Memoirs: When you were 30 years old, did you grow up? (Previous article)

Objective:

From the previous article, eight or nine months later, as the number of appearances in the garden has become less and fewer, as I forget the last big God, I am also being forgotten by the next wave.  

Originally wanted to write a pure technical article, then suddenly feel the weekend, wrote a summary of the understanding of the text.

Many people write a summary, wrote years ago, I originally did not intend to write, today although written late, also better than No.

You know, I'm busy.

2014, my QQ signature lasted for a long time is : You know I am very busy.

The memory begins:

1: Take over the development team

From March just entered the company, was arranged to take over the Guangdong Unicom (the company's largest project, personnel accounted for half of the department) and Hubei planning two project back-end developers.

Due to the superior's command and the silence of the project manager , the developer is here.

In fact, at first I was refused, I feel a little bad, and later heard that there are many stunts ~~duang and duang~~

As a result, the project team became front-end (project Manager + demand staff) + backend group (development team).

Then, in the Department meeting, the superior to the technical head of the status will introduce me, for me to establish the first prestige.

So, and the South's largest project development manager, this is the real power, can mobilize half of the department personnel.

And the Department of Technical Chief of the head of this seemingly department number two, although there is no power, but half the prestige.

2: Good interpersonal skills

The so-called airborne, should do something, remember that time, I have read some articles on the Internet, trying to find some effective advice, but there is no similar.

In the face of the members of the Department of Sheep-like state, and the management of the non-chapter, the ambiguity of authority, I maintain a warm heart, to reform all this.

So, the first thing is to chat with each member individually, cultivate relationships, gather intelligence, build trust with people, and establish your own authority.

At this time, the Department of turbulence, the personnel situation has not all involved, I heard that there are 567 old comrades have been leaving the state.

These people have no intention of working, and these people's working conditions are deeply affecting other people, including those who have just entered the job, causing the people to be unstable, people change very frequently.

Therefore, it is one of the most effective ways to lure the rest of the people to make sure that the key personnel (who are promoted to the head of each group) stabilize morale.

3: Refactoring Project

The establishment of interpersonal relationships is a time process during this time:

Due to take over the project, so must understand the project, looked at a mess of seven miscellaneous eight database design and project code, as a technical great God, how can endure, would like to have the urge to refactor.

After a good understanding of the project code structure, it was easy to make a plan, took a few days to refactor the whole project, and plan the migration plan for the next step.

Then it takes about three days for the project manager to test the newly adjusted project and the possible bug changes (there are many bugs in the old project).

At that time, the project manager, and demand staff, to the customer requirements for the development of new features of the Times is very tight, want to develop directly in the old framework, so to find the superior, my new adjustment of the architecture to No.

New to the company, the situation does not understand, footsteps not stable, the authority is not clear, because of my silence , plus grade so said, had to forget, I began to think of another way.

4: Innovative Development Framework

Since the transformation of the old framework is not, I have to create a new framework, so that new requirements in the new framework for development, the old project remains in the original state of operation, the project is to deploy new and old two sets to synthesize a system.

With a long history of personal experience and technical accumulation, it took me about a week to create a new development framework. (PS: later this framework is extended to all new projects used later.) )

Seemingly a week to create a framework, in fact, this is a cumulative process, a week just the accumulation of code and knowledge of the assembly, do not believe that the real week can be created from scratch, the truth is cumulative assembly.

So if the superior said to me, you see your development framework can be out of the week, that the app mobile phone frame, two weeks is almost, I would like to hit someone.

5: Blurring of power responsibilities

Just went in to take over, in the face of unstable situation, I only have to reuse the old people, the continuation of the previous operation, authorized to front-end personnel directly docking developers, as a transition.

At the same time, the face of project management, are Excel to come and go, and personnel status can not be traced, January down, performance evaluation, all rely on the sixth sense.

After talking with the project manager, I decided to deploy a project management system, and I was told by my superiors that I was prepared for the matter.

So, the people continue to shepherd the existence of the type, and I have no surgery, personnel talks, interviews, meetings, development framework, Occupy my time.

Not to two weeks, is probably the superior to see this kind of sheep-type personnel status, the heart of unrest, so mobilize personnel meeting.

The superior also proposed to divide the project team into three groups, corresponding to different professional projects, the front-end needs of personnel directly docking developers.

Because of my silence , the original I proposed is only the transition mode, is now set as a model.

So a more ambiguous authority relationship arose, originally I just authorized, demand personnel and I have half of the relationship between the subordinate.

Now it becomes developer = "requirement person =" project manager.

I do not meddle in the place, the real power has no, only nominally, I am still the head of the back end, and the Department of the head of technology.

