{"id":30046,"date":"2019-10-31T21:33:25","date_gmt":"2019-10-31T18:33:25","guid":{"rendered":"https:\/\/prohoster.info\/blog\/netipichnoe-otnoshenie-k-finansam-chto-esli-sotrudniki-sami-budut-upravlyat-dohodami-razgovor-s-flant\/"},"modified":"2019-10-31T21:33:25","modified_gmt":"2019-10-31T18:33:25","slug":"netipichnoe-otnoshenie-k-finansam-chto-esli-sotrudniki-sami-budut-upravlyat-dohodami-razgovor-s-flant","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/netipichnoe-otnoshenie-k-finansam-chto-esli-sotrudniki-sami-budut-upravlyat-dohodami-razgovor-s-flant","title":{"rendered":"\u201eQasje e pazakont\u00eb ndaj financave\u201d \u2014 \u00e7far\u00eb ndodh n\u00ebse punonj\u00ebsit menaxhojn\u00eb t\u00eb ardhurat vet\u00eb. Nj\u00eb bised\u00eb me Flant","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"\u201eQasje
\n
\nN\u00eb nj\u00eb bot\u00eb ku vet\u00ebm biznesi t\u00ebnd mund t\u00eb t\u00eb b\u00ebj\u00eb v\u00ebrtet t\u00eb pasur, njer\u00ebzit vazhdojn\u00eb t\u00eb punojn\u00eb p\u00ebr t\u00eb tjer\u00eb. S\u00eb pari, nuk t\u00eb gjith\u00eb jan\u00eb t\u00eb lumtur t\u00eb jen\u00eb biznesmen\u00eb, dhe duhet t\u00eb jetosh. S\u00eb dyti, n\u00eb pun\u00eb gjith\u00e7ka \u00ebsht\u00eb e qart\u00eb dhe e sigurt - ti realizon funksionin t\u00ebnd, nd\u00ebrsa shumic\u00ebn e rreziqeve e marrin t\u00eb tjer\u00ebt mbi vete. K\u00ebtu lindin konflikte t\u00eb vjetra dhe t\u00eb harxhuara: pronar\u00ebt d\u00ebshirojn\u00eb q\u00eb punonj\u00ebsit t\u00eb jen\u00eb t\u00eb motivuar, sikur puna \u00ebsht\u00eb biznisi i tyre; punonj\u00ebsit duan t\u00eb b\u00ebjn\u00eb at\u00eb p\u00ebr t\u00eb cil\u00ebn paguhen, e asgj\u00eb m\u00eb shum\u00eb. <\/p>\n

K\u00ebto marr\u00ebdh\u00ebnie klasike kan\u00eb variacione - opsione, p\u00ebrqindje, bonuse, q\u00eb pak a shum\u00eb i kujtojn\u00eb pronar\u00ebt dhe punonj\u00ebsit se jan\u00eb n\u00eb t\u00eb nj\u00ebjtin anije. Por ndodhin edhe situata m\u00eb pak tipike.<\/p>\n

Kompania Flant p\u00ebrb\u00ebhet nga disa ekipe devops, t\u00eb cilat sh\u00ebrbejn\u00eb p\u00ebr prodhimet e tjera t\u00eb plota. Ata u rrit\u00ebn nga nj\u00eb grup student\u00ebsh entuziast\u00eb dhe adhuruesish t\u00eb Linux-it dhe tani nd\u00ebrtuan nj\u00eb struktur\u00eb \"biznesesh brenda biznesit\", thjesht sepse k\u00ebshtu \u00ebsht\u00eb m\u00eb e rehatshme dhe m\u00eb e drejt\u00eb. Dima Stolyarov dhe Sasha Batalov na treguan se si funksionon. <\/p>\n

Flant u rendit n\u00eb renditjen<\/a><\/noindex> pun\u00ebdh\u00ebn\u00ebsit IT m\u00eb t\u00eb mir\u00eb t\u00eb vitit 2018 me vler\u00ebsim mesatar<\/a><\/noindex> 4.68. Sipas vler\u00ebsimeve t\u00eb kompanis\u00eb n\u00eb \"Rrethin tim\", punonj\u00ebsit besojn\u00eb se kompania po b\u00ebn bot\u00ebn m\u00eb t\u00eb mir\u00eb, si dhe e vler\u00ebsojn\u00eb Flantin p\u00ebr detyrat interesant\u00eb, marr\u00ebdh\u00ebniet e mira n\u00eb ekip, teknologjit\u00eb moderne dhe lidhjen me menaxhmentin e lart\u00eb.<\/p><\/blockquote>\n

<\/a><\/noindex><\/p>\n

Grupi i student\u00ebve-linuqid\u00eb<\/h2>\n

\n\"\u201eQasje
\nDmitry Stolyarov (direktori teknik) gjat\u00eb prezantimit t\u00eb tij<\/i><\/p>\n

\u2014 (Dima Stolyarov)<\/b> Ne gjithmon\u00eb kemi punuar me Linux-in dhe open source, por filluam me nj\u00eb tem\u00eb shum\u00eb qesharake, p\u00ebr t\u00eb cil\u00ebn tani ndihem disi i turp\u00ebruar. Na dukej se duhej ta implementonim Linux-in n\u00eb zyra n\u00eb vend t\u00eb Windows-it. Emri i par\u00eb i kompanis\u00eb ishte TrueOffice - \"zyra e v\u00ebrtet\u00eb\". Pastaj kuptuam se askujt nuk i nevojitej. Kjo ndodhi n\u00eb vitin 2006, kur isha 19 vje\u00e7. Vet\u00ebm n\u00eb vitin 2012-13 arrit\u00ebm t\u00eb kuptojm\u00eb si t\u00eb b\u00ebjm\u00eb biznes, cilat teknologji i nevojiteshin bot\u00ebs.<\/p>\n

\"\u201eQasje
\nAlexander Batalov (drejtori i p\u00ebrgjithsh\u00ebm) n\u00eb stend\u00ebn e kompanis\u00eb n\u00eb konferenc\u00eb<\/i><\/p>\n

\u2014 (Sasha Batalov)<\/b> P\u00ebrve\u00e7 teknologjive, ka nj\u00eb hap\u00ebsir\u00eb t\u00eb madhe n\u00eb marketing, shitje dhe ekonomi, p\u00ebr t\u00eb cilat askush nuk na ka m\u00ebsuar ndonj\u00ebher\u00eb, p\u00ebrve\u00e7 kurs\u00ebve n\u00eb universitet, por nuk e di se sa jan\u00eb v\u00ebrtet t\u00eb aplikueshme dhe t\u00eb dobishme. <\/p>\n

Fillimisht na dukej se gjith\u00e7ka kjo nuk ishte e nevojshme, por m\u00eb pas na duhej ta m\u00ebsonim n\u00eb praktik\u00eb, t\u00eb lexonim libra, ndonj\u00ebher\u00eb pas shum\u00eb gabimeve. N\u00eb p\u00ebrgjith\u00ebsi, ndjek\u00ebm nj\u00eb rrug\u00eb t\u00eb gjat\u00eb dhe t\u00eb v\u00ebshtir\u00eb, provuam shum\u00eb gj\u00ebra t\u00eb gabuara. <\/p>\n

\u2014 (D.S.)<\/i> Por gradualisht, me rritjen e kualifikimit, specializoheshim gjithnj\u00eb e m\u00eb shum\u00eb n\u00eb Linux, dhe tani merremi vet\u00ebm me hi-load, projekte web me ngarkes\u00eb t\u00eb lart\u00eb. Dhe kur u shfaq Kubernetes, e kuptuam shpejt se ishte themeli q\u00eb na mungonte. <\/p>\n

\u2014 Pse kishte nj\u00eb interes t\u00eb till\u00eb p\u00ebr Linux-in? Ideologjik apo teknologjik?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Kompania ka dy bashk\u00ebthemelues \u2014 Dima Shurupov dhe un\u00eb. Dima Shurupov kishte m\u00eb shum\u00eb interes p\u00ebr open source. Nd\u00ebrsa mua m\u00eb p\u00eblqente pik\u00ebrisht Linux-i, teknologjikisht, si ishte gjith\u00e7ka e strukturuar. Dhe rezultoi nj\u00eb kombinim: Dima i p\u00eblqen ideologjia, nd\u00ebrsa mua teknologjia. Un\u00eb e dua open source si ide, por gjithmon\u00eb m\u00eb ka interesuar m\u00eb shum\u00eb aspekti teknologjik.<\/p>\n

