InfoQ Homepage London Lean Kanban Days 2018 Content on InfoQ
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Inverting the Pyramid
Mike Burrows keynotes on inverting the organizational pyramid so that supporting change becomes an organizational responsibility.
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Developing Business Agility through the Kanban Maturity Model
Teodora Bozheva discusses using the Kanban Maturity Model to increase business agility, moving from one to multiple teams, working as a team and improving efficiency and predictability.
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How to Build a Great Product with Just-in-Time UX and Design
Sari Griffiths discusses how they integrate designers and engineers to work together in order to take into consideration business, technical and user needs.
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Think beyond Methods, Create Viral Change
Patrick Steyaert discusses the need of instilling a new way of thinking to be agile rather than adopting some new practices.
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Good Agile/Bad Agile
Karl Scotland discusses developing an agile implementation tailored for the organization using experimentation instead of copying a model from others.
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Off the Beaten Track
Marc Burgauer discusses what else can be done in Agile than the usual practices that companies attempt to adopt in order to become agile.
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The Service-Delivery Review: The Missing Agile Feedback Loop
Matt Philip introduces the service-delivery review as a forum for feedback, its benefits, how to conduct one and typical fitness metrics.
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Forecasting for Beginners
Dan Brown discusses how to forecast a delivery with a spreadsheet fairly accurately, quickly and simply, and without any need for estimation of work items or user stories.
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Leaning towards the Future
Torbjörn Gyllebring envisions a future in which teams are refocusing on people, embracing their humanness and redesigning systems to meet human needs.
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The Evolution of a Portfolio Wall
Greg Cempla and Anna Miedzianowska discuss the Portofolio Wall used by Ocado to have global visibility and to aid collaboration across hundreds of people in four development centers.
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Why Agile Teams Have Nothing to Do with Business Agility
Klaus Leopold discusses a 600-people team’s attempt to reorganize in order to increase business agility, what worked and what didn’t, and lessons learned along the way.
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