<\/a><\/noindex><\/p>\nAi e imagjinonte veten si nj\u00eb njeri t\u00eb men\u00e7ur dhe vendosi t\u00eb gjej\u00eb nj\u00eb ni\u00e7\u00eb n\u00eb kompanin\u00eb ku punonte. Kjo ni\u00e7\u00eb duhej t\u00eb ishte ndonj\u00eb gj\u00eb e ve\u00e7ant\u00eb, q\u00eb s\u2018kishte askush tjet\u00ebr. Dhe shpresonte q\u00eb kompania do t\u00eb donte vet\u00eb ta paguante nj\u00eb person n\u00eb k\u00ebt\u00eb ni\u00e7\u00eb, pa qen\u00eb nevoja t\u00eb mashtronin ask\u00ebnd ose t\u00eb b\u00ebnin di\u00e7ka t\u00eb \u00e7uditshme. Duhej t\u00eb ishte objektiv: nj\u00eb njeri n\u00eb k\u00ebt\u00eb pozita duhet t\u00eb paguhej shum\u00eb.<\/p>\n
K\u00ebrkimet nuk zgjat\u00ebn shum\u00eb. N\u00eb kompanin\u00eb ku punonte ky djal\u00eb, kishte nj\u00eb ni\u00e7\u00eb krejt\u00ebsisht t\u00eb lir\u00eb, e cila mund t\u00eb quhej \"organizimi i proceseve t\u00eb biznesit\". N\u00eb \u00e7do kompani ka nj\u00eb mori problemesh. Gjithmon\u00eb ka di\u00e7ka q\u00eb nuk funksionon, dhe nuk ka ask\u00ebnd q\u00eb t\u00eb vij\u00eb dhe t\u00eb rregulloj\u00eb procesin e biznesit. Pra, ai vendosi t\u00eb provoj\u00eb veten si nj\u00eb specialist q\u00eb mund t\u00eb ndihmoj\u00eb pronarin t\u00eb zgjidh\u00eb problemet e tij n\u00eb proceset e biznesit.<\/p>\n
N\u00eb at\u00eb koh\u00eb, ai kishte punuar n\u00eb kompanin\u00eb p\u00ebr gjasht\u00eb muaj dhe merrte nj\u00eb pag\u00eb mesatare t\u00eb tregut. Nuk kishte \u00e7far\u00eb t\u00eb humbiste \u2013 ve\u00e7an\u00ebrisht, sepse nj\u00eb pun\u00eb t\u00eb till\u00eb ai mund ta gjej\u00eb brenda nj\u00eb jave. N\u00eb p\u00ebrgjith\u00ebsi, ai arsyetoi se nuk do t\u00eb ndodhte asgj\u00eb e tmerrshme n\u00ebse p\u00ebr ndonj\u00eb arsye nuk do t\u00eb arrinte dhe do ta pushonin nga puna.<\/p>\n
Ai u b\u00eb guximtar dhe shkoi te pronari. I ofroi atij t\u00eb p\u00ebrmir\u00ebsonte procesin m\u00eb problematik q\u00eb kishte n\u00eb biznes. N\u00eb at\u00eb koh\u00eb, ky ishte regjistrimi i depozitave. Tani, t\u00eb gjith\u00eb ata q\u00eb punojn\u00eb n\u00eb k\u00ebt\u00eb kompani, ndihen t\u00eb turp\u00ebruar kur kujtojn\u00eb ato probleme, por inventarizimet q\u00eb b\u00ebnin \u00e7do tremujor tregonin dallime midis sistemit t\u00eb llogaritjes dhe mbetjeve reale n\u00eb dhjet\u00ebra p\u00ebrqind. Si n\u00eb vler\u00eb ashtu dhe n\u00eb sasi, dhe n\u00eb sasin\u00eb e pozicioneve. Kjo ishte nj\u00eb katastrof\u00eb. Kompania kishte mbetje t\u00eb sakta n\u00eb sistemin e llogaritjes vet\u00ebm kat\u00ebr her\u00eb n\u00eb vit \u2013 dit\u00ebn pas inventarizimit. Ky proces djaloshi e shpuri n\u00eb rrug\u00eb t\u00eb rregullt.<\/p>\n
Djali ra dakord me pronarin se duhej t\u00eb zvog\u00eblonte p\u00ebrshtypjet sipas rezultateve t\u00eb inventarizimit me gjysm\u00ebn. Nd\u00ebrkoh\u00eb, pronari nuk kishte shum\u00eb p\u00ebr t\u00eb humbur, sepse deri te heroi yn\u00eb, p\u00ebrpjekjet p\u00ebr ta rregulluar k\u00ebt\u00eb kan\u00eb b\u00ebr\u00eb punonj\u00ebs t\u00eb ndrysh\u00ebm, dhe p\u00ebrgjith\u00ebsisht, ky detyr\u00eb konsiderohej pothuajse e pazgjidhshme. T\u00eb gjitha k\u00ebto e rrit\u00ebn interesin, sepse n\u00ebse gjith\u00e7ka do t\u00eb shkonte mir\u00eb, at\u00ebher\u00eb ai do t\u00eb b\u00ebhej automatikisht nj\u00eb njeri q\u00eb di si t\u00eb rregulloj\u00eb gj\u00ebrat dhe t\u00eb zgjidh\u00eb problemet e pazgjidhshme.<\/p>\n
Pra, para tij ishte nj\u00eb detyr\u00eb: brenda nj\u00eb viti t\u00eb zvog\u00eblonte dallimet sipas rezultateve t\u00eb inventarizimit me 2 her\u00eb. N\u00eb momentin kur filloi projekti, ai nuk e kishte iden\u00eb se si do ta arrinte k\u00ebt\u00eb, por e dinte se regjistrimi i depozitave \u00ebsht\u00eb nj\u00eb gj\u00eb e thjesht\u00eb, prandaj do t\u00eb mund t\u00eb b\u00ebnte di\u00e7ka t\u00eb dobishme. Sidomos, sepse t\u00eb zvog\u00eblonte dallimet nga dhjet\u00ebra p\u00ebrqind n\u00eb nj\u00eb dhjet\u00eb p\u00ebrqind \u2013 kjo, duket, nuk \u00ebsht\u00eb kaq e v\u00ebshtir\u00eb. T\u00eb gjith\u00eb ata q\u00eb kan\u00eb punuar n\u00eb fush\u00ebn e k\u00ebshillimit ose aktiviteteve t\u00eb ngjashme e din\u00eb se shumica e problemeve t\u00eb procesit zgjidhen p\u00ebrmes veprimeve mjaft t\u00eb thjeshta.<\/p>\n
Nga janari deri n\u00eb maj ai u p\u00ebrgatit, automatizoi disi, e rishkroi procesin e regjistrimit t\u00eb depozitave, ndryshoi fluxet e pun\u00ebs s\u00eb depozituesve, kontabilist\u00ebve dhe p\u00ebrmbi t\u00eb gjitha, riorganizoi sistemin, pa treguar asgj\u00eb dhe askujt. N\u00eb maj ai shp\u00ebrndau t\u00eb gjith\u00eb udh\u00ebzimet e reja, dhe pas inventarizimit t\u00eb par\u00eb t\u00eb vitit, filloi nj\u00eb jet\u00eb e re \u2013 puna sipas rregullave t\u00eb tij. P\u00ebr t\u00eb v\u00ebzhguar rezultatet, kompani filluan t\u00eb b\u00ebjn\u00eb inventarizime m\u00eb shpesh \u2013 \u00e7do dy muaj. Edhe rezultatet e para ishin pozitive, dhe deri n\u00eb fund t\u00eb vitit dallimet sipas rezultateve t\u00eb auditit ran\u00eb n\u00eb disa p\u00ebrqindje.<\/p>\n
