微軟公司管理之道

Architect2000

Course1-2

TheMicrosoftWay微軟之道

HowMicrosoftcreatestechnology,shapesmarkets,andmanagespeople

Version1.0

周宏橋

軟件設(shè)計(jì)師

hqzhou@

MSN.COM,MicrosoftCorporation

2002年4月17日*西安TechnologyPeopleBusiness主題:背景知識(shí):Handout:本次演講概括;計(jì)算機(jī)軟件產(chǎn)業(yè)結(jié)構(gòu)分析;互聯(lián)網(wǎng)產(chǎn)業(yè)結(jié)構(gòu)分析

戰(zhàn)略1:組織和管理公司課堂討論:人才標(biāo)準(zhǔn)戰(zhàn)略2:管理有創(chuàng)造力的人和技能課堂討論:團(tuán)隊(duì)精神戰(zhàn)略3:在產(chǎn)品和標(biāo)準(zhǔn)上競(jìng)爭(zhēng)Handout:戰(zhàn)略和競(jìng)爭(zhēng)分析(國(guó)家一級(jí);工業(yè)一級(jí);公司一級(jí))課堂討論:竟?fàn)帒?zhàn)略戰(zhàn)略4:定義產(chǎn)品和開(kāi)發(fā)的過(guò)程課堂討論:軟件工程項(xiàng)目管理戰(zhàn)略5:開(kāi)發(fā)產(chǎn)品，投放市場(chǎng)Handout:微軟技術(shù)總覽課堂討論:創(chuàng)新與微軟技術(shù)戰(zhàn)略6:建立學(xué)習(xí)型組織課堂討論:溝通戰(zhàn)略7:攻擊未來(lái)課堂討論:”TheMicrosoftWay”與中國(guó)實(shí)際背景知識(shí)本次演講概括;軟件產(chǎn)業(yè)結(jié)構(gòu)分析;世界中國(guó)互聯(lián)網(wǎng)產(chǎn)業(yè)結(jié)構(gòu)分析

世界中國(guó)Reference:中國(guó)Resources:國(guó)務(wù)院發(fā)展研究中心CCIDIDG中國(guó)戰(zhàn)略1:

OrganizingandManagingtheCompany(組織和管理公司)

Find“Smart”P(pán)eopleWhoknowtheTechnologyandtheBusiness

(網(wǎng)羅既懂技術(shù)又懂商業(yè)的”聰明”人才)Agenda:

戰(zhàn)略1:組織和管理公司

網(wǎng)羅既懂技術(shù)又懂商業(yè)的”聰明”人才課堂討論:人才標(biāo)準(zhǔn)OpeningCase:人才標(biāo)準(zhǔn)之爭(zhēng):微軟副總裁李開(kāi)復(fù)vs.北大副校長(zhǎng)陳章良背景知識(shí):定義:“smart”?財(cái)富雜志:世界最受尊敬的公司原則:原則1:雇傭?qū)夹g(shù)和管理均有深入了解的CEO原則2:圍饒產(chǎn)品市場(chǎng)和商業(yè)功能靈活設(shè)立組織原則3:雇傭你所能找到的最聰明的經(jīng)理,那些對(duì)技術(shù)和管理均有深入了解的人原則4:雇傭你所能找到的最聰明的雇員,那些對(duì)技術(shù)和管理均有深入了解的人ClosingCase:聰明;勤奮課堂討論:人才標(biāo)準(zhǔn)

