<\/a><\/noindex><\/p>\nGrupi i student\u00ebve t\u00eb linuks\u00ebve<\/h2>\n \nDmitry Stolyarov (drejtor 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 kemi filluar me nj\u00eb tem\u00eb shum\u00eb qesharake, p\u00ebr t\u00eb cil\u00ebn tani ndjehemi pak t\u00eb turp\u00ebruar. P\u00ebr nj\u00eb arsyet t\u00eb caktuar, mendonim se duhej t\u00eb implementonim Linux n\u00eb zyrat n\u00eb vend t\u00eb Windows-it. Emri i par\u00eb i kompanis\u00eb ishte TrueOffice - 'zyra e v\u00ebrtet\u00eb'. M\u00eb pas kuptuam se askujt nuk i nevojitej kjo. Kjo ndodhi n\u00eb vitin 2006, un\u00eb isha 19 vje\u00e7. Vet\u00ebm rreth vitit 2012-13 erdhi kuptimi se si t\u00eb b\u00ebsh biznes, cilat teknologji ishin t\u00eb nevojshme p\u00ebr bot\u00ebn.<\/p>\n
Alexander Batalov (drejtori ekzekutiv) pran\u00eb standit t\u00eb kompanis\u00eb n\u00eb konferenc\u00eb<\/i><\/p>\n
\u2014 (Sasha Batalov)<\/b> P\u00ebrve\u00e7 teknologjive, ekziston nj\u00eb mas\u00eb e madhe si marketingu, shitjet dhe ekonomia, p\u00ebr t\u00eb cilat askush nuk na ka m\u00ebsuar ndonj\u00ebher\u00eb, p\u00ebrve\u00e7 kurseve n\u00eb universitet, por nuk e di se sa t\u00eb aplikueshme dhe t\u00eb dobishme jan\u00eb ato. <\/p>\n
N\u00eb fillim na dukej se gjith\u00e7ka kjo nuk ishte e nevojshme, por m\u00eb von\u00eb na duhej ta m\u00ebsonim n\u00eb praktik\u00eb, t\u00eb lexonim libra, ndonj\u00ebher\u00eb madje pas p\u00ebrvojave t\u00eb pak\u00ebndshme. N\u00eb p\u00ebrgjith\u00ebsi ndoq\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 (DS)<\/i> Por gradualisht, me rritjen e kualifikimeve, ia dedikuam vet\u00ebn Linux-it dhe tani merremi vet\u00ebm me hi-load, projekte web me ngarkes\u00eb t\u00eb lart\u00eb. Kur u shfaq Kubernetes, ne e kuptuam shpejt q\u00eb ky ishte bazamenti q\u00eb na ka munguar. <\/p>\n
\u2014 Pse kishte kaq shum\u00eb interes p\u00ebr Linux-in? Ideologjik apo teknologjik?<\/b><\/p>\n
\u2014 (DS)<\/i> Kompania ka dy themelues \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, teknologjikisht, p\u00ebr m\u00ebnyr\u00ebn se si \u00ebsht\u00eb nd\u00ebrtuar. Dhe rezultoi nj\u00eb kombinim: Dima p\u00eblqen ideologjin\u00eb, nd\u00ebrsa un\u00eb teknologjin\u00eb. E dua open-source si ide, por gjithmon\u00eb m\u00eb ka interesuar m\u00eb shum\u00eb ana teknologjike.<\/p>\n
Einstein tha: \"Duhet t\u00eb b\u00ebjm\u00eb sa m\u00eb thjesht\u00eb t\u00eb jet\u00eb e mundur, por jo m\u00eb thjesht\u00eb.\" Ja, Linux \u00ebsht\u00eb nd\u00ebrtuar aq thjesht\u00eb, e besueshme dhe e transparenc\u00eb, sa e shijoj at\u00eb. T\u00eb gjith\u00ebve na p\u00eblqente, dhe ne u shnd\u00ebrruam nga nj\u00eb grup student\u00ebsh n\u00eb nj\u00eb kompani t\u00eb madhe. Tani jemi tashm\u00eb 70. P\u00ebr IT, p\u00ebr sh\u00ebrbime t\u00eb specializuara \u2014 kjo \u00ebsht\u00eb mjaft shum\u00eb.<\/p>\n
\u2014 Si ishin gj\u00ebrat n\u00eb koh\u00ebn e grupit t\u00eb student\u00ebve?<\/b><\/p>\n
\u2014 (DS)<\/i> Si zakonisht ndodh me student\u00ebt \u2014 me arg\u00ebtim dhe energji.<\/p>\n
\u2014 (SB)<\/i> Nj\u00eb sasi e madhe altruizmi, d\u00ebshira p\u00ebr t\u00eb pushtuar internetin, p\u00ebr t\u00eb arritur majat teknologjike. Ne p\u00ebrfshiheshim n\u00eb detyra shum\u00eb t\u00eb komplikuara \u2014 ndonj\u00ebher\u00eb merrnim p\u00ebrsip\u00ebr projekte t\u00eb r\u00ebnda (por shum\u00eb interesante!) nga fushat e integrimit sistematik, duke i realizuar ato p\u00ebr nj\u00eb shum\u00eb t\u00eb vog\u00ebl. T\u00eb p\u00ebrpiqeshim t\u00eb b\u00ebnim framework-et tona, thithnim t\u00eb gjitha teknologjit\u00eb q\u00eb m\u00ebsonim, dhe menj\u00ebher\u00eb k\u00ebrkonim aplikim p\u00ebr to.<\/p>\n
\u2014 Po komercializimi, a \u00ebsht\u00eb realizuar?<\/b><\/p>\n
\u2014 (DS)<\/i> Po, por n\u00eb fazat e hershme nuk kishim nevoj\u00eb p\u00ebr asgj\u00eb. N\u00eb ato koh\u00eb p\u00ebr mua 40 mij\u00eb rubla ishin nj\u00eb t\u00eb ardhur krejt\u00ebsisht normale, tregonim p\u00ebr to.<\/p>\n
\u2014 (SB)<\/i> Nd\u00ebrsa un\u00eb mendoja se me nj\u00eb mij\u00eb dollar\u00eb mund t\u00eb b\u00ebje \u00e7do faqe, \u00e7far\u00ebdo q\u00eb t\u00eb imagjinoje.<\/p>\n
\u2014 (DS)<\/i> N\u00eb vitin 2013 nuk kishim para p\u00ebr t\u00eb pun\u00ebsuar me liri n\u00eb Mosk\u00eb. T\u00eb gjith\u00eb njohurit q\u00eb mund\u00ebm t'i merrnim, i kishim marr\u00eb. Vendos\u00ebm t\u00eb hapim nj\u00eb zyr\u00eb n\u00eb Nizhny Novgorod. Shkuam 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, kemi pasur shum\u00eb m\u00ebsime t\u00eb hidhura. Vet\u00ebm n\u00eb vitin 2016, p\u00ebr turpin tim, kam lexuar Remote. Qaja dhe qesha sepse ishim kaluar nj\u00eb rrug\u00eb t\u00eb nj\u00ebjt\u00eb. \u00c7do paragraf p\u00ebrputhej me p\u00ebrvoj\u00ebn time personale. <\/p>\n
\u2014 (SB)<\/i> \u00c7do paragraf kishte plag\u00ebt tona.<\/p>\n\n\u00c7far\u00eb b\u00ebn Flant<\/h2>\n \n
