What is Dewu Tech Leader's thinking on management authorization? ｜Technical Management Collection of Dewu

As a leader, decomposing work and delegating authority is an important part of daily management, and it is also a management art that managers need to learn and master continuously. Result-oriented, assign an important job to team members, the most basic thing is to complete the task, the most important thing is to do the job smoothly, and the most expected is to do the job brilliantly.

In order to achieve the above goals, the executor needs to have execution, sense of responsibility and innovation. At this time, the manager will deliver it to a trusted team member, believing that he is competent for this work, which is what we often say "to you" I'm relieved." However, trust in team members is not established overnight, so the technical operations students interviewed many front-line Tech Leaders and asked them how to reasonably allocate their work. The text is as follows.

Tips: This article is long and contains a lot of dry goods. I believe it will bring you a lot of management ideas. It is recommended to collect + forward.

Q: What factors do you consider when assigning work?

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Trading platform middleware platform TL Alan:

1. In the first place, the technical ability and business familiarity will still be considered. For a job, the most important thing is to get the results. If you predict the historical accumulation and technical ability of some students, it can help you get better results. As a result, the most direct choice is this kind of classmate.

1. Positivity and the urgency to prove himself are also a very core factor. If he really wants to do things well, his attitude can supplement part of his lack of ability and accumulation.

1. I hope to give some students more opportunities , such as faster landing (newcomers), better performance (backbone), possibility of promotion (core personnel), taking on more work and more important roles (growth, influence expansion) ) , then for some challenging jobs, these students will be considered.
2. The existing work arrangement , the current work comes from the business & product side, technological transformation, urgent online problems, efficiency improvement and other aspects, if too much work is accumulated on a person at the same time, even if he is very capable, It will also lead to mutual influence between the work.

1. Students who consistently fail to meet expectations will be given 2-3 chances.

The above points are relatively basic choices. In the actual allocation process, it is also necessary to consider the urgency of the demand, the time period, the scope of influence, the cross-team coordination, etc.; for the more urgent work, many times there is no choice. , you can only choose the most familiar personnel; for things with a relatively long time period, you can be responsible for the new person. ; For cross-team requirements, architects, TLs, or leaders, or deep participation are generally considered to ensure the rationality of the plan and the smoothest possible communication.

And, after the job assignment, I am generally used to trusting in selection, deep authorization , and I believe that those who choose have the ability to get good results; but at the same time, I also need to pay attention to the key links and content in the process, such as technical solution review, CR situation, test quality, performance indicators, stability impact, etc., in order to quickly find problems and assist in solving them.

At the same time, for the students who are assigned to work, they also hope that they can explain everything, have a solution, and have an echo, give positive feedback, communicate actively, and fully exercise themselves, prove themselves, and grow themselves. At the same time, get a good the result of.

Recently, I was reading Fan Deng's "Reproducible Leadership", which mentioned the Japanese way of arranging the work of subordinates. You might as well learn from it. They will say it 5 times:

1. Tell your subordinates, please help me with one thing.
2. Ask the subordinate to repeat it to make sure he has clearly received the message to do this.
3. Let the subordinate say what he understands the purpose of doing this?
4. Let him think about what unexpected situations will be encountered in doing this, what situations need to be reported and exposed to risks, and what situations can he make his own decisions?
5. Any better ideas and suggestions?

Although it is a bit cumbersome, in the actual operation process, it can indeed eliminate a lot of information gaps . At the same time, when the subordinate answers these questions, he can also quickly judge whether he has the ability to do it well.

Q: What factors do you consider when assigning work?

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Business Support Platform TL Douglas:

The responsibility of the leader is to stand in the team's perspective and be responsible for the team's overall results. When assigning specific work, two dimensions of things and people need to be considered.

• Take responsibility for the overall result from the point of view of things

Result-oriented, ensure that things are completed, strive for high-quality completion, and pursue longer-term considerations;

Since the leader needs to be responsible for the final result, the person who is responsible for the work needs to be able to at least get things done and pursue better things.

• Let the right people do the right things

Since each person has different ability models and is good at it, it is necessary to let suitable people do suitable things in order to guarantee the results.

• holistic thinking about things

From the perspective of TL, when considering the division of labor, it is not only simple and rude task assignment, but also requires long-term thinking, what possible changes will be in the current stage and the next stage, and how to face the future pre-judgment and layout.

• prioritization of matters

Work can never be done, so when assigning work, you must consider the importance and priority of things, especially in the context of the current company’s efficiency improvement, you need to think and judge more about the priorities of things.

• Make people stand out in things and get exercise

  • Human Capability Model Judgment

Everyone has their own characteristics, such as execution ability, communication ability, planning ability, code quality, etc. When assigning, it is necessary to combine personal characteristics, and the purpose of assignment is mainly to complete the task or to exercise the individual to break through the comfort zone and consider.

• Give people a chance to prove themselves

As a TL, I am not responsible for the outsourcing team. The simple and rough division of tasks is not conducive to the growth of the team. Therefore, we need to pay attention to the demands of individuals. While assigning work, we need to allow individuals to have the opportunity to prove themselves and grow through things.

Q: What factors do you consider when assigning work?

