{"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":"\u00abUniversal\u00bb n\u00eb ekipin e zhvillimit: p\u00ebrfitim apo d\u00ebm?","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><img decoding=\"async\" alt=\"\u00abUniversal\u00bb n\u00eb ekipin e zhvillimit: p\u00ebrfitim 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! Emri im \u00ebsht\u00eb Lyudmila Makarova, un\u00eb jam menaxhere zhvillimi n\u00eb UBRiR dhe nj\u00eb e treta e ekipit tim jan\u00eb \u00abuniversalist\u00eb\u00bb. <\/p>\n<p>Pranoni: \u00e7do Tech Lead ka \u00ebnd\u00ebrruar p\u00ebr kros-funksionalitet brenda ekipit t\u00eb tij. Sepse \u00ebsht\u00eb kaq e mrekullueshme kur nj\u00eb person \u00ebsht\u00eb n\u00eb gjendje t\u00eb z\u00ebvend\u00ebsoj\u00eb tre, dhe k\u00ebt\u00eb ta b\u00ebj\u00eb cil\u00ebsisht, pa e zhvendosur afatin. Dhe, q\u00eb \u00ebsht\u00eb e r\u00ebnd\u00ebsishme, kjo siguron kursim burimesh! <br \/>\nD\u00ebgjohet shum\u00eb t\u00ebrheq\u00ebse, por a \u00ebsht\u00eb k\u00ebshtu n\u00eb t\u00eb v\u00ebrtet\u00eb? Le t\u00eb p\u00ebrpiqemi ta kuptojm\u00eb.<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h2>Kush \u00ebsht\u00eb ai, parashikuesi yn\u00eb i pritshm\u00ebrive?<\/h2>\n<p>\nMe termin \u00abuniversal\u00bb zakonisht kuptojm\u00eb an\u00ebtar\u00eb t\u00eb 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 rezultatet e tij varen nga cil\u00ebsit\u00eb profesionale dhe personale t\u00eb pjes\u00ebtar\u00ebve. <\/p>\n<p>E gjith\u00eb \u00e7\u00ebshtja n\u00eb hard skills \u00ebsht\u00eb e qart\u00eb, por soft skills meritojn\u00eb nj\u00eb v\u00ebmendje t\u00eb ve\u00e7ant\u00eb. Ato ndihmojn\u00eb n\u00eb gjetjen e m\u00ebnyr\u00ebs p\u00ebr t\u00eb punuar me punonj\u00ebsin dhe n\u00eb orientimin e tij pik\u00ebrisht n\u00eb at\u00eb detyr\u00eb ku do t\u00eb jet\u00eb sa m\u00eb i dobish\u00ebm.<\/p>\n<p>Ekzistojn\u00eb shum\u00eb artikuj mbi t\u00eb gjitha llojet e personaliteteve t\u00eb p\u00ebrfaq\u00ebsuesve t\u00eb industris\u00eb IT. Duke u mb\u00ebshtetur n\u00eb p\u00ebrvoj\u00ebn time, do t'i ndaja IT-universalist\u00ebt n\u00eb kat\u00ebr kategori: <\/p>\n<h4>1. \u00abUniversali \u2013 i pafuqish\u00ebm\u00bb<\/h4>\n<p>\nK\u00ebta jan\u00eb t\u00eb pranish\u00ebm 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 bezdisin. I interesojn\u00eb vet\u00ebm detyrat e r\u00ebnd\u00ebsishme, pjes\u00ebmarrja n\u00eb t\u00eb cilat do t'u ofroj\u00eb hap\u00ebsir\u00eb p\u00ebr krijimtari dhe do t\u00eb k\u00ebnaq\u00eb egon e tyre.<\/p>\n<p>N\u00eb \u00e7far\u00eb jan\u00eb t\u00eb fort\u00eb: <\/p>\n<ul>\n<li>jan\u00eb t\u00eb aft\u00eb t\u00eb zgjidhin probleme t\u00eb komplikuara;<\/li>\n<li>thell\u00ebsisht p\u00ebrfshihen n\u00eb problem, \u00abg\u00ebrmojn\u00eb\u00bb 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 labil;<\/li>\n<li>jan\u00eb pak t\u00eb menaxhuesh\u00ebm;<\/li>\n<li>kan\u00eb nj\u00eb pik\u00ebpamje t\u00eb paluhatshme q\u00eb \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb t\u00eb ndryshohet;<\/li>\n<li>\u00ebsht\u00eb e v\u00ebshtir\u00eb t'i b\u00ebsh t\u00eb b\u00ebjn\u00eb nj\u00eb pun\u00eb t\u00eb thjesht\u00eb. Detyrat e lehta prekin egon e t\u00eb pafuqishm\u00ebve. <\/li>\n<\/ul>\n<p><\/p>\n<h4>2. \u00abUniversali \u2013 do ta kuptoj dhe do ta b\u00ebj\u00bb<\/h4>\n<p>\nK\u00ebtyre njer\u00ebzve u mjafton nj\u00eb manual dhe pak koh\u00eb \u2013 dhe ata do ta zgjidhin \u00e7\u00ebshtjen. Zakonisht kan\u00eb nj\u00eb p\u00ebrvoj\u00eb t\u00eb madhe si DevOps. K\u00ebta universalist\u00eb nuk i ngarkojn\u00eb veten 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 hasin n\u00eb kund\u00ebrshtime me tech lead-in lidhur me opsionin e zgjidhjes s\u00eb detyr\u00ebs. <\/p>\n<p>N\u00eb \u00e7far\u00eb jan\u00eb t\u00eb fort\u00eb: <\/p>\n<ul>\n<li>jan\u00eb t\u00eb pavarur;<\/li>\n<li>jan\u00eb t\u00eb q\u00ebndruesh\u00ebm ndaj stresit;<\/li>\n<li>jan\u00eb kompetent\u00eb n\u00eb shum\u00eb \u00e7\u00ebshtje; <\/li>\n<li>t\u00eb ditur \u2013 gjithmon\u00eb ka di\u00e7ka p\u00ebr t\u00eb biseduar me ta.<\/li>\n<\/ul>\n<p>\nPor:<\/p>\n<ul>\n<li>shpesh shkelin angazhimet;<\/li>\n<li>jan\u00eb t\u00eb prirur t\u00eb komplikohet gjith\u00e7ka: zgjidhin tabelat e shumzimit duke i integruar pjes\u00ebrisht;<\/li>\n<li>cil\u00ebsia e pun\u00ebs \u00ebsht\u00eb e ul\u00ebt, gjith\u00e7ka k\u00ebrkon 2-3 her\u00eb;<\/li>\n<li>p\u00ebrher\u00eb vonojn\u00eb afatet, sepse n\u00eb t\u00eb v\u00ebrtet\u00eb gjith\u00e7ka del t\u00eb jet\u00eb m\u00eb e nd\u00ebrlikuar se sa mendohej.<\/li>\n<\/ul>\n<p><\/p>\n<h4>3. \"Universali \u2013 mir\u00eb, le t\u00eb cilin un\u00eb, pasi nuk ka kush tjet\u00ebr\"<\/h4>\n<p>\nPunonj\u00ebsi ka njohuri t\u00eb mira n\u00eb disa fusha dhe 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 rreth shp\u00ebtimi, duke mbushur boshll\u00ebqet n\u00eb detyrat aktuale. \u00cbsht\u00eb i p\u00ebrshtatsh\u00ebm, i ekzekutuesh\u00ebm, mendon se \u00ebsht\u00eb i k\u00ebrkuar, megjithat\u00eb nuk \u00ebsht\u00eb nj\u00eb i till\u00eb.<\/p>\n<p>Punonj\u00ebsi praktikisht ideal. M\u00eb s\u00eb shumti, ai ka nj\u00eb drejtim, t\u00eb cilin e preferon m\u00eb shum\u00eb, por p\u00ebr shkak t\u00eb shkrirjes s\u00eb kompetencave nuk ka zhvillim. Si rezultat, ndon\u00ebse, personi rrezikon t\u00eb b\u00ebhet i pavler\u00eb dhe emocionalisht i vyshkur.<\/p>\n<p>N\u00eb \u00e7far\u00eb jan\u00eb t\u00eb fort\u00eb: <\/p>\n<ul>\n<li>t\u00eb p\u00ebrgjegjsh\u00ebm;<\/li>\n<li>t\u00eb orientuar drejt rezultateve;<\/li>\n<li>t\u00eb qet\u00eb;<\/li>\n<li>plot\u00ebsisht t\u00eb kontrolluesh\u00ebm.<\/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 kompetencave;<\/li>\n<li>nuk mund t\u00eb zgjidhin detyra t\u00eb nd\u00ebrlikuara dhe abstrakte.