Dentro do possível, parece que os métodos ágeis influenciaram o processo de desenvolvimento do Windows 7:
In Windows 7, senior management has been extremely supportive of the various development teams that have had to make the hard decisions to scale back features that were not going to be able to make the quality bar associated with a Windows release – and there absolutely are major features that have gone all the way through planning only to discover that there was too much work associated with the feature to complete it in the time available. In Vista it would have been much harder to convince senior management to abandon features. In Win7 senior management has stood behind the feature teams when they’ve had to make the tough decisions. One of the messages that management has consistently driven home to the teams is "cutting is shipping", and they’re right. If a feature isn’t coming together, it’s usually far better to decide NOT to deliver a particular feature then to have that feature jeopardize the ability to ship the whole system. In a typical Windows release there are thousands of features and it would be a real shame if one or two of those features ended up delaying the entire system because they really weren’t ready.
The process of building 7 has also been dramatically more transparent – even sitting at the bottom of the stack, I feel that I’ve got a good idea about how decisions are being made. And that increased transparency in turn means that as an individual contributor I’m able to make better decisions about scheduling. This transparency is actually a direct fallout of management’s decision to let the various feature teams make their own decisions – by letting the feature teams deeper inside the planning process, the teams naturally make better decisions.
Problemas com o botão de desligar, nunca mais!
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