<\/a><\/noindex><\/p>\nSi ndodhi gjith\u00e7ka<\/h2>\n \nKonferenca u mbajt p\u00ebr dy dit\u00eb: e enjta dhe e premta (pranojeni, p\u00ebrfundim i mir\u00eb i jav\u00ebs pune me nj\u00eb mesjav\u00eb).<\/p>\n
Programi i konferenc\u00ebs p\u00ebrb\u00ebhej nga pothuajse 100 prezantime dhe pun\u00ebtori mbi tema t\u00eb ndryshme. Fol\u00ebsit ishin punonj\u00ebs dhe drejtues t\u00eb kompanive t\u00eb ndryshme q\u00eb zbatojn\u00eb me sukses qasjet Agile (ABBYY, Qiwi, HeadHunter, Dodo Pizza, ScrumTrek dhe t\u00eb tjer\u00eb). <\/p>\n
Si rregull, nj\u00eb prezantim zgjaste 45 minuta, pas t\u00eb cilit mund t\u00eb b\u00ebheshin pyetje. Fatkeq\u00ebsisht, nuk ishte fizikisht e mundur t\u00eb ishim t\u00eb pranish\u00ebm n\u00eb t\u00eb gjitha prezantimet \u2014 sesionet zhvilloheshin nj\u00ebkoh\u00ebsisht n\u00eb sallat e ndryshme, k\u00ebshtu q\u00eb secili prej nesh duhej t\u00eb zgjedhte se ku t\u00eb shkonte (ne nuk u takuam, por shpeshher\u00eb interesat tona p\u00ebrputheshin).<\/p>\n
Si t\u00eb zgjidhni se ku t\u00eb shkoni?<\/h4>\n \nS\u00eb pari, ne orientoheshim sipas tem\u00ebs s\u00eb prezantimit. Disa prej tyre ishin m\u00eb t\u00eb p\u00ebrshtatshme p\u00ebr master\u00ebt e Scrum, t\u00eb tjerat p\u00ebr pronar\u00ebt e produkteve. Ka edhe ato q\u00eb jan\u00eb m\u00ebse interesante p\u00ebr lider\u00ebt e kompanive. Nuk e di pse, por kishte shum\u00eb interes p\u00ebr prezantimin me tem\u00ebn \"Si t\u00eb shkat\u00ebrrosh pun\u00ebn n\u00eb ekip: udh\u00ebzues p\u00ebr menaxherin\"<\/b>. Dukeshin se organizator\u00ebt nuk e kishin parashikuar nj\u00eb interes kaq t\u00eb madh, pasi prezantimi ishte n\u00eb nj\u00eb sall\u00eb t\u00eb vog\u00ebl shtypi (t\u00eb gjith\u00eb ndoshta donin t\u00eb dinin sa m\u00eb shpejt si t'i shkat\u00ebrronin ekipet e tyre). <\/p>\n
N\u00eb pauzat midis prezantimeve ishin kafe-break, ku ne mblidheshim s\u00eb bashku dhe diskutonim p\u00ebr prezantimet e fol\u00ebsve.<\/p>\n
Dhe \u00e7far\u00eb ndihmuese m\u00ebsuam<\/h2>\n \nNuk do ta them q\u00eb konferenca ndryshoi t\u00ebr\u00ebsisht mendimin tim dhe m\u00eb b\u00ebri t\u00eb rishikoj qasjet tona ndaj pun\u00ebs. Megjithat\u00eb, shum\u00eb gjas\u00eb \u00ebsht\u00eb q\u00eb pik\u00ebrisht kjo do t\u00eb kishte ndodhur, n\u00ebse nj\u00eb vit m\u00eb par\u00eb koleg\u00ebt tan\u00eb (p\u00ebr t\u00eb qen\u00eb m\u00eb t\u00eb sakt\u00eb, drejtuesit) gjithashtu nuk do t\u00eb kishin marr\u00eb pjes\u00eb n\u00eb nj\u00eb ngjarje t\u00eb ngjashme si AgileDays 2018. Q\u00eb nga ai moment (ndoshta edhe m\u00eb her\u00ebt) ne filluam rrug\u00ebn e transformimit sipas Agile dhe p\u00ebrpiqemi t\u00eb zbatojm\u00eb disa parime dhe qasje, t\u00eb cilat u diskutuan n\u00eb prezantime.<\/p>\n
