{"id":41818,"date":"2020-02-16T20:46:08","date_gmt":"2020-02-16T17:46:08","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/sem-arhetipov-prevrashheniya-po-princzipam-devops"},"modified":"2020-02-16T20:46:08","modified_gmt":"2020-02-16T17:46:08","slug":"sem-arhetipov-prevrashheniya-po-princzipam-devops","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/sem-arhetipov-prevrashheniya-po-princzipam-devops","title":{"rendered":"Shtat\u00eb arketipe t\u00eb transformimit sipas parimeve t\u00eb DevOps","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Pyetja \"si t\u00eb implementoni DevOps\" \u00ebsht\u00eb e pranishme p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb, por materialet e mira nuk jan\u00eb kaq t\u00eb shumta. Ndonj\u00ebher\u00eb b\u00ebheni viktim\u00eb e reklamat t\u00eb konsultant\u00ebve jo shum\u00eb t\u00eb zgjuar, t\u00eb cil\u00ebt duan t\u00eb shesin koh\u00ebn e tyre, pa r\u00ebnd\u00ebsi sesi. Ndonj\u00ebher\u00eb, ato jan\u00eb fjal\u00eb q\u00eb nuk kuptohen, tep\u00ebr t\u00eb p\u00ebrgjithshme, p\u00ebr m\u00ebnyr\u00ebn se si anijet e mega-korporatave lundrojn\u00eb n\u00eb hap\u00ebsir\u00ebn e universit. Lind pyetja: dhe ne \u00e7far\u00eb p\u00ebrfitimi kemi nga kjo? Autori i nderuar, a mund t\u00eb formuloni idet\u00eb tuaja n\u00eb m\u00ebnyr\u00eb m\u00eb t\u00eb qart\u00eb n\u00eb nj\u00eb list\u00eb?<\/p>\n

E gjith\u00eb kjo ndodh p\u00ebr shkak se praktika e v\u00ebrtet\u00eb dhe kuptimi i rezultateve t\u00eb transformimeve kulturore t\u00eb kompanive nuk jan\u00eb akumuluar shum\u00eb. Ndryshimet n\u00eb kultur\u00eb jan\u00eb gj\u00ebra afatgjata, rezultatet e t\u00eb cilave nuk do t\u00eb shfaqen brenda nj\u00eb jave ose nj\u00eb muaji. Na nevojitet dikush mjaft i moshuar, q\u00eb ka par\u00eb se si jan\u00eb krijuar dhe shkat\u00ebrruar kompanit\u00eb p\u00ebr nj\u00eb periudh\u00eb t\u00eb gjat\u00eb.<\/p>\n

\"Shtat\u00eb
\n
\nJohn Willis<\/b> \u00ebsht\u00eb nj\u00eb nga baballar\u00ebt e DevOps. Pas tij q\u00ebndrojn\u00eb dhjet\u00ebra vite pune me nj\u00eb num\u00ebr t\u00eb madh kompanish. Koh\u00ebt e fundit, John ka filluar t\u00eb v\u00eb re disa modele specifike, t\u00eb cilat jan\u00eb t\u00eb pranishme n\u00eb pun\u00ebn me secil\u00ebn prej tyre. Duke p\u00ebrdorur k\u00ebto arketipe, John udh\u00ebzon kompanit\u00eb n\u00eb rrug\u00ebn e v\u00ebrtet\u00eb t\u00eb transformimit DevOps. M\u00eb shum\u00eb rreth k\u00ebtyre arketipeve - n\u00eb p\u00ebrkthimin e fjalimit t\u00eb tij nga konferenca DevOops 2018.
\n<\/a><\/noindex>
\n

