Lessons Learned in Building a Learning Organization5JMD Capital Inc. Lessons Learned in Building a...
Transcript of Lessons Learned in Building a Learning Organization5JMD Capital Inc. Lessons Learned in Building a...
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© Copyright 2009 Michelle DunnJMD Capital Inc.
Lessons Learned in Building aLearning Organization
Michelle DunnDecember 2009
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School Is Out!
No More Pencils,No More Books,
No More Teachers,Dirty Looks!
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School is In!
Congratulations,your schoolingmay be over
but rememberthat your education
still continues!
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Various Types of Learning Test / QA skills Methodology / Processes Culture Technology / Tools Business / Domain Knowledge Soft skills
communication, problem solving, teamwork
Management / Leadership
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What is a Learning Culture?Recognizes, creates, and explores new
knowledgeFosters knowledge to generate new
ideas and conceptsGrows from successes and failuresInnovates fast enough to thrive in a
changing environment
Motivation, Empowering, Innovation
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How Can We Do it Now?
Rapid Change / Releases
Human Knowledge Base
Money / Training Budgets
Time to Learn
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Benefits to the Individual More Hireable
More varied toolbox of skills Ability to compete in market Continued employment
More Money Show ability to learn and try new skills Given new responsibility / roles Gain new skills
New Career Exposure to new areas
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Benefits to the Organization
Invest in most valuable company asset … developingpeople
Productivity, skills, and quality of work
Retention, and job satisfaction
Waste, down time, and absenteeism
Adapt to workplace change
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Sounds Great but … How? Start Simple
Gain Knowledge with learning that is: Low cost, Low effort, High impact
Whole Team Involvement Employees and consultants
Focus on “Training Stickyness” Acquire knowledge and retain that
knowledge through practice
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Create a Library
Magazines Books
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Not just paper anymore QA Professional Websites
Presentations Articles
Stickyminds Powerpass
Blogs AST – Association for Software
Testing
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Networking Not just for job opportunities Calgary based networks
SQDG APLN CAMUG CIPS
Colleagues LinkedIn
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Skill Development OpenSource contributions Evaluation copy of test tools Weekend Tester Soft skills
Toastmasters Coaches camp Leadership training Facilitation Negotiation
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Senior Test Resources Senior consultants
E.g. Highly skilled, highly experienced QA/QC experts
Process expert E.g. Agile coach
Test/QC expert E.g. Exploratory test consultant
QA communication expert E.g. Metrics / Release Management consultant
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Courses & Workshops Courses
SAIT – QA certificate Test design Project management – Mount Royal
Workshops (e.g. Thoughtworks) Webinars E-Training
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Internal Presentations Lunch & Learns, given by the
team to the team Topics must be varied, current
and engaging Skills (automation testing) Product (new features) Professional (resume writing) Personal/Life Skills (leadership)
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Road Shows & Meetings
Quarterly executive road show Vision of the quarter and coming year
Monthly IT/QA presentations Strategy on how team will contribute &
align to company’s vision
Team meetings
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Retrospectives Meeting to uncover lessons
learned of a project iterationor project milestones
Retrospectives aren’t just forprojects, they are also useful for Process improvement Vision / Goal reviews Technology Performance Reviews / Goal Setting ETC.
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Certification
“To Certify or To NotCertify … that is thequestion”
Common terminology Expand your vision of
QA and its role Spawn study groups Recertification =
continued learning
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Conferences For various skill and
experience levels Exposure to various
Tools Processes QA experts
Presentation style ordiscussion style
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Mentoring Experienced (mentors)
are matched with lesserexperienced (mentees)
Formal vs. In-Formal Internal vs. External Examples
Accelerate top performers On-boarding of new staff Executive coaching
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Buddy System Reciprocal learning where
staff is paired by sharingsimilar interests
Formal vs. Informal Examples:
Leadership / technical testing Junior business tester / int. tester Usability / automation
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Top 5 Training RoadblocksNo Money
Seen as a cost not as an investment
No Time For training For experimenting with new ideas
Lack of Management Support Bottom up approach Dictate vs. Collaborate
Training vs. Learning Culture “One size fits all” Training just the individuals Only formal education is valued Value quantity vs. quality
Lack of innovation and motivation
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Strive for a Learning Culture
Communicate and incorporate newknowledge
Learn from your mistakesGive time to learnEmpower everyone to contribute to
improving existing processesReview and constantly evolve
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1. Communication & Incorporate• Start Small and Grow• Communicate and teach
your learnings and newideas
• Create norm that everyperson who attends trainingis expected to:• Train others• Propose improvements• Incorporate learnings into day
to day activities
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2. Learn from your mistakes
“Success is a lousyteacher.”
Bill Gates
Learn from errors –both commission andomission
Tolerate risks
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3. Giving Time to Learn
Slack Time Google 20% a week 4 hours a week 1 hour lunch/learn a week
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4. Encourage Everyone to Contribute Create a culture that empowers everyone Everyone has an opportunity to learn/share
knowledge and work together Collaboration - “Joint work towards a common end” Reward motivation and innovation
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5. Review and Continually Evolve
Goal: Instill a continuous learning mentality
Get buy-in from management and organization Provide continuous learning opportunities Acquire skills needed for future growth Review all aspects of the business for
improvement
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SummaryCreate a culture of learningTraining and Learning are an integral
part of strategic planning cycleValue all forms of learning
Formal/Informal Internal/External
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Questions