Kjo konferenc\u00eb m\u00eb ndihmoi t\u00eb arrij n\u00eb m\u00ebnyr\u00eb t\u00eb qart\u00eb gjith\u00e7ka q\u00eb kisha d\u00ebgjuar m\u00eb par\u00eb nga djemt\u00eb.<\/p>\n
K\u00ebtu jan\u00eb disa (por jo t\u00eb gjitha) qasjet ndaj pun\u00ebs, p\u00ebr t\u00eb cilat fol\u00ebn fol\u00ebsit n\u00eb monolog\u00ebt e tyre:<\/p>\n
Vlera e produktit<\/h4>\n \n\u00c7do detyr\u00eb, \u00e7do karakteristik\u00eb q\u00eb publikohet duhet t\u00eb p\u00ebrcjell\u00eb nj\u00eb p\u00ebrfitim t\u00eb caktuar dhe vler\u00eb. \u00c7do an\u00ebtar i skuadr\u00ebs duhet t\u00eb kuptoj\u00eb se p\u00ebrse dhe p\u00ebr \u00e7far\u00eb po e b\u00ebjn\u00eb k\u00ebt\u00eb. Nuk \u00ebsht\u00eb e nevojshme t\u00eb punosh vet\u00ebm p\u00ebr t\u00eb punuar, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb dal\u00ebsh me koleg\u00ebt dhe t\u00eb luash futboll. (ndoshta pik\u00ebrisht k\u00ebtu do t\u00eb ideosh di\u00e7ka t\u00eb shk\u00eblqyer, nd\u00ebrsa gjuajti topin).<\/p>\n
Fatkeq\u00ebsisht, n\u00eb sektorin ton\u00eb publik (dhe ne merremi n\u00eb m\u00ebnyr\u00eb t\u00eb ve\u00e7ant\u00eb me zhvillimin p\u00ebr porosit\u00eb publike) ndonj\u00ebher\u00eb nuk arrijm\u00eb t\u00eb p\u00ebrcaktojm\u00eb vlerat e karakteristikave t\u00eb caktuara. Nd\u00ebrsa ndonj\u00ebher\u00eb nj\u00eb detyr\u00eb vjen \"nga lart\" dhe duhet t\u00eb kryhet, edhe pse t\u00eb gjith\u00eb e din\u00eb q\u00eb kjo nuk \u00ebsht\u00eb e arsyeshme. Por do t\u00eb p\u00ebrpiqemi n\u00eb k\u00ebto situata t\u00eb gjejm\u00eb at\u00eb shum\u00eb \"vler\u00eb t\u00eb produktit\".<\/p>\n
Vet\u00eb-organizimi dhe ekipet autonome<\/h4>\n \nShum\u00eb v\u00ebmendje iu kushtua vet\u00eb-organizimit t\u00eb punonj\u00ebsve dhe ekipeve gjithashtu. N\u00ebse nj\u00eb menaxher ulet mbi ty, ndan detyra, \"t\u00eb godet\" dhe p\u00ebrpiqet t\u00eb kontrolloj\u00eb gjith\u00e7ka, at\u00ebher\u00eb nuk do t\u00eb dal\u00eb asgj\u00eb e mir\u00eb prej k\u00ebsaj. Do t\u00eb jet\u00eb keq p\u00ebr t\u00eb gjith\u00eb.<\/p>\n
Do t\u00eb t\u00eb jet\u00eb m\u00eb e v\u00ebshtir\u00eb t\u00eb rritesh dhe t\u00eb zhvillohesh si nj\u00eb profesionist i mir\u00eb, dhe drejtuesi n\u00eb nj\u00eb moment nuk do t\u00eb jet\u00eb n\u00eb gjendje t\u00eb kontrolloj\u00eb t\u00eb gjitha proceset (nj\u00eb pjes\u00eb e informacionit do t\u00eb deformohet sipas parimit t\u00eb \"telefonit t\u00eb thyer\", dhe pjesa tjet\u00ebr do t\u00eb humbas\u00eb nga pamja). Dhe \u00e7far\u00eb do t\u00eb ndodh\u00eb kur nj\u00eb person i till\u00eb (menaxher) t\u00eb shkoj\u00eb n\u00eb pushim ose t\u00eb s\u00ebmuret? O Zot, puna do t\u00eb ndalej pa t\u00eb! (nuk mendoj se t\u00eb gjith\u00eb e duan k\u00ebt\u00eb).<\/p>\n
