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Instructor Notes Module 4: MSF Team Model This module provides students with an introduction to the Microsoft Solutions Framework MSF Team Model, including the team goals for success, te

Contents

Overview 1

Principles of a Successful Team 16

Review 21

Module 4: MSF Team Model

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Instructor Notes Module 4: MSF Team Model

This module provides students with an introduction to the Microsoft Solutions Framework (MSF) Team Model, including the team goals for success, team roles of the model, how to scale the model for small or large projects, principles

of a successful team, and how to apply the model to different types of projects

At the end of this module, students will be able to:

Describe the six team goals for a successful project

Name the six roles of the MSF Team Model

Define feature team and function team, and describe the function of each

Describe the fundamentals of good teaming by defining team of peers, shared product vision, product mindset, zero-defect mindset, customer-focused mindset, and willingness to learn, as they apply to successful teaming

Describe what happens to the MSF Team Model when it is applied to an enterprise architecture (EA) project, an application development (AD) project, and an infrastructure deployment (ID) project

Materials and Preparation

This section provides you with the materials and preparation needed to teach this module

Materials

To teach this module, you need the following materials:

Microsoft® PowerPoint® file 1639a_04.ppt

Module 4, “MSF Team Model”

A flip chart or white board

Preparation

To prepare for this module, you should:

• Read all the materials for this module

Presentation:

60 Minutes

Activity:

15 Minutes

iv Module 4: MSF Team Model

Instructions for Activity A: Designing a Dream House

This activity is designed to reinforce what students have just learned about MSF Team Model roles and responsibilities

In this activity, the instructor creates three teams of four students Assign the following roles to each team: product manager, program manager, programmer, and customer

Each team is assigned the task of designing the customer’s dream house In each team, the customer sits apart from the others and is unable to overhear and participate in the discussion Only the product manager has contact with the customer

The first team has no contact with the customer

The product manager in the second team can meet with the customer once

The third team uses the versioning process, so the product manager can meet with the customer after each design revision

The teams have five minutes to complete the task There is a penalty for each minute over five minutes At the end of five minutes, each team presents the house design to the class The customer gives rates the design on a scale of 1 to

10 One point is deducted for each minute over five minutes

Because the third team had several interactions with the customer, their design should be closest to the customer’s expectations

Estimated time to complete this activity: 15 minutes

Objective

• Following is the learning objective for this activity:

The student will be able to describe the fundamentals of good teaming, including a team of peers, shared product vision, product mindset, zero-defect mindset, customer-focused mindset, and willingness to learn

Setup

There are no special setup requirements for this activity

Module Strategy

Use the following strategy to present this module:

Team Goals for Success This section presents the team goals for success as identified by MSF Topics in this section include:

• The Six Team Goals for Success

• Understanding the Goals

The MSF Team Model This section presents the six team roles of the MSF Team Model, and the relationship between each team role and their corresponding project goal Topics in this section include:

• Hierarchical Teams and the Team Model

• Product Management Role

• Program Management Role

• Development Role

• Testing Role

• User Education Role

• Logistics Management Role

• Team and Goal Alignment

Principles of a Successful Team The section presents the principles that underlie the Team Model, the basics

of scaling the Team Model for small or large projects, and team role key responsibilities when the Team Model is applied to different project types Topics in this section include:

• Scaling the MSF Team Model

• Applying the MSF Team Model

vi Module 4: MSF Team Model

Background on Scaling the MSF Team Model

Scaling for Small Projects

Although the Team Model consists of six roles, a team does not always require

a minimum of six people The key is that all six roles must be represented on every team and that some roles—particularly development—should not be combined with anything else

When scaling teams for small projects, keep in mind the following issues:

Individual team members can have multiple roles within a project

Team members responsible for multiple roles should make it clear which role or roles they represent when they speak or offer guidance

Teams can function with fewer than six people

Be sure that all perspectives are represented

Avoid conflicts of interest

Not combining Program Managers and Product Managers is just an example

of avoiding conflicts of interest Product management wants to satisfy the customer, whereas program management wants to ship on time and within budget