<\/li>\n<\/ul>\n<p><\/p>\n<h4>4. \"Universali \u2013 mjesht\u00ebr i pun\u00ebs s\u00eb tij\"<\/h4>\n<p>\nNj\u00eb person me nj\u00eb background t\u00eb r\u00ebnd\u00ebsish\u00ebm si zhvillues, ka mendje sistematike. \u00cbsht\u00eb pedant, k\u00ebrkon shum\u00eb nga vetja dhe nga ekipi. \u00c7do detyr\u00eb me p\u00ebrfshirjen e tij mund t\u00eb zgjerohet deri n\u00eb pafund\u00ebsi, n\u00ebse nuk p\u00ebrcaktohen kufijt\u00eb.<\/p>\n<p>I njohur 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>N\u00eb \u00e7far\u00eb jan\u00eb t\u00eb fort\u00eb:<\/p>\n<ul>\n<li>tregojn\u00eb cil\u00ebsi t\u00eb lart\u00eb t\u00eb pun\u00ebs;<\/li>\n<li>jan\u00eb n\u00eb gjendje t\u00eb zgjidhin \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>t\u00eb paduruesh\u00ebm ndaj mendimeve t\u00eb t\u00eb tjer\u00ebve;<\/li>\n<li>maksimalist\u00eb. Mundohen t\u00eb b\u00ebjn\u00eb gjith\u00e7ka si\u00e7 duhet, dhe kjo rrit afatet 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 zakonisht bashkohen rolet dhe kompetencat. T\u00eb marrim si pik\u00eb fillimi nj\u00eb ekip standard zhvillimi: PO, menaxheri i zhvillimit (lideri teknik), analist\u00ebt, programuesit, testuesit. Nuk do ta llogarisim pronarin e produktit dhe liderin teknik. I pari \u2013 p\u00ebr shkak t\u00eb munges\u00ebs s\u00eb kompetencave teknike. I dyti, n\u00ebse ekipi ka probleme, duhet me t\u00eb v\u00ebrtet\u00eb t\u00eb dij\u00eb t\u00eb b\u00ebj\u00eb gjith\u00e7ka.<\/p>\n<p>Varianti m\u00eb i zakonsh\u00ebm i bashkimit \/ p\u00ebrzierjes \/ p\u00ebrmbajtjes s\u00eb kompetencave \u00ebsht\u00eb zhvillues-analist. Gjithashtu, shum\u00eb shpesh hasen analist-tester dhe \"tre n\u00eb nj\u00eb\".<\/p>\n<p>Duke u bazuar n\u00eb ekipin tim, do t\u00eb tregoj se \u00e7far\u00eb 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 i dua shum\u00eb. <\/p>\n<p>Nga PO m\u00eb erdhi nj\u00eb detyr\u00eb urgjente p\u00ebr t\u00eb implementuar tarifa t\u00eb reja n\u00eb produktin ekzistues. N\u00eb ekipin tim ka 4 analist\u00eb. N\u00eb at\u00eb moment, nj\u00ebri ishte n\u00eb pushim, tjetri kishte marr\u00eb s\u00ebmundje, nd\u00ebrsa t\u00eb tjer\u00ebt po merreshin me realizimin e detyrave strategjike. Po t\u00eb isha t\u00ebrhequr ata, do t\u00eb kishin vonuar afrimin e afateve. Nj\u00eb zgjidhje e vetme mbeti: t\u00eb p\u00ebrdorja \"arm\u00ebn sekrete\" \u2013 universalin zhvillues-analist, i cili kishte njohurit\u00eb e nevojshme p\u00ebr fush\u00ebn p\u00ebrkat\u00ebse. Ta quajm\u00eb at\u00eb Anatoli. <\/p>\n<p>Tipi i tij t\u00eb karakterit \u00ebsht\u00eb <b>\"universal - do ta kuptoj dhe do ta b\u00ebj\"<\/b>. Natyrisht, ai p\u00ebrpiqej gjat\u00eb p\u00ebr t\u00eb shpjeguar se kishte \"nj\u00eb backlog t\u00eb plot\u00eb t\u00eb detyrave t\u00eb tij\", por me nj\u00eb vendim t\u00eb forc\u00ebs time u d\u00ebrgua p\u00ebr t\u00eb zgjidhur k\u00ebt\u00eb detyr\u00eb urgjente. Dhe Anatoli ia doli! Ai zhvilloi postimin dhe p\u00ebrfundoi realizimin n\u00eb koh\u00eb, dhe porosit\u00ebsit mbet\u00ebn t\u00eb k\u00ebnaqur. <\/p>\n<p>N\u00eb shikim t\u00eb par\u00eb, gjith\u00e7ka shkoi mir\u00eb. Por pas disa jav\u00ebsh, k\u00ebrkesat