{"id":36379,"date":"2019-10-31T22:11:20","date_gmt":"2019-10-31T19:11:20","guid":{"rendered":"https:\/\/prohoster.info\/blog\/universal-v-komande-razrabotki-polza-ili-vred\/"},"modified":"2019-10-31T22:11:20","modified_gmt":"2019-10-31T19:11:20","slug":"universal-v-komande-razrabotki-polza-ili-vred","status":"publish","type":"post","link":"https:\/\/prohoster.info\/ro\/blog\/administrirovanie\/universal-v-komande-razrabotki-polza-ili-vred","title":{"rendered":"\u201eUniversal\u201d \u00een echipa de dezvoltare: beneficiu sau prejudiciu?","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><img decoding=\"async\" alt=\"\u201eUniversal\u201d \u00een echipa de dezvoltare: beneficiu sau prejudiciu?\" src=\"\/wp-content\/uploads\/2019\/07\/a25639788762e858c731714cdd701c3e.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nSalut tuturor! M\u0103 numesc Liudmila Makarova, sunt manager de dezvoltare la UBRiR \u0219i o treime din echipa mea sunt \u00abuniversali\u00bb. <\/p>\n<p>Recunoa\u0219te\u021bi: fiecare Tech Lead viseaz\u0103 la cross-func\u021bionalitate \u00een cadrul echipei sale. Este at\u00e2t de grozav c\u00e2nd o singur\u0103 persoan\u0103 poate \u00eenlocui trei \u0219i o face bine, f\u0103r\u0103 a afecta termenele. \u0218i, ceea ce este foarte important, asta asigur\u0103 economisirea resurselor! <br \/>\nSun\u0103 foarte atr\u0103g\u0103tor, dar este \u00eentr-adev\u0103r a\u0219a? Hai s\u0103 \u00eencerc\u0103m s\u0103 \u00een\u021belegem.<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h2>Cine este, de fapt, anticipatorul a\u0219tept\u0103rilor noastre?<\/h2>\n<p>\nPrin termenul \u00abuniversal\u00bb se \u00een\u021belege de obicei membrii echipei care \u00eembin\u0103 mai multe roluri, de exemplu, dezvoltator-analist. <\/p>\n<p>Interac\u021biunea echipei \u0219i rezultatul muncii acesteia depind de calit\u0103\u021bile profesionale \u0219i personale ale participan\u021bilor. <\/p>\n<p>La hard skills e clar, dar soft skills merit\u0103 o aten\u021bie special\u0103. Ele ajut\u0103 la g\u0103sirea unei abord\u0103ri potrivite pentru angajat \u0219i la \u00eendrumarea acestuia spre sarcina \u00een care va fi cel mai util.<\/p>\n<p>Exist\u0103 multe articole despre diverse tipuri de personalitate din industria IT. Baz\u00e2ndu-m\u0103 pe experien\u021ba mea, a\u0219 \u00eemp\u0103r\u021bi universalii IT \u00een patru categorii: <\/p>\n<h4>1. \u00abUniversal \u2013 atotputernicul\u00bb<\/h4>\n<p>\nAce\u0219tia exist\u0103 peste tot. \u00centotdeauna arat\u0103 o mare activitate, vor s\u0103 fie \u00een centrul aten\u021biei, \u00eentreab\u0103 constant colegii dac\u0103 au nevoie de ajutorul lor, uneori chiar pot deveni enervan\u021bi. Sunt interesa\u021bi doar de sarcini semnificative, participarea c\u0103rora le va permite s\u0103 fie creativi \u0219i s\u0103-\u0219i hr\u0103neasc\u0103 vanitatea.