{"id":36159,"date":"2019-10-31T22:09:55","date_gmt":"2019-10-31T19:09:55","guid":{"rendered":"https:\/\/prohoster.info\/blog\/patton-dzheff-polzovatelskie-istorii-iskusstvo-gibkoj-razrabotki-po\/"},"modified":"2019-10-31T22:09:55","modified_gmt":"2019-10-31T19:09:55","slug":"patton-dzheff-polzovatelskie-istorii-iskusstvo-gibkoj-razrabotki-po","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/patton-dzheff-polzovatelskie-istorii-iskusstvo-gibkoj-razrabotki-po","title":{"rendered":"Patton Jeff. Histori p\u00ebrdoruesi. Arti i zhvillimit t\u00eb p\u00ebrshtatsh\u00ebm t\u00eb softuerit","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

P\u00ebrmbledhje<\/h4>\n

\nLibri \u00ebsht\u00eb nj\u00eb alogarit\u00ebm i treguar p\u00ebr procesin e zhvillimit nga ideja deri n\u00eb zbatim duke p\u00ebrdorur teknikat agile. Procesi ndahet n\u00eb hapa dhe n\u00eb secilin hap p\u00ebrmenden metodat p\u00ebr at\u00eb hap t\u00eb procesit. Autori thekson se shumica e metodave nuk jan\u00eb origjinale, pa pretenduar p\u00ebr origjinalitet. Megjithat\u00eb, stilin e mir\u00eb t\u00eb paraqitjes dhe disa kohezion t\u00eb procesit e b\u00ebjn\u00eb librin shum\u00eb t\u00eb dobish\u00ebm.<\/p>\n

Teknika kryesore e hart\u00ebs s\u00eb historive t\u00eb p\u00ebrdoruesve \u00ebsht\u00eb struktuarimi i ideve dhe formulimi i k\u00ebrkesave gjat\u00eb kalimit t\u00eb procesit nga p\u00ebrdoruesi.<\/p>\n

Megjithat\u00eb, paraqitja e kalimit t\u00eb procesit mund t\u00eb b\u00ebhet n\u00eb m\u00ebnyra t\u00eb ndryshme. Mund t\u00eb rregullohen hapat sipas arritjes s\u00eb vler\u00ebs kryesore, ose thjesht mund t\u00eb paraqitet nj\u00eb dit\u00eb pun\u00eb e p\u00ebrdoruesve, si kalon me sistemin. Autori fokusohet n\u00eb faktin se proceset duhet t\u00eb paraqiten, t\u00eb rr\u00ebfehen si histori p\u00ebrdoruesi n\u00eb hart\u00ebn e procesit, q\u00eb i dha emrin hart\u00eb e historive t\u00eb p\u00ebrdoruesve.<\/p>\n

K\u00eb gjithashtu i nevojitet?<\/h4>\n

\nP\u00ebr analist\u00ebt IT dhe menaxher\u00ebt e projekteve. E domosdoshme p\u00ebr t'u lexuar. Lexohet leht\u00eb dhe me k\u00ebnaq\u00ebsi, libri ka nj\u00eb madh\u00ebsi mesatare.
\n<\/a><\/noindex><\/p>\n

Rishikim<\/h4>\n

\nN\u00eb form\u00ebn m\u00eb t\u00eb thjesht\u00eb, si funksionon kjo. <\/p>\n

Vizitori vjen n\u00eb kafe, zgjedh ushqimet, b\u00ebn porosi, merr ushqimin, ha, dhe paguan.<\/p>\n

Mund t\u00eb shkruhen k\u00ebrkesat, p\u00ebr at\u00eb q\u00eb duam nga sistemi n\u00eb \u00e7do hap. <\/p>\n

Sistemi duhet t\u00eb tregoj\u00eb nj\u00eb list\u00eb t\u00eb ushqimeve, p\u00ebr \u00e7do ushqim p\u00ebrb\u00ebrjen, pesh\u00ebn dhe \u00e7mimin dhe t\u00eb ket\u00eb mund\u00ebsin\u00eb p\u00ebr ta shtuar n\u00eb shport\u00eb. Pse jemi t\u00eb sigurt n\u00eb k\u00ebto k\u00ebrkesa? N\u00eb p\u00ebrshkrimin 'standard' t\u00eb k\u00ebrkesave kjo nuk \u00ebsht\u00eb p\u00ebrshkruar dhe kjo krijon rreziqe. <\/p>\n

