DTU ProjectLab - User contributions [en-gb]

Articles Spring Term 2023

2023-02-19T18:04:08Z

S223233: /* Overview of 2023 Wiki Collections */

=Overview of 2023 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2023 Wiki Collections
|Group 3
|Kinan
|Rabah
|s194758
|New? / revised?
|[[BCG Matrix in Portfolio Management]]
|-
|-
|Group 23
|Foteini
|Pange
|s222872
|New? / revised?
|[[Stakeholder and Social Network Analysis]]
|-
|-
|Group 14
|Ali
|Abdul-Ghani
|s184640
|New
|[[Value canvas]]
|-
|-
|Group 19
|Fritzdorf
|Julia
|s226721
|New
|[[Perception filters in project management]]
|-

|-
|Group 14
|Fatima
|Sheraz
|s220010
|New
|[[Innovation Management]]
|-

|-
|Group 23
|Papadaki Fanioudaki
|Maria
|s230214
|New? / revised?
|[[Cost build up estimation in projects]]
|-
|-
|Group 20
|Manuela
|Vazquez
|s222648
|New
|[[WBS - Work Breakdown Structure]]
|-
|-
|Group 23
|Michalis
|Pianos
|s220253
|New
|[[Change requests in Project Management]]
|-
|-
|Group 24
|Josefine
|Rolver
|s183652
|New
|[[Managing stakeholders through persona]]
|-
|-
|Group 17
|Sofie
|Heide-Ottosen
|s193943
|New
|[[Groups vs teams]]
|-
|-
|Group 19
|Nikolaos
|Kavros
|s213235
|New? / revised?
|[[Project Analytics]]
|-
|-
|Group
|Kristoffer
|Skjøde Rander
|s175027
|New? / revised?
|[[Strategic Misrepresentation]]
|-
|-
|Group 9
|Aleksander
|Moczko
|s214147
|New
|[[Satisficing]]
|-
|-
|Group 4
|Anna
|Diedrichsen
|s193956
|New? / revised?
|[[MBTI as Conflict Management Tool]]
|-
|-
|Group 24
|Martin
|Sørensen
|s183676
|New
|[[Matrix organizations]]
|-
|-
|Group name
|Mohamed
|Anshur
|s185115
|New
|[[Project Success - How do you attain it?]]
|-
|-
|Group name
|Pablo Andres
|Gomez
|s223631
|New? / revised?
|[[Net Present Value (NPV) - Discounted cash flow]]
|-
|-
|Group 20
|Helena Søndberg
|Svendsen
|s223135
|New
|[[Concurrent Engineering]]
|-
|-
|Group 21
|Johannes Nicolás
|Wildfeuer
|s213244
|New
|[[When – the scientific secrets of perfect timing]]
|-
|-
|Group 29
|Sunneva
|Gaardlykke
|s163822
|New
|[[Eisenhower Decision Matrix]]
|-
|-
|Group 21
|Nicolas
|Stephan
|S226693
|New
|[[Diversity]]
|-
|-
|Group 21
|Ingo
|Baur
|S226768
|New
|[[Self-Awareness!]]
|-
|-
|Group 9
|Mikkel
|Bjerregaard
|S184965
|New
|[[The HEXACO Model of Personality Structure]]
|-
|-
|Group 11
|Anton
|Reiling
|s222572
|New
|[[Data-Driven Decision-Making under Uncertainty]]
|-
|-
|Group 9
|Mathias
|Iversen
|S174750
|revised
|[[EQ and Leadership Effectiveness]]
|-
|-
|Group X
|Marcus
|Christiansen
|s194506
|New? / revised?
|[[Project organization]]
|-
|-
|Group 29
|Paraskevi
|Keramari
|s230249
|New? / revised?
|[[Hawthorne studies]]
|-
|-
|Group 16
|Christian
|Honoré
|s175077
|New
|[[Circular Economy in Project Management]]
|-
|-
|Group 12
|Mansoor
|Samadi
|s174669
|New
|[[MCDM-APH method in decision making]]
|-
|-
|Group 10
|Sebastian Christian Harhoff
|Pieters
|s184149
|New
|[[FMEA]]
|-
|-
|Group 12
|Lillian
|Nygaard
|S174726
|New? / revised?
|[[The Stage Gate process: A powerful method used for efficient project management]]
|-
|-
|Group name
|Lukas
|Bonitz
|s230263
|New? / revised?
|[[(WBS) - Work Breakdown Structure]]
|-
|-
|Group 31
|Francesco
|Magnani
|s230227
|New? / revised?
|[[Boosting Team Engagement through Gamification: Mitigating the Effects of Social Loafing]]
|-
|-
|Group 31
|Gaia
|Sassone
|s222532
|New
|[[Applying the Pareto Principle in Risk Management]]
|-
|-
|Group 22
|Ísabella Rós
|Ingimundardóttir
|s222538
|New? / revised?
|[[Personality Types and Leadership]]
|-
|-
|Group TBD
|Sasha
|Mantel
|s222742
|New
|[[Project Stakeholder Management]]
|-
|-
|Group 23
|Julie
|Hustoft
|s194359
|New
|[[The Benefits of Self-Awareness]]
|-
|-
|Group TBD
|Mikkel
|Anderson
|s184230
|New? / revised?
|[[Continuous Integration/Continuous Delivery (CI/CD)]]
|-
|-
|Group 12
|Emma
|Bigum
|s160048
|New
|[[Lippitt-Knoster Complex Change Management]]
|-
|-
|Group 22
|Ingibjörg
|Einarsdóttir
|s223228
|New? / revised?
|[[Mediating conflicts and controversy]]
|-
|-
|Group 4
|Peter
|Aggerholm
|s170890
|New? / revised?
|[[When: The Scientific Secrets of Perfect Timing]]
|-
|-
|Group 36
|Hekla Mist
|Valgeirsdóttir
|s223229
|New? / revised?
|[[Management and leadership differences]]
|-
|-
|Group 20
|Theis Rosenkvist
|Sørensen
|s195768
|New? / revised?
|[[Managing threats and opportunities in risk treatment]]
|-
|-
|Group 9
|Julie Amanda
|Busch
|s190974
|New
|[[Utilizing Value Functions for Evaluating the Performance of Project Alternatives]]
|-
|-
|Group 6
|Martin
|Fehst
|s222575
|New? / revised?
|[[Leading multidisciplinary Project Teams]]
|-
|-
|Group 11
|Eric Vincent
|Vong
|s222594
|New
|[[PDCA cycle]]
|-
|-
|Group 23
|Efthymios
|Samaras
|s223292
|New? / revised?
|[[Benefit Cost Ratio (BCR)]]
|-
|-
|Group 1
|Cirkeline
|Bräuner
|s193974
|Revised
|[[Lessons learned]]
|-
|-
|Group 2
|Hrannar
|Þórarinsson
|s222536
|New
|[[Balanced scorecard: connecting the performance measures]]
|-
|-
|Group 15
|Mar
|Rivera Hedo
|s222520
|New? / revised?
|[[The Importance of Psychological Safety in Team Development]]
|-
|-
|Group 22
|Thordis
|Ragnarsdottir
|s222535
|New
|[[Resource Conflicts]]
|-
|-
|Group 5
|Oriol
|Solans Ormo
|s222527
|New? / revised?
|[[Sustainability Issue]]
|-
|-
|Group 15
|Naïl
|Mulatier
|s222590
|New
|[[Addressing diversity and inclusion in a short-term project]]