Menaxheri duhet t\u00eb dij\u00eb t\u00eb besoj\u00eb stafin e tij dhe t\u00eb mos p\u00ebrpiqet t\u00eb jet\u00eb \"pik\u00eb e vetme hyrjeje\" p\u00ebr t\u00eb gjith\u00eb. Nga ana tjet\u00ebr, punonj\u00ebsit duhet t\u00eb p\u00ebrpiqen t\u00eb tregojn\u00eb iniciativ\u00eb dhe t\u00eb demonstrojn\u00eb interes p\u00ebr projektet. Duke e par\u00eb k\u00ebt\u00eb, menaxherit do t'i jet\u00eb shum\u00eb m\u00eb e leht\u00eb t\u00eb largohet nga kontrolli total mbi t\u00eb gjith\u00eb. <\/p>\n
Nj\u00eb ekip autonom \u00ebsht\u00eb para s\u00eb gjithash nj\u00eb ekip i vet\u00eborganizuar, i aft\u00eb t\u00eb realizoj\u00eb q\u00ebllimet e p\u00ebrcaktuara (projektet). Ekipi e zgjedh vet\u00eb m\u00ebnyr\u00ebn e p\u00ebrkushtimit t\u00eb tyre. Nuk ka nevoj\u00eb p\u00ebr nj\u00eb menaxher jasht\u00eb, i cili do t\u00eb tregoj\u00eb se \u00e7far\u00eb dhe si duhet b\u00ebr\u00eb. T\u00eb gjitha pyetjet dhe problemet duhet t\u00eb diskutohen s\u00eb bashku brenda ekipit. Po, ekipi mund (dhe duhet) t\u00eb shkoj\u00eb te menaxheri, por vet\u00ebm n\u00eb rastin kur kupton se k\u00ebt\u00eb \u00e7\u00ebshtje nuk e zgjidh dot brenda vetes (p.sh., nevojitet t\u00eb rritet burimi i ekipit p\u00ebr t\u00eb p\u00ebrfunduar me sukses projektin).<\/p>\n
Struktura e shesht\u00eb e organizat\u00ebs<\/h4>\n \nShk\u00ebputja nga principi \"un\u00eb jam shefi \u2013 ti je n\u00ebnshtruar\" ndikon shum\u00eb pozitivisht n\u00eb klim\u00ebn brenda kompanis\u00eb. Njer\u00ebzit fillojn\u00eb t\u00eb komunikojn\u00eb m\u00eb lirsh\u00ebm me nj\u00ebri-tjetrin, ata ndalojn\u00eb s\u00eb krijuari kufij simbolik \"ai \u00ebsht\u00eb shefi\".<\/p>\n
Kur nj\u00eb kompani ndjek principin e \"struktur\u00ebs s\u00eb shesht\u00eb t\u00eb organizat\u00ebs\", posti b\u00ebhet nj\u00eb formalitet. Roli i individ\u00ebve n\u00eb ekip ngrehet n\u00eb rend t\u00eb par\u00eb dhe ky rol mund t\u00eb jet\u00eb i ndrysh\u00ebm p\u00ebr t\u00eb gjith\u00eb: mund t\u00eb jet\u00eb individi q\u00eb komunikon me klientin dhe mbledh k\u00ebrkesat e tij; mund t\u00eb jet\u00eb scram-masteri, i cili ndjek proceset e ekipit dhe p\u00ebrpiqet t'i p\u00ebrmir\u00ebsoj\u00eb dhe optimizoj\u00eb ato.<\/p>\n
Motivimi i ekipit<\/h4>\n \n\u00c7\u00ebshtja e motivimit t\u00eb punonj\u00ebsve nuk ka mbetur pa v\u00ebmendje.<\/p>\n
