{"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\/news\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi","title":{"rendered":"Menaxhimi i njohurive n\u00eb standardet nd\u00ebrkomb\u00ebtare: ISO, PMI","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>P\u00ebrsh\u00ebndetje t\u00eb gjith\u00ebve. Pas <noindex><a rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/450918\/\">KnowledgeConf 2019<\/a><\/noindex> ka kaluar tashm\u00eb gjysm\u00eb viti, gjat\u00eb k\u00ebtij periudhe 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. N\u00eb bisedat me koleg\u00ebt, kuptova se n\u00eb IT ende mund t\u00eb flitet p\u00ebr menaxhimin e njohurive n\u00eb nivelin e \"fillestarit\", pra, 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 flas m\u00eb pak p\u00ebr p\u00ebrvoj\u00ebn time personale \u2013 do doja t\u00eb shqyrtoja standardet nd\u00ebrkomb\u00ebtare ekzistuese n\u00eb fush\u00ebn e menaxhimit t\u00eb njohurive. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i njohurive n\u00eb standardet 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>Le t\u00eb fillojm\u00eb, ndoshta, me mark\u00ebn m\u00eb t\u00eb njohur n\u00eb fush\u00ebn e standardizimit \u2013 <b>ISO<\/b>. Imagjinoni, ekziston nj\u00eb standard i ve\u00e7ant\u00eb q\u00eb merret me sistemet e menaxhimit t\u00eb njohurive (ISO 30401:2018). Por sot nuk do t\u00eb ndalem te ai. Para se t\u00eb kuptojm\u00eb \"si\" duhet t\u00eb duket dhe t\u00eb funksionoj\u00eb nj\u00eb sistem menaxhimi t\u00eb njohurive, duhet t\u00eb biem dakord q\u00eb ai, n\u00eb parim, \u00ebsht\u00eb i nevojsh\u00ebm. <\/p>\n<p><\/p>\n<p>Marrim, p\u00ebr shembull, <b>ISO 9001:2015<\/b> (Sistemet e menaxhimit t\u00eb cil\u00ebsis\u00eb). Si\u00e7 e tregon emri, ky \u00ebsht\u00eb nj\u00eb standard q\u00eb i kushtohet sistemit t\u00eb menaxhimit t\u00eb cil\u00ebsis\u00eb. P\u00ebr t\u00eb 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\/o sh\u00ebrbimeve t\u00eb ofruara. N\u00eb fjal\u00eb t\u00eb tjera, certifikata do t\u00eb thot\u00eb se n\u00eb kompanin\u00eb tuaj \u00e7do gj\u00eb funksionon qart\u00eb, n\u00eb harmoni, ju kuptoni rreziqet q\u00eb sjell organizata aktuale e proceseve, e dini se si t'i kontrolloni k\u00ebto rreziqe dhe p\u00ebrpiqeni t'i minimizoni. <\/p>\n<p>\u00c7far\u00eb ka t\u00eb b\u00ebj\u00eb menaxhimi i njohurive me k\u00ebt\u00eb? Ja se \u00e7far\u00eb:<\/p>\n<p><\/p>\n<blockquote>\n<h3>7.1.6 Njohurit\u00eb 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>Njohurit\u00eb duhet t\u00eb mb\u00ebshteten dhe t\u00eb jen\u00eb t\u00eb disponueshme n\u00eb sasin\u00eb e nevojshme.