{"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\/novosti-interneta\/shorty-belokamentseva","title":{"rendered":"Pantalonat e Bellokamencev\u00ebs","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

S\u00eb fundmi, krejt rast\u00ebsisht, me ndihm\u00ebn e nj\u00eb personi t\u00eb mir\u00eb, lindi ideja \u2014 t\u00eb bashk\u00ebngjisim nj\u00eb p\u00ebrmbledhje t\u00eb shkurt\u00ebr p\u00ebr \u00e7do artikull. Jo nj\u00eb p\u00ebrmbledhje, jo nj\u00eb t\u00ebrheqje, por pik\u00ebrisht nj\u00eb p\u00ebrmbledhje t\u00eb shkurt\u00ebr. Nj\u00eb gj\u00eb, q\u00eb mund t\u00eb b\u00ebhet pa lexuar fare artikullin.<\/p>\n

E tryeva, dhe m\u00eb p\u00eblqeu shum\u00eb. Por kjo nuk ka r\u00ebnd\u00ebsi \u2014 e r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb iu p\u00eblqeu lexuesve. Filluan t\u00eb kthehen ata q\u00eb kishin ndaluar s\u00eb lexuari, duke m\u00eb etiketuar si nj\u00eb grafoman. Dhe nj\u00eb tjet\u00ebr person i mir\u00eb m\u00eb sugjeroi t\u00eb shkruaj nj\u00eb p\u00ebrmbledhje p\u00ebr \u00e7do artikull t\u00eb vjet\u00ebr. Un\u00eb pranova dhe tani, p\u00ebrmes pun\u00ebs, po shkruaj k\u00ebto p\u00ebrmbledhje t\u00eb shkurtra. I quajta shorta.<\/p>\n

Ju ofroj disa nga k\u00ebto shorta, p\u00ebr disa publikime. Ndoshta do t\u00eb gjeni di\u00e7ka t\u00eb dobishme p\u00ebr vete.
\n<\/a><\/noindex><\/p>\n

Maceja vdiq, koda u plak<\/h4>\n

\nMbledhjet shpeshher\u00eb kalojn\u00eb pa rezultat. Mblidhen, bisedojn\u00eb, shp\u00ebrndahen.
\nRezultatet, ose produktet e mbledhjes \u2014 jan\u00eb vendimet. K\u00ebto zakonisht mungojn\u00eb. Dhe n\u00ebse ka, nuk jan\u00eb gjithmon\u00eb t\u00eb mira.
\nN\u00ebse mbledhja \u00ebsht\u00eb e kufizuar n\u00eb koh\u00eb, dhe vendimi duhet t\u00eb merret patjet\u00ebr, at\u00ebher\u00eb ai (vendimi) zakonisht \u00ebsht\u00eb i dob\u00ebt.
\nN\u00ebse takimi nuk ka nj\u00eb limit kohor dhe zgjat deri n\u00eb marrjen e nj\u00eb vendimi, at\u00ebher\u00eb \u00e7do vendim n\u00eb marr\u00eb, mjafton q\u00eb takimi t\u00eb p\u00ebrfundoj\u00eb.
\nN\u00ebse vendimi \u00ebsht\u00eb krijuar gjat\u00eb takimit, ai do t\u00eb merret - thjesht sepse truri vler\u00ebson at\u00eb q\u00eb \u00ebsht\u00eb krijuar.
\nKuptimi i cil\u00ebsis\u00eb s\u00eb ul\u00ebt t\u00eb vendimit do t\u00eb vij\u00eb m\u00eb von\u00eb, por at\u00ebher\u00eb do t\u00eb jet\u00eb tep\u00ebr von\u00eb.
\nP\u00ebr t\u00eb marr\u00eb nj\u00eb vendim efektiv, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb mos marr\u00ebsh pjes\u00eb n\u00eb diskutim, por t\u00eb v\u00ebzhgosh n\u00eb heshtje.
\nS\u00eb pari, truri nuk do t\u00eb jet\u00eb i angazhuar n\u00eb krijimin e p\u00ebrgjigjeve.
\nS\u00eb dyti, nuk ka presionin p\u00ebr t\u00eb marr\u00eb nj\u00eb vendim.
\nPas p\u00ebrfundimit t\u00eb takimit, mund t\u00eb mendosh qet\u00ebsisht dhe t\u00eb marr\u00ebsh nj\u00eb vendim. Ai do t\u00eb jet\u00eb m\u00eb i cil\u00ebsish\u00ebm.
\n\u00c7el\u00ebsi: t\u00eb hesht\u00ebsh dhe t\u00eb d\u00ebgjosh gjat\u00eb takimit. P\u00ebr t\u00eb mos shqet\u00ebsuar t\u00eb tjer\u00ebt, thoni se kjo \u00ebsht\u00eb nj\u00eb pozit\u00eb e vet\u00ebdijshme.<\/p>\n

