{"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 arketipet e transformimit sipas parimeve DevOps","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Pyetja \"si t\u00eb implementojm\u00eb DevOps\" ka disa vite q\u00eb diskutohet, por materialet e mira jan\u00eb t\u00eb pakta. Ndonj\u00ebher\u00eb b\u00ebheni pre e reklamave t\u00eb k\u00ebshilltar\u00ebve jo aq t\u00eb men\u00e7ur, t\u00eb cil\u00ebt duan t\u00eb shesin koh\u00ebn e tyre, pa r\u00ebnd\u00ebsi si. Ndonj\u00ebher\u00eb, ato jan\u00eb fjal\u00eb t\u00eb paqarta dhe shum\u00eb t\u00eb p\u00ebrgjithshme p\u00ebr m\u00ebnyr\u00ebn se si anijet e megakorporatave udh\u00ebtojn\u00eb p\u00ebrmes hap\u00ebsir\u00ebs. Lind pyetja: \u00e7far\u00eb do t\u00eb fitojm\u00eb ne nga kjo? Autor i nderuar, mund t\u00eb sintetizoni idet\u00eb tuaja n\u00eb nj\u00eb list\u00eb t\u00eb qart\u00eb?<\/p>\n

I gjith\u00eb ky informacion vjen nga fakti se praktika reale dhe kuptimi i rezultateve t\u00eb transformimeve kulturore jan\u00eb akumuluar jo aq shum\u00eb. Ndryshimet n\u00eb kultur\u00eb jan\u00eb procese afatgjata, rezultatet e t\u00eb cilave nuk do shfaqen p\u00ebr nj\u00eb jav\u00eb e as nj\u00eb muaj. Na nevojitet dikush mjaft i vjet\u00ebr, i cili ka par\u00eb si jan\u00eb nd\u00ebrtuar dhe shkat\u00ebrruar kompanit\u00eb gjat\u00eb shum\u00eb viteve.<\/p>\n

\"Shtat\u00eb
\n
\nJohn Willis<\/b> \u2014 nj\u00eb nga baballar\u00ebt e DevOps. John ka qen\u00eb p\u00ebr shum\u00eb vite duke punuar me nj\u00eb num\u00ebr t\u00eb madh kompanish. Koh\u00ebt e fundit, ai ka filluar t\u00eb v\u00ebrej\u00eb modele specifike q\u00eb jan\u00eb t\u00eb pranishme n\u00eb pun\u00ebn me secil\u00ebn prej tyre. Duke p\u00ebrdorur k\u00ebto arketipa, John e udh\u00ebzon kompanit\u00eb n\u00eb rrug\u00ebn e duhur p\u00ebr transformimin DevOps. M\u00eb shum\u00eb rreth k\u00ebtyre arketipave mund t\u00eb gjeni n\u00eb p\u00ebrkthimin e fjalimit t\u00eb tij nga konference 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 IT, ka ndihmuar n\u00eb krijimin e paraardh\u00ebsit t\u00eb OpenCloud n\u00eb Canonical, ka marr\u00eb pjes\u00eb n\u00eb 10 startupe, dy prej t\u00eb cilave i shiti Dell dhe Docker. Tani \u00ebsht\u00eb Zv.president i DevOps dhe Praktikave Digjitale n\u00eb SJ Technologies.<\/p>\n

M\u00eb pas, nj\u00eb tregim nga k\u00ebndv\u00ebshtrimi i John.<\/b><\/p>\n

Un\u00eb quhem John Willis, dhe m\u00eb leht\u00eb mund t\u00eb m\u00eb gjeni n\u00eb Twitter, @botchagalupe<\/a><\/noindex>. Ky \u00ebsht\u00eb gjithashtu pseudonimi im n\u00eb Gmail dhe GitHub. Nd\u00ebrsa n\u00eb k\u00ebt\u00eb link<\/a><\/noindex> mund t\u00eb gjeni videot e fjalimeve t\u00eb mia dhe prezantimet e lidhura me to.<\/p>\n