p\u00ebr rregullime n\u00eb k\u00ebt\u00eb produkt u shfaq\u00ebn s\u00ebrish. Tani, p\u00ebr k\u00ebt\u00eb detyr\u00eb u merrej nj\u00eb analist \"i past\u00ebr\". N\u00eb faz\u00ebn e testimit t\u00eb zhvillimit t\u00eb ri, nuk mund\u00ebm p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb t\u00eb kuptonim pse kishim gabime n\u00eb lidhjen e tarifave t\u00eb reja dhe vet\u00ebm m\u00eb pas, duke zbardhur t\u00eb gjith\u00eb ngat\u00ebrrimin, arrit\u00ebm n\u00eb t\u00eb v\u00ebrtet\u00ebn. Ne kaluam shum\u00eb koh\u00eb dhe humb\u00ebm afatet.<\/p>\n<p>Problemi ishte se shum\u00eb momente t\u00eb fshehura dhe \u00e7\u00ebshtje delikate mbet\u00ebn vet\u00ebm n\u00eb mendjen e universali ton\u00eb dhe nuk u shkruan kurr\u00eb. Si\u00e7 shpjegoi m\u00eb von\u00eb Anatoli, ai u nxituar shum\u00eb. Por varianti m\u00eb i mundsh\u00ebm \u00ebsht\u00eb se ai u p\u00ebrball me probleme gjat\u00eb zhvillimit dhe thjesht i anashkaloi ato, pa i shkruar kurr\u00eb. <\/p>\n<p>Ishte dhe nj\u00eb situat\u00eb tjet\u00ebr. Tani kemi vet\u00ebm nj\u00eb tester, k\u00ebshtu q\u00eb disa detyra duhet t'i testojn\u00eb analist\u00ebt, p\u00ebrfshir\u00eb - universalet. Prandaj, nj\u00eb detyr\u00eb ia dhash\u00eb nj\u00eb Fedorit hipotetik - <b>\"universal - mir\u00eb, le t\u00eb b\u00ebj un\u00eb, pasi askush tjet\u00ebr s\u2018\u00ebsht\u00eb\"<\/b>. <br \/>\nFedori \u00ebsht\u00eb \"tre n\u00eb nj\u00eb\", por p\u00ebr k\u00ebt\u00eb detyr\u00eb tashm\u00eb ishte caktuar nj\u00eb zhvillues. K\u00ebshtu, Fedori duhej t\u00eb bashk\u00ebngjiste vet\u00ebm analistin dhe testerin n\u00eb vete. <\/p>\n<p>K\u00ebrkesat jan\u00eb mbledhur, specifikimi \u00ebsht\u00eb dor\u00ebzuar p\u00ebr zhvillim, tani \u00ebsht\u00eb koha p\u00ebr t\u00eb testuar. Fyodor e njeh sistemin q\u00eb po zhvillohet \"si pes\u00eb gishta\" dhe e ka punuar me holl\u00ebsi k\u00ebrkesat aktuale. Prandaj, ai nuk e shqet\u00ebsoi veten me hartimin e skenar\u00ebve t\u00eb testimit, por kryen testimin se \"si duhet t\u00eb punoj\u00eb sistemi\", m\u00eb pas \u2013 ia dor\u00ebzoi p\u00ebrdoruesve. <br \/>\nTesti p\u00ebrfundoi, zhvillimi \u00ebsht\u00eb d\u00ebrguar n\u00eb prodhim. M\u00eb von\u00eb u zbulua se sistemi jo vet\u00ebm pezullon pagesat p\u00ebr llogarit\u00eb e caktuara t\u00eb bilancit, por gjithashtu bllokon pagesat nga llogari t\u00eb 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 Fyodor nuk e realizoi kontrollin se si \"nuk duhet t\u00eb punoj\u00eb sistemi\", nuk p\u00ebrpiloi plan testimi, lista kontrolluese. Ai vendosi t\u00eb kursej\u00eb koh\u00eb dhe u mb\u00ebshtet n\u00eb intuit\u00ebn e tij. <\/p>\n<h2>Si merren me problemet? <\/h2>\n<p>\nSituata t\u00eb tilla ndikojn\u00eb n\u00eb efikasitetin e pun\u00ebs s\u00eb ekipit, cil\u00ebsin\u00eb e versioneve q\u00eb l\u00ebshohen 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 ka shkaktuar v\u00ebshtir\u00ebsi, k\u00ebrkoj t\u00eb plot\u00ebsohet nj\u00eb formular i unifikuar: nj\u00eb hart\u00eb gabimesh, e cila lejon t\u00eb identifikohet faza n\u00eb t\u00eb cil\u00ebn ndodhi \"prishja\":<\/p>\n<p><img decoding=\"async\" alt=\"\u00abUniversal\u00bb n\u00eb ekipin e zhvillimit: p\u00ebrfitim 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 pikave t\u00eb ngushta, nj\u00eb brainstorming \"\u00c7far\u00eb t\u00eb ndryshohet?