P\u00ebr t\u00eb formuar nj\u00eb operim t\u00eb kualitetit n\u00eb prodhim, nevojiten 15-20 devops, specialist\u00eb t\u00eb bazave t\u00eb dh\u00ebnash, t\u00eb Kubernetes, sh\u00ebrbimi i mb\u00ebshtetjes dhe k\u00ebshtu me radh\u00eb. Dhe n\u00ebse kompania \u00ebsht\u00eb e vog\u00ebl, ku ka vet\u00ebm dy-tri zhvillues \u2014 kjo \u00ebsht\u00eb e pamundur. E k\u00ebtu vije ne dhe shp\u00ebtojm\u00eb. Rreth 150,000.<\/p>\n
Dikur, misioni yn\u00eb ishte t\u00eb b\u00ebjm\u00eb nj\u00eb kompani ku vet\u00eb t\u00eb ndihemi rehat p\u00ebr t\u00eb punuar, sa e \u00e7uditshme t\u00eb duket. Tani, kur e arrijt\u00ebm k\u00ebt\u00eb, misioni \u00ebsht\u00eb t\u00eb b\u00ebjm\u00eb teknologjit\u00eb e nivelit Google dhe Facebook t\u00eb aksesueshme p\u00ebr biznesin e vog\u00ebl, p\u00ebr startup-et n\u00eb fazat e tyre t\u00eb hershme.<\/p>\n
Njer\u00ebzit mund t\u00eb p\u00ebrqendrohen n\u00eb produktin e tyre, jo n\u00eb zgjidhjen e problemeve q\u00eb mund t\u00eb evitohen.<\/p>\n
Shum\u00eb djem q\u00eb vijn\u00eb tek ne jan\u00eb t\u00eb habitur \u2014 sa shum\u00eb variacione ka, cilat ngarkesa jan\u00eb gjithandej. Ne kemi m\u00eb shum\u00eb se 50 projekte n\u00eb prodhim, mbi 70 klaster\u00eb Kubernetes. Mund t\u00eb krijosh gjithmon\u00eb di\u00e7ka t\u00eb re. Hap skic\u00ebs, vizaton arktitektur\u00ebn mikrosh\u00ebrbimesh, harton nj\u00eb list\u00eb me 200 teknologji \u2014 dhe shkojm\u00eb. Por kjo gjithmon\u00eb \u00e7on n\u00eb probleme dhe pasoja. <\/p>\n
Pika \u00ebsht\u00eb q\u00eb t\u00eb sigurojm\u00eb maksimalen stabilitetit, besueshm\u00ebris\u00eb dhe thjesht\u00ebsis\u00eb, nd\u00ebrsa nga ana tjet\u00ebr \u2014 nj\u00eb nivel t\u00eb lart\u00eb t\u00eb inovacionit. Ne jemi krenar\u00eb q\u00eb dim\u00eb ta b\u00ebjm\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 ka nevoj\u00eb p\u00ebr devops n\u00eb outsourcing<\/h2>\n \n- M\u00eb duket se kompanit\u00eb e m\u00ebdha preferojn\u00eb t\u00eb mbajn\u00eb devops-in brenda.<\/b><\/p>\n
\u2014 (SB)<\/i> E qart\u00eb \u00ebsht\u00eb se lojtar\u00ebt e m\u00ebdhenj, si Avito ose Badoo, mund t\u00eb angazhojn\u00eb devops t\u00eb tyre. Kompanit\u00eb e vogla me investime t\u00eb m\u00ebdha gjithashtu mund t\u00eb b\u00ebjn\u00eb \u2014 por edhe pse mund t\u00eb angazhojn\u00eb, nuk \u00ebsht\u00eb e sigurt se do t\u00eb ken\u00eb forc\u00eb p\u00ebr t'u p\u00ebrballur.<\/p>\n
Ne besojm\u00eb se edhe kompanit\u00eb e m\u00ebdha \u00ebsht\u00eb m\u00eb mir\u00eb t'i drejtohen ekspert\u00ebve q\u00eb e njohin k\u00ebt\u00eb fush\u00eb. P\u00ebr kompanit\u00eb e vogla, t\u00eb cilat kan\u00eb biznes n\u00eb zgjidhjet web, \u00ebsht\u00eb e nevojshme t\u00eb k\u00ebrkojn\u00eb ndihm\u00ebn e njer\u00ebzve me p\u00ebrvoj\u00eb. Sepse \u00e7do problem i thjesht\u00eb n\u00eb sistemin kryesor do t\u00eb thot\u00eb humbje parash.<\/p>\n
\u2014 (DS)<\/i> E dim\u00eb se njer\u00ebzit n\u00eb Rusi kan\u00eb frik\u00eb nga outsourcing-u \u2014 p\u00ebr shkak t\u00eb p\u00ebrvojave negative, p\u00ebr shkak t\u00eb arsyesh t\u00eb tjera. Por klient\u00ebt e tan\u00eb nuk largohen. Gjat\u00eb dhjet\u00eb viteve, ata jan\u00eb larguar p\u00ebr dy arsye vet\u00ebm. Ose na kan\u00eb kaluar (p.sh., jan\u00eb bler\u00eb dhe gjith\u00e7ka \u00ebsht\u00eb ristrukturuar), ose jan\u00eb mbyllur sepse ideja nuk ka funksionuar.<\/p>\n
\u2014 Dhe kush vjen te ju m\u00eb shpesh \u2014 kompanit\u00eb e vogla apo ato t\u00eb m\u00ebdha?<\/b><\/p>\n
\u2014 (DS)<\/i> S\u00eb fundmi e nj\u00ebjta. Por kompanit\u00eb e vogla thjesht na trembin, mendojn\u00eb se ne... <\/p>\n
\u2014 (SB)<\/i>\u2026 jemi t\u00eb m\u00ebdhenj, t\u00eb komplikuar, t\u00eb paarritsh\u00ebm dhe fluturojm\u00eb n\u00eb re. <\/p>\n
\u2014 (DS)<\/i> Po, kaloni pran\u00eb nj\u00eb saloni me Maybach dhe nuk hyni brenda, nuk pyesni \u00e7mimin, sepse nuk mundet q\u00eb nj\u00eb Maybach t\u00eb kushtoj\u00eb 500 mij\u00eb rubla. <\/p>\n
\u2014 Sigurisht q\u00eb nuk mundet.<\/b><\/p>\n
\u2014 (SB)<\/i> Por sa her\u00eb q\u00eb ai shfaqet n\u00eb car-sharing, mund t\u00eb lejojm\u00eb vetes t\u00eb udh\u00ebtojm\u00eb me t\u00eb. <\/p>\n
\u2014 (DS)<\/i> Po, ne natyrisht nuk jemi Maybach, jemi Ikea. Edhe ne e kemi b\u00ebr\u00eb t\u00eb thjesht\u00eb, t\u00eb besueshme dhe t\u00eb p\u00ebrballueshme. N\u00eb p\u00ebrgjith\u00ebsi, numri i kompanive q\u00eb na drejtohen nga TOP-50 dhe kompanit\u00eb e vogla \u2014 \u00ebsht\u00eb e nj\u00ebjt\u00eb. Por ne kryesisht llogarisim n\u00eb biznesin e vog\u00ebl dhe punojm\u00eb kryesisht me ta, nd\u00ebrsa me t\u00eb m\u00ebdhenjt\u00eb p\u00ebrpiqemi t\u00eb mos bashk\u00ebpunojm\u00eb. <\/p>\n
\u2014 Pse?<\/b><\/p>\n
\u2014 (DS)<\/i> Ka shum\u00eb burokraci.<\/p>\n