|-
|-
|Group 22
|Valdís
|Sigurdardóttir
|s2223305
|New
|[[Challenges and opportunities regarding diversity within teams work]]
|-
|-
|Group 12
|Sophia
|Fjeldsøe
|s184141
|New
|[[Stakeholder Mapping]]

|-
|-
|Group 29
|Miriam
|Khader
|s194717
|New
|[[Leadership development through MBTI]]
|-
|-
|Group 5
|Maria
|Arrillaga Tarazona
|s222708
|New? / revised?
|[[Program Evaluation and Review Technique (PERT)]]

|-
|-
|Group 24
|Josefine
|Steinfurth
|s183648
|New
|[[Project based organisations]]

|-
|-
|Group 5
|Patricio Alejandro
|Fabro
|s220269
|New
|[[Metrics in Portfolio management]]

|-
|-
|Group 10
|Jurek Noah
|von Petersdorff-Campen
|s222570
|New
|[[Competency Mapping for Project Management]]

|-
|-
|Group 15
|Inke
|Lindberg
|s223191
|New
|[[Post-occupancy evaluation (POE)]]
|-
|-
|Group 16
|Ahmet
|Ibre
|s222442
|New
|[[Social loafing in multidisciplinary teams]]

|-
|-
|Group 16
|Marie-Therese
|Guidje
|s180863
|New? / revised?
|[[Sustainable Project management]]
|-
|-
|Group 12
|Peter
|Andresen
|s190517
|New
|[[Project performance with Value Stream management]]
|-
|-
|Group 3
|Annas
|Jadi
|s194831
|New/ Revised
|[[Key performance indicators for portfolio management]]
|-
|-
|Group X
|Fabio
|Colombo
|s212492
|New/ Revised
|[[Robust Decision Making: better decisions under uncertainty]]
|-
|-
|Group 20
|Rune
|Knudsen
|s193983
|New
|[[Pooled, Sequential & Reciprocal dependence]]
|-
|-
|Group 24
|Mia
|Hemmingsen
|s183639
|New/ Revised
|[[Seven stages of change]]
|-
|-
|Group 1
|Christina
|Kjær
|s183504
|New
|[[The 6C Model]]
|-
|-
|Group 21
|Jakob
|Berling
|s230256
|New
|[[Successful Teamwork]]
|-
|-
|Group 1
|Joakim
|Cayouette
|s193978
|Revised
|[[Forecasting and estimation techniques]]
|-
|-
|Group 30
|Amalie
|Pedersen
|s193967
|New
|[[Satisficing]]
|-
|-
|Group 30
|Filip Furbo
|Enevoldsen
|s193967
|New
|[[Optimism bias in teams]]
|-
|-
|Group 23
|Nicolai
|Frausing
|s175034
|New
|[[Benefit Realization Management]]
|-
|-
|Group 4
|Emma
|Egelund
|s171516
|Revised
|[[Network Planning in Project Management]]
|-
|-
|Group 21
|Henrik
|Svensson
|s230245
|New
|[[Participatory Design]]
|-
|-
|Group 11
|Luisa Fernanda
|Salazar Rivera
|s222401
|New
|[[Building Effective Work Breakdown Structures (WBS)]]
|-
|-
|Group 15
|Michele
|Ferrante
|s220282
|New
|[[Safety risk management in construction sites]]
|-
|-
|Group 4
|Helena
|Mladenovski
|s183367
| New
|[[Situational Leadership Theory (SLT)]]
|-
|-
|Group 20
|Rolf
|Wollesen
|s193972
| New
|[[Risk Burn Down Chart]]
|-
|-
|Group 6
|Gianluca
|Santinon
|s222630
|New
|[[The Rolling-Wave planning technique]]
|-
|-
|Group X
|Hanna
|Rakel Bjarnadóttir
|s223414
|New
|[[Strength and weakness of sustainable management]]
|-
|-
|Group 5
|Marta
|Santos
|s226759
|New
