Different Kanban board design can drive different behaviors
This two-part interactive workshop begins with a detailed look at how to interpret Kanban boards and ask thoughtful questions so that you can improve the work of your teams. We will provide an overview of the Kanban Method and then proceed through a series of several short exercises that will give you an opportunity to review and interpret various Kanban board configurations with other attendees at your table.
After a short break, part two of the session now puts the attendees in the driver’s seat to create their own board configurations. We provide several business scenario exercises and ask the attendees how they would go about configuring their Kanban board given the unique system constraints for each scenario.
For those who attended our session at LKNA 2018 (Kanban in Action), this session is similar but with new content and updated examples. For those new to the session, come join us for a fun and interactive workshop where you get to explore Kanban designs in various contexts!
Mark Grove, AKT
Craeg Strong, AKT
Mr. Strong leverages his experience as a hands-on software architect, trainer and agile coach to help remove the barriers that prevent organizations from adopting new technologies-- such as cloud. Mr. Strong led a successful transformation of a major FBI Criminal justice program from a traditional waterfall lifecycle and manual intensive processes to lighter weight agile processes and full DevOps automation.
Mr. Strong is a frequent conference speaker at Agile conferences and Meetups on topics such as Organizational transformation, legacy modernization, DevOps automation, and test automation. Mr. Strong teaches classes on Cucumber and SpecFlow automation tools for Behavior-Driven Development (BDD) and systems thinking and agile problem solving using Lean Kanban. He has assembled and led high-performing hybrid software development teams comprised of staff from multiple vendors while working in politically sensitive environments with disparate stakeholder groups. Mr. Strong believes that secret to success at leading digital transformation efforts lies in a combination of interpersonal skills and a deep understanding of organizational culture together with understanding “capabilities and constraints.”