Joel Semeniuk shares some of the lessons he learned managing development teams, how he got into Kanban and why its principles are helpful.
In this presentation Don Reinertsen examines some key lean methods including queue management, batch size reduction, WIP constraints, and cadence. He also discusses the governing economic tradeoffs and how these methods can be exploited by product developers.
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.
Katherine Kirk presents a case study of a small team which decided to use Lean and Kanban to rapidly iterate over the development of the BBC iPlayer.
Jurgen Appelo talks about Lean principles and Kanban practices in the context of the influence complexity theory and systems thinking have had on Lean.
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.
Dan North and Chris Read discuss techniques for implementing Agile Operations, a combination of Lean thinking and Agile development meant to optimize the business processes in order to reduce waste.
Craig Larman presents practices and tips related to adoption, structure, requirements, contracts, architecture and design, offshore, multisite development, and coordination with large Scrum teams.
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.
Leonardo Mattiazzi considers that Scrum and XP do not necessarily create a great product, and complementary Lean principles and practices are necessary to create an Agile culture across the entire enterprise in order to succeed.