{"id":55124,"date":"2020-01-13T00:00:00","date_gmt":"2020-01-12T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/kak-my-vyrastili-sistemnogo-analitika-s-nulya"},"modified":"2020-02-18T14:03:12","modified_gmt":"2020-02-18T11:03:12","slug":"kak-my-vyrastili-sistemnogo-analitika-s-nulya","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/kak-my-vyrastili-sistemnogo-analitika-s-nulya","title":{"rendered":"Si si rrit\u00ebm nj\u00eb analist sistemi nga fillimi","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

A jeni t\u00eb njohur me situat\u00ebn kur nevojat e biznesit tuaj rriten, por njer\u00ebzit e nevojsh\u00ebm p\u00ebr zbatimin e tyre mungojn\u00eb? \u00c7far\u00eb t\u00eb b\u00ebni n\u00eb k\u00ebt\u00eb rast? Ku t\u00eb k\u00ebrkoni njer\u00ebz me kompetencat e nevojshme dhe a ja vlen t\u00eb merret me k\u00ebt\u00eb?<\/p>\n

Duke qen\u00eb se problemi, t\u00eb themi, nuk \u00ebsht\u00eb i ri, ka tashm\u00eb m\u00ebnyra p\u00ebr ta zgjidhur at\u00eb. Disa kompani p\u00ebrdorin skem\u00ebn e outsouring dhe angazhojn\u00eb specialist\u00eb nga organizata t\u00eb jashtme. T\u00eb tjera zgjasin gjeografin\u00eb e k\u00ebrkimit, duke p\u00ebrdorur sh\u00ebrbimet e agjencive t\u00eb rekrutimit. Nd\u00ebrsa t\u00eb tjerat gjejn\u00eb njer\u00ebz pa p\u00ebrvoj\u00eb dhe i rrisin sipas nevojave t\u00eb tyre.<\/p>\n

Nj\u00eb nga projektet tona m\u00eb serioze t\u00eb trajnimit t\u00eb analist\u00ebve t\u00eb sistemeve nga fillimi, ndoshta ishte Shkolla e Analiz\u00ebs s\u00eb Sistemeve, p\u00ebr t\u00eb cil\u00ebn raportoi Kirill Kapranov n\u00eb p\u00ebrgjith\u00ebsi n\u00eb n\u00ebntor AnalyzeIT MeetUp #3<\/a><\/noindex>. Megjithat\u00eb, para se t\u00eb hynim n\u00eb projekt, vendos\u00ebm t\u00eb kryejm\u00eb nj\u00eb eksperiment, mor\u00ebm nj\u00eb person pa p\u00ebrvoj\u00eb dhe provuam ta rrisim at\u00eb n\u00eb nj\u00eb analist sistemi q\u00eb do t\u00eb plot\u00ebsonte k\u00ebrkesat tona. N\u00ebn k\u00ebt\u00eb, do t\u00eb shihni se si e p\u00ebrgatit\u00ebm analistin dhe \u00e7far\u00eb doli nga kjo ngjarje.<\/p>\n

\"Si<\/a><\/noindex>
\n<\/a><\/noindex>
\nUn\u00eb u njoha me Dash\u00ebn n\u00eb mitap-in e par\u00eb t\u00eb analist\u00ebve<\/a><\/noindex>, i organizuar nga punonj\u00ebsit e Alpha Bank. N\u00eb at\u00eb dit\u00eb, m\u00eb ofruan t\u00eb b\u00ebhesha mentori i saj dhe t\u00eb zhvilloja procesin e onboarding-ut p\u00ebr analistin nga zero. Pranova.<\/p>\n

N\u00eb tetor filloi procesi i onboarding-ut. N\u00eb p\u00ebrgjith\u00ebsi, ai nuk ndodhej ndryshe shum\u00eb nga onboarding-u i analistit sistematik me p\u00ebrvoj\u00eb (m\u00eb shum\u00eb p\u00ebr rekrutimin, onboarding-un dhe zhvillimin e analist\u00ebve sistematik\u00eb n\u00eb Alpha Bank n\u00eb raportin e Svetlana Mikheeva n\u00eb AnalyzeIT MeetUp #2<\/a><\/noindex>). Un\u00eb dhe Dasha duhej t\u00eb kalonim t\u00eb nj\u00ebjtat etapa \u2014 t\u00eb formonim \"Planin p\u00ebr 100 dit\u00eb\", t\u00eb kalonim nj\u00eb vler\u00ebsim t\u00eb nd\u00ebrmjet\u00ebm dhe t\u00eb p\u00ebrfundonim me sukses periudh\u00ebn provuese. Megjithat\u00eb, n\u00eb \u00e7do etap\u00eb kishte ve\u00e7orit\u00eb e veta.<\/p>\n

