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ProgramManagement

inMicrosoftJeffXiongMicrosoftCorporation?AllrightsreservedbyJeffXiongProgramManagement

inMicrosWhoIAmProgramManageratMicrosoft:2002MSN82001MSNSearch2000WindowsMe1999Windows20001997InternetExplorer4.0,5.01996JavaVM,InternetExplorer3.0StaffProgrammeratIBM:1995InfoSage,IBMInternetDivisioninNYWhoIAmProgramManageratMicAgendaPMIntroductionPMRoleinProjectLifecyclesPMStrategiesAgendaPMIntroduction1.ProgramManager

Introduction1.ProgramManagerIntroductioWhat’sProgramManager?

OneofthreemajorjobdisciplinesinMSsoftwareproductgroup.Completeresponsibilityfordeliveringtherightproductstotherightcustomerswithhighqualityandontime.DirectextensionofGeneralManagement.Alltheresponsibilitybutnoauthority.What’sProgramManager?OneofProductUnitReportStructureProductUnitManagerGroupPMDevManagerTestManagerPMLeadPMDevLeadDevTestLeadTesterProductUnitReportStructurePProjectTeamWorkingStructureDeveloperLeadDeveloperDeveloperDeveloperDeveloperTesterLeadTesterTesterTesterTesterProductManagerProgramManagerUserEducationUsabilityEngineerDesignerProjectTeamWorkingStructureHistoryofProgramManagerJabeBlumenthal–Multiplan,1984,SupportedbyBillG,andformalizedToday:~5000PMs(~50,000employees)UniquejobdescriptionatMicrosoftintheSoftwareIndustry.Fuzzyrequirements:NodegreesinPMPMdoesn’twritecode!HistoryofProgramManagerJabeSoftwareProduct≠CodeMarketingandbusinessmodelProductdesignandspecificationMilestones,schedulesStatusmeetings,bugtrackingTestingeffortInternationalizationandLocalizationUserdocumentation,educationandtrainingProductsupportSoftwareProduct≠CodeMarketiWhydoweneedPMSoftwareprojectsgetmuchlargerTeamsneedaleaderthathasbreadthandvision,determinedtodriveproductfromideatodeliveryDevelopersandtestersneedbuffertofocusoncodingandtesting.DifferentgroupsofpeopleneedtocommunicateeffectivelyWhydoweneedPMSoftwareproj

ProgramManagerTo-Do'sSolelyresponsiblefortheshippingoftheproduct.

