Difference between revisions of "Knowledge injection"
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{{Oyster | {{Oyster | ||
|goal=boost autonomy, mastery, and purpose | |||
|stage=Sparkle | |stage=Sparkle | ||
|theme=Agile, Lean, Scrum | |theme=Agile, Lean, Scrum | ||
|context=a project or evolution of a product. The {{p|one team}} still misses some crucial knowledge and expertise in order to operate at full speed. | |context=a project or evolution of a product. The {{p|one team}} still misses some crucial knowledge and expertise in order to operate at full speed. | ||
|wish | |wish=A knowledgable and skilled crew works autonomously, and at full potential. | ||
| | |so=Inject the required knowledge by hiring an external expert or coach that teaches the team to fish (rather than feeding it a fish). | ||
|wish= | |wish full=A knowledgable and skilled crew works autonomously, and at full potential. | ||
|background= | |background=Forces: | ||
|therefore=Inject the required knowledge by hiring an external expert or coach that teaches the team to fish. | *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 full=Inject the required knowledge by hiring an external expert or coach that teaches the team to fish. | |||
}} | }} | ||
Picked up during a [[CSM]] training with {{trainer|Jeff Sutherland}}, late {{year|2011}}. | Picked up during a [[CSM]] training with {{trainer|Jeff Sutherland}}, late {{year|2011}}. | ||
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.
✣ ✣ ✣
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.
✣ ✣ ✣
✣ ✣ ✣
Picked up during a CSM training with Template:Trainer, late 2011.