So, the project on the extension, the emergence of the bug repeatedly, can only be my poor management, in fact, the harmless right of me, and can control what.

5: Everyone is a developer

Because of manpower shortage, as long as the project needs, everyone is a developer.

The superior position, as long as the project needs, he can write a few SQL statements, I do not know how he would have such an idea.

But his idea of the whole Department of authority is blurred, everyone is a developer, today you are the project manager, tomorrow you may go to another project when developers write code.

So, when the supervisor had the project manager of the 1.0 project on my side, I was confused when the developers used to write code.

Similarly, everyone can always be a project manager, as long as the project needs, let you contact customer contact needs, then you become the project manager, this is something.

6: The power to be taken over

As the implementation of the front-end requirements of personnel management developers, resulting in a continuous change of requirements, wrong assessment of the time, the overlap of tasks, schedule lag and other issues, all this seems to have become my omission.

In psychology, there is a kind of called the threshold effect, also known as the "push" effect, is probably such a process:

Because one of the front-end needs of personnel was sent to Beijing to investigate other projects (then become Project manager), so the superior to me said, there is a project manager (previously soy sauce), to arrange for the current demand staff, I am silent , because the front-end seems to be none of my business.

As a result of the implementation of the front-end requirements of personnel directly docking management developers, so actually there are 1/3 people are docking.

After a few days, the superior asked me to say, this person, to manage the front-end three demand personnel, I am silent , because the front-end seems to be none of my business, I just think that the front-end is not the project management before.

Or because of the front end docking back-end problems, so the actual is all the horses were docked.

A few days later, the superior asked me to say, this person, to directly take over the back end, I am silent , because I think, anyway, I just hung a name, it doesn't matter.

I thought I was relaxed, can be specially in the frame to exert force, then dozen soy sauce, to the department to do some technical training and so on.

I cooperated with the work of slowly handing out, because I was not obsessed with power.

When I finished the handover, I turned back to the project lack of people, and through the higher pressure to instruct me to write code, I found that I was wrong, I found that I and developers are no different.

7: How painful the comprehension

That period of time, I was very painful, with 45 degrees of sadness, nowhere to express, because of my emotional disclosure is too obvious, I often get a small report said do not cooperate and complaints, superiors often talk to me.

From the number two, into the development of personnel, this psychological gap, who can endure it?

I transferred too many back, want to leave, the phone only in a moment, is that sentence I want to resign.

Because the person taking over the back end is incapable of dealing with this situation, the backend gets into a more chaotic and out of control situation.

It was a difficult thing to get the superior to admit a wrong decision, but then he confessed to the wrong decision.

After many meetings, push Jean Lay Tuirang to go, finally said not I can not deal with this scene, let me back to take over the back end.

In fact, at first I was refused, because I have been planning to leave, in the face of decentralization, but with distrust, constant interference, and seek stability not to change superiors, you can play a very limited.

However, since the superior commitment, no longer interfere with the back end, the back end of the transaction by my discretion, I have to agree.

After this painful lesson, I seem to understand what: people in the lake, in order to protect the body, some bottom line must insist, some words, can not be silent .

8: Implement team management measures

When I re-take over the backend, I have made clear to the superiors that no longer interfere with the backend transaction, but also have the free decision-making power.

In order to stabilize morale, focus on team cohesion, I recruit Group team, to implement the following measures:

1: Clear authority: All back-end personnel, only one superior, that is, I do not need to listen to the front-end requirements of personnel or project managers, in addition to business consulting and front-end dealings, other matters from this side of the unified initiative.

2: Master Dynamic: The deployment of the project management system, all personnel must fill in the work diary every day, master each person's work status.

3: Team meeting: Every Friday before work 1 hours of regular meetings, each on the stage to report the work of the week.

4: Project release: A script publishing tool was written to clarify the system release process.

5: Team activities: Define the fund usage of the team, and the monthly range of activities.

6: Knowledge Training: Put forward the team's growth direction.

7: Performance Rewards and punishments: make performance appraising more transparent.

With the implementation of all this, the team is clearly stable, the staff has been stable no longer lost, follow-up, began to benign development, all the tasks, in my assessment of the time to complete, no longer have the phenomenon of delay.

And my position in the department, but also slowly important up.

Something:

With the stability of the Guangdong Project, the company has more and more projects in the influx, and I began to be asked to think up a layer, a comprehensive view of all the company's projects, so that, later, I have in 10 of a few projects on the drift ...

Please look forward to the next article: You know I'm very big.

PS: New Year began to recruit:. NET, JS Siege Division, HTML5 Mobile Siege division several.

In addition: Work too busy, no time to find the object, we can also introduce the object, haha haha ~ ~ ~ ~ ~ ~.

Memoirs: When you were 30 years old, did you grow up? (Previous article)