TheMicrosoftWay微软之道.ppt

Architect 2000 Course 1-2 The Microsoft Way 微软之道 How Microsoft creates technology, shapes markets, and manages people Version 1.0 周宏桥 软件设计师,Technology,People,Business,主题:,背景知识: Handout: 本次演讲概括; 计算机软件产业结构分析; 互联网产业结构分析 战略 1: 组织和管理公司 课堂讨论: 人才标准 战略 2: 管理有创造力的人和技能 课堂讨论: 团队精神 战略 3: 在产品和标准上竞争 Handout: 战略和竞争分析(国家一级; 工业一级; 公司一级) 课堂讨论: 竟争战略 战略 4: 定义产品和开发的过程 课堂讨论: 软件工程项目管理 战略 5:开发产品，投放市场 Handout: 微软技术总览 课堂讨论: 创新与微软技术 战略 6: 建立学习型组织 课堂讨论: 沟通 战略 7: 攻击未来 课堂讨论:”The Microsoft Way”与中国实际,背景知识,本次演讲概括; 软件产业结构分析; 世界 中国 互联网产业结构分析 世界 中国 Reference: 中国Resources: 国务院发展研究中心 CCID IDG中国,战略 1: Organizing and Managing the Company (组织和管理公司) Find “Smart” People Who know the Technology and the Business (网罗既懂技术又懂商业的”聪明”人才),Agenda: 战略 1:组织和管理公司 网罗既懂技术又懂商业的”聪明”人才,课堂讨论:人才标准 Opening Case:人才标准之争: 微软副总裁李开复vs.北大副校长陈章良 背景知识: 定义: “smart”? 财富杂志: 世界最受尊敬的公司 原则: 原则 1: 雇佣对技术和管理均有深入了解的CEO 原则 2: 围饶产品市场和商业功能灵活设立组织 原则 3: 雇佣你所能找到的最聪明的经理, 那些对技术和管理均有深入了解的人 原则 4: 雇佣你所能找到的最聪明的雇员,那些对技术和管理均有深入了解的人 Closing Case: 聪明; 勤奋,课堂讨论:人才标准 Opening Case:人才标准之争: 微软副总裁李开复vs.北大副校长陈章良,中央电视台对话节目: 主题 “什么是人才？” (9/2001) 微软李开复: 人品、智慧、团队精神、激情 北大陈章良: 创新、执着、自信 李开复： 我们公司的精神就是,我们雇佣最好的人,但是我们完全信任他们,让他们来把握将来他们和公司的方向。所以我觉得一个人的人品有了问题,我们绝对不会考虑他。 陈章良：人品非常重要。判断一个人值得不值得信赖,人品应该是第一位。但是我现在关键是看这个人能不能干活儿,很多人品非常好的人,但是是个笨蛋,而在笨蛋手下的话,一堆笨蛋这是不行的。 创造力很好人品不好,那么社会会淘汰他的。但是一群人品很好的人,创造力很低的话,就要了命。 李开复：创造力非常重要。但是我认为智慧更重要,因为一个有智慧的人,他可以选择什么时候该创新,什么时候该利用前人的结果,他更有弹性地做一个选择。有些人他可能觉得,自己很有创新,但是创出来的东西不见得有用。我宁肯雇一个有智慧的人,然后教他怎么去创新。就像我宁肯雇一个人品很好的人,然后让他去培养其它方面的知识。 陈章良：但是创新的能力能被教会吗？创新本身是一个可以学习的过程,但重要的还是从小培养的。,李开复：团队精神非常重要的。因为我们做任何一个项目,都不是自己一个人去做的。如果这个时候大家都彼此竞争,我自己做自己的,不告诉你我做什么,不愿意帮助你,这个时候也许六个人都会做出六个不同的结果,最后对公司一点儿都没有用。我们的团队精神的意思,团队的成功才是我们的成功。个人的成功不算是最终的成功。 陈章良：北大的学生出去不太合群历史上就这样。他们考进北大每个人,都觉得我很牛。另外一个人觉得我也很牛,所以每一个人都很牛。谁最牛？那么多都是高考状元,都是班上第一名第二名上北大,面对这些北大非常牛的学生,怎么能够从他们身上看出团队精神？怎么能够要求他们有团队精神呢？ 陈章良：执着就是认定一个目标或者一个方向的话,你能够很执着地去实现它,别半途而废。 李开复：由于执着必须要有自信,所谓的自信就是说,你一个要有能力,第二个相信自己的能力,我认为自信是很重要的。但是一个有智慧的人,你是可以启发他的自信的。如果我有一个员工,他很有智慧,可是没有自信,我可以帮助他培养自信。但是他如果很有自信,没有智慧,我就没办法了。,课堂讨论:人才标准 Opening Case: 人才标准之争: 微软副总裁李开复vs.北大副校长陈章良,定义: What does being “smart” mean?,Bill Gates (1994): “Theres a certain sharpness, an ability to absorb new facts. To walk into a situation, have something explained to you and immediately say, “Well, what about this?” To ask an insightful question. To absorb it in real time. A capability to remember. To relate to domains that may not seem connected at first. A certain creativity that allows people to be effective.” Summary: It means being able to understand & probe complex things quickly & creatively. (能迅速及创造性地理解和探查复杂的事情) My Analysis: Underlying Assumption - Everything can be learned. (So smart people can learn faster.) Question: Does smart people want to learn? (See closing case: smartness versus diligence),财富杂志: 世界最受尊敬的公司 (3/2002) 软件工业,S1:组织和管理公司 P1:雇佣对技术和管理均有深入了解的CEO,Gates the Manager 作为职业经理人的盖茨 Gates Background Challenge: stay on top of a fast-moving industry vs. remain knowledgeable about Microsofts expanding arsenal of products Presides over program reviews and planning sessions in April Privacy,S1:组织和管理公司 P1: 雇佣对技术和管理均有深入了解的CEO,Smart people and small teams: The biggest advantage is that good developers like to work with good developers A development process that allows large teams to work like small teams: the whole approach of milestones and driving the zero defects at those milestones Product architectures that reduce interdependencies among teams Nearly all new product development done on one site: so that whatever interdependencies exist you can go see that person fact to face People working