The Road of Technician Management with the Integration of Knowledge and Practice (1) The Basic Framework of Management Science

How to manage technicians by "knowing and doing in one" (2) Role cognition

In the internet industry, when the role is changed to a management position or the head of a team, you can't wait for the superior to arrange everything, but learn to plan things yourself.

The management planning mentioned in this paper not only refers to the work planning, but also rises to the whole team; From the core content, management planning requires managers to clearly answer such a question: "How are you going to lead this team?"

How to answer this question? We should answer according to the four elements of management planning.

This paper discusses the four elements of management and the identity of the person in charge of the mobile terminal. ..

The so-called "function" of the team is to answer the question "What does the team do?".

To answer this question well, consider the following three questions first.

My answer is:

The question of thinking has been answered, so what is my team function? In other words, what does my team do?

Develop and design high-quality applications for mobile terminals to improve the convenience of residents' lives and provide a good brand effect for the company.

When all team members know the team functions, the following effects can be produced:

1. Enhance team cohesion

2. Effectively motivate employees

3. Enhance the initiative of employees

Why is it the function of the team rather than the responsibility? Because the function of the team includes two levels:

Responsibility and mission. Responsibility is the lower limit of team function and mission is the upper limit of team function.

Simply put, the basic responsibility is to solve the "survival problem" of the team, and the mission is to solve the "team realization" problem. Similarity is like the realization of personal self-worth, so I won't go into details.

Now that we have explained the two levels of team functions, what we have to do is to set basic responsibilities for the team and determine the mission for the team.

Step 1: Collect information

Collect functional information from the following four angles.

Step 2: Refine and sublimate

Step 3: Confirmation and Claim

The function setting and publicity of the team is a long-term task, not an overnight thing. The sooner you do it, the better, and gradually form a subtle concept.

The definition of the function clearly shows the value of the team, so the goal is to answer "through what to reflect the value of the team". That is, what achievements have been made to reflect its value, taking itself as an example.

This part mainly discusses this goal from the aspects of significance, principles, dimensions, forms and challenges.

1. Goals mean expectations first.

2. Goals mean the effective allocation of resources.

3. Goals mean implementation.

4. Goals mean cohesion

5. Goals mean incentives.

Setting clear and reasonable goals can both "do things" and "lead people", which can be described as killing two birds with one stone. After the goal is determined, think about whether you have synchronized the goal with the team members and whether you have doubts about this goal.

We adhere to the SMART principle of setting goals, namely:

1. Special

2. measurable

3. Attainable

4. Related

5. Time-limited

Let's first look at a goal without setting principles:

Our goal is to optimize the size of the application.

View the goals optimized by setting policies:

Reduce the size of the application by 20% from Monday to next Monday.

To judge whether a goal is clear enough, it can only be said that the goal is clear when all SMART are met, and the fewer goals set, the more detailed the better. SMART policy list can be used to check whether the current goal is clear enough.

Intelligent policy list:

The target dimension is considered from three dimensions: 1. Business goals. 2. League building objectives (echelon, scale). 3. Professional objectives

Simply put, the three dimensions of storytelling are performance output, team development and professional ability.

Performance is to be responsible for the company, superiors or bosses, and this goal must be set; The setting of the league building goals reflects the integrity of management planning, that is, why the goals and people are inseparable; The setting of career goals can improve the professional quality of the team and also help to improve the professional ability of individuals.

From the perspective of personal growth, if there is enough time from goal setting to business completion, you can set your own career goals, and it is best to improve your performance output through the achievement of career goals; This not only improves the individual's ability, but also completes the company's task.

1. Quantitative indicator KPI

2. Non-quantifiable target KRA or OKR

A simple and common sentence pattern through KPI is: at a certain point in time, what indicators reach what numbers.

Example: "By the end of September, the single machine performance has been improved from 300qps to 500qps."

The sentence patterns commonly used in KRA or OKR are: what work was completed at a certain point in time, what function the work achieved, and what effect it achieved.

Example: "By February 65438, BI system 1.0 was released, supporting KPI data statistics and full data analysis."

This part will not be discussed for the time being. If necessary, write a separate article to analyze KPI, KRA and OKR.

The author's conclusion is that OKR is suitable for organizations with strong openness and pursuit of creativity. KPI is suitable for organizations with mature rules and pursuing execution.

Usually when you encounter difficulties in setting goals, you can find the answer from another angle through the following four types of questions.

This kind of problem is often that when you receive a demand task, your first reaction is that whether the project can be completed is very stressful and the degree of completion is uncertain.

The key to facing such problems and challenges is called "the starting point takes the end point as the starting point"; Deploy your team or replenish resources through what you ultimately want.

Encounter this kind of sex, the task received is generally too Pang Tong, too big. For example, an APP will be launched at the end of this year. . It mainly emphasizes "what I did", but does not explain "what effect I received" after completing these tasks.

The key to such problems and challenges is called "result-oriented description". According to the requirements of this task, the task is split, and what functions does the online APP have? For example, the upper limit of an APP has the function of registering to open the door.

