Thanks for the Submissions

Posted In: Announcements by aaronsanders

A big thank you to all the people who submitted a paper for this conference. We are in the process of compiling them all and will be reviewing the week of January 11, 2010.

We intend to notify all individuals of their paper’s status by January 18, 2010.

In the meantime, you can keep updated by continuing to check out our home page, following us on Twitter: #lssc10 or subscribing (atom) to our news.


Karl Scotland will be speaking about “A Kanban Multiverse“.

A Kanban Multiverse

Wikipedia defines a Multiverse as the hypothetical set of multiple possible universes that together comprise everything that physically exists: the entirety of space and time, all forms of matter, energy and momentum, and the physical laws and constants that govern them. A Kanban Multiverse can be defined as the hypothetical set of multiple possible Kanban Boards that together comprise everything that physically could be visualised: the entirety of scope and time, all forms of work type, status and flow, and the organisational laws and constants that govern them. This talk will explore how a single Kanban Board might visualise these multiple aspects in a limited and constrained space.

Karl Scotland is a versatile software practitioner with over 15 years of experience covering development, project management, team leadership, coaching and training. For the last 10 years he has been successfully applying Agile methods, and most recently has been a pioneer and advocate of using Kanban Systems for software development. Currently a Lean and Agile Coach with EMC Consulting, Karl is a founder member of the Lean Software and Systems Consortium and the Limited WIP Society, and has previously championed Agile and Lean Thinking with the BBC and Yahoo! Karl writes about his latest ideas on his blog at


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James Shore and Arlo Belshee will be speaking about “Single Piece Flow in Kanban, a How-To“.

Most Kanban systems pull work, continuously, through a sequence of phases in order to take advantage of specialists and match existing org charts. However, this fundamentally limits how low you can drop WiP, adds complexity, places constraints on your ability to Optimize the Whole System, and prevents whole-system Single Piece Flow. Teams struggle with constraints in one part of the system while excess capacity exists in another. There is always something “in progress.” As a result, they have trouble shipping software.

This session reveals the secret sauce of the “Portland School” of Kanban: simultaneous phases. These techniques have been part of Agile from the beginning, but few teams are aware of them and even fewer practice them. In this highly interactive session, come experience how simultaneous phases allow you to avoid hacks like “buffers,” “managing constraints,” or “refactoring stories,” and make single-piece continuous flow possible.

James Shore is a thought leader in the Agile software development community. He consults with development teams worldwide to help them achieve high throughput, market focus, productivity, and quality. His work helps teams generate opportunities, reduce costs, and respond quickly and effectively to changing market conditions. James was an early adopter of Agile development and he continues to lead, teach, write and consult on Agile development processes. In 2001, he was one of the first ten people to sign the newly-released Agile Manifesto and in 2005 he was an inaugural recipient of the prestigious Gordon Pask Award for Contributions to Agile Practice. James is a popular lecturer on software development process and his work is frequently referenced in software trade publications. He is the co-author of The Art Of Agile Development (O’Reilly, 2007).

Arlo: I do what needs to be done, and I do it well. If I don’t know how to do it, I will learn from people, books, the web, and experimentation – simultaneously. I quickly learn the systems behind systems, and within a few days am able to flex any system in ways in which God Did Not Intend – and ways in which he did – to get the job done.


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Mattias Skarin will be speaking about “Converting a Scrum Team to Kanban“.

A case study of a Scrum team who shifted to Kanban in the midst of a runaway project. I will show how we wrestled with problems under tight deadlines and step-by-step brought the project and the team’s self confidence back on track. We found kanban to be a useful tool into seeing and agreeing, inside the team and among stakeholders, what issues to deal with first. I will also talk about the complementary techniques we used (besides kanban) for dealing with the problems we encountered.

Who am I?

After 9 years in software I’ve decided to learn what it takes to create successful software. During this journey I’ve helped helped several software teams deliver with confidence, I’ve scaled Scrum to 10+ teams (cutting software cycle time from 24 months to 4), and improved life at operations using Kanban.

I’m an author of the book “Kanban and Scrum, making the most of both”. I train and coach in Lean, Kanban and TDD.


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David Joyce will be speaking about “A Journey to Systemic Improvement“.

Part one of this talk revolves around a series of experience reports following the introduction of Kanban in mid 2008.

After Kanban principles were applied in a single product team, Kanban “flu” spread to teams doing legacy application support, fixed delivery projects, product development, creative design, a commercial off the shelf (COTS) implementation and SAP within BBC Worldwide.

The experience reports will show empirical evidence that teams using Kanban have achieved high levels of maturity and have done so within time frames hitherto unreported.

It will show how Kanban sets an expectation of flow, provides improved predictability and business agility, and enables a kaizen culture (continuous improvement driven from the shop floor) via bottleneck management, waste reduction and variability reduction, thus enabling teams to visualise and implement improvements.

