ONES CTO 冯斌 | 大型团队敏捷项目管理实践与思考

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在软件研发过程中，大型研发团队通常会遇到项目管理混乱、无序或者难以控制等诸多问题，这些问题背后都反映了大型研发团队在项目管理中面临的普遍挑战，包括项目延期、团队存在职能墙、无法识别项目风险、团队目标不统一等问题。ONES 联合创始人兼 CTO 冯斌先生在「QCon 全球软件开发者大会」上分享了「大型团队敏捷项目管理的实践与思考」，探讨软件研发项目管理中的挑战。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/70/7024efd2372b6e18248da11177c14db1.jpeg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"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","marks":[{"type":"strong","attrs":{}}],"text":"1、项目延期，无法按时交付","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"根据 Gartner 报告指出，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"随着项目的扩大，研发进度问题是研发团队面临的最主要问题","attrs":{}},{"type":"text","text":"。而大多数团队管理者在面对「为何延期」、「如何避免延期」的问题上，总是焦头烂额。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/04/04d113fdc79a0b91e9541974266d4555.jpeg","alt":null,"title":"来源：Gartner《Why Projects Fail》","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"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","marks":[{"type":"strong","attrs":{}}],"text":"2、团队存在职能墙，整体业务价值被忽略","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"「职能墙」是指企业按照职能划分部门，由于组织架构、组织方式的问题，最终导致","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"各个职能部门只会关注到局部的目标，而忽略了整体的业务价值。","attrs":{}},{"type":"text","text":"「职能墙」引发的另一个问题是，制定 KPI 的维度单一，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"容易造成责任推诿。","attrs":{}},{"type":"text","text":"尤其是在整体研发过程中，系统与系统之间存在非常多中间的灰度地带，大家都不想做中间这一块，最终影响了整体业务。","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","marks":[{"type":"strong","attrs":{}}],"text":"3、无法识别项目风险","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"项目管理中必须要考虑风险问题，那么，风险在哪里，如何进行有效的跟踪呢？一个典型的问题是，很多团队意识到了风险，却","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"没有将风险记录下来，导致风险只停留在线下，","attrs":{}},{"type":"text","text":"没有传播到团队各个成员和领导层中，更没有人对风险进行把控。","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","marks":[{"type":"strong","attrs":{}}],"text":"4、团队目标不统一","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理者与团队的目标不一致、团队不清楚整体目标、团队间目标未对齐、团队成员不认可目标","attrs":{}},{"type":"text","text":"等，均反映了研发管理过程中的团队沟通问题。没有高效的团队协作环境，容易形成信息孤岛，影响团队士气，导致项目延期和项目质量等问题。","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","marks":[{"type":"strong","attrs":{}}],"text":"5、难以度量效率与绩效","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何保障团队持续过程改进，也是管理者需要关注的问题，其前提是团队需要有可量化的效能指标。传统的研发数据统计大多是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"通过人工或半人工的手段完成，不仅费时费力，还可能产生数据精准度问题。","attrs":{}},{"type":"text","text":"另外，选用的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"数据指标是否客观、有说服力，不同团队间的数据分散在不同的系统中难以打通，","attrs":{}},{"type":"text","text":"这些都是导致团队效能难以度量的重要原因。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"面对上述挑战，ONES CTO 冯斌也和大家分享了管理对策。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":1},"content":[{"type":"text","text":"ONES 的研发管理实践对策","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"从「人」和「事」两方面入手：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"人，即「组织架构」与「团队文化」","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"事，即「执行过程」","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","marks":[{"type":"strong","attrs":{}}],"text":"1、组织架构向「业务型」过渡","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"组织架构上，通过建立虚拟项目组、矩阵式结构、全功能小组等方式，将团队","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"从「职能型」向「业务型」过渡。","attrs":{}},{"type":"text","text":"这样做的好处是部门间的「职能墙」被打破，团队实现更紧密的协作配合。","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","marks":[{"type":"strong","attrs":{}}],"text":"2、全功能小组如何打破职能墙","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"「全功能小组」是敏捷中的概念，它是指在完成一个业务目标时，负责该业务模块的小组包含了能完成这个模块功能相关的所有职能同事。在「全功能小组」中，我们","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"强调个人工作推进团队目标完成，团队整体目标由一个共同的业务目标来驱动，","attrs":{}},{"type":"text","text":"避免各自为战。另外，在团队绩效考核上，也要","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"先考核团队，再考核个人，","attrs":{}},{"type":"text","text":"从而引导每个人工作的时候更多考虑业务目标。","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","marks":[{"type":"strong","attrs":{}}],"text":"3、建立「使命」、「愿景」、「价值观」","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"团队使命、愿景和价值观是搭建团队文化的重要因素，它能够帮助我们","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"确定团队方向，理解团队工作，","attrs":{}},{"type":"text","text":"极大地、非常低成本地推进团队工作。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/bc/bc8b9824797e9ff70ed036b46f28b08a.jpeg","alt":null,"title":"罗伯特·迪尔茨逻辑层次模型","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在团队文化落地过程中，很关键的第一点是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"一视同仁","attrs":{}},{"type":"text","text":"。一旦团队价值观确定，团队的管理者、一线的执行同事都应该执行和接受，并将其时刻反馈在工作决策和工作流程当中。此外，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"将团队的经历沉淀为「团队故事」有利于团队文化的传播，","attrs":{}},{"type":"text","text":"激励团队成员。最后，管理者在团队建设上要","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"招聘拥有相同价值观、认可团队文化的人，","attrs":{}},{"type":"text","text":"带领团队聚焦目标，在与团队的反复沟通协作中保证目标对齐，敏捷执行。","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","marks":[{"type":"strong","attrs":{}}],"text":"4、在 PDCA 循环中应对挑战","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"Plan-Do-Check-Adjust，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"先规划、再执行，分析执行情况，最后通过调整保证下一次做到更好。","attrs":{}},{"type":"text","text":"如此循环，直到问题圆满解决，这就是PDCA。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/88/889eba8227f4e23246d9b74abc0ae2a7.jpeg","alt":null,"title":"PDCA 循环","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"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":"规划阶段，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"团队战略⽬标到执⾏层层关联并对⻬，公开透明，并通过充分的沟通保证成员理解目标。","attrs":{}},{"type":"text","text":"在怎么做上，总是以优先级排序所有工作，保证团队目标聚焦。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"执行阶段，需要","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"建⽴标准⼯作⽅法与流程，利⽤软件⼯具数字化、自动化⼯作流程，","attrs":{}},{"type":"text","text":"提升效率。同时，每日检查项目进展情况，提前发现和应对风险，保证项目按时、高质量交付。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"分析阶段，通过⼯作数据的结构化存储，聚合量化。利用数据","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"进行团队考核时，应选取业务结果数据，","attrs":{}},{"type":"text","text":"如按时交付率、缺陷密度。而在做","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"业务优化时，则选择过程数据，","attrs":{}},{"type":"text","text":"如技术评审通过率、故事点完成速率。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最后是要做调整。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"调整应穿插在每一步上，依据数据做足够多的假设，小步快跑，快速验证。","attrs":{}},{"type":"text","text":"这也是敏捷中推行的「迭代」，帮助团队更好地看到效果，提高项目风险营地能力。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}