Last empire-dilemmas of agile (5)

Last empire-dilemmas of agile (5) This article is from agile invincible

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In agile Corp. in the China R & D center, apart from the TD project development team where Alibaba Cloud is located, it also includes the middleware development group responsible for transmission services and the protocol development group responsible for underlying protocols. Yuan Lang is the PM of TD, the PM in the middleware group is Zhou Xiaoxiao. Zhou Xiaoxiao has a bitter melon face and a bitter and bitter look. Basically, people don't want to look at the second eye after a glance, yuan Lang took a face with him only on the onboard. The Protocol PM is the careless foreigner Rob, a typical American man who went to the wrong room during the interview with Alibaba Cloud. His personal whiteboard in front of his seat did not remember "mr. the delivery phone number for pizza and subway is "I'm on holiday from xx to YY. limited access to my email box. please call my mobile phone to reach. ". Every time he looked at the foreigner carrying his travel bag, he thought about how the gap was so big. Our Socialist holiday is not as great as capitalism. The three PM reports to Charles Li, the leader of the China Telecom system solution division of agile Corp. China R & D center. Speaking of this Charles Lee, the same group of great people told a Jie that Charles was entering agile Corp. previously, the Chinese R & D center used to work for many years in Simens, Motorola, and other large companies. The comments on it have long come to a consensus that the three words are "stable, accurate, and ruthless ". Agile Corp. the top management of the Chinese R & D center dug Charles into its current telecommunications system department. No, in less than two years, it brought up three hard-hitting teams, the sales team of agile China can directly perform in-depth mining on the Chinese market. Alibaba Cloud's TD-SCDMA team is Charles's expectation for a "cutting-edge connection", hoping to help agile generate a piece of cake in China's telecom market.

Speaking of TD-SCDMA, A Jie is really love and hate. I love Alibaba Cloud's research on TD with his mentor from the Graduate School. After graduation, I went directly to a well-known domestic telecommunications software company, responsible for the software development of TD-SCDMA, what's different is that Alibaba Cloud is doing hardware research in the school, and the company is responsible for developing the software part of the TD-SCDMA-for mobile operators of the network management platform, and eventually become the manager of this team; I hate the fact that I haven't officially issued a license since I talked about it for so many years. Alibaba Cloud's original company crashed into the TD team, in the end, it was because TD was too late to be put on the horse.

While applying for agile, Jack yuan still remembers: "China's TD is not a technical issue, but a matter of national policies and policies ". Indeed, agile China, with years of good cooperation with the Ministry of Industry and Information Technology, is trying to squeeze into the first phalanx of TD vendors. As the technical center for support local marketing, Yuan Lang's TD-SCDMA team is highly expected by US headquarters and GM in Greater China. From headcount to budget for the required lab equipment, Yuan Lang's team is like a sweet potato for the entire agile R & D centre. Although Alibaba Cloud has just arrived for five months and is a member of the Xiangxiang community, Alibaba Cloud feels that some of them are incorrect, such as project management and development progress control. It is said that agile China has passed the CMM/cmme 5 evaluation very early, but this is all before the establishment of a separate telecommunications system solution division. So when Charles set up the telecommunications system solution division two years ago, apart from several colleagues from internal transfer, other employees did not have much experience in CMM/cmme. In addition, in Charles Li's view, CMM is not suitable for his team. He also said to his PM many times in his staff meeting: agile China's China Telecom system solution business department was just established, with few personnel and projects, while CMM reviews focus too much on the project process, which is not applicable to the current team; second, most of the early projects in the telecommunications system solutions division were transferred from the U.S. to China. Many of these projects were not managed using CMM/cmme at the U.S. headquarters, we do not need to draw out any CMM in China. Third, agile is well known, and the telecommunications system solution Division does not need to use the CMM name to attract business for itself.

When talking about the third article, Alibaba Cloud has a deep understanding. When I was a domestic enterprise, I had to add the software development enterprise qualification certificate to the technical standard because of many project bidding in China, such as the need to pass the CMMS 3. When I was just promoted to PM, agje was beaten by Indians because he wanted to compete with a software outsourcing company in India for a domestic OSS project. However, the most internationally certified CMM companies are in India. Indians love CMM/cmme much more than the source of CMM/cmme in the United States. In the view of software developers in China, the CMM/cmme is tailor-made for Indians. The input and output of Indian companies in CMM is indeed much larger than that in China. But the question is, will China become a software power like India? Will software power be a powerful software power? Alibaba Cloud does not deny the significance of the emergence of CMM/cmme for software engineering, but it does not mean that CMM is omnipotent. Although at the time of graduation, the tutor hoped that he could continue to study as a doctoral student, he did not think that being called "Xu Bo" would bring him a great academic improvement, on the contrary, Alibaba Cloud believes that it is a pragmatic approach to work hard in enterprises and test the knowledge they have learned.