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Wireless Platform TL Alpha:

Reasonable distribution of work items is an important required course for every leader, especially for the distribution of important items, it is necessary to fully consider various factors.

Summarizing the factors that need to be considered in the past can be divided into several aspects:

The first is to consider the individual situation of the students, the familiarity, growth and challenges, and sense of achievement of the specific items. Ideally, it can be assigned to each student who has certain challenges but can control the overall project risk . Of course, there are more situations. There will be a lot of " dirty work", and these tasks are also very important to the team, so these tasks should also be allocated to everyone reasonably, and some students should not be responsible for "dirty work" for a long time when conditions permit. Hard work”, considering the growth and demands of each student.

The second is to consider the situation of the team and the project . The stable output of the team as a whole is very important, and the corresponding stable output needs to be reasonably considered in the assignment of tasks. How to complete the task efficiently and stably is what we are in. The basic line when assigning tasks. At this time, when a team has a stronger overall ability and more sufficient mutual backup, it can deal with more risk situations . This is to assign tasks to some unfamiliar students to participate together. It can also be guaranteed After the task or project is completed, I think it will kill two birds with one stone and train the team, but the premise is still stable output.

Finally, the leader's own time arrangement must be considered according to the situation of the task. Everyone is familiar with the theory of the four quadrants of time management. Therefore, it is necessary to reasonably identify the task items and then consider how to assign tasks according to the actual situation. Constant practice is required.

Q: What factors do you consider when assigning work?

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Efficiency Technology TL MJ:

① In general, consider the urgency and difficulty of the task

Time is tight and the task is arduous. Generally, priority is given to assigning to "trustworthy" employees (employees who have obtained results many times in long-term cooperation). Because there is no time to delay, we can't take care of too much, try to minimize uncertainty and risks, and give "trustworthy" employees to make things happen as scheduled.

There is plenty of time and the task is arduous. At this time, you can consider training troops, especially for some higher-level students. Difficult tasks are challenging and can give full play to their potential. In order to ensure foolproofness, corner B can be set. When selecting corner B, it is generally considered to complement the Owner. For example, the person who is most familiar with the business or has a good structure is mainly to share the risk of the landing process.

The time is tight and the tasks are relatively simple. At this time, what kind of "talents" can be very positive and full of energy, and you are optimistic and want to focus on cultivating "talents" (school recruiting new people, etc.), because the time is tight, it is also a challenge for them. It also requires a certain amount of experience to improve the ability to solve problems quickly.

With plenty of time and relatively simple tasks, this kind of thing fully considers the old and brings the new.

② Exploratory tasks need to fully consider interest and attitude

If everyone is not interested in the task, at this time, it is more necessary for the executor to be interested and very willing to learn about related things, so as to find more ideas and methods.

If no one on the team is interested, give full consideration to the more responsible employees (shown in previous projects), because the responsibility drives them to accomplish goals and find solutions.

If it is a new team, and everyone is not very interested, it is recommended to choose two employees at this time, with high D priority (it is best to divide labor from two directions, if not, they can be together), and by appointing primary and secondary Owners , it is required to specify within a certain period of time to achieve a certain effect on the ground.

Here's a little more explanation, the time period for exploratory tasks cannot be too short (tasks that can be completed in a few days a day, there is no exploration, at most plan research, plan research does not count as the above), but it must not set a deadline , It is generally recommended to keep a monthly log (one month or one Q time); in addition, be sure to define goals for exploration tasks, such as solving a pain point in a scene, or achieving a certain effect, etc. Although there is uncertainty in the achievement of goals, it is necessary to Definition, otherwise it will lose the meaning of exploration, and it will not be able to assess.

③ After the assignment of tasks , there can be no lack of management

Whether it is a "trustworthy" right-hand man or a newcomer, periodic reviews are indispensable in the process, but the depth of the investigation is different:

For "trustworthy" employees, you can roughly look at the key points. Whether the progress is in line with expectations, you can make decisions based on the progress of the employee's report.

For newcomers, you still need to pay more attention. Although you don’t have much time, you must take time to see the details, such as the code review of the plan and key points. Of course, some “trustworthy” employees can be entrusted to review. It is worth noting that this is not distrust, but reducing bias , because the newcomer has a cognitive bias with you, and you have not reached a certain tacit understanding. At that time, I had many bloody lessons, because I only listened to the report, which caused multiple P1 failures. Later, I finally understood why TL paid so much attention to details.

Investigating employees through tasks and training new people through tasks are all for the purpose of building a team based on the results. Therefore, in the end, it is necessary to conduct a re- examination assessment, reward the good and punish the bad , in order to achieve success.

Q: What factors do you consider when assigning work?

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Quality Platform & R&D Efficiency Platform TL Nik:

As a leader, down delegation and task assignment are the daily management. It will mainly focus on the qualities and abilities of the team members themselves, as well as the stage of the members (newcomer landing period, close cooperation period, innovation breakthrough period), the degree of clarity of work task results (determined results, uncertain results) and working methods The normative (standardization, non-standardization) and other dimensions are considered for task assignment.

Correspondingly, the leader's teaching and management strategies in the work process are also different, usually divided into two dimensions of time and space . Time is divided into before, during and after . Space, which mainly refers to the management and coaching methods, is divided into macro-coarse-grained and micro-fine-grained.