Paga nuk \u00ebsht\u00eb kriteri i vet\u00ebm q\u00eb nxit nj\u00eb individ t\u00eb punoj\u00eb. Ka shum\u00eb aspekte t\u00eb tjera q\u00eb kontribuojn\u00eb n\u00eb pun\u00eb produktive. Duhet t\u00eb komunikosh m\u00eb shum\u00eb me punonj\u00ebsit e tu (jo vet\u00ebm p\u00ebr pun\u00eb), t'u besosh atyre dhe t\u00eb k\u00ebrkosh mendimet e tyre, t\u00eb mbash vazhdimisht nj\u00eb marr\u00ebdh\u00ebnie ndaj feedback-ut. \u00cbsht\u00eb shum\u00eb e bukur kur ekipi ka nj\u00eb \"shpirti korporativ\". Mund t\u00eb krijosh nj\u00eb simbolik\u00eb t\u00eb vet, si\u00e7 jan\u00eb logoja, t-shirtet, kapelat (n\u00eb fakt, ne tashm\u00eb i kemi k\u00ebto). Mund t\u00eb p\u00ebrpiqesh t\u00eb organizosh aktivitete korporative, ekskursione n\u00eb natyr\u00eb dhe gj\u00ebra t\u00eb tjera.<\/p>\n
Kur t\u00eb ndihesh mir\u00eb dhe rehat n\u00eb pun\u00eb me kolektivin, edhe puna duket m\u00eb interesante, dhe nuk t\u00eb shkon n\u00eb mendje \u2018sa m\u00eb shpejt t\u00eb arrij\u00eb ora 18:00 p\u00ebr t\u00eb ikur nga k\u00ebtu\u2019.<\/p>\n
K\u00ebrkimi i punonj\u00ebsve t\u00eb rinj nga ekipi<\/h4>\n \nDuket se k\u00ebrkimin e punonj\u00ebsve t\u00eb rinj duhet ta b\u00ebjn\u00eb sh\u00ebrbimi HR (ata jan\u00eb pik\u00ebrisht p\u00ebr k\u00ebt\u00eb) dhe Menaxheri (ai gjithashtu duhet t\u00eb b\u00ebj\u00eb di\u00e7ka). Por pse ekipi nuk duhet t\u00eb marr\u00eb pjes\u00eb n\u00eb k\u00ebt\u00eb? Ai tashm\u00eb ka shum\u00eb pun\u00eb n\u00eb projekt. P\u00ebrgjigjja, n\u00eb t\u00eb v\u00ebrtet\u00eb, \u00ebsht\u00eb e thjesht\u00eb - askush nuk e di m\u00eb mir\u00eb \u00e7far\u00eb duan t\u00eb marrin nga kandidati sesa vet\u00eb ekipi. Pik\u00ebrisht ekipi do t\u00eb punoj\u00eb me k\u00ebt\u00eb person m\u00eb pas. Pra, pse t\u00eb mos i jepej mund\u00ebsia q\u00eb vet\u00eb t\u00eb b\u00ebj\u00eb k\u00ebt\u00eb zgjedhje kaq t\u00eb r\u00ebnd\u00ebsishme p\u00ebr t\u00eb?<\/p>\n
Ekipi i shp\u00ebrndar\u00eb<\/h4>\n \nJemi n\u00eb shekullin e 21-t\u00eb dhe nuk \u00ebsht\u00eb e nevojshme q\u00eb \u00e7do prej nesh t\u00eb shkoj\u00eb n\u00eb zyr\u00eb n\u00eb or\u00ebn 9 n\u00eb m\u00ebngjes (sidomos kur flasim p\u00ebr industrin\u00eb IT). Mund t\u00eb punosh produktivisht edhe nga sht\u00ebpia. Dhe n\u00ebse nj\u00eb person punon nga sht\u00ebpia, \u00e7far\u00eb e ndalon at\u00eb t\u00eb punoj\u00eb nga sht\u00ebpia, por n\u00eb nj\u00eb qytet tjet\u00ebr ose madje n\u00eb nj\u00eb vend tjet\u00ebr? E drejt\u00eb - asgj\u00eb nuk e ndalon.<\/p>\n
