Alipay page So little, so many user experience design are doing what

Article Description: processes, products, and people.

There has been a doubt: Alipay page so little, why are people so busy?

In this question, there are more than 10 people in the team, including three in Shanghai. There were times when other people were talking about how bad the process was, how the process changed, and so forth. As a newcomer, I just listen to the past. That is no way, even the flow does not know, how to recommend, how to change. In addition, was also doing an upgrade package, 163 mail template J all made new. The situation is an upgrade package to change 163 pages (in retrospect, this TMD is not a project, but also to a completely unfamiliar with the newcomer), at that time did not think, just feel even a upgrade package is so troublesome, then 10 or so the front end of such a busy is taken for granted.

Results. Now the team has a lot of people. Still seems to be very busy. Or do you always have someone tell you that he is very busy. What's the situation?!

First, my process

First put aside the company process, talk about their own process. In fact, it has been a long time since the completion of a company's product flow. It has been almost a year since the business group was left, and the architecture group is generally a front-end internal project. The project development process is planned by itself or by the project team of the architecture group, and the time is drawn up by the report supervisor. There is no problem with the process. Because generally we will analyze the project, such as the style library when the approximate process specification is this:

1. Prophase analysis
   • The goal to be achieved
   • Knowledge Reserve
   • Put people
   • Old version and new upgrade scheme
2. Project decomposition
   • Project Deconstruction and refinement work
   • Development assignments
3. Development/Follow-up
   • Start code Development/Document authoring
   • Follow up the progress and make the adjustment accordingly
4. Publish/Preach
   • Periodic report
   • Periodic release/Preach
5. Another process
   • Start Next loop

For such a process, it is planned according to the implementation project. It's not going to be a problem. But that's not the case with the company. Everyone has a shared process, a process that someone or a group of people has planned for you at some time in history.

Second, the company's process

As for the specific process, this I am not good to elaborate, in fact, there is no need to be so fine. Use three things to describe it. The thing is this: one, a coworker let me help fixed a bug, he said it was a new version of Alice (our internal style [CSS] library), and the result is that the bug was caused by the last version of Alice; two, a coworker suddenly something go away, there is a new product is done, as a project support Hold me, took over his work, two days to complete 20 + pages. Third, there is a very necessary point to change, but not a bug, no one remembered the urgent release. So, here are two things:

• Case one: The upgrade package for the product does not have an upgrade plan.
• Situation Two: The new product project does not allow time for technical upgrades.
• Case THREE: Process scores and product experience are not necessarily proportional.

Of course, there is a situation, the situation two such situation, it can be said that they do not work hard enough. How to say, in fact, even with the old style, not in the Alipay front end team such a maintenance style library team, will do a good job. As for upgrading to the latest version, overtime, it is not impossible to complete, but the QA team test how can time? Then we say QA also work overtime, and things can be done, but this is not a long-term solution for companies and employees.

As for the situation three. In fact, we are in a big environment, in a "to better experience" as the slogan of the team, in a more secure for customers more stable and special value for the availability of the company, there are many layers of boss relationship. As a result, it is possible (possibly, possibly) that the score in the process is not necessarily proportional to the experience (because I almost agreed to it).

To sum up, these three situations actually need us to solve is two points:

1. Time is only 365 days, not long, not short, can not be added. How the process is going to ensure the allocation of time.
2. Process how to ensure the better development of products.

Speaking of this. I have to talk about people.

Third, people

Think about how you usually do something. There's a difference between doing what you like and what you don't like. You think of your own, here I say two examples of myself.

Case one, in the interview payment treasure, Zhou teacher asked, "Mody tea said you css good, you can say 5 IE and Firefox on the different CSS?" "And then I said, it's nothing." Just some bugs can be solved, but it's hard to express. He said, you are missing the summary;

Case two, recently a product students in the know asked me to answer "why foreign, such as Amazon's Web page width is the user to choose to adapt, and most of the domestic is fixed width center?" In fact, I did not think about this problem, but still based on experience to say the point of view, and then TM have to praise themselves, even summed up the orderly (just to do a not particularly appropriate example, specifically why this person so show please ignore).

Say these two cases, just to elicit two points:

1. Summary can be in-depth. It's hard to go deep if it's always on the surface and it's hard to find the law.
2. In fact, people are inert, do not force themselves hard to know their potential is how much.

Yes, that's the way we are. Isn't that right? If you are the front end, think that you are not a lot of bugs can be solved, but can not see at the first time (often asked me why someone can see it, why do you know, there is no secret); think of you met Ma, he threw you a point of view, you will not be more efforts to think, And not like your mother suddenly threw out a point of view (such as my mother always said I forget things from the big, until later think, there is really a lot of things are not love to remember) that to think.