\r\n \"Luaj\r\n
<\/div>\r\n <\/div><\/center><\/p>\n

Rreth fol\u00ebsit:<\/b><\/p>\n

M\u00eb shum\u00eb se 35 vjet n\u00eb menaxhimin e IT-s\u00eb, ka marr\u00eb pjes\u00eb n\u00eb krijimin e pararend\u00ebsit t\u00eb OpenCloud n\u00eb Canonical, ka kontribuar n\u00eb 10 startup-e, dy prej t\u00eb cilave i ka shitur Dell dhe Docker. Aktualisht \u00ebsht\u00eb N\u00ebnpresident i Praktikave DevOps dhe Digitale n\u00eb SJ Technologies.<\/p>\n

M\u00eb pas - nj\u00eb narracion nga perspektiva e John.<\/b><\/p>\n

M\u00eb quajn\u00eb John Willis, dhe m\u00eb leht\u00eb \u00ebsht\u00eb t\u00eb m\u00eb gjeni n\u00eb Twitter, @botchagalupe<\/a><\/noindex>. I nj\u00ebjti pseudonim m\u00eb p\u00ebrket edhe n\u00eb Gmail dhe GitHub. Nd\u00ebrsa n\u00eb k\u00ebt\u00eb lidhje<\/a><\/noindex> mund t\u00eb gjeni video regjistrimet e fjalimeve dhe prezantimeve t\u00eb mia.<\/p>\n

Kam kam shum\u00eb takime me CIO-t\u00eb e kompanive t\u00eb m\u00ebdha. Ata shpesh ankohet se nuk kuptojn\u00eb se \u00e7far\u00eb \u00ebsht\u00eb DevOps, dhe t\u00eb gjith\u00eb ata q\u00eb p\u00ebrpiqen ta shpjegojn\u00eb k\u00ebt\u00eb flasin p\u00ebr di\u00e7ka t\u00eb tyre. Nj\u00eb ankes\u00eb tjet\u00ebr e zakonshme \u00ebsht\u00eb q\u00eb DevOps nuk funksionon, megjith\u00ebse drejtor\u00ebt duket se b\u00ebjn\u00eb gjith\u00e7ka ashtu si\u00e7 iu \u00ebsht\u00eb shpjeguar. B\u00ebhet fjal\u00eb p\u00ebr kompani t\u00eb m\u00ebdha q\u00eb kan\u00eb mbi nj\u00ebqind vjet histori. Pas bisedave me ta, arrita n\u00eb p\u00ebrfundimin se p\u00ebr shum\u00eb probleme, zgjidhjet m\u00eb t\u00eb mir\u00eb jan\u00eb ato me teknologji m\u00eb t\u00eb ul\u00ebt. P\u00ebr disa jav\u00eb, thjesht bisedova me njer\u00ebz nga departamente t\u00eb ndryshme. Ajo q\u00eb shihni n\u00eb imazhin e par\u00eb n\u00eb postim \u00ebsht\u00eb projekti im m\u00eb i fundit, dhoma dukej k\u00ebshtu pas tre dit\u00ebve pune.<\/p>\n

\u00c7far\u00eb \u00ebsht\u00eb DevOps?<\/h2>\n

\nV\u00ebrtet, n\u00ebse pyet 10 persona t\u00eb ndrysh\u00ebm, ata do t\u00eb japin 10 p\u00ebrgjigje t\u00eb ndryshme. Por ja, \u00e7far\u00eb \u00ebsht\u00eb interesante: t\u00eb gjitha k\u00ebto dhjet\u00eb p\u00ebrgjigje do t\u00eb jen\u00eb t\u00eb sakta. Nuk ka asnj\u00eb p\u00ebrgjigje t\u00eb gabuar k\u00ebtu. Kam punuar thell\u00ebsisht me DevOps p\u00ebr rreth 10 vjet, isha amerikan i par\u00eb n\u00eb DevOpsDay t\u00eb par\u00eb. Nuk do t\u00eb thosha q\u00eb jam m\u00eb i zgjuar se t\u00eb gjith\u00eb ata q\u00eb merren me DevOps, por me siguri nuk ka askush tjet\u00ebr q\u00eb t\u00eb ket\u00eb shpenzuar kaq shum\u00eb energji p\u00ebr k\u00ebt\u00eb. Un\u00eb mendoj se DevOps ndodh kur bashkohen kapitali njer\u00ebzor dhe teknologjia. Shpesh harrojm\u00eb dimensionin njer\u00ebzor, megjith\u00ebse flasim shum\u00eb p\u00ebr lloje t\u00eb ndryshme kulturash. <\/p>\n

