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.

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 -- 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 -- The Role of Social Practices -- Process vs. Product Knowledge -- Summary -- APPENDIX B: Situated Learning and Communities of Practice -- Situated Learning and Legitimate Peripheral Participation -- Communities of Practice -- References -- 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.