运筹帷幄微软程序经理培训教材

PROGRAMMANAGEMENT

INMICROSOFTJeffXiongMicrosoftCorporation©AllrightsreservedbyJeffXiong第一页，共三十八页。WhoIAmProgramManageratMicrosoft:2002MSN82001MSNSearch2000WindowsMe1999Windows20001997InternetExplorer4.0,5.01996JavaVM,InternetExplorer3.0StaffProgrammeratIBM:1995InfoSage,IBMInternetDivisioninNY第二页，共三十八页。AgendaPMIntroductionPMRoleinProjectLifecyclesPMStrategies第三页，共三十八页。1.ProgramManager

Introduction第四页，共三十八页。What’sProgramManager?

OneofthreemajorjobdisciplinesinMSsoftwareproductgroup.Completeresponsibilityfordeliveringtherightproductstotherightcustomerswithhighqualityandontime.DirectextensionofGeneralManagement.Alltheresponsibilitybutnoauthority.第五页，共三十八页。ProductUnitReportStructureProductUnitManagerGroupPMDevManagerTestManagerPMLeadPMDevLeadDevTestLeadTester第六页，共三十八页。ProjectTeamWorkingStructureDeveloperLeadDeveloperDeveloperDeveloperDeveloperTesterLeadTesterTesterTesterTesterProductManagerProgramManagerUserEducationUsabilityEngineerDesigner第七页，共三十八页。HistoryofProgramManagerJabeBlumenthal–Multiplan,1984,SupportedbyBillG,andformalizedToday:~5000PMs(~50,000employees)UniquejobdescriptionatMicrosoftintheSoftwareIndustry.Fuzzyrequirements:NodegreesinPMPMdoesn’twritecode!第八页，共三十八页。SoftwareProduct≠CodeMarketingandbusinessmodelProductdesignandspecificationMilestones,schedulesStatusmeetings,bugtrackingTestingeffortInternationalizationandLocalizationUserdocumentation,educationandtrainingProductsupport第九页，共三十八页。WhydoweneedPMSoftwareprojectsgetmuchlargerTeamsneedaleaderthathasbreadthandvision,determinedtodriveproductfromideatodeliveryDevelopersandtestersneedbuffertofocusoncodingandtesting.Differentgroupsofpeopleneedtocommunicateeffectively第十页，共三十八页。

ProgramManagerTo-Do'sSolelyresponsiblefortheshippingoftheproduct.

Havetheproduct’svision,writeprojectspecification.Driveworkitemlist,keeptrackbasedonspecs.Organizemeetingsandtriagebugs.Keeptrackoftheprojectschedule.Guidetheprojectdevelopmentprocess.Decideallimplementationtrade-offs.Coordinateandcommunicatewithallgroupsofpeople.PMisaleader,facilitator,andcoordinator.第十一页，共三十八页。ProjectManagervs.ProgramManagerOnepersonvs.agroupofpeopleManagepeoplevs.manageprojectGivenauthorityvs.earnedauthorityWriteprojectplanvs.writedesignspec第十二页，共三十八页。2.ProgramManagerRolesinProjectLifecycles第十三页，共三十八页。ProjectProcessLifecyclePlanningphaseDevelopmentphaseStabilizationphaseReleasephasePostmortemStartnextversioncycle.第十四页，共三十八页。PMinPlanningPhasePrepareprojectplandraft(visionstatement,highlevelfeatures,proposedscheduleandmilestone,resourceestimate).Brainstormwithteammembersandfinalizefeatureset.Writeonespec(prioritizedfeaturesets,resourceestimates,scheduleestimates,riskestimates)Writedetaileddesignspecifications.第十五页，共三十八页。PMinDevelopmentPhaseReviewdevelopers’technicalimplementationdesign,testingplanandtestcases.Hostmeetingtogothroughallworkitems,assigntasksandfinalizeschedules.Defineandenforceprocessesforbuild,check-in,andbugtriage.Setupteammeetingschedule,drivemeetingsandtrackworkingitemsMaintainteamwebsiteandteamalias第十六页，共三十八页。PMinStabilizationPhaseTriagedailytomonitorandassignbugspromptly.DriveCodeCompleteandUIfreezedates.Makefeatureandtradeoffdecisions,enforceDCR(DesignChangeRequest)process.CommunicatetoUE,Localization,Legal.Manageinternalandexternalbetareleases第十七页，共三十八页。PMinReleasePhaseDriveZeroBugDateandReleaseCandidates.ConductWarmeetingtoreviewbugseveryday.Decideonshowstopperissues.Pushtestingtorunfinaltestingpassandsignoff.Signoffandsendannouncement.Hostashipparty!第十八页，共三十八页。PMinPostmortemOrganizepostmortemprojectteammeetingPreparedocumentstoretractgoodandbadthingshappenedintheprojectlifecycle.Decideonfutureimprovementareas.Listactionitemsforeachteamorperson,followupthroughnextreleasecycle.第十九页，共三十八页。3.ProgramManagerStrategies第二十页，共三十八页。PMCoreCompetences-IQCodingskillsArchitecturaldesignUser-studytechniquesUserinterfacedesignAPIandSchemaInterfacedesignCommunicationskills,writtenandoral,formalandinformalPresentationskillsFinancialacumenKnowledgeofbasicbusiness,contract,patent,andcopyrightlawMarketresearchtechniquesKnowledgeofcompetitorsCanlearnanduseanysoftwareinnotimeflat第二十一页，共三十八页。PMCoreCompetences-EQRawIntelligenceLeadershipSelf-awarenessContractandbusinessnegotiationUserEmpathySensitivitytoConfidentialinformationInterpersonalskillsScheduleandProjectManagementTimeManagementOrganizationalskillsTeamdynamicsGrouppsychologyAbilitytomanageotherdisciplinesRecruiting,interviewing,andhiring第二十二页，共三十八页。WhocanbeProgramManagerPassionateaboutproducingsoftwareproduct,whocanleadandfeelsownership.HaveastronginterestindesignissuesandissharpinunderstandingtechnicalissuesHaveakeensenseoftimingandschedule,abletotrackandprioritizecomplicatedtasksAlwaysfindwaystowalkaroundaproblembyhimselformakingotherpeoplehelp.Abletomakeadecisionquicklyandconfidently,willingtomaketrade-offs.第二十三页，共三十八页。PM’sCoreMindsetsCommunication,LeadershipandRelationshipCommunicationRelationshipLeadership第二十四页，共三十八页。PMCommunicationMethodsEmailsStatusreportsSpecreviewsMeetingschedulesandminutesCheck-inemailbugreportGeneralQ&AMeetingsBugtriageTeammeetingSpecreviewWarmeetingPresentationTeamwebsitesDirectcontacts

