Companies are looking to IT to help increase productivity and reduce costs through business process improvement, workforce effectiveness initiatives, and reducing enterprise costs. While businesses are not slashing IT spending, they are restructuring budgets to focus on productivity, agility, and modernizing infrastructure. This involves introducing new products and services to gain market share while also restructuring operations and reducing costs.

4. IT’s Top Priorities - Today
2009 2008 2007 2006
Improving Business Processes 1 1 1 1
Reducing Enterprise Cost 2 5 2 2
Improving enterprise workforce effectiveness 3 6 4 *
Attracting and Retaining new customers 4 2 3 3
Increasing the use of Information or Analytics 5 8 7 6
Creating new products or service (innovation) 6 3 10 9
Targeting customers and markets more effectively 7 9 * *
Managing Change initiatives 8 12 * *
Expanding current customer relationships 9 7 * *
Expanding into new markets or geographies 10 4 9 *
Source: Gartner, “Meeting the Challenge: The 2009 CIO Agenda”

5. Companies are…
Looking to Reducing
Increase But…Businesses are NOT slashing IT Capital
Productivityspending in a knee-jerk response Investments
They ARE looking to IT for help:
Raise Enterprise Effectiveness
Restructure for Productivity and Agility
Reducing Modernize Infrastructure
Operating Manage Change
Costs Restructuring
Introducing New
Products/Services
to Gain Market
Share
Meeting the Challenge: The 2009 CIO Agenda – Gartner Research

7. Am I getting the most value for my
investment?

8. Which project is most at risk?
What can we do?
Are we in compliance?

9. Is it on track?
Is it on budget?

10. Is it on track?
Are we meeting the customer
need?

11. Plan Projects
Trace Requirements to Results
Report Project Status to Stakeholders
Standardize and Improve the Team’s
Process
Manage the Portfolio

13. • Provide tools for development teams to get work done –
maximum productivity with no red tape
• Enable valuable collaboration between the PMO and
the dev team – alignment, iteration, continuous stream of
value
• Give your leadership/PMO the ability to make effective
decisions with full transparency and accurate up to
date information

15. CH2MHill.
Grange Insurance.

16. Piraeus.
Thomson Reuters. “

19. 20 Microsoft Confidential

20. We start with the
team’s current list of
requirements

22. Easily enter new
requirements – using
web dashboards

23. All stored on master
TFS server - flow back
into Visual Studio for
dev team

24. …The team can align their
plans by breaking down the
requirements into work…

25. …continuing until all the
requirements are broken
down successfully…

26. The Project Manager
opens the same plan
from TFS into MS Project
for easy scheduling…

27. She can use the new
Team Planner view to
quickly view the team
workload…

28. …assign
tasks…

29. …and level out
the work…

31. Project’s new “manually scheduled
tasks” gives the Project Manager
control over tasks that are
commitment based while still
supporting easy auto-scheduling of
the rest.

32. …or we can do it all
automatically… 

33. …and my whole team is load-
balanced, taking dependencies
into account

34. Finally, in VS 2010 all
my information from
Project is back in TFS,
for easy coordination
between the dev team
and the PMO

35. 36 Microsoft Confidential

37. All requirements/tasks/…
always stored on same
master TFS server for a
single source of truth
The team can use the
Agile Planning
workbooks to assign
work…

38. …and use a simple view to
load balance the team

39. Planning can account for
out of the office time

40. The team can easily flip
adjust the work
assignments based on
capacity…

41. …until the team is load-
balanced. The team is ready
to commit to this work.

42. During development, a
built-in burndown provides
visibility into the team
progress

43. 44 Microsoft Confidential

44. Again, starting
with a list of
requirements

45. I can run queries which
will tell me which
requirements are being
tested…

46. …and which
requirements are not
being tested!

47. That same set of
requirements is pulled
…and testers can
through into the
then easily add/link
testing tools…
the right test cases to
verify their
implementation

48. When the tester runs
tests, new bugs are
automatically created
with trace
relationships to the
right test cases and
requirements

49. …and those bugs
automatically flow back in
Visual Studio, enabling team
collaboration...