Plani p\u00ebr 100 dit\u00eb<\/h2>\n

\nP\u00ebr \u00e7do analist t\u00eb ri, ne p\u00ebrgatisim nj\u00eb plan p\u00ebr 100 dit\u00eb. N\u00eb t\u00eb regjistrohen lista e q\u00ebllimeve t\u00eb punonj\u00ebsit t\u00eb ri dhe metrikat p\u00ebr vler\u00ebsimin e arritjes s\u00eb tyre. Por n\u00ebse q\u00ebllimet dhe metrikat p\u00ebr specialist\u00ebt e p\u00ebrvojsh\u00ebm jan\u00eb m\u00eb pak ose m\u00eb shum\u00eb t\u00eb qarta (pasi kemi nj\u00eb baz\u00eb t\u00eb akumuluar planesh), \u00e7far\u00eb mund t\u00eb vendosim p\u00ebr nj\u00eb analist nga zero? P\u00ebrve\u00e7 se t\u00eb m\u00ebsojm\u00eb emrat e t\u00eb gjith\u00eb dhe se \u00e7far\u00eb b\u00ebjm\u00eb k\u00ebtu dhe ku mund t\u00eb hante di\u00e7ka.<\/p>\n

P\u00ebr t\u00eb p\u00ebrgjigjur n\u00eb k\u00ebt\u00eb pyetje, u organizua nj\u00eb takim me pjes\u00ebmarrjen e lider\u00ebve. U formuluan pritshm\u00ebrit\u00eb nga analisti i ri pas 100 dit\u00ebsh. Dhe ato u regjistruan n\u00eb nj\u00eb plan n\u00eb form\u00eb tre blokesh \u2014 Scrum, Arkitektura, Analitika.<\/p>\n

Scrum<\/b>. Dasha u p\u00ebrgatit p\u00ebr ekipin e produktit, dhe shumica e ekipeve tona t\u00eb produktit punojn\u00eb sipas Scrum (duke marr\u00eb parasysh ve\u00e7orit\u00eb tona, natyrisht). Prandaj, si rezultat i realizimit t\u00eb planit, ne prisnim nga analisti i ri t\u00eb kishte njohuri p\u00ebr terminologjin\u00eb dhe qasjen e pranuar n\u00eb zhvillimin e produkteve t\u00eb Bank\u00ebs. <\/p>\n

Arkitektura<\/b>. Analist\u00ebt tan\u00eb jan\u00eb \"mini-arkitekt\u00eb\", duke u angazhuar n\u00eb projektimin e arkitektur\u00ebs s\u00eb produktit t\u00eb ardhsh\u00ebm. E qart\u00eb \u00ebsht\u00eb se pas 100 dit\u00ebsh nuk b\u00ebhet arkitekt (as \"mini\"). Por, duhet t\u00eb krijohet nj\u00eb kuptim i parimeve t\u00eb arkitektur\u00ebs korporative, procesit t\u00eb projektimit t\u00eb aplikacioneve t\u00eb bank\u00ebs s\u00eb re online p\u00ebr persona juridik\u00eb dhe individ\u00eb t\u00eb vet\u00ebpun\u00ebsuar (onboarding-u u zhvillua n\u00eb ekipin q\u00eb krijon aplikacione p\u00ebr k\u00ebt\u00eb kanal), dhe struktura e tyre duhet t\u00eb formohet.<\/p>\n

