The king of Chu has a thin waist, and many starve to death in the palace-professionalism and specialization are the kingly way, management and technology must not be partial
At one time, the company embarked on the path of “managers”. In recent years, as the company has realized the problem and guided the traction, the dual channels of technology and management that have been proposed for many years seem to have begun to work, but recently Some of the phenomena that we have seen in the past years are not only worrying, whether they have been "overcorrected" too much.
Phenomenon 1 : A certain project team has just been established, and the component project team has to select PL. There are many developers in the project team at level 16, 17 or even 18. As a result, candidates only graduated at level 14. At the beginning, the author was quite happy, but after the initial interview, I found out that he was indeed a talent and motivated. I think that the company seems to have really "recovered" the era of eclectic reduction of talents, regardless of seniority and ability. However, when I communicated with the surrounding departments, I found that it is said that no one is willing to be a "manager" in R&D recently, even "little officials" such as PL and PM, because they are afraid of affecting development. It was really "The King of Chu is so thin, and many starve to death in the palace."
Phenomenon 2 : **Recently, both the voice of the heart and the blog, the technical experts and the blue army have made a lot of "deafening" noises about the improvement of the software. This is a very good phenomenon. There are many good suggestions, but the key is these How to implement "Tucao" and "recommendations"? How to be absorbed? How to incorporate organizational improvements?
Software problems are now a hot issue, and they are definitely not solved by one or two top programmers. In a ridiculous sentence: "Are we missing one or two great programmers? What we lack is hundreds of great cattle, Chinese cattle and Mavericks, and what we lack is thousands of them." "How to grow up? How to become a big cow?"
Why the biggest problem criticized by technical experts is the intervention of managers? I think this is also caused by the company's long-term emphasis on technology and light on management. Perhaps this sentence will be disapproved by many people, because in fact, at the beginning of this article, it is also admitted that the company once crossed the path of "managers" with thousands of troops. This is indeed a fact.
In the past, everyone believed that company-oriented management. This misunderstanding was "filled in" by two facts. One is the "general" culture. Not big, but the "little" is big. It is said that in the past, some PDT managers in the research and development went out to visit customers. It is not necessarily that the customer is not the general manager. Some R&D personnel in the company can also "see a glimpse" in the business cards of the director, general manager, and president. Customers are all "distressed"; the second fact is "remuneration". The ranks of managers have been promoted quickly and the benefits have been improved. This seems to be the reverse in recent years.
But why do you say that the company is light on management and heavy on technology? One phenomenon can be proved. Why are managers or those in high positions so keen on "technology"? Pointing to "technical problems"? This is because the important criterion for the company to evaluate some managers at the cultural and spiritual level is that the person understands "business", and this "business" is directly equivalent to "technology" in R&D. . This also indirectly reflects and leads to why there are so many "reports" and so many "films". The "red butt effect" in management refers to a group of monkeys climbing a tree. The faster they climb, the higher the monkey, the more monkeys below see its butt (red butt). Therefore, the easier it is to become the object of ridicule by other monkeys. In essence, it's not that other monkeys don't have red bottoms, but because other monkeys climb low, their red bottoms are not easily seen by others.
The "Passionate Years" advocated by the company moved not only the scientists who studied for the two bombs and one star, but also what moved me was how a group of generals did the logistics for these scientists under the auspices of Nie Shuai. Good support and do the necessary "management". These managements are very professional. Under the conditions of the year, various problems such as shortage of materials, shortage of food, and scientists' emotions were solved and overcome.
The prime minister started from the county, and the general was sent to the army. This sentence is very good, but promotion or growth to a strong general must not be just because of being a "marksman" or a strong ability of "single combat". It must be shown to be able to lead a platoon, a company, and a regiment to fight more." "Victory" is all that matters, which is exactly the "result-oriented" we advocate. This is the reason for the raging soldiers and the raging nests.
Microsoft President Satya Nadella did not mention in "Refresh" that he directly or indirectly led the R&D team or guided which technological invention. The core is that he changed the working style and culture of tens of thousands of people at Microsoft. From "infighting" and "accusation", everyone hopes to "become the smartest" into a "growth-oriented" company. Embrace the change and grasp the new trends of software and cloud.
The company is paying the price for neglecting and neglecting the growth of software technology experts in the past ten years to improve our software engineering capabilities. However, if in this process, we will neglect the specialization of middle-level managers. As a result, various orientations and postings are not "simplified" but "simplified and rough" execution. Then we need to pay more in the future to pay for it.
In the final analysis, the problem we are currently facing is not only the scarcity of technical experts, or the problem of software architecture. The exact description is "the software architecture is generally problematic", "the technical experts are generally scarce" and the "general slow growth" problems, and this problem More "managers" are needed to solve the problem, to lay out troops, and to cultivate the "pass on the fire". At present, managers can’t feel at ease to do logistics for experts, identify and motivate experts, and empower experts; instead, because they may have been a skilled person to replace or direct technical experts, the technical experts are at a loss or have a bad feeling, which affects the experts. The engineer culture of growth and development has not been formed; then there will be engineers' self-confidence, insufficient ability, or a vicious circle between the two, commonly known as "dry waste".