\"Shtat\u00eb
\n
\nTanime kemi shum\u00eb t\u00eb dh\u00ebna, pes\u00eb vjet hulumtime akademike, dhe teorit\u00eb e verifikuara n\u00eb shkall\u00eb industriale. K\u00ebto hulumtime na tregojn\u00eb se n\u00ebse n\u00eb kultur\u00ebn organizative bashkohen disa modele t\u00eb sjelljes, mund t\u00eb arrijm\u00eb nj\u00eb p\u00ebrshpejtim deri n\u00eb 2000 her\u00eb. Ky p\u00ebrshpejtim p\u00ebrputhet me nj\u00eb p\u00ebrmir\u00ebsim t\u00eb ngjash\u00ebm n\u00eb q\u00ebndrueshm\u00ebri. Ky \u00ebsht\u00eb nj\u00eb matje e sakt\u00eb e atij avantazhi q\u00eb DevOps mund t'i jap\u00eb \u00e7do kompanie. Para disa vitesh, i tregova p\u00ebr DevOps nj\u00eb CEO-je t\u00eb nj\u00eb kompanie nga lista Fortune 5000. Kur po p\u00ebrgatitesha p\u00ebr prezantimin, isha shum\u00eb nervoz, sepse m\u00eb duhej t\u00eb p\u00ebrmbledhja p\u00ebrvoj\u00ebn time shum\u00ebvje\u00e7are n\u00eb 5 minuta. <\/p>\n

N\u00eb fund i dha k\u00ebt\u00eb definim p\u00ebr DevOps<\/b>: \u00ebsht\u00eb nj\u00eb set praktikash dhe modelet q\u00eb lejojn\u00eb transformimin e kapitalit njer\u00ebzor n\u00eb kapital organizativ me performanc\u00eb t\u00eb lart\u00eb. Nj\u00eb shembull \u00ebsht\u00eb m\u00ebnyra se si Toyota ka funksionuar gjat\u00eb 50 apo 60 viteve t\u00eb fundit.<\/p>\n

\"Shtat\u00eb
\n
\n(K\u00ebtu dhe m\u00eb tej, k\u00ebto skema jan\u00eb dh\u00ebn\u00eb jo si materiale referuese, por si ilustruese. P\u00ebrmbajtja e tyre do t\u00eb ndryshoj\u00eb p\u00ebr \u00e7do kompani t\u00eb re. Megjithat\u00eb, mund t\u00eb shikohet ve\u00e7mas figura dhe t\u00eb zmadhohet) (n\u00eb k\u00ebt\u00eb lidhje.)<\/a><\/noindex><\/i><\/p>\n

Nj\u00eb nga praktikat m\u00eb t\u00eb suksesshme t\u00eb tilla \u00ebsht\u00eb hartimi i vler\u00ebs s\u00eb fluksit<\/b>. P\u00ebr k\u00ebt\u00eb jan\u00eb shkruar disa libra t\u00eb mir\u00eb, autori i atyre m\u00eb t\u00eb suksesshme \u00ebsht\u00eb Karen Martin. Por gjat\u00eb vitit t\u00eb fundit kam arritur n\u00eb p\u00ebrfundimin se ky qasje \u00ebsht\u00eb tep\u00ebr teknologjike. Pa dyshim, ajo ka shum\u00eb virtyte dhe un\u00eb e kam p\u00ebrdorur shpesh. Por kur CEO-ja t\u00eb pyet arsyen pse kompanit\u00eb e tij nuk mund ta nd\u00ebrronin drejtimin, \u00ebsht\u00eb ende her\u00ebt t\u00eb flasim p\u00ebr hartimin e vler\u00ebs s\u00eb fluksit. Ka shum\u00eb pyetje shum\u00eb m\u00eb thelb\u00ebsore, p\u00ebr t\u00eb cilat duhet t\u00eb gjejm\u00eb p\u00ebrgjigje paraprakisht. <\/p>\n

