微软公司管理之道

Architect2000

Course1-2

TheMicrosoftWay微软之道

HowMicrosoftcreatestechnology,shapesmarkets,andmanagespeople

Version1.0

周宏桥

软件设计师

hqzhou@

MSN.COM,MicrosoftCorporation

2002年4月17日*西安TechnologyPeopleBusiness主题:背景知识:Handout:本次演讲概括;计算机软件产业结构分析;互联网产业结构分析

战略1:组织和管理公司课堂讨论:人才标准战略2:管理有创造力的人和技能课堂讨论:团队精神战略3:在产品和标准上竞争Handout:战略和竞争分析(国家一级;工业一级;公司一级)课堂讨论:竟争战略战略4:定义产品和开发的过程课堂讨论:软件工程项目管理战略5:开发产品，投放市场Handout:微软技术总览课堂讨论:创新与微软技术战略6:建立学习型组织课堂讨论:沟通战略7:攻击未来课堂讨论:”TheMicrosoftWay”与中国实际背景知识本次演讲概括;软件产业结构分析;世界中国互联网产业结构分析

世界中国Reference:中国Resources:国务院发展研究中心CCIDIDG中国战略1:

OrganizingandManagingtheCompany(组织和管理公司)

Find“Smart”PeopleWhoknowtheTechnologyandtheBusiness

(网罗既懂技术又懂商业的”聪明”人才)Agenda:

战略1:组织和管理公司

网罗既懂技术又懂商业的”聪明”人才课堂讨论:人才标准OpeningCase:人才标准之争:微软副总裁李开复vs.北大副校长陈章良背景知识:定义:“smart”?财富杂志:世界最受尊敬的公司原则:原则1:雇佣对技术和管理均有深入了解的CEO原则2:围饶产品市场和商业功能灵活设立组织原则3:雇佣你所能找到的最聪明的经理,那些对技术和管理均有深入了解的人原则4:雇佣你所能找到的最聪明的雇员,那些对技术和管理均有深入了解的人ClosingCase:聪明;勤奋课堂讨论:人才标准

OpeningCase:人才标准之争:微软副总裁李开复vs.北大副校长陈章良中央电视台《对话》节目:主题“什么是人才？”(9/2001) 微软李开复:人品、智慧、团队精神、激情 北大陈章良:创新、执着、自信李开复：我们公司的精神就是,我们雇佣最好的人,但是我们完全信任他们,让他们来把握将来他们和公司的方向。所以我觉得一个人的人品有了问题,我们绝对不会考虑他。陈章良：人品非常重要。判断一个人值得不值得信赖,人品应该是第一位。但是我现在关键是看这个人能不能干活儿,很多人品非常好的人,但是是个笨蛋,而在笨蛋手下的话,一堆笨蛋这是不行的。创造力很好人品不好,那么社会会淘汰他的。但是一群人品很好的人,创造力很低的话,就要了命。李开复：创造力非常重要。但是我认为智慧更重要,因为一个有智慧的人,他可以选择什么时候该创新,什么时候该利用前人的结果,他更有弹性地做一个选择。有些人他可能觉得,自己很有创新,但是创出来的东西不见得有用。我宁肯雇一个有智慧的人,然后教他怎么去创新。就像我宁肯雇一个人品很好的人,然后让他去培养其它方面的知识。陈章良：但是创新的能力能被教会吗？创新本身是一个可以学习的过程,但重要的还是从小培养的。李开复：团队精神非常重要的。因为我们做任何一个项目,都不是自己一个人去做的。如果这个时候大家都彼此竞争,我自己做自己的,不告诉你我做什么,不愿意帮助你,这个时候也许六个人都会做出六个不同的结果,最后对公司一点儿都没有用。我们的团队精神的意思,团队的成功才是我们的成功。个人的成功不算是最终的成功。陈章良：北大的学生出去不太合群历史上就这样。他们考进北大每个人,都觉得我很牛。另外一个人觉得我也很牛,所以每一个人都很牛。谁最牛？那么多都是高考状元,都是班上第一名第二名上北大,面对这些北大非常牛的学生,怎么能够从他们身上看出团队精神？怎么能够要求他们有团队精神呢？陈章良：执着就是认定一个目标或者一个方向的话,你能够很执着地去实现它,别半途而废。李开复：由于执着必须要有自信,所谓的自信就是说,你一个要有能力,第二个相信自己的能力,我认为自信是很重要的。但是一个有智慧的人,你是可以启发他的自信的。如果我有一个员工,他很有智慧,可是没有自信,我可以帮助他培养自信。但是他如果很有自信,没有智慧,我就没办法了。课堂讨论:人才标准

