微软产品开发管理

1、.,微软产品开发管理,微软（中国）,.,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

2、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 vir

3、tual 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 toolssource code m

4、anagement 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 toolssource code management system,the project repository put all proj

5、ect 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 toolsissue tracking system,all bugs

6、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

7、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,.,cost to fix a bug,.,the development toolsother tools,modeling tool debugger performance analysis tools coverage analysis tools team websites

8、 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 proce

9、dures 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 secu

10、rity, dev and test environment, tools, availability environment competition, economic, regulation, legal,.,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

11、 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 simul

12、ate end result,.,scheduling,balance among resource, feature set and schedule define tasks and estimates parallel development schedule commitment schedule ownership credibility/predictability,.,project executionmeasuring and monitoring progress,daily builds and smoke tests the heartbeat of your proje

13、ct 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 executionmeasuring and monitoring

14、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 executionmaking changes,changing course get the facts, but dont

15、 overanalyze involves others in the discussion use external teams to augment dev and test cut features instead of extending schedule,.,project executionmaking changes,changing speed when to increase pressure to meet milestones to recover from a missed date to response to external competitive pressur

16、e 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 testingbenefits,test in real world feedback (features, performance, ui) marketing augmenting

17、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 creat