Analitika<\/b>. Dy blloqet e par\u00eb p\u00ebrb\u00ebnin p\u00ebrkat\u00ebsisht 10% dhe 20% t\u00eb kalimit t\u00eb suksessh\u00ebm t\u00eb planit p\u00ebr 100 dit\u00eb. V\u00ebmendja kryesore iu kushtua zhvillimit t\u00eb aft\u00ebsive t\u00eb forta \u2014 aft\u00ebsis\u00eb p\u00ebr t\u00eb punuar me modulet e ve\u00e7anta t\u00eb sistemeve master dhe aplikacioneve t\u00eb zhvilluara, aft\u00ebsis\u00eb p\u00ebr t\u00eb identifikuar shkeljet e zbatimit ndaj k\u00ebrkesave t\u00eb shpallura dhe p\u00ebr t\u00eb shkruar k\u00ebrkesat p\u00ebr eliminimin e tyre, aft\u00ebsis\u00eb p\u00ebr t\u00eb mbajtur struktur\u00ebn e dokumentacionit t\u00eb projekteve dhe p\u00ebr t\u00eb menaxhuar dokumentacionin p\u00ebr nivele t\u00eb ndryshme aplikacionesh. Aft\u00ebsit\u00eb e buta, q\u00eb luajn\u00eb nj\u00eb rol t\u00eb r\u00ebnd\u00ebsish\u00ebm, p\u00ebr shembull, n\u00eb gjetjen e informacionit t\u00eb nevojsh\u00ebm p\u00ebr ekipin, gjithashtu nuk u injoruan. Megjithat\u00eb, kuptuam se ky proces nuk \u00ebsht\u00eb shum\u00eb i shpejt\u00eb, prandaj u fokusua m\u00eb shum\u00eb n\u00eb kategorin\u00eb e par\u00eb t\u00eb aft\u00ebsive.<\/p>\n

N\u00eb kuad\u00ebr t\u00eb \u00e7do blloku u formuluan q\u00ebllime dhe rezultate t\u00eb pritura. P\u00ebr \u00e7do q\u00ebllim u ofruan materiale t\u00eb propozuara p\u00ebr t\u00eb ndihmuar n\u00eb arritjen e tij (literatur\u00eb e rekomanduar, trajnime t\u00eb brendshme dhe t\u00eb tjera informacione t\u00eb dobishme). U formularuan kritere p\u00ebr vler\u00ebsimin e arritjes s\u00eb rezultateve t\u00eb pritura.<\/p>\n

Vler\u00ebsimi nd\u00ebrmjet\u00ebs<\/h2>\n

\nPas kalimit t\u00eb nj\u00eb muaji e gjysm\u00eb, ne po b\u00ebjm\u00eb nj\u00eb p\u00ebrmbledhje t\u00eb nd\u00ebrmjetme. Q\u00ebllimi \u00ebsht\u00eb t\u00eb mbledhim reagime, t\u00eb vler\u00ebsojm\u00eb p\u00ebrparimin e analistit t\u00eb ri dhe t\u00eb b\u00ebjm\u00eb rregullime n\u00eb onboarding-un e tij n\u00ebse \u00ebsht\u00eb e nevojshme. \u00cbsht\u00eb realizuar nj\u00eb vler\u00ebsim nd\u00ebrmjet\u00ebs edhe p\u00ebr Dash\u00ebn.<\/p>\n

N\u00eb vler\u00ebsim mor\u00ebn pjes\u00eb pes\u00eb persona, t\u00eb gjith\u00eb nga ekipi ku u realizua onboarding-u. \u00c7do pjes\u00ebmarr\u00ebs u k\u00ebrkua t\u00eb jepte reagime n\u00eb m\u00ebnyr\u00eb t\u00eb lir\u00eb p\u00ebrmes p\u00ebrgjigjeve n\u00eb disa pyetje. Pyetjet ishin mjaft bazike \u2014 \"Si e vler\u00ebson Dash\u00ebn si analist? \u00c7far\u00eb b\u00ebn ajo mir\u00eb dhe \u00e7far\u00eb jo aq shum\u00eb? N\u00eb \u00e7far\u00eb drejtimi duhet t\u00eb zhvillohet?\"<\/p>\n

\u00cbsht\u00eb interesante q\u00eb kat\u00ebr nga pes\u00eb persona nuk arrit\u00ebn t\u00eb jepnin nj\u00eb vler\u00ebsim. K\u00ebshtu identifikuam k\u00ebt\u00eb problem. T\u00eb gjitha detyrat analitike fillimisht shkonin tek un\u00eb, pastaj nj\u00eb pjes\u00eb ia kaloja Dash\u00ebs. Rezultatet e pun\u00ebs s\u00eb Dash\u00ebs fillimisht kalonin n\u00ebp\u00ebr revizimin tim dhe m\u00eb pas i komunikoheshin ekipit. Si pasoj\u00eb, e gjith\u00eb komunikimi i ekipit dhe i analistit ton\u00eb t\u00eb ri u fokusua te un\u00eb, ekipi nuk e shihte Dash\u00ebn si analist dhe nuk mund t\u00eb jepte feedback p\u00ebr t\u00eb. Prandaj, n\u00eb gjysm\u00ebn e dyt\u00eb t\u00eb onbordimit, u p\u00ebrqendruam n\u00eb nd\u00ebrtimin e nj\u00eb komunikimi t\u00eb drejtp\u00ebrdrejt\u00eb midis analistit t\u00eb ri dhe an\u00ebtar\u00ebve t\u00eb ekipit (p\u00ebrsh\u00ebndetje aft\u00ebsive sociale).<\/p>\n

