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MSF OverviewMSF Overview(Microsoft Solutions Framework)(Microsoft Solutions Framework)

Eran KolberEran KolberVice President – LIH LtdVice President – LIH LtdRegional Director – MicrosoftRegional Director – MicrosoftProduct Management Advisor – MSF Development Team (Seattle)Product Management Advisor – MSF Development Team (Seattle)

v-erank@microsoft.comv-erank@microsoft.comkolberey@lihgroup.comkolberey@lihgroup.com

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Is Your Project Out Of Control?Is Your Project Out Of Control?

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Standish Group SurveyStandish Group Survey

Based on more than 30,000 projects

Challenged means completed over budget or past the original deadline

Challenged

Succeeded

Failed 28%28%46%46%

26%26%

“When projects fail, it’s rarely technical.”

Jim Johnson, The Standish Group

Root Causes of FailureRoot Causes of Failure

Separation of goal andfunction

Separation of businessand technology

Lack of common languageand process

Failure to communicateand act as a team

Processes that are inflexible to change

Challenged ResultsChallenged Results

Average cost overrun:189%

Projects restarted:94%

Average time overrun:222%

Average functionality delivered:61%

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MSF DefinedMSF Defined

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What is What is ? ?

Guidance to help organizations be more successful delivering IT Solutions:

Faster,

With fewer people,

Less risk,

While enabling higher quality results

A collection of principles, processes and best practices that work well together

Grouped into “Models & Disciplines”

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RiskManagement

Discipline

ProcessModel

TeamModel

ProjectManagement

Discipline

ReadinessManagement

Discipline

MSF Models and DisciplinesMSF Models and DisciplinesModels

Disciplines

Frameworks:Frameworks:Supplementing MethodologiesSupplementing Methodologies

A methodology applies specific directions to a known destinationA framework, like a compass, verifies progress and provides directional guidance

1st Avenue Plu

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2nd Avenue

3rd Avenue

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MSF

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The Origin of MSFThe Origin of MSF

Analyzes results from project teams and product groups

Contrasts these with industry practices and methods

Organizes and consolidates into “people and process” guidance

Microsoft Worldwide Products Groups

MicrosoftInformationTechnology

Group

Microsoft Consulting

Services

Microsoft Partners

ProvenPractices

Evolving since 1993

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Team Management ModelTeam Management Model

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Team Goals for SuccessTeam Goals for Success

Satisfied customersDelivery within project constraintsDelivery to specifications that are

based on user requirementsRelease after addressing all known issuesEnhanced user performanceSmooth deployment and ongoing

management

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MSF Team ModelMSF Team Model

ProgramManagement

ProgramManagement

DevelopmentDevelopment

TestingTesting

ReleaseManagement

ReleaseManagement

UserExperience

UserExperience

ProductManagement

ProductManagement

Team of Peers

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Why These 6 Roles?Why These 6 Roles?

Key goals need dedicated equally valued roles:Customer Satisfaction: Product Manager

Project delivered within Project Constraints: Program Manager

Design and Implementation Based on Specification: Development

All Issues Known and Addressed: Testing

Users Performing Better: User Experience

Deployment, Admin, and Support: Release Management

ProductManagement

ProductManagement

Teams: Scaling DownTeams: Scaling Down

ProgramManagement

ProgramManagement DevelopmentDevelopment

TestingTesting

ReleaseManagement

ReleaseManagement

UserExperience

UserExperience

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Process ModelProcess Model

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MSF Process ModelMSF Process Model

Project Plans Approved

Scope Complete

Release ReadinessApproved

DeploymentComplete

Vision/Scope Approved

MSF

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Envisioning PhaseEnvisioning Phase

DeliverablesVision/scopedocument

Project structuredocument

Initial riskassessment document

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Setting the TargetSetting the TargetAlice: “Would you tell me please, which way I ought to go from here?” Cat: “That depends a good deal on where you want to get to.”Alice: “I don’t much care where …”Cat: “Then it doesn’t matter which way you go.”

Alice in Wonderland by Lewis Carroll

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Obsolete Solution

TechnologyTechnology

BusinessBusiness

Rate ofRate ofChangeChange VersionedVersioned

ReleasesReleases

Using VersionedUsing VersionedReleases to Keep Up With Releases to Keep Up With the Curvethe Curve

Traditional Release Study and Analysis

TimeTimein Six-Month Cyclesin Six-Month Cycles

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Planning PhasePlanning Phase

Deliverables:

Functionalspecifications

Master projectplan

Master projectschedule

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Defining the ScopeDefining the Scope

Res

ourc

es

Res

ourc

es

Res

ourc

es

Res

ourc

es

FeaturesFeaturesFeaturesFeatures

Schedule

Schedule

Schedule

Schedule

EnvisioningEnvisioning

Res

ourc

es

Res

ourc

es

Res

ourc

es

Res

ourc

es

FeaturesFeaturesFeaturesFeatures

Schedule

Schedule

Schedule

Schedule

PlanningPlanning

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Cost of Fixing a PoorlyCost of Fixing a PoorlyDesigned SolutionDesigned Solution

100

80

60

40

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EnvisioningEnvisioning PlanningPlanning DevelopingDeveloping StabilizingStabilizing

Relative C

ost

Project PhaseDeployingDeploying

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Developing PhaseDeveloping Phase

Deliverables:

Solution code

Build images

Training materials

DocumentationDeployment processes

Operational procedures

Support and troubleshooting

Marketing materials

Updated master plan and schedule

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MSF

Testing the SolutionTesting the SolutionTesting is part of the build cycle, not a standalone activity

Release ReadinessApproved

ScopeComplete

Project PlansApproved

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Stabilizing PhaseStabilizing Phase

Deliverables:Pilot review Release-ready versions:

Source code andexecutablesScripts and installation documentationEnd-user help and training materialsOperations documentationRelease notes

Testing and bug reportsProject documents

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MSF Deploying Phase MSF Deploying Phase Milestones and Deliverables Milestones and Deliverables

DeliverablesOperations andsupport informationsystems

Repository of allversions of docs,load sets, configs,scripts, and code

Project close-out report

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You Don’t KnowYou Don’t KnowWhat You Don’t Know!What You Don’t Know!

Remember …Remember …

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Analyze andPrioritize

Analyze andPrioritize

MasterRisk List

Top nRisks

Plan andSchedulePlan andSchedule

Identity

RiskStatement

ControlControl

MSF MSF Risk ManagementRisk Management Process Process

LearnLearnRisk

Knowledge Base,Concepts,

and Processes

Track andReport

Track andReport

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MSF ReadinessMSF ReadinessManagement DisciplineManagement Discipline

Use proactive vs.reactive approachTreat readiness gaps as risksCapture and manage team knowledgeFocus on individual, not organizational readinessRemember – the need for team readiness spans the life of the project

KnowledgeSkills

Abilities

AssessAssess

ChangeChange

DefineDefine

EvaluateEvaluate

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Information SourcesInformation Sources

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More InformationMore Information

www.microsoft.com/msf

v-erank@microsoft.comv-erank@microsoft.comkolberey@lihgroup.comkolberey@lihgroup.comv-erank@microsoft.comv-erank@microsoft.comkolberey@lihgroup.comkolberey@lihgroup.com

Organizational Change.Organizational Change.Organizational Change.Organizational Change.

We Support It.We Support It.We Support It.We Support It.