{ "schemaVersion": "aaawteam-public-v2", "generatedFrom": "去敏白名单、代表性原文复核与《穷学生宝典（第一版）》去敏拆卡", "records": [ { "id": "aaaw-book-recruit-four-rounds", "title": "招新四轮考核流程", "domain": "新生必修", "summary": "用演讲、个人技术、组队技术与终面四轮考核，把招新、技术入门和意志筛选合并成一套可持续流程。", "plainLanguage": "招新不是收简历。候选人边学边考，考核本身就是第一课；能走完四轮的人，大概率就是能一起走四年的人。", "keyPoints": [ "大一开学即启动招新，持续开放报名通道，越早越好", "四轮依次为演讲考核、寒假个人技术考核、大一下组队技术考核和终面", "面试官出题并提供学习资源，考核过程就是一次技术入门", "高门槛能筛选出更珍惜机会的人，但前提是有足够的报名基数", "中途纳新重点考察文化融合、创业意愿与家庭态度" ], "useWhen": [ "制定新一届招新方案", "设计考核题目与配套学习资料", "评估候选人是否适合联合创始团队" ], "workflow": [ "提前预告招新宣讲会，开放线上报名通道", "第一轮演讲考核，观察表达、感染力与创业意愿", "寒假个人技术考核，验证自学能力与投入度", "大一下组队技术考核，预留约一个月完成一个成品", "终面全面了解品性、创业意愿与家庭支持度", "最晚大一下完成全部考核，公示新成员并进入培养" ], "evidence": [ "首届负责人靠一场班内演讲，全班 32 人有 28 人报名", "宝典建议最晚大一下完成全部考核，以便立刻投入学习与项目", "书明确要求技术考核由面试官出题并提供学习资源" ], "limits": [ "考核节奏需按校历与专业课程灵活调整", "高门槛筛选依赖报名基数，宣讲与宣传不能省", "家庭态度属于个人隐私，询问应尊重边界并保密" ], "sourceBasis": [ "《穷学生宝典（第一版）》第一部分 · 关于团队招新" ], "tags": [ "招新", "四轮考核", "演讲", "技术考核", "中途纳新" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "featuredRank": 1, "featuredReason": "招新决定团队未来四年的下限：四轮考核把筛选、技术入门和归属感合并成一套流程，是新生理解团队的第一课。", "publicVersion": "sha256:e4020e941d7394318bf567e9913952c0f47a8a4c5b6d256c9156eb51311e5b1e", "readingPriority": "P0", "relatedProjects": [ { "projectId": "aaaw-project-smart-gym", "basis": "项目讲解 lecture-gym-recruit（V10，知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "新人", "terms": [ { "term": "招新", "def": "给团队挑选新成员的一整套考核活动" }, { "term": "演讲考核", "def": "第一轮考核，候选人上台讲话，看表达和感染力" }, { "term": "终面", "def": "最后一轮面谈，全面了解品性、创业意愿和家庭支持情况" }, { "term": "中途纳新", "def": "不在开学季也开放的名额补充，重点看文化融合" }, { "term": "报名基数", "def": "报名总人数，基数够大才撑得起高门槛筛选" } ], "scenario": "开学宣讲当晚报名通道一开，首批报名就填满了线上表格；首轮演讲考核让候选人上台讲一次自己想做什么，寒假布置个人技术题，大一下组队交成品，终面聊品性和家庭。走完四轮的那批人，就是后来带项目、接外包的核心骨干。" }, { "id": "aaaw-book-learn-build", "title": "学技术做项目：大学四年路径", "domain": "新生必修", "summary": "大一大二学技术、大二试校内项目、大三大四承接校外业务，配合三阶段技术分工，把四年排成一条成长曲线。", "plainLanguage": "先靠视频和文档把技术学起来，再用校内项目练手，最后靠校外业务挣钱；每一步都在为毕业前的公司做积累。", "keyPoints": [ "大一大二以学习技术为主，建学习文档并逐届更新传承", "大二开始做校内项目练运营，不追求盈利而重经验", "大三大四承接校外业务，以实战打磨团队并积累资金", "技术分工从市场组加技术组起步，逐步分化产品、测试与研发", "按市场需求定技术方向，不盲目深钻单一技术" ], "useWhen": [ "给新生排学习计划", "决定团队当前阶段该做什么", "评估成员学习方向与分工" ], "workflow": [ "建立技术学习文档并收集整理学习资料", "成员按前端、后端、UI 明确分工与学习目标", "大二选择一个校内方向做小项目并复盘", "大三大四开始承接外包业务并规范交付", "接触技术入股类合作时先明确股权与任务分配", "每学期复盘技术方向是否符合市场需求" ], "evidence": [ "宝典按年级给出学技术、做校内项目、承接校外业务的节奏", "书给出市场组技术组到研发测试的三阶段分工框架", "书强调技术方向要跟着市场调整并逐届传承学习资料" ], "limits": [ "节奏是建议而非硬性校规，需结合学业与成员实际", "校内项目涉及同学数据时注意隐私边界", "技术入股合作需书面约定，避免口头承诺" ], "sourceBasis": [ "《穷学生宝典（第一版）》第一部分 · 关于工作内容" ], "tags": [ "学技术", "校内项目", "外包", "技术分工", "成长路径" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "featuredRank": 3, "featuredReason": "新生的四年不能走一步看一步：先把技术学扎实，再靠项目练手、靠业务挣钱，这条路径直接决定毕业前能积累什么。", "publicVersion": "sha256:295073e94325a1857fe70b8bdfc67923fc21db28dac68292fd717bf28793d58d", "readingPriority": "P0", "relatedProjects": [ { "projectId": "aaaw-project-stream-recorder", "basis": "项目讲解 lecture-stream-learning（V10，知识层证据）", "evidenceLevel": "distilled" }, { "projectId": "teach-campus-ride-execution", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "新人", "terms": [ { "term": "校内项目", "def": "给学校或校内单位做的小项目，用来练手不追求赚钱" }, { "term": "技术分工", "def": "把前端、后端、UI 等工作按人分开，各自定学习目标" }, { "term": "外包业务", "def": "校外客户付钱请团队做的开发活" }, { "term": "技术入股", "def": "不拿现金，用技术和承担任务换公司股份的合作方式" }, { "term": "学习文档", "def": "团队整理的学习资料清单，逐届更新传承" } ], "scenario": "大一首学期跟着团队学习文档把前端基础过完，大二和两名同伴用两个月给校内社团做了一个报名小程序，大三大四接下网维和录播类外包。这条从学技术到做项目的曲线，就是团队排给每届新生的四年路径。" }, { "id": "aaaw-book-office", "title": "办公室：场地生死线与办公规定", "domain": "新生必修", "summary": "优先争取校内免费或低租金场地，用开放式办公和成文规定维持工作状态，并让办公室在两届之间可持续传承。", "plainLanguage": "办公室就像蜗牛的壳。有固定场地，团队才能像企业一样每天运转；没有场地，再好的团队也大概率散伙。", "keyPoints": [ "固定办公场地是决定团队生死的基础设施，优先争取校内资源", "校外租房成本高，一年租金加开销可能接近三万，难以长期承受", "开放式办公让所有人的工作状态透明，禁止在办公室玩游戏、刷视频", "统一荣誉墙、本子、PPT 模板等视觉元素，文化建设包括物理环境", "两届团队同屋半年再分开，利于上一届言传身教；预留租金应对回收风险" ], "useWhen": [ "申请或交接办公场地", "制定办公室管理规定", "评估团队办公可持续性" ], "workflow": [ "先向创业学院、实验室或孵化中心申请校内场地", "谈不下再考虑与社团共用临时落脚点", "制定并张贴办公室规定，安排定期大扫除", "用考勤和开放办公维持工作状态", "两届同屋半年完成文化传递后按需分开", "与老师保持沟通并预留校外租金预案" ], "evidence": [ "宝典把办公场地列为决定团队生死的重要因素", "书给出三个场地途径：创业学院、学院实验室、校外孵化器", "书要求统一办公室视觉元素并禁止与工作无关的行为" ], "limits": [ "各校场地政策不同，以本校实际资源为准", "租金估算是书中的历史数据，需按当地行情复核", "共用办公室是过渡方案，不应长期替代独立场地" ], "sourceBasis": [ "《穷学生宝典（第一版）》第一部分 · 关于办公室" ], "tags": [ "办公室", "场地", "办公规定", "开放办公", "可持续" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "featuredRank": 4, "featuredReason": "场地是团队能否像企业一样运转的底线。