What Is Micromanagement?

Micro-management-give you a technical team, how should you manage (the most concise and efficient team management implementation method, 15 years of management practice in IT / Internet industry + EMBA experience of CEIBS, Teacher Yang teaches you how to use it " "Micro-management" to create an efficient team)

Micro-management

"Micro-management-give you a technical team, how do you manage" explains the management of different types of IT technical teams, the book is divided into four parts. The first one is "The Wild Age", which is mainly to popularize some basic knowledge of project management and team management. The second is the "Era of Farming", which talks about how startups manage people, how to use processes, and how to choose technologies and tools. The third chapter is the "industrial age", which talks about how to manage professional development teams that need to be efficient. The fourth chapter is "The Era of Networking", which talks about how to manage the Internet development team that focuses on management and results. The author starts with "micro-management" and describes a large number of "micro-science" and "micro-cases" management practices at the specific project operation level. At the same time, there is no lack of high-level thinking on strategies, organizational culture and other aspects. Concise and rustic methods of action and action.
"Micro-management-give you a technical team, how do you manage" is suitable for IT / Internet practitioners, whether you are a project manager, product manager, program ape, test Yuan, or company executives, there is always team management in the book The dry goods are right for you. ^[1]

Lidong Yang, a practitioner in the field of team management and a pioneer in various management practices, has extensive technical team management experience. He graduated from the University of Science and Technology Beijing, and studied computer science at California State University Fulton. EMBA degree from CEIBS; previously served as director, vice president and CTO in companies such as Fengfeng Video, Chinasoft Rongxin, iSoftStone, etc., founded Ruitianle Consulting, and now creates Huma.com, an Internet A new media platform in the field of education; it has been named the 2011 Zhongguancun High-end Leading Talent, and the Beijing Top 100 Leading Talents in Science and Technology in 2013.

Preface 1 Cai Guanshen, Chairman of the Chinese General Chamber of Commerce in Hong Kong /
Xu Tian, Chairman of iSoftStone Power Group /
Lu Guangshan, Chairman of AVIC Electronics Co., Ltd. /
Foreword Yang Lidong /
The first barbaric era-the opening words of concepts that an efficient team needs to understand-Li Qi, TEDA Manulife Chief Marketing Officer / 2
Chapter 1 The Troika of Efficient Teams / 3
1.1 Efficient Team Troika: People / 3
1.1.1 Over a hundred people, all kinds of / 3 Micro-Case, the team spirit of Qi Yi is without clothes, with the same robe 1.1.2 Characteristics of efficient programmers / 5 Micro-science, the originator of Chinese and Western logic Mozi and Aristotle 1.1.3 There will always be only one "Boss" on the battlefield / 7 · Wei case, there will always be only one Boss on the battlefield in "Certificate of Merit" 1.1.4 Choosing a Chinese-style partner / 8 · Weibo, Charles Doctrine of "Fifth Generation Management" 1.1.5 Teams have the desire to win / 9 · Micro-science, people from a strategic human resource management perspective 1.2 Efficient team troika: process / 11
1.2.1 Looking at the process from the history of China and the West / 11 · Micro-science, Humphrey, the father of software process 1.2.2 The beauty of process and process ability / 12 · Micro-case, the beauty of process in "Hero" 1.2.3 The bottleneck of process / 14 · Microscience, Peter's barrel theory 1.2.4 The five steps of process improvement / 16 · Microscience, the five core principles of software process improvement 1.2.5 Why efficient teams need processes / 18 · Microscience, Hamer and Enterprise Reengineering 1.3 Efficient Team Troika: Technology and Tools / 19
1.3.1 Six elements of technology and tool selection / 20 · Micro-cases, if you want to be good, you must sharpen your tools 1.3.2 Five Misunderstandings of Technology and Tool Selection / 21 · Micro-science, "Management Accounting" Cost of Silence 1.3.3 Three Management Tools Necessary for the Team / 23 · Micro-science, Toyota's Kanban Management 1.4 Chapter Summary / 25
Chapter 2 Everything Is An Item / 26
2.1 Project and Project Management / 26
2.1.1 Thoughts Aroused by the Three Characteristics of Projects / 26 · Micro-science, Project Management's "Bible"
