Recently, everyone is making a summary, and the technical article is half written, so I would like to summarize it first. Where to start, let’s start with master “palmistry” (beauty palmistry, we talk management metaphysics? Below is the result of the test done

Master Chai’s interpretation:

“Perfection over 18 points is a strong attribute, so you have the attribute of pushing people to work, and you are a doer, so many things like to be done by yourself, and you are a strong attribute perfectionist, so you can always do things thoroughly, but you will be stubborn. The turning point for you may be when you become the leader. As a facilitator, you will constantly push the project team to advance according to your time and goals. However, as a perfectionist, you may require your team members to follow your standards and struggle with some small problems, which will make everyone unhappy.”

The master is indeed a master, based on my understanding and “life signs” on some conclusions, or very pertinent, has great reference significance for self-cognition.

Due to the company’s adjustment this year, I came to a new team. Review what we have done in the past six months. Most of the output is supporting infrastructure improvements or using technology solutions to improve operations. Participated in the development of some business iterations and acted as the technical owner of several business iterations. As the technical owner, I undertook an important project of the company. I was under a tight schedule and great pressure. I was scolded a lot and worked overtime to the highest level in my history.

infrastructure

Familiar with the company’s DevOPS process and part of the implementation principle, unified optimization of the front-end project and Node service in the release system Apollo configuration integration.

Continuous iterative front-end monitoring has solved the user experience problems caused by traceId in the company’s business, discovered and solved many online feedbacks or undiscovered bugs, and made some achievements in risk control and realized some monitoring. The system itself has been optimized and improved to improve query performance, save storage space, and enrich the problem tracking perspective.

To undertake the routing control problem proposed by the front-end committee, the front-end routing redirection system is designed and developed to solve the problem that the link address or the generated TWO-DIMENSIONAL code address can be modified after it is sent to the customer or three parties, which is also applicable to the mutual access of the company’s internal systems. At the same time, access records can be counted to determine the use of external links. It also supports the short link function to shorten the address length. The design scheme is very perfect in the early stage, and the access business is also growing in the stable operation of the system. The next iteration will integrate perfectly with the company’s swimming lanes.

In collaboration with back-end colleagues, we developed a common data charting platform, an internally configured platform for rapidly generating charts, without the need to build a business code repository or release. Through ETL, the business data can be imported into the analytical database, and the data visualization charts and tables used by the internal management desk can be displayed. The development speed is fast, the data query speed is fast, and it is a platform to improve the efficiency of output, and it can be embedded into any management desk. Several business statistics charts and tables related to supply chain data have been plugged in.

Solve the open source tool Jaeger crash problem, develop GRPC local tool WEB version, etc.

After the new team, I was responsible for the construction of the company’s NODE technology. The company’s server uses GO, so the principle of the front-end team in using NODE is mainly to do some tools or independently serve the improvement projects of large front-end development. Do not do business interface, do not do BFF layer, to avoid a business interface cycle, GO and NODE services call each other (there was such a project before, now has been GO reconstruction).

NODE mainly supports several independent service projects in terms of design, development and technology, and has unified technology selection and development agreement. Through internal development iterations, the team brought in many front-end students to participate in the preliminary design requirements are relatively strict, requiring demand analysis, technical research and technical review. The assignment of the whole task is relatively detailed, and it will not take too much time for everyone. We will learn the technology and understand the scheme design through training while doing. Generally speaking, it is also because there are needs and problems to be solved that we get involved in relevant matters. We do not develop technology for the sake of developing technology, and most of our energy is focused on business.

The business side

I have done several business iterations and been a business technology owner for several times. There is a small program short video optimization demand, which is roughly to imitate the interaction scheme of weibo short video to optimize and iterate. I found that the scroll bar is very rigid and made a technical optimization scheme: JS progress bar smooth version implementation. Usually, I pay close attention to the core business of the C-terminal in charge of my team, investigate and assist to solve many online problems. Occasionally, I also received research on product technical solutions and assisted in product analysis of relevant business data. After some pulling and pulling, I also had a certain understanding of the operation of the business.