OpeningCase:人才標(biāo)準(zhǔn)之爭(zhēng):微軟副總裁李開(kāi)復(fù)vs.北大副校長(zhǎng)陳章良中央電視臺(tái)《對(duì)話》節(jié)目:主題“什么是人才？”(9/2001) 微軟李開(kāi)復(fù):人品、智慧、團(tuán)隊(duì)精神、激情 北大陳章良:創(chuàng)新、執(zhí)著、自信李開(kāi)復(fù)：我們公司的精神就是,我們雇傭最好的人,但是我們完全信任他們,讓他們來(lái)把握將來(lái)他們和公司的方向。所以我覺(jué)得一個(gè)人的人品有了問(wèn)題,我們絕對(duì)不會(huì)考慮他。陳章良：人品非常重要。判斷一個(gè)人值得不值得信賴(lài),人品應(yīng)該是第一位。但是我現(xiàn)在關(guān)鍵是看這個(gè)人能不能干活兒,很多人品非常好的人,但是是個(gè)笨蛋,而在笨蛋手下的話,一堆笨蛋這是不行的。創(chuàng)造力很好人品不好,那么社會(huì)會(huì)淘汰他的。但是一群人品很好的人,創(chuàng)造力很低的話,就要了命。李開(kāi)復(fù)：創(chuàng)造力非常重要。但是我認(rèn)為智慧更重要,因?yàn)橐粋€(gè)有智慧的人,他可以選擇什么時(shí)候該創(chuàng)新,什么時(shí)候該利用前人的結(jié)果,他更有彈性地做一個(gè)選擇。有些人他可能覺(jué)得,自己很有創(chuàng)新,但是創(chuàng)出來(lái)的東西不見(jiàn)得有用。我寧肯雇一個(gè)有智慧的人,然后教他怎么去創(chuàng)新。就像我寧肯雇一個(gè)人品很好的人,然后讓他去培養(yǎng)其它方面的知識(shí)。陳章良：但是創(chuàng)新的能力能被教會(huì)嗎？創(chuàng)新本身是一個(gè)可以學(xué)習(xí)的過(guò)程,但重要的還是從小培養(yǎng)的。李開(kāi)復(fù)：團(tuán)隊(duì)精神非常重要的。因?yàn)槲覀冏鋈魏我粋€(gè)項(xiàng)目,都不是自己一個(gè)人去做的。如果這個(gè)時(shí)候大家都彼此競(jìng)爭(zhēng),我自己做自己的,不告訴你我做什么,不愿意幫助你,這個(gè)時(shí)候也許六個(gè)人都會(huì)做出六個(gè)不同的結(jié)果,最后對(duì)公司一點(diǎn)兒都沒(méi)有用。我們的團(tuán)隊(duì)精神的意思,團(tuán)隊(duì)的成功才是我們的成功。個(gè)人的成功不算是最終的成功。陳章良：北大的學(xué)生出去不太合群歷史上就這樣。他們考進(jìn)北大每個(gè)人,都覺(jué)得我很牛。另外一個(gè)人覺(jué)得我也很牛,所以每一個(gè)人都很牛。誰(shuí)最牛？那么多都是高考狀元,都是班上第一名第二名上北大,面對(duì)這些北大非常牛的學(xué)生,怎么能夠從他們身上看出團(tuán)隊(duì)精神？怎么能夠要求他們有團(tuán)隊(duì)精神呢？陳章良：執(zhí)著就是認(rèn)定一個(gè)目標(biāo)或者一個(gè)方向的話,你能夠很執(zhí)著地去實(shí)現(xiàn)它,別半途而廢。李開(kāi)復(fù)：由于執(zhí)著必須要有自信,所謂的自信就是說(shuō),你一個(gè)要有能力,第二個(gè)相信自己的能力,我認(rèn)為自信是很重要的。但是一個(gè)有智慧的人,你是可以啟發(fā)他的自信的。如果我有一個(gè)員工,他很有智慧,可是沒(méi)有自信,我可以幫助他培養(yǎng)自信。但是他如果很有自信,沒(méi)有智慧,我就沒(méi)辦法了。課堂討論:人才標(biāo)準(zhǔn)

OpeningCase:人才標(biāo)準(zhǔn)之爭(zhēng):微軟副總裁李開(kāi)復(fù)vs.北大副校長(zhǎng)陳章良

定義:Whatdoesbeing“smart”mean?BillGates(1994):“There’sacertainsharpness,anabilitytoabsorbnewfacts.Towalkintoasituation,havesomethingexplainedtoyouandimmediatelysay,“Well,whataboutthis?”Toaskaninsightfulquestion.Toabsorbitinrealtime.Acapabilitytoremember.Torelatetodomainsthatmaynotseemconnectedatfirst.Acertaincreativitythatallowspeopletobeeffective.”Summary:Itmeansbeingabletounderstand&probecomplexthingsquickly&creatively.(能迅速及創(chuàng)造性地理解和探查復(fù)雜的事情)MyAnalysis:UnderlyingAssumptionEverythingcanbelearned.(Sosmartpeoplecanlearnfaster.)Question:Doessmartpeoplewanttolearn?(Seeclosingcase:smartnessversusdiligence)財(cái)富雜志:世界最受尊敬的公司(3/2002)

