Christian's Topic Wishlist
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| − | |style=" width: 25%; background-color:#c11e4a; vertical-align:top; text-align:left;"|'''PURPOSE''' | + | |style=" width: 25%; background-color:#c11e4a; color:#ffffff; vertical-align:top; text-align:left;"|'''PURPOSE''' |
| − | |style=" width: 25%; background-color:#474099; vertical-align:top; text-align:left;" |'''PEOPLE''' | + | |style=" width: 25%; background-color:#474099; color:#ffffff; vertical-align:top; text-align:left;" |'''PEOPLE''' |
| − | |style=" width: 25%; background-color:#16898b; vertical-align:top; text-align:left;" |'''COMPLEXITY''' | + | |style=" width: 25%; background-color:#16898b; color:#ffffff; vertical-align:top; text-align:left;" |'''COMPLEXITY''' |
| − | |style=" width: 25%; background-color:#1f8b43; vertical-align:top; text-align:left;" |'''UNCERTAINTY''' | + | |style=" width: 25%; background-color:#1f8b43; color:#ffffff; vertical-align:top; text-align:left;" |'''UNCERTAINTY''' |
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|''1. Defining scope:''<br> a. The golden circle<br> b. Goal hierarchy<br> c. Work break down structures<br> d. SMART goals<br> e. FAST goals<br> f. The paradox of project planning<br> g. The rolling wave | |''1. Defining scope:''<br> a. The golden circle<br> b. Goal hierarchy<br> c. Work break down structures<br> d. SMART goals<br> e. FAST goals<br> f. The paradox of project planning<br> g. The rolling wave | ||
|''1. Understanding teams''<br> a. Group vs teams<br> b. High performing teams<br> c. Cohesiveness<br> d. Diversity<br> e. Roles<br> f. Social loafing<br> | |''1. Understanding teams''<br> a. Group vs teams<br> b. High performing teams<br> c. Cohesiveness<br> d. Diversity<br> e. Roles<br> f. Social loafing<br> | ||
|''1. Scoping: What to do?''<br> a. Pooled, Sequential & Reciprocal dependence<br> b. work break down structure (WBS) | |''1. Scoping: What to do?''<br> a. Pooled, Sequential & Reciprocal dependence<br> b. work break down structure (WBS) | ||
| − | | | + | |''1. Introduction''<br> a. The Johari window / Rumfelds<br> b.Types of uncertainty Epistemic/Aleatory |
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|''2. Engaging stakeholders:''<br> a. Identification<br> b. Assessment of stakeholders (analysis)<br> c. Managing stakeholders<br> | |''2. Engaging stakeholders:''<br> a. Identification<br> b. Assessment of stakeholders (analysis)<br> c. Managing stakeholders<br> | ||
|''2. Designing teams''<br> a. Project management competencies (IPMA)<br> b. Belbin's team roles<br> c. The big five (OCEAN)<br> | |''2. Designing teams''<br> a. Project management competencies (IPMA)<br> b. Belbin's team roles<br> c. The big five (OCEAN)<br> | ||
|''2. Estimating: ?''<br> a. Top-down vs ground up estimations<br> b. Estimation Techniques<br > c. Program Evaluation and Review Technique (PERT)<br> d. Reference class forecasting | |''2. Estimating: ?''<br> a. Top-down vs ground up estimations<br> b. Estimation Techniques<br > c. Program Evaluation and Review Technique (PERT)<br> d. Reference class forecasting | ||
| + | |''2. Anticipating''<br> a. Risk identification<br> b. Pre-mortem analysis<br> c. fishbone diagram<br> d. SWOT Analysis<br> e. Brainstorming<br> f. Risk register<br> g. Risk assessment<br> h. Risk treatment<br> i. Contingency plans | ||
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|''3. Realizing impact:''<br> a. Outputs, outcomes and benefits<br> b. Benefit realization management<br> c. Impact (sustainability)<br> | |''3. Realizing impact:''<br> a. Outputs, outcomes and benefits<br> b. Benefit realization management<br> c. Impact (sustainability)<br> | ||
