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.
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.
Erik Sowa and Rob Loh present the Feature Bits technique used by Lyris, detailing the business context, the solution design, the data model, and coding patterns, plus lessons learned using it.
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.
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.
We live in a world where our conceptual reach is on the verge of exceeding our technological grasp. Our ability to build these systems is increasingly challenged. Dr. Turner asserts that a significant part of the problem resides in a disconnect and a form of sibling rivalry between two critical development disciplines: systems and software engineering.
This session describes how Lean Production and Kanban has been applied to game development. Lean principles and Kanban tools have been used by a number of developers, including the presenter, to slash production costs by over 50%. As a complement, or replacement, to Scrum, Lean/Kanban provides predictability, transparency and optimization for complex game production.