Geoff Bones, Luke Drury share the lessons learned setting up code kata programs in several companies, what has worked and hasn’t.
Bas Vodde introduces Large-Scale Scrum (LeSS), a framework for scaling Scrum to medium to large projects while staying true to the original Scrum principles.
Larry Maccherone presents the latest findings on the attempt to quantify the benefits of introducing an Agile culture and practices into an organization.
The authors discuss scaling Agile by highlighting the constraints that a company needs to address given its particular context, an approach that adapts to context rather than ignoring it.
Linda Rising discusses the “agile mindset” - an attitude that equates failure and problems with opportunities for learning –, sharing practical suggestions to become even more agile.
Sam Newman, Zhamak Dehghani make an introduction to microservice architectures, explaining why they are ideal for organizations that want to optimize for fast speed of change.
Chris Matts leads an experimental workshop on using the Theory of Constraints to create an organizational investment portfolio.
Matt Philip discusses how to deepen the understanding of Kanban with depth-of-kanban assessments and through a series of experiments, emergence of a new role — the flow manager — and standard work.
Katherine Kirk draws lessons from on-the-ground experiences and eastern and tribal philosophy in order to illuminate practical and realistic ways of dealing with team politics.
Lynne Cazaly explains how to apply visual maps, models, metaphors, templates and processes that help build buy-in, boost contributions and collaboration, and make communication a breeze within teams.
Patrick Steyaert discusses how (traditional) Delivery and Discovery Kanban are similar but different along with several examples of Discovery Kanban systems based on dual strategies.
David Joyce discusses how organizations can solve their super-ordinate problems through the use of the Vanguard Method.