運籌帷幄-微軟程序經(jīng)理.ppt
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ProgramManagementinMicrosoft JeffXiongMicrosoftCorporation AllrightsreservedbyJeffXiong WhoIAm ProgramManageratMicrosoft 2002MSN82001MSNSearch2000WindowsMe1999Windows20001997InternetExplorer4 0 5 01996JavaVM InternetExplorer3 0StaffProgrammeratIBM 1995InfoSage IBMInternetDivisioninNY Agenda PMIntroductionPMRoleinProjectLifecyclesPMStrategies 1 ProgramManagerIntroduction What sProgramManager OneofthreemajorjobdisciplinesinMSsoftwareproductgroup Completeresponsibilityfordeliveringtherightproductstotherightcustomerswithhighqualityandontime DirectextensionofGeneralManagement Alltheresponsibilitybutnoauthority ProductUnitReportStructure ProjectTeamWorkingStructure DeveloperLeadDeveloperDeveloperDeveloperDeveloper TesterLeadTesterTesterTesterTester ProductManager ProgramManager UserEducation UsabilityEngineer Designer HistoryofProgramManager JabeBlumenthal Multiplan 1984 SupportedbyBillG andformalizedToday 5000PMs 50 000employees UniquejobdescriptionatMicrosoftintheSoftwareIndustry Fuzzyrequirements NodegreesinPMPMdoesn twritecode SoftwareProduct Code MarketingandbusinessmodelProductdesignandspecificationMilestones schedulesStatusmeetings bugtrackingTestingeffortInternationalizationandLocalizationUserdocumentation educationandtrainingProductsupport WhydoweneedPM SoftwareprojectsgetmuchlargerTeamsneedaleaderthathasbreadthandvision determinedtodriveproductfromideatodeliveryDevelopersandtestersneedbuffertofocusoncodingandtesting Differentgroupsofpeopleneedtocommunicateeffectively ProgramManagerTo Do s Solelyresponsiblefortheshippingoftheproduct Havetheproduct svision writeprojectspecification Driveworkitemlist keeptrackbasedonspecs Organizemeetingsandtriagebugs Keeptrackoftheprojectschedule Guidetheprojectdevelopmentprocess Decideallimplementationtrade offs Coordinateandcommunicatewithallgroupsofpeople PMisaleader facilitator andcoordinator ProjectManagervs ProgramManager Onepersonvs agroupofpeopleManagepeoplevs manageprojectGivenauthorityvs earnedauthorityWriteprojectplanvs writedesignspec 2 ProgramManagerRolesinProjectLifecycles ProjectProcessLifecycle PlanningphaseDevelopmentphaseStabilizationphaseReleasephasePostmortemStartnextversioncycle PMinPlanningPhase Prepareprojectplandraft visionstatement highlevelfeatures proposedscheduleandmilestone resourceestimate Brainstormwithteammembersandfinalizefeatureset Writeone pagespec prioritizedfeaturesets resourceestimates scheduleestimates riskestimates Writedetaileddesignspecifications PMinDevelopmentPhase Reviewdevelopers technicalimplementationdesign testingplanandtestcases Hostmeetingtogothroughallworkitems assigntasksandfinalizeschedules Defineandenforceprocessesforbuild check in andbugtriage Setupteammeetingschedule drivemeetingsandtrackworkingitemsMaintainteamwebsiteandteamalias PMinStabilizationPhase Triagedailytomonitorandassignbugspromptly DriveCodeCompleteandUIfreezedates Makefeatureandtradeoffdecisions enforceDCR DesignChangeRequest process CommunicatetoUE Localization Legal Manageinternalandexternalbetareleases PMinReleasePhase DriveZeroBugDateandReleaseCandidates ConductWarmeetingtoreviewbugseveryday Decideonshowstopperissues Pushtestingtorunfinaltestingpassandsignoff Signoffandsendannouncement Hostashipparty PMinPostmortem OrganizepostmortemprojectteammeetingPreparedocumentstoretractgoodandbadthingshappenedintheprojectlifecycle Decideonfutureimprovementareas Listactionitemsforeachteamorperson followupthroughnextreleasecycle 3 ProgramManagerStrategies PMCoreCompetences IQ CodingskillsArchitecturaldesignUser studytechniquesUserinterfacedesignAPIandSchemaInterfacedesignCommunicationskills writtenandoral formalandinformalPresentationskillsFinancialacumenKnowledgeofbasicbusiness contract patent andcopyrightlawMarketresearchtechniquesKnowledgeofcompetitorsCanlearnanduseanysoftwareinnotimeflat PMCoreCompetences EQ RawIntelligenceLeadershipSelf awarenessContractandbusinessnegotiationUserEmpathySensitivitytoConfidentialinformationInterpersonalskillsScheduleandProjectManagementTimeManagementOrganizationalskillsTeamdynamicsGrouppsychologyAbilitytomanageotherdisciplinesRecruiting