【正文】 ct Support Engineern Mission: To delight customersn Customer satisfaction is key goal: Quick resolution。 Manage deployment of minor version releasesn Provide feedback to planners, developers, testers and program managers about improving service quality in a costeffective mannerS2: 管理有創(chuàng)造力的人和技能P2: 讓 functional experts 定義和雇用他們的技術人員 .n BillG: “…looking for four essential qualities in new hires: ambition, IQ, technical expertise, and business judgment, with IQ most important…”n Case Study: The Microsoft Recruiting Screening Process:n Half of all employee e directly from collegen Send out recruiters to top 40~50 universities n Promising candidates e back to Seattle for 2nd interviewsn Recruiters do not hire。 hikingn Pingpong: Personal Excellence。 小菜一碟n Objective statement。 project。別的選擇時間成本相當高。 n VC不會跟你簽署任何保密協(xié)議，在跟你打交道的過程中 VC始終處于有利的地位，他們可能很喜歡你的創(chuàng)意，但卻想資助別的人去做。真正承擔最大風險的是那些具有企業(yè)家精神的工程師，他們?yōu)楣就度肓舜罅康臅r間、腦力勞動甚至感情，成功了，VC得大頭，失敗了，自己幾年的心血就會付之東流。 review with dev manager every 6 weeksn Mentee’s point: heavy work load, no time to learn. But …n My point: “Attitude determines everything.” “Show me your effort.”n Cool down 1 month.n Formal academiclike examination (50% theory/50% practice)n Result: He can do database project.S2: 管理有創(chuàng)造力的人和技能P4: 創(chuàng)造職業(yè)道路和階梯來挽留并嘉獎技術人才n Career Path:n The typical career path within a functional specialty is to move from being a new hire to being a mentor, team lead, and then manager of the functional area for an entire product unit. Above these managers are special position that cut across product units.n Ladder Level: From 5?~6?。 operation。 interrupt the work of other people to ask questions。 Skiing Snowboarding。 Reports of availability and response times。 Advertising。 new featuresn Develop a testing strategy by identifying highrisk areasn Develop automated “test suites”n Methodologies: unstructured testing, scenario testing, ad hoc testing, gorilla testing, freeform Fridays.n Case Study: Testing Tools in Channel Testing Teamn RAID/Product Studion Load generation/Performance Monitor/Network Monitorn Link checkern Application Center Test (ACT)S2: 管理有創(chuàng)造力的人和技能P1: 設立 functional specialties, 但以小組形式工作 , 責任重疊n Usability Engineern Mission: To make our products more useful and usablen Work with the product teamn Understand users’ task domainn Usability testingn Competitive testingn Field research n Cast Study: Usability Testing in Channel Teamn Usability Labn 1 Usability Engineers。 小聰明 。 半杯咖啡被辱 。 n 高層經理人，包括 BillG， 很難告訴 “smart” people如何做。 7 people 2 days。 1st interview passed in SU。 n Case Study: WinTel High End Cell Phone (2/ 2023)n Microsoft ResearchS1:組織和管理公司P2: 圍饒產品市場和商業(yè)功能靈活設立組織n Organizational Culture 組織文化n Vision in 1975: A puter on every desk and in every home.n Vision in ?: Information your fingertip.n Vision in 2023: Empower people through great software – any time, any place, and on any device. n Working long hours weekends, wearing whatever clothing is fortable (but never a suit and tie), consuming junk food, and municating with other employees via and the intra.n 具有創(chuàng)新及企業(yè)家精神： employees should feel free to experiment and stretch out even if there is a significant chance of failure.n Case Study: My innovation stretch out Atlantis Lite (Details in 戰(zhàn)略 5)S1:組織和管理公司P3: 雇傭你所能找到的最聰明的經理 , 那些對技術和管理均有深入了解的人n The Brain Trust （智囊團）n The core of MS’s 智囊團 consists of around a dozen people.n Case Study: Mike Maples (EVP 19881995, EE+MBA, IBM)Help BillG avoid the pitfalls of large, bureaucratic s by emphasizing 4 general precepts that worked well in IBM.? 1st: Introduce a full set of personnel management practices? 2nd: nurture middle managers? 3rd: continue cultivating functional expertise, but to make sure people move around and receive broad experiences. Avoid dept rivalries/battles. Avoid hiding bad news. Open munication aiming at constructive mutual criticism.? 4th: define a process for product development with some mon principles:1. Let people do their own schedules.2. Build in buffer time for the unforeseen delays that always occur.3. Assume change will happen. Don’t try to write a plete spec up front.4. Manage by milestones, starting with the most difficult things first.5. Focus on customer problems, not technologies or processes.6. Move people around, to mix the good and the bad.S1:組織和管理公司P3: 雇傭你所能找到的最聰明的經理 , 那些對技術和管理均有深入了解的人n Technically Competent Managersn In Microsoft, you will find the level of technical expertise and petence all the way through the management hierarchy. It’s not that mon in the puter industry to find strongly technical people in key management positions throughout the pany.n “… is everybody actually has code responsibilities, so nobody just manages people…People who manage people lost sight of what the goal is and they don’t appreciate the problems and issues…and they don’t act on them quickly enough…”n Weaknesses in Middle Management 中層管理人員的弱點n 微軟文化 : 最好的程序員成為經理 . 否則微軟人不會尊重他 /她。 this consists of a loosely defined “brain trust” of executives and a work of technical people and managers who work on special assignments or projects.（ 非正式的智囊團）S1:組織和管理公司P2: 圍饒產品市場和商業(yè)功能靈活設立組織n Organizational and Process Evolution（ 組織與過程的演變）n 1984: 設立單獨的測試和 PM組 。 V2失敗 。但是他如果很有自信 ,沒有智慧 ,我就沒辦法了。誰最牛？那么多都是高考狀元 ,都是班上第一名第二名上北大 ,面對這些北大非常牛的學生 ,怎么能夠從他們身上看出團隊精神？ 怎么能夠要求他們有團隊精神呢 ？ n 陳章良：執(zhí)著就是認定一個目標或者一個方向的話 ,你能夠很執(zhí)著地去實現它 ,別半途而廢。個人的成功不算是最終的成功。 n 李開復：團隊精神非常重要的。有些人他可能覺得 ,自己很有創(chuàng)新 ,但是創(chuàng)出來的東西不見得有用。 創(chuàng)造力很好人品不好 ,那么社會會淘汰他的。 所以我覺得一個人的人品有了問題 ,我們絕對不會考慮他。 公司一級 )n 課堂討論 : 竟爭戰(zhàn)略n 戰(zhàn)略 4: 定義產品和開發(fā)的過程n 課堂討論 : 軟件工程項目管理n 戰(zhàn)略 5:開發(fā)產品，投放市場n Handout: 微軟技術總覽n 課堂討論 : 創(chuàng)新與微軟技術n 戰(zhàn)略 6: 建立學習型組織n 課堂討論 : 溝通n 戰(zhàn)略 7: 攻擊未來n 課堂討論 :”The Microsoft Way”與中國實際背景知識n 本次演講概括 。Architect 2023Course 12The Microsoft Way 微軟之道How Microsoft creates technology, shapes marke