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.
Tim Wingfield tells his story moving from Scrum to Kanban, presenting several versions of Kanban boards used over time, including the benefits and drawbacks. He also mentions additional practices used: retrospectives, pair programming, code review, and stand-up meetings.
Dean Stevens proposes a way of integrating the business value concept into everyday Agile activity in order to achieve a higher value for an enterprise.
Siraj Sirajuddin talks about the Influencer’s (Change Agent) role in introducing Lean and Kanban in large organizations by understanding the philosophy of the Lean process improvement, the forces related to Lean and Kanban adoption, and their dynamics.