微软产品开发管理.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,微软产品开发管理ppt,Microsoft Solution Framework,Agenda,The development team,The development environment,The development process,The development management,The development team,The organization chart,The roles,Dev manager,Own implementation of the product,Overall design,keep the project on course,monitor the health,coordinate with other functional teams,Dev leads,Own features,requirement,design,implementation,coordinate architectural issues with leads of other dev team,Devs,Own implementation of features,Implement,test and document features,fix bugs,support QA and UE,The virtual teams,The architecture design team,The performance team,The code review team,Etc.,The development environment,The principle A standard environment,Everybody use the same environment,Mandatory,Productivity,Predictability,Few exceptions,E.g.,source editor,The development tools,Source code management system,Crucial for protecting company asset,Crucial for parallel development,Support versioning,branching,locking,backup and restore,Facilitate automatic build process,Integrate with other dev tools,The development tools,Source code management system,The project repository,Put all project related files and docs into the source code management system,Source files,Compiler,linker,libraries,build scripts,Installation tools and scripts,Testing tools and scripts,Project specs,plans,user docs,Appoint owner/admin for the system,The development tools,Issue tracking system,All bugs and issues are logged,Required fields,Title,description,change history,Owner,Open date,update date,close date,Opened by,changed by,fixed by,closed by,Status,Priority,Severity,Fix by Milestone,The build number when the bug is found,The build number when the bug is fixed,The development tools,Issue tracking system,Use common queries for the team,For the dev manager and dev leads,Bug open rates and close rates,Bug change rates,Bug fix failed counts,Bug threshold,Status meetings,Design specs,The development process,Demo:Performance Profiling,Compiler,linker,libraries,build scripts,Required fields,Changing Course,Customers,personnel,organization,skills,Sharing information,Use external teams to augment dev and test,Coding standards,Modeling tool,Define tasks and estimates,Team websites,Cost to Fix a Bug,The development tools,Other tools,Modeling tool,Debugger,Performance analysis tools,Coverage analysis tools,Team websites,Etc.,Demo:Performance Profiling,The development process,The principle-A standard process,Everybody follows the same procedure,Mandatory,Productivity,Predictability,No exceptions,A standard development process,Design specs,Coding standards,Source code check-in procedures,Bug fixing procedures,Contingency procedures,Build breaks,Security breath,The development management,The principle-A risk management approach,The goal:Build to spec on time,The risk:,People:,Customers,personnel,organization,skills,Process,Mission,budget,cost,schedule,design,build,test,Technology,Security,dev and test environment,tools,availability,Environment,Competition,economic,regulation,legal,Capability,quality,sophistication,Crucial to maintain project consistency,integration,quality and visibility,The organization chart,Recruiting beta sites,Mission,budget,cost,schedule,design,build,test,Team skills,Design specs,Competitor innovations and directions,Fundamental to a learning organization,Status meetings,Start early!,Have a specific purpose,Some people not comfortable speaking at meetings,Managing by walking around(MBWA),Shows you are involved and care about the project,微软产品开发管理ppt,Modeling tool,Productivity,The development team,Start early!,Status meetings,Keep it short and frequent,Start early!,The development management,To response to external competitive pressure,Keep it short and frequent,Fundamental to a learning organization,Start early!,Crucial for protecting company asset,Parallel development,Retired Risks,Risk Assessment Document,Top 10,3.,Plan,5.,Control,2.,Analyze,1.,Identify,Risk,Statements,4.,Track,Risk Management Process,The ongoing deliverable of this process is a living risk assessment document,Research,evaluation and prototyping,Research projects during minor releases,Market trends and advances,Competitor innovations and directions,Evaluate technologies,Capability,quality,sophistication,Ease of use,Team skills,Prototype,Identify key risks,Define experiments,Simulate end result,Scheduling,Balance among resource,feature set and schedule,Define tasks and estimates,Parallel development,Schedule commitment,Schedule ownership,Credibility/Predictability,Project Execution,Measuring and monitoring progress,Daily builds and smoke tests,The heartbeat of your project,Crucial to maintain project consistency,integration,quality and visibility,Tracing bugs,Weekly bug status report,Bug threshold,Status meetings,Have a specific purpose,Involve PM,QA,and UE,Keep it short and frequent,Keep a list of outstanding issues,Project Execution,Measuring and monitoring progress,Managing by walking around(MBWA),Shows you are involved and care about the project,Some people not comfortable speaking at meetings,Regular one-on-one with team members,Sharing information,Share success,Share failure,Project Execution,Making changes,Changing Course,Get the facts,but dont overanalyze,Involves others in the discussion,Use external teams to augment dev and test,Cut features instead of extending schedule,Project Execution,Making changes,Changing Speed,When to increase pressure,To meet milestones,To recover from a missed date,To response to external competitive pressure,How to increase pressure,Duration be clear how long overtime will last,Comfort make overtime enjoyable,Spirit team commitment,Progress show the team the progress,Appreciation recognize teams effort,Beta Testing,Benefits,Test in real world,Feedback(features,performance,UI),Marketing,Augmenting your stuff,Beta Testing Management,Recruiting beta sites,Distribute software,Communicate beta status,Results-oriented,Reward beta sites,Start early!,Get the feedback!,Build a good tool to manage information,Postmortems,Formalize the process of learning from past experience,Post-milestone review meetings,Capture project learning to develop team members and improve the process,Bring closure to a project,Fundamental to a learning organization,Action items and owners,Summary,Build a great dev team,Create a great dev environment,Enforce a good dev process,Use a risk-oriented dev management approach,Q&A,