Let's first consider a question: 

do you think rules constrain us or protect us?

For example:

You may tell your child not to eat food given by strangers; the purpose of this rule is to protect them. Your mother demands that you get married before the age of 30(in China), which is a constraint disguised as "for your own good." The company's various standard processes are fundamentally meant to protect and help everyone, rather than constrain and control.

【Avoid detours】help everyone avoid detours and reduce unnecessary learning time. (There's nothing new under the sun; problems you've encountered have already been encountered and summarized by others.)

【Have laws to follow】everyone knows what they should be doing at each stage, what standards they should meet, and there are "laws" to follow, minimizing the need for constant clarifications, misunderstandings, waste, and arguments.

【Integration of new members】new members can quickly integrate into the team without having to rely on constantly asking questions.

【Accumulate assets】solve problems through processes and methods, not intuition.

【Boost confidence】team cooperation will be more tacit, more united, and more confident in moving towards goals.

【Increase ability】every person on the team can achieve personal growth in their abilities.

The PMO also found from interviews that most people work happier in clear and standardized teams rather than feeling constrained.

What are standards? 

What we're talking about with process standards isn't limited to specific rules and regulations, but instead includes a collection of norms, rules, processes, operating instructions, best practices, etc.

Take an example:

If you organize friends and family to go on a road trip, it might seem like just a relaxing vacation, but it inadvertently follows all sorts of standards:

Traffic rules: While waiting at red lights and speed limits can be annoying, accidents aren't good either, after all, "poor road discipline brings tears to loved ones." 

Operating standards: How to start the car, how to control direction, speed, etc., all fall under operating standards. 

Team principles: Everyone must adhere to meeting times and help each other out. 

Organizational processes: First you need to plan your itinerary, decide where to go first, then where to go next; this involves a process (although it may be relatively free, you can't just rely on intuition). 

Unwritten rules: Male companions should help female companions take pretty photos; respect the cultural habits of Tibetans; and so on;

All in all, wherever there is collaboration, there are process standards, otherwise everyone will be doing things their own way and things will get chaotic.

The "Four Don'ts" Commonly Seen in Standard Promotion The following issues may not be unfamiliar to everyone and we may encounter them at work.

Don't know

After standards are established, if they aren't effectively recorded and promoted, people will assume that everyone will see and follow them, but in reality, standards need to be promoted.

Don't execute 

Even with numerous process standards, if they aren't executed or monitored, they become mere decorations.

Don't update 

After creating a set of rules, they're never updated. Our laws are regularly revised, too.

Disapproval

Managers may feel that standardized processes are merely constraints that cannot solve actual problems, and this may be for several reasons:

The norms themselves are problematic, being either arbitrary or overly cumbersome; in such cases, the process guidelines should be updated instead of being dismissed out of hand.

Energy issues - managers spend much of their time dealing with specific tasks and do not have enough time to supervise implementation.

Best Practices

Trim and Update Norms to Suit Your Team Your company has some standard process specifications that you can use as a starting point, but project managers (PM) can make additions and deletions as needed.

In fact, you don't even have to write all process standards into dense documentation - those that suit your team best are the best.

Respect the Opinions and Suggestions of Team Members.

Many process guidelines do not operate properly because team members cannot accept or do not know about their existence. As a result:

In developing standards, PM should explain to team members what they are meant to achieve and seek everybody's understanding and feedback.

Once a general consensus is reached, display them in an area where everyone can access, such as project confluence.

If there are inquiries, bring them up right away for discussion.

Supervise Anti-Process Behaviour

If standards are established but compliance is lax and no one supervises it, then the standards lose their value.

Thus, regarding violators of the norms:

Point out and correct harmful behaviour immediately.

If regulations themselves are problematic, update them quickly.

Punish people who refuse to learn from their mistakes.

Continual Improvement and Innovation

Our code needs continuous refactoring to become increasingly robust, and process norms are no exception.

When something becomes obsolete, remove it promptly.

To prevent similar issues from reoccurring, address the root cause of new problems and improve the process (through customer feedback, stand-ups, and retrospectives).

Some Company Process Standards

At the moment, Nova has compiled some residual norms, with most of the information in the company's knowledge base and frequently updated.

Knowledge base also requires everyone's contribution.

Processes:

Fixed-price project management process: startup, scheduling, execution, monitoring, and closure stages outlined.

Requirement handling process

Internal and external bug handling processes

Jira task management workflow

Sprint division process

Git collaboration process

Requirement change process

Retrospective session process

Leave application process

Standards:

Requirement description standard

Bug description standard

UI interface standard

Code naming conventions

Code style standard

Version naming convention

Database management standards

Report formatting standards (daily, weekly)

Ideologies and principles:

Project management philosophies

Lean - "kanban" (pull), half-finished stock control,

Agile - incremental delivery

List tools

AntDesign design philosophy

Developer self-checklist

Project rewards/punishments

Project quality management philosophy

And so on