{"id":39283,"date":"2019-10-31T22:29:21","date_gmt":"2019-10-31T19:29:21","guid":{"rendered":"https:\/\/prohoster.info\/blog\/sozdaem-otdel-dzhunov-v-pomoshh-osnovnym-komandam-ispolzuya-lish-slack-jira-i-sinyuyu-izolentu\/"},"modified":"2019-10-31T22:29:21","modified_gmt":"2019-10-31T19:29:21","slug":"sozdaem-otdel-dzhunov-v-pomoshh-osnovnym-komandam-ispolzuya-lish-slack-jira-i-sinyuyu-izolentu","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/sozdaem-otdel-dzhunov-v-pomoshh-osnovnym-komandam-ispolzuya-lish-slack-jira-i-sinyuyu-izolentu","title":{"rendered":"Krijojm\u00eb nj\u00eb departament p\u00ebr junior\u00ebt p\u00ebr t\u00eb ndihmuar ekipet kryesore, duke p\u00ebrdorur vet\u00ebm Slack, Jira dhe nj\u00eb ngjit\u00ebse blu.","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Krijojm\u00eb
\n
\nGati e gjith\u00eb ekipi i zhvillimit t\u00eb Skyeng, q\u00eb p\u00ebrb\u00ebhet nga m\u00eb shum\u00eb se 100 persona, punon n\u00eb distanc\u00eb dhe k\u00ebrkesat p\u00ebr specialist\u00ebt kan\u00eb qen\u00eb gjithmon\u00eb t\u00eb larta: ne kemi k\u00ebrkuar senior\u00eb, zhvillues fullstack dhe mid-level. Por n\u00eb fillim t\u00eb vitit 2019, ne pun\u00ebsuam p\u00ebr her\u00eb t\u00eb par\u00eb tre junior\u00eb. Kjo u b\u00eb p\u00ebr disa arsye: pun\u00ebsimi i vet\u00ebm specialist\u00ebve t\u00eb shk\u00eblqyer nuk zgjidh t\u00eb gjitha problemet, dhe p\u00ebr t\u00eb krijuar nj\u00eb atmosfer\u00eb t\u00eb sh\u00ebndetshme n\u00eb zhvillim, na nevojiten njer\u00ebz me nivele t\u00eb ndryshme profesionalizmi. <\/p>\n

Kur punoni n\u00eb distanc\u00eb, \u00ebsht\u00eb jasht\u00ebzakonisht e r\u00ebnd\u00ebsishme q\u00eb personi t\u00eb vij\u00eb n\u00eb projekt dhe t\u00eb filloj\u00eb menj\u00ebher\u00eb t\u00eb kontribuoj\u00eb, pa procese t\u00eb gjata trajnimi dhe adaptimi. Kjo nuk \u00ebsht\u00eb e mundur me junior\u00ebt, p\u00ebrve\u00e7 trajnimit, \u00ebsht\u00eb e domosdoshme nj\u00eb integrim i mir\u00eb i fillestar\u00ebve n\u00eb ekip, sepse gjith\u00e7ka \u00ebsht\u00eb e re p\u00ebr ta. Kjo \u00ebsht\u00eb nj\u00eb detyr\u00eb e ve\u00e7ant\u00eb p\u00ebr liderin e ekipit. Prandaj, ne ishim p\u00ebrq\u00ebndruar n\u00eb k\u00ebrkimin dhe pun\u00ebsimin e zhvilluesve m\u00eb t\u00eb p\u00ebrvoj\u00eb dhe t\u00eb konsoliduar. Por me kalimin e koh\u00ebs, u zbulua se ekipet q\u00eb p\u00ebrb\u00ebhen vet\u00ebm nga senior\u00eb dhe zhvillues fullstack kan\u00eb problemet e tyre. P\u00ebr shembull, kush do t\u00eb merret me detyrat rutin\u00eb, por t\u00eb domosdoshme, q\u00eb nuk k\u00ebrkojn\u00eb super kvalifikim dhe njohuri t\u00eb ve\u00e7anta?
\n<\/a><\/noindex><\/p>\n

