{"id":39339,"date":"2019-10-31T22:30:33","date_gmt":"2019-10-31T19:30:33","guid":{"rendered":"https:\/\/prohoster.info\/blog\/shorty-belokamentseva\/"},"modified":"2019-10-31T22:30:33","modified_gmt":"2019-10-31T19:30:33","slug":"shorty-belokamentseva","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/shorty-belokamentseva","title":{"rendered":"Shorts Belokamenceva","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Pik\u00ebrisht s\u00eb recently, krejt rast\u00ebsisht, nga nj\u00eb njeri i mir\u00eb, lindi ideja \u2014 q\u00eb \u00e7do artikull t\u00eb ket\u00eb nj\u00eb p\u00ebrmbledhje t\u00eb shkurt\u00ebr. Jo nj\u00eb p\u00ebrmbledhje, jo nj\u00eb reklam\u00eb, por pik\u00ebrisht nj\u00eb p\u00ebrmbledhje t\u00eb shkurt\u00ebr. Nj\u00eb p\u00ebrmbledhje q\u00eb mund ta kalosh artikullin fare.<\/p>\n

E provova, dhe m\u00eb p\u00eblqeu shum\u00eb. Por kjo nuk ka r\u00ebnd\u00ebsi \u2014 e r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb u p\u00eblqeu lexuesve. Filluan t\u00eb kthehen ata q\u00eb kishin ndaluar s\u00eb lexuari, duke m\u00eb quajtur grafoman. Nj\u00eb njeri tjet\u00ebr i mir\u00eb m\u00eb nd\u00ebrtoi t\u00eb shkruaja nj\u00eb p\u00ebrmbledhje t\u00eb shkurt\u00ebr p\u00ebr \u00e7do artikull t\u00eb vjet\u00ebr. Pranova dhe tani, nd\u00ebrkoh\u00eb, po shkruaj k\u00ebto shkurtore. I quajta shorte.<\/p>\n

P\u00ebr v\u00ebmendjen tuaj, po ju ofroj disa nga k\u00ebto shorte, p\u00ebr disa publikime. Ndoshta do t\u00eb gjeni di\u00e7ka t\u00eb dobishme p\u00ebr vete.
\n<\/a><\/noindex><\/p>\n

Maca vdiq, bishti iu plak<\/h4>\n

\nMbledhjet shpesh kalojn\u00eb pa rezultat. Mblidhen, flasin, shp\u00ebrndahen.
\nRezultatet, ose produktet e mbledhjes \u2014 jan\u00eb vendimet. Ato zakonisht mungojn\u00eb. Dhe n\u00ebse ka, jo gjithmon\u00eb jan\u00eb t\u00eb cil\u00ebsis\u00eb s\u00eb mir\u00eb.
\nN\u00ebse mbledhja \u00ebsht\u00eb e kufizuar n\u00eb koh\u00eb, dhe duhet t\u00eb merret nj\u00eb vendim me patjet\u00ebr, at\u00ebher\u00eb ai (vendimi) \u00ebsht\u00eb ndonj\u00ebher\u00eb i ul\u00ebt n\u00eb cil\u00ebsi.
\nN\u00ebse mbledhja nuk \u00ebsht\u00eb e kufizuar n\u00eb koh\u00eb, dhe zgjat deri n\u00eb marrjen e vendimit, at\u00ebher\u00eb merret \u00e7do vendim, vet\u00ebm q\u00eb t\u00eb p\u00ebrfundoj\u00eb mbledhja.
\nN\u00ebse vendimi \u00ebsht\u00eb shpikur n\u00eb mbledhje, at\u00ebher\u00eb do t\u00eb merret \u2014 pik\u00ebrisht sepse truri e vler\u00ebson at\u00eb q\u00eb e shpiku.
\nKuptimi i cil\u00ebsis\u00eb s\u00eb ul\u00ebt t\u00eb vendimit do t\u00eb vij\u00eb m\u00eb von\u00eb, por do t\u00eb jet\u00eb tashm\u00eb von\u00eb.
\nP\u00ebr t\u00eb marr\u00eb nj\u00eb vendim efektiv, m\u00eb mir\u00eb \u00ebsht\u00eb t\u00eb mos marr\u00ebsh pjes\u00eb n\u00eb diskutim, por t\u00eb d\u00ebshmosh n\u00eb heshtje.
\nS\u00eb pari, truri nuk do t\u00eb jet\u00eb i angazhuar n\u00eb shpikjen e p\u00ebrgjigjeve.
\nS\u00eb dyti, nuk ka presion p\u00ebr t\u00eb marr\u00eb nj\u00eb vendim.
\nPas p\u00ebrfundimit t\u00eb mbledhjes, mund ta mendoni qet\u00ebsisht dhe t\u00eb merrni nj\u00eb vendim. Ai do t\u00eb jet\u00eb me cil\u00ebsi m\u00eb t\u00eb lart\u00eb.
\n\u00c7el\u00ebsi: n\u00eb mbledhje t\u00eb heshtni dhe t\u00eb d\u00ebgjoni. Q\u00eb t\u00eb tjer\u00ebt t\u00eb mos shqet\u00ebsohen, thoni se kjo \u00ebsht\u00eb nj\u00eb pozite e nd\u00ebrgjegjshme.<\/p>\n

\u2192 habr.com\/ru\/post\/341654<\/a><\/noindex><\/p>\n

Parazitet latent\u00eb<\/h4>\n

\nKa dy qasje thelb\u00ebsore p\u00ebr formulimin e detyrave dhe kontrollin e realizimit: parazitar dhe simbiotik.
\nQasja simbiotik\u00eb \u2014 t\u00eb b\u00ebsh q\u00eb detyra t\u00eb zgjidhet.
\nQasja parazitar\u00eb \u2014 t\u00eb b\u00ebsh q\u00eb detyra T\u00cb MOS zgjidhet.
\nQasja simbiotik\u00eb \u00ebsht\u00eb e drejtp\u00ebrdrejt\u00eb dhe e thjesht\u00eb, por e komplikuar p\u00ebr t'u realizuar. Prandaj, ndodh rrall\u00eb.
\nDetyra formulohet n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb jet\u00eb e qart\u00eb gjith\u00e7ka \u2014 q\u00ebllimet, burimet dhe kufizimet.
\nKontrolli realizohet n\u00eb m\u00ebnyr\u00eb q\u00eb detyra t\u00eb zgjidhet me sakt\u00ebsi.
\nQasja simbiotike do t\u00eb thot\u00eb q\u00eb pjesa m\u00eb e madhe e p\u00ebrgjegj\u00ebsis\u00eb p\u00ebr zgjidhjen e problemit mbetet te ai q\u00eb e ka formuluar at\u00eb.
\nQasja parazitare \u00ebsht\u00eb e nd\u00ebrlikuar dhe e menduar mir\u00eb, por e thjesht\u00eb p\u00ebr t'u zbatuar. Prandaj, ajo p\u00ebrdoret shpesh.
\nDetyra formulohet n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb mos kuptohet asgj\u00eb. Sa m\u00eb pak t\u00eb kuptohet, aq m\u00eb mir\u00eb \u00ebsht\u00eb.
\nIdealisht, kontrolli nuk duhet t\u00eb realizohet fare.
\nNuk ka asnj\u00eb p\u00ebrgjegj\u00ebsie te ai q\u00eb e ka formuluar detyr\u00ebn, e gjith\u00eb \"majmuni\" zhvendoset te ai q\u00eb e realizon.
\nQ\u00ebllimi i qasjes parazitare: manipulimi, egon, afirmimi vetjak. Prandaj, ajo p\u00ebrdoret shpesh n\u00eb pun\u00ebn e mentor\u00ebve me punonj\u00ebsit e rinj.
\nNatyrisht, qasja simbiotike \u00ebsht\u00eb m\u00eb e mira.<\/p>\n

