David Anderson


 Track: Continuous Improvement and Management
 Language: English
 Format: Talk
 Time: 5-Oct 14:00hs
 Duration: 90′


For at least a decade the agile community has understood that there was value in Lean Thinking and that methods such as Extreme Programming could be interpreted and explained using Lean concepts. However, institutionalized adoption of Lean, with its culture of continuous improvement (”kaizen”), has been slow. There is no recognized Lean software development lifecycle or project management methodology in common use today. The Lean idea of flow is widely accepted but the tools and techniques required to manage and optimize it have gained little traction, until recently. The introduction of kanban systems that visualize work and specifically limit the quantity of work-in-progress (WIP) have generated a significant improvement in the adoption of Lean concepts, techniques and tools. This growth is rapid and global and echoes the growth rate of XP almost a decade earlier. Unlike XP adoption is happening in a wide range of businesses from conservative Northern European insurance firms that failed to embrace agile methods, to startups in emerging markets such as Cambodia. This talk, citing real examples from around the World, will look at why and how choosing to limit WIP can create a cultural evolution within your organization that will lead to a leaner future.