Microsoft solutions framework msf viramdas


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Microsoft solutions framework msf viramdas

  1. 1. Microsoft Solutions Framework
  2. 2. It is a Framework • Goal – adaptable framework – successfully delivering information technology solutions – faster, – requiring fewer people, and – involving less risk, – While enabling higher quality results. • Not Prescriptive – Flexible scalable approach that can be adapted to suit context
  3. 3. Current Project Challenges • Disconnected stakeholders WITH – irregular, random, or insufficient business input into the process, resulting in critical needs going uncaptured. • Teams that don’t understand the business problem – don’t have clearly defined roles, and – struggle to communicate internally and externally. • Requirements capture failure – Fail to address the real customer problems, – cannot be implemented as stated – omit important features, & – include unsubstantiated features.
  4. 4. Current Project Challenges • A vague project approach – Not well understood by the participants, – resulting in confusion, overwork, missing elements, and reduced solution quality. • Poor hand-off from project teams to operations – Lengthy delays in realizing business value – Costly workarounds to meet business demands.
  5. 5. MSF – Process Model..
  6. 6. MSF – Foundation Principles 1. Foster open communications 2. Work toward a shared vision 3. Empower team members 4. Establish clear accountability and shared responsibility 5. Focus on delivering business value 6. Stay agile, expect change 7. Invest in quality 8. Learn from all experiences Business Goals Invest in Be Agile /CHANGE Quality Single Vision Resp & Open Communication Accountability Empowered Learn from Experience Team
  7. 7. Focus on Business Value • ―Experience had taught Thomas Edison to combine commercial and technical considerations. The ‗electric vote recorder,‘ the first invention for which Edison received a patent, tallied votes quickly and was intended for use within legislatures. But when he approached a congressional committee about sales, the committee chairman told him, ‗Young man, that is just what we do not want.‖ (It would infringe on the sacred institution of the filibuster.) His machine was never produced, and he resolved not to devote his attention to the invention of anything that lacked ‗commercial demand.‘‖ - Randall E. Stross • Business value is a reflection of the value that end customers are ready to bet on the service rendered. To identify the JTBD and the outcome expectation therefore is key Model / Key Proven Discipline Concept Practice Recommendation1. Customer Experience 1. Understand customer 1. Capture JTBD and 1. JTBD & Outcome2. Business Value & latent needs and jobs to Outcome Expectations Expectations Strategy be done. 2. Objective ROI based 2. Systems Thinking3. Design Thinking 2. Business Case definition portfolio 3. Instrument, Analyze, 3. Continuously map 3. Measurement based Gamify customer experience design in services 4. SOA – portfolio mgmt
  8. 8. Invest in Quality • Demings concept of zero inspection and the lean concept of systemically solving failures in execution are critical to achieving high level of Quality • In addition the current insight of understanding and preempting customer needs and managing their experience would be critical in developing services that are appreciated and adopted by end users • Quality is value. The key is to understand quality in the upstream.. Demand Failure identification is critical to eliminate value-less work that get generated in operations.. Model / Key Proven Discipline Concept Practice Recommendation1. Customer Experience 1. Anthropologists in design 1. Poke-Yoke Design 1. Value stream mapping2. Failure Demand 2. Design thinking 2. Systems thinking 2. System operator models3. Zero Inspection 3. Poke – yoke in process 3. Incremental Agile4. Learning from failures 4. Stop on Failures innovation 5. Stable Tech.
