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scrum master
by Marco Massenzio
由Marco Massenzio
When negotiating a new job, many companies treat the issue of job title with a certain amount of glibness. They seem to be saying, “We are oh-so cool and hip around here, and you are oh-so awesome. We’d do anything to have you.”
在谈判新工作时,许多公司都会以一定的灵活性来对待工作头衔问题。 他们似乎在说:“我们真是太酷了,周围很时髦,而您真是太酷了。 我们会竭尽所能吸引您。”
This is all seems great. Impressive-sounding titles for everyone! Until reality starts to intrudes.
这一切似乎很棒。 每个人的头衔都令人印象深刻! 直到现实开始侵入。
Over the past 20 years I’ve been a Senior Engineering Manager at Google. I’ve been a VP of Engineering at a couple of startups and Director of Engineering at a couple more. And I’m now a Senior Architect at Apple.
在过去的20年中,我一直担任Google的高级工程经理。 我曾在多家初创公司担任过工程副总裁,在过几次担任过工程总监。 我现在是Apple的高级架构师。
As a consequence, in the last ten years I have directly hired more than 100 people in various technical functions, at various levels of seniority, for teams of all sizes.
结果,在过去的十年中,我直接为各种规模的团队聘用了100多名具有各种技术职务,资历各异的人员。
Additionally, I’ve had decisive influence over whether to take senior executives on board (or not).
此外,对于是否聘请高级管理人员,我具有决定性的影响。
And I can tell you one thing for sure: your job title matters. A lot.
我可以肯定地说一件事: 您的职位很重要。 很多。
The reality is that title and responsibilities are tightly interwoven. And while they will obviously vary from one company to another — and vary across industries, they set the scene for the expectations you will be asked to meet (or, ideally, exceed). They dictate what kind of work leadership will call upon you to undertake, and what kinds of work they won’t consider you for.
现实情况是,头衔和职责紧密地交织在一起。 尽管它们显然会因一家公司而异,并且因行业而异,但它们为您被要求达到(或理想地超过)的期望奠定了基础。 他们决定领导将要求您从事哪种工作,以及他们不会考虑您从事哪种工作。
Taking on a role that does not meet your expectations, or vastly exceeds your current abilities, is oftentimes worse than negotiating the wrong salary: salary can usually be fixed one way or another, without much fuss (since your salary is only known to a handful of people).
担任一个不符合您的期望或大大超出您当前能力的角色,通常比谈判错误的薪水更糟糕:薪水通常可以以一种或另一种方式固定,而不必大惊小怪(因为您的薪水只有少数人知道人)。
Your job title is very public and known to anyone. Add to this the cultural stigma of being “downgraded,” and errors related to job title are virtually unfixable.
您的职位很公开,任何人都知道。 加上“降级”的文化烙印,与职称有关的错误实际上是无法修复的。
When she was around 5 or 6, my daughter asked me the sweetest question: “But, dad, what is it that you do for work?”
当她5或6岁时,我的女儿问了我一个最甜蜜的问题:“但是,爸爸,您从事工作是什么?”
At the time, I was running my own company (developing a Waze equivalent — in 2002!) I was also a Managing Partner of a consulting company I co-founded where we advised companies on technical strategies related to planning, financing and deploying multi-purpose wireless networks. This didn’t quite fit the roles she was reading about at school: a fireman or teacher or plumber I wasn’t.
当时,我经营着自己的公司(2002年开发了Waze等效产品!),我还是我共同创立的一家咨询公司的执行合伙人,在该公司中,我们为公司提供有关规划,融资和部署多方技术的技术战略方面的建议专用无线网络。 这与她在学校读到的角色不太吻合:我不是消防员,老师或水管工。
Many years later, I ended up having to ask myself a variant of that same question. I had just joined a then-fast-growing San Francisco startup as a “Senior Engineer” with an understanding (but, and that was my crucial mistake, not a written agreement) that, once I’d mastered the fundamentals of their technology and familiarized myself with the team, they would promote me to Director of Engineering.
许多年后,我不得不问自己一个同样的问题。 我刚刚加入一家当时发展Swift的旧金山创业公司,担任“高级工程师”,但他的理解(但这是我的关键错误,不是书面协议)是,一旦我掌握了他们的技术基础和使团队熟悉我的团队,他们会将我提升为工程总监。
Then reality intruded on that great story I was told, when they instead promoted me to Engineering Manager — which was actually more of a scrum master role, with no real authority over the team’s direction.
然后,现实告诉了我这个伟大的故事,当时他们被我提升为工程经理,而实际上,他更像是一个混乱的主人角色,对团队的领导没有真正的权力。
Needless to say, that story did not end well.
不用说,这个故事结局并不好。
To help others avoid the same fate, in the following I will outline the roles and responsibilities typically associated with these titles:
为了帮助其他人避免同样的命运,在下文中,我将概述与这些标题通常相关的角色和责任:
At one time or another, I’ve held all of these roles, and I’ve hired and managed folks in these roles. Based on my experience, let’s dive into what each of these responsibilities ought to involve.
一次或一次,我担任所有这些角色,并雇用和管理这些角色的人。 根据我的经验,让我们深入探讨这些职责应涉及的内容。
Track and manage Jira issues and ensure they are up-to-date.
跟踪和管理Jira问题,并确保它们是最新的。
Very tactical. 1–2 sprints at most.
非常战术。 最多1-2个冲刺。
Managing the roadmap, Sprint planning and management, grooming the backlog.
管理路线图,Sprint计划和管理,整理积压的订单。
From tactical (Sprint) to strategic (up to several release, 6–12 month roadmap).
从战术(冲刺)到战略(最多发布6至12个月的路线图)。
conducts hiring and firing (or, more broadly, ).
进行招聘和解雇(或更广泛地说,是 )。
Talking to other engineers and making sure blockers are taken care of. Engineering Managers also spend a significant amount of time coding.
与其他工程师交谈,并确保已处理了阻止程序。 工程经理还花费大量时间进行编码。
From tactical (never a dull day!) to Quarterly (engineers’ performance management).
从战术(从不乏味!)到季度(工程师的绩效管理)。
Mostly, meetings: ensuring all parts of the Engineering Organization are working at their most productive, ensuring cross-functional integrity and efficiency.
通常,会议是:确保工程组织的所有部门都以最高效率工作,确保跨职能的完整性和效率。
Some technical work, typically at the architectural level.
一些技术工作,通常在体系结构级别。
Medium-term strategic — typically several quarters.
中期战略-通常是几个季度。
Meetings — with other VPs, customers, and C-level executives.
与其他副总裁,客户和C级主管举行会议。
Strategic — from several quarters to years out.
战略性的-从几个季度到几年。
I hope this article has given you a better idea of the rich ecosystem of managers within software engineering. I also hope it has reinforced to you the importance of accurate job titles. Take them seriously!
我希望本文能使您更好地了解软件工程中丰富的管理人员生态系统。 我也希望它对您增强了准确职位的重要性。 认真对待他们!
Thanks for reading!
谢谢阅读!
Originally published at on June 12, 2015.
最初于年6月12日发布在 。
翻译自:
scrum master
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