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エンジニアリング エクセレンスを促進するために、Microsoft が文化的変革を指導する専任チームを設立

Microsoft のチームが高いパフォーマンスを発揮できるよう支援するために、One Engineering System (1ES) チームが行っている実験的な取り組みを見ていきましょう。

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課題: 高いパフォーマンスを引き出す方法を理解する

Microsoft One Engineering System (1ES) チームは、利用可能な最善のツールを標準化して社内のすべてのエンジニアを支援するために、指導的役割を果たすことを任務として 2014 年に設立されました。その後数年間で、チームはエンジニアリング チーム間の標準のツールキットの確立で大きな成功を収めました。ソース管理の問題が減り、ビルド時間が短縮され、信頼性が向上しました。しかし、1ES チームはこれらの成果を達成したものの、効率をさらに向上させる機会が残されていることに気付きました。望ましい結果を得るには、ツールの範囲を超えて焦点を広げ、取り組みを拡大して人とプロセスを含める必要があることが明らかになりました。チームの任務は、Microsoft と同様に大規模で多様性を持つ企業において、文化の変革をどのように推進すればよいかという新たな課題へと発展しました。

"If you want things to change, you're much better off starting with 'What motivates our internal customers? Why would they want to sign on to this? And how can we best meet them where they're starting from?'"

1ES、プリンシパル PM マネージャー、Cindy Alvarez

実験的な取り組みとしての変革のアプローチ

The 1ES team began by learning to listen to what motivates their internal customers and then shaping their efforts around those goals. Next, they learned that rather than starting with the biggest teams to try to scale change as quickly as possible, they achieve greater success by focusing on getting quick wins with willing, midsized teams. Seeing those teams' improvement creates a viral effect among others and builds steady, sustainable progress across the company. Finally, adopting a culture of experimentation and continuous learning creates the psychological safety that people need to try new things, speak up, and contribute in ways that lead to better processes and stronger performance.

1ES documented its process to share with other teams in the Five steps to culture change: Empowering your teams to adapt and change how they work guide.

"It's not about size … It's about focusing on quick wins and substantial impact over rolling out substantial change to as many as possible, all at once. Today, we value continuous learning and steady progress over rushing to scale."

1ES、プリンシパル PM マネージャー、Cindy Alvarez

成功に基づく多面的なアプローチの採用

To address the diverse needs of different teams and learn what works, 1ES uses multiple engagement models. One initiative embeds engineers in the team for up to nine months to drive cultural change from within. In other approaches, one-week or two-week engagements focus on getting quick wins by creating best practices or establishing a framework for improvement that shows what “good” looks like through coaching, mentoring, and other services. Another initiative is working to make internal projects function more like open source, tapping into the potential of engineering talent across Microsoft.

Today, 1ES continues to focus on tooling standardization—including Azure Boards for work item tracking and Azure Pipelines for orchestrating builds and deployment, as well as other modern tooling adoption. Together with its focus on fostering culture change, the team's efforts are seeing substantial success. Teams they've worked with are collaborating better and shipping faster. Perhaps most importantly, employee satisfaction is improving—increasing by 93 percent in the case of one prominent team. As the 1ES team moves forward, they continue to emphasize rigorous trial and error and building on each success toward a more collaborative and sustainable engineering culture.

チームの実験的な取り組みとこれまでに学んだ教訓を見ていきましょう。

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