Christian's and Josef's Topic Wishlist
From apppm
(Difference between revisions)
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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([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)]) |
|''4. Adapting''<br> a. [[Corrective and Preventive Actions (CAPA)]]<br> '''b. Adaptation and agile'''<br> c. Scope creep<br> '''d. Change requests'''<br> e. Resilience management | |''4. Adapting''<br> a. [[Corrective and Preventive Actions (CAPA)]]<br> '''b. Adaptation and agile'''<br> c. Scope creep<br> '''d. Change requests'''<br> e. Resilience management | ||
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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]]<br> '''d. Risk-based Learning<br> e. Continuous Improvement''' | |''5. Learning:''<br> '''a. Paradox for project planning'''<br> b. [[Learning plan]]<br> c. [[Lessons learned]]<br> '''d. Risk-based Learning<br> e. Continuous Improvement''' | ||
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|''6. Investing in projects:''<br> a. [[Business case]]([http://wiki.doing-projects.org/index.php/The_Business_Case])<br> b. '''Net Present Value (NPV) - Discounted cash flow'''<br> '''c. Internal Rate of Return (IRR)''' | |''6. Investing in projects:''<br> a. [[Business case]]([http://wiki.doing-projects.org/index.php/The_Business_Case])<br> b. '''Net Present Value (NPV) - Discounted cash flow'''<br> '''c. Internal Rate of Return (IRR)''' | ||
|''6. Listening'':<br> a. [[Active Listening Technique]]<br> '''b. Self-Awareness!''' | |''6. Listening'':<br> a. [[Active Listening Technique]]<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]]([http://wiki.doing-projects.org/index.php/Lean_construction,_takt_time_planning])<br> d. Last planner system ([http://wiki.doing-projects.org/index.php/The_Last_Planner_System_in_Construction_Projects])<br> '''e. Value added work''' |
|''6. Deciding''<br> a. [[Scenario Analysis]]<br> '''b. Satisficing'''<br> c. [[The Decision Matrix]]<br> d. [[Choosing by Advantages (CBA)]]<br> '''e. Robust Decision Making (RDM)''' | |''6. Deciding''<br> a. [[Scenario Analysis]]<br> '''b. Satisficing'''<br> c. [[The Decision Matrix]]<br> d. [[Choosing by Advantages (CBA)]]<br> '''e. Robust Decision Making (RDM)''' | ||
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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. [[McGregor's X & Y theory]]<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. [[McGregor's X & Y theory]]<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 | + | |''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 (IPD)]]([http://wiki.doing-projects.org/index.php/The_integrated_project_delivery_method_(IPD)]) |
|''7. Interpreting''<br> a. Biases ([http://wiki.doing-projects.org/index.php/Biases_in_Project_Management])<br> b. [[Kahneman - Two Thinking Systems]]([http://wiki.doing-projects.org/index.php/Kahneman%27s_two_thinking_systems], [http://wiki.doing-projects.org/index.php/Daniel_Kahneman%27s_two_systems_of_thinking])<br> '''c. Strategic misrepresentation'''<br> d. [[The Affect Heuristic]]<br> '''e. Social Amplification of Risk''' | |''7. Interpreting''<br> a. Biases ([http://wiki.doing-projects.org/index.php/Biases_in_Project_Management])<br> b. [[Kahneman - Two Thinking Systems]]([http://wiki.doing-projects.org/index.php/Kahneman%27s_two_thinking_systems], [http://wiki.doing-projects.org/index.php/Daniel_Kahneman%27s_two_systems_of_thinking])<br> '''c. Strategic misrepresentation'''<br> d. [[The Affect Heuristic]]<br> '''e. Social Amplification of Risk''' | ||
Revision as of 15:01, 4 March 2022
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 as discussed in class in terms of structure, content, references and use of “own” figures (i.e. no unauthorized copy & pasting from internet sources).
In general, we strongly recommend focussing your Wiki-article on a specific tool. So instead of, say, trying to write about "risk management", write about "Monte Carlo Simulations for Cost Estimation" (risks in project -> risk management -> risk assessment -> quantitative methods -> Monte Carlo simulation -> Monte Carlo for Cost Estimation). At that level of detail, it will be much, much easier for you to write actionable advice with good examples.
If you cannot find something that interests you on the following list, we suggest to review the table of contents of the project, program and portfolio management standards that we share as part of the course literature. You can also dive into the various process frameworks introduced in the standards. Again, our recommendation is to pick a particular method, and not try and write about "project controls" in general.
| PURPOSE | PEOPLE | COMPLEXITY | UNCERTAINTY |
| 1. Defining scope: a. Why, How, What (The Golden Circle Model) b. Goal Hierarchy c. Work break down structures d. SMART goals ([1],[2]) 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([3]) c. Levels of uncertainty (i.e. risk, uncertainty, ignorance)
|
| 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([4], [5]) c. Program Evaluation and Review Technique (PERT) d. Reference class forecasting([6], [7]) e. Successive principle (cost or schedule) |
2. Anticipating a. Risk Identification([8], [9]) b. Pre-mortem analysis c. Fishbone diagram / root cause analyses ([10], [11], [12]) d. SWOT Analysis([13], [14]) e. Brainstorming technique([15]) f. Risk register([16], [17]) g. Risk assessment([18]) h. Risk treatment i. Contingency plans j. Technology and System Readiness |
| 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([19], [20], [21]) b. Kanban([22], [23]) c. SCRUM ([24], [25], [26], [27]) d. GANTT([28], [29], [30]) e. Milestone plan ([31]) f. Location Based Scheduling([32]) g. Temporal dependencies h. Lag & Lead([33]) i. Network Planning j. Parkinson’s Law([34], [35]) |
3. Monitoring a. Conformance/performance b. Milestone trend analysis c. Risk Burn down charts d. Earned value([36], [37], [38]) 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([39], [40], [41]) |
4. Adapting a. Corrective and Preventive Actions (CAPA) b. Adaptation and agile c. Scope creep d. Change requests e. Resilience management
|
| 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 d. Risk-based Learning e. Continuous Improvement |
| 6. Investing in projects: a. Business case([42]) b. Net Present Value (NPV) - Discounted cash flow c. Internal Rate of Return (IRR) |
6. Listening: a. Active Listening Technique b. Self-Awareness! |
6. Improving: Can we do it better? a. Multi-tasking b. Resources levelling and crashing c. Lean construction([43]) d. Last planner system ([44]) e. Value added work |
6. Deciding a. Scenario Analysis b. Satisficing c. The Decision Matrix d. Choosing by Advantages (CBA) e. Robust Decision Making (RDM) |
| 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. McGregor's X & Y theory 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 (IPD)([45]) |
7. Interpreting a. Biases ([46]) b. Kahneman - Two Thinking Systems([47], [48]) c. Strategic misrepresentation d. The Affect Heuristic e. Social Amplification of Risk |
| 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 for Successful Leadership c. Emotional Intelligence and Leadership d. Stress e. Eisenhower decision matrix |
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| 10. Connecting the dots a. Rework by google “Psychological Safety” |