P\u00ebrfundimi i prov\u00ebs s\u00eb pun\u00ebs<\/h2>\n

\nDhe ja, kaluan 100 dit\u00eb, ne po japim p\u00ebrmbledhjen. A arriti Dasha t\u00eb realizoj\u00eb planin dhe t\u00eb arrij\u00eb t\u00eb gjitha q\u00ebllimet e p\u00ebrcaktuara? A arrit\u00ebm ne t\u00eb zhvillojm\u00eb nj\u00eb analist nga fillimi?<\/p>\n

Plani p\u00ebr 100 dit\u00eb u realizua n\u00eb 80%. U mbledh feedback nga pes\u00eb an\u00ebtar\u00eb t\u00eb ekipit. K\u00ebt\u00eb her\u00eb ata arrit\u00ebn t\u00eb theksojn\u00eb momentet pozitive n\u00eb pun\u00ebn e analizuesit ton\u00eb t\u00eb ri dhe t'i japin atij rekomandime p\u00ebr zhvillimin e m\u00ebtejsh\u00ebm. E interesante \u00ebsht\u00eb se \u00e7far\u00eb theksoi Dasha kur p\u00ebrfundoi p\u00ebrmbledhjen. Sipas saj, nj\u00eb specialist me p\u00ebrvoj\u00eb do t\u00eb kishte p\u00ebrfunduar planin q\u00eb iu dha n\u00eb disa jav\u00eb. Sipas mendimit tim, ky \u00ebsht\u00eb nj\u00eb tregues se Dasha ka hyr\u00eb n\u00eb procesin e pun\u00ebs dhe e ka nj\u00eb ide t\u00eb qart\u00eb se \u00e7far\u00eb njohurish dhe aft\u00ebsish ka fituar gjat\u00eb periudh\u00ebs s\u00eb onboarding-ut.<\/p>\n

Pas nj\u00eb viti<\/h2>\n

\nKa kaluar nj\u00eb vit q\u00eb nga p\u00ebrfundimi i periudh\u00ebs provuese. Dasha po tregon rezultate t\u00eb shk\u00eblqyera. Ajo tashm\u00eb ka marr\u00eb pjes\u00eb n\u00eb lan\u00e7imin e dy produkteve t\u00eb reja. Tani ajo po merret me analiz\u00ebn e nj\u00eb nga moduleve ky\u00e7e t\u00eb bank\u00ebs online p\u00ebr persona juridik\u00eb dhe individ\u00eb t\u00eb vet\u00ebpun\u00ebsuar \u2014 modulit t\u00eb korrespondenc\u00ebs. P\u00ebr m\u00eb tep\u00ebr, Dasha \u00ebsht\u00eb mentor dhe po kryen onboarding-in e nj\u00eb analisti t\u00eb ri me p\u00ebrvoj\u00eb.<\/p>\n

Fal\u00eb p\u00ebrvoj\u00ebs son\u00eb n\u00eb trajnimin e analist\u00ebve sistemor\u00eb nga fillimi, arrit\u00ebm t\u00eb hapnim Shkoll\u00ebn e Analiz\u00ebs Sistemor\u00eb dhe t\u00eb p\u00ebrgatisim e pun\u00ebsojm\u00eb edhe shtat\u00eb persona t\u00eb tjer\u00eb. A keni p\u00ebrjetuar ndonj\u00ebher\u00eb nj\u00eb p\u00ebrvoj\u00eb t\u00eb till\u00eb n\u00eb trajnimin e specialist\u00ebve nga fillimi? Sa e arsyeshme mendoni se \u00ebsht\u00eb kjo qasje n\u00eb p\u00ebrzgjedhjen e njer\u00ebzve me kompetencat e duhura?<\/p>\n

Vet\u00ebm p\u00ebrdoruesit e regjistruar mund t\u00eb marrin pjes\u00eb n\u00eb anket\u00eb. Hyni<\/a><\/noindex>, ju lutemi.<\/p>\n

T\u00eb zhvillosh specialist\u00eb nga fillimi:<\/h2>\n