<\/a><\/noindex><\/p>\nSi ka ndodhur gjith\u00e7ka<\/h2>\n \nKonferenca u zhvillua p\u00ebr dy dit\u00eb: e enjte dhe e premte (prano, nj\u00eb p\u00ebrfundim t\u00eb p\u00ebrshtatsh\u00ebm t\u00eb jav\u00ebs s\u00eb pun\u00ebs nga e m\u00ebrkura).<\/p>\n
Programi i konferenc\u00ebs p\u00ebrfshinte pothuajse 100 prezantime dhe workshop-e mbi tema t\u00eb ndryshme. Fol\u00ebsit ishin punonj\u00ebs dhe drejtor\u00eb t\u00eb kompanive t\u00eb ndryshme q\u00eb me sukses zbatojn\u00eb metodat Agile (ABBYY, Qiwi, HeadHunter, Dodo Pizza, ScrumTrek dhe t\u00eb tjera). <\/p>\n
N\u00eb p\u00ebrgjith\u00ebsi, secili prezantim zgjaste 45 minuta, pas t\u00eb cilave mund t\u00eb b\u00ebheshin pyetje. Fatkeq\u00ebsisht, nuk ishte fizikisht e mundur t\u00eb ndihesh n\u00eb t\u00eb gjitha prezantimet \u2014 ato zhvilloheshin n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb n\u00eb salla t\u00eb ndryshme, prandaj secili prej nesh duhej t\u00eb zgjedh\u00eb se ku t\u00eb shkonte (nuk u takuam p\u00ebr k\u00ebt\u00eb, por shpesh interesat tona p\u00ebrputheshin).<\/p>\n
Si t\u00eb zgjedhim se ku t\u00eb shkojm\u00eb?<\/h4>\n \nS\u00eb pari, ne orientoheshim n\u00eb tem\u00ebn e prezantimit. Disa prej tyre jan\u00eb m\u00eb t\u00eb p\u00ebrshtatsh\u00ebm p\u00ebr master\u00ebt e Scrum-it, t\u00eb tjerat p\u00ebr pronar\u00ebt e produkteve. Ka edhe ato q\u00eb jan\u00eb t\u00eb interesuara kryesisht p\u00ebr drejtuesit e kompanive. Nuk e di pse, por ishte nj\u00eb pjes\u00ebmarrje e madhe n\u00eb prezantimin mbi tem\u00ebn \"Si t\u00eb shkat\u00ebrrosh pun\u00ebn n\u00eb grup: nj\u00eb udh\u00ebzues p\u00ebr menaxherin\"<\/b>. Duke duket, organizator\u00ebt nuk prisnin nj\u00eb interes kaq t\u00eb madh, pasi prezantimi ishte n\u00eb nj\u00eb sall\u00eb t\u00eb vog\u00ebl p\u00ebr shtyp (t\u00eb gjith\u00eb, ndoshta, donin t\u00eb dinin sa m\u00eb shpejt se si t\u00eb shkat\u00ebrronin ekipet e tyre). <\/p>\n
N\u00eb pauzat midis prezantimeve kishim pushime me kafe, ku mblidheshim s\u00eb bashku dhe diskutonim mbi prezantimet e fol\u00ebsve.<\/p>\n
Dhe \u00e7far\u00eb t\u00eb dobishme m\u00ebsuam<\/h2>\n \nNuk do t\u00eb thosha se konferenca e ndryshoi rr\u00ebnj\u00ebsisht mendimin tim dhe m\u00eb detyroi t\u00eb rishikoj qasjet tona n\u00eb pun\u00eb. Megjithat\u00eb, gjithsesi ndoshta kjo do t\u00eb ndodhte, n\u00ebse nj\u00eb vit m\u00eb par\u00eb koleg\u00ebt tan\u00eb (n\u00eb fakt udh\u00ebheq\u00ebsia) gjithashtu nuk do t\u00eb kishin marr\u00eb pjes\u00eb n\u00eb nj\u00eb ngjarje t\u00eb ngjashme si AgileDays 2018. Q\u00eb nga ajo koh\u00eb (ndoshta edhe pak m\u00eb her\u00ebt) ne filluam transformimin ton\u00eb n\u00ebp\u00ebrmjet Agile dhe p\u00ebrpiqemi t\u00eb zbatojm\u00eb parime dhe qasje t\u00eb caktuara, p\u00ebr t\u00eb cilat u fol n\u00eb prezantime.<\/p>\n