Einstein tha: \"Duhet t\u00eb b\u00ebsh sa m\u00eb thjesht\u00eb t\u00eb jet\u00eb e mundur, por jo m\u00eb thjesht\u00eb se kaq.\" K\u00ebshtu \u00ebsht\u00eb nd\u00ebrtuar Linux-i, aq thjesht\u00eb, besuesh\u00ebm dhe transparen, saq\u00eb un\u00eb e adhuroj at\u00eb. T\u00eb gjith\u00ebve na p\u00eblqente kjo, dhe ne u shnd\u00ebrruam nga nj\u00eb grup student\u00ebsh n\u00eb nj\u00eb kompani t\u00eb madhe. Tani jemi 70. P\u00ebr IT, p\u00ebr sh\u00ebrbime t\u00eb specializuara \u2014 kjo \u00ebsht\u00eb mjaft shum\u00eb.<\/p>\n

\u2014 Si ishte gjith\u00e7ka n\u00eb koh\u00ebt e grupit t\u00eb student\u00ebve?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Si zakonisht ndodh me student\u00ebt - me g\u00ebzim dhe energji.<\/p>\n

\u2014 (S.B.)<\/i> Nj\u00eb sasi e madhe altruizmi, d\u00ebshira p\u00ebr t\u00eb pushtuar internetin, p\u00ebr t\u00eb arritur majat teknologjike. Ne p\u00ebrfshihemi n\u00eb detyra shum\u00eb t\u00eb v\u00ebshtira \u2014 ndonj\u00ebher\u00eb merremi me projekte t\u00eb r\u00ebnd\u00ebsishme (por shum\u00eb interesante!) n\u00eb fush\u00ebn e integrimit sistemor, duke i realizuar ato p\u00ebr pak para. Provonim t\u00eb b\u00ebnim framework-e tona, e absorbonim \u00e7do teknologji q\u00eb m\u00ebsonim dhe menj\u00ebher\u00eb k\u00ebrkonim t'i aplikonim.<\/p>\n

\u2014 A ishte e suksesshme n\u00eb aspektin komercial?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Po, por n\u00eb fazat e hershme nuk kishim nevoj\u00eb p\u00ebr hi\u00e7gj\u00eb. N\u00eb ato koh\u00ebra, p\u00ebr mua 40 mij\u00eb rubla ishin nj\u00eb t\u00eb ardhur krejt normale, un\u00eb e kisha t\u00eb mir\u00eb me to.<\/p>\n

\u2014 (S.B.)<\/i> Dhe un\u00eb mendova se me nj\u00eb mij\u00eb dollar\u00eb mund t\u00eb b\u00ebsh \u00e7do faqe q\u00eb t\u00eb shijosh.<\/p>\n

\u2014 (D.S.)<\/i> N\u00eb vitin 2013 ne nuk kishim para p\u00ebr t\u00eb pun\u00ebsuar lirsh\u00ebm n\u00eb Mosk\u00eb. T\u00eb gjith\u00eb njohurit tan\u00eb, q\u00eb mund t\u00eb merrnim, i kishim marr\u00eb. Vendos\u00ebm t\u00eb hapnim nj\u00eb zyr\u00eb n\u00eb Nizhny Novgorod. Shkoi atje, e hap\u00ebm, filluam t\u00eb pun\u00ebsojm\u00eb. Pastaj kuptuam se ishte e v\u00ebshtir\u00eb t\u00eb jetonim me dy zyra, dhe vendos\u00ebm t\u00eb jetonim pa zyra fare.<\/p>\n

Sigurisht, b\u00ebm\u00eb shum\u00eb gabime. Vet\u00ebm n\u00eb vitin 2016, me turpin tim, lexova \"Remote\". Qava dhe qesha, sepse ne kishim kaluar nj\u00eb rrug\u00eb identike. \u00c7do paragraf p\u00ebrputhej me eksperienc\u00ebn time personale. <\/p>\n

\u2014 (S.B.)<\/i> N\u00eb \u00e7do paragraf ishin plag\u00ebt tona.<\/p>\n

\n

\u00c7far\u00eb b\u00ebn Flant<\/h2>\n

\n\"\u201eQasje
\n
\nNe ofrojm\u00eb sh\u00ebrbime t\u00eb plota p\u00ebr prodhime me ngarkes\u00eb t\u00eb lart\u00eb. Kjo \u00ebsht\u00eb ndryshe nga outsourcing-i i zakonsh\u00ebm, sepse ne jetojm\u00eb me klient\u00ebt p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb dhe bashk\u00ebveprojm\u00eb ngusht\u00ebsisht, njer\u00ebzit na besojn\u00eb nj\u00eb nga gj\u00ebrat e tyre m\u00eb t\u00eb r\u00ebnd\u00ebsishme. Si punojm\u00eb, \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme p\u00ebr biznesin e tyre. <\/p>\n

P\u00ebr t\u00eb formuar nj\u00eb eksploitim t\u00eb kualitetit p\u00ebr prodhimin, ne na duhen 15-20 devops, specialist\u00eb t\u00eb bazave t\u00eb t\u00eb dh\u00ebnave, p\u00ebr Kubernetes, sh\u00ebrbimi i suportit dhe k\u00ebshtu me radh\u00eb. Dhe n\u00ebse kompania \u00ebsht\u00eb e vog\u00ebl, ku ka vet\u00ebm dy-tre dhjet\u00eb zhvillues - kjo \u00ebsht\u00eb e pamundur. Dhe k\u00ebtu vim\u00eb ne dhe e shp\u00ebtojm\u00eb. Rreth 150,000.<\/p>\n

M\u00eb par\u00eb, ne kishim nj\u00eb mision p\u00ebr t\u00eb krijuar nj\u00eb kompani ku vet\u00eb ne t\u00eb ndihemi rehat p\u00ebr t\u00eb punuar, pavar\u00ebsisht sa qesharake mund t\u00eb duket. Tani, kur e arrit\u00ebm at\u00eb, misioni \u00ebsht\u00eb - t\u00eb b\u00ebjm\u00eb teknologji n\u00eb nivele Google dhe Facebook t\u00eb arritshme p\u00ebr bizneset e vogla, startupe n\u00eb faza t\u00eb hershme.<\/p>\n

Njer\u00ebzit mund t\u00eb p\u00ebrqendrohen n\u00eb produktin e tyre, dhe jo n\u00eb tejkalimin e problemeve q\u00eb mund t\u00eb mos ekzistojn\u00eb.<\/p>\n

Shum\u00eb djem q\u00eb vijn\u00eb te ne jan\u00eb t\u00eb habitur - sa shum\u00eb variacione ka, cilat jan\u00eb ngarkesat kudo. Ne kemi m\u00eb shum\u00eb se 50 projekte n\u00eb prodhim, m\u00eb shum\u00eb se 70 grupe Kubernetes. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, gjithmon\u00eb mund t\u00eb krijojm\u00eb shum\u00eb. Hap nj\u00eb vizatues, vizaton arkitektur\u00ebn mikrosh\u00ebrbimeve, p\u00ebrgatit nj\u00eb list\u00eb prej 200 teknologjive - dhe shkojm\u00eb p\u00ebrpara. Por kjo gjithmon\u00eb \u00e7on n\u00eb probleme dhe pasoj\u00eb. <\/p>\n

Esenca \u00ebsht\u00eb q\u00eb n\u00eb nj\u00eb an\u00eb t\u00eb sigurojm\u00eb stabilitetin maksimal, besueshm\u00ebrin\u00eb dhe thjesht\u00ebsin\u00eb, n\u00eb an\u00ebn tjet\u00ebr \u2013 nj\u00eb nivel t\u00eb lart\u00eb inovacioni. Dhe ne jemi krenar\u00eb q\u00eb e dim\u00eb k\u00ebt\u00eb. Ne e b\u00ebjm\u00eb k\u00ebt\u00eb kudo dhe n\u00eb mas\u00eb, si nj\u00eb Ikea e supozuar.<\/p><\/blockquote>\n

Kush i duhet devops n\u00eb outsourcing<\/h2>\n

\n\"\u201eQasje
\n
\n- M\u00eb duket se kompanit\u00eb e m\u00ebdha preferojn\u00eb t\u2019i ken\u00eb devops n\u00eb pun\u00ebsim.<\/b><\/p>\n

\u2014 (S.B.)<\/i> Sigurisht, lojtar\u00ebt e m\u00ebdhenj, si Avito ose Badoo, mund t\u00eb grumbullojn\u00eb nj\u00eb ekip devops. Kompanit\u00eb e vogla me investime t\u00eb m\u00ebdha gjithashtu mund t\u00eb grumbullojn\u00eb, por nuk \u00ebsht\u00eb e sigurt q\u00eb do t\u00eb ken\u00eb fuqin\u00eb p\u00ebr t\u00eb p\u00ebrballuar.<\/p>\n

