{"id":38895,"date":"2019-10-31T22:26:36","date_gmt":"2019-10-31T19:26:36","guid":{"rendered":"https:\/\/prohoster.info\/blog\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi\/"},"modified":"2019-10-31T22:26:36","modified_gmt":"2019-10-31T19:26:36","slug":"menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi","title":{"rendered":"Menaxhimi i njohurive sipas standardeve nd\u00ebrkomb\u00ebtare: ISO, PMI","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>T\u00eb gjith\u00eb p\u00ebrsh\u00ebndetje. Pas <noindex><a rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/450918\/\">KnowledgeConf 2019<\/a><\/noindex> ka kaluar gjysm\u00eb viti, gjat\u00eb k\u00ebsaj kohe kam pasur mund\u00ebsin\u00eb t\u00eb flas n\u00eb dy konferenca t\u00eb tjera dhe t\u00eb mbaj ligj\u00ebrata mbi menaxhimin e njohurive n\u00eb dy kompani t\u00eb m\u00ebdha IT. Duke komunikuar me koleg\u00ebt, kuptova se n\u00eb IT akoma mund t\u00eb flasim p\u00ebr menaxhimin e njohurive n\u00eb nivelin e \"fillestar\u00ebve\", m\u00eb sakt\u00ebsisht, thjesht t\u00eb kuptohet se menaxhimi i njohurive \u00ebsht\u00eb i nevojsh\u00ebm p\u00ebr \u00e7do deg\u00eb t\u00eb \u00e7do kompanie. Sot do t\u00eb jet\u00eb minimumi i p\u00ebrvoj\u00ebs sime personale - do t\u00eb d\u00ebshiroja t\u00eb shqyrtojm\u00eb standardet nd\u00ebrkomb\u00ebtare ekzistuese n\u00eb fush\u00ebn e menaxhimit t\u00eb njohurive. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i njohurive sipas standardeve nd\u00ebrkomb\u00ebtare: ISO, PMI\" src=\"\/wp-content\/uploads\/2019\/10\/b753129f91e7277188b615c0de8d9fbd.png\" style=\"display:block;margin: 0 auto;\" \/><\/p>\n<p>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<p>T\u00eb fillojm\u00eb ndoshta me mark\u00ebn m\u00eb t\u00eb njohur n\u00eb fush\u00ebn e standardizimit - <b>ISO<\/b>. Imagjinoni, ekziston nj\u00eb standard t\u00ebr\u00ebsisht i ve\u00e7ant\u00eb, i kushtuar sistemeve t\u00eb menaxhimit t\u00eb njohurive (ISO 30401:2018). Por sot nuk do t\u00eb ndalem n\u00eb t\u00eb. Para se t\u00eb kuptojm\u00eb \"si\" duhet t\u00eb duket dhe t\u00eb funksionoj\u00eb nj\u00eb sistem menaxhimi i njohurive, duhet t\u00eb biem dakord q\u00eb ai, n\u00eb parim, \u00ebsht\u00eb i nevojsh\u00ebm. <\/p>\n<p><\/p>\n<p>T\u00eb marrim, p\u00ebr shembull, <b>ISO 9001:2015<\/b> (Sistemet e menaxhimit t\u00eb cil\u00ebsis\u00eb). Si\u00e7 sugjeron emri, ky standard trajton sistemin e menaxhimit t\u00eb cil\u00ebsis\u00eb. P\u00ebr t'u certifikuar sipas k\u00ebtij standardi, organizata duhet t\u00eb siguroj\u00eb transparenc\u00ebn dhe vazhdim\u00ebsin\u00eb e proceseve t\u00eb pun\u00ebs dhe produkteve dhe\/ose sh\u00ebrbimeve t\u00eb saj. Me fjal\u00eb t\u00eb tjera, certifikata do t\u00eb thot\u00eb se gjith\u00e7ka n\u00eb kompanin\u00eb tuaj funksionon qart\u00eb dhe n\u00eb m\u00ebnyr\u00eb t\u00eb koordinuar, ju kuptoni rreziqet q\u00eb sjell organizimi aktual i proceseve, e dini si t'i kontrolloni k\u00ebto rreziqe, dhe