درس‌های آموخته‌شده مدیریت پروژه: چارچوب بهبود مستمر فرآیند

"Readers can benefit from the expertise of Mel Bost as both a project manager and a PMO practitioner. Kudos to him for bringing us this valuable perspective on lessons learned." --Mark Price Perry, Founder, BOT International and author of__Business Driven Project Portfolio Management__"Every project --by definition --produces a valuable outcome, whether it be a bridge, an app, or a new service. But what author Mel Bost points out so well in this book, is that projects also yield something perhaps even**more**valuable: lessons learned, enabling an enterprise to execute projects sustainably better, with sustained benefits realization. With a flair for storytelling, Bost uses case studies, templates, and examples from his vast and varied PM and PMO experience to make this book a valuable read for any project manager who wants to consistently master the art and science of project management." --Rich Maltzman, co-author of the Cleland Award-Winning__Green Project Management__as well as__Bridging the PM Competency Gap__Project Management Lessons Learned: A Continuous Process Improvement Framework is intended for project managers, PMO professionals, and students of project management who wish to apply performance-based feedback to their process and project improvements. This feedback is the basis for modern process control theory, which is playing a greater and greater role in process design. Readers can apply the Process Feedback Framework, as well as lesson learned from the book's case studies, to meet challenges that arise now and in the future.Special focus is given to technology development in projects and sustainability implications of process design. The book emphasizes rationale for a robust project risk management program which capitalizes on lessons learned. PMO leaders can use the organizational dynamics and systems archetypes applications presented in the book to define project policy standards and procedures to align PMO behaviors with performance objectives.as both a project manager and a PMO practitioner. Kudos to him for bringing us this valuable perspective on lessons learned." --Mark Price Perry, Founder, BOT International and author of__Business Driven Project Portfolio Management__"Every project --by definition --produces a valuable outcome, whether it be a bridge, an app, or a new service. But what author Mel Bost points out so well in this book, is that projects also yield something perhaps even**more**valuable: lessons learned, enabling an enterprise to execute projects sustainably better, with sustained benefits realization. With a flair for storytelling, Bost uses case studies, templates, and examples from his vast and varied PM and PMO experience to make this book a valuable read for any project manager who wants to consistently master the art and science of project management." --Rich Maltzman, co-author of the Cleland Award-Winning__Green Project Management__as well as__Bridging the PM Competency Gap__Project Management Lessons Learned: A Continuous Process Improvement Framework is intended for project managers, PMO professionals, and students of project management who wish to apply performance-based feedback to their process and project improvements. This feedback is the basis for modern process control theory, which is playing a greater and greater role in process design. Readers can apply the Process Feedback Framework, as well as lesson learned from the book's case studies, to meet challenges that arise now and in the future.Special focus is given to technology development in projects and sustainability implications of process design. The book emphasizes rationale for a robust project risk management program which capitalizes on lessons learned. PMO leaders can use the organizational dynamics and systems archetypes applications presented in the book to define project policy standards and procedures to align PMO behaviors with performance objectives. Introduction to processes and projects as key facilitators of modern life -- Understanding and empowering the program management office (PMO) and its influence on project lessons learned -- What do i do if my PMO can't execute? -- Avoiding disruption of the pmo by "accidental adversaries" -- Identifying and applying lessons learned -- The importance of reflection and changing attitudes in lessons learned -- What is "leverage" and how can project managers use it to their advantage? -- The best time to document project lessons learned -- The actual cost to your PMO for not capturing and sharing project lessons learned -- Applying project lessons learned as a best practice for your organization -- Understanding and using the new project framework -- Recognizing and using different perspectives -- Dilemmas and choices faced by project managers -- Identifying valuable candidates for project lessons learned -- Using the project framework to the benefit of enterprise risk management -- The tremendous impact of role models on project management leadership -- Facilitating a closer connection : lessons learned, risk management and knowledge management -- Using the project framework to facilitate technology development in projects -- Using