How small teams manage microservices

"Technology" and "management" are often put on the stage to compare the opposite, just as it does not need to learn sociology, economics, and psychology, this should be a typical nailing thinking, and there may be only one result, that is, to block yourself. By careful consideration, this is not an objective thing for both fish and bear's paw. The essence is "willingness" and "Unwilling. Management capability should be a basic skill required by everyone in the society. The lack of self-management will cause a lot of energy for managers to waste on these "individuals, instead of putting more management Energy on collaborative teams to embrace the market, innovation, and goals. So how should we manage it? When faced with this problem, I will ask myself "What kind of managers do I need ?". I may need him to have high-level Overall Thinking to help us solve this problem. I also want him to have senior skills to pass us through, I prefer him to have a keen sense of the market that will bring us to the forefront of the future ...... Just looking at my own replies is enough for me to silently say to myself: study well.

1. refined division of labor

The progress and development of society are inseparable from "cooperation". "Self-sufficiency" is a "limitation" of ancient times ". Even if you "broadcast" at home to free yourself from finance, you can't do without the collaboration of the "Platform. Even if mobile phones use the "apple" trademark, they are essentially shared by the world. Therefore, "division of labor" is a kind of progress and value. This is already a consensus, and the same is true for teams. Some people may complain that they are limited to their own eyes by the refined functional division of large factories. In fact, even in small enterprises, There will be various types of division of labor, it's just that the opposite of "small" gives you the illusion of "big. Tens of thousands of troops need division of labor, and several teams also need division of labor. This is what the "death squad" says. The division of labor allows us to focus on our own strengths, and the division of labor makes automation and intelligence possible, such as devops ". One of the most profound understandings of the division of labor is: "The things with vague boundaries are chores, and the things with clearly defined responsibilities are professionals." I don't know how much cost and efficiency are hidden in this sentence.

2. Full stack capability

The reason why a nail is a nail and a screw is essentially a shortage of vision. If I really understand the value of "division of labor", I don't think he will complain about various "objective" limitations. Such complaints are just subjective and narrow. Sometimes, I need to recruit a front-end developer, but I prefer to select a front-end developer that can understand everything. The division of labor is not equal to "single stack". In turn, "Full stack" does not mean doing everything. Otherwise, it is no different from the concept of "self-sufficiency. The implication of "full stack" is comprehensive capabilities. Many people have quantified "comprehensive". Some people have quantified it as the job scope, while others have understood it as the enterprise scope, some people define it as a domain scope, but many people do not set a scope for it. Textbooks do not define a specific scope. Therefore, do not evaluate a person's comprehensive ability at will, because it is all his own "subjective" ideas. But what I can tell my friends clearly and responsibly is that the word "Full stack" keeps showing me my ignorance, putting pressure on me and pushing me to learn, including learning from you.

3. Personalized practices

"Maximizing the effectiveness of members and focusing on common goals in a centralized manner" is one of the responsibilities of managers. Division of labor requires decentralization, because every Member is an "expert" in their respective fields, and everything is "centralized", which limits the efficiency of "distributed. Every member can focus on the areas he is good at, and everyone is eager to cooperate with stronger partners. However, in case of a strong opportunity, they need to be more powerful, strong cooperation between division of labor fields forms a positive pressure cycle, and the effect must be 1 + 1 far greater than 2. More importantly, "personalization" is a "powerful tool" to eliminate all repetitive work ". Because humans hate repetitive work that limits personalization and its value, these repetitive and standardized things are naturally replaced by automation, such as cicd. Using automated means to control "boring", improve the quality and efficiency of work while releasing more time and energy to let go of your personalized imagination and practices. For enterprises and individuals, this is a win-win situation.

 

4. Shared information

"Division of labor" is not only good but also good. One of the biggest problems is the huge cost of information dissemination. According to our own experience and statistics, we found that 80% of project costs are not too much at all in terms of communication. The cost waste caused by information asymmetry accounts for more than 50% of communication costs. That is to say, A project with a cost of million may hide the profit growth space of about million. Everyone is eager to have a tacit understanding of the team, and everyone is eager to do what they want to do with a group of like-minded partners. Everyone is eager to do things in the state of extremely peer-to-peer information. These are my most idealistic ideas. When I recognize this idealized real-time, I know that what I want to do is not passively "encounter" a team, instead, we take the initiative to "build" such a team. I can use the "receive drive design" concept to reduce the loss caused by business transfer in the project process. I can also use "agile means" to reduce unnecessary error understandings, I can also achieve seamless and automatic connection between functions through the "Standardization" process, I can even build a "general application platform for microservices" so that different project teams can work together on the same platform to form a positive development of sharing and contribution, which greatly reduces the "Identity" between different project teams" and "reusability ". There is always no lack of means, but the lack of the ability to actively think.

5. Unified goal

Cooperation is a kind of social activity. There is a very important precondition that members have a common "goal ". The so-called like-minded, "Zhi" is the first, "Tao" is three views. If you are with a person who has no common aspirations, you may be a good choice to be a friend, even if the three views are combined and cannot work together. Managers are the starting point for building a team, and their thoughts and goals are the foundation. A team can be lacking, but it cannot be lacking. A team without a "soul" is like walking dead, and a business-oriented system architecture is like a decoration. When a member leaves the team, he or she may be seeking for different ideas. However, if a member is lost, the target may be blurred or distorted. The idea or goal is not static and can change with objective factors. Whether or not changes are required or not is the greatest test for managers. It may not be too difficult to have a goal, but it is not too easy to have a correct one.

Conclusion

My understanding of management stems from self-cognition ". Because "deep learning" allows you to understand the common aspects of human nature, so that you can better manage yourself and have more accurate dimensions to think about external things and things. The team can be big or small, and things can be difficult to do or do not do well. However, the deep-rooted "personal philosophy" cannot be easily shaken because it is the core guide to guiding their own behaviors, including the establishment and thinking of team goals. Whether managed or managed, basic self-management awareness is indispensable.

 

How small teams manage microservices