p\u00ebrpiqeni t'i minimizoni ato. <\/p>\n<p>\u00c7far\u00eb lidhje ka kjo me menaxhimin e dijes? Ja p\u00ebrse:<\/p>\n<p><\/p>\n<blockquote>\n<h3>7.1.6 Dituria e organizat\u00ebs<\/h3>\n<p><\/p>\n<p>Organizata duhet t\u00eb p\u00ebrcaktoj\u00eb njohurit\u00eb e nevojshme p\u00ebr funksionimin e proceseve t\u00eb saj dhe p\u00ebr arritjen e p\u00ebrputhshm\u00ebris\u00eb s\u00eb produkteve dhe sh\u00ebrbimeve. <\/p>\n<p><\/p>\n<p>Diturit\u00eb duhet t\u00eb mbahen dhe t\u00eb jen\u00eb t\u00eb aksesueshme n\u00eb mas\u00ebn e nevojshme.<\/p>\n<p><\/p>\n<p>P\u00ebr t\u00eb shqyrtuar nevojat dhe trendet n\u00eb ndryshim, organizata duhet t\u00eb marr\u00eb parasysh njohurit\u00eb q\u00eb ka n\u00eb dispozicion dhe t\u00eb p\u00ebrcaktoj\u00eb m\u00ebnyrat p\u00ebr t\u00eb p\u00ebrfunduar ose siguruar aksesin n\u00eb njohuri shtes\u00eb dhe p\u00ebr azhurnimin e tyre.<\/p>\n<p><\/p>\n<p>SH\u00cbNIMI 1. Njohurit\u00eb e organizat\u00ebs jan\u00eb njohuri specifike p\u00ebr organizat\u00ebn; kryesisht t\u00eb fituara n\u00eb baz\u00eb t\u00eb p\u00ebrvoj\u00ebs.<\/p>\n<p><\/p>\n<p>Njohurit\u00eb jan\u00eb informacion q\u00eb p\u00ebrdoret dhe shk\u00ebmbehet p\u00ebr t\u00eb arritur q\u00ebllimet e organizat\u00ebs.<\/p>\n<p><\/p>\n<p>SH\u00cbNIMI 2. Bazat e njohurive t\u00eb organizat\u00ebs mund t\u00eb jen\u00eb:<\/p>\n<p><\/p>\n<p>a) burime t\u00eb brendshme (p.sh., pron\u00ebsia intelektuale; njohurit\u00eb e fituara nga p\u00ebrvoja; p\u00ebrfundimet e nxjerra nga projekte t\u00eb d\u00ebshtuara apo t\u00eb suksesshme; mbledhja dhe shk\u00ebmbimi i njohurive dhe p\u00ebrvojave jo t\u00eb dokumentuara; rezultatet e p\u00ebrmir\u00ebsimeve n\u00eb procese, produkte dhe sh\u00ebrbime);<\/p>\n<p><\/p>\n<p>b) burime t\u00eb jashtme (p.sh., standarde, komuniteti shkencor, konferenca, njohurit\u00eb e fituara nga konsumator\u00ebt dhe ofruesit e jasht\u00ebm).<\/p>\n<p><\/p>\n<p>Dhe m\u00eb posht\u00eb, n\u00eb aplikacione:<\/p>\n<p><\/p>\n<p>K\u00ebrkesat e lidhura me njohurit\u00eb e organizat\u00ebs jan\u00eb futur me q\u00ebllim: <\/p>\n<p><\/p>\n<p>a) p\u00ebr t\u00eb mbrojtur organizat\u00ebn nga humbja e njohurive, p\u00ebr shembull, p\u00ebr shkak t\u00eb: <\/p>\n<ul>\n<li>shkall\u00ebs s\u00eb lart\u00eb t\u00eb rotacionit t\u00eb punonj\u00ebsve; <\/li>\n<li>pamund\u00ebsis\u00eb p\u00ebr t\u00eb marr\u00eb dhe shk\u00ebmbyer informacion;<\/li>\n<\/ul>\n<p><\/p>\n<p>b) p\u00ebr t\u00eb nxitur organizat\u00ebn t\u00eb fitoj\u00eb njohuri, p\u00ebr shembull, duke u bazuar n\u00eb: <\/p>\n<ul>\n<li>m\u00ebsimin nga p\u00ebrvoja; <\/li>\n<li>mentorship; <\/li>\n<li>benchmarking.