Climbing the Learning Curve

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Summary:
It's a special challenge when your team has to learn new technologies and skills at the same time they're building a product. What can you do to manage the impact to delivery when your team needs to learn a new skill? Here, Esther Derby offers some strategies that support learning while building.

A few weeks ago I worked with a project team on a project retrospective. The project finished very late, though it did finally deliver part of the original scope. We examined the project history to understand what they'd done well, and what they would do differently. As the story of the project unfolded, a familiar pattern emerged.

The team had significant experience making incremental improvements to the company's core product. The time had come to re-architect and rebuild the system using newer technologies and an architecture that would enable the company to expand into related product lines.

This project required the team to learn new technologies and skills as they moved from COBOL to C++ and object design, relational databases and SQL, as they took on designing a system from the ground up.

Looking back, it seemed obvious. The team was facing the prospect of building significant new skills while building a new product.

"I wish we could have found a way to learn how to think in objects before we designed the whole thing," said Eric.

"Yeah," said Sara. "If I'd known at the beginning what I did at the end, I would have designed the databases differently. We lost a lot of time redoing things once we actually learned how to use the new DBMS."

You may not face this set or this many "new to you" challenges on your next project; but with the pace of technology change and the push for innovation, it's likely you'll be facing a steep learning curve on a project sooner rather than later.

What can you do to manage the impact to delivery when your team needs to learn a new skill? Here are some strategies that will support learning and help deliver a product.

Practice with Feedback
Many of us start learning out of a book or a week-long seminar, but to really master a new subject we need practice.

If you've ever taken up a new physical skill such as riding a bike, dancing, or playing golf, you have probably had this experience: you believe you are doing something right, but you are not achieving the results you anticipate. You lose your balance, step on your partner's toes, or hit into the rough. The results tell you something is not right, but you don't know exactly what to change. So you try sitting up straight, looking down at your feet, or lowering your shoulder. The adjustment may or may not improve the results. If not, you try something else.

One way to obtain more targeted feedback is to view yourself on videotape as you practice the new activity. As you watch the tape, you will obtain more information on how far away you are from proper form, but you may not know how to correct the problem.

When someone else who is an expert in the activity observes your performance, you receive specific feedback that tells you what aspect of your form is not correct and what you need to do to improve.

I've tried all of these methods: book learning, self-modification by trial and error, and videotaped feedback. I can learn a skill with any of them. I achieve the best and fastest results when I practice the skill and have feedback from an expert.

The same is true for learning a new technology, language, or design construct. We do receive feedback from the environment—the code doesn't work, the tests fail, the program won't compile or build. These feedback mechanisms give us information, but they are slow and painstaking.

Practice with expert feedback will increase the rate of learning and provide a base level of quality. While the expert won't correct all the style errors, she may prevent the worst from making it into the end product.

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About the author

Esther Derby's picture Esther Derby

A regular StickyMinds.com and Better Software magazine contributor, Esther Derby is one of the rare breed of consultants who blends the technical issues and managerial issues with the people-side issues. She is well known for helping teams grow to new levels of productivity. Project retrospectives and project assessments are two of Esther's key practices that serve as effective tools to start a team's transformation. Recognized as one of the world's leaders in retrospective facilitation, she often receives requests asking her to work with struggling teams. Esther is one of the founders of the AYE Conference. She co-author of Agile Retrospectives: Making Good Teams Great. She has presented at STAREAST, STARWEST and the Better Software Conference & EXPO. You can read more of Esther's musings on the wonderful world of software at www.estherderby.com and on her weblog at www.estherderby.com/weblog/blogger.html. Her email is derby@estherderby.com.

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