Tài liệu Module 3: Process Model pdf

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Module 3: Process Model

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

„ Understand the process model for infrastructuredeployment at a high level

„ Understand the benefits of versioned releases

„ Understand the relationships among projectvariables

„ Understand the concept of managing trade-offs

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„Schedule for an uncertain future

„Minimize uncertainty through effective risk management

„Use frequent builds and quick tests to maximize product stability and predictability

„Cycle rapidly

„Focus creativity by evolving features and constraining resources

„Establish fixed schedules

„Use small teams working in parallel with frequent synchronization points

This slide and the one that follows describe the fundamental concepts andguiding principles that underlie Microsoft’s development process

„ Add buffer (additional) time to project schedules to help the project teamaccommodate unexpected problems and changes

„ For most projects, the ability to manage risk is the limiting factor for projectsuccess

„ A regular solution build is the single most-reliable indicator that the team isfunctioning and development is progressing

„ Versioned releases enable the project team to respond to continuouschanges

„ Microsoft’s general development approach is to constrain developmentresources and budget, which focuses creativity, forces decision-making, andoptimizes the release date

„ Internal time limits keep pressure on the project team to prioritize features(referred to as time-boxing) and activities, as well as to make critical trade-off decisions

„ A large team can work as many small teams in parallel if team membersperiodically synchronize their activities and deliverables

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„Break large projects into manageable parts that can be delivered in a few months

„Use vision statements and outline specifications

to guide projects—baseline early, freeze late

„Avoid scope creep

„Use proof-of-concept prototyping to allow for predevelopment testing

„Apply zero-defect mindset

„Apply no-blame milestone reviews

These are additional principles of the MSF process:

„ Microsoft’s fundamental development strategy is to divide large projectsinto multiple versioned releases, with no separate maintenance phase

„ Use high-level vision statements and outline specifications to get projectsgoing, rather than trying to write a complete and detailed specification at theoutset

„ The vision statement and specifications help the team maintain proper focusand trace critical features to the original requirements, as well as filter outany additional features that creep into plans after the project has beendefined

„ Prototyping allows predevelopment testing from many perspectives,especially usability, and helps create a better understanding of userinteraction It also leads to better product specifications

„ To maximize product stability and predictability, the team should be able tobring the solution to a release condition and keep it there indefinitely

„ As soon as a milestone is achieved, conduct a milestone review to highlightlessons learned, especially things done well This is the mechanism bywhich learning is consolidated and institutionalized

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Installation Process

Training

Selected Technologies Documentation

Support

Communications

The term “solution” in this course refers to the synthesis of all of theseelements, the broad categories for those things the team needs to be successfulduring the deploying phase

Projects may vary in complexity and the amount of effort necessary fordevelopment Many of these elements may not be necessary in a relativelysimple deployment, although the more complex, larger-scale deployment effortswill most likely require all of these

„ Selected technologies may be new to the enterprise or organization, or may

be upgrades, updates, or added components Technologies may includehardware, software, peripherals, or network components

„ Training applies to everyone who will be using or supporting the newtechnology being deployed

„ Documentation refers to all the information needed to install, maintain,support, and use the solution

„ Support processes include the procedures necessary to perform backups,restorations, disaster recovery, troubleshooting, and help desk functions

„ External communications involve keeping outside stakeholders apprised ofthe progress of the deployment and how the solution will affect them

„ Installation processes are the steps performed to install, and at timesuninstall, the selected technologies

Deployment Complete

The process model for infrastructure deployment consists of four phases, eachculminating in an externally visible milestone

„ The envisioning phase is the period during which the team and the customerdefine the business requirements and the overall goals of the project Theenvisioning phase culminates in the vision/scope approved milestone,indicating team and customer agreement on project direction

„ The planning phase is the period during which the team and the customerdefine what will be built and deployed as well as how and when Theplanning phase culminates in the project plan approved milestone,indicating the project team, customer, and key project stakeholders agree onwhat will be delivered and when

„ The developing phase is the period during which the team builds and teststhe solution After testing, the team pilots the technology and stabilizes it inpreparation for release The developing phase culminates in the releasemilestone, indicating that the solution is ready to be deployed in production

