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As a part of the ongoing development of our basic course on project management I am looking for wiki articles on specific tools and concepts within each of the four perspectives: Purpose, People, Complexity, and uncertainty. Some of the topics are already covered in the ConceptBox but not all live up to our expected standards as discussed in class in terms of structure, content, references and use of “own” figures (i.e. no unauthorized copy & pasting from internet sources).

In general, we strongly recommend focussing your Wiki-article on a specific tool. So instead of, say, trying to write about "risk management", write about "Monte Carlo Simulations for Cost Estimation" (risks in project -> risk management -> risk assessment -> quantitative methods -> Monte Carlo simulation -> Monte Carlo for Cost Estimation). At that level of detail, it will be much, much easier for you to write actionable advice with good examples.

If you cannot find something that interests you on the following list, we suggest to review the table of contents of the project, program and portfolio management standards that we share as part of the course literature. You can also dive into the various process frameworks introduced in the standards. Again, our recommendation is to pick a particular method, and not try and write about "project controls" in general.

Purpose
0. Foundational elements: Efficiency and Effectiveness Connecting the dots: (sustainable) project management	1. Defining scope: 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	2. Engaging stakeholders: Identification Assessment of stakeholders (analysis) Managing stakeholders	3. Realizing impact: Outputs, outcomes and benefits Benefit realization management Impact (sustainability)	4. Understanding the context: Identification Temporal context of projects Organizational context Project based organisations Matrix organisations Project organization
	5. Investing in projects: Stage gate model Waterfall model Agile (Adaptive) model Scrum Concurrent models Over the wall (Chinese whispers)	6. Investing in projects: Business case([3]) Net Present Value (NPV) - Discounted cash flow Internal Rate of Return (IRR)	7. Assessing project success: Iron triangle Project Success vs. Project Management Success Conformance vs. Performance

People
0. Foundational elements: Connecting the dots: Rework by google “Psychological Safety”	1. Teaming: 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	2. Communicating: Perception filters Choosing the appropriate medium (oral – written – hybrids) Managing "emails"	3. Mediating: Conflicts and controversy Sources of conflicts Conflict ladder Constructive communication	4. Listning Active Listening Technique Self-Awareness!
	5. Motivating: Scientific management ' The Hawthorne studies McGregor's X & Y theory([11]) Maslow's Hierarchy of Needs([12]) Extrinsic motivation Intrinsic Motivation	6. Leading: Management vs leadership qualities Blake-Mouton Managerial Grid([13]) Situational leadership - Hersey and Blanchard	7. Self-management: Getting Things Done (GTD)([14]) The 7 Habits of Highly Effective People for Successful Leadership([15]) Emotional Intelligence and Leadership Stress Eisenhower decision matrix

Complexity
0. Foundational elements: Systems engineering ([16], [17]) Connecting the dots: When – the scientific secrets of perfect timing	1. Scoping: What to do?: Pooled, Sequential & Reciprocal dependence([18]) Work break down structure (WBS)([19])	2.Estimating: ? 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])	3. Scheduling: When to do it?: 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])	4. Resourcing: Who does what?: Type of resources ([52]) Critical chain ([53], [54], [55])
	5. Costing: How much?: Cost build up Cost planning ([56]) Cash flow ([57], [58])	6. Improving: Can we do it better?: Multi-tasking Resources leveling and crashing ([59]) Lean construction([60],[61]) Last planner system ([62]) Value added work ([63], [64])	7. Contracting: Make or Buy?: Types of contracts ([65]) Fee-based contracts Fixed-price contracts ([66]) Incentive contracts Adversarial Relations ([67], [68]) Integrated Project Delivery (IPD)([69], [70])

Uncertainty
0. Foundational elements: The Johari window / Rumfelds Types of uncertainty: Epistemic / Aleatory([71]]) Levels of uncertainty (i.e. risk, uncertainty, ignorance) Connecting the dots: Resilient projects	1. Anticipating: ? Risk Identification([72], [73] Pre-mortem analysis Fishbone diagram / root cause analyses ([74], [75], [76]) SWOT Analysis([77], [78]) Brainstorming technique([79]) Risk register([80], [81]) Risk assessment([82]) Risk treatment Contingency plans Technology and System Readiness	2. Monitoring: Conformance / performance Milestone trend analysis Risk Burn down charts Earned value([83], [84], [85]) Project reporting Project warrooms Project dashboard	3. Adapting: Corrective and Preventive Actions (CAPA) Adaptation and agile Scope creep Change requests Resilience management	4. Learning: Paradox for project planning Learning plan Lessons learned Risk-based Learning Continuous Improvement
	5. Deciding: Scenario Analysis Satisficing The Decision Matrix Choosing by Advantages (CBA) Robust Decision Making (RDM)	6. Interpreting: Biases ([86]) Kahneman - Two Thinking Systems([87], [88]) Strategic misrepresentation The Affect Heuristic Social Amplification of Risk