Shulou(Shulou.com)06/03 Report--

Having been engaged in Internet R & D and management for so many years, I think I have accumulated a lot of experience:), I intend to organize and share them one by one today. I hope to share them with you. I am very glad if I can help you.

Let's talk about the first topic today. Mi drives geek research and development.

MI stands for Mission Impossible, and anyone who has seen Tom Cruise's "Mission impossible" (Mission: Impossible) knows that Tom has accomplished extremely difficult and challenging tasks that are almost impossible. Therefore, I define the MI task of the R & D team as a challenging task that is actively completed with high technical difficulty and results in generally perceptible improvement to the product user experience or word-of-mouth.

I'll use a few examples that have actually happened to explain what the MI standard task is. One of our back-end engineers spent a lot of energy on an Excel report export task and couldn't reduce the report export time to less than ten minutes and finally gave up. But I know that this export can be completed in a very short time, the amount of data is small and there is no io challenge. So I announced a MI task to all R & D engineers: anyone who can reduce the report export time to less than 1 minute will get 1 MI; to less than 30 seconds, 2 MI;20 seconds less than 3 MI;10 seconds, and 4 MI. As a result, an engineer used extra time to work overtime to optimize the report export time to less than 20 seconds and got three MI. I asked him to share his experience and add an extra MI to let others, especially the engineer who gave up optimization, understand how the task he thought was impossible was accomplished step by step.

To take another example, a project product originally only needs to output the H5 version, but the app version actually has a better experience. I released the MI task, and you can get MI if you use the html5+ standard to output both app and H6 versions at the same time. Each form corresponds to a MI. Finally, an engineer completed the H5 Android application in one week, and the ios application supported three terminals, and conformed to a set of coding and synchronous update principles, and got three MI. Of course, she also completed the training of this technology for another engineer, so that the technology can be applied to more projects.

There are many examples of obtaining MI. For example, an engineer completes the lbs-related sdk implantation and server interface interface in advance when the product department does not have the need to implement the positioning requirements, which makes the subsequent development more leisurely. The team also has the habit of technology sharing and collective code review every week. The presenter of a new technology can get a MI, and the listener can get 1/3 MI. (as you may guess, I use this method to encourage everyone to learn new technologies and improve the efficiency of research and development.)

Speaking of which, it's time to talk about why people are willing to take the initiative to challenge Mission Impossible. Quite simply, MI has great benefits, such as:

A MI can avoid a fruit penalty for being late. Yes, people in our team have to buy fruit for everyone every time they are late (my experience shows that it costs about 100 yuan each time)

I will refer to MI for all company-level performance reviews, promotion and salary increase.

One of the criteria for outstanding monthly contributions within R & D is that you must have obtained a MI in that month. Even if you don't show up for any bug, you must complete at least one impossible task in order to pass a good pass line.

Other people can play on their own.

Finally, I would like to summarize the key points of MI's initiative:

It must be a technical challenge, with a time limit, usually within a week at most. For example, it is technological innovation, or solving problems that others cannot solve. The technical leader must personally verify the results. The time limit is to ensure that the cost of large-scale promotion and implementation of the technical scheme chosen by engineers in the future is low enough and has universal application value.

Experience must be shared or others trained afterwards to ensure that the overall ability of the team is improved.

Because MI has many "benefits", the leader needs to make sure that everyone on the team is likely to win the opportunity for MI. For example, back-end engineers, web front-end engineers, app engineers, and even test engineers have to take care of their different capability models. For example, our test engineers have done more manual tests before, and my strategy is to get a MI for every practical application of automated testing technology.

MI must be an additional task that is actively challenged and does not affect the established product development schedule. Therefore, engineers will not be punished for failing to complete the MI, but will only be encouraged to complete the MI.

MI has a fixed period of validity. I usually set it for two months. This is to prevent MI engineers from being "lazy" and enterprising.)

Encourage the setting of team MI tasks. This kind of task must be fully supported by the team and can only be accomplished with the cooperation of the team. if anything goes wrong with anyone, the task may not be completed. When finished, everyone will have a MI.

In practical application, MI can be flexibly used to improve the initiative, awareness, overall skills and cohesion of the R & D team according to the project and team situation.

About the author: Tom. Master's degree sent by the state to study abroad and return home, have experienced in foreign companies, BAT, start-up companies. Now he travels as CTO. Currently recruiting back-end php engineers (distributed, message queuing, data mining, etc.) and front-end web engineers (JS), you are welcome to apply through hr-tech@zouzhe.com.

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