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.
Michael Rawling explains how user personas can help having productive conversations with stakeholders and how to integrate them into an Agile process.
Ken Power looks at how to enable work to flow through an organization by designing an impediment removal process, and how to foster such a culture from teams to executives.
Leslie Lamport makes the case for separating the design details of what a program should do and how it should work from the business of writing code, and discusses how the design process should work.
Andy Carmichael shares some lessons learned implementing a number of Kanban practices that have been subjected to an improving process.
Jim Benson discusses what life has been like for him under canned processes and then provides a simple framework to help you create a great process that fits your organization.
Jez Humble discusses the behaviors, rituals and processes that are essential to fast flow in software development. (audio quality is degraded from the 26m mark for 14m)
Bruce Eckel reviews some of the ideas and practices of the development community, outlining patterns of the problems related to communication, organization, process, etc. it has been trying to resolve
Dave Farley introduces the ideas of Continuous Delivery as a practical everyday, holistic process, using some of the techniques and technologies from a real world project as an example.
David Hussman combats the addiction to a specific process, discussing various topics such as product thinking, regression deficit, building teams and connecting programs to portfolios.
Dana Caulder discusses how to improve team communication and delivery, aligning processes and tooling for iterative improvement, processes to mitigate team member turnover and speed-up onboarding.
Greg Brockman shares Stripe's principles powering their software projects and the culture instilled to avoid the usual software engineering traps: failed rewrites, delayed timelines, etc.