Newcomer landing period: enthusiasm, execution

For new members, the more important competencies are enthusiasm and execution.

When assigning work, usually choose tasks with relatively definite results and relatively high standard of work. At this stage, the suggestion is to teach in the process, in the process of work, timely and fine-grained guidance and help newcomers. For example, in our daily version iterations, there are standardized workflows and definite output results. Can give positive feedback and gain to newcomers with high probability.

In addition, if it is a newcomer, as a superior, as long as "basically satisfied" should be encouraged and recognized.

Close cooperation period: "Deeds speak louder than words", result ability

After going through the landing period, members at this stage have a better understanding of the working environment and have a certain tacit understanding and trust with the team. The most important ability of members at this stage is "actions speak louder than words", that is, the ability to get results. "As long as there is an explanation, everything has an echo, and everything has a solution."

When assigning work, there are usually some tasks with uncertain results and even non-standard processes. It will test people's maturity and experience. This time there will be more pre and post counseling. Explain the expected results beforehand, and share the review methods and experience thoroughly afterwards. For example, do architecture design and selection, and finally verify the online results.

Innovation breakthrough period: forward thinking, systematic thinking and professionalism - "trusted by others, loyal to others"

In the breakthrough stage of innovation, team members have often achieved excellent results in the past. To be able to make a breakthrough again, at the same time, it is also necessary to have good learning ability, forward-looking thinking, systematic thinking and professionalism. The professionalism worth mentioning here is the professional commitment "entrusted by others, loyal to people" Things".

The assignment of work is more based on the macro direction and vision, and the certainty index of the result is not high. It's more about the ability of the members to drive better outcomes and benefits. The bigger the team, the better the results. Of course, the authorization is also relatively large, which will give a certain degree of inclination and freedom of resources. For example, innovative business, innovative process and method practice, etc.

Summarize:

Member stage	Qualities and abilities	work result	work method	Teaching strategy	management strategy
newcomer landing period	positivity and execution	Sure	standardization	Micro refinement	Concerned about
period of close cooperation	"Words speak louder than actions" and the ability to result	Partially uncertain	non-standardized	Micro refinement	before and after
Innovation breakthrough period	Forward thinking, systematic thinking and professionalism - "trusted by others, loyal to others"	uncertain	non-standardized	Macro-coarse-grained	before and during

Q: What factors do you consider when assigning work?

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Trading Platform TL Lorry:

1. Build trust : Continually escalate challenges and identify talent through job assignments .

For students who are in the break-in period, I usually start with a small thing, follow a relatively high-pressure rhythm, gradually increase the difficulty of assigning work, and constantly give challenges , and finally see which level this classmate can achieve. I remember my last job and I was very impressed. Not long after I joined the company, my big leader gave me an innovative project to explore the implementation of category planning, but some of our category planning was still blank. I focus on a plan every 2 days. After a week, I gave an implementable plan. After that, the project was implemented and delivered smoothly. A month later, I got another BU strategic-level project - Commodity Power, which is the core project of the entire section. After 2 months, the project was successfully delivered. After that, I was asked to undertake the S-level promotion of BU. I was regarded as the classmate who was in charge of the promotion with the shortest time on the job, and this promotion was very successful. The task distribution method of the big leader gave me a lot of inspiration. Therefore, when I run in with my unfamiliar classmates, I prefer to use this method to see how difficult a challenge he can withstand and how he resists it, so that we can identify talents well.

2. Satisfy growth : Identify strengths and weaknesses, plan growth paths, and meet growth demands.

For familiar students, they already have a better understanding of their personal abilities, such as their architectural ability, project management ability, and business understanding ability. They need to plan their growth path and help them grow through appropriate task allocation. For the improvement of architectural capabilities, we can arrange tasks with relatively technical challenges and complex business processes, and provide guidance for analysis, design, and delivery; for the improvement of project management capabilities, we can arrange long-term cross-domain requirements to complete project planning, tracking, and risk management. Identify, control, and review the entire process; for the improvement of business understanding, tasks in different business domains can be arranged to deepen the understanding of each business domain.

3. Entrusted with heavy responsibilities : Let people with strong ability take on heavy responsibilities.

For some innovative work, it can be undertaken by the right people in the team. Such people generally have:

(1) The ability to accurately define problems , to truly analyze problems, define problems, and decompose problems;

(2) Build a matching solution, be able to define a solution that matches the problem , and the solution matches the organizational capabilities of the enterprise;

(3) Able to turn solutions into project plans , and have a strong executive force to arrange for different organizations to undertake and promote implementation;

(4) Manage the project well, have good coordination ability, project tracking ability, risk management ability , and ensure that the project is launched on time and with high quality.

Q: What factors do you consider when assigning work?

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Business support platform TL York:

When I make work assignments, I will comprehensively consider the two dimensions of "things" and "people".

The first is the type of work itself

• Important and urgent things that require results in a short period of time

In this type of work I am results-oriented and consider the highest technical ROI .

If it is an old business, my choice is more inclined to match the current organizational structure and give full play to the advantages and characteristics of the organizational structure. After long-term evolution, our organizational structure has initially formed a relatively clear business boundary. The main logic of this choice is to let familiar people do familiar things, which is faster and more stable, and has a greater probability of getting the expected results.

