1 מודל ניהול הצוותים של MSF

2 Causes of failure  Poorly-defined objectives  Insufficient planning  Lack of executive support  Organizational barriers  Lack of user involvement  Lack of business awareness  Insufficient skills

3 Critical Decisions Discipline or Agility The engineering approach  Predictability  TCO  High availability  Design and architecture  Release management  Disciplined team The agile agenda  Rapid cycling  Close customer involvement  Iteration and feedback  Learning from experience  Motivated team

4 Critical Decisions Hierarchy or “Team of Peers” Hierarchic team  Project manager accountable for everything  “Authority” & “Control”  Hierarchy for decisions  Goals fixed Team of Peers  Each team role has its accountability  “Responsibility” & “Facilitation”  Decisions by consensus  Changes managed

5 Critical Decisions Process model  Waterfall Model  Predictable series of activities  Milestones mark transition and assessment points  Spiral Model  Relies on iterations for improvement  Continual high customer involvement

6 Principles of a Successful Team  Shared project vision  Product mindset  Zero-defect mindset  Customer-focused mindset  Willingness to learn  Open Communications  Stay Agile, Expect Change

7 Product Mindset  “When you wake up in the morning and you come in to work, you say, ‘What is the focus—are we trying to ship or are we trying to write code?’  The answer is, we are trying to ship. You’re not trying to write code, you’re trying not to write code.”

8 Zero-Defect Mindset  Zero-defect mindset is a commitment to quality.  It means that the team goal is toperform their work at the highest quality possible, so that if they have to deliver tomorrow, they can deliver something.  It’s the idea of having a nearly shippable product every day.  It does not mean delivering code with no defects; it means that the product meets or exceeds the quality bar that was set by the project sponsor and accepted by the team during envisioning.

9 Customer-Focused Mindset  Satisfied customers are priority number one for any great team.  A customer focus throughout development includes a commitment from the team to understand and solve the customer’s business problem.  One way to measure the success of a customer focused mindset is to be able to trace each feature in the design back to a customer or user requirement.

10 Willingness to Learn  Willingness to learn includes a commitment to ongoing self improvement through the  Conducting milestone reviews and blameless postmortems are components of the MSF process model which help teams commit to communicating.  Teams that commit time in the schedule for learning, reviews, and postmortems createan environment of ongoing improvement and continuing success.

11 Motivated Teams Are Effective  Clarify team vision.   Build team identity, beakers, and so on.   Spend time getting to know colleagues by way of social or team events.  Schedule team-building sessions where team members can experiment with different ways of collaborating and interacting, normally outside the work setting.  Ensure that the individual’s personal goals are considered, such as providing opportunities for personal or technical competency development, or managing the impact on work-life balance.   Maximize the empowerment felt by individuals and listening to their views.   Celebrate success.

12 MSF Team Model Program Management Program Management Development Testing Release Management Release Management User Experience User Experience Product Management Product Management Team of Peers

13 Role Focus and External Coordination

14 MSF Team Model Communication Delivering the solution within project constraints Satisfied customers Enhanced user effectiveness Smooth deployment and ongoing operations Approval for release only after all quality issues are identified and addressed Building to specification Development Test Release Management User Experience Product Management Program Management

15 MSF Team Role Clusters Business value Marketing Customer advocacy Product planning Project management Solution architecture Process assurance Administrative services Technology consulting Implementation architecture and design Application development Infrastructure development Test planning Test engineering Test reporting Infrastructure Support Operations Logistics Commercial release management Accessibility Internationalization User advocacy Training/support material Usability research and testing User interface design Development Test Release Management User Experience Product Management Program Management

16 Scaling Roles to Small and Large Projects  Scaling down: Teams with fewer than six people  Team members share roles  Be sure all perspectives are represented  Avoid conflicts of interest  Scaling up: Feature and/or function teams  Feature teams Multidisciplinary sub-teams organized around feature sets  Function teams Unidisciplinary sub-teams organized by functional role Program Management Program Management Development Testing Release Management Release Management User Experience User Experience Product Management Product Management

17 Multiple Feature Teams for Large Projects Function teams can also be employed.

18 Combining Roles for Small Projects

19 Team Empowerment

20 Roles & Responsibilities

21 MSF Phases and Milestones Project Plans Approved Scope Complete Release Readiness Approved Deployment Complete Vision/Scope Approved Pilot Complete Pre-Production Testing Complete Release Candidates User Acceptance Testing Complete Zero Bug Bounce Bug Convergence Technology Validation Complete Functional Specifications Baselined Master Project Plan Baselined Master Project Schedule Baselined Development/Test Environment Set Up Deployment Stabilized Site Deployments Complete Core Technology Deployed Core Team Organized Vision/Scope Baselined Proof of Concept Complete Internal Release 1 Internal Release 2 Internal Release n

22 Envisioning PhasePlanning PhaseDeveloping PhaseStabilizing PhaseDeploying Phase  Overall goals  Identify customer requirements  Vision / scope document  Conceptual design  Business requirements analysis  Communications plan  Customer expectations  Communications plan execution  Launch planning  Customer feedback, assessment, signoff  Design goals  Solution concept  Project structure  Conceptual and logical design  Functional specification  Master project plan  Master project schedule  Budget  Functional specification management  Project tracking  Plan updating  Project tracking  Bug triage  Solution / scope comparison  Stabilization management  Prototypes  Development and technology options  Feasibility analysis  Technology evaluation  Logical and physical design  Development plan / schedule  Development estimates  Code development  Infrastructure development  Configuration documentation  Bug resolution  Code optimization  Problem resolution  Escalation support  User Performance needs and implications  Usage scenarios / use cases  User requirements  Localization / accessibility requirements  User documentation, training plans and schedules  Training  Training plan updates  Usability testing  Graphic design  User documentation stabilization  Training materials  Training  Training schedule management  Testing approach  Test acceptance criteria  Design evaluation  Testing requirements  Test plan and schedule  Functional testing  Issues identification  Documentation testing  Updated test plan  Testing  Bug reporting and status  Configuration testing  Performance testing  Problem resolution  Deployment implications  Operations management and supportability  Operations acceptance criteria  Design evaluation  Operations requirements  Pilot and deployment plan and schedule  Rollout checklists  Rollout and pilot plan updates  Site preparation checklists  Pilot setup and support  Deployment planning  Operations and support training  Site deployment management  Change approval Development Test Release Management User Experience Product Management Program Management

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