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.
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.