Do not distract the developers

Developers are the builders and should not be distracted from their main task by having to take on the tasks of another role on the team For example, adding additional responsibilities from outside development to the

development team is likely to slip the development schedule

There are no absolutes, however Ultimately, success in combining roles depends on the skills of individuals

Scaling for Large Projects: Feature Teams

The MSF Team Model advocates breaking large teams (more than ten people)

into small, multidisciplinary feature teams and breaking complex or

cumbersome roles into a smaller, focused feature teams

Referring to the slide, feature teams are small teams that work in parallel, making certain to synchronize their efforts frequently The logic behind feature teams includes the following:

Feature team members are drawn from four of the six roles that make up the Team Model That is because product management and logistics

management tend to focus more at the product level than at the feature level

Each team is responsible for all aspects of the feature to which it has been assigned

Feature teams are empowered and accountable because their members have access to the people that they need for making good decisions

Treating large teams as a collection of small teams offers the benefits enjoyed by smaller teams, such as lower process and communications overhead and greater flexibility

Scaling for Large Projects: Function Teams

Function teams are teams that exist within a role and are formed when tasks

within a role are large enough to require dedicated resources Function teams are effectively the opposite of feature teams They are created when a team or project is so large that it requires grouping people within a role into teams based

on their function When you create a function team, consider the following:

Function teams are made up of people fulfilling different aspects of the team role that they represent More than one person per role does not make a function team It is the delineation of those people by their tasks that makes

a function team

A product management function team might have one person focusing on product planning, whereas another does marketing and yet another does public relations

A development function team might group developers by the service layer that they work on—for example, user, business, or data This could occur within a feature team

Overview

Team Goals for Success

The MSF Team Model

Principles of a Successful Team

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

Describe the six team goals for a successful project

Name the six roles of the Microsoft Solutions Framework (MSF) Team Model

Describe the fundamentals of good teaming by defining team of peers, shared product vision, product mindset, zero-defect mindset, customer-focused mindset, and willingness to learn, as they apply to successful teaming

• Describe scaling the Team Model for small and large projects Define feature team and function team

• Describe what happens to the Team Model when it is applied to an enterprise architecture (EA) project, an application development (AD) project, and an infrastructure deployment (ID) project

In this module, you will learn

about team goals for

success, principles of a

successful team, and the

MSF Team Model

2 Module 4: MSF Team Model

Team Goals for Success

The Six Team Goals for Success

Understanding the Goals

There are six team goals for success that underlie the MSF Team Model satisfied customers, delivery within project constraints, delivery to specification, release after addressing all known issues, enhanced user performance, and smooth deployment and ongoing management

Slide Objective

To introduce the topics

presented in this section

Lead-in

The team goals for success

underlie the MSF Team

Model

The Six Team Goals for Success

Satisfied Customers

Delivery within Project Constraints

Delivery to Specification

Release After Addressing All Known Issues

Enhanced User Performance

Smooth Deployment and Ongoing Management

To be truly successful, every team should strive to accomplish the following goals:

Satisfied Customers Because every project has a customer, satisfying that

customer has to be a principal goal for the project team Even a project that meets all other criteria for success is a failure if the customer does not consider it a success

Delivery within Project Constraints Delivering within project constraints is

crucial A product late and over budget is not likely to be considered a success

Delivery to Specification Delivering the product that everyone agreed

should be delivered is also crucial as is making certain that specifications were built in the first place on what potential users need and want

Release After Addressing All Known Issues The team should not release the

product until it has identified all of the issues and handled them somehow, whether by fixing them or agreeing to address them in a later release A known bug is better than an unknown bug, because future users can be told about it and offered ways to work around it

Enhanced User Performance The product should do something to improve

user performance, or it had not really met any meaningful needs The point

of this goal is that even if the product is delivered on time and on budget, it cannot really be considered a success if it does not enhance a user’s ability

to work

Smooth Deployment and Ongoing Management Finally, a successful team

is one that can deploy a product without great difficulties and make certain that it is supported in a way that bolsters users’ confidence in the product

