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MSF Overview (Microsoft Solutions Framework) Eran Kolber Vice President – LIH Ltd Regional Director – Microsoft Product Management Advisor – MSF Development Team (Seattle) [email protected] [email protected]. Is Your Project Out Of Control?. Failed. 28%. Challenged. 46%. 26%. - PowerPoint PPT Presentation
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MSF OverviewMSF Overview(Microsoft Solutions Framework)(Microsoft Solutions Framework)Eran KolberEran KolberVice President – LIH LtdVice President – LIH LtdRegional Director – MicrosoftRegional Director – MicrosoftProduct Management Advisor – MSF Development Team (Seattle)Product Management Advisor – MSF Development Team (Seattle)
[email protected]@[email protected]@lihgroup.com
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Is Your Project Out Of Control?Is Your Project Out Of Control?
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Standish Group SurveyStandish Group Survey
Based on more than 30,000 projectsChallenged means completed over budget or past the original deadline
Challenged
Succeeded
Failed 28%46%
26%
“When projects fail, it’s rarely technical.”
Jim Johnson, The Standish Group
Root Causes of FailureRoot Causes of Failure
Separation of goal andfunctionSeparation of businessand technologyLack of common languageand processFailure to communicateand act as a teamProcesses that are inflexible to change
Challenged ResultsChallenged Results
Average cost overrun:189%Projects restarted:94%Average time overrun:222%Average functionality delivered:61%
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MSF DefinedMSF Defined
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What is What is ? ?
Guidance to help organizations be more successful delivering IT Solutions:
Faster, With fewer people,Less risk,While enabling higher quality results
A collection of principles, processes and best practices that work well together
Grouped into “Models & Disciplines”
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RiskManagement
Discipline
ProcessModel
TeamModel
ProjectManagement
Discipline
ReadinessManagement
Discipline
MSF Models and DisciplinesMSF Models and DisciplinesModels
Disciplines
Frameworks:Frameworks:Supplementing MethodologiesSupplementing Methodologies
A methodology applies specific directions to a known destinationA framework, like a compass, verifies progress and provides directional guidance
1st Avenue Plum
Str
eet
Ora
nge
Stre
et
. .Smith River
2nd Avenue
3rd Avenue
4th Avenue
. . .. .
S
MSF
. EW
. .N. .. .
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The Origin of MSFThe Origin of MSF
Analyzes results from project teams and product groupsContrasts these with industry practices and methodsOrganizes and consolidates into “people and process” guidance
Microsoft Worldwide Products Groups
MicrosoftInformationTechnology
Group
Microsoft Consulting
Services
Microsoft Partners
ProvenPractices
Evolving since 1993
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Team Management ModelTeam Management Model
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Team Goals for SuccessTeam Goals for Success
Satisfied customersDelivery within project constraintsDelivery to specifications that are
based on user requirementsRelease after addressing all known issuesEnhanced user performanceSmooth deployment and ongoing management
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MSF Team ModelMSF Team Model
ProgramManagement
Development
Testing
ReleaseManagement
UserExperience
ProductManagement
Team of Peers
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Why These 6 Roles?Why These 6 Roles?
Key goals need dedicated equally valued roles:Customer Satisfaction: Product ManagerProject delivered within Project Constraints: Program ManagerDesign and Implementation Based on Specification: DevelopmentAll Issues Known and Addressed: TestingUsers Performing Better: User ExperienceDeployment, Admin, and Support: Release Management
ProductManagement
Teams: Scaling DownTeams: Scaling Down
ProgramManagement Development
Testing
ReleaseManagementUser
Experience
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Process ModelProcess Model
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MSF Process ModelMSF Process Model
Project Plans Approved
Scope Complete
Release ReadinessApproved
DeploymentComplete
Vision/Scope Approved
MSF
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Envisioning PhaseEnvisioning Phase
DeliverablesVision/scopedocumentProject structuredocumentInitial riskassessment document
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Setting the TargetSetting the TargetAlice: “Would you tell me please, which way I ought to go from here?” Cat: “That depends a good deal on where you want to get to.”Alice: “I don’t much care where …”Cat: “Then it doesn’t matter which way you go.”
Alice in Wonderland by Lewis Carroll
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Obsolete Solution
TechnologyTechnology
BusinessBusiness
Rate ofRate ofChangeChange VersionedVersioned
ReleasesReleases
Using VersionedUsing VersionedReleases to Keep Up With Releases to Keep Up With the Curvethe Curve
Traditional Release Study and Analysis
TimeTimein Six-Month Cyclesin Six-Month Cycles
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Planning PhasePlanning Phase
Deliverables:FunctionalspecificationsMaster projectplanMaster projectschedule
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Defining the ScopeDefining the Scope
Resou
rces
Reso
urce
s
FeaturesFeatures
Schedule
Schedule
Envisioning
Resou
rces
Resou
rces
FeaturesFeatures
Schedule
Schedule
Planning
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Cost of Fixing a PoorlyCost of Fixing a PoorlyDesigned SolutionDesigned Solution
100
80
60
40
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EnvisioningEnvisioning PlanningPlanning DevelopingDeveloping StabilizingStabilizing
Relative C
ost
Project PhaseDeployingDeploying
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Developing PhaseDeveloping Phase
Deliverables:Solution codeBuild imagesTraining materialsDocumentation
Deployment processesOperational proceduresSupport and troubleshooting
Marketing materialsUpdated master plan and schedule
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MSF
Testing the SolutionTesting the SolutionTesting is part of the build cycle, not a standalone activity
Release ReadinessApproved
ScopeComplete
Project PlansApproved
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Stabilizing PhaseStabilizing Phase
Deliverables:Pilot review Release-ready versions:
Source code andexecutablesScripts and installation documentationEnd-user help and training materialsOperations documentationRelease notes
Testing and bug reportsProject documents
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MSF Deploying Phase MSF Deploying Phase Milestones and Deliverables Milestones and Deliverables
DeliverablesOperations andsupport informationsystemsRepository of allversions of docs,load sets, configs,scripts, and codeProject close-out report
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You Don’t KnowYou Don’t KnowWhat You Don’t Know!What You Don’t Know!
Remember …Remember …
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Analyze andPrioritize
MasterRisk List
Top nRisks
Plan andSchedule
Identity
RiskStatement
Control
MSF MSF Risk ManagementRisk Management Process Process
LearnRisk
Knowledge Base,Concepts,
and Processes
Track andReport
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MSF ReadinessMSF ReadinessManagement DisciplineManagement Discipline
Use proactive vs.reactive approachTreat readiness gaps as risksCapture and manage team knowledgeFocus on individual, not organizational readinessRemember – the need for team readiness spans the life of the project
KnowledgeSkills
Abilities
Assess
Change
Define
Evaluate
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Information SourcesInformation Sources
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More InformationMore Information
www.microsoft.com/msf
[email protected]@[email protected]@lihgroup.com
Organizational Change.Organizational Change.We Support It.We Support It.