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], [14])

• Outputs, outcomes and benefits ([15])
• Benefit realization management ([16],[17])
• Objectives and Key Results (OKR) ([18])
• Impact (sustainability) ([19],[20])

• Temporal context of projects ([21])
• Organizational context ([22])
• Project-based organisations ([23])
• Matrix organisations ([24], [25])
• Project organization ([26])

• Stage gate model ([27],[28])
• Waterfall model ([29],[30])
• Agile (Adaptive) model ([31],[32],[33])
• Scrum ([34],[35],[36])
• Concurrent models ([37], [38])
• Over the wall (Chinese whispers)

• Business case([39],[40])
• Net Present Value (NPV) - Discounted cash flow ([41],[42])
• Internal Rate of Return (IRR) ([43],[44])

• Iron triangle ([45],[46],[47])
• Project Success vs Project Management Success ([48],[49])
• Conformance vs. Performance

Connecting the dots:

• Rework by google “Psychological Safety” ([50],[51])

• Identification ([52])
• Assessment of stakeholders (analysis) ([53])
• Managing stakeholders ([54],[55])

• Group vs teams ([56])
• High performing teams ([57])
• Cohesiveness ([58])
• Diversity ([59])
• Roles([60],[61])
• Social loafing ([62])
• Project management competencies (IPMA) ([63])
• Belbin's team roles([64],[65],[66],[67])
• The big five (OCEAN)([68],[69],[70])
• Tuckman's model for Team Development ([71])

• Shannon & Weavers Model for communication ([72])
• Perception filters ([73])
• Choosing the appropriate medium (oral – written – hybrids) ([74])
• Managing "emails" ([75])
• Active Listening Technique ([76],[77],[78])
• Self-Awareness! ([79],[80])

• Getting Things Done (GTD)([81],[82])
• The 7 Habits of Highly Effective People ([83],[84])
• Emotional Intelligence and Leadership ([85],[86])
• Stress ([87],[88])
• Eisenhower matrix ([89],[90])
• Time blocking ([91])

• Conflicts and controversy ([92], [93])
• Sources of conflicts ([94],[95])
• Conflict ladder ([96])
• Constructive communication ([97])

• Scientific management ([98])
• The Hawthorne studies ([99])
• McGregor's X & Y theory ([100][101])
• Maslow's Hierarchy of Needs([102],[103])
• Extrinsic motivation ([104],[105])
• Intrinsic Motivation ([106])
• Daniel Pink on Motivation ([107])

• Management vs leadership ([108],[109])
• Blake-Mouton Managerial Grid([110],[111])
• Situational leadership - Hersey and Blanchard ([112],[113])

• Systems engineering ([114], [115])

Connecting the dots:

• When – the scientific secrets of perfect timing ([116], [117])

• Pooled, Sequential & Reciprocal dependence([118],[119])
• Work break down structure (WBS)([120], [121])

• Top-down vs ground up estimations([122])
• Estimation Techniques([123], [124])
• Program Evaluation and Review Technique (PERT)([125],[126])
• Reference class forecasting([127],[128], [129])
• Successive principle (cost or schedule)([130])

• Double diamond([131],[132], [133], [134])
• Kanban([135],[136], [137])
• SCRUM ([138], [139], [140], [141])
• GANTT([142], [143], [144], [145])
• Milestone plan ([146])
• Location Based Scheduling([147],[148])
• Temporal dependencies/ Lag & Lead([149],[150])
• Network Planning ([151])
• Parkinson’s Law ([152], [153])

• Type of resources ([154])
• Critical chain ([155], [156], [157])
• Cost build-up
• Cost planning ([158])
• Cash flow ([159], [160])

• Multi-tasking
• Resources leveling and crashing ([161])
• Lean construction([162],[163])
• Last planner system ([164])
• Value added work ([165], [166])

• Types of contracts ([167])
• Fee-based contracts
• Fixed-price contracts ([168])
• Incentive contracts ([169])
• Adversarial Relations ([170], [171])
• Integrated Project Delivery (IPD)([172], [173])

• The Johari window / Rumfelds matrix ([174])
• Types of uncertainty: Epistemic / Aleatory([175]])
• Levels of uncertainty (i.e. risk, uncertainty, ignorance)

Connecting the dots:

• Resilient projects & organizations ([176])
• Antifragility ([177], [178])

• Risk Identification([179],[180], [181]
• Pre-mortem analysis ([182], [183])
• Fishbone diagram / root cause analyses ([184], [185])
• SWOT Analysis([186], [187])
• Brainstorming ([188],[189])
• Risk register ([190], [191],[192])
• Risk assessment([193],[194])
• Risk treatment ([195])
• Contingency plans ([196],[197])
• Technology and System Readiness ([198])

• Conformance/performance
• Milestone trend analysis ([199])
• Burn down charts ([200])
• Earned value ([201], [202], [203])
• Project reporting ([204])
• Project war rooms ([205],[206], [207])
• Project dashboard ([208])

• Corrective and Preventive Actions ([209])
• Adaptation and agile ([210])
• Scope creep ([211])
• Change requests
• Resilience management

• Paradox for project planning ([212])
• Learning plan ([213], [214])
• Lessons learned ([215])
• Risk-based Learning ([216])
• Continuous Improvement ([217],[218])

• Scenario Analysis ([219], [220], [221])
• Satisficing ([222])
• The Decision Matrix ([223])
• Choosing by Advantages (CBA)
• Eisenhower matrix ([224],[225])
• Data-Driven Decision-Making ([226])
• Robust Decision Making ([227],[228])

• Biases ([229])
• Kahneman - Two Thinking Systems([230],[231])
• Strategic misrepresentation ([232],[233])
• The Affect Heuristic ([234])
• Social Amplification of Risk