But actually it seems like we can already achieve this goal by 2019.

So the figures are very good actually.

And this is why we research for people.

There are many career opportunities, especially in Germany.

Here in Nuremberg we have a growing team.

There can be 35 people based in Nuremberg.

The location is just five years old, so it grows very fast.

We have very interesting projects, especially

we're working for Bundesagentur für Arbeit in Nuremberg,

which is currently going through an agile transition.

We do consulting, we do software engineering.

So many projects we can work with them.

But now I want to introduce you to Kanban.

First I would like to motivate why should we use Kanban.

I will tell you something about the origins.

Kanban is actually based into a production system in the car industry.

Based on this basics I will give you a transfer how we can use these methodologies in IT.

At the end I will just conclude and give you some information about how we can use Kanban in other places for instance.

So motivation is actually challenges of day to day IT project work.

We have software project managers in our projects.

We have a project team and project managers actually have hard times setting here priorities to prioritize the tasks.

Especially in the field and to make the right decisions.

So this is very difficult.

Sometimes they don't understand how the team works.

So they have quite a distance to the team and why it does not work the way they want it to work.

Because they do a plan and the team does not work according to the plan.

On the other side we have a project team where members are overwhelmed, members are stressed because of this situation.

So the development takes longer than planned because project management interrupts.

They have to justify why they don't work like the plan is planned.

So this takes a lot of time and everything takes longer because they don't have time for developing the software for the real project work.

So if we don't have time, quality becomes insufficient because you cannot go the last mile for quality.

Sometimes project team does not understand why the management makes significant changes.

Because management tries the team to work according to the plan so they will do changes and for the project team this is frustrating actually.

Because from their perspective the project manager wants something different every day.

So this is quite a frustrating situation.

And this was actually the same situation David J. Anderson was in in 2005.

He was working as a manager for Microsoft and he constantly thought about how can we change the situation.

And on a trip to Japan he had some spare time when he went to a garden during cherry blossom.

And when there's cherry blossom in Japan all people go into this gardens and walk around take nice pictures and it should be quite nice.

And when he entered the park he got a card.

He actually didn't have to pay for it but he got a card.

He didn't know.

He just put it in his pocket.

He didn't understand but took it.

And when he went outside of the park he had to return the card to the administration.

And then he asked why this system.

And actually it was a very basic system to limit the people within the park.

Because it's very crowded.

You cannot take nice pictures and it's not such a good situation.

And then he recognized this is something we can limit capacity within the system.