Lean Kanban India 2015

As agile methodologies, Kanban and Scrum has their own space of executions. Kanban can be best described as a methodology which depicts “Flow” of work while Scrum is a framework which creates a base to do Product Development.

Many efforts has been done to combine the Flow & Framework to achieve the best possible combination and ScrumBan turns out to be one of the most widely used experiment.  

Through Scrumban as a practice is getting some attraction, we need to also explore how the combination of Flow and Framework can work together and what could be its limitations?

Planning for Agile? Or in Between your Journey of Agile?

Priyank would bring his real time stories to share from his experiences while implementing agile for enterprises. And this session would be for both of the events above -     

• This session would give the audience a thinking tool to plan for agile


• Participants would be able to identify most common mistakes while going for Agile


• What are the generic approaches for Agile transition, the problems one might face & how to fix them

We had a fixed price project signed when the client decided to rip and replace the architecture, which meant 30% additional work.
Could Kanban help? Does Kanban work in a large product development environment? And can Kanban be implemented without large scale strife in how the team works?

Yes, Yes, and Yes! This sessions presents how we were able to succeed using Kanban by stealth in a $5M greenfield product development project.

This case study explores the use of Scrumban – Scrum and Kanban in combination – at the UK's Skills Funding Agency. We'll look at how the process evolved and performance improved, with a particular emphasis on feedback loops. We'll look also at how "demand shaping" techniques worked in tandem with a strong focus on user needs.

Enterprise Services Planning (ESP) is a way to improve communication and collaboration enterprise-wide. It will bring alignment between an organization's long term strategic plans, ever-changing market shifts, and the reality of delivery capability.

Within the ESP program, information flow is achieved with a set of feedback loops: meetings we call the 7 Kanban Cadences. Information flows in and action flows out in a deliberate sequence considering lead time, predictability, and quality. In this session, learn about each of these feedback loops and how they all work together across the enterprise.

When the agile initiatives scale, Synchronization and Cadence are needed to optimize the program velocity.

The key for this optimization is synchronization between different teams in terms of joint planning, work products, backlogs and design. Then all the constituent teams need to work on the same cadence so that the integration and planning can happen on the same timetable based rhythm.

The session would be elaborate on this concept - and how it holds the key immaterial of which scaled agile concept is being used.

This session would also address related items like optimizing program velocity versus team velocity, structuring of the teams and dedicated capacity at program level.

Being a Documentation Manager, do you face following challenges while managing the documentation delivery:

• Poor visibility of the process being followed throughout the Documentation Development Life Cycle (DDLC)


• Long lead time in publishing the Help Document missing the Release deadline


• Work bottlenecks resulting from overloaded resources and lack of prioritization


• Poor throughput: No proper monitoring of how well the Documentation team is performing against the target delivery date 

If your answer is YES, then it's the right time to know how you can adopt Kanban, and achieve significant improvement in your Documentation Life cycle.

The Kanban method practice of Limiting WIP is extremely powerful when done right. Doing so is tricky. This talk will be full of advice and some exercises to understand the power of limiting WIP, how to figure it out and how to mature it. The economic and psychological impacts of it will also be discussed.

The Kanban approach is quite different from many others in a sense, that it does not come with big prescriptions, what all should to be done or followed. It rather it assumes a wise approach for evolution along various options for growing a fitter business.

However, even initiating an evolutionary approach to change needs a set of focused actions to be taken care of, in order to increase the probability for making it stick and creating impact. In this session you will learn about the bigger picture of STATIK - the Systems Thinking Approach To Introducing Kanban, helping you not only to start great Kanban initiatives, spreading it across different services, but also to revisit existing ones, finding good ways for further improvement.

The speaker is going to share some actual examples of Kanban practices that his teams used while leading large scale transformations. These examples will highlight how Kanban core practices can also be used effectively for the work needed to define software development processes. While driving with extreme urgency, for large scale changes with simplicity and customer focus as the foundation, speaker and his teams have leveraged various aspects from Kanban core practices – visualization of work and work progress at multiple levels; limiting WIP as well as eliminating non-value adding work, defining Minimal viable product; smoother flows; processes and tools simplification, communication and support; in-time feedback mechanisms; continuous experimentation, etc.

In this interactive session, the audience is expected to share their own perspectives and experiences. The audience will not only learn from these examples but will also get ideas to adapt them for their own situations.