Iv. Processes and people

Just said the process to half, began to say "people" this topic. Yes, as you often hear people say, rules are dead, people are alive. People can create these things, and they can modify such things. But I didn't mean to say that. But to do this requires a deep user, to sum up, to the actual in-depth thinking. In the framework group, we are in most cases responsible for only one project, the process is tailored to the project, and it is difficult to come up with a problem. But in a department with a fast 1000 people, there are countless projects in the technology department that develop multiple products in a multi-line. How to go deep, to solve the process, not the depth of users, not based on the actual situation to think, it is difficult to solve the problem. To give an inappropriate pigeon, when we write a program, we will pay special attention to reuse:

1. List all points, parsing program logic
2. Write Reusable Modules
3. Use on each page. Put the special Hack alone.

The process is the same. The group went to the summary, the team to sum up, and then up to the small department, to the big department. Classify items that can be used in the same process, work out one (many) common processes, and even have special processes to deal with important special situations. Of course, this is not a mother's nonsense, I believe everyone thinks so.

In fact, things are not stuck at this point. But:

1. Who is going to summarize and collect this material, is there anyone in charge of the process?
2. Who is in charge, is he reliable? Is it a deep user of the process? Do you have a summary? Or just see the function upgrade, and not take care of the technology upgrade of the Blind (grand).

V. How to ensure the time distribution of the process

Let's think about a lot of what we've been talking about in the last few days, the envy of Facebook as an engineer-led product development. Why do they have to be engineer-led? Is the product manager useless?

The question is not directly answered, but it is certain that an Internet product that does not upgrade technology is difficult to maintain for a long time. Take Alipay, he slowly come out a lot of products, more and more user-friendly, more and more users. If we do not upgrade the product of the students, but also upgrade our backstage technical support, how to withstand so many people's concurrency, how to ensure that machine problems can be smoothly cut to another server.

In fact, so much, that is to lead to: if the product manager himself can not understand the product is responsible for the life cycle, can fully grasp the distribution of products at all points, such as not know the technology will affect the life cycle. Go tell him. Let him give you the arrangements to make your time secure.

Vi. How to ensure the better development of products

When it comes to BCD (boss centered design) Everyone will be very excited, as if everyone has a very unreasonable boss, as if each company's hierarchical relationship is very not optimistic. Actually it's not that serious, it's usually just one or two things happen, or even unavoidable, and then someone will find a word to sum up (and, of course, it's disgusting, but I'm sure there should be very few companies that have developed very well).

Why are so many people afraid of the boss? Because they ask for it. No desire is just, no request is respected. If your focus is on the product, then you will make your product better and let others know that it will be better for the product and for him. Rather than simply to fear the boss, afraid he won't give you a bowl of rice.

OK, yes, how to let the boss think it is better for him, but also good for the product?

If the algorithm of the flow inside the score is more reasonable. If the product is increased by 10 points, the emergency release score is deducted 5 points. Is your boss going to let you release it urgently? Imagined. I just said that sometimes it is "unavoidable" that the so-called boss is the center. At the time we thought the boss would not let the release, but the boss really wanted to improve the product, but he thought his boss might not want to. But too many levels, the mind is not good guess ah, everyone knows the idea is straight, otherwise it is difficult to survive. Can only say that this situation is very helpless. And once there is a standard, then everyone has a rod in the heart, there is no need to guess the minds of others.

As for what algorithm is reasonable? It is a philosophical question to say so alone. But when we have a real product, then the role of the boss decision is coming, deciding what should be added and how many points to add.

7, Products and people

In addition, for a product, it will not be busy for a whole year. After all, we now have so many people, almost everyone is responsible for a product, or more individuals responsible for a product. Having people allocate time to do (upgrade) the product is also a problem.

It's like you often hear people say they're busy, or they're busy. In fact, they will also privately say that this quarter they are idle, feel like do not know what to do. Yes ah, busy time feel that there is no need to upgrade technology, not busy when feel that should have a good rest. Products pressure people, but also lead people, rather than people to grasp the product, to promote this product. What can we do to save the blind (busy, busy, blind) people?

Sometimes it feels like the team has a business group and an architecture group. The schema group can have test groups to test the front-end framework, and the business group can have people who are specifically responsible for project technology upgrades and page improvements. Many people may ask why it is necessary to set up a special team to do something to improve the product that is the responsibility of each engineer. Obviously, if the responsibility is not clear, do not have a problem, then encounter inertia, or a lot of people will choose not to do. Moreover, none of us can guarantee that the product that everyone in charge of the company is responsible for is to be raised by his own children. Obviously, it is impossible to expect everyone to do so. At this time, the division of responsibilities more detailed, coupled with the traditional responsibility system, will enhance the product to ensure better.

The product needs the structure, the person also needs. And in the end we have to do is to let people to inertia, the product as a child to raise, which is good for the company and the people themselves.

Viii. Summary

All right, let's summarize. Write more is to satisfy their own expression desire, but see people will be tired.

About this article. While asking questions, it simply provides a solution, but my goal is not to illustrate the "idea" itself, but to explain what kind of approach to use. It is not to say which place is bad, but to encounter what we do not want to see how to solve. For the issue of Alipay, it's just a person's feeling, not a public opinion.

About the process, products and people, just to elicit such a sentence: Find a reliable person to do things, and good people's structure. Also want to say to oneself, think more, go to sum up more. Life is short, don't waste the days when you can think.