{"id":36379,"date":"2019-10-31T22:11:20","date_gmt":"2019-10-31T19:11:20","guid":{"rendered":"https:\/\/prohoster.info\/blog\/universal-v-komande-razrabotki-polza-ili-vred\/"},"modified":"2019-10-31T22:11:20","modified_gmt":"2019-10-31T19:11:20","slug":"universal-v-komande-razrabotki-polza-ili-vred","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/administrirovanie\/universal-v-komande-razrabotki-polza-ili-vred","title":{"rendered":"\u00abUniversali\u00bb n\u00eb ekipin e zhvillimit: dobi apo d\u00ebm?","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><img decoding=\"async\" alt=\"\u00abUniversali\u00bb n\u00eb ekipin e zhvillimit: dobi apo d\u00ebm?\" src=\"\/wp-content\/uploads\/2019\/07\/a25639788762e858c731714cdd701c3e.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nP\u00ebrsh\u00ebndetje t\u00eb gjith\u00ebve! Jam Lyudmila Makarova, menaxhere e zhvillimit n\u00eb UBRiR dhe nj\u00eb e treta e ekipit tim jan\u00eb \"universale\". <\/p>\n<p>Pranoni: \u00e7do Tech Lead \u00ebnd\u00ebrron p\u00ebr kros-funksionalitetin brenda ekipit t\u00eb tij. E pra, \u00ebsht\u00eb kaq e shk\u00eblqyer kur nj\u00eb person mund t\u00eb z\u00ebvend\u00ebsoj\u00eb tre t\u00eb tjer\u00eb, madje duke e b\u00ebr\u00eb k\u00ebt\u00eb cil\u00ebsisht dhe pa i vonuar afatet. Dhe, e r\u00ebnd\u00ebsishme, kjo siguron kursimin e burimeve! <br \/>\nD\u00ebgjohet shum\u00eb josh\u00ebse, por a \u00ebsht\u00eb k\u00ebshtu n\u00eb t\u00eb v\u00ebrtet\u00eb? Le t\u00eb p\u00ebrpiqemi t\u00eb zb\u00ebrthejm\u00eb.<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h2>Kush \u00ebsht\u00eb ai, parashikuesi yn\u00eb t\u00eb pritshm\u00ebrive?<\/h2>\n<p>\nN\u00ebn kuptimin \"universal\" zakonisht kuptojm\u00eb an\u00ebtar\u00ebt e ekipit q\u00eb kombinojn\u00eb m\u00eb shum\u00eb se nj\u00eb rol, p\u00ebr shembull, zhvillues-analist. <\/p>\n<p>Nd\u00ebrveprimi i ekipit dhe rezultati i pun\u00ebs s\u00eb tij varen nga cil\u00ebsit\u00eb profesionale dhe personale t\u00eb pjes\u00ebmarr\u00ebsve. <\/p>\n<p>P\u00ebr hard skills gjith\u00e7ka \u00ebsht\u00eb e qart\u00eb, por soft skills meritojn\u00eb v\u00ebmendje t\u00eb ve\u00e7ant\u00eb. Ato ndihmojn\u00eb n\u00eb gjetjen e qasjes s\u00eb duhur ndaj punonj\u00ebsve dhe n\u00eb drejtimin e tyre pik\u00ebrisht n\u00eb at\u00eb detyr\u00eb, p\u00ebr t\u00eb cil\u00ebn do t\u00eb jen\u00eb sa m\u00eb t\u00eb dobish\u00ebm.<\/p>\n<p>Ekzistojn\u00eb shum\u00eb artikuj mbi llojet e ndryshme t\u00eb personaliteteve t\u00eb p\u00ebrfaq\u00ebsuesve t\u00eb industris\u00eb IT. Duke u mb\u00ebshtetur n\u00eb p\u00ebrvoj\u00ebn time, do t\u2019i ndaja IT-universal\u00ebt n\u00eb kat\u00ebr kategori: <\/p>\n<h4>1. \"Universal \u2013 i pafuqish\u00ebm\"<\/h4>\n<p>\nKa disa kudo. Ata gjithmon\u00eb tregojn\u00eb aktivitet t\u00eb madh, duan t\u00eb jen\u00eb n\u00eb qend\u00ebr t\u00eb v\u00ebmendjes, gjithmon\u00eb pyesin koleg\u00ebt n\u00ebse u nevojitet ndihma, ndonj\u00ebher\u00eb madje mund t\u00eb irritojn\u00eb. I interesojn\u00eb vet\u00ebm detyrat e r\u00ebnd\u00ebsishme, pjes\u00ebmarrja n\u00eb t\u00eb cilat do t'i jap\u00eb hap\u00ebsir\u00eb p\u00ebr krijimtari dhe do t'i njoh\u00eb vetveten.