Changing organisations through hands-on training

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A talk I gave at XP2012 in Malmo, Sweden. It describes some of the practices we used whilst training at ThoughtWorks University with the aim that they might be interesting to people who are trying to train staff in "agile"

Education Technology

Changing Organisations
Through
Hands-On Training

Jim Barritt

@jimbarritt

Changing Organisations
Through
Hands-On Training

How to fail!

Jim Barritt

It’s not all about me!

Roy Singham

@sumeet_moghe

It’s not all about me!

Roy Singham

@sumeet_moghe
@frankmt

Storyline
Why should we
care?

ThoughtWorks University

Storyline
Why should we
care?

ThoughtWorks University

Concept

Storyline
Why should we
care?

ThoughtWorks University

Concept

Evolution

Storyline
Why should we
care?

ThoughtWorks University

Concept

Evolution

Practices

Storyline
Why should we
care?

ThoughtWorks University

Concept

Evolution

Practices

Principles

Storyline
Why should we
care?

ThoughtWorks University

Concept

Evolution

Practices

Principles

How can I apply this?

Why should we care?

IBM CEO Survey 2010

Why should we care?

IBM CEO Survey 2010

60% Currently experiencing
high / very high levels of
complexity

Why should we care?

IBM CEO Survey 2010

79% Expect high / very high
levels of complexity within
next 5 years

Why should we care?

IBM CEO Survey 2010

49% Felt prepared for the
complexity

Why should we care?

build

measure
learn

@leanstartup

Practices - Collaborative learning

www.sukrupa.org

Practices - Collaborative learning

‘Exploded Story’

Practices - Collaborative learning

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s a d
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A t unc
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c o llab c e of f u sto m whe
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sm a ake d so le t
n m laxe e ab
w e ca ai n re w ill b asil
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and ang cont
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t h in he n
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a da p

‘Exploded Story’

Practices - Collaborative learning

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Practices - Collaborative learning

Pairing

Practices - Collaborative learning

Pairing

And rotate....

Practices - Collaborative learning

Knowledge pills

Practices - Collaborative learning

On demand (self medication) ...

Knowledge pills

Practices - Collaborative learning

On demand (self medication) ...

Participants decide when to stop ...

Knowledge pills

Practices - Collaborative learning

On demand (self medication) ...

Participants decide when to stop ...

We can add to the list at any time ...

Knowledge pills

Practices - Let’s go to work!

Trainer Interference

Practices - Let’s go to work!

Press pause

Principles

Fail Safely
Participants pull

Principles

Fail Safely
Participants pull

Trainers design the course

Principles

Fail Safely
Participants pull

Trainers design the course

Reflection time

Principles

Fail Safely
Participants pull

Trainers design the course

Reflection time
Collaborative learning

Principles

Fail Safely
Participants pull

Trainers design the course

Reflection time
Collaborative learning

Trainer discipline -
“World class experience”

Wrap Up
Why should we
care?

ThoughtWorks University

Concept

Evolution

Practices

Principles

How can I apply this?

Wrap Up
Why should we
care?

ThoughtWorks University

Concept

Evolution
You
Practices
her are
e!
Principles

How can I apply this?

Jim Barritt - jimb@thoughtworks.com, @jimbarritt

www.sukrupa.org

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Changing organisations through hands-on training