Pjes\u00ebmarr\u00ebsit q\u00eb nuk kuptojn\u00eb pse \u00ebsht\u00eb e nevojshme p\u00ebr k\u00ebt\u00eb, zakonisht b\u00ebjn\u00eb at\u00eb q\u00eb nuk \u00ebsht\u00eb e nevojshme. Ata q\u00eb nuk jan\u00eb t\u00eb angazhuar n\u00eb procesin e krijimit t\u00eb ideve, nuk jan\u00eb t\u00eb angazhuar n\u00eb rezultat. Agile thot\u00eb, le t\u00eb p\u00ebrqendrohemi p\u00ebrpara gjith\u00e7kaje, jo n\u00eb sistem, por te njer\u00ebzit, te konsumator\u00ebt, detyrat dhe objektivat e tyre. <\/p>\n

Krijojm\u00eb persona, p\u00ebr empati u japim detaje dhe nga ana e personave fillojm\u00eb t\u00eb tregojm\u00eb historit\u00eb. <\/p>\n

Punonj\u00ebsi i zyr\u00ebs, Zakhar, shkoi p\u00ebr drek\u00eb dhe d\u00ebshiron t\u00eb haj\u00eb shpejt. \u00c7far\u00eb i nevojitet? Ideja - ndoshta d\u00ebshiron nj\u00eb drek\u00eb biznesi. Nj\u00eb tjet\u00ebr ide - ai d\u00ebshiron q\u00eb sistemi t\u00eb mbaj\u00eb mend preferencat e tij, sepse ai ndjek nj\u00eb diet\u00eb. Nj\u00eb tjet\u00ebr ide - ai d\u00ebshiron q\u00eb t\u00eb sjellin menj\u00ebher\u00eb kafen\u00eb, sepse ai ka zakon t\u00eb pij\u00eb kafe para drek\u00ebs. <\/p>\n

Ka edhe nj\u00eb biznes (personazh organizativ - nj\u00eb personazh q\u00eb p\u00ebrfaq\u00ebson interesat e nj\u00eb organizate). Biznesi d\u00ebshiron t\u00eb rris\u00eb mesataren e shpenzimeve, t\u00eb rris\u00eb frekuenc\u00ebn e blerjeve, t\u00eb rris\u00eb fitimin. Ideja - le t\u00eb ofrojm\u00eb pjata t\u00eb pazakonta t\u00eb nj\u00eb kuzhine t\u00eb caktuar. Nj\u00eb tjet\u00ebr ide - le t\u00eb prezantojm\u00eb m\u00ebngjeset.<\/p>\n

Idet\u00eb mund dhe duhet t\u00eb konkretizohen, t\u00eb transformohen dhe t\u00eb formohen n\u00eb form\u00ebn e nj\u00eb historie p\u00ebrdoruesi. Si punonj\u00ebs i qendr\u00ebs s\u00eb biznesit, Zakhar, dua q\u00eb sistemi t\u00eb m\u00eb njoh\u00eb, q\u00eb t\u00eb m\u00eb jap\u00eb nj\u00eb menu n\u00eb p\u00ebrputhje me preferencat e mia. Si garson, un\u00eb dua q\u00eb sistemi t\u00eb m\u00eb njoftoj\u00eb kur t\u00eb shkoj\u00eb n\u00eb tavolin\u00eb, q\u00eb klienti t\u00eb jet\u00eb i k\u00ebnaqur me sh\u00ebrbimin e shpejt\u00eb. Dhe k\u00ebshtu me radh\u00eb. <\/p>\n

Disa histori. Pastaj prioritizimi dhe backlog? Jeff p\u00ebrmend problemet q\u00eb lindin: ngat\u00ebrrimi n\u00eb detajet e vogla dhe humbja e kuptimit konceptual plus prioritizimi i funksionaliteteve krijon nj\u00eb pamje t\u00eb \u00e7ar\u00eb p\u00ebr shkak t\u00eb mosmiratimit t\u00eb q\u00ebllimeve. <\/p>\n

Rruga e autores: Prioritizojm\u00eb jo funksionalitetin, por rezultatet = at\u00eb q\u00eb p\u00ebrdoruesi merr n\u00eb fund. <\/p>\n

Nj\u00eb pik\u00eb e dukshme jo e dukshme: sesioni i prioritizimit nuk kalon me t\u00ebr\u00eb ekipin, sepse nuk \u00ebsht\u00eb efikas, por me tre njer\u00ebz. I pari \u00ebsht\u00eb p\u00ebrgjegj\u00ebs p\u00ebr biznesin, i dyti p\u00ebr p\u00ebrvoj\u00ebn e p\u00ebrdoruesit dhe i treti p\u00ebr implementimin. <\/p>\n

