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Purpose
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 Efficiency and Effectiveness	8. Connecting the dots: (sustainable) project management

People
1. Understanding teams: Group vs teams High performing teams Cohesiveness Diversity ([4]) Roles([5],[6]) Social loafing	2. Designing teams: Project management competencies (IPMA) ([7]) Belbin's team roles([8],[9]) The big five (OCEAN)([10])	3. Developing teams: Tuckmans model for Team Development	4. Communicating: Perception filters Choosing the appropriate medium (oral – written – hybrids) Managing "emails"	5. Mediating: Conflicts and controversy Sources of conflicts Conflict ladder Constructive communication
6.Listening: Active Listening Technique 'Self-Awareness!	7. Motivating: Scientific management ' The Hawthorne studies McGregor's X & Y theory([11]) Maslow's Hierarchy of Needs([12]) Extrinsic motivation Intrinsic Motivation	8. Leading: Management vs leadership qualities Blake-Mouton Managerial Grid([13]) Situational leadership - Hersey and Blanchard	9. 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	10. Connecting the dots: Rework by google “Psychological Safety”

Complexity
1. Scoping: What to do?: Pooled, Sequential & Reciprocal dependence Work break down structure (WBS)	2.Estimating: ? Top-down vs ground up estimations Estimation Techniques([16], [17]) Program Evaluation and Review Technique (PERT) Reference class forecasting([18], [19]) Successive principle (cost or schedule)	3. Scheduling: When to do it?: Double diamond([20], [21], [22]) Kanban([23], [24]) SCRUM ([25], [26], [27], [28]) GANTT([29], [30], [31]) Milestone plan ([32]) Location Based Scheduling([33]) ' Temporal dependencies Lag & Lead([34]) Network Planning Parkinson’s Law([35], [36])	4. Resourcing: Who does what?: Type of resources Critical chain([37], [38], [39])
5. Costing: How much?: Cost build up Cost planning Cash flow	6. Improving: Can we do it better?: Multi-tasking Resources leveling and crashing Lean construction([40]) Last planner system ([41]) Value added work	7. Contracting: Make or Buy?: Types of contracts Fee-based contracts Fixed-price contracts Incentive contracts Adversarial Relations Integrated Project Delivery (IPD)([42])	8. Connecting the dots: When – the scientific secrets of perfect timing

Uncertainty
1. Introduction: The Johari window / Rumfelds Types of uncertainty: Epistemic/Aleatory([43]]) Levels of uncertainty (i.e. risk, uncertainty, ignorance)	2. Anticipating: ? Risk Identification([44], [45] Pre-mortem analysis Fishbone diagram / root cause analyses ([46], [47], [48]) SWOT Analysis([49], [50]) Brainstorming technique([51]) Risk register([52], [53]) Risk assessment([54]) Risk treatment Contingency plans Technology and System Readiness	3. Monitoring: Conformance/performance Milestone trend analysis Risk Burn down charts Earned value([55], [56], [57]) Project reporting Project warrooms ' Project dashboard	4. Adapting: Corrective and Preventive Actions (CAPA) Adaptation and agile Scope creep Change requests Resilience management
5. Learning: Paradox for project planning Learning plan Lessons learned Risk-based Learning Continuous Improvement	6. Deciding: Scenario Analysis Satisficing The Decision Matrix Choosing by Advantages (CBA) Robust Decision Making (RDM	7. Contracting: Interpreting: Biases ([58]) Kahneman - Two Thinking Systems([59], [60]) Strategic misrepresentation The Affect Heuristic Social Amplification of Risk	8. Connecting the dots: Resilient projects