研发公司摆脱纯粹“D”的最佳途径 模式？
我在一家能源业务研发公司工作。 我们开发了一些成功的产品，但现在似乎把所有时间都花在解决与这些产品相关的问题上。 我们似乎没有时间去开发新产品。 对于如何处理现有产品出现的问题，同时又有时间和资源来开发新产品，有人有什么好主意吗？
泰， 弗雷德
I work for an R&D company in the energy business. We've developed some successful products, but now seem to be spending all our time fixing issues relating to those products. We don't seem to have any time to work on developing new products.
Does anyone have any good ideas on how to both handle problems arising with the existing products but still have the time and resources to develop new products as well?
TY,
Fred
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如果您拥有成功的产品，并且配备了负责开发或维护的人员，那么解决方案似乎指向招聘。
也许引进一些新鲜血液/新鲜毕业生，将他们“培养”到研发公司更关键的任务方面？ 因此，新血液将获得现有产品的经验（在更资深的员工的指导下）并成长为研发方面的优秀开发人员！
If you have a successful product, and are staffed to handle either development OR maintenance then the solution seems to point at hiring.
Perhaps bring in some new blood/fresh grads to "grow" them into the more mission critical side of the R&D company? Thus the new blood would gain experience on existing products (with guidance from the more senior staff) and grow into great devs for the R&D side!
我建议最好的方法是有一个小组/个人致力于新的开发。 他们应该可以回答问题，但是……唯一的问题可能是嫉妒，但一个好的经理应该能够弄清楚如何处理这个问题。
I would suggest the best method is to have a group/person dedicated to new development. They should be available for questions, but... The only problem would probably be some jealousy, but a good manager should be able to figure out how to handle that.
为什么现有产品需要全部人力？
竣工后是否减少了人员？ - 雇用新人
产品是否有缺陷？ - 修复你的流程，首先修复你的错误（抱歉）
你是否开发了很多产品，越来越多的时间用于维护，现在已经没有开发了？ - 取消对旧产品的支持，雇用新人，或让客户支付昂贵的维护费用（即让他们取消支持）
您是否正在疯狂地向产品添加新功能？ - 抱歉，你正在做新的事情。 新功能需要平衡
公司是否需要更多“R”？ 许多研发公司最终都会进行 M&F——维护和功能。 其他人开心吗？ 如果是这样，也许您需要寻找更适合您的职位。
我不确定您的立场 - 您是在进行内部开发，还是您的公司在销售软件？ 无论如何，必须有一些新的发展空间，才能保持健康。 向你的管理层明确表示，如果工作纯粹是维护，那么最优秀的人就会离开。
不过，不要期望太高 - 特别是如果您正在进行内部开发。 据估计，80%的职位都是维持性的（我希望我能找到一个参考）。
Why do you need all manpower for the existing products?
Was the staff reduced after completion? - Hire new guys
Are the products -ahem- very defective? - Fix your process, and fix your bugs first (sorry)
Did you develop many products, with more and more time going into maintenance, and now no development is left? - Cancel support for old products, hire new guys, or make clients pay dearly for maintenance (i.e. let them cancel support)
Are you frantically adding new features to the products? - sorry, you are doing new stuff. New features need to be balanced
Does the comany require more "R"? Many R&D companies end up M&F - Maintenance and Features. Are the other guys happy? If so, maybe you need to look for a position better suited to you.
I am not sure about your position - are you doing inhouse development, or is your company selling the software? In any case, there must be some room for new development, to remain healthy. Make clear to your management that, if the job consists purely of maintenance, the best people will leave.
Don't expect to much, though - especially if you are on inhouse development. It is estimated that 80% of all positions are maintenance (I wish I could find a reference).
让管理层列出需要完成的修复列表。
工程部门会为每次修复分配预计的时间。
决定哪些修复程序被加入，哪些被排除。 有些可能在文档中“修复”（解决方法、已知问题等）
Have management come up with a list of fixes that need to be done.
Engineering assigns an estimate of hours for each fix.
Decide which fixes get in and which get pushed out. Some may be "fixed" in documentation (work-around, known issues, etc.)
如果您有能力，请聘请某人来处理支持和维护，以腾出资源用于研究。
如果做不到，您就需要降低每个客户的边际成本。 跟踪所有体力劳动和支持请求，并优先考虑新功能，以将这些需求减少到最低限度。
If you can afford to, hire someone to handle support and maintenance to free up resources for research.
If you cannot, you need to reduce your marginal cost per customer. Keep track of all manual labor and support requests and prioritize new features that will reduce these to a minimum.
“时间管理”
尝试 大卫·艾伦的把事情做好
"time-management"
try Getting Things Done by David Allen
对此要非常小心。 我见过一些公司这样做，其中对活跃产品（赚钱的产品）的支持变得次要。 “支持”功能被最小化，因为在 IPO 情况下支持收入对您不利。
接下来你知道，你的公司没有赚到任何钱，试图赚一点钱的支持人员被视为垃圾（当钱用完时被解雇），并且不需要“新产品”团队发布任何东西（没有客户需求），因此他们屈服于功能蔓延和多年长的发布日期。
这导致公司重新调整工作重点，其中 2/3 的员工被裁减，其余人员全部用于支持工作，而象征性的少数人员则致力于始终在拐角处的“下一代”——直到银行要求为该公司提供贷款为止。在你推出“新”产品之前就借钱雇佣营销人员。
事情不必以这种方式发生——只要小心就好。
Be very careful of this. I've seen a few companies do this where the support of the active products (the ones making money) became secondary. The "Support" function is minimized because support income counts against you in an IPO situation.
The next thing you know, your company isn't making any money, the support staff that are trying to make a little are treated like crap (and fired when the money runs out), and the "New product" team isn't required to release anything (no customer demand) so they succumb to feature-creep and multi-year long release dates.
This leads to a refocus where 2/3 of the companies staff is cut and the remainder all work on support and a token few on the "Next generation" that's always around the corner--which works until the bank calls in the loan for the money you borrowed to hire the marketing people before you even had a "new" product to market.
It doesn't have to happen this way--just be careful.