P\u00ebrzgjidhim minimumin p\u00ebr zgjidhjen e nj\u00eb detyre t\u00eb p\u00ebrdoruesit (zgjidhja m\u00eb minimale e vazhdueshme).<\/p>\n

Detajojm\u00eb idet\u00eb e prioriteteve t\u00eb para me ndihm\u00ebn e historive t\u00eb p\u00ebrdoruesve, skicave t\u00eb dizajnit, kufizimeve dhe rregullave t\u00eb biznesit n\u00eb hart\u00ebn e historive t\u00eb p\u00ebrdoruesve duke rr\u00ebfyer dhe diskutuar me ekipin se \u00e7far\u00eb u nevojitet personave dhe pal\u00ebve t\u00eb interesuara n\u00eb \u00e7do hap t\u00eb procesit. Idet\u00eb e tjera i l\u00ebm\u00eb pa u shqyrtuar, n\u00eb backlogun e mund\u00ebsive.<\/p>\n

Procesi shkruhet n\u00eb form\u00ebn e kartelave nga majtas n\u00eb djathtas, nd\u00ebrsa idet\u00eb n\u00eb kartelat n\u00ebn hapat e procesit. Patjet\u00ebr, rruga e kalimit t\u00eb gjith\u00eb historis\u00eb duhet t\u00eb diskutohet s\u00eb bashku me an\u00ebtar\u00ebt e ekipit p\u00ebr t\u00eb krijuar mir\u00ebkuptim.<\/p>\n

P\u00ebrpunimi n\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb krijon nj\u00eb kohezion t\u00eb p\u00ebrputhjes me proceset. <\/p>\n

Idet\u00eb e marra duhet t\u00eb verifikohen. Nj\u00eb an\u00ebtar i ekipit v\u00eb nj\u00eb kapel\u00eb personazhi dhe kalon nj\u00eb dit\u00eb n\u00eb kok\u00ebn e personazhit, duke zgjidhur detyr\u00ebn e tij. Ka nj\u00eb mund\u00ebsi, kur ai nuk sheh pun\u00ebn e b\u00ebr\u00eb, duke krijuar kartela nga e para, nd\u00ebrsa ekipi zbulon alternativa. <\/p>\n

Pastaj ndodh detajizimi p\u00ebr vler\u00ebsim. P\u00ebr k\u00ebt\u00eb mjafton t\u00eb pakta tre njer\u00ebz. Nj\u00eb p\u00ebrgjegj\u00ebs p\u00ebr p\u00ebrvoj\u00ebn e p\u00ebrdoruesit, nj\u00eb zhvillues, nj\u00eb testues me pyetjen e preferuar: \u201c\u00c7far\u00eb ndodh n\u00ebse...?\u201d.<\/p>\n

N\u00eb \u00e7do hap, diskutimi ndodhi n\u00eb hart\u00ebn e proceseve t\u00eb historis\u00eb s\u00eb p\u00ebrdoruesit, duke lejuar q\u00eb t\u00eb mbajm\u00eb mend detyrat e p\u00ebrdoruesit dhe t\u00eb krijojm\u00eb nj\u00eb kuptim t\u00eb plot\u00eb.<\/p>\n

A nevojitet dokumentacion sipas mendimit t\u00eb autorit? Po, nevojitet. Por si sh\u00ebnime, q\u00eb lejojn\u00eb t\u00eb kujtojm\u00eb se p\u00ebr \u00e7far\u00eb kemi r\u00ebn\u00eb dakord. Angazhimi i nj\u00eb personi nga jasht\u00eb k\u00ebrkon p\u00ebrs\u00ebri diskutim.<\/p>\n

Autori nuk thellohet n\u00eb tem\u00ebn e mjaftueshm\u00ebris\u00eb s\u00eb dokumentacionit, duke e p\u00ebrqendruar theksin n\u00eb nevoj\u00ebn p\u00ebr diskutime. (Po, dokumentacioni \u00ebsht\u00eb i nevojsh\u00ebm, pavar\u00ebsisht nga \u00e7far\u00eb thon\u00eb ata q\u00eb nuk e kuptojn\u00eb thell\u00eb agile). Po ashtu, p\u00ebrpunimi i vet\u00ebm nj\u00eb pjese t\u00eb mund\u00ebsive mund t\u00eb \u00e7oj\u00eb n\u00eb nevoj\u00ebn p\u00ebr ristrukturimin e t\u00ebr\u00eb sistemit. Autori v\u00ebren rrezikun e p\u00ebrpunimit t\u00eb tepruar n\u00eb rast se nuk kapet ideja sakt\u00eb. <\/p>\n