<\/p>\n<p><\/p>\n<p>Duke marr\u00eb parasysh nevojat n\u00eb ndryshim dhe trendet, organizata duhet t\u00eb marr\u00eb parasysh njohurit\u00eb q\u00eb ka dhe t\u00eb p\u00ebrcaktoj\u00eb se si t\u00eb fitoj\u00eb ose t\u00eb siguroj\u00eb akses n\u00eb njohuri shtes\u00eb dhe p\u00ebrdit\u00ebsimin e tyre.<\/p>\n<p><\/p>\n<p>SHENIMI 1. Njohurit\u00eb e organizat\u00ebs \u2013 jan\u00eb njohurit\u00eb specifike p\u00ebr organizat\u00ebn; n\u00eb shumic\u00eb t\u00eb bazuara n\u00eb p\u00ebrvoj\u00eb.<\/p>\n<p><\/p>\n<p>Njohurit\u00eb jan\u00eb informacion q\u00eb p\u00ebrdoret dhe ndahet p\u00ebr t\u00eb arritur q\u00ebllimet e organizat\u00ebs.<\/p>\n<p><\/p>\n<p>SHENIMI 2. Baza e njohurive t\u00eb organizat\u00ebs mund t\u00eb jet\u00eb:<\/p>\n<p><\/p>\n<p>a) burimet e brendshme (p\u00ebr shembull, pron\u00ebsia intelektuale; njohuri t\u00eb fituara nga p\u00ebrvoja; p\u00ebrfundime t\u00eb nxjerra nga projekte t\u00eb pasuksesshme ose t\u00eb suksesshme; mbledhja dhe shk\u00ebmbimi i njohurive dhe p\u00ebrvojave t\u00eb pa dokumentuara; rezultatet e p\u00ebrmir\u00ebsimeve t\u00eb proceseve, produkteve dhe sh\u00ebrbimeve);<\/p>\n<p><\/p>\n<p>b) burimet e jashtme (p\u00ebr shembull, standardet, komuniteti shkencor, konferencat, njohuri t\u00eb fituara nga konsumator\u00ebt dhe furnizuesit 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 q\u00eb lidhen me njohurit\u00eb e organizat\u00ebs u miratuan me q\u00ebllim: <\/p>\n<p><\/p>\n<p>a) mbrojtjen e organizat\u00ebs nga humbja e njohurive, p\u00ebr shembull, p\u00ebr shkak t\u00eb: <\/p>\n<ul>\n<li>shk\u00ebmbimit t\u00eb stafit; <\/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) inkurajimin e organizat\u00ebs p\u00ebr t\u00eb fituar njohuri, p\u00ebr shembull, mbi baz\u00ebn e: <\/p>\n<ul>\n<li>m\u00ebsimit nga p\u00ebrvoja e vet; <\/li>\n<li>mentorshipit; <\/li>\n<li>benchmarkingut.<\/li>\n<\/ul>\n<\/blockquote>\n<p><\/p>\n<p>Pra, standardi ISO n\u00eb fush\u00ebn e menaxhimit t\u00eb cil\u00ebsis\u00eb pohon se p\u00ebr t\u00eb garantuar cil\u00ebsin\u00eb e aktivitetit t\u00eb saj, nj\u00eb nd\u00ebrmarrje duhet t\u00eb merret me menaxhimin e njohurive. K\u00ebshtu, pa asnj\u00eb alternativ\u00eb - <b>\"duhet\"<\/b>. P\u00ebrndryshe, nonconformity, dhe lamtumir\u00eb. Q\u00eb ky fakt e aludon, se nuk \u00ebsht\u00eb nj\u00eb aspekt fakultativ n\u00eb organizat\u00eb, si\u00e7 shpesh e shohim menaxhimin e njohurive n\u00eb IT, por nj\u00eb p\u00ebrb\u00ebr\u00ebs t\u00eb domosdosh\u00ebm t\u00eb proceseve t\u00eb biznesit. <\/p>\n<p><\/p>\n<p>M\u00eb shum\u00eb, standardi tregon se cilat rreziqe menaxhimi i njohurive \u00ebsht\u00eb i destinuar t\u00eb