{"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\/news\/kak-my-vyrastili-sistemnogo-analitika-s-nulya","title":{"rendered":"Si si rrit\u00ebm nj\u00eb analist sistemi nga zero.","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

A ju njoh situata kur nevojat e biznesit tuaj rriten, nd\u00ebrsa njer\u00ebzit p\u00ebr t'i realizuar k\u00ebto nevoja mungojn\u00eb? \u00c7far\u00eb duhet t\u00eb b\u00ebni n\u00eb k\u00ebt\u00eb rast? Ku t'i k\u00ebrkoni njer\u00ebzit me kompetencat e nevojshme dhe a ia vlen n\u00eb t\u00eb v\u00ebrtet\u00eb q\u00eb t\u00eb angazhoheni n\u00eb k\u00ebt\u00eb proces?<\/p>\n

Duke qen\u00eb se problemi, ta themi hapur, nuk \u00ebsht\u00eb i ri, ekzistojn\u00eb tashm\u00eb m\u00ebnyra p\u00ebr t\u00eb zgjidhur at\u00eb. Disa kompani p\u00ebrdorin skemat e jashtme dhe angazhojn\u00eb specialist\u00eb nga organizata t\u00eb tjera. T\u00eb tjer\u00ebt zgjerojn\u00eb gjeografin\u00eb e k\u00ebrkimit, duke p\u00ebrdorur sh\u00ebrbimet e agjencive t\u00eb pun\u00ebsimit. Dhe t\u00eb tjer\u00eb gjejn\u00eb njer\u00ebz pa p\u00ebrvoj\u00eb dhe i rrisin ato p\u00ebr nevojat e tyre.<\/p>\n

Nj\u00eb nga projektet tona m\u00eb serioze p\u00ebr trajnimin e analist\u00ebve t\u00eb sistemeve nga zero, ndoshta, ka qen\u00eb Shkolla e Analiz\u00ebs s\u00eb Sistemeve, p\u00ebr t\u00eb cil\u00ebn tregoi Kirill Kapranov n\u00eb eventi q\u00eb u mbajt n\u00eb n\u00ebntor. AnalyzeIT MeetUp #3<\/a><\/noindex>. Megjithat\u00eb, para se t\u00eb angazhoheshim n\u00eb projekt, vendos\u00ebm t\u00eb kryejm\u00eb nj\u00eb eksperiment, mor\u00ebm nj\u00eb person pa p\u00ebrvoj\u00eb dhe p\u00ebrpiqeshim ta rritnim at\u00eb si analist sistemi q\u00eb do t\u00eb p\u00ebrmbushte k\u00ebrkesat tona. M\u00eb posht\u00eb, si e p\u00ebrgatit\u00ebm analistin dhe \u00e7far\u00eb dol\u00ebn n\u00eb fund nga kjo nism\u00eb.<\/p>\n

\"Si<\/a><\/noindex>
\n<\/a><\/noindex>
\nU njoha me Dash\u00ebn n\u00eb mitapin e par\u00eb t\u00eb analist\u00ebve<\/a><\/noindex>, t\u00eb organizuar nga punonj\u00ebsit e Alfa-Bank\u00ebs. N\u00eb at\u00eb dit\u00eb, m\u00eb ofruan t\u00eb b\u00ebhem mentor i saj dhe t\u00eb zhvilloj onboardimin e analistit nga zero. Pranova.<\/p>\n

N\u00eb tetor filloi onboardimi. N\u00eb p\u00ebrgjith\u00ebsi, ai nuk u dallua shum\u00eb nga onboardimi i nj\u00eb analisti sistemi me p\u00ebrvoj\u00eb (m\u00eb shum\u00eb rreth rekrutim, onboardimit dhe zhvillimit t\u00eb analist\u00ebve t\u00eb sistemeve n\u00eb Alfa-Bank\u00eb n\u00eb referatin e Svetlana Mih\u00e9ev\u00ebs n\u00eb AnalyzeIT MeetUp #2<\/a><\/noindex>). M\u00eb Dash\u00ebn na duhej t\u00eb kalonim t\u00eb nj\u00ebjtat etapa - t\u00eb formonim \"Planin p\u00ebr 100 dit\u00eb\", t\u00eb kalonim vler\u00ebsimin p\u00ebrpar\u00ebsor dhe t\u00eb p\u00ebrfundonim me sukses periudh\u00ebn e prov\u00ebs. Megjithat\u00eb, n\u00eb \u00e7do etap\u00eb kishte karakteristika t\u00eb veta.<\/p>\n