|[[Risk Response Plan]]
|-
|-
|Group 16
|Hendrik
|Stegers
|s230258
|New
|[[Communication Theories in Project Management]]
|-
|-
|Group X
|Jiafei
|Xia
|s213084
|New
|[[Employee Loyalty Management]]
|-
|-
|Group 8
|Frederik
|Høgdal
|s173876
|New
|[[Levels of uncertainties]]
|-
|-
|Group 30
|Jianan
|Yang
|s230033
|New
|[[Turn conflicts into connections]]
|-
|-
|Group 18
|Ellen Cathrine
|Luke
|s184404
|New & Revised
|[[Project War Rooms: A Visual and Collaborative Approach to Project Management]]
|-
|-
|Group 17
|Canovas Iglesias
|Carla
|s226573
|New
|[[Stage-Gate Project Management Model]]
|-
|-
|Group 2
|Ólafur Þorri
|Sigurjónsson
|s222540
|New
|[[Decision tree analysis]]
|-
|-
|Group 11
|Dario
|Fiorica
|s222631
|New
|[[Groups or teams?]]
|-
|-
|Group 10
|Benjamin
|Søndberg
|s184314
|New
|[[Top-down vs ground up estimations]]
|-
|-
|Group 24
|Kristian
|Brandstrup
|s183653
|New
|[[Adaptation and agile]]
|-
|-
|Group 14
|Mads
|Marum
|s222620
|New / Reviced
|[[High Performing Teams (HPT)]]
|-
|-
|Group 30
|Jeppe
|Paludan-Müller
|s185048
|New
|[[Feasibility risk assessments of transport projects using Monte Carlo-simulations]]
|-
|-
|Group 5
|Rejath
|Ramachandran
|s226673
|New? / revised?
|[[A modern re-think of Fayolism]]
|-
|-
|Group 29
|Onur
|Osman Mustafa
|s223710
|New
|[[Resource Leveling in Construction Projects]]
|-
|-
|Group 15
|Philip
|Wiehe Larsen
|s154259
|New
|[[Situational mapping]]
|-
|-
|Group 9
|Michael
|Vinther
|s163490
|New
|[[Transformational Leadership]]
|-
|-
|Group 21
|Alberto
|Pillon
|s222629
|New
|[[Leveraging Retrospective Meetings for Continuous Improvement in Project Management]]
|-
|-
|Group 2
|Unnar Óli
|Arnarsson
|s222543
|New
|[[The Role of Due Diligence in Project Management]]
|-
|-
|Group 9
|Mateusz
|Szaryk
|s213423
|New
|[[Incentive contract]]
|-
|-
|Group 23
|Mariely
|Sousa
|s230555
|New
|[[Return on Investment (ROI)]]
|-
|-
|Group 31
|Vinay Kumar
|Meena
|s230019
|New
|[[The implication of ethics in project management]]
|-
|-
|Group 10
|Niels Peter
|Lindegaard
|s194473
|New
|[[Risk assessment using Failure mode and effects analysis]]
|-
|-
|Group 6
|Nils Hendrik
|Lange
|s223634
|New
|[[Eisenhower Decision Matrix in Project, Program and Portfolio Management]]
|-
|-
|Group 20
|Caroline Hellerung
|Holm
|s175026
|New
|[[Resistance to Change Mapping]]
|-
|-
|Group 24
|Radost
|Deneva
|s230780
|New
|[[Eisenhower decision matrix]]
|-
|-
|Group 4
|Marie
|Hoel
|s193960
|New
|[[The Hawthorne effect in management]]
|-
|-
|Group 4
|Carl Bygum
|Knudsen
|s193995
|New
|[[Assessment of stakeholders (analysis)]]
|-
|-
|Group 14
|Md Huzzatul Islam
|Shuvo
|s222392
|New
|[[Environmental sustainability]]
|-
|-
|Group 23
|Esther Kiara
|Pattipeilohy
|s230264
|New
|[[The Active Listening Technique]]
|-
|-

