{"id":78146,"date":"2020-04-17T01:42:21","date_gmt":"2020-04-16T23:42:21","guid":{"rendered":"https:\/\/prohoster.info\/blog\/administrirovanie\/divizion-dannyh-2013-god-retrospektiva"},"modified":"2020-04-17T01:42:21","modified_gmt":"2020-04-16T23:42:21","slug":"divizion-dannyh-2013-god-retrospektiva","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/administrirovanie\/divizion-dannyh-2013-god-retrospektiva","title":{"rendered":"Divizioni i t\u00eb dh\u00ebnave. Viti 2013. Retrospektiv\u00eb","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

N\u00eb vitin 2013 IBS<\/b>, t\u00eb cil\u00ebt at\u00ebher\u00eb, duket, krijonin Departamenti i T\u00eb Dh\u00ebnave<\/b>, m\u00eb k\u00ebrkuan t\u00eb b\u00ebja nj\u00eb brain dump (p\u00ebrve\u00e7se mbi p\u00ebrvoj\u00ebn e nd\u00ebrshtimit me klient\u00ebt korporat\u00eb t\u00eb naft\u00ebs dhe gazit) mbi fush\u00ebn problematike t\u00eb T\u00eb Dh\u00ebnave t\u00eb M\u00ebdha, e edhe T\u00eb Dh\u00ebnave n\u00eb p\u00ebrgjith\u00ebsi. Ja, pata r\u00ebn\u00eb mbi k\u00ebt\u00eb pas 7 vjet\u00ebsh dhe m\u00eb dukej qesharake. Disa gj\u00ebra jan\u00eb t\u00eb dukshme. Disa nuk ishin t\u00eb v\u00ebrteta, por... kan\u00eb kaluar 7 vjet. <\/p>\n

E shkrova n\u00eb anglisht dhe mendova ta p\u00ebrkthej n\u00eb rusisht. Ndoshta di\u00e7ka \u00ebsht\u00eb akoma aktuale? (Do t'i p\u00ebrkthej bullet-at, nd\u00ebrsa tabelat do t'i l\u00eb n\u00eb anglisht nga lenia. E gjelb\u00ebr \u2013 mir\u00eb, e kuqe \u2013 e rrezikshme, blu \u2014 \u00ebnd\u00ebrr). <\/p>\n

Do t'i kthej komentet minimale nga \"sot\" me italisht<\/i>, q\u00eb t\u00eb kuptohet dhe t\u00eb jet\u00eb e dallueshme.<\/p>\n

K\u00ebshtu, T\u00cb DH\u00cbNAT! Na duhen t\u00eb dh\u00ebnat...
\n<\/a><\/noindex>
\nDepartamenti i T\u00eb Dh\u00ebnave \u00ebsht\u00eb si Departamenti i Gjakut, sepse t\u00eb dh\u00ebnat mund t\u00eb krahasohen, p\u00ebr shembull, me gjakun q\u00eb rrjedh n\u00eb venat dhe arteriet e organizmit t\u00eb biznesit. Megjithat\u00eb, ndon\u00ebse gjaku \u00ebsht\u00eb nj\u00eb, organizmat jan\u00eb t\u00eb ndrysh\u00ebm dhe prandaj produktizimi<\/b> \u00ebsht\u00eb shum\u00eb i v\u00ebshtir\u00eb, por gjithashtu paraqet mund\u00ebsi p\u00ebr zhvillim. <\/p>\n

Ka njer\u00ebz, t\u00eb cil\u00ebt i verifikojn\u00eb t\u00eb dh\u00ebnat direkt n\u00eb sy \u2013 k\u00ebta jan\u00eb Ne<\/b>.
