Roger Leaton from BT shared his experience in rolling out Agile in a large company. He made 70% of the project be Agile, which was 30% in 2003. He sees Agile transition as a cultural change, and I share a lot in common with him. The slide on the left is showing the difficulty of cultural changes as a iceberg. Even though the surface of it looks to be changed(adoption of practices), if the hidden part(understanding of value, culture of the organization) is not, the change won't last.

Staffan Nöteberg is the author of "Pomodoro technique illustrated". he expained the technique in a unique style using puppet plays and hand-written illustrations. I'm thinking of emulating him sometime.

I met Nicolai Dragsted from a lawfirm. He is a lawyer trying to create a type of contracts suitable for publich sectors to outsource Agile development. His material includes concepts of waterfall and Agile, issues to be addressed in the contracts, and templates of the contracts. I will take this back to Japan and introduce it to Japan government.

OK, me. I talked "Learning Kaizen from TOYOTA". I showed the audience a video and together with them extracted lean ideas and commonalities with Agile in it. I recently read John Shook's(The first American manager at TOYOTA who transported TPS concepts to NUMMI) article on Starbucks Lean adoption, and am really convinced. So added "Lean is scientific management where the scientists are the fron line workers" as a message.

(thanks for the picture, Troels Hansen)

Here's the mind map.