ConceptBox

Welcome to our Conceptbox - an online resource for project management tools, methods and theories.

The concepts are organized in the following table, inspired by the Project Canvas and in line with the four perspectives on projects:

PURPOSE, PEOPLE, COMPLEXITY and UNCERTAINTY.

This page is mostly oriented for project management information-seekers students or practitioners.

PURPOSE

Table 1.-Project aspect:PURPOSE

Enabler	Project Canvas
PURPOSE	Vision	Scope	Success Criteria
	Project Vision Statement	Scoping	Triple Constraint / Iron triangle
	SMART goals - A Project Manager Tool	Project Scope Management	Limitations of the iron triangle
	Project Charter	The work breakdown structure in project management	Beyond the Triple Constraint
	Value Proposition Canvas	Requirements management	Efficiency vs. Effectiveness
	Brainstorming technique	Scope creep	Success factors
	Project governance framework	Feasibility Study	Managing Successful Programmes (MSP)
	Fuzzy Front End Management	Resource-Constrained Critical Path Method	Benefits Realization Management to Maximize Project Effectiveness
	Future Workshop	Planning fallacy	Key Performance Indicators (KPI)
	Resource allocation and crashing	Project Scope Control Management	Projects integrating Sustainable Methods (PRiSM)
	Goal hierarchy or Goal Breakdown Structure	Implementing KPIs	Business Case

PEOPLE

Table 2.-Project aspect:PEOPLE

Enabler	Project Canvas
PEOPLE Basic Shannon & Weaver Model for Communication Managing yourself Stephen Covey's seven principles David Allen's getting things done Project Management and leadership competences The periodic table of project management competence elements Hersey and Blanchard's Situational Leadership Model Leadership vs. management Decision-making skills in project management	Team	Stakeholders	Users
	Maslow's Hierarchy of Needs	Stakeholder Management	Value Proposition Canvas
	Meetings Management	Stakeholder Management Processes in Projects
	Roles and responsibilities in project team	Stakeholders from a dynamic and network perspective	Benefits Map
	Team Development	Conflict Resolution in Project Management	Programmification of work
	Managing projects in a functional organization	Improve communication with active listening	Agile Methodology
	Belbin's Team Roles	Expectations Management	Challenges in cross-cultural project management
	MBTI	Negotiation Skills	Agile & Traditional PM cocktail
	Meeting strategies	Dan Pink on Motivation	Communication and Media Richness Assurance in High-performance Projects
	How to successfully go through the Five Stages of Team Development	Project sponsor

COMPLEXITY

Table 3.-Project aspect:COMPLEXITY

!colspan="5" style="color: white; background-color: #16898b"|Complexity |- style="vertical-align:top; text-align:center"

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" rowspan="2"| 0. Foundational elements:

• Systems engineering ([1], [2])

Connecting the dots:

• When – the scientific secrets of perfect timing

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |1. Scoping: What to do?:

• Pooled, Sequential & Reciprocal dependence([3])
• Work break down structure (WBS)([4])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |2.Estimating: ?

• Top-down vs ground up estimations([5])
• Estimation Techniques([6], [7])
• Program Evaluation and Review Technique (PERT)([8],[9])
• Reference class forecasting([10],[11], [12])
• Successive principle (cost or schedule)([13])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |3. Scheduling: When to do it?:

• Double diamond([14],[15], [16], [17])
• Kanban([18],[19], [20])
• SCRUM ([21], [22], [23], [24])
• GANTT([25], [26], [27], [28])
• Milestone plan ([29])
• Location Based Scheduling([30],[31])
• Temporal dependencies/ Lag & Lead([32],[33])
• Network Planning ([34])
• Parkinson’s Law ([35], [36])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |4. Resourcing: Who does what?:

• Type of resources ([37])
• Critical chain ([38], [39], [40])

|-style=" width: 20%; background-color:white; vertical-align:top; border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;"|

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;"|5. Costing: How much?:

• Cost build up
• Cost planning ([41])
• Cash flow ([42], [43])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |6. Improving: Can we do it better?:

• Multi-tasking
• Resources leveling and crashing ([44])
• Lean construction([45],[46])
• Last planner system ([47])
• Value added work ([48], [49])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left; border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |7. Contracting: Make or Buy?:

• Types of contracts ([50])
• Fee-based contracts
• Fixed-price contracts ([51])
• Incentive contracts
• Adversarial Relations ([52], [53])
• Integrated Project Delivery (IPD)([54], [55])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" | |}

UNCERTAINTY

Table 4.-Project aspect:UNCERTAINTY

Enabler	Project Canvas
UNCERTAINTY Epistemic vs. Aleatory uncertainty Lessons learned Simon's four levels of control Earned Value Analysis Agile One Page Project Management Cognitive biases The A3 report Application of Balanced Scorecard in Portfolio Management Organisational resilience with mindfulness Scenario Planning Strategy	Constraints	Change	Risk & Opportunities
	Recovery Project Management	Ideation tools (Brainstorming technique, Six Thinking Hats)	Risk and Opportunities Management
	The light at the end of the tunnel: managing challenges at Heathrow Express Project	Change order	Impact and Probability in Risk Assessment
	Construction modularization from a lean perspective	Project Control	Risk register
	Dealing with conflict in project management	Contingency Reserves	Delphi Method (expert for identification)
	Resource-Constrained Critical Path Method	Crisis management	Including Risk Management in Construction Projects
	The Triple Constraint in Project Management	Management of Project Change	Risk tolerances
	Resource-Constrained Critical Path Method	Antifragility	Risk Identification
	Optimism bias, Strategic Misinterpretation and Reference Class Forecasting (RCF)	Coaching - Project Manager as Change Agent	Decision Tree
		Management of Project Change	Risk Quantification and Methods
		Crisis Management in Construction Projects	SWOT analysis