\" (rastet specifike nuk shqyrtohen n\u00eb retro) zhvillohet me \u00e7do punonj\u00ebs q\u00eb ka ndikuar n\u00eb problem, duke lindur k\u00ebshtu veprime konkrete (p\u00ebr \u00e7do lloj personaliteti t\u00eb ndryshme) me afate.<\/p>\n<p><b>3.<\/b> Kemi vendosur rregulla p\u00ebr nd\u00ebrveprimin brenda ekipit. P\u00ebr shembull, kemi r\u00ebn\u00eb dakord t\u00eb regjistrojm\u00eb gjithmon\u00eb t\u00eb gjitha informacionet p\u00ebr avancimin e detyr\u00ebs n\u00eb sistemin e menaxhimit t\u00eb projekteve. Kur ndodhin ndryshime\/identifikime t\u00eb artefakteve gjat\u00eb procesit t\u00eb zhvillimit, kjo duhet t\u00eb shfaqet n\u00eb baz\u00ebn e njohurive dhe versionin p\u00ebrfundimtar t\u00eb specifikimit t\u00eb k\u00ebrkesave.<\/p>\n<p><b>4.<\/b> Kontrolli tani kryhet n\u00eb \u00e7do faz\u00eb (v\u00ebmendje t\u00eb ve\u00e7ant\u00eb i kushtohet fazave problematike n\u00eb t\u00eb kaluar\u00ebn) dhe automatikisht n\u00eb p\u00ebrputhje me rezultatet e realizimit t\u00eb detyr\u00ebs s\u00eb ardhshme.<\/p>\n<p><b>5.<\/b> N\u00ebse rezultati p\u00ebr detyr\u00ebn e ardhshme nuk ka ndryshuar, at\u00ebher\u00eb nuk e vendos universalin e shqyrtuar n\u00eb rolin n\u00eb t\u00eb cilin nuk po performon mir\u00eb. Mundohem 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.<\/p>\n<h2>\u00c7far\u00eb ne fund kemi arritur? <\/h2>\n<p>\nProcesi i zhvillimit \u00ebsht\u00eb b\u00ebr\u00eb m\u00eb transparent. Faktori BUS \u00ebsht\u00eb reduktuar. 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 rritim cil\u00ebsin\u00eb e l\u00ebshimeve tona. <\/p>\n<p><img decoding=\"async\" alt=\"\u00abUniversal\u00bb n\u00eb ekipin e zhvillimit: p\u00ebrfitim 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 universale kan\u00eb avantazhet dhe disavantazhet e tyre.<\/p>\n<p><b>Avantazhet:<\/b><\/p>\n<ul>\n<li>mund t\u00eb mbyllet n\u00eb \u00e7do moment nj\u00eb detyr\u00eb q\u00eb ngec ose t\u00eb zgjidhet nj\u00eb bug urgjent n\u00eb koh\u00eb t\u00eb shpejt\u00eb;<\/li>\n<li>qasje gjith\u00ebp\u00ebrfshir\u00ebse n\u00eb zgjidhjen e problemeve: ekzekutuesi e shikon at\u00eb nga t\u00eb gjitha rolet;<\/li>\n<li>universalet mund t\u00eb b\u00ebjn\u00eb pothuajse gjith\u00e7ka po aq mir\u00eb. <\/li>\n<\/ul>\n<p>\n<b>Disavantazhet:<\/b><\/p>\n<ul>\n<li>n\u00ebnshkruhet faktori BUS;<\/li>\n<li>kompetencat kryesore, t\u00eb cilat i takojn\u00eb rolit, shuhen. P\u00ebr k\u00ebt\u00eb arsye, cil\u00ebsia e pun\u00ebs bie;<\/li>\n<li>rritet probabiliteti i vones\u00ebs s\u00eb afateve, pasi mungon kontrolli n\u00eb \u00e7do faz\u00eb. Gjithashtu lindin rreziqe