Tài liệu Module 2: Team Model docx

Principles „ Small, multidisciplinary teams „ Interdependent roles andshared responsibilities „ Deep technical and business acumen „ Focus on competency and aproduct mindset „ Clear goal

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At the end of this module, you will be able to

„ Understand the challenges of traditional teaming

„ Understand the rationale behind the team model forinfrastructure deployment

„ Understand the team model’s roles andresponsibilities

„ Understand some underlying team model principles

„ Understand how to scale the team model for large andsmall projects

„ Understand the risks involved in combiningroles

Lessons

1 Teaming Concepts

2 Underlying Team Principles

3 Team Model for Infrastructure Deployment

4 Scaling the Team Model

Lesson 1:

Teaming Concepts

The disadvantages of traditional teams

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Activity

„Arrange your chairs according to the diagram

„Read through your role sheet

„Communicate your choices on notepaper (addressed according to instructions) through your team messenger

„When your team has the answer, raise your hand

„High communications overhead

„Misunderstandings from indirect communications

„Unclear team goals

„Disengaged team members

„High process overhead

The traditional team structure has certain disadvantages that the MSF teammodel is designed to overcome:

„ The traditional structure imposes a relatively high overhead, which inhibitscommunications

„ Team members will not communicate clearly unless they understand theirroles and the roles of others on their team

„ Team members who do not communicate directly increase their chances ofbeing misunderstood

„ Team members are likely to disengage if they do not understand what ishappening or where they are going

Principles

„ Small, multidisciplinary teams

„ Interdependent roles andshared responsibilities

„ Deep technical and business acumen

„ Focus on competency and aproduct mindset

„ Clear goals and objectives

„ Active customer participation

Here are some of the 12 fundamental concepts and principles that project teams

at Microsoft follow:

„ Teams are small, consisting of three to eight members who work in parallel

as part of the team

„ Team members are given broad, interdependent, and overlapping roles, andshare responsibility for the success of the project

„ Team members are selected on the basis of their deep understanding of thetechnology involved

„ The team focuses on competency and maintains a product mindset, whichwill be explained later in this module

„ Each disciplinary role on the team has clear goals and objectives for itsparticipation on the team

„ Teams incorporate customer feedback continuously throughout the project

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Principles

„Shared project vision

„Full participation in design

„Deliberate efforts to learn frompast projects

„Shared project managementand shared decision-making

„Team members workingtogether at one site

„Large teams working likesmall teams

The following are additional principles for project teams at Microsoft:

„ Everybody on the project team must share a common vision as to what thesolution should encompass and what combination of factors constitutessuccess for the project

„ Every team member brings an individual perspective to the design bycontributing it to the product specification

„ After every milestone, teams conduct a review to highlight lessons learned,determining what went well and what could have gone better

„ Members share project management and decision-making responsibilities

„ Experience has proven that when team members are close enoughphysically to solve problems face to face, the outcome of the project isconsistently higher

„ Large teams are broken down into small, multidisciplinary feature teamsand centralized function teams, which will be explained later in this module

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Lesson 2:

Underlying Team Principles

Some of the principles and practices that make the team model successful

„What it means

„Clearly understandingproject goals and objectives

„Understanding and buyinginto a vision that all team members and thecustomer hold

„Why it is important

„Provides the team with a uniform sense of purpose

„Resolves conflicting and contradictory visions

„Clarifies project goals and objectives

„Ensures that team members are working towardthe same goal

A project’s success depends on the ability of project team members and thecustomer to share a clear understanding of the project’s goals and objectives.The vision should be formalized as a vision statement that describes both whatthe project is and is not, enables decisions, motivates the team, and is

achievable Shared vision helps eliminate conflicting visions, which enhancesthe team’s cohesiveness

Having a vision offers a way to measure success By coming to agreement onwhat the project is and should accomplish, every role can work toward acommon goal

„What it means

„ Treating the solution as

a product

„ Treating the final deliverable

of the project as a total solution:

Focus on execution does not mean that process is bad, but that it should be used

to accomplish the goal, not just for the sake of using process

„ Increases solution stability

„ Increases schedule predictability

„ Improves accountability

A zero-defect mindset is a commitment to do work at the highest qualitypossible at the time it is being done If each team member does the best jobpossible on his or her part, that will raise the overall quality of the product.Quality has to be owned individually, and not delegated Every team membermust have a stake in the quality of the deployed solution

The zero-defect mindset is not about deploying a solution with no defects at all.Team members should work toward perfection, even if the theoretical concept

of “perfection” is not always possible to attain

to measure success.

„What it means

„ Committing to self-improvementthrough gathering and sharingknowledge

„ Institutionalizing learning through such techniques

as reviews and postmortems

„Why it is important

„ Allows team members to benefit from mistakes

„ Helps team members to repeat successes

„ Mandates time for the team to learn

Milestone reviews and postmortems allow teams to make midcourse corrections

to avoid repeating mistakes and to create best practices out of the things thatwent well Capturing and sharing best practices are fundamental to ongoingimprovement and continuing success

Learning has to be made an explicit activity—for example, time dedicated inthe schedule—for it to have the desired effect

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„Satisfied customers

„Delivery within project constraints

„Delivery to specifications based on user requirements

„Enhanced user performance

„Release after knowing and addressing all issues

„Smooth deployment and ongoing management

To be successful, a project must meet customer needs, not just budget and timegoals The ultimate test of success for any solution is whether or not thecustomer uses it to achieve the stated goals of deployment Accordingly, asolution that is rich in features but cannot be used in the intended way is afailure Successful deployments help users work and perform better Smoothdeployment and quality support increase user confidence

„Overall success requires success in each goal

„Goals are interdependent

„Because all goals are necessary for success, each goal must be equally valued

„Successful achievement of each goal requires a discipline unique to that goal

For a project to be successful, the team must meet all of its goals For example,

a product that enhances user performance is not successful if it is not delivered

on time and within budget If the team values any one goal less than it valuesother goals, it runs the risk of not meeting that goal, which risks the success ofthe project

„A small team of peers working in

interdependent, multidisciplinary roles

„A starting point, not the final answer

„A flexible approach, depending on project scope, team size, and team member skills

Program Management

Development

Testing

Logistics Management

User Education

Product Management

The MSF team model for infrastructure deployment embodies principles used

by successful teams and describes how teams should structure themselves formaximum success The team model is flexible to allow individual project teams

to tailor their efforts based on the scope of the project, the size of the team, andthe skills of the team members

The balance ofpower within eachteam is more areflection of theindividuals, andthe strengths andcapabilities ofthose individuals,than anything else

A team of peers is one in which the members relate to each other as equals andcolleagues with their own roles and responsibilities The team-of-peers concept

in Principles of Infrastructure Deployment has these characteristics:

„ Empowerment means giving members authority and control over their areas

„ Consensus is a decision-making process that helps minimize conflict

„ Balance means the team members are selected for diversity in backgroundand skills

„ Self-selection means the team members play an active role in selecting whoparticipates on the team

„Acts as customer advocate

to the team

„Acts as team advocate to the customer

„Drives shared project vision/scope

„Manages customer expectations

„Develops, maintains, and executes the business case

„Drives features versus schedule trade-offs

„Develops, maintains, and executes the communications plan

Product Management

There is an important difference between the customer and the end user Thecustomer pays for the solution; the end user uses it This means that there areimportant differences between customer or business needs and end-user needs

As a result, a balance must be achieved

Projects start with product management in response to a customer need orproblem Product management’s key contribution is driving the team to ashared vision of how to meet the need or solve the problem

As the customer advocate to the team, product management must understandcustomer requirements, create the business case, establish the shared visionbetween the team and the customer, and ensure that team solutions solve thecustomer’s business problem