2.1.2 Case Interpretation Project Management / 28 · Micro-Case, the "Drive" project in "Du Lala Promotions" 2.1.3 Life Cycle and Traditional Waterfall Methodology / 29 · Micro-science, Taylor, Father of Scientific Management 2.1. 4 Thinking about the transposition of organizational structure / 31 · Micro-science, William Z. Theory Z 2.2 Evolution of project management / 33
2.2.1 Project Management Knowledge System / 33 · Micro-science, three elements of project management 2.2.2 Capability maturity model / 34 · Micro-science, PDCA Dai Minghuan 2.2.3 Lean project management / 36 · Micro-science, Imai Imai and continuous improvement 2.2.4 Agile Project Management / 37 · Micro-science, Mayo, the father of humane management 2.2.5 Return to the true, the beauty of simplicity / 39 · Micro-science, breaking Washington's law of cooperation 2.3 Chapter Summary / 40
Chapter 3 Competence of Project Managers / 42
3.1 Project Manager Quality Model / 42
3.1.1 Ethical Quality of Project Managers / 42 · Micro Cases, Self-made Cases, Outsourced Modules and Money Sharing 3.1.2 Competence and Quality of Project Managers / 44 · Micro-science, McClelland Competence and Iceberg Model 3.1.3 Project Manager's knowledge structure / 45 · Micro-science, Steinberg's intellectual ternary 3.1.4 Physical fitness of the project manager / 47 · Micro-case, self-made case, staying up late for three nights and two days 3.2 Essential four-point finance Knowledge / 48
3.2.1 Proportion of total price contract / repayment / 48 · Micro-case, self-made case, painful contract negotiation 3.2.2 Cost of funds / 49 · Micro-science, EBITDA profit before tax, interest, depreciation and amortization 3.2.3 Investment return Rate / 51 · Micro-cases, self-made cases, difficult decisions 3.2.4 Composition of team costs / 52 · Micro-cases, self-made cases, first project budget 3.3 Understanding business goals and industry knowledge / 53
3.3.1 Understanding Business Goals / 54 · Micro-science, the father of positioning Jack Trout 3.3.2 Industry and market awareness / 55 · Micro-science, Michael Porter's five force analysis model 3.3.3 Business knowledge accumulation Three Principles of Microscience / 56 · Microscience, the founding father of knowledge management, Sweeby 3.3.4 Integrated business, technology and management / 58 Microscience, the father of multiple intelligence theory Howard Gardner 3.4 Summary of this chapter / 59
The second part of the era of farmingthe practical implementation of efficient management of software workshopsThe first chapter of Tiger Sniffs, founder of the software company, Chapter 4, Software Workshops, Selection and Employment / 63
4.1 Objectives and consensus / 63
4.1.1 Have a clear goal / 63 · Micro-science, Peter Drucker, the father of modern management 4.1.2 Liang Jian spirit and values / 65 · Wei case, the execution of Li Yunlong team in "Bright Sword" 4.1.3 newcomer Five elements of a welcome letter for employment / 66 · Micro case, self-made case, growing troubles 4.1.4 Persist in less is more / 68 · Micro case, Tiger Sniff article "So-called Subtraction"
4.1.5 Finding the right core method / 70 · Micro-science, Ishikawa diagrams and causal analysis 4.2 Use the principle when used / 72
4.2.1 Morality is more important than ability / 72 Micro case, team spirit that does not abandon or give up 4.2.2 Team formation: complementarity or homogeneity / 73 Micro-science, Belbin's team role theory 4.2.3 Excellence is A habit / 75 · Micro-science, eight rules of business success 4.2.4 Eliminate the cleanliness of people / 76 · Micro-science, Miles Briggs type indicators 4.2.5 Building a learning team / 77 · Micro-science, Peter Senge and His Five Practices 4.3 Chapter Summary / 79
Chapter 5 The Process of Simplifying Complexity into Small Teams / 80
5.1 Project establishment, no rules, no square / 80
5.1.1 One-page project manual / 80 · Micro-case, self-made case, summary after labor pains 5.1.2 Project planning and rehearsal / 82 · Micro-science, Dora Calf and sand table simulation 84 · Micro-science, Aristotle's contractual spirit 5.2 Implementation, martial arts in the world, but not broken / 85
5.2.1 Be closer to the target every day / 85 · Micro case, management thought of Feng Lun's brutal growth 5.2.2 Management is a Kanban / 87 · Micro case, the five largest time robbers 5.2.3 Learn to count a project Account / 88 · Micro case, IBM's employee grading system 5.2.4 Focus on quality reduction rework / 89 · Micro science, Crosby's quality free doctrine 5.3 Review, Phoenix Nirvana, Rebirth / 91
5.3.1 Mini review and gain / loss analysis / 91 · Micro case, Microsoft 721 career development experience model 5.3.2 The competition is efficiency / 92 · Micro science, use GTD to manage your time 5.3.3 Eliminate waste and continuous improvement / 94 · Micro-Case, Lean Improvement and Non-Waste Principle 5.4 Technology Selection for Startup Teams / 95