on the same machines they build products for A single main development language Large capital investments to support people Internal use of their own engineering tools More than one person who understands the product details Managers who both create the product and make the technical decisions: “We dont have non-technical management trying to make technical trade-offs.” Quick decision making on technical-versus-business trade-offs. An enormous feedback loop from customers. Deliberate efforts to learn from past projects: postmortems after the projects,比尔盖茨管理产品开发的关键原则,S1:组织和管理公司 P1: 雇佣对技术和管理均有深入了解的CEO,Project Status Reports （产品状况汇报） Project teams send project status report each month to Gates and other top executives, a key mechanism for communicating. Program Reviews Microsoft holds program review meetings for each project every three months or so. Control Over New Product Development （新产品开发控制） Gates: “I have not delegated the general idea of products to developThat is a good decision for a CEO of a software company to keep in his hands. Thats about the only one that I really control nowadays.” Key role: view the entire product portfolio of the company in light of the future directions he sees, including likely competitor moves. Then he makes the biz/tech trade-off decisions. Case Study: Gates 出席所有的新产品发布而不是产品经理或VP,S1:组织和管理公司 P1: 雇佣对技术和管理均有深入了解的CEO,Case Study: Main Points in “Business the Speed of Thought” by Bill Gates: Only managers who master the digital universe will gain competitive advantage Rule1: Insist that communication flow through e-mail Rule2: Study sales data online to share insights easily Rule3: Shift knowledge workers into high-level thinking Rule4: Use digital tools to create virtual teams Rule5: Convert every paper process to a digital process Rule6: Use digital tools to eliminate single-task jobs Rule7: Create a digital feedback loop Rule8: Use digital systems to route customer complaints immediately Rule9: Use digital communication to redefine the boundaries Rule10: Transform every business process into just-in-time delivery Rule11: Use digital delivery to eliminate the middle man Rule12: Use digital tools to help customers solve problems for themselves,S1:组织和管理公司 P2: 围饶产品市场和商业功能灵活设立组织,Gates: “ Microsofts dominant organizational theme is by products” （微软设置组织机构的主题是围绕产品） multifunctional teams organized by product, with some mechanisms to integrate across the product groups.（多功能组） Has two other organizational structures. The 1st is formal, consisting of the management hierarchy. （正式的管理价构） The 2nd is informal; this consists of a loosely defined “brain trust” of executives and a network of technical people and managers who work on special assignments or projects.（非正式的智囊团）,S1:组织和管理公司 P2: 围饶产品市场和商业功能灵活设立组织,Organizational and Process Evolution（组织与过程的演变） 1984: 设立单独的测试和PM组; 1986: Postmortem方法 1988 milestones方法 1989 The May “retreat” and Nov. “Zero-defects code” memo 1992 Establishment of the collective Office of the President Centralization of marketing teams at the division level. Case Study: 软件测试组的设立 H/W OEMs的抱怨: MS BASIC in IBM PC. 除法出错. Ballmer 坚持软件开发人员可以测试他们自己的产品, assisted by 高中学生，文秘， 和一些 outside contractors 不能使用 IBM 的方法: large groups of people review all S/W items,S1:组织和管理公司 P2: 围饶产品市场和商业功能灵活设立组织,Case Study: 管理架构和组织变迁 扁平结构: Over time, Microsoft had developed a structure with 5 levels in the hierarchy with 30,000 employees. 问题: BillG under increasing scrutiny. 解决: 改变管理风格. 不再干扰每一个部门的战略。