Just Added:

Robert Charette will be delivering his keynote April 22nd on “Risk, Lean Development & Profit: Getting Back to Basics“.

“Nothing is as invisible as the obvious,” psychologist Richard Farson once wrote. While much of the lean development literature focuses on the ideas of muda, muri and mura, what is often forgotten is that lean is concerned with challenging assumptions and breaking through the constraints that limit us in what we see and do. The agile movement grew in large part on the premise of challenging the conventional thinking of software development (a characteristic that it seems to be losing in regard to itself). By challenging our assumptions we open ourselves to new sources of discovery and innovation.

Second, what is also often forgotten is that lean development is about maximizing profitability. Profit is the payment you receive for taking on your customer’s risks. Lean development is thereby a risk minimization approach aimed at taking the right risks and profiting from them.

A third forgotten aspect of lean development is that its ultimate purpose is to help you create a change-tolerant, dynamically stable organization, one that can profitably operate across a wide-range of financial, operational and strategic risk regimes. In other words, lean development is meant to help your organization become a risk entrepreneur.

This keynote will explore these and other invisibly obvious ideas that fundamentally underpin lean development, and in so doing, help you understand lean development’s full potential.

Over his nearly 35 year career, Robert Charette has been an active practitioner across the full spectrum of risk management: strategic, operational and financial. A self-described risk ecologist, Bob has been interested in the interrelationships of business, technology and societal risks. His pioneering work in change tolerant businesses, risk entrepreneurship, and lean development of software systems were outgrowths of that interest.

For the past 23 years, Bob has been the president of the ITABHI Corporation, an international high tech management consultancy firm focused on creating organizational and program success by intelligently profiting from risk. He is also a Fellow and the director of the Cutter Consortium’s Enterprise Risk Management and Governance practice, a managing director of the Decision Empowerment Institute, and serves as a risk advisor to the New York City technology investment firm Foundation Ventures.

Bob has served on the post-Challenger National Research Council’s Select Panel evaluating the effectiveness of the space shuttle’s software safety program, was an expert advisor to the Big 12 Universities’ Usenix computer security project, and was the chief designer of risk assessment process for the Department of Defense’s Tri-Service Assessment Initiative. Bob was also the working group chair of ISO/IEEE standard 16085 on Systems and Software Engineering Risk Management Standards and before that he was the lead author of the management of risk guidelines for the UK Government. Bob was a founding member of the Project Management Institute’s Risk Management SIG and the elected chair of the Software Engineering Institute’s Risk Advisory Board. He is a 2008 recipient of the IEEE Computer Society’s Golden Core Award.

Bob is the author of the several classic books on the subject of managing risk. His latest book is Decision Empowerment: A Parent’s Guide to Raising Good Decision Makers.

Finally, Bob is an award winning contributing editor to IEEE Spectrum magazine, as well as writes for several others magazines and blogs.


Just Added:

Don Reinertsen will be delivering his keynote April 21st on “The Easy Road to FLOW Goes through a Town named LEAN“.

Why does the software development community do a better job using lean product development methods than other communities, even those with decades more experience in lean manufacturing? Perhaps, because it is willing to adapt lean methods to its problems, instead of trying to change its problems to fit lean methods.

This adaptation is vital because product development is very different from manufacturing. For example, in manufacturing, trying to eliminate all variability is a sure path to success; in product development, eliminating all variability eliminates both all innovation and all value-added. What product developers actually need is systems that achieve flow in the presence of inherent variability.

There are several good examples of such systems. One of the most immediately useful is created by exploiting the underlying logical patterns used in lean manufacturing. But, using these logical patterns is quite different from simply copying the surface behaviors that have worked in lean manufacturing.

Recognizing and adapting these logical patterns requires a bit more thought, and more effort, than rote imitation, but the payoff is huge. It enables us to unlock large and simultaneous improvements in cycle-time, efficiency, and quality. We start by making the invisible inventory of development processes visible, both physically and financially. Then, we use a variety of methods to reduce this in-process inventory.

This keynote will explore the powerful foundation that lean manufacturing methods provide, its link to economic performance, and the key areas in which these methods must be extended. Manufacturing tasks are repetitive, predictable, homogeneous, and bounded; most development tasks are not. Developers need more advanced approaches and such approaches are already in use today. If we seek to achieve flow, the ideas of lean manufacturing are a superb starting point. However, if we think of them as our final destination, they will ultimately only block our progress.

Don Reinertsen’s contribution to the management of product development is recognized internationally. In 1983 he wrote a landmark article that first quantified the value of development speed, and which has been cited in the frequently quoted McKinsey study that indicated “6 months delay can be worth 33 percent of lifecycle profits.” He coined the term “Fuzzy Front End” and began applying world class manufacturing techniques in product development in 1985. Don is particularly noted for bringing fresh perspectives and quantitative rigor to development process management.

Don is President of Reinertsen & Associates, specializing in the management of the product development process. Before forming his own company, he consulted at McKinsey & Co., and was Senior Vice President of Operations for a private diversified manufacturing company.

His book, ‘Managing the Design Factory’, is recognized as a powerful and thoughtful application of manufacturing thinking to product development. Don is also co-author of, ‘Developing Products in Half the Time’ which is a universally acknowledged ‘must have’ text for product leaders.

Don holds a BSc in Electrical Engineering from Cornell University and an MBA with distinction from Harvard Business School. He is a frequent conference speaker and a gifted workshop leader and facilitator.