I want to go through the experience gained from switching from a pure Scrum process to Kanban.

Changing the focus from purely focusing on sprints and sprint planning to a pull-based constrained Kanban board driven approach gave us some truly revolutionary insights into our own process. This has allowed us to further constrain work in progress and really put the focus on implementing more ideas from Lean.

Plan to spend a couple of minutes introducing the key concepts of Kanban and the rest talking about the experiences.

How much project management is needed in an agile project using scrum? In terms of collaboration - what are the main differences in running one scrum team versus 11 scrum teams?

We have been part of a large Norwegian SCRUM project, SPK Perform, for almost two years. This has provided us with fruitful experience with project management in large scale system development projects using scrum.

This talk presents a few practices used for building a working Scrum team with subcontractors. The practices are based on experiences gained in working with subcontractors. The emphasis of the talk is put on personal contact, equality, and fun as elements engaging all team members into a Scrum project. The practices are presented at general level with a few specific examples. The content of the talk is based on a book chapter ‘Considering Subcontractors in Distributed Scrum Teams’ that will be presented at workshop: http://xp2010.agilealliance.org/node/5467

Every organization is able to achieve major improvements. Overcome fear-driven management by proving results of guerrilla scrum. Do some marketing and present your real improvements and results. Persuade as many people as you can, so that being agile becomes common sense.

The most important agile principle of “Inspect and Adapt” will help your organization to embrace change.

So you deliver perfect code with no technical debt, on time and budget using Agile methods. Yet you remain unconvinced, and the resulting system is no success with users. But why? You even had an interaction designer onboard and “great UX” was part of the requirements list.

Our experienced facilitators will use examples of project failures to show how agile can mess up the best attempts at creating great experiences. Together we’ll discover why that keeps happening and what needs to be done to fix it so that your project can deliver a great experience and real business value that matters.