M\u00eb par\u00eb, n\u00eb vend t\u00eb pun\u00ebsimit t\u00eb junior\u00ebve, ne jemi marr\u00eb me freelancer\u00ebt.<\/h2>\n

\nDerisa detyrat ishin t\u00eb pakta, senior\u00ebt tan\u00eb me zor i merrnin k\u00ebto detyra t\u00eb pap\u00eblqyera p\u00ebr ta, sepse zhvillimi duhet t\u00eb p\u00ebrparoj\u00eb. Por kjo nuk mund t\u00eb vazhdonte p\u00ebr shum\u00eb gjat\u00eb: projektet u rrit\u00ebn, numri i detyrave rutin\u00eb t\u00eb thjeshta u rrit. Situata filloi t\u00eb ngjaj\u00eb gjithnj\u00eb e m\u00eb shum\u00eb me nj\u00eb anekdot\u00eb, kur p\u00ebrgoja nguliten me mikroskop n\u00eb vend t\u00eb thik\u00ebs. P\u00ebr ilustruese, mund t\u00eb referohemi n\u00eb aritmetik\u00eb: n\u00ebse angazhoni nj\u00eb person, me nj\u00eb tarif\u00eb prej 50$\/or\u00eb p\u00ebr pun\u00eb q\u00eb nj\u00eb pun\u00ebtor me nj\u00eb tarif\u00eb prej 10$\/or\u00eb mund t\u00eb p\u00ebrballoj\u00eb, at\u00ebher\u00eb keni probleme. <\/p>\n

M\u00eb e r\u00ebnd\u00ebsishmja q\u00eb nxorr\u00ebm nga kjo situat\u00eb \u00ebsht\u00eb se paradigma aktuale e angazhimit vet\u00ebm t\u00eb specialist\u00ebve t\u00eb shk\u00eblqyer nuk zgjidh problemet tona me detyrat rutin\u00eb. Na nevojitet dikush q\u00eb \u00ebsht\u00eb i gatsh\u00ebm t\u00eb b\u00ebj\u00eb pun\u00ebn q\u00eb specialist\u00ebt e kalibrit t\u00eb lart\u00eb e perceptojn\u00eb si nj\u00eb d\u00ebnim dhe q\u00eb \u00ebsht\u00eb thjesht e pap\u00ebrshtatshme t'u ngarkohet atyre. P\u00ebr shembull, t\u00eb shkruaj\u00eb bota p\u00ebr bisedat Slack t\u00eb m\u00ebsuesve dhe korrigjuesve tan\u00eb ose t\u00eb merret me projekte t\u00eb vogla p\u00ebr p\u00ebrmir\u00ebsime p\u00ebr nevojat tona t\u00eb brendshme, t\u00eb cilat zhvilluesit vazhdimisht nuk kan\u00eb koh\u00eb p\u00ebr to, por jeta me to do t\u00eb ishte shum\u00eb m\u00eb e k\u00ebndshme. <\/p>\n

N\u00eb k\u00ebt\u00eb moment u arrit nj\u00eb zgjidhje nd\u00ebrmjet\u00ebse. Filluam t\u00eb angazhonim freelancer p\u00ebr pun\u00ebn mbi projektet tona. Pik\u00ebrisht n\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb u grumbulluan detyra t\u00eb thjeshta dhe t\u00eb papressa: t\u00eb korrigjohej ndonj\u00ebher\u00eb di\u00e7ka, t\u00eb verifikohej, t\u00eb rishtoheshin disa gj\u00ebra. Nj\u00ebra nga menaxher\u00ebt tan\u00eb t\u00eb projekteve grumbullonte detyra nga projekte t\u00eb ndryshme dhe i ndante te freelancer\u00ebt, duke u bazuar n\u00eb baz\u00ebn e tanishme t\u00eb ekzekutor\u00ebve. N\u00eb at\u00eb koh\u00eb na dukej zgjidhje e mir\u00eb: e leht\u00ebsuam ngarkes\u00ebn p\u00ebr specialist\u00ebt e lart\u00eb dhe ata mund t\u00eb krijonin s\u00ebrish n\u00eb m\u00ebnyr\u00eb t\u00eb plot\u00eb, n\u00eb vend q\u00eb t\u00eb merreshin me di\u00e7ka elementare. Sigurisht, kishte detyra q\u00eb p\u00ebr shkak t\u00eb sekretit komercial nuk mund t\u00eb transferoheshin te ekzekutor\u00ebt e jashtm\u00eb, por k\u00ebto ishin shum\u00eb m\u00eb pak n\u00eb krahasim me mas\u00ebn e detyrave q\u00eb shkonin te freelancer\u00ebt.<\/p>\n