第二十五页，共三十八页。CommunicationStrategies:EmailsUseit!Beresponsive,replyquestionsofconcernswiftly.Beinclusive,emailshouldreacheveryonethatofinterestKeepyourteamwellinformed,nosurprisesspecdrafts,keychangesthingsthatmighteffectpeople’splansActionitemexpectationsforrecipientsDocumentmeetingconclusionsandimportantconversations第二十六页，共三十八页。CommunicationStrategies:MeetingsBeexclusive,onlyincludepeoplewhoarenecessarySetupcleargoalsandagendasbeforehandListenwithdeep,genuineattention.TuneintobothwordssaidandemotionsunderneathGuideimpulsivefeelingstowarddeeperinquiryanddialogue.Gettotheheartoftheproblem,spotandstopdeviationsalongthewayUseentrainmenttocontrolheateddiscussionsWritemeetingminutestorecapprogressandexpectations第二十七页，共三十八页。PM’sLeadershipAspectsSolelyresponsiblefortheshippingoftheproductHaveproduct’svision,inspirecommitmentinteammembersMakedecisionsonfeaturesandtrade-offsScheduleanddriveteammeetingsPrioritize

tasks,assignworkitemsandsetexpectationsDecidemilestonesanddriveschedulesPrepareandavoiddisaster第二十八页，共三十八页。LeadershipStrategies:EarnedpowerInspireteamwithvision,passionandcommitmentEarnrespectbylisteningtoteammembersandmakingsounddecisionsEarntrustnotnecessarilybytellingpeoplewhattodo,butbyconvincingpeoplethroughreasonBedependableandaccountableintoughsituations第二十九页，共三十八页。LeadershipStrategies:

MakingDecisionsYouownprojectonlymeansyouareresponsible,don’t

expecteverythingyourwayVotingisnotdeciding,it’sabsolvingyourselfofmanagementresponsibilityGooddecisionsleavemanyunhappy.Tips:Havecourage:knowwhentobealeaderKeepmindopenfordebates,gatherallrelatedfactsApplybestjudgmentWorkforsupportofkeyplayersWorkforroughconsensusPersuadeormanageeveryoneelse第三十页，共三十八页。LeadershipStrategies:

PushingReleaseCommityourselffirst,thenexpectteamcommitmentFacilitateneedsandclearingroadblocksSetdetailedgoalsandexpectations,negotiatebeforehandanddemandresultsPushforfeaturestofinish,notgrindtheperson.AttitudeiskeyDemandbestfromteam,butstandforteamagainstunrealisticrequests第三十一页，共三十八页。LeadershipStrategies:

AvoidingDisasterAdmitthatdisasterispossibleSetexpectationsaroundriskpropositionsClarifydependencies&risksPreciselydefineapproachandgoalsClearlyseparatedisasterfromsuccessPlantoreviewPlanforlookoutsWhatareourmeasurements?Howarewedoing?Whatarethecurrentrisks?Howarewemanagingthem?Whoisresponsibleforreviewingriskstatus?第三十二页，共三十八页。PM’srelationshipnetworkWorkwithallkindsofpeopleDevelopers,testers,productmanager,marketingmanager,usereducationdepartment,webdesigner,usabilityengineer,customer,etcCoordinatewiderangeofpeopletomakeprojectwork第三十三页，共三十八页。RelationshipStrategies:

WorkingwithDevelopmentBeatechnicalexpert,youcan’tdogooddesignwithouttechnicalknowledgeTalktodevelopmentintheirownlanguage.Applyinsighttotechnicaldetails,makesoundjudgmentwhendevelopmentconflictswithbusinessneedsKnoweachmemberthoroughly,fromtechnicalexpertise,characterstopotentials,andw