eliminoj\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, nuk \u00ebsht\u00eb k\u00ebshtu - ju lutem kujtoni ndonj\u00ebher\u00eb situat\u00ebn nga karriera juaj, kur ju nevojitej shum\u00eb nj\u00eb informacion p\u00ebr pun\u00eb, dhe e vetmja mbajt\u00ebse e saj ishte n\u00eb at\u00eb moment n\u00eb pushim\/nga puna, u largua nga kompania ose thjesht ishte i s\u00ebmur\u00eb. A e keni kujtuar? Mendoj se pothuajse \u00e7do nj\u00ebri prej nesh ka pasur p\u00ebrballje me k\u00ebt\u00eb. \u00c7far\u00eb ndiheshit n\u00eb at\u00eb moment?<\/p>\n<p><\/p>\n<p>N\u00ebse pas disa koh\u00ebsh drejtori i nj\u00eb departamenti do t\u00eb analizonte vones\u00ebn n\u00eb projekt, sigurisht q\u00eb do t\u00eb gjej\u00eb fajtorin dhe do t\u00eb qet\u00ebsohej me k\u00ebt\u00eb. Por ju personalisht n\u00eb at\u00eb moment, kur njohurit\u00eb ishin t\u00eb nevojshme, s\u2019kishit asnj\u00eb ndihm\u00eb me kuptimin se \"fajtor \u00ebsht\u00eb PM, i cili shkoi n\u00eb Bali dhe nuk la asnj\u00eb instruksion n\u00eb rast pyetjeve\". Sigurisht, ai \u00ebsht\u00eb fajtor. Por kjo nuk do t'ju ndihmoj\u00eb n\u00eb zgjidhjen e problemit tuaj.<\/p>\n<p><\/p>\n<p>N\u00ebse njohurit\u00eb jan\u00eb dokumentuar n\u00eb nj\u00eb sistem q\u00eb \u00ebsht\u00eb i qassh\u00ebm p\u00ebr njer\u00ebzit q\u00eb mund t'i ken\u00eb nevoj\u00eb, historia e p\u00ebrshkruar \"pushimore\" b\u00ebhet praktikisht e pamundur. K\u00ebshtu sigurohet kontinuiteti i proceseve biznesore, k\u00ebshtu q\u00eb pushimet, largimet e punonj\u00ebsve dhe ai faktor i njohur bus faktor nuk e rrezikojn\u00eb kompanin\u00eb \u2013 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 shk\u00ebmbimin dhe ruajtjen e informacionit dhe p\u00ebrvoj\u00ebs, si dhe \u00ebsht\u00eb formuar nj\u00eb kultur\u00eb (zakon) p\u00ebrdorimi t\u00eb k\u00ebsaj platforme, punonj\u00ebsit nuk duhet t\u00eb presin disa dit\u00eb p\u00ebr p\u00ebrgjigje nga nj\u00eb koleg (apo madje t\u00eb k\u00ebrkojn\u00eb p\u00ebr disa dit\u00eb k\u00ebt\u00eb koleg) dhe t\u00eb v\u00ebn\u00eb k\u00ebshtu n\u00eb hold detyrat e tyre. <\/p>\n<p><\/p>\n<p>Pse po flas p\u00ebr zakonin? Sepse \u00ebsht\u00eb e pamjaftueshme t\u00eb krijosh nj\u00eb baz\u00eb njohurish q\u00eb t\u00eb filloj\u00eb t\u00eb p\u00ebrdoret. Ne t\u00eb gjith\u00eb jemi t\u00eb zakonsh\u00ebm t\u00eb k\u00ebrkojm\u00eb p\u00ebrgjigje p\u00ebr pyetjet tona n\u00eb Google, nd\u00ebrsa intranet shpesh na asociohet me aplikimet p\u00ebr pushim dhe tabelat e njoftimeve. Nuk kemi zakon t\u00eb \"k\u00ebrkojm\u00eb informacion p\u00ebr kornizat Agile\" (p\u00ebr shembull) n\u00eb intranet. Prandaj, edhe n\u00ebse n\u00eb nj\u00eb \u00e7ast