\u2014 (SB)<\/i> N\u00eb nj\u00eb kompani t\u00eb madhe ka shum\u00eb nivele, ku shp\u00ebrndahet p\u00ebrgjegj\u00ebsia, feedback-u zgjat shum\u00eb, dhe shpesh her\u00eb njer\u00ebzit fillojn\u00eb t\u00eb luajn\u00eb me teknologjit\u00eb: \u00abPo 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 nd\u00ebrmarr\u00ebse, kjo \u00ebsht\u00eb krijuar nga praktika jon\u00eb\u00bb. Dhe k\u00ebshtu ata fillojn\u00eb t\u00eb komplikuar \u00e7\u00ebshtje q\u00eb mund t\u00eb zgjidhen me nj\u00eb rrug\u00eb t\u00eb thjesht\u00eb, aq sa 80% e rezultatit mund t\u00eb gjendet q\u00eb nes\u00ebr. Shkohen n\u00eb nj\u00eb rrug\u00eb t\u00eb gjat\u00eb, ku nuk dihet n\u00ebse do t\u00eb funksionoj\u00eb apo jo. <\/p>\n
Si rezultat, n\u00eb vend t\u00eb praktikave t\u00eb harmonizuara, ne shpikim p\u00ebrs\u00ebri rrot\u00ebn, dhe kostoja e zgjidhjes teknologjike b\u00ebhet shum\u00eb m\u00eb e lart\u00eb. Nd\u00ebrkoh\u00eb, cil\u00ebsia nuk \u00ebsht\u00eb gjithmon\u00eb m\u00eb e mir\u00eb. <\/p>\n
\nPagesa p\u00ebr outsourcing<\/h2>\n \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 \u2014 ose me komente, ose me dokumentacion, ose me kod. Ne mendojm\u00eb se kjo \u00ebsht\u00eb tarifa jon\u00eb p\u00ebr t\u00eb gjith\u00eb bot\u00ebn e pasur t\u00eb utiliteteve open source q\u00eb p\u00ebrdorim. Dhe un\u00eb besoj se ne e paguajm\u00eb at\u00eb tarif\u00eb si\u00e7 duhet.<\/p>\n
Ne e quajm\u00eb k\u00ebt\u00eb kondensim p\u00ebrvoje. Fillimisht nj\u00eb person m\u00ebsoi di\u00e7ka, e ndau me koleg\u00ebt, p\u00ebrvoja u b\u00eb folklorike. Pastaj ne e regjistruam dokumentacionin, dhe m\u00eb pas e nxorr\u00ebm n\u00eb utilitete dhe e harrova ekzistenc\u00ebn e saj, sepse tani nuk mendojm\u00eb \u2014 gjith\u00e7ka merret parasysh automatikisht.<\/p><\/blockquote>\n
Popullariteti i teknologjive dhe toksiciteti i zhvilluesve<\/h2>\n \n\u2014 Pse pik\u00ebrisht Ubuntu? \u00c7far\u00eb tjet\u00ebr \u00ebsht\u00eb shqyrtuar para se ta zgjidhnit?<\/b><\/p>\n
\u2014 (DS)<\/i> Ishim nj\u00eb grup student\u00ebsh q\u00eb p\u00eblqenin Linux-in. Dhe gjat\u00eb nj\u00eb kohe t\u00eb gjat\u00eb ne p\u00ebrdor\u00ebm Gentoo \u2014 nj\u00eb distribucion i bazuar n\u00eb burim, dhe \u00e7do her\u00eb duhej ta kompilonim nga e para. Kur kishim disa qindra server\u00eb, azhurnimi merrte muaj. Sigurisht, fillimisht automatizuam dhe optimizuam gjith\u00e7ka, por n\u00eb fund kuptuam se duhej t\u00eb ndryshonim di\u00e7ka, dhe, duke ditur p\u00ebr pluset dhe minuset e zgjidhjeve t\u00eb ndryshme, thjesht mor\u00ebm at\u00eb m\u00eb t\u00eb popullarizuar. At\u00ebher\u00eb ishte intuitive \u2014 n\u00ebse ishte m\u00eb e njohur, do t\u00eb zhvillohej m\u00eb mir\u00eb, dhe t\u00eb gjith\u00eb disavantazhet do t\u00eb zgjidhen her\u00ebt apo von\u00eb. <\/p>\n
Ishte nj\u00eb baz\u00eb t\u00eb dh\u00ebnash e quajtur Resync DB. Ata konkurronin me MongoDB dhe filluan af\u00ebr t\u00eb nj\u00ebjtit koh\u00eb. Dhe nj\u00eb koh\u00eb t\u00eb gjat\u00eb Resync ishin teknologjikisht m\u00eb t\u00eb 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 mund t\u00eb vendosnin ndonj\u00ebher\u00eb if, p\u00ebr t\u00eb qen\u00eb m\u00eb t\u00eb mir\u00eb n\u00eb testet sintetike. Prandaj popullariteti i MongoDB-s\u00eb po rritej. N\u00eb rastet m\u00eb t\u00eb thjeshta, ata treguan vetveten m\u00eb mir\u00eb, por brenda ishin t\u00eb dob\u00ebt. Nd\u00ebrsa Resync DB brenda kishte t\u00eb mira, por popullariteti i tij nuk po rritej.<\/p>\n
N\u00eb fund, brenda MongoDB-s\u00eb gjith\u00e7ka u b\u00eb mir\u00eb, nd\u00ebrsa askush nuk e mban mend Resync DB-n\u00eb. Kompania falimentoi. K\u00ebshtu \u00ebsht\u00eb edhe me Ubuntu, pra historia \u00ebsht\u00eb ndryshe. N\u00eb k\u00ebt\u00eb distribucion ka shum\u00eb fokus, prandaj vendos\u00ebm ta p\u00ebrdorim at\u00eb.<\/p>\n
\u2014 Si i shihni ndryshimet e fundit politike, CoC dhe t\u00eb gjith\u00eb k\u00ebto?<\/b><\/p>\n
\u2014 (DS)<\/i> Nuk... nuk ka asnj\u00eb negativitet, gjith\u00e7ka \u00ebsht\u00eb n\u00eb rregull, gjith\u00e7ka \u00ebsht\u00eb e kuptueshme. Edhe un\u00eb vuaj nga fakti q\u00eb her\u00eb pas here l\u00ebndoj njer\u00ebzit. N\u00eb disa raste, nj\u00eb gj\u00eb m\u00eb duket e qart\u00eb dhe filloj t\u00eb irritohem shum\u00eb q\u00eb njer\u00ebzit nuk e kuptojn\u00eb at\u00eb. Un\u00eb zem\u00ebrohem dhe k\u00ebshtu krijohet nj\u00eb negativitet (por po punoj p\u00ebr k\u00ebt\u00eb).<\/p>\n
Linusi \u00ebsht\u00eb shum\u00eb i zgjuar, pasi n\u00eb fund t\u00eb fundit ai punon me k\u00ebt\u00eb p\u00ebr 30 vjet. E qart\u00eb \u00ebsht\u00eb q\u00eb ai \u00ebsht\u00eb nj\u00eb djal\u00eb i ashp\u00ebr, nuk e mban goj\u00ebn n\u00eb xhep. Kultura e tij e sjelljes \u00ebsht\u00eb e dob\u00ebt, dhe komuniteti po punon p\u00ebr k\u00ebt\u00eb. Ai vet\u00eb e kupton gjith\u00e7ka dhe e pranon. <\/p>\n
\u2014 Por, si\u00e7 kuptova nga reagimi n\u00eb diskutime, shum\u00eb njer\u00ebz mb\u00ebshtesin iden\u00eb p\u00ebr t\u00eb folur drejtp\u00ebrdrejt dhe ashp\u00ebr, dhe n\u00ebse dikujt nuk i p\u00eblqen - nuk jan\u00eb si sheqeri, nuk shkrijn\u00eb.<\/b><\/p>\n
