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 ([22])
• Matrix organisations ([23], [24])
• Project organization ([25])

• Stage gate model ([26],[27])
• Waterfall model ([28],[29])
• Agile (Adaptive) model ([30],[31],[32])
• Scrum ([33],[34],[35])
• Concurrent models ([36], [37])
• Over the wall (Chinese whispers)

• Business case([38],[39])
• Net Present Value (NPV) - Discounted cash flow ([40],[41])
• Internal Rate of Return (IRR) ([42],[43])

• Iron triangle ([44],[45],[46])
• Project Success vs Project Management Success ([47],[48])
• Conformance vs. Performance

Connecting the dots:

• Rework by google “Psychological Safety” ([49],[50])

• Identification ([51])
• Assessment of stakeholders (analysis) ([52])
• Managing stakeholders ([53],[54])

• Group vs teams
• High performing teams ([55])
• Cohesiveness ([56])
• Diversity ([57])
• Roles([58],[59])
• Social loafing ([60])
• Project management competencies (IPMA) ([61])
• Belbin's team roles([62],[63],[64],[65])
• The big five (OCEAN)([66],[67],[68])
• Tuckman's model for Team Development ([69])

• Shannon & Weavers Model for communication ([70])
• Perception filters ([71])
• Choosing the appropriate medium (oral – written – hybrids) ([72])
• Managing "emails" ([73])
• Active Listening Technique ([74],[75])
• Self-Awareness! ([76],[77])

• Getting Things Done (GTD)([78],[79])
• The 7 Habits of Highly Effective People ([80],[81])
• Emotional Intelligence and Leadership ([82],[83])
• Stress ([84],[85])
• Eisenhower matrix ([86],[87])
• Time blocking ([88])

• Conflicts and controversy ([89], [90])
• Sources of conflicts ([91],[92])
• Conflict ladder ([93])
• Constructive communication ([94])

• Scientific management
• The Hawthorne studies ([95])
• McGregor's X & Y theory ([96][97])
• Maslow's Hierarchy of Needs([98],[99])
• Extrinsic motivation ([100])
• Intrinsic Motivation ([101])
• Daniel Pink on Motivation ([102])

• Management vs leadership ([103],[104])
• Blake-Mouton Managerial Grid([105],[106])
• Situational leadership - Hersey and Blanchard ([107],[108])

• Systems engineering ([109], [110])

Connecting the dots:

• When – the scientific secrets of perfect timing

• Pooled, Sequential & Reciprocal dependence([111])
• Work break down structure (WBS)([112], [113])

• Top-down vs ground up estimations([114])
• Estimation Techniques([115], [116])
• Program Evaluation and Review Technique (PERT)([117],[118])
• Reference class forecasting([119],[120], [121])
• Successive principle (cost or schedule)([122])

• Double diamond([123],[124], [125], [126])
• Kanban([127],[128], [129])
• SCRUM ([130], [131], [132], [133])
• GANTT([134], [135], [136], [137])
• Milestone plan ([138])
• Location Based Scheduling([139],[140])
• Temporal dependencies/ Lag & Lead([141],[142])
• Network Planning ([143])
• Parkinson’s Law ([144], [145])

• Type of resources ([146])
• Critical chain ([147], [148], [149])
• Cost build-up
• Cost planning ([150])
• Cash flow ([151], [152])

• Multi-tasking
• Resources leveling and crashing ([153])
• Lean construction([154],[155])
• Last planner system ([156])
• Value added work ([157], [158])

• Types of contracts ([159])
• Fee-based contracts
• Fixed-price contracts ([160])
• Incentive contracts
• Adversarial Relations ([161], [162])
• Integrated Project Delivery (IPD)([163], [164])

• The Johari window / Rumfelds matrix ([165])
• Types of uncertainty: Epistemic / Aleatory([166]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([167])
• Antifragility ([168], [169])

• Risk Identification([170],[171], [172]
• Pre-mortem analysis ([173], [174])
• Fishbone diagram / root cause analyses ([175], [176])
• SWOT Analysis([177], [178])
• Brainstorming ([179],[180])
• Risk register ([181], [182],[183])
• Risk assessment([184],[185])
• Risk treatment ([186])
• Contingency plans ([187],[188])
• Technology and System Readiness ([189])

• Conformance/performance
• Milestone trend analysis ([190])
• Burn down charts ([191])
• Earned value ([192], [193], [194])
• Project reporting ([195])
• Project war rooms ([196], [197])
• Project dashboard ([198])

• Corrective and Preventive Actions ([199])
• Adaptation and agile ([200])
• Scope creep ([201])
• Change requests
• Resilience management

• Paradox for project planning ([202])
• Learning plan ([203], [204])
• Lessons learned ([205])
• Risk-based Learning ([206])
• Continuous Improvement ([207],[208])

• Scenario Analysis ([209], [210])
• Satisficing ([211])
• The Decision Matrix ([212])
• Choosing by Advantages (CBA)
• Eisenhower matrix ([213],[214])
• Data-Driven Decision-Making ([215])
• Robust Decision Making ([216],[217])

• Biases ([218])
• Kahneman - Two Thinking Systems([219],[220])
• Strategic misrepresentation ([221],[222])
• The Affect Heuristic ([223])
• Social Amplification of Risk