visual studio 2005 team system: mastering software project management with process guidance and...

Visual Studio 2005 Team System: Mastering Software Project Management with Process Guidance and Office System 2003 Integration

Visual Studio 2005 Team System: Mastering Software Project Management with Process Guidance and Office System 2003 Integration

Beny Rubinstein Beny Rubinstein Randy MillerRandy MillerProduct Manager Product Manager Program Program ManagerManager

Visual Studio 2005 Team SystemVisual Studio 2005 Team SystemMicrosoft CorporationMicrosoft Corporation

Technical Breakout Session: DEV347Technical Breakout Session: DEV347

GoalsGoals

In this session we will use Visual In this session we will use Visual Studio 2005 Team System to project Studio 2005 Team System to project manage and build new functionality manage and build new functionality in the Adventure Works application. in the Adventure Works application.

This session will also focus on some This session will also focus on some of the artifacts associated with the of the artifacts associated with the integrated process guidance, MSF, in integrated process guidance, MSF, in Visual Studio 2005 Team System.Visual Studio 2005 Team System.

The Rules Have ChangedThe Rules Have ChangedFrom AnticipationFrom Anticipation

(Define, Design, Build)(Define, Design, Build)

To AdaptationTo Adaptation(Envision, Explore, Adapt)(Envision, Explore, Adapt)

AdventureWorks ProjectPlan

ID Task Name Start Finish DurationJul 2004

18 19 20 21 22 23 24 25 26 27 28 29 30 31

1 1d7/19/20047/19/2004Define

2 5d7/26/20047/20/2004Design

3 1d7/27/20047/27/2004Build

4 1d7/28/20047/28/2004Deploy

5 1d7/29/20047/29/2004Party

???????????

Agile vs. FormalAgile vs. Formal

AgileAgile

““Evolve and adapt”Evolve and adapt”

Ideal for Ideal for Competitive Competitive EnvironmentsEnvironments

Rely on PeopleRely on People

Plan as you goPlan as you go

Drawbacks: Project Drawbacks: Project Plan can’t keep up Plan can’t keep up with changewith change

FormalFormal

““Plan and Plan and optimize”optimize”

Ideal for Regulated Ideal for Regulated EnvironmentsEnvironments

Rely on ProcessRely on Process

Plan in advancePlan in advance

Drawback: Project Drawback: Project Plan becomes out Plan becomes out of date or does not of date or does not reflect realityreflect realityEither way, Project Management is a lot of work

State of Project ManagementState of Project Management

• PMI• “Science” of Project Management

• Risk Assessment• Planning and Scheduling• Work Breakdown

Primitive

“Are you done yet?”

Primitive

Status Reports

Reporting Continuum

Tedium

Change Management

Work Item Tracking

Reporting

Project Site

Visual Studio

Team Foundation

Integration Services

Project Management

Pro

cess

an

d A

rch

itect

ure

Pro

cess

an

d A

rch

itect

ure

G

uid

an

ceG

uid

an

ce

Dynamic Code Analyzer

Visual Studio

Team Architect

Static Code Analyzer

Code Profiler

Unit Testing

Code Coverage

Visio and UML Modeling

Team Foundation Client

VS Pro

Class Modeling

Load Testing

Manual Testing

Test Case Management

Application Modeling

Logical Infra. Modeling

Deployment Modeling

Visual Studio

Team DeveloperVisual Studio

Team Test

Vis

ual S

tud

io In

du

stry

V

isu

al S

tud

io In

du

stry

Part

ners

Part

ners

Visual Studio Team SystemVisual Studio Team System

My team is on the same pageMy team is on the same page

Organize the data to make senseOrganize the data to make sense

Use the tools I wantUse the tools I want

Manage the project, not the data Manage the project, not the data gatheringgathering

New angles on project success beyond New angles on project success beyond bugsbugs

Based on industry proven practicesBased on industry proven practices

Unobtrusive on you and the teamUnobtrusive on you and the team

How to be Productive and VisibleHow to be Productive and Visible

Randy MillerRandy MillerProgram ManagerProgram ManagerVisual Studio 2005 Team SystemVisual Studio 2005 Team System

A Good Start… A Good Start…

Elements of VisibilityElements of VisibilityWhatWhat

What people are What people are working onworking onWhat’s critical What’s critical How does is relate?How does is relate?Data analyticsData analytics

HowHowWork is changing Work is changing handshandsIt should be done “this It should be done “this way”way”

Elements of Elements of ProductivityProductivity

WhatWhatUp to date information Up to date information Tools for the jobTools for the job

HowHowGet started as soon as Get started as soon as I canI canDon’t remember, just Don’t remember, just workworkLightweightLightweightNothing gets in the Nothing gets in the waywayCustomizableCustomizable

Role of the Project ManagerRole of the Project Manager

““A good project manager looks at a A good project manager looks at a small number of really important small number of really important elements and makes project elements and makes project decisions accordingly.”decisions accordingly.”