|''3. Developing teams:''<br> a. Tuckmans model for Team Development<br> | |''3. Developing teams:''<br> a. Tuckmans model for Team Development<br> | ||
|''3. Scheduling: When to do it?''<br> a. Double diamond<br> b. Kanban<br> c. SCRUM<br> d. GANTT<br> e. Milestone plan<br> f. Location based scheduling<br> g. Temporal dependencies<br> h. Lag & Lead<br> i. Network planning<br> j. Parkinson’s Law<br> | |''3. Scheduling: When to do it?''<br> a. Double diamond<br> b. Kanban<br> c. SCRUM<br> d. GANTT<br> e. Milestone plan<br> f. Location based scheduling<br> g. Temporal dependencies<br> h. Lag & Lead<br> i. Network planning<br> j. Parkinson’s Law<br> | ||
| − | | | + | |''3. Monitoring''<br> a. Conformance/performance<br> b. Milestone trend analysis<br> c. Burn down charts<br> d. Earned value<br> e. Project reporting<br> f. Project warrooms<br> g. Project dashboard |
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|''4. Understanding the context:''<br> a. Temporal context of projects<br> b. Organizational context<br> c. Project based organisations<br> d. Matrix organisations<br> e. Project organization | |''4. Understanding the context:''<br> a. Temporal context of projects<br> b. Organizational context<br> c. Project based organisations<br> d. Matrix organisations<br> e. Project organization | ||
|''4. Communicating''<br> a. Perception filters<br> b. Choosing the appropriate medium (oral – written – hybrids)<br> c. Managing “emails” | |''4. Communicating''<br> a. Perception filters<br> b. Choosing the appropriate medium (oral – written – hybrids)<br> c. Managing “emails” | ||
|''4. Resourcing: Who does what?''<br> a. Type of resources<br> b. Critical chain | |''4. Resourcing: Who does what?''<br> a. Type of resources<br> b. Critical chain | ||
| + | |''4. Adapting''<br> a. Corrective and preventive actions<br> b. Adaptation and agile<br> c. Scope creep<br> d. Change requests | ||
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|''5. Riding the life cycle:''<br> a. Stage gate model<br> b. Waterfall model<br> c. Agile (Adaptive) model<br> d. SCRUM<br> e. Concurrent models<br> f. Over the wall (Chinese whispers) | |''5. Riding the life cycle:''<br> a. Stage gate model<br> b. Waterfall model<br> c. Agile (Adaptive) model<br> d. SCRUM<br> e. Concurrent models<br> f. Over the wall (Chinese whispers) | ||
|''5. Mediating''<br> a. Conflicts and controversy<br> b. Sources of conflicts<br> c. Conflict ladder<br> d. Constructive communication<br> | |''5. Mediating''<br> a. Conflicts and controversy<br> b. Sources of conflicts<br> c. Conflict ladder<br> d. Constructive communication<br> | ||
|''5. Costing: How much?''<br> a. Cost build up<br> b. Cost planning<br> c. Cash flow | |''5. Costing: How much?''<br> a. Cost build up<br> b. Cost planning<br> c. Cash flow | ||
| + | |''5. Learning:''<br> a. Paradox for project planning<br> b. Learning plan<br> c. Lessons learned | ||
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|''6. Investing in projects:''<br> a. Business cases<br> b. Net Present Value (NPV) - Discounted cash flow<br> c. Internal Rate of Return (IRR) | |''6. Investing in projects:''<br> a. Business cases<br> b. Net Present Value (NPV) - Discounted cash flow<br> c. Internal Rate of Return (IRR) | ||
|''6. Listening'':<br> a. Active listening<br> b. Self-Awareness! | |''6. Listening'':<br> a. Active listening<br> b. Self-Awareness! | ||
|''6. Improving: Can we do it better?''<br> a. Multi-tasking<br> b. Resources levelling and crashing<br> c. Lean construction<br> d. Last planner system<br> e. Value added work | |''6. Improving: Can we do it better?''<br> a. Multi-tasking<br> b. Resources levelling and crashing<br> c. Lean construction<br> d. Last planner system<br> e. Value added work | ||
