Brickell Key Award 2012

Posted In: LSSC12 by admin

On May 13 -16, 2012, the next Lean Software and Systems Conference will take place. After successful conferences in Miami, Atlanta and Long Beach, Boston has been chosen to host this exceptional event.

We would like your input!

Named after Miami’s island where the first Lean and Kanban conference was held in 2009, the Brickell Key Award is intended to show appreciation and give leverage to two people who have shown outstanding achievement, leadership and contribution to our Lean community whether online, local, national or global.

If you know anyone that fits this profile, please let us know. Nominate them by sending an e-mail to: Tell us why you think they should receive this award.

The award consists of an engraved solid crystal trophy plus an allowance to travel to two international conferences over the next year (valued at up to $5,000 USD). Winners will also join the selection committee for future years.

In 2010 the Brickell Key Award was won by David Joyce and Alisson Vale, and Russell Healy and Richard Hensley got the honour of receiving this award in 2011. Let’s make sure they get worthy successors!

More information on the Brickell Key Award and the nomination process can be found on the conference website: LSSC12


Greetings! As the president of the LeanSSC, I love meeting and being part of connecting the most innovative thinkers in all of systems and software thinking. They combine the best of Lean Thinking with ideas from such diverse fields such as Complexity Theory, Systems Engineering, Information Theory, and the General Theory of Innovation. Kanban for knowledge systems is an early fruit of this ferment; many others are underway.

I am a “parallel entrepreneur” (I can’t sit still long enough to be “serial”!), and have founded several companies designed to make the world a better place through better systems both technical and social. This inclination naturally connected me with the other founders of the LeanSSC, so we started the Consortium in 2009.

What do I bring to the LeanSSC?

The short answer is, an interest in virtually everything in the world that makes life better for human beings. That includes the arts, sociology and psychology, mathematics, physics, engineering (including software and systems), and many other fields.

My work has always been to find the best thinking in several fields and synthesizing those ideas into something new and better. That, in essence, is also the charter of the LeanSSC. So my inclination and background have prepared me for this role. For instance, as the Chief Software Architect for several large aircraft programs beginning in the 1980s, I combined a number of Lean ideas with progressive ideas in software engineering such as those of Dr. David Parnas (which are still valid, and many are still neglected to this day). The resulting development processes and product design approach allowed these programs to radically reduce defects and increase productivity…eventually by factors of ten and four respectively. One program in particular experienced such challenging external circumstances that the productivity increase was credited with saving the program.

When I documented these approaches and results in my book “Lean Software Strategies,” co-authored with Dr. Peter Middleton, it went on to win the 2007 Shingo Prize (called the “Nobel Prize of Manufacturing” by Business Week Magazine). Similar work done in systems engineering subsequently led to my receiving the “Expert Systems Engineering Professional” certification from the International Council on Systems Engineering…one of 50 awarded worldwide to date.

The Board and I are working to keep the best thinking from many fields flowing into the Consortium. Recent inputs I’ve helped obtain have come from such luminaries as Dr. Barry Boehm, Dr. David Snowden (“Cynefin” originator and Complexity Theory guru), and Greg Yezerzky (creator of the General Theory of Innovation, based on his study of TRIZ with its originator Genrich Altschuller). We are bringing in additional breakthrough thinkers from within software, systems, and yet more outside fields to benefit our fields and members in the coming year.

Why did I got involved in the LSSC?

It was the natural next step in the path I was already on. There is only so much improvement one can bring about within a single company (which was my level of involvement at the time). Helping found the Consortium meant that many more people, in many more companies, could accelerate the improvement in systems development and also benefit from it.

What do I hope the LSSC will achieve?

I have a personal mission to reverse the accelerating shrinkage of the middle class…which is damaging our main engine of economics, and is one of the biggest social issues of our time. The LeanSSC is in a unique and highly-leveraged position to help with this. If knowledge-work businesses like software and systems development become more productive, better aligned to the needs of their customers, and produce higher-quality systems, middle-class jobs such as development and support tasks will also increase. Outsourcing is one of the main reasons for this shrinkage. However, outsourcing is based on the obsolete (as it is normally used) Unit-Cost Equation. Statistical studies have shown that outsourcing these jobs is no magic potion: While it can occasionally work in specialized situations, it usually makes things worse (an average of 80% worse on quality and 25% worse on productivity).

