LKUK14 Call for Proposals

LKUK14 is 3 – 4 November 2014 in London. "Lean Kanban UK 2014

Lean Kanban UK Website — Full Details and Registration

For complete details on the LKUK14 CfP, see the overview document here

The CfP will close on 15th September 2014. Speakers will be notified by 30th September.

Please submit your abstract below. Remember to indicate the length of the session

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  1. Forecasting delivery, with oranges

    People often confuse forecasting with estimation, this session will help to explain the difference, and how you can better forecast delivery with less effort and more accuracy than with estimation.
    Let's pretend we run an orange juice shop...

    3 votes
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    • How ITV successfully delivered a strategic platform for the future using Kanban

      In 2013 a proof of concept was started to test the assumption that the future of ITV’s digital platform should be a new set of services and APIs, allowing products such as ITV Player to be built on a new, modern platform.

      This is the story of how ITV used Kanban to successfully delivery the first phase of the project: A new ITV Player app for internet enabled TVs, a new service layer, and a new set of environments and infrastructure.

      We will talk about our approach, and how it changed and adapted over the course of the project; what…

      54 votes
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      • Introducing Agility to Non-Agile Organisations

        Many organisations start implementing Agile in a cultural context that is mostly non-Agile. This often creates a significant number of tensions and frictions that the teams adoption Agile are not fully aware of and that can be mitigated using Kanban.

        Jose will discuss how we can Kanban to successfully introduce Agile principles and practices in non-Agile organisations, why and how Agility can help businesses significantly improve their results and what are some of the most surprising business performance metrics that we can improve using modern management methods.

        Feedback from this talk include:

        "I have completely changed my thoughts on bringing…

        10 votes
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        • Plan a project in ten minutes - or How I learnt to stop worrying and love Little’s Law

          This lightning talk will use a real life project to show how the kanban method of forecasting projects can be used even in the absence of historic data.

          The talk will walk through the following steps:

          - Story Mapping to understand the size and shape of the work
          - Scoring stories for Complexity and Risk
          - Building a model of System Lead Time
          - Using Little’s law to determine Team Make Up and a manageable level of WIP
          - Using the S-Curve distribution to determine how long you will need this team for

          To arrive at an answer to ‘How…

          1 vote
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          • Kanban: A Story of Change

            Many teams would like to work in a more Agile way and improve their development process but sometimes it is difficult to know where to start. This was the challenge faced by one Worldline software development team towards the end of 2013. Kanban enabled that team to start simply by mapping out the process they already followed. In this presentation David Daly follows the journey that team has been through, including:
            - What Kanban is
            - Why the team chose to adopt Kanban
            - How they rolled out Kanban
            - Why Kanban delivers benefits almost immediately (including more reliable customer…

            5 votes
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            • Navigating Politics: Why Lean/Agile Can Make It Worse & What To Do About it

              When implementing Lean/Agile, have you ever wondered why politics (in the company or internally in the team) sometimes escalate rather than decrease? Have you ever sat there in meetings frustrated and exasperated at the seemingly unnecessary dramatics some participants go through? What’s going on? Despite your best efforts, why doesn't pure data, logic and transparency always work?

              Exploring why this happens, this talk will draw on tough, on-the-ground experiences and combine it with eastern and tribal philosophy in order to illuminate practical and realistic ways of dealing with it.

              4 votes
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              • Technology vs. Process: Getting the balance right.

                Is the investment in Process enough? Is a migration to any agile methodology enough?
                Would a progress be achieved without an investment in the technology and tools that power up your company?

                E-Commerce companies find it difficult to balance the investment into technology and tools, versus the number of times processes are being change in order to achieve success. Process change needs time to succeed, the truth is, however, that although important, most of the time problems lie elsewhere.

                The talk focuses on Hotels.com’s massive success in delivering value to customers by reducing the cost, time and risk of delivering…

                21 votes
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                • x-Ban the process! (How a Product Team is improving value delivery rate with Kanban)

                  Scrumban, Xanpan (XP-ban) - even Prince-ban and DSDM-ban - have all been used as portmanteau words to explain the journeys from a particular named process or framework to a continually evolving and improving process, guided by the principles and practices of Kanban. If you are trying to apply a named process but frustrated by a patchy track-record of improvement, consider the alternative: x-Ban it!

                  When I was asked in early 2013 if I would work with a product development team, they had just adopted Scrum (a matter of weeks before). Their process, like most I’ve reviewed from teams claiming to…

                  4 votes
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                  • Flow in Content Teams

                    For years we have been discussing WIP limits, feedback loops, prioritisation, sources of variation, classes of service, etc., within technology teams and departments. But how does this relate to the non-tech world? Can it be applied using the same focuses, tools and approaches? When there is a third-party approval process, does limiting WIP still work? Does setting classes of service really add benefit when producing content? Is the iron triangle’s sacred core of quality as easy to protect when there is no ‘working’ product to identify?

                    David and James recently found themselves in consultative roles in two very different sectors,…

                    12 votes
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                    • Shazam discovery - data driven project management

                      Shazam has been growing very fast recently. A lot of this growth happened in the engineering department at London HQ where our mobile apps are being developed.

                      This talk will go into technicalities of project management techniques we use to keep 100+ MAU a month happy while maintain agility and respond to rapidly changing market situation.