<\/p>\n<p>\u00centre ce sunt puternici: <\/p>\n<ul>\n<li>sunt capabili s\u0103 rezolve sarcini complicate;<\/li>\n<li>se ad\u00e2ncesc profund \u00een problem\u0103, \u00absap\u0103\u00bb \u0219i ob\u021bin rezultate;<\/li>\n<li>au o minte curioas\u0103.<\/li>\n<\/ul>\n<p>\nDar:<\/p>\n<ul>\n<li>sunt emo\u021bional labili;<\/li>\n<li>sunt greu de gestionat;<\/li>\n<li>au un punct de vedere ferm, pe care este foarte greu s\u0103-l schimbi;<\/li>\n<li>este greu s\u0103-i determini s\u0103 fac\u0103 o activitate simpl\u0103. Sarcinile u\u0219oare le r\u0103nesc vanitatea atotputernicilor. <\/li>\n<\/ul>\n<p><\/p>\n<h4>2. \u00abUniversal \u2013 m\u0103 descurc \u0219i fac\u00bb<\/h4>\n<p>\nAcestor oameni le ajunge un ghid \u0219i pu\u021bin timp \u2013 \u0219i vor rezolva problema. De obicei, au un background mare ca DevOps. Ace\u0219ti universali nu \u00ee\u0219i pierd timpul cu proiectarea \u0219i prefer\u0103 s\u0103 utilizeze metode de dezvoltare bazate exclusiv pe experien\u021ba lor. Se pot certa u\u0219or cu tech lead-ul \u00een leg\u0103tur\u0103 cu op\u021biunea aleas\u0103 pentru implementarea sarcinii. <\/p>\n<p>\u00centre ce sunt puternici: <\/p>\n<ul>\n<li>sunt independen\u021bi;<\/li>\n<li>sunt rezisten\u021bi la stres;<\/li>\n<li>sunt competen\u021bi \u00een multe probleme; <\/li>\n<li>sunt erudi\u021bi \u2013 \u00eentotdeauna au cu cine s\u0103 discute.<\/li>\n<\/ul>\n<p>\nDar:<\/p>\n<ul>\n<li>adesea nu \u00ee\u0219i respect\u0103 angajamentele;<\/li>\n<li>tind s\u0103 complice lucrurile: rezolv\u0103 tabela de \u00eenmul\u021bire prin integrare prin p\u0103r\u021bi;<\/li>\n<li>calitatea lucr\u0103rilor este sc\u0103zut\u0103, totul reu\u0219e\u0219te dup\u0103 2-3 \u00eencerc\u0103ri;<\/li>\n<li>\u00eent\u00e2rz\u00e2ie constant termenele, pentru c\u0103 de fapt totul se dovede\u0219te a fi nu at\u00e2t de simplu.<\/li>\n<\/ul>\n<p><\/p>\n<h4>3. \u201eUniversal \u2013 bine, hai s\u0103 fac eu, c\u0103 nu mai este nimeni\u201d<\/h4>\n<p>\nAngajatul are o bun\u0103 \u00een\u021belegere \u00een mai multe domenii \u0219i are experien\u021ba corespunz\u0103toare. Dar nu reu\u0219e\u0219te s\u0103 devin\u0103 un profesionist \u00een niciunul dintre ele, deoarece este adesea folosit ca o plas\u0103 de siguran\u021b\u0103, acoperind lacunele \u00een sarcinile curente. Este maleabil, executiv, se consider\u0103 dorit, dar \u00een realitate nu este.<\/p>\n<p>Practic, angajatul ideal. Cel mai probabil, are o direc\u021bie care \u00eei place mai mult, dar din cauza neclarit\u0103\u021bii competen\u021belor, nu are loc dezvoltarea. Ca rezultat, individul risc\u0103 s\u0103 devin\u0103 inutilizabil \u0219i emo\u021bional epuizat.<\/p>\n<p>\u00centre ce sunt puternici: <\/p>\n<ul>\n<li>responsabili;<\/li>\n<li>orienta\u021bi spre rezultat;<\/li>\n<li>calmi;<\/li>\n<li>complet controla\u021bi.