1 Introduction
Originally wrote "IT technical manager self-cultivation" and " self-cultivation IT technical staff " is the outset of the idea. But it issued a " self-cultivation IT technical staff after" received a lot of good feedback, blog edit the text Park was top Recommend quickly brought more than 4,000 page views, Ali rookie Daniel also by international private letter cast an olive branch, and now have not had time to reply, also has applied for a reprint users a message, although changed beyond recognition. In this very grateful to everyone's approval, as long as there is resonance, fruitful, alone is worth so many words I knocked the (^ _ ^). But at the same time, I also continue to write for "IT technical manager of self-cultivation" brought a lot of pressure, fear of bad writing, afraid to live up to expectations, has been reluctant to write. But another thought, I'm not a public figure, why have the psychological burden, right when their thinking in order, placed on the Internet, any comment on it. Moreover, Chou Xifu always see her in-laws when Thus, there is this article. With the voice of experience before, this is not a so-called successful people (from the success of their own understanding of where there are one hundred and seven thousand nine hundred and ninety - one week when it was able to go forward ten), but in a few technical managers of years of experience point of view to do some thinking and summary, we hope to give to colleagues interested in technical management of reference, with mutual encouragement.
Because the text written in a bit more, first posted a mind map, if you are interested you can continue to read, if not also stop there, do not waste time.
! ! ! A long article warning! ! !
2. understanding of the "management"
Management, literally two meanings: "tube" and "treatment." What pipe? What reason? How tube? How reason? These four issues could figure out, things are not so managing this difficult.
First, what the tube? Some people may think that management is managing people, working-man is, in my opinion, the purpose of managing people is not managed, the essence of management is to coordinate all available resources should be coordinated (human, material and financial resources), or try to reach team the ultimate goal of the organization. The ultimate goal is nothing more than business management success - the industry-leading, sustainable growth, respected. The ultimate goal of technology management team, is at the same time serve the ultimate goal of business, so the team has to grow - progress in the ability to get team members, income, literacy in all aspects. Then in order to achieve this goal, the technical team needs to control what? I summarized the following four points.
1. pipe execution. It is to continue to follow up to confirm your decision (systems, processes, tasks) to be performed in place, whether in the correct direction forward, if there are problems, and promptly set things right, to provide the necessary assistance in a timely manner - under the coordination can not assist in the coordination resources to help solve the problem he can not solve.
2. Tube progress. Is to continue to confirm whether your goal step by step, step by step complete, whether there is a risk, and make timely adjustments necessary to cope with various risks.
3. tube effect. It is to continue to verify compliance with the results of the various stages of initial expectations, and the timely development of measures to make the results do not meet expectations.
4. tube growth. It is to continue to create for your team a good growth environment and space, so that everyone can play to their ability, and effective growth.
Each point contains a word here - continued. When things are not finished combing been distributed will be abdicated, you can "sheep", but rather should continue to follow up, follow up only problem arises, you can be promptly found and corrected in order to ensure that the final goal to achieve . Cowherd have spring, "sheep" class is generally no spring.
Secondly, what reason? If the "pipe" as the practice, the "truth" is the theory that only the combination of theory and practice, in order to achieve goals, methods, effective. What technical team needs to manage? I have summarized the following four points.
1. Li goal. Generally consists of two levels, top-down business goals, such as product milestones, project acceptance stage node, as well as bottom-up technical objectives, such as the reconstruction of the server, Web page optimization, infrastructure upgrades, system performance monitoring, user enhance the experience and so on.
2. management systems. In order to achieve the goals or more efficient, which means or links, such as regular meetings, weekly (daily) reporting system, the system needs assessment, system design review, code review system and so we need provisions do activities.