軟件工業(yè)決定Reputation的八個(gè)關(guān)鍵屬性1.Microsoft2.PeopleSoft3.Oracle4.CA5.SiebelInnovativeness

12367Employeetalent

12354Useofcorporateassets

12453Socialresponsibility

13729Qualityofmanagement

12463Financialsoundness

12354Long-terminvestmentvalue

12346Qualityofproducts/services

31456S1:組織和管理公司

P1:雇傭?qū)夹g(shù)和管理均有深入了解的CEOGatestheManager作為職業(yè)經(jīng)理人的蓋茨GatesBackgroundChallenge:stayontopofafast-movingindustryvs.remainknowledgeableaboutMicrosoft'sexpandingarsenalofproductsPresidesoverprogramreviewsandplanningsessionsinApril&Octoberthatsetthescheduleforrollingoutnewproductsandestablishingbudgets.“Thinkweeks”(isolates;thinksaboutaproblem,suchas,whataproductshouldlooklike5yearsinthefuture.）（“入定”）concentratesondefiningstrategicnewproductsorkeepingacheckondevelopmentschedules（定義戰(zhàn)略新產(chǎn)品或檢查開(kāi)發(fā)進(jìn)度）CaseStudy:執(zhí)著:WindowsNT:V1失敗;V2失敗;V3不賺錢(qián)；V4成功承認(rèn)錯(cuò)誤,不再執(zhí)著:1995Internet/NetScape/Java寫(xiě)戰(zhàn)略備忘錄:“TrustworthyComputing”(Jan15/02)ASP:Availability;Security;PrivacyS1:組織和管理理公司P1:雇傭?qū)夹g(shù)術(shù)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…比爾蓋茨管理理產(chǎn)品開(kāi)發(fā)的的關(guān)鍵原則S1:組織和管理公公司P1:雇傭?qū)夹g(shù)和和管理均有深深入了解的CEOProjectStatusReports（產(chǎn)品狀況匯匯報(bào)）ProjectteamssendprojectstatusreporteachmonthtoGatesandothertopexecutives,akeymechanismforcommunicating.ProgramReviewsMicrosoftholdsprogramreviewmeetingsforeachprojecteverythreemonthsorso.ControlOverNewProductDevelopment（新產(chǎn)品開(kāi)發(fā)發(fā)控制）Gates:“…Ihavenotdelegatedthegeneralideaofproductstodevelop…ThatisagooddecisionforaCEOofasoftwarecompanytokeepinhishands.That’sabouttheonlyonethatIreallycontrolnowadays.””Keyrole:viewtheentireproductportfolioofthecompanyinlightofthefuturedirectionshesees,includinglikelycompetitormoves.Thenhemakesthebiz/techtrade-offdecisions.CaseStudy:Gates出席所有的的新產(chǎn)品發(fā)發(fā)布而不是是產(chǎn)品經(jīng)理理或VPS1:組織和管理理公司P1:雇傭?qū)夹g(shù)術(shù)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:組織和管理理公司P2:圍饒產(chǎn)品市市場(chǎng)和商業(yè)業(yè)功能靈活活設(shè)立組織織Gates:“……Microsoft’sdominantorganizationalthemeisbyproducts…”（微軟設(shè)置置組織機(jī)構(gòu)構(gòu)的主題是是圍繞產(chǎn)品品）multifunctionalteamsorganizedbyproduct,withsomemechanismstointegrateacrosstheproductgroups.（（多功能能組））Hastwootherorganizationalstructures.The1stisformal,consistingofthemanagementhierarchy.（（正式的的管理理價(jià)構(gòu)構(gòu)）The2ndisinformal;thisconsistsofalooselydefined““braintrust””ofexecutivesandanetworkoftechnicalpeopleandmanagerswhoworkonspecialassignmentsorprojects.（非正式式的智智囊團(tuán)團(tuán)）S1:組織和和管理理公司司P2:圍饒產(chǎn)產(chǎn)品市市場(chǎng)和和商業(yè)業(yè)功能能靈活活設(shè)立立組織織OrganizationalandProcessEvolution（（組織與與過(guò)程程的演演變））1984:設(shè)立單單獨(dú)的的測(cè)試試和PM組;1986:Postmortem方法1988milestones方法1989TheMay““retreat”andNov.