TEŽAVNOST: 200 Microsoft Solutions Framework – MSF v4 Rafal Lukawiecki Strategic Consultant rafal@projectbotticelli.co.uk Project Botticelli Ltd This presentation.

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<ul><li>Slide 1</li></ul> <p>TEAVNOST: 200 Microsoft Solutions Framework MSF v4 Rafal Lukawiecki Strategic Consultant rafal@projectbotticelli.co.uk Project Botticelli Ltd This presentation is based on work by Microsoft TechNet, MSDN and various Microsoft authors including, with special thanks: Ramprabhu Rathnam, Tony Northrup, and Austin Wilson Slide 2 TEAVNOST: 2002 Objectives Convince you that non-technical reasons impact project success a lot Show you an approach to product management that has proven to be very successful Explain the recent developments Slide 3 TEAVNOST: 2003 Agenda Introduction to Frameworks Components of MSF v3 and v4 Future Slide 4 TEAVNOST: 2004 Introduction: Why Projects Fail? What are Frameworks? Slide 5 TEAVNOST: 2005 MSF Microsoft Solutions Framework Established in 1991, made public in 1993 (v1), fully revised in 1998 (v2), January 2003 (v3) and now in March 2006 (v4) Product development framework for creating software and infrastructure deployment Related to MOF, Microsoft Operational Framework Which concentrates on the management of IT infrastructure Slide 6 TEAVNOST: 2006 IT Lifecycle Microsoft Operations Framework Microsoft Solutions Framework Operate Deploy Build Plan Slide 7 TEAVNOST: 2007 Does it Work? Yes, as long as you chose the right bits of MSF for your project High-profile projects that used MSF www.nasdaq.com and www.marriott.com (Aris Corp, now Ciber, www.ciber.co.uk)www.nasdaq.com www.marriott.comwww.ciber.co.uk UK Government Gateway (eGov) Visual Studio, Windows 2003, Windows XP Slide 8 TEAVNOST: 2008 Whats a Framework? Unlike a methodology, a framework is a set of conceptual tools and best practices However, in many ways MSF v4 is closer to a methodology than v3 Slide 9 TEAVNOST: 2009 When projects fail, its rarely technical. Jim Johnson, The Standish Group Root Causes of Failure Separation of goal and function Separation of business and technology Lack of common language and process Failure to communicate and act as a team Processes that are inflexible to change Solution? A good and tested framework! Average cost overrun: 45% Time overrun: 63% Functionality delivered on average: 67% Standish Group Slide 10 TEAVNOST: 20010 Evolution from MSF v3 to v4 Slide 11 TEAVNOST: 20011 MSF Partner Council Who Advised v4 Slide 12 TEAVNOST: 20012 Evolution to MSF v4 Slide 13 TEAVNOST: 20013 Status MSF v3 is fully released and available Study course MOC #1846 MSF v4 for Application Development (both Agile and CMMI) have just shipped on 29 March 2006 Download guidance from www.microsoft.com/msfwww.microsoft.com/msf MSF v4 for Infrastructure Deployment and other flavours (Solutions, Consulting, etc.) are under development at present This is news! Good news. Slide 14 TEAVNOST: 20014 Agility Agility of the development process is the key to being able to cope with inevitable changes (spec, environment, business) or planning errors The price of it is a certain unpredictability of the process Finish date, final cost, feature set Generally, agility is great for small and medium projects in existing and tested dev environments Slide 15 TEAVNOST: 20015 CMMI Capability-Maturity Model Integration describes 5 (or 6) levels of process-based predictability of an organisation (or department) in terms of their ability to produce quality software Level 5 is best. Most companies are 0 or 1. MSF v4 can help you work at level 3 or more. Moving towards higher levels is done by adopting highly predictable (but not so agile) processes Great for larger or more formal projects, especially in more critical environments By the way, MSF and CMMI are not strangers: KPMG published a paper on how MSF v1 could help you with CMM already in 1995! Slide 16 TEAVNOST: 20016 Observation MSF v3 seems more formal than MSF for Agile Software Development We lose some of the structure and modelling from v3 and replace them with a more integrated agile process MSF v3 seems less formal than MSF for CMMI Process Improvement Structures from v3 are becoming more process-improvement oriented Slide 17 TEAVNOST: 20017 What About Extreme Programming? Extreme Programming (XP), which was created after MSF, has similarities Similarities regarding the Zero Defect Mindset and Daily Builds XP is less predictable than necessary for more formal projects But great for very agile projects MSF for Agile Software Development seems more predictable, controllable and even more agile than XP MSF CMMI Process Improvement, naturally, is less agile than XP, but seems the most predictable Slide 18 TEAVNOST: 20018 Key Components of MSF Slide 19 TEAVNOST: 20019 A Team of Peers (v4 Agile) Slide 20 TEAVNOST: 20020 Scaling the Team Model Feature &amp; Function Teams Technique Example: Slide 21 TEAVNOST: 20021 Designing Software within MSF UML (Unified Modelling Language) has