OpeningCase:人才标准之争:微软副总裁李开复vs.北大副校长陈章良

定义:Whatdoesbeing“smart”mean?BillGates(1994):“There’sacertainsharpness,anabilitytoabsorbnewfacts.Towalkintoasituation,havesomethingexplainedtoyouandimmediatelysay,“Well,whataboutthis?”Toaskaninsightfulquestion.Toabsorbitinrealtime.Acapabilitytoremember.Torelatetodomainsthatmaynotseemconnectedatfirst.Acertaincreativitythatallowspeopletobeeffective.”Summary:Itmeansbeingabletounderstand&probecomplexthingsquickly&creatively.(能迅速及创造性地理解和探查复杂的事情)MyAnalysis:UnderlyingAssumptionEverythingcanbelearned.(Sosmartpeoplecanlearnfaster.)Question:Doessmartpeoplewanttolearn?(Seeclosingcase:smartnessversusdiligence)财富杂志:世界最受尊敬的公司(3/2002)

软件工业决定Reputation的八个关键属性1.Microsoft2.PeopleSoft3.Oracle4.CA5.SiebelInnovativeness

12367Employeetalent

12354Useofcorporateassets

12453Socialresponsibility

13729Qualityofmanagement

12463Financialsoundness

12354Long-terminvestmentvalue

12346Qualityofproducts/services

31456S1:组织和管理公司

P1:雇佣对技术和管理均有深入了解的CEOGatestheManager作为职业经理人的盖茨GatesBackgroundChallenge:stayontopofafast-movingindustryvs.remainknowledgeableaboutMicrosoft'sexpandingarsenalofproductsPresidesoverprogramreviewsandplanningsessionsinApril&Octoberthatsetthescheduleforrollingoutnewproductsandestablishingbudgets.“Thinkweeks”(isolates;thinksaboutaproblem,suchas,whataproductshouldlooklike5yearsinthefuture.）（“入定”）concentratesondefiningstrategicnewproductsorkeepingacheckondevelopmentschedules（定义战略新产品或检查开发进度）CaseStudy:执着:WindowsNT:V1失败;V2失败;V3不赚钱；V4成功承认错误,不再执着:1995Internet/NetScape/Java写战略备忘录:“TrustworthyComputing”(Jan15/02)ASP:Availability;Security;PrivacyS1:组织和管理理公司P1:雇佣对技术术和管理均均有深入了了解的CEOSmartpeopleandsmallteams:…Thebiggestadvantageisthatgooddevelopersliketoworkwithgooddevelopers…Adevelopmentprocessthatallowslargeteamstoworklikesmallteams:……thewholeapproachofmilestonesanddrivingthezerodefectsatthosemilestones…ProductarchitecturesthatreduceinterdependenciesamongteamsNearlyallnewproductdevelopmentdoneononesite:…sothatwhateverinterdependenciesexistyoucangoseethatpersonfacttoface…PeopleworkingonthesamemachinestheybuildproductsforAsinglemaindevelopmentlanguageLargecapitalinvestmentstosupportpeopleInternaluseoftheirownengineeringtoolsMorethanonepersonwhounderstandstheproductdetailsManagerswhobothcreatetheproductandmakethetechnicaldecisions:““Wedon’thavenon-technicalmanagementtryingtomaketechnicaltrade-offs.”Quickdecisionmakingontechnical-versus-businesstrade-offs.Anenormousfeedbackloopfromcustomers.Deliberateeffortstolearnfrompastprojects:…postmortemsaftertheprojects…比尔盖茨管理理产品开发的的关键原则S1:组织和管理公公司P1:雇佣对技术和和管理均有深深入了解的CEOProjectStatusReports（产品状况汇汇报）ProjectteamssendprojectstatusreporteachmonthtoGatesandothertopexecutives,akeymechanismforcommunicating.ProgramReviewsMicrosoftholdsprogramreviewmeetingsforeachprojecteverythreemonthsorso.ControlOverNewProductDevelopment（新产品开发发控制）Gates:“…Ihavenotdelegatedthegeneralideaofproductstodevelop…ThatisagooddecisionforaCEOofasoftwarecompanytokeepinhishands.That’sabouttheonlyonethatIreallycontrolnowadays.””Keyrole:viewtheentireproductportfolioofthecompanyinlightofthefuturedirectionshesees,includinglikelycompetitormoves.Thenhemakesthebiz/techtrade-offdecisions.CaseStudy:Gates出席所有的的新产品发发布而不是是产品经理理或VPS1:组织和管理理公司P1:雇佣对技术术和管理均均有深入了了解的CEOCaseStudy:MainPointsin“Business@theSpeedofThought”byBillGates:OnlymanagerswhomasterthedigitaluniversewillgaincompetitiveadvantageRule1:Insistthatcommunicationflowthroughe-mailRule2:StudysalesdataonlinetoshareinsightseasilyRule3:Shiftknowledgeworkersintohigh-levelthinkingRule4:UsedigitaltoolstocreatevirtualteamsRule5:ConverteverypaperprocesstoadigitalprocessRule6:Usedigitaltoolstoeliminatesingle-taskjobsRule7:CreateadigitalfeedbackloopRule8:UsedigitalsystemstoroutecustomercomplaintsimmediatelyRule9:UsedigitalcommunicationtoredefinetheboundariesRule10:Transformeverybusinessprocessintojust-in-timedeliveryRule11:UsedigitaldeliverytoeliminatethemiddlemanRule12:UsedigitaltoolstohelpcustomerssolveproblemsforthemselvesS1:组织和管理理公司P2:围饶产品市市场和商业业功能灵活活设立组织织Gates:“……Microsoft’sdominantorganizationalthemeisbyproducts…”（微软设置置组织机构构的主题是是围绕产品品）multifunctionalteamsorganizedbyproduct,withsomemechanismstointegrateacrosstheproductgroups.（（多功能能组））Hastwootherorganizationalstructures.The1stisformal,consistingofthemanagementhierarchy.（（正式的的管理理价构构）The2ndisinformal;thisconsistsofalooselydefined““braintrust””ofexecutivesandanetworkoftechnicalpeopleandmanagerswhoworkonspecialassignmentsorprojects.（非正式式的智智囊团团）S1:组织和和管理理公司司P2:围饶产产品市市场和和商业业功能能灵活活设立立组织织OrganizationalandProcessEvolution（（组织与与过程程的演演变））1984:设立单单独的的测试试和PM组;1986:Postmortem方法1988milestones方法1989TheMay““retreat”andNov.““Zero-defectscode””memo1992EstablishmentofthecollectiveOfficeofthePresidentCentralizationofmarketingteamsatthedivisionlevel.CaseStudy:软件测测试组组的设设立H/WOEMs的抱怨怨:MSBASICinIBMPC.除法出出错.Ballmer坚持软软件开开发人人员可可以测测试他他们自自己的的产品品,assistedby高中学学生，，文秘秘，和和一一些outsidecontractors不能使使用IBM的方法法:largegroupsofpeoplereviewallS/WitemsS1:组织和和管理理公司司P2:围饶产产品市市场和和商业业功能能灵活活设立立组织织CaseStudy:管理架架构和和组织织变迁迁扁平结结构:Overtime,Microsofthaddevelopedastructurewith5levelsinthehierarchywith30,000employees.问题:BillG&SteveBinvolvedthemselvesinallimportantorganizationaldecisionmakingandhaddevelopedaverycentralizedapproachtomanagement.它严重重减慢慢了decision-makingprocess.挑战:互联网网和电电子商商务抱怨来来自下下一级级经理理:excessivelybureaucratic;underincreasingscrutiny.解决:改变管理风风格.不再干扰每每一个部门门的战略。。