5.4.1 Select the most familiar technology / 95 · Micro-science, group decision-making technology 5.4.2 Select the most concise tool / 96 · Micro-case, the selection of project management tools for Huma. 5.5 Summary of this chapter / 97
The third chapter of the industrial era-the implementation of efficient management of professional teams opening chapter-United Cooperative Co-founder Feng Guoxin Chapter 6. Professional teams, selection and employment / 101
6.1 Professional talents, specialized in surgery / 101
6.1.1 What is professionalization / 101 Micro case, professional literacy in The Queen of Prada 6.1.2 Overall image of a professional team / 103 Micro-science, CI corporate image recognition system 6.1.3 Division of labor Collaboration / 104 · Micro-science, Adam Smith and his "The Wealth of Nations"
6.1.4 Recruitment of specialized talents / 105 · Micro-cases, job descriptions should be formulated by front-line managers 6.1.5 Resource pool construction and various training camps / 106 · Micro-cases, the general manager personally conducts resource pool construction 6.2 Dual channels for career promotion / 108
6.2.1 Introduction to the qualification system / 108 · Micro-science, Maslow's Hierarchy of Needs 6.2.2 Establishing a career promotion route / 110 · Micro-Case, Huawei's dual-channel career development 6.2.3 Develop a qualification standard for behavior / 111 · Science and Technology, Benchmark Management of Xerox Corporation 6.2.4 Organizational Staff Ratings / 112 · Science and Technology, 360 Degree Evaluation of Intel Corporation 6.2.5 Broadband Remuneration System and Qualifications / 114 · Scitech, Broadband Remuneration System 6.3 Chapter Summary / 115
Chapter 7 The Process of Demanding Efficiency from Management and Professional Teams / 116
7.1 Pre-sale, one leaf of Indus, the world knows autumn / 116
7.1.1 Use of organizational process assets / 116 · Micro-science popularization, which results are process assets 7.1.2 Professional pre-sale solutions / 118 · Micro-cases, professional team pre-sale solutions 7.1.3 Pre-sale estimates and quotes / 119 · Micro Science Popularization, Cost Plus Pricing Method 7.1.4 Project Bidding Skills / 121
7.2.1 Goals beyond on-time delivery / 122 · Micro-science, third-generation potential master Anthony Robin 7.2.2 Concise project report / 124 · Micro-case, Jobs' minimalist design concept 7.2.3 Writing professional projects Plan / 125 · Micro-science, process tailoring form 7.2.4 Project plan review / 127 · Micro-case, new project manager organization review meeting 7.3 Planning, operation plan, victory thousands of miles / 128
7.3.1 Scope definition and task breakdown / 128 · Micro-science, development methods in the era of software engineering 7.3.2 Time and progress estimation / 130 · Micro-science, critical path method 7.3.3 Cost budget and cost benchmark / 132 · Micro-science, David Orly's Comprehensive Budget Management 7.3.4 Quality is Planned / 133 · Micro-science, Juran's Quality Trilogy 7.3.5 Risk Identification and Risk Planning / 134 · Micro-Case, Murphy's Law 7.4 Implementation, Everyone in the same heart
7.4.1 Winning is still important / 137 · Micro Case, Jack Welch's "Vitality Curve"
7.4.2 The true experience of the team's icebreaking / 138 · Micro case, the true experience of candlelight party 7.4.3 The team relies on norms to quickly run in / 140 · Micro case, the team will use the norms to run the team later 7.4.4 Team standardization period Reflections / 141 · Micro-Case, the famous "catfish effect"
7.4.5 Elements of professional team building / 142 · Micro-science, self-managed team 7.5 Monitoring, well-organized, orderly / 144
7.5.1 Three levels of the report / 144 · Micro-science, McKinsey working methods 7.5.2 Control of demand changes / 145 · Micro-cases, customers will also develop change processes 7.5.3 PCT project monitoring practices / 147 · Micro-cases, PCT New Definition of Project Completion 7.5.4 Easy-to-understand earned value management / 148 · Micro-science, earned-value management 7.5.5 Effective quality control tools / 150 · Micro-science, father of comprehensive quality control Feigenbaum 7.5.6 Perpetual Risk Monitoring / 151 · Micro Case Study, a "Gambling Lesson" at Stanford
7.6 Closing, water dripping through the stone, wire sawing broken / 153
7.6.1 Half a mile and half ninety / 153 · Microscience, the famous master of interpersonal relations Dale Carnegie 7.6.2 Acceptance preparation checkpoints / 154 · Microscience, Chris Anderson and Long Tail Theory 7.6.3 Team Evaluation and Discussing Merit Awards / 156 · Science Popular Science, Kaplan Balance Score Card 7.6.4 Lessons Learned / 157 · Science Popular Science, Six Thinking Hats 7.7 Model, Mu Xiu Yulin, Wind Will Break / 159