Mendojm\u00eb se edhe kompanit\u00eb e m\u00ebdha \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb drejtohen te ekspert\u00eb q\u00eb e din\u00eb k\u00ebt\u00eb pun\u00eb mir\u00eb. Kompanit\u00eb e vogla, t\u00eb cilat operojn\u00eb n\u00eb zgjidhje web, duhet patjet\u00ebr t\u00eb drejtohen te njer\u00ebz t\u00eb kualifikuar. Sepse \u00e7do vones\u00eb n\u00eb sistemin kryesor \u00ebsht\u00eb nj\u00eb humbje parash.<\/p>\n

\u2014 (D.S.)<\/i> E dim\u00eb se njer\u00ebzit n\u00eb Rusi kan\u00eb frik\u00eb nga outsourcing-u - p\u00ebr shkak t\u00eb p\u00ebrvojave negative ose arsyetimeve t\u00eb tjera. Por klient\u00ebt tan\u00eb nuk ikin. N\u00eb dhjet\u00eb vjet, ne kemi humbur vet\u00ebm p\u00ebr dy arsye. Ose na kan\u00eb kaluar (p\u00ebr shembull, jan\u00eb bler\u00eb dhe gjith\u00e7ka \u00ebsht\u00eb rinovuar), ose jan\u00eb mbyllur, sepse ideja nuk ka funksionuar.<\/p>\n

- Dhe kush vjen m\u00eb shpesh te ju - kompanit\u00eb e vogla apo ato t\u00eb m\u00ebdha?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Tani, e nj\u00ebjta gj\u00eb. Por kompanit\u00eb e vogla thjesht na frik\u00ebsohen, mendojn\u00eb se ne... <\/p>\n

\u2014 (S.B.)<\/i>...jemi t\u00eb m\u00ebdhenj, t\u00eb komplikuar, t\u00eb pap\u00ebrshkruesh\u00ebm dhe fluturojm\u00eb n\u00eb re. <\/p>\n

\u2014 (D.S.)<\/i> Po, kalon p\u00ebrpara nj\u00eb salloni me Maybach dhe nuk hyn brenda, nuk pyet \u00e7mimin, sepse nuk mund t\u00eb kushtoj\u00eb 500,000 rubla. <\/p>\n

- Sigurisht q\u00eb nuk mund.<\/b><\/p>\n

\u2014 (S.B.)<\/i> Por sapo shfaqet n\u00eb nj\u00eb sh\u00ebrbim t\u00eb ndarjes, mund t\u00eb lejohet t\u00eb kalosh me t\u00eb. <\/p>\n

\u2014 (D.S.)<\/i> Po, ne sigurisht nuk jemi Maybach - ne jemi Ikea. Ne gjithashtu kemi arritur ta b\u00ebjm\u00eb thjesht\u00eb, t\u00eb besueshme dhe t\u00eb arritshme. N\u00eb p\u00ebrgjith\u00ebsi, numri i kompanive q\u00eb na kontaktojn\u00eb nga TOP-50 dhe kompanit\u00eb e vogla \u00ebsht\u00eb i nj\u00ebjt\u00eb p\u00ebr ne. Por ne zakonisht presim nga biznesi i vog\u00ebl dhe punojm\u00eb kryesisht me ta, nd\u00ebrsa p\u00ebr kompanit\u00eb e m\u00ebdha mundohemi t\u00eb mos bashk\u00ebpunojm\u00eb. <\/p>\n

\u2014 Pse?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Ka shum\u00eb burokraci.<\/p>\n

\u2014 (S.B.)<\/i> N\u00eb nj\u00eb kompani t\u00eb madhe ka shum\u00eb nivele, ku shp\u00ebrndahet p\u00ebrgjegj\u00ebsia, reagimi \u00ebsht\u00eb shum\u00eb i ngadalt\u00eb, dhe shpeshher\u00eb njer\u00ebzit fillojn\u00eb t\u00eb p\u00ebrfshihen me teknologjit\u00eb: \"A le t\u00eb peshojm\u00eb, le t\u00eb shkruajm\u00eb nj\u00eb strategji, nj\u00eb plan p\u00ebr nj\u00eb vit p\u00ebrpara, le t\u00eb b\u00ebjm\u00eb m\u00eb mir\u00eb k\u00ebshtu, \u00ebsht\u00eb m\u00eb e bukur p\u00ebr kultur\u00ebn e industri, k\u00ebshtu q\u00eb ka ndodhur praktika jon\u00eb.\" Dhe k\u00ebshtu ata fillojn\u00eb t\u00eb komplikojn\u00eb gj\u00ebra q\u00eb mund t\u00eb zgjidhen n\u00eb nj\u00eb m\u00ebnyr\u00eb t\u00eb thjesht\u00eb dhe t\u00eb shpejt\u00eb ku 80% e rezultatit mund t\u00eb jet\u00eb gati nes\u00ebr. Shkruhen n\u00eb rrug\u00ebn e gjat\u00eb, ku nuk dihet n\u00ebse kjo do t\u00eb funksionoj\u00eb apo jo. <\/p>\n

Si rezultat, n\u00eb vend t\u00eb praktikave t\u00eb rregulluara, ne po ri-shpikim rrot\u00ebn, dhe kostoja e zgjidhjes teknologjike b\u00ebhet shum\u00eb m\u00eb e lart\u00eb. Sidoqoft\u00eb, cil\u00ebsia nuk \u00ebsht\u00eb gjithmon\u00eb m\u00eb e mir\u00eb. <\/p>\n

\n

Kostoja e outsourcing-ut<\/h2>\n

\n\"\u201eQasje
\n
\nKemi shum\u00eb projekte n\u00eb GitHub, dhe ne aktivisht i kontribuojm\u00eb n\u00eb hap\u00ebsir\u00ebn e softuer\u00ebve t\u00eb hapur. Jo vet\u00ebm n\u00eb tonat - n\u00eb t\u00eb huajat gjithashtu. Ne mundohemi t\u00eb ndajm\u00eb mjetet q\u00eb p\u00ebrdorim \u00e7do dit\u00eb. E konsiderojm\u00eb detyr\u00ebn ton\u00eb, dhe na p\u00eblqen shum\u00eb ta b\u00ebjm\u00eb k\u00ebt\u00eb.<\/p>\n

T\u00eb gjith\u00eb djemt\u00eb n\u00eb kompani kontribuojn\u00eb n\u00eb nj\u00eb m\u00ebnyr\u00eb ose n\u00eb nj\u00eb tjet\u00ebr - ose me komente, ose dokumentacion, ose kod. Ne e konsiderojm\u00eb k\u00ebt\u00eb si nj\u00eb pages\u00eb p\u00ebr gjith\u00eb at\u00eb bot\u00eb t\u00eb pasur t\u00eb mjeteve t\u00eb hapura q\u00eb ne p\u00ebrdorim. Dhe un\u00eb mendoj se ne e japim at\u00eb pages\u00eb n\u00eb nj\u00eb m\u00ebnyr\u00eb t\u00eb denj\u00eb.<\/p>\n

Ne e quajm\u00eb k\u00ebt\u00eb kondensim p\u00ebrvojash. Fillimisht nj\u00eb person m\u00ebsoi di\u00e7ka, e ndau me koleg\u00ebt dhe p\u00ebrvoja u b\u00eb folklorike. M\u00eb pas ne shkruam dokumentacionin dhe pastaj e nxorr\u00ebm n\u00eb mjete dhe e harrojm\u00eb ekzistenc\u00ebn e saj, sepse tani nuk mendojm\u00eb - \u00e7do gj\u00eb llogaritet automatikisht.<\/p><\/blockquote>\n

Popullariteti i teknologjive dhe toksiciteti i zhvilluesve<\/h2>\n

\n\u2014 Pse pik\u00ebrisht Ubuntu? Para se ta zgjidhnit, \u00e7far\u00eb tjet\u00ebr e konsideronit?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Ishim nj\u00eb grup student\u00ebsh q\u00eb na p\u00eblqente Linux. Dhe gjat\u00eb nj\u00eb periudhe t\u00eb gjat\u00eb p\u00ebrdor\u00ebm Gentoo - nj\u00eb shp\u00ebrndarje e bazuar n\u00eb burim dhe \u00e7dokush duhej ta kompilonte \u00e7do her\u00eb nga fillimi. Kur kishim disa qindra server\u00eb, p\u00ebrdit\u00ebsimi zgjaste muaj. Sigurisht, n\u00eb fillim e automatizuam dhe optimizuam \u00e7do gj\u00eb, por n\u00eb fund e kuptuam q\u00eb duhej nj\u00eb ndryshim dhe, duke e ditur p\u00ebr avantazhet dhe disavantazhet e zgjidhjeve t\u00eb ndryshme, thjesht mor\u00ebm at\u00eb m\u00eb t\u00eb popullarizuarin. At\u00ebher\u00eb ishte intuitiv - n\u00ebse ishte m\u00eb popullor, do t\u00eb merrte zhvillimin m\u00eb t\u00eb mir\u00eb dhe t\u00eb gjitha disavantazhet do t\u00eb rregulloheshin n\u00eb nj\u00eb moment. <\/p>\n