\u2014 (DS)<\/i> Jo, nuk \u00ebsht\u00eb k\u00ebshtu. Un\u00eb, si nj\u00eb njeri q\u00eb vuan nga mungesa e sjelljes s\u00eb mir\u00eb, e kuptoj se kjo \u00ebsht\u00eb shum\u00eb e keqe. Kjo d\u00ebmton komunitetin. Ka njer\u00ebz q\u00eb nuk u intereson, por p\u00ebr shumic\u00ebn e njer\u00ebzve \u00e7doher\u00eb \u00ebsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb t\u00eb ket\u00eb komoditet emocional.<\/p>\n
Ja, n\u00eb kod ka nj\u00eb gabim idiot. Mund ta shkruash: \"Djem, \u00ebsht\u00eb keq q\u00eb ne kalojm\u00eb mbi k\u00ebto gj\u00ebra t\u00eb thjeshta, duhet t\u00eb korrigjojm\u00eb.\" Nd\u00ebrsa mund t\u00eb shkruash: \"Cili idiot e b\u00ebri k\u00ebt\u00eb?!\". Nj\u00eb fraz\u00eb. Ai person q\u00eb b\u00ebri k\u00ebt\u00eb gabim mund t\u00eb jet\u00eb edhe m\u00eb i zgjuar dhe m\u00eb me p\u00ebrvoj\u00eb se ti, por ndoshta nuk ishte n\u00eb humor kur gaboi - kush e di se \u00e7far\u00eb ndodhi me t\u00eb. Dhe p\u00ebr t\u00eb do t\u00eb jet\u00eb nj\u00eb ofendim direkt. P\u00ebrse \u00ebsht\u00eb e nevojshme kjo?<\/p>\n
Duhet t\u00eb flasim gj\u00ebrat drejtp\u00ebrdrejt, por nuk duhen th\u00ebn\u00eb \"Cili idiot e shkroi k\u00ebt\u00eb\". Nuk ka kuptim t\u00eb fsheh\u00ebsh dhe t\u00eb mbulosh gjith\u00e7ka, por as t\u00eb ofendosh njer\u00ebzit nuk \u00ebsht\u00eb e nevojshme.<\/p>\n
P\u00ebrse duhet q\u00eb devops t\u00eb komunikojn\u00eb \u00e7do dit\u00eb<\/h2>\n \n(DS)<\/i> Tani kemi nj\u00eb zyr\u00eb t\u00eb vog\u00ebl, ku ndodhin dokumentet dhe ka nj\u00eb menaxher zyre q\u00eb merret me k\u00ebto dokumente.<\/p>\n
N\u00eb kompani jan\u00eb 70 persona. 20 persona jan\u00eb ekipi OPS. 30 persona jan\u00eb tre grupe DevOps, \u00e7do grup p\u00ebr rreth 10 persona. 20 t\u00eb tjer\u00eb jan\u00eb zhvillues dhe shitje. 8 zhvillues, departamenti i R&D - 4 persona. Njer\u00ebzit 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 n\u00eb gjith\u00eb vendin - \u00e7do dit\u00eb nj\u00eb mbledhje e gjat\u00eb, p\u00ebr nj\u00eb or\u00eb deri n\u00eb nj\u00eb or\u00eb e gjysm\u00eb. Por atje diskutojn\u00eb t\u00eb gjitha ceshtjet teknike dhe djemt\u00eb vendosin \u00e7far\u00eb t\u00eb b\u00ebjn\u00eb m\u00eb pas. Dhe duke qen\u00eb se t\u00eb gjith\u00eb jan\u00eb n\u00eb distanc\u00eb \u2013 kjo \u00ebsht\u00eb mund\u00ebsia p\u00ebr t\u00eb komunikuar normalisht.<\/p>\n
\u2014 A \u00ebsht\u00eb e nevojshme v\u00ebrtet \u00e7do dit\u00eb?<\/b><\/p>\n
\u2014 (DS)<\/i> Po.<\/p>\n
\u2014 A jan\u00eb t\u00eb gjith\u00eb dakord me k\u00ebt\u00eb?<\/b><\/p>\n
\u2014 (DS)<\/i> Po, t\u00eb gjith\u00eb jan\u00eb t\u00eb dakord, t\u00eb gjith\u00eb ndihen rehat. Por n\u00eb disa dit\u00eb, takimi mund t\u00eb zgjas\u00eb deri n\u00eb 30 minuta. Pavar\u00ebsisht se komunikimi \u00ebsht\u00eb shum\u00eb intensiv n\u00eb Slack, prap\u00eb ndihesh mir\u00eb t\u00eb sinkronizohesh, t\u00eb kuptosh \u00e7far\u00eb ndodhi dje. Ne duam t\u00eb kuptojm\u00eb nj\u00ebri-tjetrin dhe jo t\u00eb klikojm\u00eb thjesht detyra. Ky \u00ebsht\u00eb nj\u00eb moment kulturorisht i r\u00ebnd\u00ebsish\u00ebm.<\/p>\n
\u2014 (SB)<\/i> \u00c7do moment mund t\u00eb ndodhin gj\u00ebra, situata mund t\u00eb ndryshoj\u00eb. K\u00ebrkohet korrigjim i vazhduesh\u00ebm. <\/p>\n
\u2014 (DS)<\/i> A ke nj\u00eb anekdot\u00eb t\u00eb mir\u00eb p\u00ebr k\u00ebt\u00eb tem\u00eb?<\/p>\n
\u2014 (SB)<\/i> Po. Nj\u00eb kirurg kardio vjen n\u00eb nj\u00eb qend\u00ebr mekanike dhe mekaniku i thot\u00eb: \"D\u00ebgjo, ne merremi me t\u00eb nj\u00ebjt\u00ebn gj\u00eb, vet\u00ebm se ti op\u00e9rush zemr\u00ebn e njeriut, nd\u00ebrsa un\u00eb zemr\u00ebn e automjetit. Ti merr 10,000 $ p\u00ebr operimin, nd\u00ebrsa un\u00eb p\u00ebr sh\u00ebrbimin - 100 rubla.\"<\/p>\n
Kirurgu pyet: \"D\u00ebshiron ndonj\u00ebher\u00eb t\u00eb marr\u00ebsh 10,000 p\u00ebr riparim?\" Mekaniku p\u00ebrgjigjet - sigurisht. Kirurgu hyp n\u00eb makin\u00eb, e ndez dhe thot\u00eb - \"merre p\u00ebr ta rikonstruktuar.\"<\/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 alerd t\u00eb humbur apo vendim i gabuar mbi alerdin mund t\u00eb rezultoj\u00eb n\u00eb nj\u00eb problem t\u00eb madh. P\u00ebr t\u00eb parandaluar k\u00ebt\u00eb, nevojitet nj\u00eb komunikim i ngusht\u00eb, i shpejt\u00eb dhe gjithmon\u00eb n\u00eb vazhdim.<\/p>\n
\nA \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb kalosh n\u00eb pun\u00eb t\u00eb larg\u00ebt?<\/h2>\n \n\u00cbsht\u00eb e v\u00ebshtir\u00eb t\u00eb menaxhosh njer\u00ebzit nga larg. Por kjo \u00ebsht\u00eb e v\u00ebshtir\u00eb deri sa je n\u00eb nj\u00eb zyr\u00eb dhe ata n\u00eb nj\u00eb tjet\u00ebr, dhe ka nj\u00eb err\u00ebsir\u00eb t\u00eb mendjes. Ti je n\u00eb Mosk\u00eb dhe t\u00eb duket se djemt\u00eb nga Nizhny po punojn\u00eb keq, pa efektivitet. N\u00eb Mosk\u00eb, sheh p\u00ebrpjekjet e njer\u00ebzve p\u00ebrreth, nd\u00ebrsa p\u00ebrpjekjet e t\u00eb pun\u00ebsuarve n\u00eb distanc\u00eb nuk i sheh. Ti pranon vet\u00ebm rezultatin. <\/p>\n
