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Experience Reports [clear filter]
Monday, April 9

10:30am PDT

Managing the Chaos: A Proto-kanban Story Beyond IT
We often aim for success and welcome it with open arms. But, sometimes success comes more quickly than you anticipate, and demand for services exceeds your capacity to deliver. The result can be missed commitments, high stress, and inability to forecast with clarity. As quickly as your brand shines, it can tarnish with your inability to keep up. Basically your dreams become your nightmare.

In 2012, we formed a small little training program for a transforming enterprise that consisted of a single class and an instructor. Within 3 years we had grown to 12 courses and 6 instructors with a waiting list for seats. People wanted more courses and more offerings of the existing courses. People were asking for us to attend events and summits and briefings. As demand surged we began to fall into a pattern of unreliable service and delivery with a completely unsustainable work/life balance.

In the midst of the chaos we started implementing a Kanban model that we had known primarily as an IT software development model. While we’re doing a different kind of work than IT, we became convinced an implementation of a proto-kanban management system could save our reputation. We started with stickie notes on a whiteboard. We visualized all of the work we were doing: every inquiry, work product, service request. We then limited the commitments we made based on a strict prioritization method and only worked on a handful of things at a time. We became hyper-focused on getting things done and much less focused on getting things started. And finally we used “throughput” metrics to influence other departments to help with shared work items. We were also able to use our metrics to influence upper-management to see our training department as a primary service that needed scaled resources instead of as a support service that was merely overhead.

A basic Kanban management implementation saved our business when the chaos of success was drowning us. And it can help you too!

avatar for Melinda Solomon

Melinda Solomon

Melinda Solomon is a training professional who has created educational programs catering to diverse international audiences in a variety of industries including Pharmaceuticals, Biotech, and Government. She has worked with organizational transformations to implement lean principles... Read More →

Monday April 9, 2018 10:30am - 11:20am PDT

11:25am PDT

Portfolio Management with Kanban
Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.
Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action.
But when we think about it... Value chain, limiting work in progress, transparency, flow... have you ever thought about using Kanban for portfolio management? Seems like a great idea!
Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.

avatar for Nicolas Mercier

Nicolas Mercier

Lean Agile coach, Facilité
Nicolas is passionate about agility and it is a contagious passion! People who work together effectively and find ways to deliver high-value products for their clients is what motivates him the most.He found Scrum somewhere around 2007. Since then, he went from being a developer to... Read More →
avatar for Frédéric Paquet

Frédéric Paquet

Before getting into agile coaching, Frédéric worked as a developer, architect, PCO, advisor to the PMO and project manager in both the private and public sector. He was also co-founder of a web company in the field of psychometry and soft skills development and worked as CTO for... Read More →

Monday April 9, 2018 11:25am - 12:15pm PDT

3:15pm PDT

Kanban Burgers? From 18 months to 3 with Kanban and punctuation points
How do I leverage punctuation points effectively for improvement?
How RDI Software was able to leverage specific punctuation points to implement an end-to-end service Kanban for software development, achieving a sixfold improvement in the time to market.

avatar for Rodrigo Rosauro

Rodrigo Rosauro

KCP - Senior Manager, RDI Software.

Monday April 9, 2018 3:15pm - 4:05pm PDT

4:10pm PDT

ESP China @PingAn Credit Card
 This is a holistic implementation of Enterprise Services Planning (ESP) to a 500 people development business unit. We will split the business unit into 8 tribes. We will visualize using Kanban at all levels, and adopt full ESP cadences. Our goal will be cut the delivery time by half.  See what happens!

avatar for Adam Wu

Adam Wu

Adam Wu, KCP, AKT, obtained PhD in software engineering from Peking University. He has worked in the industry for almost 20 years, and took the role of Chief External Agile and Lean Coach for Ping An, Huawei, SF-express, and China Merchants Bank.

Monday April 9, 2018 4:10pm - 5:00pm PDT

5:05pm PDT

Your Tiger Teams Have a Blind Spot
In the face of significant internal or external pressure, it is a common practice for organizations of all sizes to convene a dedicated team of highly knowledgeable people to work together as a team to achieve a critical improvement initiative goal such as increase customer satisfaction, improve quality, or reduce lead time for a specific service or product.  You may recognize these special temporary teams in your own organization referred to as Committees, Working Groups, War Rooms, Tiger Teams, and SWAT Teams in addition to other creative and impressive sounding monikers.  While these improvement initiative teams go by many different names, and despite the fact that the team consists of highly skilled and motivated domain experts, it is extremely common to see these superstar teams struggle to effectively mobilize and coordinate their efforts and demonstrate meaningful progress in a reasonable time frame, if ever.

