Several management issues being considered

These are some of my questions recently. I will discuss them here.

(1) technical exchange:

Technical exchanges between technicians can be divided into formal and informal channels. formal channels such as training and meetings are much more informal, such as eating and chatting technologies and drinking tea together, or even when people wait in the queue for chatting during hot water, formal communication can usually be organized by the company. The results are fast and the cycle is short, while informal communication needs to be carefully planned, it takes a long time to measure the effect. Therefore, companies tend to use technical training and exchange meetings for technical exchanges. an excellent company, but in terms of the proportion of communication, informal communication accounts for at least 80% of formal communication, and formal communication accounts for about 20% of informal communication, face-to-face communication is actually the most effective, and informal communication is actually an important part of corporate culture, so I think the measure of a company's communication should include the consideration of this proportion, so the problem arises,

Q: Since informal communication is so important but difficult to operate, I would like to ask you how do you think this kind of communication can be promoted?

(2) performance appraisal:

Paradox 1: the better, the less I feel

I love sports very much, and I often have some sports equipment. When I use them, I feel this way. The more well-designed equipment, the more I feel that I cannot feel his presence, instead, you can only serve you in silence. On the contrary, a texture or poorly designed equipment always makes you feel awkward. For example, you will always think of him instead, in software design, the architecture designed by a good architect will make the implementers feel very comfortable and even seldom feel his existence. Therefore, we often ignore these excellent designs, some poor design is often eye-catching, because he always has such problems, and solving these problems that can be avoided has attracted some people's attention. another example isProgramThe clerk took over a program that was expected to take two weeks, but spent four weeks. In the report, he constantly proposed various "difficulties not considered" for this task ", in addition, I worked overtime for development in the middle of three weeks. Even though the task was delayed for a long time, the supervisor thought that the technician had overcome many difficulties and was very diligent, so he was rewarded. later, another programmer took over the program and found that the old program was completely a piece of garbage. To maintain it, it would be better to rewrite it. So it took him a week and a half to complete it, this task is completed every day after only working hours. apparently, the first programmer was rewarded for his minor issues. (This example is from member wingborg's book "Psychology of Program Development".)

Q: because of this paradox, It is very subtle to assess a program or a team. What methods or indicators can be used to measure a program or an architecture, or even a team's work?

Paradox 2: abnormal values that will never appear

What is the most important aspect of performance appraisal? Is everything going smoothly? No! The most important information should be abnormal information. For example, if the progress of a task is delayed or smooth, it is good. However, the most important information is the problem. however, the performance appraisal is submitted at different layers. The supervisors at each level will try their best to smooth the appraisal and remove some abnormal values to make the entire process look more stable. For example, if the performance of a month is good, the supervisor may keep his score a bit conservative, so that it will not be too difficult for the next month. if the situation is not good, the supervisor will try to add some content. after layers of polishing, the top supervisor will see some very stable data, because the valuable abnormal data has been flattened.

Q: How can we ensure that performance reflects the most authentic situation?

(3) Progress

Paradox 1: software can never be completed on time

Parkinson's Law: (Parkinson's Law): After the construction period is determined, the actual progress of the work will be filled with him as much as possible. That is to say, if a job has a cycle, no matter whether the job requires so much time or not, the final completion of the job will be as close as possible to this cycle. Of course, this is not necessarily a bad thing. If the cycle is set properly, the entire operation will be smooth, but the fact is that everyone tries their best to relax the time and add redundancy when formulating the cycle. In the end, of course, there will be a cycle that is much more redundant than the actual situation, so according to this Law, the actual progress of the work will still be achieved according to this progress. and, of course, many temporary tasks will be inserted during development, so the progress will be postponed and then postponed, so the release can be made, and the software will never be delivered on schedule. of course, the actual situation may not be the case, but does the software delivered on time complete all the functions? Is it because many functions use temporary solutions for the insertion of some temporary things.

Q: How can we set a more reasonable cycle to improve everyone's work efficiency?