Ekipi i shp\u00ebrndar\u00eb \u00ebsht\u00eb i mir\u00eb sepse ke m\u00eb shum\u00eb mund\u00ebsi p\u00ebr t\u00eb k\u00ebrkuar punonj\u00ebsin e duhur sipas kritereve t\u00eb nevojshme (aft\u00ebsit\u00eb, p\u00ebrvoja, niveli i pag\u00ebs). Pajtohuni, zgjedhja e kandidat\u00ebve nga e gjith\u00eb Rusia do t\u00eb jet\u00eb ndjesh\u00ebm m\u00eb e lart\u00eb sesa brenda vet\u00ebm nj\u00eb qyteti. Gjithashtu, kostot p\u00ebr k\u00ebta punonj\u00ebs reduktohen ndjesh\u00ebm (mbajtja e zyr\u00ebs, pajisjet).<\/p>\n
Ka edhe nj\u00eb moment negativ n\u00eb k\u00ebt\u00eb pun\u00eb - njer\u00ebzit nuk e shikojn\u00eb nj\u00ebri-tjetrin. \u00cbsht\u00eb shum\u00eb e v\u00ebshtir\u00eb t\u00eb punosh me nj\u00eb person q\u00eb nuk e njeh personalisht. Thirrjet video t\u00eb rregullta dhe aktivitetet e korporatave periodike (paku do nj\u00eb her\u00eb n\u00eb vit) mund ta zgjidhin k\u00ebt\u00eb problem leht\u00ebsisht.<\/p>\n
Paguese t\u00eb hapura dhe \u00e7\u00ebshtje t\u00eb tjera financiare t\u00eb kompanis\u00eb<\/h4>\n \nDuket mjaft e pazakont\u00eb, por besoni, n\u00eb disa kompani kjo funksionon. Qasja \u00ebsht\u00eb se \u00e7do punonj\u00ebs i kompanis\u00eb ka mund\u00ebsin\u00eb t\u00eb shoh\u00eb se sa fitojn\u00eb koleg\u00ebt e tij (! dhe madje edhe sa fiton drejtoria e tij).<\/p>\n
Ky \u00ebsht\u00eb nj\u00eb proces mjaft i nd\u00ebrlikuar dhe p\u00ebr t\u00eb kaluar n\u00eb pagat e hapura, duhet t\u00eb l\u00ebvizim shum\u00eb gradualisht. N\u00eb radh\u00eb t\u00eb par\u00eb, \u00ebsht\u00eb e nevojshme t\u00eb rregullohen pagat e punonj\u00ebsve, n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb mos ket\u00eb situata ku p\u00ebr t\u00eb nj\u00ebjtin pun\u00eb, Vasia merr 5 lek\u00eb, ndersa Petja merr 15 lek\u00eb. Duhet t\u00eb jeni t\u00eb gatsh\u00ebm t\u00eb p\u00ebrgjigjeni n\u00eb pyetje t\u00eb tilla nga punonj\u00ebsit tuaj si \"Pse Petja fiton m\u00eb shum\u00eb se un\u00eb?\"<\/p>\n
Duhet theksuar se zbulimi i pagave \u00ebsht\u00eb vet\u00ebm maja e ajsbergut. Ka shum\u00eb tregues t\u00eb tjer\u00eb financiar\u00eb, t\u00eb cil\u00ebt do t\u00eb ishin t\u00eb dobish\u00ebm dhe t\u00eb interesant\u00eb p\u00ebr t'u m\u00ebsuar nga punonj\u00ebsit.<\/p>\n
Dhe p\u00ebr fund<\/b> (ashtu e p\u00ebrfundonte fjalimin e tij pothuajse \u00e7do fol\u00ebs): nuk duhet t\u00eb mendoni se nj\u00eb qasje e caktuar ndaj proceseve brenda kompanis\u00eb dhe ekipeve do t\u00eb funksionoj\u00eb n\u00eb 100% p\u00ebr t\u00eb gjith\u00eb. Po t\u00eb ishte k\u00ebshtu, t\u00eb gjith\u00eb do t\u00eb ishin t\u00eb suksessh\u00ebm. Duhet t\u00eb kuptoni se t\u00eb gjith\u00eb ne jemi njer\u00ebz dhe t\u00eb gjith\u00eb