Software development management during the entrepreneurial period (1)

This article analyzes the problems encountered during software development in the entrepreneurial period from multiple perspectives and provides some personal solutions. This is my new experience. These methods may not be suitable for readers, but must be good methods. As a technical leader in a startup team, the angle or depth of problem analysis has certain limitations. Write down this article for communication.

Entrepreneurial environment Management Core

The composition of a startup team determines whether an enterprise can survive, develop, and grow. So what kind of composition is not the focus of this article, it is beyond my ability. Here we only show that the core strength of the entrepreneurial team must be dominated by people with a market strategic vision and a management art. In terms of probability, this will reduce a lot of detours. However, leaders of different origins have a great impact on the software process.If the leader comes from a technical background, it will treat or lead software development relatively objectively. On the contrary, software development during the entrepreneurial period is a relatively difficult stage. The following content assumes the latter's situation.

Capital

Start-up funds are limited during the start-up period, which requires the team to use them very carefully. This is what everyone thinks and does the most with the least money. However, in the entrepreneurial stage, the practice of this idea is "too much ". However, the development team's recommendations have considerable capital needs. In order to reduce the cost, we may adopt some extraordinary means, for example, we may introduce someProgramPersonnel can expect future value. Otherwise, the applicant will not purchase or even spend more indirect costs.

However, the "value" of these expectations in the future cannot be empty; otherwise, the effect will be reduced. The leadership cannot make promises easily. For old people who share the same core values as the leaders and have established a strong trust relationship with each other, it is better to sign the agreement than to sign the agreement; for new candidates, the promise will only reduce the prestige of the leadership. A more desirable method is to briefly describe the enterprise's prospects. Only by allowing candidates to recognize this prospect can they join the entrepreneurial team at a low cost. This is very effective for low-level personnel. They are more concerned with improving their personal abilities. However, it is unacceptable for elevation workers, because for them, they pay more attention to income and cannot wait for a long time. If the company is in urgent need (find several elites in the entrepreneurial stage, it is much better than finding a group of mediocre people !) It is a reasonable practice for such talents to meet their expectations.

Human resources

The meager funds will inevitably result in human shortage. To solve this problem, many people have multiple roles. Although the division of duties is not satisfactory, there is an additional benefit in doing so, that is, it reduces communication costs, reduces intermediate links, and improves work efficiency.

In terms of time, we need to find the talents we need in a short time. Although we will strictly control recruitment, we still need to face the collaboration and maintenance problems caused by the technical and habits differences between programmers from different places. This will have a great impact on the combat capability of the technical team. These problems can only be solved through time and later specifications. It should be noted that there must be a preliminary specification for everyone to follow in advance, otherwise the consequences will be severe.

Please refer to the following article: Software Development Management During the entrepreneurial period (2)