<\/li>\n<\/ul>\n<\/blockquote>\n<p><\/p>\n<p>Pra standartin ISO n\u00eb fush\u00ebn e menaxhimit t\u00eb cil\u00ebsis\u00eb, theksohet se p\u00ebr t\u00eb siguruar cil\u00ebsin\u00eb e aktivitetit t\u00eb saj, nj\u00eb sip\u00ebrmarrje duhet t\u00eb merret me menaxhimin e dijes. Pik\u00ebrisht k\u00ebshtu, pa alternativ\u00eb \u2013 <b>\u00abduhet\u00bb<\/b>. P\u00ebrndryshe nonconformity, dhe mirupafshim. Ky fakt vet\u00eb si duket sugjeron se nuk \u00ebsht\u00eb nj\u00eb aspekt fakultativ n\u00eb organizat\u00eb, si\u00e7 shpesh e p\u00ebrjetojn\u00eb menaxhimin e dijes n\u00eb IT, por nj\u00eb p\u00ebrb\u00ebr\u00ebs i detyruesh\u00ebm i proceseve t\u00eb biznesit. <\/p>\n<p><\/p>\n<p>M\u00eb shum\u00eb se kaq, standardi tregon se cilat rreziqe menaxhimi i dijes \u00ebsht\u00eb i ngarkuar t\u00eb eleminoj\u00eb. N\u00eb t\u00eb v\u00ebrtet\u00eb, ato jan\u00eb mjaft t\u00eb dukshme. <\/p>\n<p><\/p>\n<p>Le t\u00eb imagjinojm\u00eb\u2026 jo, jo k\u00ebshtu \u2013 lutem kuptoni situat\u00ebn nga karriera juaj, kur ju nevojitej shum\u00eb nj\u00eb informacion p\u00ebr pun\u00eb, dhe mbart\u00ebsi i vet\u00ebm i tij ishte n\u00eb at\u00eb moment n\u00eb pushime \/ n\u00eb nj\u00eb udh\u00ebtim pune, kishte dh\u00ebn\u00eb dor\u00ebheqjen nga kompania ose thjesht ishte i s\u00ebmur\u00eb. A e mbani mend? Mendoj se pothuajse secili nga ne \u00ebsht\u00eb p\u00ebrballur me k\u00ebt\u00eb.<\/p>\n<p><\/p>\n<p>N\u00ebse, pas nj\u00eb koh\u00eb, drejtoria e departamentit do t\u00eb shqyrtoj\u00eb vonesat n\u00eb projekt, ajo sigurisht q\u00eb do t\u00eb gjej\u00eb nj\u00eb fajtor dhe k\u00ebshtu do t\u00eb qet\u00ebsohet. Por, p\u00ebr ju personalisht, n\u00eb momentin kur njohurit\u00eb ishin t\u00eb nevojshme, nuk ndihmoi aspak comprensione q\u00eb 'fajtori \u00ebsht\u00eb PM i cili shkoi n\u00eb Bali dhe nuk la asnj\u00eb udh\u00ebzim n\u00eb rast pyetjesh'. Sigurisht, ai \u00ebsht\u00eb fajtor. Por kjo nuk do t'ju ndihmoj\u00eb t\u00eb zgjidhni problemin tuaj.<\/p>\n<p><\/p>\n<p>N\u00ebse njohurit\u00eb jan\u00eb t\u00eb dokumentuara n\u00eb nj\u00eb sistem q\u00eb \u00ebsht\u00eb i aksesuesh\u00ebm p\u00ebr ata njer\u00ebz q\u00eb mund t'i duhen, at\u00ebher\u00eb historia e p\u00ebrshkruar 'n\u00eb plazh' b\u00ebhet praktikisht e pamundur. k\u00ebshtu sigurohet vazhdim\u00ebsia e proceseve t\u00eb biznesit, dhe pra, pushimet, largimet e punonj\u00ebsve dhe ai faktori i famsh\u00ebm i autobusit nuk jan\u00eb nj\u00eb shqet\u00ebsim p\u00ebr kompanin\u00eb - cil\u00ebsia e produktit\/sh\u00ebrbimit do t\u00eb mbetet n\u00eb nivelin e saj t\u00eb zakonsh\u00ebm.<\/p>\n<p><\/p>\n<p>N\u00ebse n\u00eb kompani ekziston nj\u00eb platform\u00eb p\u00ebr ndarjen dhe ruajtjen e informacionit dhe p\u00ebrvoj\u00ebs, dhe gjithashtu \u00ebsht\u00eb formuar nj\u00eb kultur\u00eb (zakon) p\u00ebr p\u00ebrdorimin e k\u00ebsaj platforme, at\u00ebher\u00eb punonj\u00ebsit nuk kan\u00eb nevoj\u00eb t\u00eb presin disa dit\u00eb p\u00ebr nj\u00eb p\u00ebrgjigje nga nj\u00eb koleg (ose madje disa dit\u00eb p\u00ebr t\u00eb gjetur at\u00eb koleg) dhe p\u00ebr k\u00ebt\u00eb arsye t\u00eb ndalojn\u00eb detyrat e tyre. <\/p>\n<p><\/p>\n<p>Pse flas p\u00ebr zakon? Sepse \u00ebsht\u00eb e pamjaftueshme t\u00eb krijosh nj\u00eb baz\u00eb njohurish q\u00eb t\u00eb fillosh ta p\u00ebrdor\u00ebsh at\u00eb. Ne t\u00eb