Coming out of haze-big achievements of small teams (2)

There are often two factors that lead to the company/Department failure: lack of technology, management (or process) chaos. These two factors are often mistaken for lack of manpower after failure. When a small team has serious technical deficiencies, it is easy to face a situation of losing both sides and being stretched. To make up for such weaknesses, personnel functions are often reused, one person has multiple roles, and one person has multiple roles (there is no individual person in charge of this position, and this responsibility is divided into multiple roles), resulting in chaotic management. The problems caused by the lack of these two basic factors are often simply described as "insufficient manpower ". Many people complain that there are too many projects and fewer people ....... no way. "If we have twice the manpower ...... this is not the case. "A person is simply a task of three people, and the gods cannot do well ...... ". Such complaints are often dumbfounded, because they are true and "missing". However, this is irresponsible, but it is not true. Small teams can also make a big difference, to solve this problem from the root, We must unveil the "labor shortage", deepen the mechanism, expose the "inflammation", and implant the "medicine.

I. Lack of Technology

To ensure that technology is not lacking, we need to start from two aspects: blocking the entry of technical personnel when recruiting, and removing the interference of technical personnel when employing people.

How can we block the entry of technical personnel when recruiting? Different companies have different recruitment standards and procedures, but the goal is the same, looking for qualified candidates. I think we can learn from the practices of Microsoft, Google, and other companies (Please study on your own), develop strict procedures, and conduct a comprehensive investigation. Rather than hire a high-paying master, you will never hire a low-end employee with a basic salary. In addition, for new students who just graduated, I think that the outstanding qualities such as the courage to take responsibility, the courage to pay, and the willingness to share are far more important than the skills. However, I need to recognize the qualities of candidates, it is not easy, so trial or internship is a good way to select new graduates.

How can we eliminate the need for technical personnel when employing people and keep the team at a high level? What I want to say is not to let the system speak Based on the boss's likes and dislikes. This is a management aspect, which will be discussed in the management section below.

2. chaotic management (or process)

Management is a big topic. No one can give a full lecture at a time. Here we will not talk about the definition of management, nor touch on the theory and standards of management. It aims to clarify the reasons for confusion and answer the questions left above.

"Equality of all" is not a management "democracy, and management itself is class-clear. I have seen that everyone in a team is a product manager and a project manager, and almost everyone is equal. This ambiguity of responsibility is a manifestation of "Pan-democracy, while bringing everyone to be treated fairly, it also brings about the ambiguity of everyone's responsibilities, the inefficiency of cooperation, and the disorder of behavior. The soil of "clear responsibilities and efficient cooperation" is gone, naturally, it's slowly gone.

We start with a core project manager and product manager in a project (please let me be lazy, don't draw a picture, and use pale language instead ). First, the product manager should be responsible for the product, and the project manager should be responsible for the project, rather than the leadership. Only the leaders are responsible, and those who are looking forward to the project should be removed as soon as possible. The product manager should be fully involved in the evaluation of product opportunities to the mass production and feedback of the product. He should be the person who understands the product most, understand the customer's needs, and understand the market position; the project manager should focus on the progress of the project, control the priority of the project, control the node of the project, and improve the project management. Of course, the large army has a large army combat mode, and the guerrillas have the enemy's methods. When there are not enough people, the product manager can participate in the array of engineers or code workers, and conduct the work in person and take the lead in development. However, the product manager and project manager must be able to manage their teams, I have to say the word "class" (the class here only refers to the functional aspect, there is no other meaning ).

1. product managers and project managers must be willing to pay for their responsibilities. They must be able to drive the entire team, manage and motivate the team, listen to the team, and make decisions. Directors and others have the obligation to supervise and select such talents;

2. The product manager and project manager must have sufficient understanding ability, product understanding, and situational understanding. Only in this way can they be delivered to everyone, so that they can go beyond the correct direction;

3. The product manager and project manager have the obligation and power to ensure the excellence of the team. If the product manager determines that a person's ability or quality does not meet the product development requirements during the promotion, he has the right to propose a change to the corresponding engineer, which is determined by the project manager and the leaders. The product manager cannot participate in personnel, but is responsible for the entire product. He has the right to propose solutions to the factors that affect the product. If the problem cannot be solved, I think a good product manager should have two options: (1) Communicate with the lead, which leads to a major problem. If the lead thinks that the problem caused by this problem is borne by the lead, you can proceed. ② If ① cannot do so, request to revoke the product manager title-this is only responsible for the product. In this way, we can "Remove the troubles of technical shortage", and remember that a rusty screw will destroy a giant ship. This is what I am talking about as "class". This class is the first attribute of management (I personally think). If we ignore this, it will inevitably be chaotic. Equality is not an equality of responsibility, but an equality of basic rights/rights, say, report, and basic treatment.

4. Team communication is the first factor to restrict team cooperation. We recommend that you give everyone the freedom to discuss issues in groups, review the gains of the Day, and study the technologies they are interested in. In short, this half hour is "free time". For other working hours, it is recommended that the leaders do not always send emails. If there is no urgent matter, place the emails in "free time. To the maximum extent, everyone can devote their full attention to their work without being disturbed.

5. How simple and natural is the division of labor between directors, general managers-product managers, project managers-engineers and code workers? a technology company must be simple, authentic, and pragmatic, I seem to have seen Steve Jobs have a bad temper or even quarrel with his employees, but in any case, their purpose remains unchanged, focusing on a little bit. This quarrel has become a kind of mediation for thinking and communication. Strict requirements on others, never introduce private feelings, never slander excellence, never shoot horses, never resort to frauds.

It's not about insufficient manpower. All problems are about people, not the number of people. To get out of the haze, it is necessary to redefine the problem, understand the problem, and find a new solution to the problem.