【正文】 您的單位選拔與任用人才的標準？課堂討論 :人才標準Closing Case: 聰明 。 Press coverage。 Microsoft “World Cup” Chinese Soccer Team。 assignment。 n Venture Capitalists:n VC相互之間聯(lián)系很密切，他們有自己的比較封閉交際圈子，如果沒有私人推薦或介紹你是很難受到 VC青睞的，希望 VC從成千上萬份商業(yè)計劃書中看中自己的想法是很天真和幼稚的。 Related with stock option, salary, etc.n Case Study: n Career Path for Devn Management Path: new hire mentor dev lead dev managern Technology Path: new hire mentor senior SDE architect senior architectn Career Path for Program Managern PM Lead PM GPMn Career Path for Testn STE/SDET Test Lead Test Managern SMART Performance Objectivesn Specific n Indicate specific behaviors and skills.n Measurablen Quantity and quality measurements. What will success look like?n Achievable n Objectives should be challenging but not unrealistic.n Resultsorientedn Measure success on results, not merely the steps you take.n Timespecificn Set milestones, check points, and a pletion date S2: 管理有創(chuàng)造力的人和技能P4: 創(chuàng)造職業(yè)道路和階梯來挽留并嘉獎技術人才S2: 管理有創(chuàng)造力的人和技能P4: 創(chuàng)造職業(yè)道路和階梯來挽留并嘉獎技術人才 Exceptional performance rarely achieved. Marked by precedentsetting results beyond the scope of the position. Consistently exceeds all position requirements and expectations. Acplishments are highly valued. Consistently exceeds most position requirements and expectations. Acplishments are often noteworthy. Exceeds some position requirements and expectations. Successfully acplishes all objectives. Meets most or all position requirements and expectations. Acplishes most or all objectives. Some aspects of overall performance may require additional development. Falls below performance standards and expectations of the job. Demonstrates deficiencies that hinder acceptable performance.S2: 管理有創(chuàng)造力的人和技能P4: 創(chuàng)造職業(yè)道路和階梯來挽留并嘉獎技術人才n Weekly 1:1 reviewn Weekly functional team meetingn Monthly product group meetingn Things to watch outn Conflicts among team membersn Balance work and lifen Don’t let burned outS2: 管理有創(chuàng)造力的人和技能P4: 創(chuàng)造職業(yè)道路和階梯來挽留并嘉獎技術人才n Venture Capitalists’ Point of View of Team:n A team + A projectn A team + B projectn B team + A projectn Appendix: Venture Capitalist Knowledge for CTO/CIOsn 企業(yè)家和工程師 :n 企業(yè)家，工程師是屬于弱勢群體n VC是聯(lián)系富有的投資者和技術人員的橋梁，工程師在創(chuàng)業(yè)初期一般需要 VC。 learn by trial and errorn Case Study: formal training in Channel Dev Teamn Originally, I was the trainer for new er.n Now we formalize the new hire training processn Appendix: Training List/day1/day2/home workS2: 管理有創(chuàng)造力的人和技能P3: 通過 learning by doing 和 mentoring 來指導和教育新人n Peer Mentoring n Depends on experienced people to teach inexperienced people, mostly by example and word or mouth.n Case Study: My Experience in Database Mentoringn I’m mentor to teach a team member database principle and MS SQL Server.n Original Thought: 自己過去是大學老師 。 Scale to match production requirements。 majoring in Psychology.n Randomly find a customer. Ask question, such as, “how can I send a greeting card to my parents?”