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• Efficiency and Effectiveness

Connecting the dots:

• (sustainable) project management

• Why, How, What (The Golden Circle Model)
• Goal Hierarchy
• Work break down structures
• SMART goals ([1],[2])
• FAST Goals
• The paradox of project planning
• The rolling wave

• Identification
• Assessment of stakeholders (analysis)
• Managing stakeholders

• Outputs, outcomes and benefits
• Benefit realization management
• Impact (sustainability)

• Identification
• Temporal context of projects
• Organizational context
• Project based organisations
• Matrix organisations
• Project organization

• Stage gate model
• Waterfall model
• Agile (Adaptive) model
• Scrum
• Concurrent models
• Over the wall (Chinese whispers)

• Business case([3])
• Net Present Value (NPV) - Discounted cash flow
• Internal Rate of Return (IRR)

• Iron triangle
• Project Success vs. Project Management Success
• Conformance vs. Performance

Connecting the dots:

• Rework by google “Psychological Safety”

• Group vs teams
• High performing teams
• Cohesiveness
• Diversity ([4])
• Roles([5],[6])
• Social loafing
• Project management competencies (IPMA) ([7])
• Belbin's team roles([8],[9])
• The big five (OCEAN)([10])
• Tuckmans model for Team Development

• Perception filters
• Choosing the appropriate medium (oral – written – hybrids)
• Managing "emails"

• Conflicts and controversy
• Sources of conflicts
• Conflict ladder
• Constructive communication

• Active Listening Technique
• Self-Awareness!

• Scientific management
• ' The Hawthorne studies
• McGregor's X & Y theory([11])
• Maslow's Hierarchy of Needs([12])
• Extrinsic motivation
• Intrinsic Motivation

• Management vs leadership qualities
• Blake-Mouton Managerial Grid([13])
• Situational leadership - Hersey and Blanchard

• Getting Things Done (GTD)([14])
• The 7 Habits of Highly Effective People for Successful Leadership([15])
• Emotional Intelligence and Leadership
• Stress
• Eisenhower decision matrix

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence
• Work break down structure (WBS)

• Top-down vs ground up estimations
• Estimation Techniques([16], [17])
• Program Evaluation and Review Technique (PERT)
• Reference class forecasting([18], [19])
• Successive principle (cost or schedule)

• Double diamond([20], [21], [22])
• Kanban([23], [24])
• SCRUM ([25], [26], [27], [28])
• GANTT([29], [30], [31])
• Milestone plan ([32])
• Location Based Scheduling([33])
• ' Temporal dependencies
• Lag & Lead([34])
• Network Planning
• Parkinson’s Law([35], [36])

• Type of resources
• Critical chain([37], [38], [39])

• Cost build up
• Cost planning
• Cash flow

• Multi-tasking
• Resources leveling and crashing
• Lean construction([40])
• Last planner system ([41])
• Value added work

• Types of contracts
• Fee-based contracts
• Fixed-price contracts
• Incentive contracts
• Adversarial Relations
• Integrated Project Delivery (IPD)([42])

• The Johari window / Rumfelds
• Types of uncertainty: Epistemic/Aleatory([43]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects

• Risk Identification([44], [45]
• Pre-mortem analysis
• Fishbone diagram / root cause analyses ([46], [47], [48])
• SWOT Analysis([49], [50])
• Brainstorming technique([51])
• Risk register([52], [53])
• Risk assessment([54])
• Risk treatment
• Contingency plans
• Technology and System Readiness

• Conformance / performance
• Milestone trend analysis
• Risk Burn down charts
• Earned value([55], [56], [57])
• Project reporting
• Project warrooms
• Project dashboard

• Corrective and Preventive Actions (CAPA)
• Adaptation and agile
• Scope creep
• Change requests
• Resilience management

• Paradox for project planning
• Learning plan
• Lessons learned
• Risk-based Learning
• Continuous Improvement

• Scenario Analysis
• Satisficing
• The Decision Matrix
• Choosing by Advantages (CBA)
• Robust Decision Making (RDM

• Biases ([58])
• Kahneman - Two Thinking Systems([59], [60])
• Strategic misrepresentation
• The Affect Heuristic
• Social Amplification of Risk