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PART 1: FOUNDATIONS
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PART 1: FOUNDATIONS
by Jerry Julian
Facilitating Project Performance Improvement: A Practical Guide to Multi-Level Learning
Contents
Foreword
Introduction
Multi-Level Learning: An Approach to Improving Project and Program Performance
How This Approach Differs from Conventional Approaches
Project and Program Management Offices
How This Book Can Help You and Your Organization
Who Should Read This Book
How This Book Is Organized
PART 1: FOUNDATIONS
CHAPTER 1: The Need for Multi-Level Learning
Red-Light Learning
Defensive Routines
Problems with Traditional Approaches to Learning from Project Experience
From Red-Light Learning to Continuous Systems- Level Learning
Conclusion
CHAPTER 2: Foundations and Principles of Multi-Level Learning
Reflection on Action
The U.S. Army’s After-Action Review Process
The Emergence of Agile Software Development Practices
Action-Reflection Cycles: The Foundation for Multi-Level Learning
Principles of Multi- Level Learning
Conclusion
PART 2: ROLES
CHAPTER 3: The Multi-Level Learning Coach
Overview of the Multi-Level Learning Coach Role
The Importance of Neutrality and Objectivity
Skills Required of the Multi-Level Learning Coach
Three Core Values for Effective Facilitation
Models for Effective Group Process
Goals, Roles, and Procedures (1/3)
Goals, Roles, and Procedures (2/3)
Goals, Roles, and Procedures (3/3)
Diagnosing and Intervening
Ground Rules for Groups
Conclusion
CHAPTER 4: The Project and Program Management Function (PMO)
The PMO
Brokering and Communities of Practice
Research Methodology
How PMO Leaders Facilitate Cross-Project Learning and Continuous Improvement (1/4)
How PMO Leaders Facilitate Cross-Project Learning and Continuous Improvement (2/4)
How PMO Leaders Facilitate Cross-Project Learning and Continuous Improvement (3/4)
How PMO Leaders Facilitate Cross-Project Learning and Continuous Improvement (4/4)
Enablers and Barriers That PMO Leaders Face in Facilitating Cross-Project Learning and Continuous Improvement (1/5)
Enablers and Barriers That PMO Leaders Face in Facilitating Cross-Project Learning and Continuous Improvement (2/5)
Enablers and Barriers That PMO Leaders Face in Facilitating Cross-Project Learning and Continuous Improvement (3/5)
Enablers and Barriers That PMO Leaders Face in Facilitating Cross-Project Learning and Continuous Improvement (4/5)
Enablers and Barriers That PMO Leaders Face in Facilitating Cross-Project Learning and Continuous Improvement (5/5)
The PMO and Multi-Level Learning
Recommendations for PMO Leaders
Conclusion
PART 3: IMPLEMENTING MULTI-LEVEL LEARNING
CHAPTER 5: Facilitating Level 1: Continuous Project Improvement
Overview of Level 1: Continuous Project Improvement
Step 1: Plan and Conduct the Prospective
Step 2: Execute the Plan
Step 3: Plan and Conduct the Retrospective
Step 4: Update Project Plans, Issues, Risks, and Lessons Learned
Conclusion
CHAPTER 6: Facilitating Level 2: Cross-Project Improvement
Overview of Level 2: Cross-Project Improvement
Step 1: Plan and Conduct the Prospective
Step 2: Pilot Improvements
Step 3: Plan and Conduct the Retrospective
Step 4: Transfer Improvements to New and Existing Projects
Conclusion
CHAPTER 7: Facilitating Level 3: Strategic Portfolio Alignment
Overview of Level 3: Strategic Portfolio Alignment
Step 1: Plan and Conduct the Prospective (1/2)
Step 1: Plan and Conduct the Prospective (2/2)
Step 2: Execute the Strategy
Step 3: Plan and Conduct the Portfolio Retrospective
Step 4: Update the Project Portfolio and Capture Action Items
Conclusion
CHAPTER 8: Conclusion
APPENDIX A: Problems with Traditional “Lessons-Learned” Practices (1/2)
APPENDIX A: Problems with Traditional “Lessons-Learned” Practices (2/2)
The Role of Social Practices
Process vs. Product Knowledge
Summary
APPENDIX B: Situated Learning and Communities of Practice (1/3)
APPENDIX B: Situated Learning and Communities of Practice (2/3)
APPENDIX B: Situated Learning and Communities of Practice (3/3)
Situated Learning and Legitimate Peripheral Participation
Communities of Practice
References (1/2)
References (2/2)
Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
Z
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How This Book Is Organized
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CHAPTER 1: The Need for Multi-Level Learning
American Management Association
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