<\/a><\/noindex>N\u00eb radh\u00eb t\u00eb dyt\u00eb, n\u00eb situat\u00ebn e nj\u00eb konflikti n\u00eb pun\u00eb, pal\u00ebt ndodhen n\u00eb nj\u00eb situat\u00eb zgjidhjeje t\u00eb nj\u00eb \u00e7\u00ebshtjeje, e cila \u00ebsht\u00eb e r\u00ebnd\u00ebsishme p\u00ebr nj\u00ebr\u00ebn nga pal\u00ebt, p\u00ebr t\u00eb dyja ose p\u00ebr organizat\u00ebn n\u00eb t\u00ebr\u00ebsi. N\u00eb k\u00ebt\u00eb rast, p\u00ebr shkak t\u00eb karakteristikave t\u00eb situat\u00ebs, pal\u00ebt zakonisht kan\u00eb mjaft koh\u00eb dhe m\u00ebnyra t\u00eb ndryshme p\u00ebr ta zgjidhur at\u00eb (formale, informale, takime, letra, vendime nga drejtuesit, pranin\u00eb e objektivave dhe planeve t\u00eb ekipit, si dhe faktin e egzistenc\u00ebs s\u00eb hierarkis\u00eb, etj.). Kjo \u00ebsht\u00eb ndryshe nga situata e zgjidhjes s\u00eb nj\u00eb \u00e7\u00ebshtjeje pune (ose jo pune) n\u00eb organizat\u00eb, p\u00ebr shembull, zgjidhja e nj\u00eb pyetjeje t\u00eb r\u00ebnd\u00ebsishme: \"He, shoku, nga cila lagje je?!\" n\u00eb rrug\u00eb, ose konflikti nga epigrafi. N\u00eb rastin e zgjidhjes s\u00eb nj\u00eb \u00e7\u00ebshtjeje pune, ka r\u00ebnd\u00ebsi cil\u00ebsia e procesit t\u00eb pun\u00ebs dhe kultura e zgjidhjes s\u00eb problemeve n\u00eb ekip.<\/p>\n
N\u00eb radh\u00eb t\u00eb tret\u00eb, nj\u00eb faktor p\u00ebrcaktues i konfliktit (nga k\u00ebndv\u00ebshtrimi i diskutimit ton\u00eb) \u00ebsht\u00eb fakti se pal\u00ebt e procesit nuk mund t\u00eb arrijn\u00eb vet\u00eb nj\u00eb zgjidhje q\u00eb p\u00ebrmbush t\u00eb gjitha pal\u00ebt. Situata k\u00ebrkon nd\u00ebrhyrjen e nj\u00eb pale t\u00eb tret\u00eb, nj\u00eb arbitri t\u00eb jasht\u00ebm. Ky pik\u00eb mund t\u00eb duket diskutueshme, por, n\u00eb thelb, n\u00ebse situata konflitku \u00ebsht\u00eb zgjidhur me sukses pa nd\u00ebrhyrjen e nj\u00eb arbitri t\u00eb jasht\u00ebm, \u00e7\u00ebshtja \u00ebsht\u00eb zgjidhur me sukses dhe marr\u00ebdh\u00ebniet midis pal\u00ebve nuk jan\u00eb p\u00ebrkeq\u00ebsuar, kjo \u00ebsht\u00eb ajo situat\u00eb t\u00eb cil\u00ebs duhet t'i synojm\u00eb. Ne p\u00ebr nj\u00eb konflikt t\u00eb till\u00eb ndoshta as nuk do t\u00eb m\u00ebsojm\u00eb, ose do t\u00eb m\u00ebsojm\u00eb rast\u00ebsisht pas zgjidhjes s\u00eb tij. Sa m\u00eb shum\u00eb \u00e7\u00ebshtje ekipi mund t\u00eb zgjidh\u00eb vet\u00eb, aq m\u00eb efektiv do t\u00eb punoj\u00eb.<\/p>\n
Nj\u00eb tjet\u00ebr karakteristik\u00eb e konfliktit q\u00eb meriton p\u00ebrmendje \u00ebsht\u00eb intensiteti emocional gjat\u00eb zgjidhjes. Konflikti nuk \u00ebsht\u00eb domosdoshm\u00ebrisht i lidhur me nj\u00eb grad\u00eb t\u00eb lart\u00eb emocionale. Pjes\u00ebmarr\u00ebsit nuk \u00ebsht\u00eb e nevojshme t\u00eb b\u00ebrtasin dhe t\u00eb p\u00ebrplasin duar p\u00ebr t\u00eb qen\u00eb nj\u00eb situat\u00eb gjithsesi konfliktuale. N\u00ebse nj\u00eb \u00e7\u00ebshtje nuk zgjidhet, dhe ka nj\u00eb tension emocional t\u00eb caktuar, ndon\u00ebse ndoshta nuk \u00ebsht\u00eb shprehur qart\u00eb jasht\u00eb, at\u00ebher\u00eb kjo paraqet nj\u00eb situat\u00eb konflikti.<\/p>\n
A \u00ebsht\u00eb e nevojshme t\u00eb nd\u00ebrhyni n\u00eb situata konflikti, apo \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb lejoni q\u00eb zgjidhja e tyre t\u00eb ndodh\u00eb vet\u00eb dhe t\u00eb prisni q\u00eb problemi t\u00eb zgjidhet vet\u00eb? Po, \u00ebsht\u00eb e nevojshme. Nuk \u00ebsht\u00eb gjithmon\u00eb n\u00eb fuqin\u00eb ose kompetenc\u00ebn tuaj t\u00eb zgjidhni plot\u00ebsisht nj\u00eb konflikt, por n\u00eb \u00e7do situat\u00eb, n\u00eb nj\u00eb konflikt t\u00eb \u00e7do p\u00ebrmasash, ju mund t\u00eb merrni nj\u00eb pozita t\u00eb rritur, k\u00ebshtu duke p\u00ebrfshir\u00eb edhe disa njer\u00ebz t\u00eb tjer\u00eb rreth jush, duke leht\u00ebsuar pasojat negative t\u00eb konfliktit dhe duke kontribuar n\u00eb zgjidhjen e tij.<\/p>\n
Para se t\u00eb diskutojm\u00eb disa shembuj t\u00eb situatave konfliktuale, le t\u00eb ndalemi n\u00eb disa pika t\u00eb r\u00ebnd\u00ebsishme, t\u00eb p\u00ebrbashk\u00ebta p\u00ebr t\u00eb gjitha Konfliktet.<\/p>\n
Kur zgjidhni nj\u00eb konflikt, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb jeni mbi betej\u00eb, e jo brenda saj (kjo quhet gjithashtu \u2018t\u00eb merrni nj\u00eb metapozit\u00eb\u2019), dometh\u00ebn\u00eb, t\u00eb mos jeni n\u00eb procesin e zgjidhjes si nj\u00eb nga pal\u00ebt. N\u00eb t\u00eb kund\u00ebrt, si nj\u00eb arbit\u00ebr i jasht\u00ebm q\u00eb ndihmon n\u00eb zgjidhje, ju vet\u00ebm do t\u00eb forconi pozitat e nj\u00ebrit prej pal\u00ebve n\u00eb d\u00ebm t\u00eb pal\u00ebs tjet\u00ebr. Kur merrni nj\u00eb vendim, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb ai t\u00eb pranohet moralish nga t\u00eb gjitha pal\u00ebt, si\u00e7 thon\u00eb, \u2018t\u00eb jet\u00eb bler\u00eb\u2019. Q\u00eb, edhe n\u00ebse pal\u00ebt nuk ishin t\u00eb k\u00ebnaqura me vendimin e marr\u00eb, ato t\u00eb pakt\u00ebn t\u00eb pranojn\u00eb me sinqeritet ta zbatojn\u00eb at\u00eb. K\u00ebt\u00eb e quajm\u00eb t\u00eb jesh n\u00eb gjendje t\u00eb mos jesh dakord dhe t\u00eb angazhohesh. P\u00ebrndryshe, konflikti do t\u00eb ndryshoj\u00eb thjesht pamjen, zjarri q\u00eb skuqet do t\u00eb mbetet n\u00eb torf dhe n\u00eb nj\u00eb moment patjet\u00ebr do t\u00eb shp\u00ebrthej\u00eb p\u00ebrs\u00ebri.<\/p>\n