Kjo konferenc\u00eb m\u00eb ndihmoi t\u00eb sistemoj n\u00eb kok\u00ebn time t\u00eb gjitha ato q\u00eb kisha d\u00ebgjuar m\u00eb par\u00eb nga t\u00eb rinjt\u00eb.<\/p>\n
Ja disa (por jo t\u00eb gjitha) qasje n\u00eb pun\u00eb, p\u00ebr t\u00eb cilat diskutuan fol\u00ebsit n\u00eb monolog\u00ebt e tyre:<\/p>\n
Vlera e produktit<\/h4>\n \n\u00c7do detyr\u00eb, \u00e7do funksionalitet q\u00eb l\u00ebshon n\u00eb prodhim duhet t\u00eb sjell\u00eb nj\u00eb dobia dhe vler\u00eb t\u00eb caktuar. \u00c7do an\u00ebtar i ekipit duhet t\u00eb kuptoj\u00eb se p\u00ebrse dhe p\u00ebr \u00e7far\u00eb po e b\u00ebn k\u00ebt\u00eb. Nuk ka nevoj\u00eb t\u00eb punosh p\u00ebr hir t\u00eb pun\u00ebs, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb shkosh t\u00eb luash futboll me koleg\u00ebt. (ndoshta do t\u00eb p\u00ebrpiqesh t\u00eb mendosh di\u00e7ka t\u00eb vlefshme nd\u00ebrsa gjuaj me topin).<\/p>\n
Sipas fatit, n\u00eb sektorin ton\u00eb publik (n\u00eb t\u00eb cilin merremi me zhvillimin p\u00ebr porosit\u00ebsit shtet\u00ebror\u00eb) nuk \u00ebsht\u00eb gjithmon\u00eb e mundur t\u00eb p\u00ebrcaktojm\u00eb vlerat e funksionaliteteve t\u00eb caktuara. Ndonj\u00ebher\u00eb detyra vjen \"nga lart\" dhe duhet b\u00ebr\u00eb, edhe n\u00ebse t\u00eb gjith\u00eb e kuptojn\u00eb se kjo nuk \u00ebsht\u00eb e arsyeshme. Por ne do t\u00eb p\u00ebrpiqemi q\u00eb edhe n\u00eb k\u00ebto situata t\u00eb gjejm\u00eb at\u00eb \"vler\u00ebn e produktit\".<\/p>\n
Vete-organizimi dhe ekipet autonome<\/h4>\n \nU kushtua v\u00ebmendje t\u00eb madhe vet\u00eb-organizimit t\u00eb punonj\u00ebsve dhe ekipeve n\u00eb p\u00ebrgjith\u00ebsi. N\u00ebse dikush \u00ebsht\u00eb p\u00ebrher\u00eb mbi ty, ndan detyra, t\u00eb \"shton\" dhe p\u00ebrpiqet t\u00eb kontrolloj\u00eb gjith\u00e7ka, nuk do t\u00eb dal\u00eb asgj\u00eb e mir\u00eb nga kjo. 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 specialist i mir\u00eb, nd\u00ebrsa udh\u00ebheq\u00ebsi me siguri nj\u00eb moment nuk do t\u00eb mund t\u00eb kontrolle \u00e7do proces (pjesa e informacionit do t\u00eb deformohet n\u00eb frym\u00ebn e \"telefonit t\u00eb thyer\", ndonj\u00eb tjet\u00ebr do t\u00eb zhduket fare). \u00c7far\u00eb do t\u00eb ndodh\u00eb kur nj\u00eb person i till\u00eb (menaxher) t\u00eb shkoj\u00eb n\u00eb pushime ose t\u00eb s\u00ebmuret? O Zot, puna do t\u00eb ndaloj\u00eb pa t\u00eb! (nuk mendoj se t\u00eb gjith\u00eb e duan v\u00ebrtet k\u00ebt\u00eb).<\/p>\n