\u2192 habr.com\/ru\/post\/343696<\/a><\/noindex><\/p>\n

Matjet vs Imazhet<\/h4>\n

\nN\u00ebse vler\u00ebsoni procesin dhe rezultatet e aktiviteteve tuaja pa matje, do t\u00eb gaboni vazhdimisht.
\nVler\u00ebsimi pa numra varet nga gjendja shpirt\u00ebrore. Nj\u00eb humor i keq do t\u00eb b\u00ebj\u00eb q\u00eb t'ju duket se punoni keq. Nj\u00eb humor i mir\u00eb, p\u00ebrkundrazi.
\nK\u00ebshtu mund t\u00eb q\u00ebndroni nj\u00eb jav\u00eb duke punuar keq, dhe n\u00eb t\u00eb premten t\u00eb dor\u00ebzoni nj\u00eb rezultat, dhe do t\u00eb duket sikur e gjith\u00eb java ka kaluar mir\u00eb.
\nN\u00eb parim, ekzistojn\u00eb dy lloje metrikesh: sasiore dhe alternativ\u00eb (m\u00eb t\u00eb njohura p\u00ebr programuesit si Boolean).
\n\"Detyra u p\u00ebrfundua n\u00eb koh\u00eb\" \u2014 kjo \u00ebsht\u00eb Boolean. \u00cbsht\u00eb e nj\u00ebjt\u00eb me \"Pjesa \u00ebsht\u00eb e mir\u00eb\" (nj\u00eb tregues alternativ i cil\u00ebsis\u00eb, kur nuk mund t\u00eb matet n\u00eb numra).
\n\"Ne punojm\u00eb mir\u00eb\", \"Ne realizojm\u00eb planin\", \"Un\u00eb jam i shk\u00eblqyer\" \u2014 gjithashtu Boolean.
\n\u00cbsht\u00eb e v\u00ebshtir\u00eb t\u00eb nd\u00ebrtohet nj\u00eb proces menaxhimi n\u00eb baz\u00eb t\u00eb vler\u00ebsimeve Boolean. Rekomandohet q\u00eb sa m\u00eb shpejt t\u00eb kaloni n\u00eb metrikat sasiore.
\nBoolean krijon burokraci dhe formaliz\u00ebm. P\u00ebr shembull, mund t\u00eb arrihet p\u00ebrmbushja e detyrave n\u00eb koh\u00eb duke zgjatur afatet, duke shpikur detyra p\u00ebr veten dhe duke realizuar raportet.
\nP\u00ebr t\u00eb menaxhuar n\u00eb baz\u00eb t\u00eb treguesve Boolean, \u00ebsht\u00eb e nevojshme t\u00eb shpenzoni shum\u00eb koh\u00eb \u2014 p\u00ebr takime, analiza, etj. Sepse informacioni \u00ebsht\u00eb shum\u00eb i pak\u00ebt.
\nRekomandohet t\u00eb maten si procesi ashtu edhe rezultati. K\u00ebshtu, pamja do t\u00eb jet\u00eb m\u00eb e plot\u00eb.
\nP\u00ebr programuesit rekomandohet metoda \"Planifikimi Poker\" nga Scrum.<\/p>\n