The LeanSSC is providing a commons for the brightest minds from many fields to come together and develop synergistic approaches that improve productivity and quality. This strengthens businesses and gives them tools to make better business decisions. This benefits everyone involved…especially the middle class.


This year the LeanSSC are running a series of conferences which have been created to give local audiences more convenient access to similar and related content without the need to travel extensively. While each event will have its own unique flavour and presenters, the similarity in timing allows for some overlap, and we are encouraging people to choose the event most convenient for them. The LeanSSC is not differentiating between the events in priority or preference and does not view one as superior to another.

Here are the details of the conferences. If you are in Europe, or fancy a trip, please consider submitting or registering. I hope to see you there.

Lean & Kanban 2011 Benelux

Call for Papers

  • Closed


  • Including Don Reinersten, David Anderson, Alan Shalloway, John Seddon, Dave Snowden, Michael Kennedy


Prices exclusive of VAT

  • 2 Day Conference Pass: 700 Eur until Aug 15 (then 800 Eur)
  • 2 Day Conference Pass + Dinner: 750 Eur until Aug 15 (then 850 Eur)
  • 2 Day Conference Pass + Dinner + Hotel (3 nights): 1150 Eur (then 1250 Eur)

Lean & Kanban 2011 Central Europe

Call for Papers

  • Currently open. Closes June 28th.


  • Including David Anderson, Kent Beck, Jim Benson, David Joyce and John Seddon


Prices exclusive of VAT


  • One day, Regular 520 EUR until Aug 17 (then 580 EUR)
  • Both days, Regular 985 EUR until Aug 17 (then 1095 EUR)

Two or more colleagues from the same company:

  • One day, Regular 465 EUR until Aug 17 (then 520 EUR)
  • Both days, Regular 885 EUR until Aug 17 (then 985 EUR)


Call for Papers

  • Currently open. Closes July 18th.


  • Lean & Agile Product Development, Complexity & Systems Thinking, Beyond Budgeting, Transforming Organisations


  • Peter Middleton, Jim Sutton, Steve Denning, Bjarte Bogsnes


  • Alan Shalloway, Jean Tabaka, Benjamin Mitchell


Prices exclusive of VAT

  • Early registration EUR 595 until July 31
  • Regular registration EUR 695 until October 29
  • On-site registration EUR 795

I had planned to write a series of what came out of the Lean SSC 2011 conference.  However, I know that many other people will be talking about this and feel this may be of limited value.  Instead I have decided to write about some of my own insights that resulted from attending the conference.   One of the bigger ones was from a conversation initiated by Alison Vale which I then connected to a long-time running conversation between Robert Charette and myself.  Chet Richards also was involved.  Here’s what happened.

Each level in an organization wants, and must therefore see, different things.

First, one must recognize that each level in an organization (C-Level, VP, Director, Manager, Team, …) has its own motivations, concerns and fears. While these may not be opposed to each other, trying to do something at one level that will not be in the interest of a level above you – or more accurately stated:  will not appear to be in the interest of a level above you – will likely not happen.   Second, one must recognize that since each level has different motivations, they are interested in looking at different things to see if what they want is happening.   That is, not every role will be motivated by the same information or viewpoint.  This means that although one must create visibility into the process so that everyone can get aligned, the information being looked at and the perspective in which it is considered are likely to be different at each level.

Executives are interested in risk; management are interested in flow; developers are interested in assumptions. Fortunately, these are all related.

This is actually the heart of this blog.  Alison started things off by describing to me some of his thoughts about assumptions.  Hopefully I’ll get this right. An example is that Test-Driven Development is a way of minimizing assumptions.  For example, writing 200 lines of code has more assumptions built into it (that the code works) than writing 10 lines of code.  Test-Driven Development is a way of writing smaller amounts of code and validating that, in fact, the code does what it does. He also described how IDEs remove the assumptions of proper syntax by compiling the code on the fly.  I mentioned how the writing of test specifications during acceptance test-driven development is a way of minimizing assumptions about what the customer wants.

