「技術人生」專題第1篇：什麼是技術一號位？

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作者：賀科學（晨末），畢業於北京科技大學，工作10年，在企業級應用架構及研發方面有長期積累。擅長分佈式系統架構，擅長複雜業務的領域建模及開發落地，掌握領域驅動設計及開發相關方法論，有實際成熟線上產品案例；2014年入職阿里雲，先後參與或主導過阿里雲控制檯、阿里雲容器服務、資源編排服務、雲分期等雲服務的建設，目前帶領小型團隊負責新零售業務相關的研發工作。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除業務以外，個人精力也投入在“複雜業務系統落地過程數字化”這一命題上，目前有一定思考和實際積累。實際工作中有3年帶團隊全面獨立負責複雜業務系統的經驗，所以在技術一號位的工作方面有相關的實踐和思考。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"聯繫郵箱： [email protected]","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#000000","name":"user"}}],"text":"技術一號位系列文章介紹","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"研發人員經過一段時間的成長和積累（3-5年），往往需要帶領團隊或者小組承擔更大的責任。很多扮演了teamleader角色的“管理新人”在帶人做事遇到困難的時候會陷入糾結：要不要放棄這個發展路線繼續做一個單打獨鬥的技術“老人”？特別是在一些環境中，管理新人本身面臨着陌生的領域和挑戰，如果沒有領路人，單純依靠自己去實踐感悟，往往會走很多彎路。所以本文作者結合多年實踐經驗，以及結合很多經典理論的輸入，總結出了“技術一號位是什麼”、“普通研發人員如何一步步成長爲技術一號位”、“作爲技術一號位需要掌握哪些理論工具來支撐日常工作”等一系列能夠引導技術人員升級認知的理論工具。同時需要強調的是，技術一號位不是崗位，更多的是技術人員在公司中做事的一種心態，這個系列的文章適合所有想要對日常工作“知其然更知其所以然”的技術人，藉助理論工具的指引，結合自己的實踐經歷，悟到自己的收穫，從而加速成長的過程。大道理千千萬萬，有緣者得之真諦踐於其行而非流於其表。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"技術一號位方法論系列文章：","attrs":{}}]},{"type":"numberedlist","attrs":{"start":null,"normalizeStart":1},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","text":"《什麼是技術一號位》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【理論篇】—— 如何分析事物本質及分析事物本質的必要性》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【理論篇】—— 解決問題的規律概述》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":4,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【理論篇】—— 解決問題的規律在技術、業務、組織方面的應用》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":5,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【理論篇】—— 淺談技術人員如何成長爲技術一號位》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":6,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【業務篇】—— 什麼是業務，以及業務運轉需要哪些方面的支撐》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":7,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【業務篇】—— 什麼是指標，如何構建業務指標》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":8,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【業務篇】—— 如何畫業務大圖、產品塊圖、兵力投放大圖、戰役大圖》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":9,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何做複雜業務系統的領域驅動設計》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":10,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何做複雜業務的數字化》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":11,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何做穩定性建設》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":12,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何做業務風控能力建設》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":13,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何讓技術支撐、保障、驅動業務發展》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":14,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何做分佈式系統建設》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":15,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何做秒殺》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":16,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談如何快速掌握陌生技術領域知識》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":17,"align":null,"origin":null},"content":[{"type":"text","text":"《技術一號位的方法論【技術篇】 —— 淺談一些常見技術問題的解決模式》","attrs":{}}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"未來一段時間，阿里巴巴中間件公衆號會持續發佈系列文章，歡迎關注。