<\/a><\/noindex><\/p>\nAi e kishte menduar veten si nj\u00eb inteligjent dhe vendosi t\u00eb gjente nj\u00eb ni\u0161\u00eb n\u00eb kompanin\u00eb ku punonte. Kjo ni\u0161\u00eb duhej t\u00eb ishte di\u00e7ka speciale, e paprekur nga t\u00eb tjer\u00ebt. Dhe d\u00ebshiroi q\u00eb kompania vet\u00eb t\u00eb d\u00ebshironte t\u00eb paguante nj\u00eb njeri n\u00eb k\u00ebt\u00eb ni\u0161\u00eb, q\u00eb t\u00eb mos ishte e nevojshme t\u00eb g\u00ebnjehej ndokush ose t\u00eb manipulohej. T\u00eb ishte objektive: njeriut n\u00eb k\u00ebt\u00eb pozita i duhej t\u00eb paguhej shum\u00eb.<\/p>\n
K\u00ebrkimet nuk zgjat\u00ebn shum\u00eb. N\u00eb kompanin\u00eb, ku ky djal\u00eb punonte, kishte nj\u00eb ni\u0161\u00eb t\u00eb plot\u00eb t\u00eb cil\u00ebn mund ta quajm\u00eb \"organizimi i proceseve t\u00eb biznesit\". N\u00eb \u00e7do kompani ka shum\u00eb probleme. Gjithmon\u00eb di\u00e7ka nuk funksionon dhe nuk ka ndonj\u00eb njeri q\u00eb t\u00eb vij\u00eb dhe t\u00eb rregulloj\u00eb procesin e biznesit. K\u00ebshtu q\u00eb ai vendosi t\u00eb provonte veten si 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 p\u00ebr tregun. Nuk kishte \u00e7far\u00eb t\u00eb humbiste \u2013 sidomos, q\u00eb nj\u00eb pun\u00eb t\u00eb till\u00eb ai e mund t\u00eb gjenin brenda nj\u00eb jave. N\u00eb p\u00ebrgjith\u00ebsi, ky djal\u00eb e arsyetoi se nuk do t\u00eb ndodhte asgj\u00eb e keqe, n\u00ebse ndodhte q\u00eb gj\u00ebrat t\u00eb mos funksiononin dhe ai t\u00eb shkarkohej.<\/p>\n
Ai mblodhi guximin dhe i shkoi pronarit. I propozi t\u00eb p\u00ebrmir\u00ebsoj\u00eb procesin m\u00eb problematik, i cili ishte n\u00eb biznes. N\u00eb at\u00eb koh\u00eb, ky ishte menaxhimi i magazinave. Tani, t\u00eb gjith\u00ebve q\u00eb punojn\u00eb n\u00eb k\u00ebt\u00eb kompani, madje u vjen turp t\u00eb kujtojn\u00eb ato probleme, por inventarizimet q\u00eb zhvilloheshin \u00e7do tremujor tregonin diferenca mes sistemit t\u00eb menaxhimit dhe mbetjeve reale t\u00eb shum\u00eb p\u00ebrqindjeve. Si n\u00eb vler\u00eb ashtu edhe n\u00eb sasi, dhe n\u00eb sasin\u00eb e pozita. Kjo ishte nj\u00eb fatkeq\u00ebsi. Kompania kishte t\u00eb dh\u00ebna t\u00eb sakta n\u00eb sistemin e menaxhimit vet\u00ebm kat\u00ebr her\u00eb n\u00eb vit \u2013 dit\u00ebn pas inventarizimit. Ky proces e kishte marr\u00eb n\u00ebn kontroll djaloshin ton\u00eb.<\/p>\n
Djali ra dakord me pronarin q\u00eb ai duhej t\u00eb ulte diferencat nga rezultatet e inventarizimit me gjysm\u00ebn. P\u00ebr m\u00eb tep\u00ebr, pronari nuk kishte shum\u00eb p\u00ebr t\u00eb humbur, sepse deri te heroina jon\u00eb, punonj\u00ebs t\u00eb ndrysh\u00ebm kishin b\u00ebr\u00eb p\u00ebrpjekje p\u00ebr ta b\u00ebr\u00eb k\u00ebt\u00eb dhe n\u00eb p\u00ebrgjith\u00ebsi, detyra kinse ishte pothuajse e pa zgjidhur. E gjith\u00eb kjo e intensifikonte interesimin, sepse n\u00ebse gjith\u00e7ka do t\u00eb shkonte mir\u00eb, at\u00ebher\u00eb djaloshi automatikisht do t\u00eb b\u00ebhej nj\u00eb njeri q\u00eb dinte si t\u00eb vendos\u00eb rend dhe t\u00eb zgjidh\u00eb probleme q\u00eb dukej se nuk kishin zgjidhje.<\/p>\n
Pra, p\u00ebrpara tij ishte nj\u00eb detyr\u00eb: brenda nj\u00eb viti t\u00eb reduktonte diferencat nga rezultatet e inventarizimit n\u00eb gjysm\u00eb. N\u00eb momentin e fillimit t\u00eb projektit, ai nuk e dinte se si do t\u00eb arrinte k\u00ebt\u00eb, por e kuptonte se menaxhimi i magazinave ishte nj\u00eb gj\u00eb e thjesht\u00eb, prandaj do t'i jepte fund di\u00e7kaje t\u00eb dobishme. Po ashtu, ulja e diferencave nga shum\u00eb p\u00ebrqindje n\u00eb nj\u00eb p\u00ebrqindje t\u00eb vetme, duket, nuk ishte aq e komplikuar. T\u00eb gjith\u00eb ata q\u00eb kan\u00eb punuar n\u00eb fush\u00ebn e konsultimeve ose aktiviteteve t\u00eb ngjashme e din\u00eb se shumica e problemeve t\u00eb procesit zgjidhen nga veprime mjaft t\u00eb thjeshta.<\/p>\n
Nga janari deri n\u00eb maj, ai u p\u00ebrgatit, automatizoi pak, rishkroi procesin e regjistrimit t\u00eb magazin\u00ebs, ndryshoi rrjedhat e pun\u00ebs p\u00ebr magazinier\u00ebt, kontabilist\u00ebt dhe n\u00eb p\u00ebrgjith\u00ebsi e riorganizoi t\u00ebr\u00eb sistemin pa treguar asgj\u00eb dhe pa raportuar askujt. N\u00eb maj, ai shp\u00ebrndau udh\u00ebzime t\u00eb reja p\u00ebr t\u00eb gjith\u00eb, dhe pas inventarizimit t\u00eb par\u00eb t\u00eb vitit filloi nj\u00eb jet\u00eb e re \u2013 pun\u00eb sipas rregullave t\u00eb tij. P\u00ebr t\u00eb par\u00eb rezultatet, kompania filloi t\u00eb kryej\u00eb inventarizime m\u00eb shpesh \u2013 \u00e7do dy muaj. Rezultatet e para ishin pozitive, dhe deri n\u00eb fund t\u00eb vitit, devijimet nga rezultatet e revizionit ran\u00eb n\u00eb pjes\u00eb t\u00eb nj\u00eb p\u00ebrqindjeje.<\/p>\n
