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.
Experiences and lessons learned facing DevOps problems in the IT trenches (even if they weren’t calling it DevOps!). The good, the bad, the surprises, and ideas for the future.
Christophe Louvion tells the story of an online advertising company which had to give up using Scrum because it did not create enough business value although the development was delivering working software. They chose to use Kanban instead, applying Lean principles at all levels of the organization, resulting in true self organizing teams, accelerated rate of change, and better financial results.
David Anderson discusses the role of Kanban in bringing accelerated high maturity in organizations from the business and process adoption perspective, without having a formal process definition, presenting evidence of organizations achieving high maturity in very short time (3-9 months), and considering the cultural factors in Kanban success.
Alisson Vale presents how Kanban is used by Phidelis in order to make the main elements of a process - the work, the workflow, the communication, time, information, engineering traceability, movements – visible in order to express the understanding of a system.
Russell Healy presents the basic concepts of Lean and Kanban through analogies, models and simulations: Waste and the Value Stream, inventory or Work In Process, Cycle Time, and the relationship between them.
Alan Shalloway discusses the need for lean enterprises to harmonize business with management and the technical team, offering advice for each component of the enterprise. Eileen Shuter presents Vanguard’s journey adopting Agile then gradually moving to Kanban, explaining why Kanban makes more sense to them, what it offers over Agile and what are the benefits.
James Shore and Arlo Belshee present how to surpass the limitations of some Kanban systems based on a sequence of phases by introducing work cells which involves using simultaneous phases grouped in two queues: what you are doing and what you are going to do.
We will explore how Kanban teams at SEP matured through the lens of the Dreyfus Model for Skill Acquisition. We will examine what this pattern has meant for institutionalization of Lean in the organization. We will discuss a counter-intuitive technique for higher success and adoption rates of new methodologies. Finally, we will review common pitfalls teams encountered adopting Kanban.