新生第一天就该明白为什么坚持到办公室上班，而不是在宿舍远程凑合。", "publicVersion": "sha256:01f1ac575409ea8e7d1a9d32956e834c51094766667cd73da69ed19beb213efe", "readingPriority": "P0", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "开放式办公", "def": "所有人同在一间屋工作，各自状态互相看得见" }, { "term": "考勤", "def": "记录成员每天到岗和离开时间的制度" }, { "term": "孵化中心", "def": "学校里给创业团队提供免费或低价场地的机构" }, { "term": "视觉元素", "def": "荣誉墙、本子、PPT 模板这类统一规范的可见部分" }, { "term": "租金预案", "def": "提前备好的校外租房用钱计划，防场地被收回" } ], "scenario": "团队申请到创业学院的免费房间后，第一件事是贴出办公室规定和排好大扫除表：工位上不许游戏和刷视频，考勤表每天有人登记。换届那年老成员和新成员同屋坐了半年，交接期一过，新团队已经能自己维持这套节奏。" }, { "id": "aaaw-book-oath-fund", "title": "成立仪式与100元创业基金", "domain": "新生必修", "summary": "以宣读誓词和每人缴纳 100 元启动资金开启一届团队，把共同创业的承诺和资金规则在第一天就讲清楚。", "plainLanguage": "成立仪式不是走形式。一句誓词、每人一百元启动资金，把“我们是共同创业者”变成所有人都要兑现的承诺。", "keyPoints": [ "新一届团队成立时全体成员宣读誓词，明确目标与核心价值观", "每人缴纳 100 元存入团队账户，作为本届启动资金", "成员中途离开不带走任何创业资金，制度提前讲清楚", "仪式感把价值观、目标和归属感一次性传递给新成员" ], "useWhen": [ "筹办新一届成立仪式", "设计团队初始资金规则", "向新成员解释制度含义" ], "workflow": [ "确定成立仪式时间与流程", "全体起立宣读誓词", "新成员缴纳 100 元创业基金并存入团队独立账户", "登记资金归属与使用规则", "向成员讲清离开不带走资金的约定", "把仪式照片与名单沉淀为团队记忆" ], "evidence": [ "宝典附有完整宣誓誓词，以毕业前成立可持续经营的公司为目标", "书规定 100 元启动资金存入本届团队账户", "书明确成员中途离开不带走包括启动资金在内的任何创业资金" ], "limits": [ "金额是象征性的启动资金，不能替代正式财务管理", "誓词表述可在不改变核心目标的前提下按届微调", "仪式材料属于内部资料，公开展示前需去敏" ], "sourceBasis": [ "《穷学生宝典（第一版）》第一部分 · 关于成立仪式" ], "tags": [ "成立仪式", "宣誓", "创业基金", "团队账户" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "featuredRank": 5, "featuredReason": "一百块钱买不来项目，但能买来一个郑重的开始：宣誓和共同出资让新成员第一次把团队目标当成自己的承诺。", "publicVersion": "sha256:d8834b7f72d2445437be469bc91563e82ebda4cde713a70aee96c154a7ef5616", "readingPriority": "P0", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "新人", "terms": [ { "term": "成立仪式", "def": "新一届团队开始当天全体宣读誓词的正式活动" }, { "term": "创业基金", "def": "每人交 100 元存进团队账户的启动资金" }, { "term": "誓词", "def": "全体成员一起宣读的目标和价值观承诺" }, { "term": "团队独立账户", "def": "只放团队的钱、和私人账户严格分开的账户" } ], "scenario": "新一届成立当天，全员起立读完誓词，每人把 100 元交给当届出纳，当场登记进团队账户名册。有成员大二中途退出时按约定没有带走这笔钱——这笔钱的去向和规则，成了后来每次成立仪式上讲制度的第一课。" }, { "id": "aaaw-book-street-canvas", "title": "扫街获客：主动出击的笨办法", "domain": "骨干运营", "summary": "用客户聚集地、同行合作、人脉推荐和扫街陌拜组合获客，靠模拟训练和分片执行把最难的主动出击变成日常训练。", "plainLanguage": "没有客户就一间一间办公室去敲。扫街最难的不是被拒绝，而是出发前那一周的准备和坚持走完的执行力。", "keyPoints": [ "获客渠道包括客户聚集地、同行合作、人脉推荐与扫街陌拜", "扫街前先做一周一对一模拟训练，预演被拒绝的场景", "去敏案例：团队为客户扫描两麻袋产品册、上架 2000 多个 SKU", "台风天打湿鞋裤仍坚持完成任务，把吃苦当训练", "被拒绝和驱赶很常见，应视为心理素质训练的机会" ], "useWhen": [ "团队早期寻找第一批客户", "新人第一次陌拜前的训练", "复盘获客转化低的原因" ], "workflow": [ "梳理目标区域与潜在客户名单", "准备一分钟说清团队能做什么的开场", "用一周做一对一模拟演练与话术打磨", "两人一组分片扫街并记录每家反馈", "拿到意向后按需求登记、方案、报价推进", "复盘转化率与话术，把经验写回团队知识库" ], "evidence": [ "某届团队在正式扫街前用一周做一对一模拟训练", "首个扫街客户来自玻璃钢厂老板的网页需求，团队背回两麻袋产品册完成扫描上架", "宝典把扫街列为最常见也最能锻炼胆量的获客方式" ], "limits": [ "案例细节已去敏，不代表可复制的收入水平", "扫街需遵守楼宇与园区管理规定", "陌拜话术要真实，不得夸大团队能力" ], "sourceBasis": [ "《穷学生宝典（第一版）》第一部分 · 关于拓展业务" ], "tags": [ "扫街", "获客", "陌拜", "外包", "心理素质" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:25428778234a837a15b2e1491c8a4792770b0095444f422856052ffcdfb802cf", "readingPriority": "P1", "relatedProjects": [ { "projectId": "teach-street-canvas-glass", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "扫街", "def": "一间一间办公室上门拜访潜在客户的获客方式" }, { "term": "陌拜", "def": "和对方素不相识的第一次上门拜访" }, { "term": "话术", "def": "事先准备好的开场和应答说法" }, { "term": "SKU", "def": "商品目录里的一个单品编号" }, { "term": "分片", "def": "把目标区域切成几块，两人一组各包一块" } ], "scenario": "第一次扫街前，队长安排新人两人一组对练一周：一人扮冷脸客户连番拒绝，另一人练完开场白再练应答。正式上街那周分片扫完一栋写字楼，被保安请出去两次，也带回三张需求登记——两麻袋产品册扫描上架两千个 SKU 的那单，就是这么敲出来的。" }, { "id": "aaaw-book-meeting-sop", "title": "例会与例行工作 SOP", "domain": "骨干运营", "summary": "用日会、周会、月会分层掌握经营节奏，为每项例行工作建立含时间、流程、标准、执行人的 SOP，把靠自觉换成靠制度。", "plainLanguage": "会议频率决定团队反应速度，SOP 决定例行工作不会被人遗忘。两者都是把“靠自觉”换成“靠制度”。", "keyPoints": [ "日早会看数据、周例会定计划、月度会复盘经营", "开会频率决定调整战术的节奏，例会不能断", "例会包含汇报、研讨、经营播报与计划四类内容", "例行工作要建立 SOP：时间、流程、标准、执行人四要素", "SOP 需要持续砍掉冗余并迭代，不是定一次就完结" ], "useWhen": [ "搭建团队会议体系", "安排每周重复性任务", "复盘例行工作总被遗忘的问题" ], "workflow": [ "固定每日早会时间并在十五分钟内结束", "每周例会总结上周并定下周计划", "每月做一次经营数据复盘", "为每项例行工作写出时间、流程、标准与执行人", "指定检查人验收执行质量", "定期评审 SOP，砍掉无效步骤" ], "evidence": [ "宝典给出日例会、周管理研讨会、月度经营会议的完整时间表", "书用会议室清洁的例子说明 SOP 四要素", "书强调例行工作是公司正在创造价值的部分" ], "limits": [ "会议模板需按团队规模裁剪，避免形式主义", "SOP 文档属于内部资料，公开前需去敏", "例会数据涉及经营信息，不进入公开层" ], "sourceBasis": [ "《穷学生宝典（第一版）》第三部分 · 关于例会以及例行工作" ], "tags": [ "例会", "SOP", "例行工作", "复盘" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:0da3ac448c49d3aabad0e778174418b4e744658fa6651a3c8ad3abea4f5df0b5", "readingPriority": "P1", "relatedProjects": [ { "projectId": "aaaw-project-wteam-up", "basis": "项目讲解 lecture-wteamup-sop（V10，知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "日早会", "def": "每天早上十五分钟内开完的数据碰头会" }, { "term": "经营播报", "def": "例会上向全员通报经营数据的环节" }, { "term": "SOP", "def": "一项例行工作的时间、流程、标准和执行人的固定写法" }, { "term": "复盘", "def": "事情做完后回头看哪里好哪里坏并记下来" }, { "term": "检查人", "def": "负责验收例行工作做没做到位的指定成员" } ], "scenario": "团队把日早会压在十五分钟内：每人一句昨天数据、今天打算；周例会定下周计划，月底开经营复盘。