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

Parazit\u00ebt latente<\/h4>\n

\nN\u00eb m\u00ebnyr\u00eb themelore, ekzistojn\u00eb dy qasje p\u00ebr vendosjen e detyrave dhe kontrollin e zbatimit: parazitare dhe simbiotike.
\nQasja simbiotike - t\u00eb sigurohet q\u00eb detyra t\u00eb zgjidhet.
\nQasja parazitare - t\u00eb sigurohet q\u00eb detyra T\u00cb MOS zgjidhet.
\nQasja simbiotike \u00ebsht\u00eb e drejtp\u00ebrdrejt\u00eb dhe e thjesht\u00eb, por e v\u00ebshtir\u00eb p\u00ebr t'u zbatuar. Prandaj, ajo ndodh rrall\u00eb.
\nDetyra vendoset n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb gjith\u00e7ka t\u00eb jet\u00eb e qart\u00eb \u2014 si objektivat, ashtu edhe burimet dhe kufizimet.
\nKontrolli b\u00ebhet n\u00eb m\u00ebnyr\u00eb q\u00eb detyra t\u00eb zgjidhet me sakt\u00ebsi.
\nQasja simbiotike n\u00ebnkupton l\u00ebnien e nj\u00eb pjes\u00eb t\u00eb p\u00ebrgjegj\u00ebsis\u00eb (madje, m\u00eb t\u00eb madhe) p\u00ebr zgjidhjen e detyr\u00ebs te personi q\u00eb e ka vendosur at\u00eb.
\nQasja parazite \u00ebsht\u00eb e nd\u00ebrlikuar dhe e zgjuar, por e thjesht\u00eb n\u00eb zbatim. Prandaj, ajo ndodhet shpesh.
\nDetyra vendoset n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb mos jet\u00eb e qart\u00eb fare. Sa m\u00eb pak e qart\u00eb, aq m\u00eb mir\u00eb.
\nKontrolli, preferohet, t\u00eb mos b\u00ebhet fare.
\nNuk ka asnj\u00eb p\u00ebrgjegj\u00ebsi te personi q\u00eb vendos detyr\u00ebn, e gjith\u00eb \u2018majmuni\u2019 transferohet te ekzekutori.
\nQ\u00ebllimi i qasjes parazite: manipulim, egoiz\u00ebm, vet\u00ebaffirmim. Prandaj, ajo ndodh shpesh n\u00eb pun\u00ebn e mentor\u00ebve me punonj\u00ebsit fillestar\u00eb.
\nSigurisht, \u00ebsht\u00eb m\u00eb mir\u00eb qasja simbiotike.<\/p>\n

