Performance Management of agile development-9: What is the software team of amoeba? (I)

This is the ninth part of agile development performance management. (Total column directory)

If you are confused about the long-term lack of job title improvement, the following content may be helpful. The higher the job, the less like a migrant worker, but like an enterprise operator.

What is business

For a development team, the following four main content needs to be operated: product, team, technology, and process. Of course, careful analysis may include more minor content.

Developers generally do not have a good understanding of the meaning of "Business". However, lack of business awareness is exactly one of the biggest problems in R & D management.

A department manager trained with employees said at the end of the first day of training (about user stories, demand management, user modeling, and version Planning): "The R & D team does not care about market operations, this is what we lack most now! ".

What is missing? Let's take a look at the two responsibilities of a development team to find out the problem.

This is a normal description:

1. Products: Collect, describe, and analyze product requirements.

2. Team: plan and assign personnel to complete the task.

3. Technology: to ensure the technical advancement and quality of products.

4. Process: Establish and maintain the project management system.

......

These are all well-defined management concepts. It can even be said that it would be better if the management can be completed based on the above entries. However, this is not enough in amoeba-style operations, or in Baidu's "wolf" culture.

Therefore, we can see that the people who do these four tasks are obviously "hired" to manage products, teams, technologies and processes in accordance with the "established system.

Of course, there is a first chicken or an egg process: "If we were hired to do what we did, how could we not do what we did ?" This is exactly the problem that amoeba needs to solve.

In fact, leaders often want to delegate power, but when they don't care about "what to do", but just stare at "how to do", the leaders will retreat.

What products do you operate?

To operate a product, you must take the product as what you want to do, rather than what others hire.

The content to be operated includes:

1. product-based business plan (time-based, focusing on revenue analysis)

2. Customer Group definition (in space)

3. Product Version planning (Comprehensive Analysis Based on Time and customer group)

......

In actual Development, 1 and 2 are relatively easy to ignore. typical situations include:

1. Developers only stare at the release plan, but do not care about the sales status and customer feedback of the product.

2. developers constantly develop functions, but do not know who the products may be sold to or even who the users are. (This is often the case that there is a sandbox drill in my training course !)

......

If you fall into these two situations, consider whether you forget to take the initiative to operate the product.

There are also some complicated ones that may be discussed later (specifically, there is not enough capability to write them out), such as product line planning, that is, matching of different products, to add value to the original customer base or occupy a larger market.

Business Team

An elite team is responsible for operating its own departments and groups as small companies. Including:

1. Think about a reasonable number of people and Knowledge System

2. Think about the career plans of subordinate employees

3. Understand and optimize the team's input-output ratio

......

"Input-output ratio"Is a very important attribute, that is, to understand the position of your team in the company and use revenue data to guide the development of the team.

For example, once our team had more than three times the turnover of the previous year, and everyone's income also increased by about 30% on average (this is an estimate ), however, we still feel unbalanced: there is still a big difference between 3 times and 30%. However, the subsequent revenue analysis reveals that, even after the turnover surge, we still have a net loss of about 1.5 million yuan each year. With this data, the team becomes more calm and has a new goal. This is not to say that we should use this method to "Prevent subordinates from raising salaries", but to sayIt is not a long time for a team to know, think about, and improve their operating status.

For the development team, there may be no revenue indicators that can be directly considered, but other indicators are also vague:

Team productivity? Quality? Growth ?......

Not to mention the specific values, the team may think less about the rational definition method. These are the manifestations of lack of a sense of operation.

Of course, it is difficult to be an elite team! But this is one of the reasons for this, because once it is made, it is difficult for others to copy.

(To be continued ......)

I am participating in the csdn blog Star Selection. If you often come to this blog to read or have downloaded the "Martian agile development manual", please vote (You need to log on ):

Http://vote.blog.csdn.net/item/blogstar/cheny_com

Each user can vote for 10 bloggers, so if you see other bloggers who often visit, please vote!