colspan="3" style="color: white; background-color: #1f8b43"|Project Canvas
 
|- style="vertical-align:top;"
 
|- style="vertical-align:top;"
−
|style=" text-align:center;" |'''UNCERTAINTY'''
+
|rowspan="11" style=" background-color:white; vertical-align:top; text-align:left;" |'''UNCERTAINTY'''
−
|rowspan="15"|'''Context'''
+
* Epistemic vs. Aleatory uncertainty (no content)
−
|style=" text-align:center;" |'''Change'''
+
* [[Lessons learned]]
−
|style=" text-align:center;" |'''Risk & Opportunities'''
+
* [[Simon's four levels of control]]
−
|-
+
* [[Earned Value Analysis]]
−
|Epistemic vs. Aleatory uncertainty (no content)
+
* [[One Page Project Management]]
−
|Ideation tools (Brainstorming techniques, 6 thinking hats) (no content)
+
* [[Cognitive biases]]
−
|[[Risk and Opportunity Management]]
+
* [[The A3 report]]
−
|-
+
* [[Balanced scorecard]]
−
|[[Lessons learned - a tool for sharing knowledge in project management]]
+
* [[Organisational resilience with mindfulness]]
−
|Change order (no content)
+
* [[Scenario Planning Strategy]]
−
|Impact vs. Probability (no content)
+
|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;"|'''Constraints'''[[File:Context.PNG|frameless|left|50px]]
−
|-
+
|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Change'''[[File:Change.PNG|frameless|left|50px]]
−
|[[Simon's four levels of control]]
+
|style=" width: 26%; background-color:white; vertical-align:top; text-align:left;" |'''Risk & Opportunities'''[[File:Risks.PNG|frameless|left|50px]]
−
|Project Control (no content)
+
|-style=" background-color:white;"
 +
|[[Recovery Project Management]]
 +
|Ideation tools ([[Brainstorming technique]], [[6 thinking hats]])  
 +
|[[Risk and Opportunities Management]]
 +
|-style=" background-color:white;"
 +
|[[The light at the end of the tunnel: managing challenges at Heathrow Express Project]]
 +
|[[Change order]]
 +
|[[Impact and Probability in Risk Assessment]]
 +
|-style=" background-color:white;"
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|[[Construction modularization from a lean perspective]]
 +
|[[Project Control]]
 
|[[Risk register]]
 
|[[Risk register]]
−
|-
+
|-style=" background-color:white;"
−
|[[Earned Value]]
+
|[[Dealing with conflict in project management]]
−
|Contingency plans (no content)
+
|[[Contingency Reserves]]
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|Delphi Method (expert for identification) (no content)
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|[[Delphi Method (expert for identification)]]
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|-
+
|-style=" background-color:white;"
−
|[[One Page Project Management]]
+
|
 
|[[Crises Management - 3Rs - Regret, Reason, Remedy]]
 
|[[Crises Management - 3Rs - Regret, Reason, Remedy]]
−
|[[Unknown unknowns]]
+
|[[Including Risk Management in Construction Projects]]
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|-
+
|-style=" background-color:white;"
−
|[[Cognitive biases]]
+
|
−
|[[Recovery Project Management]]
+
|[[Management of Project Change]]
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|Risk tolerances (no content)
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|[[Risk tolerances]]
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|-
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|-style=" background-color:white;"
−
|[[The A3 report]]
+
|
−
|Antifragility/Resilience (no content)
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|[[Antifragility]]
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|Scenario planning (no content)
+
−
|-
+
−
|[[Balanced Scoreboard]]
+
−
|[[2]]
+
−
|Decision tree (no content)
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−
|-
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|[[1]]
+
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|[[2]]
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−
|Risk Quantification (no content)
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−
|-
+
−
|[[1]]
+
−
|[[2]]
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−
|[[SWOT]]
+
−
|-
+
−
|[[1]]
+
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|[[2]]
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|[[Mindfulness]]
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|-
+
−
|[[1]]
+
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|[[2]]
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|[[Risk Identification]]
 
|[[Risk Identification]]
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|-
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|-style=" background-color:white;"
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|[[1]]
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|
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|[[2]]
+
|[[Coaching - Project Manager as Change Agent]]
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|[[Bubble diagram]]
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|[[Decision Tree]]
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|-
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|-style=" background-color:white;"
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|[[1]]
+
|
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|[[2]]
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|[[Management of Project Change]]
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|[[Risk Management in Construction]]
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|[[Risk Quantification and Methods]]
 +
|-style=" background-color:white;"
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|
 +
|
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|[[SWOT analysis]]
 
|}
 
|}

Latest revision as of 09:38, 9 August 2022

Conceptlogo.png


Welcome to our Conceptbox - an online resource for project management tools, methods and theories.