|-
|Group 6
|Lars Ole
|Holdensen
|s224931
|New
|[[Management vs Leadership qualities]]
|-

|-
|Group 11
|Ingeborg
|Rasmussen
|s22218
|New
|[[Conflict management using the Myers-Briggs Type Indicator (MBTI)]]
|-

|-
|Group 22
|Blomsterberg
|Gudrun
|s222534
|New
|[[Negotiations]]
|-

|-
|Group 1
|Thorgaard
|Sigrid
|s186044
|New
|[[Critical Chain]]
|-

|-
|Group 12
|Laurberg
|Emilie
|s193880
|New
|[[Choosing the right communication network for your project]]
|-

Risk and Mitigation Plan

2023-02-12T17:33:54Z

S223233: /* Abstract: */

== Abstract: ==

The Risk and Mitigation Plan (R&M Plan) is a management project tool allowing a manager to avoid or prevent risks and to set up quick solutions that are easy to handle.

The Risk and Mitigation Plan is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major displays, 2 different templates, linked one to each other. On the first hand, a template for the listing of the project risks and the people in charge, their criticality without a clear solution, strategies to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart representing the importance of every potential issue depending on their criticality.
These templates will allow the company to have a global but detail point of view on what is the importance of a risk and how to deal with the various dangers that can be foreseen during the implementation of a project.

This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers, project teams or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It can concerns every area of a project (e.g. production, construction, management...) with the aim of providing a comprehensive forecast that can ensure that the project reaches its goal.

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project vulnerabilities remains unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and sometimes hazardous step.

== Summary: ==

== Concept: ==

== Application: ==

== Limitations: ==

== Annotated bibliography: ==

1. Mitigation Plan: What Is It & How To Create One?, 2021. Bit Blog. https://blog.bit.ai/mitigation-plan/

2. What is Risk Mitigation? Definition, Strategies and Planning. Disaster Recovery. https://www.techtarget.com/searchdisasterrecovery/definition/risk-mitigation

3. Individual Report - VGRF Lorraine. Technology and Innovation Management, 2022. M.Torris

Risk and Mitigation Plan

2023-02-12T17:27:18Z

S223233:

== Abstract: ==

The Risk and Mitigation Plan (R&M Plan) is a management project tool allowing a manager to avoid or prevent risks and to set up quick solutions that are easy to handle.

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major displays, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality without a clear solution, strategies to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.
These templates will allow the company to have a global but detail point of view on how to deal with the various dangers and risks that can be foreseen during the implementation of a project.

This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers, project teams or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It can concerns every area of a project (e.g. production, construction, management...) with the aim of providing a comprehensive forecast that can ensure that the project reaches its goal.

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project vulnerabilities remains unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and sometimes hazardous step.

== Summary: ==

== Concept: ==

== Application: ==

== Limitations: ==

== Annotated bibliography: ==

1. Mitigation Plan: What Is It & How To Create One?, 2021. Bit Blog. https://blog.bit.ai/mitigation-plan/

2. What is Risk Mitigation? Definition, Strategies and Planning. Disaster Recovery. https://www.techtarget.com/searchdisasterrecovery/definition/risk-mitigation

3. Individual Report - VGRF Lorraine. Technology and Innovation Management, 2022. M.Torris

Risk and Mitigation Plan

2023-02-12T17:26:50Z

S223233:

== Abstract: ==

The Risk and Mitigation Plan (R&M Plan) is a management project tool allowing a manager to avoid or prevent risks and to set up quick solutions that are easy to handle.