将控制权力下放到部门领导,S1:组织和管理公司 P2: 围饶产品市场和商业功能灵活设立组织,新市场及新技术: Internet Case Study: Win-Tel High End Cell Phone (2/ 2002) Microsoft Research,S1:组织和管理公司 P2: 围饶产品市场和商业功能灵活设立组织,Organizational Culture 组织文化 Vision in 1975: A computer on every desk and in every home. Vision in ?: Information your fingertip. Vision in 2000: Empower people through great software any time, any place, and on any device. Working long hours & weekends, wearing whatever clothing is comfortable (but never a suit and tie), consuming junk food, and communicating with other employees via email and the intranet. 具有创新及企业家精神： employees should feel free to experiment and stretch out even if there is a significant chance of failure. Case Study: My innovation & stretch out - Atlantis Lite (Details in 战略 5),S1:组织和管理公司 P3: 雇佣你所能找到的最聪明的经理, 那些对技术和管理均有深入了解的人,The Brain Trust （智囊团） The core of MSs 智囊团consists of around a dozen people. Case Study: Mike Maples (EVP 1988-1995, EE+MBA, IBM) Help BillG avoid the pitfalls of large, bureaucratic orgs by emphasizing 4 general precepts that worked well in IBM. 1st: Introduce a full set of personnel management practices 2nd: nurture middle managers 3rd: continue cultivating functional expertise, but to make sure people move around and receive broad experiences. Avoid dept rivalries/battles. Avoid hiding bad news. Open communication aiming at constructive mutual criticism. 4th: define a process for product development with some common principles: Let people do their own schedules. Build in buffer time for the unforeseen delays that always occur. Assume change will happen. Dont try to write a complete spec up front. Manage by milestones, starting with the most difficult things first. Focus on customer problems, not technologies or processes. Move people around, to mix the good and the bad.,S1:组织和管理公司 P3: 雇佣你所能找到的最聪明的经理, 那些对技术和管理均有深入了解的人,Technically Competent Managers In Microsoft, you will find the level of technical expertise and competence all the way through the management hierarchy. Its not that common in the computer industry to find strongly technical people in key management positions throughout the company. “No.1 is everybody actually has code responsibilities, so nobody just manages peoplePeople who manage people lost sight of what the goal is and they dont appreciate the problems and issuesand they dont act on them quickly enough” Weaknesses in Middle Management 中层管理人员的弱点 微软文化: 最好的程序员成为经理. 否则微软人不会尊重他/她。 问题: 经理人的选择基于技术能力而非管理能力. Generally, the managers at Microsoft are not the charisma types. 最大挑战: 寻找合适的中层经理人.,S1:组织和管理公司 P4: 雇佣你所能找到的最聪明的雇员,那些对技术和管理均有深入了解的人,Looking for people: Recruiter: Individual with functional specialty + Teamwork Managers: Adopt to Microsoft Way; with the ability to act and learn on their own BillG in orientation,S1:组织和管理公司 P4: 雇佣你所能找到的最聪明的雇员,那些对技术和管理均有深入了解的人,The Benefits of Smart People:聪明人的正面 人才的质量是无价之宝. 编程生产力: 1020 time more code Less Bureaucratic/more flexible: Make a large company like a small one 强调技术能力而非：遵守规则, 尊敬职务titles, or cultivating skills in political infighting. The Negatives of Smart People:聪明人的负面 Learning curve: painful trial and error; reinvent the wheel; 高层经理人，包括BillG，很难告诉“smart” people如何做。 并不总是愿意合作，妥协，或者共享知识 培根: Knowledge is Power. BillG: Knowledge Sharing is Power.,勤奋(diligent): 爱因斯坦: Success = 99% Perspiration + 1% Inspiration; 毛泽东“世界上怕就怕认真二字”;中国足球主教练博拉*米卢蒂诺维齐: 态度决定一切 Case Study: 微软中国前总裁吴士宏和她的 没上过大学, 在北京一家医院当护士 IBM扫地搽桌子; 半杯咖啡被辱; 抓住去HK培训之机; 做销售; 南天王 微软中国第二任总裁 每天工作17/18小时, 几十年如一日 聪明(smart): 聪明反被聪明误; 小聪明; Case Study: 王安石“伤仲永” 投入与产出-80/20原则 您的单位选拔与任用人才的标准？