Ishte nj\u00eb baz\u00eb t\u00eb dh\u00ebnash e quajtur Resync DB. Ato konkuronin me MongoDB dhe filluan af\u00ebrsisht n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb. P\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, Resync ishte teknologjikisht m\u00eb e mir\u00eb.<\/p>\n

Kur p\u00ebrdoruesit vinin, ata p\u00ebrpiqeshin t\u00eb zgjidhnin problemet e brendshme sistemore, nd\u00ebrsa n\u00eb MongoDB ato zgjidheshin shum\u00eb m\u00eb pak, por ata mund t\u00eb vendosnin kushtin 'n\u00ebse' p\u00ebr t\u00eb qen\u00eb m\u00eb t\u00eb mira n\u00eb testet sintetike. Prandaj, popullariteti i MongoDB rritej. N\u00eb rastet m\u00eb t\u00eb thjeshta, ata ishin m\u00eb t\u00eb mir\u00eb, por brenda ishin t\u00eb k\u00ebqij. Nd\u00ebrsa Resync DB ishte i mir\u00eb brenda, por popullariteti i tij nuk rritej.<\/p>\n

N\u00eb fund, gjith\u00e7ka p\u00ebr MongoDB brenda u b\u00eb mir\u00eb, nd\u00ebrsa askush nuk e mban mend Resync DB. Kompania d\u00ebshtoi. K\u00ebshtu \u00ebsht\u00eb historia me Ubuntu. Ky shp\u00ebrndarje ka shum\u00eb fokus, prandaj vendos\u00ebm ta p\u00ebrdorim.<\/p>\n

\u2014 Si i keni par\u00eb ndryshimet e fundit politike, CoC dhe gjith\u00eb kjo?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Eh... nuk ka asnj\u00eb negativitet, gjith\u00e7ka \u00ebsht\u00eb mir\u00eb, gjith\u00e7ka \u00ebsht\u00eb e qart\u00eb. Edhe un\u00eb vuaj nga fakti q\u00eb ndonj\u00ebher\u00eb ofendoj njer\u00ebzit. Mua, p\u00ebr shembull, di\u00e7ka m\u00eb duket e qart\u00eb dhe fillon t\u00eb m\u00eb nxjerr\u00eb jasht\u00eb, q\u00eb njer\u00ebzit nuk e kuptojn\u00eb. Un\u00eb zem\u00ebrohem, dhe kjo krijon negativitet (por po punoj mbi k\u00ebt\u00eb).<\/p>\n

Linus \u00ebsht\u00eb shum\u00eb i men\u00e7ur, pasi p\u00ebrfundimisht punon me k\u00ebt\u00eb p\u00ebr 30 vjet. E qart\u00eb, ai \u00ebsht\u00eb nj\u00eb tip i ashp\u00ebr, nuk ngre fjal\u00eb n\u00eb xhep. Mir\u00ebsia e tij \u00ebsht\u00eb e dob\u00ebt dhe komuniteti punon p\u00ebr k\u00ebt\u00eb. Ai vet\u00eb e kupton gjith\u00e7ka dhe e pranon. <\/p>\n

\"\u201eQasje
\n
\n\u2014 Por, si\u00e7 kuptova nga reagimet n\u00eb diskutime, shum\u00eb njer\u00ebz mb\u00ebshtesin iden\u00eb e t\u00eb folurit drejtp\u00ebrdrejt dhe ashp\u00ebr, dhe n\u00ebse dikujt nuk i p\u00eblqen - nuk jan\u00eb ata bim\u00ebt, nuk shkrijn\u00eb.<\/b><\/p>\n

\u2014 (D.S.)<\/i> Jo, nuk \u00ebsht\u00eb k\u00ebshtu. Un\u00eb, si nj\u00eb person q\u00eb vuan nga mungesa e mir\u00ebsis\u00eb, e kuptoj q\u00eb kjo \u00ebsht\u00eb shum\u00eb e keqe. Kjo d\u00ebmton komunitetin. Ka njer\u00ebz q\u00eb u b\u00ebn diferenc\u00eb, por p\u00ebr shumic\u00ebn e njer\u00ebzve, megjithat\u00eb, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb t\u00eb ket\u00eb komoditet emocional.<\/p>\n

K\u00ebtu n\u00eb kod \u00ebsht\u00eb nj\u00eb gabim i paqart\u00eb. Mund t\u00eb shkruhet: \u00abDjem, \u00ebsht\u00eb keq q\u00eb ne kalojm\u00eb k\u00ebto gj\u00ebra kaq t\u00eb thjeshta, duhet ta rregullojm\u00eb\u00bb. Nd\u00ebrsa ndoshta mund t\u00eb shkruhet: \u00abCili idiot e b\u00ebri k\u00ebt\u00eb?!\u00bb. Nj\u00eb fraz\u00eb. Ai person, q\u00eb b\u00ebri k\u00ebt\u00eb gabim, mund t\u00eb jet\u00eb edhe m\u00eb i men\u00e7ur dhe m\u00eb i p\u00ebrvoj\u00eb se ti, por ndoshta thjesht nuk ishte n\u00eb humor kur b\u00ebri gabimin - kush e di se \u00e7far\u00eb ndodhi me t\u00eb. Dhe p\u00ebr t\u00eb, kjo do t\u00eb jet\u00eb nj\u00eb ofendim direkt. Pse \u00ebsht\u00eb e nevojshme?<\/p>\n

Duhet t\u00eb flasim gj\u00ebrat drejtp\u00ebrdrejt, por nuk duhet t\u00eb themi \u00abCili idiot e shkroi k\u00ebt\u00eb\u00bb. Nuk ka asnj\u00eb kuptim t\u00eb fshehim dhe mb\u00ebshtjellim, por as t\u00eb ofendosh njer\u00ebzit.<\/p>\n

Pse DevOps duhet t\u00eb bisedojn\u00eb \u00e7do dit\u00eb<\/h2>\n

\n\"\u201eQasje
\n
\n\u2014 (D.S.)<\/i> Aktualisht kemi nj\u00eb zyr\u00eb t\u00eb vog\u00ebl, ku jan\u00eb dokumentet dhe nj\u00eb menaxher zyre q\u00eb merret me k\u00ebto dokumente.<\/p>\n

N\u00eb kompani jan\u00eb 70 njer\u00ebz. 20 njer\u00ebz jan\u00eb ekipi OPS. 30 njer\u00ebz jan\u00eb tri ekipet DevOps, rreth 10 njer\u00ebz secili. 20 t\u00eb tjer\u00ebt jan\u00eb zhvillues dhe shitje. 8 zhvillues, departamenti R&D - 4 njer\u00ebz. Njer\u00ebz jo teknik\u00eb n\u00eb t\u00eb gjith\u00eb kompanin\u00eb jan\u00eb 5-6 persona.<\/p>\n

Parat\u00eb kryesore fitojn\u00eb tre ekipet DevOps. Proceset jan\u00eb t\u00eb nj\u00ebjta kudo - \u00e7do dit\u00eb nj\u00eb takim i gjat\u00eb, p\u00ebr nj\u00eb or\u00eb deri n\u00eb nj\u00eb e gjysm\u00eb. Por aty shqyrtojn\u00eb t\u00eb gjitha \u00e7\u00ebshtjet teknike dhe djemt\u00eb vendosin se \u00e7far\u00eb t\u00eb b\u00ebjn\u00eb m\u00eb tej. Dhe p\u00ebr shkak se t\u00eb gjith\u00eb jan\u00eb n\u00eb distanc\u00eb - kjo \u00ebsht\u00eb nj\u00eb mund\u00ebsi p\u00ebr t\u00eb komunikuar mir\u00eb.<\/p>\n

\u2014 A \u00ebsht\u00eb v\u00ebrtet e nevojshme \u00e7do dit\u00eb?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Po.<\/p>\n