Reducing Assumptions – A Developer’s Perspective.

Thus, we can see defining test specifications for stories as a way of reducing assumptions in understanding what was intended, test-driven development as a way of reducing assumptions on the efficacy of the written code, IDEs compiling code as you type as a way of reducing assumptions about syntax, etc.

As Alison was talking, I was already reflecting on how this conversation related to a series of conversations I’d already been having with Bob Charette about risk. While I tend to think of flow and time to market, Bob tends to think of risk.  Are we building the right product? Will we run out of money before we can build it? What will our competition do? What are the chances that our quality will be too low?  Now I can translate his risk into my flow but I was actually thinking it would be better to do just the opposite – translate my flow into his risk.  Why? Because executives care more about and can understand risk.  Translating my understanding of flow into a language executives not only can understand, but want to hear, only makes sense.

I decided to find Bob – he was sitting next to Chet Richards, perfect – and dragged Alison over to tell Bob and Chet his ideas.  We had an all too short talk (Bob had to get ready for his track) about the relationship between risk and assumptions.  Pretty clear once one considers it:

Are we building the right product? We’re assuming our understanding of the product is sufficient to build a good one.
Will we run out of money before we can build it? We’re assuming we have enough money to build the product.
What are the chances that our quality will be too low? We believe (assume) that our quality will be sufficient enough.
Do we have the right people/resources to build what we need? We are assuming we have the right people/resources we need.

Assumptions are highly related to flow since feedback can validate them.

Assumptions often live as unexplored ways things are until we provide feedback to validate them.  Sometimes we are so sure of our assumptions that when we prove them wrong, we call the action doing so an error.  For example, multiple teams that have provided means of coordinating with each other often discover errors in how they thought (assumed) they were, in fact, working together.  These “integration errors” as we call them are actually errors made much earlier in the process, but just discovered during integration. If we were consistent in our nomenclature, we’d call what we call “bugs” “test errors.”

Further Exploration Needed.

I’m not going to go into this much further.  Thought I’d mention the connection and then look to explore it on-line on a user-group.

The Real Value of the Lean Software and System Consortium Conferences

This is an example of what I have repeatedly seen at the Lean Software and Systems Conferences (as well as most of their related European ones). It is the integration of different thought processes that result in a new perspective, one more useful than before.  This has repeatedly happened for me.  The beautiful blend of sessions that make me realize I have so much to learn as well as I must challenge what I know (not just challenge those areas I think I know, but challenge even the things I know I know).  This provides the setting, the primordial soup, so to speak, of new thoughts and connections.

I have been doing conferences for 15 years – starting in ’97 with OOPSLA and C++ World.  I’ve averaged 4-5 conferences a year over that time (I now go to 6-7 a year).  The Lean SSC conferences have been unique.  They are not conferences designed to provide information and then discuss things in the hallways.  They are conferences designed to challenge our thinking, to solve some problems and to create community amongst the participants.  This is one of the reasons I both love them so much and find such great value in them.  Perhaps the difference can be summed up in that most other conferences I go to primarily to market, with learning/networking as a secondary motivation.  At the LSSC conferences, it is just the opposite. While it’s still early, I’d advise you to already start making plans for what I am sure will be the best conference of 2012 – the Lean SSC Conference in Boston – May 13-16. I hope to see you there.

Alan Shalloway

CEO, Net Objectives, Board Member Lean SSC


These are the updated vision, values and mission that we came up with at the LeanSSC Board Meeting this week at LSSC11. Our goal with this latest version is to be clearer about why we came together and what we believe in.


Better outcomes for industry and the public because systems are engineered using the values of the LeanSSC.


  • Accept the human condition.
  • Accept that complexity and uncertainty are natural to knowledge work.
  • Achieve better economic outcomes.
  • Achieve better sociological outcomes.
  • Seek and embrace valuable ideas from all disciplines.
  • Believe a value-based community enhances the speed and depth of positive change.


