Jean Louis Frechin discusses NeoObjects, a set of services, experiences, forms and practices which are meant to help evolve design and widen its scope of intervention.
Dave Farley discusses the problems raised by inefficient processes creating poor quality output, too late to capitalise on the expected business value, and proposes solutions to them.
Lynne Cazaly shares insight on how to start a high impact meeting or workshop, the process, the agenda, and the tools that can help facilitate such an event.
Amy Phillips explains how the core principles can be used to drive process change and how their team removed many of the delays and frustrations from their release process.
Anna Shipman explains how the GOV.UK team implemented the DevOps culture – the people, the process, and the technical details of what tools they use and how they are integrated.
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)