【正文】 really want to do programming and think they can start in testing to “get in the door”.n “We want people who want to be testers. We don’t want people who want to be developers.”n “We had to do some selling because, in many people’s minds, software testing…didn’t fit with what a petent software engineer viewed as a challenging role…”n SDET (software design engineer/testing) versus STE (software testing engineer)S2: 管理有創(chuàng)造力的人和技能P2: 讓 functional experts 定義和雇用他們的技術(shù)人員 .n Burnout:n Microsoft’s conscious policy to hire about half the number of people we think we need. n Burnout particularly affects developers.n Wake up, go to work, do some work. ‘Oh, I’m hungry.’ Go down and eat some breakfast. Do some work. ‘Oh, I’m hungry.’ Eat some lunch. Work until you drop. Drive home. Sleep.n Case Study: My experience in ATT and Microsoftn ATT: World Cup 98n MSN Channel Team: “Red October”n Case Study: How to reduce pressure?n Sports: “World Cup” Pingpong Tournament: 3/23/2023. My home。 Skiing Snowboarding。 Microsoft “World Cup” Chinese Soccer Team。 hikingn Pingpong: Personal Excellence。 Soccer: Teamworkn Travel: S2: 管理有創(chuàng)造力的人和技能P2: 讓 functional experts 定義和雇用他們的技術(shù)人員 .n Turnover Let go:n 10% of new hires leave each year. And this rate continues during an employee’s first five years. After five years, almost no one leaves permanently.n Let go: The bottom 5% of its work force.n Case Study:n Microsoft Turnover Rate during dot bombn Software Industry Turnover Raten Inter Industry Turnover Raten Turn over rate in other countries: NCC of UK n Case Study: Channel TeamS2: 管理有創(chuàng)造力的人和技能P3: 通過 learning by doing 和 mentoring 來指導(dǎo)和教育新人n Learning by Doing n Rather than investing heavily in training programs, formal rules and procedures, or even detailed product documentation, Microsoft tries to hire people who can learn on their own on the job.n Rely on experienced people to educate and guide new people.n Advantage: people feel empowered to learn and make decisions on their own, and their roles in the pany are flexible and can bee as broad as they can handle.n Disadvantage: difficult to learn。 interrupt the work of other people to ask questions。 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(dǎo)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(xué)老師 。 小菜一碟n Objective statement。 theory。 operation。 assignment。 project。 examination。 review with dev manager every 6 weeksn Mentee’s point: heavy work load, no time to learn. But …n My point: “Attitude determines everything.” “Show me your effort.”n Cool down 1 month.n Formal academiclike examination (50% theory/50% practice)n Result: He can do database project.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(shù)人才n Career Path:n The typical career path within a functional specialty is to move from being a new hire to being a mentor, team lead, and then manager of the functional area for an entire product unit. Above these managers are special position that cut across product units.n Ladder Level: From 5?~6?。 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(shù)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(shù)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(shù)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(shù)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(shù)人員的橋梁，工程師在創(chuàng)業(yè)初期一般需要 VC。別的選擇時間成本相當(dāng)高。 n VC創(chuàng)建投資基金之后，對出錢的投資者收取管理費以及 “分成 ”，分成一般是投資獲利的2030%，這就決定了 VC從事的是幾乎穩(wěn)賺不賠的買賣。真正承擔(dān)最大風(fēng)險的是那些具有企業(yè)家精神的工程師，他們?yōu)楣就度肓舜罅康臅r間、腦力勞動甚至感情，成功了，VC得大頭，失敗了，自己幾年的心血就會付之東流。 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。 n VC不會跟你簽署任何保密協(xié)議，在跟你打交道的過程中 VC始終處于有利的地位，他們可能很喜歡你的創(chuàng)意，但卻想資助別的人去做。 課堂討論 : “Her