If it is an innovative project, it is both important and urgent, and it is still in the start-up period, and no one on the team has experience. Then first disassemble the technology stack, resources, upstream and downstream required for such work, and deduce the development of this work in your mind. Have a preliminary judgment on the workload, difficulty, preconditions, etc. of the thing itself, then find the right person, and coordinate resources as much as possible to create conditions for the right person to play.

• important but not urgent

In this type of work, in addition to thinking about getting things done, I will think more about cultivating people and training teams .

The core still revolves around the development of the team: where are the shortcomings and how to supplement them? What is the situation of the personnel echelon? Try to think from a long-term, overall, and team growth perspective on work assignments.

The second is the understanding of the team members

The longer you work and the more you know about the characteristics of your team members, the better you will be at work assignments. Who are the leaders, who are pure followers, who are the most proactive, who are the most comfortable with the status quo, who are thoughtful, who are careless, and so on.

Depending on ability and willingness , different authorizations are given:

• Students with strong ability and high willingness will be fully authorized as owners, as long as they help them create conditions and build a stage;
• Students with strong ability and low willingness will assume the role of follow-up, but try to allocate challenging tasks to mobilize their enthusiasm in specific things to make them out of the comfort zone and in the stretch zone;
• Students with weak ability and high willingness are mostly fresh graduates and newcomers. When assigning jobs, they must do a good job of staff matching. Someone can give guidance, which not only exerts their enthusiasm, but also ensures the stability of the work, and allows them to learn things enhance ability;
• Students with weak ability and low willingness can only be assigned auxiliary work, and TL/PM is required to track the quality in the process.

Although there are scientific work assignments and tutoring methods for different types, students who are "self-driven" will receive more opportunities and resources.

Q: What factors do you consider when assigning work?

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Technical Guarantee & Safety TL xiaoyu:

1. The urgency of the work

• For important and urgent work, give priority to students with strong technical ability and strong execution (such as PM) in the team to ensure that urgent things can get results in the shortest time.
• For important and non-urgent work, arrange students in the team who understand the background of the matter and have strong execution ability to do it, to ensure that the work is done well, and the students can also be promoted from it.
• For jobs with low level of importance and low risk, an old employee will be arranged to lead a new employee to do it, and the old employee will be responsible for guiding the implementation of the new employee.

2. Make the best use of people (the right people do the right things)

• Technology stack dimension: DBAs are responsible for many technology stacks, and it is impossible for everyone to be proficient in all storage types. For example, if you encounter a field that someone is good at, you will usually arrange the classmate to do it, and also bring a backup together.
• Personality dimension: For example, some people have strong communication skills, so generally cross-team projects will be hired by them; for example, some people have strong execution ability, so it is suitable to follow up some projects with a long cycle; for example, some people have strong technical ability , then it is suitable for helping the team solve technical problems, cultivating the overall technical ability of the team, etc.

3. How to integrate newcomers

If the newcomers happen to take over key external projects and new internal projects during the probationary period, the newcomers will be arranged as the most participants to implement, because although these projects are not difficult, they involve the operation and maintenance process of the DBA , the communication with R&D , and the technology stack. All are relatively complete , and it is a good training opportunity.

4. How to make team members grow together

For example, for the support of the big promotion, starting from 618 last year, the DBA team has gradually changed from the previous TL-led to the team DBA-led (with two arranged). These two DBAs will be responsible for coordinating each DBA to complete the pressure testing, tuning, lifting and distribution, and inspections during the promotion.

In the future, the Double 11, Double Dan, and Spring Festival promotions will be led by DBAs who have not participated in turn, so that everyone can participate and grow.

Q: What factors do you consider when assigning work?

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Trading platform TL GC:

Assign tasks according to their importance

• Important work, such as stability-related work/independent projects/big cross-version requirements, is often difficult, and such work is given priority to trusted senior employees;
• Unimportant but more urgent and error-prone tasks, such as data restoration and brushing, etc., such tasks are preferentially assigned to students with relevant experience in the group to avoid stepping on pits;
• Unimportant and relatively simple tasks with plenty of time are given priority to newcomers and students for proper training.

Assign based on task type

• Jobs with high technical requirements, such as technical renovation projects, are less dependent on external domains, and generally closed-loop development can be performed within the team. Such jobs are preferentially assigned to students with good technology, research spirit, and high requirements for technical details;
• Jobs with higher business requirements are generally iterative work based on business version requirements, and tend to be assigned to students with relevant business experience. The context is clearer, and the work is more continuous and efficient;
• Jobs with higher communication and coordination requirements are often projects with more cross-domains, which can be assigned to students who are good at communication and have certain organizational and coordination skills;
• The work from 0 to 1, that is, innovative work, has more multi-dimensional requirements on people: be proactive, proactive and forward-looking , willing to accept greater challenges to learn new technologies and new things; Have technical ability and be able to overcome difficulties. The first priority of this kind of work is to invite employees who are interested in this direction, and then to assign students with two different characteristics. One is employees who have a sense of mission and a sense of mission. Subjective initiative is willing to pay for the project and be responsible for the results. One is an employee with strong personal ability who can hold all kinds of unknown problems that arise.