In fact, in a Jie's view, not only Yuan Lang's team, but also Zhou Xiaoxiao and Rob's team also have problems more or less. Zhou Xiaoxiao is one of the oldest employees who received transfer from other departments when Charles set up his team in the early stage. With her long time in agile and old qualifications, he finally upgraded her to PM six months before he entered agile, A Jie heard from colleagues of Zhou Xiaoxiao team privately say that Zhou Xiaoxiao was most afraid of others saying that he was "incapable" and "qualified. In normal project management, Zhou Xiaoxiao often fails to make decisions, so that everyone can have a discussion without any purpose. In addition, in the project it is responsible for, it often puts forward some very impractical project time estimates, which are usually not simple over estimate, but very outrageous. It is said that the most outrageous job was originally a four-person-month job. He proposed a nine-person-month job and he was still excited. Therefore, colleagues in Zhou Xiaoxiao team do not fully agree with the small weekly management method, but the CMM/cmme that Zhou Xiaoxiao was familiar with is not applicable to the current team, he is confused now.

Speaking of the foreigner Rob, it is even more amazing. According to insiders, Rob was a typical American boy when he was young, skateboarding, rock and roll, and the booming Ford Mustang soak in mm at the door of the middle school. All in all, apart from reading everything, I worked as a clerk in an outlets store in California after I graduated from high school, after two or three years of hard work, I just caught up with it fever. After studying computer books at home for a summer, I became a programmer at agile Palo Alto site. After the hardships, from brilliant to bubble, from bubble to brilliant, I finally became a manager when I was about 40 years old, and I was promoted to manager as one of the conditions, he has to take a team three or four years first in China to bring transfer, a Protocol project he developed in the United States, to China. This satisfies his childhood desire to look at the mysterious oriental country of China. Anyway, he only needs to pay the child's support fee to his ex-wife on time. Speaking of technology, this foreigner really has two brushes. Don't look at him, he has never been serious about learning. With more than a decade of agile accumulation, not only has he had little knowledge in protocol, it has become the black belt of Agile's few Six Sigma.

Alibaba Cloud found that although agile has implemented six sigma, it has little effect and the original critical diseases are hard to be eliminated. First, the entire department has been struggling with the break even dilemma. After the break even was finally made in two quarters, the entire department also made a special offer to celebrate. It is really puzzling that a department with thousands of people does not seem to be a normal thing to do without making money. Instead, once the money is made, no matter how much it is, it must be an unfinished task. Second, the Department has been calling for "over commitment" for customers, and designate special personnel to take charge of them. However, "over commitment" is still Endless and cannot be solved. Third, whether it is a large major release involving multiple products or a small enhancement targeting a customer, although multiple check points are set in the middle, the check point is often unable to pass on schedule, as a result, the final release period is pushed and pushed again, and no project is delayable. Fourth, there is a big problem of cross-functional department cooperation, and the needs of each other have been changed, there are endless ideas from various parties. There is no effective mechanism to manage and control such changes, which often leads to problems in the last integration phase due to inconsistent interfaces, even some products need to be overturned. Fifth, Alibaba Cloud is in the most complex Department of agile. Because of its long history, R & D sites are distributed in 10 sites in seven countries around the world, not only the cultural and time-difference problems, but also the problems of inconsistent R & D processes and chaotic demand management. In addition, Alibaba Cloud also found that the meeting in Agile was a little exaggerated, but the meeting held in a month will be more than the one to be held in the previous year, in addition, many meetings often fail to discuss, discuss, and decide.

This is the current situation of the well-known agile China R & D center telecommunications system solution division in software development management. In fact, not only are new comer like Alibaba Cloud aware, but the old employees of agile such as Damin and Zhu have their own views on this. In addition, China Telecom has had a hard time in the past two years. The merger and merger of major companies, layoffs, and agile's market position are not so reliable. Competitors in the world are catching up with each other in technology. domestic manufacturers have repeatedly suffered from agile China in terms of customer relations and product prices. If we say that agile was the only one in the world, agile is now in the dark, while agile China's R & D center is more like the "last warrior", and is striving to maintain the dignity of product development and quality in Agile China.

 

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This article Excerpted from: http://blog.csdn.net/softwarehero/archive/2009/06/10/4256895.aspx

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