„ The deploying phase is the period during which the team deploys thesolution to all sites and ensures that it is stable and usable The deployingphase culminates in the deployment complete milestone, at which pointresponsibility for the solution shifts to the operations and support teams

There are two general types of milestones:

„ Major milestones serve to transition from one phase to another and totransition responsibility across roles

„ Interim milestones serve as early progress indicators and segment largework efforts into workable pieces

Major milestones are also called external milestones because they are visible tooutside parties, including the customer These milestones create opportunitiesfor team members to synchronize their deliverables and expectations withcustomers and end users; with operations, support, and help desk personnel;with the distribution channel; and with other key project stakeholders

„Development and testing

„Logistics management anduser education

Although program management oversees the overall process, achieving eachmilestone requires additional attention from different team roles

Aligning a team role, or collection of team roles, with each of the four externalmilestones makes it clear who is individually responsible for achieving eachmilestone, which creates clear accountability When the project moves to adifferent phase, part of the process often includes transitioning responsibility toother roles The visible transitioning of responsibility is the hallmark of ahealthy project

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Versioning allows the team to revalidate product vision as businessrequirements change Versioned releases do not necessarily occur sequentially.

As project teams mature, they often work with overlapping release cycles

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Versioned releases

„Force closure on project issues

„Set clear and motivational goals with all team members

„Manage the uncertainty and change in project scope

„Encourage continuous and incremental feature delivery

„Enable shorter time to deploy

Versioned releases help the project team respond to ongoing changes in scope,schedule, and project risk They improve the team’s relationship with thecustomer and ensure that the best ideas are reflected in the solution Customerswill be more receptive to deferring features until a later release if they trust theteam to deliver the initial and subsequent solution releases in a timely fashion

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„Adopt a product mindset

„Create a multirelease plan reflecting thought beyond the current deployment

„Cycle rapidly to make customers and users confident of your team’s ability to deliver

„Do not automatically push features into the next version; analyze each feature request for impact, feasibility, and priority

„Deliver core functionality first so you can build on it

Maintaining a product mindset helps a team think beyond the current versionbecause a product mindset focuses a team on execution and on what is beingdelivered at the end of the project

Thinking beyond the current version enhances a team’s ability to make gooddecisions about what to build now and what to defer

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Lesson 3:

Managing Project Trade-offs

The project trade-off triangle and matrix

As you develop and deploy a solution, you will inevitably have to make offs among the project variables—resources (people and money), schedule(time), and features (the solution) Those variables exist in a triangulatedrelationship and affect the quality of the solution.

trade-After you have established the triangle, any change to one of its sides requires acorrection on any one of the sides to maintain project balance, including,potentially, the same side on which the change first occurred

The key to deploying a solution that matches the customer’s needs at the time inwhich they need it is finding the right balance between resources, deploymentdate, and features A project is successful when your customer believes youhave made the right trade-offs, so ask your customer about priorities early andoften

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Microsoft’s Approach

Reso

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Features

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Although the development strategy varies considerably by type of deployment,Microsoft’s general infrastructure deployment strategy is to:

„ Constrain the project team resources and budget in order to focus creativity

„ Optimize the deployment date in order to achieve early deployment

„ Deliver features incrementally over multiple releases

It is not unusual for the customer’s initial view of the project trade-off matrix tohave a check mark in the “optimize” column for all three rows; similarly, theproject team is likely to put a check mark in the “accept” column for all threeroles Obviously, neither of these views is realistic nor acceptable to the other.Although this slide demonstrates Microsoft’s favored approach to infrastructuredeployment, bear in mind that customers will have their own specific

requirements, and different deployments will necessitate different trade-offstrategies

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Activity

„Read the scenario

„Use the trade-off triangle and matrix to resolve the challenge presented with the scenario

„Present your results to the class

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„What are the four phases of the process model for infrastructure deployment, and what are the milestones with which they culminate?

„What are the benefits of versioned releases?

„What are the main project variables, and how

do they relate to each other?

Summary

Now is the time to ask any further questions you may have about the materialpresented in this module

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