\nDhe ka njer\u00ebz q\u00eb, p\u00ebr fat t\u00eb keq, nuk i shohin t\u00eb dh\u00ebnat. K\u00ebta jan\u00eb, p\u00ebrs\u00ebri p\u00ebr fat t\u00eb keq, klient\u00ebt tan\u00eb T\u00eb cil\u00ebt<\/b>!<\/p>\n

\"Divizioni
\n
\nPra, postulatet e biznesit\u2026<\/b><\/p>\n

    \n
  1. Shesim biznesit<\/b>, e jo IT<\/b> (t\u00eb falenderojm\u00eb t\u00eb gjith\u00eb IT-ist\u00ebt menj\u00ebher\u00eb) sepse zgjidhim probleme bot\u00ebrore, si dhe duam m\u00eb shum\u00eb para.<\/li>\n
  2. T\u00eb gjitha problemet e biznesit p\u00ebrqendrohen rreth vertikaleve tematik\u00eb dhe k\u00ebrkojn\u00eb specializim<\/b>.<\/li>\n
  3. P\u00ebrpjekjet p\u00ebr t\u00eb provuar vler\u00ebn e \"t\u00eb dh\u00ebnave\"<\/b> ose, q\u00eb \u00ebsht\u00eb edhe m\u00eb e v\u00ebshtir\u00eb, vler\u00ebn e \"menaxhimit t\u00eb t\u00eb dh\u00ebnave\" p\u00ebr biznesin \u2013 kjo \u00ebsht\u00eb nj\u00eb vuajtje dhe dhimbje e p\u00ebrhershme. N\u00eb thelb, \u00ebsht\u00eb sikur t\u00eb shkosh te nj\u00eb njeri, i cili ndjehet mjaft mir\u00eb dhe t\u00eb thuash: \u201cO njeri, ne do ta ndihmojm\u00eb gjakun t\u00eb sh\u00ebrohet, dhe, o njeri, kjo \u00ebsht\u00eb e shtrenjt\u00eb!\u201d<\/li>\n
  4. \u00cbndrrat e mia \"t\u00eb lagura\" jan\u00eb q\u00eb n\u00eb kuad\u00ebr t\u00eb modelit SaaS t\u00eb shes \u201cnxjerrjen e t\u00eb dh\u00ebnave\u201d dhe \u201canalitik\u00ebn\u201d biznesit t\u00eb vog\u00ebl dhe t\u00eb mes\u00ebm<\/b>, t\u00eb cil\u00ebt jan\u00eb futur n\u00eb 123 sh\u00ebrbime cloud me nd\u00ebrfaqe t\u00eb k\u00ebndshme: menaxhimi i projekteve, helpdesk, llogaritje, CRM, pagat, raportimi i koh\u00ebs, marketingu, \u2026 dhe u mbyll\u00ebn n\u00eb t\u00eb dh\u00ebna. Youcalc dhe Successfactors (ndoshta nuk ekzistojn\u00eb m\u00eb<\/i>) \u00ebsht\u00eb mir\u00eb!<\/li>\n
  5. K\u00ebrkoni p\u00ebr njer\u00ebz q\u00eb p\u00eblqejn\u00eb t\u00eb merakosen \"crunch\" <\/b>me t\u00eb dh\u00ebnat. Ata jan\u00eb t\u00eb rrall\u00eb dhe t\u00eb \u00e7uditsh\u00ebm (si ato q\u00eb lexojn\u00eb n\u00eb filxhanin e kafe), por jan\u00eb thelb\u00ebsor\u00eb p\u00ebr biznesin. Nj\u00eb poet, p\u00ebr shembull, mund t\u00eb kuptoj\u00eb mjaft mir\u00eb lidhjet.<\/li>\n
  6. Inxhinier\u00ebt<\/b> t\u00eb nevojshme! T\u00eb nevojshme p\u00ebr t\u00eb kthyer problemet q\u00eb Cruncher'\u00ebt e nxjerrin nga t\u00eb dh\u00ebnat n\u00eb zgjidhje. Dhe suksesi, ose d\u00ebshtimi i zgjidhjeve varet krejt\u00ebsisht prej tyre. <\/li>\n