M\u00ebnyra e dyt\u00eb, e cila \u00ebsht\u00eb disi e lidhur me t\u00eb par\u00ebn - n\u00ebse po merrni pjes\u00eb n\u00eb zgjidhjen e nj\u00eb konflikti, merreni k\u00ebt\u00eb shum\u00eb seriozisht n\u00eb aspektin e komunikimit dhe studimit t\u00eb kontekstit. Flisni personalisht me secil\u00ebn pal\u00eb. Fillimisht ndarazi me secil\u00ebn. Mos u mjaftoni me post\u00ebn. N\u00eb rastin e nj\u00eb ekipi t\u00eb shp\u00ebrndar\u00eb - flisni t\u00eb pakt\u00ebn p\u00ebrmes videokonferencave. Mos u mjaftoni me thashetheme dhe p\u00ebrs\u00ebritje nga d\u00ebshmitar\u00ebt. Kuptoni historin\u00eb, \u00e7far\u00eb d\u00ebshiron secila pal\u00eb, pse e d\u00ebshiron k\u00ebt\u00eb, \u00e7far\u00eb pret, a kan\u00eb provuar t\u00eb zgjidhin k\u00ebt\u00eb \u00e7\u00ebshtje m\u00eb par\u00eb, \u00e7far\u00eb do t\u00eb ndodh\u00eb n\u00ebse ajo nuk zgjidhet, cilat jan\u00eb opsionet e zgjidhjes q\u00eb shohin, si e perceptojn\u00eb pozicionin e pal\u00ebs tjet\u00ebr, \u00e7far\u00eb mendojn\u00eb se \u00ebsht\u00eb e drejt\u00eb ose e gabuar, etj. Ngarkohet n\u00eb mendjen tuaj gjith\u00eb konteksti i mundsh\u00ebm, pa paragjykime, duke supozuar se t\u00eb gjith\u00eb kan\u00eb t\u00eb drejt\u00eb. Ju nuk jeni brenda konfliktit, Ju jeni jasht\u00eb tij, n\u00eb nj\u00eb pozicion meta. N\u00ebse konteksti \u00ebsht\u00eb i disponuesh\u00ebm vet\u00ebm n\u00eb nj\u00eb bised\u00eb me email - t\u00eb pakt\u00ebn lexoni at\u00eb n\u00eb t\u00ebr\u00ebsi dhe bisedat p\u00ebrkat\u00ebse dhe dokumentet. Pas leximit - gjithsesi flisni me z\u00eb. Praktikisht do t\u00eb d\u00ebgjoni di\u00e7ka t\u00eb r\u00ebnd\u00ebsishme q\u00eb nuk \u00ebsht\u00eb n\u00eb email.<\/p>\n
Momenti i tret\u00eb i r\u00ebnd\u00ebsish\u00ebm - qasja e p\u00ebrgjithshme ndaj komunikimit. K\u00ebto jan\u00eb gj\u00ebra t\u00eb zakonshme, asgj\u00eb kozmike, por ato kan\u00eb nj\u00eb r\u00ebnd\u00ebsi shum\u00eb t\u00eb madhe. Nuk p\u00ebrpiqemi t\u00eb kursejm\u00eb koh\u00ebn, flasim me t\u00eb gjith\u00eb pjes\u00ebmarr\u00ebsit, kritikojm\u00eb jo personin, por shqyrtojm\u00eb pasojat e veprimeve t\u00eb tij (jo \u201cti je i ashp\u00ebr\u201d, por \u201cndoshta, djemt\u00eb mund t\u00eb ofendohen nga kjo gj\u00eb\u201d), u japim mund\u00ebsin\u00eb t\u00eb ruajn\u00eb fytyr\u00ebn, diskutojm\u00eb personalisht, dhe jo p\u00ebrpara nj\u00eb grupi.<\/p>\n
Konfliktet zakonisht shkaktohen nga nj\u00ebra nga dy arsye. E para lidhet me faktin n\u00ebse njeriu n\u00eb momentin e konfliktit \u00ebsht\u00eb n\u00eb pozitat e nj\u00eb t\u00eb rrituri ose n\u00eb pozitat e nj\u00eb f\u00ebmije (p\u00ebr k\u00ebt\u00eb m\u00eb posht\u00eb). Kjo \u00ebsht\u00eb e lidhur me pjekurin\u00eb e tij emocionale, aft\u00ebsin\u00eb p\u00ebr t\u00eb menaxhuar emocionet e tij (\u00e7ka, p\u00ebr t\u00eb v\u00ebrtet\u00ebn, nuk \u00ebsht\u00eb gjithmon\u00eb e lidhur me mosh\u00ebn e tij). Arsyeja tjet\u00ebr e zakonshme - mang\u00ebsia e procesit t\u00eb pun\u00ebs, e cila krijon situata <\/p>\n
Prandaj, n\u00eb zgjidhjen e konfliktit (si edhe p\u00ebr \u00e7do \u00e7\u00ebshtje tjet\u00ebr), menaxheri duhet t\u00eb ket\u00eb parasysh tre perspectiva: afatshkurt\u00ebr - t\u00eb zgjidh\u00eb \u00e7\u00ebshtjen\/kontestin k\u00ebtu dhe tani, afatmes\u00ebm - t\u00eb minimizoj\u00eb mund\u00ebsin\u00eb e rikthimit t\u00eb nj\u00eb konflikti p\u00ebr t\u00eb nj\u00ebjtin shkak, dhe afatgjat\u00eb - t\u00eb zhvilloj\u00eb nj\u00eb kultur\u00eb t\u00eb rrituri brenda ekipit. <\/p>\n
N\u00eb secilin nga ne ka nj\u00eb f\u00ebmij\u00eb t\u00eb brendsh\u00ebm, rreth tre-kat\u00ebr vje\u00e7. Pjes\u00ebn m\u00eb t\u00eb madhe t\u00eb koh\u00ebs n\u00eb pun\u00eb ai fle, por ndonj\u00ebher\u00eb zgjohet dhe merr kontrollin. F\u00ebmija ka prioritetet e tij. Ai \u00ebsht\u00eb i r\u00ebnd\u00ebsish\u00ebm t\u00eb insistoj\u00eb se ky \u00ebsht\u00eb sandbox-i i tij, mamaja e do at\u00eb m\u00eb shum\u00eb, makina e tij \u00ebsht\u00eb m\u00eb e mira (dizajni \u00ebsht\u00eb m\u00eb i miri, ai kodon m\u00eb mir\u00eb se askush,\u2026). N\u00eb nj\u00eb situat\u00eb konflikti, f\u00ebmija mund t\u00eb shtyj\u00eb lodrat, t\u00eb godas\u00eb k\u00ebmb\u00ebt dhe t\u00eb godas\u00eb me lopat\u00eb, por ai nuk mund t\u00eb zgjidh\u00eb \u00e7\u00ebshtje t\u00eb rritura (arkitektura e zgjidhjes, qasjet n\u00eb testimin automatike, afatet e l\u00ebshimit, etj.), ai nuk mendon n\u00eb terma t\u00eb p\u00ebrfitimit p\u00ebr ekipin. F\u00ebmij\u00ebn n\u00eb konflikt mund ta inkurtoni, ta qet\u00ebsoni dhe ta d\u00ebrgoni t\u00eb flej\u00eb, duke i k\u00ebrkuar t\u00eb th\u00ebrras\u00eb t\u00eb rriturin e tij. Para se t\u00eb filloni diskutimin n\u00eb kushte konflikti, sigurohuni q\u00eb tani po flisni me t\u00eb rriturin, jo me f\u00ebmij\u00ebn, dhe vet\u00eb jeni n\u00eb pozita t\u00eb rritura. N\u00ebse q\u00ebllimi juaj i sinqert\u00eb n\u00eb k\u00ebt\u00eb moment \u00ebsht\u00eb t\u00eb zgjidhni nj\u00eb \u00e7\u00ebshtje serioze, jeni n\u00eb pozita t\u00eb rritura. N\u00ebse q\u00ebllimi juaj \u00ebsht\u00eb t\u00eb godisni k\u00ebmb\u00ebt dhe t\u00eb godisni me lopat\u00eb - kjo \u00ebsht\u00eb nj\u00eb pozit\u00eb f\u00ebmij\u00ebsh. D\u00ebrgoni f\u00ebmij\u00ebn tuaj t\u00eb brendsh\u00ebm t\u00eb flej\u00eb dhe th\u00ebrrisni t\u00eb rriturin, ose shtyni diskutimin. Njeriu merr nj\u00eb vendim emocional dhe m\u00eb pas k\u00ebrkon nj\u00eb justifikim racional p\u00ebr t\u00eb. Vendimi i marr\u00eb nga f\u00ebmija duke u bazuar n\u00eb prioritetet e f\u00ebmij\u00ebris\u00eb, nuk do t\u00eb jet\u00eb optimal.<\/p>\n