Menaxheri duhet t\u00eb jet\u00eb n\u00eb gjendje t'i besoj\u00eb punonj\u00ebsve t\u00eb tij dhe t\u00eb mos p\u00ebrpiqet t\u00eb jet\u00eb \"pik\u00eb e vetme e hyrjes\" 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 interesin e tyre p\u00ebr projekte. Nj\u00ebher\u00eb q\u00eb menaxheri e sheh k\u00ebt\u00eb, do t\u00eb 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 q\u00eb organizohet vet\u00eb, n\u00eb gjendje t\u00eb arrij\u00eb q\u00ebllimet e vendosura (projeksionet). Ekipi vet\u00eb zgjedh rrug\u00ebt p\u00ebr t'i arritur ato. Ata nuk kan\u00eb nevoj\u00eb p\u00ebr nj\u00eb menaxher t\u00eb jasht\u00ebm q\u00eb t'u tregoj\u00eb se \u00e7far\u00eb dhe si duhet b\u00ebr\u00eb. T\u00eb gjitha \u00e7\u00ebshtjet 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 e kupton se k\u00ebt\u00eb \u00e7\u00ebshtje nuk mund ta zgjidhin brenda vetes (p.sh., n\u00ebse nevojitet t\u00eb rritet burimi i ekipit p\u00ebr t\u00eb p\u00ebrfunduar\/suksessh\u00ebm projektin).<\/p>\n
Struktura e shesht\u00eb e organizat\u00ebs<\/h4>\n \nShk\u00ebputja nga principi \"un\u00eb jam shefi \u2014 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 nd\u00ebrtuari kufij t\u00eb supozuar \"ai \u00ebsht\u00eb shef\".<\/p>\n
Kur nj\u00eb kompani ndjek principin e \"struktures s\u00eb shesht\u00eb t\u00eb organizat\u00ebs\", pozita b\u00ebhet nj\u00eb form\u00eb. Roli i personit q\u00eb ai z\u00eb n\u00eb ekip fillon t\u00eb dal\u00eb n\u00eb plan 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 nj\u00eb person q\u00eb komunikon me klientin dhe mbledh k\u00ebrkesat; mund t\u00eb jet\u00eb nj\u00eb scrum-master q\u00eb monitoron proceset e ekipit dhe p\u00ebrpiqet t\u2019i p\u00ebrmir\u00ebsoj\u00eb dhe optimizoj\u00eb ato.<\/p>\n
Motivimi i ekipit<\/h4>\n \nAspekti i motivimit t\u00eb punonj\u00ebsve nuk ka mbetur pa v\u00ebmendje.<\/p>\n
Paga nuk \u00ebsht\u00eb kritereja e vetme q\u00eb e nxjerr njeriun t\u00eb punoj\u00eb. Ka shum\u00eb aspekte t\u00eb tjera q\u00eb kontribuojn\u00eb n\u00eb pun\u00ebn produktive. Duhet t\u00eb flisni m\u00eb shum\u00eb me punonj\u00ebsit tuaj (jo vet\u00ebm p\u00ebr pun\u00eb), t'u besoni atyre dhe t\u00eb k\u00ebrkoni mendimet e tyre, duke mbajtur vazhdimisht nj\u00eb feedback. \u00cbsht\u00eb shum\u00eb e bukur kur n\u00eb kolektiv krijohet nj\u00eb \"spirit korporativ\". Mund t\u00eb shpikni atributet tuaja, si logos, t-shirt, kape (n\u00eb t\u00eb v\u00ebrtet\u00eb, ne tashm\u00eb i kemi k\u00ebto). Mund t\u00eb p\u00ebrpiqeni t\u00eb organizoni ngjarje korporative, ekskursione n\u00eb natyr\u00eb dhe gj\u00ebra t\u00eb tjera.<\/p>\n