interviewing andhiring WhocanbeProgramManager Passionateaboutproducingsoftwareproduct whocanleadandfeelsownership HaveastronginterestindesignissuesandissharpinunderstandingtechnicalissuesHaveakeensenseoftimingandschedule abletotrackandprioritizecomplicatedtasksAlwaysfindwaystowalkaroundaproblembyhimselformakingotherpeoplehelp Abletomakeadecisionquicklyandconfidently willingtomaketrade offs PM sCoreMindsets Communication LeadershipandRelationship PMCommunicationMethods EmailsStatusreportsSpecreviewsMeetingschedulesandminutesCheck inemailbugreportGeneralQ AMeetingsBugtriageTeammeetingSpecreviewWarmeetingPresentationTeamwebsitesDirectcontacts CommunicationStrategies Emails Useit Beresponsive replyquestionsofconcernswiftly Beinclusive emailshouldreacheveryonethatofinterestKeepyourteamwellinformed nosurprisesspecdrafts keychangesthingsthatmighteffectpeople splansActionitemexpectationsforrecipientsDocumentmeetingconclusionsandimportantconversations CommunicationStrategies Meetings Beexclusive onlyincludepeoplewhoarenecessarySetupcleargoalsandagendasbeforehandListenwithdeep genuineattention TuneintobothwordssaidandemotionsunderneathGuideimpulsivefeelingstowarddeeperinquiryanddialogue Gettotheheartoftheproblem spotandstopdeviationsalongthewayUseentrainmenttocontrolheateddiscussionsWritemeetingminutestorecapprogressandexpectations PM sLeadershipAspects SolelyresponsiblefortheshippingoftheproductHaveproduct svision inspirecommitmentinteammembersMakedecisionsonfeaturesandtrade offsScheduleanddriveteammeetingsPrioritizetasks assignworkitemsandsetexpectationsDecidemilestonesanddriveschedulesPrepareandavoiddisaster LeadershipStrategies Earnedpower Inspireteamwithvision passionandcommitmentEarnrespectbylisteningtoteammembersandmakingsounddecisionsEarntrustnotnecessarilybytellingpeoplewhattodo butbyconvincingpeoplethroughreasonBedependableandaccountableintoughsituations LeadershipStrategies MakingDecisions Youownprojectonlymeansyouareresponsible don texpecteverythingyourwayVotingisnotdeciding it sabsolvingyourselfofmanagementresponsibilityGooddecisionsleavemanyunhappy Tips Havecourage knowwhentobealeaderKeepmindopenfordebates gatherallrelatedfactsApplybestjudgmentWorkforsupportofkeyplayersWorkforroughconsensusPersuadeormanageeveryoneelse LeadershipStrategies PushingRelease Commityourselffirst thenexpectteamcommitmentFacilitateneedsandclearingroadblocksSetdetailedgoalsandexpectations negotiatebeforehandanddemandresultsPushforfeaturestofinish notgrindtheperson AttitudeiskeyDemandbestfromteam butstandforteamagainstunrealisticrequests LeadershipStrategies AvoidingDisaster AdmitthatdisasterispossibleSetexpectationsaroundriskpropositionsClarifydependencies risksPreciselydefineapproachandgoalsClearlyseparatedisasterfromsuccessPlantoreviewPlanforlookoutsWhatareourmeasurements Howarewedoing Whatarethecurrentrisks Howarewemanagingthem Whoisresponsibleforreviewingriskstatus PM srelationshipnetwork WorkwithallkindsofpeopleDevelopers testers productmanager marketingmanager usereducationdepartment webdesigner usabilityengineer customer etcCoordinatewiderangeofpeopletomakeprojectwork RelationshipStrategies WorkingwithDevelopment Beatechnicalexpert youcan tdogooddesignwithouttechnicalknowledgeTalktodevelopmentintheirownlanguage Applyinsighttotechnicaldetails makesoundjudgmentwhendevelopmentconflictswithbusinessneedsKnoweachmemberthoroughly fromtechnicalexpertise characterstopotentials andwhatmakeshim hertickBuildsenseofteambelonging RelationshipStrategies WorkingwithAnyone HowcanIgettheirbestworkthrough InspiringTalking ListeningClearingroadblocksSharinggoalsInstructingChallenging MakingdemandsHowcanthispersonmakemyproject EasiertouseforcustomersBemorereliableandhigherqualityShipsoonerSellmorecopies generatemorehits HavebetterROIEasiertomaintainSatisfytheprojectgoalsandobjectivesReachdivision corporatetacticalandstrategicgoals Conclusion PMisauniquepositionthatdrivesMicrosoftmakinggreatproducts PMdefinesandmanagesprojectprocessesthroughwholelifecycle PM scoremindsetsareCommunication LeadershipandRelationship Q A
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