The Fallacy of Real-Time PMThe Fallacy of Real-Time PMProject Plans Project Plans

Capture a point in timeCapture a point in time

Require contextRequire context

Cannot change by the minuteCannot change by the minute

Are an important management toolAre an important management tool

Agile vs. FormalAgile vs. Formal

AgileAgile

““Evolve and adapt”Evolve and adapt”

Ideal for Ideal for Competitive Competitive EnvironmentsEnvironments

Rely on PeopleRely on People

Plan as you goPlan as you go

Drawbacks: Project Drawbacks: Project Plan can’t keep up Plan can’t keep up with changewith change

FormalFormal

““Plan and Plan and optimize”optimize”

Ideal for Regulated Ideal for Regulated EnvironmentsEnvironments

Rely on ProcessRely on Process

Plan in advancePlan in advance

Drawback: Project Drawback: Project Plan becomes out Plan becomes out of date or does not of date or does not reflect realityreflect realityEither way, Project Management is a lot of work

Microsoft Solutions Microsoft Solutions Framework Version Framework Version 4.04.0

Microsoft Solutions Microsoft Solutions Framework Version Framework Version 4.04.0

Microsoft Solutions FrameworkMicrosoft Solutions Framework

MSF offers guidance in MSF offers guidance in how to organize people how to organize people

and projects to plan, build, and projects to plan, build, and deploy technology and deploy technology

solutions solutions successfully and successfully and

effectivelyeffectively

Methodware Magic QuadrantGartner Research, 2003Methodware Magic QuadrantGartner Research, 2003

Source: Gartner Research (August 2003)

Don’t Repeat Others’ MistakesDon’t Repeat Others’ MistakesUxUx

Disconnected from HelpDisconnected from HelpDisconnected from ToolsDisconnected from ToolsRoute maps not obviousRoute maps not obvious

ContentContentTries to satisfy everyone, but pleases no one (sometimes agile, Tries to satisfy everyone, but pleases no one (sometimes agile, sometimes heavy)sometimes heavy)Mismatch of Tool Help, Templates and GuidanceMismatch of Tool Help, Templates and GuidanceToo much content - overwhelmingToo much content - overwhelmingDoesn’t feel like a coherent, e2e wholeDoesn’t feel like a coherent, e2e whole

CustomizationCustomizationHad to customize to get startedHad to customize to get startedWeak examples when customizingWeak examples when customizingNot always recognizable after customizationNot always recognizable after customization

Guidance not automated with workflowGuidance not automated with workflow

"Rational/RUP training is a big expense and methodology is a big "Rational/RUP training is a big expense and methodology is a big thorn in our side. I hope you guys do it right."thorn in our side. I hope you guys do it right."

Learn What Others Do WellLearn What Others Do Well

Content organized for maintenance Content organized for maintenance

Clear metamodelClear metamodel

Clear plug-in modelClear plug-in model

Many navigation pathsMany navigation paths

Graphical navigationGraphical navigation

MSF (v4.0) is…MSF (v4.0) is…

The right content for the right The right content for the right person at the right timeperson at the right time

1.1. An agile software development An agile software development processprocess

2.2. A formal software development A formal software development processprocess

3.3. Framework for customers and partners Framework for customers and partners to implement custom software to implement custom software development processdevelopment process

MSF Integration is seamlessMSF Integration is seamless

Accessible/EmbeddedAccessible/EmbeddedExposed within HelpExposed within Help

CentralizedCentralizedDelivered via Team Foundation ServerDelivered via Team Foundation Server

CurrentCurrentUpdated from MSDNUpdated from MSDN

CustomizableCustomizableExtended by GSIs, ISVs, Enterprise PMOsExtended by GSIs, ISVs, Enterprise PMOs

