Agile, OOP... are like good hygiene in the kitchen, it results in meals with consistent quality and predictable prep and service times. It doesn't result in great meals nor substantially impact the ROI! Lean Thinking clearly shows that the only way to make a significant impact is to improve the value chain by improving flow. If everyone is following best practices no one has competitive advantage. Major improvements in the value chain depend on continued disruptive innovations. Innovations leverage people and their ideas. We use case studies to illustrate the different business and technical innovations and their impact. We conclude with a discussion of how to build and leverage an innovation culture versus a sprint death march when dealing with high value time to market projects.

Coming soon...

This session outlines the challenges faced by most of the teams wherein delivery managers are simply focused on improving velocity. All the improvements are aimed to improve velocity at the end.

While improving velocity is good, velocity after a point hits a roof. It does not grow beyond a certain point unless some very revolutionary steps are taken. Lot of times due to legacy and cost limitations, aggressive steps can not be taken towards making a difference in already improved velocity.

Then do you stay with that velocity? Or make an attempt to focus on value.

"WTF" model is a model to prioritize user stories. The model has team say in prioritization which is often missing . Its simple to use !!

While we have lot of prioritization models, there