,课堂讨论:人才标准 Closing Case: 聪明; 勤奋,房地产E网,战略 2: Managing Creative People and Technical Skills（管理有创造力的人和技能） Organize Small Teams of Overlapping Functional Specialists （组织功能特点重叠的小组）,Agenda: 战略 2: 管理有创造力的人和技能 组织功能特点重叠的小组,课堂讨论: 团队精神 Opening Case: MSF in Channel team 原则: 原则 1: 设立 functional specialties, 但以小组形式工作, 责任重叠 原则 2: 让 functional experts 定义和雇用他们的技术人员. 原则 3: 通过 learning by doing 和 mentoring 来指导和教育新人 原则 4: 创造职业道路和阶梯来挽留并嘉奖技术人才 Closing Case: Team from Venture Capitalists Point of View (附: 风险投资简介),课堂讨论: 团队精神 Opening Case: Microsoft Solution Framework: Team of Peers,We will discuss the detail of MSF in later course.,课堂讨论: 团队精神 Opening Case: Microsoft Solution Framework: Process Model,We will discuss the detail of MSF in later course.,“Nobody likes hero unless youre.” Case Study: Channel Team: From “Hero” Model to “MSF” Personal Excellence Model before Sept, 2001 Sept, 2001, MSF Introduction Case Study: Me & Atlantis Lite Project: “Hero” Model Case Study: Me & Shuttle System Project: Pain with other team Case Study: Me & Taxonomy for Atlantis Project: Pain inside the team Feedbacks from Dev team after 6 month (3/2002-4/2002) See Sample 27 Slides. Case Study: Me in 珠海市人事局办公自动化系统 “Hero” Model 珠海市科技进步奖 您单位的软件开发模式?,课堂讨论: 团队精神 Opening Case: Whats your dev model?,战略 2: 管理有创造力的人和技能 组织功能特点重叠的小组,Appendix: Management Theory Comparison of Different organizational Structure,Matrix: Vertical: Horizontal:,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Program Manager: Manage the process of product spec, and serve as a crucial link between software development and marketing. The PM is a leader, facilitator, and coordinator, but is not the boss. Key Roles wrest some control over product development from “superprogrammers” because managing the process differed from developing software.,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Development: Mission: To create high quality software. Define the vision and create the details of individual product features. Key Roles & Responsibilities: Determine the vision for new features Design the features Allocate project resources Build the features Test the features Prepare the product for shipping Case Study: Problem of “Hero”: Short supply not interest to update his code/other people hard to understand his code. Sometimes doesnt understand what the market wants,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Testing: Mission: To validate high quality software. Key Roles & Responsibilities Systematically monitor and evaluate various aspects of a project to verify that quality standards are met Independently validate product features and functionalityensure against assumptions Test compliance to design standards Report status of product quality Serve as advocate for our customers Strive for quality Case Study: Testing in Software Industry S/W industry in mainframe/minicomputer rely on dev to test their own code & also have separate groups of people do final test. PC S/W industry. Testing is ad hoc activity. Dev & outside contractors 1984 setup testing team,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Microsoft Testing Perspectives User perspective: replicate how customers will use a feature and determine if the feature make sense to them. International perspective: Correct formats and languages Hardware perspective: Evaluate compatibility with different H/W platform and equipment configuration Software perspective: Evaluate if the product is compatible with other software. Specification compliance: written by Program Manager. Product stability: check on two levels. One consists of “measurable metrics” (the bug-find rate versus bug severity, and other measures). The 2nd is qualitative, defined