Jeff Gothelf, Lean UX

Requirements-driven product definition is a sure-fire way to get 100% of the wrong product launched. The assumptions that requirements are based on are usually not accurate enough to determine the exact solution those requirements dictate. Instead, teams should focus on creating a series of hypotheses that define potential solutions to their business problem and then work together to learn which of these hypotheses are keepers and which ideas to kill. Biography Jeff is a designer & agile practitioner. He is a leading voice on the topics of Agile UX & Lean UX...

Jeff Sutherland, Scrum Inc.

“Scrum: The Art of Doing Twice the Work in Half the Time”! Jeff Sutherland experience as a fighter pilot flying over North Vietnam and a medical research scientist studying complex adaptive systems motivated him to invent a new way of teamwork for finishing projects early with higher value based on Takeuchi and Nonaka’s observation of lean product development at Honda, Toyota, and other lean companies. He teamed up with Ken Schwaber to formalize Scrum in 1995 and write the Agile Manifesto in 2001 with other thought leaders. Jeff describes how Scrum...

Mary Poppendieck

The two pillars of Lean – Just-in-Time and Jidoka – have been discussed for many years, and by now we have a pretty good idea of what Just-in-Time means in software development. With Continuous Delivery moving to the mainstream – even for enterprise and embedded software – rapid flow of value through the development process is becoming routine. However, as software systems get larger and more complex, we may lose sight of what Jidoka has to offer. At its heart, Jidoka means that everyone is aware at all times of the state and progress of each flow unit in the...

Christophe Berbeyer

Christophe shared the story of a software development project within a traditional SAP environment where – against all odds – he and the India based team, managed to deliver the product within 6 weeks and underbudget. More than the results of the project, what’s amazing in his story is that using SCRUM and the Lean practices, he managed to build a strong team spirit despite the complex remote context. Together with the team, they achieved stunning improvement communicating only over the phone, and training through Dojos. See how this experience changed...

David Bogaerts, ING Bank

The ING Bank case study: In 2010 we started working Agile in our Internet Banking department (28 teams & 220 employees) and created nice results. It felt however as if we kept banging our heads against big issues all the time. Introducing technical improvements only helped to solve part of our issues, however we never seemed to get away from trouble shooting. Slowly we started to realize that if we wanted to make real progress, we had to deal with the real root cause: us as a management team. Organize ourselves as management and have the discipline of not disturbing...

Jannes Smit, ING Bank

Discover ING Bank case study: In 2010 we started working Agile in our Internet Banking department (28 teams & 220 employees) and created nice results. It felt however as if we kept banging our heads against big issues all the time. Introducing technical improvements only helped to solve part of our issues, however we never seemed to get away from trouble shooting. Slowly we started to realize that if we wanted to make real progress, we had to deal with the real root cause: us as a management team. Organize ourselves as management and have the discipline of not...