If you are just a business company, there is no full-time product manager and project manager, you are the company's product manager, if you do your developers the ability to present grievances, then you only need is a senior programmer.
You define the function, you do advance planning and management, he can take one or two deputies put your plan to achieve the function, he was the main person to work, there are also technical problems to overcome him personally resolved.
So, a senior programmer, his job is clear:
1, is responsible for implementation of the core functions of complex design, coding to achieve
2, responsible for analysis and diagnosis difficult BUG, research to solve
Second, R & D Leader
The company gets older. If you have a research and development team (including product / development / test), you can set the main product, and your R & D team less than 15 people, then you need is a R & D Leader.
Because you already have 1-2 senior programmer, heart problems and overcome the core functions of research and development progress and quality assurance, we can already rely on their own ability to get rid of. Then you need to do R & D Leader.
R & D Leader responsible for:
1, Team Task Manager: development workload assessment, development tasks assigned
2, team production quality improvement: code review, develop risk identification / Reporting / coordination to solve
3, enhance team productivity: development and promotion code templates, best practices and promotion of standardized summary, automation tools development and promotion of R & D
4, enhance team of professional forces: a job interview, the new guidance, leadership improved recovery disk summary
Third, the technical director
If your R & D team of more than 20 people, and several sets of flagship product line, you may have several R & D Leader, then you need a technical director.
Technical Director of responsibilities:
1, set up R & D platform, to build a common technology platform to facilitate the development of product lines on top of each strip.
2, through the technology platform, by a high level of competence, product line management and coordination of the various groups. Now each product line should have a qualified R & D Leader and advanced programmers.
Fourth, Chief Architect
Because you already have a technical director, so the technology platform for good. Coordination of interactive technology platforms and various product lines, but also the technical supervision of the total.
Because you've got a senior programmer for each product line, maintain them in development progress and code quality core function modules rely on individual ability.
Because you already have R & D Leader, so the code template development and promotion, and promotion of best practices specification summary, these things are already in their daily duties carried out according to the internal parts.
So, Shashi Hou need to Chief Architect ah.
In other words, the need to separate family and professional management of the family. You will find that this stage of your development team has more than 100 people, and need someone to focus on architecture to do the planning, design, routine maintenance. Can not let the R & D Director and R & D Leader it did manage to do technical fall and throw them all, you wait for the result of the total output. this is not right.
Need to strip responsibility from the Technical Director and R & D Leader body. Let Technical Director and R & D Leader partial project management (management family), the architectural design work between each module, independent of a job, is the architect, to be responsible.
Each product line has its architect, is also in the technology sector platform architect technology platform. So, architecture technology platform and business product line interactive, is chief architect at the convergence. Let technology platform architecture enables business systems and infrastructure products support and promote each other, it is a matter within the part of the chief architect.
Architect responsible for:
1, architecture analysis: to identify non-functional requirements from the need to increase the functional requirements, the better to meet the performance, scalability, decoupling / integration, security, operation and maintenance, highly available, and easy to deploy, easy to update. And complete recognition of non-functional requirements, but also do technology selection, risk identification technology architecture, technology workload assessment
2, architecture and implementation of: non-functional architecture modules, interface design, code. So there is a need to engineer the code but also have the ability to achieve framework of thinking, does not require painting PPT engineers
3, architecture design and implementation of business: the need for cross-system interface to identify, implement, maintain, need to be able to write common code library of analysis, identification, interface design, implementation, maintenance changes.
4, reconstruction: Bug often do architects need analysis, public libraries and non-template code is checked to find the code rot extent, to find out which code does not do a very good infrastructure and well-designed code. So reconstruction is regular maintenance occurs, not a moment to save major surgery, or even overthrow redo, it is not called reconstructed.
Five, CTO
You architect team organization is created, go down the big long, you only need to CTO in the true sense. Otherwise you start to recruit real CTO, he was not satisfied, your expectations are not right. Now your expectations for, and his ability to model and also happens to match the functions of your expectations, you give him what he wants and also happens to match up.
Some companies have a vice president of software products, but also vice president of software technology, and the vice president of software technology called CTO, vice president of software product called product VP. This is very weird.
The real CTO, is a software products and technology are unified management.
He did things for business, products, technology, management, balanced comprehensive unified management team.
CTO's responsibilities:
1, the performance achieved: insight into customer needs, to capture business opportunities, technical product planning, product leadership through technology business growth, there is a clear strategic plan, the main direction, leading the team to achieve organizational goals
2, cutting-edge platform: to scale the size of the R & D level, must have a dedicated team to do preliminary research innovation and cutting-edge technology to explore the technology. But also to teams and technology platforms, application development team to form a very good cooperation with this action, so that innovation can pilot a prototype very smooth integration into business application development platform to let the line scale use. A large number of frontier exploration died in the interior, done pilot stagnated, which requires good overall convergence CTO to promote the work.
3, R & D management process: from the overall position to improve end to end business processes, facilitate business growth
4, organizational and personnel development: heritage of the company culture and values; organizational development professional race team echelon construction, R & D management team echelon family institution building; create a mechanism to stimulate innovation, stimulate innovation and R & D people forward and inspire people to stand out dark horse