Por kjo nuk mund t\u00eb vazhdoj\u00eb p\u00ebrher\u00eb. Kompania u p\u00ebrball me at\u00eb se departamenti i freelancer\u00ebve u shnd\u00ebrrua n\u00eb nj\u00eb monstruozitet t\u00eb ngadalt\u00eb. Numri i detyrave rutin\u00eb t\u00eb thjeshta u rrit me projektet dhe n\u00eb nj\u00eb moment u b\u00ebn\u00eb shum\u00eb p\u00ebr t'i shp\u00ebrndar\u00eb me efikasitet te ekzekutor\u00ebt e jasht\u00ebm. P\u00ebr m\u00eb tep\u00ebr, freelancer\u00ebt nuk jan\u00eb t\u00eb zhytur n\u00eb specifikat e projekteve, dhe kjo \u00ebsht\u00eb nj\u00eb humbje konstante kohe p\u00ebr onboarding. \u00cbsht\u00eb e qart\u00eb se kur n\u00eb ekipin tuaj ka m\u00eb shum\u00eb se 100 zhvillues profesionist\u00eb, nuk mund t\u00eb angazhoni as gjysm\u00eb dhjetore freelancer\u00ebsh dhe t\u00eb menaxhoni me efikasitet aktivitetin e tyre. P\u00ebr m\u00eb tep\u00ebr, nd\u00ebrveprimi me freelancer\u00ebt gjithmon\u00eb sjell disa rreziqe p\u00ebr vonesa dhe probleme t\u00eb tjera organizative.<\/p>\n

\u00cb importante t\u00eb theksohet se punonj\u00ebsi i larg\u00ebt dhe freelancer jan\u00eb dy entitete t\u00eb ndryshme. Punonj\u00ebsi i larg\u00ebt \u00ebsht\u00eb plot\u00ebsisht i integruar n\u00eb kompani, ka orar t\u00eb caktuar pun\u00eb, nj\u00eb ekip, menaxher\u00eb dhe k\u00ebshtu me radh\u00eb. Freelancer \u00ebsht\u00eb nj\u00eb pun\u00eb projektuale, e cila rregullohet kryesisht vet\u00ebm nga afatet. Freelancer, ndryshe nga punonj\u00ebsi i larg\u00ebt, n\u00eb p\u00ebrgjith\u00ebsi \u00ebsht\u00eb i vet\u00ebp\u00ebrgatitur dhe ka pak nd\u00ebrveprime me ekipin. Nga k\u00ebtu rrjedhin dhe rreziqet potenciale nga bashk\u00ebpunimi me k\u00ebta t\u00eb fundit. <\/p>\n

Si erdh\u00ebm n\u00eb krijimin e \"departamentit t\u00eb detyrave t\u00eb thjeshta\" dhe \u00e7far\u00eb arrit\u00ebm<\/h2>\n

\nPas analizimit t\u00eb situat\u00ebs, arrit\u00ebm n\u00eb p\u00ebrfundimin se na duhen punonj\u00ebs me kualifikim m\u00eb t\u00eb ul\u00ebt. Nuk pat\u00ebm iluzione se nga t\u00eb gjith\u00eb junior\u00ebt do t\u00eb rritnim yjet e ardhsh\u00ebm, ose se pun\u00ebsimi i dhjet\u00eb junior\u00ebve do t\u00eb na kushtonte tre lek\u00eb. N\u00eb p\u00ebrgjith\u00ebsi, realiteti me junior\u00ebt \u00ebsht\u00eb si vijon:<\/p>\n

