Employment path (II)-He Management Software Development Team

1.Goals and Strategies of Team Management

The basic goal of team management is: Allow all members to carry out their work in an orderly manner and develop qualified products within the preset time and cost, so that enterprises and individuals can obtain the expected benefits.

The goal of team management is: Mobilize all positive factors, strive to improve product quality, improve work efficiency, and reduce development costs, so that enterprises and individuals get more benefits than the intended goals.

Team management policies: Most of the management work is mature and can be applied in a successful mode. We should follow the path of standardized management. In addition, a small part of management work may be personalized and not suitable for standard application, the management method beyond standardization should be adopted.

The positive significance of standardization is "stable and orderly", and the negative value is "rigid and rigid ". The positive meaning beyond standardization is "efficient and flexible", and the negative significance is "disorder and disorder ".

Team management requires both a large number of standardized management methods and a small amount of management methods beyond the standard. Generally, the former accounts for about 80%, while the latter accounts for about 20% (only reference data ).

The management status of most software enterprises in China is: there are too few standardized management, too many non-standardized management, and the operation modes of guerrillas are everywhere. The bottleneck that hinders the development of Chinese software enterprises is usually not technology, but chaotic management.

2.Standardized Management

Standardized Management has two meanings: firstly, work standards are formulated, and then work is carried out in accordance with the specifications.

The main work of the software team includes technical development and management, because at least two types of specifications are required. One is the software technical development specification, which specifies how to carry out requirements analysis, system design, programming, testing and other work; the other is the project management specification, it specifies how to carry out project planning, project monitoring, quality management, configuration management, and other work. These are generally referred to as process specifications.

It is difficult for enterprises to formulate practical and easy-to-execute software process specifications rather than advanced and complex software process specifications. Standard makers must first thoroughly investigate the current situation of enterprise process capabilities, identify weaknesses, and prioritize them ". Then, based on the enterprise's strength (such as capital and manpower), determine the goals of each stage of process improvement, and formulate specifications that are appropriate to the objectives. When referring to the process standards or specifications recommended by the industry, we should discard the things that sound advanced but have no benefit to the enterprise and select things that have practical value to the Enterprise.

Enterprises develop software process specifications to help people make their work better, rather than worrying about people's inaccessibility. On the one hand, enterprises should use administrative commands and punitive measures to enforce software process specifications, and on the other hand, they should try to make employees happy to execute regulations so as to avoid flow in the form.

 

3.Management beyond Standardization

In the daily work of the team, there are always some things that cannot be applied, because they work as living people rather than machines. Management that fails to apply specifications is not necessarily messy. The quality of the situation depends on the leader's ability to manage.

This section uses the name "Beyond standardized management" instead of "non-standardized management ". To highlight the word "Beyond. Normative things are generally ordinary, and ordinary people can learn to use them. "Beyond" is not fair, and it requires wisdom. Beyond standardization, the essence of management is "knowing people and being good ".

Assigning tasks to members and preparing progress plans is an important task in project management and belongs to the project planning process. Generally, the normalization method is as follows:

(1) first break down the functions of the product and give the WBS (work breakdown structure) diagram;

(2) estimate the product scale based on the WBS diagram (for example, using code lines or function points for measurement );

(3) estimate the workload based on the product scale and average team productivity (for example, the workload is measured by month );

(4) determine the number of people and working hours based on the workload and team's human resources.

(5) Finally, arrange the person meeting the angle requirement into a specific position (that is, assign a task) and allocate the desired time.

The above practice is much better than the command, but it does not tell us which one is best for what to do, soThe Plan formulated based on specifications is statistically reasonable, but not optimal.. Software development is smart, not physical labor. assigning tasks to software personnel cannot be as casual as dealing with traditional workers. Leaders do not have to have a deep understanding of the skills of both workers. However, for software personnel C and D, suppose C is very good at designing user interfaces while programming level is relatively low. D is very good at programming and almost does not understand interface design, if the work of C and D is misplaced, it will have a serious negative impact on the development work.

Making good use of people is obviously beyond the standard. Intuitively, "knowing people" means that a leader should be very familiar with his team members, including knowledge, skills, and hobbies. "making good use of" means that the team members can develop strengths and circumvent weaknesses, make the team the most effective.

To work in an enterprise, we must create benefits for the enterprise and acquire personal benefits. In general, the purpose of standardized management is to enable enterprises and individuals to get the expected benefits (achieving this goal is already quite good). However, human potential is huge, superior leaders can fully mobilize the enthusiasm of team members, so that enterprises and individuals can gain more benefits than their intended goals. This is also beyond the standard management.

The specific practices can be described as varied. For example, if there is sufficient funds, some leaders often take the team to eat, drink, and play. The name is "team building". Some leaders lead by example and want their subordinates to follow suit and become workaholic; some leaders often do the ideological work of employees in an attempt to convince people that positive work is the greatest happiness in life. It is only a matter of days to know whether these incentives can work.

An effective incentive is profit-driven.. There are many benefits, such as money, status, honor, and sense of accomplishment. The interests pursued by different people at different times vary greatly. SoThe famous leaders should design incentive plans (rather than the same ones) for their subordinates so that they can truly improve their work enthusiasm..

The profound meaning of good use is: not only do what he is good at with the most appropriate person, but also inspire him to do better.. "Knowing people" is a prerequisite for "making good use of money. If leaders do not communicate with their subordinates and do not really care about their subordinates, it is impossible to make good use of them. In fact, they waste human resources (the most valuable resources of the Team ).