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

Masa vs Iluzionet<\/h4>\n

\nN\u00ebse e vler\u00ebsoni procesin dhe rezultatet e aktivitetit tuaj pa masa, do t\u00eb gaboni gjithmon\u00eb.
\nVler\u00ebsimi pa numra varet nga humorin. Nj\u00eb humor i keq do t\u00eb duket se po punoni keq. Nj\u00eb humor i mir\u00eb \u2014 p\u00ebrkundrazi.
\nK\u00ebshtu mund t\u00eb kaloni nj\u00eb jav\u00eb duke punuar keq, dhe t\u00eb premten t\u00eb paraqisni nj\u00eb rezultat, dhe do t\u00eb duket sikur e gjith\u00eb java ka kaluar mir\u00eb.
\nPraktikisht, ekzistojn\u00eb dy lloje metrikesh: sasiore dhe alternative (m\u00eb t\u00eb njohura p\u00ebr programuesit si Boolean).
\n\"Detyra \u00ebsht\u00eb p\u00ebrfunduar n\u00eb koh\u00eb\" \u2014 kjo \u00ebsht\u00eb Boolean. \u00cbsht\u00eb e nj\u00ebjta gj\u00eb si \"Pjesa \u00ebsht\u00eb e p\u00ebrshtatshme\" (nj\u00eb shenj\u00eb alternative cil\u00ebsie, kur nuk mund t\u00eb matet me numra).
\n\"Ne punojm\u00eb mir\u00eb\", \"Ne realizojm\u00eb planin\", \"Un\u00eb jam i mir\u00eb\" \u2014 gjithashtu Boolean.
\n\u00cbsht\u00eb e komplikuar t\u00eb nd\u00ebrtohet nj\u00eb proces menaxhimi mbi vler\u00ebsimet e tipit Boolean. Rekomandohet q\u00eb sa m\u00eb shpejt t\u00eb kaloni n\u00eb metrike sasiore.
\nBoolean \u00e7on n\u00eb burokraci dhe formaliz\u00ebm. P\u00ebr shembull, arritja e detyrave n\u00eb koh\u00eb mund t\u00eb realizohet duke zgjeruar afatet, duke shpikur detyra p\u00ebr veten, duke kryer IBD.
\nP\u00ebr t\u00eb menaxhuar n\u00eb baz\u00eb t\u00eb treguesve Boolean, duhet t\u00eb harxhoni shum\u00eb koh\u00eb \u2014 n\u00eb takime, analiza, etj. Sepse informacioni \u00ebsht\u00eb shum\u00eb i pak\u00ebt.
\nRekomandohet t\u00eb matni si procesin ashtu edhe rezultatin. K\u00ebshtu, pasqyra do t\u00eb jet\u00eb m\u00eb e plot\u00eb.
\nP\u00ebr programuesit rekomandohet metoda \"Planifikimi i Pokerit\" nga Scrum.<\/p>\n

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

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

\nSupozoni se ju jeni nj\u00eb programues dhe ju \u00ebsht\u00eb dh\u00ebn\u00eb nj\u00eb detyr\u00eb serioze. Dhe ju mendoni se nuk duhet ta zgjidhni at\u00eb \u2014 \u00ebsht\u00eb e marr\u00ebzishme, e d\u00ebmshme.
\nNj\u00eb sjellje tipike n\u00eb nj\u00eb situat\u00eb t\u00eb till\u00eb: ta nxirrni detyr\u00ebn n\u00eb nj\u00eb hap\u00ebsir\u00eb publike. T\u00eb d\u00ebrgoni p\u00ebr miratim te shefi, t\u00eb nisni nj\u00eb projekt t\u00eb brendsh\u00ebm, ta regjistroni n\u00eb sistem, etj.
\nN\u00eb k\u00ebt\u00eb pik\u00eb, gjith\u00e7ka d\u00ebmtohet. Njeriu q\u00eb solli detyr\u00ebn, nuk d\u00ebshiron q\u00eb t\u00eb mendohet se \u00ebsht\u00eb budalla. Dhe pasi ka dal\u00eb n\u00eb hap\u00ebsir\u00eb publike, ai do t\u00eb mbrohet.
\nI r\u00ebnd\u00ebsish\u00ebm p\u00ebr njeriun \u00ebsht\u00eb t\u00eb mos humbas\u00eb fytyr\u00ebn, n\u00eb kuptimin politik. E r\u00ebnd\u00ebsishme n\u00eb politik\u00eb \u00ebsht\u00eb \u2014 kurr\u00eb t\u00eb mos e pranosh gabimin t\u00ebnd. Mund t\u00eb mos b\u00ebsh asgj\u00eb, por e r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb t\u00eb mos kesh gabime t\u00eb pranuara.
\nNjeriu do t\u00eb p\u00ebrdor\u00eb t\u00eb gjitha forcat p\u00ebr t\u00eb provuar se programuesi \u00ebsht\u00eb nj\u00eb i lig, idiot, armik i ndryshimeve. Dhe programuesi do t\u00eb duhet ta zgjidh\u00eb detyr\u00ebn n\u00eb \u00e7do rast.
\nN\u00eb disa raste, njeriu do ta organizoj\u00eb gjith\u00e7ka q\u00eb programuesi t\u00eb mos e zgjidh\u00eb fare detyr\u00ebn. At\u00ebher\u00eb njeriu do t\u00eb jet\u00eb \u2018i bardh\u00eb\u2019, nd\u00ebrsa programuesi do t\u00eb jet\u00eb krejt\u00ebsisht \u2018i zi\u2019 (edhe ka rezistuar, edhe n\u00eb fund nuk e ka p\u00ebrmbushur).
\nKa disa zgjidhje.
\nE para \u2014 t\u00eb b\u00ebheni programues biznesi, t\u00eb kuptoni fushat e lidhura dhe vet\u00eb t\u00eb p\u00ebrcaktoni se \u00e7far\u00eb dhe si duhet automatizuar.
\nE dyta \u2014 t\u00eb b\u00ebni nj\u00eb artikull si Kryetar i ndryshimeve. P\u00ebr shembull, drejtor zhvillimi.
\nE treta \u2014 mos u shfaqni dhe thjesht b\u00ebni at\u00eb q\u00eb thon\u00eb.
\nE kat\u00ebrta \u2014 Rruga e Spart\u00ebs, nj\u00eb seleksionim i shpejt\u00eb i zgjidhjeve. M\u00eb i njohur si d\u00ebshtoni shpejt, d\u00ebshtoni lir\u00eb (fail fast, fail cheap).
\nE r\u00ebnd\u00ebsishmja \u2014 t\u00eb mos shkoni n\u00eb publik. T'i thoni njeriut \u2014 le t\u00eb mos humbim shum\u00eb koh\u00eb, t\u00eb b\u00ebjm\u00eb nj\u00eb prototip dhe t\u00eb shohim n\u00ebse zgjidhja \u00ebsht\u00eb e jetueshme apo jo.
\nPrototipi do t\u00eb marr\u00eb pak koh\u00eb. N\u00eb rast suksesi, t\u00eb dy do t\u00eb fitojn\u00eb \u2014 nj\u00eb zgjidhje t\u00eb mir\u00eb dhe pik\u00eb 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

