{"id":69619,"date":"2020-02-21T02:56:49","date_gmt":"2020-02-20T23:56:49","guid":{"rendered":"https:\/\/prohoster.info\/blog\/ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena"},"modified":"2020-03-03T16:14:47","modified_gmt":"2020-03-03T13:14:47","slug":"ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/administrirovanie\/ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena","title":{"rendered":"Forconi ekipet tuaja agile duke p\u00ebrdorur fazat e zhvillimit t\u00eb Takmen.","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Pershendetje p\u00ebrs\u00ebri. Para fillimit t\u00eb kursit \u00abPraktikat dhe mjetet DevOps\u00bb<\/a><\/noindex> po ndajm\u00eb me ju p\u00ebrkthimin e nj\u00eb materiali tjet\u00ebr interesante.<\/b><\/i><\/p>\n

\"Forconi
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\nIzolimi i skuadrave t\u00eb zhvillimit dhe mb\u00ebshtetjes \u00ebsht\u00eb nj\u00eb burim i zakonsh\u00ebm tensioni dhe ngushticash. Kur skuadrat punojn\u00eb n\u00eb izolim, koha e ciklit rritet dhe vlera e biznesit zvog\u00eblohet. Koh\u00ebt e fundit, zhvilluesit kryesor\u00eb t\u00eb softuerit kan\u00eb m\u00ebsuar t\u00eb tejkalojn\u00eb izolimin p\u00ebrmes komunikimit dhe bashk\u00ebpunimit, por t\u00eb rivendos\u00ebsh skuadra \u00ebsht\u00eb nj\u00eb detyr\u00eb m\u00eb e komplikuar. Si mund t\u00eb punojn\u00eb s\u00eb bashku n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb ndryshon sjelljen dhe bashk\u00ebpunimin tradicional?<\/a><\/noindex><\/p>\n

P\u00ebrgjigjja: fazat e zhvillimit t\u00eb grupeve sipas Tuckman<\/h3>\n

\nN\u00eb vitin 1965, psikologu Bruce Tuckman publikoi nj\u00eb studim \"Sekuenca Zhvillimore n\u00eb Grupe t\u00eb Vogla\"<\/a><\/noindex> p\u00ebr dinamik\u00ebn e zhvillimit t\u00eb grupeve t\u00eb vogla. P\u00ebr t\u00eb mund\u00ebsuar q\u00eb nj\u00eb grup t\u00eb gjeneroj\u00eb ide t\u00eb reja, t\u00eb nd\u00ebrveproj\u00eb, t\u00eb planifikoj\u00eb dhe t\u00eb arrij\u00eb rezultate, ai theksoi r\u00ebnd\u00ebsin\u00eb e kat\u00ebr fazave t\u00eb zhvillimit: formimi, konflikti, normalizimi dhe funksionimi.<\/p>\n

N\u00eb faz\u00ebn formimit (forming)<\/b> grupi p\u00ebrcakton q\u00ebllimet dhe detyrat e tij. An\u00ebtar\u00ebt e grupit mb\u00ebshteten n\u00eb sjelljen nd\u00ebrpersonale t\u00eb sigurt dhe p\u00ebrcaktojn\u00eb kufijt\u00eb e nd\u00ebrveprimit. N\u00eb faz\u00ebn e konfliktit (storming)<\/b> an\u00ebtar\u00ebt e grupit zbulojn\u00eb stile t\u00eb ndryshme pune dhe forcojn\u00eb besimin duke ndar\u00eb mendimet e tyre, q\u00eb shpesh \u00e7on n\u00eb konflikte. N\u00eb faz\u00ebn e normalizimit (norming)<\/b> grupi arrin nj\u00eb marr\u00ebveshje p\u00ebr dallimet e tij dhe fillon t\u00eb formoj\u00eb ndjenj\u00ebn e skuadr\u00ebs dhe unitetit. An\u00ebtar\u00ebt e ekipit e kuptojn\u00eb se kan\u00eb q\u00ebllime t\u00eb p\u00ebrbashk\u00ebta dhe p\u00ebr t'i arritur ato duhet t\u00eb punojn\u00eb s\u00eb bashku. N\u00eb faz\u00ebn e funksionimit (performing)<\/b> ekipi arrin q\u00ebllimet, funksionon n\u00eb m\u00ebnyr\u00eb t\u00eb pavarur dhe zgjidh konfliktet vet\u00eb. An\u00ebtar\u00ebt e ekipit mb\u00ebshtesin nj\u00ebri-tjetrin dhe jan\u00eb m\u00eb fleksib\u00ebl n\u00eb rolet e tyre.<\/p>\n