将控制权权力下放到到部门领导导S1:组织和管理理公司P2:围饶产品市市场和商业业功能灵活活设立组织织新市场及新新技术:Internet&newconsumerproducts.Anotherculture,moreconcernedwithmixingcutting-edgesci&techwitheverydayconsumerhabits.ParadigmShifts(checkhandout:Strategy@Industrylevel)CaseStudy:Microsoftin1995Early1990s,MSemergedasthedominantS/WcompanyindesktopmrktMSstrategywastoensurethecontinueddominanceofWindows.1993,MarkAndreessendevelopedMosaicinUniv.ofIllinois.1994,hefoundNetscape.Inmid1995,Netscapehas>70%browsers&Webserver1995,SuninventedJava.ScottMcNealy:““Thenetworkisthecomputer.”MS’sinitialresponse:BillGcalledNetscape’’sbrowsertechnologytrivial.Bylate1995,MSdecidedtotheunexpectedthreatposedbyNetscape/JavaMicrosoftmustgeneratemoreofitsowntechnologies.CaseStudy:OLE2.0;CaseStudy:Win-TelHighEndCellPhone(2/2002)MicrosoftResearchS1:组织和管理理公司P2:围饶产品市市场和商业业功能灵活活设立组织织OrganizationalCulture组织文化Visionin1975:Acomputeroneverydeskandineveryhome.Visionin?:Information@yourfingertip.Visionin2000:Empowerpeoplethroughgreatsoftware–anytime,anyplace,andonanydevice.Workinglonghours&weekends,wearingwhateverclothingiscomfortable(butneverasuitandtie),consumingjunkfood,andcommunicatingwithotheremployeesviaemailandtheintranet.具有创新及及企业家精精神：employeesshouldfeelfreetoexperimentandstretchoutevenifthereisasignificantchanceoffailure.CaseStudy:Myinnovation&stretchout-AtlantisLite(Detailsin战略5)S1:组织和管理理公司P3:雇佣你所能能找到的最最聪明的经经理,那些对技术术和管理均均有深入了了解的人TheBrainTrust（智囊团））ThecoreofMS’s智囊团consistsofaroundadozenpeople.CaseStudy:MikeMaples(EVP1988-1995,EE+MBA,IBM)HelpBillGavoidthepitfallsoflarge,bureaucraticorgsbyemphasizing4generalpreceptsthatworkedwellinIBM.1st:Introduceafullsetofpersonnelmanagementpractices2nd:nurturemiddlemanagers3rd:continuecultivatingfunctionalexpertise,buttomakesurepeoplemovearoundandreceivebroadexperiences.Avoiddeptrivalries/battles.Avoidhidingbadnews.Opencommunicationaimingatconstructivemutualcriticism.4th:defineaprocessforproductdevelopmentwithsomecommonprinciples:Letpeopledotheirownschedules.Buildinbuffertimefortheunforeseendelaysthatalwaysoccur.Assumechangewillhappen.Don’ttrytowriteacompletespecupfront.Managebymilestones,startingwiththemostdifficultthingsfirst.Focusoncustomerproblems,nottechnologiesorprocesses.Movepeoplearound,tomixthegoodandthebad.S1:组织和管理理公司P3:雇佣你所能能找到的最最聪明的经经理,那些对技术术和管理均均有深入了了解的人TechnicallyCompetentManagersInMicrosoft,youwillfindtheleveloftechnicalexpertiseandcompetenceallthewaythroughthemanagementhierarchy.It’’snotthatcommoninthecomputerindustrytofindstronglytechnicalpeopleinkeymanagementpositionsthroughoutthecompany.“…No.1iseverybodyactuallyhascoderesponsibilities,sonobodyjustmanagespeople…Peoplewhomanagepeoplelostsightofwhatthegoalisandtheydon’tappreciatetheproblemsandissues…andtheydon’’tactonthemquicklyenough…”WeaknessesinMiddleManagement中层管理人人员的弱点点微软文化:最好的程序序员成为经经理.否则微软人人不会尊重重他/她。问题:经理人的选选择基于技技术能力而而非管理能能力.Generally,themanagersatMicrosoftarenotthecharismatypes.