What we're about

Discussions, experience sharing and structured training about:

• Organizational Design. Scrum Scaling by organizational Descaling

• System Optimization and Organizational Agility. Waste Management. Lean Thinking

• Technical Excellence. Continuous Improvement.

• Product Management & Ownership.

Upcoming events (4)

Sorting Things Out: Design vs. Lean vs. System Thinking, with Tom Mellor

Zoom - TBD
After the event, recording and materials will be available at - TBD


What do design thinking, systems thinking and lean thinking have in common? They all require thinking!! We'll venture beyond the obvious and examine their similarities and differences, and perhaps most importantly, their symbiotic and synergistic relationship. It is possible to apply the thinking or only one of the areas, but that limits us to one dimensional thinking. In modern application, system, technical and non-technical product development, we are better off thinking three dimensionally. Some recent discussions I have observed suggest that these three "thinking hats" compete with each other, but that is a misconception. We'll examine how all three come together to create an environment that forms the foundation of being agile. When we finish, I hope you have an appreciation how the three areas can be combined to provide a solid basis for solving wicked problems.


Tom Mellor (https://www.scrumalliance.org/community/profile/tmellor2) has been a Certified Scrum Trainer since 2008 and was mentored by Scrum co-creator Ken Schwaber. At Ken's invitation, Tom served on the Board of Directors of the Scrum Alliance from 2008 to 2010, including Chair of the Board from 2009 to 2010.

As an employee of a Fortune 50 US business, Tom introduced Scrum into the company in 2004 and helped incubate and grow agility there until leaving the company in 2013. During those 10 years, he was involved in over 50 product development efforts as a Scrum Master and Scrum Team Member, and had over 1,000 company employees attend his Certfied ScrumMaster workshops. He coached and helped many teams and people in being agile and using Scrum effectively at the company..

Tom has trained over 375 CSM / CSPO workshops over 10+ year as a Certified Scrum Trainer with over 5,500 people attending. Tom now enjoys helping people and companies discover agility and find joy in being agile and using Scrum effectively. He strives is to help people find joy in work and help organizations improve.

Tom lives in Bloomington, Illinois in the US with his wife Maryann, daughters Lindsey, Kristen, and Amanda, and dogs, Penny and Shelby. He enjoys teaching scuba diving, spoiling a good walk with golf, and reading really good books.

And Tom advises that people and organizations should strive to be agile, not do agile.

Dependency Myth Busting – Avoiding the Beliefs That Can Kill Agility @ Scale

Zoom: TBD
After the event, video and materials will be available at: TBD


Dependencies are killing your agility and you want to fight back. A common belief is that if we just re-organize ourselves “correctly” (for example, organize 100% into feature teams) we can eliminate dependencies. This is a myth. Certainly re-organizing can help, but eliminating all dependencies when trying to do agile at scale is not practical. There are many other beliefs that cloud our minds when dealing with dependencies. For example, if we could just identify all of the dependencies upfront, we could manage them. Or if we just had a more detailed dependency-management process with awesome tool support, we could tame our dependencies. Yeah, no.

In this session Ken will bust many of the common myths surrounding how to best deal with dependencies. He will provide critical insight drawn from his years of experience working with many different clients and their dependency issues. At the end of the session, you will be in a better position to evaluate your organization’s approach to dependency management and begin utilizing reality-based rather than myth-based approaches that will actually help lessen the impact of dependencies.

Ken Rubin (https://www.linkedin.com/in/kennethrubin/) is an agile thought leader and the author of Amazon’s #1 worldwide best-selling book Essential Scrum: A Practical Guide to the Most Popular Agile Process. Ken founded Innolution where he helps organizations achieve outstanding returns through the application of agile principles. Trained as a computer scientist and forged into a business executive at IBM and ten early-stage technology companies, Ken’s distinctive strength is his ability to successfully apply an agile mindset from the boardroom to the individual team. As a Certified Scrum Trainer, Ken has trained over 30,000 people on six continents in agile as well as object-oriented technology. He has also coached over 200 companies ranging from startups to Fortune 10, and is an angel investor and mentor to numerous exciting startups. Ken was also the first managing director of the worldwide Scrum Alliance, a non-profit organization that has certified over one million agile practitioners.

Can Kanban be used with/instead of LeSS or Scrum? WHO is asking and WHY?

Can Kanban be used with/or instead of LeSS or Scrum?

First, we need to understand what is the reasoning behind this question.
Who is asking and why?

When people drop Scrum and pick up Kanban, we need to understand what drove them to make this choice.
Was it a thoughtful decision or was it just a way to look for an easy way out of what is required in Scrum?

For example, here is an example of GOOD reasoning, why Kanban could be particularly useful (and complementary to LeSS or Scrum, not necessarily better):

>>>>Increased transparency of workflow ("vacuum bubbles" and congestions)
>>>>Explicitness of WIP limits and one-piece workflow management
>>>>Throughput-based forecasting
>>>>Queueing Theory and Little’s Law
>>>>SLA-level escalation (e.g. L1-L3) mechanism
>>>>Enterprise-wide Convergence and divergence of flows
>>>>Management of Lead Time, Cycle Time, aging etc
>>>>Balance between holding costs vs. shipment costs
>>>>Batch-size optimization vs. capacity utilization

Here is the Scenario of BAD reasoning, why Kanban should be chosen:

>>>>It does not expect a customer focus/product-centricity
>>>>It does not expect to have a customer voice or product definition
>>>>It does not expect to deliver fully done features
>>>>It does not expect cross-functional, self-managed teams
>>>>JIRA is easier configurable for Kanban :)

Basically, it is too forgiving and does not make people challenge organizational dysfunctions.

--------------------------- Lets do some De-Bunking ------------------------------------
In this session, we shall look for a few GOOD reasons for considering Kanban and a few particular examples of how Kanban could be useful in the context of LeSS, to improve workflow, queue management and cross-team collaboration.

Related read: https://www.keystepstosuccess.com/2020/12/should-teams-use-kanban-instead-of-scrum-or-less/

Dec 1-3 (New York) - Certified LeSS for Executives (CLE), with Craig Larman

Dec 1-3 (New York) - Certified LeSS for Executives (CLE), with Craig Larman (LeSS co-creator). This is IN-PERSON training.

If you feel that your organization needs another strong push towards organizational agility and senior executives education is the key, this is the event that should not be missed.
Registration is through the bottom of this page:

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