3. Li specification. Definition of how to do, including technical specifications, process specifications in two ways. Technical specification of some common scenarios, by what means to uniform implementation, such as the front and rear ends of the docking protocol, exception handling, logging norms; process specifications for a number of activities, specifying what people at what stage, should What to do, how to do, such as genetically measurement process, it requires developers to write rpm measurement rpm measurement document that provides turn test content, factors and other information, the testers testing is complete, provide test results, what issues left over, agree on the line Wait.
4. management issues. A team there any such problems, if a team does not have any problem, and that that in itself is a problem (not copied above, a word or a word knock). To be good at to identify problems, issues and establish smooth channels for feedback. At the same time deal with the problem, not to solve terminated, generally follow the process in the form of "discovery problems => analyze problems => problem-solving => recovery disk problem => circumvent the problem".
Management, both tubes, but also management, process management in the tube, and then applied to the clear rationale pipe, tube and complementary management, integration, management formed. Management is a more complicated matter - as long as there is no simple matter to deal with people, it is necessary to pay attention to ways and means, but also respect for humanity, such as people have the freedom to love nature, any management and restraint have an instinctive confrontation, but also have lazy nature, "Chorus" there is spring, "sheep" class is almost impossible to have a spring. Therefore, in the management and restraint of behavior we should do both to a certain degree of freedom, but also a relative control, do something, do have a degree of control. And this "degree" is probably the so-called art of management of the bar.
Some people manage likened to fly a kite, I feel very apt. Managers are kite manipulator, the team is flying, like a kite managers should play a broader space initiative to team members, the courage to put the kite to the blue sky, but it also can control its direction, and you can always put it back. Management can do like kite flying as acting freely, and that is the real art.
The above summarizes what sort tubes, the question of what reason. So for the technical team of managers, how to control, manage how, or follow the tone, technical manager of self-cultivation of a culture, should be what to work on. I was thinking and summary from improving leadership, team building culture, methodology three angles.
3. Leadership
My understanding of leadership is to lead others toward a goal, along with the ability to organize and coordinate the ultimate achievement of the goals. How technology managers to improve leadership, I think it can work in the following four aspects.
1. technical capacity . Good technical team manager, must be technical experts in the technology field, with strong technical capabilities. The general idea of technical personnel are relatively simple, who is worse than he who would serve, he did not understand you know, he can not solve the problem you help him solve, will naturally increase your influence and prestige, which the management of your It will bring great help. Good technical ability, not only have the technical depth, but also a breadth of technology. Because only with technical depth, in order to help solve the problem of his subordinates can not be resolved to the difficulties encountered when the team thorny issues, lead the team through the clutter; only with a breadth of technology, in order to effectively develop technical direction of the team, and when subordinates tell you that this function can not be achieved in order to confirm that the subordinate was fooled you, or really can not achieve.
2. The operational capacity. Only a deeper understanding of the business, in order to better use technology to serve the business. Generally when we do architecture, including business architecture and technical architecture, technical architecture to architecture as a reference to the business, everything from architectural design services bullying. Some technology managers of SMEs, to participate in a General Assembly Ali Yunqi, plus people who engage in advocacy team back in Taiwan, for SMEs, many businesses are still in the exploratory stage, a lot of product or project you might just like in Taiwan has not finished building comes to an end. From a technical point of view, the idea may be right, but from the perspective of business, there is no connection with reality, it did not consider the cost, efficiency and other factors. Does not bind to specific business copy someone else's architecture, ranging from the team might slow death, the company can be re-collapse. While only having a deeper understanding of the business, in order to know whether the team moving in the right direction, in order to understand the results of evaluation of each person's work. If a technical manager, neither proficient in technology, not to familiar with the business, every meeting are open into answering questions on their own will, and opened two to three hours, and it is really old old woman's social bindings , stinking long. Therefore, for technical managers, technical capacity and operational capability, both hands grasp with both hands.