N\u00eb zyr\u00eb, shum\u00eb komunikime ndodhin n\u00eb nj\u00eb m\u00ebnyr\u00eb informale - dikush thot\u00eb di\u00e7ka p\u00ebr dik\u00eb n\u00eb p\u00ebrpjekje p\u00ebr t\u00eb shkuar n\u00eb kuzhin\u00eb. Njer\u00ebzit n\u00eb zyr\u00ebn tjet\u00ebr nuk e shohin k\u00ebt\u00eb, nuk e ndjejn\u00eb, dhe konteksti humbet.<\/p>\n
N\u00eb momentin kur ishim gati t\u00eb heqim dor\u00eb nga zyra, t\u00eb gjitha komunikimet (edhe p\u00ebr punonj\u00ebsit n\u00eb t\u00eb nj\u00ebjt\u00ebn hap\u00ebsir\u00eb) kalonin n\u00eb Google Meet. Dhe kur e strukturua t\u00ebr\u00eb komunikimin n\u00eb distanc\u00eb, kjo funksionoi n\u00eb 100%, t\u00eb gjitha barrierat e keqkuptimit u hoq\u00ebn.<\/p>\n
T\u00eb gjitha k\u00ebto jan\u00eb t\u00eb v\u00ebshtira, por n\u00ebse b\u00ebhen si\u00e7 duhet - funksionon dhe nuk shkakton asnj\u00eb diskomfort.<\/p><\/blockquote>\n
Si ekipet menaxhojn\u00eb vet\u00eb parat\u00eb e tyre.<\/h2>\n \n\u2014 Shk\u00ebputja \u2014 \u00ebsht\u00eb nj\u00eb \u00e7\u00ebshtje e diskutueshme. Ndonj\u00ebher\u00eb kompanit\u00eb frik\u00ebsohen t\u00eb l\u00ebn\u00eb njer\u00ebzit t\u00eb punojn\u00eb nga sht\u00ebpia, sepse mendojn\u00eb se do t\u00eb humbin kontrollin mbi ta. Por ata q\u00eb japin lirin\u00eb, gjithashtu thon\u00eb se duhet t\u00eb punojn\u00eb krejt ndryshe.<\/b><\/p>\n
\u2014 (DS)<\/i> Ne e zgjidh\u00ebm k\u00ebt\u00eb problem duke qen\u00eb t\u00eb gatsh\u00ebm t\u00eb ndajm\u00eb me ekipet parat\u00eb. E gjith\u00eb ekonomia jon\u00eb dhe sistemi i motivimit jan\u00eb nd\u00ebrtuar gati si nj\u00eb fran\u00e7iz\u00eb. Pagat jan\u00eb mjaft t\u00eb larta, p\u00ebrve\u00e7 k\u00ebsaj ne u l\u00ebm\u00eb djemve para t\u00eb lira.<\/p>\n
Ekipi sh\u00ebrben p\u00ebr nj\u00eb grup projektesh. Ata e din\u00eb se sa para sjell secili prej k\u00ebtyre projekteve. Ata e din\u00eb sakt\u00ebsisht pjes\u00ebn e tyre nga k\u00ebto para. T\u00eb gjitha parat\u00eb q\u00eb mbeten p\u00ebrve\u00e7 pagave t\u00eb tyre \u2014 mbeten n\u00eb ekip dhe ndahen mes tyre sipas nj\u00eb sistemi t\u00eb caktuar. Motivimi \u00ebsht\u00eb plot\u00ebsisht i drejtp\u00ebrdrejt\u00eb \u2014 mor\u00ebn nj\u00eb projekt tjet\u00ebr me 200 mij\u00eb, i shtuan edhe nga dhjet\u00eb n\u00eb pag\u00eb. B\u00ebn\u00eb nj\u00eb gabim \u2014 duhet ta kompensojn\u00eb klientin.<\/p>\n
\u2014 (SB)<\/i> N\u00ebse fillon t'i zhg\u00ebnjesh djemt\u00eb, kjo ndjehet menj\u00ebher\u00eb. Ti heq mund\u00ebsin\u00eb p\u00ebr t\u00eb fituar t\u00eb ardhura shtes\u00eb. Por problemi i kontrollit, sistemi yn\u00eb e zgjidh plot\u00ebsisht. Njeriu b\u00ebn planin e tij p\u00ebr \u00e7do dit\u00eb, dhe takimet e p\u00ebrditshme mjaftojn\u00eb p\u00ebr t\u00eb kuptuar kush b\u00ebn \u00e7far\u00eb.<\/p>\n
\u2014 (DS)<\/i> N\u00eb kushte lufte, shok\u00ebt e kastit nuk g\u00ebnjejn\u00eb. <\/p>\n
\u2014 Pra, keni paga t\u00eb hapura? T\u00eb gjith\u00eb e din\u00eb se kush fiton sa? <\/b><\/p>\n
\u2014 (DS)<\/i> Ne i mbyll\u00ebm pagat disa koh\u00eb m\u00eb par\u00eb. Ka diferenca rajonale. Edhe pse ne p\u00ebrpiqemi t\u00eb paguajm\u00eb plot\u00ebsisht pag\u00ebn moscovite n\u00eb rajone, p\u00ebrs\u00ebri ndodhin disa disonanc\u00eb.<\/p>\n
\u2014 (SB)<\/i> Tani t\u00eb gjith\u00eb e din\u00eb se sa para ka ekipi. Ata shohin se sa pjes\u00eb t\u00eb bonuseve marrin. <\/p>\n
\u2014 (DS)<\/i> Kreu i \u00e7do ekipi vendos se sa do t\u00eb marrin djemt\u00eb e tij, dhe si t\u00eb ndahen bonuset. Ne merremi me k\u00ebt\u00eb \u00e7\u00ebshtje vet\u00ebm me k\u00ebshilla, vendimi gjithmon\u00eb mbetet tek kreu i ekipit.<\/p>\nPse njer\u00ebzit kan\u00eb frik\u00eb nga vendet e pun\u00ebs<\/h2>\n
\nFestimi i 10-vjetorit t\u00eb kompanis\u00eb n\u00eb vitin 2018<\/i><\/p>\n
\u2014 A jan\u00eb 70 persona t\u00eb mjaftuesh\u00ebm p\u00ebr ju?<\/b><\/p>\n
\u2014 (DS)<\/i> Jo. Ne kemi nj\u00eb plan t\u00eb marrim t\u00eb pakt\u00ebn 20 inxhinier\u00eb DevOps gjat\u00eb vitit. Por kjo \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb. Ne kemi nj\u00eb grup mjaft t\u00eb madh kandidat\u00ebsh, t\u00eb gjith\u00eb e din\u00eb p\u00ebr ne n\u00eb nj\u00eb m\u00ebnyr\u00eb ose nj\u00eb tjet\u00ebr. Por k\u00ebtu historia \u00ebsht\u00eb si me klient\u00ebt. Shum\u00eb t\u00eb tjer\u00eb thon\u00eb, 'kemi frik\u00eb t\u00eb punojm\u00eb me ju, ndoshta nuk do t'i bjer\u00eb'. Por ne nuk mendojm\u00eb se kemi gj\u00ebra super kozmike k\u00ebtu.<\/p>\n
Korrenspondenca me kandidatin<\/i><\/p>\n
\u2014 Si duhet t\u00eb jesh p\u00ebr ta arritur?<\/b><\/p>\n
\u2014 (DS)<\/i> Teoretikisht, nj\u00eb njeri duhet t\u00eb jet\u00eb i zhvilluar nj\u00eblloj n\u00eb zhvillim dhe operacion. N\u00eb praktik\u00eb, k\u00ebta njer\u00ebz n\u00eb bot\u00eb jan\u00eb shum\u00eb t\u00eb few, p\u00ebr t\u00eb mos folur p\u00ebr Rusin\u00eb. Sidomos ata q\u00eb jan\u00eb senior n\u00eb t\u00eb dy fushat. Un\u00eb do ta quaja veten nj\u00ebri prej tyre jo shum\u00eb.<\/p>\n
N\u00eb shpalljet tona t\u00eb pun\u00ebs gjithmon\u00eb shkruhet mir\u00eb se \u00e7far\u00eb duhet t\u00eb dihet. Ne punojm\u00eb shum\u00eb mbi to dhe p\u00ebrpiqemi t\u00eb shkruajm\u00eb thelb\u00ebsisht.<\/p>\n