Havetheproduct’svision,writeprojectspecification.Driveworkitemlist,keeptrackbasedonspecs.Organizemeetingsandtriagebugs.Keeptrackoftheprojectschedule.Guidetheprojectdevelopmentprocess.Decideallimplementationtrade-offs.Coordinateandcommunicatewithallgroupsofpeople.PMisaleader,facilitator,andcoordinator.ProgramManagerTo-Do'sSolelyProjectManagervs.ProgramManagerOnepersonvs.agroupofpeopleManagepeoplevs.manageprojectGivenauthorityvs.earnedauthorityWriteprojectplanvs.writedesignspecProjectManagervs.ProgramMa2.ProgramManagerRolesinProjectLifecycles2.ProgramManagerRolesinPrProjectProcessLifecyclePlanningphaseDevelopmentphaseStabilizationphaseReleasephasePostmortemStartnextversioncycle.ProjectProcessLifecyclePlannPMinPlanningPhasePrepareprojectplandraft(visionstatement,highlevelfeatures,proposedscheduleandmilestone,resourceestimate).Brainstormwithteammembersandfinalizefeatureset.Writeonespec(prioritizedfeaturesets,resourceestimates,scheduleestimates,riskestimates)Writedetaileddesignspecifications.PMinPlanningPhasePrepareprPMinDevelopmentPhaseReviewdevelopers’technicalimplementationdesign,testingplanandtestcases.Hostmeetingtogothroughallworkitems,assigntasksandfinalizeschedules.Defineandenforceprocessesforbuild,check-in,andbugtriage.Setupteammeetingschedule,drivemeetingsandtrackworkingitemsMaintainteamwebsiteandteamaliasPMinDevelopmentPhaseReviewPMinStabilizationPhaseTriagedailytomonitorandassignbugspromptly.DriveCodeCompleteandUIfreezedates.Makefeatureandtradeoffdecisions,enforceDCR(DesignChangeRequest)process.CommunicatetoUE,Localization,Legal.ManageinternalandexternalbetareleasesPMinStabilizationPhaseTriagPMinReleasePhaseDriveZeroBugDateandReleaseCandidates.ConductWarmeetingtoreviewbugseveryday.Decideonshowstopperissues.Pushtestingtorunfinaltestingpassandsignoff.Signoffandsendannouncement.Hostashipparty!PMinReleasePhaseDriveZeroPMinPostmortemOrganizepostmortemprojectteammeetingPreparedocumentstoretractgoodandbadthingshappenedintheprojectlifecycle.Decideonfutureimprovementareas.Listactionitemsforeachteamorperson,followupthroughnextreleasecycle.PMinPostmortemOrganizepostm3.ProgramManagerStrategies3.ProgramManagerStrategiesPMCoreCompetences-IQCodingskillsArchitecturaldesignUser-studytechniquesUserinterfacedesignAPIandSchemaInterfacedesignCommunicationskills,writtenandoral,formalandinformalPresentationskillsFinancialacumenKnowledgeofbasicbusiness,contract,patent,andcopyrightlawMarketresearchtechniquesKnowledgeofcompetitorsCanlearnanduseanysoftwareinnotimeflatPMCoreCompetences-IQCodingPMCoreCompetences-EQRawIntelligenceLeadershipSelf-awarenessContractandbusinessnegotiationUserEmpathySensitivitytoConfidentialinformationInterpersonalskillsScheduleandProjectManagementTimeManagementOrganizationalskillsTeamdynamicsGrouppsychologyAbilitytomanageotherdisciplinesRecruiting,interviewing,andhiringPMCoreCompetences-EQRawInWhocanbeProgramManagerPassionateaboutproducingsoftwareproduct,whocanleadandfeelsownership.HaveastronginterestindesignissuesandissharpinunderstandingtechnicalissuesHaveakeensenseoftimingandschedule,abletotrackandprioritizecomplicatedtasksAlwaysfindwaystowalkaroundaproblembyhimselformakingotherpeoplehelp.Abletomakeadecisionquicklyandconfidently,willingtomaketrade-offs.WhocanbeProgramManagerPassPM’sCoreMindsetsCommunication,LeadershipandRelationship

CommunicationRelationshipLeadershipPM’sCoreMindsetsCommunicatioPMCommunicationMethodsEmailsStatusreportsSpecreviewsMeetingschedulesandminutesCheck-inemailbugreportGeneralQ&AMeetingsBugtriageTeammeetingSpecreviewWarmeetingPresentationTeamwebsitesDirectcontacts

PMCommunicationMethodsEmailsCommunicationStrategies:EmailsUseit!Beresponsive,replyquestionsofconcernswiftly.Beinclusive,emailshouldreacheveryonethatofinterestKeepyourteamwellinformed,nosurprisesspecdrafts,keychangesthingsthatmighteffectpeople’splansActionitemexpectationsforrecipientsDocumentmeetingconclusionsandimportantconversationsCommunicationStrategies:EmaiCommunicationStrategies:MeetingsBeexclusive,onlyincludepeoplewhoarenecessarySetupcleargoalsandagendasbeforehandListenwithdeep,genuineattention.TuneintobothwordssaidandemotionsunderneathGuideimpulsivefeelingstowarddeeperinquiryanddialogue.Gettotheheartoftheproblem,spotandstopdeviationsalongthewayUseentrainmenttocontrolheateddiscussionsWritemeetingminutestorecapprogressandexpectationsCommunicationStrategies:MeetPM’sLeadershipAspectsSolelyresponsiblefortheshippingoftheproductHaveproduct’svision,inspirecommitmentinteammembersMakedecisionsonfeaturesandtrade-offsScheduleanddriveteammeetingsPrioritize

tasks,assignworkitemsandsetexpectationsDecidemilestonesanddriveschedulesPrepareandavoiddisasterPM’sLeadershipAspectsSolelyLeadershipStrategies:EarnedpowerInspireteamwithvision,passionandcommitmentEarnrespectbylisteningtoteammembersandmakingsounddecisionsEarntrustnotnecessarilybytellingpeoplewhattodo,butbyconvincingpeoplethroughreasonBedependableandaccountableintoughsituationsLeadershipStrategies:EarnedLeadershipStrategies:

MakingDecisionsYouownprojectonlymeansyouareresponsible,don’t

expecteverythingyourwayVotingisnotdeciding,it’sabsolvingyourselfofmanagementresponsibilityGooddecisionsleavemanyunhappy.Tips:Havecourage:knowwhentobealeaderKeepmindopenfordebates,gatherallrelatedfactsApplybestjudgmentWorkforsupportofkeyplayersWorkforroughconsensusPersuadeormanageeveryoneelseLeadershipStrategies:

MakingLeadershipStrategies:

PushingReleaseCommityourselffirst,thenexpectteamcommitmentFacilitateneedsandclearingroadblocksSetdetailedgoalsandexpectations,negotiatebeforehandanddemandresultsPushforfeaturestofinish,notgrindtheperson.AttitudeiskeyDemandbestfromteam,butstandforteamagainstunrealisticrequestsLeadershipStrategies:

PushiLeadershipStrategies:

AvoidingDisasterAdmitthatdisasterispossibleSetexpectationsaroundriskpropositionsClarifydependencies&risksPreciselydefineapproachandgoalsClearlyseparatedisasterfromsuccessPlantoreviewPlanforlookoutsWhatareourmeasurements?Howarewedoing?Whatarethecurrentrisks?Howarewemanagingthem?Whoisresponsibleforreviewingriskstatus?LeadershipStrategies:

AvoidiPM’srelationshipnetworkWorkwithallkindsofpeopleDevelopers,testers,productmanager,marketingmanager,usereducationdepartment,webdesigner,usabilityengineer,customer,etcCoordinatewiderangeofpeopletomakeprojectworkPM’srelationshipnetworkWorkRelationshipStrategies:

WorkingwithDevelopmentBeatechnicalexpert,youcan’tdogooddesignwithouttechnicalknowledgeTalktodevelopmentintheirownlanguage.Applyinsighttotechnicaldetails,makesoundjudgmentwhendevelopmentconflictswithbusinessneedsKnoweachmemberthoroughly,fromtechnicalexpertise,characterstopotentials,andwhatmakeshim/hertickBuildsenseofteambelongingRelationshipStrategies:

WorkRelationshipStrategies:

WorkingwithAnyoneHowcanIgettheirbestworkthrough:InspiringTalking&ListeningClearingroadblocksSharinggoalsInstructingChallenging/MakingdemandsHowcanthispersonmakemyproject:EasiertouseforcustomersBemorereliableandhigherqualityShipsoonerSellmorecopies(generatemorehits)HavebetterROIEasiertomaintainSatisfytheprojectgoalsandobjectivesReachdivision/corporatetacticalandstrategicgoalsRelationshipStrategies:

WorkiConclusionPMisauniquepositionthatdrivesMicrosoftmakinggreatproducts.PMdefinesandmanagesprojectprocessesthroughwholelifecycle.PM’scoremindsetsareCommunication,LeadershipandRelationship.ConclusionPMisauniquepositQ&AQ&A

ProgramManagement

inMicrosoftJeffXiongMicrosoftCorporation?AllrightsreservedbyJeffXiongProgramManagement

inMicrosWhoIAmProgramManageratMicrosoft:2002MSN82001MSNSearch2000WindowsMe1999Windows20001997InternetExplorer4.0,5.01996JavaVM,InternetExplorer3.0StaffProgrammeratIBM:1995InfoSage,IBMInternetDivisioninNYWhoIAmProgramManageratMicAgendaPMIntroductionPMRoleinProjectLifecyclesPMStrategiesAgendaPMIntroduction1.ProgramManager

Introduction1.ProgramManagerIntroductioWhat’sProgramManager?