P\u00ebr t\u00eb eliminuar rreziqet, \u00ebsht\u00eb e nevojshme t\u00eb marrim p\u00ebrshtypje t\u00eb shpejta p\u00ebr produktin q\u00eb po krijohet p\u00ebr t\u00eb minimizuar humbjen e krijimit t\u00eb produktit \"jo at\u00eb\". B\u00ebm\u00eb nj\u00eb skic\u00eb ideje \u2014 e validuam me p\u00ebrdoruesin, nj\u00eb skic\u00eb t\u00eb prototip\u00ebve t\u00eb nd\u00ebrfaqes \u2014 e validuam me p\u00ebrdoruesin etj. (Ve\u00e7an\u00ebrisht pak p\u00ebrshkruhet se si t\u00eb validohen prototipet e programeve). Q\u00ebllimi i krijimit t\u00eb softuerit, ve\u00e7an\u00ebrisht n\u00eb faz\u00ebn fillestare \u2014 \u00ebsht\u00eb m\u00ebsimi p\u00ebrmes marrjes s\u00eb feedback-ut t\u00eb shpejt\u00eb, p\u00ebrkat\u00ebsisht produkti i par\u00eb i krijuar \u00ebsht\u00eb skica q\u00eb \u00ebsht\u00eb n\u00eb gjendje t\u00eb d\u00ebshmoj\u00eb ose t\u00eb hedh posht\u00eb hipotez\u00ebn. (Autori mb\u00ebshtetet n\u00eb pun\u00ebn e Eric Ries \"Startup nga metodologjia Lean\").<\/p>\n

Harta e historive ndihmon n\u00eb stabilizimin e komunikimeve, n\u00ebse zbatimi sigurohet nga disa ekipe. \u00c7far\u00eb duhet t\u00eb ket\u00eb n\u00eb hart\u00eb? Ajo q\u00eb \u00ebsht\u00eb e nevojshme p\u00ebr t\u00eb mb\u00ebshtetur bised\u00ebn. Jo vet\u00ebm historia e p\u00ebrdoruesit (kush, \u00e7far\u00eb, pse), por ide, fakte, skica t\u00eb nd\u00ebrfaqeve etj.<\/p>\n

Duke ndar\u00eb kartat n\u00eb hart\u00ebn e historis\u00eb n\u00eb disa linja horizontale, mund t\u00eb ndajm\u00eb pun\u00ebt n\u00eb rilizime \u2014 t\u00eb ve\u00e7ojm\u00eb minimumin, shtres\u00ebn e shtimit t\u00eb funksionaliteteve dhe decor\u00ebt.<\/p>\n

Diskutojm\u00eb historit\u00eb n\u00eb hart\u00ebn e procesit.<\/p>\n

Punonj\u00ebsi erdhi p\u00ebr drek\u00eb. <\/p>\n

\u00c7far\u00eb d\u00ebshiron ai? Shpejt\u00ebsin\u00eb e sh\u00ebrbimit. Q\u00eb drek\u00ebn e tij ta kishte pritur n\u00eb tavolin\u00eb ose t\u00eb pakt\u00ebn n\u00eb tavolin\u00eb. Opa \u2014 nj\u00eb hap i humbur: punonj\u00ebsi d\u00ebshiron t\u00eb haj\u00eb. Ai hyri n\u00eb sistem dhe zgjodhi variantin e drek\u00ebs biznesi. Ai pa kalorit\u00eb dhe p\u00ebrputhjen e vler\u00ebs ushqyese, p\u00ebr t\u00eb mbajtur diet\u00ebn dhe p\u00ebr t\u00eb mos u mbipesh\u00eb. Ai pa imazhet e pjatave, p\u00ebr t\u00eb marr\u00eb vendimin n\u00ebse do t\u00eb hante n\u00eb k\u00ebt\u00eb vend apo jo. <\/p>\n