\u2014 A ka mund\u00ebsi q\u00eb shpalljet e pun\u00ebs realisht t\u00eb frik\u00ebsojn\u00eb, n\u00ebse shpjegohet se sa shum\u00eb duhet t\u00eb dihet?<\/b><\/p>\n
\u2014 (DS)<\/i> Jo-jo-jo, ne nuk mendojm\u00eb se duhet t\u00eb dihet shum\u00eb. <\/p>\n
\u2014 (SB)<\/i> Na intereson t\u00eb menduarit, aft\u00ebsia e individit p\u00ebr t\u00eb k\u00ebrkuar zgjidhje.<\/p>\n
\u2014 (DS)<\/i> Na intereson p\u00ebrvoja n\u00eb Linux, dhe ne e kontrollojm\u00eb at\u00eb me detyra mjaft t\u00eb thjeshta \u2014 thjesht me nj\u00eb num\u00ebr t\u00eb madh. Testi yn\u00eb \u00ebsht\u00eb mjaft i gjat\u00eb; p\u00ebr kandidatin mesatar, zgjat 8 or\u00eb. Dhe n\u00eb fund shohim se si e ka p\u00ebrballuar njeriu problemet, si k\u00ebrkon n\u00eb Google, \u00e7far\u00eb horizonte ka.<\/p>\n
Njohurit\u00eb jan\u00eb shum\u00eb t\u00eb lehta p\u00ebr t\u2019u mbledhur k\u00ebtu, sepse ka shum\u00eb projekte t\u00eb ndryshme dhe koleg\u00eb t\u00eb p\u00ebrvojsh\u00ebm q\u00eb gjithmon\u00eb mund t\u00eb ndihmojn\u00eb. Prandaj, ne shikojm\u00eb s\u00eb pari q\u00eb ata t\u00eb ken\u00eb shp\u00ebrputhje t\u00eb shpejt\u00eb dhe p\u00ebrvoj\u00eb.<\/p>\n
\u2014 P\u00ebrve\u00e7 testit, e identifikoni k\u00ebt\u00eb ndryshe?<\/b><\/p>\n
\u2014 (DS)<\/i> Ne kemi tre faza. S\u00eb pari, nj\u00eb HR komunikon, i k\u00ebrkon t\u00eb flas\u00eb p\u00ebr p\u00ebrvoj\u00ebn e tij. Pastaj ata q\u00eb i p\u00eblqen HR-it kalojn\u00eb nj\u00eb detyr\u00eb testuese. Pas k\u00ebsaj, ekipi i lider\u00ebve bisedon dhe i thon\u00eb HR-it mendimet e tyre, dhe n\u00ebse konsiderohen nj\u00ebz\u00ebri t\u00eb mira \u2014 kjo \u00ebsht\u00eb nj\u00eb arsye p\u00ebr t\u00eb b\u00ebr\u00eb nj\u00eb ofert\u00eb p\u00ebr individin.<\/p>\n500 mij\u00eb rubla p\u00ebr t\u00eb pun\u00ebsuar supermenin e ardhsh\u00ebm<\/h2>\n
\n\u2014 (DS)<\/i> Ne kemi nj\u00eb q\u00ebndrim shum\u00eb t\u00eb pazakont\u00eb ndaj financave, ne ndajm\u00eb me ekipet dhe nuk jemi t\u00eb ngusht\u00eb. Dhe gjithashtu p\u00ebrjashtojm\u00eb ekipet me 500 mij\u00eb rubla p\u00ebr zgjerimin e stafit. Pra, kjo \u00ebsht\u00eb nj\u00eb grante, q\u00eb ata mund ta gjejn\u00eb nj\u00eb person, ta m\u00ebsojn\u00eb gjith\u00e7ka derisa ai t\u00eb integrit.<\/p>\n
\u2014 500 mij\u00eb p\u00ebr person?!<\/b><\/p>\n
P\u00ebr t\u00eb fituar shum\u00eb para, ekipi duhet t\u00eb marr\u00eb m\u00eb shum\u00eb projekte. P\u00ebr k\u00ebt\u00eb, ata kan\u00eb nevoj\u00eb p\u00ebr m\u00eb shum\u00eb njer\u00ebz. Dhe p\u00ebr t\u00eb marr\u00eb m\u00eb shum\u00eb njer\u00ebz \u2014 duhet m\u00eb shum\u00eb para. Ky \u00ebsht\u00eb nj\u00eb rreth i mbyllur. P\u00ebr t\u00eb prishur k\u00ebt\u00eb rreth, ne u japim para p\u00ebr nj\u00eb njeri t\u00eb ri. Derisa ai t\u00eb integrohet, ata mund t\u00eb marrin edhe m\u00eb shum\u00eb projekte dhe t\u00eb paguajn\u00eb prej atyre parave. <\/p>\n
\u2014 A nuk \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00eb p\u00ebr DevOps? Ata jan\u00eb ngarkuar \u00e7do dit\u00eb, \u00e7do dit\u00eb n\u00eb kushte t\u00eb v\u00ebshtira, dhe duhet t\u00eb merren edhe me menaxhimin financiar.<\/b><\/p>\n
\u2014 (DS)<\/i> K\u00ebt\u00eb e b\u00ebn lideri i ekipit, i cili tashm\u00eb nuk \u00ebsht\u00eb plot\u00ebsisht devops. Lider\u00ebt e ekipeve shkojn\u00eb m\u00eb tep\u00ebr drejt partneritetit p\u00ebr t\u00eb pasur mund\u00ebsi. Prandaj ne mendojm\u00eb se p\u00ebr ta \u00ebsht\u00eb normale. Nd\u00ebrsa p\u00ebr an\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit, kjo nuk i prek ata.<\/p>\n
Thjesht, ata e din\u00eb \u2014 n\u00ebse nj\u00eb koleg ik\u00ebn, muajin e ardhsh\u00ebm ata marrin pag\u00ebn e tij. Sigurisht, do t\u2019u duhet t\u00eb punojn\u00eb m\u00eb shum\u00eb. Dhe kur gjejn\u00eb nj\u00eb z\u00ebvend\u00ebsim, i japin k\u00ebto para prapa. <\/p>\n
Dhe kur ne u japim lider\u00ebve t\u00eb ekipeve 500 mij\u00eb, ata nuk duan t\u00eb marrin nj\u00eb person q\u00eb nuk do t\u00eb jap\u00eb rezultat. Ndonj\u00ebher\u00eb \u00ebsht\u00eb m\u00eb e leht\u00eb p\u00ebr ta t\u00eb p\u00ebrjashtojn\u00eb 20 vet\u00eb dhe t\u00eb marrin nj\u00eb. Ka ndodhur q\u00eb biseduan me 100 persona dhe 30 prej tyre shkuan p\u00ebr nj\u00eb detyr\u00eb teknike, 20 kaluan, dhe t\u00eb gjith\u00eb p\u00ebrve\u00e7 nj\u00eb, lideri i ekipit i p\u00ebrjashtoi. \u00cbsht\u00eb e tmerrshme. Lider\u00ebt e ekipeve kan\u00eb frik\u00eb nga rreziku. Ne diskutuam k\u00ebt\u00eb tem\u00eb dhe t\u00eb gjith\u00eb dukeshin t\u00eb kuptonin se ishte nj\u00eb gabim. Shum\u00eb njer\u00ebz paraqiten ndryshe n\u00eb intervista nga m\u00ebnyra si do t\u00eb punojn\u00eb m\u00eb pas. Prandaj duhet t\u2019u jepet nj\u00eb shans dhe t\u00eb rrezikohet.<\/p>\n
\u2014 A ndodhin abuzime nga lider\u00ebt e ekipeve? Ti merr 500 mij\u00eb, dhe p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb nuk pun\u00ebson, merr p\u00ebrs\u00ebri 500 mij\u00eb.<\/b> <\/p>\n