Suksesi ishte kolosale, por nuk besohej n\u00eb q\u00ebndrueshm\u00ebrin\u00eb e tij. I nj\u00ebjti djal\u00eb kishte dyshime se rezultati do t\u00eb q\u00ebndronte n\u00ebse do t\u00eb largohej dhe do t\u00eb ndalte mbik\u00ebqyrjen e procesit. Megjithat\u00eb, rezultati ishte aty, dhe djali mori gjith\u00e7ka p\u00ebr t\u00eb cil\u00ebn kishte r\u00ebn\u00eb dakord me pronarin. M\u00eb pas, pas disa vitesh, q\u00ebndrueshm\u00ebria e rezultatit u konfirmua - p\u00ebr disa vite, devijimet u mbajt\u00ebn brenda 1%.<\/p>\n
At\u00ebher\u00eb ai vendosi t\u00eb p\u00ebrs\u00ebris\u00eb eksperimentin dhe i ofroi pronarit t\u00eb p\u00ebrmir\u00ebsonte nj\u00eb proces tjet\u00ebr problematik - furnizimin. Aty kishte mungesa q\u00eb nuk lejonin d\u00ebrgimin e volumit q\u00eb klient\u00ebt tan\u00eb d\u00ebshironin. R\u00ebn\u00eb dakord q\u00eb brenda nj\u00eb viti mungesat do t\u00eb reduktoheshin me gjysm\u00eb, dhe djali do t\u00eb realizonte edhe 10-15 projekte t\u00eb lidhura me 1C - p\u00ebr automatizimin e proceseve t\u00eb ndryshme t\u00eb biznesit dhe gj\u00ebra t\u00eb tjera.<\/p>\n
N\u00eb vitin e dyt\u00eb, gjith\u00e7ka u p\u00ebrfundua me sukses p\u00ebrs\u00ebri, mungesat u reduktuan m\u00eb shum\u00eb se 2 her\u00eb, t\u00eb gjitha projektet IT u p\u00ebrfunduan me sukses.<\/p>\n
Duke qen\u00eb se paga tashm\u00eb e plot\u00ebsonte t\u00eb gjitha k\u00ebrkesat e atij djali p\u00ebr dy vjet p\u00ebrpara, ai vendosi t\u00eb qet\u00ebsohet, t\u00eb relaksohet dhe t\u00eb q\u00ebndroj\u00eb n\u00eb nj\u00eb vend t\u00eb ngroht\u00eb dhe t\u00eb rehatsh\u00ebm, t\u00eb cilin e kishte krijuar vet\u00eb.<\/p>\n
\u00c7far\u00eb p\u00ebrfaq\u00ebsonte ajo? Formalisht, ai ishte drejtor IT. Por k\u00ebndv\u00ebshtrimi se kush ishte n\u00eb t\u00eb v\u00ebrtet\u00eb \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb kuptohet. Sepse \u00e7far\u00eb b\u00ebn nj\u00eb drejtor IT? Nj\u00eb zakon i zakonsh\u00ebm \u00ebsht\u00eb t\u00eb administroj\u00eb infrastruktur\u00ebn IT, t\u00eb drejtoj\u00eb administrator\u00ebt, t\u00eb implementoj\u00eb sistemin ERP, dhe t\u00eb marr\u00eb pjes\u00eb n\u00eb takime n\u00eb k\u00ebshillin e administrator\u00ebve.<\/p>\n
Por p\u00ebr k\u00ebt\u00eb djal\u00eb, nj\u00eb nga detyrat kryesore ishte t\u00eb merrte pjes\u00eb n\u00eb proceset e ndryshimeve dhe, kryesisht, t\u00eb gjeneronte, t\u00eb inicioj\u00eb k\u00ebto procese, t\u00eb k\u00ebrkonte dhe t\u00eb ofronte zgjidhje, t\u00eb aplikonte metoda t\u00eb reja menaxhimi, t\u00eb analizonte efikasitetin e funksioneve dhe nj\u00ebsive t\u00eb tjera, dhe, n\u00eb fund, t\u00eb merrte pjes\u00eb t\u00eb drejtp\u00ebrdrejt n\u00eb zhvillimin strategjik t\u00eb nd\u00ebrmarrjes, deri n\u00eb zhvillimin e vet strategjik t\u00eb t\u00eb gjith\u00eb kompanis\u00eb.<\/p>\n
I \u00ebsht\u00eb dh\u00ebn\u00eb nj\u00eb kart\u00eb blanche. Ai mund t\u00eb merrte pjes\u00eb n\u00eb cdo takim ku m\u00eb par\u00eb nuk kishte akses. Ai q\u00ebndronte atje me nj\u00eb bllok dhe shkruante di\u00e7ka, ose thjesht d\u00ebgjonte. Fliste rrall\u00eb. M\u00eb pas filloi t\u00eb luante me telefonin - pohonte se k\u00ebshtu ishte m\u00eb mir\u00eb p\u00ebr t\u00eb punuar memorie asociative.<\/p>\n
N\u00eb takime ai rrall\u00eb e jepte di\u00e7ka t\u00eb dobishme. Shkonte, mendonte, pastaj vinte nj\u00eb let\u00ebr - ose me kritika, ose me mendim, ose me propozime, ose me p\u00ebrshkrime t\u00eb zgjidhjeve q\u00eb tashm\u00eb kishte aplikuar.<\/p>\n
Por m\u00eb shpesh ai e organizonte vet\u00eb takimet. M\u00ebsonte p\u00ebr nj\u00eb problem, mendonte p\u00ebr zgjidhjet, p\u00ebrcaktonte pal\u00ebt e interesuara dhe i sillte t\u00eb gjith\u00eb n\u00eb sall\u00ebn e negociatave. Atje, si e dinte ai. E bindte, e motivonte, e provonte, e diskutoj\u00eb, e arrinte. <\/p>\n
P\u00ebrjoftas, ai konsiderohej si personi i tret\u00eb n\u00eb kompani, pas pronarit dhe drejtorit. Natyrisht, ai nervozonte shum\u00eb t\u00eb gjitha \"personat e kompanis\u00eb\", duke filluar nga numri 4. Sidomos p\u00ebr shkak t\u00eb xhinseve t\u00eb tij t\u00eb grisura dhe t-shirt-eve t\u00eb ndritshme, dhe gjithashtu p\u00ebr shkak t\u00eb koh\u00ebs s\u00eb pronarit.<\/p>\n
Pronari i kushtonte nj\u00eb or\u00eb \u00e7do dit\u00eb. \u00c7do dit\u00eb. Ata bisedonin, diskutonin probleme, zgjidhje, biznese t\u00eb reja, drejtime zhvillimi, tregues dhe efikasitet, zhvillim personal, libra, dhe thjesht - jet\u00eb.<\/p>\n
Por ky djal\u00eb ishte i \u00e7uditsh\u00ebm. Si\u00e7 duket - ulje dhe g\u00ebzim, jeta \u00ebsht\u00eb e suksesshme. Por jo. Ai vendosi t\u00eb reflektoj\u00eb.<\/p>\n