facilitation and reframing toward project process improvement -- Avoiding the traps where structure influences behavior -- Lessons learned from the application of organizational dynamics to the business continuation and emergency response environment -- The sustainability imperative -- Conclusions -- Summary -- Epilogue -- Glossary -- Appendices -- References -- Index Read more... Abstract: Introduction to processes and projects as key facilitators of modern life -- Understanding and empowering the program management office (PMO) and its influence on project lessons learned -- What do i do if my PMO can't execute? -- Avoiding disruption of the pmo by "accidental adversaries" -- Identifying and applying lessons learned -- The importance of reflection and changing attitudes in lessons learned -- What is "leverage" and how can project managers use it to their advantage? -- The best time to document project lessons learned -- The actual cost to your PMO for not capturing and sharing project lessons learned -- Applying project lessons learned as a best practice for your organization -- Understanding and using the new project framework -- Recognizing and using different perspectives -- Dilemmas and choices faced by project managers -- Identifying valuable candidates for project lessons learned -- Using the project framework to the benefit of enterprise risk management -- The tremendous impact of role models on project management leadership -- Facilitating a closer connection : lessons learned, risk management and knowledge management -- Using the project framework to facilitate technology development in projects -- Using facilitation and reframing toward project process improvement -- Avoiding the traps where structure influences behavior -- Lessons learned from the application of organizational dynamics to the business continuation and emergency response environment -- The sustainability imperative -- Conclusions -- Summary -- Epilogue -- Glossary -- Appendices -- References -- Index Content: 1. Introduction to Processes and Projects as Key Facilitators of Modern Life2. Understanding and Empowering the Program Management Office (PMO) and Its Influence on Project Lessons Learned3. What Do I Do If My PMO Can't Execute?4. Avoiding Disruption of the PMO by Accidental Adversaries 5. Identifying and Applying Lessons Learned 6. What Is "Leverage" and How Can Project Managers Use It to Their Advantage? 7. The Importance of Reflection and Changing Attitudes in Lessons Learned 8. The Best Time to Document Project Lessons Learned 9. The Actual Cost to Your PMO for Not Capturing and Sharing Project Lessons Learned 10. Applying Project Lessons Learned as a Best Practice for Your Organization 11. Understanding and Using the New Project Framework 12. Recognizing and Using Different Perspectives 13. Dilemmas and Choices Faced by Project Managers 14. Identifying Valuable Candidates for Project Lessons Learned 15. Using the Project Framework to the Benefit of Enterprise Risk Management 16. The Tremendous Impact of Role Models on Project Management Leadership 17. Facilitating a Closer Connection: Lessons Learned, Risk Management, and Knowledge Management 18. Using the Project Framework to Facilitate Technology Development in Projects 19. Using Facilitation and Reframing toward Project Process Improvement 20. Avoiding Traps Where Structure Influences Behavior 21. Lessons Learned from the Application of Organizational Dynamics to the Business Continuation and Emergency Response Environment 22. The Sustainability Imperative23. Conclusions 24. Summary Appendix 1. Project Lessons Learned Template Appendix 2. A Layman's Guide to Reinforcing and Balancing Loop Behavior and the Resulting Systems Archetypes Appendix. 3 Systems Thinking and Organizational Dynamics Example-Teen Drivers Appendix 4. Project Lessons Learned from the Panama Canal Experiences Appendix 5. Capability Maturity Model Background and Levels of Maturity Appendix 6. Research as a Major Process Appendix 7. Scenarios Where Lessons Learned Can Positively Impact Performance and Outcomes Epilogue Glossary References "Lessons Learned is an important phase in project management. This is when organizations can pave the way for future project success by documenting performance shortfalls so they are not repeated and recording best practices so they are repeated. This book covers the important role a project management office (PMO) plays in promoting lessons learned. Project managers learn how to improve processes by applying lessons learned. The book emphasizes "actionability," or producing a process improvement that can be acted upon by anyone in the PMO or project team."--Provided by publisher Lessons Learned is an important phase in project management. This is when organizations can pave the way for future project success by documenting mistakes so they are not repeated and recording best practices so they are repeated. This book covers the important role a project management office (PMO) plays in promoting lessons learned. Project managers learn how to improve processes by applying lessons learned. The book emphasizes "actionability," or producing a process improvement that can be acted upon by anyone in the PMO or project team.