Microsoft, the Software Giant, Is Term Paper

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Cross-functional teams hold the key in smooth integration of the different aspects of development. There is an urgent need to achieve better coordination between the different development groups involved in a particular project. Therefore, more focus will be placed on reengineering and reducing disjointed functioning within the project group. Microsoft's marketing approach has so far relied on an extensive pre-launch campaign. Over the years there have been several instances where the company has failed to deliver it products as agreed upon in their marketing manifestos. The WinFS technology, for example, was left off the Windows Vista (previously codenamed Longhorn) project completely, while it was the core of the longhorn project when it was initially planned. WinFS represented "the next-generation storage platform for Windows (that) manages data for organizing, searching and sharing." [Martin Lamonica, 2003] Without, this important component, the release of the windows Vista operating system would definitely lack the reception it would otherwise receive. Microsoft is still tentative about the inclusion of the WinFS in its server release slated for early 2007, which again shows the prevailing uncertainty in product development cycle.

Hence the main task for a consultant would be to be less ambiguous in terms of the features incorporated in a product.

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That is to say that the feature pack of a product should be well thought out and not subject to modifications during the project cycle. Also, the project estimation process needs to be more realistic to avoid the multiple delays in releasing a completed product. Further, the extensive marketing propaganda which promise new features and the undue delay in development create a situation where these new features loose their surprise value. Disclosure of the yet to be developed features gives competitors a fair clue, which when coupled with the delays risks losing the profits that innovation offers. Hence it is clearly imperative for Microsoft to downplay its marketing stunts and concentrate more on product development cycle. This approach would not adversely impact the post launch sales figures for the product as proved by other rival companies such as Apple Computer Co, which surprised its customers with the successful launch of its new iMac computer. So, for a consultant the immediate focus should be on remedying the existing delays and making the development process more efficient. Perhaps Microsoft should learn that surprise could be a key to success and hold back its extensive pre-launch marketing drives which routinely turn out to be unfulfilled promises......

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