In terms of business input, I was relatively weak, partly because I had changed four teams during the organization adjustment in more than half a year. In addition, the CEO cockpit project occupied all my energy for more than two months.

CEO Cockpit Project

Focus on the project (you can read about the project in this blog post: [Open Source] Digital Transformation Practices — Measuring effectiveness is a must, starting with The Daily Minuten). The product of the project is ye Xiaochai, the technical leader. Initially, he said in the internal group that he needed several development colleagues to do his project and had technical requirements. I happened not to be particularly busy myself, so I was the first one to sign up, and then I was designated as the technical owner. It started with a drawing, no prototype, no details, no requirements, and three weeks to do it. At that time, there was no cognitive alignment. After all, It took Xiao Chai and her boss one or two months to figure out the requirements, and a picture said that we had to develop it in one hour. Companies need to solve problems and have to run against time to catch up on some important points. In short, it was quite difficult to finish it within the stipulated time. The business was also very busy at that time, and there was hardly any manpower to mobilize. There was a lot of implementation detail discussion and pulling and a few requirements changes.

Because it is not a very clear product requirement design, as the owner, I will definitely involve more thinking to run the function and accept the rationality. In the early stage, under the condition that core functions and cognition are not completely aligned, I hope to cut down some functions and implementation methods. There are a lot of tough scenes. However, Xiao Chai is a big leader. Unlike normal communication with the product, I was almost overwhelmed by all aspects. Of course, this issue itself is also limited by differences in ability and cognition.

On the one hand, I have to think more, on the other hand, I am also in full development, time is tight, the work intensity is high, and the rest is slightly insufficient. I stand on my understanding of the product, hoping to reduce the development burden for everyone and also reduce some unreasonable demands. There were a lot of differences between X and me during the discussion. After reflection, I came to the corresponding conclusion, which I insisted on. But in fact, sometimes it is caused by information understanding deviation and self-thinking solidification, in fact, they are not necessarily right (sometimes is also right). After the self has reached a conclusion based on analysis, it is stubborn and not fully integrated into the other person’s thinking. This project went through a lot of pulling and pulling, and I was scolded a lot because OF my stubbornness. Sometimes I was scolded or scolded. Of course, most of the time it was really my problem.

Stubbornness will increase a lot of internal friction, but also scolded more, more conscious to pay attention to this point, later will try to stand in the other side’s point of view as much as possible to listen to and think, sometimes listen to not completely feel right, but can understand the other side’s position. Level is lower than the other side again, still listen to eldest brother! Through many rounds of pulling and pulling, the cognition gradually began to align, the project report was relatively smooth, I also recognized my stubbornness is not correct, so I was scolded less later.

It is also very interesting to think about that time. Every time I tried my best to fight with Xiaochai, and then just couldn’t go down, I turned around and asked the colleague in charge of the service end, but he thought that Xiaochai was in great need of these functions now, we must fully support him, arguing is meaningless, and other colleagues silently eat melon. In the end, I just bow down and get on with it. Under such pressure, it is easy to trigger people’s problems. After this project, I am now very convinced that I am stubborn. I will often remind myself that I am stubborn, hoping to get rid of this problem gradually (but it is often easy to think that I am right). Compromise is also a way to reduce internal friction, allowing some time for verification, rather than having to fight it out immediately (but I have a strong attribute for this kind of fight, horrible ~).

In terms of life, the project was developed in a closed way. Xiao Chai thought it was too hard for everyone to have some delicious take-out food every day (reimbursable) and drink offerings at any time (not reimbursable, it cost me a lot of money). The cost of living exceeded many, often to my home leadership to apply for more money, long-distance love for many years, very not easy to me now here to work, just met me doing this project, every day to see my people, the feeling is still different. The partners also love each other and finally sympathize with each other and encourage each other, realizing the fun and unity of the team.

This year’s entry

variable

Change departments, move around, adjust and find the right thing to do.

infrastructure

Identify problems, propose solutions, promote and assist to solve problems, reap results.

Adhere to the

Insist on active and active resistance, adhere to technical learning, valuable things to do.

stubborn

Well, that’s a problem