3. interoperability. Interoperability is the ability to coordinate various resources (human, material and financial resources) of. It comprises a downwardly direction in conjunction with the synergistic two aspects. Down interoperability is organized under the coordination capability, that is, the ability to lead a team if the team member likened to a gear, then the manager is not only to act as a belt to pull the role of the entire assembly, also serve as each of the gears allowed time to add a lubricant to reduce friction between the smooth running of the role of the lubricant, it is necessary to pull the team overall operation, but also appears friction and collision between gears. While Zhirenshanren to know what to put in each gear position, in order to give full play to the effectiveness of the various gears, so overall more powerful, more cost-effective. Up interoperability, is looking up, good relations and leadership capacity at. In many cases, only a good relationship with the leadership, the ability to pull more and better resources, good relations at here is not to say flattering sycophant, but do a good job reporting, so that the leaders recognized you, trust you, so rest assured that the resources delivered to you. Secure more resources to help coordinate his subordinates can not coordinate resources, you do have to follow the team "meat" to eat in order to maintain the momentum and enthusiasm to work.
4. broad-minded. The so-called leopard change its mettle difficult to move, these three points are available through the efforts to repair the outside, while the broad-minded, but it is required within one aspect of repair. Technology managers, it is necessary to do to convince the people skills, the ability to convince the people, have to do with morals, to convince the people mind. What is broad-minded managers do, I think it is mainly reflected in three aspects, not the person, Gongsifenming bigger picture. Not the person is to the sake of discussion, faith perspective to solve problems, to avoid problems to deal with things, and do not have any prejudice against any team member, a problem blamed questioned the ability of others (though sometimes indeed ability, but it does not say so directly, is very hurt self-esteem), and even three outlooks. Gongsifenming is not to carry private emotion in the management of work for good relations with their subordinates take care of Canada, for his relationship with a bad deliberately making things difficult, to be fair, non-discriminatory. There is a bigger picture to everything in order to achieve the ultimate goal as the yardstick, we should promote and facilitate such a stick, nothing to cause illness do not care about, do not fight are right or wrong.
So, leadership is a management matter internally and externally, which requires both external repair in order to improve the ability to manage, but also to improve the inner courage repair management. ,
4. Construction of team culture
Companies have corporate culture, including general corporate vision, mission, core values, and so, too, should also have a team culture of the team, I understand the technical team's vision, mission is very simple, is to serve the ultimate goal of the enterprise at the same time, so the team has grown. The technical team is the team's values of non-standard behavior, what should be done, encouraged to do and what should not be done, ban do. How to build a team culture, I summed up the following aspects.
1. Respect for each other. The relationship between managers and subordinates, although there is the fact that management and administration, but do not put on a condescending, superior attitude, but more should play the role of a service provider, coordinator. To learn to listen to different opinions of subordinates, subordinates try to meet reasonable demand. Some managers at every turn just hate this, with the hate, hate each other even in this public meeting, in order to demonstrate his authority and status, everyone knows, this approach is not only not solve the problem, but also undermine the prestige of managers , gives a very forgiving mood, limited ability level impression. If a public appearance at the meeting, such as individual subordinate without cooperating, I think the correct approach is to continue meeting after the meeting and asked him to leave private communication. We communicate privately suggested to be the first suppression Yang way to be sure he did very well in some respects, you is yes, but in certain aspects of doing something wrong or not enough, and why not, or not enough, hoping to improve. In this way the most easy to accept, but also reflects the manager's management courage. In short, that is, whether it is between managers and subordinates, or between subordinates and subordinates should establish a mutual respect, mutual understanding atmosphere.
2. pay attention to specifications. Specification is to define some common scenarios set uniform standards of practice, including technical specifications, process specifications. Technical specifications for some of the common unified technology, such as front and rear end interactive interface specification, exception handling specifications, database design specifications, logging norms. Process specification is in all aspects of what people at what stage, should do, how to do, such as the development process specification, design must first re-encoding, need to review the design, the code required to review, each review process specifically is how to do, we must there are clearly defined. Specification is an effective way to protect the team in unison, handling the same problem in the same way, thereby reducing the occurrence of the error, improve the efficiency of collaboration. Pay attention to specifications, it is necessary to formulate norms, but also to follow up the implementation of norms, not developed, it is impossible to talk about the implementation of follow-up, did not follow up the implementation, will be a mere formality or not in place, it can not regulate gradual adjustment, optimization . Therefore, the development and follow-up, both are indispensable.
