FACILITATING LEVEL 2:
Many project organizations are small in scale, with one or two teams at most working on projects at the same time. For these organizations, the people who develop improvements are not different from the ones who use them in the next project. In larger project organizations, however, and on business transformation initiatives that require many concurrent work streams, there may be numerous or even hundreds of projects going at the same time. People who work in these environments know that while each project is unique—having its own set of objectives, plans, issues, and risks—many of them follow common steps. In these situations, one team may benefit from improvements and innovations made by another. At this level of multi-level learning, knowledge and innovation are shared across projects to improve processes that are common to multiple projects. This creates a “multiplier effect,” in which improvements can not only improve team efficiency and effectiveness, but enable the organization as a whole to continuously improve, reduce waste, and deliver faster across many projects at the same time.
This chapter covers how to apply the principles of multi-level learning to facilitate cross-project improvement. It begins with an overview of this level and then moves to a discussion of the steps required to make it happen.
Questia, a part of Gale, Cengage Learning. www.questia.com
Publication information: Book title: Facilitating Project Performance Improvement: A Practical Guide to Multi-Level Learning. Contributors: Jerry Julian - Author. Publisher: AMACOM. Place of publication: New York. Publication year: 2010. Page number: 138.
This material is protected by copyright and, with the exception of fair use, may not be further copied, distributed or transmitted in any form or by any means.