na krijohet nj\u00eb baz\u00eb njohurish fantastike, askush nuk do ta p\u00ebrdor\u00eb at\u00eb n\u00eb sekond\u00ebn tjet\u00ebr (madje as n\u00eb muajin tjet\u00ebr) \u2013 nuk ka zakon. T\u00eb ndryshosh zakonet e tua \u00ebsht\u00eb v\u00ebshtir\u00eb dhe k\u00ebrkon koh\u00eb. Jo t\u00eb gjith\u00eb jan\u00eb t\u00eb gatsh\u00ebm p\u00ebr k\u00ebt\u00eb. Ve\u00e7an\u00ebrisht n\u00ebse kan\u00eb punuar \"n\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb\" p\u00ebr 15 vjet. Por pa k\u00ebt\u00eb, nismat p\u00ebr menaxhimin e njohurive n\u00eb kompani e presin d\u00ebshtimin. K\u00ebshtu q\u00eb, mjeshtrit n\u00eb fush\u00ebn e UZ e lidhin menaxhimin e njohurive ngusht\u00ebsisht me menaxhimin e ndryshimeve (change management). <\/p>\n<p>\u00cbsht\u00eb gjithashtu e r\u00ebnd\u00ebsishme t\u00eb theksohet se \"Kur shqyrtohen nevojat dhe tendencat e ndryshueshme, organizata duhet t\u00eb marr\u00eb parasysh njohurit\u00eb q\u00eb ka...\", dometh\u00ebn\u00eb, t\u00eb zhvilloj\u00eb nj\u00eb kultur\u00eb q\u00eb i referohet p\u00ebrvoj\u00ebs s\u00eb m\u00ebparshme n\u00eb marrjen e vendimeve n\u00eb kushte t\u00eb nj\u00eb bote n\u00eb ndryshim. Dhe v\u00ebreni, s\u00ebrish <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 b\u00ebhet fjal\u00eb p\u00ebr menaxhimin e njohurive, stereotipet fillojn\u00eb t\u00eb paraqesin imazhin e nj\u00eb baze njohurish me qindra dokumente t\u00eb vendosura si skedar\u00eb (rregullore, k\u00ebrkesa). Por ISO flet p\u00ebr p\u00ebrvoj\u00ebn. Njohurit\u00eb e marra mbi baza t\u00eb 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 evitimin e rrezikut p\u00ebr t\u00eb b\u00ebr\u00eb gabime t\u00eb p\u00ebrs\u00ebritura, t\u00eb marrin vendime m\u00eb t\u00eb favorshme dhe madje t\u00eb krijojn\u00eb nj\u00eb produkt 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 t\u00eb qen\u00eb i sakt\u00eb), menaxhimi i njohurive konsiderohet 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, \u00ebsht\u00eb nj\u00eb mekaniz\u00ebm p\u00ebr inovacione. T\u00eb kuptojm\u00eb k\u00ebt\u00eb m\u00eb thell\u00eb na ndihmon <b>Udhezimi PMBOK i organizat\u00ebs PMI<\/b>.<\/p>\n<p><\/p>\n<p><b>PMBOK<\/b> \u00ebsht\u00eb udh\u00ebzuesi p\u00ebr nj\u00eb koleksion njohurish mbi menaxhimin e projekteve, libri i tavolin\u00ebs s\u00eb PM. N\u00eb botimin e gjasht\u00eb (2016) t\u00eb k\u00ebtij udh\u00ebzuesi u fut nj\u00eb kapitull q\u00eb i kushtohet menaxhimit t\u00eb integrimit t\u00eb projektit, i cili, po ashtu, p\u00ebrfshin nj\u00eb n\u00ebnkapitull mbi menaxhimin e njohurive t\u00eb projektit. Ky pik\u00eb u krijua 'n\u00eb baz\u00eb t\u00eb komenteve t\u00eb