<\/p>\n<p>\u00c7far\u00eb jan\u00eb t\u00eb fort\u00eb: <\/p>\n<ul>\n<li>kan\u00eb aft\u00ebsi p\u00ebr t\u00eb zgjidhur probleme t\u00eb komplikuara;<\/li>\n<li>thell\u00ebsisht p\u00ebrfshihen n\u00eb problem, \"g\u00ebrmojn\u00eb\" dhe arrijn\u00eb rezultate;<\/li>\n<li>kan\u00eb nj\u00eb mendje kurioze.<\/li>\n<\/ul>\n<p>\nPor:<\/p>\n<ul>\n<li>jan\u00eb emocionalisht t\u00eb paq\u00ebndruesh\u00ebm;<\/li>\n<li>jan\u00eb t\u00eb menaxhuesh\u00ebm;<\/li>\n<li>kan\u00eb pik\u00ebpamje t\u00eb pal\u00ebkundura, t\u00eb cilat \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb t'i ndryshosh;<\/li>\n<li>\u00ebsht\u00eb e v\u00ebshtir\u00eb t'i b\u00ebsh t\u00eb kryejn\u00eb nj\u00eb pun\u00eb t\u00eb thjesht\u00eb. Detyrat e lehta prekin krenarin\u00eb e t\u00eb pafuqishm\u00ebve. <\/li>\n<\/ul>\n<p><\/p>\n<h4>2. \"Universal \u2013 do ta zgjidh dhe do ta b\u00ebj\"<\/h4>\n<p>\nP\u00ebr k\u00ebta njer\u00ebz, nj\u00eb manual dhe pak koh\u00eb jan\u00eb t\u00eb mjaftueshme p\u00ebr t\u00eb zgjidhur problemin. Zakonisht kan\u00eb nj\u00eb p\u00ebrvoj\u00eb t\u00eb madhe si DevOps. K\u00ebta universal\u00eb nuk lodhen me projektimin dhe preferojn\u00eb t\u00eb p\u00ebrdorin metod\u00ebn e zhvillimit bazuar vet\u00ebm n\u00eb p\u00ebrvoj\u00ebn e tyre. Mund t\u00eb njihen leht\u00ebsisht me tech lead p\u00ebrsa i p\u00ebrket opsionit t\u00eb realizimit t\u00eb detyr\u00ebs. <\/p>\n<p>\u00c7far\u00eb jan\u00eb t\u00eb fort\u00eb: <\/p>\n<ul>\n<li>jan\u00eb t\u00eb pavarur;<\/li>\n<li>jan\u00eb rezistent ndaj stresit;<\/li>\n<li>jan\u00eb t\u00eb kompetent\u00eb n\u00eb shum\u00eb \u00e7\u00ebshtje; <\/li>\n<li>jan\u00eb t\u00eb shkath\u00ebt \u2013 gjithmon\u00eb ka \u00e7far\u00eb t\u00eb diskutohet me ta.<\/li>\n<\/ul>\n<p>\nPor:<\/p>\n<ul>\n<li>shpesh shkelin angazhimet;<\/li>\n<li>kan\u00eb tendenc\u00ebn p\u00ebr t\u00eb komplikuar gjith\u00e7ka: zgjidhin tabel\u00ebn e shumzimit duke integruar sipas pjes\u00ebve;<\/li>\n<li>cil\u00ebsia e pun\u00ebs \u00ebsht\u00eb e ul\u00ebt, gjith\u00e7ka del me 2-3 her\u00eb;<\/li>\n<li>p\u00ebrgjat\u00eb koh\u00ebs shpesh e vonojn\u00eb, sepse n\u00eb t\u00eb v\u00ebrtet\u00eb gjith\u00e7ka ndodh m\u00eb e komplikuar nga sa pritej.<\/li>\n<\/ul>\n<p><\/p>\n<h4>3. \"Universal \u2013 mir\u00eb, le t\u00eb shoh un\u00eb, sepse nuk ka kush tjet\u00ebr\"<\/h4>\n<p>\nPunonj\u00ebsi ka nj\u00eb njohuri t\u00eb mir\u00eb n\u00eb disa fusha dhe ka p\u00ebrvoj\u00ebn p\u00ebrkat\u00ebse. Por nuk arrin t\u00eb b\u00ebhet profesionist n\u00eb asnj\u00ebr\u00ebn prej tyre, sepse shpesh p\u00ebrdoret si nj\u00eb shp\u00ebtimtar, mbushur boshll\u00ebqet n\u00eb detyrat aktuale. \u00cbsht\u00eb i shkath\u00ebt, i p\u00ebrshtatsh\u00ebm, mendon se \u00ebsht\u00eb i k\u00ebrkuar, por nuk \u00ebsht\u00eb.