1. Although there are standardized software engineering processes, the role of these processes is actually not large.
2. To manage people, you must first understand people
3. The management test is about personal practice. Through continuous training, gradually accumulate your own management experience, and then think about how to balance, and complete the evolution of a similar art form
4. The quality of team members
Generally, teams can be divided into three types according to the purpose of their existence and the level of autonomy they have: problem-solving teams, self-managing teams, and multi-functional teams.
The basis of building a team is the need to hire the right members.
Don't be greedy for petty profits. A person's professionalism is very important. If others think that your professionalism has problems, your career will be very dangerous.
Concentrated people are more likely to be successful, and they can only be proficient when they go all out.
You will definitely encounter all kinds of challenges in your work. What you need is to actively meet and deal with these challenges, instead of retreating every time. The more you retreat, the easier it is to lose opportunities and let yourself live the life you like. chance of life .
5. Never get discouraged and admit mistakes
No matter how hard you try, this problem is inevitable; at some point in the statement, you will err.
Dare to admit mistakes and actively make up for the losses caused by mistakes is a very valuable spirit,
If a leader puts all the blame on you because you admit your mistakes, then you should leave him too.
6. Form a team
"First-class talents recruit first-class talents, second-class talents recruit third-class talents" - Steve Jobs
7. The interview process reflects the technical ability, thinking and management ability of a company. It should never be dealt with lightly. You represent the company, not just you. If you are not qualified or do not want to do well at all, please let me know. Open a seat and invite qualified people to do it.
The interview process reflects the technical ability, thinking and management ability of a company and should never be dealt with lightly. You represent the company, not just you personally. If you are not qualified, or do not want to do well at all, please give up your seat. , please qualified people to do it.
A good recruiting process can lead to a good engineering team culture, which must be responsive, test-driven, and actively communicated.
If a candidate has a lot of influence in a field, it doesn't take a long time to get them in for two weeks. If you move slowly, you risk missing out on good candidates.
If you think code is more important than people, then you can't really build a technical team , even if the candidate accepts the offer (Offer), it can't change this fact.
The biggest problem with management and organizational processes comes from the asymmetry of value, that is, one set does another. The point is not to recruit the "best and brightest", you have to understand that your performance in the recruiting process reflects your team's values to a certain extent, so please put a huge emphasis on recruiting.
The person you are interviewing is actually used by the entire company, not just for yourself. Therefore, you need to strictly control the technology, strengthen the sense of responsibility, and only recruit people who have passed the technical ability and who are suitable for technical work. Don’t be affected by your own emotions. Hire inappropriate people.
8. Management team
Downward management, upward management, external management, self-management
The ultimate goal: Don't let your subordinates get into trouble, don't get your co-workers into trouble, and especially don't get your superiors into trouble under any circumstances .
"If you want to build a big ship, don't immediately ask people to start collecting wood, and don't immediately assign tasks and jobs, but first teach them to look forward to the vast sea."
9. Downward management
The most important and critical factor in successfully managing programmers is getting their respect at the technical level.
Outstanding programmers need the cooperation of a group of competent programmers, relying on them to complete the daily development work and realize the designed system products.
10. Progress management
The most effective team managers tend to be the most candid, and they tend to have enough time with their subordinates for employees to find them and speak their minds, and they listen carefully.
If everyone in the organization follows the rules and doesn't jump in line, the entire organization is efficient. If there is a displaced responsible subject for everything, and if a problem occurs, the root cause of the problem can be quickly found, and the organization will be more advanced.
In the long run, if something is not urgent but very important, if it is put down under pressure , it will often cost several times to make up for it later . Technical managers need to be vigilant at all times, make prudent decisions, and do the right thing. To be able to take responsibility for the long-term interests of the company .
If you find yourself constantly needing to discuss very specific orders and how to execute them, you are not using your management skills well or empowering your subordinates enough
As a team manager, you have to point the big picture and then do a good job of checking to make sure employees are making the right decisions and practicing.
A good supervisor must have enough self-control, and no longer blindly command the subordinates when they are working .
11. Protect members
In smaller companies, the challenges are sales-driven opportunities, customer-driven contentious issues, and management-driven ideas, and you, the team leader, may be their last line of defense or displacement . A large part of the job of many team managers is to deal with these issues .
12. Try not to hold meetings organized by non-important departments within the company on Friday evenings and rest days. Using this kind of rest time seems to be very efficient, but it is actually overusing R&D resources and over-consuming employees' satisfaction with the company.
