Lachlan Heasman discusses the difference between groups and teams, Poole’s model of team development, the social motivational factors within teams, and the complexity leadership model for teams.
Revathi Nathaniel explains the benefits of collaboration during the various stages of conducting user research (from conception to data analysis) and simple methods to involve stakeholders.
Thomas Lant presents how Lean Kanban was introduced into their organization, the challenges met, initial reactions and fears, the outcome.
Liz Keogh discusses breaking down requirements without going into too much detail combined with complexity estimation for easy planning, dependency management, and prioritization.
Lynne Cazaly shares ways to achieve greater buy-in, clearer communication and higher levels of engagement with team members, stakeholders, sponsors and business units using "visual agility".
Aino Corry discusses anti-patterns appearing in retrospectives, providing advice on how to deal with them.
David Dame discusses a case study on legacy products using a Disciplined Agile Delivery (DAD) process that incorporates a hybrid of Scrum & Kanban frameworks contained in a serial governed process.
Jack Strong introduces the Deming Cycle - Plan, Do, Check, Action (PDCA)-, along with techniques for team building, brainstorming and prioritization.
Melissa Pierce discusses the history and present of CS culture, gender relations, and tensions between hardware and software engineering.
Martin Aspeli shares his experiences using Kanban, Real Options, Conway's Law and Feature Injection to help clients "see" the value stream in their programmes and better align disparate workstreams.
Phil Poole presents ITV’s software development processes, the use of Kanban to adapt to change, to communicate to senior stakeholders, and to provide visibility of the project state.
Kiro Harada attempts to clear up some misconceptions on several Lean practices: Value Stream and Flow, Visualization, Pull-System, 5 Times Whys, Kanban, Kaizen.