  • Improve and expand the application of Lean Thinking in software and systems engineering.
  • Create a knowledge stewardship program to organize existing and emerging intellectual property in Lean Science, Lean Management, and Lean Education.
  • Build a value-based community to accelerate and deepen positive change.

If you would like to support the LeanSSC in its mission to promote and create awareness of Lean Thinking applied to software and systems engineering and associated competencies, we have now created an individual membership package.

For just 100 USD, you can register for 2010-2011 membership, and in appreciation for your contribution, you will receive:

  • a CD featuring 53 CONFERENCE SESSIONS SLIDES AND VIDEOS ON LEAN AND KANBAN from the Lean and Kanban Conference 2009 and Lean Software & Systems Conference 2010 (see below for details)
  • a 100 USD DISCOUNT ON REGISTRATION to Lean Software and Systems Conference 2011 in Long Beach, CA
  • a Lean Software and Systems Consortium MEMBERSHIP INSIGNIA PIN

Sign Up Now!

This is the list of conference sessions. These will NOT all be videos.  In some cases they are audio only, some are slides only, and some are video and slides. However, there will be something for each of them.

Lean and Kanban Conference 2009

  • Alan Shalloway: What’s Next in the Agile World – The Need For Lean
  • Dean Leffingwell: A Lean and Scalable Requirements Information Model for Agile Enterprises
  • Peter Middleton: Lean Software Development: achieving better requirements
  • James Sutton: Let Lean be Lean, Agile be Agile, and Ever the Twain shall Meet
  • Sterling Mortensen: Case Study: Hewlett Packard LaserJet Development
  • Amit Rathore: Lean Software Development for Startups (or Why Agile isn’t Enough)
  • Corey Ladas: Scrumban – Lean Thinking for Agile Process Evolution
  • Jean Tabaka: Learning to Lean
  • Alina Hsu: Lean Beyond Software Development
  • Alan Shalloway: Redefining Lean – Creating a Model to Understand Product (and Software) Development
  • David Anderson: Kanban – Applying Principles and Evolving Process Solutions
  • Karl Scotland: Kanban, Flow & Cadence
  • Rob Hathaway: Not Just Fun and Games Building the Mousebreaker Web Site
  • Alisson Vale: Practical Experiences and Tools Applied to a Kanban Sustaining Engineering System
  • Linda Cook: Crack That “WIP” – Introducing Kanban into an Organization
  • Eric Landes: ChaMP Continuously Improving an Enterprise Development Group
  • Eric Willeke: The Inkubook experience – A tale of five processes
  • Chris Shinkle: Embracing Kanban – A case study examining how Kanban has been integrated into Software Engineering Professionals (SEP)
  • David Laribee: A Leaner Form of Agility

