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Learning Map of Key Roles at Technology-driven Enterprises – MSUP Article

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For the past more than 20 years, we witnessed the rapid growth of Internet. From an era of PC-based Internet, we have stepped into an era of mobile Internet and are rapidly approaching an age of Super Internet where everything is connected by AI technologies represented by 5G and AIoT?. In such a new age, there will be more and more enterprises being associated with Internet, with some of them being Internet-based. Represented by Cloud Computing, Big Data and AI, the Internet technologies will be naturally widespread across these enterprises. Only those genuinely equipped with these core technologies can be competitive and also the winner in the future. Compared to those driven by products or business alone, the technology-driven ones tend to have a greater potential in both growth and business expansion. Therefore, it can be foreseen that an increasing number of enterprises will become technology-driven in the near future. The drive of technology will be centered among their core strategies.

The professional and technical talents along with technology-based management talents represent the essential part of a technology-based enterprise. How to attract the talents in a quantity that can be enough to meet the demands of its own growth is actually a great concern for every single enterprise. However, the ways to attract the talents are confined to external recruitment and internal development. Whoever he or she may be, they both face the common challenge, how to quickly update your own knowledge, skills and master core technologies for a specific position at a time when technology moves forward with each passing day.

In a R&D team at an enterprise, there are numerous universal positions known as roles, such as product manager, R&D engineer, test engineer, big data engineer, architect, technical manager and others. These roles complete the projects, the development of a system and launch a new product by working with each other. 

A single position falls into elementary level, medium level and senior level based on his or her length of working experience and professional experience. A particular employee’s title can be determined according to his or her position and level of proficiency. The work scenario, the responsibilities assumed and the requirements on knowledge, skill and quality vary with each phase, which represent the official rank system, competence model system as well as employee’s development and training system etc. that can be typically found at a technical team.

Take architect as an example. The architect at elementary level shall be able to solve the issues with respect to the architecture under multiple scenarios like microservice architecture, selection, system of high availability and high performance etc.. The appropriate responsibilities involve leading the team in the selection, building and implementation of a microservice architecture, completing the design of an architecture of high availability and realizing an architecture scheme with high performance and scalability. Meanwhile, the employee shall have the knowledge and skills regarding microservice registration, gateway, configuration, load balancer, fusing, communication, RPC, multithreading, serialization and others as required by the organization.

Besides being competent for the work at elementary level, an architect at medium level shall be able to solve the issues in relation to architecture under more scenarios like service governance, vertical splitting, consistency, distributed message, distributed caching, three-dimensional monitoring and others. More responsibilities fall onto a senior architect, with a wider scope of job responsibilities from an organizational prospective, such as service governance design, business splitting design, consistency design, message and caching design, monitoring system architecture and others. At the same time, there are more demanding requirements on the knowledge and skills which entail the command of detailed service governance, horizontal and horizontal splitting technology, distributed transaction technology, accessibility/idempotence of message/consistency technology, caching architecture details of all kinds as well as the detailed principle and architecture of monitoring system.

Besides being competent for the work at medium level, an architect at senior level shall be able to work under the scenarios with a higher complexity, such as agility architecture, all-terminal architecture, containerization, grid architecture and others. A senior architect’s responsibilities and the appropriate requirements are completely different from those at a lower level.

If there is a set of learning map where a specific description is available across positions, phases, scenarios, responsibilities, the requirements of knowledge, skills and qualities, it can be greatly useful to an enterprise to move its employees up through career ladder, build up reserve of talents and train the organization. If there is a learning map universal for an industry, which involves the common parts of the R&D teams from different enterprises, it will be greatly useful for a large number of enterprises in a given industry to solve numerous issues regarding the construction of R&D teams and development of talents.

With such a learning map, HR team will be bound to seek great improvement in their work efficiency.

  • A HR team is able to define the key positions over a very short period of time and carry out the recruitment accordingly;
  • Even if there is no intention for external recruitment, the profile of knowledge/skill/quality in relation to some key positions can take shape immediately so as to seek the right person for a specific position. The subsequent targeted development will develop such a person into a qualified talent on that position over a greatly shorter period of time.
  • Guided by the framework of learning map, the enterprise is able to develop its own internal training system and thus to make targeted improvement in an employee’s knowledge/skill/quality, to conduct training programs for a specific scenario and to improve an employee’s abilities for a specific target driven by scenario and issues.

The learning map will make it much easier for numerous start-ups to clarify positions and competence models as well as to carry out the training of employees:

  • Positions, apply directly;
  • Different positions, different job agencies, directly apply;
  • To learn upon demands. To align the study of knowledge/skill/quality with a typical task;

In particular, small-sized companies can deliver an ideal return on investment by repeated use of the well-established learning map when they are limited in their own resources.

MSUP joined hands with IEEETEMS to develop Learning Map of Key Roles at Technology-driven  Enterprise which provides the technology-based enterprises and the technical practitioners with a learning tool that allow them to overcome the challenges ahead of time. This White Paper defines the most common and the most critical 7 roles at a typical software development enterprise, including architect, product manager, data engineer, test manager, AI&image video engineer, engineer and team manager. In addition, there are 220 work scenarios centering on such 7 roles. Moreover, it also defines the job responsibilities and tasks in great details for a specific role and scenario as well as gives the description of the corresponding technical abilities and knowledge requirements. The content is extremely rich, with high universality, integrality and systematicness. It is believed that it can be greatly helpful to software development enterprises and the relevant practitioners.

The White Paper Learning Map of Key Roles at Technology-driven  Enterprise serves as a guidance and a tool for the enterprise’s internal training. Regarding the key positions of a R&D team, the management is able to develop systematic training plans with clear targets by referring to the White Paper. The technical practitioners can also make structural improvement of their special knowledge for their own positions and develop the on-job specific targets of learning with reference to the White Paper.

The technical practitioners, HR management experts and corporate trainers who have more than 10 years of working experience on average across all industries and fields are the co-authors of the White Paper. The White Paper gives a clear description of the common key roles across 7 categories in a technical R&D team, over 200 work scenarios as well as a clear description of the knowledge and abilities required to solve the issues that occur typically at each work scenario. 

Hopefully, this White Paper can help the enterprises overcome the challenges from fostering the potential talent as a result of the organizational growth, and create a R&D team oriented toward the future by linking the organizational strategy to team-based learning as well as incorporate the internal training into the enterprise’s core competitiveness.

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