““Zero-defectscode””memo1992EstablishmentofthecollectiveOfficeofthePresidentCentralizationofmarketingteamsatthedivisionlevel.CaseStudy:軟件測(cè)測(cè)試組組的設(shè)設(shè)立H/WOEMs的抱怨怨:MSBASICinIBMPC.除法出出錯(cuò).Ballmer堅(jiān)持軟軟件開(kāi)開(kāi)發(fā)人人員可可以測(cè)測(cè)試他他們自自己的的產(chǎn)品品,assistedby高中學(xué)學(xué)生，，文秘秘，和和一一些outsidecontractors不能使使用IBM的方法法:largegroupsofpeoplereviewallS/WitemsS1:組織和和管理理公司司P2:圍饒產(chǎn)產(chǎn)品市市場(chǎng)和和商業(yè)業(yè)功能能靈活活設(shè)立立組織織CaseStudy:管理架架構(gòu)和和組織織變遷遷扁平結(jié)結(jié)構(gòu):Overtime,Microsofthaddevelopedastructurewith5levelsinthehierarchywith30,000employees.問(wèn)題:BillG&SteveBinvolvedthemselvesinallimportantorganizationaldecisionmakingandhaddevelopedaverycentralizedapproachtomanagement.它嚴(yán)重重減慢慢了decision-makingprocess.挑戰(zhàn):互聯(lián)網(wǎng)網(wǎng)和電電子商商務(wù)抱怨來(lái)來(lái)自下下一級(jí)級(jí)經(jīng)理理:excessivelybureaucratic;underincreasingscrutiny.解決:改變管理風(fēng)風(fēng)格.不再干擾每每一個(gè)部門(mén)門(mén)的戰(zhàn)略。。將控制權(quán)權(quán)力下放到到部門(mén)領(lǐng)導(dǎo)導(dǎo)S1:組織和管理理公司P2:圍饒產(chǎn)品市市場(chǎng)和商業(yè)業(yè)功能靈活活設(shè)立組織織新市場(chǎng)及新新技術(shù):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:組織和管理理公司P2:圍饒產(chǎn)品市市場(chǎng)和商業(yè)業(yè)功能靈活活設(shè)立組織織OrganizationalCulture組織文化Visionin1975:Acomputeroneverydeskandineveryhome.Visionin?:Information@yourfingertip.Visionin2000:Empowerpeoplethroughgreatsoftware–anytime,anyplace,andonanydevice.Workinglonghours&weekends,wearingwhateverclothingiscomfortable(butneverasuitandtie),consumingjunkfood,andcommunicatingwithotheremployeesviaemailandtheintranet.具有創(chuàng)新及及企業(yè)家精精神：employeesshouldfeelfreetoexperimentandstretchoutevenifthereisasignificantchanceoffailure.CaseStudy:Myinnovation&stretchout-AtlantisLite(Detailsin戰(zhàn)略5)S1:組織和管理理公司P3:雇傭你所能能找到的最最聰明的經(jīng)經(jīng)理,那些對(duì)技術(shù)術(shù)和管理均均有深入了了解的人TheBrainTrust（智囊團(tuán)））ThecoreofMS’s智囊團(tuán)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:組織和管理理公司P3:雇傭你所能能找到的最最聰明的經(jīng)經(jīng)理,那些對(duì)技術(shù)術(shù)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中層管理人人員的弱點(diǎn)點(diǎn)微軟文化:最好的程序序員成為經(jīng)經(jīng)理.否則微軟人人不會(huì)尊重重他/她。問(wèn)題:經(jīng)理人的選選擇基于技技術(shù)能力而而非管理能能力.Generally,themanagersatMicrosoftarenotthecharismatypes.最大挑戰(zhàn):尋找合適的的中層經(jīng)理理人.S1:組織和管理理公司P4:雇傭你所能能找到的最最聰明的雇雇員,那些對(duì)技術(shù)術(shù)和管理均均有深入了了解的人Lookingforpeople:Recruiter:Individualwithfunctionalspecialty+TeamworkManagers:AdopttoMicrosoftWay;withtheabilitytoactandlearnontheirown&makegooddecisionquicklywithoutalotofformaltrainingandwrittenrulesorguidelinesStupidCompanies:hirebodies+makeupfortheirhiringbodiesbyapplyingrules.Rootcauseoftheproblemwasnotlackofrulesbuthiringpeoplethatneededlotsofrulestodotheirjob.