as “the gut feel for are we ready” to ship the product,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Testing Activities General review of the previous projects postmortem report, as well as reports from other testing groups. Encourage testers to talk with product support personnel and customers, to review media evaluations (industry critics). Devise special tools or code routines Research: studying competitors products; new features Develop a testing strategy by identifying high-risk areas Develop automated “test suites” Methodologies: unstructured testing, scenario testing, ad hoc testing, gorilla testing, free-form Fridays. Case Study: Testing Tools in Channel Testing Team RAID/Product Studio Load generation/Performance Monitor/Network Monitor Link checker Application Center Test (ACT),S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Usability Engineer Mission: To make our products more useful and usable Work with the product team Understand users task domain Usability testing Competitive testing Field research Cast Study: Usability Testing in Channel Team Usability Lab 1 Usability Engineers; Ph.D majoring in Psychology. Randomly find a customer. Ask question, such as, “how can I send a greeting card to my parents?”. Test if (s)he can locate the links.,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Localization Engineer Mission: deliver products to international markets that meet geopolitical/cultural standards Translate and adapt products for specific international markets resizing interface redesigning graphics rewriting content Product Manager MBAs Key areas of responsibility: Oversee a “business” Recognize and pursue market opportunities Aggressively represent the customer in the product development process Take responsibility for the trade-off between functionality and ship date Take responsibility for the marketing and sales process,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Product Planner Mission: To define a product that meets customer needs Conduct research and provide analysis that identifies user needs, market trends, competitive efforts, and product directions Surveys; User visits; Feedback from marketing, sales and PSS Develop shared vision for the product: Who are the customers? What are their needs? What can the product team do to meet customers needs? Define Long-term product objectives (3-5 years) Product Unit Manager (PUM) Mission: Create and deliver superior customer satisfaction while simultaneously creating long term value for the company Determine positioning, pricing, packaging, and promotion Develop messages that communicate product value to customers Create product visibility and awareness in the marketplace using appropriate tools, including: Publicity; Advertising; Press coverage; Channel (in-store, OEM, reseller) and/or online presence,S2: 管理有创造力的人和技能 P1: 设立 functional specialties, 但以小组形式工作, 责任重叠,Product Support Engineer Mission: To delight customers Customer satisfaction is key goal: Quick resolution; Accurate resolution Identify high-volume issues and key support trends Transfer information about key causes of customer dissatisfaction back to product teams for resolution Web Ops Engineer Mission: Provide hosting for Web products that is highly available, responsive and secure Running the business: Monitor Site and server monitoring of events; Reports of availability and response times; Scale to match production requirements; Manage deployment of minor version releases Provide feedback to planners, developers, testers and program manage