<\/li>\n<\/ul>\n<p>\nDar:<\/p>\n<ul>\n<li>dau rezultate medii din cauza unui nivel sc\u0103zut de competen\u021b\u0103;<\/li>\n<li>nu pot rezolva sarcini complexe \u0219i abstracte.<\/li>\n<\/ul>\n<p><\/p>\n<h4>4. \u201eUniversal \u2013 maestru \u00een meseria sa\u201d<\/h4>\n<p>\nO persoan\u0103 cu un fundal solid ca dezvoltator, are g\u00e2ndire sistemic\u0103. Este pedant, exigent cu sine \u0219i echipa. Orice sarcin\u0103 la care particip\u0103 poate cre\u0219te la nesf\u00e2r\u0219it, dac\u0103 nu sunt stabilite limite.<\/p>\n<p>Este bine familiarizat cu arhitectura, alege metoda de implementare tehnic\u0103, analiz\u00e2nd cu grij\u0103 impactul solu\u021biei alese asupra arhitecturii curente. Este modest, nu are ambi\u021bii.<\/p>\n<p>\u00centre ce sunt puternici:<\/p>\n<ul>\n<li>dau o calitate \u00eenalt\u0103 a muncii;<\/li>\n<li>capabili s\u0103 rezolve orice sarcin\u0103;<\/li>\n<li>foarte muncitori. <\/li>\n<\/ul>\n<p>\nDar:<\/p>\n<ul>\n<li>intoleran\u021bi fa\u021b\u0103 de opinia altora;<\/li>\n<li>maximali\u0219ti. \u00cencerc\u00e2nd s\u0103 fac\u0103 totul corect, acest lucru prelunge\u0219te termenele de dezvoltare. <\/li>\n<\/ul>\n<p><\/p>\n<h2>Ce avem \u00een practic\u0103? <\/h2>\n<p>\nS\u0103 vedem cum sunt adesea unite rolurile \u0219i competen\u021bele. S\u0103 lu\u0103m ca punct de plecare o echip\u0103 standard de dezvoltare: PO, manager de dezvoltare (tech lead), anali\u0219ti, programatori, testeri. Nu \u00eel vom considera pe proprietarul produsului \u0219i pe tech lead. Pe primul \u2013 din lipsa competen\u021belor tehnice. Pe al doilea, dac\u0103 exist\u0103 probleme \u00een echip\u0103, ar trebui s\u0103 \u0219tie s\u0103 fac\u0103 tot.<\/p>\n<p>Cea mai comun\u0103 variant\u0103 de combinare\/\u00eembinare\/a competen\u021belor este dezvoltator-analist. De asemenea, se \u00eent\u00e2lnesc frecvent analist-testare \u0219i \"trei \u00een unu\".<\/p>\n<p>\u00cen exemplul echipei mele, voi ar\u0103ta care sunt avantajele \u0219i dezavantajele colegilor universali. \u00cen echipa mea, o treime dintre ei sunt universali, \u0219i \u00eei apreciez foarte mult. <\/p>\n<p>De la PO a venit o sarcin\u0103 urgent\u0103 de implementare a noilor tarife \u00een produsul existent. \u00cen echipa mea sunt 4 anali\u0219ti. \u00cen acel moment, unul era \u00een concediu, altul era bolnav, iar ceilal\u021bi se ocupau de implementarea sarcinilor strategice. Dac\u0103 i-a\u0219 fi scos pe ace\u0219tia, acesta ar fi dus inevitabil la \u00eent\u00e2rzieri. A existat o singur\u0103 solu\u021bie: s\u0103 folosesc \"arma secret\u0103\" \u2013 un dezvoltator-analist universal care cuno\u0219tea domeniul necesar. S\u0103-i spunem Anatolii. <\/p>\n<p>Tipul s\u0103u de personalitate este <b>\"universal \u2013 m\u0103 descurc \u0219i fac\".