Kam shum\u00eb takime me CIO t\u00eb kompanive t\u00eb m\u00ebdha. Ato shpesh ankohen se nuk kuptojn\u00eb se \u00e7far\u00eb \u00ebsht\u00eb DevOps, dhe \u00e7do kush q\u00eb p\u00ebrpiqet t'ua shpjegoj\u00eb, flet p\u00ebr di\u00e7ka tjet\u00ebr. Nj\u00eb ankes\u00eb tjet\u00ebr e zakonshme \u00ebsht\u00eb se DevOps nuk funksionon, ndon\u00ebse duket se drejtuesit po b\u00ebjn\u00eb gjith\u00e7ka si\u00e7 u \u00ebsht\u00eb shpjeguar. B\u00ebhet fjal\u00eb p\u00ebr kompani t\u00eb m\u00ebdha, t\u00eb cilat jan\u00eb mbi nj\u00ebqind vje\u00e7are. Pas bisedave me ta, arrita n\u00eb p\u00ebrfundimin se p\u00ebr shum\u00eb probleme, zgjidhjet m\u00eb t\u00eb mira nuk jan\u00eb teknologjit\u00eb e larta, por zgjidhje relativisht me teknologji 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 \u2014 \u00ebsht\u00eb projekti im m\u00eb i fundit, dhoma dukej k\u00ebshtu pas tre dit\u00ebsh pune.<\/p>\n

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

\nN\u00eb t\u00eb v\u00ebrtet\u00eb, n\u00ebse i k\u00ebrkon 10 persona t\u00eb ndrysh\u00ebm, ata do t\u00eb japin 10 p\u00ebrgjigje t\u00eb ndryshme. Por ja q\u00eb \u00ebsht\u00eb interesante: t\u00eb gjitha k\u00ebto dhjet\u00eb p\u00ebrgjigje do t\u00eb jen\u00eb t\u00eb sakta. Nuk ka p\u00ebrgjigje t\u00eb gabuara k\u00ebtu. Un\u00eb jam angazhuar thell\u00eb n\u00eb DevOps p\u00ebr rreth 10 vjet, isha amerikan i par\u00eb n\u00eb DevOpsDay t\u00eb par\u00eb. Nuk do t\u00eb thosha se jam m\u00eb i zgjuar se t\u00eb gjith\u00eb ata q\u00eb merren me DevOps, por nuk mendoj se ka ndonj\u00eb q\u00eb ka investuar aq shum\u00eb energji. Mendoj se DevOps ndodh kur bashkohen kapitali njer\u00ebzor dhe teknologjia. Shpesh e harrojm\u00eb dimensionin njer\u00ebzor, ndon\u00ebse flasim shum\u00eb p\u00ebr lloje t\u00eb ndryshme kulturash. <\/p>\n

\"Shtat\u00eb
\n
\nAktualisht, ne kemi shum\u00eb t\u00eb dh\u00ebna, pes\u00eb vjet hulumtime akademike, dhe verifikim teorish t\u00eb vendosur n\u00eb shkall\u00eb industriale. K\u00ebto hulumtime na tregojn\u00eb se: n\u00ebse n\u00eb kultur\u00ebn organizative kombinohen disa modele sjelljeje, mund t\u00eb arrihet nj\u00eb shpejt\u00ebsi 2000 her\u00eb m\u00eb t\u00eb lart\u00eb. Kjo shpejt\u00ebsi korrespondon me nj\u00eb p\u00ebrmir\u00ebsim t\u00eb ngjash\u00ebm n\u00eb q\u00ebndrueshm\u00ebri. Ky \u00ebsht\u00eb nj\u00eb mat\u00ebs kuantitativ i avantazhit q\u00eb DevOps mund t'i jap\u00eb \u00e7do kompanie. Disa vite m\u00eb par\u00eb, i tregova DevOps nj\u00eb direktori t\u00eb nj\u00eb kompanie n\u00eb list\u00ebn e Fortune 5000. Kur po p\u00ebrgatitesha p\u00ebr prezantimin, isha shum\u00eb i nervozuar sepse duhej t\u00eb paraqisja p\u00ebrvoj\u00ebn time t\u00eb shum\u00ebvje\u00e7are brenda 5 minutash. <\/p>\n

Si p\u00ebrfundim, un\u00eb ofrova k\u00ebt\u00eb p\u00ebrkufizim t\u00eb DevOps<\/b>: \u00ebsht\u00eb nj\u00eb grup praktikash dhe modeleve q\u00eb lejojn\u00eb shnd\u00ebrrimin 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 punon p\u00ebr 50 ose 60 vitet e fundit.<\/p>\n