P\u00ebrve\u00e7 sjelljes n\u00eb momentin e konfliktit, pozita e nj\u00eb personi, qoft\u00eb f\u00ebmij\u00eb apo i rritur, karakterizohet gjithashtu nga niveli i p\u00ebrgjegj\u00ebsis\u00eb q\u00eb \u00ebsht\u00eb i gatsh\u00ebm t\u00eb marr\u00eb p\u00ebrsip\u00ebr. N\u00eb manifestimet ekstreme, pozita f\u00ebmij\u00eb e nj\u00eb programuesi, e cila e kam hasur disa her\u00eb, duket k\u00ebshtu: kam shkruar kodin, ia kam d\u00ebrguar p\u00ebr rishikim \u2014 puna ime ka mbaruar. Rishikuesit duhet ta shqyrtojn\u00eb dhe ta kombinojn\u00eb, QA duhet ta testoj\u00eb, n\u00ebse do t\u00eb ket\u00eb probleme \u2014 ata m\u00eb njoftojn\u00eb. Si\u00e7 \u00ebsht\u00eb e \u00e7uditshme, edhe njer\u00ebz t\u00eb rritur dhe me p\u00ebrvoj\u00eb ndonj\u00ebher\u00eb silen n\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb. Extremi tjet\u00ebr i shkall\u00ebs \u00ebsht\u00eb se nj\u00eb person e sheh veten p\u00ebrgjegj\u00ebs p\u00ebr t\u00eb siguruar q\u00eb kodi i tij t\u00eb punoj\u00eb, t\u00eb jet\u00eb i mbuluar me teste, t\u00eb jet\u00eb kontrolluar personalisht nga ai, t\u00eb kaloj\u00eb me sukses rishikimin (n\u00ebse nevojitet, nuk ka problem t\u00eb kontaktoni rishikuesit, t\u00eb diskutoni problemet me z\u00eb, etj.) dhe t\u00eb kombinohet, QA do t\u00eb ndihmoj\u00eb sipas nevoj\u00ebs, skenar\u00ebt e testimit do t\u00eb p\u00ebrshkruhen, etj. N\u00eb raste normale, programuesi ose ndodhet af\u00ebr skajit t\u00eb rritur t\u00eb shkall\u00ebs, ose zhvendoset n\u00eb at\u00eb an\u00eb nd\u00ebrsa grumbullon p\u00ebrvoj\u00eb (me kusht q\u00eb ekipi t\u00eb kultivoj\u00eb kultur\u00ebn e duhur). N\u00eb raste ekstreme, ai vazhdon t\u00eb punoj\u00eb, zakonisht duke mbajtur pozita f\u00ebmij\u00eb, at\u00ebher\u00eb ndodhin probleme dhe konflikte midis tij dhe ekipit.<\/p>\n
Krijimi i nj\u00eb kulture t\u00eb duhur dhe t\u00eb rritur n\u00eb ekip \u00ebsht\u00eb nj\u00eb detyr\u00eb e r\u00ebnd\u00ebsishme p\u00ebr \u00e7do menaxher. Kjo k\u00ebrkon koh\u00eb t\u00eb gjat\u00eb dhe p\u00ebrpjekje t\u00eb p\u00ebrditshme, por rezultati ia vlen. Ka dy m\u00ebnyra p\u00ebr t\u00eb ndikuar n\u00eb kultur\u00ebn e ekipit \u2014 shembulli personal (i cili do t\u00eb ndiqet patjet\u00ebr, ekipi gjithmon\u00eb shikon liderin) dhe diskutimi dhe inkurajimi i sjelljes s\u00eb duhur. K\u00ebtu nuk ka asgj\u00eb t\u00eb nd\u00ebrlikuar ose shum\u00eb formale, thjesht n\u00eb diskutimin e problemeve v\u00ebreni se k\u00ebtu mund t\u00eb b\u00ebhej ndryshe, theksoni se e keni par\u00eb kur u zgjidh si duhej, lavd\u00ebroni, sh\u00ebnoni gjat\u00eb analiz\u00ebs s\u00eb l\u00ebshimit, etj.<\/p>\n
Le t\u00eb shqyrtojm\u00eb disa situata tipike konfliktuale, nga m\u00eb e thjeshta te m\u00eb e nd\u00ebrlikuara:<\/p>\n
Konfliktet q\u00eb nuk kan\u00eb t\u00eb b\u00ebjn\u00eb me \u00e7\u00ebshtje pune<\/b><\/p>\n
Mjaft shpesh n\u00eb pun\u00eb ndodhin konflikte q\u00eb nuk lidhen me \u00e7\u00ebshtje pune. Shfaqja e tyre dhe leht\u00ebsia e zgjidhjes zakonisht lidhen drejtp\u00ebrdrejt me nivelin e inteligjenc\u00ebs emocionale t\u00eb pjes\u00ebmarr\u00ebsve, nivelin e pjekuris\u00eb s\u00eb tyre, dhe nuk lidhen me p\u00ebrsosm\u00ebri ose pap\u00ebrsosm\u00ebri t\u00eb procesit t\u00eb pun\u00ebs.<\/p>\n
Shembuj tipik\u00eb \u2014 dikush nuk e p\u00ebrdor mjaft shpesh lavatri\u00e7en apo dushin, \u00e7ka nuk i p\u00eblqen atyre p\u00ebrreth, dikush ndihet nxeht\u00eb, nd\u00ebsa nj\u00eb tjet\u00ebr ka t\u00eb ftoht\u00eb kur hap dritaren, dikush \u00ebsht\u00eb shum\u00eb i zhurmsh\u00ebm, nd\u00ebrsa t\u00eb tjer\u00ebve u nevojitet qet\u00ebsi p\u00ebr t\u00eb punuar, etj. Zgjidhja e konflikteve t\u00eb tilla nuk duhet t\u00eb shtyhet dhe l\u00ebn\u00eb n\u00eb dor\u00eb t\u00eb fatit. Ato nuk do t\u00eb zhduken vet\u00eb dhe do t'i shp\u00ebrqendrojn\u00eb \u00e7do dit\u00eb nga puna dhe do t\u00eb helmojn\u00eb atmosfer\u00ebn n\u00eb ekip. Fatmir\u00ebsisht, zgjidhja e tyre zakonisht nuk p\u00ebrb\u00ebn nj\u00eb problem t\u00eb madh \u2014 mjafton t\u00eb flas\u00ebsh qet\u00ebsisht (natyrisht, ball\u00eb p\u00ebr ball\u00eb) me kolegun q\u00eb neglizhon higjen\u00ebn, t\u00eb sigurosh nj\u00eb renditje komode p\u00ebr ata q\u00eb preferojn\u00eb qet\u00ebsi\/ freski, t\u00eb blesh kufje akustike ose t\u00eb vendos\u00ebsh ndarje, etj. <\/p>\n
Nj\u00eb shembull tjet\u00ebr, q\u00eb un\u00eb e kam hasur disa her\u00eb gjat\u00eb pun\u00ebs sime, \u00ebsht\u00eb papajtueshm\u00ebria psikologjike e an\u00ebtar\u00ebve t\u00eb ekipit. P\u00ebr ndonj\u00eb arsye, njer\u00ebzit thjesht nuk mund t\u00eb punojn\u00eb s\u00eb bashku, \u00e7do komunikim p\u00ebrfundon me zhurm\u00eb. Ndonj\u00ebher\u00eb kjo \u00ebsht\u00eb e lidhur me faktin se njer\u00ebzit mbrojn\u00eb pik\u00ebpamje polare p\u00ebr ndonj\u00eb \u00e7\u00ebshtje t\u00eb r\u00ebnd\u00ebsishme (zakonisht politike) dhe nuk din\u00eb t'i l\u00ebn\u00eb ato jasht\u00eb pun\u00ebs. T\u00eb bind\u00ebsh ata t\u00eb tolerojn\u00eb nj\u00ebri-tjetrin ose t\u00eb ndryshojn\u00eb sjelljen e tyre \u00ebsht\u00eb nj\u00eb aktivitet mjaft i pafat. P\u00ebrjashtimi i vet\u00ebm q\u00eb kam hasur \u00ebsht\u00eb koleg\u00ebt e rinj me nj\u00eb perceptim t\u00eb hapur, sjellja e t\u00eb cil\u00ebve ende mund t\u00eb ndryshohet gradualisht p\u00ebrmes bisedave periodike. Zakonisht, problemi zgjidhet me ndarjen e tyre n\u00eb grupe t\u00eb ndryshme, ose t\u00eb pakt\u00ebn duke siguruar mund\u00ebsin\u00eb e t\u00eb pakt\u00ebn t\u00eb takohen shum\u00eb rrall\u00eb p\u00ebr pun\u00eb.<\/p>\n
N\u00eb t\u00eb gjitha situatat e p\u00ebrmendura, me t\u00eb gjith\u00eb pjes\u00ebmarr\u00ebsit duhet t\u00eb flitet personalisht, t\u00eb diskutohet situata, t\u00eb interesohesh se a e shohin ata ndonj\u00ebher\u00eb problemin n\u00eb k\u00ebt\u00eb rast, t\u00eb pyes\u00ebsh se cilat, sipas mendimit t\u00eb tyre, jan\u00eb rrug\u00ebt e zgjidhjes, t\u00eb sigurosh pjes\u00ebmarrjen e tyre n\u00eb marrjen e k\u00ebtij vendimi.<\/p>\n
