Heartbleed Update: Akamai Mitigates Vulnerability

From our previous posts on April 16 and April 11, you know that our content delivery network (CDN), Akamai, was affected by Heartbleed and has been working to resolve the vulnerability. We have received confirmation from Akamai that they have patched the OpenSSL vulnerability and reissued all LeanKit certificates, thereby mitigating the Heartbleed vulnerability for LeanKit users.

As an additional means of precaution, we advise all users to change their LeanKit account passwords at their earliest convenience.

To change your LeanKit password:

  1. Go to your LeanKit home screen.
  2. Hover over the LeanKit logo in the top left corner of the screen.
  3. Select “Change Password.”

ChangePassword

If you have any questions or concerns, please contact LeanKit Network Security at netsec@leankit.com.

Changing the Way REA Group Works

REA Group has experienced impressive growth since it was founded in 1995. A startup that began in a suburban garage, it now employs more than 900 people worldwide and is a top 100 Australian Stock Exchange (ASX) company valued at $6.78 billion.

As REA Group continues to grow, the enterprise has embraced Agile and Lean practices to ensure the delivery of business value to its customers, using LeanKit to support the initiative.

We interviewed Damian Fasciani, Technology Services Manager at REA Group, to understand how LeanKit is changing the way REA works.

REA Group Team Collaboration

REA Group team members collaborate by using LeanKit on a touchscreen.

What started in the technology services group as a way to visually manage work using “digital card walls” has now spread across the organization to include HR, legal, procurement, sales and marketing teams.

Today, LeanKit has become an integral part of how teams work at REA Group, providing better work visibility and enabling cross-functional teams to collaborate more effectively.

Read the full success story

 

Heartbleed Update: LeanKit Service Provider Status

Update 04-21-2014: LeanKit service provider, Akamai, mitigates vulnerabilities. Users advised to change LeanKit account password(s). Learn more

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Initial checks with all of our vendors indicated that there were no LeanKit service provider vulnerabilities to Heartbleed. However, our content delivery network (CDN), Akamai, recently amended their previous statement to communicate to their customers that they are currently implementing fixes related to the Heartbleed issue. Akamai’s corrective actions, in part, include reissuing SSL certificates for all of their customers, including LeanKit.

We are actively monitoring updates from Akamai. When Akamai confirms that LeanKit’s SSL certificates have been rotated and that Akamai is no longer vulnerable, we will send out another update with next steps. In the meantime, there is no need for you to take action.

Additional information related to the evolution of Akamai’s response to the Heartbleed issue can be found here:

If you have any questions or concerns, please contact LeanKit Network Security at netsec@leankit.com.

WIP Limits: How to Journey (safely) Into the Unknown (Part 2 of 3)

In part one of this blog series, I discussed why limiting the amount of work you have in process can be so inherently difficult. Now that you’re aware of the mindset needed to implement work-in-process (WIP) limits successfully, it’s time to venture a little further into the unknown.

There are three different perspectives to consider when managing WIP limits: personal, team and organizational. A common mistake is to assume that the same approach for managing WIP limits will be effective at each of those levels. Take it from me that it won’t. In this post, I’ll share some of the observations, ideas and lessons that I’ve learned about managing WIP limits at the team (execution) level and at the organizational (structural) level.

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How To Solve Problems So They Stay Solved

systems-thinking-certification-programWhy is it that as we approach our goals they seem to be more difficult to achieve? Why is it that things progressing so well seem sooner or later to turn sour? And when things turn sour, how is it that they seem to do so in such a rapid fashion? Why is it that every problem we solve seems simply to lead to a whole new set of problems? Why is it that the problems we thought we solved yesterday seem to come back to haunt us in a few weeks or months? Why is it that a group of individuals each doing what seems so sensible manages to create something that none of them want, i.e. bureaucracy? Why it is that no matter how much money I make it never seems to be enough? Why is it that co- operative partnerships that should produce tremendous results so often end with the partners becoming adversaries?

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