Difference between revisions of "Knowledge injection"
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Latest revision as of 19:39, 26 May 2013
…a project or evolution of a product. The one team still misses some crucial knowledge and expertise in order to operate at full speed.
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A knowledgable and skilled crew works autonomously, and at full potential.
Forces:
- Becoming dependent on single specialists is all too easy.
- Subject matter experts tend to become over-specialized.
- Allocating specialized resources is a tedious and expensive job.
- Task switching specialist across multiple projects or teams exponentially reduces productivity.
- stable teams are more predictable, sustainable and resilient.
Rather than having a specialist join the team for half a day, every week, have the team trained by the specialist on the required topics. Hire an (external) expert with the goal to transfer as much knowledge, skill and experience in a limited time. Set up the exit criteria for the external expert up front—how do you measure when the knowledge injection is complete?
Therefore:
Inject the required knowledge by hiring an external expert or coach that teaches the team to fish.
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Picked up during a CSM training with Template:Trainer, late 2011.