The Lean Lens(cc) is a game and a simple practice designed to help you improve your own organisation. In this session, we will have time for a short “taster” but will provide you with further tips on the full practice at the end of the talk.
Why Lean Lens(cc)?
Too many companies and teams find it difficult to talk about “waste” and remove it from their operations – things they do that do not add value to the customer. There are technical as well as cultural reasons for this.
In a software development context, waste is hard to recognize as work is about processing an intangible flow of information. Often the definition of waste and value is missing for the company.
On the cultural side, it is hard to discuss waste without fear and blaming.
To address these challenges, with my colleague, Bazil Arden, in 2014 we have developed a game called Lean Lens (cc), which is designed to help teams “see waste” in their software development lifecycle and to move them towards actionable continuous improvement.
We play in the world of an imaginary company and learn to recognize examples of Mary Poppendieck’s lean software wastes. The game creates momentum to use the value stream mapping technique and visualize waste in your daily work, on a waste grid, etc.
The game is a great way to learn about lean and agile. All welcome!
The game has been so far played in London, Barcelona, Budapest and is waiting to be taken on a journey in your own organisation.
We will play a short “taster” of the Lean Lens (cc) this time.
If you would like to take this back to your own organisation, we typically recommend a half-day session, best combined with your retrospectives. The game is shared under creative commons license (attribution, non-commercial).
In this fun and highly-participative workshop, you’ll practice with two powerful methods to solve problems and introduce rapid change: A3 Thinking and Popcorn Flow.
A3 Thinking is a Lean management approach originated from Toyota to help you investigate and solve problems even outside your immediate circle of influence (e.g. cross team or even cross department), develop the critical thinking skills of people, and raise visibility within any organization.
With the help of the A3 Thinker’s Action Deck — an original set of 71 brainstorming cards — you’ll participate in games and activities to learn just enough to begin your journey into the world of A3 Thinking.
The deck will be yours to keep! It will stay with you well after the training, when you’ll face your most critical challenges in your workplace.
Depending on the complexity of the domain, however, not all problems can and should be solved with A3 Thinking.
Which is why, on the second part of the workshop, you’ll drop the investigator hat and practice with a new approach emerged from the application of entrepreneurial Lean Startup techniques to organizational change.
With Popcorn Flow you’ll learn a great way to work with teams to systematically highlight problems, elicit options and establish a continuous flow of small, traceable, co-created, explicit change experiments.
At the end of the workshop, you’ll have gained solid techniques and tools that you’ll be able to apply as soon as you go back to your workplace.
Who is this for?
Change agents, managers, Agile team members…
I have some theories, but the only person who knows why you’ll ultimately choose to participate to this workshop is you.
If you have any further queries, please don’t hesitate to contact me at firstname.lastname@example.org.
As for the difficulty level, this is extremely practical stuff in plain English.
Don’t miss it.
Agile is about working software. And there wouldn’t be software if we stopped coding, so we dedicated this workshop to the coding craftsman, and those who aspire to become one.
This is an opportunity to learn about different ways to code, experience them, and hopefully taste enough so you can take them back to your office and start using them.
We’ll explore different techniques: Starting from Kent Beck’s simple design principles, going through a bunch of code smells, identifying and fixing them. We’ll talk about the Mikado method, and use it for refactoring. Other refactoring methods we’ll talk about include TextTest, and we’ll even discuss the Transformation Priority Premise, a new concept that may alter the way we think about Test Driven Development.
Pick any language, as long as your IDE carries it. You can even switch languages to see what works for you better. This is deliberate practice at its best.
Here’s the complete schedule:
9:00 – 10:00 Warm-up kata
10:00 – 11:00 Kent Beck’s rules of simple design
11:15 – 12:30 The code smell deodorant
12:30 – 13:30 Lunch
13:30 – 14:30 Dancing the Mikado refactoring dance
14:30 – 15:30 Using TextTest for refactoring legacy code
One of the clear common principle between Lean and Agile is the need to promote self-organizing teams that are empowered both to take care of the project and the organization’s continuous improvement. Nevertheless, when we ask traditional command-and-control teams to self-organize and be Agile… Well, anything can happen from anarchy to chaos, including teams that have good intentions but crash the project, team that self-organize to drop Agile and go back to Waterfall Development, or teams that self-organize to create a parallel company that competes with their employer. By the way, what are managers supposed to do on a self-organizing teams company? And, if we are responsible and self-organizing, why do we even need a ScrumMaster or Agile Coach?
In this talk we will explore the boundaries of self-organization on Agile environments, the rules and path to successful self-organization, an evolution and maturity model for Agile teams, how to progressively delegate, and the role of managers and Agile Coachs on a self-organizing teams ecosystem.
Of course, there will be unicorns and krakens too.
Personas are fictional characters created to represent different user types that use your product, and are a method to design your software, to define features… and guess what? To save your team as well.
In this lecture, Shmuel tells about an idea: Creation and usage of Personas in order to preserve the sanity of a team, using a users-first view to affect team dynamics, empower team members and reframe bug discussions.
OK so your organization is going (or has already gone) Agile. Is it just another Techie buzz word? How does it affect the way we do things in HR? Or maybe it doesn’t? Join us in a co – creation process of HR strategies and practices supporting Agile. We shall present ideas, learn from colleagues and practice some agile methodologies, opening new directions and opportunities for HR business partnership.
Speaker: Claudio Perrone
The conditions found in many organizations can be very hostile to people who try to introduce change. Yet, improvement without change is impossible.
And while these companies glorify and reward the unsustainable acts of very visible firefighters and autocratic leaders, they invariably expose themselves to disruption in the marketplace.
In this session, Claudio will illustrate vivid examples of how A3 Thinking (a management approach originated from Toyota), Popcorn Flow (a new Lean Change method he created) and Job-To-Be-Done (a theory and emerging strategies to extract customer insights) can dramatically accelerate the rate of change and create solid opportunities for breakthrough innovation.
By the time this session is over you will be able to accurately estimate every development task in your project. NOT!
In this session I will present the flaws in traditional estimation and planning and share the alternatives the agile movement developed over the years.
I will present why i think that agile estimation and planning is much better than traditional ways of estimation and planning, and how to use it in your own products. Join me.
“Code smell is any symptom in the source code of a program that possibly indicates a deeper problem” – Wikipedia.
Test smell is the same, except that we look for them in the test code of the program.
Being able to leverage test smell in order to actually improve the quality of your system takes a lot of experience. However, it’s an essential step in actually learning how to do Test Driven Design. Cause as we know TDD is more about listening to the tests in order to develop the system. In this session we will try the explore the notion of test smells, meet some of the common smells I encounter, and discuss how to develop our sense of (test) smells. We might even learn something new that will help us improve our TDD skill.
Interactive (and fun) session with the audience to do a retrospective on the conference so far. During which we will practice some of the basic concepts of retrospectives, for example: 1. Don’t forget to mention the good. 2. Let everyone be heard. 3. Stay focus, don’t try to fix everything. 4. Find doable AIs that the team can do. 5. Don’t go into a state where it is all “management problems” that we cannot fix. The goal is to come up with 1,2 simple AIs that the audience can start doing. The organizing committee is awaiting to hear your feedback.