Difference between revisions of "Knowledge injection"

From Pearl Language
Jump to navigation Jump to search
m (Only did the wish in a single line on previous edit…)
(Added some forces.)
Line 6: Line 6:
|therefore in a single line=Inject the required knowledge by hiring an external expert or coach that teaches the team to fish (rather than feeding it a fish).
|therefore in a single line=Inject the required knowledge by hiring an external expert or coach that teaches the team to fish (rather than feeding it a fish).
|wish=A knowledgable and skilled crew works autonomously, and at full potential.
|wish=A knowledgable and skilled crew works autonomously, and at full potential.
|background=Have the team trained 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—how do you measure when the knowledge injection is complete?
|background=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.
*{{p|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.
|therefore=Inject the required knowledge by hiring an external expert or coach that teaches the team to fish.
}}
}}

Revision as of 09:01, 7 June 2012

…a project or evolution of a product. The one team still misses some crucial knowledge and expertise in order to operate at full speed.

✣  ✣  ✣

{{{wish full}}}

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:

{{{therefore full}}}

✣  ✣  ✣



✣  ✣  ✣

Picked up during a CSM training with Template:Trainer, late 2011.