\u2192 habr.com\/ru\/post\/343910<\/a><\/noindex><\/p>\n

Kjo \u00ebsht\u00eb Sparta<\/h4>\n

\nSupozoni se je programues, dhe ju \u00ebsht\u00eb dh\u00ebn\u00eb nj\u00eb detyr\u00eb serioze. Nd\u00ebrsa ju mendoni se nuk \u00ebsht\u00eb nevoj\u00eb t\u00eb zgjidhni detyr\u00ebn \u2014 \u00ebsht\u00eb idiote, d\u00ebmshme.
\nSjellja tipike n\u00eb nj\u00eb situat\u00eb t\u00eb till\u00eb: nxirrni detyr\u00ebn n\u00eb publik. D\u00ebrgoni p\u00ebr miratim te shefi, lan\u00e7oni nj\u00eb projekt t\u00eb brendsh\u00ebm, regjistroni n\u00eb sistem etj.
\nK\u00ebtu gjith\u00e7ka prishet. Njeriu q\u00eb solli detyr\u00ebn nuk d\u00ebshiron t\u00eb konsiderohet budalla. Dhe duke dal\u00eb n\u00eb publik, ai do t\u00eb mbrohet.
\nNjeriu \u00ebsht\u00eb i r\u00ebnd\u00ebsish\u00ebm q\u00eb t\u00eb mos humbas\u00eb fytyr\u00ebn, p\u00ebr kuptimin politik. E r\u00ebnd\u00ebsishme n\u00eb politik\u00eb \u00ebsht\u00eb t\u00eb mos pranohet kurr\u00eb gabimi. Mund t\u00eb mos b\u00ebsh asgj\u00eb, por e r\u00ebnd\u00ebsishme \u00ebsht\u00eb t\u00eb mos kesh gabime t\u00eb pranuara.
\nNjeriu do t\u00eb b\u00ebj\u00eb t\u00eb gjitha p\u00ebrpjekjet p\u00ebr t\u00eb treguar se programuesi \u00ebsht\u00eb nj\u00eb kriminel, idiot, kund\u00ebrshtar i ndryshimeve. Dhe programuesi do t\u00eb duhet ta zgjidh\u00eb detyr\u00ebn.
\nN\u00eb disa raste, njeriu do t\u00eb organizoj\u00eb gjith\u00e7ka q\u00eb programuesi t\u00eb mos zgjidh\u00eb fare detyr\u00ebn. At\u00ebher\u00eb njeriu do t\u00eb jet\u00eb \"i bardh\u00eb\", nd\u00ebrsa programuesi do t\u00eb jet\u00eb plot\u00ebsisht \"i zi\" (ka kund\u00ebrshtuar dhe nuk ka arritur n\u00eb fund).
\nKa disa zgjidhje.
\nE para \u2014 t\u00eb b\u00ebhesh programues biznesi, t\u00eb kuptosh fushat p\u00ebrkat\u00ebse dhe vet\u00eb t\u00eb p\u00ebrcaktosh se \u00e7far\u00eb dhe si duhet automatizuar.
\nE dyta \u2014 t\u00eb b\u00ebhesh Kryetar i Ndryshimeve. P\u00ebr shembull, drejtor i zhvillimit.
\nE treta \u2014 t\u00eb mos ndodh\u00ebsh dhe thjesht t\u00eb b\u00ebsh at\u00eb q\u00eb thon\u00eb.
\nE kat\u00ebrta \u2014 Rrug\u00eb e Spart\u00ebs, p\u00ebrjashtim i shpejt\u00eb i zgjidhjeve. M\u00eb e njohur si fail fast, fail cheap (d\u00ebshtoni shpejt, d\u00ebshtoni me kosto t\u00eb ul\u00ebt).
\nE r\u00ebnd\u00ebsishme \u2014 t\u00eb mos p\u00ebrfshiheni n\u00eb publik. T'i thoni njeriut \u2014 le t\u00eb mos harxhojm\u00eb shum\u00eb koh\u00eb, le t\u00eb b\u00ebjm\u00eb nj\u00eb prototip dhe t\u00eb shohim n\u00ebse zgjidhja \u00ebsht\u00eb e vlefshme apo jo.
\nNj\u00eb prototip do t\u00eb marr\u00eb pak koh\u00eb. N\u00eb rast suksesi, t\u00eb dy do t\u00eb marrin at\u00eb q\u00eb u takon \u2014 si zgjidhja e duhur, ashtu edhe pik\u00ebt politike.
\nN\u00eb rast d\u00ebshtimi, askush nuk do t\u00eb vuaj\u00eb. Po ashtu, njeriu do t\u00eb ket\u00eb nj\u00eb q\u00ebndrim m\u00eb t\u00eb mir\u00eb ndaj programuesit.<\/p>\n