Things that can bother developers on Friday nights and off days are:
(1) On-site problems must be dealt with immediately (failure to deal with will damage the company's future interests)
(2) Important customers put forward demands and require immediate responses (not dealing with them will damage the current interests of the construction period)
(3) Specially significant emergencies (important to both you and the company)
13. Evaluate and improve performance
Set work goals and deadlines for each individual, then periodically review progress and how those goals are being achieved.
14. Task accountability
Every task must have one and only one person in charge.
15. Communication
It is your responsibility to undertake and successfully complete the active communication with employees. Never underestimate the communication ability, which plays a decisive role in your promotion.
If a team member comes to chat with you at an inconvenient time, be sure to put his work aside first and focus on communicating with him. He may want to work up the courage to tell you something big .
16. Meeting minutes
A meeting that is not recorded is equivalent to not having been held .
For every important meeting, a complete meeting record is required, including the participants, discussion topics (written down one by one), a general description of the discussion process, the final conclusion of each topic (including the flow chart), remaining issues, the next meeting time and issues, etc.
17. Decentralization
Managers need to work for results and be results-oriented .
There is not much of a never-ending place for higher-level incentives until lower-level needs are fully satisfied.
18. Manage up
Managing up refers to how to effectively manage your boss and those you report to. You also need to figure out how to report, how to communicate, and what actions to take to convince your boss that you are a productive and successful employee.
Managing your boss successfully may be more important than managing your team .
Don't take every problem to your boss for a solution, pick your problems carefully and only ask your boss for help with the ones you really need.
You can manage teams and complete projects very well, but without your boss, your career will be rocky.
Be sure to take the initiative and do a good job of upward management, and you may get more professional rewards. All you lose is time and energy, but you have more to gain
19. Get along with equal people
For people at the same level, if you really have no way to take him, my suggestion is to find your common leader to reflect your confusion, or find their leader through your leader, and let the leadership communicate. First check yourself to make sure it's not your own problem, then communicate.
Don't go too deep into managing everything, or directly manage every team member.
Image management. "Clothing" actually takes a lot of thought, and if you look sloppy, then you need to take action to overcome the negative perceptions your boss and other senior management communicate with you about your dress.
20. Management taboos
If someone who does not understand technology is the leader of the R&D team, it is easy to have serious problems. It is easy for people who do not understand technology to think completely from the product point of view, ignoring the difficulties and risks faced by the R&D team, and ignoring the technical staff's longing for technology, resulting in overloaded teams and lack of technical vision for the technical team.
In the case where the time point for the completion of the requirements proposed by the business side is too strict (actually it is a pressure transmission problem, the business side received pressure from the customer and could have reduced the pressure and risk of R&D by explaining it to the customer, but chose to directly apply pressure for R&D. ). At this time, your team boss who doesn't understand technology may say, it doesn't matter, we don't need a perfect system at the beginning, you can start it first, and we will have time to refactor and improve it later (of course, some technologies People also use the phrase "architecture and designers gradually fireworks" to justify "fault-driven" development), which is inherently wrong.
The essence of agile development is to solve the situation of rapid changes in demand, it is necessary to quickly respond to the requester, and quickly build a product prototype to verify the actual effect.
No software engineering model will allow technical solution design to be started when the requirements are completely unclear and the description is not clear, nor will it encourage the start of coding when the solution design is true.
It's important to focus on the structure, not the method.
Large-scale changes: You must carefully implement large-scale changes, whether it is organizational structure or personnel appointment, because all changes will cause power desires and fears in people's hearts.
Yiyantang: If there is a leader who likes to do Yiyantang in the technical team, he will gradually form his personal privilege. It will not make people feel sick at first, but gradually he will become more and more unscrupulous, and he knows that there are individual and capable people in the team. If they all leave, there are only some that can't be left and can endure, then the overall combat effectiveness of this team will become very weak. As a team manager, there is one thing to do: "Don't be evil!"
Frequent meetings: The smaller the meeting size, the better. Every meeting must have a decision maker. If there are no decision makers or decisions cannot be made in the meeting, the meeting should not be held.
If there is no urgent matter, the employee has the opportunity to cancel the meeting, and also let the employee know that this is his meeting, and take the time to decide him completely. Since it's an employee meeting, the manager's inflammation should only account for 10% of the time, and the remaining 90% is listening.
Various unprovoked restrictions: The division of labor is abused, and many times we use the "division of labor" as an excuse to always do one thing . A programmer should be able to master multiple languages and be responsible for multiple modules or even different responsibilities. If a programmer finds it difficult to learn one more language and master one more module, then the programmer is essentially unqualified.