軟件工業(yè)公公認(rèn)的最困困難的面試試CaseStudy:Myinterview&hiringprocess1sttime:graduatestudentinSyracuseUniversity;applyforprogrammanager;1stinterviewpassedinSU;2ndinterviewinSeattlewith7people1day;failedoncommunications.2ndtime:seniorconsultantin;applyforleaddeveloper;7people2days;succeed;BillGinorientationS1:組織和管理理公司P4:雇傭你所能能找到的最最聰明的雇雇員,那些對(duì)技術(shù)術(shù)和管理均均有深入了了解的人TheBenefitsofSmartPeople:聰明人的正正面人才的質(zhì)量量是無(wú)價(jià)之之寶.編程生產(chǎn)力力:10~20timemorecodeLessBureaucratic/moreflexible:Makealargecompanylikeasmallone強(qiáng)調(diào)技術(shù)能能力而非：：遵守規(guī)則則,尊敬職務(wù)titles,orcultivatingskillsinpoliticalinfighting.TheNegativesofSmartPeople:聰明人人的負(fù)負(fù)面Learningcurve:painfultrialanderror;reinventthewheel;高層經(jīng)經(jīng)理人人，包包括BillG，很難告告訴““smart”people如何做做。并不總總是愿愿意合合作，，妥協(xié)協(xié)，或或者共共享知知識(shí)培根:KnowledgeisPower.BillG:KnowledgeSharingisPower.勤奮(diligent):愛(ài)因斯斯坦:Success=99%Perspiration+1%Inspiration;毛澤東東“世界上上怕就就怕認(rèn)認(rèn)真二二字”;中國(guó)足足球主主教練練博拉拉*米米盧蒂蒂諾維維齊:態(tài)度決決定一一切CaseStudy:微軟中中國(guó)前前總裁裁吳士士宏和和她的的<<逆風(fēng)飛飛揚(yáng)>>沒(méi)上過(guò)過(guò)大學(xué)學(xué),在北京京一家家醫(yī)院院當(dāng)護(hù)護(hù)士IBM掃地搽搽桌子子;半杯咖咖啡被被辱;抓住去去HK培訓(xùn)之之機(jī);做銷(xiāo)售售;南天王王微軟中中國(guó)第第二任任總裁裁每天工工作17/18小時(shí),幾十年年如一一日聰明(smart):聰明反反被聰聰明誤誤;小聰明明;CaseStudy:王安石石“傷仲永永”投入與與產(chǎn)出出80/20原則您的單單位選選拔與與任用用人才才的標(biāo)標(biāo)準(zhǔn)？？課堂討討論:人才標(biāo)標(biāo)準(zhǔn)ClosingCase:聰明;勤奮戰(zhàn)略2:ManagingCreativePeopleandTechnicalSkills（管理有有創(chuàng)造造力的的人和和技能能）OrganizeSmallTeamsofOverlappingFunctionalSpecialists（組織織功能能特點(diǎn)點(diǎn)重疊疊的小小組））Agenda:戰(zhàn)略2:管理有有創(chuàng)造造力的的人和和技能能組織功功能特特點(diǎn)重重疊的的小組組課堂討討論:團(tuán)隊(duì)精精神OpeningCase:MSFChannelteam原則:原則1:設(shè)立functionalspecialties,但以小小組形形式工工作,責(zé)任重重疊原則2:讓functionalexperts定義和和雇用用他們們的技技術(shù)人人員.原則3:通過(guò)learningbydoing和mentoring來(lái)指導(dǎo)導(dǎo)和教教育新新人原則4:創(chuàng)造職職業(yè)道道路和和階梯梯來(lái)挽挽留并并嘉獎(jiǎng)獎(jiǎng)技術(shù)術(shù)人才才ClosingCase:TeamfromVentureCapitalist’’sPointofView(附:風(fēng)險(xiǎn)投資資簡(jiǎn)介)課堂討論論:團(tuán)隊(duì)精神神OpeningCase:MicrosoftSolutionFramework:TeamofPeersProgramManagementDevelopmentTestingReleaseManagementUserExperienceProductManagementTeamofPeersWewilldiscussthedetailofMSFinlatercourse.課堂討論論:團(tuán)隊(duì)精神神OpeningCase:MicrosoftSolutionFramework:ProcessModelWewilldiscussthedetailofMSFinlatercourse.“Nobodylikes‘‘hero’’unlessyou’’re.”CaseStudy:ChannelTeam:From““Hero”Modelto““MSF”P(pán)ersonalExcellenceModelbeforeSept,2001Sept,2001,MSFIntroductionCaseStudy:Me&AtlantisLiteProject:““Hero””ModelCaseStudy:Me&ShuttleSystemProject:PainwithotherteamCaseStudy:Me&TaxonomyforAtlantisProject:PaininsidetheteamFeedbacksfromDevteamafter6month(3/2002-4/2002)SeeSample27Slides.CaseStudy:Mein珠海市人人事局辦辦公自動(dòng)動(dòng)化系統(tǒng)統(tǒng)“Hero”Model珠海市科科技進(jìn)步步獎(jiǎng)您單位的的軟件開(kāi)開(kāi)發(fā)模式式?課堂討論論:團(tuán)隊(duì)精神神OpeningCase:What’’syourdevmodel?副總裁(VP)總經(jīng)理(GM)