\u2192 habr.com\/ru\/post\/344650<\/a><\/noindex><\/p>\n

Surogat\u00eb<\/h4>\n

\nBiznesi nuk e do 1C dhe produktet e saj, zhvilluesit web, SMK, kontabilitetin, ekonomist\u00ebt, projektet e zhvillimit, Scrum, TOC, kontrollimin, KPI dhe sistemet e motivimit.
\nBiznesi do t\u00eb rris\u00eb fitimet p\u00ebrmes automatizimit, rritjes s\u00eb qarkullimit nga promovimi n\u00eb internet, p\u00ebrmir\u00ebsimit t\u00eb cil\u00ebsis\u00eb s\u00eb produkteve, nj\u00eb pamje t\u00eb thjesht\u00eb dhe t\u00eb qart\u00eb t\u00eb biznesit n\u00eb numra, parashikimeve mbi gjendjen e kompanis\u00eb, rritjes reale t\u00eb efikasitetit, p\u00ebrshpejtimit t\u00eb realizimit t\u00eb projekteve me 2-4 her\u00eb, rritjes s\u00eb shum\u00ebfisht\u00eb t\u00eb fitimeve dhe uljes s\u00eb stokeve, nj\u00eb sistemi t\u00eb sakt\u00eb menaxhimi, nj\u00eb sistemi t\u00eb qart\u00eb dhe t\u00eb leht\u00eb p\u00ebr t\u00eb kuptuar p\u00ebr vler\u00ebsimin e gjendjes s\u00eb biznesit, nj\u00eb sistemi vler\u00ebsimi t\u00eb pun\u00ebs q\u00eb lejon pushimin e gjysm\u00ebs s\u00eb menaxher\u00ebve.
\nBiznesi do gjeneroj\u00eb arritje t\u00eb q\u00ebllimeve t\u00eb biznesit. Biznesi nuk do t\u00eb toleroj\u00eb z\u00ebvend\u00ebsime.
\nZ\u00ebvend\u00ebsim \u00ebsht\u00eb kur k\u00ebrkohet arritja e q\u00eblleve t\u00eb biznesit, por merren projekte automatizimi, faqe interneti, nj\u00eb grumbull dokumentesh, nj\u00eb staf t\u00eb paqart\u00eb ose raporte t\u00eb pabesueshme.
\nZ\u00ebvend\u00ebsim \u00ebsht\u00eb kur q\u00ebllimi gjat\u00eb rrug\u00ebs z\u00ebvend\u00ebsohet me m\u00ebnyr\u00ebn e realizimit. Dhe p\u00ebr q\u00ebllimin e harrojm\u00eb t\u00eb gjith\u00eb nj\u00eblloj.
\nProdhimi i z\u00ebvend\u00ebsimeve bazohet n\u00eb tri kolona: formalizmi, gradualiteti dhe p\u00ebrgjegj\u00ebsia kolektive.
\nFormalizmi \u00ebsht\u00eb kalimi i q\u00ebllimeve n\u00eb let\u00ebr me decompozim. N\u00eb thelb, kjo \u00ebsht\u00eb p\u00ebrqendrimi i v\u00ebmendjes nga q\u00ebllimi i madh n\u00eb detaje t\u00eb vogla. P\u00ebr q\u00ebllimin askush nuk kujton m\u00eb \u2014 t\u00eb gjith\u00eb diskutojn\u00eb detajet.
\nGradualiteti \u00ebsht\u00eb shpejt\u00ebsia e ul\u00ebt e kalimit nga q\u00ebllimet n\u00eb mjete. Fillimisht, q\u00ebllimi ndonj\u00ebher\u00eb diskutohet ende. Por gradualisht, hap pas hapi, p\u00ebrmendet gjithnj\u00eb e m\u00eb pak. Derisa klienti ta harroj\u00eb at\u00eb vet\u00eb, duke u zhytur n\u00eb detaje.
\nP\u00ebrgjegj\u00ebsia kolektive \u00ebsht\u00eb kur t\u00eb gjith\u00eb kontraktuesit veprojn\u00eb m\u00eb shum\u00eb ose m\u00eb pak nj\u00ebsoj. Nuk ka asnj\u00eb automatizues q\u00eb v\u00ebrtet rrit fitimet. Prandaj, klienti nuk ka shum\u00eb mund\u00ebsi.
\n\u00c7far\u00eb duhet b\u00ebr\u00eb?
\nDuhet t\u00eb shmangni z\u00ebvend\u00ebsimet dhe hapin e par\u00eb n\u00eb rrug\u00ebn p\u00ebr t'i krijuar ato: formalizmin. T\u00eb pakt\u00ebn n\u00eb projektet e brendshme. Vendosni nj\u00eb q\u00ebllim dhe flisni gjithmon\u00eb me ekzekutorin p\u00ebr t\u00eb. N\u00eb lidhje me p\u00ebrmasat, burimet, planet etj. \u2014 gjithashtu. Por e r\u00ebnd\u00ebsishmja \u2014 p\u00ebr q\u00ebllimin.
\nN\u00eb t\u00eb kund\u00ebrt, p\u00ebrqendrimi do t\u00eb zhvendoset me siguri dhe do t\u00eb merrni nj\u00eb tjet\u00ebr z\u00ebvend\u00ebsim.<\/p>\n

