1. 9/12/20151 Copyright© 2007 The Oobeya Group, LLC

2. Lowell Lindstrom, Founder, The Oobeya Group lowell@oobeyagroup.com 630-335-0889 lowell@oobeyagroup.com 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) 2 9/12/2015

3. DOI 1.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… D eclaration O f I nterdependence 9/12/20153 Copyright© 2007 The Oobeya Group, LLC

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9. Sprint Planning The Sprint Review/ Retrospective Backlog Update 9/12/20159 Copyright© 2007 The Oobeya Group, LLC

10. …but for Project Management, this means increased cost, risk, and uncertainty System requirements Software requirements Analysis Program design Coding Testing Operations Source: Managing the Development of Large Software Systems, Winston W. Royce. 10

11. Organizational Structure Functional Matrixed (Weak, Balanced, Strong) Project 9/12/201511 Copyright© 2007 The Oobeya Group, LLC

12. Adapting for Large, Complex Projects Product Owner Scrum Team Single Team Agile 12

13. Whole Team Product Owner Whole Team (One Team, Sit Together) Scrum Team 13

14. Many Stakeholders Product Team Operations Documentation Training Marketing Sales Customer Support Management Analysts Project Management Quality Assurance End Users Marketplace Shareholders Partners Media Industry Groups Competitors Scrum Team Other Systems 14

15. Whole Team Product Owner Whole Team (One Team, Sit Together) Scrum Team 15

16. Team Product Owner/Customer 9/12/201516 Copyright© 2007 The Oobeya Group, LLC

17. Team Product Owner/Customer 9/12/201517 Copyright© 2007 The Oobeya Group, LLC

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19. 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? 9/12/2015 19 Copyright© 2007 The Oobeya Group, LLC

20. 9/12/2015 Copyright© 2007 The Oobeya Group, LLC 20 Lowell Lindstrom Founder, The Oobeya Group lowell@oobeyagroup.com 630-335-0889 http://www.oobeyagroup.com