According to employee characteristics

• Employees with high willingness and ability are often trustworthy employees, and should be entrusted with heavy responsibilities, but also consider workload and fairness, avoid putting all important and arduous work on those few people, and appropriately give those " Potential stocks” some opportunities, but also take into account diversity, avoid stereotypes, and leave without growth.
• Employees with high willingness and low ability are the so-called "potential stocks". Such employees are usually willing to take more responsibility, but limited by experience and ability, they have not fully grown up, and can be appropriately allocated some challenging work, help grow faster, and give employees appropriate opportunities for trial and error.
• Employees with low willingness and high ability tend to stay in the comfort zone and tend to work more conservatively when assigning tasks. Such employees should communicate more, emphasize more work, and appropriately stimulate enthusiasm.
• Employees with low willingness and low ability are at the tail end of the team and will be assigned relatively few tasks. At the same time, an improvement plan will be formulated, with clear rewards and punishments.

Divide by business domain

At present, within the business team, there is a problem of complex and historical burdens in the business chain. Many businesses involve a lot of upstream and downstream (such as new product samples, monthly selection, etc.), and a small change may cause upstream and downstream online problems. , I have stepped on the pit many times here. In addition to continuously doing business decoupling and boundary division, developers are required to have relevant experience to be able to conduct adequate evaluations. Therefore, it is necessary to divide the business domain. According to the experience of past students, the Each student sets his/her main responsibility for the business domain. He needs to clearly understand the business architecture background , system design, business operation process and code modules in this domain, and is responsible for troubleshooting online problems (in the case that the on-duty classmates cannot solve them) and repair them Iterating on bugs and requirements, giving priority to students in the business domain when assigning tasks, and taking into account diversity, students are also encouraged to explore the second business domain to ensure that backups can be properly performed in the case of unbalanced demand and employee vacations.

In addition to setting project goals, planning time, and assigning tasks, it is necessary to control the process more, check the progress regularly to find problems, and properly follow up the details in addition to the plan itself . Responsibilities, let the team maintain appropriate tension and work intensity .

Q: What factors do you consider when assigning work?

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Trading platform TL juven:

• The talent gradient of the team

A team consists of small partners with various abilities. Some people may have more working time and experience, and some people may have accumulated in this field for a long time. Some people have the ability to understand, learn, and accept. Could be a little better.

Different talent gradients make up a team. When assigning work, make a mapping between all the work to be assigned and the talent gradient in the team . On the premise of ensuring the completion of the work, try to give everyone a little pressure that can be tolerated to achieve a win-win situation for employees and work.

• Follow-up training plan for team members :

After having a certain understanding of the employee, the team will have a certain training plan for the employee, such as:

• The training plan in the direction of the business field;

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• Skill development plan.

When assigning, consider what fields and technologies are involved in this work, and whether it is consistent with the above training plan.

• Team members' work interests

Everyone has their own preferences, some people are interested in complex business, some people are interested in complex technology, students who are interested in business may be more interested in a certain field, such as inventory, business management, orders performance, etc. If the assigned work is something that the employee likes, it may be relatively better at delivering results.

• Follow-up planning of work

Sometimes a job may be temporary, with little follow-up development and ductility. Some jobs may require a long-term investment. For example, we are now vigorously developing the brand direct delivery business. When assigning jobs, we should think about how to use job assignments to cultivate talents and adapt to the long-term development of the business and follow-up in-depth planning .

The assignment of work requires TL to communicate with employees a lot, and build a team map from multiple dimensions after fully understanding the small partners in the team. Taking into account [job delivery] [talent training] [team stability ] in the team to get the best solution, it is recommended that when assigning work, it is recommended to fully communicate with employees and reach an agreement on project goals, project rhythm, and core plans. Don't assume that both parties already know the whole background. Sometimes when assigning tasks, out of trust in a person, understanding and reference to the baseline for daily work, you feel that the actual participating partners already understand the project goals, project rhythm, and core solutions, but Many times, this can be an illusion, and in the upfront, the core elements of the following work are written:

• Project Objectives

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• Project rhythm

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• core program

These can help the overall project to have less deviation in the middle and later stages of the project and make the risks more controllable.

Q: What factors do you consider when assigning work?

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Technical Guarantee & Safety TL JQ:

1. Consider the characteristics of the work (technical research, collaborative promotion, generalization, etc.)

Technical research: Generally, we will carry out measures according to personal conditions, interest rules, and research work will be handed over to students who have a greater desire for technology, but it is necessary to define the rules and scope, and define goals for exploration tasks, such as solving a scene pain point, or To achieve a certain effect, etc., define a good time limit, and for the achievement of the goal, it is best to review it every two days to ensure that there is no deviation.

Collaborative promotion: Consider employees with strong sense of responsibility (showing strong sense of responsibility in previous projects) and strong cross-departmental collaboration and communication skills, because their sense of responsibility drives them to complete their goals and find solutions. It is recommended to appoint an owner, and it is required to specify within a certain period of time to achieve a certain effect on the ground.

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Induction and sorting: For example, cost optimization, budget and other project data collection, copywriting, considering the meticulous work, students with strong pressure resistance, and a high-level D to control the direction and summarize reports.