Nga pik\u00ebpamja e optimizimit t\u00eb procesit t\u00eb pun\u00ebs (perspektiva afatmesme, p\u00ebr t\u00eb cil\u00ebn p\u00ebrmenda), nuk ka shum\u00eb p\u00ebr t\u00eb b\u00ebr\u00eb k\u00ebtu, momenti i vet\u00ebm p\u00ebr optimizim \u00ebsht\u00eb t\u00eb merret parasysh faktori i p\u00ebrshtatshm\u00ebris\u00eb gjat\u00eb formimit t\u00eb ekipit dhe t\u00eb mos vendosen s\u00eb bashku njer\u00ebz q\u00eb do t\u00eb k\u00ebsht\u00eb konflikte. <\/p>\n
N\u00eb aspektin e kultur\u00ebs s\u00eb ekipit, situata t\u00eb tilla ndodhin shum\u00eb m\u00eb rrall\u00eb n\u00eb ekipet me nj\u00eb kultur\u00eb t\u00eb rritur, ku njer\u00ebzit respektojn\u00eb ekipin dhe koleg\u00ebt dhe din\u00eb t\u00eb zgjidhin \u043f\u0440\u043e\u0431\u043b\u0435\u043cet vet\u00eb. P\u00ebr m\u00eb tep\u00ebr, k\u00ebto konflikte zgjidhen shum\u00eb m\u00eb leht\u00eb (shpesh automatikisht) n\u00eb ekipet ku niveli i besimit \u00ebsht\u00eb i lart\u00eb, njer\u00ebzit kan\u00eb punuar s\u00eb bashku p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb dhe \/ ose komunikojn\u00eb shpesh jasht\u00eb orarit t\u00eb pun\u00ebs.<\/p>\n
Konfliktet e lidhura me \u00e7\u00ebshtje t\u00eb pun\u00ebs:<\/b><\/p>\n
K\u00ebto konflikte zakonisht shkaktohen nga t\u00eb dyja shkaqet n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, si nga ana emocionale (p\u00ebr shkak se ndonj\u00eb pjes\u00ebmarr\u00ebs nuk \u00ebsht\u00eb n\u00eb pozitat e rritura), ashtu edhe nga p\u00ebrsosmia e procesit t\u00eb pun\u00ebs. Lloji m\u00eb i zakonsh\u00ebm i konflikteve q\u00eb kam hasur \u00ebsht\u00eb konflikti gjat\u00eb rishikimit t\u00eb kodit ose diskutimeve mbi arkitektur\u00ebn midis zhvilluesve. <\/p>\n
Do t\u00eb ve\u00e7oja k\u00ebtu dy raste tipike:<\/p>\n
1) N\u00eb rastin e par\u00eb, zhvilluesi nuk arrin t\u00eb marr\u00eb rishikimin e kodit nga nj\u00eb koleg. Patch-i \u00ebsht\u00eb d\u00ebrguar p\u00ebr rishikim, dhe nuk ndodh asgj\u00eb. N\u00eb pamje t\u00eb par\u00eb, nuk ka nj\u00eb konflikt t\u00eb qart\u00eb midis dy pal\u00ebve, por n\u00ebse e mendoni, \u00ebsht\u00eb nj\u00eb konflikt i till\u00eb. \u00c7\u00ebshtja e pun\u00ebs nuk zgjidhet, dhe nj\u00ebra pal\u00eb (e cila pret rishikimin) ndjen nj\u00eb diskomfort t\u00eb duksh\u00ebm. Nj\u00eb n\u00ebnlloj ekstrem i k\u00ebtij rasti \u00ebsht\u00eb zhvillimi n\u00eb komunitet ose n\u00eb ekipe t\u00eb ndryshme, ku rishikuesi mund t\u00eb mos jet\u00eb i interesuar p\u00ebr k\u00ebt\u00eb kod t\u00eb ve\u00e7ant\u00eb, ose p\u00ebr shkak t\u00eb ngarkes\u00ebs apo rrethanave t\u00eb tjera, nuk mund t\u00eb p\u00ebrqendrohet fare n\u00eb k\u00ebrkes\u00ebn p\u00ebr rishikim, dhe mund t\u00eb mos ket\u00eb nj\u00eb arbit\u00ebr t\u00eb jasht\u00ebm (t\u00eb p\u00ebrbashk\u00ebt p\u00ebr t\u00eb dyja pal\u00ebt menaxher) n\u00eb lidhje me k\u00ebt\u00eb. <\/p>\n
Qasja ndaj zgjidhjes q\u00eb ndihmon n\u00eb nj\u00eb situat\u00eb t\u00eb till\u00eb \u00ebsht\u00eb pik\u00ebrisht n\u00eb perspektiv\u00ebn afatgjat\u00eb, kultivimin e maturis\u00eb. S\u00eb pari, funksionon aktiviteti i arsyesh\u00ebm. Mos pritet q\u00eb kodi q\u00eb \u00ebsht\u00eb n\u00eb rishikim t\u00eb t\u00ebrheq\u00eb vet\u00eb v\u00ebmendjen e rishikuesit. Duhet t'i ndihmojm\u00eb rishikuesit ta v\u00ebrejn\u00eb at\u00eb. Pingoni disa njer\u00ebz, b\u00ebni nj\u00eb pyetje n\u00eb sinkap, merrni pjes\u00eb n\u00eb diskutime. \u00cbsht\u00eb e qart\u00eb se ngacmimi do t\u00eb d\u00ebmtoj\u00eb m\u00eb shum\u00eb se do t\u00eb ndihmoj\u00eb, prandaj duhet t\u00eb futni sh\u00ebndoshin mendim. S\u00eb dyti, p\u00ebrgatitja paraprake funksionon mir\u00eb. N\u00ebse ekipi kupton se \u00e7far\u00eb dhe pse ndodh, p\u00ebrse \u00ebsht\u00eb i nevojsh\u00ebm ky kod, dizajni \u00ebsht\u00eb diskutuar dhe miratuar m\u00eb par\u00eb nga t\u00eb gjith\u00eb, njer\u00ebzit m\u00eb shum\u00eb do t\u00eb v\u00ebrejn\u00eb at\u00eb kod dhe do ta pranojn\u00eb p\u00ebr pun\u00eb. S\u00eb treti, autoriteti funksionon. N\u00ebse d\u00ebshiron q\u00eb t\u00eb t\u00eb rishikohet, b\u00ebj shum\u00eb rishikime vet\u00eb. B\u00ebj rishikime cil\u00ebsore, me kontrole reale, teste reale, komente t\u00eb dobishme. N\u00ebse pseudonimi yt \u00ebsht\u00eb i njohur n\u00eb ekip nga ana e mir\u00eb, ka m\u00eb shum\u00eb mund\u00ebsi q\u00eb t\u00eb t\u00ebrheq\u00eb v\u00ebmendjen ndaj kodit t\u00ebnd.<\/p>\n
Nga pik\u00ebpamja e procesit t\u00eb pun\u00ebs, p\u00ebrmir\u00ebsimet e mundshme k\u00ebtu jan\u00eb vendosja e duhur e prioriteteve, e cila \u00ebsht\u00eb e orientuar p\u00ebr t\u00eb ndihmuar zhvilluesin t\u00eb arrij\u00eb q\u00ebllimet e tij dhe t\u00eb ekipit (t\u00eb rishikoni t\u00eb tjer\u00ebt, t\u00eb shkruani letra n\u00eb komunitet, t\u00eb shoq\u00ebroni kodin me p\u00ebrshkrimin e arkitektur\u00ebs, dokumentacionin, testet, t\u00eb merrni pjes\u00eb n\u00eb diskutime me komunitetin, etj.), mos lejoni bllokimin e pat\u00e7ave n\u00eb radh\u00eb p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, e k\u00ebshtu me radh\u00eb. <\/p>\n
2) Rast i dyt\u00eb i zakonsh\u00ebm i konflikteve gjat\u00eb rishikimit t\u00eb kodit ose dizajnit jan\u00eb pik\u00ebpamjet e ndryshme mbi \u00e7\u00ebshtje teknike, stilin e kodimit, zgjedhjen e mjeteve. Ka r\u00ebnd\u00ebsi t\u00eb madhe niveli i besimit midis pjes\u00ebmarr\u00ebsve, p\u00ebrkat\u00ebsia n\u00eb t\u00eb nj\u00ebjtin ekip, p\u00ebrvoja e pun\u00ebs s\u00eb p\u00ebrbashk\u00ebt. Stagnimi ndodh kur ndonj\u00eb nga pjes\u00ebmarr\u00ebsit merr nj\u00eb pozite infantile, nuk p\u00ebrpiqet t\u00eb d\u00ebgjoj\u00eb at\u00eb q\u00eb d\u00ebshiron t\u00eb p\u00ebrcjell\u00eb bashk\u00ebbiseduesi. Shpesh, si qasja e propozuar nga pala tjet\u00ebr ashtu edhe ajo e propozuar fillimisht mund t\u00eb funksionojn\u00eb me sukses dhe nuk ka r\u00ebnd\u00ebsi thelb\u00ebsore se cila duhet t\u00eb zgjidhet. <\/p>\n