At present, there are "managers and experts". The core reason is that everyone is not "professional." Therefore, the "specialization" advocated by the company should be the right way. How can we really make each position happy For this reason, being obsessed with improving one's "professional skills", promoting and cooperating with each other, is the kingly way to make the business finally.
Zizai said in Kawakami: "The dead are like their husbands." The boss calls for "people to come out in large numbers." The company must achieve hundreds of billions or trillions of ICT leaders. It definitely needs thousands of scientists. Software experts also need to grow. Thousands of professional managers and general managers at all levels who can lead the team to "victory"; also need more financial experts, legal experts, and human resources experts. And these cannot rely on temporary guidance, and need more "professional" talents to self-esteem, self-love, practice, and improve in professional positions, and all these require "professional managers" to achieve them.
Therefore: Professionalization and specialization are king, management and technology must not be partial.
Attached is a suggestion for the new junior technical management personnel: (may only apply to PL of around 14 level, and Daniel will bypass it)
1. Establish the goals of the team.
Regardless of the size of the project, there must be a goal. Only with a goal can everyone know the meaning of the daily work and whether the work is approaching the team's goal step by step. The executive thinking of purely technical personnel should be switched to macro thinking, because now personal success is no longer called success, team success is success, and how to make the team produce high performance is the question you should think about.
2. What resources do we still lack to achieve this goal?
This is mainly related to the overall planning ability. In the early stage of the project, you need to be very clear about the current team's capabilities and the resources you can deploy, so as to ensure that the goal will not be missed due to insufficient resources in the later stage.
3. How do we move towards the goal.
This point is interspersed in the whole process and is the most important. It covers all aspects of technical management.
If something is done by one person and requires m man-hours to complete, then n (n>1) individuals do it. The theoretical man-hours required are m/n, but the actual time must be more than this, and the result is (m/n) *α(α>1), α is the cost of collaboration. What the technical manager should do is to minimize the cost of collaboration, including the following:
Assignment of tasks
Before you could do a good job alone, how do you ensure that a group of people do it well? Task allocation includes how to allocate tasks to suitable people reasonably to achieve the best results, that is, the value of people is reflected and the quality of output is high. This requires managers to have a comprehensive and in-depth understanding of the tasks and an accurate understanding of the capabilities of each person in the team.
A holistic view
. Technicians need to be focused when working. On the other hand, as technical managers, we must prevent over-focusing. Learn more about the progress of all aspects of the project and existing problems, know all the details of the project and the team, and quickly locate and analyze and solve any problems, large and small, without losing control of the overall situation because of focusing on technical details.
Communication Ability
Previously communicated with machines every day, now it is switched to communicate with people. The previous rebelliousness and disdain were due to strong technical ability. Now we should switch to more patience and pay more attention to tone and communication. In addition, more proactively discover problems, and then use communication skills to solve them.
Coordination and Scheduling Ability During the
project process, there will be some unexpected technical problems that will cause the project to be blocked. If the problem has not been solved, it is necessary to dispatch competent people to participate in the solution in time to prevent the project from being in an uncertain state. When multiple functions or projects are performed in parallel, due to limited human resources, it may be necessary to dynamically adjust the priority of each project according to the progress of the project to ensure the overall progress. Priority scheduling and adjustment is a very complicated process, but remember that we always only do the highest priority things. After the highest priority things are completed, the second priority things will naturally be upgraded to the highest priority things. In this upgrade process, we may also need to conduct a dynamic priority adjustment or evaluation with related departments such as products. This also involves the negative feedback of project management, allowing the results of each stage to be fed back to the new stage to ensure that the final result is closer to our goal.
Time management ability
Time management is a headache for every team, which is directly reflected in the project schedule. Time management seems difficult, but it is actually very simple. Each task split must be sufficiently detailed and quantifiable. Tasks of more than 2 days are unreasonable. Moreover, every quantified time node or milestone needs to be strictly controlled in the process, and ensuring the quality and time of each node is the best way to ensure the final result. Any delay must be forced to find a timely remedy to avoid Accumulate less and add more, so as to prevent unexpected delays in the project.
Decentralization and training
to solve specific technical problems personally, do code reviews to see where there are irregularities in the code, and discuss with testers whether specific test cases are reasonable. These tasks need to be done now, but they are no longer your focus , You should delegate more power to other people. In this process, you don’t need to do everything yourself. On this basis, you should pay more attention to the training of members, cultivating their learning ability, thinking ability and problem solving. The abilities (these three abilities are my basic requirements for technical personnel), allowing members to make rapid progress and growth, and take their own role.
Listening
Regardless of how skilled you have been in the past, you have to be open and unruly, as a manager, you need to bear the mission and performance of the team, so you should actively listen to the opinions of the core members of the team at any time and be a good listener. Listening must be multidimensional listening, and then analyze and make decisions.
Can do and practice the above points, congratulations, you have transformed into an excellent technical manager.