  7. Zhvillimi opensource<\/b> projektet p\u00ebrb\u00ebjn\u00eb nj\u00eb vler\u00eb t\u00eb madhe dhe ofrojn\u00eb mund\u00ebsin\u00eb p\u00ebr t\u00eb \"nd\u00ebrtuar\" zgjidhje komplekse pothuajse \"nga fillimi\".<\/li>\n
  8. Por... nuk duhet harruar se Hadoop \u00ebsht\u00eb nj\u00eb bibliotek\u00eb, dhe Lucene gjithashtu \u00ebsht\u00eb nj\u00eb bibliotek\u00eb, dhe distanca midis bibliotek\u00ebs dhe produktit industrial<\/b> \u00ebsht\u00eb e konsiderueshme!<\/li>\n
  9. Zgjidhjet e nd\u00ebrtuara do t\u00eb ken\u00eb nevoj\u00eb p\u00ebr adaptime t\u00eb r\u00ebnd\u00ebsishme, sepse modulariteti<\/b> dhe integrueshm\u00ebria<\/b> jan\u00eb pika ky\u00e7e. <\/li>\n
  10. Agjile (m\u00eb fal Zoti<\/i>) \u00ebsht\u00eb teknika kryesore n\u00eb bashk\u00ebpunimin me klientin dhe verifikimin e hipotezave<\/b>, t\u00eb cilat do t\u00eb jen\u00eb t\u00eb shumta. <\/li>\n
  11. T\u00eb jashtosh \u00e7do kodim dhe UI sidomos mund dhe duhet. T\u00eb gjitha biznes analizat dhe specifikimet e backend-it<\/b> duhet t\u00eb lihen brenda<\/b> dhe t\u00eb konsiderohen si nj\u00eb kompetenc\u00eb ky\u00e7e. <\/li>\n
  12. Njer\u00ebzit q\u00eb marrin vendime nga biznesi duhet t\u00eb jen\u00eb gjithmon\u00eb \"t\u00eb informuar\" p\u00ebr nevoj\u00ebn p\u00ebr t\u00eb punuar si\u00e7 duhet me t\u00eb dh\u00ebnat <\/b>dhe p\u00ebr t\u00eb k\u00ebrkuar vazhdimisht m\u00ebnyra t\u00eb reja p\u00ebr t'i analizuar ato. Kombinimi i kompetencave teknike dhe biznesore t\u00eb punonj\u00ebsve tan\u00eb do t\u00eb ndihmoj\u00eb n\u00eb rritjen e statusit t\u00eb gjith\u00eb organizat\u00ebs n\u00eb t\u00ebr\u00ebsi. <\/li>\n
  13. Internet<\/b> \u00ebsht\u00eb nj\u00eb burim i pafund frym\u00ebzimi (at\u00ebher\u00eb ishin ende jo kaq shum\u00eb mace<\/i>) n\u00eb lidhje me qasjet p\u00ebr menaxhimin e t\u00eb dh\u00ebnave n\u00eb korporata, ndon\u00ebse detyrat dhe shkalla ndryshojn\u00eb ndjesh\u00ebm. <\/li>\n<\/ol>\n

    \"Divizioni
    \n
    \nPostulatet teknologjike...<\/b><\/p>\n

      \n
    1. Ka nj\u00eb potencial t\u00eb madh zhvillimi n\u00eb thjeshtimin<\/b> e m\u00ebnyr\u00ebs se si t\u00eb dh\u00ebnat i paraqiten njer\u00ebzve. Mund ta quajm\u00eb k\u00ebt\u00eb \"iphoneizim\".<\/li>\n