                      We will talk about data driven Kanban, flow, visual standups, changing requirements and structure of our teams. We will show what metrics we care about, how we measure them and what we do with the results. (You’ll also learn why [Heathrow] Terminal 6 is…

                      1 vote
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                      • Capability Red: Requirements at Scale

                        We know that in a complex environment, breaking everything down into tiny little parts doesn't work. We always make discoveries, no matter how much analysis we do! So how can we define the problem usefully enough to prioritise, plan and get started, and where do we start?

                        In this talk, we'll look at the idea of capabilities as a way of breaking down requirements without going into too much detail. Combining this with complexity estimation, we allow for easy planning and dependency management, prioritisation both across the portfolio and within a project, and a robust risk- and value-driven approach that…

                        20 votes
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                        • Successful Evolutionary Change of Portfolio Management

                          Does any of following problems sound familiar?

                          - Too many concurrent projects in the portfolio
                          - Constant struggle to finish commitments on time
                          - Continuous fight for teams and people availability
                          - Frequent project expediting
                          - Disconnection between portfolio management and work organization on a team level

                          These are typical issues with portfolio management. However, before jumping into solutions we should ask why the issues are so common. The limited visibility of the current situation is one of the root causes. Lack of information about the impact of new commitments on the organization is another. The decision-making process that results…

                          2 votes
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                          • Lean Kanban Foundations

                            A brief introduction to the Principles, Practices and Practicalities of Lean Kanban.

                            If you are new to Kanban, this session will introduce the concepts you need to be aware of to get the most from this conference.

                            If you've been doing Kanban for a while but want to reset your knowledge and go back to basics to get more out of your existing Kanban or Proto-Kanban implementation, this session will help you.

                            1 vote
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                            • Flow (Like Ketchup)

                              Find out about Pull Systems, Complexity, Flowing work through bottlenecks, when and why we should use WIP limits in knowledge work, and of course, how best to get saucy chips.

                              1 vote
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                              • The Impact of Agile Quantified:2014

                                Did you know that dedicating team members to a single team doubles productivity? Do you know what levers will cut your time to market in half? Did you know that teams that most aggressively control their simultaneous work in process (WiP) have as much as a 75% reduction in released defects? How much of an impact do the simple things like holding regular retrospectives have on performance?

                                Groundbreaking research on the performance impact of Lean/Agile practices! This session answers the questions your organization is asking. You will learn how the elusive Lean/Agile impact is finally quantified, through data derived from…

                                19 votes
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                                • * The Kanban Iceberg: How to scale beyond the surface of a shallow implementation

                                  For many teams, kanban is an iceberg: They see only the single practice of visualization, but the mass of the system is below the surface in the form of the other practices, principles and values. This experience report details the journey that one company took to break the barrier of a wide but shallow kanban implementation at scale to realize benefits like improved delivery outcomes and greater employee satisfaction. Beginning with depth-of-kanban assessments and through a series of experiments, like the emergence of a new role — the flow manager — and standard work, teams deepened their understanding of the…

                                  1 vote
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                                  • Improvement Initiatives Are Like Teenage Sex

                                    Improvement initiatives are like teenage sex: everyone talks about it, nobody really knows how to do it, everyone thinks everyone else is doing it, so everyone claims they are doing it.

                                    For decades most of improvement programs fail. Interestingly enough, with the rise of Agile and Lean the success rates of change initiatives don’t get better. Why so?

                                    Every now and then we focus on processes and methods. We exploit success stories from other organizations just to find ourselves failing again. Should it be a surprise given how little attention we pay to our specific context? Should it be a…

                                    1 vote
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                                    • Capacity Planning - TOC applied to Creating Organisational Portfolios

                                      The beauty of Theory of Constraints is its simplicity. Agree the goal, Identify a constraint, Prioritise the Constraint, .... and so on. But how do you apply TOC at the organisational level? How do you create an organisational level portfolio of investments?

                                      This 90 minute workshop will consist of two parts. An experience report of how the approach has been adopted and developed at two Fortune 500 companies, and an experiential workshop where the attendees will actually experience the process of creating an organisational investment portfolio.

                                      The workshop part will is based on the workshop developed to train all of…

                                      4 votes
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                                      • Building customer focused, inclusive digital services with Agile and Lean UX

                                        Our Digital Inclusion presentation describes how we have used Lean UX and Agile techniques to deliver a number of central government digital services.

                                        Focusing on feedback loops, we provide the audience with real insights and actionable takeaways based on our recent experiences, ensuring the digital services are inclusive and accessible for all vulnerable groups.

                                        This is an interactive session where we will engage with the audience to participate in affinity sorting and guerrilla testing based on real scenarios. We will also show quantitative and qualitative techniques and how using Kanban, we incorporate iterations of customer journey mapping, MVP prototyping, guerrilla…

                                        5 votes
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                                        • Hidden Knowledge

                                          This talk takes the form of a dialogue between a Manager, new to a company, and Senior members of the team the manager joined.

                                          The manager thought he was doing ‘the right thing’ - visualising the work, using this to identify bottlenecks, moving people to the bottleneck to alleviate it.

                                          In doing so he didn’t see that he was treading on the toes of the people who had got the work to where it was in the first place.

                                          This lead to a crisis meeting which brought the whole team together to talk about hitherto unspoken, hidden, problems and agree…

                                          5 votes
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