\"Shtat\u00eb
\n
\n(K\u00ebtu dhe m\u00eb pas, 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, imazhin mund ta shihni ve\u00e7mas dhe ta zmadhojeni 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 rrjedh\u00ebs<\/b>. P\u00ebr k\u00ebt\u00eb jan\u00eb shkruar disa libra t\u00eb mir\u00eb, autori i m\u00eb t\u00eb suksessh\u00ebmve \u00ebsht\u00eb Karen Martin. Por gjat\u00eb vitit t\u00eb fundit kam arritur n\u00eb p\u00ebrfundimin se edhe ky qasje \u00ebsht\u00eb shum\u00eb teknologjike. Pa dyshim, ka shum\u00eb avantazhe, un\u00eb i kam p\u00ebrdorur ata shum\u00eb. Por kur CEO-i pyet se pse kompanis\u00eb s\u00eb tij nuk i p\u00eblqen t\u00eb kaloj\u00eb n\u00eb binar\u00eb t\u00eb rinj, \u00ebsht\u00eb ende her\u00ebt t\u00eb flasim p\u00ebr hartimin e vler\u00ebs s\u00eb rrjedh\u00ebs. Ka shum\u00eb pyetje thelb\u00ebsore, p\u00ebr t\u00eb cilat duhet t\u00eb gjejm\u00eb fillimisht p\u00ebrgjigje. <\/p>\n

Mendoj se gabimi i shum\u00eb koleg\u00ebve t\u00eb mi \u00ebsht\u00eb se ata thjesht i japin kompanis\u00eb nj\u00eb udh\u00ebzues me pes\u00eb pika dhe pastaj kthehen pas gjasht\u00eb muajsh p\u00ebr t\u00eb par\u00eb se \u00e7far\u00eb ndodhi. Edhe nj\u00eb skem\u00eb e mir\u00eb si\u00e7 \u00ebsht\u00eb hartimi i vler\u00ebs ka, t\u00eb themi, zona t\u00eb vdekur (blind spots). Pas qindra intervistash me drejtues t\u00eb kompanive t\u00eb ndryshme, kam zhvilluar nj\u00eb model t\u00eb caktuar q\u00eb leht\u00ebson ndarjen e problemit n\u00eb p\u00ebrb\u00ebr\u00ebs, dhe tani do t\u00eb diskutojm\u00eb radhazi \u00e7do nj\u00eb nga k\u00ebta p\u00ebrb\u00ebr\u00ebs. Para se t\u00eb zbatoj ndonj\u00eb zgjidhje teknologjike, un\u00eb p\u00ebrdor k\u00ebt\u00eb model, dhe si rezultat, t\u00eb gjitha muret e mia jan\u00eb mbushur me skema. S\u00eb fundmi, kam punuar me nj\u00eb fond t\u00eb p\u00ebrbashk\u00ebt, dhe n\u00eb fund kam pasur 100-150 t\u00eb tilla skema.<\/p>\n

Kultura e keqe g\u00ebrryen qasje t\u00eb mira p\u00ebr m\u00ebngjes.<\/h2>\n

\nMesazhi kryesor \u00ebsht\u00eb ky: asnj\u00eb Lean, Agile, SAFE dhe DevOps nuk do t\u00eb ndihmojn\u00eb, n\u00ebse kultura e organizat\u00ebs \u00ebsht\u00eb e keqe. Kjo \u00ebsht\u00eb nj\u00ebsoj si t\u00eb zhyt\u00ebsh p\u00ebt thell\u00ebsi pa nj\u00eb aparat respiratori ose t\u00eb operosh pa nj\u00eb \u0441\u043d\u0438\u043canje radiografike. N\u00eb t\u00eb tjera fjal\u00eb, duke e riparafrazuar Druckerin dhe Demingun: kultura e organizat\u00ebs s\u00eb keqe do t\u00eb g\u00eblltit\u00eb \u00e7do sistem t\u00eb mir\u00eb dhe nuk do t\u00eb kapet. <\/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 gjith\u00eb pun\u00ebn t\u00eb dukshme:<\/b> duhet t\u00eb b\u00ebhet e gjith\u00eb puna e dukshme. Jo n\u00eb kuptimin q\u00eb ajo duhet patjet\u00ebr t\u00eb shfaqet n\u00eb ndonj\u00eb ekran, por n\u00eb kuptimin 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 problemin e dijes \u00abtribale\u00bb dhe dijes institucionale, n\u00eb 9 raste nga 10 pika e ngadal\u00ebsimit jan\u00eb njer\u00ebzit. N\u00eb librin \u00abProjekti Phoenix\u00bb<\/a><\/noindex> problemi ishte te nj\u00eb person i vet\u00ebm, Brenti, i cili e \u00e7oi projektin n\u00eb vones\u00eb prej tre vitesh. Dhe tek k\u00ebta \u00abBrent\u00eb\u00bb hasem kudo. P\u00ebr t\u00eb shfuqizuar k\u00ebto ngadal\u00ebsime, un\u00eb p\u00ebrdor dy pik\u00eb 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 (Kata Trajnimi<\/a><\/noindex>):<\/b> n\u00eb lidhje me Toyota Kata nuk do t\u00eb flas shum\u00eb. N\u00ebse jeni t\u00eb 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 ndaj Tregut:<\/b> organizata e orientuar ndaj tregut.<\/li>\n
  7. Auditor\u00ebt e shift-it t\u00eb majt\u00eb:<\/b> auditi n\u00eb fazat e hershme t\u00eb ciklit.<\/li>\n<\/ol>\n