  9. 9. Common Shared Vision • ―Before the project gets rolling, a team needs to buy in to a common vision. • Without such a shared vision, high-performance teamwork cannot take place.A study of 75 teams found that in every case in which the team functioned effectively, the team had a clear understanding of its objective."—Steve McConnell2 • Vision is key to delivery and assessment of success • clarify goals and bring conflicts and mistaken assumptions to light so they can be resolved. • Clarifying and getting commitment to a shared vision is so important that it is the primary objective of the first phase of any MSF project. Model / Key Proven Discipline Concept Practice Recommendation1. Scope & Integration 1. Top Management & 1. Good Leadership Quality 1. 6 Hat Model2. Team & Workgroup Team Buy-in 2. Systems Thinking 2. Mckinsey – Brick in the management wall 3. Strategy maps
  10. 10. Empower Team Members • ―On the best teams, different individuals provide occasional leadership, taking charge in areas where they have particular strengths. No one is the permanent leader, because that person would then cease to be a peer and the team interaction would begin to break down. The structure of a team is a network, not a hierarchy.― —Tom DeMarco and Timothy Lister4 • Empowered teams accept responsibility for the management of project risks and team readiness and therefore proactively manage such risk and readiness to ensure the greatest probability of success Model / Key Proven Discipline Concept Practice Recommendation1. Execution 1. Roles and 1. Identify individual 1. HR measurement of2. Organization design Responsibilities capabilities people capabilities3. Structures 2. Latitude for Failures 2. Regular mentoring and 2. Systems to support 3. Performance / feedback individual actions measurement
  11. 11. Learn from All Experiences • 99% of all innovation is applied innovation – which means that the innovation insight was already there and re-applied to a specific use case or industry – Genrich Altshuller • Psychological inertia, defined as a limits that a person thinks through based on experience, training and environment, needs to be overcome to achieve new innovative insights and designs that a breakthrough and disruptive. Model / Key Proven Discipline Concept Practice Recommendation1. Learning based 1. Psychological inertia 1. Triz based innovation 1. ARIZ – Triz Execution 2. Recording Experiences 2. Google organization 2. Google – Experiment,2. Innovative teams 3. Sharing within teams Approaches Measure, Scale, Share, 3. Cross learning session 4. Lateral thinking debono 5. 20% own time. Discover
  12. 12. Stay Agile, Expect change • ―On the best teams, different individuals provide occasional leadership, taking charge in areas where they have particular strengths. No one is the permanent leader, because that person would then cease to be a peer and the team interaction would begin to break down. The structure of a team is a network, not a hierarchy.― —Tom DeMarco and Timothy Lister4 • Focus on the Agile Manifesto – Working Outcome based delivery – Face to Face Communication – Collaboration with Customer / Business – Responding to Change Model / Key Proven Discipline Concept Practice Recommendation1. Flexibility in delivery and 1. Agile Principles 1. Outcome focused 1. Storyboards, fixed time the ability to adopt to 2. Extreme programming delivery models execution – Iterate change organization 2. Time and iteration based 2. Daily Team stand-ups2. Iterative, Time oriented plans 3. Small coherent work- execution 3. Visual thinking groups communication
  13. 13. Accountability & Responsibility • ―Each [team] member‘s relationship to the team must be defined in terms of the role to be assumed and the results the role is to produce. Eventually, any team effort boils down to the assumption of individual responsibilities and accountabilities.‖ • They are interdependent for two reasons: – first, out of necessity, since it is impossible to isolate each role’s work; – second, by preference, since the team will be more effective if each role is aware of the entire picture Model / Key Proven Discipline Concept Practice Recommendation1. Organization design 1. R&R in the organization 1. Common vocabulary of 1. Systems for aligning 2. Trickle key outcome outcomes GNO to organization objectives through 2. Few and manageable 2. Internal social networks structure objectives – trickle down to converse and mentor
  14. 14. Foster Open Communication • ―Schedule disaster, functional misfits, and system bugs all arise because the left hand doesn‘t know what the right hand is doing…. How, then, shall teams communicate with one another? In as many ways as possible. - Frederick P. Brooks, Jr1 • information has to be readily available and actively shared for optimal functioning Model / Key Proven Discipline Concept Practice Recommendation1. Communicate 1. Listen & Share 1. Pre-Emptive Sharing 1. Create Voice & data2. Messages 2. Pull based Comm. Stores 2. Incentives & encourage share
  15. 15. MSF Team Model
  16. 16. Team Roles – Quality goals • Every one knows the roles and their owners •
  17. 17. Process Model - Spiral • The phases can be viewed as – exploratory, investigatory, creative, single-minded, & disciplined.
  18. 18. Main Disciplines in MSF • Project Management – Emphasis is on consensus based decisions • Risk Management – Emphasis on every stage of the project • Readiness Management – successful adoption and realization of a technology investment. – Current versus desired state of KSA – During planning, building & managing solutions.
  19. 19. Learning MSF• MSF Resource Library. –• The recommended order for reading the white papers is as follows: – Microsoft Solutions Framework version 3.0 Overview (this paper) – The MSF Team Model – The MSF Process Model – The MSF Project Management Discipline – The MSF Risk Management Discipline – The MSF Readiness Management Discipline