產(chǎn)品單元經(jīng)理(PUM)產(chǎn)品組經(jīng)理GroupManager客戶(hù)教育經(jīng)理UEManager文檔編輯員UEManager產(chǎn)品組項(xiàng)目經(jīng)理GroupProgramManager(GPM)開(kāi)發(fā)經(jīng)理DeveloperManager質(zhì)量保證經(jīng)理QAManager項(xiàng)目經(jīng)理ProgramManager(PM)軟件工程師SoftwareDeveloper(SDE)測(cè)試工程師TestEngineer(QA)測(cè)試軟件工程師SoftwareDeveloperinTest(SDET)設(shè)計(jì)項(xiàng)目經(jīng)理FeaturePM流程項(xiàng)目經(jīng)理ReleasePM產(chǎn)品使用性工程師UsabilityEngineer使用設(shè)計(jì)師UIDesigner戰(zhàn)略2:管理有創(chuàng)創(chuàng)造力的的人和技技能組織功能能特點(diǎn)重重疊的小小組Appendix:ManagementTheory––ComparisonofDifferentorganizationalStructureMatrix:Vertical:Horizontal:S2:管理有創(chuàng)創(chuàng)造力的的人和技技能P1:設(shè)立functionalspecialties,但以小組組形式工工作,責(zé)任重疊疊ProgramManager:Managetheprocessofproductspec,andserveasacruciallinkbetweensoftwaredevelopmentandmarketing.ThePMisaleader,facilitator,andcoordinator,butisnottheboss.KeyRoles&Responsibilities:theproduct’svisionThewrittenproductspec.TheproductscheduleTheproductdevelopmentprocessAllimplementationtrade-offsCoordinationoftheproductdevelopmentgroupsCaseStudy:setupin1984;wrestsomecontroloverproductdevelopmentfrom““superprogrammers””becausemanagingtheprocessdifferedfromdevelopingsoftware.S2:管理有創(chuàng)造造力的人和和技能P1:設(shè)立functionalspecialties,但以小組形形式工作,責(zé)任重疊Development:Mission:Tocreatehighqualitysoftware.Definethevisionandcreatethedetailsofindividualproductfeatures.KeyRoles&Responsibilities:DeterminethevisionfornewfeaturesDesignthefeaturesAllocateprojectresourcesBuildthefeaturesTestthefeaturesPreparetheproductforshippingCaseStudy:Problemof“Hero””:Shortsupplynotinteresttoupdatehiscode/otherpeoplehardtounderstandhiscode.Sometimesdoesn’tunderstandwhatthemarketwantsS2:管理有創(chuàng)造造力的人和和技能P1:設(shè)立functionalspecialties,但以小組形形式工作,責(zé)任重疊Testing:Mission:Tovalidatehighqualitysoftware.KeyRoles&ResponsibilitiesSystematicallymonitorandevaluatevariousaspectsofaprojecttoverifythatqualitystandardsaremetIndependentlyvalidateproductfeaturesandfunctionality—ensureagainstassumptionsTestcompliancetodesignstandardsReportstatusofproductqualityServeasadvocateforourcustomersStriveforqualityCaseStudy:TestinginSoftwareIndustryS/Windustryinmainframe/minicomputerrelyondevtotesttheirowncode&alsohaveseparategroupsofpeopledofinaltest.PCS/Windustry.Testingisadhocactivity.Dev&outsidecontractors1984setuptestingteamS2:管理有創(chuàng)造造力的人和和技能P1:設(shè)立functionalspecialties,但以小組形式式工作,責(zé)任重疊MicrosoftTestingPerspectivesUserperspective:replicatehowcustomerswilluseafeatureanddetermineifthefeaturemakesensetothem.Internationalperspective:CorrectformatsandlanguagesHardwareperspective:EvaluatecompatibilitywithdifferentH/WplatformandequipmentconfigurationSoftwareperspective:Evaluateiftheproductiscompatiblewithothersoftware.Specificationcompliance:writtenbyProgramManager.Productstability:checkontwolevels.Oneconsistsof““measurablemetrics””(thebug-findrateversusbugseverity,andothermeasures).The2ndisqualitative,definedas“thegutfeelfor‘‘a(chǎn)reweready’”toshiptheproductS2:管理有創(chuàng)造力力的人和技能能P1:設(shè)立functionalspecialties,但以小組形式式工作,責(zé)任重疊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:管理有創(chuàng)造力力的人和技能能P1:設(shè)立functionalspecialties,但以小組形式式工作,責(zé)任重疊UsabilityEngineerMission:TomakeourproductsmoreusefulandusableWorkwiththeproductteamUnderstandusers’taskdomainUsabilitytestingCompetitivetestingFieldresearchCastStudy:UsabilityTChannelTeamUsabilityLab1UsabilityEngineers;Ph.DmajoringinPsychology.Randomlyfindacustomer.Askquestion,suchas,““howcanIsendagreetingcardtomyparents?”.Testif(s)hecanlocatethelinks.S2:管理有創(chuàng)創(chuàng)造力的的人和技技能P1:設(shè)立functionalspecialties,但以小組組形式工工作,責(zé)任重疊疊LocalizationEngineerMission:deliverproductstointernationalmarketsthatmeetgeopolitical/culturalstandardsTranslateandadaptproductsforspecificinternationalmarketsresizinginterfaceredesigninggraphicsrewritingcontentProductManagerMBAsKeyareasofresponsibility:Overseea““business”RecognizeandpursuemarketopportunitiesAggressivelyrepresentthecustomerintheproductdevelopmentprocessTakeresponsibilityforthetrade-offbetweenfunctionalityandshipdateTakeresponsibilityforthemarketingandsalesprocessS2:管理有創(chuàng)創(chuàng)造力的的人和技技能P1:設(shè)立functionalspecialties,但以小組組形式工工作,責(zé)任重疊疊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:管理有創(chuàng)創(chuàng)造力的的人和技技能P1:設(shè)立functionalspecialties,但以小組形式式工作,責(zé)任重疊ProductSupportEngineerMission:TodelightcustomersCustomersatisfactioniskeygoal:Quickresolution;AccurateresolutionIdentifyhigh-volumeissuesandkeysupporttrendsTransferinformationaboutkeycausesofcustomerdissatisfactionbacktoproductteamsforresolutionWebOpsEngineerMission:ProvidehostingforWebproductsthatishighlyavailable,responsiveandsecureRunningthebusiness:MonitorSiteandservermonitoringofevents;Reportsofavailabilityandresponsetimes;Scaletomatchproductionrequirements;ManagedeploymentofminorversionreleasesProvidefeedbacktoplanners,developers,testersandprogrammanagersaboutimprovingservicequalityinacost-effectivemannerS2:管理有創(chuàng)造力力的人和技能能P2:讓functionalexperts定義和雇用他他們的技術(shù)人人員.