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major displays, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality without a clear solution, strategies to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.
These templates will allow the company to have a global but detail point of view on how to deal with the various dangers and risks that can be foreseen during the implementation of a project.

This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers, project teams or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It can concerns every area of a project (e.g. production, construction, management...) with the aim of providing a comprehensive forecast that can ensure that the project reaches its goal.

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project vulnerabilities remains unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and sometimes hazardous step.

== Summary: ==

== Concept: ==

== Application: ==

== Limitations: ==

== Annotated bibliography: ==

1. Mitigation Plan: What Is It & How To Create One?, 2021. Bit Blog. https://blog.bit.ai/mitigation-plan/
2. What is Risk Mitigation? Definition, Strategies and Planning. Disaster Recovery. https://www.techtarget.com/searchdisasterrecovery/definition/risk-mitigation
3. Individual Report - VGRF Lorraine. Technology and Innovation Management, 2022. M.Torris

Risk and Mitigation Plan

2023-02-12T17:08:07Z

S223233:

== Abstract: ==

The Risk and Mitigation Plan (R&M Plan) is a management project tool allowing a manager to avoid or prevent risks and to set up quick solutions that are easy to handle.

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major displays, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality without a clear solution, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.
These templates will allow the company to have a global but detail point of view on how to deal with the various dangers and risks that can be foreseen during the implementation of a project.

This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers, project teams or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It can concerns every area of a project (e.g. production, construction, management...) with the aim of providing a comprehensive forecast that can ensure that the project reaches its goal.

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and sometimes hazardous step.

