Do technology generally have two development routes, one is pure technology, one is management. What’s the difference between the two routes?

This paper tries to interpret daily work from different perspectives, divided into six dimensions: ability, willingness, division of labor, collaboration, echelon and culture.

Developer perspective

We all started as developers, and that’s a familiar perspective.

Ability to

  • After I joined the company, I was assigned a mentor. If there is anything I can’t do, I can ask him. He will take me for three months.

After three months, I was able to do some requirements development on my own.

  • Received a demand, most of this demand is I can, but there is also a part of I do not know, need to learn.

After finishing this requirement, my ability has improved, and I can cover this requirement in the future.

  • The leader asked me to take charge of a piece of work independently, designing the plan and making follow-up planning by myself.

I made a few mistakes along the way, but now I can own the project independently.

Intend to

  • My current job is what I want to do, so I have a lot of motivation.

  • The tool I’m making now can improve a lot of efficiency and save xx person-days for the company.

Division of labor

  • I have been responsible for the development of the requirements of XX, which I can solve well

  • If you want to do something else after doing it for a long time, the company has the mechanism of job rotation, so you can get familiar with other aspects of the work.

collaboration

  • There is a special person in charge of every issue in the team. Can I quickly find the corresponding person to solve any problem

  • I have cooperated with my colleagues for a long time, and I don’t need to communicate. He can get what I want to do immediately

  • The company often goes out for group construction, we are more familiar with it now, and the cooperation is very smooth

echelon

  • Every aspect of the company is done by at least two people and we can backup each other

  • Xx left the job, but FORTUNATELY ZZ was familiar with that area, so HE handed it over to ZZ to take over

  • He was a P6 when he started, and now he’s a P7, so he can bring in new people

culture

  • I don’t know how to make a choice when I meet something, but I think the company has “XXX” culture, so I choose to do this

  • I recognize the values of the company and the values of my colleagues are the same and I feel comfortable here

Management perspective

After a few years of working, we might go from developer to manager and have a different perspective on the same things.

Ability to

  • When a team works together, the ability limit is the collection of everyone’s abilities. It is expected that team members can complement each other

  • I have hired a new employee with good potential. Let XX be his mentor and guide him to get familiar with it. I hope he can make some demands independently after a period of time

  • Xx’s ability in certain aspects can be improved. This demand can let him exercise his ability in this aspect, so he will do it

  • I hope XX can take charge of this project independently. I plan to let go gradually, let him design and plan by himself, and let him own the project gradually

Intend to

  • I have known what XX and YY want to do and their abilities. I will assign some work to them based on what they can do and what they want to do

  • Each project and demand should explain clearly what the purpose is and what impact it can bring, and let everyone know the meaning of what they do, so that the motivation will be stronger.

Division of labor

  • Specific people should be responsible for each piece of work, so that when encountering any problems, we can find corresponding people to solve them quickly. Besides, the division of responsibilities is clear, and people will have a sense of existence in the team

  • After you’ve been doing one thing for a while, rotate people around doing other things so they’re familiar with the whole thing and can back each other up

collaboration

  • At the end of the month, we will organize a team construction, so that the new XX and everyone know each other, or the cooperation behind some smooth

  • Xx and YY have cooperated with each other for a long time. They know each other well and trust each other. They work together with high efficiency, which is the embodiment of team cohesion

echelon

  • There should be backup for every aspect, and no one can be familiar with that part of the matter once someone leaves

  • There are P6 xx people and P7 XX people in the team, and xx P7 people need to be recruited or trained to cover what the team needs to do

culture

  • Xx’s behavior does not conform to the values of our team and will bring bad influence to the team. Please find a time to talk with him

  • Regular organization technology sharing, to create a learning organization, so that everyone can take the initiative to improve their ability

conclusion

Most developers will take management positions. The biggest difference is that before, they only need to be responsible for the project of their own owner, and the upper limit of their ability depends on themselves, while after management, they need to be responsible for all the projects within the team, and the upper limit of their ability is the collection of all the people in the team. They also have different views on ability, willingness, division of labor, collaboration, echelon and culture.

There is a change of perspective from a developer who develops effectively to a manager who assists in the growth of the team.