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

\nP\u00ebr \u00e7do analist t\u00eb ri, ne hartojm\u00eb nj\u00eb plan p\u00ebr 100 dit\u00eb. N\u00eb t\u00eb regjistrohet 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 me p\u00ebrvoj\u00eb jan\u00eb m\u00ebse t\u00eb qarta (pasi kemi nj\u00eb baz\u00eb t\u00eb akumuluar planesh), \u00e7far\u00eb q\u00ebllimesh mund t\u00eb v\u00ebzhgojm\u00eb p\u00ebr nj\u00eb analist nga zero? P\u00ebrpos se t\u00eb mbajm\u00eb mend, kush dhe si quhet, \u00e7far\u00eb b\u00ebjm\u00eb k\u00ebtu dhe ku mund t\u00eb han\u00eb ndonj\u00ebher\u00eb.<\/p>\n

P\u00ebr t\u00eb p\u00ebrgjigjur n\u00eb k\u00ebt\u00eb pyetje, organizuam nj\u00eb takim me pjes\u00ebmarrjen e lider\u00ebve. Formuluam pritshm\u00ebrit\u00eb p\u00ebr analistin e ri pas 100 dit\u00ebsh. Dhe i dokumentuam ato n\u00eb nj\u00eb plan n\u00eb form\u00ebn e tri blloqeve \u2014 Scrum, Arkitektura, Analitika.<\/p>\n

Scrum<\/b>. Dasha u p\u00ebrgatit p\u00ebr ekipin produktiv, dhe shumica e ekipeve tona produktive punojn\u00eb n\u00ebp\u00ebrmjet Scrum (duke marr\u00eb parasysh ve\u00e7orit\u00eb tona, sigurisht). Prandaj, si rezultat i zbatimit t\u00eb planit, prisnim nga analisti i ri nj\u00eb kuptim t\u00eb terminologjis\u00eb dhe qasjes s\u00eb pranuar p\u00ebr zhvillimin e produkteve t\u00eb Bank\u00ebs. <\/p>\n

Arkitektura<\/b>. Analist\u00ebt tan\u00eb jan\u00eb \"mini-arkitekt\u00eb\", duke u marr\u00eb me projektimin e arkitektur\u00ebs s\u00eb produktit t\u00eb ardhsh\u00ebm. \u00cb \u00ebsht\u00eb e qart\u00eb se pas 100 dit\u00ebsh nuk do t\u00eb b\u00ebhesh arkitekt (ashtu si \"mini\"). Por nj\u00eb kuptim i parimeve t\u00eb arkitektur\u00ebs korporative, procesit t\u00eb projektimit t\u00eb aplikacioneve p\u00ebr internet-bank\u00ebn e re p\u00ebr persona juridik\u00eb dhe nd\u00ebrmarrje individuale (onboarding-u u zhvillua n\u00eb ekipin q\u00eb po zhvillonte aplikacione p\u00ebr k\u00ebt\u00eb kanal), duhet t\u00eb formohet.<\/p>\n

