李开复03的经典演讲微软之道.ppt

Architect 2000Course 1-2The Microsoft Way 微软之道How Microsoft creates technology, shapes markets, and manages peopleVersion 1.0周宏桥软件设计师hqzhou@MSN.COM, Microsoft Corporation2002年4月17日 * 西安 主题: 背景知识 SMART Performance Objectives Specific Indicate specific behaviors and skills. Measurable Quantity and quality measurements. What will success look like? Achievable Objectives should be challenging but not unrealistic. Results-oriented Measure success on results, not merely the steps you take. Time-specific Set milestones, check points, and a completion date Weekly 1:1 review Weekly functional team meeting Monthly product group meeting Things to watch out Conflicts among team members Balance work and life Don’t let burned out 课堂讨论: 软件工程项目管理Opening Case: What’s CMM? 课堂讨论: 软件工程项目管理Opening Case: Why CMM is so hot? 课堂讨论: 软件工程项目管理Opening Case: What are the problems of using CMM? 折衷 Milestone Driven Process Milestones are review and synchronization points, not freeze points Milestones enable the team to assess progress and make mid-course corrections Achieving a major milestone represents team and customer agreement to proceed Deliverables are physical evidence that the team has reached a milestone S4: 定义产品和开发的过程Case Study: Project/Production Process in MSN Channel TeamRole: Program Management S4: 定义产品和开发的过程Case Study: Project/Production Process in MSN Channel TeamRole: Program Management (continued) S4: 定义产品和开发的过程Case Study: Project/Production Process in MSN Channel TeamRole: Program Management (continued) S4: 定义产品和开发的过程Case Study: Project/Production Process in MSN Channel TeamRole: Development S4: 定义产品和开发的过程Case Study: Project/Production Process in MSN Channel TeamRole: Test Case Study:The Product Cycle of Office 10 click sample (total 8 slides) 课堂讨论: 软件工程项目管理Closing Case:微软对CMM的实践 Summary Q A S4: 定义产品和开发的过程P4: 形成模块化和水平设计的体系结构, 将产品结构反应在项目结构中. Case Study: Design Patterns (continued) Behavior Patterns Decorator Proxy-Adding Function S