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:管理有創(chuàng)造力力的人和技能能P2:讓functionalexperts定義和雇用他他們的技術(shù)人人員.CaseStudy:MyInterviewSampleQuestionsGeneral:WhydoyouwanttoworkinMicrosoft?Algorithms:Judgeifasinglelinklisthasaloop.Design:Describesingleton.Management:2naborswithgrassAnalysis:Howtobuildavendingmachineininternationalairport?Puzzle:2cutsforabarS2:管理有創(chuàng)造力力的人和技能能P2:讓functionalexperts定義和雇用他他們的技術(shù)人人員.CaseStudy:TesterHiringPhilosophyAssumption:Almostnopeoplewanttobecareertesters.Microsoftwillnothirepeoplewhoreallywanttodoprogrammingandthinktheycanstartintestingto“getinthedoor””.“Wewantpeoplewhowanttobetesters.Wedon’twantpeoplewhowanttobedevelopers.”“Wehadtodosomesellingbecause,inmanypeople’’sminds,softwaretesting…didn’tfitwithwhatacompetentsoftwareengineerviewedasachallengingrole…”SDET(softwaredesignengineer/testing)versusSTE(softwaretestingengineer)S2:管理有創(chuàng)造力力的人和技能能P2:讓functionalexperts定義和雇用他他們的技術(shù)人人員.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””P(pán)ingpongTournament:3/23/2002.Myhome;Skiing&Snowboarding;Microsoft““WorldCup””-ChineseSoccerTeam;hikingPingpong:PersonalExcellence;Soccer:TeamworkTravel:S2:管理有有創(chuàng)造造力的的人和和技能能P2:讓functionalexperts定義和和雇用用他們們的技技術(shù)人人員.Turnover&Letgo:10%ofnewhiresleaveeachyear.Andthisratecontinuesduringanemployee’’sfirstfiveyears.Afterfiveyears,almostnooneleavespermanently.Letgo:Thebottom5%ofitsworkforce.CaseStudy:MicrosoftTurnoverRateduringdotcombombSoftwareIndustryTurnoverRateInternetIndustryTurnoverRateTurnoverrateinothercountries:NCCofUKCaseStudy:ChannelTeamS2:管理有有創(chuàng)造造力的的人和和技能能P3:通過(guò)learningbydoing和mentoring來(lái)指導(dǎo)導(dǎo)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:管理有創(chuàng)造力力的人和技能能P3:通過(guò)learningbydoing和mentoring來(lái)指導(dǎo)和教育育新人PeerMentoringDependsonexperiencedpeopletoteachinexperiencedpeople,mostlybyexampleandwordormouth.CaseStudy:MyExperienceinDatabaseMentoringI’mmentortoteachateammemberdatabaseprincipleandMSSQLServer.OriginalThought:自己過(guò)去是大大學(xué)老師;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:管理有創(chuàng)造力力的人和技能能P4:創(chuàng)造職業(yè)道路路和階梯來(lái)挽挽留并嘉獎(jiǎng)技技術(shù)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:管理有創(chuàng)造力力的人和技能能P4:創(chuàng)造職業(yè)道路路和階梯來(lái)挽挽留并嘉獎(jiǎng)技技術(shù)人才S2:管理有創(chuàng)造力力的人和技能能P4:創(chuàng)造職業(yè)道路路和階梯來(lái)挽挽留并嘉獎(jiǎng)技技術(shù)人才5.0Exceptionalperformancerarelyachieved.Markedbyprecedent-settingresultsbeyondthescopeof