LKSE15 Call for Proposals

LKSE15 is on April 21, 2015 in Madrid.

Lean Kanban Southern Europe 2015 Website — Full Details and Registration

For complete details on the LKSE15 CfP, see the overview document here

The CfP will close on Feb 7th, 2015. Speakers will be notified by Mar 1st, 2015.

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

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  1. ¿Cómo Lean puede mejorar la productividad de mi equipo de desarrollo? Los desperdicios del Lean Software Development.

    Constantes interrupciones, reuniones interminables, mala comunicación en el equipo, mala calidad del código; tareas inacabadas, tareas que se empiezan, no se terminan y se retoman tiempo después, o muchas tareas abiertas a la vez y ninguna terminada, con los cambios de contexto que eso supone; desarrollo de funcionalidades que luego no se corresponden con lo que el cliente quería… Estos son algunos ejemplos de los llamados “desperdicios” (waste), en terminología Lean, los desperdicios del “Lean Software Deveopment”.

    Nosotros, desde 233 Grados de TI, hemos ayudado a muchas empresas a superar estas situaciones improductivas. Pero por desgracia esas empresas no serán…

    134 votes
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    • Unleashing the Leadership Beast through Kanban

      Kanban preaches about 'Leadership at Every Level', through its 4th Foundational Principle. However, does this suffice to remedy organisational dysfunction, counter the decaying effects of entropy, and avoid 'leadership waste'?

      Despite significant progress toward self-organisation, the misconception that leadership activity is still grounded in the individual is evident. Are we ready to accept the separation of leadership from people? Could leadership be –more usefully– perceived as a resource to be managed, as a distinctive and strategic asset of the company?

      How about that the organisational system has separate leadership capability than the sum of all leaders working for it? And…

      74 votes
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      • El desafío de la agilidad y la flexibilidad en la Administración Pública

        Las administraciones públicas se plantean ser más eficaces y eficientes ya desde finales del siglo XX, con el comienzo de los procesos de modernización de la gestión pública. Actualmente la crisis económica plantea un nuevo escenario en el que se renuevan estos objetivos.

        En este sentido la introducción de las técnicas de gestión privada como el management deberían considerar las características diferenciales del sector público respecto al privado y examinar ciertos factores críticos de aquellos procesos de modernización que no se resuelven únicamente con métodos de gestión del cambio, aunque aquí se hagan especialmente necesarios.

        El sector público presenta rasgos…

        39 votes
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        • CMMI with Kanban: light, sustainable and faster

          Lots of organizations nowadays are determined to become more agile. Naturally. They have to adapt to an environment in which customers are demanding short time delivery, better quality, capability to deal with changes to requirements, higher productivity and lower costs. However, many companies are struggling with the change from manage&control working processes to Agile (typically Scrum) or Lean.

          This change is hard! It requires a great involvement not only from the development or operations team but from the rest of the organization as well. It is not about substituting practices with different ones or simply shortening the iterations. It is…

          91 votes
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          • Fibonacci Pairing: Learning through Collaboration

            According to many researches, we learn the best when we experience it personally, and we comprehend even better when we teach to someone else!

            So if you want to achieve ample understanding of a topic, you’ll need to follow these basic steps: “Listen > Observe > Do > Share”

            Fibonacci Pairing is simple yet very effective technique that can improve team work.

            In this talk, I’ll share about What-Why-How of "Fibonacci Pairing" technique, which is yet another discovery from practice.

            The main goal of that technique is to establish understanding and improve collaboration, without overcrowding by artificial ways like lecturing.

