How to become an operation manager?
"I don't want to be a general's soldier, not a good soldier"-Napoleon
Generally speaking, operation and maintenance managers have about three kinds of backgrounds: one is to start basic operation and maintenance, and through excellent maintenance work, the company leaders are very Satisfied, but also pay more attention to Linux operation and maintenance work, and gradually move towards management positions; the
second type: people who have business management background or IT technology background, and have certain experience to directly enter the IT management team.
The third type of person: senior operation and maintenance who directly jumped to the new company to be the operation and maintenance management after someone’s guidance, so that no one counsels and feels the trial period. After all, they have no management experience and have been doing technical backgrounds
as a Linux operation and maintenance. Manager, what skills and weapons do you need and what abilities do you have?
Operation and maintenance skill arsenal:
Operation and maintenance work: After the
application is online, the operation and maintenance work has just begun. Specific work: upgrade version work, service monitoring, application status statistics, daily service monitoring and inspection, sudden failure handling, daily service change adjustment, cluster management, server performance evaluation Optimization, database optimization, operation and maintenance standardization establishment
Operation and maintenance management capabilities:
1 Excellent design and specification capabilities
As an operation and maintenance engineer, you need to pay more attention to details such as technical problem analysis and troubleshooting, and as an operation and maintenance manager, you need to stand by From an overall perspective, control the application planning and system architecture of each link to achieve efficient and stable business systems and ensure user data security.
2 Management team and coordination ability.
Most of the time, operation and maintenance personnel are doing simple and repetitive work, and it is difficult to get the end user's affirmation. There used to be a term "poor busy family" to describe operation and maintenance engineers. No one is seen on the work station. Once you sit down and keep on the phone, someone will come to you for the problem you should solve. Everyone should have experience in such a scene.
The formulation of a standardized process is very important, not only to facilitate the sorting out of problems, but also to find the corresponding people for the corresponding problems. This is very important for operation and maintenance, and it is also conducive to team collaboration. As an operation and maintenance manager, you should also care about each member of the team, coordinate the working hours and CASE of each engineer, and arrange work tasks reasonably. In addition, affirm the contributions of each engineer, and give positive affirmation and praise to their outstanding work, which will help to unite people's hearts and cultivate the sense of honor of the team.
3. The ability to form an operation and maintenance echelon and reasonably match operation and maintenance resources.
Personnel management issues are more important in operation and maintenance. In many cases, due to the unreasonable distribution of operation and maintenance work, the performance cannot be accurately assessed. If the operation and maintenance personnel are divided into the first, second, and third line of support, and different operation and maintenance personnel perform their duties, the limited operation and maintenance forces can be used rationally, and the overall work efficiency will be significantly improved; at the same time, it is also convenient to carry out the respective work performance. Evaluation. Based on this, formulating corresponding reward and punishment measures, or providing different service skills training for different positions, can also improve employees' enthusiasm for work.
For example: All IT problems are unified to the technical service desk. For most (over 80%) problems, the service desk can directly solve them; if the service desk cannot solve them, different levels of operation and maintenance are assigned uniformly according to the priority of problem handling. Strength to ensure the handling of different issues, while the operation and maintenance personnel will not miss major issues that need to be dealt with in time.
4. Technological innovation and accumulation ability.
The operation and maintenance manager himself needs to have strong technical capabilities, and he needs to be familiar with various devices, different operating systems, various applications, databases, storage, backup and disaster recovery, tuning, security, etc.
But in dealing with specific issues and major issues, you need to listen to the opinions of the team, so that the plan will be more complete due to everyone's supplements and suggestions. Most of the time, there will be technological innovations in specific details, and at the same time it is a learning and accumulation for everyone. Compile technical documents for each major and typical problem that has been dealt with, and build a knowledge base over time, which is not only convenient for self-summing and learning, but also for the inheritance and accumulation of technology.