<\/p>\n<p>Punonj\u00ebsi praktik ideal. Shum\u00eb mund\u00ebsi p\u00ebr t'u zhvilluar n\u00eb nj\u00eb fush\u00eb, por p\u00ebr shkak t\u00eb shp\u00ebrb\u00ebrjes s\u00eb aft\u00ebsive, zhvillimi nuk ndodh. Si rezultat, njeriu rrezikon t\u00eb b\u00ebhet i pad\u00ebshiruar dhe emocionalisht i djegur.<\/p>\n<p>\u00c7far\u00eb jan\u00eb t\u00eb fort\u00eb: <\/p>\n<ul>\n<li>jan\u00eb t\u00eb p\u00ebrgjegjsh\u00ebm;<\/li>\n<li>kan\u00eb nj\u00eb fokus n\u00eb rezultat;<\/li>\n<li>jan\u00eb t\u00eb qet\u00eb;<\/li>\n<li>jan\u00eb t\u00eb plot\u00eb n\u00eb menaxhim.<\/li>\n<\/ul>\n<p>\nPor:<\/p>\n<ul>\n<li>tregojn\u00eb rezultate mesatare p\u00ebr shkak t\u00eb nivelit t\u00eb ul\u00ebt t\u00eb kompetenc\u00ebs;<\/li>\n<li>nuk mund t\u00eb zgjidhin detyra t\u00eb komplikuara dhe abstrakte.<\/li>\n<\/ul>\n<p><\/p>\n<h4>4. \"Universal \u2013 mjesht\u00ebr i zanatit t\u00eb vet\"<\/h4>\n<p>\nNj\u00eb njeri me nj\u00eb pasbackground serioz si zhvillues, posedon mendimin sistemor. Ka nj\u00eb etik\u00eb t\u00eb lart\u00eb, k\u00ebrkon nga vetvetja dhe ekipi. \u00c7do detyr\u00eb me pjes\u00ebmarrjen e tij mund t\u00eb zgjas\u00eb pafund\u00ebsisht n\u00ebse kufijt\u00eb nuk jan\u00eb t\u00eb qarta.<\/p>\n<p>Njihet mir\u00eb me arkitektur\u00ebn, zgjedh metod\u00ebn e realizimit teknik, duke analizuar me kujdes ndikimin e zgjidhjes s\u00eb zgjedhur n\u00eb arkitektur\u00ebn aktuale. \u00cbsht\u00eb modest, pa ambicie.<\/p>\n<p>\u00c7far\u00eb jan\u00eb t\u00eb fort\u00eb:<\/p>\n<ul>\n<li>tregojn\u00eb cil\u00ebsi t\u00eb lart\u00eb pune;<\/li>\n<li>kan\u00eb aft\u00ebsi p\u00ebr t\u00eb zgjidhur \u00e7do detyr\u00eb;<\/li>\n<li>jan\u00eb shum\u00eb t\u00eb pun\u00ebsuar. <\/li>\n<\/ul>\n<p>\nPor:<\/p>\n<ul>\n<li>jan\u00eb t\u00eb paduruesh\u00ebm ndaj mendimeve t\u00eb tjer\u00ebve;<\/li>\n<li>jan\u00eb maksimalist\u00eb. P\u00ebrpiqen t\u00eb b\u00ebjn\u00eb gjith\u00e7ka si\u00e7 duhet, dhe kjo e rrit koh\u00ebn e zhvillimit. <\/li>\n<\/ul>\n<p><\/p>\n<h2>\u00c7far\u00eb kemi n\u00eb praktik\u00eb? <\/h2>\n<p>\nT\u00eb shohim se si shpesh bashkohen rolet dhe kompetencat. T\u00eb marrim si pik\u00eb t\u00eb nisjes nj\u00eb ekip standard zhvillimi: PO, menaxher zhvillimi (tech lead), analist\u00eb, programues, testues. Nuk do ta konsiderojm\u00eb pronarin e produktit dhe tech lead. T\u00eb parin \u2013 p\u00ebr shkak t\u00eb munges\u00ebs s\u00eb kompetencave teknike. T\u00eb dytin, n\u00ebse ka probleme n\u00eb ekip, duhet t\u00eb jet\u00eb n\u00eb gjendje t\u00eb b\u00ebj\u00eb gjith\u00e7ka.<\/p>\n<p>Varianti m\u00eb i zakonsh\u00ebm i kombinimit t\u00eb kompetencave \u00ebsht\u00eb zhvillues-analist. Shum\u00eb shpesh hasen gjithashtu analist-tester dhe \"tre n\u00eb nj\u00eb\".