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 -- 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 -- Enablers and Barriers That PMO Leaders Face in Facilitating Cross-Project Learning and Continuous Improvement -- 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.