As the team advocate to the customer, product management handles high-levelcommunications and manages customer expectations Managing customerexpectations can determine the difference between a project’s success andfailure

„Facilitates team communication and negotiation

„Manages resource allocation

„Manages the project schedule and reports project status

„Manages the functional specification

„Drives overall critical trade-off decisions

Program Management

Program management is responsible for delivering the right solution at the righttime through leadership and coordination

Understanding the concept of the role of program management is crucial tounderstanding the concept of a team of peers The key is to understand thatprogram managers are supposed to facilitate and drive the group to consensus,not be the boss Think of the program manager as a “traffic officer,” whose role

is to facilitate the movement of people and equipment as efficiently as possiblewithout unduly imposing on the team

Jim McCarthy offers this advice for program managers in his book Dynamics of Software Development: “Keep in mind that the goal is to endow each person on

the team with the fullest possible authority, not to rake it in for yourself.”

„Participates in design, focusing on physical design

„Estimates time and effort to complete each feature

„Configures and customizes

Testing

„Develops testing strategy, plans, and scripts to ensure all issues are known

„Manages the build process

„Conducts tests to determine the status of solution development accurately

„Participates in setting the quality bar

The testing role should be able to accurately portray the status of the solution atany time by clearly saying what is currently wrong and what is currently rightwith the product

Testing includes managing the build process, in which the solution is assembledperiodically in the configuration required by the functional specification andtested in a lab environment Testing should have a good grasp of the needs ofthe users and a clear understanding of how the product will meet those needs.Testing is not quality assurance Testing has a project focus and involvesdetailed technical work Quality assurance is often a corporate function withresponsibility for process compliance with corporate or regulatory standards

„Acts as team advocate to the end user

„Acts as end-user advocate to the team

„Participates in defining user requirements

„Participates in designing features

„Designs and develops performance support systems

„Drives the usability process

User Education

In this context, the end user is not the customer The customer pays for thesolution, but the end user is the one who must be able to use it productively.User education’s goal is to deliver a solution that is useful and usable Itparticipates in design with the goal of minimizing the need for performancesupport material and lowering the cost of such materials If any supportmaterials are needed, user education designs, builds, and tests them Supportmaterials may include such things as reference cards, keyboard templates, usermanuals, online help, wizards, and even full-featured courseware

User education tests and tracks usability issues and ensures that the solutiondesign addresses these issues

„Acts as team advocate to operations

„Acts as operations advocate to the team

„Plans and manages solution deployment

„Participates in design, focusing on manageability, supportability, and deployability

„Trains operations and help desk personnel for infrastructure release

Logistics Management

Logistics management is responsible for actually deploying the solution afterthe team has performed the proof of concept and pilot

Earlier in the process, logistics management plays an important feedback role

on the team by advising on manageability and supportability issues based onlessons from previous and current product deployments, and supporting theday-to-day operational needs of the team

Logistics management may be required to provide operations support withtechnical documentation for such things as setup and platform configurations

Team role

Product managementProgram managementDevelopment

TestingUser educationLogistics management

Goal

Satisfied customersDelivery within projectconstraints

Delivery to projectspecificationsRelease afteraddressing all issuesEnhanced user performanceSmooth infrastructuredeployment

Although the whole team is responsible for the project’s overall success, tyingindividual goals to individual roles ensures accountability and focus Each goalrequires a different discipline and creates a unique mindset, with each team rolebringing that discipline and mindset to bear on meeting the overall goal ofproject success A well-balanced team has members who represent theperspective of all six of the fundamental team model roles

Testing Developer

Project Manager

Logistics

Developer

Analyst User

Education

Don’t think of the MSF team model for infrastructure deployment as being atraditional organizational chart with set levels of authority The purpose of theteam model is to describe key roles and responsibility for a project team Manyproject teams include members from different organizations, some of whommay report administratively to different managers Roles on a team do notnecessarily correspond with roles in an organization