M\u00eb duket se gabimi i shum\u00eb koleg\u00ebve t\u00eb mi \u00ebsht\u00eb se thjesht u japin kompanive nj\u00eb udh\u00ebzues me pes\u00eb pika dhe m\u00eb pas kthehen pas gjasht\u00eb muajsh p\u00ebr t\u00eb par\u00eb se \u00e7far\u00eb ka ndodhur. Edhe nj\u00eb skem\u00eb e mir\u00eb si\u00e7 \u00ebsht\u00eb hartimi i vler\u00ebs s\u00eb fluksit ka, p\u00ebr t\u00eb th\u00ebn\u00eb ndryshe, zona t\u00eb verbra (blind spots). Pas qindra intervistave me drejtor\u00eb t\u00eb kompanive t\u00eb ndryshme kam zhvilluar nj\u00eb model t\u00eb caktuar q\u00eb lejon t\u00eb ndaj problemin n\u00eb p\u00ebrb\u00ebr\u00ebs dhe tani do t\u00eb diskutojm\u00eb rendin p\u00ebr \u00e7do p\u00ebrb\u00ebr\u00ebs t\u00eb k\u00ebtyre. Para se t\u00eb aplikoj ndonj\u00eb zgjidhje teknologjike, un\u00eb p\u00ebrdor k\u00ebt\u00eb model dhe p\u00ebrfundimisht muret e mia p\u00ebrfundojn\u00eb t\u00eb mbushura me skema. S\u00eb fundmi kam punuar me nj\u00eb fond t\u00eb p\u00ebrbashk\u00ebt dhe p\u00ebrfundimisht kam pasur 100-150 t\u00eb tilla skema.<\/p>\n

Kultura e keqe ha qasje t\u00eb mira p\u00ebr m\u00ebngjes.<\/h2>\n

\nMesazhi kryesor \u00ebsht\u00eb: asnj\u00eb Lean, Agile, SAFE dhe DevOps nuk do t\u00eb ndihmojn\u00eb n\u00ebse kultura e vet\u00eb organizat\u00ebs \u00ebsht\u00eb e keqe. \u00cbsht\u00eb si t\u00eb zhytesh n\u00eb thell\u00ebsi pa akuafangu ose t\u00eb operosh pa nj\u00eb foto me r\u00ebntgen. Me fjal\u00eb t\u00eb tjera, duke p\u00ebrcjell\u00eb Druckerin dhe Demingun: kultura e organizat\u00ebs s\u00eb keqe do t\u00eb konsumoj\u00eb \u00e7do sistem t\u00eb mir\u00eb dhe nuk do t\u00eb rrij\u00eb pa frym\u00eb. <\/p>\n

P\u00ebr t\u00eb zgjidhur k\u00ebt\u00eb problem kryesor, \u00ebsht\u00eb e nevojshme t\u00eb nd\u00ebrmerren hapat e m\u00ebposht\u00ebm:<\/p>\n