| + | |''6. Deciding''<br> a. Scenario analysis<br> b. Satisficing<br> c. Decision Matrix<br> d. Choosing by advantages (CBA) | ||
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|''7. Assessing project success:''<br> a. Iron triangle<br> b. Project Success vs. Project Management Success<br> c. Conformance vs. Performance<br> d. Efficiency and Effectiveness | |''7. Assessing project success:''<br> a. Iron triangle<br> b. Project Success vs. Project Management Success<br> c. Conformance vs. Performance<br> d. Efficiency and Effectiveness | ||
|''7. Motivating''<br> a. Scientific management<br> b. The Hawthorne studies<br> c. Theory X&Y<br> d. Maslow‘s Hierarchy of Needs<br> e. Extrinsic motivation <br> f. Intrinsic motivation | |''7. Motivating''<br> a. Scientific management<br> b. The Hawthorne studies<br> c. Theory X&Y<br> d. Maslow‘s Hierarchy of Needs<br> e. Extrinsic motivation <br> f. Intrinsic motivation | ||
|''7. Contracting: Make or Buy?''<br> a. Types of contracts<br> b. fee-based contracts<br> c. fixed-price contracts <br> d. incentive contracts <br> e. Adversarial Relations <br> f. Integrated project delivery | |''7. Contracting: Make or Buy?''<br> a. Types of contracts<br> b. fee-based contracts<br> c. fixed-price contracts <br> d. incentive contracts <br> e. Adversarial Relations <br> f. Integrated project delivery | ||
| + | |''7. Interpreting''<br> a. Biases<br> b. Kahneman two thinking systems<br> c. Strategic misrepresentation | ||
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|''8. Connecting the dots:''<br> a. (sustainable) project management | |''8. Connecting the dots:''<br> a. (sustainable) project management | ||
|''8. Leading''<br> a. Management vs leadership qualities<br> b. Blake-Mouton Managerial Grid<br> c. Situational leadership - Hersey and Blanchard | |''8. Leading''<br> a. Management vs leadership qualities<br> b. Blake-Mouton Managerial Grid<br> c. Situational leadership - Hersey and Blanchard | ||
| − | |''8. Connecting the dots''<br> a.When – the scientific secrets of perfect timing | + | |''8. Connecting the dots''<br> a. When – the scientific secrets of perfect timing |
| + | |''8. Connecting the dots''<br> a. Resilient projects | ||
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|''9. Self-management''<br> a. Getting Things Done (GTD)<br> b. The 7 Habits of Highly Effective People<br> c. Emotional Intelligence<br> d. Stress | |''9. Self-management''<br> a. Getting Things Done (GTD)<br> b. The 7 Habits of Highly Effective People<br> c. Emotional Intelligence<br> d. Stress | ||
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|''10. Connecting the dots''<br> a. Rework by google “Psychological Safety”<br> | |''10. Connecting the dots''<br> a. Rework by google “Psychological Safety”<br> | ||
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Latest revision as of 23:00, 31 January 2021
As a part of the ongoing development of our basic course on project management I am looking for wiki articles on specific tools and concepts within each of the four perspectives: Purpose, People, Complexity, and uncertainty. Some of the topics are already covered in the ConceptBox but not all live up to our expected standards in terms of content, references and use of “own” figures. I thus particularly welcome wiki contribution on the following topics:
| PURPOSE | PEOPLE | COMPLEXITY | UNCERTAINTY |
| 1. Defining scope: a. The golden circle b. Goal hierarchy c. Work break down structures d. SMART goals e. FAST goals f. The paradox of project planning g. The rolling wave |
1. Understanding teams a. Group vs teams b. High performing teams c. Cohesiveness d. Diversity e. Roles f. Social loafing |
1. Scoping: What to do? a. Pooled, Sequential & Reciprocal dependence b. work break down structure (WBS) |