Si t\u00eb forcohen ekipet agile<\/h2>\n

\nKur hiqet izolimi, an\u00ebtar\u00ebt e grupeve shpesh ndihen t\u00eb turbullt p\u00ebr shkak t\u00eb nj\u00eb ndryshimi t\u00eb papritur kulturor. Prioriteti p\u00ebr lider\u00ebt duhet t\u00eb jet\u00eb nd\u00ebrtimi i ekipit p\u00ebr t\u00eb parandaluar nj\u00eb kultur\u00eb destruktive, n\u00eb t\u00eb cil\u00ebn an\u00ebtar\u00ebt e ekipit nuk besojn\u00eb dhe nuk mb\u00ebshtesin nj\u00ebri-tjetrin. P\u00ebrdorimi i kat\u00ebr fazave t\u00eb Tuckman-it n\u00eb nd\u00ebrtimin e ekipeve mund t\u00eb p\u00ebrmir\u00ebsoj\u00eb dinamik\u00ebn.<\/p>\n

Formimi<\/h4>\n

\nKur formimin e nj\u00eb ekipi agile, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb shihet forca dhe aft\u00ebsit\u00eb e an\u00ebtar\u00ebve. An\u00ebtar\u00ebt e ekipit duhet t\u00eb plot\u00ebsojn\u00eb nj\u00ebri-tjetrin, por jo t\u00eb dyfishojn\u00eb, pasi ekipi agile \u00ebsht\u00eb nj\u00eb ekip multidisiplinor ku \u00e7do pjes\u00ebmarr\u00ebs tregon forcat e tij p\u00ebr t\u00eb arritur nj\u00eb q\u00ebllim t\u00eb p\u00ebrbashk\u00ebt.<\/p>\n

Pas heqjes s\u00eb ndarjeve, lider\u00ebt duhet t\u00eb modelojn\u00eb dhe t\u00eb p\u00ebrcaktojn\u00eb sjelljen q\u00eb d\u00ebshirojn\u00eb t\u00eb shohin n\u00eb ekip. An\u00ebtar\u00ebt e ekipit do t'i drejtohen liderit, si\u00e7 \u00ebsht\u00eb skram-mester, p\u00ebr udh\u00ebheqje dhe mentorim. An\u00ebtar\u00ebt e grupit karakterizohen nga fokusimi ekskluziv n\u00eb pun\u00ebn e tyre, n\u00eb vend q\u00eb t\u00eb shohin grupin si nj\u00eb struktur\u00eb t\u00eb vetme q\u00eb punon p\u00ebr t\u00eb arritur nj\u00eb q\u00ebllim. Skram-mesteri duhet t\u00eb ndihmoj\u00eb an\u00ebtar\u00ebt e ekipit t\u00eb zhvillojn\u00eb ndjenj\u00ebn e p\u00ebrkat\u00ebsis\u00eb n\u00eb grup. Pasi t\u00eb realizohet nj\u00eb ide ose sprint, skram-mesteri duhet t\u00eb mblidhet me ekipin, t\u00eb zhvilloj\u00eb nj\u00eb retrospektiv\u00eb dhe t\u00eb kuptoj\u00eb se \u00e7far\u00eb shkoi mir\u00eb, \u00e7far\u00eb jo, dhe \u00e7far\u00eb mund t\u00eb p\u00ebrmir\u00ebsohet. An\u00ebtar\u00ebt e ekipit mund t\u00eb p\u00ebrcaktojn\u00eb s\u00eb bashku q\u00ebllimet dhe t\u00eb ndihmojn\u00eb n\u00eb zhvillimin e frym\u00ebs s\u00eb ekipit.<\/p>\n

Konflikti<\/h4>\n

\nSapo an\u00ebtar\u00ebt e grupit fillojn\u00eb t\u00eb shohin nj\u00ebri-tjetrin si pjes\u00eb t\u00eb ekipit, fillon shprehja e mendimeve t\u00eb tyre, gj\u00eb q\u00eb mund t\u00eb shkaktoj\u00eb konflikte. Individ\u00ebt mund t\u00eb hedhin fajin mbi t\u00eb tjer\u00ebt, prandaj q\u00ebllimi n\u00eb k\u00ebt\u00eb faz\u00eb \u00ebsht\u00eb t\u00eb zhvillohet besimi, komunikimi dhe bashk\u00ebpunimi.<\/p>\n

Skram-mesteri \u00ebsht\u00eb p\u00ebrgjegj\u00ebs p\u00ebr ndihm\u00ebn e an\u00ebtar\u00ebve t\u00eb ekipit n\u00eb zgjidhjen e konflikteve, zbutjen e situatave t\u00eb tensionuara dhe m\u00ebsimin e proceseve t\u00eb pun\u00ebs. Ai duhet t\u00eb qet\u00ebsoj\u00eb, t\u00eb zgjidh\u00eb konflikte dhe t\u00eb ndihmoj\u00eb ekipin t\u00eb q\u00ebndroj\u00eb produktiv. Duke dokumentuar vendimet, duke synuar transparenc\u00eb dhe qart\u00ebsi, si dhe duke bashk\u00ebpunuar n\u00eb gjetjen e zgjidhjeve, ekipet mund t\u00eb krijojn\u00eb nj\u00eb kultur\u00eb ku eksperimentet mir\u00ebpriten dhe d\u00ebshtimet merren si mund\u00ebsi p\u00ebr t\u00eb fituar njohuri t\u00eb reja. An\u00ebtar\u00ebt e ekipit duhet t\u00eb ndihen t\u00eb sigurt, edhe kur shprehin mendime t\u00eb ndryshme. V\u00ebmendja e duhur duhet t\u00eb jepet p\u00ebrmir\u00ebsimit t\u00eb vazhduesh\u00ebm dhe k\u00ebrkimit t\u00eb zgjidhjeve, jo debatit.<\/p>\n