\u2014 (DS)<\/i> Ata e marrin parat\u00eb nj\u00eb her\u00eb. Ne themi \u2014 \"Tani keni dhjet\u00eb persona, dhe duhet 11. Ka nj\u00eb plan shitjesh, do t\u00eb vijn\u00eb projekte t\u00eb tjera dhe duhet t\u00eb jeni gati. Ja, 500 mij\u00eb p\u00ebr pozita t\u00eb nj\u00ebmb\u00ebdhjet\u00eb.\" Nj\u00eb her\u00eb tjet\u00ebr nuk do t\u2019i merrni m\u00eb. Dhe n\u00ebse dikush ik\u00ebn, kjo \u00ebsht\u00eb nj\u00eb problem p\u00ebr ekipin, ata e zgjidhin brenda buxhetit t\u00eb tyre. <\/p>\n
Kjo \u00ebsht\u00eb si nj\u00eb loj\u00eb monopoli.<\/p>\n
\u2014 (SB)<\/i> Ne 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 ato para q\u00eb ata fitojn\u00eb. Dhe shkalla e shpenzimeve p\u00ebr projektin \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme. Klient\u00ebt vijn\u00eb me nj\u00eb infrastruktur\u00eb dhe pas nj\u00eb viti infrastruktura e tyre \u00ebsht\u00eb 10 her\u00eb 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 me sakt\u00ebsi koston e sh\u00ebrbimit.<\/p>\n
\u2014 (DS)<\/i> Ndonj\u00ebher\u00eb, ekipi lufton p\u00ebr disa muaj me problemet e klientit, kuptojn\u00eb q\u00eb ata paguhen p\u00ebr k\u00ebt\u00eb 100 mij\u00eb, dhe kjo nuk p\u00ebrputhet aspak me situat\u00ebn aktuale. Qoft\u00eb si \u00ebsht\u00eb e dhimbshme, ata duhet t\u00eb rrisin \u00e7mimin ose t\u00eb ndahen. Dhe ata e marrin k\u00ebt\u00eb vendim vet\u00eb. Duke pasur parasysh se t\u00eb gjith\u00eb punojn\u00eb n\u00eb distanc\u00eb. Dhe ne mendojm\u00eb se kjo \u00ebsht\u00eb arritja jon\u00eb m\u00eb e madhe. Ne kemi ekipe t\u00eb motivuara dhe t\u00eb v\u00ebrteta autonome.<\/p>\n
\u2014 Po, dhe nga kjo duket se duhet t\u00eb jesh Superman q\u00eb t\u00eb punosh k\u00ebtu. Duhet t\u00eb kesh aft\u00ebsi teknike, disiplin\u00eb personale dhe njohuri financiare.<\/b><\/p>\n
\u2014 (SB)<\/i> Ne mund t\u00eb b\u00ebhemi Superman. Por edhe ata lider\u00eb ekipesh q\u00eb e din\u00eb se si ta b\u00ebjn\u00eb k\u00ebt\u00eb, kan\u00eb ardhur si inxhinier\u00eb t\u00eb zakonsh\u00ebm. Nj\u00eb deri n\u00eb dy vjet mjafton p\u00ebr t'u shnd\u00ebrruar n\u00eb nj\u00eb Superman.<\/p>\n
\u2014 Lider\u00ebt partner\u00eb t\u00eb ekipeve jan\u00eb rritur nga inxhinier\u00eb t\u00eb zakonsh\u00ebm. A mund ata t\u00eb pun\u00ebsohen menj\u00ebher\u00eb n\u00eb nj\u00eb pozicion t\u00eb till\u00eb?<\/b><\/p>\n
\u2014 (DS)<\/i> Kjo nuk ka ndodhur asnj\u00ebher\u00eb k\u00ebtu, t\u00eb gjith\u00eb jan\u00eb rritur nga inxhinier\u00eb. Por po shqyrtojm\u00eb mund\u00ebsin\u00eb t\u00eb bashkohemi me nj\u00eb kompani t\u00eb vog\u00ebl, e cila do t\u00eb b\u00ebhej thjesht nj\u00eb tjet\u00ebr ekip i yni. Do t\u00eb doja ta provonim k\u00ebt\u00eb.<\/p>\n
\u2014 A mund t\u00eb merrni nj\u00eb person, n\u00ebse ai \u00ebsht\u00eb nj\u00eb inxhinier i mir\u00eb, por nuk \u00ebsht\u00eb mjaft i organizuar p\u00ebr nivelin e k\u00ebtyre ekipeve?<\/b><\/p>\n
\u2014 (DS)<\/i> Ne nuk kemi frik\u00eb nga njer\u00ebzit e paorganizuar, pasi kemi nj\u00eb fluks detyrash. Shum\u00eb shpejt ndri\u00e7ohet n\u00ebse mund t\u00eb ndihmojm\u00eb nj\u00eb person t\u00eb organizohet. N\u00ebse ai do t\u00eb tregohet \u00e7do dit\u00eb se \u00e7far\u00eb ka b\u00ebr\u00eb, pa b\u00ebr\u00eb asgj\u00eb n\u00eb realitet, do t'i vij\u00eb turp. <\/p>\n
Kur shikon se t\u00eb gjith\u00eb jan\u00eb n\u00eb t\u00eb nj\u00ebjt\u00ebn kajak dhe po pallosh, nuk \u00ebsht\u00eb rehat t\u00eb heq\u00ebsh vesht. N\u00eb k\u00ebto kushte, edhe njer\u00ebzit q\u00eb jan\u00eb t\u00eb paorganizuar n\u00eb jet\u00eb b\u00ebhen t\u00eb organizuar. E, n\u00ebse jo, at\u00ebher\u00eb jo.<\/p>\n
Ne jemi jasht\u00ebzakonisht intolerant\u00eb ndaj sip\u00ebrfaq\u00ebsive \u2014 te njer\u00ebzit, te pun\u00ebt dhe te vetja. Dhe duke hyr\u00eb k\u00ebtu, njer\u00ebzit zhvillohen shum\u00eb shpejt, rreth tri her\u00eb m\u00eb shpejt se n\u00eb \u00e7do vend tjet\u00ebr. K\u00ebtu, p\u00ebrvoja dhe aft\u00ebsit\u00eb p\u00ebrpunohen v\u00ebrtet nj\u00eb vit n\u00eb tri. <\/p>\n
Ne nuk i p\u00eblqejm\u00eb aspak midlat sip\u00ebrfaq\u00ebsore. Nga k\u00ebndv\u00ebshtrimi yn\u00eb \u2014 nj\u00eb midl \u00ebsht\u00eb nj\u00eb person q\u00eb mund t\u00eb b\u00ebj\u00eb shum\u00eb. Ta them si\u00e7 \u00ebsht\u00eb \u2014 tregu i DevOps \u00ebsht\u00eb jasht\u00ebzakonisht i p\u00ebrhapur. Ka midla q\u00eb e konsiderojn\u00eb veten junior. Ka junior\u00eb q\u00eb e konsiderojn\u00eb veten senior. Njeri, sapo vjen te ne, kupton shum\u00eb shpejt nivelin e tij t\u00eb v\u00ebrtet\u00eb.<\/p>\n
Kjo nuk do t\u00eb thot\u00eb se nuk marrim junior\u00eb \u2014 i marrim me k\u00ebnaq\u00ebsi dhe do t\u00eb marrim edhe m\u00eb shum\u00eb. Po krijojm\u00eb nj\u00eb ekip t\u00eb posa\u00e7\u00ebm \"DevOps-akselerator\" dhe po i ndajm\u00eb projekte atyre q\u00eb mund t\u00eb rrezikojm\u00eb, ku klienti \u00ebsht\u00eb i gatsh\u00ebm q\u00eb ne t\u00eb rrezikojm\u00eb. Ndoshta madje do t\u00eb krijohet nj\u00eb sh\u00ebrbim i ve\u00e7ant\u00eb p\u00ebr k\u00ebt\u00eb. Di\u00e7ka si \"Flant-light\".<\/p>\n