2. Consider the difficulty and urgency of the work

According to the difficulty of the topic, it is necessary to arrange students of different D levels as owners. If it is not an urgent job, you can arrange a topic of 8 to be held by a classmate with stronger ability of 7, so as to fully exercise the skills of the next level and cultivate talents. If the urgency is high, it is recommended to arrange a classmate owner who is adaptable and has a positive working attitude, full of energy, and fully recognized by TL, and then assign a backup owner to complement each other, first formulate a daily work plan, and review (or daily meeting) on a two-day basis. , TL needs to participate (important) to ensure fast results .

3. Process management

No matter how the above candidates and jobs are allocated, process management is required during the process, and the goals and achievement of any complex work will be deviated, otherwise they will not be managed; the owner needs to have project goal dismantling/correction, time management, Ability to work arrangement, risk control, resource coordination, reward and punishment system, etc. , to ensure the smooth completion of the work.

Q: What factors do you consider when assigning work?

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Data platform TL Mohan :

As the TL of the team, how to allocate work to maximize the output of the entire team is a problem we face every day, and it is also the biggest challenge as a TL. I personally think that the ultimate long-term goal of reasonable work distribution has always been to maximize team output, but there will be three paths in the middle, namely:

• Maximize the short-term output of the team : This is easy to understand, that is, the efficiency of everything is prioritized, and whoever does it well at present will do it for whoever.
• Training team member ability : This method is biased towards the long-term, that is, to cultivate the team's ability, so as to improve the total output of the team in the medium and long term.
• Improve the loyalty of team members : This method is a longer-term method, that is, by reducing the turnover of the team to reduce the loss of team output during the handover period and the newcomer period, thereby improving the long-term output of the team.

Then based on the above three core purposes, I personally mainly consider four factors to decide whether a job should be handed over to a certain subordinate, and to what extent, whether to leave it alone or watch it carefully.

• Importance of work: The importance of work mainly refers to the impact on the entire team if the matter cannot be completed. Generally speaking, the more important things should be delegated more carefully and given to more reliable people. , or stare harder.

• Adaptability of the employee 's past work situation : Adaptability includes two points, 1) whether the employee has done similar things in the past and achieved certain results. Generally, employees with successful experience will greatly reduce the risk of one thing, but this kind of experience is basically unattainable; 2) Whether the work done by the employee in the past has achieved results , this is the next best thing , although I haven't done the exact same thing, but if the employee can do it well every time the work is handed over to the employee, it also shows that the employee takes less work risk.

• Employee willingness : It is mainly how eager employees are to do this. A strong willingness can overcome some lack of ability, and at the same time allow employees to have sufficient initiative to overcome the difficulties encountered. The stronger the will, the better the output will be in principle. Some.

• Employee potential : This is a relatively subjective factor, mainly used to measure the long- term value that can be brought by exercising this employee. The higher the value, the more likely you can consider taking risks on this employee.

Personally I usually assign like this:

• Decentralization type : that is, only stating the ultimate goal to the employee, and then conducting regular review with the employee, not interfering with the employee's technical plan and specific path to achieve it, and only focusing on the result. This approach maximizes employee motivation, but is also the riskiest in terms of achieving work goals, so it is generally only applicable to:

  • The importance of the job, the suitability of the employee's past work situation, the employee's willingness, and the employee's potential are all high;
  • Among the importance of work, employees have high adaptability to their past jobs, employees' willingness and employee potential have at least 2 high scenarios;
  • Most scenarios where work is of low importance.

• Limited delegation of authority : that is, to explain the ultimate goal to the employees, participate in the design of the path and technical solutions, and conduct regular review at the same time. generally applicable to

  • The importance of the work is high, the adaptability of the employee's past work situation and the employee's willingness are not both high, and the employee's potential is high;
  • Among the importance of work, employees have high adaptability to past jobs, employees' willingness and employee potential have at least one high scenario.

• No matter how big or small: basically participate in the formulation of all aspects of the whole process, and follow up the progress more frequently. Applicable to other scenarios.

Q: What factors do you consider when assigning work?

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Algorithm Platform TL Void:

In general, tasks can be made in advance before receiving:

• Necessary target judgment , including the business importance and help to the business under the attention of the data process of the expected target deduction of MRD and PRD;
• Roughly realize the complexity and boundary , this part determines the boundary range of the scheduled task and the PM involved. And the independent goal to be completed by the PM is roughly positioned.

Based on the above two points, determine whether the type of demand needs to be followed up.

After the above pre-analysis, preliminary classification and judgment of tasks are made:

Based on the above task pre-judgments, work can be divided into several categories (may be adapted in my work scope)

• Simple support requirements: This is a relatively small demand for general people and days. It mainly focuses on the bottom line and stability requirements, and mainly pays attention to team resources.

• Key business requirements:

  • The first type of key requirements is the need to directly reach the key business indicators or to have a relatively large improvement in user experience after reading the business data, but we need to pay attention to whether our own data meets the "hypothetical" goals in MRD, and the implementation The key assumptions of external conditions (such as supply, etc.) that some key strategies in the process depend on.
  • The second type of key demand is the urgent business decision-making demand. It needs to be pulled up urgently, but there is a certain time pressure and stability pressure.