    \n
  1. N\u00eb nj\u00eb distanc\u00eb t\u00eb shkurt\u00ebr, angazhimi i tyre nuk \u00ebsht\u00eb ekonomikisht i favorsh\u00ebm. N\u00eb vend t\u00eb pes\u00eb deri n\u00eb dhjet\u00eb junior\u00ebve \"menj\u00ebher\u00eb\", m\u00eb mir\u00eb t\u00eb marrim nj\u00eb senior dhe t'i paguajm\u00eb atij miliona p\u00ebr pun\u00eb cil\u00ebsore, sesa t\u00eb shpenzojm\u00eb buxhetin p\u00ebr t\u00eb rinjt\u00eb.<\/li>\n
  2. Junior\u00ebt kan\u00eb nj\u00eb periudh\u00eb t\u00eb gjat\u00eb rikthimi n\u00eb projekt dhe m\u00ebsimi.<\/li>\n
  3. N\u00eb momentin q\u00eb nj\u00eb junior ka m\u00ebsuar di\u00e7ka dhe duket se duhet t\u00eb filloj\u00eb t\u00eb \"kompensoj\u00eb\" investimin n\u00eb vetvete p\u00ebr gjasht\u00eb muajt e par\u00eb t\u00eb pun\u00ebs, ai duhet t\u00eb ngrihet n\u00eb rangun e mid-level, ose ai largohet n\u00eb k\u00ebt\u00eb pozicion n\u00eb nj\u00eb kompani tjet\u00ebr. Pra, angazhimi i junior\u00ebve \u00ebsht\u00eb i p\u00ebrshtatsh\u00ebm vet\u00ebm p\u00ebr organizatat e pjekura, t\u00eb gatshme p\u00ebr t\u00eb investuar n\u00eb ta pa garanci p\u00ebr fitim n\u00eb nj\u00eb distanc\u00eb t\u00eb shkurt\u00ebr. <\/li>\n<\/ol>\n

    \nPor ne arrit\u00ebm n\u00eb at\u00eb madh\u00ebsi, kur pa junior\u00eb n\u00eb ekip nuk shkon: numri i detyrave t\u00eb zakonshme po rritet, dhe t\u00eb shpenzosh or\u00eb pune t\u00eb profesionist\u00ebve t\u00eb njohur \u00ebsht\u00eb thjesht nj\u00eb krim. Kjo \u00ebsht\u00eb arsyeja pse krijuam nj\u00eb departament t\u00eb ve\u00e7ant\u00eb p\u00ebr zhvilluesit junior.<\/p>\n

    Periudha e pun\u00ebs n\u00eb departamentin e detyrave t\u00eb thjeshta kufizohet n\u00eb tre muaj - q\u00eb do t\u00eb thot\u00eb se ky \u00ebsht\u00eb nj\u00eb afat prov\u00eb standard. Pas tre muajve t\u00eb pun\u00ebs me pages\u00eb, fillestar ose d\u00ebrgohet n\u00eb ekipin q\u00eb d\u00ebshiron ta ket\u00eb n\u00eb radh\u00ebt e saj si zhvillues junior, ose ne ndahemi me t\u00eb.<\/p>\n