最大挑战:寻找合适的的中层经理理人.S1:组织和管理理公司P4:雇佣你所能能找到的最最聪明的雇雇员,那些对技术术和管理均均有深入了了解的人Lookingforpeople:Recruiter:Individualwithfunctionalspecialty+TeamworkManagers:AdopttoMicrosoftWay;withtheabilitytoactandlearnontheirown&makegooddecisionquicklywithoutalotofformaltrainingandwrittenrulesorguidelinesStupidCompanies:hirebodies+makeupfortheirhiringbodiesbyapplyingrules.Rootcauseoftheproblemwasnotlackofrulesbuthiringpeoplethatneededlotsofrulestodotheirjob.软件工业公公认的最困困难的面试试CaseStudy:Myinterview&hiringprocess1sttime:graduatestudentinSyracuseUniversity;applyforprogrammanager;1stinterviewpassedinSU;2ndinterviewinSeattlewith7people1day;failedoncommunications.2ndtime:seniorconsultantin;applyforleaddeveloper;7people2days;succeed;BillGinorientationS1:组织和管理理公司P4:雇佣你所能能找到的最最聪明的雇雇员,那些对技术术和管理均均有深入了了解的人TheBenefitsofSmartPeople:聪明人的正正面人才的质量量是无价之之宝.编程生产力力:10~20timemorecodeLessBureaucratic/moreflexible:Makealargecompanylikeasmallone强调技术能能力而非：：遵守规则则,尊敬职务titles,orcultivatingskillsinpoliticalinfighting.TheNegativesofSmartPeople:聪明人人的负负面Learningcurve:painfultrialanderror;reinventthewheel;高层经经理人人，包包括BillG，很难告告诉““smart”people如何做做。并不总总是愿愿意合合作，，妥协协，或或者共共享知知识培根:KnowledgeisPower.BillG:KnowledgeSharingisPower.勤奋(diligent):爱因斯斯坦:Success=99%Perspiration+1%Inspiration;毛泽东东“世界上上怕就就怕认认真二二字”;中国足足球主主教练练博拉拉*米米卢蒂蒂诺维维齐:态度决决定一一切CaseStudy:微软中中国前前总裁裁吴士士宏和和她的的<<逆风飞飞扬>>没上过过大学学,在北京京一家家医院院当护护士IBM扫地搽搽桌子子;半杯咖咖啡被被辱;抓住去去HK培训之之机;做销售售;南天王王微软中中国第第二任任总裁裁每天工工作17/18小时,几十年年如一一日聪明(smart):聪明反反被聪聪明误误;小聪明明;CaseStudy:王安石石“伤仲永永”投入与与产出出80/20原则您的单单位选选拔与与任用用人才才的标标准？？课堂讨讨论:人才标标准ClosingCase:聪明;勤奋战略2:ManagingCreativePeopleandTechnicalSkills（管理有有创造造力的的人和和技能能）OrganizeSmallTeamsofOverlappingFunctionalSpecialists（组织织功能能特点点重叠叠的小小组））Agenda:战略2:管理有有创造造力的的人和和技能能组织功功能特特点重重叠的的小组组课堂讨讨论:团队精精神OpeningCase:MSFChannelteam原则:原则1:设立functionalspecialties,但以小小组形形式工工作,责任重重叠原则2:让functionalexperts定义和和雇用用他们们的技技术人人员.原则3:通过learningbydoing和mentoring来指导导和教教育新新人原则4:创造职职业道道路和和阶梯梯来挽挽留并并嘉奖奖技术术人才才ClosingCase:TeamfromVentureCapitalist’’sPointofView(附:风险投资资简介)课堂讨论论:团队精神神OpeningCase:MicrosoftSolutionFramework:TeamofPeersProgramManagementDevelopmentTestingReleaseManagementUserExperienceProductManagementTeamofPeersWewilldiscussthedetailofMSFinlatercourse.课堂讨论论:团队精神神OpeningCase:MicrosoftSolutionFramework:ProcessModelWewilldiscussthedetailofMSFinlatercourse.“Nobodylikes‘‘hero’’unlessyou’’re.”CaseStudy:ChannelTeam:From““Hero”Modelto““MSF”PersonalExcellenceModelbeforeSept,2001Sept,2001,MSFIntroductionCaseStudy:Me&AtlantisLiteProject:““Hero””ModelCaseStudy:Me&ShuttleSystemProject:PainwithotherteamCaseStudy:Me&TaxonomyforAtlantisProject:PaininsidetheteamFeedbacksfromDevteamafter6month(3/2002-4/2002)SeeSample27Slides.CaseStudy:Mein珠海市人人事局办办公自动动化系统统“Hero”Model珠海市科科技进步步奖您单位的的软件开开发模式式?课堂讨论论:团队精神神OpeningCase:What’’syourdevmodel?副总裁(VP)总经理(GM)

