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Techniques Track [clear filter]
Monday, April 9

10:30am PDT

Developing Organizational Agility through the Kanban Maturity Model
How can I improve my organizational agility using the Kanban Maturity Model?
Agile is not a state. Agility is a capability that evolves gradually.
Developing organizational agility implies changes to behaviour and practices at all hierarchical levels.
Failing to introduce the right practices in an appropriate context can lead to losing momentum, unnecessary complication of the improvement initiative or social rejection, which in total means not obtaining the expected benefits from the invested effort and energy.
This talk is about how the Kanban Maturity Model (KMM) can be used to grow an agile organization. I will present two cases of using KMM:
(1) to extend the agile management from team level to multiple inter-dependent projects and services in the financial area of a large bank and
(2) for overcoming the strong “I” mentality of individuals and teams in a software development company and build a shared vision, "what We develop" thinking and focus on customer needs.

I will elaborate on how I used KMM to evaluate the initial states of these two organizations, what actions were taken, and the current outcomes.

avatar for Teodora Bozheva

Teodora Bozheva

Teodora Bozheva has more than 20 years of experience in the field of software development, project management and process improvement. She has personally undergone all the challenges in meeting tough schedules and managing projects dependencies and limited resources.Teodora is passioned... Read More →

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

11:25am PDT

Resistance Is Not Futile, Just Poorly Understood
It is a widely accepted fact that people naturally resist change, no matter how small, yet when faced with resistance from individuals, teams and entire organizations, many leaders struggle to thoughtfully recognize and respond (or not respond to) resistant behaviors that may impede meaningful and lasting improvement. Resistance to change emerges as a consequence of a myriad of factors such as:

+ Fear of the unfamiliar / unknown
+ Threats to moral codes or values
+ Power dynamics
+ Hedging for existing plan (e.g. sunk cost bias)

 Through the sharing of real world examples attendees will learn practical concepts and thinking tools to aid in anticipating, discerning, and adapting to resistance before it becomes an impasse to the progress of change. 

avatar for Adam Hsu

Adam Hsu

Organizational Coach, JPMorgan Chase
Adam Hsu is member of a team of coaches in Global Technology at JPMorgan Chase focused on enabling organizational and business agility at every level of the organization. Adam's approach to coaching is grounded in the principles of Socio-Technical Systems theory with a focus on emergent... Read More →

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

3:15pm PDT

Trust Leadership
How can I have the clarity to make effective improvements?
My response to what is beneficial is based on my observations helping organizations/teams/individuals quickly understand why they have the results they have, get agreement, build momentum and raise the level of performance.  I see much failure, much heartache and significant financial losses coming from misdiagnosis, false hopes, and from lack of understanding of the interdependencies at play in human and production systems. 
Kanban thinking and practices improve clarity. The most important driver is establishing visible and objective leadership at all levels. The core here is, of course, rebuilding or improving trust inside and out. 

avatar for Dragos Dumitriu

Dragos Dumitriu

AKT, KCP, Lean Kanban Services
Over the past 20 years, Dragos received several awards for innovation, service delivery and leadership, including the 2016 "Lifetime Achievement Award" from LeanKanban University for helping organizations worldwide deliver outstanding performance improvements. His secret? Relentless... Read More →

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

4:10pm PDT

Legally Kanban
The management staff of a legal department held a Kanban training session but their day-to-day life was chaos.  They asked us for help applying Kanban to their work, to get out of the mess they were in. So, we signed a contract for 24 hours of Kanban consultancy.
We saw many IT departments thinking about systemic solutions. The lawyers, on the other hand, did not have any idea of how to systematically look at their work.
How do you, as a Kanban Coach, engage - for 24 hours in total - this kind of worker - immersed in a sick culture - on how to improve their maturity? This answer will be one of the learning outcomes from the talk. Other included topics are:
  • How to introduce systems thinking to lawyers (and similar workers)
  • Dynamics to provoke the right stress level
  • Techniques to apply continuous improvement to workers under constant stress
  • Tools to generate a sense of purpose in a work area that you, the Kanban Coach, do not know
  • Ways to get out of chaos in 24 hours total
  • Advantages and disadvantages of using STATIK
  • Dealing with external departments and providers in the midst of chaos
  • Techniques to apply collective intelligence to make workers help themselves
  • What numbers should lawyers (and similar workers) see

avatar for Carlos Felippe Cardoso

Carlos Felippe Cardoso

Carlos Felippe Cardoso. Working with Agile since 2004, he has been spreading the agile mindset in Brazil and has a highly technical background focusing on Agile practices and automated testing. He played the role of agile coach and he was also the technical leader of a software-dev... Read More →
avatar for Luiz Lula

Luiz Lula

Agile Coach at Knowledge21. He has managed software projects for the financial market for years, with the challenge of making a historically traditional sector more agile. Currently, as Agile Coach, he supports the evolution of large companies in various sectors using the practices... Read More →

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

5:05pm PDT

Think Beyond Methods, Create Viral Change
How can I scale my Agile initiative without going down the rabbit hole of Agile methods?
Adoption of agile methods is not only driven by a legitimate need for increased business agility but is also driven by a less legitimate bandwagon effect. While this bandwagon effect fuels the agile industry, it also leads to change that is often not congruent with its purpose. This has resulted in isolated, if not competing, communities of practice organized around specific methods where the still dominant 20th century rational management thinking is insufficiently challenged and change often stalls or even regresses if not sustained by coaches that support the chosen method. The time has come to fundamentally challenge this state of affairs. More than methods with a narrow focus and a broad ambition, business agility requires an integrative, bridge-building approach. More than linear, imposed change that tends to stall or even regress, it requires non-linear, viral change. Rather than imposing practices, it needs to instill a new type of thinking.