3. Results-oriented. Many people think that is results-oriented look at the results, regardless of process, I think it is a bit one-sided. Results-oriented, it is necessary to value the results, but also to follow up the process. Control should not only look at the overall results, also take control of key nodes, follow-up process is beginning of this article says "pipe" the operative part of the tube, pipe progress. Only follow-up process, you can press the time to know whether the team in the right direction, whether there are issues to be addressed, whether there is a possible risk, so make timely response plan, protection ultimately lead to a good result, I believe that this It is the real "results-oriented." "Sheep" class no spring.
4. easily and efficiently. IT technology is a relatively creative work must have the same problem, there may be many solutions, both the pros and cons of the solution depends on the level of ability to solve those, also depends on the state's resolve, therefore, to create a easy and efficient working environment, give full play to the level of ability of team members to create, but also is very important. Management and technical personnel should not be the same as the supervision of shop workers to see you at some point are not lazy, desertion, as long as you put the quality and quantity on schedule to complete the task well, whether you are studying or watching the news, brush it, and they do not affect other colleagues or violates the rules, I think that is understandable. It may also be "result-oriented" another interpretation. (Unfortunately, in fact, many business owners or managers because they can not do the planning, or for their own anxiety, requires the technician to have all the time in the "work" status, even something all right to require overtime, this practice, often immune to good results)
5. active play. Team members need to have the initiative to play, managers should take the initiative to play more. The manager is the leader of a team or department, the team is a problem, managers should bear the greatest responsibility, should take the initiative to play for the team. If managers do not take the initiative to play its internal team would have a scapegoat, thrown pot of cultures, everyone is afraid to back pot, all thrown in the pot, resulting in difficult jobs no one dared to do, cause everyone minding, incomes for tax cream tile others on the situation. Technical team of managers, we must do a good job "scapegoat Man" ready from the beginning, you are the boss, you're the greatest "scapegoat Man," only you under pressure in front of the team members will just do, and your play will virtually generate a positive impact on the team members to enhance their own sense of play, get the job done.
6. Learn to share. Technical teams need to learn to improve, and therefore create a good learning, sharing environment, technology is one of the responsibilities of managers. Everyone on the team, and only in the growth of the team, to get some sense of accomplishment, a sense of belonging, at the same time, team members grow up, but also to better serve the team, the company, which is a win-win thing. Technology managers usually should be encouraged to share as much as possible, the organization of thematic learning, good team knowledge management.
Above is my summary of the technical team to build a team culture aspects, technology managers should usually consciously instilled, and lead by example, so that team in this collaborative culture to work.
5. Methodology
Handle and a spout lip off, the above is a summary of some of the main direction of thinking, that there is no specific method or routine to practice these ideas yet. Combined with their own practical experience, I have done from the system, norms, tools that share three aspects, but each team, depending on the specific issues companies face, which may not necessarily apply specific ways and means, but I think the whole way of thinking They are interlinked.