每项例行工作的 SOP 写明时间、流程、标准和执行人，检查人逐项打钩——有一次例行更新漏了两天，就是靠检查人当天揪回来的。" }, { "id": "aaaw-book-tech-inheritance", "title": "技术沉淀与传承", "domain": "骨干运营", "summary": "把技术学习资料、踩坑记录和可复用模块文档化并逐届更新，让每一届都能在上一届的基础上起步。", "plainLanguage": "技术不能只存在老成员脑子里。学习文档逐届更新、模块封装复用，下一届才能站在上一届的肩膀上起步。", "keyPoints": [ "老成员的技术经验要整理成文档传承给新成员", "上一届负责更新技术学习资料，下一届快速上手", "平时开发注重模块封装与积累，缩短后续项目周期", "技术学习方向跟着市场需求逐届调整", "毕业师兄在同盟内继续提供技术经验分享" ], "useWhen": [ "交接技术资料给下一届", "组织内部技术学习与考核", "评估团队技术积累是否可复用" ], "workflow": [ "由技术负责人定期整理学习资料与路线", "按市场变化更新学习清单并标注优先级", "开发中沉淀可复用模块并写使用说明", "定期内部考核或比赛检验学习效果", "交接时新团队实际跑通一个最小案例", "把踩坑记录写回文档形成闭环" ], "evidence": [ "宝典要求每一届团队更新迭代技术学习资料", "书提倡成员注意技术积累与模块封装", "书鼓励向其他高校团队请教并共享优质学习资源" ], "limits": [ "资料链接可能随时间失效，交接时需逐项验证", "技术选型需按当年市场重新评估", "涉及合作项目的技术资料注意保密边界" ], "sourceBasis": [ "《穷学生宝典（第一版）》第三部分 · 关于学习技术" ], "tags": [ "技术沉淀", "传承", "模块封装", "学习资料" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:3abcc6d937fdee7610a02f332a1cdb2341db40e7e29f21963b878e416145d4dc", "readingPriority": "P1", "relatedProjects": [ { "projectId": "aaaw-project-smart-gym", "basis": "项目讲解 lecture-module-reuse（V10，知识层证据）", "evidenceLevel": "distilled" }, { "projectId": "aaaw-project-linen-iot", "basis": "项目讲解 lecture-module-reuse（V10，知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "模块封装", "def": "把能反复用的代码打包成拿来自动能用的零件" }, { "term": "踩坑记录", "def": "把犯过的错和解决办法写成文档" }, { "term": "交接", "def": "换届时把资料、账号和经验移交给下一届" }, { "term": "内部考核", "def": "用测验或比赛检查成员学习效果" } ], "scenario": "换届交接那天，老技术负责人把更新过的学习文档、封装好的录播模块和踩坑记录一起移交，新成员当场照文档跑通一个最小案例才算交接完成。后来智能球馆项目复用这套模块，开发周期比上一届短了一截。" }, { "id": "aaaw-book-wteam-overview", "title": "网维体系：梦想、坚韧、传承", "domain": "新生必修", "summary": "一分钟理解网维（WTEAM）是什么：以毕业前成立公司为目标的学生技术创业体系，靠上一届带下一届把经验变成制度。", "plainLanguage": "网维不是社团也不是实验室：它是一群用大学四年真实创业的人，梦想、坚韧、传承三个词就是这套体系的骨架。", "keyPoints": [ "目标：毕业前成立一家可持续经营的公司，并逐步发展壮大", "核心价值观：梦想、坚韧、传承", "不是社团（不盈利导向）、不是科研团队（不以创业为目的）、不是临时项目组", "上一届帮下一届是回馈机制，经验通过文字与制度沉淀", "网维同盟连接全国高校团队，提供年度研讨与孵化资源" ], "useWhen": [ "新成员第一次了解团队定位", "向老师、嘉宾或合作方介绍网维", "区分网维与校内其他组织的差异" ], "workflow": [ "读导言理解为什么大学是创业黄金期", "记住目标与三个核心价值观", "分清网维与社团、科研团队、项目制团队的区别", "了解同盟的研讨会与孵化支持", "进入「最有价值」模块从 P0 卡开始阅读" ], "evidence": [ "宝典导言与「网维团队的故事」章节", "2018 年 11 位负责人用两天两夜讨论 103 个话题形成本书", "同盟自 2019 年起在全国 60 多所高校帮助建立首届团队" ], "limits": [ "各校团队具体制度以本校文本为准", "书中数据为写作时点口径，引用需注明", "涉及具体人物的段落已去敏为角色表述" ], "sourceBasis": [ "《穷学生宝典（第一版）》导言 · 网维团队的故事" ], "tags": [ "网维体系", "核心价值观", "传承", "新生必读" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-31", "readingPriority": "P0", "publicVersion": "sha256:71d48156c1a8461479498be8b533e7aebc720d9b2c48b8e1886905f74b74e9d2", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "新人", "terms": [ { "term": "网维", "def": "以毕业前成立公司为目标的学生技术创业体系" }, { "term": "价值观", "def": "团队判断事情对错的标准，这里是梦想、坚韧、传承" }, { "term": "回馈机制", "def": "上一届帮下一届、下一届再往下传的循环" }, { "term": "网维同盟", "def": "连接全国高校同类团队的互助组织" }, { "term": "孵化资源", "def": "同盟提供的场地、指导等创业支持" } ], "scenario": "第一次组会上，大一新生被要求用一分钟讲清「网维不是什么」：不是社团、不是实验室、不是临时项目组。讲完再听老成员解释毕业前成立公司的目标和梦想、坚韧、传承三个词——这成了每届新人的第一道小考。" }, { "id": "aaaw-domain-project-delivery", "title": "软件项目交付六层模型", "domain": "项目研发与交付", "summary": "用需求、协议、源码、构建物、部署配置和验收证据六层结构管理项目，避免把一个压缩包误当成完整交付。", "plainLanguage": "能运行的成品、能继续开发的源码、能复现上线的配置和能证明交付的验收记录，是四件不同的事。", "keyPoints": [ "需求和变更先于实现", "源码与构建物保持版本对应", "部署配置和凭据必须独立受控", "验收要验证真实页面与关键流程" ], "useWhen": [ "接手历史项目", "准备客户交付", "判断旧项目是否还能维护", "整理项目归档" ], "workflow": [ "确认需求范围和验收标准", "登记源码仓库与版本", "生成可复现的构建产物", "分离环境配置和秘密信息", "记录部署步骤与回滚点", "用真实入口完成验收并归档证据" ], "evidence": [ "项目区同时出现需求文档、源码压缩包、构建目录和后端制品", "部分项目只有构建物，不能证明源码可维护", "部分归档混入数据库与运维凭据，需要隔离" ], "limits": [ "存在源码不代表依赖完整或可构建", "存在部署包不代表当前服务器仍可用", "未经许可证和隐私复核不得对外共享源码" ], "sourceBasis": [ "项目研发与交付目录清单", "码流收录系统需求说明", "多个软件项目构建与部署归档" ], "tags": [ "需求", "源码", "构建", "部署", "验收" ], "evidenceLevel": "catalog", "sourceYear": 2024, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:6692d4488312fab107196d8428c180372fedea56c822c02c023de4c3b5e81665", "lastReviewedAt": "2026-10-28", "relatedProjects": [ { "projectId": "teach-cal-booking", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" }, { "projectId": "teach-juice-shop-security", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" }, { "projectId": "teach-campus-ride-execution", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "需求", "def": "客户要系统做到什么的明确描述" }, { "term": "构建物", "def": "从源码构建出来的可运行产物" }, { "term": "部署配置", "def": "让系统在服务器上跑起来的环境参数" }, { "term": "验收证据", "def": "证明交付达标的记录与截图" }, { "term": "回滚点", "def": "出问题时能退回的上一个可用版本" } ], "scenario": "接手一个历史小程序时，团队按六层清点：需求协议找到、源码仓库在、但构建物和源码版本对不上，部署配置里还留着数据库密码。