「技术人生」专题第1篇：什么是技术一号位？

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作者：贺科学（晨末），毕业于北京科技大学，工作10年，在企业级应用架构及研发方面有长期积累。擅长分布式系统架构，擅长复杂业务的领域建模及开发落地，掌握领域驱动设计及开发相关方法论，有实际成熟线上产品案例；2014年入职阿里云，先后参与或主导过阿里云控制台、阿里云容器服务、资源编排服务、云分期等云服务的建设，目前带领小型团队负责新零售业务相关的研发工作。","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":"除业务以外，个人精力也投入在“复杂业务系统落地过程数字化”这一命题上，目前有一定思考和实际积累。实际工作中有3年带团队全面独立负责复杂业务系统的经验，所以在技术一号位的工作方面有相关的实践和思考。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"联系邮箱： [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":"技术一号位系列文章介绍","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"研发人员经过一段时间的成长和积累（3-5年），往往需要带领团队或者小组承担更大的责任。很多扮演了teamleader角色的“管理新人”在带人做事遇到困难的时候会陷入纠结：要不要放弃这个发展路线继续做一个单打独斗的技术“老人”？特别是在一些环境中，管理新人本身面临着陌生的领域和挑战，如果没有领路人，单纯依靠自己去实践感悟，往往会走很多弯路。所以本文作者结合多年实践经验，以及结合很多经典理论的输入，总结出了“技术一号位是什么”、“普通研发人员如何一步步成长为技术一号位”、“作为技术一号位需要掌握哪些理论工具来支撑日常工作”等一系列能够引导技术人员升级认知的理论工具。同时需要强调的是，技术一号位不是岗位，更多的是技术人员在公司中做事的一种心态，这个系列的文章适合所有想要对日常工作“知其然更知其所以然”的技术人，借助理论工具的指引，结合自己的实践经历，悟到自己的收获，从而加速成长的过程。大道理千千万万，有缘者得之真谛践于其行而非流于其表。","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":"技术一号位方法论系列文章：","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":"《什么是技术一号位》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【理论篇】—— 如何分析事物本质及分析事物本质的必要性》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【理论篇】—— 解决问题的规律概述》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":4,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【理论篇】—— 解决问题的规律在技术、业务、组织方面的应用》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":5,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【理论篇】—— 浅谈技术人员如何成长为技术一号位》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":6,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【业务篇】—— 什么是业务，以及业务运转需要哪些方面的支撑》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":7,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【业务篇】—— 什么是指标，如何构建业务指标》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":8,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【业务篇】—— 如何画业务大图、产品块图、兵力投放大图、战役大图》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":9,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何做复杂业务系统的领域驱动设计》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":10,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何做复杂业务的数字化》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":11,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何做稳定性建设》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":12,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何做业务风控能力建设》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":13,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何让技术支撑、保障、驱动业务发展》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":14,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何做分布式系统建设》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":15,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何做秒杀》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":16,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈如何快速掌握陌生技术领域知识》","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":17,"align":null,"origin":null},"content":[{"type":"text","text":"《技术一号位的方法论【技术篇】 —— 浅谈一些常见技术问题的解决模式》","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":"未来一段时间，阿里巴巴中间件公众号会持续发布系列文章，欢迎关注。","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：什么是技术一号位、有哪些关注点、怎么做技术一号位","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":"做了研发团队的技术leader以后，要处理的事情非常多，如果对自己扮演的角色没有一个清晰的认知，就会出现该做的事情没有做，不该做的事情投入了过多的精力，造成实际行动和结果既不匹配上级的要求，又不匹配下级的期望。特别是对于刚开始带领研发团队的新人leader而言，角色的转换和适应的过程，增加了认清自己的角色本质的难度。今天我们抛开纯技术团队的同学不谈（其实本质一样），只讨论业务研发团队的同学，如何以技术一号位的角色来做事。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"一、如何识别自己是不是技术一号位","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":"在开始谈如何做事之前，首要任务是判断自己是不是技术一号位，而要判断之前，首先要明确判断标准，跳出思维误区。这里我们列出一些常见的思维误区。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以下是常见认知误区：","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":"带人的是技术一号位，不带人的不是技术一号位。","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","text":"P级高的是技术一号位，P级低的不是技术一号位。","attrs":{}}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以上的认知误区，错误地把是否带团队、技术等级的高低和是否为技术一号位关联起来。虽然事实上带团队的业务研发同学成为技术一号位的概率更大，但是本身这两者不是划等号的关系。","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":"那么什么是区分是否为技术一号位的决定性因素呢？很简单：","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"对一个具体的业务而言，你作为该业务的直接技术参与者，是否处在技术领域责任链的最顶端","attrs":{}},{"type":"text","text":"。这句话翻译过来就是，对一个明确的具体的业务而言，多种角色的同学一起合作的时候，你是否是技术序列的最终责任人，即：谁承担对应的责任，谁就应该扮演对应的角色。","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":"当产品经理、运营、研发共同做一个业务的时候，某个研发同学独自，或者带领其他几个研发同学，或者带领跨BU的研发团队，共同支撑PD的业务需求。那么这个研发同学就是这个业务的技术一号位，不论他是否带不带人，也不论他带的人在行政上是否从属于他。一般来说，负责单一业务的研发团队leader一般就是这个业务的技术一号位；负责多业务线的研发团队的leader的D，是每个业务线的技术一号位，而研发leader本身是更高层面业务的技术一号位。","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，做业务开发的技术同学，不论是什么层级，带不带人，都可能是某个具体业务的技术一号位的。这一点非常重要，只有认清这个事情以后，业务研发同学才能在做业务的时候，明确下来自己除了需要写代码以外还需要做什么，关注什么；这些关注点需要做到什么程度，才能对上满足期望，对下不让团队走弯路、不和下属抢功。","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":"当你经过以上判断以后，确定自己是技术一号位时，恭喜你，你已经不再是一个仅仅需要写代码的研发同学了。很多P6甚至P7的研发同学，眼中还是只有写代码这一件事情，如果以这种方式做业务，那么就会发现业务过程会有各种没有做到位的事情，会在做业务的过程中“交很多学费”，甚至会因为自己的能力不够而拖慢业务发展。","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":"虽然成熟的研发团队可以通过完备的研发过程管理，来避免个人能力不够而对业务产生太多负面影响，但是本质上强制的规定和“上级要求”只是在依靠行政管理手段在强制一个人做这些事情，并没有唤醒他的创造力和责任心，反而会被认为是“工作琐事”。这些“工作琐事”本质上是需要他扮演的角色来负责的，但是由于他没有意识到自己实际上已经是这样的角色了，而仅仅把自己停留在“研发”的定位上，把“写代码”当做核心任务，这样一来，会让研发同学对那些看起来 “和写代码无关但是是技术一号位必须做的事情” 非常抵触。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"这种抵触情绪发生的时候，leader再强调Ownership也都没有太多效果，因为不是他不负责任，而是他没有意识到，这是他应该负责的事情。当他的心态和认知转变以后，一些原来看起来不怎么负责的人会变得负责（不排除有人本身就是不负责的人，那么这样的人不是良好的技术一号位的候选人，主管要有识别能力）。","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":"作为业务开发同学，一定要仔细认清辨别自己实质上是不是一个业务的技术一号位，而不用考虑自己的P级，不用管自己是不是业务其他参与者的leader。当你意识到自己是这个业务的技术一号位的时候，就要迅速切换角色，从原来自己给自己的定位 “写代码的、搞技术的” 转变为 “某个业务的技术一号位”，开始进入角色，发挥出你的价值。这也是很多研发同学通过做业务能迅速成长的原因，抛开技术上的成长之外，他比其他研发同学接触了很多 “做事情需要思考并为之行动” 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