\u2014 T\u00eb gjith\u00eb jan\u00eb dakord me k\u00ebt\u00eb?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Po, t\u00eb gjith\u00eb jan\u00eb dakord, t\u00eb gjith\u00eb jan\u00eb komod. Por n\u00eb disa dit\u00eb, takimi mund t\u00eb zgjas\u00eb edhe 30 minuta. Pavar\u00ebsisht nga komunikimi shum\u00eb intensiv n\u00eb Slack, akoma d\u00ebshirojm\u00eb t\u00eb asinkronizohemi mir\u00eb, t\u00eb kuptojm\u00eb se \u00e7far\u00eb ndodhi dje. Duam t\u00eb kuptojm\u00eb nj\u00ebri-tjetrin, jo thjesht t\u00eb klikojm\u00eb detyrat. Ky \u00ebsht\u00eb nj\u00eb moment kulturorisht i r\u00ebnd\u00ebsish\u00ebm.<\/p>\n

\u2014 (S.B.)<\/i> \u00c7do moment mund t\u00eb ndodh\u00eb di\u00e7ka, situata mund t\u00eb ndryshoj\u00eb. Nevojitet nj\u00eb korrigjim i vazhduesh\u00ebm. <\/p>\n

\u2014 (D.S.)<\/i> Ke nj\u00eb anekdot\u00eb t\u00eb mir\u00eb n\u00eb k\u00ebt\u00eb tem\u00eb.<\/p>\n

\u2014 (S.B.)<\/i> Po. Nj\u00eb kirurg kardiak vjen n\u00eb nj\u00eb qend\u00ebr makinerish dhe mekaniku i thot\u00eb: \u00abD\u00ebgjo, merremi me t\u00eb nj\u00ebjt\u00ebn gj\u00eb, vet\u00ebm se ti operon zemr\u00ebn e njeriut, nd\u00ebrsa un\u00eb operoj zemr\u00ebn e makin\u00ebs. Ti merr 10,000$ p\u00ebr operacionin, nd\u00ebrsa un\u00eb p\u00ebr sh\u00ebrbimin - 100 rubla.<\/p>\n

Kirurgu pyet: \u00abA do doni po 10 mij\u00eb p\u00ebr riparim?\u00bb Mjeku thot\u00eb - sigurisht. Kirurgu ulet n\u00eb makin\u00eb, e ndez dhe thot\u00eb - \u00abnise pun\u00ebn\u00bb.<\/p>\n

Po ashtu edhe te ne. N\u00eb zhvillim, mund t\u00eb marr\u00ebsh nj\u00eb detyr\u00eb dhe pas dy jav\u00ebsh t\u00eb sjell\u00ebsh rezultat. Pastaj gjith\u00e7ka mund t\u00eb rregullohet, sepse plus-minus tre dit\u00eb nuk ndikojn\u00eb n\u00eb asgj\u00eb. <\/p>\n

N\u00eb rastin ton\u00eb, \u00e7do alarm i humbur ose vendim i gabuar mbi nj\u00eb alarm mund t\u00eb kthehet n\u00eb nj\u00eb problem shum\u00eb t\u00eb madh. P\u00ebr t\u00eb shmangur k\u00ebt\u00eb, k\u00ebrkohet nj\u00eb komunikim i ngusht\u00eb, i shpejt\u00eb dhe i vazhduesh\u00ebm.<\/p>\n

\n

A \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb kalosh n\u00eb pun\u00ebn nga distanca?<\/h2>\n

\nE menaxhoj\u00eb njer\u00ebzit nga distanca \u00ebsht\u00eb e komplikuar. Por, \u00ebsht\u00eb e komplikuar deri sa je n\u00eb nj\u00eb zyr\u00eb dhe ata n\u00eb nj\u00eb tjet\u00ebr, dhe ka nj\u00eb lodhje mendore. Je n\u00eb Mosk\u00eb dhe t\u00eb duket se djemt\u00eb nga Nizhny po punojn\u00eb keq, jo efektivisht. N\u00eb Mosk\u00eb, sheh p\u00ebrpjekjet e njer\u00ebzve p\u00ebrreth, nd\u00ebrsa p\u00ebrpjekjet e atyre q\u00eb punojn\u00eb nga distanca - jo. Ti merr vet\u00ebm rezultatin. <\/p>\n

N\u00eb zyr\u00eb ka shum\u00eb komunikim n\u00eb nj\u00eb form\u00eb jo t\u00eb formalizuar - dikush di\u00e7ka i tha dikujt n\u00eb rrug\u00ebn p\u00ebr n\u00eb kuzhin\u00eb. Njer\u00ebzit n\u00eb nj\u00eb zyr\u00eb tjet\u00ebr nuk e shohin, nuk e ndjejn\u00eb dhe konteksti humbet.<\/p>\n

Me koh\u00ebn q\u00eb ishim gati t\u00eb heqim dor\u00eb nga zyrat, t\u00eb gjitha komunikimet (edhe mes punonj\u00ebsve n\u00eb t\u00eb nj\u00ebjtin ambient) shkonin p\u00ebrmes Google Meet. Dhe kur e organizuam t\u00eb gjith\u00eb komunikimin nga distanca, kjo funksionoi 100%, t\u00eb gjitha pengesat e moskuptimit u hoq\u00ebn.<\/p>\n

T\u00eb nd\u00ebrtosh gjith\u00e7ka \u00ebsht\u00eb e komplikuar, por n\u00ebse b\u00ebhet gjith\u00e7ka si\u00e7 duhet - funksionon dhe nuk shkakton asnj\u00eb discomfort.<\/p><\/blockquote>\n

Si e menaxhojn\u00eb ekipet vet\u00eb parat\u00eb e tyre?<\/h2>\n

\n\"\u201eQasje
\n
\n\u2014 Pun\u00eb nga distanca \u00ebsht\u00eb nj\u00eb \u00e7\u00ebshtje e diskutueshme. Ndonj\u00ebher\u00eb kompanit\u00eb frik\u00ebsohen t\u00eb l\u00ebn\u00eb njer\u00ebzit n\u00eb sht\u00ebpi sepse mendojn\u00eb se do t\u00eb humbasin kontrollin mbi ta. Por ata q\u00eb l\u00ebn\u00eb, gjithashtu thon\u00eb se duhet t\u00eb punosh krejt ndryshe.<\/b><\/p>\n

\u2014 (D.S.)<\/i> Ne e zgjidh\u00ebm k\u00ebt\u00eb problem duke qen\u00eb t\u00eb gatsh\u00ebm t\u00eb ndajm\u00eb parat\u00eb me ekipet. T\u00eb gjith\u00eb ekonomia dhe sistemi i motivimit yn\u00eb jan\u00eb nd\u00ebrtuar thuajse si nj\u00eb fran\u00e7iz\u00eb. Paga \u00ebsht\u00eb mjaft e lart\u00eb, plus l\u00ebm\u00eb q\u00eb djemt\u00eb t\u00eb ken\u00eb para t\u00eb lira.<\/p>\n

Ekipi sh\u00ebrben nj\u00eb grup projektesh. Ata e din\u00eb se sa \u00e7do projekt sjell para. Ata e din\u00eb sakt\u00ebsisht se sa \u00ebsht\u00eb pjesa e tyre nga k\u00ebto para. T\u00eb gjitha parat\u00eb q\u00eb mbeten p\u00ebrve\u00e7 pagave t\u00eb tyre - q\u00ebndrojn\u00eb n\u00eb ekip dhe ndahen mes tyre sipas nj\u00eb sistemi t\u00eb caktuar. Motivimi \u00ebsht\u00eb krejt\u00ebsi - mor\u00ebn nj\u00eb projekt shum\u00eb p\u00ebr 200 mij\u00eb, rrit\u00ebn nga nj\u00ebri n\u00eb dhjet\u00eb n\u00eb pag\u00eb. B\u00ebn\u00eb nj\u00eb gabim - duhet t\u00eb kompensojn\u00eb klientin.<\/p>\n

\u2014 (S.B.)<\/i> N\u00ebse fillon t\u00eb tallesh me djemt\u00eb, at\u00ebher\u00eb kjo menj\u00ebher\u00eb ndjehet. Ti humb mund\u00ebsin\u00eb p\u00ebr t\u00eb marr\u00eb t\u00eb ardhura shtes\u00eb. Dhe problemi i kontrollit e zgjidh plot\u00ebsisht sistemi yn\u00eb. Njeriu b\u00ebn nj\u00eb plan p\u00ebr \u00e7do dit\u00eb, dhe takimet e p\u00ebrditshme mjaftojn\u00eb p\u00ebr t\u00eb kuptuar se kush b\u00ebn \u00e7far\u00eb.<\/p>\n

\u2014 (D.S.)<\/i> N\u00eb kushte lufte, shok\u00ebve n\u00eb tranqeu nuk u g\u00ebnjejn\u00eb. <\/p>\n