p\u00ebrdoruesve t\u00eb udh\u00ebzuesit', dmth b\u00ebhet fjal\u00eb p\u00ebr nj\u00eb produkt t\u00eb p\u00ebrvoj\u00ebs s\u00eb p\u00ebrdorimit t\u00eb 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>T\u00eb arriturat kryesore t\u00eb pik\u00ebs s\u00eb re jan\u00eb 'Regjistri i m\u00ebsimeve t\u00eb nxjerra' (n\u00eb standardin e p\u00ebrmendur m\u00eb sip\u00ebr ISO, po ashtu, p\u00ebrmendet). N\u00eb fakt, sipas udh\u00ebzimit, p\u00ebrgatitja e k\u00ebtij regjistri duhet t\u00eb b\u00ebhet gjat\u00eb t\u00ebr\u00eb zbatimit t\u00eb projektit, dhe jo pas p\u00ebrfundimit t\u00eb tij, kur vjen koha p\u00ebr t\u00eb analizuar rezultatin. Sipas mendimit tim, kjo p\u00ebrputhet shum\u00eb me retrospektivat n\u00eb agile, por p\u00ebr k\u00ebt\u00eb do t\u00eb shkruaj nj\u00eb postim t\u00eb ve\u00e7ant\u00eb. Teksti n\u00eb PMBOK ting\u00ebllon k\u00ebshtu:<\/p>\n<p><\/p>\n<blockquote>\n<p>Menaxhimi i njohurive t\u00eb projektit \u00ebsht\u00eb nj\u00eb proces p\u00ebrdorimi t\u00eb njohurive ekzistuese dhe krijimit t\u00eb njohurive t\u00eb reja p\u00ebr arritjen e q\u00ebllimeve t\u00eb projektit dhe p\u00ebr t\u00eb ndihmuar n\u00eb m\u00ebsim n\u00eb organizat\u00eb<\/p>\n<p><\/p>\n<p>Fusha e njohurive 'menaxhimi i integrimit t\u00eb projektit' k\u00ebrkon bashkimin e rezultateve t\u00eb arritura n\u00eb t\u00eb gjitha fushat e tjera t\u00eb njohurive.<\/p>\n<p><\/p>\n<p>Tendencat n\u00eb zhvillim n\u00eb proceset e integrimit p\u00ebrfshijn\u00eb, midis t\u00eb tjerash:<\/p>\n<p>\n\u2026<\/p>\n<p>\u2022 Menaxhimi i dijes s\u00eb projektit<\/p>\n<p><\/p>\n<p>Natyrisht m\u00eb mobile dhe t\u00eb nd\u00ebrrueshme e forc\u00ebs pun\u00ebtore k\u00ebrkon nj\u00eb proces m\u00eb t\u00eb rrept\u00eb p\u00ebr p\u00ebrcaktimin e dijes gjat\u00eb gjith\u00eb ciklit t\u00eb jet\u00ebs s\u00eb projektit dhe transferimin e saj tek audiencat e synuara n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb shmangen humbjet e dijes.<\/p>\n<p><\/p>\n<p>***<\/p>\n<p><\/p>\n<p>Pikat ky\u00e7e t\u00eb k\u00ebtij procesi p\u00ebrfshijn\u00eb p\u00ebrdorimin e njohurive t\u00eb marra m\u00eb par\u00eb nga organizata me q\u00ebllim p\u00ebr t\u00eb arritur ose p\u00ebrmir\u00ebsuar rezultatet e projektit, dhe njohurit\u00eb e marra gjat\u00eb realizimit t\u00eb projektit aktual mbeten n\u00eb dispozicion p\u00ebr t\u00eb siguruar operacionet e organizat\u00ebs dhe projektet e ardhshme ose fazat e tyre. Ky proces zhvillohet gjat\u00eb gjith\u00eb projektit.