1. Introduction a. The Johari window / Rumfelds b.Types of uncertainty Epistemic/Aleatory
|
| 2. Engaging stakeholders: a. Identification b. Assessment of stakeholders (analysis) c. Managing stakeholders |
2. Designing teams a. Project management competencies (IPMA) b. Belbin's team roles c. The big five (OCEAN) |
2. Estimating: ? a. Top-down vs ground up estimations b. Estimation Techniques c. Program Evaluation and Review Technique (PERT) d. Reference class forecasting |
2. Anticipating a. Risk identification b. Pre-mortem analysis c. fishbone diagram d. SWOT Analysis e. Brainstorming f. Risk register g. Risk assessment h. Risk treatment i. Contingency plans |
| 3. Realizing impact: a. Outputs, outcomes and benefits b. Benefit realization management c. Impact (sustainability) |
3. Developing teams: a. Tuckmans model for Team Development |
3. Scheduling: When to do it? a. Double diamond b. Kanban c. SCRUM d. GANTT e. Milestone plan f. Location based scheduling g. Temporal dependencies h. Lag & Lead i. Network planning j. Parkinson’s Law |
3. Monitoring a. Conformance/performance b. Milestone trend analysis c. Burn down charts d. Earned value e. Project reporting f. Project warrooms g. Project dashboard |
| 4. Understanding the context: a. Temporal context of projects b. Organizational context c. Project based organisations d. Matrix organisations e. Project organization |
4. Communicating a. Perception filters b. Choosing the appropriate medium (oral – written – hybrids) c. Managing “emails” |
4. Resourcing: Who does what? a. Type of resources b. Critical chain |
4. Adapting a. Corrective and preventive actions b. Adaptation and agile c. Scope creep d. Change requests
|
| 5. Riding the life cycle: a. Stage gate model b. Waterfall model c. Agile (Adaptive) model d. SCRUM e. Concurrent models f. Over the wall (Chinese whispers) |
5. Mediating a. Conflicts and controversy b. Sources of conflicts c. Conflict ladder d. Constructive communication |
5. Costing: How much? a. Cost build up b. Cost planning c. Cash flow |
5. Learning: a. Paradox for project planning b. Learning plan c. Lessons learned |
| 6. Investing in projects: a. Business cases b. Net Present Value (NPV) - Discounted cash flow c. Internal Rate of Return (IRR) |
6. Listening: a. Active listening b. Self-Awareness! |
6. Improving: Can we do it better? a. Multi-tasking b. Resources levelling and crashing c. Lean construction d. Last planner system e. Value added work |
6. Deciding a. Scenario analysis b. Satisficing c. Decision Matrix d. Choosing by advantages (CBA) |
| 7. Assessing project success: a. Iron triangle b. Project Success vs. Project Management Success c. Conformance vs. Performance d. Efficiency and Effectiveness |
7. Motivating a. Scientific management b. The Hawthorne studies c. Theory X&Y d. Maslow‘s Hierarchy of Needs e. Extrinsic motivation f. Intrinsic motivation |
7. Contracting: Make or Buy? a. Types of contracts b. fee-based contracts c. fixed-price contracts d. incentive contracts e. Adversarial Relations f. Integrated project delivery |
7. Interpreting a. Biases b. Kahneman two thinking systems c. Strategic misrepresentation |
| 8. Connecting the dots: a. (sustainable) project management |
8. Leading a. Management vs leadership qualities b. Blake-Mouton Managerial Grid c. Situational leadership - Hersey and Blanchard |
8. Connecting the dots a. When – the scientific secrets of perfect timing |
8. Connecting the dots a. Resilient projects |
| 9. Self-management a. Getting Things Done (GTD) b. The 7 Habits of Highly Effective People c. Emotional Intelligence d. Stress |
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| 10. Connecting the dots a. Rework by google “Psychological Safety” |