先分离凭据、补一次构建对齐版本，再照部署步骤在测试机复现，最后才谈维护。" }, { "id": "aaaw-domain-learning", "title": "竞赛与大创材料学习法", "domain": "竞赛与学习", "summary": "把规则、模板、往届案例、自己的初稿和复盘证据按顺序使用，避免照抄旧材料。", "plainLanguage": "旧案例用来理解结构和评分逻辑，不是拿来替代当年规则，更不能把别人的项目内容换个名字直接提交。", "keyPoints": [ "先读当年通知和评分要求", "模板用于检查结构完整性", "案例用于比较论证方法", "最终材料必须回到自己的问题与证据" ], "useWhen": [ "准备竞赛计划书", "申报大学生创新训练项目", "训练答辩和复盘能力" ], "workflow": [ "锁定当年官方规则", "拆解模板字段和评分点", "选取一份同类案例做结构标注", "建立自己的问题证据表", "完成初稿并逐项反证", "保留修改记录和最终验收结果" ], "evidence": [ "资料同时包含参考模板、申报流程和多个往届案例", "蓝桥杯题库与课程设计材料可支持专项练习", "部分财务指南属于历史流程，需单独复核" ], "limits": [ "历史案例不代表当年政策", "案例质量未经统一评价", "公开知识卡不提供原始参赛材料下载" ], "sourceBasis": [ "大创申报指南", "互联网加项目计划书参考模板", "蓝桥杯与课程设计资料目录" ], "tags": [ "竞赛", "大创", "案例分析", "复盘" ], "evidenceLevel": "document", "sourceYear": 2025, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:631545fe9bcdd508791e3d80b64265391b3e23a3d48d24c801b79813374b45a0", "lastReviewedAt": "2026-10-28", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "新人", "terms": [ { "term": "评分要求", "def": "官方评审打分时看哪些点" }, { "term": "模板字段", "def": "申报模板里每一栏要填什么" }, { "term": "结构标注", "def": "在案例上标出每部分对应的论证作用" }, { "term": "证据表", "def": "自己的问题与支撑材料逐条对应的清单" }, { "term": "反证", "def": "逐条检查自己的说法有没有相反证据" } ], "scenario": "准备大创申报时，先读当年通知圈出评分点，再拿一份往届同类计划书做结构标注：每部分对应哪条论证。自己的初稿逐条建证据表，最后用反证把三处夸大表述改掉——那份材料过了校审，修改记录也留了档。" }, { "id": "aaaw-project-smart-gym", "title": "高校体育馆预约系统业务模型", "domain": "项目研发与交付", "summary": "围绕微信登录、场地与时段、订单支付、入场码、退款和后台配置形成的预约系统业务闭环。", "plainLanguage": "用户看到的是选场地和付款，系统真正难点是保证同一时段不重复售卖、订单状态一致，并让后台配置准确影响前台。", "keyPoints": [ "微信身份与用户账户绑定", "场地日期时段和收费规则", "订单支付入场码与退款状态", "门店场地储值卡和管理员配置" ], "useWhen": [ "设计场馆或会议室预约产品", "梳理订单状态机", "评审小程序与后台边界" ], "workflow": [ "后台配置门店、场地和开放时段", "用户登录并选择日期与场次", "系统校验库存并生成待支付订单", "支付成功后生成可核验入场凭证", "用户查看订单或申请退款", "后台处理订单并复核场地利用率" ], "evidence": [ "软件说明书记载微信登录与订场流程", "说明书记载按日期时段收费和免费场设置", "说明书记载支付、入场码、订单查询、退款与后台场地管理" ], "limits": [ "说明书描述功能，不等于当前线上系统仍可用", "支付、退款和并发占位未做代码级验证", "人员信息和申请材料保留在受限区" ], "sourceBasis": [ "高校体育馆预约管理系统软件说明书", "高校体育馆预约管理系统归档目录" ], "tags": [ "预约系统", "订单状态", "微信小程序", "运营后台" ], "evidenceLevel": "document", "sourceYear": 2024, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:b118590ea697b2f4ec897f645fdab48c12e662a6e10ed1fc9881bc20828d9833", "lastReviewedAt": "2026-10-28", "relatedProjects": [ { "projectId": "teach-cal-booking", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" }, { "projectId": "prof-smart-gym", "basis": "V13 项目档案建立（知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "reference", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "场次", "def": "可预约的一个日期加时段单元" }, { "term": "状态机", "def": "订单从待支付到完成或退款的状态流转规则" }, { "term": "入场码", "def": "凭以核验入场的二维码凭证" }, { "term": "储值卡", "def": "先充值后消费的会员卡" }, { "term": "校验库存", "def": "下单时检查该时段是否还能卖的检查" } ], "scenario": "场馆管理员在后台把羽毛球场地按小时定价、周末另设费率；用户在小程序选好周六上午的场次，下单后库存校验拦下另一笔同场重复预订，支付完成生成入场码。月底后台拉场地利用率，把冷门时段调成储值卡专属折扣。" }, { "id": "aaaw-project-linen-iot", "title": "多端物联系统接管清单", "domain": "项目研发与交付", "summary": "设备端、用户端、管理端和后台服务分包归档时，应先建立系统边界与接口地图，再判断是否可维护。", "plainLanguage": "四个代码包不等于四套独立系统；它们通常共享账户、订单和设备状态，接手前必须先弄清谁调用谁。", "keyPoints": [ "识别设备端用户端管理端和服务端", "建立接口与数据所有权地图", "核对版本和环境依赖", "先做最小链路验证再改业务" ], "useWhen": [ "接手多端物联网项目", "整理多个历史代码包", "评估系统能否继续迭代" ], "workflow": [ "为每个包确认角色和启动入口", "登记语言框架和依赖版本", "梳理账户订单设备三类核心实体", "定位接口地址与鉴权方式", "在隔离环境跑通一条最小业务链", "形成缺失项和风险清单" ], "evidence": [ "归档中存在设备端、用户端、管理端和后台四类独立代码包", "文件名可以支持多端边界判断", "当前尚无经复核的业务需求文档" ], "limits": [ "目录证据不足以确认具体业务功能", "数据库与接口配置不得直接上线复用", "未完成构建和运行验证前保持目录核对等级" ], "sourceBasis": [ "恒峰布草物联管理系统四端归档目录" ], "tags": [ "物联网", "多端", "接口地图", "接管" ], "evidenceLevel": "catalog", "sourceYear": 2024, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:55a743e0ea1bd98985e604578a9608b09ba6a048445d6fc15fffd9206666de46", "lastReviewedAt": "2026-10-28", "relatedProjects": [ { "projectId": "teach-thingsboard-iot", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" }, { "projectId": "prof-linen-iot", "basis": "V13 项目档案建立（知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "reference", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "设备端", "def": "跑在硬件设备上的程序" }, { "term": "接口地图", "def": "谁调用谁的接口与数据归属清单" }, { "term": "鉴权", "def": "验证请求者身份与权限的机制" }, { "term": "最小链路", "def": "能跑通一条核心业务的最短路径" }, { "term": "环境依赖", "def": "程序运行所需的版本与配置条件" } ], "scenario": "布草物联项目的四个代码包接手时，先给每个包确认角色和启动入口：设备端上报、用户端下单、管理端看板、服务端汇总。