Kur nj\u00eb person ndjen k\u00ebnaq\u00ebsi dhe rehat\u00ebsi duke punuar n\u00eb nj\u00eb ekip, puna i duket gjithashtu m\u00eb interesante, nuk e ka mendimin 'sa m\u00eb shpejt t\u00eb arrij\u00eb ora 18:00, q\u00eb t\u00eb ik nga k\u00ebtu'.<\/p>\n
K\u00ebrkimi n\u00eb grup p\u00ebr punonj\u00ebs t\u00eb rinj<\/h4>\n \nDuket se k\u00ebrkimi p\u00ebr punonj\u00ebs t\u00eb rinj duhet t\u00eb b\u00ebhet nga sh\u00ebrbimi HR (ato jan\u00eb pik\u00ebrisht p\u00ebr k\u00ebt\u00eb) dhe nga menaxheri (ai gjithashtu duhet t\u00eb b\u00ebj\u00eb di\u00e7ka). Pse duhet ekipi vet\u00eb t\u00eb marr\u00eb pjes\u00eb n\u00eb k\u00ebt\u00eb? I kan\u00eb mjaft pun\u00eb n\u00eb projekt. P\u00ebrgjigjja n\u00eb t\u00eb v\u00ebrtet\u00eb \u00ebsht\u00eb e thjesht\u00eb \u2014 askush nuk e di m\u00eb mir\u00eb se ekipi \u00e7far\u00eb d\u00ebshiron t\u00eb marr\u00eb nga kandidati. Atij ekipi do t\u2019i duhen t\u00eb punoj\u00eb m\u00eb pas me k\u00ebt\u00eb person. Pra, pse t\u00eb mos i japim mund\u00ebsin\u00eb p\u00ebr t\u00eb b\u00ebr\u00eb k\u00ebt\u00eb zgjedhje t\u00eb r\u00ebnd\u00ebsishme p\u00ebr ta?<\/p>\n
Ekipi i shp\u00ebrndar\u00eb<\/h4>\n \nN\u00eb shekullin e 21-t\u00eb, nuk \u00ebsht\u00eb nevojshme q\u00eb secili prej nesh t\u00eb shkoj\u00eb n\u00eb kancelari n\u00eb or\u00ebn 9 t\u00eb m\u00ebngjesit (ve\u00e7an\u00ebrisht kur flasim p\u00ebr industrin\u00eb e IT). Mund t\u00eb punosh produktivisht edhe nga sht\u00ebpia. Dhe n\u00ebse nj\u00eb person punon nga sht\u00ebpia, \u00e7far\u00eb e pengon at\u00eb t\u00eb punoj\u00eb nga nj\u00eb qytet tjet\u00ebr apo madje nga nj\u00eb vend tjet\u00ebr? E gjitha \u00ebsht\u00eb e sakt\u00eb - asgj\u00eb nuk e pengon.<\/p>\n
Ekipi i shp\u00ebrndar\u00eb \u00ebsht\u00eb i shk\u00eblqyer sepse t\u00eb jep m\u00eb shum\u00eb mund\u00ebsi p\u00ebr t\u00eb gjetur punonj\u00ebs t\u00eb duhur sipas kritereve t\u00eb duhura (aft\u00ebsi, p\u00ebrvoj\u00eb, niveli i pag\u00ebs). Pranohet, zgjedhja nga kandidat\u00ebt n\u00eb t\u00eb gjith\u00eb Rusin\u00eb do t\u00eb jet\u00eb ndjesh\u00ebm m\u00eb e madhe sesa brenda vet\u00ebm nj\u00eb qyteti. Nj\u00ebkoh\u00ebsisht, shpenzimet p\u00ebr k\u00ebta punonj\u00ebs zvog\u00eblohen ndjesh\u00ebm (mb\u00ebshtetje zyra, pajisje).<\/p>\n