1. Changing Organisations Through Hands-On Training Jim Barritt @jimbarritt

2. Changing Organisations Through Hands-On Training How to fail! Jim Barritt

3. It’s not all about me!

4. It’s not all about me! Roy Singham

5. It’s not all about me! Roy Singham @sumeet_moghe

6. It’s not all about me! Roy Singham @sumeet_moghe @frankmt

7. Storyline Why should we care?

8. Storyline Why should we care? ThoughtWorks University

9. Storyline Why should we care? ThoughtWorks University Concept

10. Storyline Why should we care? ThoughtWorks University Concept Evolution

11. Storyline Why should we care? ThoughtWorks University Concept Evolution Practices

12. Storyline Why should we care? ThoughtWorks University Concept Evolution Practices Principles

13. Storyline Why should we care? ThoughtWorks University Concept Evolution Practices Principles How can I apply this?

14. Why should we care?

15. Why should we care? IBM CEO Survey 2010

16. Why should we care? IBM CEO Survey 2010 60% Currently experiencing high / very high levels of complexity

17. Why should we care? IBM CEO Survey 2010 79% Expect high / very high levels of complexity within next 5 years

18. Why should we care? IBM CEO Survey 2010 49% Felt prepared for the complexity

19. Why should we care?

20. Why should we care? @leanstartup

21. Why should we care? build measure learn @leanstartup

22. Welcome to TWU! - concept

23. Welcome to TWU! - concept

24. Welcome to TWU! - concept

25. Model

26. Model

27. Evolution

28. Practices - Teaching

29. Practices - Collaborative learning

30. Practices - Collaborative learning

31. Practices - Collaborative learning www.sukrupa.org

32. Practices - Collaborative learning www.sukrupa.org

33. Practices - Collaborative learning ‘Exploded Story’

34. Practices - Collaborative learning o ant t e w a m, w ment a #2 3 t te mpl e m en i that v elop ly t o ty s o s a d e e c lose t io nal i a ppy A t unc o ra er h c o llab c e of f u sto m whe n ll p ie o ur c that o sm a ake d so le t n m laxe e ab w e ca ai n re w ill b asil y rem e, we e xt e and ang cont g s ch ew t h in he n t to t a da p ‘Exploded Story’

35. Practices - Collaborative learning o ant t e w a m, w ment a #2 3 t te mpl e m en i that v elop ly t o ty s o s a d e e c lose t io nal i a ppy A t unc o ra er h c o llab c e of f u sto m whe n ll p ie o ur c that o sm a ake d so le t n m laxe e ab w e ca ai n re w ill b asil y rem e, we e xt e and ang cont g s ch ew t h in he n t to t a da p 1 Week, 1 Story, 1 Team ‘Exploded Story’

36. Practices - Collaborative learning ‘Exploded Story’

37. Practices - Collaborative learning ‘Exploded Story’

38. Practices - Collaborative learning Randori Dojo

39. Practices - Collaborative learning Randori Dojo

40. Practices - Collaborative learning Pairing

41. Practices - Collaborative learning Pairing

42. Practices - Collaborative learning Pairing And rotate....

43. Practices - Collaborative learning Knowledge pills

44. Practices - Collaborative learning On demand (self medication) ... Knowledge pills

45. Practices - Collaborative learning On demand (self medication) ... Participants decide when to stop ... Knowledge pills

46. Practices - Collaborative learning On demand (self medication) ... Participants decide when to stop ... We can add to the list at any time ... Knowledge pills

47. Practices - Let’s go to work!

48. Practices - Let’s go to work!

49. Practices - Let’s go to work! Trainer Interference

50. Practices - Let’s go to work!

51. Practices - Let’s go to work! Press pause

52. Principles

53. Principles

54. Principles Fail Safely

55. Principles Fail Safely Participants pull

56. Principles Fail Safely Participants pull Trainers design the course

57. Principles Fail Safely Participants pull Trainers design the course Reflection time

58. Principles Fail Safely Participants pull Trainers design the course Reflection time Collaborative learning

59. Principles Fail Safely Participants pull Trainers design the course Reflection time Collaborative learning Trainer discipline - “World class experience”

60. Principles Fail Safely Participants pull Trainers design the course Reflection time Collaborative learning Trainer discipline - “World class experience” Feedback

61. How can I apply this?

62. How can I apply this?

63. How can I apply this? Allow teams to fail (Risk profile)

64. How can I apply this? Allow teams to fail (Risk profile) Fail in the small, not in the large

65. How can I apply this? Allow teams to fail (Risk profile) Fail in the small, not in the large Get out of your context

66. How can I apply this? Allow teams to fail (Risk profile) Fail in the small, not in the large Get out of your context Leverage experience within your company

67. How can I apply this? Allow teams to fail (Risk profile) Fail in the small, not in the large Get out of your context Leverage experience within your company Use real stories?