gjith\u00eb jemi m\u00ebsuar t\u00eb k\u00ebrkojm\u00eb p\u00ebrgjigje p\u00ebr pyetjet tona n\u00eb Google, nd\u00ebrsa intraneti zakonisht na shoq\u00ebron me k\u00ebrkesat p\u00ebr pushime dhe tabel\u00ebn e shpalljeve. Nuk kemi zakonin t\u00eb \"k\u00ebrkojm\u00eb informacione mbi kornizat Agile\" (p\u00ebr shembull) n\u00eb intranet. Prandaj, edhe n\u00ebse p\u00ebr nj\u00eb sekond\u00eb do t\u00eb krijohej nj\u00eb baz\u00eb njohurish e shk\u00eblqyer, askush nuk do ta p\u00ebrdorte at\u00eb n\u00eb sekond\u00ebn tjet\u00ebr (dhe as n\u00eb muajin tjet\u00ebr) \u2013 nuk ekziston zakon. T\u00eb ndryshosh zakonet e tua \u00ebsht\u00eb e dhimbshme dhe e gjat\u00eb. Jo t\u00eb gjith\u00eb jan\u00eb t\u00eb gatsh\u00ebm p\u00ebr k\u00ebt\u00eb. Ve\u00e7an\u00ebrisht n\u00ebse 15 vjet \"k\u00ebshtu e kemi punuar\". Por pa k\u00ebt\u00eb, iniciativa p\u00ebr menaxhimin e njohurive n\u00eb kompani p\u00ebrballet me d\u00ebshtim. Pik\u00ebrisht p\u00ebr k\u00ebt\u00eb arsye, mjeshtrit n\u00eb fush\u00ebn e NJ-s\u00eb e lidhin ngusht\u00ebsisht menaxhimin e njohurive me menaxhimin e ndryshimeve. <\/p>\n<p>Gjithashtu, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb theksohet se \"Kur shqyrtojn\u00eb nevojat dhe tendencat n\u00eb ndryshim, organizata duhet t\u00eb marr\u00eb n\u00eb konsiderat\u00eb njohurit\u00eb q\u00eb ka ...\", dmth. t\u00eb zhvilloj\u00eb nj\u00eb kultur\u00eb t\u00eb referimit n\u00eb p\u00ebrvoj\u00ebn e kaluar kur merr vendime n\u00eb kushte t\u00eb nj\u00eb bote n\u00eb ndryshim. Dhe v\u00ebreni, p\u00ebrs\u00ebri <b>\"duhet\"<\/b>.<\/p>\n<p><\/p>\n<p>N\u00eb fakt, n\u00eb k\u00ebt\u00eb pik\u00eb t\u00eb vog\u00ebl t\u00eb standardit flitet shum\u00eb p\u00ebr p\u00ebrvoj\u00ebn. Zakonisht, kur diskutohet p\u00ebr menaxhimin e njohurive, stereotipet fillojn\u00eb t\u00eb ofrojn\u00eb imazhin e nj\u00eb baze njohurish me qindra dokumente, t\u00eb vendosura si skedar\u00eb (rregulla, k\u00ebrkesa). Por ISO flet p\u00ebr p\u00ebrvoj\u00ebn. Njohurit\u00eb e fituara mbi baz\u00ebn e p\u00ebrvoj\u00ebs s\u00eb kaluar t\u00eb kompanis\u00eb dhe t\u00eb \u00e7do punonj\u00ebsi t\u00eb saj jan\u00eb ato q\u00eb lejojn\u00eb shmangien e rrezikut nga p\u00ebrs\u00ebritja e gabimeve, marrjen e vendimeve m\u00eb t\u00eb favorshme dhe madje edhe krijimin e nj\u00eb produkti t\u00eb ri. N\u00eb kompanit\u00eb m\u00eb t\u00eb zhvilluara n\u00eb fush\u00ebn e menaxhimit t\u00eb njohurive (p\u00ebrfshir\u00eb ato ruse, p\u00ebr mendimin tim), menaxhimi i njohurive shqyrtohet si nj\u00eb mjet p\u00ebr rritjen e kapitalizimit t\u00eb kompanis\u00eb, krijimin e produkteve t\u00eb reja, zhvillimin e ideve t\u00eb reja dhe optimizimin e proceseve. Kjo nuk \u00ebsht\u00eb nj\u00eb baz\u00eb njohurish, por nj\u00eb mekaniz\u00ebm p\u00ebr inovacione. T\u00eb kuptojm\u00eb m\u00eb holl\u00ebsisht k\u00ebt\u00eb na ndihmon <b>Udh\u00ebzimi PMBOK i organizat\u00ebs PMI<\/b>.