接口地图画完才发现用户端直接读了设备端的库——先在隔离环境跑通一条最小上报链，再谈改代码。" }, { "id": "aaaw-project-stream-recorder", "title": "码流故障触发录制架构", "domain": "项目研发与交付", "summary": "以多路 TS over IP 持续录制为基础，通过分析仪错误计数触发带前置缓存的故障片段留存。", "plainLanguage": "系统平时持续接收电视传输流；分析仪发现错误后，录制系统不仅保存故障之后的数据，还要把故障前十到三十秒一起保留下来。", "keyPoints": [ "支持 UDP 或 RTP 的单播和组播", "分析仪提供错误类型和累计数量", "触发条件需要计算单位时间内的增量", "存储容量必须按码率保留天数和阵列利用率估算" ], "useWhen": [ "设计广播电视码流留证系统", "评审事件触发录制", "估算高码率长期存储" ], "workflow": [ "登记分析仪设备和接收端口", "持续采集码流并维护环形缓存", "周期查询错误计数并计算增量", "达到门限时固化前后故障片段", "记录任务日志报警和文件元数据", "按保留策略清理或迁移文件" ], "evidence": [ "需求明确单机一百路以上并行录制目标", "需求明确错误触发和十至三十秒缓存", "需求给出原始录制与转码录制的容量估算示例", "接口采用 HTTP 请求与结构化数据返回" ], "limits": [ "这里记录的是需求指标，不代表已经实现", "容量公式需按阵列可用容量和真实码率重新计算", "接口地址和设备网络信息不进入公开层" ], "sourceBasis": [ "码流收录系统功能需求说明 v1.2" ], "tags": [ "TS over IP", "故障触发", "环形缓存", "容量规划" ], "evidenceLevel": "document", "sourceYear": 2023, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:d8b9dbdbe3bdc2eb06c339958cb1ea88d9d73fba557cf9e3066e1ed3e98fbb3e", "lastReviewedAt": "2026-10-28", "relatedProjects": [ { "projectId": "teach-ffmpeg-event-recording", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" }, { "projectId": "prof-stream-recorder", "basis": "V13 项目档案建立（知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "reference", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "码流", "def": "电视信号传输的数字数据流" }, { "term": "组播", "def": "一对多分发的传输方式，与单播相对" }, { "term": "环形缓存", "def": "写满后覆盖最旧数据的固定大小缓存" }, { "term": "错误计数", "def": "分析仪统计的传输错误数量" }, { "term": "增量", "def": "单位时间内新增的错误数" } ], "scenario": "码流录制系统上线前，先用分析仪对着测试流注入错误：环形缓存按码率留足前置三十秒，触发条件按每秒错误增量算，而不是累计数。试运行一周，故障片段文件、任务日志和报警记录都能对上，存储估算也通过了复核。" }, { "id": "aaaw-project-wteam-up", "title": "历史部署包审计方法", "domain": "项目研发与交付", "summary": "面对只有大型压缩包或构建目录的旧项目，先做无执行审计，再决定是否解压、构建或恢复服务。", "plainLanguage": "旧部署包最危险的做法是直接运行。正确顺序是先看目录、哈希、配置痕迹和依赖，再放进隔离环境验证。", "keyPoints": [ "原件只读并计算哈希", "先列清单不执行文件", "识别构建物配置和秘密信息", "恢复前建立隔离环境和回滚点" ], "useWhen": [ "接手历史压缩包", "恢复没有文档的旧站点", "判断归档是否值得继续保留" ], "workflow": [ "复制工作副本并保留原件", "生成文件清单与类型统计", "扫描凭据数据库和可执行文件", "判断源码与构建物是否齐全", "在隔离环境做最小启动验证", "形成可恢复不可恢复与待确认结论" ], "evidence": [ "WTEAM-UP 当前主要以归档压缩包形式存在", "同类项目区可见构建物与部署配置混放现象", "现有目录不足以证明可复现部署" ], "limits": [ "未解包验证前不声明技术栈和功能", "不直接执行未知脚本或程序", "发现凭据后先轮换再继续恢复" ], "sourceBasis": [ "WTEAM-UP 历史归档目录", "软件项目归档目录清单" ], "tags": [ "部署", "归档审计", "隔离验证", "回滚" ], "evidenceLevel": "catalog", "sourceYear": 2023, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:1d0b794255ed274d639b5fbaa490e68e2564e34bbaa720b3703e7921ac56042d", "lastReviewedAt": "2026-10-28", "relatedProjects": [ { "projectId": "prof-wteam-up", "basis": "V13 项目档案建立（知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "reference", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "无执行审计", "def": "只看文件清单和内容、不运行任何文件的检查方式" }, { "term": "哈希", "def": "给文件算出的唯一指纹，用来确认文件没被改动" }, { "term": "构建物", "def": "从源码构建出来的可运行产物" }, { "term": "隔离环境", "def": "和真实网络隔开、只用来试跑的测试环境" }, { "term": "回滚点", "def": "出问题时能退回的上一个可用状态" } ], "scenario": "收到上一届留下的 WTEAM-UP 部署压缩包，第一件事不是双击运行：先算哈希锁定原件，再列目录清单，扫描出数据库账号和一个 .env 秘钥文件。隔离虚拟机里最小启动成功后才判定「可恢复」，并顺手写下了缺配置清单。" }, { "id": "aaaw-practice-archive-security", "title": "项目归档敏感信息处置", "domain": "项目研发与交付", "summary": "工程记录正文已迁至教学项目档案 teach-juice-shop-security 的 engineeringRecords（含执行步骤、要点与证据），本卡保留索引、指向与执行入口。", "plainLanguage": "先把文档当作可能泄密的运维记录检查，再把可以公开的业务知识单独重写；绝不能原样上传。完整执行记录在 teach-juice-shop-security 的项目档案里，本卡只负责指路。", "keyPoints": [ "完整执行步骤、要点与证据在 teach-juice-shop-security 的 engineeringRecords（迁自本卡）", "本卡保留适用场景与执行入口，不再是完整执行依据" ], "useWhen": [ "发布历史项目资料", "整理交接文档", "扫描网盘或代码仓库" ], "workflow": [ "打开教学项目档案 teach-juice-shop-security，查看对应 engineeringRecords 的执行步骤", "按记录步骤操作，并按其中要求留痕（清单、日志、验证输出）", "完成后回到本卡所属学习路线，用路线验收项核对" ], "evidence": [ "工程记录原件（含 6 步执行流程与证据清单）存于 teach-juice-shop-security engineeringRecords，迁移时间 2026-11-07" ], "limits": [ "本卡为索引卡：执行细节以 teach-juice-shop-security 项目档案为准，本卡不承载完整记录" ], "sourceBasis": [ "软件项目归档安全复核记录", "公开内容敏感模式校验规则" ], "tags": [ "敏感信息", "凭据轮换", "发布审查", "去敏" ], "evidenceLevel": "verified", "sourceYear": 2026, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:7ff7639e2b93dc9fb57bc5b6f61a89c91811c95b587ad1188ac699ea81b5c1e7", "lastReviewedAt": "2026-10-28", "relatedProjects": [ { "projectId": "teach-juice-shop-security", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "task", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "凭据", "def": "账号、密码、令牌这类能登录的身份信息" }, { "term": "令牌", "def": "代替账号密码使用的程序访问凭证字符串" }, { "term": "私钥", "def": "解密和签名用的保密密钥文件" }, { "term": "轮换", "def": "发现泄露后把旧凭据换成新凭据" }, { "term": "敏感模式检查", "def": "用固定模式扫描文件里可疑信息的步骤" } ], "scenario": "整理历史项目资料准备公开时，一个写着「业务方案」的文档里翻出了真实服务器地址和数据库口令——立即隔离原件、登记风险、通知轮换密码；真正公开的知识是从安全副本重新改写过的，发布前又跑了一遍敏感模式扫描。" }, { "id": "aaaw-practice-newcomer-start", "title": "新生九十天上手路线", "domain": "团队治理与申报", "featuredRank": 2, "featuredReason": "把入队后的观察、训练、真实任务和独立交付排成九十天路线，避免新人只开会、只打杂或长期依赖学长代做。", "summary": "工程记录正文已迁至教学项目档案 teach-gitlab-onboarding 的 engineeringRecords（含执行步骤、要点与证据），本卡保留索引、指向与执行入口。", "plainLanguage": "新人不需要一开始就接大项目，但必须尽快完成一个能被检查的小任务，并在九十天内证明自己能独立交付和复盘。完整执行记录在 teach-gitlab-onboarding 的项目档案里，本卡只负责指路。", "keyPoints": [ "完整执行步骤、要点与证据在 teach-gitlab-onboarding 的 engineeringRecords（迁自本卡）", "本卡保留适用场景与执行入口，不再是完整执行依据" ], "useWhen": [ "新成员入队与试用期安排", "设计一轮考核和导师带教", "解决新人只打杂或无法独立的问题" ], "workflow": [ "打开教学项目档案 teach-gitlab-onboarding，查看对应 engineeringRecords 的执行步骤", "按记录步骤操作，并按其中要求留痕（清单、日志、验证输出）", "完成后回到本卡所属学习路线，用路线验收项核对" ], "evidence": [ "工程记录原件（含 6 步执行流程与证据清单）存于 teach-gitlab-onboarding engineeringRecords，迁移时间 2026-11-07" ], "limits": [ "本卡为索引卡：执行细节以 teach-gitlab-onboarding 项目档案为准，本卡不承载完整记录" ], "sourceBasis": [ "网维创业团队实验室规章制度", "广东海洋大学学生创新团队管理办法 2023", "团队考核与验收资料目录" ], "tags": [ "新人培养", "九十天", "导师带教", "独立交付" ], "evidenceLevel": "document", "sourceYear": 2023, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:6a193e557dadf0e91ba74d9e3cf15d7136262f9e15884e47538eb825169d6f29", "lastReviewedAt": "2026-10-28", "relatedProjects": [ { "projectId": "teach-gitlab-onboarding", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "task", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "新人", "terms": [ { "term": "最小训练", "def": "一周内能验收出产物的小任务" }, { "term": "试用期", "def": "新成员入队后考核去留的阶段" }, { "term": "导师带教", "def": "学长一对一指导新人的方式" }, { "term": "边界清楚的模块", "def": "交付范围明确、不会无限扩大的任务块" }, { "term": "能力证据", "def": "证明你会做什么的产物和记录" } ], "scenario": "一名新生入队第一个月没排进任何项目：先读制度和资料地图，领了一个一周验收的小任务——给团队工具站补一篇使用说明；第二个月进真实项目认领一个页面模块，第三个月独立处理一次线上小故障并向全员复盘。" }, { "id": "aaaw-practice-student-outsourcing", "title": "学生软件外包决策框架", "domain": "团队治理与申报", "summary": "工程记录正文已迁至教学项目档案 teach-street-canvas-glass 的 engineeringRecords（含执行步骤、要点与证据），本卡保留索引、指向与执行入口。", "plainLanguage": "能接不等于该接。先确认不会伤害学业和健康，再确认需求、价格、修改次数和付款方式都讲得清楚。完整执行记录在 teach-street-canvas-glass 的项目档案里，本卡只负责指路。", "keyPoints": [ "完整执行步骤、要点与证据在 teach-street-canvas-glass 的 engineeringRecords（迁自本卡）", "本卡保留适用场景与执行入口，不再是完整执行依据" ], "useWhen": [ "团队评估新外包", "新人第一次接真实项目", "复盘延期低价或反复改需求的问题" ], "workflow": [ "打开教学项目档案 teach-street-canvas-glass，查看对应 engineeringRecords 的执行步骤", "按记录步骤操作，并按其中要求留痕（清单、日志、验证输出）", "完成后回到本卡所属学习路线，用路线验收项核对" ], "evidence": [ "工程记录原件（含 6 步执行流程与证据清单）存于 teach-street-canvas-glass engineeringRecords，迁移时间 2026-11-07" ], "limits": [ "本卡为索引卡：执行细节以 teach-street-canvas-glass 项目档案为准，本卡不承载完整记录" ], "sourceBasis": [ "团队主营业务软件外包说明" ], "tags": [ "外包决策", "范围管理", "报价", "验收" ], "evidenceLevel": "document", "sourceYear": 2023, "visibility": "public", "contentStatus": "published", "publicVersion": "sha256:ca88a2c43754f1d45db25e0a2ee641aeeaa6ff1c43af7abc45ab653395cb1568", "lastReviewedAt": "2026-10-28", "featuredRank": 6, "featuredReason": "让第一次接真实项目的新人先算学业、健康、范围、返工和付款风险，再判断项目值不值得做。", "relatedProjects": [ { "projectId": "teach-street-canvas-glass", "basis": "教学映射 mapsTo（V5-V6 建立的知识层证据）", "evidenceLevel": "distilled" } ], "projectLinkStatus": "linked", "contentType": "task", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "机会成本", "def": "接这单而放弃做别的事损失的收益" }, { "term": "返工", "def": "交付后按客户要求重做的部分" }, { "term": "里程碑", "def": "按阶段切分的交付与付款节点" }, { "term": "冻结范围", "def": "用协议把需求范围固定下来不再扩大" }, { "term": "验收口径", "def": "双方都认可的「做到什么程度算完成」" } ], "scenario": "有人找团队做一个预约小程序，报价 3000 元。按决策框架先算账：本周两次考试在前，需求只给了三句话——于是先补需求文档，约定两次修改上限和三段付款再签协议。对方不肯冻结范围，这单最终被拒了。" }, { "id": "aaaw-book-speech-training", "title": "演讲内训：每周一次的公开表达", "domain": "骨干运营", "summary": "以每周一次、每人 15-20 分钟的固定演讲内训，把表达练成团队的基本功，并用提问评分让认知持续迭代。", "plainLanguage": "演讲是统一思想、打动客户和招新的基本功。