50. The development team
views the bugs in their
tool, Visual Studio

51. From the bug, it is
easy to see the failed
test case

52. The developer can drill
into details on the test
case to resolve the issue

53. Again, same set of
requirements…
With quality and
progress traced and
reported back, for
complete end to end
traceability

54. Everyone has
transparency into the
overall quality

55. 56 Microsoft Confidential

56. Several dashboards provide
additional transparency,
including team progress
Reports are all just Excel, so
they’re simple to open and
customize

57. The dashboards are interactive.
Web parts give direct access to
TFS data….allowing
stakeholders to communicate to
the team

58. Logging issues and checking
on their progress

59. My team can manage all
their work from a personal
dashboard

61. PMO
Project
Server
data,
metrics,
work products,
TFS models, CMDB
ALM policies,
Ops
compliance
Management Packs, Policy Templates, Capacity Models
Tested Configured VMs
Datacenter Models, Automated Diagnostics

62. Late in the project she and the CIO perform a
data-driven analysis of the entire portfolio to
review what is meeting goals, including
prioritizing incoming demand
What is cool: Project server provides teams with a way to get a
handle on the tons of projects they have running, to
quantitatively assess business value.

63. They confirm the value of the current project,
which will help them prioritize resources and
budget for the upcoming quarter
What is cool: Unified quantitative view of the business value of
projects – priority, cost, value, resources & status

64. The Project Manager creates a new
Team Project and associates the
project plan the VSTS project

65. The PM reviews the full portfolio of projects across the
enterprise. All other projects are on track but this project
is visibly in trouble.
What is cool: VSTS-Project Server integration gives you top to
bottom transparency and unified project management. Project
Server rollup pulls key dev project stats (bugs, etc.) from VSTS

66. • Standardize • Full planning tools • End to end
The Future
TFS 2010
TFS 2008
process with with both MS business
process templates Project and Excel alignment,
• Define metrics to Agile Planning balancing and
manage projects • Full requirements tracking the entire
• Utilize CMMI or traceability project portfolio
Agile best practices • Simplified • Complete
out of the box Transparency with integration from
• Receive accurate reports and operations to
status from the dev SharePoint development,
team dashboards flowing production
issues quickly and
seamlessly back to
the software team

67. • Scrum and TFS 2010
• Getting Started with Sarbanes-Oxley (SOX)
• Managing Requirements with TFS 2010
• Reporting with TFS 2010
… please contact Tom Sanchez for details and further
discussions/presentations/Pilots

68. © 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market
conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.
MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

69. 70 Microsoft Confidential

70. 71 Microsoft Confidential

73. Examples of Analysis by Leadership
Where should I force load-balancing/risk management conversations?
Weekly bug fix rates by team
6/3/2009 - 6/10/2009 - 6/17/2009 - 6/24/2009 - Current Weeks to fix
Team 6/9/2009 6/16/2009 6/23/2009 6/30/2009 backlog backlog*
TeamLab 22 32 23 95 406 9.4
WPF and SL Designer 74 63 46 106 583 8.1
Visual Studio Platform (VSP) 196 191 198 227 1416 7.0
ISV and Native Tools (VC) 93 96 104 119 714 6.9
Visual Web Developer 91 74 123 82 540 5.8
TeamEng 209 197 121 255 1041 5.3
TeamTest 101 128 153 340 875 4.8
TeamArch 150 125 175 123 689 4.8
BizApps 93 89 107 170 533 4.6
TFS 267 304 211 420 1157 3.9
Visual Studio Languages 142 116 123 130 473 3.7
PCP 47 82 94 72 112 1.5 Bug distribution
Team People Bugs Bugs/person
VSP 71 1257 17.7
Cider 30 521 17.4
VWD 40 522 13.1
TeamArch 61 632 10.4
TeamTest 79 712 9
ISVNT 82 636 7.8
TeamEng 97 706 7.3
TFS 132 919 7
TeamLab 43 274 6.4
VSL 79 481 6.1
BizApps 81 483 6
PCP 55 117 2.1

74. Examples of Analysis by Leadership
Have we successfully controlled Dev10 Beta 2 DCRs?

75. Examples of Analysis by Autonomous Teams
What areas should we manage aggressively?

76. Examples of Analysis by Autonomous Teams
Are We Converging on DCRs? Where are Problem Areas?

77. Examples of Analysis by Autonomous Teams
How Are Crews Doing Against Exit Criteria?

78. Examples of Analysis by Autonomous Teams
Late in Dev10 Development
How are We Progressing on Feature Crews?

79. Automated Exit Criteria Tracking

81. 83 Microsoft Confidential

82. I can run queries which
will tell me which
requirements are being
tested…

83. …and which
requirements are not
being tested!

84. A tester working in the
VSTS Test and Lab
Manager can see the
requirements and
create their tests

85. The tester
runs the tests

86. Which starts up the
Microsoft Test
Runner…

87. …stepping the
manual tester
through each
test step

88. Rich, actionable
bugs can be
created right
from the test

89. Automatically
capturing all the
environment
data

90. February 2008 “Trends 2008: Project-Based Solutions”