Suksesi ishte kolosal, por nuk kishte besim n\u00eb q\u00ebndrueshm\u00ebrin\u00eb e tij. Djaloshi vet\u00eb dyshonte se rezultati do t\u00eb ruhej n\u00ebse do t\u00eb largohej dhe do t\u00eb ndalonte s\u00eb v\u00ebzhguari procesin. Megjithat\u00eb, rezultati ishte aty, dhe djaloshi mori gjith\u00e7ka p\u00ebr t\u00eb cil\u00ebn kishte r\u00ebn\u00eb dakord me pronarin. M\u00eb pas, pas disa vjet\u00ebsh, q\u00ebndrueshm\u00ebria e rezultatit u konfirmua \u2013 p\u00ebr disa vjet devijimet mbet\u00ebn n\u00eb kufijt\u00eb e 1%.<\/p>\n
At\u00ebher\u00eb ai vendosi t\u00eb p\u00ebrs\u00ebrij\u00eb eksperimentin dhe i propozoi pronarit t\u00eb p\u00ebrmir\u00ebsonte nj\u00eb proces tjet\u00ebr problematik \u2013 furnizimin. Atje kishte mungesa, t\u00eb cilat nuk lejonin t\u00eb eksportoheshin volume t\u00eb tilla sa d\u00ebshironin klient\u00ebt tan\u00eb. U dakordua q\u00eb brenda nj\u00eb viti mungesat do t\u00eb reduktoheshin me gjysm\u00ebn, dhe djali do t\u00eb realizonte gjithashtu 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 p\u00ebrs\u00ebri gjith\u00e7ka arriti t\u00eb p\u00ebrfundoj\u00eb me sukses, mungesat u reduktuan p\u00ebr m\u00eb shum\u00eb se 2 her\u00eb, t\u00eb gjitha projektet IT u p\u00ebrfunduan me sukses.<\/p>\n
Meqen\u00ebse paga tashm\u00eb e plot\u00ebsonte plot\u00ebsisht t\u00eb gjitha k\u00ebrkesat e djaloshit, p\u00ebr dy vjet p\u00ebrpara, ai vendosi t\u00eb qet\u00ebsohej pak, t\u00eb relaksohej dhe t\u00eb q\u00ebndronte n\u00eb nj\u00eb vend t\u00eb ngroht\u00eb dhe t\u00eb rehatsh\u00ebm q\u00eb e kishte krijuar vet\u00eb.<\/p>\n
\u00c7far\u00eb p\u00ebrfaq\u00ebsonte ajo? Formalisht, ai ishte drejtori IT. Por \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb kuptohet se \u00e7far\u00eb ishte ai n\u00eb t\u00eb v\u00ebrtet\u00eb. \u00c7far\u00eb b\u00ebn zakonisht nj\u00eb drejtori IT? N\u00eb p\u00ebrgjith\u00ebsi, ai administron infrastruktur\u00ebn IT, drejton administratoret sistemike, implementon sistemin ERP, merr pjes\u00eb n\u00eb mbledhjet e k\u00ebshillit t\u00eb drejtor\u00ebve.<\/p>\n
Nj\u00eb nga detyrat kryesore t\u00eb k\u00ebtij personi ishte pjes\u00ebmarrja n\u00eb proceset e ndryshimit, kryesisht - gjenerimi, nismat e k\u00ebtyre proceseve, k\u00ebrkimi dhe propozimi i zgjidhjeve, aplikimi i metodikave t\u00eb reja t\u00eb menaxhimit, ekspertiza e ndryshimeve t\u00eb propozuara, analiza e efikasitetit t\u00eb funksioneve dhe nj\u00ebsive t\u00eb tjera, dhe, n\u00eb fund, pjes\u00ebmarrja e drejtp\u00ebrdrejt\u00eb n\u00eb zhvillimin strategjik t\u00eb nd\u00ebrmarrjes, deri n\u00eb hartimin e planit strategjik t\u00eb gjith\u00eb kompanis\u00eb.<\/p>\n
I dhan\u00eb atij nj\u00eb kart\u00eb t\u00eb bardh\u00eb. Ai mund t\u00eb merrte pjes\u00eb n\u00eb \u00e7do takim ku m\u00eb par\u00eb nuk kishte akses. Q\u00ebndronte aty me nj\u00eb bllok sh\u00ebnimesh, duke sh\u00ebnuar di\u00e7ka, ose thjesht duke d\u00ebgjuar. Fliste rrall\u00eb. Pastaj filloi t\u00eb luante n\u00eb telefon - pretendonte se k\u00ebshtu funksiononte m\u00eb mir\u00eb kujtesa asociative.<\/p>\n
N\u00eb takime rrall\u00eb ndonj\u00ebher\u00eb dha di\u00e7ka t\u00eb dobishme. Shkonte, mendonte, pastaj e merrte nj\u00eb mesazh - ose me kritika, ose me mendime, ose me propozime, ose me p\u00ebrshkrime t\u00eb zgjidhjeve q\u00eb ai tashm\u00eb kishte aplikuar.<\/p>\n
Por m\u00eb shpesh ai mbante takime vet\u00eb. Gjeti nj\u00eb problem, shpiku varianta t\u00eb zgjidhjeve, p\u00ebrcaktoi pal\u00ebt e interesuara dhe i \u00e7oi t\u00eb gjith\u00eb n\u00eb dhom\u00ebn e negociatave. Dhe aty - si e dinte ai. Bindte, motivonte, argumentonte, debatonte, arrinte. <\/p>\n
Jozyrtarisht, ai konsiderohej osob\u00eb e tret\u00eb n\u00eb kompani, pas pronarit dhe drejtorit. Natyrisht, ai nervozonte shum\u00eb 'fytyrat e kompanis\u00eb', duke filluar nga numri 4. Sidomos me xhinset e tij t\u00eb grisura dhe t-shirtet e ndritshme, po ashtu - me koh\u00ebn e pronarit.<\/p>\n