M\u00eb pas ai do t\u00eb shkoj\u00eb t\u00eb marr\u00eb drek\u00ebn dhe t\u00eb haj\u00eb? Apo ndoshta do t'i sjellin drek\u00ebn n\u00eb zyr\u00eb? At\u00ebher\u00eb hapi i procesit \u2014 zgjedhja e vendit t\u00eb ngr\u00ebnies. Ai d\u00ebshiron t\u00eb shoh\u00eb afatin se kur do t'i sjellin dhe sa do t\u00eb kushtoj\u00eb, p\u00ebr t\u00eb vendosur se ku t\u00eb shpenzoj\u00eb koh\u00ebn dhe energjin\u00eb \u2014 t\u00eb zbres\u00eb posht\u00eb apo n\u00eb pun\u00eb. Ai d\u00ebshiron t\u00eb shoh\u00eb ngarkes\u00ebn e kafes\u00eb, p\u00ebr t\u00eb mos pritur n\u00eb radh\u00eb. <\/p>\n

M\u00eb pas punonj\u00ebsi erdhi n\u00eb kafe. Ai d\u00ebshiron t\u00eb shoh\u00eb tavolin\u00ebn e tij, p\u00ebr ta marr\u00eb dhe menj\u00ebher\u00eb t\u00eb shkoj\u00eb t\u00eb haj\u00eb. Kafeneja d\u00ebshiron t\u00eb marr\u00eb parat\u00eb, p\u00ebr t\u00eb fituar nga sh\u00ebrbimi. Punonj\u00ebsi d\u00ebshiron t\u00eb humbas\u00eb sa m\u00eb pak koh\u00eb n\u00eb pagesa me kafene, p\u00ebr t\u00eb mos e humbur koh\u00ebn e vlefshme pa p\u00ebrdorim. Si mund ta b\u00ebjm\u00eb k\u00ebt\u00eb? Duke paguar p\u00ebrpara ose p\u00ebrndryshe pas sh\u00ebrbimit n\u00eb distanc\u00eb. Ose duke paguar n\u00eb moment me ndihm\u00ebn e kiosku. Cila \u00ebsht\u00eb m\u00eb e r\u00ebnd\u00ebsishme? Sa shum\u00eb njer\u00ebz jan\u00eb t\u00eb gatsh\u00ebm t\u00eb paguajn\u00eb p\u00ebr drek\u00eb me kart\u00eb bankare? Sa shum\u00eb njer\u00ebz do t'i besojn\u00eb ruajtjes s\u00eb numrit t\u00eb kart\u00ebs p\u00ebr pagesa t\u00eb p\u00ebrs\u00ebritura n\u00eb k\u00ebt\u00eb kafene? Pa nj\u00eb hetim n\u00eb terren nuk \u00ebsht\u00eb e qart\u00eb, k\u00ebrkohet testim. <\/p>\n

N\u00eb \u00e7do hap t\u00eb procesit, duhet t\u00eb sigurojm\u00eb ndonj\u00ebher\u00eb funksionalitet, p\u00ebr k\u00ebt\u00eb duhet t\u00eb merret si baz\u00eb nj\u00eb personazh dhe t\u00eb zgjidhet \u00e7far\u00eb \u00ebsht\u00eb m\u00eb e r\u00ebnd\u00ebsishme p\u00ebr t\u00eb (ajo tri t\u00eb zgjedhurve). Kur u kalua historia deri n\u00eb fund = u krijua nj\u00eb zgjidhje e q\u00ebndrueshme.<\/p>\n

M\u00eb pas vjen detajizimi. Klienti d\u00ebshiron t\u00eb shoh\u00eb ngarkes\u00ebn e kafes\u00eb, p\u00ebr t\u00eb mos pritur n\u00eb radh\u00eb. \u00c7far\u00eb sakt\u00ebsisht d\u00ebshiron ai?<\/p>\n

T\u00eb shoh\u00eb parashikimin e numrit t\u00eb njer\u00ebzve pas 15 minutash, kur t\u00eb shkoj\u00eb atje.<\/p>\n

T\u00eb shoh\u00eb mesataren e koh\u00ebs s\u00eb sh\u00ebrbimit n\u00eb kafene dhe dinamik\u00ebn e saj p\u00ebr gjysm\u00eb ore p\u00ebrpara.<\/p>\n

T\u00eb shoh\u00eb situat\u00ebn dhe dinamik\u00ebn e z\u00ebnies s\u00eb tavolinave.<\/p>\n

E \u00e7far\u00eb n\u00ebse sistemi i parashikimit jep nj\u00eb rezultat t\u00eb paqart\u00eb ose ndalon s\u00eb funksionuari? <\/p>\n