\u2014 Doli se ju keni pagat t\u00eb hapura? T\u00eb gjith\u00eb e din\u00eb se kush sa merr? <\/b><\/p>\n

\u2014 (D.S.)<\/i> Ne e mbyll\u00ebm pagat disa koh\u00eb m\u00eb par\u00eb. Ka diferenc\u00eb regionale. Pavar\u00ebsisht se p\u00ebrpiqemi t\u00eb paguajm\u00eb plot\u00ebsisht pag\u00ebn moscovite n\u00eb rajone, s\u00ebrish ndodhin disa disonanca.<\/p>\n

\u2014 (S.B.)<\/i> Tani t\u00eb gjith\u00eb din\u00eb se sa para ka grupi. Ata shikojn\u00eb se sa marrin nga bonuset. <\/p>\n

\u2014 (D.S.)<\/i> Kryetari i \u00e7do ekipi vendos se sa do t\u00eb marrin djemt\u00eb e tij, dhe si do t\u00eb ndahen bonuset. Ne m\u00ebrremi me k\u00ebt\u00eb \u00e7\u00ebshtje vet\u00ebm p\u00ebrmes k\u00ebshillave, vendimi gjithmon\u00eb mbetet n\u00eb duar t\u00eb kryetarit.<\/p>\n

P\u00ebrse njer\u00ebzit frik\u00ebsohen nga ofertat e pun\u00ebs?<\/h2>\n

\n\"\u201eQasje
\nFestimi i 10-vjetorit t\u00eb kompanis\u00eb n\u00eb 2018.<\/i><\/p>\n

\u2014 A jan\u00eb 70 njer\u00ebz t\u00eb mjaftuesh\u00ebm p\u00ebr ju?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Jo. Ne kemi plan t\u00eb pun\u00ebsojm\u00eb p\u00ebr nj\u00eb vit t\u00eb pakt\u00ebn 20 inxhinier\u00eb DevOps. Por kjo \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb. Ne kemi nj\u00eb grup t\u00eb madh kandidat\u00ebsh, t\u00eb gjith\u00eb e din\u00eb p\u00ebr ne aty k\u00ebtu. Por k\u00ebtu historia \u00ebsht\u00eb si me klient\u00ebt. Shum\u00eb thon\u00eb, \u00abfrik\u00ebsohemi t\u00eb punojm\u00eb me ju, mos na ndiheni t\u00eb paaft\u00eb\u00bb. Por ne nuk mendojm\u00eb se k\u00ebtu kemi gj\u00ebra shum\u00eb t\u00eb komplikuara.<\/p>\n

\"\u201eQasje
\nKorrenspondenca me nj\u00eb kandidat.<\/i><\/p>\n

\u2014 Si duhet t\u00eb jesh p\u00ebr t\u2019u adaptuar?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Teorikisht, njeriu duhet t\u00eb jet\u00eb i zhvilluar n\u00eb m\u00ebnyr\u00eb t\u00eb barabart\u00eb n\u00eb zhvillim dhe operim. N\u00eb praktik\u00eb, ka disa t\u00eb till\u00eb n\u00eb bot\u00eb, nuk flasim p\u00ebr Rusin\u00eb. Sidomos ata q\u00eb jan\u00eb t\u00eb nivelit t\u00eb lart\u00eb dhe n\u00eb t\u00eb dy fushat. Edhe un\u00eb vete nuk do t'i p\u00ebrfshija n\u00eb k\u00ebt\u00eb grup.<\/p>\n

Ne n\u00eb ofertat e pun\u00ebs gjithmon\u00eb e shkruajm\u00eb mir\u00eb se \u00e7far\u00eb duhet t\u00eb dihet. Ne punojm\u00eb shum\u00eb mbi to dhe p\u00ebrpiqemi t\u00eb shkruajm\u00eb p\u00ebr thelb.<\/p>\n

\u2014 A \u00ebsht\u00eb e mundur q\u00eb ofertat e pun\u00ebs t\u00eb frik\u00ebsojn\u00eb n\u00ebse \u00ebsht\u00eb shkruar se \u00e7far\u00eb duhet t\u00eb dihet?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Jo-jo-jo, ne nuk mendojm\u00eb se duhet t\u00eb dihet shum\u00eb. <\/p>\n

\u2014 (S.B.)<\/i> Na intereson mendimi, aft\u00ebsia e njeriut p\u00ebr t\u00eb k\u00ebrkuar zgjidhje.<\/p>\n

\u2014 (D.S.)<\/i> Na intereson p\u00ebrvoja n\u00eb Linux, dhe ne e kontrollojm\u00eb at\u00eb me detyra mjaft t\u00eb thjeshta - thjesht me shum\u00eb. Testi yn\u00eb \u00ebsht\u00eb mjaft i gjat\u00eb, p\u00ebr nj\u00eb kandidat mesatar zgjat 8 or\u00eb. Dhe n\u00eb fund shikojm\u00eb se si e p\u00ebrballoi njeriu problemet, si g\u00ebrmon, cila \u00ebsht\u00eb gama e njohurive t\u00eb tij.<\/p>\n

Ne e leht\u00eb t\u00eb fitosh njohuri me ne, pasi kemi shum\u00eb projekte t\u00eb ndryshme dhe koleg\u00eb t\u00eb p\u00ebrvojsh\u00ebm q\u00eb gjithmon\u00eb jan\u00eb t\u00eb gatsh\u00ebm t\u00eb ndihmojn\u00eb. Prandaj, ne shohim p\u00ebrpar\u00ebsisht q\u00eb ata t\u00eb mendojn\u00eb shpejt dhe t\u00eb ken\u00eb p\u00ebrvoj\u00eb.<\/p>\n

\u2014 P\u00ebrve\u00e7 testit, a e zbulojn\u00eb k\u00ebt\u00eb ndryshe?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Ne kemi tre faza. S\u00eb pari bisedon rekrutuesi dhe k\u00ebrkon t\u00eb flas\u00eb p\u00ebr p\u00ebrvoj\u00ebn. M\u00eb pas, ata q\u00eb e p\u00eblqejn\u00eb rekrutuesi, kalojn\u00eb n\u00eb nj\u00eb detyr\u00eb testimi. Pas p\u00ebrfundimit, bisedojn\u00eb lider\u00ebt e ekipit dhe i japin rekrutuesit mendimet e tyre, dhe n\u00ebse jan\u00eb dakord p\u00ebr t\u00eb mir\u00eb, kjo \u00ebsht\u00eb nj\u00eb arsye p\u00ebr t\u00eb b\u00ebr\u00eb nj\u00eb ofert\u00eb p\u00ebr personin.<\/p>\n

500 mij\u00eb rubla p\u00ebr t\u00eb recrutuar super-njeriun e ardhsh\u00ebm<\/h2>\n

\n\u2014 (D.S.)<\/i> Kemi nj\u00eb qasje mjaft josh\u00ebs ndaj financave, ne ndajm\u00eb me ekipet dhe nuk jemi t\u00eb kursyer. Gjithashtu, ne jemi duke dedikuar 500 mij\u00eb rubla ekipit p\u00ebr t\u00eb zgjeruar ekipin. K\u00ebshtu, ky \u00ebsht\u00eb nj\u00eb grant p\u00ebr ta q\u00eb t\u00eb mund t\u00eb gjejn\u00eb nj\u00eb person, ta m\u00ebsojn\u00eb gjith\u00e7ka derisa ai t\u00eb integrohet.<\/p>\n

\u2014 500 mij\u00eb p\u00ebr nj\u00eb person?!<\/b><\/p>\n

Q\u00eb ekipi t\u00eb fitoj\u00eb shum\u00eb para, duhet t\u00eb marr\u00eb m\u00eb shum\u00eb projekte. P\u00ebr k\u00ebt\u00eb, iu nevojiten m\u00eb shum\u00eb njer\u00ebz. Dhe p\u00ebr t\u00eb marr\u00eb m\u00eb shum\u00eb njer\u00ebz, iu nevojiten m\u00eb shum\u00eb para. Ky \u00ebsht\u00eb nj\u00eb cik\u00ebl i mbyllur. P\u00ebr ta prishur k\u00ebt\u00eb cik\u00ebl, ne ofrojm\u00eb para p\u00ebr nj\u00eb person t\u00eb ri. Nd\u00ebrkoh\u00eb q\u00eb ai shkrihet n\u00eb ekip, ata mund t\u00eb marrin m\u00eb shum\u00eb projekte dhe tashm\u00eb nga ato para t'i paguajn\u00eb atij pag\u00ebn. K\u00ebshtu, kjo \u00ebsht\u00eb kompensimi p\u00ebrderisa i ri nuk sjell para. <\/p>\n

