1. Hello, Li Xin, please tell us all about you and what you are currently doing?

Hello, everyone. I'm Li Xin. I have worked in Wanhu Network Technology Department for seven years. I currently work as the Department Manager of the Technical Department II, and is mainly responsible for the development of work coordination, technical difficulties, and product planning.

2. What kind of emotions do you have for code and are there any special preferences for rich programming languages?

Having worked in the code agriculture industry for so long, I undoubtedly love this industry very much. Although there has been anxiety in the coding process, I still firmly believe that these are worthy of my youth and time.

In terms of programming languages, I can't really say which language has a particular preference for. I personally think that all kinds of programming languages are like chess pieces on a chess board. Dealing with different business needs is like dealing with different chess games. Different programming languages also have their own unique “seven-seven-body moves” like chess pieces. good developers who actually should not be paranoid to a technology, should choose one or two main programming language "dig deep", while more than familiar with other programming language "wide grain."

3. In the two years of initial management, the turnover rate of personnel was large, and the personnel in these two years tended to be stable. What did you feel about this team management?

Ah ...... in the office early to become technical manager of the Department, I have experienced for a long time during this painful period, in retrospect even touched my little heart, fearing it will explode (ha ha). I really came to realize that a lot at this stage!

Before working in management positions, my job was responsible for the development of complex projects and the development of two products, ezEIP and ezSHOP. At that time, I felt that the entire people were locked in these projects and products. The goal of daily work was to be the best. the state of completion of the development of the hand; and took over management positions, the moment to face all the company's staff to develop hundreds of projects under construction coordination, the Guangzhou-Shenzhen Shanghai dozens of project managers and pre-sales technical advice, department More than 30 front-end and back-end developers manage the personnel and solve the difficult problems of various difficult projects. At that time, the feeling was like a car that was rapidly moving on the highway and suddenly stopped at an infinite football field. In the middle, I don't know which way to go is correct.

In the process of transformation, many mistakes were made, which also led to the loss of members of the department, including some core members. Fortunately, they were given careful guidance from their superiors and the sympathetic support of the fraternal sector. The department is now growing and the department’s brothers are growing. They are also getting more and more power! In fact, the so-called middle management is in line with the strategy formulated by top leaders, implementing and stabilizing the team according to plan and maintaining the implementation results. Compared with senior leaders, the middle managers are the team's stewards. Within their own team, for the new team members, the managers are the mentors of the new staff, and they need strict and even harsh requirements in addition to the careful guidance. For the core team backbone, the managers are the tour guides of these members. In addition to giving them directions, they should also be comfortable playing. I think this is probably some of my sentiments in the process of team stability.

4. Can you share some good practices for us and describe how technical managers should work in teams?

According to my current job content, most of the work except for the code and technical consultation questions and answers are mostly resource coordination and schedule work. The content of code technology may be boring for non-technical friends. So I simply share my little opinion on resource coordination and schedule development.

Because the company's business volume is very large, there are many large and small projects in the same period, and the technical level of the team's developers is high or low, and there are 30 to 40 pending projects during the peak period of the project. Things (single program development processing projects, and sometimes even more), how to assign these pending projects to each team member, and ensure that each member's workload is as average as possible, the project difficulty, and the member's technical ability as far as possible Matching and project completion schedules are not delayed as much as possible, which has become a science in the day-to-day work arrangements of the technical department managers.

In fact, it is also simple, that is, to classify the project and team members. To put it plainly, it is to classify “things” and “people”.