Pronari i jepte atij 1 or\u00eb n\u00eb dit\u00eb. \u00c7do dit\u00eb. Ata flisnin, diskutonin probleme, zgjidhje, biznese t\u00eb reja, drejtime zhvillimi, tregues dhe efikasitet, zhvillimin personal, libra, dhe thjesht - jet\u00ebn.<\/p>\n
Por ky djal\u00eb ishte i \u00e7uditsh\u00ebm. Duket se - q\u00ebndro dhe g\u00ebzo, jeta ka shkuar mir\u00eb. Por jo. Ai vendosi t\u00eb refleksionoj\u00eb.<\/p>\n
Iu vendi i interesuar: pse ai arriti, ndersa t\u00eb tjer\u00ebt nuk arrit\u00ebn? Pronari gjithashtu e inkurajoi, duke th\u00ebn\u00eb se donte q\u00eb t\u00eb tjer\u00ebt gjithashtu t\u00eb arrinin t\u00eb krijonin rend, sepse menaxher\u00eb kishte shum\u00eb, zakonisht ata merreshin me menaxhimin operativ dhe planifikimin strategjik, por praktikisht askush nuk merrej me ndryshime sistematike t\u00eb proceseve t\u00eb tyre. N\u00eb p\u00ebrshkrimin e pun\u00ebs s\u00eb tyre, ndoshta ishte shkruar se ata duhet t\u00eb acceleronin procesin e tyre, ta rrisnin efikasitetin e tij, por n\u00eb fakt, askush nuk merret me k\u00ebt\u00eb. Pse ndodh k\u00ebshtu? Po ashtu, djaloshi u b\u00eb i interesuar pse dhe shkoi t\u00eb bisedonte me t\u00eb gjith\u00eb k\u00ebta menaxher\u00eb.<\/p>\n
Ai shkoi te z\u00ebvend\u00ebsdirektori p\u00ebr cil\u00ebsin\u00eb dhe propozoi t\u00eb zbatonte kartat e kontrollit t\u00eb Shuhartit, p\u00ebr t\u00eb pasur nj\u00eb produkt m\u00eb t\u00eb mir\u00eb se ai japonez. Por doli se kollega nuk e dinte se \u00e7far\u00eb ishin kartat e kontrollit t\u00eb Shuhartit, \u00e7far\u00eb ishte menaxhimi statistik i proceseve, dhe vet\u00ebm nga nj\u00eb an\u00eb kishte d\u00ebgjuar p\u00ebr p\u00ebrdorimin e ciklit t\u00eb Deming n\u00eb menaxhimin e cil\u00ebsis\u00eb. Mir\u00eb\u2026<\/p>\n
Ai shkoi te nj\u00eb z\u00ebvend\u00ebsdirektor tjet\u00ebr dhe propozoi t\u00eb zbatonte menaxhimin e kontrollit. Por as k\u00ebtu nuk gjeti mb\u00ebshtetje. Pak m\u00eb von\u00eb, ai m\u00ebsoi p\u00ebr menaxhimin e kufijve dhe iu propozoi t\u00eb gjith\u00eb z\u00ebvend\u00ebsve t\u00eb drejtorit t\u00eb zbatonin pjes\u00ebn sistematike t\u00eb k\u00ebsaj metode p\u00ebr t\u00eb p\u00ebrmir\u00ebsuar proceset. Por sa her\u00eb q\u00eb djaloshi fliste, askush nuk donte t\u00eb thellohej p\u00ebr at\u00eb \u00e7far\u00eb flitej. Ndoshta ata nuk ishin t\u00eb interesuar ose ishte shum\u00eb e komplikuar. Por, n\u00eb fakt, askush nuk e kuptoi.<\/p>\n
N\u00eb p\u00ebrgjith\u00ebsi, ai tregoi gjith\u00e7ka q\u00eb dinte dhe kishte zbatuar n\u00eb kompani. Por askush nuk e kuptoi asnj\u00ebher\u00eb. Ata ende nuk kuptonin pse, p\u00ebr shembull, gjith\u00e7ka u arrit t\u00eb rregullohej n\u00eb llogarit\u00eb e magazin\u00ebs, dhe si lidhen k\u00ebtu menaxhimi i kontrollit dhe menaxhimi i kufijve.<\/p>\n
S\u00eb fundmi, ai arriti te programuesit e tij \u2013 n\u00eb ekip ishin 3 persona. Ai tregoi p\u00ebr menaxhimin e kufijve, menaxhimin e kontrollit, menaxhimin e cil\u00ebsis\u00eb, p\u00ebr agile dhe scrum\u2026 Dhe p\u00ebr habin\u00eb e tij, ata t\u00eb gjith\u00eb e kuptuan, madje mund\u00ebn ta diskutonin me t\u00eb edhe holl\u00ebsit\u00eb teknike dhe metodologjike. Ata kuptuan pse projektet p\u00ebr magazin\u00ebn dhe furnizimin dol\u00ebn. Dhe k\u00ebtu djaloshi u ndri\u00e7ua: n\u00eb t\u00eb v\u00ebrtet\u00eb, programuesit do ta shp\u00ebtojn\u00eb bot\u00ebn.<\/p>\n
Programuesit, kuptoi ai \u2013 jan\u00eb t\u00eb vetmit q\u00eb mund t\u00eb kuptojn\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb detajuar proceset e biznesit.<\/p>\n
Pse pik\u00ebrisht ata? N\u00eb t\u00eb v\u00ebrtet\u00eb, ai nuk e gjeti kurr\u00eb nj\u00eb p\u00ebrgjigje t\u00eb qart\u00eb. Ai formuloj vet\u00ebm aludime t\u00eb thjeshta.<\/p>\n
S\u00eb pari, programuesit njohin fushat e biznesit, madje, i njohin ato m\u00eb mir\u00eb se \u00e7do njeri tjet\u00ebr n\u00eb kompanin\u00eb e tyre.<\/p>\n