产品单元经理(PUM)产品组经理GroupManager客户教育经理UEManager文档编辑员UEManager产品组项目经理GroupProgramManager(GPM)开发经理DeveloperManager质量保证经理QAManager项目经理ProgramManager(PM)软件工程师SoftwareDeveloper(SDE)测试工程师TestEngineer(QA)测试软件工程师SoftwareDeveloperinTest(SDET)设计项目经理FeaturePM流程项目经理ReleasePM产品使用性工程师UsabilityEngineer使用设计师UIDesigner战略2:管理有创创造力的的人和技技能组织功能能特点重重叠的小小组Appendix:ManagementTheory––ComparisonofDifferentorganizationalStructureMatrix:Vertical:Horizontal:S2:管理有创创造力的的人和技技能P1:设立functionalspecialties,但以小组组形式工工作,责任重叠叠ProgramManager:Managetheprocessofproductspec,andserveasacruciallinkbetweensoftwaredevelopmentandmarketing.ThePMisaleader,facilitator,andcoordinator,butisnottheboss.KeyRoles&Responsibilities:theproduct’svisionThewrittenproductspec.TheproductscheduleTheproductdevelopmentprocessAllimplementationtrade-offsCoordinationoftheproductdevelopmentgroupsCaseStudy:setupin1984;wrestsomecontroloverproductdevelopmentfrom““superprogrammers””becausemanagingtheprocessdifferedfromdevelopingsoftware.S2:管理有创造造力的人和和技能P1:设立functionalspecialties,但以小组形形式工作,责任重叠Development:Mission:Tocreatehighqualitysoftware.Definethevisionandcreatethedetailsofindividualproductfeatures.KeyRoles&Responsibilities:DeterminethevisionfornewfeaturesDesignthefeaturesAllocateprojectresourcesBuildthefeaturesTestthefeaturesPreparetheproductforshippingCaseStudy:Problemof“Hero””:Shortsupplynotinteresttoupdatehiscode/otherpeoplehardtounderstandhiscode.Sometimesdoesn’tunderstandwhatthemarketwantsS2:管理有创造造力的人和和技能P1:设立functionalspecialties,但以小组形形式工作,责任重叠Testing:Mission:Tovalidatehighqualitysoftware.KeyRoles&ResponsibilitiesSystematicallymonitorandevaluatevariousaspectsofaprojecttoverifythatqualitystandardsaremetIndependentlyvalidateproductfeaturesandfunctionality—ensureagainstassumptionsTestcompliancetodesignstandardsReportstatusofproductqualityServeasadvocateforourcustomersStriveforqualityCaseStudy:TestinginSoftwareIndustryS/Windustryinmainframe/minicomputerrelyondevtotesttheirowncode&alsohaveseparategroupsofpeopledofinaltest.PCS/Windustry.Testingisadhocactivity.Dev&outsidecontractors1984setuptestingteamS2:管理有创造造力的人和和技能P1:设立functionalspecialties,但以小组形式式工作,责任重叠MicrosoftTestingPerspectivesUserperspective:replicatehowcustomerswilluseafeatureanddetermineifthefeaturemakesensetothem.Internationalperspective:CorrectformatsandlanguagesHardwareperspective:EvaluatecompatibilitywithdifferentH/WplatformandequipmentconfigurationSoftwareperspective:Evaluateiftheproductiscompatiblewithothersoftware.Specificationcompliance:writtenbyProgramManager.Productstability:checkontwolevels.Oneconsistsof““measurablemetrics””(thebug-findrateversusbugseverity,andothermeasures).The2ndisqualitative,definedas“thegutfeelfor‘‘areweready’”toshiptheproductS2:管理有创造力力的人和技能能P1:设立functionalspecialties,但以小组形式式工作,责任重叠TestingActivitiesGeneralreviewofthepreviousproject’spostmortemreport,aswellasreportsfromothertestinggroups.Encouragetesterstotalkwithproductsupportpersonnelandcustomers,toreviewmediaevaluations(industrycritics).DevisespecialtoolsorcoderoutinesResearch:studyingcompetitor’sproducts;newfeaturesDevelopatestingstrategybyidentifyinghigh-riskareasDevelopautomated“testsuites””Methodologies:unstructuredtesting,scenariotesting,adhoctesting,gorillatesting,free-formFridays.CaseStudy:TestingToolsinChannelTestingTeamRAID/ProductStudioLoadgeneration/PerformanceMonitor/NetworkMonitorLinkcheckerApplicationCenterTest(ACT)S2:管理有创造力力的人和技能能P1:设立functionalspecialties,但以小组形式式工作,责任重叠UsabilityEngineerMission:TomakeourproductsmoreusefulandusableWorkwiththeproductteamUnderstandusers’taskdomainUsabilitytestingCompetitivetestingFieldresearchCastStudy:UsabilityTChannelTeamUsabilityLab1UsabilityEngineers;Ph.DmajoringinPsychology.Randomlyfindacustomer.Askquestion,suchas,““howcanIsendagreetingcardtomyparents?”