OneofthreemajorjobdisciplinesinMSsoftwareproductgroup.Completeresponsibilityfordeliveringtherightproductstotherightcustomerswithhighqualityandontime.DirectextensionofGeneralManagement.Alltheresponsibilitybutnoauthority.What’sProgramManager?OneofProductUnitReportStructureProductUnitManagerGroupPMDevManagerTestManagerPMLeadPMDevLeadDevTestLeadTesterProductUnitReportStructurePProjectTeamWorkingStructureDeveloperLeadDeveloperDeveloperDeveloperDeveloperTesterLeadTesterTesterTesterTesterProductManagerProgramManagerUserEducationUsabilityEngineerDesignerProjectTeamWorkingStructureHistoryofProgramManagerJabeBlumenthal–Multiplan,1984,SupportedbyBillG,andformalizedToday:~5000PMs(~50,000employees)UniquejobdescriptionatMicrosoftintheSoftwareIndustry.Fuzzyrequirements:NodegreesinPMPMdoesn’twritecode!HistoryofProgramManagerJabeSoftwareProduct≠CodeMarketingandbusinessmodelProductdesignandspecificationMilestones,schedulesStatusmeetings,bugtrackingTestingeffortInternationalizationandLocalizationUserdocumentation,educationandtrainingProductsupportSoftwareProduct≠CodeMarketiWhydoweneedPMSoftwareprojectsgetmuchlargerTeamsneedaleaderthathasbreadthandvision,determinedtodriveproductfromideatodeliveryDevelopersandtestersneedbuffertofocusoncodingandtesting.DifferentgroupsofpeopleneedtocommunicateeffectivelyWhydoweneedPMSoftwareproj

ProgramManagerTo-Do'sSolelyresponsiblefortheshippingoftheproduct.

Havetheproduct’svision,writeprojectspecification.Driveworkitemlist,keeptrackbasedonspecs.Organizemeetingsandtriagebugs.Keeptrackoftheprojectschedule.Guidetheprojectdevelopmentprocess.Decideallimplementationtrade-offs.Coordinateandcommunicatewithallgroupsofpeople.PMisaleader,facilitator,andcoordinator.ProgramManagerTo-Do'sSolelyProjectManagervs.ProgramManagerOnepersonvs.agroupofpeopleManagepeoplevs.manageprojectGivenauthorityvs.earnedauthorityWriteprojectplanvs.writedesignspecProjectManagervs.ProgramMa2.ProgramManagerRolesinProjectLifecycles2.ProgramManagerRolesinPrProjectProcessLifecyclePlanningphaseDevelopmentphaseStabilizationphaseReleasephasePostmortemStartnextversioncycle.ProjectProcessLifecyclePlannPMinPlanningPhasePrepareprojectplandraft(visionstatement,highlevelfeatures,proposedscheduleandmilestone,resourceestimate).Brainstormwithteammembersandfinalizefeatureset.Writeonespec(prioritizedfeaturesets,resourceestimates,scheduleestimates,riskestimates)Writedetaileddesignspecifications.PMinPlanningPhasePrepareprPMinDevelopmentPhaseReviewdevelopers’technicalimplementationdesign,testingplanandtestcases.Hostmeetingtogothroughallworkitems,assigntasksandfinalizeschedules.Defineandenforceprocessesforbuild,check-in,andbugtriage.Setupteammeetingschedule,drivemeetingsandtrackworkingitemsMaintainteamwebsiteandteamaliasPMinDevelopmentPhaseReviewPMinStabilizationPhaseTriagedailytomonitorandassignbugspromptly.DriveCodeCompleteandUIfreezedates.Makefeatureandtradeoffdecisions,enforceDCR(DesignChangeRequest)process.CommunicatetoUE,Localization,Legal.ManageinternalandexternalbetareleasesPMinStabilizationPhaseTriagPMinReleasePhaseDriveZeroBugDateandReleaseCandidates.ConductWarmeetingtoreviewbugseveryday.Decideonshowstopperissues.Pushtestingtorunfinaltestingpassandsignoff.Signoffandsendannouncement.Hostashipparty!PMinReleasePhaseDriveZeroPMinPostmortemOrganizepostmortemprojectteammeetingPreparedocumentstoretractgoodandbadthingshappenedintheprojectlifecycle.Decideonfutureimprovementareas.Listactionitemsforeachteamorperson,followupthroughnextreleasecycle.PMinPostmortemOrganizepostm3.ProgramManagerStrategies3.ProgramManagerStrategiesPMCoreCompetences-IQCodingskillsArchitecturaldesignUser-studytechniquesUserinterfacedesignAPIandSchemaInterfacedesignCommunicationskills,writtenandoral,formalandinformalPresentationskillsFinancialacumenKnowledgeofbasicbusiness,contract,patent,andcopyrightlawMarketresearchtechniquesKnowledgeofcompetitorsCanlearnanduseanysoftwareinnotimeflatPMCoreCompetences-IQCodingPMCoreCompetences-EQRawIntelligenceLeadershipSelf-awarenessContractandbusinessnegotiationUserEmpathySensitivitytoConfidentialinformationInterpersonalskillsScheduleandProjectManagementTimeManagementOrganizationalskillsTeamdynamicsGrouppsychologyAbilitytomanageotherdisciplinesRecruiting,interviewing,andhiringPMCoreCompetences-EQRawInWhocanbeProgramManagerPassionateaboutproducingsoftwareproduct,whocanleadandfeelsownership.HaveastronginterestindesignissuesandissharpinunderstandingtechnicalissuesHaveakeensenseoftimingandschedule,abletotrackandprioritizecomplicatedtasksAlwaysfindwaystowalkaroundaproblembyhimselformakingotherpeoplehelp.Abletomakeadecisionquicklyandconfidently,willingtomaketrade-offs.WhocanbeProgramManagerPassPM’sCoreMindsetsCommunication,LeadershipandRelationship