Book seriesBook seriesAddison Wesley & MS LearningAddison Wesley & MS Learning

Broad Industry SupportBroad Industry Support

AdventureWorks Project TeamAdventureWorks Project Team

Jacqui AckermanJacqui AckermanProject Project ManagerManager

Art BensonArt BensonArchitectArchitect

Mort GainesMort GainesDeveloperDeveloper

Renee DavisRenee Davis TesterTester

Larry Sykes Larry Sykes Product Product ManagerManager

Run Test Identify a BugWrite Validation Tests

Plan a Scenario

Implement a Development Task

Create Solution Architecture

Create a Scenario

Define Personas

Apply for Loan: Fill out Application

Book Loan: Create Loan Agreement

Evaluate Request: Find Credit Score

Create Scenario List Write ScenariosPrioritize Scenario List

1

Review Scenarios

Decompose System

Run a Test Case

Determine Interfaces

< Back Next > Cancel

Wizard Text

Wizard TitleWizard Title

Create Architectural Prototype

Estimate Scenario

Schedule Scenario

March 29

Monday Tuesday Wednesday

Thursday Friday Saturday Sunday

30 31 April 1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 May 1 2

April 04

Divide Scenario into Tasks

Cost a Development Task

Write Code

Class Class2

Class3

Integrate

Write and Perform Unit Tests

Review Code

From Team Collaboration

to Team Partnership

Storyboard a Scenario

Using MSF inside Visual Studio 2005 Team SystemUsing MSF inside Visual Studio 2005 Team System

Run a Test Case

Integrate Identify a BugWrite Validation Tests

Write Code

Class Class2

Class3

Integrate


Review Code

Fix a Bug

Triage Bugs

Schedule Bugs

March 29



30 31 April 1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 May 1 2

April 04

Run Test

Verify BugVerify a Bug

Triage

Close a BugClose a BugCreate Development Task

Plan a QosRequirement

Implement a Development TaskCreate Solution Architecture

Create a QosRequirement




Add Qos Req to Scenario ListReview Qos Req

Decompose System

Run a Test Case

Determine Interfaces


Wizard Text


Create Architectural Prototype

Prioritize Scenario List

1

Estimate Qos Req

Schedule Qos Req

March 29



30 31 April 1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 May 1 2

April 04



Write Code

Class Class2

Class3

Integrate


Review Code

Run Test Identify a BugWrite Performance Test

Write Qos Requirements

Develop a Perf Model

The “Macro” PerspectiveThe “Macro” Perspective

VisionVisionFunctionalityFunctionality

TimeTime

RiskRisk

QualityQuality

DeploymentDeployment

Write Vision Statement Define Test Approach Create System ArchitectureEvaluate ComplexityReview Objectives

100 90 80

5

1

4

ID Task Name Start Finish DurationJun 2004

4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 1d6/4/20046/4/2004Task 1

2 1d6/4/20046/4/2004Task 2

3 1d6/4/20046/4/2004Task 3

4 1d6/4/20046/4/2004Task 4

5 1d6/4/20046/4/2004Task 5

Determine Progress


Define Personas




Create Scenario List Write Scenarios Review Scenarios

Plan a Scenario Implement a Development Task


Run a Test Case

Prioritize Scenario List

1

Estimate Scenario

Schedule Scenario

March 29



30 31 April 1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 May 1 2

April 04


Write Code

Class Class2

Class3

Integrate


Review Code

Decompose System Divide Scenario into TasksDetermine Interfaces


Wizard Text


Create Architectural PrototypeStoryboard a Scenario

Setup and GuideProject

Write Vision Statement Define Test Approach Create System Architecture

Create a Scenario

Evaluate ComplexityReview Objectives

100 90 80

5

1

4

ID Task Name Start Finish DurationJun 2004

4 5 6 7 8 9 10 11 12 13 14 15 16 17

1 1d6/4/20046/4/2004Task 1

2 1d6/4/20046/4/2004Task 2

3 1d6/4/20046/4/2004Task 3

4 1d6/4/20046/4/2004Task 4

5 1d6/4/20046/4/2004Task 5

Determine Progress

Setting the BarSetting the Bar

MinimumMinimumAcceptanceAcceptanceLevelLevel

Iteration 1Iteration 1Iteration 2Iteration 2

Iteration 3Iteration 3

Setting ObjectivesSetting Objectives

Review Objectives

Define Personas




Create Scenario List Write Scenarios Review ScenariosPrioritize Scenario List

1



Write Code

Class Class2

Class3

Integrate


Review Code

Engineering EffortEngineering Effort

High Technological Risk

Desi

gn D

ifficu

lty

High Organizational Risk

Resources

• Windows XP

• VisualStudio

• Halo 2Halo 2

Focus on ArchitectureFocus on Architecture

High Technological Risk

Desi

gn D

ifficu

lty

High Organizational Risk

Resources

• Windows XP

• VisualStudio

• Halo 2Halo 2

Decompose SystemDivide Scenario into Tasks Determine Interfaces


Wizard Text


Create Architectural PrototypeStoryboard a Scenario

Evaluate Complexity

Testing that is acceptable on one Testing that is acceptable on one project may be criminal on anotherproject may be criminal on another