Iu b\u00eb kurioz: pse ai e kishte arritur suksesin, nd\u00ebrsa t\u00eb tjer\u00ebt jo? Pronari gjithashtu e inkurajonte: i thoshte se d\u00ebshiron q\u00eb t\u00eb tjer\u00ebt gjithashtu t\u00eb arrijn\u00eb sukses n\u00eb organizimin e gj\u00ebrave, sepse kishte shum\u00eb menaxher\u00eb, t\u00eb cil\u00ebt, zakonisht, merreshin me menaxhimin operativ dhe planifikimin strategjik, por praktikisht askush nuk merrej me ndryshime sistematike t\u00eb proceseve t\u00eb tyre. N\u00eb instruktoret e tyre t\u00eb pun\u00ebs, ndoshta \u00ebsht\u00eb shkruar se duhet t\u00eb p\u00ebrshpejtojn\u00eb procesin e tyre, t\u00eb rrisin efikasitetin e tij, por n\u00eb fakt, askush nuk merret me k\u00ebt\u00eb. Pse k\u00ebshtu? Edhe djali ishte kurioz t\u00eb dinte pse, dhe shkoi t\u00eb bisedonte me t\u00eb gjith\u00eb k\u00ebta menaxher\u00eb.<\/p>\n
Ai shkoi te z\u00ebvend\u00ebsi i drejtorit p\u00ebr cil\u00ebsin\u00eb dhe i propozoi t\u00eb implementonte karta kontrolli Shukhart, q\u00eb produkti t\u00eb ishte m\u00eb i mir\u00eb se ai japonez. Por rezultoi se kolegu nuk e dinte se \u00e7far\u00eb ishin kartat e kontrollit Shukhart, \u00e7far\u00eb ishte menaxhimi statistik i proceseve, dhe vet\u00ebm p\u00ebrmendte s\u00eb largu aplikimin e ciklit Deming n\u00eb menaxhimin e cil\u00ebsis\u00eb. E mir\u00eb...<\/p>\n
Ai shkoi te nj\u00eb tjet\u00ebr z\u00ebvend\u00ebs drejtor dhe propozi p\u00ebr t\u00eb implementuar kontrollin. Por as k\u00ebtu nuk gjeti mb\u00ebshtetje. M\u00eb von\u00eb, ai m\u00ebsoi p\u00ebr menaxhimin e kufijve (boundary management) dhe u ofroi t\u00eb gjith\u00ebve z\u00ebvend\u00ebs drejtor\u00ebve t\u00eb implementonin pjes\u00ebn sistematike t\u00eb k\u00ebsaj metode p\u00ebr t\u00eb p\u00ebrmir\u00ebsuar proceset. Por sa her\u00eb q\u00eb ai fliste, askush nuk d\u00ebshiron t\u00eb merrej seriozisht me \u00e7\u00ebshtjen. Ndoshta ata nuk ishin t\u00eb interesuar ose e gjet\u00ebn shum\u00eb t\u00eb komplikuar. Por, n\u00eb fakt, askush nuk e kuptoi.<\/p>\n
N\u00eb t\u00ebr\u00ebsi, ai tregoi gjith\u00e7ka q\u00eb dinte dhe aplikonte n\u00eb kompani. Por askush nuk e kuptoi. Ata ende nuk e kuptojn\u00eb pse, p\u00ebr shembull, gjith\u00e7ka u rregullua n\u00eb inventar, dhe si lidhet kjo me kontrollin dhe menaxhimin e kufijve.<\/p>\n
N\u00eb fund, ai arriti te programuesit e tij \u2013 ekipi p\u00ebrfshinte 3 persona. Ai foli p\u00ebr menaxhimin e kufijve, p\u00ebr kontrollin, p\u00ebr menaxhimin e cil\u00ebsis\u00eb, p\u00ebr agile dhe scrum\u2026 Dhe p\u00ebr habi, ata t\u00eb gjith\u00eb e kuptonin dhe madje mund t\u00eb diskutonin me t\u00eb, p\u00ebrfshir\u00eb detajet teknike dhe metodologjike. Ata kuptuan pse projektet p\u00ebr magazin\u00ebn dhe furnizimin funksionuan. Dhe k\u00ebtu, ai e kuptoi: n\u00eb t\u00eb v\u00ebrtet\u00eb, bot\u00ebn do ta shp\u00ebtojn\u00eb programuesit.<\/p>\n
Ai kuptoi se programuesit jan\u00eb t\u00eb vetmit q\u00eb mund t\u00eb kuptojn\u00eb n\u00eb nj\u00eb m\u00ebnyr\u00eb t\u00eb duhur, me detaje t\u00eb nevojshme, proceset e biznesit.<\/p>\n
Pse pik\u00ebrisht ata? N\u00eb t\u00eb v\u00ebrtet\u00eb, ai nuk gjeti nj\u00eb p\u00ebrgjigje t\u00eb sakt\u00eb. Ai formuloi vet\u00ebm disa sugjerime.<\/p>\n
S\u00eb pari, programuesit e din\u00eb fushat e biznesit dhe i njohin ato m\u00eb mir\u00eb se \u00e7do person tjet\u00ebr n\u00eb kompani.<\/p>\n
P\u00ebr m\u00eb tep\u00ebr, programuesit e kuptojn\u00eb me t\u00eb v\u00ebrtet\u00eb se \u00e7far\u00eb \u00ebsht\u00eb nj\u00eb algorit\u00ebm procesi. Kjo \u00ebsht\u00eb e r\u00ebnd\u00ebsishme sepse proceset e biznesit jan\u00eb algoritme, dhe elementet n\u00eb to mund t\u00eb jen\u00eb thjesht t\u00eb pa koordinuara. P\u00ebr shembull, n\u00eb procesin e furnizimit, mbi t\u00eb cilin ai punonte, hapa i par\u00eb \u00ebsht\u00eb p\u00ebrgatitja e planit vjetor t\u00eb blerjeve, dhe i dyti \u00ebsht\u00eb blerja e p\u00ebrditshme. K\u00ebta hapa lidhen me nj\u00eb lidhje t\u00eb drejtp\u00ebrdrejt\u00eb, dometh\u00ebn\u00eb, supozohet se sipas k\u00ebtij algoritmi, njer\u00ebzit duhet t\u00eb punojn\u00eb \u2013 t\u00eb p\u00ebrgatitin planin vjetor t\u00eb blerjeve dhe menj\u00ebher\u00eb t\u00eb ekzekutojn\u00eb k\u00ebrkes\u00ebn. Plani vjetor i blerjeve p\u00ebrgatitet nj\u00eb her\u00eb n\u00eb vit, nd\u00ebrsa k\u00ebrkesat vijn\u00eb 50 her\u00eb n\u00eb dit\u00eb. Ky algorit\u00ebm p\u00ebrfundon, dhe sipas tij, duhet t\u00eb punosh. N\u00eb t\u00eb v\u00ebrtet\u00eb, ai arsyetoi se p\u00ebr programuesit njohuria e algoritmeve \u00ebsht\u00eb nj\u00eb avantazh konkurrues, sepse \u00e7do person tjet\u00ebr, i pa njohur me to, thjesht nuk e kupton se si duhet t\u00eb funksionoj\u00eb nj\u00eb proces biznesi dhe se si mund ta paraqes\u00eb at\u00eb.<\/p>\n