<\/p>\n<p>Me shembullin e ekipit tim, do t\u00eb tregoj se cilat jan\u00eb p\u00ebrfitimet dhe disavantazhet e koleg\u00ebve universale. N\u00eb ekipin tim ata p\u00ebrb\u00ebjn\u00eb nj\u00eb t\u00eb tret\u00ebn, dhe un\u00eb i dua shum\u00eb. <\/p>\n<p>Nga PO mor\u00ebm nj\u00eb detyr\u00eb urgjente p\u00ebr t\u00eb zbatuar tarifat e reja n\u00eb produktin ekzistues. N\u00eb ekipin tim jan\u00eb 4 analist\u00eb. N\u00eb at\u00eb koh\u00eb, nj\u00ebri ishte n\u00eb pushim, tjetri ishte i s\u00ebmur\u00eb, nd\u00ebrsa t\u00eb tjer\u00ebt po merreshin me realizimin e detyrave strategjike. N\u00ebse do t\u00eb merrja ndonj\u00eb prej tyre, sigurisht q\u00eb do t\u00eb vononte realizimin. Ka mbetur nj\u00eb zgjidhje e vetme: t\u00eb p\u00ebrdorim \"arm\u00ebn sekrete\" \u2013 nj\u00eb zhvillues-analist universal, i cili zot\u00ebronte fush\u00ebn e nevojshme. Ta quajm\u00eb at\u00eb Anatol. <\/p>\n<p>Tipi i tij i personalitetit \u00ebsht\u00eb <b>\"universal \u2013 do ta kuptoj dhe do ta b\u00ebj\"<\/b>. Sigurisht, ai p\u00ebrpiqej gjat\u00eb t\u00eb shpjegonte se kishte \"nj\u00eb back-log t\u00eb plot\u00eb\" t\u00eb detyrave t\u00eb tij, por me vendimin tim t\u00eb fort\u00eb u d\u00ebrgua p\u00ebr t\u00eb zgjidhur detyr\u00ebn urgjente. Dhe Anatoli e p\u00ebrfundoi! Ai realizoi dhe p\u00ebrfundoi detyr\u00ebn n\u00eb koh\u00eb, dhe klient\u00ebt mbet\u00ebn t\u00eb k\u00ebnaqur. <\/p>\n<p>N\u00eb pamje t\u00eb par\u00eb gjith\u00e7ka arriti. Por disa jav\u00eb m\u00eb von\u00eb u shfaq\u00ebn k\u00ebrkesa p\u00ebr p\u00ebrshtatjen e k\u00ebtij produkti. Tani postimi p\u00ebr k\u00ebt\u00eb detyr\u00eb e b\u00ebnte nj\u00eb \"analist i past\u00ebr\". N\u00eb faz\u00ebn e testimit t\u00eb zhvillimit t\u00eb ri, ne nuk mund\u00ebm p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb t\u00eb kuptonim pse kishim gabime me lidhjen e tarifave t\u00eb reja dhe vet\u00ebm m\u00eb pas, duke deshifruar t\u00eb gjith\u00eb k\u00ebt\u00eb pal\u00eb, arrit\u00ebm n\u00eb t\u00eb v\u00ebrtet\u00ebn. Ne shp\u00ebrdoruam shum\u00eb koh\u00eb dhe vonuam afatet.<\/p>\n<p>Problemi ishte se shum\u00eb momente t\u00eb fshehura dhe pengesa u mbajt\u00ebn vet\u00ebm n\u00eb mendjen e universales ton\u00eb dhe nuk u transferuan n\u00eb let\u00ebr. Si\u00e7 shpjegoi m\u00eb von\u00eb Anatoli, ai ishte shum\u00eb i nxituar. Por varianti m\u00eb i mundsh\u00ebm \u00ebsht\u00eb se ai u p\u00ebrball me probleme gjat\u00eb zhvillimit dhe thjesht i anashkaloi, pa i reflektuar askund. <\/p>\n<p>Ishte edhe nj\u00eb situat\u00eb tjet\u00ebr. Tani kemi vet\u00ebm nj\u00eb tester, prandaj disa detyra duhet t\u00eb testohen nga analist\u00ebt, p\u00ebrfshir\u00eb \u2013 universale. Prandaj, nj\u00eb detyr\u00eb ia dhash\u00eb Fedorit \u2013 <b>\"universale \u2013 mir\u00eb, le t\u00eb b\u00ebj un\u00eb, pasi nuk ka ask\u00ebnd tjet\u00ebr\"<\/b>. <br \/>\nFedori \u00ebsht\u00eb \"tre n\u00eb nj\u00eb\", por p\u00ebr k\u00ebt\u00eb detyr\u00eb ishte caktuar nj\u00eb zhvillues. K\u00ebshillohet q\u00eb