Nj\u00eb her\u00eb nj\u00eb programues nga ekipi im (ta quajm\u00eb Pasha) p\u00ebrgatiti nj\u00eb patch me ndryshime p\u00ebr sistemin e shp\u00ebrndarjes s\u00eb pakos, t\u00eb cilin e kishin zhvilluar dhe e mbante n\u00eb dor\u00eb nj\u00eb koleg nga departamenti fqinj. Nj\u00eb prej tyre (Igori) kishte nj\u00eb mendim t\u00eb fort\u00eb n\u00eb lidhje me se si duhej t\u00eb ishin konfiguruar sh\u00ebrbimet Linux gjat\u00eb shp\u00ebrndarjes s\u00eb pakove. Ky mendim ndryshonte nga qasja e propozuar n\u00eb patch, dhe nuk arrinin t\u00eb binin dakord. Si zakonisht, afatet ishin t\u00eb ngushta, dhe duhej t\u00eb arriteshim n\u00eb ndonj\u00eb zgjidhje, ishte e nevojshme q\u00eb dikush prej tyre t\u00eb merrte nj\u00eb pozicion m\u00eb t\u00eb rritur. Pasha pranoi se t\u00eb dyja qasjet kishin t\u00eb drejt\u00eb t\u00eb ekzistonin, por ai donte q\u00eb opsioni i tij t\u00eb kalonte, pasi nuk kishte ndonj\u00eb avantazh teknik t\u00eb qart\u00eb as p\u00ebr nj\u00ebr\u00ebn, as p\u00ebr tjetr\u00ebn. <\/p>\n
Diskutimi yn\u00eb dukej m\u00eb pak m\u00eb k\u00ebshtu (paq\u00ebsisht t\u00eb thjeshtuar, sigurisht, biseda zgjati gjysm\u00eb ore): <\/p>\n
\u2014 Pasha, n\u00eb disa dit\u00eb do t\u00eb kemi feature freeze. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb t\u00eb gjith\u00e7ka ta mbledhim dhe t\u00eb fillojm\u00eb testimin sa m\u00eb shpejt t\u00eb jet\u00eb e mundur. Si ta kalojm\u00eb Igorin?
Problemi u zgjidhur, lansimi \u00ebsht\u00eb b\u00ebr\u00eb n\u00eb koh\u00eb, Pasha nuk ndjeu ndonj\u00eb pak\u00ebnaq\u00ebsi t\u00eb ve\u00e7ant\u00eb, sepse ai vet\u00eb propozoi zgjidhjen dhe e realizoi at\u00eb. Igor ishte krejt\u00ebsisht i k\u00ebnaqur, pasi mendimi i tij u mor n\u00eb konsiderat\u00eb dhe u b\u00eb ashtu si\u00e7 ai propozi.<\/p>\n
Nj\u00eb tjet\u00ebr lloj i nj\u00eb konflikti t\u00eb till\u00eb \u00ebsht\u00eb zgjedhja mes zgjidhjeve teknike\/librarieve\/qasjeve n\u00eb projekt, ve\u00e7an\u00ebrisht n\u00eb nj\u00eb ekip t\u00eb shp\u00ebrndar\u00eb. N\u00eb nj\u00eb nga projektet q\u00eb u pozicionua si duke p\u00ebrdorur C\/C++, p\u00ebrfundimisht doli se menaxhimi teknik i projektit ishte kategorikisht kund\u00ebr p\u00ebrdorimit t\u00eb STL (Standard Template Library). Kjo \u00ebsht\u00eb nj\u00eb bibliotek\u00eb standarde e gjuh\u00ebs, q\u00eb e thjeshton zhvillimin, ekipi yn\u00eb u ka besuar shum\u00eb. Doli q\u00eb projekti ishte shum\u00eb m\u00eb af\u00ebr C se sa C++, gj\u00eb q\u00eb nuk e frym\u00ebzoi shum\u00eb ekipin, pasi menaxhmenti kishte b\u00ebr\u00eb p\u00ebrpjekje dhe kishte angazhuar v\u00ebrtet programues t\u00eb shk\u00eblqyer. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, pjesa amerikane e ekipit, si inxhinier\u00ebt ashtu edhe menaxher\u00ebt, kishin punuar n\u00eb kompani p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, ishin m\u00ebsuar me gjendjen e tanishme, dhe ishin t\u00eb k\u00ebnaqur. Pjesa ruse e ekipit u mblodh s\u00eb bashku shum\u00eb koh\u00eb m\u00eb par\u00eb, p\u00ebr disa jav\u00eb (p\u00ebrfshir\u00eb edhe mua). Pjesa ruse e ekipit nuk donte t\u00eb heq\u00eb dor\u00eb nga qasja e zakonshme n\u00eb zhvillim.<\/p>\n
Diskutimet e pafundme me shkrim filluan mes dy kontinenteve, let\u00ebrsi me tre-kat\u00ebr ekrana fluturonte k\u00ebndej-tjet\u00ebr, n\u00eb d\u00ebrgesa grupore dhe personale, nga programuesit \u2014 p\u00ebr programuesit dhe menaxher\u00ebt. Si\u00e7 ndodh zakonisht, letra t\u00eb k\u00ebtij madh\u00ebsie nuk i lexonte askush, p\u00ebrve\u00e7 autor\u00ebve dhe mb\u00ebshtet\u00ebsve t\u00eb zjarrt\u00eb. Bisedat dridheshin nga tensioni, duke transmetuar n\u00eb t\u00eb gjitha drejtimet shum\u00eb ide lidhur me avantazhet teknike t\u00eb STL, sa mir\u00eb \u00ebsht\u00eb testuar, e sigurt, dhe n\u00eb p\u00ebrgjith\u00ebsi, si \u00ebsht\u00eb jeta me t\u00eb, dhe sa e tmerrshme pa t\u00eb. <\/p>\n
Kjo zgjati mjaft gjat\u00eb, deri sa m\u00eb n\u00eb fund kuptova se po diskutonim an\u00ebt teknike t\u00eb \u00e7\u00ebshtjes, por problemi n\u00eb t\u00eb v\u00ebrtet\u00eb nuk ishte teknik. Problemi nuk ishte te virtytet ose disavantazhet e STL-s\u00eb ose kompleksiteti i pun\u00ebs pa t\u00eb. Problemi ishte m\u00eb shum\u00eb organizativ. Duhej t\u00eb kuptonim si funksiononte kompania n\u00eb t\u00eb cil\u00ebn punonim. Asnj\u00eb prej nesh nuk kishte p\u00ebrvoj\u00eb t\u00eb pun\u00ebs n\u00eb nj\u00eb kompani t\u00eb till\u00eb. Ishte se pas zhvillimit t\u00eb kodit dhe l\u00ebshimit t\u00eb tij n\u00eb prodhim, mb\u00ebshtetje e b\u00ebnte nj\u00eb grup krejt\u00ebsisht tjet\u00ebr njer\u00ebzish nga ekipe t\u00eb tjera, nga vende t\u00eb tjera. Kjo ekip inxhinierik i madh prej disa dhjetra mij\u00ebra inxhinier\u00ebsh (n\u00eb total) mund t\u00eb lejonte vet\u00ebm minimumin e bazuar n\u00eb mjete teknike, th\u00ebn\u00eb ndryshe, minimum minimorum. \u00c7do gj\u00eb q\u00eb e tejkalonte standardin inxhinierik t\u00eb vendosur n\u00eb kompani, fizikisht nuk mund t\u00eb mb\u00ebshtetej m\u00eb tej. Niveli i ekipit p\u00ebrcaktohet nga niveli i an\u00ebtar\u00ebve m\u00eb t\u00eb dob\u00ebt t\u00eb tij. Pasi kuptuam motivacionin real<\/i> e veprimeve t\u00eb pjes\u00ebs amerikane t\u00eb ekipit, ky \u00e7\u00ebshtje u hoq nga rendi i dit\u00ebs, dhe ne t\u00eb gjith\u00eb s\u00eb bashku zhvilluam dhe l\u00ebshuam me sukses produktin, duke p\u00ebrdorur standardet e pranuara n\u00eb kompani. E-mailet dhe bisedat n\u00eb k\u00ebt\u00eb rast funksiononin keq, p\u00ebr t\u00eb ardhur n\u00eb nj\u00eb konsensus, ne pat\u00ebm nevoj\u00eb p\u00ebr disa udh\u00ebtime dhe shum\u00eb komunikim personal.<\/p>\n