\u2014 A nuk \u00ebsht\u00eb kjo shum\u00eb p\u00ebr devops-at? Ata jan\u00eb t\u00eb ngarkuar \u00e7do dit\u00eb, n\u00eb kushte sfiduese, dhe duhet t\u00eb merren edhe me menaxhimin financiar.<\/b><\/p>\n

\u2014 (D.S.)<\/i> K\u00ebt\u00eb e menaxhon lideri i ekipit, dhe ai nuk \u00ebsht\u00eb m\u00eb krej t\u00eb devops-it. Lider\u00ebt e ekipeve shkojn\u00eb m\u00eb shum\u00eb drejt partneritetit p\u00ebr t\u00eb pasur opsione. Prandaj menduam se p\u00ebr ta \u00ebsht\u00eb normale. Nd\u00ebrsa p\u00ebr an\u00ebtar\u00ebt e zakonsh\u00ebm t\u00eb ekipit, kjo nuk ka t\u00eb b\u00ebj\u00eb.<\/p>\n

N\u00eb m\u00ebnyr\u00eb t\u00eb thjesht\u00eb, ata e din\u00eb \u2014 n\u00ebse nj\u00eb koleg largohet, muajin tjet\u00ebr ata marrin pag\u00ebn e tij. Sigurisht, do t'u duhet t\u00eb punojn\u00eb m\u00eb shum\u00eb. Dhe kur gjejn\u00eb nj\u00eb z\u00ebvend\u00ebsim, ata ia kthejn\u00eb at\u00eb para. <\/p>\n

Kur ne japim lider\u00ebve t\u00eb ekipeve 500 mij\u00eb, ata nuk duan t\u00eb marrin nj\u00eb person q\u00eb nuk do t\u00eb dal\u00eb. Ndonj\u00ebher\u00eb \u00ebsht\u00eb m\u00eb e leht\u00eb t\u00eb filtrosin 20 persona dhe t\u00eb marrin vet\u00ebm nj\u00eb. Ka qen\u00eb q\u00eb rekrutuesi ka biseduar me 100 persona, 30 prej tyre shkojn\u00eb p\u00ebr detyr\u00ebn teknike, 20 kalojn\u00eb, dhe lideri i ekipit prap\u00eb ndan t\u00eb gjith\u00eb, p\u00ebrve\u00e7 nj\u00ebrit. \u00cbsht\u00eb e r\u00ebnd\u00eb. Lider\u00ebt e ekipeve kan\u00eb frik\u00eb t\u00eb rrezikojn\u00eb. E kemi diskutuar k\u00ebt\u00eb \u00e7\u00ebshtje dhe t\u00eb gjith\u00eb, si duket, kuptuan se \u00ebsht\u00eb nj\u00eb gabim. Shum\u00eb njer\u00ebz tregojn\u00eb veten ndryshe n\u00eb intervist\u00eb nga si do t\u00eb punojn\u00eb m\u00eb pas. Prandaj duhet t'u japim mund\u00ebsi dhe t\u00eb rrezikojm\u00eb.<\/p>\n

\u2014 A nuk fillojn\u00eb lider\u00ebt e ekipeve t\u00eb abuzojn\u00eb? Merr 500 mij\u00eb, nuk rekruton p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, merr akoma 500 mij\u00eb.<\/b> <\/p>\n

\u2014 (D.S.)<\/i> Ata e marrin parat\u00eb nj\u00eb her\u00eb. Ne themi \u2014 \"Tani keni dhjet\u00eb njer\u00ebz, por na duhen 11. Ka nj\u00eb plan shitjeje, do t\u00eb vijn\u00eb m\u00eb shum\u00eb projekte dhe \u00ebsht\u00eb e nevojshme t\u00eb jeni t\u00eb p\u00ebrgatitur. K\u00ebtu jan\u00eb 500 mij\u00eb p\u00ebr pozitat e nj\u00ebmb\u00ebdhjet\u00eb.\" T\u00eb dyt\u00eb, nuk do t'i merrni m\u00eb. Nd\u00ebrsa n\u00ebse dikush largohet, kjo \u00ebsht\u00eb nj\u00eb problem p\u00ebr ekipin, ata duhet t\u00eb zgjidhin \u00e7\u00ebshtjen brenda buxhetit t\u00eb tyre. <\/p>\n

\u00cbsht\u00eb si nj\u00eb loj\u00eb monopoli.<\/p>\n

\u2014 (S.B.)<\/i> Mendojm\u00eb se lideri i ekipit duhet t\u00eb jet\u00eb i angazhuar n\u00eb financa. Njer\u00ebzit tan\u00eb marrin pag\u00ebn e tyre nga parat\u00eb q\u00eb fitojn\u00eb. Dhe niveli i shpenzimeve p\u00ebr projektin \u00ebsht\u00eb shum\u00eb i r\u00ebnd\u00ebsish\u00ebm. Klienti vjen me nj\u00eb infrastruktur\u00eb, dhe pas nj\u00eb viti infrastruktura e tij \u00ebsht\u00eb dhjet\u00ebfish m\u00eb e madhe. Dhe n\u00ebse lideri i ekipit nuk merr pjes\u00eb n\u00eb financa, ai nuk do t\u00eb jet\u00eb n\u00eb gjendje t\u00eb vler\u00ebsoj\u00eb n\u00eb m\u00ebnyr\u00eb adekuate koston e sh\u00ebrbimit.<\/p>\n

\u2014 (D.S.)<\/i> Ka raste kur ekipi lufton me problemet e klientit p\u00ebr disa muaj, kuptojn\u00eb se jan\u00eb duke marr\u00eb p\u00ebr k\u00ebt\u00eb rreth nj\u00ebqind mij\u00eb, dhe kjo nuk korrespondon me at\u00eb q\u00eb po ndodh aktualisht. Dhe megjith\u00ebse \u00ebsht\u00eb e dhimbshme, duhet t\u00eb rrisim \u00e7mimin ose t\u00eb shk\u00ebputemi. Dhe njer\u00ebzit e ekipit e marrin vet\u00eb k\u00ebto vendime. Duke pasur parasysh se t\u00eb gjith\u00eb punojn\u00eb n\u00eb distanc\u00eb. Dhe mendojm\u00eb se kjo \u00ebsht\u00eb nj\u00eb arritje e madhe p\u00ebr ne. Kemi ekipe me t\u00eb v\u00ebrtet\u00eb autonome dhe t\u00eb motivuara.<\/p>\n

\u2014 Po. Dhe prej k\u00ebsaj ting\u00ebllon si duhet t\u00eb jesh super-njeri p\u00ebr t\u00eb punuar me ju. Paqart\u00ebsi teknike, vet\u00eb-disciplina, dhe njohuri financiare.<\/b><\/p>\n

\u2014 (S.B.)<\/i> Me ne mund t\u00eb b\u00ebhesh super-njeri. Por madje edhe lider\u00ebt e ekipeve q\u00eb din\u00eb ta b\u00ebjn\u00eb k\u00ebt\u00eb, erdh\u00ebn si inxhinier\u00eb t\u00eb zakonsh\u00ebm. Nj\u00eb vit deri n\u00eb dy mjafton p\u00ebr nj\u00eb person p\u00ebr t'u transformuar n\u00eb nj\u00eb super-njeri.<\/p>\n

\u2014 Lider\u00ebt e ekipeve-partner\u00eb jan\u00eb rritur nga inxhinier\u00eb t\u00eb zakonsh\u00ebm. A mund t\u00eb rekrutohen ata menj\u00ebher\u00eb n\u00eb nj\u00eb pozita t\u00eb till\u00eb?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Kjo ende nuk ka ndodhur, t\u00eb gjith\u00eb jan\u00eb rritur nga inxhinier\u00eb. Por ne po shqyrtojm\u00eb rastin p\u00ebr t\u00eb bashkuar me nj\u00eb kompani t\u00eb vog\u00ebl q\u00eb do t\u00eb b\u00ebhet thjesht nj\u00eb tjet\u00ebr ekip yn\u00eb. Ne do t\u00eb d\u00ebshironim ta provonim k\u00ebt\u00eb.<\/p>\n