• Make your own needs:

  • Business autonomy: This part of the task is often proposed by us, and we need to actively push products and do some research on BI. As the requester, we take the initiative to propose some ideas that can be done.
  • Technology autonomy category: This part is mainly about technology platform domain or technology domain projects.

The points of attention for each type of task are different, which may be as follows:

After the task type is clearly determined , simple support requirements can be handled by the daily PM or Owner , and the main thing to pass is the control of personnel input resources.

• For the first type of key requirements, the owner who needs to implement must have certain business understanding and communication skills. During the process, it is necessary to follow up business data and provide positive suggestions. It is best to encourage active communication of business doubts.
• The second type of key needs: Need to communicate clearly the importance and goals. Urgent needs generally appear in emergency periods, and the time requirements are relatively tight. After everyone understands the background and meaning, they will understand that it is an urgent and important matter, and it is easy to find a sense of identity with the work goal.
• Business autonomy category: This part depends on the scene, and needs to have other similar products or some experience. I think this part of the task can break through the positioning of the technology itself, take the initiative to see the current business or product form, and have a certain complex experience accumulation And the ability to innovate ideas, but you need to encourage PM or TL to think for a long time, similar to independent local entrepreneurship.
• Technical autonomy: This part generally has a certain cycle, and needs to focus on the rhythm and goals of planning (problems to be solved). It is necessary to consider the idea of "backward push", such as what stage to achieve in the end, and backward push needs to complete three stages 1, 2, and 3. What problems are solved in each phase and at what rhythm. Sometimes you need to be patient and find an iterative rhythm that is suitable for your own business phased development between short-term and long-term goals. Everyone's ideas are very good, but how to do it step by step, and you can see the staged progress at each step, still need to choose.

To find a suitable PM or Owner for the above classification, you may need to pay attention to the communication level:

• Communicate clearly: This part is mainly to ensure that the PM or Owner who accepts the task can clearly understand the expectations and requirements. Is it a challenge type or a KPI type.
• Some necessary encouragement: For time-critical types, business autonomy types, technical autonomy types. After clarifying the background, you still need to encourage everyone to do it, output challenge points, and encourage everyone to challenge points. After all, to achieve key tasks, everyone's hard work is indispensable. Encourage everyone to set challenging goals by themselves, and encourage everyone to do certain indicators with a high degree of completion.

• Some necessary requirements include:

  • Planning stage side: The necessary technical planning guidance or planning rhythm is agreed upon. The point of this part is to keep the planning and execution consistent.
  • Follow-up side: project rhythm , how to control the early progress, how to formulate process recovery points, when to recover and verify risks and give PM input.
  • On the communication side, key business projects require upstream and downstream technical communication, as well as horizontal business product communication. This part of the requirements needs to be clearly stated when arranging, so that students can easily implement them.
  • Completion side-bottom line description : Similar to the bottom line on stability and the bottom line specification for reaching the requirements.

• Some better suggestions :

  • For challenging goals, give some ideas on how to achieve high goals, and some technical solutions for reference, such suggestions may not be mandatory, but can make this matter from 80 to 90 or higher for a long time. Everyone spontaneously find some room for learning and growth.

Students' growth : According to the above task classification, students' experience, interests and growth demands should be matched as much as possible, and the above-mentioned help and counseling will be provided. For new students and students who dare to challenge, it is necessary to follow up more and give requirements and suggestions in a timely manner in the process, establish a trusting relationship and give help and input.

Q: What factors do you consider when assigning work?

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Algorithm platform TL Shanyuan:

First of all, the assignment of work as I understand it is the performance of empowerment, excavating and cultivating talents, granting rights, and helping subordinates to realize their potential and achieve benefits and results.

I will have an understanding of team members, their backgrounds, abilities, characteristics, etc. Authorization is a step-by-step process.

sense of rhythm

From small goals to big goals, from clear goal results to long-term goals and results; as a leader, you need support such as progress follow-up, risks, and resources in the early stage, and then gradually decentralize by stages, positions and responsibilities.

For example, the estimation service is currently under the responsibility of Mr. Wang. After single-point breakthrough (performance optimization), undertaking independent business line requirements, overall demand docking, and overall owner estimation service, the stage, scope, and responsibilities have gradually expanded. The sense of rhythm is the process of gradually establishing a mutual trust mechanism and team running-in.

risk sharing

Not every authorization has good results, there are always risks:

• The goal is not clear enough, and the path to achieve it is not clear enough, especially for the work with certain innovation challenges, there is a high probability of failure.
• There is a gap between the ability matching of the authorized person and the authorized work, which will also bring technical risks. Especially for the machine learning platform, the overall technical matching degree of the current team members is relatively low, and there are fewer domestic talents in this field. , which is also related to our higher technical requirements.
• We had an unsatisfactory authorization once: what we needed to do at that time was to improve the performance of new estimates, and we planned to start with feature service and feature processing. In theory, there is a certain room for performance improvement. Due to time constraints and other high-quality things, Suspended, the results are not ideal (subsequently achieve a 100% improvement through other paths).

There are two reruns:

• The target path is not clear enough. We chose to start with the technical path of characteristics, but the content and scope of the transformation are far beyond expectations, and it was not achieved within the predetermined time, which will have some impact on the performance and confidence of the relevant students.

