Management Methodology of Technical Personnel (1) - Basic Framework of Management

Posted on 2023-03-05 Edited on 2024-11-19 In Sundry Waline:

As a programmer, we usually focus on management knowledge, initially may be Design pattern, management is the complexity of a certain requirement, slowly, we will begin to pay attention to domain division, DDD, business modeling, etc., these management is the complexity of the system, and then later, the complexity of things gradually evolved to our personal can not handle, we need teamwork, here is the management of project complexity.

In fact, these three will exist and are interrelated from beginning to end, and many concepts are similar, but we need to gradually participate in the actual work to realize this complexity step by step.

Regarding Design pattern and domain-driven design, my previous blogs have summarized some of the books and specific practices I have read. This time, combined with my personal experience and the book “Knowledge and Action”, I will summarize some methodologies in project management…

Let’s talk about some of my biggest takeaways from the book:

Role recognition is very important. If you don’t realize that you are already a manager, then you won’t recognize what managers should do. Instead, you will compete with team members, not doing what you should do, and letting others do it. Family has nothing to do.
The system is very important. Don’t shout slogans for culture, values, etc. If you want team members to do something, you must let the system reward this behavior. If you don’t want team members to do something, you must let the system punish this behavior.
Identifying the work content of team members is what managers should do. If you don’t know what your members are doing, don’t be a manager. It means that you haven’t recognized yourself as a manager.
Material rewards may not be effective beyond a certain level, but if the material rewards are not in place, the lethality is the greatest.
The implementation of any system has a cost, such as time cost, Opportunity Cost, do not copy all systems
For knowledge-creating teams, the lower limit is guaranteed by processes or automation tools, and the upper limit depends on people. Many teams are reversed, and people are guaranteed the lower limit by punishing people by the system. It is necessary to hand over repetitive work to automated processes and free people to do creative work.
There is no good or bad management tools. Your team needs to execute efficiently and does not need to create much. Then KPI. If you need to create a line, then OKR. Note that what is said here is the spirit of the two tools. There are also many people who use OKR as KPI. tuan
Team culture is very important, but it is also important whether the team culture you imagine is the same as what you have shaped. At the same time, it is also necessary to recognize that the quality of different aspects of people is Normal Distribution. Don’t expect people under your command to be inherently efficient and collaborative, what’s the use of managers.

Manage the hesitation of the intersection

What are the development paths for engineers?

Technical category
- Architect
- Technical experts
Management category
- Technical Manager
- Professional manager
Entrepreneurship
- Founder
- Technical partner
Consultants
- Investment advisor
- Management consultants

Who is likely to enter management positions?

Time of day
It is best to go to those fast-growing industries and companies. In a stable industry, it takes a long wait to get into a management position. But it is not to go to start-up companies and small companies. Tianshi round and A round companies are mostly in their survival period and have not yet scaled up, and companies without scale do not need you to manage them. This kind of start-up company is more suitable for the direction of technical partners rather than technical managers. Don’t always change companies, because it is not good for improving management ability, because most of the time you are doing the same level of repetition.
Geographical location
It is their own strengths, abilities and the work content they are responsible for
The first category is the module responsible for the overall situation, and the core is “wide”.
The second category is responsible for the core technical modules, the core is “deep”
People and
The key to people is whether they can get the support of others
1. Opportunities. Platform and resource support, generally superior
2. Companionship and support for common growth. Generally, it is a peer manager
3. Guidance and direction of progress. Generally a mentor, mentor, management coach or superior
4. Emotional support. Empower you to face difficulties and setbacks

Torn: Do you want to switch back to technology?

Fear of losing technical ability
- Establish a learning mechanism
- Ask an expert
- Co-creation
Worried about not being able to manage it well
Management and technology are not completely unrelated
- Recognize the reality, when the business complexity to a certain extent, it is not with personal technology can be solved, project management is imperative

How to Stay Technologically Competitive

From Technology Implementer to Technology Applier, your relationship with technology changes, and the meaning of the word technical capability changes

What Has Changed From Technology Implementer to Technology Applier?

