The change equation is a simple model for explaining organizational change. The model asserts that there are three factors that need to be present before change can happen successfully. There needs to be a dissatisfaction with the status quo, there needs to be a clear vision of what is possible and there needs to be an understanding of what the first basic steps are that need to be taken. The model shows that if these three factors are not present, then resistance to change will not be overcome and the change will fail.

Eisenhower once noted, "What is important is seldom urgent and what is urgent is seldom important". His approach to Time Management was to determine priorities for issues or tasks in two dimensions: 

• Importance (outcome focus)
• Urgency (time focus)

By plotting issues and tasks against the dimensions of importance and urgency, they can be mapped onto a 2x2 grid, which can be used as a guide to the most appropriate action to take.

The concepts of Compliance Typology and Bases of Power are especially relevant to PMOs where different approaches are required are to apply different types of power - often to people that may be more senior in an organizational hierarchy. 

SWOT Analysis is a simple model used in strategic planning to assess the Strengths and Weaknesses of an organization, combined with an inventory of Opportunities and Threats in the external environment. SWOT is a versatile tool that can be used at the organizational level, but can also be applied to departments, teams, programs and individuals.

OKR is a framework for goal setting that is used by many large tech companies including Google, Spotify and Twitter. They are used to create alignment in an organization, and to encourage people to set stretch goals.

Belbin describes a team role as 'a tendency to behave, contribute and interrelate with others in a particular way'. He asserts that in order for teams to be successful, a team and its members need to fulfill nine roles.

John P. Kotter's works have made his name is synonymous with change. His 8 step model is taught on all the leading business schools and is practically a religion among some of the big consultancies. 

When delivering within fixed iterations to high standards of quality, the only thing you can flex is the scope. Combining the simplicity or MoSCoW with the customer-centric view that Kano provides, gives us a powerful lexicon with which to explore the mix of requirements we are delivering and make effective decisions.