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SPaMCAST 521 features our essay on user stories and legacy code.  A common question is how user stories can be developed for legacy code or for problems that crop up in production.  The implication is that creating user stories is too hard when dealing with legacy code changes or too slow when dealing with production problems.  User stories are a core tenet for most agile approaches.

This week we also have a visit from the Software Sensei, Kim Pries!  Kim talks about training in a column titled, “Software Catechism.”

Can you help keep the podcast growing? Here are some ideas:

  1. Tell a friend about the cast.
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  5. Sponsor an episode (text or call me to talk about the idea).
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Whether you do one or all six, being here is a big deal to everyone that helps get the podcast and blog together. Thank you!


Re-Read Saturday News
The Software Process and Measurement Cast and Blog crew is on the road this weekend so we are going to take a day off from our re-read of Bad Blood, Secrets and Lies in a Silicon Valley Startup by John Carreyrou (published by Alfred A. Knopf, 2018 – Buy a copy and read along!)   Today we re-visit an entry from 2013, In 2013 we ran a series titled “Motivational Sunday”. In this entry, we talked about the relationship between commitment and habits. I have tweaked the works a little but the sentiments are no different.

Habit and Commitmenthttps://bit.ly/2KbKq13 (more…)

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This week’s Software Process and Measurement Cast features our interview with Alex Papadimoulis.  Alex is returning to the Software Process and Measurement Cast to discuss Release.  Release is card game about making software inspired by development strategies like Lean, Agile, and DevOps, and classic trick -taking card games. We also circled back to talk about continuous delivery and DevOps; a bit of lagniappe to add to a great interview.

Alex’s Bio:

Alex

Alex is a speaker and writer who is passionate about looking beyond the code to build great software. In addition to founding Inedo – the makers of BuildMaster, the popular continuous delivery platform – Alex also started The Daily WTF, a fun site dedicated to building software the wrong way.

Contact Information:

Email:  apapadimoulis@inedo.com
Twitter: @apapadimoulis
Web: http://inedo.com/
Other Web: http://thedailywtf.com/

Call to action!

We are just completed a re-read John Kotter’s classic Leading Change on the Software Process and Measurement Blog (www.tcagley.wordpress.com) and are in process of choosing the next book for Re-read Saturday.  Please go to the poll and cast your vote by February 15?  Vote now at Software Process and Measurement Blog!

Next SPaMCast

In the next Software Process and Measurement Cast we will feature our essay on commitment.  What is the power of making a commitment? The making and keeping of commitments are core components of professional behavior. The simple definition of a commitment is a promise to perform. Whether Agile or Waterfall, commitments are used to manage software projects. Commitments drive the behavior of individuals, teams and organizations.  Commitments are powerful!

Shameless Ad for my book!

Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process, neither for you or your team.” Support SPaMCAST by buying the book here.

Available in English and Chinese.

Different training tools are sometimes needed!

Different training tools are sometimes needed!

Organizational transformations, like an Agile transformation, require the acquisition of new skills and capabilities. Gaining new skills and capabilities in an effective manner requires a training strategy. The best transformations borrow liberally from all categories of training strategies to best meet the needs of the transformation program and the culture of the organization. The four major training strategies typically used in Agile (and other IT) transformations have their own strengths and weaknesses. Those attributes make the strategies better for some types of knowledge and skill distribution than other strategies.

Training strategies by use.

Training strategies by use.

Lectures and presentations are the ubiquitous feature of the 21st century corporate meeting. These techniques are useful for spreading awareness and, to a lesser extent, to introduce concepts. The reduced efficiency of the lecture to introduce concepts is a due to trainers that are not trained educators, conference/training rooms that are not as well appointed as college lecture halls and learners that tend to pay only partial attention whenever possible. The partial attention problem is a reflection of email and text messages generated from their day job. Difficulties occur when distributed meetings are not supported with proper telecommunications.