Analitika<\/b>. Dy blloqet e para p\u00ebrb\u00ebnin 10% dhe 20% t\u00eb suksesit n\u00eb kalimin e planit t\u00eb 100 dit\u00ebve. V\u00ebmendja kryesore ishte p\u00ebrkushtuar zhvillimit t\u00eb aft\u00ebsive t\u00eb dura \u2014 aft\u00ebsive p\u00ebr t\u00eb punuar me module t\u00eb ve\u00e7anta t\u00eb sistemeve kryesore dhe aplikacioneve t\u00eb zhvilluara, aft\u00ebsive p\u00ebr t\u00eb identifikuar mosp\u00ebrputhjet e zbatimit me k\u00ebrkesat e shpallura dhe p\u00ebr t\u00eb shkruar specifikime p\u00ebr eliminimin e tyre, aft\u00ebsive p\u00ebr t\u00eb mbajtur struktur\u00ebn e dokumentacionit p\u00ebr projektet dhe p\u00ebr t\u00eb udh\u00ebhequr dokumentacionin n\u00eb nivele t\u00eb ndryshme aplikacionesh. Aft\u00ebsit\u00eb e buta, t\u00eb cilat luajn\u00eb nj\u00eb rol t\u00eb r\u00ebnd\u00ebsish\u00ebm, p\u00ebr shembull, gjat\u00eb k\u00ebrkimit t\u00eb informacionit t\u00eb nevojsh\u00ebm p\u00ebr ekipin, ne nuk i kaluam pa v\u00ebmendje. Sidoqoft\u00eb, e kuptuam se kjo nuk \u00ebsht\u00eb nj\u00eb pun\u00eb rapide, prandaj u b\u00eb nj\u00eb akcent m\u00eb i madh 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 propozuan materiale q\u00eb do t\u00eb ndihmojn\u00eb n\u00eb arritjen e tij (literatur\u00eb e rekomanduar, trajnime t\u00eb brendshme dhe t\u00eb tjera shp\u00ebrblime t\u00eb dobishme). U formuluan kritere vler\u00ebsimi p\u00ebr arritjen e rezultateve t\u00eb pritura.<\/p>\n

Vler\u00ebsimi i p\u00ebrkohsh\u00ebm<\/h2>\n

\nPas nj\u00ebm\u00ebdhjet\u00eb muajsh, ne p\u00ebrmbledhim p\u00ebrfundimet e p\u00ebrkohshme. Q\u00ebllimi \u00ebsht\u00eb t\u00eb mbledhim feedback, t\u00eb vler\u00ebsojm\u00eb progresin e analistit t\u00eb ri dhe t\u00eb b\u00ebjm\u00eb rregullime n\u00eb onboarding-un e tij n\u00eb rast nevoje. Vler\u00ebsimi i p\u00ebrkohsh\u00ebm \u00ebsht\u00eb b\u00ebr\u00eb edhe p\u00ebr Dash\u00ebn.<\/p>\n

Pes\u00eb persona mor\u00ebn pjes\u00eb n\u00eb vler\u00ebsim, t\u00eb gjith\u00eb nga ekipi ku u b\u00eb onboarding. \u00c7do pjes\u00ebmarr\u00ebs u k\u00ebrkua t\u00eb jepte komentet e tij n\u00eb nj\u00eb form\u00eb t\u00eb lir\u00eb p\u00ebrmes p\u00ebrgjigjeve n\u00eb nj\u00eb s\u00ebr\u00eb pyetjesh. Pyetjet ishin mjaft bazike - \"Si e vler\u00ebson Dasha si analiste? \u00c7far\u00eb b\u00ebn mir\u00eb dhe \u00e7far\u00eb jo aq mir\u00eb? Ku duhet t\u00eb zhvillohet?\".<\/p>\n

Kurioze, kat\u00ebr nga pes\u00eb persona nuk arrit\u00ebn t\u00eb jepnin nj\u00eb vler\u00ebsim. K\u00ebshtu, zbuluam k\u00ebt\u00eb problem. T\u00eb gjitha detyrat analitike shkonin fillimisht te un\u00eb, dhe pastaj nj\u00eb pjes\u00eb i kaloja Dash\u00ebs. Rezultatet e pun\u00ebs s\u00eb Dash\u00ebs fillimisht kalonin p\u00ebr nj\u00eb rishikim nga ana ime, dhe pastaj shpalleshin n\u00eb ekip. Si rezultat, e gjith\u00eb komunikimi midis ekipit dhe analistes ton\u00eb t\u00eb re ishte i centralizuar te un\u00eb, ekipi nuk e shihte Dash\u00ebn si analiste dhe nuk mund t\u00eb jepte feedback p\u00ebr t\u00eb. Prandaj, n\u00eb gjysm\u00ebn e dyt\u00eb t\u00eb onboarding-ut, ne u fokusuam n\u00eb nd\u00ebrtimin e nj\u00eb komunikimi t\u00eb drejtp\u00ebrdrejt\u00eb midis analistes s\u00eb re dhe an\u00ebtar\u00ebve t\u00eb ekipit (p\u00ebrsh\u00ebndetje aft\u00ebsive t\u00eb buta).<\/p>\n