    \n
  1. B\u00ebni t\u00eb gjitha pun\u00ebt t\u00eb dukshme:<\/b> duhet t\u00eb b\u00ebni t\u00eb gjith\u00eb pun\u00ebn t\u00eb dukshme. Jo n\u00eb kuptimin q\u00eb ajo duhet patjeter t\u00eb shfaqet n\u00eb ndonj\u00eb ekran, por n\u00eb kuptim q\u00eb ajo duhet t\u00eb jet\u00eb e v\u00ebzhgueshme.<\/li>\n
  2. Konsolidoni sistemet e menaxhimit t\u00eb pun\u00ebs:<\/b> \u00ebsht\u00eb e nevojshme t\u00eb konsolidohen sistemet e menaxhimit. N\u00eb \u00e7\u00ebshtjen e njohurive \"fise\" dhe njohurive institucionale, n\u00eb 9 raste nga 10 ngushtica jan\u00eb njer\u00ebzit. N\u00eb lib\u00ebr \u00abPhoenix Project\u00bb<\/a><\/noindex> problemi ishte nj\u00eb person i vet\u00ebm, Brenti, p\u00ebr shkak t\u00eb s\u00eb cilit projekti u vonua p\u00ebr tri vjet. Dhe p\u00ebr k\u00ebt\u00eb lloj \"Brenti\" haset n\u00eb \u00e7do vend. P\u00ebr zgjidhjen e k\u00ebtyre ngushticave un\u00eb p\u00ebrdor dy pikat e m\u00ebposhtme n\u00eb list\u00ebn ton\u00eb. <\/li>\n
  3. Metodologjia e Teoris\u00eb s\u00eb Kufizimeve:<\/b> teoria e kufizimeve.<\/li>\n
  4. Hakat e bashk\u00ebpunimit:<\/b> hakat e bashk\u00ebpunimit. <\/li>\n
  5. Toyota Kata (Coaching Kata<\/a><\/noindex>):<\/b> n\u00eb lidhje me Toyota Kata nuk do flas shum\u00eb. N\u00ebse je i interesuar, n\u00eb GitHub-in tim ka prezantime<\/a><\/noindex> p\u00ebr pothuajse \u00e7do nj\u00eb nga k\u00ebto tema. <\/li>\n
  6. Organizata e Orientuar n\u00eb Treg:<\/b> organizata e orientuar n\u00eb treg.<\/li>\n
  7. Auditor\u00ebt shift-left:<\/b> auditi n\u00eb faza t\u00eb hershme t\u00eb ciklit.<\/li>\n<\/ol>\n

    \"Shtat\u00eb
    \n
    \nFilloj pun\u00ebn me organizat\u00ebn me nj\u00eb m\u00ebnyr\u00eb shum\u00eb t\u00eb thjesht\u00eb: shkoj n\u00eb kompanin\u00eb dhe bisedoj me punonj\u00ebsit. Si\u00e7 e shohim, nuk ka teknologji t\u00eb larta. E gjith\u00eb q\u00eb \u00ebsht\u00eb e nevojshme \u00ebsht\u00eb q\u00eb t\u00eb kem di\u00e7ka p\u00ebr t\u00eb shkruar. Un\u00eb mbledh disa ekipe n\u00eb nj\u00eb dhom\u00eb dhe analizoj at\u00eb q\u00eb m\u00eb thon\u00eb, nga k\u00ebndv\u00ebshtrimi i 7 arketipeve t\u00eb mi. Pastaj u jap atyre nj\u00eb marker dhe k\u00ebrkoj q\u00eb t\u00eb shkruajn\u00eb n\u00eb tablon\u00eb e bardh\u00eb gjith\u00e7ka q\u00eb deri m\u00eb tani kan\u00eb th\u00ebn\u00eb me z\u00eb t\u00eb lart\u00eb. Zakonisht n\u00eb takime t\u00eb tilla ka nj\u00eb person q\u00eb gjithmon\u00eb sh\u00ebnon, dhe n\u00eb rastin m\u00eb t\u00eb mir\u00eb ai arrin t\u00eb regjistroj\u00eb 10% t\u00eb diskutimit. Me metod\u00ebn time ky tregues arrin t\u00eb rritet deri diku 40%. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Pjes\u00ebrisht k\u00ebt\u00eb ilustrafik\u00eb mund     ta shikoni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    Qasja ime bazohet n\u00eb pun\u00ebn e William Schneider (William Schneider, The Reengineering Alternative<\/a><\/noindex>). N\u00eb thelb, ky qasje ka iden\u00eb se \u00e7do organizat\u00eb mund t\u00eb ndahet n\u00eb kat\u00ebr katror\u00eb. Kjo skem\u00eb zakonisht \u00ebsht\u00eb rezultati i pun\u00ebs me ato qindra skema t\u00eb tjera q\u00eb ndodhin gjat\u00eb analiz\u00ebs s\u00eb organizat\u00ebs. Le t\u00eb supozojm\u00eb se kemi nj\u00eb organizat\u00eb me nj\u00eb nivel t\u00eb lart\u00eb kontrolli, por me nj\u00eb kompetenc\u00eb t\u00eb ul\u00ebt. Kjo \u00ebsht\u00eb nj\u00eb variant jasht\u00ebzakonisht e pad\u00ebshiruar: kur t\u00eb gjith\u00eb p\u00ebrshkohen rrept\u00ebsisht, por askush nuk e di se \u00e7far\u00eb duhet t\u00eb b\u00ebj\u00eb. <\/p>\n