\u2014 A mund t\u00eb marr\u00ebsh nj\u00eb person, n\u00ebse ai \u00ebsht\u00eb inxhinier i mir\u00eb, por nuk \u00ebsht\u00eb mjaft i organizuar p\u00ebr nivelin e ekipeve t\u00eb tilla?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Ne nuk kemi frik\u00eb nga njer\u00ebzit e paorganizuar, pasi kemi nj\u00eb fluks detyrash. Shum\u00eb shpejt zbulohet n\u00ebse mund ta ndihmojm\u00eb nj\u00eb person t\u00eb organizohet. N\u00ebse ai p\u00ebr \u00e7do dit\u00eb tregon se \u00e7far\u00eb ka b\u00ebr\u00eb, duke mos b\u00ebr\u00eb asgj\u00eb n\u00eb realitet, do t'i vij\u00eb turp. <\/p>\n

Kur ti sheh se t\u00eb gjith\u00eb jan\u00eb n\u00eb nj\u00eb vark\u00eb dhe po rembojn\u00eb, \u00ebsht\u00eb e sikletshme t\u00eb heq\u00ebsh dor\u00eb nga paga. N\u00eb kushte t\u00eb tilla, madje edhe njer\u00ebzit q\u00eb nuk jan\u00eb t\u00eb organizuar n\u00eb jet\u00eb b\u00ebhen t\u00eb till\u00eb. Mir\u00ebpo, n\u00ebse nuk \u00ebsht\u00eb, at\u00ebher\u00eb nuk \u00ebsht\u00eb.<\/p>\n

Ne e urrejm\u00eb thell\u00ebsisht sip\u00ebrfaq\u00ebsin\u00eb - tek njer\u00ebzit, n\u00eb pun\u00eb dhe tek vetja jon\u00eb. Kur njer\u00ebzit hyjn\u00eb k\u00ebtu, ata zhvillohen shum\u00eb shpejt, rreth tre her\u00eb m\u00eb shpejt se kudo tjet\u00ebr. Tek ne, realisht kalon nj\u00eb vit p\u00ebr tre n\u00eb p\u00ebrvoj\u00eb dhe aft\u00ebsi. <\/p>\n

Ne nuk i duam aspak m\u00ebsuesit sip\u00ebrfaq\u00ebsor\u00eb. Nga k\u00ebndv\u00ebshtrimi yn\u00eb - nj\u00eb m\u00ebsues \u00ebsht\u00eb nj\u00eb njeri q\u00eb \u00ebsht\u00eb n\u00eb gjendje t\u00eb b\u00ebj\u00eb shum\u00eb. T\u00eb them si \u00ebsht\u00eb - tregu i DevOps \u00ebsht\u00eb shum\u00eb i shpylluar. Ka m\u00ebsues q\u00eb mendojn\u00eb se jan\u00eb t\u00eb rinj. Ka t\u00eb rinj q\u00eb mendojn\u00eb se jan\u00eb t\u00eb moshuar. Nj\u00eb njeri, duke ardhur tek ne, e kupton shum\u00eb shpejt nivelin e tij real.<\/p>\n

Kjo nuk do t\u00eb thot\u00eb se ne nuk marrim t\u00eb rinj - i marrim me k\u00ebnaq\u00ebsi dhe do t\u00eb vazhdojm\u00eb t\u00eb marrim m\u00eb shum\u00eb. Ve\u00e7se po krijojm\u00eb nj\u00eb ekip t\u00eb ve\u00e7ant\u00eb 'DevOps-akselerator' dhe po i japim atyre projekte ku mund t\u00eb rrezikojm\u00eb, ku klienti \u00ebsht\u00eb i gatsh\u00ebm q\u00eb ne t\u00eb rrezikojm\u00eb. Nj\u00eb sh\u00ebrbim i till\u00eb ndoshta do t\u00eb shfaqet. Nj\u00eb 'Flant-light' ndoshta.<\/p>\n

\"\u201eQasje
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\n\u2014 A do t\u00eb doje t\u00eb b\u00ebheshe nj\u00eb korporat\u00eb e madhe?<\/b><\/p>\n

\u2014 (D.S.)<\/i> Do t\u00eb donim, por me nj\u00eb rezerv\u00eb. Nuk duam aspak t\u00eb humbasim kultur\u00ebn ton\u00eb. Ne sigurisht do t\u00eb rritemi, por ruajtja e kultur\u00ebs teknike dhe t\u00eb pun\u00ebs \u00ebsht\u00eb edhe m\u00eb e r\u00ebnd\u00ebsishme se zhvillimi vet\u00eb.<\/p>\n

Kemi nj\u00eb jet\u00eb dhe nuk do t\u00eb arrijm\u00eb kurr\u00eb t\u00eb fitojm\u00eb t\u00eb gjitha parat\u00eb, por d\u00ebshirojm\u00eb ta jetojm\u00eb pran\u00eb njer\u00ebzve t\u00eb mir\u00eb. Ne kategorikisht nuk pranojm\u00eb burokracin\u00eb, simulimin e pun\u00ebs s\u00eb dobishme. Kemi lidhje krejt horizontale. \u00cbsht\u00eb e mundur t\u00eb shprehesh mendimin t\u00ebnd n\u00eb form\u00ebn m\u00eb t\u00eb ashp\u00ebr ndaj drejtuesve: thelbi \u00ebsht\u00eb m\u00eb i r\u00ebnd\u00ebsish\u00ebm se formalisht.<\/p>\n

\u2014 (S.B.)<\/i> Por p\u00ebr k\u00ebt\u00eb duhet t\u00eb kesh argumente shum\u00eb t\u00eb mira.<\/p>\n

\u2014 (D.S.)<\/i> Sigurisht! Dhe puna n\u00eb distanc\u00eb \u00ebsht\u00eb e nevojshme, sepse k\u00ebshtu jetojm\u00eb, k\u00ebshtu e shohim bot\u00ebn. Dima Shurupov jeton n\u00eb Tajland\u00eb, un\u00eb n\u00eb Gjermani. Sasha Batalov n\u00eb Mosk\u00eb, drejtori i burimeve njer\u00ebzore n\u00eb Tyumen. <\/p>\n

Ne besojm\u00eb se, duke jetuar n\u00eb k\u00ebt\u00eb planet, d\u00ebshirojm\u00eb ta jetojm\u00eb jet\u00ebn duke e par\u00eb at\u00eb. T\u00eb jetosh n\u00eb kushte kur shkon n\u00eb pun\u00eb dhe nuk t\u00eb p\u00eblqen - nuk ka nevoj\u00eb. K\u00ebshtu q\u00eb d\u00ebshirojm\u00eb q\u00eb t'i shkojm\u00eb pun\u00ebs me d\u00ebshir\u00eb. T\u00eb kemi konflikte n\u00eb pun\u00eb - padyshim e pak\u00ebndshme, prandaj b\u00ebjm\u00eb gjith\u00e7ka q\u00eb n\u00eb pun\u00eb t\u00eb mos ket\u00eb konflikte. Kemi debate dhe luft\u00ebra, por jo konflikte. <\/p>\n

\u2014 A nuk t\u00eb duket se t\u00eb b\u00ebhesh i madh do t\u00eb thot\u00eb jo vet\u00ebm t\u00eb ofrosh sh\u00ebrbime, por edhe t\u00eb prodhosh. Se duhet jo vet\u00ebm t\u00eb jetosh jet\u00ebn dhe t\u00eb shoh\u00ebsh planetin, por edhe t\u00eb l\u00ebsh di\u00e7ka pas?<\/b> <\/p>\n

\u2014 (D.S.)<\/i> Kjo \u00ebsht\u00eb nj\u00eb tem\u00eb shum\u00eb e ndjeshme p\u00ebr ne, sepse ne jemi nj\u00eb kompani sh\u00ebrbimi. Por ne b\u00ebjm\u00eb shum\u00eb software dhe n\u00eb thelb produkti yn\u00eb jan\u00eb sh\u00ebrbimet me nj\u00eb efikasitet krejt tjet\u00ebr. Ne kurr\u00eb s'kemi shitur or\u00eb ose njer\u00ebz. Gjithmon\u00eb kan\u00eb ardhur klient\u00eb dhe kan\u00eb pyetur - 'a mund t\u00eb blej nj\u00ebqind or\u00eb'? Jo, nuk mundesh, ne nuk shesim or\u00eb. <\/p>\n

Ne shesim rezultat. Rezultati \u00ebsht\u00eb q\u00eb kemi neutralizuar dhimbjen, kemi zgjidhur problemin. Dhe ne nuk zgjidhim si na than\u00eb, por si e dim\u00eb vet\u00eb. Produkti yn\u00eb \u00ebsht\u00eb p\u00ebrvoja jon\u00eb. Dhe sigurisht do t\u00eb b\u00ebjm\u00eb zgjidhje t\u00eb gatshme, produkte SaaS, ka shum\u00eb ide. Por nuk kemi nxitim. Para nesh jan\u00eb shum\u00eb dekada.
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Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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