    N\u00eb krye t\u00eb departamentit t\u00eb krijuar nga ne \u00ebsht\u00eb nj\u00eb PM me p\u00ebrvoj\u00eb, i cili \u00ebsht\u00eb p\u00ebrgjegj\u00ebs p\u00ebr shp\u00ebrndarjen e detyrave p\u00ebr junior\u00ebt dhe bashk\u00ebpunimin e tyre me ekipet e tjera. Juniori merr nj\u00eb detyr\u00eb, e realizon at\u00eb dhe merr feedback si nga ekipi ashtu edhe nga menaxheri i tij. N\u00eb faz\u00ebn e pun\u00ebs n\u00eb departament, nuk e mbajm\u00eb fillestar\u00ebt t\u00eb lidhur pas ekipeve dhe projekteve specifike \u2014 ata kan\u00eb akses n\u00eb t\u00eb gjith\u00eb grupin e detyrave sipas aft\u00ebsive t\u00eb tyre (aktualisht po pun\u00ebsojm\u00eb p\u00ebrpar\u00ebsues n\u00eb AngularJS, prapa n\u00eb PHP ose po k\u00ebrkojm\u00eb kandidat\u00eb p\u00ebr pozita si zhvillues uebi me t\u00eb dyja gjuh\u00ebt) dhe mund t\u00eb punojn\u00eb menj\u00ebher\u00eb me disa projekte.<\/p>\n

    Por pun\u00ebsimi i junior\u00ebve nuk mbyllet k\u00ebtu \u2014 \u00ebsht\u00eb e nevojshme t\u00eb krijohen kushte t\u00eb pranueshme p\u00ebr pun\u00eb, dhe kjo \u00ebsht\u00eb nj\u00eb detyr\u00eb krejt\u00ebsisht tjet\u00ebr. <\/p>\n

    E para me t\u00eb cil\u00ebn ne u pajtuam ishte mentorimi vullnetar n\u00eb masa t\u00eb arsyeshme. K\u00ebshtu, p\u00ebrve\u00e7 faktit q\u00eb askush nga specialist\u00ebt ekzistues nuk u detyrua t\u00eb ushtroj\u00eb mentorimin, ishte shprehur qart\u00eb se trajnimi i fillestar\u00ebve nuk duhet t\u00eb z\u00ebvend\u00ebsoj\u00eb pun\u00ebn kryesore. Asnj\u00eb \u201850% e koh\u00ebs punojm\u00eb, 50% e m\u00ebsojm\u00eb juniorin\u2019. P\u00ebr t\u00eb pasur nj\u00eb ide t\u00eb qart\u00eb se sa koh\u00eb do t\u00eb shpenzohet p\u00ebr mentorimin, u p\u00ebrgatit nj\u00eb 'plan arsimor' i vog\u00ebl: nj\u00eb list\u00eb detyrash q\u00eb \u00e7do mentor duhej t\u00eb realizonte me prot\u00e9g\u00e9 e tij. E nj\u00ebjta gj\u00eb u b\u00eb edhe p\u00ebr menaxherin e projekteve t\u00eb junior\u00ebve, dhe n\u00eb fund ne mor\u00ebm nj\u00eb skenar t\u00eb qart\u00eb dhe t\u00eb kuptuesh\u00ebm p\u00ebr trajnimin e fillestar\u00ebve dhe integrimin e tyre n\u00eb pun\u00eb. <\/p>\n

    Ne parashikuam k\u00ebto momente: kontrollin e njohurive teorike, p\u00ebrgatitjen e nj\u00eb grupi materialesh, n\u00ebse juniori ka nevoj\u00eb t\u00eb m\u00ebsoj\u00eb di\u00e7ka tjet\u00ebr, dhe miratimin e nj\u00eb parimi t\u00eb p\u00ebrbashk\u00ebt p\u00ebr kryerjen e rishikimeve t\u00eb kodit p\u00ebr mentor\u00ebt. N\u00eb \u00e7do hap, lider\u00ebt japin feedback p\u00ebr fillestar\u00ebt, q\u00eb \u00ebsht\u00eb jasht\u00ebzakonisht e r\u00ebnd\u00ebsishme p\u00ebr ta. Punonj\u00ebsi i ri kupton n\u00eb cilat aspekte \u00ebsht\u00eb i fort\u00eb dhe n\u00eb cilat duhet t\u00eb jet\u00eb m\u00eb i v\u00ebmendsh\u00ebm. P\u00ebr t\u00eb thjeshtuar procesin e m\u00ebsimit p\u00ebr junior\u00ebt dhe zhvilluesit me p\u00ebrvoj\u00eb, \u00ebsht\u00eb krijuar nj\u00eb bised\u00eb e p\u00ebrbashk\u00ebt n\u00eb Slack, k\u00ebshtu q\u00eb t\u00eb tjer\u00ebt nga ekipi mund t\u00eb lidhen me procesin e m\u00ebsimit dhe t\u00eb p\u00ebrgjigjen p\u00ebr ndonj\u00eb pyetje n\u00eb vend t\u00eb mentorit. T\u00eb gjitha k\u00ebto e b\u00ebjn\u00eb pun\u00ebn me junior\u00ebt nj\u00eb proces t\u00eb parashikuesh\u00ebm dhe, \u00e7ka \u00ebsht\u00eb e r\u00ebnd\u00ebsishme, t\u00eb kontrolluesh\u00ebm. <\/p>\n