<\/p>\n<p><\/p>\n<p><b>PMBOK<\/b> \u2013 \u00ebsht\u00eb nj\u00eb udh\u00ebzues p\u00ebr nj\u00eb baz\u00eb njohurish mbi menaxhimin e projekteve, nj\u00eb lib\u00ebr reference p\u00ebr PM-at. N\u00eb botimin e gjasht\u00eb (2016) t\u00eb k\u00ebtij udh\u00ebzuesi, u shfaq nj\u00eb seksion i dedikuar menaxhimit t\u00eb integrimit t\u00eb projektit, n\u00eb t\u00eb cilin, nga ana tjet\u00ebr, \u00ebsht\u00eb p\u00ebrfshir\u00eb nj\u00eb n\u00ebnseksion mbi menaxhimin e njohurive t\u00eb projektit. Ky pik\u00eb u krijua \"n\u00eb baz\u00eb t\u00eb komentet e p\u00ebrdoruesve t\u00eb udh\u00ebzuesit\", pra u b\u00eb nj\u00eb produkt i p\u00ebrvoj\u00ebs nga p\u00ebrdorimi i versioneve t\u00eb m\u00ebparshme t\u00eb udh\u00ebzuesit n\u00eb kushte reale. Dhe realiteti k\u00ebrkoi menaxhimin e njohurive!<\/p>\n<p><\/p>\n<p>Dalja kryesore e pik\u00ebs s\u00eb re \u00ebsht\u00eb \"Regjistri i m\u00ebsimeve t\u00eb nxjerra\" (n\u00eb standardin e p\u00ebrmendur m\u00eb lart ISO, p\u00ebr t\u00eb cilin p\u00ebr fat t\u00eb keq p\u00ebrmendet gjithashtu). Madje, sipas udh\u00ebzuesit, p\u00ebrgatitja e k\u00ebtij regjistri duhet t\u00eb b\u00ebhet gjat\u00eb t\u00ebr\u00eb zbatimit t\u00eb projektit, e jo pas p\u00ebrfundimit t\u00eb tij, kur vjen koha p\u00ebr t\u00eb analizuar rezultatin. Sipas mendimit tim, kjo \u00ebsht\u00eb shum\u00eb e lidhur me retrospektivat n\u00eb metodologjin\u00eb agile, por p\u00ebr k\u00ebt\u00eb do t\u00eb shkruaj nj\u00eb postim t\u00eb ve\u00e7ant\u00eb. N\u00eb m\u00ebnyr\u00eb t\u00eb drejtp\u00ebrdrejt\u00eb, teksti n\u00eb PMBOK thot\u00eb:<\/p>\n<p><\/p>\n<blockquote>\n<p>Menaxhimi i njohurive t\u00eb projektit \u00ebsht\u00eb nj\u00eb proces q\u00eb p\u00ebrdor njohurit\u00eb ekzistuese dhe krijon njohuri t\u00eb reja p\u00ebr t\u00eb arritur q\u00ebllimet e projektit dhe p\u00ebr t\u00eb nxitur m\u00ebsimin n\u00eb organizat\u00eb.<\/p>\n<p><\/p>\n<p>Fusha e njohurive \"menaxhimi i integrimit t\u00eb projektit\" k\u00ebrkon bashkimin e rezultat\u00ebve t\u00eb arritura n\u00eb t\u00eb gjitha fushat e tjera t\u00eb njohurive.<\/p>\n<p><\/p>\n<p>Tendencat n\u00eb proceset e integrimit p\u00ebrfshijn\u00eb, p\u00ebrve\u00e7 t\u00eb tjerave:<\/p>\n<p>\n\u2026<\/p>\n<p>\u2022 Menaxhimi i njohurive t\u00eb projektit<\/p>\n<p><\/p>\n<p>Natyra gjithnj\u00eb e m\u00eb mobile dhe e z\u00ebvend\u00ebsueshme e forc\u00ebs pun\u00ebtore k\u00ebrkon nj\u00eb proces m\u00eb t\u00eb rrept\u00eb t\u00eb p\u00ebrcaktimit t\u00eb njohurive gjat\u00eb gjith\u00eb ciklit t\u00eb jet\u00ebs s\u00eb projektit dhe t\u00eb transferimit t\u00eb tyre te audiencat e targetuara n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb eliminohet humbja e njohurive.<\/p>\n<p><\/p>\n<p>***<\/p>\n<p><\/p>\n<p>P\u00ebrfitimet kryesore t\u00eb k\u00ebtij procesi q\u00ebndrojn\u00eb n\u00eb faktin se njohurit\u00eb e fituara m\u00eb par\u00eb nga organizata p\u00ebrdoren p\u00ebr t\u00eb arritur ose p\u00ebrmir\u00ebsuar rezultatet e projektit, nd\u00ebrsa njohurit\u00eb e fituara gjat\u00eb zbatimit t\u00eb projektit aktual mbeten t\u00eb qasshme p\u00ebr t\u00eb mb\u00ebshtetur veprimtarin\u00eb operuese t\u00eb organizat\u00ebs dhe projektet e ardhshme ose fazat e tyre. Ky proces realizohet gjat\u00eb gjith\u00eb koh\u00ebzgjatjes s\u00eb projektit.