. Test if (s)he can locate the links.S2: 管理有創(chuàng)造力的人和技能P1: 設立 functional specialties, 但以小組形式工作 , 責任重疊n Localization Engineern Mission: deliver products to international markets that meet geopolitical/cultural standardsn Translate and adapt products for specific international marketsn resizing interfacen redesigning graphicsn rewriting contentn Product Managern MBAs n Key areas of responsibility:n Oversee a “business”n Recognize and pursue market opportunitiesn Aggressively represent the customer in the product development processn Take responsibility for the tradeoff between functionality and ship daten Take responsibility for the marketing and sales processS2: 管理有創(chuàng)造力的人和技能P1: 設立 functional specialties, 但以小組形式工作 , 責任重疊n Product Plannern Mission: To define a product that meets customer needsn Conduct research and provide analysis that identifies user needs, market trends, petitive efforts, and product directionsn Surveys。 抓住去 HK培訓之機 。 succeed。n 問題 : 經(jīng)理人的選擇基于技術能力而非管理能力 .n Generally, the managers at Microsoft are not the charisma types.n 最大挑戰(zhàn) : 尋找合適的中層經(jīng)理人 .S1:組織和管理公司 P4: 雇傭你所能找到的最聰明的雇員 ,那些對技術和管理均有深入了解的人n Looking for people:n Recruiter: Individual with functional specialty + Teamwork n Managers: Adopt to Microsoft Way。 V3 不賺錢； V4成功 n 承認錯誤 , 不再執(zhí)著 : 1995 Inter/NetScape/Javan 寫戰(zhàn)略備忘錄 : “Trustworthy Computing” (Jan15/02)n ASP: Availability。 n 李開復：由于執(zhí)著必須要有自信 ,所謂的自信就是說 ,你一個要有能力 ,第二個相信自己的能力 ,我認為自信是很重要的。因為我們做任何一個項目 ,都不是自己一個人去做的。但是一群人品很好的人 ,創(chuàng)造力很低的話 ,就要了命。 n 軟件產(chǎn)業(yè)結(jié)構分析 。 互聯(lián)網(wǎng)產(chǎn)業(yè)結(jié)構分析 n 戰(zhàn)略 1: 組織和管理公司n 課堂討論 : 人才標準n 戰(zhàn)略 2: 管理有創(chuàng)造力的人和技能n 課堂討論 : 團隊精神n 戰(zhàn)略 3: 在產(chǎn)品和標準上競爭n Handout: 戰(zhàn)略和競爭分析 (國家一級 。判斷一個人值得不值得信賴 ,人品應該是第一位。就像我寧肯雇一個人品很好的人 ,然后讓他去培養(yǎng)其它方面的知識。他們考進北大每個人 ,都覺得我很牛。s expanding arsenal of productsn Presides over program reviews and planning sessions in April October that set the schedule for rolling out new products and establishing budgets.n “Think weeks” (isolates。 under increasing scrutiny.n 解決 : 改變管理風格 . 不再干擾每一個部門的戰(zhàn)略。 failed on munications.n 2nd time: senior consultant in 。 毛澤東 “世界上怕就怕認真二字 ”。 勤奮戰(zhàn)略 2: Managing Creative People and Technical Skills（ 管理有創(chuàng)造力的人和技能）Organize Small Teams of Overlapping Functional Specialists （組織功能特點重疊的小組）Agenda:戰(zhàn)略 2: 管理有創(chuàng)造力的人和技能組織功能特點重疊的小組n 課堂討論 : 團隊精神n Opening Case: MSF in Channel teamn 原則 :n 原則 1: 設立 functional specialties, 但以小組形式工作 , 責任重疊n 原則 2: 讓 functional experts 定義和雇用他們的技術人員 .n 原則 3: 通過 learning by doing 和 mentoring 來指導和教育新人n 原則 4: 創(chuàng)造職業(yè)道路和階梯來挽留并嘉獎技術人才n Closing Case: Team from Venture Capitalist’s Point of View (附 : 風險投資簡介 )課堂討論 : 團隊精神Opening Case: Microsoft Solution Framework: Team of PeersProgramManagementDevelopmentTestingReleaseManagementUserExperienceProductManagementTeam of PeersWe will discuss the detail of MSF in later course.課堂討論 : 團隊精神Opening Case: Microsoft Solution Framework: Process Model