    Pas p\u00ebrfundimit t\u00eb nj\u00eb periudhe prove tre mujore, mentori realizon nj\u00eb intervist\u00eb teknike p\u00ebrfundimtare me juniorin, pas s\u00eb cil\u00ebs vendoset n\u00ebse juniori mund t\u00eb kaloj\u00eb n\u00eb pun\u00eb t\u00eb p\u00ebrhershme n\u00eb nj\u00eb nga ekipet apo jo. <\/p>\n

    P\u00ebrve\u00e7 k\u00ebsaj<\/h2>\n

    \nN\u00eb shikim t\u00eb par\u00eb, departamenti yn\u00eb p\u00ebr junior\u00ebt duket si nj\u00eb inkubator ose nj\u00eb lloj sandhi t\u00eb krijuar posa\u00e7\u00ebrisht. Por n\u00eb t\u00eb v\u00ebrtet\u00eb, \u00ebsht\u00eb nj\u00eb departament real me t\u00eb gjitha atributet e nj\u00eb ekipi funksional luftarak, i cili zgjidh probleme reale, jo vet\u00ebm detyra st\u00ebrvitore.<\/p>\n

    Por gj\u00ebja m\u00eb e r\u00ebnd\u00ebsishme \u00ebsht\u00eb se ne ofrojm\u00eb njer\u00ebzve nj\u00eb horizont konkret. Departamenti i detyrave t\u00eb thjeshta nuk \u00ebsht\u00eb nj\u00eb limbo e pafund, ku mund t\u00eb ngec\u00ebsh p\u00ebr gjithmon\u00eb. Ka nj\u00eb afat t\u00eb qart\u00eb prej tre muajsh, brenda t\u00eb cilit juniori zgjidh detyra t\u00eb thjeshta p\u00ebr projektet, por n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb mund t\u00eb tregoj\u00eb veten dhe t\u00eb kaloj\u00eb n\u00eb ndonj\u00eb ekip. T\u00eb rinjt\u00eb q\u00eb ne pun\u00ebsojm\u00eb din\u00eb se do t\u00eb ken\u00eb menaxher projekti, nj\u00eb mentor nga senior\u00ebt (apo ndoshta m\u00eb shum\u00eb) dhe mund\u00ebsin\u00eb p\u00ebr t'u integruar plot\u00ebsisht n\u00eb ekip, ku do t\u00eb priten dhe do t\u00eb presin ata.<\/p>\n