<\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i njohurive n\u00eb standardet 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 t\u00eb kopjoj k\u00ebtu t\u00eb gjith\u00eb seksionin e madh t\u00eb udh\u00ebzimeve. Mund ta konsultoni vet\u00eb dhe t\u00eb b\u00ebni p\u00ebrfundimet p\u00ebrkat\u00ebse. Citatet e paraqitura m\u00eb sip\u00ebr, n\u00eb mendimin tim, jan\u00eb plot\u00ebsisht t\u00eb mjaftueshme. M\u00eb duket se pranimi i k\u00ebtij niveli detajesh n\u00eb detyr\u00ebn e PM-s\u00eb p\u00ebr menaxhimin e dijes s\u00eb projektit \u00ebsht\u00eb nj\u00eb tregues i r\u00ebnd\u00ebsis\u00eb s\u00eb k\u00ebtij aspekti gjat\u00eb pun\u00ebs n\u00eb projekte. N\u00eb fakt, shpesh d\u00ebgjoj tez\u00ebn: \"Kush ka nevoj\u00eb p\u00ebr njohurit\u00eb tona n\u00eb departamente t\u00eb tjera?\" Q\u00eb do t\u00eb thot\u00eb, kush ka nevoj\u00eb p\u00ebr k\u00ebto m\u00ebsime t\u00eb marra? <\/p>\n<p><\/p>\n<p>N\u00eb t\u00eb v\u00ebrtet\u00eb, shpesh mund t\u00eb shohim se nj\u00eb nj\u00ebsit \u00ebsht\u00eb duke e konsideruar veten si \"nj\u00ebsi n\u00eb vakuum\". K\u00ebshtu q\u00eb ekzistojm\u00eb ne me bibliotek\u00ebn ton\u00eb, dhe ka gjith\u00eb kompanin\u00eb tjet\u00ebr, dhe njohurit\u00eb p\u00ebr bibliotek\u00ebn ton\u00eb nuk i nevojiten aspak atyre. P\u00ebr bibliotek\u00ebn \u2013 ndoshta. Po p\u00ebr proceset shoq\u00ebruese? <\/p>\n<p><\/p>\n<p>Nj\u00eb shembull banal: gjat\u00eb pun\u00ebs n\u00eb projekt ka pasur bashk\u00ebpunim me nj\u00eb kontraktues. P\u00ebr shembull, me nj\u00eb dizajner. Kontraktuesi doli t\u00eb kishte nj\u00eb performanc\u00eb t\u00eb dob\u00ebt, i vononte afatet, refuzonte t\u00eb punonte pa pages\u00eb shtes\u00eb. PM regjistroi n\u00eb regjistrin e m\u00ebsimeve t\u00eb nxjerra se nuk duhet punuar me k\u00ebt\u00eb kontraktues t\u00eb pasigurt. N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, ndonj\u00ebher\u00eb n\u00eb marketing po k\u00ebrkonin nj\u00eb dizajner dhe u ndesh\u00ebn me t\u00eb nj\u00ebjtin kontraktues. Dhe n\u00eb at\u00eb moment ka dy mund\u00ebsi: <\/p>\n<p><\/p>\n<p>a) n\u00ebse n\u00eb kompani \u00ebsht\u00eb mir\u00eb e vendosur kultura e rip\u00ebrdorimit t\u00eb p\u00ebrvoj\u00ebs, kolegu nga marketingu do t\u00eb k\u00ebrkoj\u00eb n\u00eb regjistrin e m\u00ebsimeve t\u00eb nxjerra, n\u00ebse dikush ka punuar me k\u00ebt\u00eb kontraktues m\u00eb par\u00eb, do t\u00eb shoh\u00eb feedback negativ nga PM jon\u00eb dhe nuk do t\u00eb humbas\u00eb koh\u00eb dhe para duke komunikuar me k\u00ebt\u00eb kontraktues t\u00eb pasigurt. <\/p>\n<p><\/p>\n<p>\u0431) n\u00ebse n\u00eb kompani nuk ekziston nj\u00eb kultur\u00eb e till\u00eb, marketeri do t'i kthehet atij ofruesi t\u00eb pa besuesh\u00ebm, do t\u00eb humbas\u00eb para p\u00ebr kompanin\u00eb, koh\u00ebn 