    \"Shtat\u00eb
    \n
    \nT\u00eb fillosh t\u00eb punosh me nj\u00eb organizat\u00eb \u00ebsht\u00eb shum\u00eb e thjesht\u00eb: shkoj n\u00eb kompani dhe bisedoj me punonj\u00ebsit. Si\u00e7 e shohim, nuk \u00ebsht\u00eb e nevojshme ndonj\u00eb teknologji e avancuar. E vetmja gj\u00eb q\u00eb k\u00ebrkohet \u00ebsht\u00eb nj\u00eb vend p\u00ebr t\u00eb shkruar. Grumbulloj disa ekipe n\u00eb nj\u00eb dhom\u00eb dhe analizoj at\u00eb q\u00eb ata m\u00eb thon\u00eb n\u00eb lidhje me 7 arketipet e mi. Pastaj, u jap atyre nj\u00eb marker dhe k\u00ebrkoj q\u00eb t\u00eb shkruajn\u00eb n\u00eb tabllo gjith\u00e7ka q\u00eb deri 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 e regjistron gjith\u00e7ka, dhe n\u00eb m\u00eb t\u00eb mir\u00ebn e rasteve arrin t\u00eb shkruaj\u00eb 10% t\u00eb diskutimit. Me metod\u00ebn time, ky tregues arrin deri n\u00eb 40%. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Separat k\u00ebt\u00eb ilustrim mund     ta shihni 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 t\u00eb qasjes \u00ebsht\u00eb mendimi se \u00e7do organizat\u00eb mund t\u00eb ndahen n\u00eb kat\u00ebr katror\u00eb. Ky skem\u00eb zakonisht \u00ebsht\u00eb rezultat i pun\u00ebs time me ato qindra skema t\u00eb tjera q\u00eb shfaqen 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. Ky \u00ebsht\u00eb nj\u00eb variant jasht\u00ebzakonisht i pad\u00ebshiruar: kur t\u00eb gjith\u00eb ecin sipas rregullave, por askush nuk e di se \u00e7far\u00eb duhet t\u00eb b\u00ebj\u00eb. <\/p>\n