For Technology Implementers, programming capabilities, coding capabilities, technical skills and technical evaluation capabilities are all required, and the main concern is how to get things done
For technology users, the ability to evaluate technology has become particularly important. The main concern of technical managers is whether to do it and what it is, and it is necessary to make decisions and judgments after comprehensive evaluation
- manager’s skills are not reflected in the technical expertise and coding proficiency, but in the technical evaluation ability
- More and more people with stronger professional skills in the team are inevitable and a good phenomenon
- Managers want to convince employees, and more importantly, lead employees to achieve good performance, get good returns, and help employees grow better
Latitude of technical evaluation
- Evaluation of results
  - What’s this about?
  - What do you want?
  - From several latitudes to measure the results, from which technical indicators to accept the results (to start with the end, the results can be measured)
- Feasibility assessment
  - can you do it
  - Is it worth it?
    - Cost
      - Cost of resources invested: in people and property
      - Cost of technical maintenance
        Technical selection costs
        Technology upgrade costs
        Troubleshooting costs
        Code maintenance costs
      - Opportunity Cost
      - Collaboration costs
    - Gains
- threat and risk assessment
  - Those technical risks need to be prepared for a rainy day
  - The possibility and boundary of the maximum loss caused by the technical solution
Sources of technical judgment
- The new manager’s technical judgment comes mostly from previous experience
- Ways to improve technical judgment
  - Establish a learning mechanism
  - special project technical research project
  - Exchange with technical experts
  - Listen to work reports

Management style

The so-called management style is essentially the way you collaborate with the team, that is, your relative relationship with the team, that is, where you are on the team

Give orders
Command-based management. When there is no room for error in a job, and you are the only person who knows and has the most control, an command-based you is better able to reduce risks and achieve goals. Therefore, command management is more suitable for scenarios that require mandatory
- Command the whole process, but not personally
- Don’t focus on people, keep your eyes on goals and results, and pay less attention to people’s development and growth
- Strong execution, but difficult to develop team layer
Lead by example
Supportive management. When a team needs cohesion and fighting spirit to work hard, a supportive you will contribute to good results. Therefore, supportive management can especially promote team morale and cohesion, and has an advantage in increasing everyone’s enthusiasm and enthusiasm
- Be at the forefront of everything and blend in with the team
- Emphasis on people is not important, will not neglect to do things, but more concerned about people’s feelings, the way to support employees tend to do things directly for employees, rather than instructing employees to do things independently
  Employees have a sense of belonging, but can’t manage large teams
Inspiring coaching type
When there are some core talents that need to be trained and team development needs echelons, a coaching you will bring obvious results. Not only can things be done well, but team members can also grow rapidly. Although the execution speed is usually not fast, it will not deviate from the direction
- Will not personally help employees do things, but will coach and inspire employees how to get the job done, and provide encouragement, support and feedback
- Not only care about whether employees have been exercised and grown in the process of doing things, but also care about whether the things themselves are well completed
- Helps to build a team layer, but this method consumes a lot of energy for managers, and it is difficult to cover all members, which is suitable for the training of the core team
The inaction type
When the team layer is mature and team members need to play space, an empowered you can provide the most appropriate management method. Because what mature subordinates need most is not your help, but your decentralization.
- After arranging the work, let it go and fully delegate the work to the team members
- For immature teams, members will grow wildly, and for mature teams, members will have a good space to play

How to Manage Self-Confidence

Source of lack of confidence
- Insufficient management experience and lack of management methods
- Compare with team members
- Carry a heavy psychological burden and worry about disappointing the expectations of superiors
How to deal with it
- Capability three core
  Understand what abilities you have and transfer them. Knowledge is not transferable, but skills and talents can. You can praise yourself through friends, “Gapro Strength Recognizer 2.0” or “VIA Character Strength” and other related theories and assessment tools
  Knowledge: knowing and understanding content and information
  - Skills: Operate and complete techniques
    - Quick learning ability
    - Progress control capability
  - Talent
    - Confidence
    - Looking ahead
- Don’t antagonize team members
  Now as the leader of the team, you need to separate yourself from the comparison and competition with people and team members to see what kind of team you will bring out, and in the process, you can contribute to the company, team and team members. What kind of achievements and growth do you bring.
  What you need to do is to use everyone’s strength to make better results, not just because of your position to convince everyone.
Obtain continuous positive external feedback
- Establish positive feedback channels, especially communication with superiors. You can make an appointment with superiors for a routine communication mechanism, report team work regularly, and solicit superiors’ opinions and evaluations on some important work
  - In your opinion, what one or two things do I do well?
  - Do you see any obvious improvement?
  - I want to know what you value more