In this session attendees will learn about significant improvement initiatives at JPMorgan Chase where Kanban was introduced to enable teams to very quickly generate visibility of the target problem domain whilst also establishing transparency and the structure upon which teams will collaborate to achieve their goal.  Practical examples of how techniques such as Proto-Kanban, Upstream Kanban, Portfolio Kanban, Service Level Expectations, STATIK, and Cadences were introduced will be shared to give attendees confidence in recognizing opportunities and applying appropriate Kanban techniques and approaches in their own organizational context.

avatar for Gabe Abella

Gabe Abella

Gabe Abella is an Accredited Kanban Trainer (AKT) and an organizational coach in Global Technology at JPMorgan Chase who travels the globe to enable incremental & evolutionary as well as transformational change in order to effectively and continuously meet the needs of customers... Read More →

Monday April 9, 2018 5:05pm - 5:55pm PDT
Tuesday, April 10

10:30am PDT

Building Bridges (and buildings) with Kanban
How can we discover and resolve our large organization's poor planning practices for better coordination with Kanban?
Our 100 year old, 400+ person firm of architects, professional engineers, interior designers, bridge inspectors and supporting departments adopted the Kanban method in one year. Learn what we tried, what worked well and what didn’t work so well, and what our strategy is as we move forward.

Kanban has changed the way we deliver our projects to our clients. Traditionally, firms in architecture & engineering assign people to projects and focus on managing the people much more than managing the work. Within a month of beginning our Kanban adoption, we realized that we were far weaker at workplanning that we imagined and our past practices compensated for that in a way that led to wasted effort, quality lapses and hoarding of resources. Kanban forced us to recognize the need to improve and exposed those poor practices.

Introducing and leading Kanban adoption in a firm of our size and diversity introduced a lot of challenges. We have 8 offices in 3 states practicing in 10 market sectors with project types ranging from roads and bridges to bio-pharma manufacturing to higher education student housing. Project teams are fluid and most project leads are involved with as many as a dozen projects at one time. Work is delivered to projects through teams with disciplinary specialization, such as HVAC engineering, lighting design and lab planning.

Our approach was focused on leading adoption on a discipline team by team basis. In one example, we brought bridge inspectors from 3 offices together to learn and begin to practice. In another, we went to an office and worked with each discipline separately. On average, we introduced one team to Kanban every 2 weeks. As a result, we had dozens of teams functioning at different levels and requiring evolving approaches to coaching that were specific to their group.

This talk will focus on what techniques we used, what worked well, what didn’t work well and what we learned from our experience. In addition, the talk will describe our approach going forward.

avatar for William Keen

William Keen

Bill is the Chief Innovation Office of architecture and engineering firm Clark Nexsen. Bill started his career as a structural engineer before he took on several management roles in the firm. Just before taking on his current role, he served as the COO. Bill led the firm-wide adoption... Read More →

Tuesday April 10, 2018 10:30am - 11:10am PDT

11:15am PDT

Kanban in SAFe Waters
In this session, I am going to tell the story of the Kanban transition in a German private bank that happened as part of a wider SAFe initiative, spanning more than 1.5 years.

The transition took place in the IT Operations department, consisting of appr. 80 people in 8 teams that provide the IT services backbone for about 800 employees and the partners of the bank.

The story has different interesting facets, like the coaching approaches for implementing systems, the power of Proto-Kanban, and dealing with the effects of a managed change towards SAFe while pursuing evolutionary change. It involves both Kanban systems at team level but also on Portfolio Level for overarching initiatives.