== Summary: ==

== Concept: ==

== Application: ==

== Limitations: ==

== Annotated bibliography: ==

Articles Spring Term 2023

2023-02-11T21:26:53Z

S223233: /* Overview of 2023 Wiki Collections */

=Overview of 2023 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2023 Wiki Collections
|Group 23
|Foteini
|Pange
|s222872
|New? / revised?
|[[Stakeholder and Social Network Analysis]]
|-
|-
|Group 14
|Ali
|Abdul-Ghani
|s184640
|New
|[[name]]
|-
|-
|Group 19
|Fritzdorf
|Julia
|s226721
|New
|[[Perception filters for learning and communicating]]
|-
|-
|Group 23
|Papadaki Fanioudaki
|Maria
|s230214
|New? / revised?
|[[Cost build up estimation in projects]]
|-
|-
|Group 20
|Manuela
|Vazquez
|s222648
|New
|[[WBS - Work Breakdown Structure]]
|-
|-
|Group 23
|Michalis
|Pianos
|s220253
|New? / revised?
|[[Change requests in Project Management]]
|-
|-
|Group 24
|Josefine
|Rolver
|s183652
|New
|[[Managing stakeholders through persona]]
|-
|-
|Group 17
|Sofie
|Heide-Ottosen
|s193943
|New
|[[Groups vs teams]]
|-
|-
|Group 19
|Nikolaos
|Kavros
|s213235
|New? / revised?
|[[Project Analytics]]
|-
|-
|Group
|Kristoffer
|Skjøde Rander
|s175027
|New? / revised?
|[[Strategic Misrepresentation]]
|-
|-
|Group 9
|Aleksander
|Moczko
|s214147
|New
|[[Satisficing]]
|-
|-
|Group name
|Anna
|Diedrichsen
|s193956
|New? / revised?
|[[Conflict resolution through MBTI]]
|-
|-
|Group 24
|Martin
|Sørensen
|s183676
|New
|[[Matrix organizations]]
|-
|-
|Group name
|Mohamed
|Anshur
|s185115
|New? / revised?
|[[Article name]]
|-
|-
|Group name
|Pablo Andres
|Gomez
|s223631
|New? / revised?
|[[Net Present Value (NPV) - Discounted cash flow]]
|-
|-
|Group 20
|Helena Søndberg
|Svendsen
|s223135
|New
|[[Concurrent Engineering]]
|-
|-
|Group 21
|Johannes Nicolás
|Wildfeuer
|s213244
|New
|[[When – the scientific secrets of perfect timing]]
|-
|-
|Group 29
|Sunneva
|Gaardlykke
|s163822
|New
|[[Eisenhower Decision Matrix]]
|-
|-
|Group 21
|Nicolas
|Stephan
|S226693
|New
|[[Diversity]]
|-
|-
|Group 21
|Ingo
|Baur
|S226768
|New
|[[Self-Awareness!]]
|-
|-
|Group 9
|Mikkel
|Bjerregaard
|S184965
|New? / revised?
|[[The HEXACO Model of Personality Structure]]
|-
|-
|Group 11
|Anton
|Reiling
|s222572
|New
|[[Data-Driven Decision-Making under Uncertainty]]
|-
|-
|Group X
|Mathias
|Iversen
|S174750
|New? / revised?
|[[EQ vs. IQ]]
|-
|-
|Group X
|Marcus
|Christiansen
|s194506
|New? / revised?
|[[Project organization]]
|-
|-
|Group 29
|Paraskevi
|Keramari
|s230249
|New? / revised?
|[[The Hawthorne studies]]
|-
|-
|Group X
|Christian
|Honoré
|s175077
|New? / revised?
|[[Circular Economy in Project Management]]
|-
|-
|Group 12
|Mansoor
|Samadi
|s174669
|New
|[[MCDM-APH method in decision making]]
|-
|-
|Group X
|Sebastian Christian Harhoff
|Pieters
|s184149
|New? / revised?
|[[FMEA]]
|-
|-
|Group 12
|Lillian
|Nygaard
|S174726
|New? / revised?
|[[The Stage Gate process: A powerful method used for efficient project management]]
|-
|-
|Group name
|Lukas
|Bonitz
|s230263
|New? / revised?
|[[(WBS) - Work Breakdown Structure]]
|-
|-
|Group 31
|Francesco
|Magnani
|s230227
|New? / revised?
|[[Boosting Team Engagement through Gamification: Mitigating the Effects of Social Loafing]]
|-
|-
|Group name
|Gaia
|Sassone
|s222532
|New? / revised?
|[[Applying the Pareto Principle in Risk Management]]
|-
|-
|Group X
|Ísabella Rós
|Ingimundardóttir
|s222538
|New? / revised?
|[[Personality Types and Leadership]]
|-
|-
|Group TBD
|Sasha
|Mantel
|s222742
|New? / revised?
|[[Project Stakeholder Management]]
|-
|-
|Group 23
|Julie
|Hustoft
|s194359
|New
|[[The Benefits of Self-Awareness]]
|-
|-
|Group TBD
|Mikkel
|Anderson
|s184230
|New? / revised?
|[[Continuous Integration/Continuous Delivery (CI/CD)]]
|-
|-
|Group 12
|Emma
|Bigum
|s160048
|New
|[[Lippitt-Knoster Complex Change Management]]
|-
|-
|Group 22
|Ingibjörg
|Einarsdóttir
|s223228
|New? / revised?
|[[Mediating conflicts and controversy]]
|-
|-
|Group 4
|Peter
|Aggerholm
|s170890
|New? / revised?
|[[When: The Scientific Secrets of Perfect Timing]]
|-
|-
|Group 36
|Hekla Mist
|Valgeirsdóttir
|s223229
|New? / revised?
|[[Management and leadership differences]]
|-
|-
|Group 20
|Theis Rosenkvist
|Sørensen
|s195768
|New? / revised?
|[[Managing threats and opportunities in risk treatment]]
|-
|-
|Group 9
|Julie Amanda
|Busch
|s190974
|New
|[[Utilizing Value Functions for Evaluating the Performance of Project Alternatives]]
|-
|-
|Group 6
|Martin
|Fehst
|s222575
|New? / revised?
|[[Leading multidisciplinary Project Teams]]
|-
|-
|Group 11
|Eric Vincent
|Vong
|s222594
|New
|[[PDCA cycle]]
|-
|-
|Group 23
|Efthymios
|Samaras
|s223292
|New? / revised?
|[[Benefit Cost Ratio (BCR)]]
|-
|-
|Group 1
|Cirkeline
|Bräuner
|s193974
|Revised
|[[Lessons learned]]
|-
|-
|Group 2
|Hrannar
|Þórarinsson
|s222536
|New
|[[Balanced scorecard: connecting the performance measures]]
|-
|-
|Group 15
|Mar
|Rivera Hedo
|s222520
|New? / revised?
|[[The Importance of Psychological Safety in Team Development]]
|-
|-
|Group 36
|Thordis
|Ragnarsdottir
|s222535
|New? / revised?
|[[Sources of conflicts]]
|-
|-
|Group name
|Oriol
|Solans Ormo
|s222527
|New? / revised?
|[[Sustainability Issue]]
|-
|-
|Group 15
|Naïl
|Mulatier
|s222590
|New
|[[Addressing diversity and inclusion in a short-term project]]

|-
|-
|Group 22
|Valdís
|Sigurdardóttir
|s2223305
|New
|[[Challenges and opportunities regarding diversity within teams work]]
|-
|-
|Group 12
|Sophia
|Fjeldsøe
|s184141
|New
|[[Stakeholder Mapping]]