CommunicationRelationshipLeadershipPM’sCoreMindsetsCommunicatioPMCommunicationMethodsEmailsStatusreportsSpecreviewsMeetingschedulesandminutesCheck-inemailbugreportGeneralQ&AMeetingsBugtriageTeammeetingSpecreviewWarmeetingPresentationTeamwebsitesDirectcontacts

PMCommunicationMethodsEmailsCommunicationStrategies:EmailsUseit!Beresponsive,replyquestionsofconcernswiftly.Beinclusive,emailshouldreacheveryonethatofinterestKeepyourteamwellinformed,nosurprisesspecdrafts,keychangesthingsthatmighteffectpeople’splansActionitemexpectationsforrecipientsDocumentmeetingconclusionsandimportantconversationsCommunicationStrategies:EmaiCommunicationStrategies:MeetingsBeexclusive,onlyincludepeoplewhoarenecessarySetupcleargoalsandagendasbeforehandListenwithdeep,genuineattention.TuneintobothwordssaidandemotionsunderneathGuideimpulsivefeelingstowarddeeperinquiryanddialogue.Gettotheheartoftheproblem,spotandstopdeviationsalongthewayUseentrainmenttocontrolheateddiscussionsWritemeetingminutestorecapprogressandexpectationsCommunicationStrategies:MeetPM’sLeadershipAspectsSolelyresponsiblefortheshippingoftheproductHaveproduct’svision,inspirecommitmentinteammembersMakedecisionsonfeaturesandtrade-offsScheduleanddriveteammeetingsPrioritize

tasks,assignworkitemsandsetexpectationsDecidemilestonesanddriveschedulesPrepareandavoiddisasterPM’sLeadershipAspectsSolelyLeadershipStrategies:EarnedpowerInspireteamwithvision,passionandcommitmentEarnrespectbylisteningtoteammembersandmakingsounddecisionsEarntrustnotnecessarilybytellingpeoplewhattodo,butbyconvincingpeoplethroughreasonBedependableandaccountableintoughsituationsLeadershipStrategies:EarnedLeadershipStrategies:

MakingDecisionsYouownprojectonlymeansyouareresponsible,don’t

expecteverythingyourwayVotingisnotdeciding,it’sabsolvingyourselfofmanagementresponsibilityGooddecisionsleavemanyunhappy.Tips:Havecourage:knowwhentobealeaderKeepmindopenfordebates,gatherallrelatedfactsApplybestjudgmentWorkforsupportofkeyplayersWorkforroughconsensusPersuadeormanageeveryoneelseLeadershipStrategies:

MakingLeadershipStrategies:

PushingReleaseCommityourselffirst,thenexpectteamcommitmentFacilitateneedsandclearingroadblocks

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