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.
Kevin Murray, Imran Younis share from their experience creating digital services for a number of governmental agencies using Lean UX and Agile techniques.
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.
Katherine Kirk draws lessons from on-the-ground experiences and eastern and tribal philosophy in order to illuminate practical and realistic ways of dealing with team politics.
Patrick Steyaert discusses how (traditional) Delivery and Discovery Kanban are similar but different along with several examples of Discovery Kanban systems based on dual strategies.
Simon Morris presents his leadership principles: know when a team is dysfunctional, attack problem causes at all levels, make decisions by consensus, encourage responsibility and engagement.