Dennis Stevens discusses the theory of Agile, providing references for using Agile in the enterprise along with a competency model, and overviewing an enterprise Agile transformation.
Jean Tabaka discusses using design thinking and complexity theory in order to balance and Agile adoption.
Joel Semeniuk shares some of the lessons he learned managing development teams, how he got into Kanban and why its principles are helpful.
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.
Simon Ogle, Alexander Kikhtenko, and Peter Thomas present a case study of a development team transitioning from a waterfall approach to 15 offshore Agile teams over a period of 5 years.
Chris O'Connor tells the successful story of a team’s transition to Agile in the middle of a major product release, mentioning the difficulties encountered and how they tackled them.
Stephen Nelson-Smith’s presentation is a case study and lessons learned by implementing Agile and Lean practices by both the development and operations team in an attempt to overhaul the entire development, testing, staging, and production process of a UK governmental website.
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.
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.
Kelley Horton discusses the reasons why her organization transitioned to Lean-Agile, the approach used and the visual tools helping them minimize WIP and track development, concluding that visibility inside an organization leads to success.
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.
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.