|-
|-
|Group 29
|Miriam
|Khader
|s194717
|New
|[[Leadership development through MBTI]]
|-
|-
|Group 5
|Maria
|Arrillaga Tarazona
|s222708
|New? / revised?
|[[Program Evaluation and Review Technique (PERT)]]

|-
|-
|Group 24
|Josefine
|Steinfurth
|s183648
|New
|[[Project based organisations]]

|-
|-
|Group 5
|Patricio Alejandro
|Fabro
|s220269
|New
|[[Metrics in Portfolio management]]

|-
|-
|Group 10
|Jurek Noah
|von Petersdorff-Campen
|s222570
|New
|[[Competency Mapping for Project Management]]

|-
|-
|Group 15
|Inke
|Lindberg
|s223191
|New
|[[Post-occupancy evaluation (POE)]]
|-
|-
|Group 16
|Ahmet
|Ibre
|s222442
|New
|[[Social loafing in multidisciplinary student groups]]

|-
|-
|Group 16
|Marie-Therese
|Guidje
|s180863
|New? / revised?
|[[Sustainable Project management]]
|-
|-
|Group 12
|Peter
|Andresen
|s190517
|New
|[[Project performance with Value Stream management]]
|-
|-
|Group 3
|Annas
|Jadi
|s194831
|New/ Revised
|[[Key performance indicators for portfolio management]]
|-
|-
|Group X
|Fabio
|Colombo
|s212492
|New/ Revised
|[[Robust Decision Making: better decisions under uncertainty]]
|-
|-
|Group 20
|Rune
|Knudsen
|s193983
|New
|[[Pooled, Sequential & Reciprocal dependence]]
|-
|-
|Group 24
|Mia
|Hemmingsen
|s183639
|New/ Revised
|[[Seven stages of change]]
|-
|-
|Group 1
|Christina
|Kjær
|s183504
|New/ Revised
|[[Belbin's team roles, 6C model]]
|-
|-
|Group 21
|Jakob
|Berling
|s230256
|New
|[[Stress]]
|-
|-
|Group 1
|Joakim
|Cayouette
|s193978
|Revised
|[[Forecasting and estimation techniques]]
|-
|-
|Group 30
|Amalie
|Pedersen
|s193967
|New
|[[Satisficing]]
-
|-
|Group 30
|Filip Furbo
|Enevoldsen
|s193967
|New
|[[Optimism bias in teams]]
|-
|-
|Group 23
|Nicolai
|Frausing
|s175034
|New
|[[Benefit Realization Management]]
|-
|-
|Group
|Emma
|Egelund
|s171516
|Revised
|[[Network Planning in Project Management]]
|-
|-
|Group 21
|Henrik
|Svensson
|s230245
|New
|[[Participatory Design]]
|-
|-
|Group 11
|Luisa Fernanda
|Salazar Rivera
|s222401
|New
|[[Building Effective Work Breakdown Structures (WBS)]]
|-
|-
|Group 15
|Michele
|Ferrante
|s220282
|New
|[[Safety risk management in construction sites]]
|-
|-
|Group 4
|Helena
|Mladenovski
|s183367
| New
|[[Situational Leadership Theory (SLT)]]
|-
|-
|Group 20
|Rolf
|Wollesen
|s193972
| New
|[[Risk Burn Down Chart]]
|-
|-
|Group 6
|Santinon
|Gianluca
|s222630
|New
|[[The Rolling Wave Planning Method]]
|-
|-
|Group X
|Hanna
|Rakel Bjarnadóttir
|s223414
|New
|[[Strength and weakness of sustainable management]]
|-
|-
|Group 5
|Marta
|Santos
|s226759
|New
|[[Risk Response Plan]]
|-
|-
|Group 16
|Hendrik
|Stegers
|s230258
|New
|[[Communication Theories in Project Management]]
|-
|-
|Group X
|Jiafei
|Xia
|s213084
|New
|[[Employee Loyalty Management]]
|-
|-
|Group 15
|Mathéo
|Torris
|s223233
|New
|[[Risk and Mitigation Plan]]
|-
|-

Risk and Mitigation Plan

2023-02-09T13:23:56Z

S223233: /* Concept: */

== Summary: ==

The Risk and Mitigation Plan is a company project tool allowing a project manager to avoid risks and to set up a quick solution easy to handle.

== Concept: ==

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major display, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.

These templates will allow the company to have a global but detail point of view on how to deal with the various dangers and risks that can be foreseen during the implementation of a project.

== Application: ==
This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It can concerns every area concerning a project (e.g. production, construction, management...) with the aim of providing a comprehensive forecast that can ensure the project reaches its goal.