Fedori t\u00eb kombinoj\u00eb vet\u00ebm analistin dhe testerin n\u00eb vetvete. <\/p>\n<p>K\u00ebrkesat jan\u00eb mbledhur, specifikimi iu kalua zhvillimit, \u00ebsht\u00eb koha p\u00ebr t\u00eb testuar. Fedori e njeh sistemin e p\u00ebrmir\u00ebsuar \"si pes\u00eb gishta\" dhe ka p\u00ebrpunuar n\u00eb detaje k\u00ebrkesat aktuale. Prandaj, ai nuk e ndjeu nevoj\u00ebn p\u00ebr t\u00eb shkruar skenar\u00ebt e testimit, por b\u00ebri testimin p\u00ebr at\u00eb \"si sistemi duhet t\u00eb punoj\u00eb\", pastaj e kaloi tek p\u00ebrdoruesit. <br \/>\nTesti p\u00ebrfundoi, p\u00ebrmir\u00ebsimi u d\u00ebrgua n\u00eb prodhim. M\u00eb von\u00eb doli se sistemi jo vet\u00ebm q\u00eb ndalon kryerjen e pagesave n\u00eb llogarit\u00eb e caktuara t\u00eb bilancit, por gjithashtu bllokon kryerjen e pagesave nga llogarit\u00eb e brendshme shum\u00eb t\u00eb rralla, t\u00eb cilat nuk duhej t\u00eb ishin p\u00ebrfshir\u00eb n\u00eb k\u00ebt\u00eb. <\/p>\n<p>Kjo ndodhi p\u00ebr shkak se Fedori nuk e b\u00ebri kontrollin se si \"nuk duhet t\u00eb punoj\u00eb sistemi\", nuk e p\u00ebrgatiti planin e testit, listat e kontrollit. Ai u p\u00ebrpoq t\u00eb kursente n\u00eb koh\u00eb dhe u mb\u00ebshtet n\u00eb instinktin e tij. <\/p>\n<h2>Si punojm\u00eb me problemet? <\/h2>\n<p>\nSituata t\u00eb tilla ndikojn\u00eb n\u00eb efikasitetin e ekipit, cil\u00ebsin\u00eb e s\u00ebnjar\u00ebve t\u00eb l\u00ebshuar dhe k\u00ebnaq\u00ebsin\u00eb e klient\u00ebve. Prandaj, ato nuk duhet l\u00ebn\u00eb pa v\u00ebmendje dhe analiz\u00eb t\u00eb shkaqeve.<\/p>\n<p><b>1.<\/b> P\u00ebr \u00e7do detyr\u00eb q\u00eb shkaktoi v\u00ebshtir\u00ebsi, k\u00ebrkoj t\u00eb plot\u00ebsohet nj\u00eb formular i standardizuar: karta e gabimeve, e cila ndihmon n\u00eb identifikimin e faz\u00ebs, ku ndodhi \"rr\u00ebshqitja\":<\/p>\n<p><img decoding=\"async\" alt=\"\u00abUniversali\u00bb n\u00eb ekipin e zhvillimit: dobi apo d\u00ebm?\" src=\"\/wp-content\/uploads\/2019\/07\/86e3da3d215fe148b8339f46da5858f7.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\n<b>2.<\/b> Pas identifikimit t\u00eb ngushticave, me \u00e7do punonj\u00ebs q\u00eb ndikoi n\u00eb problemin, zhvillohet nj\u00eb brain-storm \"\u00c7far\u00eb t\u00eb ndryshojm\u00eb?\" (rastet specifike nuk diskutohet n\u00eb retrom), pas t\u00eb cilit lindin veprime konkrete (p\u00ebr \u00e7do lloj personaliteti t\u00eb vetat) me afatet.<\/p>\n<p><b>3.<\/b> Ne kemi futur rregulla bashk\u00ebpunimi brenda ekipit. P\u00ebr shembull, u dakorduam t\u00eb regjistrojm\u00eb gjithmon\u00eb t\u00eb gjitha informacionet mbi ecurin\u00eb e detyr\u00ebs n\u00eb sistemin e menaxhimit t\u00eb projekteve. N\u00ebse ka ndryshime ose zbulohet artefakte gjat\u00eb zhvillimit, k\u00ebto duhet t\u00eb reflektohen n\u00eb baz\u00ebn e t\u00eb dh\u00ebnave dhe versionin p\u00ebrfundimtar t\u00eb T\u00cb.<\/p>\n<p><b>4.