.Testif(s)hecanlocatethelinks.S2:管理有创创造力的的人和技技能P1:设立functionalspecialties,但以小组组形式工工作,责任重叠叠LocalizationEngineerMission:deliverproductstointernationalmarketsthatmeetgeopolitical/culturalstandardsTranslateandadaptproductsforspecificinternationalmarketsresizinginterfaceredesigninggraphicsrewritingcontentProductManagerMBAsKeyareasofresponsibility:Overseea““business”RecognizeandpursuemarketopportunitiesAggressivelyrepresentthecustomerintheproductdevelopmentprocessTakeresponsibilityforthetrade-offbetweenfunctionalityandshipdateTakeresponsibilityforthemarketingandsalesprocessS2:管理有创创造力的的人和技技能P1:设立functionalspecialties,但以小组组形式工工作,责任重叠叠ProductPlannerMission:TodefineaproductthatmeetscustomerneedsConductresearchandprovideanalysisthatidentifiesuserneeds,markettrends,competitiveefforts,andproductdirectionsSurveys;Uservisits;Feedbackfrommarketing,salesandPSSDevelopsharedvisionfortheproduct:Whoarethecustomers?Whataretheirneeds?Whatcantheproductteamdotomeetcustomers’needs?DefineLong-termproductobjectives(3-5years)ProductUnitManager(PUM)Mission:CreateanddeliversuperiorcustomersatisfactionwhilesimultaneouslycreatinglongtermvalueforthecompanyDeterminepositioning,pricing,packaging,andpromotionDevelopmessagesthatcommunicateproductvaluetocustomersCreateproductvisibilityandawarenessinthemarketplaceusingappropriatetools,including:Publicity;Advertising;Presscoverage;Channel(in-store,OEM,reseller)and/oronlinepresenceS2:管理有创创造力的的人和技技能P1:设立functionalspecialties,但以小组形式式工作,责任重叠ProductSupportEngineerMission:TodelightcustomersCustomersatisfactioniskeygoal:Quickresolution;AccurateresolutionIdentifyhigh-volumeissuesandkeysupporttrendsTransferinformationaboutkeycausesofcustomerdissatisfactionbacktoproductteamsforresolutionWebOpsEngineerMission:ProvidehostingforWebproductsthatishighlyavailable,responsiveandsecureRunningthebusiness:MonitorSiteandservermonitoringofevents;Reportsofavailabilityandresponsetimes;Scaletomatchproductionrequirements;ManagedeploymentofminorversionreleasesProvidefeedbacktoplanners,developers,testersandprogrammanagersaboutimprovingservicequalityinacost-effectivemannerS2:管理有创造力力的人和技能能P2:让functionalexperts定义和雇用他他们的技术人人员.BillG:“…lookingforfouressentialqualitiesinnewhires:ambition,IQ,technicalexpertise,andbusinessjudgment,withIQmostimportant……”CaseStudy:TheMicrosoftRecruiting&ScreeningProcess:HalfofallemployeecomedirectlyfromcollegeSendoutrecruiterstotop40~50universitiesPromisingcandidatescomebacktoSeattlefor2ndinterviewsRecruitersdonothire;theymanagethehiringprocessMSheadquartersinterviewsareentirelywithpeoplefromthefunctionalareasintheproductgroups.Results:Interviewedatuniversities,MStypicallyasks10~15%backfor2ndinterviews,andthenhires10~15%ofthefinalgroup.Intotal,Microsofthires2~3%ofthepeopleitinterviews.S2:管理有创造力力的人和技能能P2:让functionalexperts定义和雇用他他们的技术人人员.CaseStudy:MyInterviewSampleQuestionsGeneral:WhydoyouwanttoworkinMicrosoft?Algorithms:Judgeifasinglelinklisthasaloop.Design:Describesingleton.Management:2naborswithgrassAnalysis:Howtobuildavendingmachineininternationalairport?Puzzle:2cutsforabarS2:管理有创造力力的人和技能能P2:让functionalexperts定义和雇用他他们的技术人人员.CaseStudy:TesterHiringPhilosophyAssumption:Almostnopeoplewanttobecareertesters.Microsoftwillnothirepeoplewhoreallywanttodoprogrammingandthinktheycanstartintestingto“getinthedoor””.“Wewantpeoplewhowanttobetesters.Wedon’twantpeoplewhowanttobedevelopers.”