21. Personality Analysis
Judgmental: Project management, accurate grasp of time, always able to complete on time
Cognitive: Coping with emergencies is a strength
From a team perspective, we want software development to be more like farming. Farmers will methodically first learn about the terrain, study the chemistry of their apprentices, then plant, glue, weed, and finally harvest the grain. Reliable, scalable, and maintainable software is also developed in this way.
Many "lone wolves" are good programmers, but they need to be managed "closely", and if something goes wrong, take steps to correct it, or the situation may eventually get out of control.
A programmer who can only be a "lone wolf" will not stay in any company for too long. Either you get bored of them rushing forward on their own and fire them, or they quit because they're bored with long-term constraints.
"Hero" is used for someone who takes on a task that requires a great deal of effort and ultimately succeeds. "Heroes" are more likely to be successful in team work and the development process. " Heroes" are cultivated within the team, not hired from outside .
Managing "heroes" has certain challenges. If you always expect them to put in superhuman effort, over time you will find that they are overused and conflicted . As a technical team manager, you also need to have a certain technical foundation, so that the "hero" feels that he can learn some knowledge from you, so that you can cooperate happily. Finally, it is necessary to tilt the salaries and benefits of "heroes", and communicate with them more, let them choose their own technical direction, point out the direction of their career development, and put them into key projects.
Try to avoid people who are full of negative energy in the team . They can sow discord or vent grievances to affect the entire development team and wreak havoc on the organization. Without them, some negative emotions may never arise.
Ren Zhengfei has mentioned many times in his internal speeches that everyone should be happy to work on the front line, and don’t always make a lot of excuses for themselves. In fact, they are just lazy or pampered. meaning .
For the technical team, what we need are hard-working engineers and engineers who can solve problems, not masters of office politics or black-bellied engineers. Whether it's someone who is quite "boss" and suppresses colleagues by any means, or someone who is rude to colleagues, or someone who borrows money everywhere, let them go early, no matter how high their level is, don't hesitate and don't expect You can change them. Let these people rationalize the team as soon as possible, so that the whole team will be a lot easier.
22. New employees
Team managers are generally responsible for finding job positions for new employees. We need to consider the existing staffing of the team, find older employees with similar personalities to the new employee, and also consider the job responsibilities of the new employee, as well as the seats of the team leader, technical leader and architect.
23. Old employees
One of the most typical and most tangled difficulties encountered by managers is the problem of old employees.
In the process of team growth, there must be old and new employees, and the old employees may even be your friends or former colleagues. In this case, cultural management is especially important. Once the management is improper, there will be big problems. We can call this situation anticipation management. If anticipation is not managed well, some people will feel lost, and even have a sense of loss about the company's direction and culture. Doubt arises. Once a great employee questions the company culture, the consequences can be severe.
Under normal circumstances, the initial team is all gold, and occasionally there is some iron. In China, iron may be an old friend, "iron", an old employee who can't keep up with the company's development.
Everyone in the team is developing in different directions, but there is one thing in common. Everyone wants to go in the direction of gold.
In the stage of rapid development of the company, the manager ignores communication because the person regards a friend or an old employee. At this time, the old employee will feel a sense of loss, and the sense of loss will directly affect a person's attitude towards the company.
In the process of rapid development of the company, iron is very important.
Compared with financial freedom, contemporary society should look more at the ability to be free .
24. An efficient small team will share all communication information equally among all members, insist on being able to return immediately when encountering problems, solve problems immediately when they arise, and provide each other with debugging-related suggestions and help.
Managers of large teams: the best way to develop from within. If recruiting from the outside, you need to understand his management style and practical experience of successfully delivering projects. If possible, find people who have worked with him and see how they feel about his performance on both fronts
25. Flat management
"The Xiaomi team is the core reason for Xiaomi's success".
The people who really come to Xiaomi are people who really work. They want to do one thing, so they are very enthusiastic.
A distinctive feature of knowledge workers is that their loyalty to their profession is greater than their loyalty to the company they serve. The purpose of choosing a company is to seek a growth platform that maximizes their professional achievements.
26. Focus more on goals than metrics.
If the direction is right, you are not afraid of the long road! If the direction is wrong, no matter how beautiful the index is, it is meaningless, and even the more beautiful the index, the more wrong it is.
27. Skills in team building activities
The goal of team building is to strengthen the understanding and collaboration among members, and to build members' sense of identity with the team.
The team building avoided finding people they knew each other to play with, and said some innocuous words. Outing ended and it was business as usual.
In the process of outdoor activities, there will be many difficulties and challenges. Everyone needs the encouragement and help of the team to successfully break through themselves. This especially reflects the greatness of teamwork. This is related to the problem-solving ideas we encountered in our work. the same.