Surogatet<\/h4>\n

\nBiznesi nuk e do 1C dhe produktet e saj, zhvilluesit web, SMK, kontabilitetin, ekonomist\u00ebt, projektet e zhvillimit, Scrum, TOS, kontrollet, KPI-t\u00eb dhe sistemet e motivimit.
\nBiznesi favorizon rritjen e fitimeve p\u00ebrmes automatizimit, rritjen e qarkullimit nga promovimi n\u00eb internet, p\u00ebrmir\u00ebsimin e cil\u00ebsis\u00eb s\u00eb produkteve, nj\u00eb pamje t\u00eb thjesht\u00eb dhe t\u00eb qart\u00eb t\u00eb bizneseve p\u00ebrmes numrave, parashikime p\u00ebr gjendjen e kompanis\u00eb, nj\u00eb rritje t\u00eb v\u00ebrtet\u00eb t\u00eb efikasitetit, p\u00ebrshpejtimin e realizimit t\u00eb projekteve me 2-4 her\u00eb, nj\u00eb rritje t\u00eb konsiderueshme t\u00eb fitimeve dhe nj\u00eb reduktim t\u00eb inventar\u00ebve, nj\u00eb sistem t\u00eb sakt\u00eb menaxhimi, nj\u00eb sistem t\u00eb qart\u00eb dhe t\u00eb kuptuesh\u00ebm p\u00ebr vler\u00ebsimin e gjendjes n\u00eb biznes, nj\u00eb sistem vler\u00ebsimi t\u00eb pun\u00ebs q\u00eb lejon shkarkimin e gjysm\u00ebs s\u00eb menaxher\u00ebve.
\nBiznesi d\u00ebshiron t\u00eb arrij\u00eb q\u00ebllimet e tij. Biznesi nuk do surrogatet.
\nSurrogat \u00ebsht\u00eb kur k\u00ebrkohet arritja e nj\u00eb q\u00ebllimi biznesi, por merrni nj\u00eb projekt automatizimi, nj\u00eb faqe interneti, nj\u00eb hell t\u00eb dokumenteve, nj\u00eb staf t\u00eb paqart\u00eb ose raporte t\u00eb pakuptueshme.
\nSurrogat \u00ebsht\u00eb kur q\u00ebllimi z\u00ebvend\u00ebsohet n\u00eb rrug\u00eb me mjetin p\u00ebr ta arritur. Nd\u00ebrsa p\u00ebr q\u00ebllimin, t\u00eb gjith\u00eb harrojn\u00eb.
\nProdhimi i surrogat\u00ebve mb\u00ebshtetet n\u00eb tre shtylla: formalizmi, gradualizmi dhe garantimi i rrethit.
\nFormalizmi \u00ebsht\u00eb transferimi i q\u00ebllimeve n\u00eb let\u00ebr me dekompozim. N\u00eb thelb, \u00ebsht\u00eb zhvendosja e fokusit nga nj\u00eb q\u00ebllim t\u00eb madh n\u00eb detaje t\u00eb vogla. Askush nuk e mban mend q\u00ebllimin \u2014 t\u00eb gjith\u00eb diskutojn\u00eb detajet.
\nGradualizmi \u00ebsht\u00eb nj\u00eb shpejt\u00ebsi e ul\u00ebt kalimi nga q\u00ebllimet n\u00eb mjete. N\u00eb fillim, q\u00ebllimi shpesh diskutohet ende. Por gradualisht, hap pas hapi, p\u00ebrmendet gjithnj\u00eb e m\u00eb pak. Derisa porosit\u00ebsi ta harroj\u00eb at\u00eb, duke u zhytur n\u00eb detaje.
\nRrethimi \u00ebsht\u00eb n\u00eb at\u00eb q\u00eb t\u00eb gjith\u00eb kontraktuesit veprojn\u00eb n\u00eb nj\u00eb m\u00ebnyr\u00eb t\u00eb ngjashme. Nuk ka asnj\u00eb automatizues q\u00eb v\u00ebrtet rrit fitimin. Prandaj, porosit\u00ebsi nuk ka v\u00ebrtet shum\u00eb mund\u00ebsi.
\n\u00c7far\u00eb t\u00eb b\u00ebjm\u00eb?
\nT\u00eb shmangim surrogat\u00ebt dhe hapat e par\u00eb n\u00eb rrug\u00ebn e krijimit t\u00eb tyre: formalizmi. T\u00eb pakt\u00ebn n\u00eb projektet e brendshme. Vendosni nj\u00eb q\u00ebllim dhe flisni vazhdimisht me ekzekutuesin p\u00ebr t\u00eb. Po ashtu edhe p\u00ebr shkall\u00ebt, burimet, planet etj. Por m\u00eb kryesorja \u2014 p\u00ebr q\u00ebllimin.
\nN\u00eb t\u00eb kund\u00ebrt, fokusi do t\u00eb zhvendosej patjet\u00ebr dhe do t\u00eb merrni nj\u00eb tjet\u00ebr surrogat.<\/p>\n