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 variant duket m\u00eb i suksessh\u00ebm? Dhe v\u00ebreni se informacioni i dobish\u00ebm nuk ishte p\u00ebr produktin n\u00eb zhvillim, por p\u00ebr proceset q\u00eb e shoq\u00ebrojn\u00eb at\u00eb zhvillim. Dhe ai informacion ishte i dobish\u00ebm jo p\u00ebr nj\u00eb tjet\u00ebr PM, por p\u00ebr nj\u00eb punonj\u00ebs krejt tjet\u00ebr. Nga kjo, mund t\u00eb p\u00ebrfundojm\u00eb se nuk mund t\u00eb shikojm\u00eb zhvillimin ve\u00e7mas nga shitjet, mb\u00ebshtetje teknike nga analiza biznesore, dhe IT-n\u00eb nga AHU. T\u00eb gjith\u00eb n\u00eb kompani kan\u00eb p\u00ebrvoj\u00eb pune q\u00eb do t\u00eb jet\u00eb e dobishme p\u00ebr dik\u00eb tjet\u00ebr n\u00eb kompani. Dhe nuk \u00ebsht\u00eb aspak e domosdoshme q\u00eb k\u00ebta t\u00eb jen\u00eb p\u00ebrfaq\u00ebsuesit e 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 b\u00ebni nj\u00eb audit t\u00eb projekteve n\u00eb kompanin\u00eb tuaj gjat\u00eb disa viteve t\u00eb fundit. Do t\u00eb habiteni se sa shum\u00eb bi\u00e7ikleta jan\u00eb shpikur kur jan\u00eb zgjidhur probleme t\u00eb ngjashme. Pse? Sepse nuk jan\u00eb vendosur proceset e shk\u00ebmbimit t\u00eb njohurive.<\/p>\n<p><\/p>\n<p>Pra, menaxhimi i njohurive, sipas udh\u00ebzimeve t\u00eb PMI, \u00ebsht\u00eb nj\u00eb nga detyrat e PM. Si\u00e7 e shohim, dy organizata t\u00eb njohura q\u00eb ofrojn\u00eb certifikata me pages\u00eb sipas standardeve t\u00eb tyre e p\u00ebrfshijn\u00eb menaxhimin e njohurive n\u00eb listat e mjeteve t\u00eb domosdoshme p\u00ebr kontrollin e cil\u00ebsis\u00eb dhe pun\u00ebn mbi projektet. Pse menaxher\u00ebt n\u00eb kompanit\u00eb IT vazhdojn\u00eb t\u00eb mendojn\u00eb se menaxhimi i njohurive \u00ebsht\u00eb thjesht dokumentimi? Pse qendrat p\u00ebr shk\u00ebmbimin e njohurive mbeten burgu dhe vendi p\u00ebr t\u00eb pir\u00eb? E gjith\u00eb kjo p\u00ebr shkak t\u00eb kuptimeve dhe zakoneve. Shpresoj se ngadal\u00eb kuptimi i fush\u00ebs s\u00eb menaxhimit t\u00eb njohurive do t\u00eb rritet gjithnj\u00eb e m\u00eb shum\u00eb te menaxher\u00ebt e IT-s\u00eb, dhe tradita gojore nuk do t\u00eb sh\u00ebrbej\u00eb m\u00eb si nj\u00eb mjet p\u00ebr ruajtjen e njohurive n\u00eb kompani. Studiojini standardet e pun\u00ebs suaj - ka shum\u00eb \u00e7ka interesante aty!<\/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-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.1.1 - 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\/news\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi\" \/>\n\t<meta name=\"generator\" content=\"All in One SEO (AIOSEO) 5.0.1.1\" 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