Bernard Notarianni, Umolelo

This is the true story of a software creation team who wanted to double its productivity. See how a PDCA-like approach led them to implement the Dojo and Mob programming practices, what did work and what needed to be improved. Bernard show how the practices relate to the TWI concepts described in “Toyota Talent” and how this leads to a “Training Within Software” practice, adapted to highly creative activities performed by software creators. This session should generate new ideas for agile teams who want to improve their skills and efficiency through a standardized...

Arthur van Wylick, EDSN

On the Dutch energy market, EDSN manages the data of approximately 14 million gas and electricity customers. Discover how their Lean program provided a major transformation between grid operators, commercial parties and shipping parties in redesigning their metering data processes. Arthur, director of EDSN, shared the absolute highs and some deep lows from the Lean journey that so far has produced the following results: a reduction of handling time of incidents of 65%, improved client satisfaction by 13% and employee satisfaction by 16%. Biography Arthur van Wylick is...

Angela Crone, Bombardier

Since 2010, Bombardier Aerospace IT department in Belfast has been learning about and applying Lean IT principles and tools to improve the value we deliver to our customers. In this session, Angela covered the main elements of this initiative including the application of Kanban and Oobeya to their processes and management approaches. She shared their approach and lessons learnt with the hope it may benefit those beginning their lean implementation. Biography Angela has worked in IT for 26 years most recently as an Application manager responsible for 20 people supporting...

Christophe Berbeyer

Christophe shared the story of a software development project within a traditional SAP environment where – against all odds – he and the India based team, managed to deliver the product within 6 weeks and underbudget. More than the results of the project, what’s amazing in his story is that using SCRUM and the Lean practices, he managed to build a strong team spirit despite the complex remote context. Together with the team, they achieved stunning improvement communicating only over the phone, and training through Dojos. See how this experience changed...

David Bogaerts, ING Bank

The ING Bank case study: In 2010 we started working Agile in our Internet Banking department (28 teams & 220 employees) and created nice results. It felt however as if we kept banging our heads against big issues all the time. Introducing technical improvements only helped to solve part of our issues, however we never seemed to get away from trouble shooting. Slowly we started to realize that if we wanted to make real progress, we had to deal with the real root cause: us as a management team. Organize ourselves as management and have the discipline of not disturbing...

Jannes Smit, ING Bank

Discover ING Bank case study: In 2010 we started working Agile in our Internet Banking department (28 teams & 220 employees) and created nice results. It felt however as if we kept banging our heads against big issues all the time. Introducing technical improvements only helped to solve part of our issues, however we never seemed to get away from trouble shooting. Slowly we started to realize that if we wanted to make real progress, we had to deal with the real root cause: us as a management team. Organize ourselves as management and have the discipline of not...