P\u00ebr m\u00eb tep\u00ebr, programuesit realisht kuptojn\u00eb se \u00e7far\u00eb \u00ebsht\u00eb algoritmi i procesit. Kjo \u00ebsht\u00eb e r\u00ebnd\u00ebsishme sepse proceset e biznesit jan\u00eb algoritme dhe elementet brenda tyre mund t\u00eb mos jen\u00eb thjesht t\u00eb harmonizuara. P\u00ebr shembull, n\u00eb procesin e furnizimit, n\u00eb t\u00eb cilin punonte ai, hapi i par\u00eb \u00ebsht\u00eb hartimi i planit vjetor t\u00eb blerjeve, dhe hapi i dyt\u00eb \u00ebsht\u00eb blerja ditore. K\u00ebta hapa jan\u00eb t\u00eb lidhur p\u00ebrmes nj\u00eb lidhjeje direkte, do t\u00eb thot\u00eb se sipas k\u00ebtij algoritmi, njer\u00ebzit duhet t\u00eb punojn\u00eb - t\u00eb hartojn\u00eb planin vjetor t\u00eb blerjeve dhe menj\u00ebher\u00eb t\u00eb p\u00ebrmbushin k\u00ebrkes\u00ebn. Plani vjetor i blerjeve hartohet nj\u00eb her\u00eb n\u00eb vit, nd\u00ebrsa k\u00ebrkesa vjen deri n\u00eb 50 her\u00eb n\u00eb dit\u00eb. K\u00ebtu p\u00ebrfundon algoritmi, dhe duhet punuar sipas tij. N\u00eb t\u00eb v\u00ebrtet\u00eb, mendoi ai, njohja e algoritmeve p\u00ebr programuesit \u00ebsht\u00eb nj\u00eb p\u00ebrpar\u00ebsi konkurruese, sepse \u00e7do person tjet\u00ebr, q\u00eb nuk \u00ebsht\u00eb njohur me ta, thjesht nuk e kupton se si duhet t\u00eb punoj\u00eb procesi i biznesit dhe se si mund ta paraqes\u00eb at\u00eb.<\/p>\n
Nj\u00eb tjet\u00ebr avantazh i programuesve, sipas fjal\u00ebve t\u00eb atij djali - ata kan\u00eb mjaft koh\u00eb t\u00eb lir\u00eb. T\u00eb gjith\u00eb ne e kuptojm\u00eb se si nj\u00eb programues mund t\u00eb tregoj\u00eb tri her\u00eb m\u00eb shum\u00eb koh\u00eb n\u00eb nj\u00eb detyr\u00eb se sa ajo n\u00eb t\u00eb v\u00ebrtet\u00eb k\u00ebrkon, dhe pak kush do ta v\u00ebrej\u00eb k\u00ebt\u00eb. Kjo \u00ebsht\u00eb, p\u00ebrs\u00ebri, nj\u00eb p\u00ebrpar\u00ebsi konkurruese, sepse p\u00ebr t\u00eb organizuar nj\u00eb proces biznesi, nevojitet t\u00eb kesh shum\u00eb koh\u00eb t\u00eb lir\u00eb \u2014 p\u00ebr t\u00eb m\u00ebsuar, v\u00ebzhguar, studiuar dhe provuar.<\/p>\n
Shumica e menaxher\u00ebve, sipas fjal\u00ebve t\u00eb djalit, nuk e kan\u00eb k\u00ebt\u00eb koh\u00eb t\u00eb lir\u00eb dhe krenohen me k\u00ebt\u00eb. Megjithat\u00eb, kjo n\u00eb fakt n\u00ebnkupton se personi nuk mund t\u00eb b\u00ebhet efikas, sepse nuk ka koh\u00eb p\u00ebr t\u00eb rritur efikasitetin \u2014 nj\u00eb qark i mbyllur. N\u00eb kultur\u00ebn ton\u00eb \u00ebsht\u00eb n\u00eb mod\u00eb t\u00eb jesh i z\u00ebn\u00eb, prandaj gjith\u00e7ka mbetet n\u00eb vend. Nd\u00ebrsa p\u00ebr ne, programuesit, kjo \u00ebsht\u00eb nj\u00eb avantazh. Ne mund ta gjejm\u00eb koh\u00ebn e lir\u00eb dhe t\u00eb mendojm\u00eb p\u00ebr gjith\u00e7ka.<\/p>\n
Programuesit, tha ai, mund t\u00eb ndryshojn\u00eb shpejt sistemin informativ. Kjo nuk \u00ebsht\u00eb e aplikueshme n\u00eb t\u00eb gjitha bizneset, por kudo q\u00eb ka punuar ai, ka pasur mund\u00ebsi p\u00ebr t\u00eb b\u00ebr\u00eb p\u00ebrmir\u00ebsime si\u00e7 d\u00ebshirohej. Sidomos n\u00ebse ato nuk preknin pun\u00ebn e askujt. P\u00ebr shembull, ai mund t\u00eb fillonte nj\u00eb sistem q\u00eb do t\u00eb mas\u00eb fshehtas veprimet e p\u00ebrdoruesve dhe pastaj t\u00eb p\u00ebrdor\u00eb k\u00ebt\u00eb informacion p\u00ebr t\u00eb analizuar efikasitetin e pun\u00ebs s\u00eb kontabilitetit dhe p\u00ebr t\u00eb ndjekur koston e administrat\u00ebs.<\/p>\n
Dhe e fundit q\u00eb mbajta mend nga fjal\u00ebt e tij \u2013 programuesit kan\u00eb akses n\u00eb nj\u00eb sasi t\u00eb madhe informacioni, sepse kan\u00eb qasje administratived n\u00eb sistem. Prandaj 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 disponon nj\u00eb burim t\u00eb till\u00eb.<\/p>\n
Pastaj ai u largua. Gjat\u00eb periudh\u00ebs s\u00eb rregullt dyjavore, ne e detyruam at\u00eb t\u00eb ndante p\u00ebrvoj\u00ebn e tij, sepse donim t\u00eb vazhdonim pun\u00ebn q\u00eb ai kishte b\u00ebr\u00eb. Dhe pozita e tij po b\u00ebhej vacant.<\/p>\n
P\u00ebr disa dit\u00eb e vendos\u00ebm n\u00eb nj\u00eb karrige, e ndiznim kamer\u00ebn dhe regjistronim monolog\u00ebt e tij. E k\u00ebrkuam t\u00eb fliste p\u00ebr t\u00eb gjitha projektet e p\u00ebrfunduara, metodat, qasjet, sukseset dhe d\u00ebshtimet, arsyet dhe pasojat, portretet e menaxher\u00ebve etj. Nuk e kufizuam shum\u00eb, sepse nuk e dinim se \u00e7far\u00eb kishte n\u00eb mendje. <\/p>\n
N\u00eb monolog\u00ebt e tij, sigurisht, n\u00eb shumic\u00eb kishte gjithfar\u00eb marr\u00ebzie dhe t\u00eb qeshura \u2013 ai ishte n\u00eb nj\u00eb humor t\u00eb shk\u00eblqyer, sepse po largohej nga nj\u00eb vend t\u00eb vog\u00ebl p\u00ebr n\u00eb Piter. Dhe ku t\u00eb shkoje p\u00ebr t\u00eb punuar n\u00eb Piter? N\u00eb Gazprom, natyrisht.<\/p>\n
Por ndonj\u00eb gj\u00eb t\u00eb dobishme na arrit\u00ebn ta nxjerrim nga monolog\u00ebt e tij. Do t'ju tregoj se \u00e7far\u00eb mbaj mend.<\/p>\n
