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04/19/23 1Copyright© 2007 The Oobeya Group, LLC
• Lowell Lindstrom, Founder, The Oobeya Group• [email protected] 630-335-0889• 21 year software development industry veteran• Positions held include:
• Teaching Agile software development since 1999• XP/Agile Conference (Agile 200x):
– Organizing Chair in 2001– Co-Programming Chair 2004
• Certified ScrumMaster Trainer• Founding Board member of the Agile Project Leadership
Network (www.apln.org)
204/19/23
DOI1. increase return on investment by making continuous flow of value our focus.
2. deliver reliable results by engaging customers in frequent interactions and shared ownership.
3. expect uncertainty and manage for it through iterations, anticipation, and adaptation.
4. unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
5. boost performance through group accountability for results and shared responsibility for team effectiveness.
6. improve effectiveness and reliability through situationally specific strategies, processes, and practices.
[Copyright 2005 David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent MacDonald, Polyanna Pixton, Preston Smith and Robert Wysocki.]
Agile and adaptive approaches for linking people, project, and value.We are community of project leaders that are highly successful at delivering results. To achieve these results, We…
Declaration Of Interdependence
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Sprint P
lanning The Sprint
Review/
Retrosp
ectiveBacklog
Update
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…but for Project Management, this
means increased cost, risk, and
uncertainty
…but for Project Management, this
means increased cost, risk, and
uncertainty
System requirements
System requirements
Software requirements
Software requirements
AnalysisAnalysis
Program designProgram design
CodingCoding
TestingTesting
OperationsOperations
Source: Managing the Development of Large Software Systems, Winston W. Royce.10
Organizational Structure
• Functional• Matrixed (Weak, Balanced, Strong)• Project
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Adapting for Large, Complex Projects
Prod
uct O
wner
Scrum
Team
Single Team Agile
12
Whole Team
Prod
uct O
wner
Whole Team(One Team, Sit Together)
Scrum
Team
13
Many Stakeholders
Prod
uct T
eam
Operations
Documentation
Training
Marketing
Sales
CustomerSupport
Management
Analysts
ProjectManagemen
t
QualityAssurance End Users
Marketplace
Shareholders
Partners
Media
Industry Groups
Competitors
Scrum
Team
Other Systems
14
Whole Team
Prod
uct O
wner
Whole Team(One Team, Sit Together)
Scrum
Team
15
Team
Product Owner/Customer
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Team
Product Owner/Customer
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Homework ;-)
• Do software projects really have an end?• Does it make sense to assume the project
team disbands at the end of the project?• If not, what do we do differently?• What does that mean for the application of
the PMBOK?
04/19/2319Copyright© 2007 The Oobeya Group, LLC
04/19/23 Copyright© 2007 The Oobeya Group, LLC 20
Lowell LindstromFounder, The Oobeya [email protected] 630-335-0889
http://www.oobeyagroup.com
