微软软件测试之道13-14.docVIP

The size of the company and the diversity of the portfolio explain why there is no one way to build and ship products at Microsoft. At its very heart, Microsoft is a software company powered by the innovations of its employees. Even across diverse products and processes, product groups share many of the same best practices and tools used for testing software. Part 1 of this book focuses on the people side of Microsoft: how we organize teams, and how teams approach challenges in testing the breadth of software Microsoft offers. Parts 2 through 4 explain and demonstrate how our best practices and tools work. 微软公司的巨大规模、多元化的产品组合解释了为什么在微软没有一种统一的方法来构造和发布所有的产品。从其核心意义上来说，微软是一个由广大员工的创造力所推动的软件公司。即使横跨各种不同的产品和流程，产品测试团队们为了测试软件仍共享许多同样最佳的实践和测试工具。本书第一部分将重点介绍微软测试工作与人相关的一面，即我们如何组织测试团队、如何面对测试公司各种软件的不同挑战。第二至四部分将具体介绍和演示测试的最佳实践方法和工具。 Developing Big and Efficient Businesses 拓展大型且高效的业务 We have two major organizational models for the engineering workforce. As a business goes from incubation to maturity, it may evolve from one model to another. When Office first started, it wasnt even Office. It was Word and Excel, and then PowerPoint and Access. For several releases each product was developed and shipped independently. This model for greater independence to ship is often referred to as the PUM (Product Unit Manager) model, and is the most common across Microsoft. 我们主要用两个模式来组织工程师队伍。一个产品业务从初期到成熟期，可能会从一个模式转换到另一个模式。Office刚开始的时候，它根本不是现在的样子。他就是Word和Excel，然后增加了PowerPoint和Access等。最开始的几个版本，每个产品都各自独立开发并发布。这种偏重于产品独立发布的模式通常称为PUM(Product Unit Manager，PUM）模式，这在微软公司内是最常见的。 With the PUM model a team manages all the engineering assets they need (or at least can get) in one single organization. They typically do not have to take dependencies on other teams unless its for some technology another team is close to shipping. The PUM model is ideal for rapid shipping and adjusting to competitors, but it does not allow for the centralization of common functions, such as build or test automation tools. With th