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• The advantages of the development technology of the authorized person are more prominent, but the project has a lot of team collaborative transformation, and scheme design, which is beyond the scope of "small goals" mentioned before, and requires strong comprehensive ability, and newcomers need to be gradually cultivated. Here I go against the "sense of rhythm" principle.

relatively fair opportunities

There is a certain tolerance for failure. It is necessary to give newcomers the opportunity to try again after failure, and to establish a team atmosphere with the courage to develop and get results.

In the process of echelon building, in addition to focusing on cultivating members, it is also necessary to give other members opportunities. New people do old things, old people do new things , or rotate jobs, and the opportunities are relatively fair.

for innovative work

Seeing because of believing, choosing members who believe that they can achieve their goals , and partners who are "stupid", motivated, optimistic, and have the courage to take on will be more suitable.

Small- step fast running , in terms of the self-developed training platform, is a high-risk innovation work, because the probability of failure is high and the time window is also very short, we need to deal with the unknown problems that emerge constantly, small-step fast running to quickly get It's better than the big and comprehensive, big goal model.

Finally, for grassroots technology research and development, "people" is the most important thing . As long as we create a suitable atmosphere together, people can grow up, and "it depends on people."

Q: What factors do you consider when assigning work?

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Quality Platform & R&D Efficiency Platform TL JZ:

In my daily work, I will mainly consider the following perspectives when it comes to task assignment:

• business dimension

Changes of the same functional latitude are distributed to the same fixed person. On the one hand, business experts are trained so that they can understand and be familiar with all aspects and changes of the function; on the other hand, different changes in the same module , but it can reuse test and create data scenarios, save test time, improve test efficiency , and it is also convenient to verify whether there are conflicts between different changes. At the same time, this is also proposed many times by product and development. We want to fix personnel and test the functions of specific modules, so that testers can understand the changes in previous periods and test more in-depth .

• human latitude

The human dimension assignment task is mainly based on the cultivation of talents, from three dimensions: business, technology, and management .

• Business - For everyone in the group, first of all, dig deep into the modules you are familiar with, you can point out the missing and conflicting places in the requirements, and you can organize relevant business documents, including data creation documents, and group and large groups to do business sharing. Secondly, as a test of the order, it is necessary to be able to understand more business modules , to be able to link up various business modules in the order, and to be able to link up the processes of each domain. For example, when placing an order for an event, you need to know how to create an event, how to bid and add inventory, order flow, delivery fulfillment process, including various operations in the supply chain, future financial flow, order reversal, etc.
• Technology - For some projects that can improve technical efficiency, a project with outstanding technical ability will be allocated with a few technical capabilities to be improved, and some efficiency improvement guidance will be given in the early stage, such as automation and efficiency improvement, and the effect of improving efficiency in the process of supervision. For those who have the ability to automate, the effect of automation can really be improved; for others, the ability to automate can be improved through practice.
• Management - There are many independent items of orders, both of business type and technical type. At present, there are people in the group like JN who have worked on multiple complex projects. They have accumulated a lot of experience and have produced independent project templates. In the testing process, I have experienced the process management of large-scale projects with the old and new model with multiple members. Compared with the business type, the technical transformation of the technical type involves fewer fields, but has higher technical requirements. Technical independent projects will allow people who have never brought independent projects to give guidance in the early stage, with a little supervision in the process, so that more team members can grow up.
• development dimension

According to business development , some businesses tend to be stable and require fewer people, while some businesses are the opposite, so personnel arrangements should be changed accordingly. In the process, the old is brought into the new, supplemented by business documents, for a smooth transition.

From the perspective of skill mastery , in the continuous iteration, let the members in the group master the skills of iteration O, project O, automation and efficiency improvement. In the process of practice, everyone is encouraged to think, optimize and practice a virtuous circle.

Q: What factors do you consider when assigning work?

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Data Analysis & Data Mining TL Lady Crunchy : **

The difficulty in management is that there is no one-size-fits-all approach. In my opinion, the truly efficient management will "see the situation", it varies from person to person, from time to time, from event to event, and uses different methods to achieve the best goal.

• First, [it varies from person to person]

Humans are created equal, but they are also different. Understand differences, know people and make good use of them, and put the right people in the right position.

• Second, [different from time to time]

Not only are people different, but the same person will also change over time. As a manager, you should adjust yourself and learn to manage the same person at different times and in different ways.

• Third, [it varies from case to case]

What is the vision and goal of a thing? How many resources can managers provide? How much risk can you take? These factors all determine whether the executor can effectively release his ability and complete the task well.

In our analyst team, members can be divided into 4 categories according to their own abilities and different stages. When faced with different tasks and jobs, the assignments are also different:

1. Enthusiastic "newcomers"

In the past six months, more than half of the new blood has been injected into the team. They are young and enthusiastic. They want to roll up their sleeves and have a hard time. However, because they are not familiar with the environment and people inside and outside the team, it is more suitable to start from the foundation. Data construction starts.

As a leader, while affirming their enthusiasm, try to give clear goals and standards for doing a good job, so that newcomers can understand the company's guidelines and procedures, authority and responsibilities during the process, while delivering results to everyone. Show y