ConceptBox

Connecting the dots:

• Rework by google “Psychological Safety” ([1])

• Group vs teams
• High performing teams ([2])
• Cohesiveness ([3])
• Diversity ([4])
• Roles([5],[6])
• Social loafing ([7])
• Project management competencies (IPMA) ([8])
• Belbin's team roles([9],[10],[11],[12])
• The big five (OCEAN)([13],[14],[15])
• Tuckmans model for Team Development ([16])

• Shannon & Weavers Model for communication ([17])
• Perception filters ([18])
• Choosing the appropriate medium (oral – written – hybrids) ([19])
• Managing "emails" ([20])

• Conflicts and controversy ([21], [22])
• Sources of conflicts ([23],[24])
• Conflict ladder ([25])
• Constructive communication ([26])

• Active Listening Technique ([27],[28])
• Self-Awareness! ([29])

• Scientific management
• The Hawthorne studies ([30])
• McGregor's X & Y theory ([31][32])
• Maslow's Hierarchy of Needs([33],[34])
• Extrinsic motivation ([35])
• Intrinsic Motivation ([36])
• Daniel Pink on Motivation ([37])

• Management vs leadership ([38],[39])
• Blake-Mouton Managerial Grid([40],[41])
• Situational leadership - Hersey and Blanchard ([42],[43])

• Getting Things Done (GTD)([44],[45])
• The 7 Habits of Highly Effective People ([46],[47])
• Emotional Intelligence and Leadership ([48],[49])
• Stress ([50],[51])
• Eisenhower matrix ([52],[53])

• Systems engineering ([54], [55])

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence([56])
• Work break down structure (WBS)([57])

• Top-down vs ground up estimations([58])
• Estimation Techniques([59], [60])
• Program Evaluation and Review Technique (PERT)([61],[62])
• Reference class forecasting([63],[64], [65])
• Successive principle (cost or schedule)([66])

• Double diamond([67],[68], [69], [70])
• Kanban([71],[72], [73])
• SCRUM ([74], [75], [76], [77])
• GANTT([78], [79], [80], [81])
• Milestone plan ([82])
• Location Based Scheduling([83],[84])
• Temporal dependencies/ Lag & Lead([85],[86])
• Network Planning ([87])
• Parkinson’s Law ([88], [89])

• Type of resources ([90])
• Critical chain ([91], [92], [93])

• Cost build up
• Cost planning ([94])
• Cash flow ([95], [96])

• Multi-tasking
• Resources leveling and crashing ([97])
• Lean construction([98],[99])
• Last planner system ([100])
• Value added work ([101], [102])

• Types of contracts ([103])
• Fee-based contracts
• Fixed-price contracts ([104])
• Incentive contracts
• Adversarial Relations ([105], [106])
• Integrated Project Delivery (IPD)([107], [108])

• The Johari window / Rumfelds matrix ([109])
• Types of uncertainty: Epistemic / Aleatory([110]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([111])
• Antifragility ([112], [113])

• Risk Identification([114],[115], [116]
• Pre-mortem analysis ([117], [118])
• Fishbone diagram / root cause analyses ([119], [120])
• SWOT Analysis([121], [122])
• Brainstorming ([123],[124])
• Risk register ([125], [126],[127])
• Risk assessment([128],[129])
• Risk treatment ([130])
• Contingency plans ([131],[132])
• Technology and System Readiness ([133])

• Conformance / performance
• Milestone trend analysis ([134])
• Burn down charts ([135])
• Earned value ([136], [137], [138])
• Project reporting ([139])
• Project war rooms ([140], [141])
• Project dashboard ([142])

• Corrective and Preventive Actions ([143])
• Adaptation and agile ([144])
• Scope creep ([145])
• Change requests
• Resilience management

• Paradox for project planning ([146])
• Learning plan ([147], [148])
• Lessons learned ([149])
• Risk-based Learning ([150])
• Continuous Improvement ([151],[152])

• Scenario Analysis ([153], [154])
• Satisficing
• The Decision Matrix ([155])
• Choosing by Advantages (CBA)
• Eisenhower matrix ([156],[157])
• Robust Decision Making ([158],[159])

• Biases ([160])
• Kahneman - Two Thinking Systems([161],[162])
• Strategic misrepresentation ([163],[164])
• The Affect Heuristic ([165])
• Social Amplification of Risk