Nj\u00eb plus tjet\u00ebr i programuesve, sipas atij djali, \u00ebsht\u00eb se ata kan\u00eb mjaft koh\u00eb t\u00eb lir\u00eb. T\u00eb gjith\u00eb e dim\u00eb si nj\u00eb programues mund t\u00eb harxhoj\u00eb tri her\u00eb m\u00eb shum\u00eb koh\u00eb p\u00ebr nj\u00eb detyr\u00eb sesa ajo q\u00eb k\u00ebrkohet, dhe pak kush e v\u00ebren k\u00ebt\u00eb. Kjo, s\u00ebrish, \u00ebsht\u00eb nj\u00eb avantazh konkurrues, sepse p\u00ebr t\u00eb sjell\u00eb n\u00eb rend t\u00eb duhur nj\u00eb proces biznesi, nevojitet shum\u00eb koh\u00eb t\u00eb lir\u00eb \u2014 p\u00ebr t\u00eb menduar, v\u00ebzhguar, studiuar dhe provuar.<\/p>\n
Shumica e menaxher\u00ebve, sipas djalit, nuk kan\u00eb k\u00ebt\u00eb koh\u00eb t\u00eb lir\u00eb dhe krenohen p\u00ebr k\u00ebt\u00eb. Megjithat\u00eb, n\u00eb fakt, kjo do t\u00eb thot\u00eb se nj\u00eb person nuk mund t\u00eb b\u00ebhet efektiv sepse nuk ka koh\u00eb p\u00ebr t\u00eb rritur efikasitetin \u2014 nj\u00eb cik\u00ebl i mbyllur. N\u00eb kultur\u00ebn ton\u00eb \u00ebsht\u00eb moderne t\u00eb jesh i z\u00ebn\u00eb, prandaj gjith\u00e7ka mbetet n\u00eb vend. Dhe p\u00ebr ne, programuesit, kjo \u00ebsht\u00eb nj\u00eb avantazh. Ne mund t\u00eb gjejm\u00eb koh\u00eb t\u00eb lir\u00eb dhe t\u00eb mendojm\u00eb p\u00ebr gjith\u00e7ka.<\/p>\n
Programuesit, tregoi ai, mund t\u00eb ndryshojn\u00eb shpejt sistemin informatik. Kjo nuk \u00ebsht\u00eb e aplikueshme n\u00eb t\u00eb gjitha nd\u00ebrmarrjet, por n\u00eb \u00e7do vend ku ai ka punuar, mund t\u00eb b\u00ebhen \u00e7do p\u00ebrmir\u00ebsim, si\u00e7 u p\u00eblqen atyre. Sidomos n\u00ebse ato nuk ndikojn\u00eb n\u00eb pun\u00ebn e askujt. P\u00ebr shembull, ai mund t\u00eb niste nj\u00eb sistem q\u00eb do t\u00eb matte fshehurazi veprimet e p\u00ebrdoruesve dhe t\u00eb p\u00ebrdorte m\u00eb pas k\u00ebt\u00eb informacion \u2014 p\u00ebr t\u00eb analizuar efikasitetin e pun\u00ebs s\u00eb po ashtu, llogaritaris\u00eb dhe p\u00ebr t\u00eb ndjekur kostot e mbajtjes s\u00eb llogarive.<\/p>\n
Dhe e fundit, q\u00eb e mbajta mend nga fjal\u00ebt e tij \u2013 programuesit kan\u00eb qasje n\u00eb nj\u00eb sasi t\u00eb madhe informacioni, pasi kan\u00eb qasje administrative n\u00eb sistem. Prandaj, ata mund t\u00eb p\u00ebrdorin k\u00ebt\u00eb informacion n\u00eb analizat e tyre. Askush tjet\u00ebr n\u00eb nj\u00eb fabrik\u00eb normale nuk ka nj\u00eb burim t\u00eb till\u00eb.<\/p>\n
Dhe pastaj ai u largua. Gjat\u00eb dy jav\u00ebve t\u00eb p\u00ebrcaktuara ne e detyruam at\u00eb t\u00eb ndante p\u00ebrvoj\u00ebn e tij, sepse ne d\u00ebshironim t\u00eb vazhdonim t\u00eb punonim me \u00e7far\u00eb ai ishte angazhuar. Shkalla e tij b\u00ebhej e lir\u00eb.<\/p>\n
Gjat\u00eb disa dit\u00ebve, e vendosnim n\u00eb nj\u00eb karrige, fiknim kamer\u00ebn dhe regjistrojm\u00eb monolog\u00ebt e tij. E k\u00ebrkonim t\u00eb fliste p\u00ebr t\u00eb gjitha projektet e realizuara, metodat, qasjet, sukseset dhe d\u00ebshtimet, arsyet dhe pasojat, portretet e menaxher\u00ebve, etj. Nuk e kufizuam shum\u00eb, pasi nuk e dinim se \u00e7far\u00eb kishte n\u00eb mendje. <\/p>\n
N\u00eb monolog\u00eb, natyrisht, kishte shum\u00eb \u00e7far\u00ebdo dhe humor \u2014 ai ishte n\u00eb nj\u00eb gjendje t\u00eb shk\u00eblqyer, sepse po shkonte nga nj\u00eb zon\u00eb e larg\u00ebt drejt Shk\u00ebmbimit. Po ku mund t\u00eb punosh n\u00eb Shk\u00ebmbim? N\u00eb Gazprom, sigurisht.<\/p>\n
Por arrit\u00ebm t\u00eb nxjerrim di\u00e7ka t\u00eb dobishme nga monolog\u00ebt e tij. Do t'ju tregoj \u00e7far\u00eb mbaj mend.<\/p>\n
K\u00ebshtu, rekomandimet e atij djali. P\u00ebr ata q\u00eb d\u00ebshirojn\u00eb t\u00eb fillojn\u00eb t\u00eb b\u00ebjn\u00eb rend n\u00eb proceset e biznesit.<\/p>\n
P\u00ebr t\u00eb b\u00ebr\u00eb nj\u00eb pun\u00eb t\u00eb till\u00eb, s\u00eb pari, duhet t\u00eb kesh nj\u00eb nivel t\u00eb caktuar t\u00eb \"pafaj\u00ebsis\u00eb\". Nuk duhet t\u00eb kesh frik\u00eb t\u00eb humbas\u00ebsh pun\u00ebn, t\u00eb riskosh, t\u00eb kesh konflikte me koleg\u00ebt. K\u00ebt\u00eb ai e b\u00ebri leht\u00ebsisht, sepse e nisi rrug\u00ebtimin e tij pasi kishte punuar vet\u00ebm gjasht\u00eb muaj n\u00eb kompanin\u00eb dhe nuk kishte pasur koh\u00eb t\u00eb lidhej me ask\u00ebnd, dhe as nuk kishte planifikuar ta b\u00ebnte k\u00ebt\u00eb. Ai e kuptonte se njer\u00ebzit vijn\u00eb dhe shkojn\u00eb, nd\u00ebrsa p\u00ebr t\u00eb ishin t\u00eb r\u00ebnd\u00ebsishme rezultatet e tij personale dhe vler\u00ebsimi i pronarit t\u00eb biznesit. Si e shihnin koleg\u00ebt \u2013 mir\u00eb apo keq \u2013 at\u00eb e shqet\u00ebsonte pak.<\/p>\n