    2. Megjith\u00ebse shit\u00ebsit e BI pretendojn\u00eb se ata drejtp\u00ebrdrejt ndajn\u00eb analitik\u00ebn me p\u00ebrdoruesit p\u00ebrfundimtar\u00eb<\/b>, (dhe ata sigurisht q\u00eb po p\u00ebrparojn\u00eb n\u00eb k\u00ebt\u00eb drejtim) - ende nuk ka ndodhur asnj\u00eb p\u00ebrparim t\u00eb v\u00ebrtet\u00eb. Njer\u00ebzit thjesht nuk e kuptojn\u00eb t\u00eb dh\u00ebnat multidimensionale.<\/b> Nd\u00ebrfaqja e p\u00ebrdoruesit, e cila paraqet t\u00eb dh\u00ebna m\u00eb shum\u00eb ose m\u00eb pak komplekse dhe t\u00eb strukturuara dob\u00ebt n\u00eb<\/li>\n
    3. form\u00eb fasetizimi - gjithashtu paraqet nj\u00eb num\u00ebr t\u00eb pafund problemesh. Konkluzion: sa m\u00eb e shesht\u00eb (flatter) - aq m\u00eb mir\u00eb. Plani, i nd\u00ebrtuar mbi baz\u00ebn e nxjerrjes automatike t\u00eb t\u00eb dh\u00ebnave nga burime (t\u00eb cilat nuk jan\u00eb gjithmon\u00eb t\u00eb destinuara p\u00ebr nj\u00eb nxjerrje t\u00eb till\u00eb) \u00ebsht\u00eb n\u00eb var\u00ebsi t\u00eb madhe nga burimet, q\u00ebndrueshm\u00ebria e lidh\u00ebsve dhe infrastruktura. N\u00eb pamund\u00ebsi p\u00ebr t\u00eb siguruar rezultat, gjithmon\u00eb do t\u00eb faj\u00ebsohet platforma (p\u00ebrfaq\u00ebsuesi).<\/b> video \u2013 gjithashtu p\u00ebrfaq\u00ebson nj\u00eb num\u00ebr t\u00eb pafund problemesh. Konkluzion: Sa m\u00eb e shesht\u00eb (flatter) \u2013 aq m\u00eb mir\u00eb. <\/li>\n
    4. Platforma, e nd\u00ebrtuar mbi baz\u00ebn e nxjerrjes automatike t\u00eb t\u00eb dh\u00ebnave nga burime (t\u00eb cilat nuk jan\u00eb gjithmon\u00eb t\u00eb destinuara p\u00ebr nj\u00eb nxjerrje t\u00eb till\u00eb), \u00ebsht\u00eb n\u00eb var\u00ebsi t\u00eb r\u00ebnd\u00ebsishme nga burimet, q\u00ebndrueshm\u00ebria e konektor\u00ebve dhe infrastruktura. N\u00eb pamund\u00ebsi p\u00ebr t\u00eb ofruar rezultat, gjithmon\u00eb do t\u00eb akuzohet platforma (messenger). Besimi<\/b> \u2013 kapital i k\u00ebsaj lloji platformash. Kapital, i cili \u00ebsht\u00eb i v\u00ebshtir\u00eb p\u00ebr t'u fituar dhe leht\u00ebsisht p\u00ebr t'u humbur. <\/li>\n
    5. Nga pik\u00ebpamja e biznesit, nuk ka asnj\u00eb diferenc\u00eb nd\u00ebrmjet analiz\u00ebs s\u00eb t\u00eb Dh\u00ebnave t\u00eb M\u00ebdha dhe thjesht t\u00eb Dh\u00ebnave<\/b>. Shpesh pas numrave t\u00eb thjesht\u00eb si 2x2 q\u00ebndrojn\u00eb mund\u00ebsi milionash dollar\u00ebsh. Nj\u00eb shembull i mir\u00eb \u00ebsht\u00eb t\u00eb dh\u00ebnat mbi p\u00ebrfundimin e jet\u00ebgjat\u00ebsis\u00eb s\u00eb elementeve t\u00eb infrastruktur\u00ebs n\u00eb shelfin norvegjez. Kur t\u00eb gjitha datat e rinovimeve t\u00eb ardhshme t\u00eb gjith\u00eb pajisjeve u vendos\u00ebn n\u00eb nj\u00eb bosht dhe doli n\u00eb pah se pas N vitesh do t\u00eb ndodhte nj\u00eb Armagedon n\u00eb shelf \u2014 nj\u00eb person shum\u00eb i pasur u ngrit nga karrigia dhe, duke u p\u00ebrsh\u00ebndetur shpejt, doli nga dhoma me fjal\u00ebt: \"M\u00eb falni, kam pak koh\u00eb, duhet t\u00eb p\u00ebrgatis flot\u00ebn...\"<\/li>\n