Framework of management

What is management

Management issues are not only complex but also unstable:

In the industrial era, the pursuit of strict control, emphasis on external drive, and more reliance on the reward and punishment mechanism of carrots and sticks.
The era of knowledge economy pursues innovation, emphasizes internal drive, and relies more on stimulating employee autonomy.
Whether it is internal drive or external drive, both material and spiritual aspects are needed
If material rewards cannot guarantee the survival of employees, no matter how spiritual encouragement is ineffective.
The difference may only be that the profound encouragement of external drive is biased towards pua, the management tool is biased towards kpi, the profound encouragement of internal drive is biased towards trust, decentralization and other positive aspects, and the management tool is biased towards OKR (the most important thing about OKR is the spirit, which does not mean that the management method of OKR is OKR., there is no difference between OKR and kpi in many companies)

Development of management
- Classical management methodology
  Management is a universal human activity composed of five elements: planning, organizing, directing, coordinating and controlling, emphasizing the process of management and the controllability of “doing things”
- Frederick, father of scientific management
  Management is knowing exactly what you want someone to do and making him do it in the best way possible. His focus is two:
  1 What does one do?
  2. How does one do it
  Have obvious goals, directions and ways of doing things, emphasizing goals and doing things
- Peter Drucker, the father of modern management
  Management is a kind of practice. Its essence is not “knowledge”, but “action”. Its verification does not lie in logic, but in results. Its sole authority is “achievement”. His statement focuses on practicality and results, emphasizing “goals”.
- Contemporary Management Master Stephen Robin
  The so-called management refers to the process of working with or through others to make activities more effective. There are three elements hidden behind this: “people”, “process”, and “effectiveness.” In formal terms, it is called organization, process, and direction
Management is roughly divided into three stages, corresponding to three different eras
Focus on the Process: Emphasize how things are done
Industrial production era: In the early industrial era, the business model with the typical characteristics of the assembly line, “standardization” and “doing things according to the rules” are the most important work values, and any employee’s initiative to innovate may cause great damage to the assembly line, so the focus of management is on the “process”, emphasizing doing things
- Focus on process and goals: emphasis on setting goals and achieving them by mastering how to “do things”
  Industrial competition era: In the middle and late industrial era, as competition became more and more fierce, when production itself could not bring significant competitive advantages, managers began to consider how to make production more “effective”, that is, to produce more performance, so more and more Attention is paid to the purpose of production. In addition to continuing to emphasize “doing things”, management also emphasizes “doing things for what”, that is, “goals”
- Focus on team, process, and goals: emphasis on setting “goals” and achieving them by mastering how to “lead people” and how to “do things”
  The era of knowledge economy: After the industrial development is more fully developed, the trend of “keeping upright” is becoming more and more obvious, especially after the information industry has brought us to the era of knowledge economy, “creativity” has become the life infra of many enterprises. Obviously, among all the factors of production, only “people” are creative, so the status of “people” in management has been improved

What is leadership

Leadership is the art of mobilizing people to work toward a shared vision.
This sentence includes “mobilize everyone”, “common vision”, and “work hard”, which correspond to “bring people”, “goal”, and “do things” in the third stage of management respectively.

Bring someone
Target
do things

The basic framework of management: managing sandwiches

We take the ubiquitous air-like cognition as the “day” of management, the communication that carries all work as the “ground” of management, and put the daily needs of managers to see the direction, lead people, and do things in the middle to form a management framework. Managers are constantly working between the “heaven” of roles and the “earth” of communication - see direction, lead people, do things