Momenti i dyt\u00eb \u2013 p\u00ebr t\u00eb angazhuar efektivisht n\u00eb k\u00ebt\u00eb pun\u00eb, fatkeq\u00ebsisht, duhet t\u00eb m\u00ebsosh. Por nuk duhet t\u00eb m\u00ebsosh n\u00eb MBA, n\u00eb kurse, apo n\u00eb universitete, por vet\u00eb. P\u00ebr shembull, n\u00eb projektin e tij t\u00eb par\u00eb, p\u00ebr magazin\u00ebn, ai veproi me intuit\u00eb, nuk dinte asgj\u00eb, vet\u00ebm se \u00e7far\u00eb ishte \"menaxhimi i cil\u00ebsis\u00eb\".<\/p>\n
Kur ai filloi t\u00eb lexoj\u00eb literatur\u00eb p\u00ebr metodat e rritjes s\u00eb efikasitetit, ai zbuloi teknologjit\u00eb q\u00eb kishte aplikuar. Djali i kishte aplikuar ato intuitivisht, dhe rezulton q\u00eb nuk ishte ideja e tij, gjith\u00e7ka ishte shkruar prej koh\u00ebsh. Por ai harxhoi m\u00eb shum\u00eb koh\u00eb, dhe shum\u00eb m\u00eb tep\u00ebr sesa po t\u00eb kishte lexuar menj\u00ebher\u00eb librin e duhur. K\u00ebtu \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb kuptohet se kur studion nj\u00eb metodologji t\u00eb caktuar, asnj\u00eb prej tyre, madje as m\u00eb e avancuara, nuk do t\u00eb zgjidh\u00eb t\u00eb gjitha problemet e procesit t\u00eb biznesit.<\/p>\n
E dyta \u00ebsht\u00eb se sa m\u00eb shum\u00eb metodologji t\u00eb njoh\u00ebsh, aq m\u00eb mir\u00eb. P\u00ebr shembull, n\u00eb Japoni t\u00eb lasht\u00eb jetonte Miyamoto Musashi \u2013 nj\u00eb nga shpat\u00ebtar\u00ebt m\u00eb t\u00eb njohur, autor i stilit me dy sharra. Ai kishte studiuar n\u00eb ndonj\u00eb shkoll\u00eb te ndonj\u00eb mjesht\u00ebr, pastaj udh\u00ebtoi n\u00ebp\u00ebr Japoni, u p\u00ebrball me djem t\u00eb ndrysh\u00ebm. N\u00ebse ndonj\u00eb djalosh ishte m\u00eb i fort\u00eb, udh\u00ebtimi p\u00ebr nj\u00eb koh\u00eb prekej dhe Musashi shkonte te ndonj\u00eb mjesht\u00ebr p\u00ebr t\u00eb m\u00ebsuar. Si rezultat, ai p\u00ebr disa vjet fitonte aft\u00ebsi t\u00eb praktikave t\u00eb ndryshme t\u00eb mjeshtrave t\u00eb ndrysh\u00ebm dhe formoi shkoll\u00ebn e tij, duke shtuar di\u00e7ka t\u00eb tij\u00ebn. N\u00eb fund e fitoi nj\u00eb mjesht\u00ebri unike. K\u00ebtu \u00ebsht\u00eb nj\u00ebsoj.<\/p>\n
Mund ta b\u00ebsh, sigurisht, si\u00e7 b\u00ebjn\u00eb konsulent\u00ebt e biznesit. N\u00eb p\u00ebrgjith\u00ebsi, ata jan\u00eb djem t\u00eb shk\u00eblqyer. Por, zakonisht, vijn\u00eb p\u00ebr t\u00eb implementuar ndonj\u00eb metodologji dhe aplikojn\u00eb nj\u00eb metodologji q\u00eb nuk \u00ebsht\u00eb e nevojshme p\u00ebr biznesin. Edhe ne kemi pasur situata t\u00eb trishtueshme: askush nuk di si ta zgjidh\u00eb nj\u00eb problem dhe askush nuk d\u00ebshiron t\u00eb mendoj\u00eb se si ta zgjidh\u00eb. Fillojm\u00eb t\u00eb k\u00ebrkojm\u00eb ose n\u00eb internet, ose th\u00ebrrasim nj\u00eb konsulent, dhe e pyesim at\u00eb se \u00e7far\u00eb mund t\u00eb na ndihmoj\u00eb. Konsulenti mendon dhe thot\u00eb se duhen aplikuar teorit\u00eb e kufijve. E paguajm\u00eb p\u00ebr rekomandimin, harxhojm\u00eb p\u00ebr implementim, por rezultati \u00ebsht\u00eb zero.<\/p>\n
Pse ndodh k\u00ebshtu? Sepse konsultanti tha se duhet t\u00eb implementohet nj\u00eb sistem i till\u00eb, dhe t\u00eb gjith\u00eb ran\u00eb dakord me t\u00eb. Shum\u00eb mir\u00eb, por nj\u00eb metodologji nuk mbulon t\u00eb gjitha problemet e nj\u00eb procesi biznesi, sidomos n\u00ebse nuk p\u00ebrputhen kushtet e fillimit \u2014 tonat dhe ato q\u00eb k\u00ebrkohen p\u00ebr aplikimin e metodologjis\u00eb.<\/p>\n
N\u00eb praktik\u00ebn q\u00eb djali rekomandon, duhet t\u00eb marr\u00ebsh m\u00eb t\u00eb mir\u00ebn dhe ta implementosh m\u00eb t\u00eb mir\u00ebn. T\u00eb mos marr\u00ebsh metodat komplet, por t\u00eb marr\u00ebsh karakteristikat kryesore, ve\u00e7orit\u00eb, praktikat. Dhe m\u00eb e r\u00ebnd\u00ebsishmja \u2013 duhet t\u00eb kuptosh thelbin.<\/p>\n
T\u00eb marrim, thoshte ai, p\u00ebr shembull, skram (scrum) apo e joy. N\u00eb monolog\u00ebt e tij, djali e p\u00ebrs\u00ebriti shum\u00eb her\u00eb se nuk t\u00eb gjith\u00eb e kuptojn\u00eb plot\u00ebsisht thelbin e skramit. Ai gjithashtu kishte lexuar librin e Jeff Sutherland, q\u00eb disa e klasifikojn\u00eb si \"lexim t\u00eb leht\u00eb\". Atij iu duk si lexim i thell\u00eb, sepse nj\u00eb nga bazat themelore t\u00eb skramit \u2013 \u00ebsht\u00eb menaxhimi i cil\u00ebsis\u00eb, p\u00ebr k\u00ebt\u00eb flitet drejtp\u00ebrs\u00ebdrejti n\u00eb lib\u00ebr.<\/p>\n
Atje flitet p\u00ebr Prodhimin Toyota, p\u00ebr m\u00ebnyr\u00ebn se si Jeff Sutherland e prezantoi skramin n\u00eb Japoni, sa mir\u00eb u pranua atje dhe sa af\u00ebr ishte filozofis\u00eb s\u00eb tyre. Dhe Sutherland fliste p\u00ebr r\u00ebnd\u00ebsin\u00eb e rolit t\u00eb skram-masterit, mbi ciklin Deming. Roli i skram-masterit \u00ebsht\u00eb t\u00eb p\u00ebrshpejtoj\u00eb vazhdimisht procesin. T\u00eb gjitha gj\u00ebrat e tjera q\u00eb jan\u00eb n\u00eb skram \u2013 dor\u00ebzimi etapor, k\u00ebnaq\u00ebsia e klientit, lista e qart\u00eb e pun\u00ebve p\u00ebr periudh\u00ebn e sprintit - gjithashtu jan\u00eb t\u00eb r\u00ebnd\u00ebsishme, por gjith\u00e7ka duhet t\u00eb ec\u00eb gjithnj\u00eb e m\u00eb shpejt. Shpejt\u00ebsia e pun\u00ebs duhet t\u00eb rritet vazhdimisht n\u00eb nj\u00ebsit\u00eb n\u00eb t\u00eb cilat ajo matet.<\/p>\n