jemi t\u00eb ndrysh\u00ebm. \u00c7do njeri ka nevoj\u00eb p\u00ebr nj\u00eb qasje individuale. Sukcesi q\u00ebndron pik\u00ebrisht n\u00eb gjetjen e atij \u00e7el\u00ebsi q\u00eb ju p\u00ebrket. N\u00ebse ju duket i v\u00ebshtir\u00eb t\u00eb punoni me Scrum, mos e detyroni veten dhe ekipin tuaj. Merrni, p\u00ebr shembull, Kanban. Ndoshta kjo \u00ebsht\u00eb pik\u00ebrisht ajo q\u00eb ju nevojitet.<\/p>\n
Provoni, eksperimentoni, b\u00ebni gabime dhe provoni p\u00ebrs\u00ebri, dhe k\u00ebshtu gjith\u00e7ka do t'ju dal\u00eb patjet\u00ebr.<\/p>\n
habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"21-22 \u043c\u0430\u0440\u0442\u0430 2019 \u0433. \u043c\u044b \u0441 \u043a\u043e\u043b\u043b\u0435\u0433\u0430\u043c\u0438 \u043f\u043e\u0441\u0435\u0442\u0438\u043b\u0438 \u043a\u043e\u043d\u0444\u0435\u0440\u0435\u043d\u0446\u0438\u044e AgileDays 2019, \u0438 \u044f \u0431\u044b \u0445\u043e\u0442\u0435\u043b \u043d\u0435\u043c\u043d\u043e\u0433\u043e \u043e\u0431 \u044d\u0442\u043e\u043c \u0440\u0430\u0441\u0441\u043a\u0430\u0437\u0430\u0442\u044c. \u041c\u0435\u0441\u0442\u043e \u043f\u0440\u043e\u0432\u0435\u0434\u0435\u043d\u0438\u044f: \u0433. \u041c\u043e\u0441\u043a\u0432\u0430, \u0426\u0435\u043d\u0442\u0440 \u043c\u0435\u0436\u0434\u0443\u043d\u0430\u0440\u043e\u0434\u043d\u043e\u0439 \u0442\u043e\u0440\u0433\u043e\u0432\u043b\u0438 \u0427\u0442\u043e \u0442\u0430\u043a\u043e\u0435 AgileDays? AgileDays \u2013 \u044d\u0442\u043e \u0435\u0436\u0435\u0433\u043e\u0434\u043d\u0430\u044f \u043a\u043e\u043d\u0444\u0435\u0440\u0435\u043d\u0446\u0438\u044f \u043f\u043e \u0433\u0438\u0431\u043a\u043e\u043c\u0443 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044e \u043f\u0440\u043e\u0446\u0435\u0441\u0441\u0430\u043c\u0438, \u043a\u043e\u0442\u043e\u0440\u0430\u044f \u043f\u0440\u043e\u0432\u043e\u0434\u0438\u0442\u0441\u044f \u0443\u0436\u0435 \u0432 13-\u044b\u0439 \u0440\u0430\u0437. \u0415\u0441\u043b\u0438 \u0442\u0435\u0431\u0435 \u043d\u0435 \u0437\u043d\u0430\u043a\u043e\u043c\u044b \u0442\u0430\u043a\u0438\u0435 \u043f\u043e\u043d\u044f\u0442\u0438\u044f \u043a\u0430\u043a \u00ab\u043f\u043b\u043e\u0441\u043a\u0430\u044f \u0441\u0442\u0440\u0443\u043a\u0442\u0443\u0440\u0430 \u043e\u0440\u0433\u0430\u043d\u0438\u0437\u0430\u0446\u0438\u0438\u00bb \u0438 […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":23352,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-31388","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t
![\"AgileDays](\"\/wp-content\/uploads\/2019\/04\/51a7b80e36435f8fa01dab2f878162c6.jpg\")