Part two of this talk centres on Systems Thinking.

Kanban encourages a whole “system” view rather than a locally optimised IT view, it changes the underlying paradigm from project-centric, to flow and value-stream centric.

Within agile circles there is focus on delivering “value” or “valuable working software” or “delivering quality code” but what if we are just doing the wrong thing righter?

Decisions about the use of IT should only be taken from a position of knowing the “what and why” of current performance as a system.

Traditional IT leaves “knowledge of the work” to a mixture of business analysts, Product Owners, proxy customers and managers views. The traditional approach of IT implementation is “push” – here is the new IT system, now how do we get people to use it.

In the Systems Thinking approach IT is “pulled”, the people doing the work understand the “what and why” and “pull” IT applications into parts of the work knowing what to expect.

This second part of the talk will summarise Systems Thinking, how it can be of benefit, and how Kanban has led to it being applied within BBC Worldwide.

David is an agile development manager and coach with 12 years technical team management and coaching experience, and 20 years software development experience.

In recent years, using Scrum and XP, David has coached onshore and offshore development teams and successfully launched an internet video startup from inception to launch. David currently works for BBC Worldwide as a Development Manager, coaching teams on Lean, Kanban and Systems Thinking. David is a certified Scrum Master, Lean practitioner and Kanban coach.


The Lean Software and Systems Conference is extending the submission deadline for the academic track by one month. The new Deadline is Midnight PT on January 1, 2010. All other submission deadlines remain midnight PT December 14th, 2009.


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Bohdan “Bo” W. Oppenheim will be speaking about “Lean Enablers for Systems Engineering“.

Lean Thinking is the paradigm that enabled Toyota to rise to the best and largest auto company in the world. The paradigm includes not only Lean manufacturing but also extraordinary effective Product Development and Systems Engineering, as well as a culture based on Respect for People.

Systems Engineering is regarded as a technically sound process but often burdened with waste and inefficiencies. Lean Systems Engineering is a new body of knowledge applying the wisdom of Lean Thinking to Systems Engineering. Systems Engineering and Lean have overlaps and differences, but both represent processes that evolved over time with the common goal of delivering product or system lifecycle value to the customer. Lean Systems Engineering represents synergy of the two, leading to superior systems engineering process.

Most emphatically, Lean Systems Engineering is not a re-packaged FBC or Acquisition Reform”. Lean Systems Engineering does not mean “less Systems Engineering”; it means more and better Systems Engineering, with better preparations, planning, front-loading, training, and more common sense, leading to better program execution.

Lean Enablers for Systems Engineering is a product designed by 14 experts from industry, academia, and U.S. and foreign governments, supported by 115+ strong Lean Systems Engineering Working Group of INCOSE. Lean Enablers are formulated as 194 “do’s” and “don’ts” of Systems Engineering practice focused on Mission Assurance/Product Success and elimination of waste.

The lecture will cover of three parts:

1. Description of the development process of Lean Enablers for SE
2. Presentation of a sample of 194 Lean Enablers organized into six Lean Principles: Value, Value Stream Mapping, Flow, Pull, Perfection, and People.
3. “Validation” of the Lean Enablers by surveys, and by benchmarking with recent studies by NASA and U.S. Government Accounting Office.

Bohdan “Bo” W. Oppenheim is the founder and Co-Chair of the Lean Systems Engineering Working Group of INCOSE, and leader of the development effort of Lean Enablers for Systems Engineering (scheduled to recive the Best INCOSE Product Award in 2010). He is a Professor of Mechanical and Systems Engineering and Graduate Director of Mechanical Engineering at LMU in Los Angeles, California. He serves as the local Coordinator of the Educational Network of the Lean Advancement Initiative consortium at MIT. He is on the Steering Committee of the Lean Education Academic Network. For seven years he served as a Director of the U.S. Department of Energy Industrial Assessment Center assessing 125 U.S. industrial plants for lean productivity. He consulted Boeing, Northrop Grumman, Raytheon, Airbus, EADS, Telekomunikacja Polska, and 50 other firms on Lean, Systems Engineering and Quality. He has $2.5 million in externally funded grants on his credit. He teaches graduate courses on Lean Systems Engineering, Lean Manufacturing, Lean Product Development, Lean Final Engineering, Lean Office, Lean Supply Chain, and Quality. He authored 25 journal papers.

He was born in Warsaw, Poland.

His engineering degrees include Ph.D. from Southampton, U.K., U.K. in Systems Dynamics; Engineer’s Degree from MIT in Ocean Systems; MS from Stevens Institute of Technology; and B.S. (equiv.) from Warsaw Technical University in Aeronautics. His professional experience spans space, naval, mechanical, software, and manufacturing industries.