Dojos are the darling of technical learning and organizational transformation these days, but are they all they’re cracked up to be or just the latest industry fad? Join David Laribee, Head of Dojos/Strategic Advisor, and Anne Steiner, VP of Product Agility at Cprime, as they dig deeper into all things Dojo. We’ll learn how Dojos can become incubators for elite product development teams and serve as a more effective way to deploy and cultivate internal coaching capabilities. Then we’ll explore several advanced topics: measuring Dojo ROI; Dojos versus traditional training programs; sustaining learning momentum after a team’s Dojo experience; and, Dojos as a core component of a larger digital transformation strategy. Through real examples and stories, Dave and Anne will share the learnings DevJam (now Cprime) has had in helping dozens of company’s set up and tune Dojo experiences over the last five years. In the end, you‘ll get a quick head start — whether you’re championing a Dojo approach in your organization or tuning an existing immersive learning environment toward scale. In this webinar you'll learn: *The basics of the Dojo approach. *How we create time and space for a team to focus on their challenge. *How we coach teams in using metrics within their Dojo challenge and beyond *How we work with groups at scale to create the conditions for lasting and continuous change

1. ©2019 Cprime, Inc. All rights reserved. Do not copy without express written permission. WWW.CPRIME.COM | 877.753.2760

2. DOJO OR BUST?
The Next Wave of Immersive Learning
David Laribee | david.laribee@cprime.com
Anne Steiner | anne.steiner@cprime.com

3. TODAY’S EXPERT SPEAKER
DAVID LARIBEE
• 20 years as a developer
• 5+ years as leader & coach
• Head of Dojos @Cprime
• Former: Target Dojo Head Coach,
VersionOne, Microsoft MVP Solution
Architecture

4. TODAY’S EXPERT SPEAKER
ANNE STEINER
• VP, Product Agility @Cprime
• 10 years as an FE Developer
• 7 years as a Product Manager
• 5+ years as a Leader and Coach

5. AGENDA
01 INTROS
02 BASICS OF DOJO APPROACH
03 CREATING TIME AND SPACE FOR THE CHALLENGE
04 DOJO LEARNING AND MEASURING VALUE
05 SCALING LASTING CHANGE
06 TAKEAWAYS /CONTINUE CONVERSATION / Q&A

6. BASICS OF DOJO APPROACH

7. “Teaching is only demonstrating that it is possible.
Learning is making it possible for yourself.”
~Paulo Coelho

8. WHY COURSES AREN’T ENOUGH?
• “Training” without doing is hard to apply.
• “Training” without doing your real work is hard to bridge.
• “Training” without doing your real work in your real context with your real
constraints is hard to stick.

9. EXERCISE
MINS
dojo | ‘do, jo |
noun
A six week deep dive in which teams set technical,
business, and product goals, identify success metrics,
and iterate rapidly, sharing their progress and learning⎯
all while supported by dedicated experts.
©2019 Cprime, Inc. All rights reserved | Do not copy without express written permission. 9

10. DOJOS
A dojo is a place where teams come together to FOCUS on learning
Dojos provide…
• An immersive learning experience
• In a dedicated location
• For a fixed period of time
Dojos foster the use of…
• Collaborative problem solving
• To achieve specific outcomes
• Via rapid learning cycles

11. 33 of the Fortune 500 have implemented
Dojos as part of their transformation strategy.
Target has given 217+ tours to 170+ organizations.
1000s of teams have been through a Dojo challenge.

12. HOW DOES IT WORK?
FRAME
LEARN
INTAKE
REVIEW
EXIT

13. LEARN
2-Day Iteration
Frame Review
…
Discover &
Define
Build &
Deploy
Measure &
Learn
Continue Iterating for
4 Weeks

14. LEARNING IS IN CONTEXT
©2019 Cprime, Inc. All rights reserved | Do not copy without express written permission. 14

15. WHO IS IMPACTED?
“People support the world they help create”
- Dale Carnegie
Leadership Team Members Coaches

16. LEADERSHIP
What We Need
Dial Down Delivery Pressure
Team Protection
Involvement and Collaboration
What You Get
High Quality
Faster Time to Market
Energized Teams