    Nj\u00eb variant disi m\u00eb i mir\u00eb me nj\u00eb nivel t\u00eb lart\u00eb t\u00eb kontrollit dhe kompetenc\u00ebs. N\u00ebse nj\u00eb kompani ka fitim, ndoshta DevOps nuk i nevojitet. M\u00eb interesante \u00ebsht\u00eb t\u00eb punosh me nj\u00eb kompani q\u00eb ka nj\u00eb nivel t\u00eb lart\u00eb kontrolli, kompetenc\u00eb t\u00eb ul\u00ebt dhe bashk\u00ebpunim, por me nj\u00eb nivel t\u00eb lart\u00eb kulture (cultivation). Kjo do t\u00eb thot\u00eb q\u00eb n\u00eb kompani ka shum\u00eb njer\u00ebz q\u00eb e p\u00eblqejn\u00eb at\u00eb pun\u00eb, dhe fluksi i punonj\u00ebsve \u00ebsht\u00eb i ul\u00ebt. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Pjes\u00ebrisht k\u00ebt\u00eb ilustrafik\u00eb mund     ta shikoni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    M\u00eb duket se metodat me rekomandime strikte p\u00ebrfundimisht pengojn\u00eb arritjen e s\u00eb v\u00ebrtet\u00ebs. N\u00eb ve\u00e7anti, n\u00eb mapimin e vler\u00ebs, ka shum\u00eb rregulla n\u00eb lidhje me m\u00ebnyr\u00ebn se si duhet t\u00eb strukturohet informacioni. N\u00eb fazat e hershme t\u00eb pun\u00ebs, p\u00ebr t\u00eb cilat po flas tani, k\u00ebto rregulla nuk i duhen askujt. N\u00ebse nj\u00eb person me nj\u00eb marker n\u00eb dor\u00eb p\u00ebrshkruan n\u00eb nj\u00eb tabel\u00eb situat\u00ebn reale n\u00eb kompani \u2014 ky \u00ebsht\u00eb m\u00ebnyra m\u00eb e mir\u00eb p\u00ebr t\u00eb kuptuar gjendjen. Ky informacion nuk i arrin drejtor\u00ebt. N\u00eb at\u00eb moment \u00ebsht\u00eb e trash\u00eb t\u00eb nd\u00ebrpres\u00ebsh dik\u00eb dhe t\u00eb thuash se ka vizatuar gabim ndonj\u00eb \u0441\u0442\u0440\u0435\u043b\u043a\u0430. N\u00eb k\u00ebt\u00eb faz\u00eb, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb p\u00ebrdoren rregulla t\u00eb thjeshta, p\u00ebr shembull: nj\u00eb abstraksion me shum\u00eb nivele mund t\u00eb krijohet thjesht duke p\u00ebrdorur markera me ngjyra. <\/p>\n