P\u00ebrfundimi i periudh\u00ebs provuese<\/h2>\n

\nDhe ja, kaluan 100 dit\u00eb, ne po p\u00ebrmbyllim rezultatet. A arriti Dasha t\u00eb realizoj\u00eb planin dhe t\u00eb arrij\u00eb t\u00eb gjitha q\u00ebllimet e vendosura? A arrit\u00ebm t\u00eb rritnim nj\u00eb analist nga fillimi?<\/p>\n

Plani p\u00ebr 100 dit\u00eb u realizua me 80%. U mbledh nj\u00eb 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 analistes son\u00eb t\u00eb re dhe t'i japin asaj rekomandime p\u00ebr zhvillim t\u00eb m\u00ebtejsh\u00ebm. E ve\u00e7ant\u00eb \u00ebsht\u00eb se \u00e7far\u00eb theksoi Dasha gjat\u00eb p\u00ebrmbylljes s\u00eb rezultateve. N\u00eb opinionin e saj, nj\u00eb specialist me p\u00ebrvoj\u00eb do t\u00eb kishte mundur t\u00eb realizonte planin q\u00eb iu vendos p\u00ebr disa jav\u00eb. N\u00eb mendimin tim, kjo \u00ebsht\u00eb nj\u00eb tregues se Dasha \u00ebsht\u00eb integruar n\u00eb procesin e pun\u00ebs dhe ka nj\u00eb ide t\u00eb qart\u00eb p\u00ebr njohurit\u00eb dhe aft\u00ebsit\u00eb q\u00eb ka fituar gjat\u00eb koh\u00ebs s\u00eb onboarding-ut.<\/p>\n

Nj\u00eb vit m\u00eb von\u00eb<\/h2>\n

\nNga p\u00ebrfundimi i periudh\u00ebs provuese ka kaluar nj\u00eb vit. Dasha po tregon rezultate t\u00eb shk\u00eblqyera. Ajo ka marr\u00eb pjes\u00eb n\u00eb lan\u00e7imin e dy produkteve t\u00eb reja. Tani po merret me analitik\u00ebn e nj\u00eb prej moduleve ky\u00e7e t\u00eb bank\u00ebs s\u00eb re online p\u00ebr personat juridik\u00eb dhe sip\u00ebrmarr\u00ebsit e vegj\u00ebl - modulit t\u00eb korrespondenc\u00ebs. M\u00eb shum\u00eb se kaq, Dasha po sh\u00ebrben si mentor dhe po b\u00ebn onboarding-un e nj\u00eb analisti t\u00eb ri me p\u00ebrvoj\u00eb.<\/p>\n

P\u00ebrve\u00e7 p\u00ebrvoj\u00ebs q\u00eb fituam n\u00eb rritjen e analist\u00ebve sistemor nga zero, arrit\u00ebm t\u00eb lansojm\u00eb Shkoll\u00ebn e Analiz\u00ebs Sistemor, t\u00eb p\u00ebrgatisim dhe t\u00eb pun\u00ebsojm\u00eb edhe shtat\u00eb persona t\u00eb tjer\u00eb. A keni pasur ndonj\u00ebher\u00eb p\u00ebrvoj\u00eb t\u00eb ngjashme n\u00eb p\u00ebrgatitjen e specialist\u00ebve nga zero? Si e vler\u00ebsoni ju k\u00ebt\u00eb qasje n\u00eb p\u00ebrzgjedhjen e individ\u00ebve me kompetencat e nevojshme?<\/p>\n

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

T\u00eb rris\u00ebsh specialist\u00eb nga zero:<\/h2>\n