K\u00ebshtu, rekomandimet e atij djali. Atij q\u00eb do t\u00eb d\u00ebshironte t\u00eb provonte t\u00eb b\u00ebnte rendin 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 \u00abt\u00eb \u00e7menduris\u00eb\u00bb. Duhet t\u00eb mos kesh frik\u00eb t\u00eb humbas\u00ebsh pun\u00ebn, t\u00eb mos kesh frik\u00eb t\u00eb rrezikosh, t\u00eb mos kesh frik\u00eb nga konfliktet me koleg\u00ebt. Ai e b\u00ebnte leht\u00eb k\u00ebt\u00eb, sepse kishte filluar rrug\u00ebn e tij pas vet\u00ebm gjasht\u00eb muajve n\u00eb kompani dhe nuk kishte pasur kontakte me ask\u00ebnd, as q\u00eb e kishte menduar k\u00ebt\u00eb. Ai e kuptonte se njer\u00ebzit vijn\u00eb dhe largohen, nd\u00ebrsa p\u00ebr t\u00eb ishin t\u00eb r\u00ebnd\u00ebsishme rezultatet e tij dhe vler\u00ebsimi nga pronari i biznesit. Si e trajtojn\u00eb koleg\u00ebt \u2013 mir\u00eb apo keq \u2013 at\u00ebher\u00eb e shqet\u00ebsonte pak.<\/p>\n
Momenti i dyt\u00eb \u2013 p\u00ebr t\u00eb angazhuar n\u00eb k\u00ebt\u00eb pun\u00eb efikas, fatkeq\u00ebsisht, do t\u00eb duhet t\u00eb m\u00ebsoni. Por t\u00eb m\u00ebsoni jo p\u00ebrmes MBA, as kurseve, as n\u00eb institute, por vet\u00eb. P\u00ebr shembull, n\u00eb projektin e tij t\u00eb par\u00eb, p\u00ebr magazin\u00ebn, ai veproi intuitivisht, nuk dinte asgj\u00eb, vet\u00ebm se \u00e7far\u00eb ishte \"menaxhimi i cil\u00ebsis\u00eb\".<\/p>\n
Kur filloi t\u00eb lexonte literatur\u00eb, se cilat metoda ekzistojn\u00eb p\u00ebr rritjen e efikasitetit, ai zbuloi ato teknologji q\u00eb kishte aplikuar. Djaloshi i kishte aplikuar intuitivisht, dhe rezulton se kjo nuk ishte krijimi i tij, gjith\u00e7ka ishte shkruar prej koh\u00ebsh. Por ai shkoi duke humbur shum\u00eb m\u00eb tep\u00ebr koh\u00eb se sa do t\u00eb kishte marr\u00eb n\u00ebse do t\u00eb kishte lexuar menj\u00ebher\u00eb librin e duhur. K\u00ebtu \u00ebsht\u00eb vet\u00ebm e r\u00ebnd\u00ebsishme t\u00eb kuptohet se kur studioni nj\u00eb metodologji specifike, asnj\u00ebra prej tyre, madje as m\u00eb e avancuara, nuk do t\u00eb zgjidh\u00eb krejt\u00ebsisht problemet e procesit t\u00eb biznesit.<\/p>\n
Fusha e dyt\u00eb \u00ebsht\u00eb se sa m\u00eb shum\u00eb metodologji t\u00eb njihni, aq m\u00eb mir\u00eb. P\u00ebr shembull, n\u00eb Japoni t\u00eb lasht\u00eb ka jetuar Miyamoto Musashi \u2013 nj\u00eb nga spadash m\u00eb t\u00eb njohur, autor i stilit t\u00eb dy shpatave. Ai kishte studiuar n\u00eb ndonj\u00eb shkoll\u00eb nga ndonj\u00eb master, pastaj kishte udh\u00ebtuar n\u00ebp\u00ebr Japoni, duke u p\u00ebrballur me djem t\u00eb ndrysh\u00ebm. N\u00ebse ndonj\u00eb djalosh ishte m\u00eb i fort\u00eb, at\u00ebher\u00eb udh\u00ebtimi ndalonte p\u00ebr nj\u00eb koh\u00eb dhe Musashi shkonte si nx\u00ebn\u00ebs. Si rezultat, gjat\u00eb disa viteve ai fitoi aft\u00ebsi nga praktikant\u00eb t\u00eb ndrysh\u00ebm dhe formoi shkoll\u00ebn e tij, duke e shtuar di\u00e7ka t\u00eb re. N\u00eb fund, ai arriti nj\u00eb master unik. K\u00ebtu \u00ebsht\u00eb e nj\u00ebjta gj\u00eb.<\/p>\n
Sigurisht, mund t\u00eb veprohet si konsulent\u00eb biznesi. N\u00eb p\u00ebrgjith\u00ebsi, ata jan\u00eb djem t\u00eb shk\u00eblqyer. Por, zakonisht, ata vijn\u00eb p\u00ebr t\u00eb implementuar ndonj\u00eb metodologji dhe nuk aplikojn\u00eb at\u00eb q\u00eb i nevojitet biznesit. Edhe ne kemi pasur situata t\u00eb trishtueshme: askush nuk e di se si ta zgjidh\u00eb problemin 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 i k\u00ebrkojm\u00eb atij se \u00e7far\u00eb mund t\u00eb na ndihmoj\u00eb. Konsulenti mendon dhe thot\u00eb q\u00eb duhet t\u00eb implementojm\u00eb teorin\u00eb e kufizimeve. I paguajm\u00eb atij p\u00ebr rekomandimin, shpenzojm\u00eb p\u00ebr implementimin, por rezultati \u00ebsht\u00eb zero.<\/p>\n
Pse ndodh k\u00ebshtu? Sepse konsulenti tha, implementoni k\u00ebt\u00eb sistem, dhe t\u00eb gjith\u00eb u pajtuan me t\u00eb. Shk\u00eblqyesh\u00ebm, por nj\u00eb metodologji nuk zgjidh t\u00eb gjitha problemet e nj\u00eb procesi t\u00eb vet\u00ebm biznesor, ve\u00e7an\u00ebrisht n\u00ebse nuk p\u00ebrputhen premisat fillestare \u2014 tonat dhe ato q\u00eb k\u00ebrkohen p\u00ebr t\u00eb implementuar metodologjin\u00eb.<\/p>\n