    Po e p\u00ebrs\u00ebris, asnj\u00eb teknologji e avancuar. Realiteti objektiv p\u00ebrshkruhet me nj\u00eb marker t\u00eb zi, si funksionon gjith\u00e7ka. Me marker t\u00eb kuq, njer\u00ebzit sh\u00ebnojn\u00eb se \u00e7far\u00eb nuk u p\u00eblqen atyre n\u00eb situat\u00ebn ekzistuese. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb ata ta shkruajn\u00eb k\u00ebt\u00eb, e jo un\u00eb. Kur pas mbledhjes shkoj te drejtori p\u00ebr teknologjit\u00eb informative, un\u00eb nuk ofroj nj\u00eb list\u00eb prej 10 gj\u00ebrash q\u00eb duhen rregulluar. Kam si synim t\u00eb gjej lidhje midis asaj q\u00eb thon\u00eb njer\u00ebzit nga kompania dhe modeleve ekzistuese t\u00eb verifikuara. S\u00eb fundmi, me marker t\u00eb bler\u00eb propozohen zgjidhje t\u00eb mundshme p\u00ebr problemin. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Pjes\u00ebrisht k\u00ebt\u00eb ilustrafik\u00eb mund     ta shikoni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    Nj\u00eb shembull i k\u00ebtij qasja tani \u00ebsht\u00eb p\u00ebrshkruar m\u00eb sip\u00ebr. N\u00eb fillim t\u00eb k\u00ebtij viti kam punuar me nj\u00eb bank\u00eb. Punonj\u00ebsit nga departamenti i siguris\u00eb ishin t\u00eb bindur se nuk duhej t\u00eb merrnin pjes\u00eb n\u00eb rishikimin e k\u00ebrkesave dhe t\u00eb dizajnit (design and requirement reviews). <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Pjes\u00ebrisht k\u00ebt\u00eb ilustrafik\u00eb mund     ta shikoni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    Pastaj fol\u00ebm me njer\u00ebz nga departamento t\u00eb tjera dhe zbuluam se diku 8 vjet m\u00eb par\u00eb, zhvilluesit e softuerit i kishin nxjerr\u00eb punonj\u00ebsit e siguris\u00eb, sepse ata ngadal\u00ebsonin pun\u00ebn. Pastaj kjo u shnd\u00ebrrua n\u00eb nj\u00eb ndalim q\u00eb perceptohej si nj\u00eb e v\u00ebrtet\u00eb e padiskutueshme. Megjithat\u00eb, n\u00eb t\u00eb v\u00ebrtet\u00eb, nuk kishte ndalim. <\/p>\n

    Takimi takimi p\u00ebrpjekjeve jan\u00eb shkuar, kompleksiteti na dha nj\u00eb pamje t\u00eb qart\u00eb: p\u00ebr rreth tri or\u00eb, pes\u00eb ekipe t\u00eb ndryshme nuk mund\u00ebn t\u00eb m\u00eb shpjegonin se \u00e7far\u00eb ndodhte midis kodit dhe nd\u00ebrtimit. Dhe kjo p\u00ebrkthehet n\u00eb di\u00e7ka q\u00eb do t\u00eb dukej m\u00eb e thjesht\u00eb. Shumica e konsulent\u00ebve DevOps supozojn\u00eb paraprakisht se kjo ka kaluar tashm\u00eb n\u00eb njohuri t\u00eb zakonshme. <\/p>\n

    M\u00eb pas, njeriu q\u00eb ishte p\u00ebrgjegj\u00ebs p\u00ebr rregullimin e IT (IT governance), i cili kishte heshtur p\u00ebr kat\u00ebr or\u00eb, papritur u gjall\u00ebrua kur arrit\u00ebm n\u00eb tem\u00ebn e tij dhe na zuri edhe p\u00ebr nj\u00eb periudh\u00eb t\u00eb gjat\u00eb. N\u00eb fund, e pyeta se \u00e7far\u00eb mendonte p\u00ebr takim dhe kurr\u00eb nuk do ta harroj p\u00ebrgjigjen e tij. Ai tha: \u00abM\u00eb par\u00eb mendoja se ne n\u00eb bank\u00ebn ton\u00eb kishim vet\u00ebm dy metoda p\u00ebr zhvillimin e softuerit, por tani e di se jan\u00eb pes\u00eb, dhe p\u00ebr tri nuk e dija fare\u00bb. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Pjes\u00ebrisht k\u00ebt\u00eb ilustrafik\u00eb mund     ta shikoni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    Takimi i fundit n\u00eb k\u00ebt\u00eb bank\u00eb ishte me ekipin q\u00eb punonte me softuer p\u00ebr investime. Sakt\u00ebsisht me ta u kuptua se \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb shkruajm\u00eb skemat me marker n\u00eb nj\u00eb let\u00ebr sesa n\u00eb nj\u00eb tablo, madje m\u00eb mir\u00eb sesa n\u00eb nj\u00eb smartboard. <\/p>\n