Testing TargetsTesting Targets

Trend AnalysisTrend Analysis

Metrics:Metrics:% Code Coverage% Code Coverage

Bugs FoundBugs Found

% Code Churn% Code Churn

% Tests Passed% Tests Passed

% Scenarios Tested% Scenarios Tested

Context Driven TestingContext Driven Testing

Testing EmphasisTesting Emphasis

Run Test Identify a BugWrite Validation TestsDivide Scenario into Tasks


Write Code

Class Class2

Class3

Integrate


Review Code

Define Test Approach

““No Critical FailureNo Critical FailureOr Major Impact BugsOr Major Impact Bugs(Impact Severity 1 or 2)(Impact Severity 1 or 2)In Shipping Product”In Shipping Product”

““100% Code Coverage 100% Code Coverage Achieved”Achieved”

% Scenarios% ScenariosTestedTested

% Code% CodeCoverageCoverage

% Tests % Tests PassedPassed

BugsBugsFoundFound

% Code% CodeChurnChurn

severityseverity1 or 2 bugs1 or 2 bugs

Staggered IterationsStaggered Iterations

Create a Scenario




Create Scenario List Write ScenariosPrioritize Scenario List

1


Write Code

Class Class2

Class3

IntegrateWrite and Perform Unit Tests

Review Code

Run a Test Case


Implement a Development Task



MSF 4.0GoalsMSF 4.0Goals

Drive business success through Drive business success through business & technology alignmentbusiness & technology alignment

Ensure high quality solutionsEnsure high quality solutions Handling the many facets of quality as Handling the many facets of quality as defined by multiple stakeholdersdefined by multiple stakeholders

Accelerate delivery, reduce costs, Accelerate delivery, reduce costs, minimize risksminimize risks

Improve team effectiveness Improve team effectiveness

MSF adoption is gradualMSF adoption is gradual

Organizational/Team – The team has Organizational/Team – The team has decided as a unit to adopt some decided as a unit to adopt some flavor of MSF (or your process)flavor of MSF (or your process)

Grassroots – Individuals on the team Grassroots – Individuals on the team find the practices useful and the find the practices useful and the process spreads by providing valueprocess spreads by providing value

MSF provides friction-free usage that MSF provides friction-free usage that doesn’t get in the waydoesn’t get in the way

MSF is extensibleMSF is extensible

Framework – Build a process within Framework – Build a process within the MSF meta-model, adopting pieces the MSF meta-model, adopting pieces or all of MSF Agile or Formalor all of MSF Agile or Formal

Prototype – Using pieces or all of MSF Prototype – Using pieces or all of MSF Agile or Formal as a base to build Agile or Formal as a base to build your own process without the meta-your own process without the meta-modelmodel

MSF Process Model StructureMSF Process Model Structure

ProcessModulePhase

Activity

Role

WorkProduct

Person

Assignment

MSF Metamodel Essentials

Iteration

One or more iterations of

process module enactment occur

during each phase

Specific process modules are

appropriate for selection in one or

more phases

An iteration consists of activities

enacted as an assignment to a

person

An activity defines work in terms of

steps performed by a role on , or using ,

a work product

A work product is an output of or input

to an activity

Process work consisting of activities that should be

enacted together are defined as selectable process

modules

A project is in a phase determined by the aggregate state of key work

products

A work product is an associated with one or more roles which have different responsibilities

regarding work performed on or using it

RoleCluster

Role clusters define groups of roles

related by skill or discipline

MSF 4.0Key takeawaysMSF 4.0Key takeaways

Two “flavors” out-of-the-box: Agile Two “flavors” out-of-the-box: Agile and Formal/Completeand Formal/Complete

Fully integrated in Visual Studio 2005 Fully integrated in Visual Studio 2005 Team SystemTeam System

Updates are delivered via MSDNUpdates are delivered via MSDN

It can become a It can become a basisbasis for your for your software development processsoftware development process

VSTS for Project ManagersKey takeawaysVSTS for Project ManagersKey takeaways

I can use these tools - I already amI can use these tools - I already am

I won’t get yelled at anymoreI won’t get yelled at anymore

No more useless status meetingsNo more useless status meetings

Process is transparent, useful and Process is transparent, useful and flexibleflexible

Productive AND Predictable TeamsProductive AND Predictable Teams

More visibility to all team members!More visibility to all team members!