== Limitations: ==

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and very risky step.

== Annotated bibliography: ==

File:Display2.jpg

2023-02-09T13:22:33Z

S223233:

Risk and Mitigation Plan

2023-02-09T13:22:10Z

S223233: /* Concept: */

== Summary: ==

The Risk and Mitigation Plan is a company project tool allowing a project manager to avoid risks and to set up a quick solution easy to handle.

== Concept: ==

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major display, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.

These templates will allow the company to have a global but detail point of view on how to deal with the various dangers and risks that can be foreseen during the implementation of a project

[[File:display2.jpg]]

== Application: ==
This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It can concerns every area concerning a project (e.g. production, construction, management...) with the aim of providing a comprehensive forecast that can ensure the project reaches its goal.

== Limitations: ==

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and very risky step.

== Annotated bibliography: ==

Risk and Mitigation Plan

2023-02-09T13:19:19Z

S223233: /* Application: */

== Summary: ==

The Risk and Mitigation Plan is a company project tool allowing a project manager to avoid risks and to set up a quick solution easy to handle.

== Concept: ==

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major display, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.

These templates will allow the company to have a global but detail point of view on how to deal with the various dangers and risks that can be foreseen during the implementation of a project

== Application: ==
This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It can concerns every area concerning a project (e.g. production, construction, management...) with the aim of providing a comprehensive forecast that can ensure the project reaches its goal.

== Limitations: ==

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and very risky step.

== Annotated bibliography: ==

Risk and Mitigation Plan

2023-02-09T13:18:20Z

S223233: /* Concept: */

== Summary: ==

The Risk and Mitigation Plan is a company project tool allowing a project manager to avoid risks and to set up a quick solution easy to handle.

== Concept: ==

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major display, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.

These templates will allow the company to have a global but detail point of view on how to deal with the various dangers and risks that can be foreseen during the implementation of a project

== Application: ==
This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It concerns every area of a project with the aim of providing a comprehensive forecast that can ensure the project reaches its goal.

== Limitations: ==

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and very risky step.

== Annotated bibliography: ==

Risk and Mitigation Plan

2023-02-09T13:15:56Z

S223233: /* Concept: */

== Summary: ==

The Risk and Mitigation Plan is a company project tool allowing a project manager to avoid risks and to set up a quick solution easy to handle.

== Concept: ==

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major display, 2 different templates, linked to each other. On the first hand, a template for the listing of the project risks, their criticality, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.

== Application: ==
This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It concerns every area of a project with the aim of providing a comprehensive forecast that can ensure the project reaches its goal.

== Limitations: ==

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and very risky step.

== Annotated bibliography: ==

Risk and Mitigation Plan

2023-02-09T13:14:54Z

S223233: /* Summary: */

== Summary: ==

The Risk and Mitigation Plan is a company project tool allowing a project manager to avoid risks and to set up a quick solution easy to handle.

== Concept: ==

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major display, it consists of 2 interfaces, linked to each other. On the first hand, a template for the listing of the project risks, their criticality, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.

== Application: ==
This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It concerns every area of a project with the aim of providing a comprehensive forecast that can ensure the project reaches its goal.

== Limitations: ==

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and very risky step.

== Annotated bibliography: ==

Risk and Mitigation Plan

2023-02-08T14:56:14Z

S223233: Created page with " == Summary: == The Risk and Mitigation Plan is a project tool allowing to avoid Risks and setting up a quick and easy settable solution == Concept: == The Risk and Miti..."

== Summary: ==

The Risk and Mitigation Plan is a project tool allowing to avoid Risks and setting up a quick and easy settable solution

== Concept: ==

The Risk and Mitigation Plan is a project management tool which is useful for assessing, prioritising and anticipating the risks involved in setting up a project. It consists on two major display, it consists of 2 interfaces, linked to each other. On the first hand, a template for the listing of the project risks, their criticality, the action to be taken against it and the new criticality that results from it. On the second hand, a risk assessment chart classifying the importance of every risks depending on their criticality.

== Application: ==
This method is mandatory in most of innovative approaches and company project to limit and anticipate unpleasant surprises. It is mostly implemented by project managers or PMOs who need to have a global view on the subject and who need to react quickly and efficiently in case of problems. It concerns every area of a project with the aim of providing a comprehensive forecast that can ensure the project reaches its goal.

== Limitations: ==

Although this approach is important and necessary, it has many limitations, the first of which is the difficulty of determining all the risks associated with a project, as a large proportion of project risks remain unpredictable for the manager. Similarly, assessing the severity and probability of a risk is a subjective and very risky step.

== Annotated bibliography: ==