7.7.1 Capability Maturity Model / 159 · Micro Popular Science, Capability Maturity Model Integration 7.7.2 Boiled Maturity Level / 160 · Micro Popular Science, Brooks Rule 7.7.3 Value of General Practice / 162 · Micro Popular Science, CMMI General Practice 7.7.4 Proven Evaluation Method / 163 · Micro Popular Science, SCAMPI Evaluation Method 7.7.5 Model landing method / 164 · Micro case, dare to cut documents when consulting for the first time 7.8 Tools and technical choices for specialized teams / 165
7.8.1 Well-known manufacturer's technical solution strategy / 165 · Micro-science, four core competencies 7.8.2 Choosing the team's technology and tools / 167 · Micro-case, the cost of choosing new technologies 7.8.3 Choosing the team's management tools / 168 · Wei Case, Customized Professional Service Automation System 7.9 Chapter Summary / 169
Chapter 4: The Era of NetworkingEffective Team Implementation in the Era of Subversion and Self-Revolution
8.1 Results Are More Important Than Processes / 173
8.1.1 Results-oriented goal setting / 173 · Micro-science, find the causal relationship between action and results 8.1.2 Values of Internet team managers / 175 · Micro-science, Peter's principle 8.1.3 People with excellent skills / 176 · Micro Popular Science, Finding People with STAR Principles 8.1.4 A Method and Plan to Achieve Goals / 178 · Micro Popular Science, Analysis of Potential Failure Modes and Consequences 8.1.5 Use of Effective Managers / 179 · Micro Popular Science, Managers Must Be Effective 8.2 Both Agile and Professional Culture / 180
8.2.1 Elements of organizational culture / 180 · Micro-science, formation of corporate culture 8.2.2 People with full commitment / 182 · Micro-case, story of chicken and pig partnership to open a restaurant 8.2.3 Agile coaching-Agile culture Evangelist / 183 · Micro-science, Agile development and Scrum methods 8.2.4 Three roles of agile teams / 184 · Micro-science, devoted to the project 8.3 Summary of this chapter / 186
Chapter 9 Agility, Results-Oriented Team Process / 187
9.1 Behind Good Product Success / 187
9.1.1 What is agility / 187 · Micro-science, the origin of agility 9.1.2 Agility and product strategy / 189 · Micro-case, self-made case, is listing the key to company strategy 9.1.3 The key to the agility landing / 190 · Micro-science, Tang Bohu learn to draw 9.1.4 Results in quarters / 191 · Micro-science, Pareto improved 9.1.5 method of project selection / 192 · Micro-case, the problem of project selection of the Internet team 9.2 We were together in those years Product planning / 193
9.2.1 Defining Product Prospects / 194 · Micro Science Popularization, RUP Unified Software Development Process 9.2.2 Project Goal Setting / 196 · Micro Cases, Resolving Differences and Reaching Consensus 9.2.3 Formulating Key Data Indicators / 197 · Micro Science Popularization, Software Measurement And GQM method 9.2.4 Product user stories / 199 · Micro-science, split lens script 9.2.5 Function split into story-level / 201 · Micro-science, Pareto's law of two and eight 9.3 Agile planning and project / 202
9.3.1 Setting Outstanding Goals for the Project / 202 · Micro-Case, Stories of Hounds Chasing Groundhog 9.3.2 Poker Estimation Method / 203 · Micro-science, Fibonacci Sequences 9.3.3 Rational treatment of estimation bias / 205 · Micro Cases, the results of the two estimates are inconsistent 9.3.4 What to worry about after the estimation is completed / 206 · Micro case, the four issues that the team is worried about 9.3.5 Planning and project meeting / 207 · Micro case, the target cannot be a space hole 9.4 Implementation agility Force / 209
9.4.1 Organize daily stand-up meetings / 209 · Micro-science, McRego's Y theory 9.4.2 Really understand the burn-out chart / 210 · Micro-case, self-made case, the most perfect burn-out chart 9.4.3 Hug Changes / 212 · Micro-cases, self-made cases, faster startup speed 9.4.4 Engineering practices to improve agility / 213 · Micro-science, engineering practices of extreme programming 9.4.5 Review and project review / 214 · Micro-cases, Lenovo The culture of reexamination 9.5 Tools and technology choices for agile teams / 215
9.5.1 Open source technology solution strategy / 216 · Micro-science, open source software technology 9.5.2 Continuous integration tools and practices / 217 · Micro case, two troublesome configuration management 9.5.3 Select team management tools / 218 · Micro Case, micro team management tools 9.6 Summary of this chapter / 219 ^[1]