Lean Software and Systems Conference 2010

  • Alan Chedalawada: Introduction to the LeanSSC
  • Donald Reinertsen: Keynote – The Easy Road to FLOW Goes through a Town named LEAN
  • James Sutton: Lean Systems Engineering – Key to Accomplishing Big Things
  • Alan Shalloway: Seeing What Matters – Using The Right Vision to Manage Transition
  • Troy Tuttle: Why Kanban
  • Joshua Kerievsky: The Limited Red Society
  • Paul Rayner: Measure for Measure – Lean Principles for Effective Metrics and Motivation
  • Daniel Vacanti: SOA and Color Modeling
  • Richard Hensley: A Story about McKesson ADM Business Development
  • James Shore and Arlo Belshee: Single Piece Flow in Kanban: A How-To
  • Mary Poppendieck: What’s Wrong With Targets? How Policy Deployment differs from Management by Objectives
  • Erik Sowa,Robert Loh: Enabling Flow Within and Across Teams
  • Chris Hefley: Dogfooding Kanban
  • Alan Chedalawada: Standard Work and The Lean Enterprise
  • Chris Shinkle: Lean and Kanban in a Contracting Environment
  • Yuval Yeret, Erez Katzav: Scaling Amdocs PBG from team scrum to a multi-program portfolio using Lean and Kanban
  • Richard Turner: Sibling Rivalry – Can lean approaches help integrate systems and software engineering?
  • Mike Sivertsen: Cognitive Kanban – Improving Decisions in a Complex World
  • Ryan Martens: PDCA – Beyond Simple Inspect and Adapt
  • David Anderson: Kanban and Accelerated Emergence of High Maturity
  • Bohden W. Oppenheim: Lean Enablers for Systems Engineering
  • Mike Fitterman, Rick Simmons: Kanban and Process Evolution in Constant Contact
  • Christophe Louvion: Through the Lean Looking Glass, and what we found there
  • Hensen Graves: Why Programs Fail
  • Siddharta Govindaraj: A Startup Journey – Evolving from ad-hoc to Agile to Kanban
  • Siraj Sirajuddin: The Lean Change Agents Mantra
  • Dean Stevens: Feeding the Agile Beast
  • Sameh Zeid: Delivery in Sustainment Projects
  • John Goodsen: What’s Next for Electronic Kanban? Encouraging Innovation in Electronic Kanban Tools
  • Tim Wingfield: Lean Lessons Learned – Our Experiences Moving to Kanban
  • Israel Gat, Erik Huddleston, Walter Bodwell, Stephen Chin: Reformulating the Product Delivery Process
  • Eric Willeke: Constraints of Knowledge
  • Ken Pugh: Determining Business Value
  • Kelley Horton: The Power of Visibility – Driving a Lean-Agile Transition with Visual Controls

Here is the information from the slides used to introduce the Lean Software and Systems Consortium at the Atlanta2010 conference.

Our Vision – “Professional Community”

  • Destination resort – the preferred provider of information about lean software and system development.


  • To promote and create awareness of Lean Thinking applied to software and systems engineering and associated competencies.
  • To create a knowledge stewardship program to organize existing and emerging intellectual property into three elements of Lean Thinking – Lean Science, Lean Management, and Lean Education.


  • To be the Locus for advanced thinking on applying lean to software & systems development
  • To promote professionalism and adoption of these ideas.

Lean Thinking

  • Lean Thinking provides foundational principles which involve the entire lifecycle of realizing business value; as the lifecycle cuts across the organization, so do the cultural impacts to drivers for Business, Management, and Technology.
  • Lean Thinking provides principles, practices, and a philosophy of a practitioner evolved system which focuses on central Lean concerns, including:
  • Value – incrementally delivered by highest business value,
  • Flow – continual increments, high quality, fast
  • Waste – defined as activities and approaches that reduce the economic value of the product to customers and other stakeholders.
  • Lean Thinking is comprised of Lean Management, Lean Science, and Knowledge Stewardship, and is the foundation for Business Agility, Management Agility, and Technical Team Agility (the key components for achieving Enterprise Agility).

LeanSSC Formation

  • Established in August 2009
  • Based on shared common Values:
  • Guided by theory/ science
  • Openness (Co-exist with other standards)
  • Based on results to Practitioners
  • “Community “
  • Diversity(membership, presentation, ideas)
  • Proven practices

Primary Components

  • Community
    • Conferences
    • Members
    • Regional
  • Body of Knowledge
    • Portal
    • Competencies
    • Practical Experiences
    • Recommended Curriculum
  • Certification
    • Examinations by ‘Topics’
    • Certified Members


  • Corporate Members
  • Academic Institutions
  • Training Members
  • Industry Sponsors
  • Individuals
  • Annual Membership pricing
  • Benefits:
    • Access to Body of Knowledge
    • Examinations
    • Certification
    • Community
  • Currently in process with several Corporate Members, and 4 Academic Institutions and 3 Training members

Body of Knowledge

  • Portal
  • Competencies – Lean Thinking
    • Lean ‘Science’
    • Lean Management
    • Lean Knowledge Stewardship
  • Certification
  • Exams
  • Recommended Curriculum
  • Examination Partners
  • Publications & Articles Practical Experiences