Developer RoadmapDeveloper Roadmap

Call to ActionCall to Action

What should you do now?What should you do now?Educate yourself and your customer on Educate yourself and your customer on VSTS and MSF 4.0VSTS and MSF 4.0

http://team/sites/teamsystemhttp://team/sites/teamsystem and and http://msfhttp://msf

http://msdn.microsoft.com/vstudio/teamsystehttp://msdn.microsoft.com/vstudio/teamsystemm

Join MSF Champions alias (msfchamp)Join MSF Champions alias (msfchamp)

Send questions, comments, suggestions Send questions, comments, suggestions to: to:

[email protected]@microsoft.com (internal alias - (internal alias - VSTS)VSTS)

[email protected]@microsoft.com (core MSF team) (core MSF team)

What should you do 6 months from What should you do 6 months from nownow??

Start pre-selling Visual Studio 2005 Team Start pre-selling Visual Studio 2005 Team SystemSystem

http://team/sites/teamsystem

http://msf/

http://msdn.microsoft.com/vstudio/teamsystem

http://msdn.microsoft.com/vstudio/teamsystem

mailto:[email protected]

mailto:[email protected]

Other SessionsOther SessionsJulJulyy

TimeTime TitleTitle RoomRoom

1717 12:30-12:30-13:4513:45

DEV240 Team System OverviewDEV240 Team System Overview B314B314

1818 1:15-2:301:15-2:30 DEV346 Modeling StrategyDEV346 Modeling Strategy Sydney Sydney MarcusMarcus

1919 12:30-12:30-1:451:45

DEV347 Project ManagementDEV347 Project Management B304B304

1919 4-5:154-5:15 DEV348 Change ManagementDEV348 Change Management B304B304

1919 4-5:154-5:15 DEVCT344 Load Testing Chalk DEVCT344 Load Testing Chalk TalkTalk

A316A316

2020 8-9:158-9:15 DEVCT343 Work Item Chalk TalkDEVCT343 Work Item Chalk Talk A303A303

2020 9:45-119:45-11 DEV345 Software TestingDEV345 Software Testing GA BallroomGA Ballroom

2020 9:45-119:45-11 DEVCT342 Practicing Agile DEVCT342 Practicing Agile MethodsMethods

A408A408

2020 2:15-3:302:15-3:30 DEVCT342 Practicing Agile DEVCT342 Practicing Agile MethodsMethods

A316A316http://team/sites/vs2005http://team/sites/vs2005

Related Content - newsgroups Related Content - newsgroups MSF: http://communities.microsoft.com/newsgroups/default.asp?icp=

mscom&slcid=US&newsgroup=microsoft.public.msfhttp://communities.microsoft.com/newsgroups/default.asp?icp=whidbey&slcid=us

Microsoft.private.whidbey.teamsystem.general - VSTS overall Microsoft.private.whidbey.teamsystem.projectmanager - project management tools Microsoft.private.whidbey.teamsystem.teamfoundation - source control, change management, work item tracking Microsoft.private.whidbey.teamsystem.architect - modeling and design tools (Whitehorse) Microsoft.private.whidbey.teamsystem.architect.appdesign - Whitehorse app designer Microsoft.private.whidbey.teamsystem.developer - developer tools (PreFast, FxCop, Perf tools) Microsoft.private.whidbey.teamsystem.tester - testing tools

MSF: http://communities.microsoft.com/newsgroups/default.asp?icp=

mscom&slcid=US&newsgroup=microsoft.public.msfhttp://communities.microsoft.com/newsgroups/default.asp?icp=whidbey&slcid=us

Microsoft.private.whidbey.teamsystem.general - VSTS overall Microsoft.private.whidbey.teamsystem.projectmanager - project management tools Microsoft.private.whidbey.teamsystem.teamfoundation - source control, change management, work item tracking Microsoft.private.whidbey.teamsystem.architect - modeling and design tools (Whitehorse) Microsoft.private.whidbey.teamsystem.architect.appdesign - Whitehorse app designer Microsoft.private.whidbey.teamsystem.developer - developer tools (PreFast, FxCop, Perf tools) Microsoft.private.whidbey.teamsystem.tester - testing tools

http://communities.microsoft.com/newsgroups/default.asp?icp=mscom&slcid=US&newsgroup=microsoft.public.msf








http://communities.microsoft.com/newsgroups/default.asp?icp=whidbey&slcid=us












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visual studio 2005 team system: mastering software project management with process guidance and...

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