N\u00eb praktik\u00ebn q\u00eb rekomandon djali, duhet t\u00eb marrim m\u00eb t\u00eb mir\u00ebn dhe ta zbatojm\u00eb m\u00eb t\u00eb mir\u00ebn. T\u00eb mos marrim metodat plot\u00ebsisht, por t\u00eb marrim karakteristikat ky\u00e7e, truket, praktikat e tyre. Dhe m\u00eb e r\u00ebnd\u00ebsishmja \u2013 duhet t\u00eb kuptojm\u00eb thelbin.<\/p>\n
T\u00eb marrim, tha ai, p\u00ebr shembull, scrum ose agile. N\u00eb monolog\u00ebt e tij, djali p\u00ebrs\u00ebriti shum\u00eb her\u00eb se jo t\u00eb gjith\u00eb e kuptojn\u00eb plot\u00ebsisht thelbin e scrum-it. Ai gjithashtu kishte lexuar librin e Jeff Sutherland, i cili disa u duket \u00ableht\u00eb lexim\u00bb. Atij iu duk si nj\u00eb lexim i thell\u00eb, sepse nj\u00eb nga bazat themelore t\u00eb scrum-it \u00ebsht\u00eb menaxhimi i cil\u00ebsis\u00eb, p\u00ebr k\u00ebt\u00eb shkruhet qart\u00eb n\u00eb lib\u00ebr.<\/p>\n
Aty shkruhet p\u00ebr Prodhimin Toyota, p\u00ebr m\u00ebnyr\u00ebn si Jeff Sutherland e tregoi scrum n\u00eb Japon, sa mir\u00eb iu p\u00ebrshtat dhe sa af\u00ebr ishte filozofis\u00eb s\u00eb tyre. Dhe Sutherland foli p\u00ebr r\u00ebnd\u00ebsin\u00eb e rolit t\u00eb scrum-master-it, p\u00ebr ciklin e Deming-ut. Roli i scrum-master-it \u00ebsht\u00eb t\u00eb p\u00ebrshpejtoj\u00eb vazhdimisht procesin. Gjith\u00e7ka tjet\u00ebr q\u00eb ndodhet n\u00eb scrum \u2013 dor\u00ebzimi n\u00eb faza, k\u00ebnaq\u00ebsia e klientit, lista e qart\u00eb e pun\u00ebve p\u00ebr periudh\u00ebn e sprint-it \u2013 gjithashtu ka r\u00ebnd\u00ebsi, por gjith\u00e7ka duhet t\u00eb evoluoj\u00eb gjithnj\u00eb e m\u00eb shpejt. Shpejt\u00ebsia e pun\u00ebs duhet t\u00eb rritet vazhdimisht n\u00eb ato nj\u00ebsi q\u00eb matet.<\/p>\n
Mund t\u00eb jet\u00eb q\u00eb kjo ka t\u00eb b\u00ebj\u00eb me p\u00ebrkthimin, sepse ne librin e kemi p\u00ebrkthyer si \u00abScrum \u2013 metoda revolucionare e menaxhimit t\u00eb projekteve\u00bb, dhe n\u00ebse e p\u00ebrkthejm\u00eb dosido titullin anglez, rezulton: \u00abScrum \u2013 dy her\u00eb m\u00eb shum\u00eb p\u00ebr dy her\u00eb m\u00eb pak koh\u00eb\u00bb, pra edhe n\u00eb titull flitet p\u00ebr shpejt\u00ebsin\u00eb si funksion ky\u00e7 t\u00eb scrum-it.<\/p>\n
Kur ky djal\u00eb e implementoi scrum-in, 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 ndryshime, modifikoi veten scrum-in p\u00ebr ta b\u00ebr\u00eb at\u00eb t\u00eb punonte shum\u00eb m\u00eb shpejt. E vetmja, si\u00e7 shkruajn\u00eb n\u00eb internet, ishte se para tyre doli pyetja: \u00abE rrit\u00ebm shpejt\u00ebsin\u00eb dyfish, tani duhet t\u00eb kuptojm\u00eb \u00e7far\u00eb po b\u00ebjm\u00eb me nj\u00eb shpejt\u00ebsi t\u00eb till\u00eb?\u00bb. Megjithat\u00eb, kjo \u00ebsht\u00eb nj\u00eb fush\u00eb krejt\u00ebsisht tjet\u00ebr...<\/p>\n
Ai gjithashtu rekomandoi disa metodika personale. I quajti ato themelore dhe baz\u00eb.<\/p>\n
E para \u2013 boundary management.<\/p>\n
Ai m\u00ebsohet n\u00eb \u00abSkolkovo\u00bb, nuk ka libra e materiale t\u00eb tjera, sipas pohimeve t\u00eb djaloshit. Ajo pati fatin t\u00eb ishte e pranishme n\u00eb nj\u00eb leksion nga nj\u00eb profesor i Harvardit, i cili predikon menaxhimin e kufijve, si dhe t\u00eb lexoj\u00eb disa artikuj n\u00eb Harvard Business Review p\u00ebr punimet e Erik Trist. <\/p>\n
Menaxhimi i kufijve flet p\u00ebr nevoj\u00ebn p\u00ebr t\u00eb par\u00eb kufijt\u00eb dhe p\u00ebr t'u marr\u00eb me ta. Ka shum\u00eb kufij, ata jan\u00eb gjithandej \u2014 midis departamenteve, midis llojeve t\u00eb ndryshme t\u00eb pun\u00ebs, midis funksioneve, midis pun\u00ebs operative dhe asaj analitike. Njohuria e menaxhimit t\u00eb kufijve nuk zbulon ndonj\u00eb t\u00eb v\u00ebrtet\u00eb m\u00eb t\u00eb lart\u00eb, por lejon t\u00eb shohim realitetin n\u00eb nj\u00eb drit\u00eb t\u00eb ndryshme \u2014 p\u00ebrmes prizmit t\u00eb kufijve. Dhe, p\u00ebr rrjedhoj\u00eb, t'i menaxhojm\u00eb ata \u2014 t\u00eb krijojm\u00eb aty ku \u00ebsht\u00eb e nevojshme dhe t'i heqim atje ku pengojn\u00eb.<\/p>\n
Por m\u00eb shum\u00eb dhe m\u00eb shpesh, djali fliste p\u00ebr kontrollin. Ishte nj\u00eb obsesion i tij n\u00eb k\u00ebt\u00eb tem\u00eb.<\/p>\n
Kontrolli, n\u00ebse e shpjegojm\u00eb shkurt, \u00ebsht\u00eb menaxhim bazuar n\u00eb numra. K\u00ebtu, thoshte ai, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme \u00e7do pjes\u00eb e definicionit \u2014 dhe 'menaxhim', dhe 'n\u00eb baz\u00eb', dhe 'numra'.<\/p>\n