<\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i njohurive sipas standardeve nd\u00ebrkomb\u00ebtare: ISO, PMI\" src=\"\/wp-content\/uploads\/2019\/10\/40d733f18280edf578c62777bd90e36d.png\" style=\"display:block;margin: 0 auto;\" \/><\/p>\n<\/blockquote>\n<p>Nuk do ta kopjoj t\u00ebr\u00eb k\u00ebt\u00eb seksion t\u00eb madh t\u00eb udh\u00ebzimeve k\u00ebtu. Mund ta lexoni vet\u00eb at\u00eb dhe t\u00eb b\u00ebni p\u00ebrfundimet p\u00ebrkat\u00ebse. Mendoj se citatet e paraqitura m\u00eb sip\u00ebr jan\u00eb t\u00eb mjaftueshme. M\u00eb duket se ekzistenca e nj\u00eb detajimi t\u00eb till\u00eb t\u00eb detyr\u00ebs s\u00eb PM p\u00ebr menaxhimin e njohurive n\u00eb projekt tregon r\u00ebnd\u00ebsin\u00eb e k\u00ebtij aspekti gjat\u00eb pun\u00ebs mbi projektet. P\u00ebr m\u00eb tep\u00ebr, shpesh d\u00ebgjoj k\u00ebt\u00eb tez\u00eb: \u00abK\u00ebto njohuri jan\u00eb t\u00eb nevojshme p\u00ebr departamentet e tjera?\u00bb Do thot\u00eb, kush i nevojitet k\u00ebto m\u00ebsime t\u00eb nxjerra? <\/p>\n<p><\/p>\n<p>N\u00eb t\u00eb v\u00ebrtet\u00eb, shpesh mund t\u00eb shikosh se n\u00ebn-nd\u00ebrmarrja e konsideron veten si \"nj\u00ebsi n\u00eb vakuum\". Ja, jemi ne me bibliotek\u00ebn ton\u00eb, dhe ja, ka gjith\u00eb kompanin\u00eb tjet\u00ebr, dhe njohurit\u00eb rreth bibliotek\u00ebs son\u00eb nuk do t'i duhen asaj. Rreth bibliotek\u00ebs \u2013 ndoshta. Por p\u00ebr proceset e shoq\u00ebrueshme? <\/p>\n<p><\/p>\n<p>Nj\u00eb shembull banal: gjat\u00eb pun\u00ebs mbi nj\u00eb projekt, kishte nd\u00ebrveprim me nj\u00eb kontraktor. P\u00ebr shembull, me nj\u00eb dizajner. Kontraktori doli t\u00eb ishte mesatar, d\u00ebshtonte me afatet, refuzonte t\u00eb b\u00ebnte p\u00ebrmir\u00ebsime pa pages\u00eb shtes\u00eb. Menaxheri i projektit e regjistroi n\u00eb regjistrin e m\u00ebsimeve t\u00eb nxjerra q\u00eb nuk \u00ebsht\u00eb e rekomandueshme t\u00eb punohet me k\u00ebt\u00eb kontraktor t\u00eb pasigurt. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, ndoshta n\u00eb marketing, po k\u00ebrkonin nj\u00eb dizajner dhe u ndesh\u00ebn me at\u00eb kontraktor t\u00eb nj\u00ebjt\u00eb. Dhe n\u00eb k\u00ebt\u00eb moment ka dy mund\u00ebsi: <\/p>\n<p><\/p>\n<p>a) n\u00ebse n\u00eb kompani \u00ebsht\u00eb krijuar nj\u00eb kultur\u00eb e mir\u00eb e ri-p\u00ebrdorimit t\u00eb p\u00ebrvoj\u00ebs, nj\u00eb koleg nga marketingu do t\u00eb kontrollonte n\u00eb regjistrin e m\u00ebsimeve t\u00eb nxjerra p\u00ebr t\u00eb par\u00eb n\u00ebse dikush ka pasur kontakt me k\u00ebt\u00eb kontraktor, do t\u00eb shihte feedback negativ nga Menaxheri yn\u00eb i Projektit dhe nuk do t\u00eb humbiste koh\u00eb dhe para duke komunikuar me k\u00ebt\u00eb kontraktor t\u00eb pasigurt. <\/p>\n<p><\/p>\n<p>b) n\u00ebse n\u00eb kompani nuk ka nj\u00eb kultur\u00eb t\u00eb till\u00eb, marketingu do t\u2019i drejtohet t\u00eb nj\u00ebjtit kontraktor t\u00eb pasigurt, do t\u00eb humbas\u00eb para t\u00eb kompanis\u00eb, koh\u00eb dhe mund t\u00eb d\u00ebshtoj\u00eb nj\u00eb fushat\u00eb promovuese t\u00eb r\u00ebnd\u00ebsishme dhe urgjente, p\u00ebr shembull.