它不靠天赋，靠每周一次的刻意练习和一场接一场的点评打磨。", "keyPoints": [ "每周固定用一个上午或下午，每人演讲 15-20 分钟，全员参加", "主题围绕创业、擅长领域或个人深度思考", "脱稿为主，PPT 只做提纲，眼神要像摇头风扇一样照顾全场", "听众从主题内容与演讲技巧两方面提问、点评并按 10 分制打分", "出现疲倦感时引入外部嘉宾、奖惩或暂停重启等新元素" ], "useWhen": [ "搭建团队内训体系", "准备招新演讲或客户提案前练兵", "复盘成员表达能力短板" ], "workflow": [ "演讲前三天确定主题并发放 A4 纸列提纲", "按固定频次轮流登台，未讲满时长也要站满", "听众按座位顺序提问与点评并打分", "负责人带头争取每次前三名", "A4 提纲回收归档，供重复使用", "定期更换形式防止倦怠" ], "evidence": [ "宝典把演讲列为四大内训最核心的制度", "书用一个煮黄豆也能讲得有人信的故事演示演讲的说服力", "书要求演讲后回收提纲由专人整理收纳" ], "limits": [ "评分是训练手段，不用于公开排名", "演讲内容涉及业务数据时注意去敏", "频率需与学业节奏平衡，避免形式化" ], "sourceBasis": [ "《穷学生宝典（第一版）》第三部分 · 关于演讲" ], "tags": [ "演讲", "内训", "表达", "点评评分" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:a48c8ed580345661829c117367ba16839faceb92f4be1286a63bcc65843feab6", "readingPriority": "P1", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "脱稿", "def": "不念稿子、凭提纲讲完的方式" }, { "term": "10 分制", "def": "听众按满分 10 分给演讲打分的规则" }, { "term": "点评", "def": "听众从内容和技巧两方面给反馈" }, { "term": "A4 提纲", "def": "演讲前用一张 A4 纸列出的讲话提纲" }, { "term": "倦怠", "def": "连续训练后兴趣下降的状态" } ], "scenario": "周六下午的内训是本周第三场：一名骨干讲「校园打印站的需求观察」，没念稿，PPT 只有三页提纲。台下按座位顺序提问，从内容问到眼神有没有照顾全场，10 分制打出 8.4 分——他的 A4 提纲和评分表一起归了档。" }, { "id": "aaaw-book-friend-visits", "title": "会友内训：把办公室变成人脉入口", "domain": "骨干运营", "summary": "每周轮流邀请老师、社团、客户和校友到办公室交流，锻炼对外表达的同时带来市场信息与合作机会。", "plainLanguage": "闭门写代码等不来机会。每周请一位客人来办公室喝茶聊天，既是待客训练，也是市场信息的入口。", "keyPoints": [ "每周一次，成员轮流负责邀约，可选一个下午", "对象包括老师、社团负责人、其他团队、客户与校友", "既介绍团队理念与业务，也认真听对方的故事与行业判断", "对方来一两个人时，团队两三人陪同即可，避免围堵感", "积累的校内人脉要在换届交接时传给下一届" ], "useWhen": [ "扩大校内影响力与人脉", "获取行业信息与潜在合作", "训练成员待客与表达能力" ], "workflow": [ "排出每周轮值邀约表", "确定对象并提前发出邀请", "准备团队介绍与当期话题", "接待交流并记录对方背景与要点", "会后整理有价值的线索并跟进", "换届前把人脉清单与关系交接给下一届" ], "evidence": [ "宝典将会友列为四大内训之一，明确频率与对象范围", "书指出会友让老师放心、让客户信任并带来转介绍", "书要求把人脉资源以会友方式介绍给下一届团队" ], "limits": [ "不强制全员出席，避免给客人压力", "涉及客户信息时注意保密", "频率按校历与考试周弹性调整" ], "sourceBasis": [ "《穷学生宝典（第一版）》第三部分 · 关于会友" ], "tags": [ "会友", "人脉", "内训", "校内影响力" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:3710a099b357bc4756f4278733cf4a7f278d0b1a870b545ad8331d4e6f5c3e54", "readingPriority": "P1", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "轮值邀约", "def": "成员按周轮流负责邀请客人的安排" }, { "term": "待客训练", "def": "接待来访客人练出的表达与礼仪" }, { "term": "人脉清单", "def": "联系人背景与交往记录的清单" }, { "term": "围堵感", "def": "多人围着一位客人让对方不自在" }, { "term": "跟进", "def": "会后对有价值的线索继续联系" } ], "scenario": "这周轮到一名大二成员邀约，他请来了辅导员和一位做打印生意的校友。两三人陪同接待，先介绍团队在做什么，再听校友讲设备采购的坑；会后把「打印站可能外包小程序」这条线索记进人脉清单，并约好下次拜访。" }, { "id": "aaaw-book-self-criticism", "title": "自我批评会：对事不对人的复盘", "domain": "骨干运营", "summary": "每两月至半年一次的批评与自我批评会，负责人带头剖析自身问题，让团队把暴露缺点当成进步的正常路径。", "plainLanguage": "人容易看见别人的问题，看不见自己的。定期的自我批评会就是把这条人性缺口变成团队进步的通道。", "keyPoints": [ "每两月至半年一次，定在一个下午或晚上", "负责人先带头自我批评，再由成员补充，最后给出承诺与改进方案", "全员轮流做自我批评并接受他人批评", "氛围要严肃认真、语气诚恳，控制好度", "防止开成批斗会，不伤人、不翻旧账、不影响团结" ], "useWhen": [ "阶段性复盘团队协作问题", "处理反复出现的低效与摩擦", "训练成员接受反馈的心态" ], "workflow": [ "确定时间地点并提前说明规则", "负责人第一个做自我批评并示范分寸", "成员轮流发言，他人补充意见", "每人给出可检查的改进承诺", "记录问题与承诺并在下次会前回顾", "会后一对一安抚情绪较重的成员" ], "evidence": [ "宝典把自我批评列为四大内训之一，引用华为的自我批判文化", "书明确负责人带头、随后他人补充、最后自作承诺的流程", "书提醒避免过于严厉导致批斗化" ], "limits": [ "频次不宜过高，避免变成压力仪式", "涉及个人隐私的问题不强制公开", "批评意见应对事并留有记录" ], "sourceBasis": [ "《穷学生宝典（第一版）》第三部分 · 关于自我批评" ], "tags": [ "自我批评", "复盘", "内训", "反馈" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:843741e9733e404e8789fa9e45c3a40a2b5e9e2de118a6e804d54c8a65cde2df", "readingPriority": "P1", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "自我批评", "def": "当众剖析自己问题的发言方式" }, { "term": "批斗会", "def": "只指责他人、伤害团结的坏变体" }, { "term": "改进承诺", "def": "会上给出的、可检查的改正事项" }, { "term": "安抚", "def": "会后对情绪较重成员的一对一疏导" }, { "term": "分寸", "def": "批评时对事不对人的程度把握" } ], "scenario": "季度自我批评会上，负责人第一个发言：承认上月外包延期是自己排期失误，给出下周起的补救清单。成员轮流发言，有人被指出「回复消息慢」当场认领改进承诺；会议记录里的问题清单，下次会前会逐条回顾。" }, { "id": "aaaw-book-work-time", "title": "工作时间与请假制度", "domain": "骨干运营", "summary": "固定上下班时间、打卡考勤、严格请假的非上课就上班制度，用统一节奏换来凝聚力与执行力。", "plainLanguage": "松散的出勤养不出能打仗的团队。把上班时间定死、考勤上打卡机，请假才会变成一件需要认真对待的事。", "keyPoints": [ "开学收齐课表，选课尽量集中在周一到周五", "周六日全天上班，每周放假半天到一天", "建议每天至少 9 小时分三个时段，树立非上课就上班观念", "引进打卡机记录考勤，周例会通报", "迟到一次罚款 100 元缴入创业基金", "寒暑假是集中开发与增收的关键期，建议暑假 5 天、寒假 7 天" ], "useWhen": [ "制定或整顿团队考勤制度", "安排学期与假期工作计划", "复盘出勤与执行力问题" ], "workflow": [ "学期初收集课表并排班", "全员讨论确定上下班时段", "引入打卡并公布考勤规则", "周例会通报考勤与迟到处理", "考前统一放假备考并设累计上限", "寒暑假前制定详细工作计划" ], "evidence": [ "宝典给出三段式作息与考勤、罚款入基金的具体规定", "书建议暑假放 5 天、寒假放 7 天（年前 2 天年后 5 天）", "书收录了固定上下班时间后团队战斗力明显改善的案例" ], "limits": [ "罚款规则需事先经全员同意并明确去向", "作息强度要保障健康与学业底线", "制度需随校历与考试周期弹性执行" ], "sourceBasis": [ "《穷学生宝典（第一版）》第三部分 · 关于请假 / 关于寒暑假" ], "tags": [ "考勤", "请假", "工作时间", "寒暑假" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:c8a7d355e99ff24e17a6cb624b42a36a81dcb9a93f670233f25c22db5ac73cfd", "readingPriority": "P1", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "考勤", "def": "记录出勤情况的制度" }, { "term": "打卡机", "def": "记录上下班时间的设备" }, { "term": "排班", "def": "按课表安排每个人的上班时段" }, { "term": "罚款", "def": "违规时缴入创业基金的款项" }, { "term": "放假备考", "def": "考试前统一放假复习的安排" } ], "scenario": "开学第一周负责人收齐全员课表排班：没课的时段上班，周六日全天，每周放假半天。