From Stephen Parry’s keynote:
Here you can find the talk by @leanvoices from Vienna he was referring to: lean-kanban.eu/sessions/parry/ #LKNA13
— Arne Roock (@arneroock) April 30, 2013
Rather than working towards a specification, work towards a purpose ~ @leanvoices #lkna13
— Torbjörn Gyllebring (@drunkcod) April 30, 2013
Designing the customer back in – good advice for designing kanban system – where is your customer? @leanvoices #LKNA13
— Patrick Steyaert (@PatrickSteyaert) April 30, 2013
“Cheaper, neater, faster waste” @leanvoices #lkna13
— Mike Burrows (@asplake) April 30, 2013
.@leanvoices masterfully hightlights how changing the purpose of a system is a extremly powerful leverage point for change. #lkna13 #metrics
— Torbjörn Gyllebring (@drunkcod) April 30, 2013
In terms of org evolution first results come after 6-9 months, but for sustainability you have to wait longer. @leanvoices #lkna13
— Pawel Brodzinski (@pawelbrodzinski) April 30, 2013
From the morning sessions:
What is creativity? The left brain / right brain dichotomy is complete bullshit. /cc @andreakuszewski #LKNA13
— SemanticWill™ (@semanticwill) April 30, 2013
Be an effective problem *finder*. It’s a skill not targetted by traditional teaching methods @andreakuszewski #lkna13
— Mike Burrows (@asplake) April 30, 2013
My deck from this AM is online! Creative Disobedience: How, When, and Why to Break the Rules slidesha.re/1024ToE #lkna13
— Andrea Kuszewski (@AndreaKuszewski) May 1, 2013
We are estimating the wrong things. We should estimate the things that might go wrong, not things that should go right. #lkna13 @t_magennis
— indomitablehef (@indomitablehef) April 30, 2013
cycle time – easy to capture, difficult to game, powerful for forecasting using Monte Carlo – lots of opportunity.@t_magennis#lkna13
— Peggy Drew (@PeggyDrew3) April 30, 2013
I’ve used @skholt‘s #cynefin base conflict model to resolve numerous business conflicts #lkna13 twitter.com/cyetain/status…
— Jabe Bloom (@cyetain) April 30, 2013
Thinking of @lightsmith‘s pull model for coaching @skholt: have strategic bench of experts to dev/coach/mentor/train like SWAT team. #LKNA13
— TonianneDeMariaBarry (@Sprezzatura) April 30, 2013
Injuries are not only physical. There are also emotional injuries and cognitive injuries. @joshuakerievsky #lkna13 #TechSafety
— Erik Sowa (@eriksowa) April 30, 2013
As a side note, here is a small catalogue of these injuries:
- Schedule Stress
- Torn Trust
- Termination Tension
- Fear of Failure
- Lost Respect
- Brain Hernia (really complicated code)
- Duplication Depression
- Fragility Frustration
- Merge Misery
- Crushing Complexity
- Outage Ordeal
If we can’t resolve the Safety issue per the Maslow Hierarchy of Needs, how can we hope to move higher? -@joshuakerievsky #lkna13
— Nayan Hajratwala (@nhajratw) April 30, 2013
“Cheerleading for better quality doesn’t work” -@joshuakerievsky #lkna13 #techsafety
— Nayan Hajratwala (@nhajratw) April 30, 2013
The capability for continous deployment creates safety and reduces stress of release. #lkna13 #techsafety
— Torbjörn Gyllebring (@drunkcod) April 30, 2013
From the ignite talks:
Pro tip: use banana peel for blockers on your board – it will change color and even smell when it’s not resolved. @klauswuestefeld #lkna13
— joakimsunden (@joakimsunden) April 30, 2013
My favorite way to encourageLearning Culture. Encourage people to be SEEN reading a BOOK at work.. #lkna13
— Jabe Bloom (@cyetain) April 30, 2013
Impressive enterprise Kanban board #lkna13 @bernadettedario twitter.com/EverydayKanban…
— Julia Wester (@EverydayKanban) April 30, 2013
From the Monte-Carlo challenge:
“#NoEstimates means you’re replacing deterministic estimation with probabalistic forecasting.” @djaa_dja #lkna13
— Liz Keogh (@lunivore) April 30, 2013
@leankitjon showing @leankit Monte Carlo #lkna13 twitter.com/daniel_norton/…
— daniel_norton (@daniel_norton) April 30, 2013
The evolution of probabilistic forecast tools makes story points so old fashioned and silly. #lkna13 #noestimates
— Rodrigo Yoshima (@rodrigoy) April 30, 2013
From the afternoon sessions:
Instead of learning to surf, conventional organizations try to control the waves. This almost never works. ~Allen Ward #lkna13
— Jabe Bloom (@cyetain) April 30, 2013
If you aren’t moving towards continuous delivery, you *will* be left behind. -@mpoppendieck #lkna13
— David Neal (@reverentgeek) April 30, 2013
Stop managing projects. Projects are big batches. Manage features, and decouple releases from development. -@mpoppendieck #lkna13
— David Neal (@reverentgeek) April 30, 2013
@lmaccherone Stunning finding: Agile teams with size > 9 have same perfomance as teams 4 to 8. Q: at what point does it impact?#lkna13
— Norbert Winklareth (@nwinklareth) April 30, 2013
All metrics share a common assumption: The people supplying them will be forthcomming & without fear in reporting truth. ~ @cyetain #lkna13
— Torbjörn Gyllebring (@drunkcod) April 30, 2013
Lots of teams move from BDUF (Big Design Up Front) to BDOB (Big Delivery Out Back) @cyetain #lkna13
— Nayan Hajratwala (@nhajratw) April 30, 2013
Small batches are easier to release psychologically. Bigger batches yield psychological avoidance to release. @cyetain #lkna13
— Joshua Kerievsky (@JoshuaKerievsky) April 30, 2013
Move from a robustness mindset (trying to be perfect) to a resilience mindset (early detection & recovery) ~@cgosimon #lkna13
— Jabe Bloom (@cyetain) April 30, 2013
Having healthy conversations about cost of delay (qualitative and quantitative) steer better business decisions ~Todd Little #lkna13
— Pawel Brodzinski (@pawelbrodzinski) April 30, 2013
Observations:
New rules of thumb for picking sessions – choose speaker over topic, favour external speakers and topics outside of comfort zone #lkna13
— Marc Johnson (@marcjohnson) April 30, 2013
And last, but not least:
#lkna13 the best kept secret of our conference is in the can! #brickellkeyaward winners chosen. Always a tough decision
— David J Anderson (@djaa_dja) April 30, 2013
