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], [23])
• Project organization ([24])

• Stage gate model ([25],[26])
• Waterfall model ([27],[28])
• Agile (Adaptive) model ([29],[30],[31])
• Scrum ([32],[33],[34])
• Concurrent models ([35], [36])
• Over the wall (Chinese whispers)

• Business case([37],[38])
• Net Present Value (NPV) - Discounted cash flow ([39],[40])
• Internal Rate of Return (IRR) ([41],[42])

• Iron triangle ([43],[44],[45])
• Project Success vs Project Management Success ([46],[47])
• Conformance vs. Performance

Connecting the dots:

• Rework by google “Psychological Safety” ([48])

• Identification ([49])
• Assessment of stakeholders (analysis) ([50])
• Managing stakeholders ([51],[52])

• Group vs teams
• High performing teams ([53])
• Cohesiveness ([54])
• Diversity ([55])
• Roles([56],[57])
• Social loafing ([58])
• Project management competencies (IPMA) ([59])
• Belbin's team roles([60],[61],[62],[63])
• The big five (OCEAN)([64],[65],[66])
• Tuckman's model for Team Development ([67])

• Shannon & Weavers Model for communication ([68])
• Perception filters ([69])
• Choosing the appropriate medium (oral – written – hybrids) ([70])
• Managing "emails" ([71])
• Active Listening Technique ([72],[73])
• Self-Awareness! ([74],[75])

• Getting Things Done (GTD)([76],[77])
• The 7 Habits of Highly Effective People ([78],[79])
• Emotional Intelligence and Leadership ([80],[81])
• Stress ([82],[83])
• Eisenhower matrix ([84],[85])
• Time blocking ([86])

• Conflicts and controversy ([87], [88])
• Sources of conflicts ([89],[90])
• Conflict ladder ([91])
• Constructive communication ([92])

• Scientific management
• The Hawthorne studies ([93])
• McGregor's X & Y theory ([94][95])
• Maslow's Hierarchy of Needs([96],[97])
• Extrinsic motivation ([98])
• Intrinsic Motivation ([99])
• Daniel Pink on Motivation ([100])

• Management vs leadership ([101],[102])
• Blake-Mouton Managerial Grid([103],[104])
• Situational leadership - Hersey and Blanchard ([105],[106])

• Systems engineering ([107], [108])

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence([109])
• Work break down structure (WBS)([110], [111])

• Top-down vs ground up estimations([112])
• Estimation Techniques([113], [114])
• Program Evaluation and Review Technique (PERT)([115],[116])
• Reference class forecasting([117],[118], [119])
• Successive principle (cost or schedule)([120])

• Double diamond([121],[122], [123], [124])
• Kanban([125],[126], [127])
• SCRUM ([128], [129], [130], [131])
• GANTT([132], [133], [134], [135])
• Milestone plan ([136])
• Location Based Scheduling([137],[138])
• Temporal dependencies/ Lag & Lead([139],[140])
• Network Planning ([141])
• Parkinson’s Law ([142], [143])

• Type of resources ([144])
• Critical chain ([145], [146], [147])
• Cost build-up
• Cost planning ([148])
• Cash flow ([149], [150])

• Multi-tasking
• Resources leveling and crashing ([151])
• Lean construction([152],[153])
• Last planner system ([154])
• Value added work ([155], [156])

• Types of contracts ([157])
• Fee-based contracts
• Fixed-price contracts ([158])
• Incentive contracts
• Adversarial Relations ([159], [160])
• Integrated Project Delivery (IPD)([161], [162])

• The Johari window / Rumfelds matrix ([163])
• Types of uncertainty: Epistemic / Aleatory([164]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([165])
• Antifragility ([166], [167])

• Risk Identification([168],[169], [170]
• Pre-mortem analysis ([171], [172])
• Fishbone diagram / root cause analyses ([173], [174])
• SWOT Analysis([175], [176])
• Brainstorming ([177],[178])
• Risk register ([179], [180],[181])
• Risk assessment([182],[183])
• Risk treatment ([184])
• Contingency plans ([185],[186])
• Technology and System Readiness ([187])

• Conformance/performance
• Milestone trend analysis ([188])
• Burn down charts ([189])
• Earned value ([190], [191], [192])
• Project reporting ([193])
• Project war rooms ([194], [195])
• Project dashboard ([196])

• Corrective and Preventive Actions ([197])
• Adaptation and agile ([198])
• Scope creep ([199])
• Change requests
• Resilience management

• Paradox for project planning ([200])
• Learning plan ([201], [202])
• Lessons learned ([203])
• Risk-based Learning ([204])
• Continuous Improvement ([205],[206])

• Scenario Analysis ([207], [208])
• Satisficing ([209])
• The Decision Matrix ([210])
• Choosing by Advantages (CBA)
• Eisenhower matrix ([211],[212])
• Data-Driven Decision-Making ([213])
• Robust Decision Making ([214],[215])

• Biases ([216])
• Kahneman - Two Thinking Systems([217],[218])
• Strategic misrepresentation ([219],[220])
• The Affect Heuristic ([221])
• Social Amplification of Risk