    Pak m\u00eb mir\u00eb \u00ebsht\u00eb varianti me nivel t\u00eb lart\u00eb kontrolli dhe kompetence. N\u00ebse nj\u00eb kompani e till\u00eb ka fitim, ndoshta DevOps-i 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 nj\u00ebkoh\u00ebsisht nj\u00eb kultur\u00eb t\u00eb lart\u00eb (cultivation). Kjo do t\u00eb thot\u00eb se kompania ka shum\u00eb njer\u00ebz q\u00eb e p\u00eblqejn\u00eb t\u00eb punojn\u00eb aty, dhe shkalla e turnover-it t\u00eb fuqis\u00eb pun\u00ebtore \u00ebsht\u00eb e ul\u00ebt. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Separat k\u00ebt\u00eb ilustrim mund     ta shihni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    M\u00eb duket se metodat me rekomandime te rrepta n\u00eb fund t\u00eb fundit pengojn\u00eb arritjen e t\u00eb v\u00ebrtet\u00ebs. N\u00eb ve\u00e7anti, n\u00eb hartimin e fluxit t\u00eb vler\u00ebs ka shum\u00eb rregulla se si duhet strukturuar informacioni. N\u00eb fazat e hershme t\u00eb pun\u00ebs, p\u00ebr t\u00eb cilat po flas tani, k\u00ebto rregulla askujt nuk i nevojiten. N\u00ebse nj\u00eb person me nj\u00eb marker n\u00eb dor\u00eb p\u00ebrshkruan n\u00eb tabllo nj\u00eb situat\u00eb reale n\u00eb kompani, ky \u00ebsht\u00eb m\u00ebnyra m\u00eb e mir\u00eb p\u00ebr t\u00eb kuptuar situat\u00ebn. K\u00ebto informacione nuk arrijn\u00eb deri te drejtor\u00ebt. N\u00eb k\u00ebt\u00eb moment \u00ebsht\u00eb qesharake t\u00eb nd\u00ebrpres\u00ebsh nj\u00eb person dhe t\u00eb thuash se ai e ka vizatuar gabim nj\u00eb arrow. 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 marker\u00eb t\u00eb shum\u00ebngjyrsh\u00ebm. <\/p>\n

    Po e p\u00ebrs\u00ebris, asnj\u00eb teknologji e lart\u00eb. Me ngjyr\u00eb t\u00eb zez\u00eb paraqitet realiteti objektiv, sesi funksionon gjith\u00e7ka. Me ngjyr\u00eb t\u00eb kuqe, njer\u00ebzit sh\u00ebnojn\u00eb at\u00eb q\u00eb nuk u p\u00eblqen n\u00eb situat\u00ebn aktuale. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb ata e shkruajn\u00eb k\u00ebt\u00eb dhe jo un\u00eb. Kur pas mbledhjes shkoj te drejtori i teknologjive t\u00eb informacionit, nuk ofroj nj\u00eb list\u00eb prej 10 gj\u00ebrash q\u00eb duhen rregulluar. Synoj t\u00eb gjej lidhjet mes asaj q\u00eb thon\u00eb njer\u00ebzit nga kompanit\u00eb dhe modeleve ekzistuese t\u00eb provuara. Fundja, me ngjyr\u00eb t\u00eb blu sugjerohen zgjidhje t\u00eb mundshme p\u00ebr problemin. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Separat k\u00ebt\u00eb ilustrim mund     ta shihni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    Nj\u00eb shembull i k\u00ebtij qasjeje tani paraqitet 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 atje ishin t\u00eb bindur se nuk mund t\u00eb merrnin pjes\u00eb n\u00eb kontrollet e k\u00ebrkesave dhe projektimit. <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Separat k\u00ebt\u00eb ilustrim mund     ta shihni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    Pastaj biseduam me njer\u00ebzit nga departamente t\u00eb tjera dhe zbulova se diku 8 vjet m\u00eb par\u00eb zhvilluesit e softuerit p\u00ebrjashtuan punonj\u00ebsit e siguris\u00eb, sepse ata ngadal\u00ebsuan pun\u00ebn. Pastaj kjo u shnd\u00ebrrua n\u00eb nj\u00eb ndalim q\u00eb perceptohej si nj\u00eb fakt i vendosur. Megjithat\u00eb, n\u00eb t\u00eb v\u00ebrtet\u00eb nuk kishte ndalim. <\/p>\n

    Takimi yn\u00eb kaloi n\u00eb nj\u00eb rrjedh\u00eb shum\u00eb t\u00eb nd\u00ebrlikuar: p\u00ebr rreth tre or\u00eb pes\u00eb grupe t\u00eb ndryshme nuk mund\u00ebn t\u00eb m\u00eb shpjegonin se \u00e7far\u00eb ndodhte midis kodit dhe nd\u00ebrtimit. Dhe kjo, duksh\u00ebm, \u00ebsht\u00eb gj\u00ebja m\u00eb e thjesht\u00eb. Shumica e k\u00ebshilltar\u00ebve t\u00eb DevOps mendojn\u00eb paraprakisht se kjo \u00ebsht\u00eb di\u00e7ka e njohur p\u00ebr t\u00eb gjith\u00eb. <\/p>\n

