Jean Tabaka challenges the audience to reflect on what Agile practices they are employing, how they are using them, ending with the questions “Why have their organization chosen to go Agile?
Joel Semeniuk shares some of the lessons he learned managing development teams, how he got into Kanban and why its principles are helpful.
David J. Anderson explains how to use predictability, measurement and change management to balance the factors of observed capability, staffing, and delivery targets to achieve predictable outcomes.
Benjamin Mitchell believes that Kanban risks to become a fad if it does not cover gaps related to experiencing embarrassment and threat, proposing a solution based on the double-loop learning model.
Katherine Kirk presents a case study of a small team which decided to use Lean and Kanban to rapidly iterate over the development of the BBC iPlayer.
Jurgen Appelo talks about Lean principles and Kanban practices in the context of the influence complexity theory and systems thinking have had on Lean.
Karl Scotland on Kanban as a way of creating a model improving a business’ capability to meet its purpose based on systems thinking, workflow, visualization, work in process, cadence, and learning.
Fred George discusses Programmer Anarchy, a development process where programmers are not just empowered to act but the driving force behind a product, leading to substantial increase in results.
David J. Anderson leads a fishbowl session dedicated to sharing experiences and lessons learned from introducing Kanban to various organizations.
Jesper Boeg and Guilherme Silveira discuss various Agile anti-patterns which proved not to work for everybody, presenting some Lean principles implemented with Kanban and helping to improve things, resolving possible conflicts with traditional Agile practices, and determining if Lean&Kanban is appropriate for immature teams.
Jesper Boeg talks on the origins of Kanban, software Kanban, how it is different from other Agile methods and what it is useful for, the team maturity Kanban requires, and some of disadvantages of using Kanban.
Israel Gat, Erik Huddleston and Stephen Chin present how Inovis realized a higher product throughput by using three Kanban practices – Stakeholder-based Investment Themes and Business Case Management, Upstream and Downstream WIP Limits, Dynamic Allocations – and a Lean Release Management tool called APROPOS, or Agile Project Portfolio Scheduler.