<\/p>\n<p><\/p>\n<p>Cili opsion duket m\u00eb i suksessh\u00ebm? Dhe vini re, informacioni mbi produktin n\u00eb zhvillim nuk ishte aq i dobish\u00ebm sa informacioni mbi proceset q\u00eb e shoq\u00ebrojn\u00eb zhvillimin. Dhe ai informacion nuk i sh\u00ebrbeu nj\u00eb menaxheri tjet\u00ebr t\u00eb projektit, por nj\u00eb punonj\u00ebsi t\u00eb nj\u00eb fushe krejt tjet\u00ebr. Nga kjo del p\u00ebrfundimi: nuk duhet ta shohim zhvillimin ndarazi nga shitjet, mb\u00ebshtetje teknike nga analiza e biznesit, dhe IT-n\u00eb nga administrimi i aseteve. T\u00eb gjith\u00eb n\u00eb kompani kan\u00eb p\u00ebrvoj\u00eb pune q\u00eb mund t\u00eb jet\u00eb e dobishme p\u00ebr dik\u00eb tjet\u00ebr n\u00eb kompanin\u00eb ton\u00eb. Dhe nuk \u00ebsht\u00eb domosdoshm\u00ebrisht e nevojshme q\u00eb t\u00eb jen\u00eb ndihm\u00ebs t\u00eb fushave p\u00ebrkat\u00ebse.<\/p>\n<p><\/p>\n<p>Megjithat\u00eb, edhe ana teknike e projektit mund t\u00eb jet\u00eb e dobishme. Provoni t\u00eb kryeni nj\u00eb audit p\u00ebr projektet n\u00eb kompanin\u00eb tuaj gjat\u00eb disa viteve t\u00eb fundit. Do t\u00eb befasoni sa shum\u00eb \u2018bicikleta\u2019 jan\u00eb shpikur gjat\u00eb zgjidhjes s\u00eb problemeve t\u00eb ngjashme. Pse? Sepse proceset e shk\u00ebmbimit t\u00eb njohurive nuk jan\u00eb krijuar si duhet.<\/p>\n<p><\/p>\n<p>Pra menaxhimi i njohurive, sipas udh\u00ebzimeve PMI, \u00ebsht\u00eb nj\u00eb nga detyrat e menaxherit t\u00eb projektit. Si\u00e7 shihet, dy organizatat e njohura q\u00eb ofrojn\u00eb certifikata paguese sipas standardeve t\u00eb tyre, p\u00ebrfshijn\u00eb menaxhimin e njohurive n\u00eb listat e mjeteve t\u00eb domosdoshme p\u00ebr kontrollin e cil\u00ebsis\u00eb dhe pun\u00ebn n\u00eb projekte. Pse menaxher\u00ebt n\u00eb kompanit\u00eb IT ende mendojn\u00eb se menaxhimi i njohurive \u00ebsht\u00eb vet\u00ebm dokumentimi? Pse qendrat e ndarjes s\u00eb njohurive mbeten frigoriferi dhe vendi i pushimit? Problemi q\u00ebndron n\u00eb kuptimin dhe zakonet. Shpresoj q\u00eb gradualisht kuptimi i fush\u00ebs s\u00eb menaxhimit t\u00eb njohurive t\u00eb rritet gjithnj\u00eb e m\u00eb shum\u00eb p\u00ebr menaxher\u00ebt IT, dhe tradita gojore t\u00eb ndaloj\u00eb s\u00eb qeni nj\u00eb instrument p\u00ebr ruajtjen e njohurive n\u00eb kompani. Studioni standardet e pun\u00ebs suaj - ka shum\u00eb gj\u00ebra interesante!