68. How can I apply this? Allow teams to fail (Risk profile) Fail in the small, not in the large Get out of your context Leverage experience within your company Use real stories? Self assessment - when are we ready?

69. Wrap Up Why should we care? ThoughtWorks University Concept Evolution Practices Principles How can I apply this?

70. Wrap Up Why should we care? ThoughtWorks University Concept Evolution You Practices her are e! Principles How can I apply this?

71. Jim Barritt - jimb@thoughtworks.com, @jimbarritt www.sukrupa.org e-MagineArt.com alicepopkorn nathangibbs http://flickrcc.bluemountains.net

Editor's Notes

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http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html\n\n1500 global ceos\n\nSectors\n\nPublic\nCommunications\nDistribution\nFinancial services\nIndustrial\n\nRegions\nGrowth markets\nNorth America\nEurope\nJapan\n\n
Importance of training in bringing new people into the organisation\n\nThe earlier we can learn something the more valuable it is\n\nWe learn more when we fail\n\n\n\n\n
Importance of training in bringing new people into the organisation\n\nThe earlier we can learn something the more valuable it is\n\nWe learn more when we fail\n\n\n\n\n
Run for x yrs?\nHow many people been through it?\nGetting people up to speed - Culture and Practice\nAllow them to fail in a safe environment\n
Run for x yrs?\nHow many people been through it?\nGetting people up to speed - Culture and Practice\nAllow them to fail in a safe environment\n
Run for x yrs?\nHow many people been through it?\nGetting people up to speed - Culture and Practice\nAllow them to fail in a safe environment\n
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6 week period of time\n\nOriginally 4 weeks of &#x201C;teaching&#x201D; then 2 weeks of a project &#x201C;Simulation&#x201D; (Made up)\n\nBy the end 1 week &#x201C;Teaching&#x201D;, 1 week collaborative learning, 4 weeks Real project\n
\nPresentations,\n\nInventing games (e.g. lego game, the consulting game)\n\n\n\n
Its up to the trainers to decide how to run the show\nOriginally a set of defined workshops on things like &#x201C;Object Oriented programming&#x201D; &#x201C;Build pipelines&#x201D;\n\nKnowledge Pills - Ask participants how long they want\nRandori dojos -> to working in groups\nExploded Story - run through a scenario as a group\nDaily learning standup\nTrainers drive first one\nPairing\nInventing games (e.g. lego game, the consulting game)\nPress Pause\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
FLikr CC - e-MagineArt.com\n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
5 Minute Iterations - then a review \n\n
On Demand (Self medicating)\nYou decide when to stop\nCan add to the list anytime\n\n\n
On Demand (Self medicating)\nYou decide when to stop\nCan add to the list anytime\n\n\n
On Demand (Self medicating)\nYou decide when to stop\nCan add to the list anytime\n\n\n
\nPress Pause\nDaily learning standup\n\n\n\n\n
Decided rituals upfront\nTrainers drive the first one\nPairing\nDaily reflection\n\n
Decided rituals upfront\nTrainers drive the first one\nPairing\nDaily reflection\n\n
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Ran this workshop based on our model\n\n3 - days (can be as long as needed)\n\nFollowed by 2-3 weeks of project work \n\nUsed real context\n
Allow teams to fail - don&#x2019;t do it on a mission critical project?:)\n\nYou don&#x2019;t need fancy trainers\n
Allow teams to fail - don&#x2019;t do it on a mission critical project?:)\n\nYou don&#x2019;t need fancy trainers\n
Allow teams to fail - don&#x2019;t do it on a mission critical project?:)\n\nYou don&#x2019;t need fancy trainers\n
Allow teams to fail - don&#x2019;t do it on a mission critical project?:)\n\nYou don&#x2019;t need fancy trainers\n
Allow teams to fail - don&#x2019;t do it on a mission critical project?:)\n\nYou don&#x2019;t need fancy trainers\n
Allow teams to fail - don&#x2019;t do it on a mission critical project?:)\n\nYou don&#x2019;t need fancy trainers\n
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Editor's Notes