a great tradition, though we may need to evolve towards a service-oriented approach UML2? Perhaps, but its possible to be more direct in design. Domain Specific Languages! Great conceptual integration both with MSF and with the tools (VSTS) Further, possible, integration with SDM and DSI Slide 22 TEAVNOST: 20022 Project Management in v4 One of the most powerful features of Visual Studio Team System is its automation of project management Workstreams, Work Items, and Roles concepts Uses Team Foundation Server Relies on Microsoft Project-style planning documents Slide 23 TEAVNOST: 20023 MSF Process Model v3 Project Plans Approved Scope Complete Release Readiness Approved Deployment Complete Vision/Scope Approved MSF Slide 24 TEAVNOST: 20024 Envision Plan Build Stabilize Deploy Release 1 Slide 25 TEAVNOST: 20025 Process Modelling in v4 MSF v4 introduces a new model of Governance and Enactment which replace the traditional process model This caters for different types of processes, which are now defined at the level of methodology, rather than the framework This makes MSF v4 much more suited to work in teams both very small and very big, as opposed to what v3 could have ever catered for Slide 26 TEAVNOST: 20026 Slide 27 27 Iterations Achievement of a pre-determined level of quality Based on planning of feature-sets Mechanism to correct project plan deviations Slide 28 TEAVNOST: 20028 Governance Process mapped onto specific iterations Slide 29 TEAVNOST: 20029 Cycles The foundation of every days co- ordinated work of the team Slide 30 TEAVNOST: 20030 Daily (Nightly) Build Building the product in a deployable form on a daily basis A daily build is A strong indicator that a team is functional Guarantee against component integration problems A way to make the product and its progress visible The heartbeat of the development process A key function of VSTF (see later) Slide 31 TEAVNOST: 20031 How Does Daily Build Work? A A A BB CC B AA B B CC C AA BB C C A A BB C B A B, B C C A BB C A From A B From B and B C From C Day 1Day 2Day 3BVT Slide 32 TEAVNOST: 20032 Quality Criteria Knowing When You Can Ship MSF v4 defines: Minimum Acceptance Level (Scenarios) Relates to Core Functionality Set Test Thresholds Code Coverage for Unit Tests Other, context-driven (bugs per developer) VSTS manages tracking and reporting of these quality criteria during all phases of the project Slide 33 TEAVNOST: 20033 Work Items Activities and Workstreams manage the concept of a work item, which describes an assignable, individual piece of effort that needs to be done: Bug Quality of Service Requirement Scenario Risk (not yet in the beta of VSTS, but soon) Task Slide 34 TEAVNOST: 20034 Process Model Slide 35 TEAVNOST: 20035 Team System Ingenious: tool that implements MSF! As soon as you create a new project in VSTS you get to chose which version of MSF v4 you want to use! VS 2005 TS manages the flow of work items between team members, as well as overlooks their progress Individual versions for Developer Architect Tester Reporting and management tools for project manager and other team members Includes Outlook, Excel and Project Support Slide 36 TEAVNOST: 20036 Future Slide 37 TEAVNOST: 20037 MSF and Software Development Without a doubt, the emphasis of MSF v4 is on software development The MSF team is now firmly a part of the Visual Studio group within Microsoft Tying the framework to the tools (VSTS) was the masterstroke that gave MSF a very prosperous future And vice-versa: the method adds value to the tools, beyond what any Microsoft competitor could offer today Slide 38 TEAVNOST: 20038 MSF for Infrastructure Deployment While initially there was a little confusion, it has now been confirmed that MSF v4 will cater for Infrastructure Deployment too While the detail is being finalised, please consider using MSF v3 or MOF for purely infrastructure deployment oriented projects Consider using the more flexible process approaches from v3 Soft skills, whichever version, like all good ideas, age only like wine, anyway Slide 39 TEAVNOST: 20039 Summary Projects fail for non-technical reasons A framework such as MSF fixes those problem You dont have to use all of MSF at once If you use some bits you increase your chance of succeeding Visual Studio Team System is a marvellous implementation of MSF principles Slide 40 TEAVNOST: 20040 Resources www.microsoft.com/msf MSF for Agile Software Development: lab.msdn.microsoft.com/teamsystem/workshop/msfagile/defau lt.aspxlab.msdn.microsoft.com/teamsystem/workshop/msfagile/defau lt.aspx MSF for CMMI Process Improvement: lab.msdn.microsoft.com/teamsystem/workshop/msfcmmi/defa ult.aspxlab.msdn.microsoft.com/teamsystem/workshop/msfcmmi/defa ult.aspx MSF v3: msdn.microsoft.com/vstudio/enterprise/msf/msdn.microsoft.com/vstudio/enterprise/msf/ MSF Forum: forums.microsoft.com/msdn/ShowForum.aspx?ForumID=63forums.microsoft.com/msdn/ShowForum.aspx?ForumID=63 MOF: www.microsoft.com/mofwww.microsoft.com/mof </p>

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