<\/p>\n<p>Burimi: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/471186\/\">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. \u041f\u043e\u0441\u043b\u0435 KnowledgeConf 2019 \u043f\u0440\u043e\u0448\u043b\u043e \u0443\u0436\u0435 \u043f\u043e\u043b\u0433\u043e\u0434\u0430, \u0437\u0430 \u044d\u0442\u043e \u0432\u0440\u0435\u043c\u044f \u044f \u0443\u0441\u043f\u0435\u043b \u0432\u044b\u0441\u0442\u0443\u043f\u0438\u0442\u044c \u0435\u0449\u0435 \u043d\u0430 \u0434\u0432\u0443\u0445 \u043a\u043e\u043d\u0444\u0435\u0440\u0435\u043d\u0446\u0438\u044f\u0445 \u0438 \u043f\u0440\u043e\u0432\u0435\u0441\u0442\u0438 \u043b\u0435\u043a\u0446\u0438\u0438 \u043d\u0430 \u0442\u0435\u043c\u0443 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044f \u0437\u043d\u0430\u043d\u0438\u044f\u043c\u0438 \u0432 \u0434\u0432\u0443\u0445 \u043a\u0440\u0443\u043f\u043d\u044b\u0445 \u0418\u0422-\u043a\u043e\u043c\u043f\u0430\u043d\u0438\u044f\u0445. \u041e\u0431\u0449\u0430\u044f\u0441\u044c \u0441 \u043a\u043e\u043b\u043b\u0435\u0433\u0430\u043c\u0438, \u044f \u043f\u043e\u043d\u044f\u043b, \u0447\u0442\u043e \u0432 \u0418\u0422 \u043f\u043e\u043a\u0430 \u043c\u043e\u0436\u043d\u043e \u0433\u043e\u0432\u043e\u0440\u0438\u0442\u044c \u043e\u0431 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u0438 \u0437\u043d\u0430\u043d\u0438\u044f\u043c\u0438 \u043d\u0430 \u0443\u0440\u043e\u0432\u043d\u0435 \u00ab\u043d\u043e\u0432\u0438\u0447\u043e\u043a\u00bb, \u0430 \u0442\u043e\u0447\u043d\u0435\u0435, \u043f\u0440\u043e\u0441\u0442\u043e \u043e\u0441\u043e\u0437\u043d\u0430\u0442\u044c, \u0447\u0442\u043e \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u0435 \u0437\u043d\u0430\u043d\u0438\u044f\u043c\u0438 \u043d\u0443\u0436\u043d\u043e \u043b\u044e\u0431\u043e\u043c\u0443 [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":29180,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-38895","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 4.9.10 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442. \u041f\u043e\u0441\u043b\u0435 KnowledgeConf 2019 \u043f\u0440\u043e\u0448\u043b\u043e \u0443\u0436\u0435 \u043f\u043e\u043b\u0433\u043e\u0434\u0430, \u0437\u0430 \u044d\u0442\u043e \u0432\u0440\u0435\u043c\u044f \u044f \u0443\u0441\u043f\u0435\u043b \u0432\u044b\u0441\u0442\u0443\u043f\u0438\u0442\u044c \u0435\u0449\u0435 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\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\u041c\u0435\u043d\u0435\u0434\u0436\u043c\u0435\u043d\u0442 \u0437\u043d\u0430\u043d\u0438\u0439 \u0432 \u043c\u0435\u0436\u0434\u0443\u043d\u0430\u0440\u043e\u0434\u043d\u044b\u0445 \u0441\u0442\u0430\u043d\u0434\u0430\u0440\u0442\u0430\u0445: ISO, PMI | ProHoster\" \/>\n\t\t<meta property=\"og:description\" content=\"\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442. \u041f\u043e\u0441\u043b\u0435 KnowledgeConf 2019 \u043f\u0440\u043e\u0448\u043b\u043e \u0443\u0436\u0435 \u043f\u043e\u043b\u0433\u043e\u0434\u0430, \u0437\u0430 \u044d\u0442\u043e \u0432\u0440\u0435\u043c\u044f \u044f \u0443\u0441\u043f\u0435\u043b \u0432\u044b\u0441\u0442\u0443\u043f\u0438\u0442\u044c \u0435\u0449\u0435 \u043d\u0430 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