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

Vladimir Klicko<\/h4>\n

\nKa nj\u00eb boksier \u2014 Vladimir Klicko. Ai ka nj\u00eb ve\u00e7ori \u2014 p\u00ebrdorimin e vazhduesh\u00ebm t\u00eb gjebit. Pra, m\u00eb t\u00eb vazhduesh\u00ebm se boksier\u00ebt e tjer\u00eb.
\nGjebit vazhdimisht mban kund\u00ebrshtarin n\u00ebn tension, e rraskapiti.
\nKarakteristikat kryesore t\u00eb gjebit t\u00eb Klicko: thjesht\u00ebsia e ekzekutimit (relativisht, natyrisht) dhe vazhdim\u00ebsia.
\nShum\u00eb autor\u00eb flasin p\u00ebr faktin se veprime t\u00eb thjeshta, t\u00eb vazhdueshme dhe t\u00eb dobishme 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 t\u00eb regjistruar \u2014 cilat detyra kam realizuar sot.
\nIshte n\u00eb fabrik\u00eb. I realizoja detyrat n\u00eb drek\u00eb (nuk ha drek\u00eb), dmth 1 or\u00eb n\u00eb dit\u00eb. B\u00ebja at\u00eb q\u00eb t\u00eb tjer\u00ebt nuk e b\u00ebnin (thuhen se kjo \u00e7on n\u00eb sukses).
\nKonfigurova verifikimet e sistemit vet\u00eb-m\u00ebsues, mendova ide p\u00ebr zhvillim, realizova ide t\u00eb tjera p\u00ebr zhvillim, konfigurova detyrat automatike, rifillova dhe optimizova kodin.
\n\u00c7do dit\u00eb \u2014 \u00e7far\u00ebdo detyre nga ky list\u00eb. E realizova nj\u00eb detyr\u00eb \u2014 super pun\u00eb. Mund t\u00eb b\u00ebj disa.
\nAktivitetet i mbajta p\u00ebr 3 muaj. Gjat\u00eb k\u00ebsaj kohe realizova 30 verifikime, mendova 200 ide, realizova 80 ide t\u00eb tjera, nd\u00ebrtova procese automatizimi p\u00ebr dy departamente, b\u00ebra tri optimizime t\u00eb shk\u00eblqyera.
\nE bukur, \u00e7far\u00eb. Kjo \u00ebsht\u00eb \"nd\u00ebrkoh\u00eb\". T\u00eb gjith\u00ebve ia rekomandoj.<\/p>\n