The solution is to convey it down. There are many ways, which may be a simple sentence on WeChat QQ. If the functional business is complicated, a short business analysis meeting can be held.

For example, I recently made a business plan for mobile products (the business is a bit complicated), and in the process of planning, I also determined the schemes and solutions that I could think of at that time. When the plan comes out, the specific tasks will land, and the plan will become practical work and be distributed. At this time, if you don't pass it down, it may lead developers to not understand your needs and business, and the developed things may not meet the requirements, and there will be complaints after repeated revisions. Drawing on the previous experience, I chose to have a meeting with the person in charge of module background development. In the process of discussing the problem and passing it on, I also summarized some shortcomings in the previous scheme, and synchronized the news happily, and the effect felt particularly good.

Due to the company's strategic changes or other reasons, the big goals often change, which leads to the deformation of the goals we set before, or can't be implemented at all.

The key to such problems and challenges is called "setting career goals". Improve the internal strength of the team with professional goals, rather than relying on external needs to treat the team as a firefighter. The so-called change of demand strategy is often a change of big strategic direction, but the core business within the team often exists in various projects.

From my own team, the team has been the kind of fireman for a long time, trying to cope with the urgent need, resulting in seemingly no core business of its own. At this time, we need to find a way to go out and make some changes. For example, refactoring previous projects and using microservice architecture in the background are internal goals; Through microservices, each team member is responsible for a module, and everyone is responsible for their own module;

For myself, setting a professional goal is a study of flutter and an exercise of product thinking. No matter how the work content changes, these two points will run through to the end and personal ability will be exercised.

This section mainly analyzes team problems from the perspective of three team planning, and team building will be discussed in later chapters.

Just now we explained the main points of team goal setting. Now let's explain how to set the goal of group building. What is the goal of league building?

The measurement method is as follows:

Through the above three measures, as long as the actual scale, division of labor, echelon and future scale, division of labor, echelon are clear, we can grasp the focus of the future league building work.

Looking at the team from the perspective of resources is one of the signs of a mature manager.

Managers should give full reasons when making manpower budget, why these people are needed, why there are so many people, and what is the basis and estimation logic.

So how to do this budget, first of all, from my own understanding of the business and the goals I hope to achieve; Secondly, it refers to the proportion of industry resources, such as products, design, development, testing, operation and maintenance.

The core meaning of this perspective is that by the next time node, who do you need to focus on cultivating, what kind of platform and space do you give them, what kind of guidance and support do you have, and what kind of functions and roles do you expect them to be competent.

To introduce new people, we should understand a concept "team digestion ability". In other words, the current echelon situation of the team and the manager of the new tutor are limited, and we call this limit "team digestion ability".

How to estimate the team's digestion ability? First of all, it is more reasonable to see who can bring people in the team and bring a few respectively. The rationality here lies in that the new tutor can not only bring people but also give consideration to the investment in the cause; Secondly, see if the new talent training mechanism of the team is mature and sound.

What is the alternative path that managers need to plan to lead the team to achieve their goals? The planned work mainly answers two questions.

The first question can judge whether the means to achieve our goals are reasonable, and the second question can judge whether the resources we apply for are reasonable.

To sum up, we consider the path and resources from the following three aspects.

To achieve the goals of the team, we need to consider what resources the team has; The resources here include time, information and authority. Time is the completion time of your goal, and information means that you need to actively collect some relevant information inside and outside the company to complete this goal. Authority is how much authority you have to coordinate resources when the company is here.

From the manager's point of view, it is necessary to evaluate the output efficiency for a period of time, rather than pursuing the final quality of work. It is the daily work of managers to measure whether a job needs to complete 70 points in 5 days or 90 points in 10 days. On the whole, 90 points is not necessarily 70 points because of time. Note that excellent engineers here have to give up some obsessions and change their perspective, and there are many means to complete the work.

The following cousins can help new managers expand their thinking, see the diversity of problem-solving methods and avoid being too single. (Fill in big, medium, small or score)

List of average cost

Mature and professional technical managers will find a balance between relying on technology and superstitious technology, and provide a feasible solution that can solve problems, has reasonable cost and gives consideration to both the long and short term, instead of an "emergency" countermeasure that only cares about the present. Not all manpower shortages are determined by recruitment, and the diversity of previous means needs to be integrated to consider.

When we evaluate the results of a project, there are three most important measurement dimensions.

These three dimensions are flexible and can be grasped flexibly within a certain range. These three dimensions are called "three elements of result evaluation".

There are two points worth noting here.

In this way, we can sum up a principle: for any work, the key index of evaluation result is progress, quality or effect, which determines what kind of resources we invest, that is to say, only by knowing the most concerned index can we invest resources to the maximum extent.

Management planning develops functions, goals, teams and paths from four aspects.

When setting goals, it should be based on the reality of the current team and the available resources; When counting teams, it is inseparable from the setting of goals and the choice of paths; When discussing the path and making budget resources, it is inseparable from the goal and team.

Therefore, although several points are discussed, several elements are not independent and separated, but based on function and interdependence. It is necessary to sort out the four elements as a whole, which is a complete management plan.