In this presentation, we will report on our experience with new ways of teaching and coaching agility that explicitly aim to create viral change by instilling new ways of thinking not just changing practice. We will analyse the self-sealing logic of implementing agile methods to show 1) why change should be viral and how this differs from traditional or even evolutionary change, 2) why viral change needs new ways of teaching and coaching that go beyond the rational explanation of practices, and 3) why this new way of teaching and coaching is important to engage the entire organization. Consequently, we will discuss the importance of simulation as a way to address the intuitive as well as the rational brain. We will introduce integrative thinking as a way to overcome the differences between agile methods and to bridge the gap between organizational silos. We examine the role of networks, rather than hierarchies, as a way of organizing change that is congruent with 21st century business agility.

avatar for Patrick Steyaert

Patrick Steyaert

AKT, KCP, Okaloa
Patrick Steyaert is founder of Okaloa. As a creator of Okaloa Flowlab, he teaches and coaches agile thinking (before methods) by making use of business simulations. With his work on upstream, customer and discovery kanban he helps organizations to look at the end-to-end flow (from... Read More →

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

10:30am PDT

STATIK Beyond the Classroom: Adopting Systems Thinking with Powerful Simplicity
The Systems Thinking Approach to Introducing Kanban (STATIK), is a core element of the LeanKanban University (LKU) Kanban System Design (KSD) aka Kanban Management Professional I (KMPI) foundation course.

A central characteristic that runs through the Kanban Method is its ability to convey highly effective approaches to managing complex work in a clear and simple way, such that students of Lean Kanban University classes leave the classroom with powerful tools that they can apply immediately to the improvement of their organizations. However, students sometimes struggle to fully realize the potential benefits after they return to their own work environments.

What are the steps of translating classroom learning into acts of leadership that result in the shared understanding and agreement required for organizational introduction of Kanban?

Here's a clue:

1) People need time and space to learn to think together in a new way to reveal better ways of seeing and understanding the work that they do.

2) The managers responsible for the service need the time and space to deeply explore the questions and exercises of STATIK together with simple models and tools.

Since acceptance as an Accredited Kanban Trainer (AKT) in January 2017, the presenter has had opportunities to deliver several private and public KSD courses. He has also provided follow-up consulting for students from various levels of management — from first line managers to VPs responsible for multiple complex, interdependent services.

The purpose of this seminar is for one rookie to share with other rookies some of the simple and effective tools, models and tips for successful Kanban adoption that he has gleaned from mentors and students alike in an initial year of practice as a Lean Kanban Accredited Kanban Trainer and Kanban Consultant.

avatar for Travis Birch

Travis Birch

Travis has been learning about helping organizations improve since 2008. By 2013, he self-identified as a Scrum coach. Around that time, he met Alexei Zheglov, from whom he began to learn about the Kanban Method. Travis has had the good fortune of working with Mr. Zheglov and helping... Read More →

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

11:15am PDT

Optics of Kanban: Lens and Filters!
How can I apply Kanban "filters" of seeing and understanding work to make better decisions?
Accessible keys to Kanban success: the Lens (seeing work, workflow, knowledge work and organisations differently) and the decision filters (emphasising value and flow over waste and scale; finishing over starting, trust over control, action over analysis). They’re succinct memoranda of Kanban power!
A key to successfully applying the Kanban method is to see work in a different light - to see it through the Kanban lens, and to filter decision-making for Lean working (the Lean Decision Filter) and improved business agility (the Agile Decision Filter).
The Kanban Lens, as well as the Lean and Agile Decision Filters, have been part of the Kanban body of knowledge for several years, but they are not well known, and recent developments, particularly the Kanban Maturity Model, shows the need for a good understanding of these fundamentals. The lens and decision filters provide a concise and memorable framework for examining the way we look at work, workflow, knowledge work and organisation, and how decision-making can be focused on value-creation and pro-active innovation.
This talk will explain these key ideas, that bring to life the essence of the Kanban Method.

avatar for Andy Carmichael

Andy Carmichael

AKT, KCP, Huge IO (UK & Ireland) Ltd
Andy is a trainer and coach who helps his clients build “better software… faster”. He’s the principal Kanban trainer for Huge.IO in the UK and Ireland, and he’s an author, speaker and blogger who’s active in getting the lessons of Lean and Agile into the wider business... Read More →

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

2:00pm PDT

What does it take to grab a cupcake? How Systems of Feedback Loops Regulate our Behavior – A neuroscience perspective
From an evolutionary perspective, brains came into being as a means to an end. Today it is assumed that the necessity of movement was the reason that animals developed a brain in the first place. In a hostile and constantly changing environment, characterized by fierce competition, movement became essential for survival. However, movement required sophisticated coordination capabilities. This became the function of the brain.