I will describe the insights and learnings that the organization had, and how these were applied. From a bit of distance, I will also reflect on the initiative from a Kanban Coaching stance, with particular focus on how the SAFe context impacted the work.

avatar for Susanne Bartel

Susanne Bartel

Susanne is a freelancing Kanban coach and trainer. She lives with her family in Hamburg, Germany. Susanne works with teams, leaders, and organizations in and at their work systems. She is passionate about shaping people's working environments to the better, while increasing the effectiveness... Read More →

Tuesday April 10, 2018 11:15am - 12:05pm PDT

2:00pm PDT

Innovation to Delivery @ZhongAn Insurance
 ZhongAn Insurance, the Chinese biggest online insurance company uses Kanban and ESP system to manage their business, and made it bloom within one year. We have divided the org into 9 tribes, running similar as Spotify model. And our practice covers the whole process from opportunity discovery to product implementation, from business innovation to IT delivery. 
Here is some background information about the company. ZhongAn got IPO [HKG:6060] on Sep 28, 2017, with the market value around 100 billion HKD (12.5 billion USD), becoming the biggest Fintech stock in the history of HK market. It’s a good achievement for a 4-year old company, considering it just opened the business at the end of 2013. It’s also listed as the top three in the Global Fintech 100 released by H2 Ventures and KPMG in Nov, ranking the 2nd to be precise. 

avatar for Michelle Cheng

Michelle Cheng

Founder,  CEO of Agilean, an 8-year old company which has become the leading  agile and lean consulting service provider in China. Her clients include PingAn (largest insurance group), Huawei, CMB (biggest Chinese retailing bank), and SF-Express (Chinese version of  UPS). She played... Read More →

Tuesday April 10, 2018 2:00pm - 2:50pm PDT

2:55pm PDT

Sisyphus, Windows, Xbox, and Lean
What prescriptive steps have moved large enterprises to Kanban and Lean?
How does Kanban fit into the real-world travails of driving continuous delivery and lean practices across a large  enterprise? The Microsoft Windows and Xbox organizations have been around for 30 and 20 years, respectively. Over the past 5+ years, both have been driving toward continuous delivery and lean practices, overcoming decades of slow build-test-deploy systems, over-focus on features, split development and operations, gut-driven decisions, and inflexible planning. Eric will discuss the prescriptive steps that have worked to move these enterprises forward (and those that haven’t).

avatar for Eric Brechner

Eric Brechner

Microsoft Xbox
Eric Brechner is the development manager for Microsoft’s Windows and Xbox Engineering Systems team, and author of the book, “Agile Project Management with Kanban.” At Microsoft, he has also been development manager for Xbox.com, engineering learning and development, and Office... Read More →

Tuesday April 10, 2018 2:55pm - 3:45pm PDT

4:10pm PDT

Kanban @ Optum: Driving Change and Supporting Growth
How does my large group implement Kanban while still integrated with our current tools?
Follow the journey of the IT infrastructure management group (which includes server admin, hardware implementation and management, software implementation and management, help desk, etc.) as they implemented Kanban throughout their organization within Optum and United Health Group.
Hear how they:
- Won management support.
- Developed and administered a maturity assessment to guide leaders and integrate with corporate planning
-  Provided training throughout the organization, starting at the top and growing quickly as leaders sent more and more employees to training
- Implemented Kanban - several case studies here, including integration with SharePoint and ticketing systems
- Demonstrated results - this organization is very mature in use of Tableau dashboards, etc. to track and show progress, as well as identify opportunities.

avatar for Jeanine McGuire

Jeanine McGuire

Consultant and Kanban Trainer, Optum
Jeanine McGuire is passionate about empowering innovation. Having experienced firsthand waterfall and Agile development and having led operations teams in IT, healthcare and banking, she sees Kanban as a missing link in today’s workplace.  As an Accredited Kanban Trainer, she guides... Read More →

Tuesday April 10, 2018 4:10pm - 5:05pm PDT

5:10pm PDT

Scaling Agility - ESP Approaches
What problems will I have when scaling Kanban? What is the best approach?
Previously I worked at eDreams Odigeo where we implemented Enterprise Services Planning (ESP). This allowed me to find a solid recipe to implement serious business agility at scale. Now it's Mexico time!
Would this approach work on a Mexican company where traditional management is still on? Where hierarchy still has a real meaning? Would the Mexican culture eat the ESP strategy for breakfast?.

avatar for Ivan Font

Ivan Font

AKT and ESP specialist

Tuesday April 10, 2018 5:10pm - 6:00pm PDT