            12 votes
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            • Discovery Kanban

              Performing on the edge between the past and the future has become the number one challenge. It is a strategic survival issue when the current/past business is at the verge of irrelevance because of structural changes in the market and the business needs to take a leap into the future. It is a tactical issue when program/product/service managers struggle with the conflicting requirements of serving existing/past customers while at the same time exploring new sources of future growth. It is an operational issue when knowledge and capabilities that have been built up in the past are not sufficient to predict…

              15 votes
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              • Quantifying Cost of Delay – a workshop

                Quantifying Cost of Delay: Why is it the “one thing” to quantify? How do I do it?
                Don Reinertsen says that if you only quantify one thing, quantify the Cost of Delay. As we’ve talked about before, quantifying Cost of Delay not only helps improve prioritisation, it also help with making trade-off decisions, creates a sense of urgency, and changes the focus of the conversation. Maybe this has got you interested in experimenting with it, but you’re not sure how to get started? If so, this workshop is specifically for you!

                When people hear about Cost of Delay they sometimes…

                14 votes
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                • Leanership, hacia el liderazgo Lean

                  Lean reconoce la necesidad de que los equipos cuenten con mayor participación en la toma de decisiones para mejorar los procesos en que intervienen. Se pide a toda la organización que compartan una cultura de la mejora continua alejada de la complacencia, proactiva, para mantener en continua revisión todo lo que es mejorable.
                  Lean pretende generar un ciclo de aprendizaje constante basado en la información compartida (radiadores de información, relación con el cliente) y en el diálogo continuado. Parece entonces, que Lean requiere, en parte, de un liderazgo distribuido en el que se compartan las cuotas de poder a todos…

                  6 votes
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                  • Using Lean to introduce Agile in any organization

                    When we’re trying to introduce Agile in any organization, it’s common to provoke a great friction with the existing culture. In my experience, it’s much easier introducing Agile once the organization, the people, has understood and incorporated the Lean principles. I’ll explain in this lighting talk (15 min) how you can do this too.

                    I can also give the talk in Spanish.

                    Cuando tratamos de introducir Agile en una organización es frecuente provocar un gran rozamiento con la cultura existente. En mi experiencia, es mucho más fácil introducir Agile una vez que en la organización, la gente, han entendido e…

                    7 votes
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                    • Usando Kanban en el Gobierno Escocés

                      El Gobierno Escocés está embarcado en un programa para cambiar radicalmente la forma en la que trabaja. En vez de ofrecer servicios pensados desde una perspectiva de como se organiza la administración pública, la intención en crear una presencia digital enfocada en las necesidades de nuestros ciudadanos.

                      Este programa afecta a un complejo entramado de mas de 180 organizaciones publicas con miles de trabajadores potencialmente trabajados en el cambio de perspectiva.

                      Después de un primer año repleto de incertidumbre, errores y aprendizaje, el programa se ha embarcado en un proceso de Kanbanización para agilizar la gestión del trabajo, acelerar los…

                      7 votes
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                      • Producto + Proyectos + Soporte. O con Kanban o imposible

                        En VSN trabajamos para cadenas de televisión de todo el mundo. Tenemos productos software que vamos mejorando pero también peticiones especificas de cada cliente. Las fechas de entrega varían mucho porque para instalar el software en las televisiones primero tienen que estar los racks, los cables, incluso a veces el edificio. Además necesitamos responder rapidamente a peticiones de soporte que a veces son que el noticiero de mediodía se va a negro por lo que necesita atención inmediata.
                        Todo esto lo gestionamos con Kanban, Quiero explicar los detalles de cómo lo gestionamos.
                        Duración de la charla. 40 minutos.

                        6 votes
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                        • Peligros

                          Mi experiencia con Kanban está muy relacionada con implementaciones del Método basadas en la integración de sistemas con herramientas de pizarras electrónicas, como Leankit.

                          Si bien he comprobado que este enfoque del método proporciona mucha ventajas, por contra, también he podido comprobar que a veces "la tecnología" hace perder el objetivo final de lo que debería ser aplicar el Método en una organización.

                          En una charla corta intentaré compartir los comportamientos erroneos y antipatrones que he detectado, para poder ayudar a las personas y organizaciones que quieren acercarse a Kanban a hacerlo desde la manera que considero más correcta.

