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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

• Systems engineering ([16], [17])

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence([18])
• Work break down structure (WBS)([19])

• Top-down vs ground up estimations([20])
• Estimation Techniques([21], [22])
• Program Evaluation and Review Technique (PERT)([23],[24])
• Reference class forecasting([25],[26], [27])
• Successive principle (cost or schedule)([28])

• Double diamond([29],[30], [31], [32])
• Kanban([33],[34], [35])
• SCRUM ([36], [37], [38], [39])
• GANTT([40], [41], [42], [43])
• Milestone plan ([44])
• Location Based Scheduling([45],[46])
• Temporal dependencies/ Lag & Lead([47],[48])
• Network Planning ([49])
• Parkinson’s Law ([50], [51])

• Type of resources ([52])
• Critical chain ([53], [54], [55])

• Cost build up
• Cost planning ([56])
• Cash flow ([57], [58])

• Multi-tasking
• Resources leveling and crashing ([59])
• Lean construction([60],[61])
• Last planner system ([62])
• Value added work ([63], [64])

• Types of contracts ([65])
• Fee-based contracts
• Fixed-price contracts ([66])
• Incentive contracts
• Adversarial Relations ([67], [68])
• Integrated Project Delivery (IPD)([69], [70])

• The Johari window / Rumfelds matrix ([71])
• Types of uncertainty: Epistemic / Aleatory([72]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([73])
• Antifragility ([74], [75])

• Risk Identification([76],[77], [78]
• Pre-mortem analysis ([79], [80])
• Fishbone diagram / root cause analyses ([81], [82])
• SWOT Analysis([83], [84])
• Brainstorming ([85],[86])
• Risk register ([87], [88],[89])
• Risk assessment([90],[91])
• Risk treatment ([92])
• Contingency plans ([93],[94])
• Technology and System Readiness ([95])

• Conformance / performance
• Milestone trend analysis ([96])
• Burn down charts ([97])
• Earned value ([98], [99], [100])
• Project reporting ([101])
• Project war rooms ([102], [103])
• Project dashboard ([104])

• 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 ([105])
• Kahneman - Two Thinking Systems([106], [107])
• Strategic misrepresentation
• The Affect Heuristic
• Social Amplification of Risk