I reviewed this book for a local chapter of Project Management Institute, PMI, and received a copy of this book. I highly recommend this book for any Project Manager's professional library.
As the author says in his introduction, this is a book about process, project, and lessons learned. He describes in the introduction how project managers can use this book successfully. This is a deep dive into the Lessons Learned process and provides a template for a continuous improvement framework.
PMI’s sixth edition of the PMBOK defines Lessons Learned as “The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance”. Read this book and you will fully comprehend the magnitude of that one sentence.
The book is 207 pages and made up of the following contents, which will give you a good idea of the material covered:
List of Figures
List of Tables
Preface
Acknowledgements
Author
Chapter 1: Introduction to Processes and Projects as Key Facilitators of Modern Life
Chapter 2: Understanding and Empowering the Program Management Office (PMO) and Its Influence on Project Lessons Learned
Chapter 3: What Do I Do If My PMO Can’t Execute?
Chapter 4: Avoiding Disruption of the PMO by Accidental Adversaries
Chapter 5: Identifying and Applying Lessons Learned
Chapter 6: What is “Leverage” and How Can Project Managers Use It to Their Advantage
Chapter 7: The Importance of Reflection and Changing Attitudes in Lessons Learned
Chapter 8: The Best Time to Document Project Lessons Learned
Chapter 9: The Actual Cost to Your PMO for Not Capturing and Sharing Project Lessons Learned
Chapter 10: Applying Project Lessons Learned as a Best Practice for Your Organization
Chapter 11: Understanding and Using the New Project Framework
Chapter 12: Recognizing and Using Different Perspectives
Chapter 13: Dilemmas and Choices Faced by Project Managers
Chapter 14: Identifying Valuable Candidates for Project Lessons Learned
Chapter 15: Using the Project Framework to the Benefit of Enterprise Risk Management
Chapter 16: The Tremendous Impact of Role Models on Project Management Leadership
Chapter 17: Facilitating a Closer Connection: Lessons Learned, Risk Management, and Knowledge Management
Chapter 18: Using the Project Framework to Facilitate Technology Development in Projects
Chapter 19: Using Facilitation and Reframing toward Project Process Improvement
Chapter 20: Avoiding Traps Where Structure Influences Behavior
Chapter 21: Lessons Learned from the Application of Organizational Dynamics to the Business Continuation and Emergency Response Environment
Chapter 22: The Sustainability Imperative
Chapter 23: Conclusions
Chapter 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
Author Index
Subject Index
Lessons learned is about improving the success of projects, the processes, and the quality of those projects. Reducing the mistakes and improving the results, this allows not only yourself but your PMO, organization and future project managers to learn not only by your mistakes but by your successes. Lessons learned should be an ongoing process through the life of the project, each phase and not just at the end of the project as a checklist item during the closing project phase.
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