“Wehadtodosomesellingbecause,inmanypeople’’sminds,softwaretesting…didn’tfitwithwhatacompetentsoftwareengineerviewedasachallengingrole…”SDET(softwaredesignengineer/testing)versusSTE(softwaretestingengineer)S2:管理有创造力力的人和技能能P2:让functionalexperts定义和雇用他他们的技术人人员.Burnout:Microsoft’sconsciouspolicytohireabouthalfthenumberofpeoplewethinkweneed.Burnoutparticularlyaffectsdevelopers.Wakeup,gotowork,dosomework.‘‘Oh,I’mhungry.’Godownandeatsomebreakfast.Dosomework.‘Oh,I’’mhungry.’’Eatsomelunch.Workuntilyoudrop.Drivehome.Sleep.CaseStudy:MyexperienceinAT&TandMicrosoftAT&T:WorldCup98MSNChannelTeam:““RedOctober””CaseStudy:Howtoreducepressure?Sports:““WorldCup””PingpongTournament:3/23/2002.Myhome;Skiing&Snowboarding;Microsoft““WorldCup””-ChineseSoccerTeam;hikingPingpong:PersonalExcellence;Soccer:TeamworkTravel:S2:管理有有创造造力的的人和和技能能P2:让functionalexperts定义和和雇用用他们们的技技术人人员.Turnover&Letgo:10%ofnewhiresleaveeachyear.Andthisratecontinuesduringanemployee’’sfirstfiveyears.Afterfiveyears,almostnooneleavespermanently.Letgo:Thebottom5%ofitsworkforce.CaseStudy:MicrosoftTurnoverRateduringdotcombombSoftwareIndustryTurnoverRateInternetIndustryTurnoverRateTurnoverrateinothercountries:NCCofUKCaseStudy:ChannelTeamS2:管理有有创造造力的的人和和技能能P3:通过learningbydoing和mentoring来指导导和教教育新新人LearningbyDoingRatherthaninvestingheavilyintrainingprograms,formalrulesandprocedures,orevendetailedproductdocumentation,Microsofttriestohirepeoplewhocanlearnontheirownonthejob.Relyonexperiencedpeopletoeducateandguidenewpeople.Advantage:peoplefeelempoweredtolearnandmakedecisionsontheirown,andtheirrolesinthecompanyareflexibleandcanbecomeasbroadastheycanhandle.Disadvantage:difficulttolearn;interrupttheworkofotherpeopletoaskquestions;learnbytrialanderrorCaseStudy:formaltrainingChannelDevTeamOriginally,Iwasthetrainerfornewcomer.NowweformalizethenewhiretrainingprocessAppendix:TrainingList/day1/day2/homeworkS2:管理有创造力力的人和技能能P3:通过learningbydoing和mentoring来指导和教育育新人PeerMentoringDependsonexperiencedpeopletoteachinexperiencedpeople,mostlybyexampleandwordormouth.CaseStudy:MyExperienceinDatabaseMentoringI’mmentortoteachateammemberdatabaseprincipleandMSSQLServer.OriginalThought:自己过去是大大学老师;小菜一碟Objectivestatement;theory;operation;assignment;project;examination;reviewwithdevmanagerevery6weeksMentee’spoint:heavyworkload,notimetolearn.But……Mypoint:““Attitudedetermineseverything.”“Showmeyoureffort.””Cooldown1month.Formalacademic-likeexamination(50%theory/50%practice)Result:Hecandodatabaseproject.S2:管理有创造力力的人和技能能P4:创造职业道路路和阶梯来挽挽留并嘉奖技技术人才CareerPath:Thetypicalcareerpathwithinafunctionalspecialtyistomovefrombeinganewhiretobeingamentor,teamlead,andthenmanagerofthefunctionalareaforanentireproductunit.Abovethesemanagersarespecialpositionthatcutacrossproductunits.LadderLevel:From5?~6?;Relatedwithstockoption,salary,etc.CaseStudy:CareerPathforDevManagementPath:newhire->mentor->devlead->devmanagerTechnologyPath:newhire->mentor->seniorSDE->architect->seniorarchitectCareerPathforProgramManagerPM->LeadPM->GPMCareerPathforTestSTE/SDET->TestLead->TestManagerSMARTPerformanceObjectivesSpecificIndicatespecificbehaviorsandskills.MeasurableQuantityandqualitymeasurements.Whatwillsuccesslooklike?AchievableObjectivesshouldbechallengingbutnotunrealistic.Results-orientedMeasuresuccessonresults,notmerelythestepsyoutake.Time-specificSetmilestones,checkpoints,andacompletiondateS2:管理有创造力力的人和技能能P4:创造职业道路路和阶梯来挽挽留并嘉奖技技术人才S2:管理有创造力力的人和技能能P4:创造职业道路路和阶梯来挽挽留并嘉奖技技术人才5.0Exceptionalperformancerarelyachieved.Markedbyprecedent-settingresultsbeyondthescopeof