\u2014 A do t\u00eb d\u00ebshironit t\u00eb b\u00ebheshit nj\u00eb korporat\u00eb t\u00eb madhe?<\/b><\/p>\n
\u2014 (DS)<\/i> Do t\u00eb d\u00ebshironim, por me nj\u00eb kusht. Nuk do t\u00eb donim t\u00eb humbisnim kultur\u00ebn ton\u00eb. Sigurisht q\u00eb do t\u00eb rritemi, por ruajtja e kultur\u00ebs teknike dhe t\u00eb pun\u00ebs \u2014 \u00ebsht\u00eb madje m\u00eb e r\u00ebnd\u00ebsishme se vet\u00eb zhvillimi.<\/p>\n
Jet\u00ebsojm\u00eb nj\u00eb her\u00eb, sado para t\u00eb fitojm\u00eb, nuk do t'i arrijm\u00eb t\u00eb gjitha, por duam ta kalojm\u00eb at\u00eb pran\u00eb njer\u00ebzve t\u00eb mir\u00eb. Ne e refuzojm\u00eb kategorikisht burokracin\u00eb dhe simulimin e pun\u00ebs s\u00eb dobishme. Kemi lidhje krejt\u00ebsisht horizontale. Mund ta shpreh\u00ebsh mendimin t\u00ebnd me forma t\u00eb ashpra p\u00ebrpara menaxhmentit: thelbi \u00ebsht\u00eb m\u00eb i r\u00ebnd\u00ebsish\u00ebm se formalisht.<\/p>\n
\u2014 (SB)<\/i> Por p\u00ebr k\u00ebt\u00eb duhet t\u00eb kemi argumente shum\u00eb t\u00eb forta.<\/p>\n
\u2014 (DS)<\/i> Pa dyshim! Dhe puna n\u00eb distanc\u00eb \u00ebsht\u00eb e nevojshme gjithashtu, 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, dhe 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 t\u00eb jetojm\u00eb nj\u00eb jet\u00eb duke e par\u00eb at\u00eb. T\u00eb jetosh n\u00eb kushte kur t\u00eb duhet t\u00eb shkosh n\u00eb pun\u00eb me pak k\u00ebnaq\u00ebsi \u2014 nuk ka nevoj\u00eb. Prandaj, ne duam q\u00eb t\u00eb shkojm\u00eb n\u00eb pun\u00eb me d\u00ebshir\u00eb. T\u00eb kemi konflikte n\u00eb pun\u00eb \u2014 sigurisht nuk \u00ebsht\u00eb e k\u00ebndshme, prandaj ne punojm\u00eb q\u00eb t\u00eb mos ket\u00eb konflikte. Kemi debate dhe p\u00ebrballje, por jo konflikte. <\/p>\n
\u2014 A nuk ju duket se t\u00eb b\u00ebhesh t\u00eb 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 lasht\u00e7 nj\u00eb gj\u00eb?<\/b> <\/p>\n
\u2014 (DS)<\/i> Kjo \u00ebsht\u00eb nj\u00eb tem\u00eb shum\u00eb e dhimbshme p\u00ebr ne, sepse jemi nj\u00eb kompani sh\u00ebrbimi. Por ne b\u00ebjm\u00eb shum\u00eb software, dhe n\u00eb thelb produkti yn\u00eb \u00ebsht\u00eb sh\u00ebrbime me nj\u00eb efektivitet krejt\u00ebsisht tjet\u00ebr. Kurr\u00eb dhe askujt nuk i kemi shitur or\u00eb apo njer\u00ebz. Gjithmon\u00eb klient\u00ebt kan\u00eb ardhur 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 rezultate. Rezultati \u00ebsht\u00eb q\u00eb kemi leht\u00ebsuar dhimbjen, kemi zgjidhur problemin. Dhe ne zgjidhim jo ashtu si na kan\u00eb th\u00ebn\u00eb, por si dim\u00eb ne vet\u00eb. Produkti yn\u00eb \u00ebsht\u00eb p\u00ebrvoja jon\u00eb. Dhe ne patjet\u00ebr 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.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u0412 \u043c\u0438\u0440\u0435, \u0433\u0434\u0435 \u0442\u043e\u043b\u044c\u043a\u043e \u0441\u0432\u043e\u0439 \u0431\u0438\u0437\u043d\u0435\u0441 \u043c\u043e\u0436\u0435\u0442 \u0441\u0434\u0435\u043b\u0430\u0442\u044c \u0442\u0435\u0431\u044f \u043f\u043e-\u043d\u0430\u0441\u0442\u043e\u044f\u0449\u0435\u043c\u0443 \u0431\u043e\u0433\u0430\u0442\u044b\u043c, \u043b\u044e\u0434\u0438 \u0434\u043e \u0441\u0438\u0445 \u043f\u043e\u0440 \u0438\u0434\u0443\u0442 \u0440\u0430\u0431\u043e\u0442\u0430\u0442\u044c \u043f\u043e \u043d\u0430\u0439\u043c\u0443. \u0412\u043e-\u043f\u0435\u0440\u0432\u044b\u0445, \u043d\u0435 \u0432\u0441\u0435 \u0441\u0447\u0430\u0441\u0442\u043b\u0438\u0432\u044b \u0431\u044b\u0442\u044c \u0431\u0438\u0437\u043d\u0435\u0441\u043c\u0435\u043d\u0430\u043c\u0438, \u0430 \u0436\u0438\u0442\u044c \u043d\u0430\u0434\u043e. \u0412\u043e-\u0432\u0442\u043e\u0440\u044b\u0445, \u043d\u0430 \u0440\u0430\u0431\u043e\u0442\u0435 \u0432\u0441\u0435 \u043f\u043e\u043d\u044f\u0442\u043d\u043e \u0438 \u0431\u0435\u0437\u043e\u043f\u0430\u0441\u043d\u043e \u2014 \u0442\u044b \u0432\u044b\u043f\u043e\u043b\u043d\u044f\u0435\u0448\u044c \u0441\u0432\u043e\u044e \u0444\u0443\u043d\u043a\u0446\u0438\u044e, \u0430 \u0431\u043e\u043b\u044c\u0448\u0438\u043d\u0441\u0442\u0432\u043e \u0440\u0438\u0441\u043a\u043e\u0432 \u0431\u0435\u0440\u0443\u0442 \u043d\u0430 \u0441\u0435\u0431\u044f \u0434\u0440\u0443\u0433\u0438\u0435. \u041e\u0442\u0441\u044e\u0434\u0430 \u0440\u0430\u0441\u0442\u0443\u0442 \u0441\u0442\u0430\u0440\u044b\u0435 \u0437\u0430\u043c\u0443\u0441\u043e\u043b\u0435\u043d\u043d\u044b\u0435 \u043a\u043e\u043d\u0444\u043b\u0438\u043a\u0442\u044b: \u0432\u043b\u0430\u0434\u0435\u043b\u044c\u0446\u044b \u0445\u043e\u0442\u044f\u0442, \u0447\u0442\u043e\u0431\u044b […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-30046","post","type-post","status-publish","format-standard","hentry"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t
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