scrum master

by Marco Massenzio

由Marco Massenzio

从Scrum Master到工程副总裁：职称为何重要 (From Scrum Master to VP of Engineering: why job titles matter)

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。

名称中有什么 (What’s in a Name)

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。

背景故事 (Backstory)

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：

• Engineering Manager工程经理
• Director of Engineering工程总监
• VP of Engineering工程副总裁
• Product Manager产品经理
• Scrum masterScrum大师

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。

Scrum Master… (A Scrum Master…)

• supports the Scrum team in managing the various tasks, stories, and bugs in the Agile tracking systems du jour (such as Jira, Rally, Pivotal).支持Scrum团队管理jour敏捷跟踪系统(例如，Jira，Rally，Pivotal)中的各种任务，故事和错误。
• may double up as a Release Manager, ensuring all the critical features for the given release are being assigned and tracked.可以兼任发布管理器，以确保分配和跟踪给定版本的所有关键功能。
• ensures communication flow, especially around blockers and time-sensitive issues.确保通信流程，尤其是在阻止程序和对时间敏感的问题周围。
• at one end of the spectrum, as someone else put it, can just be a “glorified admin.” At the other end of the spectrum, they may be a very accomplished member of the engineering team, helping move things along.就像别人所说的那样，在某一方面可以成为“荣誉管理员”。 另一方面，他们可能是工程团队中非常有成就的成员，可以帮助他们前进。

日常主要任务： (Main day-to-day task:)

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。

时间范围： (Time horizon:)

Very tactical. 1–2 sprints at most.

非常战术。 最多1-2个冲刺。

产品经理… (A Product Manager…)

• has full awareness of the product features, its positioning in the market (both with respect to customer segments’ needs and competitors’ strategic stance), and the future direction (aka roadmap).对产品功能，在市场中的定位(既针对客户群的需求和竞争对手的战略立场)，又对未来的方向(又称路线图)有充分的了解。
• has full responsibility over features’ relative priority, as well as their time criticality.对功能的相对优先级及其时间紧迫性负全部责任。
• coordinates different sales’ and account teams’ requests across product development areas.协调产品开发领域中不同的销售和客户团队的要求。
• coordinates different engineering teams and dependencies (advisory).协调不同的工程团队和依赖性(建议)。
• as someone put it, serves as a “bridge between Sales and Engineering”正如有人所说，它是“销售与工程之间的桥梁”

日常主要任务： (Main day-to-day task:)

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。

时间范围： (Time horizon:)

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)。

工程经理… (An Engineering Manager…)

• manages other engineers, of varied level of seniority and expertise.管理其他具有不同资历和专业水平的工程师。
• has an in-depth technical understanding of (areas of) the product.对产品(区域)有深入的技术了解。
• is responsible for the welfare of the engineering team, their professional development and growth, and is the primary person accountable for their job satisfaction.负责工程团队的福利，他们的专业发展和成长，并且是对其工作满意度负责的主要人员。
• deals with fine-granularity resource management (often at the individual level).处理精细粒度的资源管理(通常在个人级别)。

• conducts hiring and firing (or, more broadly, performance management).

  进行招聘和解雇(或更广泛地说，是绩效管理 )。

• mainly interacts with engineers in the team, as well as other Engineering Managers, Product Managers and Scrum Masters.主要与团队中的工程师以及其他工程经理，产品经理和Scrum Master互动。
• as I once put it: “the human shield for the team”正如我曾经说过的：“团队的人盾”

日常主要任务： (Main day-to-day task:)

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。

时间范围： (Time horizon:)

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)。

工程总监 (An Engineering Director…)

• manages Engineering Managers (and possibly QA Managers, Product Managers, and Release Managers).管理工程经理(可能还有质量检查经理，产品经理和发布经理)。
• has a good technical understanding of the product as a whole.对整个产品有很好的技术了解。
• has product architecture knowledge, and knows how the interactions of various teams impact it.具有产品架构知识，并且知道各个团队的互动如何对其产生影响。
• ensures coordination across teams and cross-functionally (such as with Sales, Product, QA).确保跨团队和跨职能协调(例如与销售，产品，质量检查)。
• oversees the end-to-end release management process (which includes Testing, QA, and Operations).监督端到端版本管理过程(包括测试，质量检查和操作)。
• may have some (or all) of those functions reporting to them too (depending on size/complexity of product, team, or organization).可能也会向他们报告这些功能中的某些(或全部)功能(取决于产品，团队或组织的规模/复杂程度)。
• is responsibile for the delivery of engineering practices and processes.负责提供工程实践和过程。
• keeps managers accountable, and makes sure they continue their professional growth.使经理负责，并确保他们继续职业发展。

日常主要任务： (Main day-to-day task:)

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。

时间范围 (Time horizon)

Medium-term strategic — typically several quarters.

中期战略-通常是几个季度。

工程副总裁… (A VP of Engineering…)

• owns the Engineering Vision, practices, and processes.拥有工程愿景，实践和流程。
• must have sound architectural understanding of the product and how it fits with other technologies/products (competing, complementary, and supporting).必须对产品及其如何与其他技术/产品(竞争，互补和支持)相适应具有良好的架构理解。
• may actually own the Product Architecture and actively participate in its inception and development.可能实际上拥有产品架构并积极参与其构架和开发。
• is responsible for all the areas that participate in the product delivery process: Development, QA/QE, Testing, Release management. Depending on the organization, may own Product and Operations (Infrastructure), too.负责参与产品交付过程的所有领域：开发，QA / QE，测试，发布管理。 根据组织的不同，也可能拥有产品和运营(基础架构)。
• is mostly focused on long-term product vision and customer/market needs.主要关注长期产品愿景和客户/市场需求。
• works closely with other VPs (and the CTO/CEO) to ensure that the organization as a whole is fully aligned with the vision and the strategy.与其他副总裁(和CTO / CEO)紧密合作，以确保整个组织完全符合愿景和战略。
• ensures that all parts of the engineering organization operate at their best productivity and efficiency.确保工程组织的所有部门都以最佳的生产率和效率运行。
• as far as product delivery is concerned, they are “where the buck stops.”就产品交付而言，它们是“降压的地方”。

日常主要任务： (Main day-to-day task:)

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。

时间范围 (Time horizon)

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 codetrips.com on June 12, 2015.

最初于2015年6月12日发布在codetrips.com 。

翻译自: https://www.freecodecamp.org/news/your-job-title-matters-more-than-you-think-c34a0156b8ef/

scrum master