    \"Shtat\u00eb
    \n
    \nFotografit\u00eb q\u00eb po shihni jan\u00eb se si dukej salla e konferencave t\u00eb hotelit n\u00eb dit\u00ebn e kat\u00ebrt t\u00eb takimitt ton\u00eb. Dhe k\u00ebto skema i p\u00ebrdor\u00ebm p\u00ebr t\u00eb gjetur modele, dometh\u00ebn\u00eb arketipe. <\/p>\n

    Pra, po b\u00ebj pyetje p\u00ebr punonj\u00ebsit, ata i shkruajn\u00eb p\u00ebrgjigjet me markera t\u00eb tre ngjyrave (t\u00eb zeza, t\u00eb kuqe dhe blu). Un\u00eb i analizoj p\u00ebrgjigjet p\u00ebr arketipet. Tani le t\u00eb diskutojm\u00eb t\u00eb gjitha arketipet sipas rendit. <\/p>\n

    1. Make All Work Visible: B\u00ebni t\u00eb gjith\u00eb pun\u00ebn t\u00eb dukshme<\/h3>\n

    \nN\u00eb shumic\u00ebn e kompanive me t\u00eb cilat punoj, ka nj\u00eb p\u00ebrqindje shum\u00eb t\u00eb lart\u00eb t\u00eb pun\u00ebs s\u00eb panjohur. P.sh., kur nj\u00eb punonj\u00ebs i k\u00ebrkon nj\u00eb tjetri t\u00eb b\u00ebj\u00eb di\u00e7ka. N\u00eb organizatat e m\u00ebdha, mund t\u00eb ket\u00eb deri n\u00eb 60% pun\u00eb t\u00eb paplanifikuar. Dhe deri n\u00eb 40% e pun\u00ebs nuk dokumentohet aspak. N\u00ebse do t\u00eb ishte Boeing, nuk do t\u00eb flija ndonj\u00ebher\u00eb m\u00eb n\u00eb ndonj\u00eb avion t\u00eb tyre. N\u00ebse vet\u00ebm gjysma e pun\u00ebs dokumentohet, nuk dihet n\u00ebse kjo pun\u00eb p\u00ebrfundon si\u00e7 duhet apo jo. T\u00eb gjith\u00eb metodat e tjera rezultojn\u00eb t\u00eb jen\u00eb t\u00eb padobishme - nuk ka asnj\u00eb kuptim t\u00eb p\u00ebrpiqemi t\u00eb automatizojm\u00eb ndonj\u00eb gj\u00eb, sepse 50% e njohura mund t\u00eb jen\u00eb pjesa m\u00eb e organizuar dhe e qart\u00eb e pun\u00ebs, automatizimi i s\u00eb cil\u00ebs nuk do t\u00eb jap\u00eb rezultate t\u00eb m\u00ebdha, nd\u00ebrsa m\u00eb e k\u00ebqija do t\u00eb ndodhet n\u00eb gjysm\u00ebn e padukshme. Pa dokumentim \u00ebsht\u00eb e pamundur t\u00eb gjejm\u00eb \u00e7do lloj haku dhe pun\u00eb t\u00eb fshehur, nuk mund t\u00eb gjejm\u00eb ngushticat, ato \u00abMaking Work Visible\u00bb<\/a><\/noindex>. Ajo identifikon pes\u00eb \"rrjedhjet e koh\u00ebs\"<\/b> (thieves of time):<\/p>\n