Normalizimi<\/h4>\n

\nKalimi nga konflikti n\u00eb normalizim p\u00ebr shum\u00eb ekipe agile mund t\u00eb jet\u00eb i v\u00ebshtir\u00eb, por sapo ky kalim t\u00eb realizohet, fokusi kalon n\u00eb fuqizimin dhe pun\u00ebn produktive. Duke m\u00ebsuar t\u00eb zgjidhin konfliktet n\u00eb faz\u00ebn e kaluar, ekipi ka mund\u00ebsi t\u00eb percepsionoj\u00eb diferencat dhe t\u00eb shqyrtoj\u00eb problemet nga k\u00ebnde t\u00eb ndryshme.<\/p>\n

Retrospektivat pas \u00e7do sprinti duhet t\u00eb b\u00ebhen nj\u00eb ritual. Gjat\u00eb retrospektiv\u00ebs, duhet t\u00eb cenohet koh\u00eb p\u00ebr planifikimin e pun\u00ebs efektive. Scrum master-i dhe lider\u00ebt e tjer\u00eb duhet t\u00eb japin feedback p\u00ebr an\u00ebtar\u00ebt e ekipit, nd\u00ebrsa an\u00ebtar\u00ebt e ekipit duhet t\u00eb japin feedback n\u00eb lidhje me proceset punuese. N\u00eb k\u00ebt\u00eb faz\u00eb t\u00eb zhvillimit, an\u00ebtar\u00ebt e grupit e shohin veten si pjes\u00eb t\u00eb nj\u00eb ekipi q\u00eb punon p\u00ebr arritjen e q\u00ebllimeve t\u00eb p\u00ebrbashk\u00ebta. Ka besim t\u00eb nd\u00ebrsjell\u00eb dhe komunikim t\u00eb hapur. Ekipi punon bashk\u00eb si nj\u00eb nj\u00ebsi.<\/p>\n

Funksionimi<\/h4>\n

\nN\u00eb k\u00ebt\u00eb faz\u00eb ekipi \u00ebsht\u00eb i motivuar dhe i interesuar p\u00ebr zgjerimin e detyrave t\u00eb tij. Tani ekipi funksionon autonomisht dhe menaxhimi duhet t\u00eb marr\u00eb nj\u00eb rol mb\u00ebshtet\u00ebs, duke u p\u00ebrqendruar n\u00eb m\u00ebsimin e vazhduesh\u00ebm. Nd\u00ebrsa ekipet synojn\u00eb p\u00ebrmir\u00ebsimin, ato jan\u00eb n\u00eb gjendje t\u00eb identifikojn\u00eb pengesat, barrierat n\u00eb komunikim dhe pengesat ndaj inovacionit.<\/p>\n

N\u00eb k\u00ebt\u00eb moment, ekipi \u00ebsht\u00eb plot\u00ebsisht i formuar dhe produktiv. An\u00ebtar\u00ebt e ekipit punojn\u00eb s\u00eb bashku me sukses dhe komunikojn\u00eb, ata kan\u00eb nj\u00eb vet\u00ebdije t\u00eb qart\u00eb dhe vizion. Ekipi punon n\u00eb m\u00ebnyr\u00eb efektive dhe pranon ndryshime.<\/p>\n

Me ndryshime n\u00eb ekipe ose me nd\u00ebrrimin e udh\u00ebheqjes, ekipet mund t\u00eb ndihen t\u00eb pasigurt dhe t\u00eb kalojn\u00eb p\u00ebrs\u00ebri nj\u00eb ose m\u00eb shum\u00eb nga k\u00ebto faza. Duke aplikuar k\u00ebto teknika n\u00eb ekipin tuaj, do t\u00eb jeni n\u00eb gjendje t\u00eb mb\u00ebshtesni rritjen dhe zhvillimin e tij, duke ndihmuar ata t\u00eb ruajn\u00eb metodologjin\u00eb dhe kultur\u00ebn agile.<\/p>\n

Tradicionalisht presim komentet tuaja dhe ftojm\u00eb t\u00eb m\u00ebsoni m\u00eb shum\u00eb<\/a><\/noindex> rreth kursit ton\u00eb n\u00eb webinarin e falas<\/a><\/noindex>.<\/b>
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Burimi: habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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