Ian Hawkins discusses the value in epic estimation, how to handle business expectations, what influences epic estimation and what makes it effective.
Lachlan Heasman discusses the difference between groups and teams, Poole’s model of team development, the social motivational factors within teams, and the complexity leadership model for teams.
Thomas Lant presents how Lean Kanban was introduced into their organization, the challenges met, initial reactions and fears, the outcome.
Liz Keogh discusses breaking down requirements without going into too much detail combined with complexity estimation for easy planning, dependency management, and prioritization.
Lynne Cazaly shares ways to achieve greater buy-in, clearer communication and higher levels of engagement with team members, stakeholders, sponsors and business units using "visual agility".
Aino Corry discusses anti-patterns appearing in retrospectives, providing advice on how to deal with them.
David Dame discusses a case study on legacy products using a Disciplined Agile Delivery (DAD) process that incorporates a hybrid of Scrum & Kanban frameworks contained in a serial governed process.
Jack Strong introduces the Deming Cycle - Plan, Do, Check, Action (PDCA)-, along with techniques for team building, brainstorming and prioritization.
Martin Aspeli shares his experiences using Kanban, Real Options, Conway's Law and Feature Injection to help clients "see" the value stream in their programmes and better align disparate workstreams.
Phil Poole presents ITV’s software development processes, the use of Kanban to adapt to change, to communicate to senior stakeholders, and to provide visibility of the project state.
Kiro Harada attempts to clear up some misconceptions on several Lean practices: Value Stream and Flow, Visualization, Pull-System, 5 Times Whys, Kanban, Kaizen.
Jason Little, Carlos Oliveira, April Jefferson discuss how to co-create change by involving the people affected by it in the design of the change, through theory and multiple real-world case studies.