Ndoshta, k\u00ebtu \u00ebsht\u00eb \u00e7\u00ebshtja e p\u00ebrkthimit, sepse ne e kemi p\u00ebrkthyer librin si \"Scrum \u2013 metoda revolucionale e menaxhimit t\u00eb projekteve\", nd\u00ebrsa n\u00ebse e p\u00ebrkthejm\u00eb titullin anglisht fjal\u00eb p\u00ebr fjal\u00eb, do t\u00eb rezultonte: \"Scrum \u2013 dy her\u00eb m\u00eb shum\u00eb p\u00ebr nj\u00eb koh\u00eb dy her\u00eb m\u00eb t\u00eb shkurt\u00ebr\", dometh\u00ebn\u00eb madje n\u00eb titull \u00ebsht\u00eb nj\u00eb aludim p\u00ebr shpejt\u00ebsin\u00eb, si funksioni ky\u00e7 i scrum.<\/p>\n
Kur ky djal\u00eb e implementoi scrum, n\u00eb muajin e par\u00eb shpejt\u00ebsia u rrit dyfish pa ndonj\u00eb ndryshim t\u00eb ve\u00e7ant\u00eb. Ai gjeti pika p\u00ebr ndryshim, modifikoi scrum p\u00ebr vete, p\u00ebr t\u00eb punuar shum\u00eb m\u00eb shpejt. E vetmja gj\u00eb, si\u00e7 shkruhet n\u00eb internet, ishte se para tyre b\u00ebhej pyetja: \"Ne e rrit\u00ebm shpejt\u00ebsin\u00eb dyfish, tani mbetet t\u00eb kuptojm\u00eb, \u00e7far\u00eb do t\u00eb b\u00ebjm\u00eb me k\u00ebt\u00eb shpejt\u00ebsi?\". Megjithat\u00eb, kjo \u00ebsht\u00eb nj\u00eb fush\u00eb krejt tjet\u00ebr...<\/p>\n
Ai gjithashtu rekomandoi disa metodologji personale. I cil\u00ebsoi ato themelore dhe t\u00eb r\u00ebnd\u00ebsishme.<\/p>\n
E para \u2013 menaxhimi i kufijve.<\/p>\n
E m\u00ebsojn\u00eb n\u00eb \"Skolkovo\", tregon ai, nuk ka libri dhe materiale t\u00eb tjera, sipas deklaratave t\u00eb djalit, p\u00ebr t\u00eb. Ai ndodhi t\u00eb ishte prezent n\u00eb nj\u00eb ligj\u00ebrat\u00eb nga nj\u00eb profesor nga Harvard, i cili predikon menaxhimin e kufijve, si dhe t\u00eb lexoj\u00eb disa artikuj n\u00eb Harvard Business Review p\u00ebr pun\u00ebn e Erik Trist. <\/p>\n
Menaxhimi i kufijve flet p\u00ebr nevoj\u00ebn p\u00ebr t\u00eb par\u00eb kufijt\u00eb dhe t\u00eb punojm\u00eb me ta. Ka shum\u00eb kufij, ata jan\u00eb kudo \u2013 midis departamenteve, midis llojeve t\u00eb ndryshme pun\u00ebsh, midis funksioneve, midis pun\u00ebs operative dhe analitike. Njohja e menaxhimit t\u00eb kufijve nuk zbulojn\u00eb ndonj\u00eb t\u00eb v\u00ebrtet\u00eb t\u00eb lart\u00eb, por lejon t\u00eb shoh\u00ebsh realitetin n\u00eb nj\u00eb drit\u00eb ndryshe \u2013 p\u00ebrmes prizmit t\u00eb kufijve. Dhe, p\u00ebr pasoj\u00eb, t\u00eb menaxhosh ata \u2013 t\u00eb krijosh aty ku \u00ebsht\u00eb e nevojshme, dhe t\u00eb heqish aty ku ata pengojn\u00eb.<\/p>\n
Por m\u00eb shum\u00eb dhe m\u00eb shpesh djal\u00ebfliste p\u00ebr kontrollin. I kishin ndodhur disa obsesione mbi k\u00ebt\u00eb tem\u00eb.<\/p>\n
Kontrolli, n\u00eb p\u00ebrmbledhje \u2013 \u00ebsht\u00eb menaxhimi i bazuar n\u00eb numra. K\u00ebtu, tha ai, \u00e7do pjes\u00eb e definicionit \u00ebsht\u00eb e r\u00ebnd\u00ebsishme \u2013 dhe \"menaxhimi\", dhe \"n\u00eb baz\u00eb\", dhe \"numrat\".<\/p>\n
Ne, tha ai, kemi probleme me t\u00eb gjitha tre komponent\u00ebt e kontrollit. N\u00eb ve\u00e7anti duke marr\u00eb parasysh se ata jan\u00eb ngusht\u00ebsisht t\u00eb lidhur me nj\u00ebra-tjetr\u00ebn, si dhe me pjes\u00eb t\u00eb tjera t\u00eb sistemit t\u00eb biznesit.<\/p>\n
E para q\u00eb \u00ebsht\u00eb e keqe \u2013 jan\u00eb numrat. Ata jan\u00eb t\u00eb pak\u00ebt dhe jan\u00eb t\u00eb dob\u00ebt n\u00eb cil\u00ebsi.<\/p>\n
Nj\u00eb pjes\u00eb t\u00eb madhe t\u00eb numrave ne at\u00ebher\u00eb e merrnim nga sistemi informativ 1C. Tani, cil\u00ebsia e numrave n\u00eb 1C, si\u00e7 tha ai, nuk \u00ebsht\u00eb p\u00ebr asnj\u00eb q\u00ebllim. T\u00eb pakt\u00ebn, p\u00ebr shkak t\u00eb mund\u00ebsis\u00eb p\u00ebr t\u00eb ndryshuar t\u00eb dh\u00ebnat pas dat\u00ebs.<\/p>\n
E qart\u00eb, se nuk \u00ebsht\u00eb faji i zhvilluesve t\u00eb 1C n\u00eb k\u00ebt\u00eb, ata vet\u00ebm marrin parasysh k\u00ebrkesat e tregut dhe mentalitetin e llogaritjes vendase. Por p\u00ebr q\u00ebllimet e kontrollit, principi i pun\u00ebs s\u00eb 1C me t\u00eb dh\u00ebnat duhet t\u00eb ndryshohet n\u00eb nj\u00eb nd\u00ebrmarrje specifike.<\/p>\n
Pastaj, numrat nga 1C, sipas fjal\u00ebve t\u00eb tij, kalojn\u00eb nj\u00eb p\u00ebrpunim gjysm\u00eb manual, duke p\u00ebrdorur Excel, p\u00ebr shembull. Cil\u00ebsia e t\u00eb dh\u00ebnave, ashtu si dhe operativiteti, asnj\u00eb p\u00ebrmir\u00ebsim nuk ka nga kjo p\u00ebrpunim.<\/p>\n
N\u00eb fund, raporti p\u00ebrfundimtar kontrollohet nga dikush tjet\u00ebr, p\u00ebr t\u00eb mos d\u00ebrguar rast\u00ebsisht numra me gabime drejt drejtuesit. Si rezultat, numrat arrijn\u00eb te adresati t\u00eb bukur, t\u00eb verifikuar, por shum\u00eb von\u00eb. Zakonisht \u2013 pas p\u00ebrfundimit t\u00eb periudh\u00ebs (muaj, jav\u00eb, etj.).<\/p>\n