\u0421 \u0442\u043e\u0447\u043a\u0438 \u0437\u0440\u0435\u043d\u0438\u044f \u0440\u0430\u0431\u043e\u0447\u0435\u0433\u043e \u043f\u0440\u043e\u0446\u0435\u0441\u0441\u0430, \u0432 \u044d\u0442\u043e\u043c \u043a\u043e\u043d\u043a\u0440\u0435\u0442\u043d\u043e\u043c \u0441\u043b\u0443\u0447\u0430\u0435, \u043f\u043e\u043c\u043e\u0433\u043b\u043e \u0431\u044b \u043d\u0430\u043b\u0438\u0447\u0438\u0435 \u043e\u043f\u0438\u0441\u0430\u043d\u0438\u044f \u0438\u0441\u043f\u043e\u043b\u044c\u0437\u0443\u0435\u043c\u044b\u0445 \u0441\u0440\u0435\u0434\u0441\u0442\u0432, \u0442\u0440\u0435\u0431\u043e\u0432\u0430\u043d\u0438\u044f \u043a \u043d\u0438\u043c, \u043e\u0433\u0440\u0430\u043d\u0438\u0447\u0435\u043d\u0438\u044f \u043d\u0430 \u0434\u043e\u0431\u0430\u0432\u043b\u0435\u043d\u0438\u0435 \u043d\u043e\u0432\u044b\u0445, \u043e\u0431\u043e\u0441\u043d\u043e\u0432\u0430\u043d\u0438\u0435 \u0442\u0430\u043a\u0438\u0445 \u043e\u0433\u0440\u0430\u043d\u0438\u0447\u0435\u043d\u0438\u0439. \u0422\u0430\u043a\u0438\u0435 \u0434\u043e\u043a\u0443\u043c\u0435\u043d\u0442\u044b \u043f\u0440\u0438\u043c\u0435\u0440\u043d\u043e \u0441\u043e\u043e\u0442\u0432\u0435\u0442\u0441\u0442\u0432\u0443\u044e\u0442 \u043e\u043f\u0438\u0441\u0430\u043d\u043d\u044b\u043c \u0432 \u043f\u0443\u043d\u043a\u0442\u0430\u0445 Reuse Strategy \u0438 Development Environment \u0440\u0443\u043a\u043e\u0432\u043e\u0434\u0441\u0442\u0432\u0430 \u201cManager’s Handbook for Software Development\u201d, \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u0430\u043d\u043d\u043e\u0433\u043e \u0432 NASA<\/a><\/noindex>. Megjith\u00ebse \u00ebsht\u00eb i vjet\u00ebr, ai p\u00ebrshkruan mjaft mir\u00eb t\u00eb gjitha aktivitete dhe fazat kryesore t\u00eb planifikimit t\u00eb zhvillimit t\u00eb softuerit t\u00eb k\u00ebtij lloji. Ekzistenca e dokumenteve t\u00eb tilla e thjeshton shum\u00eb procesin e diskutimit t\u00eb cilat komponente dhe qasje mund t\u00eb p\u00ebrdoren n\u00eb produkt, dhe pse.<\/p>\nNga pik\u00ebpamja e kultur\u00ebs, \u00ebsht\u00eb e qart\u00eb se me nj\u00eb qasje m\u00eb t\u00eb pjekur, n\u00eb t\u00eb cil\u00ebn pal\u00ebt p\u00ebrpiqen t\u00eb d\u00ebgjojn\u00eb dhe kuptojn\u00eb motivimin real t\u00eb veprimeve t\u00eb koleg\u00ebve dhe veprojn\u00eb n\u00eb p\u00ebrputhje me prioritetet e projektit dhe ekipit, jo ego personale, konflikti do t\u00eb zgjidhej m\u00eb leht\u00eb dhe m\u00eb shpejt.<\/p>\n
N\u00eb nj\u00eb konflikt tjet\u00ebr p\u00ebr zgjedhjen e nj\u00eb zgjidhjeje teknike, m\u00eb nevojitej gjithashtu nj\u00eb koh\u00eb e konsiderueshme p\u00ebr t\u00eb kuptuar motivimin e nj\u00ebrit nga pal\u00ebt (ishte nj\u00eb rast shum\u00eb i pazakont\u00eb), por, pasi motivimi u b\u00eb i qart\u00eb, zgjidhja ishte e dukshme. <\/p>\n
Situata \u00ebsht\u00eb e till\u00eb: n\u00eb nj\u00eb ekip prej rreth 20 personash, shfaqet nj\u00eb zhvillues i ri, ta quajm\u00eb Stas. Instrumenti yn\u00eb standard p\u00ebr komunikim n\u00eb ekip deri at\u00ebher\u00eb ishte Skype. Si\u00e7 doli m\u00eb von\u00eb, Stas ishte nj\u00eb adhurues i madh i standardeve t\u00eb hapura dhe t\u00eb softuerit me kod burimi t\u00eb hapur, dhe p\u00ebrdorte vet\u00ebm mjete dhe sisteme operative, p\u00ebr t\u00eb cilat kodet burimore ishin n\u00eb dispozicion publik, dhe q\u00eb p\u00ebrdornin protokollet e p\u00ebrshkruara publikisht. Skype nuk b\u00ebn pjes\u00eb n\u00eb k\u00ebto mjete. Ne kaluam nj\u00eb koh\u00eb t\u00eb madhe duke diskutuar meritat dhe disavantazhet e k\u00ebtij qasjeje, p\u00ebrpjekjet p\u00ebr t\u00eb startuar analoge t\u00eb Skype n\u00eb sisteme t\u00eb ndryshme operative, p\u00ebrpjekjet e Stas p\u00ebr t\u00eb bindur ekipin t\u00eb kalonte n\u00eb standarde t\u00eb tjera, t\u00eb shkruante atij personalisht me email, t\u00eb telefononte personalisht, t\u00eb blinte nj\u00eb kompjuter t\u00eb dyt\u00eb posa\u00e7\u00ebrisht p\u00ebr Skype, etj. M\u00eb n\u00eb fund kuptova se kjo ishte nj\u00eb problem, n\u00eb thelb, jo teknik dhe as organizativ, por m\u00eb shum\u00eb nj\u00eb \u00e7\u00ebshtje bote, madje, mund t\u00eb thuhet, religjioze (p\u00ebr Stas). Edhe sikur t\u00eb ishim lidhur Stas dhe Skype (p\u00ebr t\u00eb cilin tashm\u00eb ishin shpenzuar disa muaj), problemi do t\u00eb shfaqej s\u00ebrish me \u00e7do mjet tjet\u00ebr. Un\u00eb nuk kisha mjete reale p\u00ebr t\u00eb ndryshuar bot\u00ebn e Stas, dhe nuk kishte asnj\u00eb arsye p\u00ebr t\u00eb tentuar t\u00eb ndryshoja bot\u00ebn e ekipit, i cili funksiononte mjaft mir\u00eb n\u00eb k\u00ebt\u00eb mjedis. Njeriu dhe kompania thjesht ishin ortogonale n\u00eb bot\u00ebn e tyre. N\u00eb situata t\u00eb tilla, nj\u00eb zgjidhje e mir\u00eb \u00ebsht\u00eb organizative. Ne e transferuam Stas n\u00eb nj\u00eb ekip tjet\u00ebr, ku ishte m\u00eb organik.<\/p>\n
Sipas mendimit tim, arsyeja e k\u00ebtij konflikti \u00ebsht\u00eb p\u00ebrputhshm\u00ebria e kultur\u00ebs personale t\u00eb nj\u00eb personi t\u00eb caktuar (i cili ka nj\u00eb mendim t\u00eb fort\u00eb, q\u00eb i pengon t\u00eb pranojn\u00eb kompromise), me kultur\u00ebn e kompanis\u00eb. N\u00eb k\u00ebt\u00eb rast, sigurisht, \u00ebsht\u00eb nj\u00eb gabim i menaxherit. Ishte gabim q\u00eb n\u00eb fillim ta merrnin at\u00eb n\u00eb nj\u00eb projekt t\u00eb k\u00ebtij lloji. Stas p\u00ebrfundimisht kaloi n\u00eb nj\u00eb projekt p\u00ebr zhvillimin e softuerit t\u00eb hapur dhe atje pati sukses t\u00eb shk\u00eblqyer.<\/p>\n