Role recognition
Once you jump on the carriage, you must first be a coachman, which is called “cognitive management”. Corresponding to management, when we become a team manager from an engineer, we also need to have a full understanding of the role of “manager”
Management planning: objectives
Before starting the carriage, you need to first see what the carriage is pulling, where the destination is, what is the situation of the horse team, and which path to choose. Corresponding to management, it is to figure out the basic functions of the team, what is the goal of the work, the status of the team and the path selection
- Meaning
  Management planning is the vision of management constructed in the mind, which represents the direction of future management
- Form
  From the perspective of the situation, the management plan is an agreement that reflects the consensus reached between you and your superior regarding the future management work
- Content
  Management planning is to answer the question of what resources your team is going to devote to achieve what goals next
- Appear scene
  1. Quarterly or annual alternation, you need to re-examine the team’s input and output.
  2. When the team or the business scope is significantly changed due to organizational adjustment
  3. When parachuting into a new team to manage
- Management Planning Four-factor Verification
  The three elements of goal, team and path are related to each other, and they are all planned and designed based on function. Function is the starting point and core of planning
  - Functions: what is this car and what does it do
    Corresponding function, what does your team do?
    Figure out what responsibilities and missions your team undertakes, decide what kind of work goals need to be set, and what latitudes to use to measure goals; determine what kind of people need to join the team and how many people are needed; decide what kind of choices Means, and what resources to invest to get the job done.
    The important thing here is to start with the end in mind.
  - Target: Where is this car going?
    Goal, what do you want to produce?
    Having clarity on where to go allows you to assess what kind of horses are needed, how many are needed, and what routes are available.
    The question of where to go is the second element of management planning, called goals. Few people question why goals are set, because everyone takes them for granted and its necessity is self-evident. But for technical teams, setting clear and specific goals is difficult.
  - Team: What is the current status of the horse team?
    Team, who do you rely on?
    When taking over a new type of team, you should also take stock of what team you are leading, because all the work is done by the team, and the team is the real driver. So, take stock of your team, and see how to upgrade and improve your team in the “rush process”, and consider what kind of team you expect to gain after achieving your goals
  - Path: Which way to drive the carriage
    Path, what are you going to invest in?
    Different path choices will bring about differences in input resources. Corresponding to management, you need to choose the ways and means to achieve your goals, and apply to the company for resources of the corresponding category and scale accordingly. Since the company’s budget is to be done in advance, it should be considered in management planning.
    Breaking down the goal into paths is for resource budgeting
    The goal is dismantled as a plan, and the purpose is to implement it.
Team building: bring people
After the direction is clear, start driving the carriage forward. In this process, you need to continue to do two things, grab the reins of the horse, coordinate the entire horse team, and let the horses work together. Corresponding to management, it is team building and leading people.
- Three levels
  - Individual: able to run
    - Individual ability: employee ability development
    - Willingness: Employee Motivation
  - Between individuals: run fast
    - work allocation
      - The goal is the same
      - Same standard
        Don’t chase quality alone, chase progress alone
    - Collaboration level
      Is there good trust and tacit understanding among team members, and is collaboration efficient and smooth?
  - Overall: Run away
    - Echelon
      The ability composition of the old and new team members. If a team is only supported by one or two experts, then the team is very fragile. This belongs to the “hardware” of the team as a whole.
    - Culture
      The culture and values of the team can also be called the team atmosphere. Team members can find a very strong sense of identity here, and everyone is very clear about what is important and what is not important in this team, what should be and what should not be.
      Team culture is not shouting slogans, but through the system to ensure that what you want team members to do, you have to reward through the system, you need team members do not do anything, through the system to punish
Task management: doing things
While waving the whip, he commanded the horse team to reach milestone after milestone., is to complete one task after another, corresponding to management, is to complete one task after another
- beforehand: what to do, prioritize
- In progress: Execute landing
- After the fact: how to do it better. Autonomous driving, process mechanism
Communication feedback
In the process of driving the carriage, the coachman kept shouting or waving the whip, which was to communicate with the horse team and the surrounding environment.
- Scene
  - Upward communication
  - Communicate down
  - Horizontal communication
- Purpose
  - Building relationships
  - Sync information
  - Expressing emotions
  - Persuasion influence
- Content
  - Plan
  - Progress
  - Risk
  - Synergy
  - Personnel
- Way
  - In person
  - Phone
  - Message
  - E-mail
  - Collaboration Platform
- Tools
  - 3F Listening
  - Proactive feedback
  - Playback confirmed
- Consciousness
  - Proactive notification
  - Empathy
  - Closed loop consciousness
  - Conclusion first