  • Execution
    • Operate the Non-Profit with strong business discipline
  • Intellectual
    • Thought leaders, Industry experts & Practitioners knowledge and expertise

Governing Board of Directors

  • President – Alan Chedalawada
  • Vice President – David Anderson
  • Secretary – Karl Scotland
  • Treasurer – TBD
  • Chairman of Technical Advisory Board – Don Reinertsen
  • Chairman of Competencies and Certification – Alan Shalloway

Technical Advisory Board

  • Chairman – Don Reinertsen
  • Co-Chair – James Sutton
  • Blend of Academic, Application (practitioner), Technical (science) Advisors
  • 32 Seats – by invitation

TAB Mission

  • The mission of the LSSC TAB is to inform and support the LSSC board of proven practices guided by theory and demonstrated by results.
  • The TAB uses diverse and real world experience to perform this mission.


  • Lean & Kanban May 2009: LeanSSC formation
  • August 2009: LeanSSC incorporated
  • UK Lean September 2009: Announcement & Membership Opened
  • November 2009: Portal announced
  • December 2009: TAB Concept & Start
  • LeanSSC Conference April 2010: Continue Membership & TAB   Formation
  • European LeanSSC Conference October 2010: Portal for Competencies
  • LeanSSC Conference April 2011: Certification Program & Begin Examination Program

Programs / Working Committees

  • Technical Advisory Board – Don Reinertsen
  • Marketing – TBD
  • Operations  – Alan Chedalawada
  • Conferences  – David Anderson
  • Certification  – Jim Sutton
  • Curriculum  – Alan Shalloway
  • Membership  – Alan Chedalawada
  • Communities  – Karl Scotland/ Rob Hathaway
  • Content  – Alan Shalloway
  • Publications  – Eric Willeke
  • Strategic Partnerships  – David Anderson


Hi. I’m CEO of Net Objectives, a leading global consulting/training company that assists corporations in transitioning to effective software development with Lean-Agile methods.  Besides guiding Net Objectives, I actively consult and train with our clients – which gives me first hand experience of the methods we use. I focus on Lean, Kanban, Scrum and design patterns – having written several books covering these methods.

What do I bring to the LSSC?

My forty years experience in the software industry gives me perspective.  I have seen many changes to management and technical methods over the last several decades. Although the methods change, the patterns of adoption and rejection are amazingly similar.  I have seen some very good ideas take much longer to get adopted than they should have – as well as other methods held on to well past the time they should have been abandoned.  I have taken a personal migration path in Lean-Agile methods that I now see  started with studying Deming and writing systems incorporating automated acceptance testing in 1984. I started consciously using agile in 1999, starting informally with my own methods and adopting XP and Scrum shortly thereafter.  In 2004 I incorporated Lean Software into my methods and 2-3 years ago adopted Kanban as well.  I have seen teams succeed and fail with all of these methods over the years and have been asking why they succeed and why they fail?  What about them helps teams and individuals, and where can they be used?   This quest has led me to a solid understanding of the principles underneath all of these methods and why/where they work. I, of course, have not figured this out myself, but have learned from literally dozens of thought leaders both personally and from their books and other writings.

I have eventually come to the conclusion that Lean Software is not best understood by observing Toyota.  Rather, Lean, to me, is a thought process, mindset and set of principles that stand on its own.  This makes it much easier to take Lean to the software community, whose problems are considerably different than the manufacturing community.

Why did I got involved in the LSSC?

I hate to say this, but if there were one word that sums up our industry in its general attitude, in my mind it would be “unprofessional.”  By this I mean that too many individuals, at all levels (executives, management and development) tend to do what they like without exploring and adopting methods that have proven to work. Our own opinion tends to matter more than reality. Even so, I have a great faith in people’s intentions and motivations.  I believe that the overwhelming majority of people have a commitment to do their best and that they take genuine satisfaction when they add value to others and are frustrated when they cannot do so.  This passion works against them, however, when they don’t understand what needs to be done – as it drives them to often take an expedient or familiar approach.

