Trevor Lalish-Menagh shares his experience introducing Kanban, what has worked and what hasn’t.
Gerry Kirk on how to be more effective using two Personal Kanban rules: Visualize Work and Start Stopping, Start Finishing.
Roman Pichler shares insight on Agile practices that can improve innovation, discussing the innovation stages and how product ownership, process, and project setup are influenced by uncertainty.
Jim Benson develops the idea that software is not engineered, and it is better done collaboratively by a communicative team using Agile and Kanban methodology and tools.
Jesper Boeg shares his experience, lessons learned, failures, and common problems met when introducing Kanban to various teams having no previous Agile or Lean experience
Benjamin Mitchell advices on carrying team conversations about information presented on Kanban boards helping members to change their thinking and acts in order to achieve evolutionary change.
Rick Simmons presents a launch process meant to introduce a team to Kanban in two days, focusing on the core concepts and techniques, and by setting the team on an improvement path.
James Sutton presents why Kanban works well in software development and how it can improve the culture of a group using it. Sutton also touches complementary Lean ideas and tools.
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.