p\u00ebr krijimin e nj\u00eb 'ylli': punonj\u00ebsi \u00ebsht\u00eb i sigurt se ai e di m\u00eb mir\u00eb, se ai \u00ebsht\u00eb nj\u00eb profesionist; <\/li>\n<li>rritet rreziku i shterjes profesionale;<\/li>\n<li>shum\u00eb informacion t\u00eb r\u00ebnd\u00ebsish\u00ebm mbi projektin mund t\u00eb mbetet vet\u00ebm 'n\u00eb mendjen' e punonj\u00ebsit. <\/li>\n<\/ul>\n<p>\nSi\u00e7 e shihni, disavantazhet jan\u00eb m\u00eb t\u00eb shumta. Prandaj, un\u00eb p\u00ebrdor universale vet\u00ebm n\u00ebse mungojn\u00eb burimet dhe detyra \u00ebsht\u00eb mjaft urgjente. Ose n\u00ebse personi ka kompetenca q\u00eb mungojn\u00eb te t\u00eb tjer\u00ebt, nd\u00ebrsa cil\u00ebsia \u00ebsht\u00eb n\u00eb rrezik.<\/p>\n<p>N\u00ebse n\u00eb pun\u00ebn e p\u00ebrbashk\u00ebt mbi nj\u00eb detyr\u00eb respektohet rregulli i shp\u00ebrndarjes s\u00eb roleve, at\u00ebher\u00eb cil\u00ebsia e pun\u00ebs rritet. Ne i shohim problemet nga k\u00ebndv\u00ebshtrime t\u00eb ndryshme, pamja nuk b\u00ebhet e mjegullt, gjithmon\u00eb shfaqen mendime t\u00eb reja. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, \u00e7do an\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 mendoj se gj\u00ebja m\u00eb e r\u00ebnd\u00ebsishme \u00ebsht\u00eb ndjenja e lidhjes me procesin, t\u00eb angazhoheni n\u00eb pun\u00ebn tuaj, duke rritur gradualisht gj\u00ebr\u00ebsin\u00eb e kompetencave tuaja. Megjithat\u00eb, universalet n\u00eb ekip sjellin p\u00ebrfitime: m\u00eb e r\u00ebnd\u00ebsishmja \u00ebsht\u00eb t\u00eb b\u00ebni q\u00eb ata t\u00eb kombinojn\u00eb efektivisht rollet e ndryshme. <\/p>\n<p><i>U uroj t\u00eb gjith\u00ebve nj\u00eb ekip t\u00eb vetorganizuar 'universalesh-mjeshtrave t\u00eb zanat\u00e7eve 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 5.0.2 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442!\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"Yuri Gagarin\"\/>\n\t<link rel=\"canonical\" href=\"https:\/\/prohoster.info\/sq\/blog\/administrirovanie\/universal-v-komande-razrabotki-polza-ili-vred\" \/>\n\t<meta name=\"generator\" content=\"All in One SEO (AIOSEO) 5.0.2\" \/>\n\t\t<meta property=\"og:locale\" content=\"sq_AL\" \/>\n\t\t<meta property=\"og:site_name\" content=\"ProHoster | \u041a\u0443\u043f\u0438\u0442\u044c \u043d\u0430\u0434\u0435\u0436\u043d\u044b\u0439 \u0445\u043e\u0441\u0442\u0438\u043d\u0433 \u0434\u043b\u044f \u0441\u0430\u0439\u0442\u043e\u0432 \u0441 \u0437\u0430\u0449\u0438\u0442\u043e\u0439 \u043e\u0442 DDoS, VPS VDS \u0441\u0435\u0440\u0432\u0435\u0440\u044b\" \/>\n\t\t<meta property=\"og:type\" content=\"article\" \/>\n\t\t<meta property=\"og:title\" content=\"\ud83e\udd47\u00ab\u0423\u043d\u0438\u0432\u0435\u0440\u0441\u0430\u043b\u00bb \u0432 \u043a\u043e\u043c\u0430\u043d\u0434\u0435 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438: \u043f\u043e\u043b\u044c\u0437\u0430 \u0438\u043b\u0438 \u0432\u0440\u0435\u0434? 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