17. TEAM MEMBERS
What We Need
Prioritize Your Challenge
Focus and Commitment
An Open Mind
Skeptics and Challengers
What You Get
Tool / Practice Mastery
Ownership and Influence
Learning to Learn at Work
A Team You Like

18. COACHES
What We Need
Hands-On, Engaged
Show, Don’t Tell
Nice, But Direct
Product, Technical, Workflow
What You Get
New Tools and Approaches
Coaching Community
Favorable Odds
Results

19. CREATING TIME AND SPACE FOR CHALLENGE

20. CORE DOJO VALUES AND PRINCIPLES
Learning Over Delivery Real Backlog Product Mindset
High Collaboration Team-Driven Metrics Visual Context

21. CONSTRAINTS
Enabling
Dedicated Space
6-week Timeframe
Team Choices – Goals & Success Measures
Team Focus and Commitment
Potentially Harmful
Distraction and Matrixed Orgs
“Meeting Culture”
Delivery Over Learning

22. DOJO LEARNING AND MEASURING VALUE

23. How do we measure the ROI
of becoming a learning organization?
HHO

24. What kinds of teams do you need to
build?
What capabilities must these teams
grow and/or adopt?
HHO

25. CAPABILITIES
Teams with a higher degree of
autonomy extend their
capabilities, exhibiting
behaviors and mastering skills
important to each.
More siloed orgs align
capabilities to departments and,
thereby, handoffs.

26. CAPABILITIES
The Startup Accelerator
Startups often operate in a
developer-does-all mode. Non-
dev skills are bound to individual
heroic effort. Investment in
quality tends to follow product-
market fit.
Early accelerators focused on
coaching companies in
customer discovery.

27. CAPABILITIES
The Feature Delivery Team
We see a hard divide between
discover/delivery/ops in groups
new to scaled agile and/or in
overly hand-off driven
organizations. These groups tend
to be more static in their
approach to learning.
Delivery-only teams are often
coupled to enabling specialists -
UX.

28. CAPABILITIES
Continuous Deployment
A Dojo embracing DevOps culture,
practices and tooling seeks to
grow certain capabilities
including:
• Pipeline as code
• Infrastructure as code
• Security compliance
• Pager Duty / SRE Model

29. Select practices and measures that support
behavioral change targeting desired
capabilities.
HHO

30. SELECTING PRACTICES
Test-driven Development is a
design practice that impacts
several capabilities a team or
organization might want to
develop internally.
What behaviors do we need to
influence, model, or witness (less
of / more of) in order to affect
change?

31. BEHAVIORAL CHANGE
From
Unit testing as a
task
Shotgun surgery
Prescriptive
specification
Heavy reliance on
end-to-end tests.
To
All code written
under a failing test
Disciplined
refactoring
Design changes as
developers learn
Fewer E2E tests.
More unit tests.

32. Coaches work with teams to identify
aspirational impacts.
Match impacts with attainable measures and
commitments supporting behavioral change.
HHO

33. ASPIRATIONAL IMPACTS

34. ATTAINABLE MEASURES

35. THE TESTING PYRAMID

36. LEARNING MEASURES
Functional Test Suite Proportion

37. ASPIRATIONAL IMPACTS

38. ASPIRATIONAL IMPACTS

39. NET PROMOTER SCORE

40. EXPERIMENTING WITH NPS
Reducing Coach Capacity

41. IN THE END

42. BRINGING IT ALL TOGETHER
• What capabilities do you want?
• What is the limiting potential?
• How do you measure learning?

43. KEEP THE CONVERSATION GOING…
• Reach out and connect with David and Anne
• David.Laribee@cprime.com Anne.Steiner@cprime.com
• Register for upcoming webinar: Innovation Portfolio Management At Scale with Jira Align
https://cprime.zoom.us/webinar/register/9115716946593/WN_qC6M68z8QAet4oyOlLjCgw
• Check out our upcoming webinars; read our blog, download whitepapers/case studies & more:
• www.cprime.com/resources
• Share with us what topics you are interested in, ask us questions or give us feedback!
• learn@cprime.com
• Follow us on Social Media and share in the conversation & keep updated on thought leadership, events & more.
• www.linkedin.com/company/cprime-inc
• @CprimeInc on Twitter
• Cprime on Facebook

44. THANK YOU