T\u00eb shoh\u00eb p\u00ebrmes videove radh\u00ebt n\u00eb kafe, si dhe z\u00ebnien e tavolinave. Hmm, por pse t\u00eb mos e b\u00ebjm\u00eb k\u00ebt\u00eb n\u00eb radh\u00eb t\u00eb par\u00eb?!<\/p>\n

Autori tregon nj\u00eb ushtrim t\u00eb vog\u00ebl p\u00ebr t\u00eb p\u00ebrmir\u00ebsuar praktik\u00ebn: provoni t\u00eb imagjinoni \u00e7far\u00eb b\u00ebni n\u00eb m\u00ebngjes pas zgjohet. Nj\u00eb kart\u00eb = nj\u00eb veprim. Geni kartat (n\u00eb vend t\u00eb blerjes s\u00eb kafes \u2014 pi nj\u00eb pije q\u00eb zgjon), p\u00ebr t\u00eb hequr detajet individuale, duke e fokusuar jo n\u00eb m\u00ebnyr\u00ebn e realizimit, por n\u00eb q\u00ebllimin. <\/p>\n

P\u00ebr k\u00eb \u00ebsht\u00eb kjo lib\u00ebr \u2014 p\u00ebr analist\u00ebt IT dhe menaxher\u00ebt e projekteve. E domosdoshme p\u00ebr t\u00eb lexuar.<\/p>\n

Aplikacionet<\/h4>\n

\nDiskutimi dhe marrja e vendimeve jan\u00eb efektive n\u00eb grupe prej 3 deri n\u00eb 5 personash.<\/p>\n

Shkruani n\u00eb kart\u00ebn e par\u00eb se \u00e7far\u00eb duhet t\u00eb zhvillohet, n\u00eb t\u00eb dyt\u00ebn \u2014 korrigjoni at\u00eb q\u00eb b\u00ebhet n\u00eb t\u00eb par\u00ebn, n\u00eb t\u00eb tret\u00ebn \u2014 rregulloni at\u00eb q\u00eb \u00ebsht\u00eb b\u00ebr\u00eb n\u00eb t\u00eb par\u00ebn dhe t\u00eb dyt\u00ebn.<\/p>\n

P\u00ebrgatitni historit\u00eb si torta \u2014 pa shkruar recet\u00ebn e p\u00ebrgatitjes, por duke m\u00ebsuar kush, p\u00ebr \u00e7far\u00eb rast, dhe p\u00ebr sa njer\u00ebz \u00ebsht\u00eb torta. N\u00ebse e ndan zbatimin, nuk e ndani n\u00eb p\u00ebrgatitjen e bazave, kremit etj., por n\u00eb p\u00ebrgatitjen e tortave t\u00eb vogla t\u00eb gatshme.<\/p>\n

Zhvillimi i softuerit \u00ebsht\u00eb si krijimi i nj\u00eb filmi, kur duhet t\u00eb zhvillohet me kujdes dhe t\u00eb p\u00ebrfundohet skenari, t\u00eb organizohet skena, aktor\u00ebt etj. para fillimit t\u00eb xhirimeve.<\/p>\n

Resurset gjithmon\u00eb do t\u00eb jen\u00eb t\u00eb pamjaftueshme.<\/p>\n

20% e p\u00ebrpjekjeve japin nj\u00eb rezultat t\u00eb duksh\u00ebm, 60% japin di\u00e7ka t\u00eb paqart\u00eb, 20% e p\u00ebrpjekjeve shkojn\u00eb keq \u2014 kjo \u00ebsht\u00eb arsyeja pse \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb fokusohemi n\u00eb m\u00ebsim dhe t\u00eb mos humbasim besimin n\u00eb rastin e nj\u00eb rezultati negativ.<\/p>\n

Komunikoni drejtp\u00ebrdrejt me p\u00ebrdoruesin, ndihuni si ai. Fokusohemi n\u00eb disa probleme.<\/p>\n

Detajimi dhe zhvillimi i historis\u00eb p\u00ebr vler\u00ebsim \u2014 pjesa m\u00eb e mundimshme e scrum-it, b\u00ebni diskutimet t\u00eb q\u00ebndrojn\u00eb n\u00eb m\u00ebnyr\u00eb akvariumi (3-4 persona diskutojn\u00eb pran\u00eb bordit, n\u00ebse dikush d\u00ebshiron t\u00eb marr\u00eb pjes\u00eb, ai z\u00ebvend\u00ebson dik\u00eb tjet\u00ebr).
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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