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

• Stage gate model ([24],[25])
• Waterfall model ([26],[27])
• Agile (Adaptive) model ([28],[29],[30])
• Scrum ([31],[32],[33])
• Concurrent models ([34])
• Over the wall (Chinese whispers)

• Business case([35],[36])
• Net Present Value (NPV) - Discounted cash flow ([37],[38])
• Internal Rate of Return (IRR) ([39],[40])

• Iron triangle ([41],[42],[43])
• Project Success vs Project Management Success ([44],[45])
• Conformance vs. Performance

Connecting the dots:

• Rework by google “Psychological Safety” ([46])

• Identification ([47])
• Assessment of stakeholders (analysis) ([48])
• Managing stakeholders ([49],[50])

• Group vs teams
• High performing teams ([51])
• Cohesiveness ([52])
• Diversity ([53])
• Roles([54],[55])
• Social loafing ([56])
• Project management competencies (IPMA) ([57])
• Belbin's team roles([58],[59],[60],[61])
• The big five (OCEAN)([62],[63],[64])
• Tuckman's model for Team Development ([65])

• Shannon & Weavers Model for communication ([66])
• Perception filters ([67])
• Choosing the appropriate medium (oral – written – hybrids) ([68])
• Managing "emails" ([69])
• Active Listening Technique ([70],[71])
• Self-Awareness! ([72])

• Getting Things Done (GTD)([73],[74])
• The 7 Habits of Highly Effective People ([75],[76])
• Emotional Intelligence and Leadership ([77],[78])
• Stress ([79],[80])
• Eisenhower matrix ([81],[82])
• Time blocking ([83])

• Conflicts and controversy ([84], [85])
• Sources of conflicts ([86],[87])
• Conflict ladder ([88])
• Constructive communication ([89])

• Scientific management
• The Hawthorne studies ([90])
• McGregor's X & Y theory ([91][92])
• Maslow's Hierarchy of Needs([93],[94])
• Extrinsic motivation ([95])
• Intrinsic Motivation ([96])
• Daniel Pink on Motivation ([97])

• Management vs leadership ([98],[99])
• Blake-Mouton Managerial Grid([100],[101])
• Situational leadership - Hersey and Blanchard ([102],[103])

• Systems engineering ([104], [105])

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence([106])
• Work break down structure (WBS)([107], [108])

• Top-down vs ground up estimations([109])
• Estimation Techniques([110], [111])
• Program Evaluation and Review Technique (PERT)([112],[113])
• Reference class forecasting([114],[115], [116])
• Successive principle (cost or schedule)([117])

• Double diamond([118],[119], [120], [121])
• Kanban([122],[123], [124])
• SCRUM ([125], [126], [127], [128])
• GANTT([129], [130], [131], [132])
• Milestone plan ([133])
• Location Based Scheduling([134],[135])
• Temporal dependencies/ Lag & Lead([136],[137])
• Network Planning ([138])
• Parkinson’s Law ([139], [140])

• Type of resources ([141])
• Critical chain ([142], [143], [144])
• Cost build-up
• Cost planning ([145])
• Cash flow ([146], [147])

• Multi-tasking
• Resources leveling and crashing ([148])
• Lean construction([149],[150])
• Last planner system ([151])
• Value added work ([152], [153])

• Types of contracts ([154])
• Fee-based contracts
• Fixed-price contracts ([155])
• Incentive contracts
• Adversarial Relations ([156], [157])
• Integrated Project Delivery (IPD)([158], [159])

• The Johari window / Rumfelds matrix ([160])
• Types of uncertainty: Epistemic / Aleatory([161]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([162])
• Antifragility ([163], [164])

• Risk Identification([165],[166], [167]
• Pre-mortem analysis ([168], [169])
• Fishbone diagram / root cause analyses ([170], [171])
• SWOT Analysis([172], [173])
• Brainstorming ([174],[175])
• Risk register ([176], [177],[178])
• Risk assessment([179],[180])
• Risk treatment ([181])
• Contingency plans ([182],[183])
• Technology and System Readiness ([184])

• Conformance/performance
• Milestone trend analysis ([185])
• Burn down charts ([186])
• Earned value ([187], [188], [189])
• Project reporting ([190])
• Project war rooms ([191], [192])
• Project dashboard ([193])

• Corrective and Preventive Actions ([194])
• Adaptation and agile ([195])
• Scope creep ([196])
• Change requests
• Resilience management

• Paradox for project planning ([197])
• Learning plan ([198], [199])
• Lessons learned ([200])
• Risk-based Learning ([201])
• Continuous Improvement ([202],[203])

• Scenario Analysis ([204], [205])
• Satisficing ([206])
• The Decision Matrix ([207])
• Choosing by Advantages (CBA)
• Eisenhower matrix ([208],[209])
• Robust Decision Making ([210],[211])

• Biases ([212])
• Kahneman - Two Thinking Systems([213],[214])
• Strategic misrepresentation ([215],[216])
• The Affect Heuristic ([217])
• Social Amplification of Risk