This organ has been shaped now for more than 500 million years. It is an ocean and a museum of feedback loops likewise. These feedback loops have been coordinating our movements ever since and they are still performing remarkably, if not impaired.

But how exactly does the brain initiate and coordinate voluntary movement? What exactly happens when we reach out for a cupcake? A lot of the understanding about what and how the brain does what it does results from studies of the brain when it doesn’t do what it is supposed to do. Neuroscientists study brain dysfunctions in order to learn about how the brain operates under normal conditions.

Taking the example of motor dysfunctions that result from impaired systems of feedback loops within designated brain areas, I want to demonstrate how versatile, powerful but also sensitive feedback loops can be. We will see what it takes to grab a cupcake, and how dysfunctions can interfere with our ability to initiate and coordinate voluntary movements.

I will also take the stance that understanding how feedback loops and systems thereof operate in the brain can add to the Kanban body on knowledge. If we assume that organizational survival is determined by its capability to move, we must conclude that organizations must have developed brains and feedback loops in order to coordinate their movement and thereby avoid extinction. However, organizational structures and functions are at times as hard to figure out as those of the brain. Thus, I suggest studying organizational dysfunctions will help us improve our change management activities in organizational systems. Ultimately, what we call organizational agility – intentional, goal-directed and smooth organizational movement, shall become as easy as grabbing a cupcake.

avatar for Andreas Bartel

Andreas Bartel

Andreas is a Kanban Coach working for Lotto 24 AG. He is currently supporting the executive board kanbanizing the IT and the rest of the organization, including Finance, CRM, and Legal. He also offers his know-how as a freelancer. Andreas has begun his professional career at Sun Microsystems... Read More →

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

2:55pm PDT

Service-Delivery Review: The Missing Feedback Loop
How do I gain feedback on the fitness of my service delivery so I can improve it?
Though the standard agile feedback loops – such as the product demo, team retrospective and automated tests — provide valuable awareness of health and fitness, many teams and their stakeholders struggle to find a reliable way to understand an important area of feedback, including their level of agility: the fitness of their service delivery. This session introduces the service-delivery review as the forum for this feedback. Participants will learn the basics of how to conduct a service-delivery review and the benefits, as well as typical fitness metrics. The context will be for software-delivery teams but the lessons will be applicable for any team, group or department that provides a service.

avatar for Matt Philip

Matt Philip

Matt Philip is the Director of Learning and Development at ThoughtWorks. In his work as a coach, trainer, quality advocate and facilitator, Matt helps organizations and teams continuously become fit for their purpose. He tweets at @mattphilip and blogs at https://mattphilip.wordpress.com... Read More →

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

4:10pm PDT

Katas for Kanban Improvement
Supercharge you Kanban journey by injecting the use of the Kata!  In this session Michael will share his insights on how to use different versions of Toyota Kata to encourage disciplined practice of Kanban at the Team and Leadership levels.

avatar for Michael Blaha

Michael Blaha

Director of Cloud Operations, Provation
Currently a Director of Cloud Operations at ProVation Medical.  Michael has had a history of helping to catalyze a Lean and Agile evolution in large (Fortune 10) and moderate scaled corporate cultures resulting in extensive adoption of Kanban and DevOps.Throughout his career Michael... Read More →

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

5:10pm PDT

Hit the Limit of Local Flow and Move Upstream
When and how should I extend flow throughout my organization?
Achieving flow at the local level with teams and departments can produce significant improvements in service delivery. But does this make your organization fit for purpose? In this talk we examine the limits of local flow and the need to achieve flow throughout your entire organization.
LoyaltyOne /Air Miles (LO) is a Canadian-based retail focused marketing company employing over 1000 employees.

Pea Pods!
Over the past several years working on improving service delivery at LO we began to notice converging delivery patterns across all technology initiatives that took on pea-pod shaped CFDs with predictable 5 to 7 month lead times. This stability in delivery pattern occurs regardless of technology, domain, or teams involved. While this represented significant improvement for the company, a significant gap still remained between this capability and our fit service delivery thresholds.

In this session, we discuss how we examined our entire delivery approach from a Systems Thinking lens; through the exploration of causal loop relationship we reveal the limits of localized flow. We share how this examination has lead us to better understand our upstream flow. We identify overburdening at a company-wide level, with disconnected downstream commitment points that result in push systems. We also explore how this results in work fragmentation that clouds customer recognizability of product features and disconnects local improvements from fit for purpose thresholds.

avatar for Martin Aziz

Martin Aziz

Director, Business Technology, LoyaltyOne
Martin is the Director of Agile Practices at LoyaltyOne, a Canadian marketing company and part of the fortune 500 company, Alliance Data. Martin is focused on developing the delivery capabilities of the organization; having the spent the last few years focusing on service delivery... Read More →
avatar for Fernando Cuenca

Fernando Cuenca

Agile Coach
Independent Agile Coach based in Toronto.

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