Active learning and experiential learning are both excellent strategies for building and supporting skills and capabilities. Each method can include games, activities, discussions and lecture components. The combination of methods for generating and conveying knowledge keeps the learners focused and involved. Involvement helps defeat the common problem of partial attention by keeping the learners busy. The scalability of the two techniques differs, which can lead to a decision to favor one technique over the other. Many transformation programs blend both strategies. For example, I recently observed a program with group learning session (active learning) with assignments to be done outside the class as part of the learner’s day-to-day activities then debriefed in community of practice sessions (experiential learning).

Mentoring is a specialized form of experience-based learning. Because mentoring is generally a one-on-one technique, it is generally not scalable to for large-scale change programs, however it a good tool to transfer knowledge from one person to another and an excellent tool to support and maintain capabilities. Mentoring is most often used for specialized skills rather than general skills that need to broadly distributed.

Transformation programs generally will need to use more than one training strategy. Each strategy makes sense for specific scenarios. The of crafting an overall strategy requires understanding of which skills, capabilities and knowledge need to be fostered or built within the organization, then the distribution of the learners, the tools available and finally the organization’s culture. Once you understand the requirements, the training strategy can be crafted using a mixture of the training techniques.

You learn to play an instrument by practicing.

You learn to play an instrument by practicing.

Experiential learning, often thought of as learning by doing, can play an important role in any transformation program. In this strategy learners gather knowledge from the combination of doing something, reflecting on what was done and finally generalizing learnings into broader knowledge. The theory holds that knowledge is internalized through concrete engagement more effective and quickly rather through rote learning techniques. The basic steps of experiential learning are:

Experience – The learner is directly involved in experiences that are tied to a real world scenario. The teacher facilitates the experience. Writing your first computer program in a computer lab is an example of a concrete learning experience.

Reflection – The learner reflects on what happened and what they learned during the experience. Reflection typically includes determining what was important about the experience for future experiences. When used in a classroom, the reflection step generally includes sharing reflections and observations with the classmates (a form of a feedback loop). Demonstrating the program you wrote, reviewing the code snippets and sharing lessons learned with the class would be an example of this step.

Generalization – The learner incorporates the experience and what was learned into their broader view of how their job should be performed. The lessons learned from writing the program adds to the base of coding and problem-solving knowledge for the learner.

The flow of work through a team using Scrum can be mapped to experiential learning model. Small slices are of work are accepted into a sprint, the team solves the business problem, reflects on what was learned and then uses what was learned to determine what work will be done next. The process follows the experience, reflection, generalization flow.

There are several versions of the three stage experiential learning model. Conceptually they are all similar, the differences tend to be how the stages are broken down. For example, Northern Illinois University breaks the reflection step into reflection and “what’s important” steps.

There are several pluses and minuses I have observed in applying experiential learning in transformation programs.

Pluses

  1. Builds on and connects theory to the real world – Theory is often a dirty word in organizations. Experiential learning allows learners to experience a concept that can then be tied back to higher-level concepts such as theory.
  2. Experiences can be manufactured – Meaningful real-life examples can be designed to generate or focus on a specific concepts. When I learned to code first assembler computer program in the LSU computer lab, I was assigned a specific project by my TA.  This was an example of experiential learning.
  3. Can be coupled with other learning techniques – Experiential learning techniques can be combined with other learning strategies to meet logistical and cultural needs. For example classic lecture methods can be combined with experiential learning. My assembler class at LSU included lecture (theory) and lab (experiential) features.
  4. Individuals can apply experiential learning outside of the classroom – Motivated learners often apply the concept of experiential learning to add skills in a non-classroom environment when the skill may not generally applicable to the team or organization. For example, I had an employee learn to write SQL when I got frustrated waiting for the support team to write queries for him.  I learned by writing simple queries and debugging the results (he also used the internet for reference).