    6. Excel, n\u00eb fakt, nj\u00eb p\u00ebrfaq\u00ebsim t\u00eb qart\u00eb dhe t\u00eb sakt\u00eb tabelar t\u00eb t\u00eb dh\u00ebnave ka nj\u00eb fuqi t\u00eb madhe dhe nj\u00eb t\u00eb ardhme t\u00eb madhe. Besoj n\u00eb tabela t\u00eb bukura<\/b> (dhe akoma<\/i>)dhe kaq!<\/li>\n
    7. Rripi kryesor i gjith\u00eb k\u00ebsaj 'analitike' \u00ebsht\u00eb automatizimi i marrjes s\u00eb vendimeve<\/b>. Aty jan\u00eb mund\u00ebsit\u00eb m\u00eb t\u00eb m\u00ebdha, por edhe rreziqet m\u00eb t\u00eb larta, p\u00ebr k\u00ebt\u00eb edhe mund\u00ebsit\u00eb jan\u00eb t\u00eb m\u00ebdha, p\u00ebr k\u00ebt\u00eb edhe rreziqet, prandaj edhe mund\u00ebsit\u00eb, prandaj rreziqet... \ud83d\ude42 Menaxhimi i shpimeve, p\u00ebr shembull...<\/li>\n
    8. N\u00ebse 'integrazhueshm\u00ebria' \u00ebsht\u00eb funksionaliteti ky\u00e7, at\u00ebher\u00eb t\u00eb dh\u00ebnat de-fakto duhet t\u00eb prezantohen si nj\u00eb sh\u00ebrbim. REST<\/b> dominuese, por nuk duhet harruar optimizimi performanc\u00ebs<\/b>, i cili shpesh sot sakrifikohet p\u00ebr integrueshm\u00ebrin\u00eb, p\u00ebr shkak se fuqia llogarit\u00ebse vazhdon t\u00eb rritet. <\/li>\n
    9. T\u00eb dh\u00ebnat master<\/b> jan\u00eb ajo q\u00eb duhet t\u00eb lokalizohet, nxirret, normalizohet, p\u00ebrpara se t'i adresohet ndonj\u00eb \u00e7\u00ebshtjeje biznesi. T\u00eb dh\u00ebnat master jan\u00eb t\u00eb vogla, por problemet me to jan\u00eb t\u00eb m\u00ebdha! Si\u00e7 thon\u00eb v\u00ebllez\u00ebrit e semantik\u00ebs \u2013 50% e t\u00eb gjitha problemeve bot\u00ebrore jan\u00eb p\u00ebr shkak se njer\u00ebzit i quajn\u00eb t\u00eb nj\u00ebjtat gj\u00ebra me emra t\u00eb ndrysh\u00ebm, dhe 50% t\u00eb tjera p\u00ebr shkak se ata i quajn\u00eb gj\u00ebra t\u00eb ndryshme me nj\u00eb em\u00ebr.<\/li>\n
    10. \u00c7do inkapsulimi<\/b> n\u00eb nivelin e ruajtjes kufizon hapjen e zgjidhjes dhe \u00e7on n\u00eb SILO-fikim. Mir\u00eb \u00ebsht\u00eb n\u00ebse jeni nj\u00eb gjigant n\u00eb treg, p\u00ebrndryshe \u2013 k\u00ebtu \u00ebsht\u00eb si\u00e7 duhet. (K\u00ebtu flitet, natyrisht, jo p\u00ebr nivelin bllok dhe as p\u00ebr AWS S3, i cili ishte 6 vje\u00e7are n\u00eb at\u00eb koh\u00eb, por p\u00ebr skedar\u00ebt<\/i>). <\/li>\n