                          La…

                          7 votes
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                          • Kanban en acción: caso de estudio en la Administración Pública

                            Es habitual pensar que la Administración Pública vive en una realidad diferente, aislada de la furiosa actividad propia del sector privado, en el que muchas empresas miden sus armas en base a ventajas competitivas derivadas de las TIC, luchando a su vez con las rigideces del presupuesto derivado de los margenes de la propia actividad empresarial, lo que las obliga a considerar el "más con menos" en una necesidad de pura supervivencia.

                            Tal vez la rigidez presupuestaria en las Administraciones Públicas provenga de otra fuente, por ejemplo de los ajustes propios de épocas de recesión pero igualmente se enfrentan (como…

                            6 votes
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                              1 comment  ·  Admin →
                            • Probabilistic project sizing using Randomized Branch Sampling (RBS)

                              In order to forecast the time and the budget needed to deliver a software product we need to be able to quantify “what” we are building since the resources required are related to “how much” software is built. That quantification is referred to as “sizing”. Software sizing is an activity in software engineering that is used to estimate the size of a software application or component. It forms the basis for estimating resource needs. Software sizing is different from delivery time estimation. Sizing estimates the probable size of a piece of software while delivery time estimation forecasts the time needed…

                              6 votes
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                              • Clarificando cómo gestionar cuellos de botella con Kanban

                                Hay un claro paralelismo entre la Teoria de las Restricciones y cómo gestionarlo con kanban. Mediante un ejemplo parecido al del libro "The Goal" quiero explicar qué es un cuello de botella y cómo se gestiona con kanban. Duración 15 minutos

                                5 votes
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                                • Kanban para sistemas e infraestructura

                                  Uso del método Kanban en equipo de sistemas-infraestructura. Es un cambio fundamental para soportar el crecimiento explosivo en términos de capacidad de desarrollo y expectativas del negocio. En esta charla mostraré la evolución de una forma de trabajo basada en emails, conversaciones, mensajes, etc, donde quien recibía ayuda primero era el que hablaba más fuerte.

                                  Debido al uso de Kanban, ahora es posible organizar y priorizar el trabajo de mejor forma, permitiendo proteger al equipo de la sobrecarga, otorgándole además una herramienta para hacer visible su trabajo. Esto ha sido uno de los más grandes beneficios, generando mayor transparencia y…

                                  1 vote
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                                  • Using Kanban for continuous improvement in a growing software development company

                                    Format: 45 minutes

                                    Abstract / Short summary:
                                    Liferay, Inc. is a leading provider of enterprise open source portal and collaboration software products, servicing Fortune 500 companies worldwide. When you work building an open source product, visibility and transparency is everything. Not only for your distributed engineers all over the world but for your customers and the community members who are contributing to your product.
                                    Over the years, Liferay as a company has grown and evolved, our success in the portal solution market has brought us to the leading position and that means the customers who choose our product are leaders…

                                    3 votes
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                                    • “How” to go beyond Scrum and use Lean in Software Development Teams?

                                      To start I would like to say that for me Lean is a “ Thinking” as described in many books. Nevertheless, besides that, for me is a Philosophy something that you are or not. Like one of my work colleagues said is a group of common values. I agree with him but we really need to believe in them in order to follow and apply them. In other words be Lean.

                                      In my opinion we can say that Agile Software Development is a great example of Lean thinking in action. Why? Lets dig a little more.

                                      For more details please…

                                      18 votes
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                                      • The Kanban Iceberg: How to go below 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…

                                        7 votes
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                                          1 comment  ·  Admin →
                                        • Agile Performance Metrics… Are they useful or not? Which should we use?

                                          Performance Metrics are definitely one of the most hot and controversial topic on Agile/Lean.

                                          The scrum guide doesn't tell anyone anything about it but regardless of the companies being willing to embrace agile and lean the truth is that they all "need" KPI’s.

                                          After all everything should be measure in order to get some sense of assurance on the quality of the work that is being done.

                                          Usually KPI’s tend to go around velocity, predictability, etc.

                                          In my opinion the KPIs above are only measuring the ability of your teams to guess effort / duration of tasks.

                                          Is that what…

                                          15 votes
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