<\/b>Bine\u00een\u021beles, a \u00eencercat mult timp s\u0103 explice c\u0103 are \"o punga plin\u0103 de sarcini proprii\", dar, printr-o decizie ferm\u0103, a fost trimis s\u0103 rezolve sarcina urgent\u0103. \u0218i Anatolii a reu\u0219it! A realizat planificarea \u0219i a efectuat implementarea la timp, iar clien\u021bii au fost mul\u021bumi\u021bi. <\/p>\n<p>La prima vedere, totul a reu\u0219it. Dar dup\u0103 c\u00e2teva s\u0103pt\u0103m\u00e2ni, la acest produs au ap\u0103rut din nou cerin\u021be pentru modific\u0103ri. Acum planificarea acestei sarcini era f\u0103cut\u0103 de un \"pur\" analist. \u00cen etapa de testare a noii dezvolt\u0103ri, nu am putut \u00een\u021belege mult timp de ce apareau erori \u00een leg\u0103tura cu noile tarife \u0219i abia apoi, desf\u0103c\u00e2nd toat\u0103 \u00eenc\u00e2lceala, am ajuns la adev\u0103r. Am pierdut o gr\u0103mad\u0103 de timp \u0219i am \u00eent\u00e2rziat termenele.<\/p>\n<p>Problema consta \u00een faptul c\u0103 multe momente ascunse \u0219i capcane au r\u0103mas doar \u00een mintea universalei noastre \u0219i nu au fost transmise pe h\u00e2rtie. A\u0219a cum a explicat mai t\u00e2rziu Anatolii, s-a gr\u0103bit prea tare. Dar este cel mai probabil c\u0103 s-a lovit de probleme \u00een timpul dezvolt\u0103rii \u0219i pur \u0219i simplu le-a ocolit, f\u0103r\u0103 a le reflecta nic\u0103ieri. <\/p>\n<p>A fost \u0219i o alt\u0103 situa\u021bie. Acum avem doar un singur testor, a\u0219a c\u0103 unele sarcini trebuie testate de anali\u0219ti, inclusiv \u2013 universali. A\u0219a c\u0103 o sarcin\u0103 i-am dat-o lui Fedor \u2013 <b>\"universal \u2013 bine, hai s\u0103 o fac eu, c\u0103 nu mai e nimeni\".<\/b>. <br \/>\nFedor este \"trei \u00een unu\", dar pentru aceast\u0103 sarcin\u0103 deja fusese desemnat un dezvoltator. Asta \u00eenseamn\u0103 c\u0103 Fedor trebuia s\u0103 \u00eembine \u00een sine doar rolurile de analist \u0219i testor. <\/p>\n<p>Cerin\u021bele au fost adunate, specifica\u021bia a fost transmis\u0103 dezvolt\u0103rii, acum a venit timpul s\u0103 test\u0103m. Fiodor cunoa\u0219te sistemul \u00een dezvoltare \u201eca pe propriile degete\u201d \u0219i a lucrat aprofundat la cerin\u021bele actuale. Prin urmare, nu s-a obosit s\u0103 redacteze scenarii de testare, ci a realizat teste pe baza a \u201ecum ar trebui s\u0103 func\u021bioneze sistemul\u201d, apoi \u2013 a transmis utilizatorilor. <br \/>\nTestul s-a \u00eencheiat, \u00eembun\u0103t\u0103\u021birea a fost trimis\u0103 \u00een produc\u021bie. Ulterior, s-a descoperit c\u0103 sistemul nu doar suspend\u0103 efectuarea pl\u0103\u021bilor pe anumite conturi de sold, ci \u0219i blocheaz\u0103 efectuarea pl\u0103\u021bilor din conturi interne foarte rare, care nu ar fi trebuit s\u0103 participe la aceast\u0103 activitate. <\/p>\n<p>Acest lucru s-a \u00eent\u00e2mplat pentru c\u0103 Fiodor nu a efectuat o verificare privind \u201ecum nu ar trebui s\u0103 func\u021bioneze sistemul\u201d, nu a \u00eentocmit un plan de testare sau liste de verificare. El a decis s\u0103 economiseasc\u0103 timp \u0219i a mizat pe intui\u021bia sa. <\/p>\n<h2>Cum abord\u0103m problemele? <\/h2>\n<p>\nAstfel de situa\u021bii afecteaz\u0103 eficien\u021ba echipei, calitatea livr\u0103rilor \u0219i satisfac\u021bia clien\u021bilor. De aceea, nu pot fi l\u0103sate f\u0103r\u0103 aten\u021bie \u0219i analiz\u0103 a cauzelor.