<\/b> Kontrolli u b\u00eb n\u00eb \u00e7do faz\u00eb (v\u00ebmendje t\u00eb ve\u00e7ant\u00eb i kushtohet fazave problematike n\u00eb t\u00eb kaluar\u00ebn) dhe automatikisht sipas rezultateve t\u00eb realizimit t\u00eb detyr\u00ebs tjet\u00ebr.<\/p>\n<p><b>5.<\/b> N\u00ebse rezultati p\u00ebr detyr\u00ebn tjet\u00ebr nuk \u00ebsht\u00eb ndryshuar, at\u00ebher\u00eb nuk e caktova universalen e shqyrtuar n\u00eb rolin ku ai ka performuar keq. P\u00ebrpiqem t\u00eb vler\u00ebsoj aft\u00ebsin\u00eb dhe d\u00ebshir\u00ebn e tij p\u00ebr t\u00eb zhvilluar kompetencat n\u00eb k\u00ebt\u00eb rol. N\u00ebse nuk gjej reagim, e l\u00eb at\u00eb n\u00eb rolin q\u00eb \u00ebsht\u00eb m\u00eb af\u00ebr tij.<\/p>\n<h2>\u00c7far\u00eb doli n\u00eb fund? <\/h2>\n<p>\nProcesi i zhvillimit \u00ebsht\u00eb b\u00ebr\u00eb m\u00eb transparent. Faktor\u00ebt e BUS jan\u00eb zvog\u00ebluar. An\u00ebtar\u00ebt e ekipit, duke punuar mbi gabimet, b\u00ebhen m\u00eb t\u00eb motivuar dhe p\u00ebrmir\u00ebsojn\u00eb karm\u00ebn e tyre. Ne gradualisht po e rrisim cil\u00ebsin\u00eb e l\u00ebshimeve tona. <\/p>\n<p><img decoding=\"async\" alt=\"\u00abUniversali\u00bb n\u00eb ekipin e zhvillimit: dobi apo d\u00ebm?\" src=\"\/wp-content\/uploads\/2019\/07\/3d8ee358d6e90035fe60f7d8289d5e90.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<\/p>\n<h2>P\u00ebrfundimet <\/h2>\n<p>\nPunonj\u00ebsit multi-funksional\u00eb kan\u00eb avantazhet dhe disavantazhet e tyre.<\/p>\n<p><b>P\u00ebrpar\u00ebsit\u00eb:<\/b><\/p>\n<ul>\n<li>mund t\u00eb mbyllej \u00e7doher\u00eb nj\u00eb detyr\u00eb q\u00eb vonohet ose t\u00eb zgjidhim nj\u00eb bug urgjent n\u00eb koh\u00eb t\u00eb shkurt\u00ebr;<\/li>\n<li>qasje holistike n\u00eb zgjidhjen e problemit: ekzekutuesi e sheh at\u00eb nga t\u00eb gjitha k\u00ebndv\u00ebshtrimet;<\/li>\n<li>multi-funksional\u00ebt mund t\u00eb b\u00ebjn\u00eb praktikisht gjith\u00e7ka po aq mir\u00eb. <\/li>\n<\/ul>\n<p>\n<b>Disavantazhet:<\/b><\/p>\n<ul>\n<li>rritet faktori BUS;<\/li>\n<li>kompetencat kryesore q\u00eb i p\u00ebrkasin rolit zbuten. Kjo shkakton nj\u00eb ulje t\u00eb cil\u00ebsis\u00eb s\u00eb pun\u00ebs;<\/li>\n<li>rritet probabiliteti i shtyrjes s\u00eb afateve, pasi mungon kontrolli n\u00eb secil\u00ebn faz\u00eb. Gjithashtu lidhen rreziqe p\u00ebr rritjen e \"yjeve\": punonj\u00ebsi \u00ebsht\u00eb i sigurt se di m\u00eb mir\u00eb, se \u00ebsht\u00eb profesionist; <\/li>\n<li>rritet rreziku i shterjes profesionale;<\/li>\n<li>shum\u00eb informacion t\u00eb r\u00ebnd\u00ebsish\u00ebm p\u00ebr projektin mund t\u00eb mbetet vet\u00ebm n\u00eb \"kok\u00ebn\" e punonj\u00ebsit. <\/li>\n<\/ul>\n<p>\nSi\u00e7 e shihni, ka m\u00eb shum\u00eb disavantazhe. Prandaj, un\u00eb p\u00ebrdor multi-funksional\u00ebt vet\u00ebm kur ka munges\u00eb burimesh dhe detyra \u00ebsht\u00eb mjaft urgjente. Ose kur nj\u00eb person ka kompetenca q\u00eb mungojn\u00eb te t\u00eb tjer\u00ebt, dhe cila \u00ebsht\u00eb cil\u00ebsia q\u00eb \u00ebsht\u00eb n\u00eb rrezik.