    M\u00eb pas, njeriu q\u00eb p\u00ebrgjigjej p\u00ebr rregullimin e IT (IT governance), i cili kishte q\u00ebndruar n\u00eb heshtje p\u00ebr kat\u00ebr or\u00eb, papritmas u aktivizua kur arrit\u00ebm n\u00eb tem\u00ebn e tij dhe na mbajti p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb. N\u00eb fund e pyesa se \u00e7far\u00eb mendonte p\u00ebr takimin, dhe nuk do ta harroj kurr\u00eb p\u00ebrgjigjen e tij. Ai tha: \"M\u00eb par\u00eb mendoja se n\u00eb bank\u00ebn ton\u00eb kishte vet\u00ebm dy m\u00ebnyra p\u00ebr t\u00eb dor\u00ebzuar softin, nd\u00ebrsa tani e di se jan\u00eb plot pes\u00eb, dhe p\u00ebr tre nga to nuk kisha asnj\u00eb ide.\" <\/p>\n

    \"Shtat\u00eb
    \n
    \n(Separat k\u00ebt\u00eb ilustrim mund     ta shihni n\u00eb lidhje<\/a><\/noindex>)<\/i><\/p>\n

    Takimi fundit n\u00eb k\u00ebt\u00eb bank\u00eb ishte me ekipin q\u00eb merret me softin p\u00ebr investime. Atje u zbulua se \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb shkruash skemat me marker n\u00eb let\u00ebr sesa n\u00eb tabel\u00eb, dhe madje m\u00eb mir\u00eb sesa n\u00eb smartboard. <\/p>\n

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

    Pra ndaj un\u00eb b\u00ebj pyetje punonj\u00ebsve, ata regjistrojn\u00eb p\u00ebrgjigjet me tre ngjyra marker\u00ebsh (t\u00eb zez\u00eb, t\u00eb kuqe dhe blu). Un\u00eb i analizoj p\u00ebrgjigjet e tyre p\u00ebr arketipe. Tani le t\u00eb diskutojm\u00eb t\u00eb gjitha arketipat nj\u00eb p\u00ebr nj\u00eb. <\/p>\n

    1. B\u00ebni t\u00eb gjitha pun\u00ebt t\u00eb dukshme: B\u00ebni pun\u00ebn t\u00eb dukshme<\/h3>\n

    \nN\u00eb shumic\u00ebn e kompanive me t\u00eb cilat punoj, p\u00ebrqindja e pun\u00ebs s\u00eb paidentifikuar \u00ebsht\u00eb shum\u00eb e lart\u00eb. P\u00ebr shembull, kur nj\u00eb punonj\u00ebs i k\u00ebrkon nj\u00eb tjet\u00ebr 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 kurr\u00eb. N\u00ebse do t\u00eb isha te Boeing, nuk do t\u00eb ulesha kurr\u00eb m\u00eb n\u00eb avionin e tyre. N\u00ebse dokumentohet vet\u00ebm gjysma e pun\u00ebs, at\u00ebher\u00eb nuk dihet n\u00ebse kjo pun\u00eb po kryhet si\u00e7 duhet apo jo. T\u00eb gjitha metodat e tjera jan\u00eb t\u00eb pavlera \u2014 nuk ka kuptim t\u00eb p\u00ebrpiqesh t\u00eb automatizosh di\u00e7ka, sepse ato 50% t\u00eb njohura mund t\u00eb jen\u00eb pik\u00ebrisht ajo pjes\u00eb e pun\u00ebs q\u00eb punon m\u00eb mir\u00eb dhe m\u00eb qart\u00eb, automatizimi i s\u00eb cil\u00ebs nuk do t\u00eb jap\u00eb rezultate t\u00eb m\u00ebdha, nd\u00ebrsa gjith\u00e7ka m\u00eb e tmerrshme \u00ebsht\u00eb n\u00eb gjysm\u00ebn e padukshme. Pa dokumentacion, \u00ebsht\u00eb e pamundur t\u00eb gjesh \u00e7do lloj hacks dhe pun\u00ebn e fshehur, si dhe t\u00eb identifikosh ngushticat, ata 'Brent' q\u00eb kam p\u00ebrmendur m\u00eb her\u00ebt. Ka nj\u00eb lib\u00ebr t\u00eb shk\u00eblqyer nga Dominika De Grandis \u00abMaking Work Visible\u00bb<\/a><\/noindex>. Ajo identifikon pes\u00eb \"rrjedhje kohe\"<\/b> (thieves of time):<\/p>\n