Ne, thoshte ai, jemi t\u00eb dob\u00ebt me t\u00eb tri komponent\u00ebt e kontrollit. Sidomos n\u00ebse merret parasysh se ato jan\u00eb ngusht\u00ebsisht t\u00eb lidhura me nj\u00ebra-tjetr\u00ebn, si dhe me pjes\u00ebt e tjera t\u00eb sistemit t\u00eb biznesit.<\/p>\n
E para q\u00eb \u00ebsht\u00eb e dob\u00ebt \u2014 numrat. Jan\u00eb t\u00eb pak\u00ebt dhe me cil\u00ebsi t\u00eb ul\u00ebt.<\/p>\n
Nj\u00eb pjes\u00eb t\u00eb konsiderueshme t\u00eb numrave at\u00ebher\u00eb e merrnim nga sistemi informativ 1C. K\u00ebshtu, cil\u00ebsia e numrave n\u00eb 1C, si\u00e7 pohonte ai, \u00ebsht\u00eb e papranueshme. 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 fajin p\u00ebr k\u00ebt\u00eb nuk e kan\u00eb zhvilluesit e 1C \u2014 ata thjesht marrin parasysh k\u00ebrkesat e tregut dhe mentalitetin e kontabilitetit vendas. Por p\u00ebr q\u00ebllimet e kontrollit, parimet e pun\u00ebs s\u00eb 1C me t\u00eb dh\u00ebnat duhet t\u00eb ndryshohen n\u00eb nj\u00eb nd\u00ebrmarrje t\u00eb caktuar.<\/p>\n
Pastaj, sipas tij, numrat nga 1C kalojn\u00eb nj\u00eb p\u00ebrpunim gjysm\u00eb manual, duke p\u00ebrdorur Excel, p\u00ebr shembull. Kjo p\u00ebrpunim nuk shton as cil\u00ebsi p\u00ebr t\u00eb dh\u00ebnat, as shpejt\u00ebsi.<\/p>\n
N\u00eb fund, raporti p\u00ebrfundimtar kontrollohet nga dikush tjet\u00ebr, q\u00eb t\u00eb mos dor\u00ebzoj\u00eb gabim numra tek drejtuesi. Si rezultat, numrat arrijn\u00eb te marr\u00ebsi t\u00eb bukur, t\u00eb kontrolluar, por shum\u00eb von\u00eb. Zakonisht \u2014 pas p\u00ebrfundimit t\u00eb periudh\u00ebs (muaj, jav\u00eb, etj.).<\/p>\n
Dhe k\u00ebtu, thoshte ai, gj\u00ebrat jan\u00eb shum\u00eb t\u00eb thjeshta. 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 bazohen n\u00eb kontabilitet, dhe kompania \u00ebsht\u00eb krejt\u00ebsisht normale, me dor\u00ebzimin e TVSh-s\u00eb \u00e7do tremujor, at\u00ebher\u00eb p\u00ebr drejtorin e saj rezultati relativisht i arsyesh\u00ebm del \u00e7do tremujor.<\/p>\n
M\u00eb pas \u00ebsht\u00eb e qart\u00eb. Merrni numrat \u00e7do muaj \u2014 keni mund\u00ebsin\u00eb t\u00eb menaxhoni sipas numrave (dmth. t\u00eb b\u00ebni kontrollim) 12 her\u00eb n\u00eb vit. Praktikoni raportimin tremujor \u2014 menaxhoni 4 her\u00eb n\u00eb vit. Plus bonus \u2014 raportimi vjetor. Nj\u00eb her\u00eb tjet\u00ebr p\u00ebr ta drejtuar.<\/p>\n
N\u00eb koh\u00ebn tjet\u00ebr menaxhimi, zakonisht, kryhet n\u00eb err\u00ebsir\u00eb.<\/p>\n
Kur (dhe n\u00ebse) numrat p\u00ebrfundimisht shfaqen, at\u00ebher\u00eb hyn n\u00eb veprim problemi i dyt\u00eb \u2014 si t\u00eb menaxhojm\u00eb mbi baz\u00ebn e numrave? M\u00eb k\u00ebt\u00eb pik\u00eb t\u00eb arsyetimit t\u00eb tij, un\u00eb thjesht nuk mund t\u00eb pajtohem.<\/p>\n
Djali pretendonte se n\u00ebse numrat nuk kishin qen\u00eb m\u00eb par\u00eb p\u00ebr drejtorin, shfaqja e tyre do t\u00eb kishte nj\u00eb efekt wow. Ai do t\u00eb shikonte dhe do t\u00eb p\u00ebrzgjidhte numrat \u00e7do m\u00ebnyre, do t\u00eb th\u00ebrriste njer\u00ebzit, do t\u00eb k\u00ebrkonte shpjegime dhe hetime. Pasi t\u00eb luante me numrat, duke b\u00ebr\u00eb analiza, duke u k\u00ebrc\u00ebnuar me t\u00eb gjith\u00eb punonj\u00ebsit se \u2018tani, un\u00eb nuk do t\u2019ju l\u00ebshoj\u2019, drejtori do t\u00eb qet\u00ebsohej mjaft shpejt dhe do t\u00eb heq\u00eb dor\u00eb nga kjo pun\u00eb. Ai do t\u00eb pushonte s\u00eb p\u00ebrdoruri k\u00ebt\u00eb mjet. Por problemet do t\u00eb mbeteshin n\u00eb vend.<\/p>\n
Kjo ndodh, tha ai, p\u00ebr shkak t\u00eb kompetencave t\u00eb pamjaftueshme t\u00eb drejtuesit. N\u00eb kontrollim, n\u00eb radh\u00eb t\u00eb par\u00eb. Drejtori thjesht nuk di se \u00e7far\u00eb t\u00eb b\u00ebj\u00eb me k\u00ebta numra. \u00c7far\u00eb me<\/b>t\u00eb b\u00ebj\u00eb \u2014 e di, por se \u00e7far\u00eb t\u00eb b\u00ebj\u00eb \u2014 jo. T\u00eb b\u00ebsh \u2014 \u00ebsht\u00eb ajo q\u00eb \u00ebsht\u00eb shkruar m\u00eb lart (t\u00eb qortohet, t\u00eb luhet). T\u00eb b\u00ebsh \u2014 \u00ebsht\u00eb procesi i biznesit t\u00eb p\u00ebrditsh\u00ebm.<\/p>\n
Ai pretendonte se gjith\u00e7ka \u00ebsht\u00eb shum\u00eb e thjesht\u00eb: numri duhet t\u00eb b\u00ebhet pjes\u00eb e procesit t\u00eb biznesit. N\u00eb procesin e biznesit duhet t\u00eb jet\u00eb qart\u00ebsisht e kuptueshme: kush, \u00e7far\u00eb, dhe kur duhet t\u00eb b\u00ebj\u00eb n\u00eb rast t\u00eb devijimit t\u00eb numrit nga norma (\u00e7far\u00ebdo variante \u2014 mbi kufirin, n\u00ebn kufirin, dalja nga korridori, prania e tendenc\u00ebs, mosshkaktimi i kuantilit, etj.)<\/p>\n