打卡机装在办公室门口，周例会通报考勤；一名成员连续迟到两次，第二次的 100 元罚金缴进了创业基金，之后再没迟到过。" }, { "id": "aaaw-book-junior-year", "title": "大三迷茫期：负责人的定海神针", "domain": "骨干运营", "summary": "约三分之一成员会被大三迷茫期击退。提前规划路径、持续积累资金、多带团队见师兄，是穿越动荡的三个抓手。", "plainLanguage": "大三那年，身边人都在拿 offer、考研、出国，动摇是必然的。CEO 唯一要做的是提前把路铺好，让大家忙得没空迷茫。", "keyPoints": [ "迷茫期是大三人生抉择的必然产物，约 1/3 成员在此离开", "CEO 没有规划未来，成员就会自己规划", "提前想清商业模式、资金缺口与阶段方案", "大一大二就要积累资金，避免大三被动", "多带团队走出学校，见师兄看成功案例", "用足够多的项目与稳定收入让大家忙碌且坚定" ], "useWhen": [ "大三学年的团队预案", "成员出现动摇迹象时", "资金储备与业务节奏规划" ], "workflow": [ "开学即公布学年目标与离校路线图", "为每人安排清晰的任务与成长承诺", "保证每月稳定的项目收入进账", "组织 1-2 次拜访毕业师兄团队", "对动摇成员提前一对一沟通", "期末复盘留任情况并调整计划" ], "evidence": [ "宝典给出约三分之一成员被大三迷茫期击退的数据", "书要求 CEO 提前规划并承担方向责任", "书建议多和师兄师姐接触用成功案例稳军心" ], "limits": [ "迷茫是个体选择的一部分，尊重不同道路", "收入承诺不夸大，按真实业务预测", "规划不能替代成员自己的决定" ], "sourceBasis": [ "《穷学生宝典（第一版）》第四部分 · 关于迷茫期" ], "tags": [ "迷茫期", "大三", "留任", "规划" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:9188b811af9f406617ba242769c7186974cff05e93e7aff2a9f25b6f5b7e8072", "readingPriority": "P1", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "迷茫期", "def": "大三面对出路选择时的动摇阶段" }, { "term": "路线图", "def": "从现在到离校的目标与步骤图" }, { "term": "留任", "def": "成员选择继续留在团队" }, { "term": "稳定收入", "def": "每月都能进账的项目款" }, { "term": "定海神针", "def": "让团队不乱的关键稳定力量" } ], "scenario": "大二暑假，负责人把学年路线图贴上墙：每月稳定进账、两次师兄拜访、每人一份成长承诺。大三开学果然有人动摇，但项目排满、收入稳定、出路早写在图上——三分之一成员流失的行业规律，在这一届没有兑现。" }, { "id": "aaaw-book-tech-to-biz", "title": "技术转业务：放下代码去做市场", "domain": "骨干运营", "summary": "业务与技术同样决定生死，成员按公司需要渐进转业务，关键是把表达练好、贴近真实市场需求。", "plainLanguage": "埋头写代码最容易做出假象需求。技术转业务不是转行，是把技术能力翻译成客户听得懂的价值。", "keyPoints": [ "早期业务一定由负责人先拿下，负责人必须懂业务", "没有固定转岗时间，公司需要时就是时候", "联合创始人后期转管理或业务是必然", "只钻技术容易与真实需求之间产生巨大鸿沟", "渐进式培养：发现业务潜质就往该方向带", "转业务的关键是把表达练好并调整心态" ], "useWhen": [ "安排成员的岗位发展方向", "团队业务扩张期的人手布局", "技术型成员的转型辅导" ], "workflow": [ "评估当前业务缺口与技术冗余", "选定转型人选并明确过渡期", "以跟随拜访、共同提案方式带教", "把技术背景转化为方案讲解优势", "复盘每次商务洽谈的话术与结果", "逐步独立负责客户与交付" ], "evidence": [ "宝典指出业务决定公司命脉并给出渐进培养建议", "书强调技术牛与客户需求之间有巨大鸿沟", "书建议邀请业务型负责人分享经验帮助转型" ], "limits": [ "转型期间技术交付需有人接续", "尊重成员意愿，避免强转引发流失", "商务承诺不得超出团队交付能力" ], "sourceBasis": [ "《穷学生宝典（第一版）》第四部分 · 关于成员从技术转业务" ], "tags": [ "技术转业务", "转型", "客户沟通", "培养" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:d671a4dcf2122d8995851ec51fbcf598b9c41ed1bbe9a029ea288c348cbf2cc0", "readingPriority": "P2", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "业务", "def": "获取客户、谈单、交付的经营事务" }, { "term": "假象需求", "def": "脱离真实客户编造出来的需求" }, { "term": "渐进式培养", "def": "发现潜质就逐步往该方向带" }, { "term": "带教", "def": "跟随拜访、共同提案式的传帮带" }, { "term": "话术", "def": "商务洽谈使用的表达方式" } ], "scenario": "写了两年代码的骨干被带去见客户：前两次只听，第三次负责提案里技术方案的讲解——代码背景让他把架构风险讲得比对手透。三个月后他独立跟进两家客户，复盘会上把每次话术的得失写回知识库。" }, { "id": "aaaw-book-competition", "title": "创业比赛：慎参赛，护机密", "domain": "骨干运营", "summary": "比赛耗时间且可能泄露商业模式：低年级先攒实力不轻易参赛，高年级真创业的数据天然能打，BP 只对投资人在私下场合展示。", "plainLanguage": "靠比赛挣 10 万和靠市场挣 10 万是两回事。真创业的团队拿奖不难，难的是守住自己的商业模式。", "keyPoints": [ "打比赛与真创业是两种打法，比赛分散精力拖累项目", "低年级不轻易参赛，没有项目就去找项目、加强内训", "高年级可参赛且应拿好名次：真实数据就是竞争力", "商业计划书就是商业机密，台下都是头狼", "参赛可保办公室、给学校交代，是现实收益", "靠比赛奖金养团队不可持续，市场才能证明实力" ], "useWhen": [ "收到参赛邀请时做取舍", "权衡比赛与项目交付冲突", "准备路演材料的保密边界" ], "workflow": [ "评估参赛对业务与办公室的影响", "只展示可公开的部分商业模式", "用真实项目数据替代包装内容", "控制参赛投入的时间上限", "赛后把有用反馈写回项目计划", "保护核心数据与客户信息不外泄" ], "evidence": [ "宝典用整章分析参赛的收益、风险与时机", "书强调好项目一旦暴露就有一百个人做", "书认为比赛融资并不常见，资金主要靠自挣" ], "limits": [ "各校对比赛的扶持政策不同，需按实际权衡", "路演材料公开前需团队评审", "不夸大成绩、不虚报数据" ], "sourceBasis": [ "《穷学生宝典（第一版）》第四部分 · 关于创业比赛" ], "tags": [ "创业比赛", "商业机密", "取舍", "路演" ], "evidenceLevel": "document", "visibility": "public", "contentStatus": "published", "lastReviewedAt": "2026-10-30", "publicVersion": "sha256:dd67a193dc5f0794845c755fe2434e01b879e03614fadbbd7c4dfe511ee0095d", "readingPriority": "P2", "relatedProjects": [], "projectLinkStatus": "none", "projectLinkNote": "暂无适用项目案例（制度/理念类知识点，不以关联数量为指标）", "contentType": "concept", "ownerRole": "待指定", "nextReviewAt": "2027-02-02", "audience": "通用", "terms": [ { "term": "BP", "def": "商业计划书" }, { "term": "商业机密", "def": "不想被同行知道的商业模式与数据" }, { "term": "路演", "def": "上台向评委或投资人展示项目" }, { "term": "真实项目数据", "def": "比包装更有说服力的实际经营数据" }, { "term": "保密边界", "def": "决定哪些内容不对外的线" } ], "scenario": "收到省赛邀请，团队先算账：能保办公室、给学校交代，值得参加。路演材料只放可公开的部分，真实经营数据留在台下——一位评委私下打听商业模式，负责人的回答是「这部分不在展示范围」。" } ], "recordCount": 24, "joinBuild": true }