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"前言：什麼是技術一號位、有哪些關注點、怎麼做技術一號位","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"做了研發團隊的技術leader以後，要處理的事情非常多，如果對自己扮演的角色沒有一個清晰的認知，就會出現該做的事情沒有做，不該做的事情投入了過多的精力，造成實際行動和結果既不匹配上級的要求，又不匹配下級的期望。特別是對於剛開始帶領研發團隊的新人leader而言，角色的轉換和適應的過程，增加了認清自己的角色本質的難度。今天我們拋開純技術團隊的同學不談（其實本質一樣），只討論業務研發團隊的同學，如何以技術一號位的角色來做事。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"一、如何識別自己是不是技術一號位","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在開始談如何做事之前，首要任務是判斷自己是不是技術一號位，而要判斷之前，首先要明確判斷標準，跳出思維誤區。這裏我們列出一些常見的思維誤區。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以下是常見認知誤區：","attrs":{}}]},{"type":"numberedlist","attrs":{"start":null,"normalizeStart":1},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","text":"帶人的是技術一號位，不帶人的不是技術一號位。","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","text":"P級高的是技術一號位，P級低的不是技術一號位。","attrs":{}}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以上的認知誤區，錯誤地把是否帶團隊、技術等級的高低和是否爲技術一號位關聯起來。雖然事實上帶團隊的業務研發同學成爲技術一號位的概率更大，但是本身這兩者不是劃等號的關係。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那麼什麼是區分是否爲技術一號位的決定性因素呢？很簡單：","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"對一個具體的業務而言，你作爲該業務的直接技術參與者，是否處在技術領域責任鏈的最頂端","attrs":{}},{"type":"text","text":"。這句話翻譯過來就是，對一個明確的具體的業務而言，多種角色的同學一起合作的時候，你是否是技術序列的最終責任人，即：誰承擔對應的責任，誰就應該扮演對應的角色。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當產品經理、運營、研發共同做一個業務的時候，某個研發同學獨自，或者帶領其他幾個研發同學，或者帶領跨BU的研發團隊，共同支撐PD的業務需求。那麼這個研發同學就是這個業務的技術一號位，不論他是否帶不帶人，也不論他帶的人在行政上是否從屬於他。一般來說，負責單一業務的研發團隊leader一般就是這個業務的技術一號位；負責多業務線的研發團隊的leader的D，是每個業務線的技術一號位，而研發leader本身是更高層面業務的技術一號位。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"所以，做業務開發的技術同學，不論是什麼層級，帶不帶人，都可能是某個具體業務的技術一號位的。這一點非常重要，只有認清這個事情以後，業務研發同學才能在做業務的時候，明確下來自己除了需要寫代碼以外還需要做什麼，關注什麼；這些關注點需要做到什麼程度，才能對上滿足期望，對下不讓團隊走彎路、不和下屬搶功。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當你經過以上判斷以後，確定自己是技術一號位時，恭喜你，你已經不再是一個僅僅需要寫代碼的研發同學了。很多P6甚至P7的研發同學，眼中還是隻有寫代碼這一件事情，如果以這種方式做業務，那麼就會發現業務過程會有各種沒有做到位的事情，會在做業務的過程中“交很多學費”，甚至會因爲自己的能力不夠而拖慢業務發展。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"雖然成熟的研發團隊可以通過完備的研發過程管理，來避免個人能力不夠而對業務產生太多負面影響，但是本質上強制的規定和“上級要求”只是在依靠行政管理手段在強制一個人做這些事情，並沒有喚醒他的創造力和責任心，反而會被認爲是“工作瑣事”。這些“工作瑣事”本質上是需要他扮演的角色來負責的，但是由於他沒有意識到自己實際上已經是這樣的角色了，而僅僅把自己停留在“研發”的定位上，把“寫代碼”當做核心任務，這樣一來，會讓研發同學對那些看起來 “和寫代碼無關但是是技術一號位必須做的事情” 非常牴觸。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"這種牴觸情緒發生的時候，leader再強調Ownership也都沒有太多效果，因爲不是他不負責任，而是他沒有意識到，這是他應該負責的事情。當他的心態和認知轉變以後，一些原來看起來不怎麼負責的人會變得負責（不排除有人本身就是不負責的人，那麼這樣的人不是良好的技術一號位的候選人，主管要有識別能力）。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作爲業務開發同學，一定要仔細認清辨別自己實質上是不是一個業務的技術一號位，而不用考慮自己的P級，不用管自己是不是業務其他參與者的leader。當你意識到自己是這個業務的技術一號位的時候，就要迅速切換角色，從原來自己給自己的定位 “寫代碼的、搞技術的” 轉變爲 “某個業務的技術一號位”，開始進入角色，發揮出你的價值。這也是很多研發同學通過做業務能迅速成長的原因，拋開技術上的成長之外，他比其他研發同學接觸了很多 “做事情需要思考併爲之行動” 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