Nj\u00eb shembull i mir\u00eb i nj\u00eb konflikti t\u00eb shkaktuar nga pozita f\u00ebminore e zhvilluesit dhe mang\u00ebsit\u00eb e procesit t\u00eb pun\u00ebs \u2014 nj\u00eb situat\u00eb n\u00eb t\u00eb cil\u00ebn n\u00eb munges\u00eb t\u00eb definition of done, zhvilluesi dhe ekipi QA kishin pritshm\u00ebri t\u00eb ndryshme n\u00eb lidhje me gatishm\u00ebrin\u00eb e karakteristik\u00ebs q\u00eb iu dor\u00ebzua QA. Zhvilluesi mendonte se ishte e mjaftueshme t\u00eb shkruante kodin dhe ta kalonte at\u00eb n\u00eb QA \u2014 atje do t\u00eb merreshin me t\u00eb. Nj\u00eb programues mjaft i rritur dhe me p\u00ebrvoj\u00eb, p\u00ebr t\u00eb th\u00ebn\u00eb t\u00eb drejt\u00ebn, por kjo ishte e gjitha p\u00ebr nivelin e tij t\u00eb brendsh\u00ebm t\u00eb cil\u00ebsis\u00eb. QA nuk ishte dakord me k\u00ebt\u00eb dhe k\u00ebrkoi q\u00eb ai t\u2019u tregonte dhe t\u2019u p\u00ebrshkruante se \u00e7far\u00eb kishte kontrolluar vet\u00eb, si dhe k\u00ebrkoi nj\u00eb skenar testi p\u00ebr ta. Ata tashm\u00eb kishin pasur probleme n\u00eb t\u00eb kaluar\u00ebn me funksionalitetin nga ky zhvillues dhe nuk donin t\u00eb humbnin koh\u00eb p\u00ebrs\u00ebri. N\u00eb fakt, ata kishin t\u00eb drejt\u00eb \u2014 funksionaliteti v\u00ebrtet nuk punonte, ai nuk e kishte kontrolluar kodin para dor\u00ebzimit n\u00eb QA. <\/p>\n
P\u00ebr t\u00eb zgjidhur situat\u00ebn, i k\u00ebrkova atij q\u00eb t\u00eb m\u00eb tregonte se gjith\u00e7ka funksiononte v\u00ebrtet (ai nuk funksiononte, dhe ai duhet t\u00eb riparonte), ne biseduam me ekipin dhe me QA p\u00ebr definition of done (nuk e b\u00ebm\u00eb at\u00eb me shkrim, sepse nuk donim ta burokratisnim shum\u00eb procesin), dhe me k\u00ebt\u00eb specialist ne s\u00eb shpejti u ndam\u00eb (p\u00ebr leht\u00ebsimin e p\u00ebrgjithsh\u00ebm).<\/p>\n
Nga pik\u00ebpamja e procesit t\u00eb pun\u00ebs, p\u00ebrmir\u00ebsimet e mundshme n\u00eb k\u00ebt\u00eb rast jan\u00eb: pranimi i definition of done, k\u00ebrkesat p\u00ebr p\u00ebrkrahjen e \u00e7do karakteristike me teste unike dhe integruese, p\u00ebrshkrimi i testimeve t\u00eb kryera nga zhvilluesi. N\u00eb nj\u00eb nga projektet, ne mat\u00ebm nivelin e mbulimit t\u00eb kodit me teste gjat\u00eb CI dhe n\u00eb rast se niveli i mbulimit pas shtimit t\u00eb nj\u00eb patch-i, ra, testet u sh\u00ebnjuan si t\u00eb pasuksesshme, dmth. \u00e7do kod i ri mund t\u00eb shtohej vet\u00ebm n\u00ebse kishte teste t\u00eb reja p\u00ebr t\u00eb. <\/p>\n
Nj\u00eb tjet\u00ebr shembull tipik i nj\u00eb konflikti, ngusht\u00ebsisht i lidhur me organizimin e pun\u00ebs. Ne kemi nj\u00eb produkt, ekipin zhvillues t\u00eb k\u00ebtij produkti, ekipin e mb\u00ebshtetjes dhe klientin. Klienti ka probleme me produktin dhe i drejtohet mb\u00ebshtetjes. Mb\u00ebshtetja analizon problemin dhe kupton se problemi \u00ebsht\u00eb n\u00eb produkt, e transferon problemin tek ekipi i produktit. Ekipi i produktit ka nj\u00eb periudh\u00eb t\u00eb ngarkuar, lan\u00e7imi \u00ebsht\u00eb n\u00eb prag, k\u00ebshtu q\u00eb biletat me problemin e klientit, t\u00eb humbura nd\u00ebr biletat e tjera tek zhvilluesi, t\u00eb cilit i \u00ebsht\u00eb caktuar, q\u00ebndrojn\u00eb t\u00eb paprekura p\u00ebr disa jav\u00eb. Mb\u00ebshtetja mendon se zhvilluesi po punon p\u00ebr problemin e klientit. Klienti pret dhe shpreson se po punohet mbi problemin e tij. N\u00eb realitet, nuk po ndodh asgj\u00eb. Pasi kalojn\u00eb disa jav\u00eb, klienti m\u00eb n\u00eb fund vendos t\u00eb pyes\u00eb p\u00ebr p\u00ebrparimin dhe pyet mb\u00ebshtetje. Mb\u00ebshtetja pyet zhvillimin. Zhvilluesi trembet, shikon list\u00ebn e biletave dhe zbulon bilet\u00ebn nga klienti. Duke lexuar bilet\u00ebn nga klienti, kupton se informacioni p\u00ebr zgjidhjen e problemit nuk \u00ebsht\u00eb i mjaftuesh\u00ebm, dhe i duhen m\u00eb shum\u00eb loggje dhe dump-e. Mb\u00ebshtetja k\u00ebrkon informacion shtes\u00eb nga klienti. Dhe k\u00ebtu klienti kupton se askush nuk ka punuar mbi problemin e tij gjat\u00eb gjith\u00eb k\u00ebsaj kohe. Dhe do t\u00eb bie nj\u00eb t\u00ebrbim...<\/p>\n
N\u00eb k\u00ebt\u00eb situat\u00eb, zgjidhja e konfliktit \u00ebsht\u00eb mjaft e qart\u00eb dhe lineare (t\u00eb riparosh produktin, t\u00eb p\u00ebrdit\u00ebsosh dokumentacionin dhe testet, t\u00eb qet\u00ebsosh klientin, t\u00eb publikosh nj\u00eb hotfix, etj). \u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb analizohet procesi i pun\u00ebs dhe t\u00eb kuptohet kush e ka p\u00ebrgjegj\u00ebsin\u00eb p\u00ebr organizimin e nd\u00ebrveprimit nd\u00ebrmjet dy ekipeve, pse e gjith\u00eb kjo situat\u00eb u b\u00eb e mundur. \u00cbsht\u00eb e qart\u00eb se di\u00e7ka duhet t\u00eb rregullohet n\u00eb proces - dikush duhet t\u00eb monitoroj\u00eb pamjen e p\u00ebrgjithshme pa kujtes\u00eb nga klient\u00ebt, proaktivisht. Biletat nga klienti duhet t\u00eb spikasin nd\u00ebr biletat e tjera tek zhvilluesit. Mb\u00ebshtetja duhet t\u00eb shoh\u00eb n\u00ebse zhvillimi po punon aktualisht mbi biletat e saj, n\u00ebse jo - kur mund t\u00eb filloj\u00eb t\u00eb punoj\u00eb, kur mund t\u00eb pritet nj\u00eb rezultat. Mb\u00ebshtetja dhe zhvillimi duhet t\u00eb komunikojn\u00eb her\u00eb pas here dhe t\u00eb diskutojn\u00eb statusin e biletave, mbledhja e informacionit t\u00eb nevojsh\u00ebm p\u00ebr debugging duhet t\u00eb jet\u00eb maksimalisht e automatizuar, etj.<\/p>\n