Dhe k\u00ebshtu ai sh\u00ebnoi dilemm\u00ebn kryesore: numri \u00ebsht\u00eb, 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 drejtori rus nuk do t\u2019i jap\u00eb nj\u00eb cop\u00eb t\u00eb pushtetit t\u00eb tij konkurruesit.<\/p>\n
Konkurruesit e drejtuesit rus jan\u00eb nj\u00eb proces biznesi cil\u00ebsor dhe funksional, nj\u00eb motivim i mir\u00ebmenduar dhe i nd\u00ebrsjell\u00eb dhe automatizimi i duhur \u2014 fatkeq\u00ebsisht, do ta l\u00ebn\u00eb drejtuesin pa pun\u00eb.<\/p>\n
B\u00ebni nj\u00eb marr\u00ebveshje, a nuk \u00ebsht\u00eb kjo nj\u00eb absurditet? Sidomos p\u00ebr udh\u00ebheq\u00ebsit. Po, ju thash\u00eb, vendosni vet\u00eb.<\/p>\n
Pak m\u00eb pak, por prap\u00eb shum\u00eb, sipas mendimit tim, ai fliste p\u00ebr scrum.<\/p>\n
Sigurisht, tha, lexoni dhe provoni scrum n\u00eb praktik\u00eb. N\u00ebse, thot\u00eb, keni lexuar, por nuk e keni provuar \u2014 konsideroni se nuk e dini. \u00cbsht\u00eb m\u00eb mir\u00eb t\u00eb lexoni nj\u00eb lib\u00ebr, p\u00ebr shembull nga Sutherland, sesa artikuj dhe gjith\u00eb ato gu\u00eda (\u00e7far\u00eb marifeti \u00ebsht\u00eb ky?) n\u00eb internet.<\/p>\n
Scrum, tha ai, njih\u00ebt vet\u00ebm n\u00eb praktik\u00eb, dhe me matje t\u00eb detyrueshme t\u00eb volumit t\u00eb pun\u00ebs q\u00eb \u00ebsht\u00eb kryer. Provoni personalisht dy rolet m\u00eb t\u00eb r\u00ebnd\u00ebsishme \u2014 pronarin e produktit dhe scrum-masterin.<\/p>\n
Sidomos e r\u00ebnd\u00ebsishme, sipas fjal\u00ebve t\u00eb djaloshit, \u00ebsht\u00eb t\u00eb p\u00ebrjetoni n\u00eb praktik\u00eb rolin e scrum-masterit, kur ju mund t\u00eb rrisni volumin e detyrave t\u00eb mbyllura n\u00eb sprint, pa rritur burimet dhe koston e sprintit.<\/p>\n
Nj\u00eb tjet\u00ebr n\u00eb rangun e tij ishte TOC (teoria e kufizimeve t\u00eb sistemeve).<\/p>\n
K\u00ebto, sipas djaloshit, jan\u00eb parimet baz\u00eb, themelore t\u00eb rritjes s\u00eb efikasitetit, q\u00eb mund t\u00eb aplikohen n\u00eb \u00e7do fush\u00eb, n\u00eb \u00e7do proces dhe sistem biznesi n\u00eb p\u00ebrgjith\u00ebsi.<\/p>\n
Kur m\u00ebsoi q\u00eb ne nuk ishim t\u00eb njohur me TOC, ai ndali s\u00eb foluri. Thjesht shtoi se nuk do t\u00eb na hiqte k\u00ebnaq\u00ebsin\u00eb e leximit t\u00eb librave nga Eliyahu Goldratt. Dha nj\u00eb rekomandim t\u00eb ngjash\u00ebm me scrum \u2014 lexoni dhe provoni. Si\u00e7 thot\u00eb, n\u00eb \u00e7do pozit\u00eb q\u00eb jeni, n\u00eb \u00e7far\u00ebdo pune q\u00eb b\u00ebni, ka nj\u00eb vend p\u00ebr rritjen e efikasitetit me metodat e TOC.<\/p>\n
Pastaj duket se ai ishte i pap\u00ebrgatitur p\u00ebr metoda dhe tha: p\u00ebrzieni parimet, p\u00ebr t\u00eb krijuar zgjidhje aplikative n\u00eb situata t\u00eb caktuara.<\/p>\n
Kjo, thot\u00eb, \u00ebsht\u00eb rekomandimi kryesor, \u00e7el\u00ebsi i suksesit. Kuptoni parimet, thelbin, dhe krijoni zgjidhje aplikative unike \u2014 procese dhe sisteme biznesi.<\/p>\n
M\u00eb pas ai u mundua t\u00eb kujtonte nj\u00eb citat, deri sa duhej t\u00eb hynte n\u00eb internet. Doli se citati ishte nga artikulli \"Duke q\u00ebndruar mbi krah\u00ebt e gjigant\u00ebve\" nga Eliyahu Goldratt:<\/p>\n
Ka pas nj\u00eb dallim nd\u00ebrmjet zgjidhjeve aplikative dhe koncepteve themelore n\u00eb t\u00eb cilat bazohen k\u00ebto zgjidhje. Konceptet jan\u00eb t\u00eb p\u00ebrgjithshme, nd\u00ebrsa zgjidhjet aplikative jan\u00eb nj\u00eb p\u00ebrshtatje e koncepteve n\u00eb nj\u00eb mjedis t\u00eb caktuar. Si\u00e7 e kemi par\u00eb, nj\u00eb p\u00ebrshtatje e till\u00eb nuk \u00ebsht\u00eb e leht\u00eb dhe b\u00ebn t\u00eb nevojshme zhvillimin e elementeve t\u00eb caktuar t\u00eb zgjidhjes. Duhet t\u00eb kujtojm\u00eb se zgjidhja aplikative bazohet n\u00eb postulatat fillestare (ndonj\u00ebher\u00eb t\u00eb fshehura) p\u00ebr mjedisin konkret. Mos prisni q\u00eb kjo zgjidhje aplikative t\u00eb funksionoj\u00eb n\u00eb nj\u00eb mjedis p\u00ebr t\u00eb cilin postulatat fillestare nuk jan\u00eb t\u00eb sakta.<\/p>\n
Tha se puna e programuesit dhe e \"p\u00ebrmir\u00ebsuesit t\u00eb proceseve biznesore\" \u00ebsht\u00eb shum\u00eb e ngjashme. Dhe u largua.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