Slide Objective

To present the six team

goals for success that form

the basis of the Team

Model

Lead-in

The Team Model is built on

principles that include the

six team goals for success,

which become the

responsibilities of the Team

Model roles

4 Module 4: MSF Team Model

Understanding the Goals

Overall Success Requires Accomplishment of Each Goal

Each Goal Must Be Equally Valued

Each Goal Requires a Discipline That Is Focused on That Goal

Each Discipline Is Embodied in a Role

Equally Valued Goals Equate to Equally Valued Roles

The key to understanding the six team goals and objectives lies in understanding that the goals are an “all-or-nothing” proposition You cannot achieve success overall unless you accomplish each one of the goals This point

is crucial to explaining how the six goals map to the team roles

The connection between the team goal and the team role is based on the following logic:

Overall success requires accomplishment of each goal For the team to

succeed overall, it must succeed with each goal

Each goal must be equally valued The only way to ensure that the team

succeeds is to require that it pay attention to each goal, which means that all team members must value all six goals equally

Each goal requires a discipline that is focused on that goal The link

between a goal and a role is the discipline applied to a goal that focuses specifically on accomplishing that goal

Each discipline is embodied in a role Each goal is equally necessary for

success and must be equally valued In the same way, each role that focuses specifically on achieving a goal must also be equally valued

Equally valued goals equate to equally valued roles The relationship of

goal and role is the basis for the idea of a team of peers, which is the heart

of the Team Model for application development

Slide Objective

To present the principles

that correspond to the six

team goals for success

Lead-in

The team goals for success

assume that overall project

understanding how the

goals are linked to one

another is important

because it helps explain

how the goals relate to the

six team roles

The MSF Team Model

Program Management

Development

Testing

Logistics Management

User Education

Product Management

Communication

The MSF Team Model includes six team roles that are independent and multidisciplinary, meaning that each role on the team is a different discipline,

so each team is made up of multiple disciplines

When the Team Model is applied to different project types, the responsibilities

of each role may change, but the naming of the roles and their focus on their specific success goals remains the same

Slide Objective

To present the Team Model

roles

Lead-in

The MSF Team Model

includes six team roles that

are independent,

interdependent, and

multidisciplinary

Delivery Tip

Note that all roles exist

within the organization At

the project level, the six

team roles are involved from

the beginning of the project

6 Module 4: MSF Team Model

Hierarchical Teams and the Team Model

Testing Developer

Project Manager

Logistics

Developer

Analyst User

Education

The Team Model is not intended to replace a traditional organizational chart; it

is intended to coexist with hierarchical structures and, by doing so, to overcome issues related to hierarchical structures

Some issues are inherent to hierarchical team structures, including the fact that the hierarchical structure imposes a relatively high overhead, which may inhibit communications

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

Team members who do not communicate directly increase their chances of being misunderstood

Team members are likely to disengage if they do not understand what is happening or where they are going

High process overhead

To overcome some of the issues inherent in hierarchical team structures, the MSF Team Model can be integrated to provide:

Shared team goals for success

Clear roles and responsibilities

Team of peers

Direct communication

Team and project goal alignment

Flexibility and scalability

coexist with hierarchical

structures and, by doing so,

to overcome issues related

organizational models for

reporting purposes and to

become an organizational

model, but to exist and

operate within traditional

hierarchical organizational

models

Product Management Role

Act As Customer Advocate to the Team

Act As Team Advocate to the Customer

Drive Shared Project Vision

Manage Customer Expectations

Develop, Maintain, and Execute the Business Case

Drive Feature Identification and Prioritization

Develop, Maintain, and Execute the Communications Plan

For the most part, there is no significance to the order in which the six roles of

the Team Model appear But product management does come first because

projects start with product management in response to a customer need

The activities of the product manager may vary depending on the type of project, but common activities carried out by the product manager on any project include the following:

Act as a customer advocate to the team Drive the team to a shared vision of

how to meet customer expectations There is an important difference between the customer and the end user—the customer pays for the product, whereas the end user uses it This means that the needs of the customer and those of the end user have important differences, and the team must achieve

a balance between them

Act as team advocate to the customer Handle high-level communications

Drive shared product vision Establish a shared vision between the team and

the customer

Manage customer expectations How well the team manages customer

expectations can determine whether the project is a success or a failure

Emphasize that product

management is both the

customer advocate to the

team and the team advocate

to the customer