Si n\u00eb luft\u00eb armiku p\u00ebrpiqet t\u00eb godas\u00eb n\u00eb nd\u00ebrprerjen mes dy nj\u00ebsive, po ashtu edhe n\u00eb pun\u00eb pika m\u00eb e holl\u00eb dhe m\u00eb e ndjeshme zakonisht \u00ebsht\u00eb nd\u00ebrveprimi mes ekipeve. N\u00ebse menaxher\u00ebt e mb\u00ebshtetjes dhe zhvillimit jan\u00eb mjaft t\u00eb pjekur, ata do t\u00eb jen\u00eb n\u00eb gjendje t\u00eb rregullojn\u00eb procesin vet\u00eb; n\u00eb t\u00eb kund\u00ebrt, procesi do t\u00eb vazhdoj\u00eb t\u00eb prodhoj\u00eb konflikte dhe probleme derisa t\u00eb nd\u00ebrhyj\u00eb nj\u00eb menaxher q\u00eb mund ta rregulloj\u00eb situat\u00ebn.<\/p>\n
Nj\u00eb shembull tjet\u00ebr tipik, q\u00eb e kam hasur disa her\u00eb n\u00eb kompani t\u00eb ndryshme, \u00ebsht\u00eb situata n\u00eb t\u00eb cil\u00ebn produkti shkruhet nga nj\u00eb ekip, testet automatike t\u00eb integrimit nga nj\u00eb ekip tjet\u00ebr, dhe infrastruktura n\u00eb t\u00eb cil\u00ebn gjith\u00e7ka funksionon mbahet nga nj\u00eb ekip i tret\u00eb. Problemet gjat\u00eb ekzekutimit t\u00eb testeve ndodhin vazhdimisht, dhe shkaku i problemeve n\u00eb to mund t\u00eb jet\u00eb si produkti, ashtu edhe testet dhe infrastruktura. Zakonisht \u00ebsht\u00eb problematike t\u00eb dakordosh se kush duhet t\u00eb kryej\u00eb analiz\u00ebn fillestare t\u00eb problemeve, t\u00eb regjistroj\u00eb gabimet, t\u00eb analizoj\u00eb log\u00ebt e produktit, testeve dhe infrastruktur\u00ebs, etj. Konfliktet k\u00ebtu jan\u00eb mjaft t\u00eb shpeshta dhe, nj\u00ebkoh\u00ebsisht, t\u00eb nj\u00ebjta. N\u00eb raste tensioni t\u00eb lart\u00eb emocional, pjes\u00ebmarr\u00ebsit shpesh bien n\u00eb pozita f\u00ebminore, duke filluar diskutime si: \u201cpse duhet t\u00eb merrem me k\u00ebt\u00eb?\u201d, \u201cata prishen m\u00eb shpesh\u201d, etj. <\/p>\n
Nga k\u00ebndv\u00ebshtrimi i procesit t\u00eb pun\u00ebs, hapat konkret\u00eb p\u00ebr zgjidhjen e problemit varen nga p\u00ebrb\u00ebrja e ekipeve, lloji i testeve dhe produkti, etj. N\u00eb nj\u00eb nga projektet, ne implementuam turne periodike, ku ekipet e monitoronin testet n\u00eb radh\u00eb, p\u00ebr \u00e7do jav\u00eb. N\u00eb nj\u00eb tjet\u00ebr, analiza fillestare gjithmon\u00eb kryhej nga zhvilluesit e testeve, por analiza ishte mjaft bazike dhe produkti ishte mjaft stabil, k\u00ebshtu q\u00eb kjo funksiononte mir\u00eb. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb sigurohet transparenca e procesit, qart\u00ebsia e pritshm\u00ebrive p\u00ebr t\u00eb gjitha pal\u00ebt dhe ndjenja e drejt\u00ebsis\u00eb n\u00eb situat\u00eb p\u00ebr t\u00eb gjith\u00eb.<\/p>\n
A \u00ebsht\u00eb ndonj\u00ebher\u00eb konflikti n\u00eb organizat\u00eb nj\u00eb problem, a \u00ebsht\u00eb shenj\u00eb e keqe q\u00eb n\u00eb ekipin tuaj ndodhin shpesh (ose thjesht p\u00ebrkoh\u00ebsisht) konflikte? N\u00eb p\u00ebrgjith\u00ebsi, jo, sepse n\u00ebse ka rritje, zhvillim, ka nj\u00eb dinamik\u00eb, at\u00ebher\u00eb lindin pyetje q\u00eb kurr\u00eb nuk jan\u00eb trajtuar m\u00eb par\u00eb, dhe duke i zgjidhur ato, mund t\u00eb p\u00ebrfshihen konflikte. Kjo \u00ebsht\u00eb nj\u00eb tregues se disa fusha duhet t\u00eb vihen n\u00eb dukje, se ka fusha p\u00ebr p\u00ebrmir\u00ebsim. \u00cbsht\u00eb keq n\u00ebse konfliktet ndodhin shum\u00eb shpesh, zgjidhen me v\u00ebshtir\u00ebsi ose p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb. Kjo, p\u00ebr siguri, \u00ebsht\u00eb nj\u00eb shenj\u00eb e proceseve t\u00eb pun\u00ebs q\u00eb nuk jan\u00eb t\u00eb miratuara mjaftuesh\u00ebm dhe e pamjaftueshm\u00ebris\u00eb s\u00eb pjekuris\u00eb s\u00eb ekipit.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u042d\u043f\u0438\u0433\u0440\u0430\u0444: \u0412\u0441\u0442\u0440\u0435\u0442\u0438\u043b\u0438\u0441\u044c \u043a\u0430\u043a-\u0442\u043e \u0432 \u043b\u0435\u0441\u0443 \u0401\u0436\u0438\u043a \u0438 \u041c\u0435\u0434\u0432\u0435\u0436\u043e\u043d\u043e\u043a. \u2014 \u0417\u0434\u0440\u0430\u0432\u0441\u0442\u0432\u0443\u0439, \u0401\u0436\u0438\u043a! \u2014 \u0417\u0434\u0440\u0430\u0432\u0441\u0442\u0432\u0443\u0439, \u041c\u0435\u0434\u0432\u0435\u0436\u043e\u043d\u043e\u043a! \u0422\u0430\u043a, \u0441\u043b\u043e\u0432\u043e \u0437\u0430 \u0441\u043b\u043e\u0432\u043e, \u0448\u0443\u0442\u043a\u0430 \u0437\u0430 \u0448\u0443\u0442\u043a\u043e\u0439, \u0438 \u043f\u043e\u043b\u0443\u0447\u0438\u043b \u0401\u0436\u0438\u043a \u043e\u0442 \u041c\u0435\u0434\u0432\u0435\u0436\u043e\u043d\u043a\u0430 \u043f\u043e \u043c\u043e\u0440\u0434\u0435 \u2026 \u041f\u043e\u0434 \u043a\u0430\u0442\u043e\u043c \u0440\u0430\u0441\u0441\u0443\u0436\u0434\u0435\u043d\u0438\u044f \u043d\u0430\u0448\u0435\u0433\u043e \u0442\u0438\u043c\u043b\u0438\u0434\u0430, \u0430 \u0442\u0430\u043a\u0436\u0435 \u0434\u0438\u0440\u0435\u043a\u0442\u043e\u0440\u0430 \u043f\u043e \u0440\u0430\u0437\u0432\u0438\u0442\u0438\u044e \u043f\u0440\u043e\u0434\u0443\u043a\u0442\u0430 RAS \u2014 \u0418\u0433\u043e\u0440\u044f \u041c\u0430\u0440\u043d\u0430\u0442\u0430 \u043e \u0441\u043f\u0435\u0446\u0438\u0444\u0438\u043a\u0435 \u0440\u0430\u0431\u043e\u0447\u0438\u0445 \u043a\u043e\u043d\u0444\u043b\u0438\u043a\u0442\u043e\u0432 \u0438 \u0432\u043e\u0437\u043c\u043e\u0436\u043d\u044b\u0445 \u043c\u0435\u0442\u043e\u0434\u0430\u0445 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044f \u0438\u043c\u0438. \u0411\u043e\u043b\u044c\u0448\u0438\u043d\u0441\u0442\u0432\u043e \u043a\u043e\u043d\u0444\u043b\u0438\u043a\u0442\u043e\u0432, […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":27283,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-36457","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t
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