Organizations can be obsessed with speed. Invariably, the questions get asked, “What is our velocity or throughput? How can we go faster?” Software development organizations are knowledge work organizations, and they require different thinking about their primary constraint. In this session, we will explore better learning as a method to improve software development outcomes. Understanding the ephemeral nature of tacit knowledge helps us optimize for focus and flow. But poor tacit knowledge management leads to knowledge transfer rework and suboptimal team performance. Selecting team activities and techniques that encourage double loop learning is critical for organizational learning and improvement. In knowledge work, improved learning enables effective execution through organizational improvement. Without learning, speed just becomes a lot of wasted motion. Learning Outcomes: -Tacit knowledge is the "knowledge of the moment", and must be acted upon before it decays. -High work-in-process environments cause tacit knowledge decay and rework. -Double Loop learning occurs when the larger organization learns through questioning of it's own values and assumptions. -Agile ceremonies and methods are more effective when they enable both single and double loop learning. -Learning is more than how our brains work. Learning is how organizations improve.

1. Learning IS The Constraint
”Learning is not compulsory... neither is survival.” - W. Edwards Deming
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3. Learning
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4. Say What? Learning…?
Much of the knowledge around Learning is how individuals
learn new things -- how our brains work, learning styles,
better training or education techniques, etc.
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5. Definitions of Learning…
The capability of an organization to change course.
The capability of an organization to voluntarily change course.
The capability of an organization to improve.
The capability of an organization to function.
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6. Where is our Constraint?
Testing is the constraint.
Team communication is the constraint.
Management is the constraint.
Learning is the constraint.
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7. Organizational Learning ModelsModels
• Speed/Frequency of Feedback Loops (Agile 101)
• Tacit Knowledge
• Single and Double Loop Learning
Learning Anti-patterns
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8. Learning Through Feedback Loops
Doing
DoneBacklog
F
H E
C A
I
DevelopmentTo Do
Done Doing Done
G D
A D
P1
B
T
TestingAnalysis
Doing
Team
P
Internal Stakeholder
C
Customer
How quickly are we learning?
AA DD D T
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9. Learning Through Feedback Loops
“It's in the doing of the work that we
discover the work we must do”
- Woody Zuill
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10. Learning Through Feedback Loops
2 digit lottery example:
We can buy a two-digit lottery ticket for $1.
A winning number pays off $100.
Buy Two Digits at the Same Time:
Pay $1
Make Nothing
Make $100
99%
1%
Buy Two Digits with Feedback:
Pay $0.50
Make Nothing
Pay $0.50
90%
10%
Make Nothing
Make $100
90%
10%
Expected Payoff: Zero
Expected Payoff: $0.45
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11. Paper Airplanes
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Instructions for speaker feedback form, ½ sheet of paper:
1. Fold paper perfectly in half.
2. Fold the corners down so edge is flush.
3. Fold the next flap down so edge is flush.
4. Now fold wings down so they are symmetrical.
5. Mark a star with a pen or marker at the top of the plane, on each side.
6. Slightly bend back of wings to produce more lift.
7. Bend bottom flaps out to produce star shaped support.

12. Paper Airplanes
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Answer Key: Does yours look like this? Why not?

13. Tacit Knowledge: Learning and
knowledge that cannot be written down, and
is difficult to express through language. It
requires a shared experience to understand.
Tacit Knowledge 95%
Explicit Knowledge 5%
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14. Tacit Knowledge
Endeavors that require high levels of Tacit Knowledge:
• Playing an instrument
• Speaking a language
• Social intuition
• Leadership
• Humor
• Delivering Value as a Team
All require a Shared Experience to learn.
“Shared Documents are not
Shared Understanding.”
- Jeff Patton, User Story Mapping
Tacit Knowledge is Fleeting!
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15. Learning Anti-pattern #1
Limitless Backlogs
Backlog Design Develop Test Done
2-4 months away
Sally
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Apply WIP limits to your backlog!
[12]

16. Tacit Knowledge Management
The Life and Times of a 2 day user story.
Time2
= wait time
weeks = touch time
weeks
4 - 10 4 - 10 2
Customer Request
Prioritized in Product Backlog
Backlog Grooming Planning Into a Sprint
Story
Completed
= Tacit Knowledge Decay
Time
Customer
Request Completed
The Penalty for excessive WIP is Tacit Knowledge Decay
2 day
Story
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17. Tacit Knowledge Takeaways
Guardians of Tacit Knowledge?
Prompt team when tacit knowledge is rich: “How do we protect this?”
Answer: We must Act!
Limiting WIP protects tacit knowledge!
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To Act, we need to Focus.
To Focus, we need to limit WIP.

18. Single and Double Loop Learning
The most common style of learning is just problem
solving—improving the system as it exists.
Single Loop Learning
More than just fixing the problem, this style of
learning questions the underlying assumptions,
values, and beliefs behind what we do.
Double Loop Learning
--Argyris and Schon, Theory in Practice, 1974
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19. Single and Double Loop Learning
Results
(What we Get)
Strategies and Techniques
(What we Do)
Assumptions
(What we Believe)
Leads to
Informs
Leads to more effective
Question beliefs and assumptions 1. Estimation Reform (#NoEstimates)
2. Eliminating Performance Reviews
Examples:
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20. Learning Anti-pattern #2: Retrospective Boundaries
Retrospective Process
Single Loop LearningDouble Loop Learning
Team
Off Limits!
Off Limits!
Teams that only operate in their sphere of control are working against
the organization achieving transformational change
Sphere of ControlSphere of Influence

21. (No Constraints)
Double Loop Learning: Improvement Kata
Vision
Current
Condition Next Target Condition
Obstacle
Obstacle
Obstacle Questioning Beliefs
and Assumptions
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22. Improvement Kata Real-World Example
Now: Releases are chaotic and cost too much in
multiple ways (time, stress, $, customer impact).
Vision: Ability to release value as quickly and
frequently as needed, in a sustainable manner.
Next Target Condition: Merge to trunk when
User Story is done.
Obstacle: Some of the team members believe in
longer running branches…
Questioning Assumptions/Beliefs
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23. Learning IS The Constraint
”Learning is not compulsory... neither is survival.” - W. Edwards Deming
Things I do …
troy@kanflow.comLeanAgileKC.com
meetup.com/LAKCLeanCoffee
kc.agilehood.org
@troytuttle linkedin.com/in/troytuttle