1. system. Or system is to achieve more efficient to achieve the goal, the provisions do activities. The system may include technical team established system of regular meetings, weekly system, the system needs assessment, system design review, code review system, performance appraisal system. Team communication is very important, a system of regular meetings can communicate with each other to the team, to understand the space, the problem of feedback channels, but also to a follow-up team of technology managers working conditions, promote the system, decision-making opportunities. So once a week or several times (measured in terms of their own circumstances) of the regular meeting is necessary. Weekly system is that all team members for their work week to sort out the review, summarize experience problems, while making active plans for major work next week, weekly system on the one hand is conducive to team managers understand each person's work progress, problems and timely intervention guarantee achievement of the goals, on the other hand also contributed to the team members combed their work, so that a planned step by step progress. Needs assessment, design review, code review and other systems, can guarantee our understanding of demand is the same, the design is consistent with the overall architectural principles of the code is in line with coding standards and no low-level errors, thereby improving our development efficiency and quality. Performance appraisal system is mainly to avoid eating the same big pot, more or less a kind, a kind of situation Ganhaoganhuai, but performance evaluation if not a bit useless associated with reward and punishment mechanism, which can sometimes be more than just a team or department can decision-making , but the company's top-down system requires comparatively more complicated.
2. specification . Specification is the definition of how to do, including technical specifications, process specifications in two ways. Technical specification of some common generic scenario, by what means to achieve unity, such as the front and rear ends of the interactive protocol - format returned interface, whether REST style, each service should be consistent, then such as exception handling - Business an exception should be how to deal with non-business should be how to deal with anomalies and other related content can refer to my other technology to share articles. Technical specifications on the one hand by taking the same solution to the same problem, to avoid the probability of error, on the other hand some generic processing package, or copy and paste to avoid repeating create the wheel; process specifications for a number of activities, specifying what people at what stage , what to do, how to do security work or to the orderly system and effective implementation. Before the " software project development processes that regulate how " project collaborative process to do the basic introduction can be found in the reference, " R & D team to do Gitlab how to use the code review ," the code review process introduced in detail, also welcomed the reference exchange.
3. tool. We must first of its profits. With the system, standardize the process has also been how to protect efficiently perform, we must rely on effective tool. More commonly used tool for team management has
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Confluence, knowledge management tool that provides centralized management of all types of projects or departments of knowledge of the document, such as requirements documents, design documents, test file transfer, on-line documentation, technical specification documents, technical share documents, minutes of meetings and so on.
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Jira, tasks, bug tracking and management tool, based on the principle that all problems can be traced, will demand task, bug, optimization tasks are entered in the form of Jira single, centralized management of follow-up, and the Jira plugin works well for Agile project agile management.
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Worktile, worktile applied OKR management may be more suitable, but the version management of software projects always felt not very friendly (may not be enough skilled reasons), so for software project management, I prefer Jira.
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Gitlab, which as a code management tool nothing to say, but it is implemented based on the code review process may not see too much, " R & D team to do the code review how to use Gitlab " describes the implementation code review by nailing robot specific binding Gitlab step practice, reference exchanges.
There are such as to improve the development and deployment jenkins and other productivity tools, and so on, these tools or other alternatives I believe many companies have corresponding application, not detailed here. Another special tool that assessment, we say that the assessment is only a tool, not an end, and this tool is double-edged sword, well, the effect is significant, do not, may affect the team morale, more harm than good. But I think for a certain size of the team, such as a dozen people, dozens of people, can not do without assessment, assessment is not necessarily science is perfect, but as long as faith the principle of fair and objective, supplemented by some oversight, is a better than nothing thing.
System, norms, tools can be applied to the method management team, summed up a system is to use to specify what to do with a specification to define how do you do with the tools to make life easier.
6. Summary
No one is born with management skills, usually only observe, more thinking, more practice, more summary, in order to continuously improve the level of awareness and management. Each team, each different issues facing the company, no one-size-fits mold for you to set, but despite different problems, different ways to deal with a whole way of thinking or shared. Technical managers of self-cultivation, I think you have to have a correct understanding of the management, and then from improving leadership, team building culture, methodology three aspects to practice, thinking summarize, adjust, practice, rethinking summary readjustment ways to continuously improve.
Above, encourage each other.
Author: empty mountains Xinyu
This article was published in the micro-channel public number: "empty mountains Xinyu technology space," welcome attention, the actual exchange of drip technology and IT areas of business together
