stopping or redirecting a software development project. We’re also working to make our projects advance the overall capabilities and maturity of services and measurably increase their value to customers. The new, customer-focused culture is making us curious about how our software performs and if it meets customer needs. This attitude helps us make improvements that increase their satisfaction. Also, our work is having more impact on the business as it more closely matches customer requirements. We’re responding to requests from customers more quickly and giving them the features they want, faster. And software issues are more quickly resolved because different talents within the team are more easily brought to bear on them. Best practices Moving to a modern engineering culture requires a broad effort across multiple disciplines involving major shifts in mindset and traditional leadership approaches. While making this shift, we’ve learned some valuable lessons. Build cooperation within teams The traditional way of managing a team by measuring the performance of each member tends to make team members compete with each other. For agile development to work well, it’s essential for team members to build upon each other’s work rather than compete. To help build cooperation, evaluate each team as a whole according to its success at achieving team goals. Encourage teams to solve their own problems Teams should be empowered to resolve any problems on their own. If escalation is necessary, then team members should do their best to present a solution as well as the problem. Team members should be encouraged to use data to develop insights and make sound decisions. Their goal should be to overcome roadblocks and deliver value faster. Use a phased approach to culture change It’s unlikely that an organization will be able to change to a modern engineering culture it in one big push. A phased approach that moves through a series of intermediate goals toward the ideal, agile culture is more likely to succeed. For more information Two additional case studies describe this change. is an overview. Adopting modern engineering processes and tools at Microsoft IT gives details about the agile development processes and infrastructure that we’ve set up. Microsoft IT Showcase © 2016 Microsoft Corporation. All rights reserved. Microsoft and Windows are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. The names of actual companies and products mentioned herein may be the trademarks of their respective owners. This document is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.
stopping or redirecting a software development project. We’re also working to make our projects advance the overall capabilities and maturity of services and measurably increase their value to customers. The new, customer-focused culture is making us curious about how our software performs and if it meets customer needs. This attitude helps us make improvements that increase their satisfaction. Also, our work is having more impact on the business as it more closely matches customer requirements. We’re responding to requests from customers more quickly and giving them the features they want, faster. And software issues are more quickly resolved because different talents within the team are more easily brought to bear on them. Best practices Moving to a modern engineering culture requires a broad effort across multiple disciplines involving major shifts in mindset and traditional leadership approaches. While making this shift, we’ve learned some valuable lessons. Build cooperation within teams The traditional way of managing a team by measuring the performance of each member tends to make team members compete with each other. For agile development to work well, it’s essential for team members to build upon each other’s work rather than compete. To help build cooperation, evaluate each team as a whole according to its success at achieving team goals. Encourage teams to solve their own problems Teams should be empowered to resolve any problems on their own. If escalation is necessary, then team members should do their best to present a solution as well as the problem. Team members should be encouraged to use data to develop insights and make sound decisions. Their goal should be to overcome roadblocks and deliver value faster. Use a phased approach to culture change It’s unlikely that an organization will be able to change to a modern engineering culture it in one big push. A phased approach that moves through a series of intermediate goals toward the ideal, agile culture is more likely to succeed. For more information Two additional case studies describe this change. is an overview. Adopting modern engineering processes and tools at Microsoft IT gives details about the agile development processes and infrastructure that we’ve set up. Microsoft IT Showcase © 2016 Microsoft Corporation. All rights reserved. Microsoft and Windows are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. The names of actual companies and products mentioned herein may be the trademarks of their respective owners. This document is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.
6485-Creating_a_culture_of_modern_engineering_within_Microsoft_IT_TCS.docx