The concepts are organized in the following table, inspired by the Project Canvas and in line with the four perspectives on projects:

PURPOSE, PEOPLE, COMPLEXITY and UNCERTAINTY.


This page is mostly oriented for project management information-seekers students or practitioners.

Contents

[edit] PURPOSE

Table 1.-Project aspect:PURPOSE
Enabler Project Canvas
PURPOSE Vision
Purpose.PNG
 Scope
Scope.PNG
 Success Criteria
Success-Criteria.PNG
Project Vision Statement Project Scope Control Management The Triple Constraint in Project Management
SMART goals - A Project Manager Tool Project Scope Management Limitations of the iron triangle
Project Charter Work Breakdown Structure Beyond the Triple Constraint
Value Proposition Canvas Requirements management Efficiency vs. Effectiveness
Brainstorming technique Scope creep Project Management Success Factors
Project governance framework Feasibility Study Managing Successful Programmes (MSP)
Fuzzy Front End Management Fuzzy Front End Management Benefits Realization Management to Maximize Project Effectiveness
Future workshop method Planning fallacy Key Performance Indicators (KPI)
Business Case Goal hierarchy or Goal Breakdown Structure Implementing KPIs

[edit] PEOPLE

Table 2.-Project aspect:PEOPLE
Enabler Project Canvas
PEOPLE

Basic

Managing yourself

Project Management and leadership competences

Team
Team.PNG
 Stakeholders
Stakeholders.PNG
 Users
Users.PNG
Maslow hierarchy of needs Stakeholders Value Proposition Canvas
Meetings Management Stakeholder Management Value to whom? (no content)
Roles and responsibilities in project team Stakeholders from a dynamic and network perspective Benefits Map
Team development Dealing with conflicts (sources, escalation, containment) Programmification of work (context) (no content)
Organisational structures and Project organization Active listening Agile Methodology
Belbin Team Roles Expectations Management Challenges in cross-cultural project management
MBTI Negotiating successfully Agile & Traditional PM cocktail
Meeting strategies Dan Pink on Motivation - Autonomy, mastery and purpose
How to successfully go through the Five Stages of Team Development Project sponsor

[edit] COMPLEXITY

Table 3.-Project aspect:COMPLEXITY
Complexity
0. Foundational elements:
  • Systems engineering ([1], [2])


Connecting the dots:

  • When – the scientific secrets of perfect timing


1. Scoping: What to do?:
  • Pooled, Sequential & Reciprocal dependence([3])
  • Work break down structure (WBS)([4])
2.Estimating: ?
  • Top-down vs ground up estimations([5])
  • Estimation Techniques([6], [7])
  • Program Evaluation and Review Technique (PERT)([8],[9])
  • Reference class forecasting([10],[11], [12])
  • Successive principle (cost or schedule)([13])
3. Scheduling: When to do it?:


4. Resourcing: Who does what?:
5. Costing: How much?: 6. Improving: Can we do it better?:
  • Multi-tasking
  • Resources leveling and crashing ([44])
  • Lean construction([45],[46])
  • Last planner system ([47])
  • Value added work ([48], [49])


7. Contracting: Make or Buy?:
  • Types of contracts ([50])
  • Fee-based contracts
  • Fixed-price contracts ([51])
  • Incentive contracts
  • Adversarial Relations ([52], [53])
  • Integrated Project Delivery (IPD)([54], [55])


[edit] UNCERTAINTY

Table 4.-Project aspect:UNCERTAINTY
Enabler Project Canvas
UNCERTAINTY Constraints
Context.PNG
 Change
Change.PNG
 Risk & Opportunities
Risks.PNG
Recovery Project Management Ideation tools (Brainstorming technique, 6 thinking hats) Risk and Opportunities Management
The light at the end of the tunnel: managing challenges at Heathrow Express Project Change order Impact and Probability in Risk Assessment
Construction modularization from a lean perspective Project Control Risk register
Dealing with conflict in project management Contingency Reserves Delphi Method (expert for identification)
Crises Management - 3Rs - Regret, Reason, Remedy Including Risk Management in Construction Projects
Management of Project Change Risk tolerances
Antifragility Risk Identification
Coaching - Project Manager as Change Agent Decision Tree
Management of Project Change Risk Quantification and Methods
SWOT analysis
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