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為激發卓越的工程效果,Microsoft 成立了專案小組來引領文化變革

了解 One Engineering System (1ES) 小組所採用的實驗旅程,有助提升 Microsoft 各小組的表現。

挑戰:了解如何驅動優秀的表現

Microsoft One Engineering System (1ES) 於 2014 年創立,他們的責任就是要找出最適合的工具並進行標準化,從而提升公司中的所有工程師的能力。在接下來的幾年,小組就見到了於工程小組中建立標準工具組所獲得的巨大成功。原始程式碼控制問題減少了,而建置時間和可靠性則獲得改善。儘管有這些成就,1ES 小組仍發現還有實現更多成就的機會。1ES 很清楚如果要達到想要的結果,就必須將重點延伸到工具之外,將投入的資源擴大到包含人員和程序。小組的任務已演變為新類型的挑戰:要如何在 Microsoft 如此大型且多元的公司推動文化變革?

"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 首席 PM 經理 Cindy Alvarez

將變革視作實驗性的旅程

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 首席 PM 經理 Cindy Alvarez

趁勝追擊,採用多面向的方法

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.

跟隨小組的實驗旅程,以及他們在旅程中學到的課程。

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