    Q\u00eb nga fillimi i vitit, n\u00eb departamentin e detyrave t\u00eb thjeshta jan\u00eb pun\u00ebsuar 12 junior\u00eb, vet\u00ebm dy nuk e kaluan periudh\u00ebn e prov\u00ebs. Nj\u00eb djal\u00eb tjet\u00ebr nuk u p\u00ebrshtat n\u00eb ekip, por pasi n\u00eb aspektin e pun\u00ebs \u00ebsht\u00eb shum\u00eb i aft\u00eb \u2014 ai u rikthye n\u00eb departamentin e detyrave t\u00eb thjeshta p\u00ebr nj\u00eb periudh\u00eb t\u00eb re, p\u00ebr t\u00eb cil\u00ebn, si\u00e7 shpresojm\u00eb, do t\u00eb gjej\u00eb nj\u00eb ekip t\u00eb ri. Punimi me junior\u00ebt ka pasur nj\u00eb efekt pozitiv edhe te zhvilluesit tan\u00eb me p\u00ebrvoj\u00eb. Disa prej tyre, pas periudh\u00ebs s\u00eb mentorimit, zbuluan brenda vetes forc\u00ebn dhe d\u00ebshir\u00ebn p\u00ebr t\u00eb provuar rolin e liderit t\u00eb ekipit, nd\u00ebrsa disa, duke e par\u00eb junior\u00ebt, p\u00ebrmir\u00ebsuan njohurit\u00eb e tyre dhe kaluan nga pozita e mesme n\u00eb pozit\u00ebn e seniorit. <\/p>\n

    Ne do ta zgjasim praktik\u00ebn ton\u00eb p\u00ebr pun\u00ebsimin e zhvilluesve t\u00eb rinj, sepse kjo ofron shum\u00eb p\u00ebrpar\u00ebsi p\u00ebr ekipin. Junioret kan\u00eb mund\u00ebsin\u00eb e pun\u00ebsimit t\u00eb plot\u00eb n\u00eb distanc\u00eb pa marr\u00eb parasysh rajonin ku jetojn\u00eb: an\u00ebtar\u00ebt e ekipeve tona t\u00eb zhvillimit jetojn\u00eb nga Riga deri n\u00eb Vladivostok dhe e menaxhojn\u00eb mjaft mir\u00eb ndryshimin e koh\u00ebs p\u00ebrmes proceseve t\u00eb organizuara brenda kompanis\u00eb. Kjo i hap dyert njer\u00ebzve t\u00eb talentuar q\u00eb jetojn\u00eb n\u00eb qytete dhe fshatra t\u00eb larg\u00ebt. Fjal\u00ebn e kemi jo vet\u00ebm p\u00ebr student\u00ebt e sapodiplomuar, por edhe p\u00ebr ata q\u00eb vendosin t\u00eb ndryshojn\u00eb profesionin p\u00ebr ndonj\u00eb arsye. Nj\u00eb junior mund t\u00eb jet\u00eb me nj\u00eb sukses t\u00eb barabart\u00eb 18 ose 35 vje\u00e7, sepse juniori lidhet me p\u00ebrvoj\u00ebn dhe aft\u00ebsit\u00eb, jo me mosh\u00ebn. <\/p>\n

    Jemi t\u00eb sigurt se qasja jon\u00eb mund t\u00eb zgjerohet me leht\u00ebsi edhe p\u00ebr kompani t\u00eb tjera q\u00eb p\u00ebrdorin modelin e zhvillimit n\u00eb distanc\u00eb. Ajo nj\u00ebkoh\u00ebsisht lejon t\u00eb pun\u00ebsohen n\u00eb m\u00ebnyr\u00eb t\u00eb sakt\u00eb talente t\u00eb rinj nga \u00e7do cep i Rusis\u00eb ose CIS, dhe n\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb zhvillon aft\u00ebsit\u00eb mentoruese t\u00eb zhvilluesve me p\u00ebrvoj\u00eb. N\u00eb planin financiar, kjo histori \u00ebsht\u00eb tep\u00ebr e lir\u00eb, k\u00ebshtu q\u00eb t\u00eb gjith\u00eb p\u00ebrfitojn\u00eb: kompania, zhvilluesit tan\u00eb dhe, sigurisht, junior\u00ebt q\u00eb nuk kan\u00eb nevoj\u00eb t\u00eb transferohen n\u00eb qytete t\u00eb m\u00ebdha ose kryeqytete p\u00ebr t'u b\u00ebr\u00eb pjes\u00eb e nj\u00eb ekipi t\u00eb p\u00ebrvoj\u00eb dhe p\u00ebr t\u00eb punuar n\u00eb projekte interesante.
    \n
    Burimi:     habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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