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

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

\nMe termin \u00abScrum\u00bb p\u00ebrshkruhen t\u00eb pakt\u00ebn dy entitete: filozofia dhe framework-u.
\nFilozofia, ose qasja ndaj pun\u00ebs, \u00ebsht\u00eb e p\u00ebrshkruar n\u00eb librin e Jeff Sutherland.
\nFramework-u, dmth algoritmi i veprimeve, \u00ebsht\u00eb i p\u00ebrshkruar n\u00eb dokumentin e titulluar Scrum Guide.
\nFilozofia u shnd\u00ebrrua n\u00eb nj\u00eb korniz\u00eb sepse autor\u00ebt e filozofis\u00eb donin t\u00eb fitonin para nga ajo (p\u00ebr t\u00eb th\u00ebn\u00eb n\u00eb fjal\u00ebt e tyre).
\nKorniza \u00ebsht\u00eb shum\u00eb m\u00eb e thjesht\u00eb krahasuar me filozofin\u00eb. E r\u00ebnd\u00ebsishmja \u00ebsht\u00eb se \u00ebsht\u00eb e thjesht\u00ebzuar, dhe sakt\u00ebsisht, q\u00ebllimi \u00ebsht\u00eb hequr.
\nQ\u00ebllimi i filozofis\u00eb: p\u00ebrshpejtimi i arritjes s\u00eb rezultateve. Madje, disa her\u00eb m\u00eb shum\u00eb. N\u00eb lib\u00ebr ka shembuj t\u00eb nj\u00eb p\u00ebrshpejtimi deri n\u00eb 8 her\u00eb.
\nQ\u00ebllimi i korniz\u00ebs: q\u00eb ju t\u00eb keni Scrum. Aty shkruhet: N\u00ebse veproni sipas udh\u00ebzimeve \u2014 keni Scrum, n\u00ebse shkelni udh\u00ebzimin \u2014 nuk keni Scrum.
\nKorniza nuk parashikon p\u00ebrshpejtimin e arritjes s\u00eb rezultateve, fare.
\nNjer\u00ebzit q\u00eb i japin m\u00ebsim ose implementojn\u00eb Scrum punojn\u00eb me korniz\u00ebn. Ata tregojn\u00eb dhe implementojn\u00eb nj\u00eb algoritem q\u00eb nuk \u00e7on n\u00eb asnj\u00eb rezultat, p\u00ebrve\u00e7 'tani kemi Scrum'.
\nThelbi \u00ebsht\u00eb i qart\u00eb. T\u00eb shes\u00ebsh filozofi \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 'paketimin'. Ajo \u00ebsht\u00eb e thjesht\u00eb, e kuptueshme, ka mb\u00ebshtetje dhe shum\u00eb specialist\u00eb. A nuk ju kujton di\u00e7ka?
\nT\u00eb gjitha jan\u00eb mir\u00eb, p\u00ebrve\u00e7 rezultateve \u2014 ato nuk ekzistojn\u00eb.
\nN\u00ebse klienti nuk \u00ebsht\u00eb i njohur me filozofin\u00eb e Scrum, at\u00ebher\u00eb implementimi i korniz\u00ebs do ta k\u00ebnaq\u00eb at\u00eb.
\nN\u00ebse klienti \u00ebsht\u00eb i njohur me filozofin\u00eb Scrum, ai do t\u00eb p\u00ebrjetoj\u00eb zhg\u00ebnjim nga implementimi i k\u00ebtij framework-u \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 Scrum. Ajo bazohet n\u00eb filozofin\u00eb japoneze t\u00eb menaxhimit t\u00eb cil\u00ebsis\u00eb, e cila ka si thelb: matjet dhe p\u00ebrmir\u00ebsimet e pafundme.
\nFatkeq\u00ebsisht, aty duhet t\u00eb mendosh shum\u00eb, t\u00eb eksperimentosh, t\u00eb v\u00ebsh re dhe, p\u00ebr fat t\u00eb keq, t\u00eb punosh. N\u00ebse kjo nuk i 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":"