Dhe k\u00ebtu, tha ai, \u00ebsht\u00eb shum\u00eb e thjesht\u00eb. N\u00ebse numrat p\u00ebr janarin ju kan\u00eb arritur n\u00eb shkurt, at\u00ebher\u00eb nuk mund t\u00eb menaxhoni aktivitetin e janarit. Sepse janari ka p\u00ebrfunduar tashm\u00eb.<\/p>\n
Dhe n\u00ebse numrat jan\u00eb t\u00eb bazuar n\u00eb llogarit\u00eb, dhe kompania \u00ebsht\u00eb plot\u00ebsisht e zakonshme, me dor\u00ebzimin e TVSH-s\u00eb \u00e7do tremujor, at\u00ebher\u00eb numrat relativisht t\u00eb kuptuesh\u00ebm shefi i saj i merr \u00e7do tremujor.<\/p>\n
Pastaj e gjith\u00eb kjo \u00ebsht\u00eb e qart\u00eb. N\u00ebse merrni numra \u00e7do muaj \u2013 keni mund\u00ebsin\u00eb t\u00eb menaxhoni mbi numra (dmth. t\u00eb b\u00ebni kontroll) 12 her\u00eb n\u00eb vit. Praktikoni raportimin tremujor \u2013 menaxhoni 4 her\u00eb n\u00eb vit. Plus nj\u00eb bonus \u2013 raportimi vjetor. Nj\u00eb her\u00eb tjet\u00ebr t\u00eb menaxhoni.<\/p>\n
Pjesa tjet\u00ebr, zakonisht, menaxhimi kryhet n\u00eb err\u00ebsir\u00eb.<\/p>\n
Kur (dhe n\u00ebse) numrat gjithashtu dalin, hyn problemi i dyt\u00eb \u2013 si t\u00eb menaxhohet mbi baz\u00ebn e numrave? K\u00ebtu me k\u00ebt\u00eb pik\u00eb t\u00eb mendimeve t\u00eb tij un\u00eb nuk kam arritur t\u00eb biem dakord.<\/p>\n
Djali pretendonte se n\u00ebse numra p\u00ebr udh\u00ebheq\u00ebsin nuk kishte pasur m\u00eb par\u00eb, at\u00ebher\u00eb shfaqja e tyre do t\u00eb shkaktonte nj\u00eb efekt t\u00eb madh. Ai do t\u00eb shikonte dhe do t\u00eb manipulonte me numrat dhe t\u00eb th\u00ebrriste njer\u00ebzit p\u00ebr shpjegime dhe hetime. Pas loj\u00ebs me numrat, duke b\u00ebr\u00eb analiza, duke k\u00ebrc\u00ebnuar t\u00eb gjith\u00eb punonj\u00ebsit se \"tani me t\u00eb v\u00ebrtet\u00eb nuk do t\u00eb largohem nga ju\", udh\u00ebheq\u00ebsi shum\u00eb shpejt t\u00eb qet\u00ebsohej dhe do t\u00eb braktiste k\u00ebt\u00eb \u00e7\u00ebshtje. Nuk do t\u00eb p\u00ebrdorte m\u00eb mjetin. Por problemet do t\u00eb mbeteshin n\u00eb vend.<\/p>\n
Kjo ndodh, tha ai, p\u00ebr shkak t\u00eb mang\u00ebsive n\u00eb kompetencat e udh\u00ebheq\u00ebsit. N\u00eb kontroll, para se gjithash. Udh\u00ebheq\u00ebsi thjesht nuk di se \u00e7far\u00eb t\u00eb b\u00ebj\u00eb me k\u00ebto numra. \u00c7far\u00eb me<\/b>t\u00eb b\u00ebsh - e di \u00e7far\u00eb t\u00eb b\u00ebsh - nuk e di. T\u00eb b\u00ebsh - \u00ebsht\u00eb ajo p\u00ebr t\u00eb cil\u00ebn flasim m\u00eb sip\u00ebr (t\u00eb debatosh, t\u00eb luash). T\u00eb b\u00ebsh - \u00ebsht\u00eb nj\u00eb proces i p\u00ebrditsh\u00ebm biznesi.<\/p>\n
Ai pohonte se gjith\u00e7ka ishte shum\u00eb e thjesht\u00eb: numri duhet t\u00eb b\u00ebhet pjes\u00eb e procesit biznesor. N\u00eb procesin biznesor duhet t\u00eb jet\u00eb qart\u00ebsisht e kuptueshme: kush, \u00e7far\u00eb, dhe kur duhet t\u00eb b\u00ebj\u00eb di\u00e7ka n\u00eb rast t\u00eb devijimit t\u00eb numrit nga norma (\u00e7do variant - mbi kufirin, n\u00ebn kufirin, dalja nga koridori, prania e trendit, mosrealizimi i kuantilit, etj.)<\/p>\n
Dhe k\u00ebshtu, ai ka sh\u00ebnuar dilem\u00ebn kryesore: numri \u00ebsht\u00eb i pranish\u00ebm, ai duhet t\u00eb b\u00ebhet pjes\u00eb e sistemit t\u00eb biznesit p\u00ebr t\u00eb rritur efikasitetin e menaxhimit, por... kjo nuk ndodh. Pse?<\/p>\n
Sepse udh\u00ebheq\u00ebsi rus nuk do t'ia dor\u00ebzoj\u00eb nj\u00eb pjes\u00eb t\u00eb pushtetit t\u00eb tij konkurentit.<\/p>\n
Konkurrent\u00ebt e udh\u00ebheq\u00ebsit rus - procesi i biznesit t\u00eb cil\u00ebsis\u00eb dhe t\u00eb funksionimit, motivimi i konsideruar dhe i p\u00ebrshtatsh\u00ebm, dhe automatizimi i duhur - fatkeq\u00ebsisht, do ta l\u00ebn\u00eb udh\u00ebheq\u00ebsin pa pun\u00eb.<\/p>\n
\u00cbsht\u00eb di\u00e7ka e \u00e7uditshme, pajtohuni? Sidomos p\u00ebr udh\u00ebheq\u00ebsit. Mir\u00eb, un\u00eb e tregova, tani vendosni vet\u00eb.<\/p>\n
Pak m\u00eb pak, por p\u00ebrs\u00ebri shum\u00eb, sipas mendimit tim, ai foli p\u00ebr scrum.<\/p>\n
Ai theksoi se duhet patjet\u00ebr t\u00eb lexoni dhe provoni scrum n\u00eb praktik\u00eb. N\u00ebse, tha ai, keni lexuar, por nuk e keni provuar - konsideroni se nuk e dini. \u00cbsht\u00eb m\u00eb mir\u00eb t\u00eb lexoni nj\u00eb lib\u00ebr, p\u00ebr shembull t\u00eb Sutherland, dhe jo artikuj dhe guida t\u00eb ndryshme (\u00e7far\u00eb \u00ebsht\u00eb kjo?) n\u00eb internet.<\/p>\n
Scrum, tha ai, njihet vet\u00ebm p\u00ebrmes praktik\u00ebs, dhe me matje t\u00eb detyrave t\u00eb kryera. Provoni personalisht dy rolet m\u00eb t\u00eb r\u00ebnd\u00ebsishme - pronarin e produktit dhe scrum-masterin.<\/p>\n
Ve\u00e7an\u00ebrisht e r\u00ebnd\u00ebsishme, sipas djalit, \u00ebsht\u00eb t\u00eb ndjeni n\u00eb praktik\u00eb rolin e scrum-masterit, kur do t\u00eb jeni n\u00eb gjendje t\u00eb rrisni sasin\u00eb e detyrave t\u00eb p\u00ebrfunduar brenda sprintit, pa rritur burimet dhe koston e sprintit.<\/p>\n