<\/p>\n<p><b>1.<\/b> Pentru fiecare sarcin\u0103 care a ridicat dificult\u0103\u021bi, v\u0103 rog s\u0103 completa\u021bi un formular unificat: o hart\u0103 a erorilor, care permite identificarea etapei la care a avut loc \u201esc\u0103derea\u201d:<\/p>\n<p><img decoding=\"async\" alt=\"\u201eUniversal\u201d \u00een echipa de dezvoltare: beneficiu sau prejudiciu?\" src=\"\/wp-content\/uploads\/2019\/07\/86e3da3d215fe148b8339f46da5858f7.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\n<b>2.<\/b> Dup\u0103 identificarea blocajelor, se organizeaz\u0103 o sesiune de brainstorming cu fiecare angajat care a contribuit la problem\u0103, \u00eentreb\u00e2nd \u201eCe s\u0103 schimb\u0103m?\u201d (cazurile particulare nu sunt discutate \u00een retro), iar \u00een urma acesteia se dezvolt\u0103 ac\u021biuni concrete (pentru fiecare tip de personalitate altele) cu termene.<\/p>\n<p><b>3.<\/b> Am introdus reguli de interac\u021biune \u00een cadrul echipei. De exemplu, ne-am convenit s\u0103 \u00eenregistr\u0103m toate informa\u021biile despre progresul sarcinii \u00een sistemul de gestionare a proiectelor. Atunci c\u00e2nd exist\u0103 modific\u0103ri sau descoperiri de artefacte \u00een procesul de dezvoltare, acestea trebuie reflectate \u00een baza de cuno\u0219tin\u021be \u0219i \u00een versiunea final\u0103 a specifica\u021biei.<\/p>\n<p><b>4.<\/b> Controlul este efectuat la fiecare etap\u0103 (o aten\u021bie deosebit\u0103 este acordat\u0103 etapelor problematice din trecut) \u0219i automat pe baza rezultatelor urm\u0103toarei sarcini.<\/p>\n<p><b>5.<\/b> Dac\u0103 rezultatul urm\u0103toarei sarcini nu a fost schimbat, nu mai plasez universala respectiv\u0103 \u00een rolul \u00een care s-a descurcat prost. M\u0103 str\u0103duiesc s\u0103 evaluez capacitatea \u0219i dorin\u021ba sa de a dezvolta competen\u021bele \u00een acel rol. Dac\u0103 nu g\u0103sesc un r\u0103spuns favorabil, o las \u00een rolul care \u00eei este mai apropiat.<\/p>\n<h2>Ce a rezultat \u00een final? <\/h2>\n<p>\nProcesul de dezvoltare a devenit mai transparent. Factorul BUS s-a redus. Membrii echipei, lucr\u00e2nd la erori, devin mai motiva\u021bi, \u00ee\u0219i \u00eembun\u0103t\u0103\u021besc karma. Cre\u0219tem treptat calitatea lans\u0103rilor noastre. <\/p>\n<p><img decoding=\"async\" alt=\"\u201eUniversal\u201d \u00een echipa de dezvoltare: beneficiu sau prejudiciu?\" src=\"\/wp-content\/uploads\/2019\/07\/3d8ee358d6e90035fe60f7d8289d5e90.