Alberto Brandolini discusses how the Theory of Constraints, Kanban, CQRS, Domain-Driven Design, EventStorming and UX blend together to solve the real problems in software development.
Andy Carmichael shares the experiences of a team new to Scrum adopting a customized Kanban process that would allow changes that were kept only if they were confident they resulted in improvements.
David Daly presents why his team chose Kanban, how it adopted it, the benefits of using Kanban, tips for implementing Kanban and pitfalls to avoid.
Jose Casal discusses using Kanban to introduce Agile principles and practices in non-Agile organizations, how Agility can help businesses improve their results and business performance metrics.
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.
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.
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.
Karl Scotland introduces the Kanban Canvas as a tool for applying Kanban Thinking in a hands-on session with participants learning how the different parts can help enabling continuous improvement.
Matt Philip discusses how to deepen the understanding of Kanban with depth-of-kanban assessments and through a series of experiments, emergence of a new role — the flow manager — and standard work.