200 Index
American Management Association
www.amanet.org
cross- project improvement (continued)
project management o ce (PMO) and,
117–119, 139–149
prospective in, 140–144
recommendations for PMO leaders,
119–121
retrospective in, 145–148
see also multi- level learning
Cunningham, W., 32
customer objectives, in strategic port folio
alignment, 154
customers
in continuous project improvement, 130
importance of satisfying, 35–36
internal clients versus, 4, 130
Dahlgaard, J. J., 22, 116, 173, 175–177
Dai, C. X., 15, 74, 76
Darling, Marilyn, 2, 30
dashboards, project, 157, 159, 162
data collection
in continuous project improvement,
130–131
in cross- project improvement, 145–146
in strategic portfolio alignment,
162–163
debrie ngs, see postproject reviews; struc-
tured retrospectives
decision making
core values in, 61
e ective, 62
RACI model for, 61–62, 152, 157, 158
in strategic portfolio alignment, 152, 157
defensive routines, 19–21, 39
brokering role and, 111–113, 114–115
de ned, 19
e ective facilitation and, 52
examples of, 58–60
impact of, 56–57, 111–113
mitigating e ects of, 57
nature of, 112–113
in red- light learning, 19–21, 39, 56–60,
112–113, 114–115, 118
symptoms of, 19–20
in undermining cross- project improve-
ment, 118
DeFillippi, R. J., 114, 186, 188
DeJong, J., 31
deliverables
in continuous project improvement,
127, 133
dilemma of process knowledge and,
175–176
delivery cycles, 37
Derby, Esther, 135, 147
diagnosis- intervention cycle
illustrated, 69
steps in, 68
as threat to multi- level learning coach,
68–69
discontinuities, 15
Disterer, George, 19, 21, 22, 75, 111–112
Docherty, Peter, 28–29
DTE Energy, 30, 31
dual concerns model, 63–64
Edelman, L., 21, 22, 114–116, 171–177, 182
Educating the Re ective Practitioner (Schön),
27–28
Ekstedt, E., 75
enablers of cross- project improvement,
97–103
learning- oriented culture, 100, 120–121
network of strong relationships, 97–99,
119–120
neutral facilitator, 46–48, 100–101, 121
professional development, 101–102
re ection throughout the project,
102–103, 120
senior management support, 99–100
Engle, P., 74
Eppler, Martin J., 19, 22, 74–75, 111–112
evading behaviors, in con ict resolution,
65
executive development, action learning
in, 29
expectations, in continuous project
improvement, 133
face- saving, 112
facilitators
core values for e ective, 51–53
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