China USD Reserve Diversification Internet Virtual Country and Property Exchange MarketWord下载.docx

1、 Identify what were building 2Goals:A word on the problem 2Execution 2Discovery 2Refinement 2Articulation, Validation and Prioritization 2Description 2Estimation 2Authorization 2Definition: Translate what were building into a definition 2Architecture 2Schedule 2Treatment of side-projectsRisks and sc

2、hedule impact 2How the plan is kept 2Deliver against the description 2Detailed design 2Iterative development 2Schedule tracking 2QA 2End game 2Document control 2General Process Issues 2Decision process for research-oriented efforts 2Decisions and Meeting Documentation 2Longer-Term Development Issues

3、 2Change Requests 2Appendix A: Mind Set （or, “The Five Habits of Highly Effective Company X Marketing Professionals”） 2Appendix B: Feature Idea Form 2Title:Your name:Date:A description of the Business ProblemA description of the necessary characteristics of a solution. 2A description of a possible s

4、olution or solutions. 2A necessary time-frame. 2Appendix C: Needs/Solution Specification Package 2What exactly is the pain?What technologies/solutions currently exist to ease the pain?What is the exact required solution?What would be the likely bottom-line impact if we delivered the solution?Does th

5、is line up with our mission? With our initiatives?What is its priority?Is this a big deal, development-wise, or a small deal?Appendix D: Development Authorization Form 2Appendix E: Emergency Management Change Order 2Title 2Signoffs 2Crucial Driving Business Need:Time Driver （when must this feature b

6、e delivered）:Downside （what do we lose by doing this）:Requirements:Specifications:Risk Analysis:Estimate:VersionDateAuthorComments16/14/10Liew Keong HanOverviewIntended Audience China Investment Corporation （CIC-china）, Singapore Government Investment Corporation （GIC-sg）, Temasek Holdings Ltd, *Goo

7、gle Corporation, *Linden Lab （Second Life） and any other potential investors.Description of the Challenge facing ChinaWe make the following observations about the hugh USD reserve holding by China Government:USA is facing one of the greatest challenges in its history. High unemployment rate, nationa

8、l debt hit record of USD 13 trillion, and US government is remain preparing hugh budget deficits and economic stimulus package to spend its way out of the stagnant economy.USD as the world reserve currency standard for decades, its potential of significant devaluation is going to have large impact o

9、n the entire world, especially those countries holding large USD reserve likes China, Japan etc.USA effort in struggling to recover from subprime mortgage crisis will automatically translate into historical massive liquidity into the market. As a country with its own currency serve as worldwide rese

10、rve currency, USA is indirectly reducing “intrinsic value” of worldwide USD reserve holding by various countries to finance for their massive stimulus package. In short, US government is making use of its reserve currency status to “kidnap” the entire world to help them spending its way out of the c

11、risis.In any normal case, any currency will suffer a great devaluation whenever the government loosens up the monetary policy to allow massive liquidity flowing into the market. However, USD is definitely an exceptional case. Considering the number of USD reserve in various countries, allowing USD t

12、o devaluate substantively is heavy blow to those countries with hugh USD reserve. One of the best examples will be China.With trillion of reserve at hand, China government is indeed in its dilemma:Option 1 - Diversification against USD devaluation risks? Consequently, There is no clear, articulated

13、roadmap for a） synthesizing a coherent vision b） turning that vision into a product definition c） crystallizing the definition into an implementation and d） delivering the solution.There is no clear understanding of responsibilities and therefore the schedule slips on the fuzzy front-end. The vision

14、 is fuzzy, and solutions are fuzzy vs. this fuzzy vision. It is unclear how a vision takes form. Who decides the requirements and how these relate to the vision? Who decides the specifications? Who signs off? Who is critical path when? Who makes the cost/benefit calls, both in terms of real and oppo

15、rtunity costs? How do we drive progress on research-oriented efforts required to support our long-term vision? How are releases timed and managed along the way towards full releases? How are resources leveled against development efforts? And how are finer-grained questions answered during developmen

16、t of the product?Furthermore, there is a legitimate tension between the needs of Marketing to react to market demands and the needs of the Development to have stable requirements against which to deliver products. Without the former, a company can deliver a very high quality product which may, after

17、 6 months, be woefully off-target. Without the latter, nothing ever gets delivered.The SolutionThe solution is to view product development as a pipelined process and to fully specify the process. In this way, requirements for one version are being refined while the previous version is being develope

18、d. Release cycles are short （we aim for two-month cycles） allowing for stable requirements during the development phase, but allowing for relatively quick reaction times on features: if a feature is needed, it is placed into the pipeline queue for release during the next development phase.Release 1R

19、elease 2DefinitionDiscoveryDeliveryThis document outlines the process, called the Product Pipeline, including responsibilities, timelines, documents and deliverables.GoalsThe overriding goal of this document is to articulate the means by which Company X will efficiently create wildly successful prod

20、ucts.For each member of Company X, from President to Janitor, the goal is for everyone to understand at any moment in time the following1） What is the driving vision of the current efforts?2） Where we are in the process?3） Who is critical path now?4） Whats happening next, and especially what is my n

21、ext responsibility is?5） What do I have authority to decide and what do I not?6） What is my role?7） How I can get my great idea into the pipeline for consideration?8） How are feature additions considered and prioritized-that is, how will ideas be judged and compared vs. other great ideas?9） How, if

22、I do my job well, is my contribution likely to result in the success of the project, the team, and the company?10） How do I decide which of my current tasks have highest priority?For the company, goals include the following:1） Maximize efficiency within the organization （reduction of meetings, elimi

23、nate wasted time on the front-end）2） Get the finished product defined and delivered effectively.3） Streamline and clarify the decision-making process4） Allow the company to operate in “Internet Time”Success CriteriaShort term, this document will be a success if progress occurs even in the absence of

24、 direct and continual managerial attention.Long term, this document will be considered a success if the following conditions are substantially true during the Leavenworth and EastSound releases:1） There is no wasted time on the fuzzy front end.2） These releases are released on time.3） The releases a

25、re considered by management to have been successfully released against a coherent vision.GlossaryPM Product Manager. Until a Product Manager is hired, the responsibilities of the PM will fall to a designated individual except where noted.DD Director of DevelopmentNSSP Need/Solution Specification Pac

26、kage. A document describing everything about a set of functionality, from the business need, through existing solutions, the proposed solution, business requirements, specification and estimate.Architecture Description of the major subsystems within a software package and how they relate, including

27、data flow diagrams, coarse API descriptions, error handling mechanisms.Detailed Design Description of the software down to the subroutine/class, including parameters, descriptions, APIs, return values. Specification How the software works from a UI perspective. This includes all possible permutation

28、s of stat within a UI group, as well as limits on input and behavior.Risk Officer: A person designated to worry. This can be any member of the team, but their function in this capacity is to identify risks to the schedule, estimate their potential impact, assign a likelihood to this, gather and mana

29、ge the plan for mitigating or eliminating the risk, and to maintain all this in the Risk Management Spreadsheet.CRC Change Review Committee. A designated group of representatives from various parts within the organization whose job it is to categorize, and approve or deny change requests. Typically,

30、 this includes the DD, a developer and the PM. The CRC controls Bug categorization （which get fixed and which dont, who fixes it） and reviews Feature Idea forms if they are submitted as urgent （that is, if they are to be considered for the current release）.Development Authorization Document A document serving as the main authorization for a development effort. It contains general information about the project, hyperlinks to specific documents that make up the project （project schedule, ri