The Agile community rightfully puts respecting people as a foundational cornerstone.  However, in my mind, it has not put enough emphasis on the other side – the information, practices and principles are essential in order to get the job done. Relying on the ability and motivations of people is not enough.  I believe there needs to be a foundational knowledge set that guides their work.  Lean provides much of this with its paradigm of management and its paradigm of product development flow.  Both also help support technical practices which I feel should be broadly adopted throughout the industry (e.g., ATDD, TDD, design patterns). My involvement with the LSSC is to create awareness of the possibilities for our industry and to help promote knowledge that would be useful to software development organizations.

What do I hope the LSSC will achieve?

I see Lean Software and Systems Consortium as a growing community of thought leaders where exchange of ideas is freely possible.  We are guided by what works in practice and without concern for its origin. Our goal is to foster this body of knowledge, to see it grow, evolve and mature.  The Lean SSC is intentionally not declaring who can teach this knowledge as doing so tends to make changing the knowledge base difficult.  Instead, we focus on the knowledge and methods itself.  Both extending it and encouraging its evolution as the community learns.

I am working towards the LSSC helping transform the software industry into a profession where people better understand what they need to know in order to work effectively. I am focusing on defining those competencies that people need to know in order to be effective in this field.  Eventually, these competencies can provide a basis for a meaningful certification, which is currently lacking in our industry.  My dream would be for me to be able to say that I retired from a profession at the end of my career.



Introducing Karl Scotland

Posted In: Board Member by kjscotland

This is the first of what I hope will be a series of posts introducing a number of the founder members of the Lean Software & Systems Consortium. The goal is to create some more visibility and transparency of who the LeanSSC is and what we are trying to achieve. In addition we have created a public Yahoo! Group where we hope that we can more openly discuss the ideas advocated by the LeanSSC.

Another great way to find out about what the LeanSSC are doing is to come to our Atlanta conference (April 21st – 23rd). The Technical Advisory Board is also meeting at the same venue on April 20th (Tuesday) and is open to all conference attendees. To attend all you need to do is to show up a day earlier and to register for the conference and collect your badge on Tuesday. The registration desk volunteers will direct you to the room for the TAB meeting. Book before the end of March while the price is still $995 – it goes up to $1250 after that.

Now that’s out of the way, here something about me

What do I bring to the LSSC?

I’ve been using a Kanban approach since the latter half of 2007 after hearing David Anderson talking about the ideas at Agile2007 in Washington. Since then I’ve been exploring Kanban Systems and Lean Thinking in more depth and have found it has changed the way that I think about software development and the way I work with organisations and teams. I believe that this experience and perspective, which relies less on implementing specific processes and more on helping create contextual processes, is complimentary to the vision of the LeanSSC.

Why did I got involved in the LSSC?

Having discovered a new way of approaching software development, which has helped me introduce changes in a more effective way that I had been able to previously, I am enthusiastic about the opportunity to share this way of thinking with a wider audience. If it has helped me, as someone who has been using Agile techniques since 1999, then I believe there must be a significant audience who can also benefit. I hope my involvement with the LeanSSC can help share this knowledge and experience.

What do I hope the LSSC will achieve?

I hope the LeanSSC can help further improve the reputation and success rate of the software development industry. While Agile has proved to be a tremendous success at advancing the capabilities of development teams, it has proved difficult to scale to the enterprise or organisational level. As a result, Agile teams are succeeding, but organisations are still struggling. By the creating a body of knowledge (with an associated credible certification program) around not only team agility, but also business and management competencies, the LeanSSC can provide a basis for helping organisations transition to being more effective using Lean approaches.

The Lean Software & Systems Consortium Technical Advisory Board meeting is open to conference attendees. It’s being held at the same venue on April 20th (Tuesday). You are cordially invited and so are any other conference attendees. To attend all you need to do is to show up a day earlier and to register for the conference and collect your badge on Tuesday. The registration desk volunteers will direct you to the room for the TAB meeting.

Atlanta2010 Site Up

Posted In: Website by admin

The inaugural Lean Software & Systems Consortium conference site is now up and running at

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