Ka edhe nj\u00eb aspekt negativ n\u00eb k\u00ebt\u00eb lloj pun\u00ebsimi - njer\u00ebzit nuk e shohin nj\u00ebri-tjetrin. \u00cbsht\u00eb shum\u00eb e v\u00ebshtir\u00eb t\u00eb punosh me dik\u00eb q\u00eb nuk e njeh personalisht. Video-konsultimet e rregullta dhe eventi korporativ i p\u00ebrbashk\u00ebt periodik (t\u00eb pakt\u00ebn nj\u00eb her\u00eb n\u00eb vit) mund ta zgjidhin leht\u00ebsisht k\u00ebt\u00eb problem.<\/p>\n
Pagat e hapura dhe \u00e7\u00ebshtje t\u00eb tjera financiare t\u00eb kompanis\u00eb<\/h4>\n \nDuket mjaft e pazakonte, por besoni, n\u00eb disa kompani kjo funksionon. Qasja \u00ebsht\u00eb e till\u00eb q\u00eb \u00e7do punonj\u00ebs ka mund\u00ebsin\u00eb t\u00eb shoh\u00eb se sa fitojn\u00eb koleg\u00ebt e tij (! dhe madje sa fiton drejtoria e tij).<\/p>\n
Ky\u00e7 i procesit \u00ebsht\u00eb t\u00eb ecim ngadal\u00eb n\u00eb kalimin drejt t\u00eb dh\u00ebnave t\u00eb hapura p\u00ebr paga. Fillimisht, \u00ebsht\u00eb e nevojshme t\u00eb rregullohen pagat e punonj\u00ebsve p\u00ebr t\u00eb shmangur situatat kur nj\u00ebri merr m\u00eb shum\u00eb se tjetri p\u00ebr t\u00eb nj\u00ebjt\u00ebn pun\u00eb. Duhet t\u00eb jemi t\u00eb gatsh\u00ebm t\u00eb p\u00ebrgjigjemi p\u00ebr pyetje t\u00eb tilla si \u00abPse Petja merr m\u00eb shum\u00eb se un\u00eb?\u00bb.<\/p>\n
Duhet t\u00eb theksohet 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 punonj\u00ebsit.<\/p>\n
Dhe p\u00ebrfundimisht<\/b> (k\u00ebshtu p\u00ebrfundonte fjalimin e tij pothuajse \u00e7do fol\u00ebs): nuk duhet t\u00eb mendohet se nj\u00eb qasje e caktuar ndaj proceseve brenda kompanis\u00eb dhe ekipeve do t\u00eb funksionoj\u00eb 100% p\u00ebr t\u00eb gjith\u00eb. N\u00ebse do t\u00eb ishte k\u00ebshtu, t\u00eb gjith\u00eb do t\u00eb ishin t\u00eb suksessh\u00ebm. Duhet t\u00eb kuptohet se t\u00eb gjith\u00eb ne jemi njer\u00ebz dhe t\u00eb gjith\u00eb jemi ndryshe. \u00c7do njeri ka nevoj\u00eb p\u00ebr nj\u00eb qasje individuale. Sucessi \u00ebsht\u00eb pik\u00ebrisht n\u00eb gjetjen e ky\u00e7it t\u00eb vet. N\u00ebse ndiheni t\u00eb pak\u00ebndshme t\u00eb punoni me Scrum, nuk duhet t\u00eb detyroni veten dhe ekipin tuaj. Provojeni, p\u00ebr shembull, Kanban. Ndoshta, kjo \u00ebsht\u00eb ajo q\u00eb ju nevojitet.<\/p>\n
Provo, eksperimentoni, b\u00ebni gabime dhe provoni p\u00ebrs\u00ebri, dhe at\u00ebher\u00eb gjith\u00e7ka do t\u00eb shkoj\u00eb mir\u00eb.<\/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-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t
![\"AgileDays](\"\/wp-content\/uploads\/2019\/04\/51a7b80e36435f8fa01dab2f878162c6.jpg\")