    11. Modelimi relacional<\/b> i t\u00eb dh\u00ebnave nuk \u00ebsht\u00eb m\u00eb mik. RDF dhe \u00e7el\u00ebsi-vler\u00eb \u2013 fantastike! E kemi par\u00eb transformimet magjike t\u00eb bazave t\u00eb t\u00eb dh\u00ebnave relationale nga modelet n\u00eb 2000 tabela n\u00eb 15 tabela, dhe askush nga p\u00ebrdoruesit nuk ka humbur asgj\u00eb. <\/li>\n
    12. Interneti funksionon sepse ka URL<\/b> si nj\u00eb m\u00ebnyr\u00eb unike adresimi. R\u00ebnd\u00ebsia e URL-s\u00eb apo m\u00eb sakt\u00eb URI<\/b> p\u00ebr burimet informative t\u00eb nd\u00ebrmarrjes \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb teprohet. <\/li>\n
    13. Text mining dhe NLP jan\u00eb t\u00eb njohura<\/b>. N\u00eb internet. Por edhe n\u00eb sektorin korporativ mund t\u00eb arrihen suksese t\u00eb m\u00ebdha duke nxjerr\u00eb t\u00eb dh\u00ebna t\u00eb strukturuara nga t\u00eb dh\u00ebnat e pap\u00ebrpunuara korporative. <\/li>\n
    14. Sinergjia<\/b> midis t\u00eb dh\u00ebnave t\u00eb strukturuara dhe informacionit t\u00eb nxjerr\u00eb nga t\u00eb dh\u00ebnat e pap\u00ebrpunuara, dmth. skedar\u00ebt \u2013 nj\u00eb Klondike analitik. <\/li>\n
    15. Duke nxjerr\u00eb t\u00eb dh\u00ebna \u2013 mos harrojm\u00eb p\u00ebr t\u00eb drejtat dhe t\u00eb drejtat e autorit<\/b>. <\/li>\n
    16. Kompania q\u00eb merret me nxjerrjen e t\u00eb dh\u00ebnave duhet t\u00eb formoj\u00eb nj\u00ebdepartament hacker\u00ebsh<\/b>, n\u00eb kuptimin e mir\u00eb t\u00eb fjal\u00ebs. Inspiruar nga lufta e ashp\u00ebr me sistemet mbrojt\u00ebse t\u00eb Faqeve t\u00eb Verdha ndaj botuesve t\u00eb k\u00ebrkimit. <\/li>\n
    17. P\u00ebrpara se t\u00eb punoni me t\u00eb dh\u00ebnat \u2013 duhet t'i \"shihni\"<\/b> n\u00eb t\u00eb gjith\u00eb plot\u00ebsin\u00eb e saj. Kjo \u00ebsht\u00eb e v\u00ebshtir\u00eb p\u00ebr t'u shpjeguar. M\u00eb vijn\u00eb n\u00eb mendje format tabelare. Disa njer\u00ebz kan\u00eb n\u00eb mendje p\u00ebrfaq\u00ebsime grafike, por \u00e7do grafik \u2013 \u00ebsht\u00eb tashm\u00eb nj\u00eb interpretim. Ashtu si ashtu... \"ta shohim\"!<\/li>\n
    18. Duke u p\u00ebrs\u00ebritur n\u00eb pyetjen p\u00ebr \"besimin\" e p\u00ebrdoruesve n\u00eb front-end. Besimi n\u00eb konektor\u00ebt\/proceset e krijimit t\u00eb t\u00eb dh\u00ebnave, besimi n\u00eb t\u00eb dh\u00ebnat, besimi n\u00eb vendimet e marra<\/b>.<\/li>\n<\/ol>\n

      Burimi: habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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