Minuses

  1. Not perfectly scalable – Experiential learning in the classroom or organization tends to require facilitation. Facilitation of large groups either requires multiple facilitators for breaking the group up into smaller groups and extending the time it takes to deliver the training. Without good facilitation experiential learning is less effective (just ask my wife about my skills facilitating her experience learning to drive a stick shift).
  2. Requires careful design – Experience, if not designed or facilitated well, can lead to learning the wrong lesson or to failures that impact the learner’s motivation.
  3. Reflection and generalization steps are often overlooked – The steps after experience are occasionally not given the focus needed to draw out concepts that were learned and then allow them to be incorporated the broader process of how work is performed.

Can anyone learn to ride a bicycle from a book or from a lecture? But you can learn to ride a bicycle using experiential learning (the reality is that it might be the only way). Experiential learning lets the learner try to ride the bike, fall and skin their knees, reflect on the how to improve and then try again.

Group discussion is an active learning technique.

Group discussion is an active learning technique.

Change is often premised on people learning new methods, frameworks or techniques.  For any change to be implemented effectively, change agents need to understand the most effective way of helping learners learn.  Active learning is a theory of teaching based on the belief that learners should take responsibility for their own learning.  Techniques that support this type of teaching exist on a continuum that begins with merely fostering active listening, to interactive lectures and finally to using investigative inquiry techniques. Learning using games is a form of active learning (see www.tastycupcake.org for examples of Agile games).  Using active learning requires understanding the four basic elements of active learning, participants’ responsibilities and keys to success.

There are four basic elements of active learning that need to be worked into content delivery.

  1. Talking and listening – The act of talking about a topic helps learners organize, synthesize and reinforce what they have learned.
  2. Writing – Writing provides a mechanism for students to process information (similar to talking and listening). Writing is can used in when groups are too large for group or team level interaction or are geographically distributed.
  3. Reading – Reading provides the entry point for new ideas and concepts. Coupling reading with other techniques such as writing (e.g. generating notes and summaries) improves learner’s ability to synthesize and incorporate new concepts.
  4. Reflecting – Reflection provides learners with time to synthesize what they have learned. For example providing learners with time to reflect on how they would teach or answer questions on the knowledge gained in a game or exercise helps increase retention.

Both learners and teachers have responsibilities when using active learning methods. Learners have the responsibility to:

  1. Be motivated – The learner needs to have a goal for learning and the will to expend the effort needed to reach that goal.
  2. Participate in the community – The learner needs to support the needs of other learners in games, exercises and discussions.
  3. Be able to accept, shape and manage change – Learning is change; the learner must be able to incorporate what they have learned into how they work.

While by definition, active learning shifts the responsibility for learning to learner not all of the responsibility rests on the learner. Teachers/Organization have the responsibility to:

  1. Set goals – The teacher or organization needs to define or identify the desired result of the training.
  2. Design curriculum – The trainer (or curriculum designer) needs to ensure they have designed the courseware needed to guide the learner’s transformations.
  3. Provide facilitation – The trainer needs to provide encouragement and help make the learning process easier.

As a trainer in an organization pursuing a transformation, there are several keys to successfully using active learning.

  1. Use creative events (games or other exercised) that generate engagement.
  2. Incorporate active learning in a planned manner.
  3. Make sure the class understands the process being used and how it will benefit them.
  4. In longer classes, vary pair, team or group membership to help expose learners to as diverse a set of points-of-view as possible.
  5. All exercises should conclude with a readout/presentation of results to the class.  Varying the approach (have different people present, ask different questions) taken during the readout help focus learner attention.
  6. Negotiate a signal for students to stop talking. (Best method: The hand raise, where when the teacher raises his or her hand everyone else raises their hand and stops talking.)

While randomly adding a discussion exercise at the end of a lecture module uses an active learning technique, it not a reflection of an effective approach to active learning.  When building a class or curriculum that intends to use active learning, the game, and exercises that are selected need to be carefully chosen  to elicit the desired learning impact.