\u2192 habr.com\/ru\/post\/344844<\/a><\/noindex><\/p>\n

Vladimir Kliczko<\/h4>\n

\nKa nj\u00eb bokser q\u00eb quhet Vladimir Kliczko. Ai ka nj\u00eb ve\u00e7ori \u2014 p\u00ebrdorimin e vazhduesh\u00ebm t\u00eb jab-it. Pra, m\u00eb t\u00eb vazhduesh\u00ebm se bokser\u00ebt e tjer\u00eb.
\nJab-i e mban vazhdimisht kund\u00ebrshtarin t\u00eb tensionuar, e lodh at\u00eb.
\nKarakteristikat ky\u00e7e t\u00eb jab-it t\u00eb Kliczko: thjesht\u00ebsia e realizimit (relativisht, natyrisht) dhe vazhdim\u00ebsia.
\nShum\u00eb autor\u00eb flasin p\u00ebr faktin se veprimet e thjeshta, por t\u00eb dobishme, t\u00eb kryera rregullisht, mund t\u00eb sjellin shum\u00eb p\u00ebrfitime.
\nEdhe un\u00eb vendosa t\u00eb provoj. Krijova nj\u00eb sistem t\u00eb thjesht\u00eb p\u00ebr regjistrimin e veprimeve - \u00e7far\u00eb pun\u00ebsh b\u00ebra sot.
\nE gjith\u00eb kjo ndodhi n\u00eb fabrik\u00eb. I b\u00ebja pun\u00ebt n\u00eb pauz\u00ebn e drek\u00ebs (un\u00eb nuk ha drek\u00eb), pra, 1 or\u00eb n\u00eb dit\u00eb. B\u00ebja at\u00eb q\u00eb t\u00eb tjer\u00ebt nuk e b\u00ebjn\u00eb (thon\u00eb se kjo \u00e7on n\u00eb sukses).
\nRregulloja kontrollimet e sistemit vet\u00eb-m\u00ebsues, krijoja ide p\u00ebr zhvillim, realizoja ide t\u00eb huaja p\u00ebr zhvillim, rregulloja automatikisht detyrat, ristrukturoja dhe optimizoja kodin.
\n\u00c7do dit\u00eb - \u00e7do detyr\u00eb nga kjo list\u00eb. B\u00ebra nj\u00eb detyr\u00eb - bravo. Mund t\u00eb b\u00ebj disa.
\nKam mbajtur v\u00ebzhgime p\u00ebr 3 muaj. Gjat\u00eb k\u00ebsaj kohe kam b\u00ebr\u00eb 30 kontrollime, kam krijuar 200 ide, kam realizuar 80 ide t\u00eb huaja, kam nd\u00ebrtuar procese t\u00eb automatizuara p\u00ebr dy departamente, kam b\u00ebr\u00eb tre optimizime t\u00eb shk\u00eblqyera.
\nSuper, a nuk \u00ebsht\u00eb? Kjo \u00ebsht\u00eb \u00abnd\u00ebrkoh\u00eb\u00bb. E rekomandoj t\u00eb gjith\u00ebve.<\/p>\n