<\/p>\n<p>N\u00ebse gjat\u00eb pun\u00ebs s\u00eb p\u00ebrbashk\u00ebt mbi detyr\u00ebn, respektohet rregulli i shp\u00ebrndarjes s\u00eb roleve, at\u00ebher\u00eb cil\u00ebsia e pun\u00ebs rritet. Ne i shqyrtojm\u00eb problemet nga k\u00ebndv\u00ebshtime t\u00eb ndryshme, pamja nuk nxjerr sy t\u00eb mbyllur, gjithmon\u00eb shfaqen ide t\u00eb fresk\u00ebta. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, \u00e7do pjes\u00ebtar i ekipit ka t\u00eb gjitha mund\u00ebsit\u00eb p\u00ebr rritje profesionale dhe zgjerimin e kompetencave t\u00eb tij. <\/p>\n<p>Un\u00eb besoj se m\u00eb e r\u00ebnd\u00ebsishmja \u00ebsht\u00eb t\u00eb ndiheni t\u00eb lidhur me procesin, t\u00eb b\u00ebni pun\u00ebn tuaj dhe gradualisht t\u00eb rrisni gjer\u00ebsin\u00eb e kompetencave tuaja. Megjithat\u00eb, multi-funksional\u00ebt n\u00eb ekip sjellin p\u00ebrfitim: e r\u00ebnd\u00ebsishmja \u00ebsht\u00eb t\u00eb b\u00ebni q\u00eb ata t\u00eb kombinojn\u00eb efektivisht role t\u00eb ndryshme. <\/p>\n<p><i>Uroj gjith\u00eb ekipet vet\u00eb-organizuese t\u00eb \"multi-funksional\u00ebve t\u00eb mjeshtrave t\u00eb tyre!\"<\/i><br \/>\n<br \/>Burimi: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/460593\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442! \u041c\u0435\u043d\u044f \u0437\u043e\u0432\u0443\u0442 \u041b\u044e\u0434\u043c\u0438\u043b\u0430 \u041c\u0430\u043a\u0430\u0440\u043e\u0432\u0430, \u044f \u043c\u0435\u043d\u0435\u0434\u0436\u0435\u0440 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438 \u0432 \u0423\u0411\u0420\u0438\u0420 \u0438 \u0442\u0440\u0435\u0442\u044c \u043c\u043e\u0435\u0439 \u043a\u043e\u043c\u0430\u043d\u0434\u044b \u2013 \u00ab\u0443\u043d\u0438\u0432\u0435\u0440\u0441\u0430\u043b\u044b\u00bb. \u041f\u0440\u0438\u0437\u043d\u0430\u0439\u0442\u0435: \u043a\u0430\u0436\u0434\u044b\u0439 Tech Lead \u043c\u0435\u0447\u0442\u0430\u0435\u0442 \u043e \u043a\u0440\u043e\u0441\u0441-\u0444\u0443\u043d\u043a\u0446\u0438\u043e\u043d\u0430\u043b\u044c\u043d\u043e\u0441\u0442\u0438 \u0432\u043d\u0443\u0442\u0440\u0438 \u0441\u0432\u043e\u0435\u0439 \u043a\u043e\u043c\u0430\u043d\u0434\u044b. \u0412\u0435\u0434\u044c \u044d\u0442\u043e \u0442\u0430\u043a \u043a\u0440\u0443\u0442\u043e, \u043a\u043e\u0433\u0434\u0430 \u043e\u0434\u0438\u043d \u0447\u0435\u043b\u043e\u0432\u0435\u043a \u0441\u043f\u043e\u0441\u043e\u0431\u0435\u043d \u0437\u0430\u043c\u0435\u043d\u0438\u0442\u044c \u0442\u0440\u0435\u0445, \u0434\u0430 \u0435\u0449\u0435 \u0438 \u0441\u0434\u0435\u043b\u0430\u0442\u044c \u044d\u0442\u043e \u043a\u0430\u0447\u0435\u0441\u0442\u0432\u0435\u043d\u043d\u043e, \u043d\u0435 \u0441\u0434\u0432\u0438\u0433\u0430\u044f \u0441\u0440\u043e\u043a\u0438. \u0418, \u0447\u0442\u043e \u043d\u0435\u043c\u0430\u043b\u043e\u0432\u0430\u0436\u043d\u043e, \u044d\u0442\u043e \u043e\u0431\u0435\u0441\u043f\u0435\u0447\u0438\u0432\u0430\u0435\u0442 \u044d\u043a\u043e\u043d\u043e\u043c\u0438\u044e \u0440\u0435\u0441\u0443\u0440\u0441\u043e\u0432! \u0417\u0432\u0443\u0447\u0438\u0442 \u043e\u0447\u0435\u043d\u044c [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":27224,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[688],"tags":[],"class_list":["post-36379","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-administrirovanie"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.0.1 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442! \u041c\u0435\u043d\u044f \u0437\u043e\u0432\u0443\u0442 \u041b\u044e\u0434\u043c\u0438\u043b\u0430 \u041c\u0430\u043a\u0430\u0440\u043e\u0432\u0430, \u044f \u043c\u0435\u043d\u0435\u0434\u0436\u0435\u0440 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438 \u0432 \u0423\u0411\u0420\u0438\u0420 \u0438 \u0442\u0440\u0435\u0442\u044c \u043c\u043e\u0435\u0439 \u043a\u043e\u043c\u0430\u043d\u0434\u044b \u2013 \u00ab\u0443\u043d\u0438\u0432\u0435\u0440\u0441\u0430\u043b\u044b\u00bb. \u041f\u0440\u0438\u0437\u043d\u0430\u0439\u0442\u0435: \u043a\u0430\u0436\u0434\u044b\u0439 Tech Lead \u043c\u0435\u0447\u0442\u0430\u0435\u0442 \u043e \u043a\u0440\u043e\u0441\u0441-\u0444\u0443\u043d\u043a\u0446\u0438\u043e\u043d\u0430\u043b\u044c\u043d\u043e\u0441\u0442\u0438 \u0432\u043d\u0443\u0442\u0440\u0438 \u0441\u0432\u043e\u0435\u0439 \u043a\u043e\u043c\u0430\u043d\u0434\u044b. \u0412\u0435\u0434\u044c \u044d\u0442\u043e \u0442\u0430\u043a \u043a\u0440\u0443\u0442\u043e, \u043a\u043e\u0433\u0434\u0430 \u043e\u0434\u0438\u043d \u0447\u0435\u043b\u043e\u0432\u0435\u043a \u0441\u043f\u043e\u0441\u043e\u0431\u0435\u043d \u0437\u0430\u043c\u0435\u043d\u0438\u0442\u044c \u0442\u0440\u0435\u0445, \u0434\u0430 \u0435\u0449\u0435 \u0438 \u0441\u0434\u0435\u043b\u0430\u0442\u044c \u044d\u0442\u043e \u043a\u0430\u0447\u0435\u0441\u0442\u0432\u0435\u043d\u043d\u043e, \u043d\u0435 \u0441\u0434\u0432\u0438\u0433\u0430\u044f \u0441\u0440\u043e\u043a\u0438. \u0418, \u0447\u0442\u043e \u043d\u0435\u043c\u0430\u043b\u043e\u0432\u0430\u0436\u043d\u043e, \u044d\u0442\u043e \u043e\u0431\u0435\u0441\u043f\u0435\u0447\u0438\u0432\u0430\u0435\u0442 \u044d\u043a\u043e\u043d\u043e\u043c\u0438\u044e \u0440\u0435\u0441\u0443\u0440\u0441\u043e\u0432! 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Un\u00eb quhem Lyudmila Makarova, jam menaxhere e zhvillimit n\u00eb UBRiR dhe nj\u00eb t\u00eb tret\u00ebn e ekipit tim e p\u00ebrb\u00ebjn\u00eb \"multi-funksional\u00ebt\". Pranoni: \u00e7do Tech Lead \u00ebnd\u00ebrron p\u00ebr kros-funksionalitet brenda ekipit t\u00eb tij. Sepse \u00ebsht\u00eb kaq e bukur kur nj\u00eb njeri \u00ebsht\u00eb n\u00eb gjendje t\u00eb z\u00ebvend\u00ebsoj\u00eb tre, gjithashtu ta b\u00ebj\u00eb k\u00ebt\u00eb me cil\u00ebsi, pa shtyr\u00eb afatet. Dhe, \u00e7ka nuk \u00ebsht\u00eb m\u00eb pak e r\u00ebnd\u00ebsishme, kjo siguron kursim burimesh! 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