Po ashtu, n\u00eb list\u00ebn e tij ishte TOC (teoria e kufizimeve t\u00eb sistemeve).<\/p>\n
K\u00ebto, sipas djalit, jan\u00eb parimet baz\u00eb dhe themelore t\u00eb rritjes s\u00eb efikasitetit, t\u00eb cilat mund t\u00eb aplikohen n\u00eb pothuajse \u00e7do fush\u00eb, n\u00eb \u00e7do proces dhe sistem t\u00eb biznesit n\u00eb p\u00ebrgjith\u00ebsi.<\/p>\n
Kur ai m\u00ebsoi se ne nuk ishim t\u00eb njohur me TOC, ai ndaloi s\u00eb foluri. Vet\u00ebm shtoi se nuk do t\u00eb na hiqte k\u00ebnaq\u00ebsin\u00eb e leximin e librave t\u00eb Eliyahu Goldratt. Ai dha nj\u00eb rekomandim t\u00eb ngjash\u00ebm me scrum - lexoni dhe provoni. Pra, n\u00eb cil\u00ebndo pozit\u00eb q\u00eb t\u00eb jeni, \u00e7far\u00ebdo pun\u00eb q\u00eb t\u00eb b\u00ebni, aty do t\u00eb gjeni nj\u00eb vend p\u00ebr rritjen e efikasitetit p\u00ebrmes metodave t\u00eb TOC.<\/p>\n
M\u00eb pas, duket se ai e kishte mbaruar bagazhin e metodikave, dhe tha: p\u00ebrzieni parimet p\u00ebr t\u00eb krijuar zgjidhje praktike n\u00eb situata t\u00eb caktuara.<\/p>\n
Kjo, tha ai, \u00ebsht\u00eb rekomandimi kryesor, \u00e7el\u00ebsi i suksesit. Kuptoni parimet, thelbin, dhe krijoni zgjidhje unike praktike - procese dhe sisteme biznesi.<\/p>\n
M\u00eb pas ai u mundua t\u00eb kujtonte nj\u00eb citat, p\u00ebrfundimisht iu desh t\u00eb k\u00ebrkonte n\u00eb internet. Doli t\u00eb ishte nj\u00eb citat nga artikulli \"Duke q\u00ebndruar mbi supe gjigant\u00ebsh\" t\u00eb Eliyahu Goldratt:<\/p>\n
\"Ka nj\u00eb ndryshim midis zgjidhjeve praktike (aplikimeve) dhe koncepteve themelore mbi t\u00eb cilat jan\u00eb t\u00eb bazuara k\u00ebto zgjidhje. Konceptet jan\u00eb t\u00eb p\u00ebrgjithshme, zgjidhjet praktike jan\u00eb adaptimi i koncepteve n\u00eb nj\u00eb mjedis t\u00eb ve\u00e7ant\u00eb. Si\u00e7 e kemi par\u00eb, nj\u00eb adaptim i till\u00eb nuk \u00ebsht\u00eb i thjesht\u00eb dhe b\u00ebn t\u00eb nevojshme zhvillimin e elementeve t\u00eb caktuara t\u00eb zgjidhjes. Duhet t\u00eb mbajm\u00eb mend - zgjidhja praktike \u00ebsht\u00eb e bazuar n\u00eb premisat fillestare (ndonj\u00ebher\u00eb - t\u00eb fshehura) p\u00ebr mjedisin specifik. Nuk duhet t\u00eb pritet q\u00eb kjo zgjidhje praktike t\u00eb funksionoj\u00eb n\u00eb nj\u00eb mjedis p\u00ebr t\u00eb cilin premisat fillestare nuk jan\u00eb t\u00eb sakta.\"<\/p>\n
Ai tha se puna e programuesit dhe \"p\u00ebrmir\u00ebsuesit t\u00eb proceseve biznesore\" \u00ebsht\u00eb shum\u00eb e ngjashme. Dhe iku.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u0418\u0441\u0442\u043e\u0440\u0438\u044f \u0440\u0435\u0430\u043b\u044c\u043d\u0430\u044f, \u044f \u0432\u0441\u0435 \u0432\u0438\u0434\u0435\u043b \u0441\u0432\u043e\u0438\u043c\u0438 \u0433\u043b\u0430\u0437\u0430\u043c\u0438. \u041d\u0435\u0441\u043a\u043e\u043b\u044c\u043a\u043e \u043b\u0435\u0442 \u043e\u0434\u0438\u043d \u043f\u0430\u0440\u0435\u043d\u044c, \u043a\u0430\u043a \u0438 \u043c\u043d\u043e\u0433\u0438\u0435 \u0438\u0437 \u0432\u0430\u0441, \u0440\u0430\u0431\u043e\u0442\u0430\u043b \u043f\u0440\u043e\u0433\u0440\u0430\u043c\u043c\u0438\u0441\u0442\u043e\u043c. \u041d\u0430 \u0432\u0441\u044f\u043a\u0438\u0439 \u0441\u043b\u0443\u0447\u0430\u0439 \u043d\u0430\u043f\u0438\u0448\u0443 \u0442\u0430\u043a: \u00ab\u043f\u0440\u043e\u0433\u0440\u0430\u043c\u043c\u0438\u0441\u0442\u043e\u043c\u00bb. \u041f\u043e\u0442\u043e\u043c\u0443 \u0447\u0442\u043e \u043e\u043d \u0431\u044b\u043b 1\u0421\u043d\u0438\u043a\u043e\u043c, \u043d\u0430 \u0444\u0438\u043a\u0441\u0435, \u043f\u0440\u043e\u0438\u0437\u0432\u043e\u0434\u0441\u0442\u0432\u0435\u043d\u043d\u043e\u0439 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438. \u0414\u043e \u044d\u0442\u043e\u0433\u043e \u043e\u043d \u043f\u0440\u043e\u0431\u043e\u0432\u0430\u043b \u0440\u0430\u0437\u043d\u044b\u0435 \u0441\u043f\u0435\u0446\u0438\u0430\u043b\u044c\u043d\u043e\u0441\u0442\u0438 \u2013 4 \u0433\u043e\u0434\u0430 \u0432\u043e \u0444\u0440\u0430\u043d\u0447\u0435 \u043f\u0440\u043e\u0433\u0440\u0430\u043c\u043c\u0438\u0441\u0442\u043e\u043c, \u0440\u0443\u043a\u043e\u0432\u043e\u0434\u0438\u0442\u0435\u043b\u0435\u043c \u043f\u0440\u043e\u0435\u043a\u0442\u043e\u0432, \u0443\u043c\u0435\u043b \u0437\u0430\u043a\u0440\u044b\u0432\u0430\u0442\u044c \u043f\u043e 200 \u0447\u0430\u0441\u043e\u0432, \u043e\u0434\u043d\u043e\u0432\u0440\u0435\u043c\u0435\u043d\u043d\u043e \u043f\u043e\u043b\u0443\u0447\u0430\u044f \u043f\u0440\u043e\u0446\u0435\u043d\u0442 […]<\/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-54335","post","type-post","status-publish","format-standard","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t