\u2192 habr.com\/ru\/post\/344934<\/a><\/noindex><\/p>\n

Z\u00ebvend\u00ebsimi fleksib\u00ebl<\/h4>\n

\nTermi \u00abScrum\u00bb i referohet, t\u00eb pakt\u00ebn, dy entiteteve: nj\u00eb filozofie dhe nj\u00eb kornize.
\nFilozofia, ose qasja n\u00eb pun\u00eb, \u00ebsht\u00eb e p\u00ebrshkruar n\u00eb librin e Jeff Sutherland.
\nKorniza, pra, algoritmi i veprimeve, \u00ebsht\u00eb i p\u00ebrshkruar n\u00eb dokumentin e quajtur Scrum Guide.
\nFilozofia u transformua n\u00eb korniz\u00eb, sepse autor\u00ebt e filozofis\u00eb donin t\u00eb b\u00ebnin para nga ajo (sip\u00ebrmarrjen e tyre).
\nKorniza \u00ebsht\u00eb ndjesh\u00ebm m\u00eb e thjesht\u00eb se filozofia. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb - e thjeshtuar, e sakt\u00ebsisht hequr, q\u00ebllimi.
\nQ\u00ebllimi i filozofis\u00eb: p\u00ebrshpejtimi i arritjes s\u00eb rezultateve. Dhe, ndjesh\u00ebm. N\u00eb lib\u00ebr ka shembuj t\u00eb p\u00ebrshpejtimit deri n\u00eb 8 her\u00eb.
\nQ\u00ebllimi i korniz\u00ebs: q\u00eb ju t\u00eb keni Scrum. Aty thuhet: ndiqni udh\u00ebzimet - keni Scrum, nd\u00ebrprisni udh\u00ebzimin - nuk keni Scrum.
\nKorniza nuk parashikon p\u00ebrshpejtimin e arritjes s\u00eb rezultateve, p\u00ebr asnj\u00eb moment.
\nNjer\u00ebzit q\u00eb m\u00ebsojn\u00eb ose zbatojn\u00eb Scrum punojn\u00eb me korniz\u00ebn. Ata tregojn\u00eb dhe implementojn\u00eb algoritmin, q\u00eb nuk \u00e7on n\u00eb asnj\u00eb rezultat, p\u00ebrve\u00e7 \u00abtani kemi Scrum\u00bb.
\nThelbi \u00ebsht\u00eb i qart\u00eb. T\u00eb shes\u00ebsh filozofin\u00eb \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb. Korniza - \u00ebsht\u00eb m\u00eb e leht\u00eb.
\nKorniza \u00ebsht\u00eb nj\u00eb produkt. Ajo, si\u00e7 duhet, ka kaluar n\u00ebp\u00ebr \u00abpaketimin\u00bb. Ajo \u00ebsht\u00eb e thjesht\u00eb, e kuptueshme, ka mb\u00ebshtetje dhe shum\u00eb specialist\u00eb. A ju kujton ndonj\u00eb gj\u00eb?
\nGjith\u00e7ka \u00ebsht\u00eb mir\u00eb, p\u00ebrve\u00e7 rezultatit - ai nuk ekziston.
\nN\u00ebse klienti nuk \u00ebsht\u00eb i njohur me filozofin\u00eb e Scrum, at\u00ebher\u00eb zbatimi i korniz\u00ebs do ta k\u00ebnaq\u00eb plot\u00ebsisht.
\nN\u00ebse klienti \u00ebsht\u00eb i njohur me filozofin\u00eb Scrum, at\u00ebher\u00eb zbatimi i k\u00ebtij framework-i do ta l\u00ebr\u00eb t\u00eb zhg\u00ebnjyer \u2014 nuk do t\u00eb ket\u00eb asnj\u00eb p\u00ebrshpejtim n\u00eb arritjen e rezultateve.
\nDo t\u00eb jet\u00eb interesante, moderne, por asnj\u00eb objektiv biznesi nuk do t\u00eb arrihet (p\u00ebrve\u00e7 shpenzimit t\u00eb buxhetit p\u00ebr \"di\u00e7ka t\u00eb re\").
\n\u00c7far\u00eb t\u00eb b\u00ebsh? T\u00eb studosh filozofin\u00eb e Scrum. Ajo \u00ebsht\u00eb e bazuar n\u00eb filozofin\u00eb japoneze t\u00eb menaxhimit t\u00eb cil\u00ebsis\u00eb, e cila ka thelb: matje dhe p\u00ebrmir\u00ebsime t\u00eb pafund.
\nFatkeq\u00ebsisht, atje duhet t\u00eb mendosh shum\u00eb, t\u00eb eksperimentosh, t\u00eb v\u00ebsh re dhe, m\u00eb e keqja, t\u00eb punosh. N\u00ebse kjo nuk t\u00eb p\u00ebrshtatet \u2014 merr framework-un.<\/p>\n

\u2192 habr.com\/ru\/post\/345540<\/a><\/noindex>
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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