John-Henry Harris discusses Systematic Creativity, a set of design processes used by LEGO to create their products. He explains how design thinking can have an influence on a global scale.
Stephen Burton discusses how the people, processes, collaboration and tools employed in Formula 1 can be used to manage performance and reliability and ultimately achieve success by DevOps.
Jesper Boeg discusses why it is important to deliver software early, why it is difficult to do so, along with tools/tips/practices: shared vision, story maps, coaching, and others.
Barry emphasizes the need to continue thinking critically about the processes and practices we embrace, accounting for the context in which they exist, and the importance of reflection and refinement at both the organizational and personal levels.
Leisa Reichelt proposes a detailed process for delivering a great UX starting from the original vision of the product, to business strategy, to customer experience strategy and tactical execution.
Nat Pryce presents the reengineering effort made to transform a legacy system through incremental improvement, the development process implemented, the results and some takeaway lessons learned.
Hajo Normann details on how to design a BPM/SOA solution including: modeling human interaction, improving BPM models, orchestrating composed services, central task management, new approaches for business-IT alignment, solutions for non-deterministic processes, and choreography.
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.
Keith Braithwaite proposes ways to integrate ideas successfully applied in software in the past but later discarded, like analysis, architecture, and modeling, into current technology and practice.
Rachel Davies believes there is not one Agile solution for everybody, but rather each team should learn how to evolve their own methods and process that fit to their environment.
Simon Baker and Gus Power point out that many projects fail due to organizational complexity, proposing ways to improve product development and business agility in order to make the customer happy.
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.