\u041d\u0435\u0434\u0430\u0432\u043d\u043e, \u0441\u043e\u0432\u0435\u0440\u0448\u0435\u043d\u043d\u043e \u0441\u043b\u0443\u0447\u0430\u0439\u043d\u043e, \u0441 \u043f\u043e\u0434\u0430\u0447\u0438 \u043e\u0434\u043d\u043e\u0433\u043e \u0445\u043e\u0440\u043e\u0448\u0435\u0433\u043e \u0447\u0435\u043b\u043e\u0432\u0435\u043a\u0430, \u0440\u043e\u0434\u0438\u043b\u0430\u0441\u044c \u0438\u0434\u0435\u044f \u2014 \u043a \u043a\u0430\u0436\u0434\u043e\u0439 \u0441\u0442\u0430\u0442\u044c\u0435 \u043f\u0440\u0438\u043a\u043b\u0430\u0434\u044b\u0432\u0430\u0442\u044c \u043a\u0440\u0430\u0442\u043a\u043e\u0435 \u0441\u043e\u0434\u0435\u0440\u0436\u0430\u043d\u0438\u0435. \u041d\u0435 \u0430\u043d\u043d\u043e\u0442\u0430\u0446\u0438\u044e, \u043d\u0435 \u0437\u0430\u0432\u043b\u0435\u043a\u0430\u043b\u043e\u0432\u043a\u0443, \u0430 \u0438\u043c\u0435\u043d\u043d\u043e \u043a\u0440\u0430\u0442\u043a\u043e\u0435 \u0441\u043e\u0434\u0435\u0440\u0436\u0430\u043d\u0438\u0435. \u0422\u0430\u043a\u043e\u0435, \u0447\u0442\u043e\u0431\u044b \u043c\u043e\u0436\u043d\u043e \u0431\u044b\u043b\u043e \u0441\u0442\u0430\u0442\u044c\u044e \u043d\u0435 \u0447\u0438\u0442\u0430\u0442\u044c \u0432\u043e\u043e\u0431\u0449\u0435. \u042f \u043f\u043e\u043f\u0440\u043e\u0431\u043e\u0432\u0430\u043b, \u0438 \u043c\u043d\u0435 \u0436\u0443\u0442\u043a\u043e \u043f\u043e\u043d\u0440\u0430\u0432\u0438\u043b\u043e\u0441\u044c. \u041d\u043e \u044d\u0442\u043e \u043f\u043e\u0444\u0438\u0433 \u2014 \u0433\u043b\u0430\u0432\u043d\u043e\u0435, \u0447\u0442\u043e \u043f\u043e\u043d\u0440\u0430\u0432\u0438\u043b\u043e\u0441\u044c \u0447\u0438\u0442\u0430\u0442\u0435\u043b\u044f\u043c. \u041d\u0430\u0447\u0430\u043b\u0438 \u0432\u043e\u0437\u0432\u0440\u0430\u0449\u0430\u0442\u044c\u0441\u044f \u0442\u0435, \u043a\u0442\u043e \u0434\u0430\u0432\u043d\u043e \u043f\u0435\u0440\u0435\u0441\u0442\u0430\u043b \u0447\u0438\u0442\u0430\u0442\u044c, \u0437\u0430\u043a\u043b\u0435\u0439\u043c\u0438\u0432 […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-39339","post","type-post","status-publish","format-standard","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\n","aioseo_head_json":{"title":"\ud83e\udd47Shortrat e Belokamenecit | ProHoster","description":"Koh\u00ebt e fundit, krejt rast\u00ebsisht, nga nj\u00eb njeri i shk\u00eblqyer, lindi ideja \u2014 t\u00eb vendos\u00ebsh nj\u00eb p\u00ebrmbledhje t\u00eb shkurt\u00ebr p\u00ebr \u00e7do artikull. Jo nj\u00eb p\u00ebrmbledhje, jo nj\u00eb reklam\u00eb, por pik\u00ebrisht nj\u00eb p\u00ebrmbledhje t\u00eb shkurt\u00ebr. Nj\u00eb q\u00eb do t\u00eb mund\u00ebsonte q\u00eb artikulli t\u00eb mos lexohej fare. Un\u00eb provova, dhe m\u00eb p\u00eblqeu shum\u00eb. Por kjo \u00ebsht\u00eb p\u00ebr t\u00eb kaluar \u2014 e r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb iu p\u00eblqeu lexuesve. 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