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<\/p>\n<h2>Conclusions <\/h2>\n<p>\nAngaja\u021bii universali au avantaje \u0219i dezavantaje.<\/p>\n<p><b>Avantaje:<\/b><\/p>\n<ul>\n<li>poate fi \u00eenchis\u0103 oric\u00e2nd o sarcin\u0103 neglijat\u0103 sau poate fi rezolvat\u0103 o problem\u0103 urgent\u0103 \u00eentr-un timp scurt;<\/li>\n<li>abordare complex\u0103 \u00een solu\u021bionarea sarcinii: executantul o analizeaz\u0103 din perspectiva tuturor rolurilor;<\/li>\n<li>universalii pot face practic totul la fel de bine. <\/li>\n<\/ul>\n<p>\n<b>Dezavantaje:<\/b><\/p>\n<ul>\n<li>cre\u0219te factorul BUS;<\/li>\n<li>competen\u021bele principale specifice rolului se estompeaz\u0103. Din aceast\u0103 cauz\u0103, calitatea muncii scade;<\/li>\n<li>cre\u0219te probabilitatea \u00eent\u00e2rzierilor, deoarece nu exist\u0103 control asupra fiec\u0103rei etape. De asemenea, exist\u0103 riscuri de a crea o \u201evedet\u0103\u201d: angajatul este convins c\u0103 \u0219tie mai bine, c\u0103 este profesionist; <\/li>\n<li>cre\u0219te riscul de burnout profesional;<\/li>\n<li>multe informa\u021bii importante despre proiect pot r\u0103m\u00e2ne doar \"\u00een mintea\" angajatului. <\/li>\n<\/ul>\n<p>\nDup\u0103 cum vede\u021bi, dezavantajele sunt mai multe. Prin urmare, folosesc universalii doar dac\u0103 nu dispun de suficiente resurse \u0219i sarcina este destul de urgent\u0103. Sau persoana are competen\u021be care lipsesc altora, iar calitatea este pe mas\u0103.<\/p>\n<p>Dac\u0103 \u00een colaborarea asupra sarcinii respect\u0103m regula distribuirii rolurilor, calitatea muncii cre\u0219te. Privim problemele din perspective diferite, viziunea nu este blurat\u0103, \u00eentotdeauna apar g\u00e2nduri noi. Fiecare membru al echipei are toate oportunit\u0103\u021bile pentru dezvoltarea profesional\u0103 \u0219i extinderea competen\u021belor sale. <\/p>\n<p>Consider c\u0103 cel mai important este s\u0103 sim\u021bi apartenen\u021ba la proces, s\u0103 te ocupi de munca ta, cresc\u00e2nd treptat l\u0103rgimea competen\u021belor tale. Cu toate acestea, universalii din echip\u0103 aduc beneficii: important este s\u0103-i faci s\u0103 combine eficient diferite roluri. <\/p>\n<p><i>\u00cemi doresc tuturor echipelor auto-organizate \u201euniversali-m\u0103istri ai meseriei lor\u201d!<\/i><br \/>\n<br \/>Sursa: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/460593\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442! \u041c\u0435\u043d\u044f \u0437\u043e\u0432\u0443\u0442 \u041b\u044e\u0434\u043c\u0438\u043b\u0430 \u041c\u0430\u043a\u0430\u0440\u043e\u0432\u0430, \u044f \u043c\u0435\u043d\u0435\u0434\u0436\u0435\u0440 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438 \u0432 \u0423\u0411\u0420\u0438\u0420 \u0438 \u0442\u0440\u0435\u0442\u044c \u043c\u043e\u0435\u0439 \u043a\u043e\u043c\u0430\u043d\u0434\u044b \u2013 \u00ab\u0443\u043d\u0438\u0432\u0435\u0440\u0441\u0430\u043b\u044b\u00bb. \u041f\u0440\u0438\u0437\u043d\u0430\u0439\u0442\u0435: \u043a\u0430\u0436\u0434\u044b\u0439 Tech Lead \u043c\u0435\u0447\u0442\u0430\u0435\u0442 \u043e \u043a\u0440\u043e\u0441\u0441-\u0444\u0443\u043d\u043a\u0446\u0438\u043e\u043d\u0430\u043b\u044c\u043d\u043e\u0441\u0442\u0438 \u0432\u043d\u0443\u0442\u0440\u0438 \u0441\u0432\u043e\u0435\u0439 \u043a\u043e\u043c\u0430\u043d\u0434\u044b. \u0412\u0435\u0434\u044c \u044d\u0442\u043e \u0442\u0430\u043a \u043a\u0440\u0443\u0442\u043e, \u043a\u043e\u0433\u0434\u0430 \u043e\u0434\u0438\u043d \u0447\u0435\u043b\u043e\u0432\u0435\u043a \u0441\u043f\u043e\u0441\u043e\u0431\u0435\u043d \u0437\u0430\u043c\u0435\u043d\u0438\u0442\u044c \u0442\u0440\u0435\u0445, \u0434\u0430 \u0435\u0449\u0435 \u0438 \u0441\u0434\u0435\u043b\u0430\u0442\u044c \u044d\u0442\u043e \u043a\u0430\u0447\u0435\u0441\u0442\u0432\u0435\u043d\u043d\u043e, \u043d\u0435 \u0441\u0434\u0432\u0438\u0433\u0430\u044f \u0441\u0440\u043e\u043a\u0438. \u0418, \u0447\u0442\u043e \u043d\u0435\u043c\u0430\u043b\u043e\u0432\u0430\u0436\u043d\u043e, \u044d\u0442\u043e \u043e\u0431\u0435\u0441\u043f\u0435\u0447\u0438\u0432\u0430\u0435\u0442 \u044d\u043a\u043e\u043d\u043e\u043c\u0438\u044e \u0440\u0435\u0441\u0443\u0440\u0441\u043e\u0432! \u0417\u0432\u0443\u0447\u0438\u0442 \u043e\u0447\u0435\u043d\u044c [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":27224,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[688],"tags":[],"class_list":["post-36379","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-administrirovanie"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.2.1 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442!\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"Yuri Gagarin\"\/>\n\t<link rel=\"canonical\" href=\"https:\/\/prohoster.info\/ro\/blog\/administrirovanie\/universal-v-komande-razrabotki-polza-ili-vred\" \/>\n\t<meta name=\"generator\" content=\"All in One SEO (AIOSEO) 5.0.2.1\" \/>\n\t\t<meta property=\"og:locale\" content=\"ro_RO\" \/>\n\t\t<meta property=\"og:site_name\" content=\"ProHoster | \u041a\u0443\u043f\u0438\u0442\u044c \u043d\u0430\u0434\u0435\u0436\u043d\u044b\u0439 \u0445\u043e\u0441\u0442\u0438\u043d\u0433 \u0434\u043b\u044f \u0441\u0430\u0439\u0442\u043e\u0432 \u0441 \u0437\u0430\u0449\u0438\u0442\u043e\u0439 \u043e\u0442 DDoS, VPS VDS \u0441\u0435\u0440\u0432\u0435\u0440\u044b\" \/>\n\t\t<meta property=\"og:type\" content=\"article\" \/>\n\t\t<meta property=\"og:title\" content=\"\ud83e\udd47\u00ab\u0423\u043d\u0438\u0432\u0435\u0440\u0441\u0430\u043b\u00bb \u0432 \u043a\u043e\u043c\u0430\u043d\u0434\u0435 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438: \u043f\u043e\u043b\u044c\u0437\u0430 \u0438\u043b\u0438 \u0432\u0440\u0435\u0434? 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