{"id":92879,"date":"2020-09-01T01:42:37","date_gmt":"2020-08-31T23:42:37","guid":{"rendered":"https:\/\/prohoster.info\/blog\/administrirovanie\/upravlenie-razrabotkoj-i-proizvodstvom-v-asana"},"modified":"2020-09-01T01:42:37","modified_gmt":"2020-08-31T23:42:37","slug":"upravlenie-razrabotkoj-i-proizvodstvom-v-asana","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/administrirovanie\/upravlenie-razrabotkoj-i-proizvodstvom-v-asana","title":{"rendered":"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><i>P\u00ebrsh\u00ebndetje t\u00eb gjith\u00ebve, un\u00eb quhem Konstantin Kuznetsov, dhe jam drejtor ekzekutiv dhe themelues i kompanis\u00eb RocketSales. N\u00eb fush\u00ebn e IT-it shpesh ndodh q\u00eb departamenti i zhvillimit jeton n\u00eb universin e vet. N\u00eb k\u00ebt\u00eb univers ka humidifikues ajri n\u00eb \u00e7do tavolin\u00eb, shum\u00eb gadget-e dhe pastrues p\u00ebr monitor\u00ebt dhe tastierat, dhe, me siguri, nj\u00eb sistem t\u00eb vetin p\u00ebr menaxhimin e detyrave dhe projekteve. <\/i><\/p>\n<h3>\u00c7far\u00eb ka t\u00eb keqe n\u00eb k\u00ebt\u00eb? <\/h3>\n<p>\nNdoshta p\u00ebr disa - asgj\u00eb. Por ne u p\u00ebrball\u00ebm me nj\u00eb problem. Ne merremi me nd\u00ebrtimin dhe automatizimin e sistemeve t\u00eb shitjeve, zbatojm\u00eb CRM, krijojm\u00eb infrastruktur\u00eb cloud p\u00ebr biznesin. N\u00eb projektet p\u00ebr klient\u00ebt, p\u00ebrve\u00e7 departamenteve t\u00eb zhvillimit dhe prodhimit, shpesh p\u00ebrfshihen edhe marketer\u00eb, shit\u00ebs, kontabilist\u00eb dhe punonj\u00ebs t\u00eb tjer\u00eb. Dhe ne filluam t\u00eb mendojm\u00eb se si t\u00eb organizojm\u00eb nj\u00eb proces efektiv t\u00eb menaxhimit t\u00eb projekteve.<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><br \/>\nN\u00ebse procesi i zhvillimit dhe prodhimit \u00ebsht\u00eb organizuar n\u00eb nj\u00eb platform\u00eb si Jira ose GitLab, at\u00ebher\u00eb <b>askush, p\u00ebrve\u00e7 zhvillimit, nuk e kupton se \u00e7far\u00eb po ndodh atje<\/b>. P\u00ebr t\u00eb lidhur nj\u00eb punonj\u00ebs t\u00eb jasht\u00ebm me projektin, duhet t\u00eb takohem me t\u00eb, t\u00eb shpjegoj kontekstin, t\u00eb regjistroj ndonj\u00ebher\u00eb detyr\u00ebn, pastaj t\u00eb kontrolloj nivelin e gatishm\u00ebris\u00eb n\u00eb bisedat e pun\u00ebs, p\u00ebrmes asaj bised\u00eb t\u00eb marr rezultatin dhe ta regjistroj n\u00eb Jira. K\u00ebshtu \u00e7do her\u00eb. <\/p>\n<p>Zhvillimi \u00ebsht\u00eb i ndar\u00eb nga departamentet e tjera t\u00eb kompanis\u00eb, ata nuk e din\u00eb se si t\u00eb na angazhojn\u00eb, nd\u00ebrsa ne nuk e dim\u00eb n\u00ebse na duhen n\u00eb bashk\u00ebpunim. <\/p>\n<p>Pak vite m\u00eb par\u00eb ne zbuluam platform\u00ebn Asana. N\u00eb k\u00ebt\u00eb material dua t\u00eb tregoj se si organizuam procesin e menaxhimit t\u00eb zhvillimit dhe prodhimit, p\u00ebr t'u siguruar q\u00eb: <\/p>\n<ul>\n<li>e gjith\u00eb kompania t\u00eb punonte n\u00eb nj\u00eb ekosistem t\u00eb vet\u00ebm,<\/li>\n<li>t\u00eb gjith\u00eb t\u00eb kishin mjaft funksionalitete, <\/li>\n<li>t\u00eb ishte e mundur t\u00eb vler\u00ebsoheshin kostot e \u00e7do projekti n\u00eb or\u00eb e para,<\/li>\n<li>bashk\u00ebpunimi me klient\u00ebt t\u00eb ishte afatgjat\u00eb: jo vet\u00ebm p\u00ebr nj\u00eb detyr\u00eb, por p\u00ebr nj\u00eb projekt t\u00ebr\u00ebsor me nj\u00eb backlog t\u00eb vazhduesh\u00ebm ide.<\/li>\n<\/ul>\n<p><\/p>\n<h3>Pak rreth njohjes me Asana<\/h3>\n<p>\nKam kaluar 10 vjet n\u00eb k\u00ebrkim t\u00eb nj\u00eb softi t\u00eb p\u00ebrshtatsh\u00ebm p\u00ebr menaxhimin e projekteve. Trello, Jira, Planfix, Megaplan, Bitrix24 dhe dhjet\u00ebra menaxher\u00eb t\u00eb tjer\u00eb t\u00eb detyrave nuk e kaluan provimin e q\u00ebndrueshm\u00ebris\u00eb. Pastaj e gjeta Asana. Dhe gjith\u00e7ka u b\u00eb e mundur. <\/p>\n<p>Sipas mendimit ton\u00eb, kjo \u00ebsht\u00eb platforma m\u00eb e mir\u00eb dhe m\u00eb e shpejt\u00eb n\u00eb rritje p\u00ebr menaxhimin e detyrave dhe projekteve. Sot, Asana \u00ebsht\u00eb lideri global n\u00eb popullaritet dhe k\u00ebnaq\u00ebsin\u00eb e p\u00ebrdoruesve. Kjo konfirmohet nga grafiku i renditjes g2.<\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/99df85c4ce3c16b9eb985be819d53098.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nNe jemi adhurues t\u00eb Asana, madje kemi p\u00ebrfunduar nj\u00eb certifikim p\u00ebr ta implementuar at\u00eb te klient\u00ebt tan\u00eb. <\/p>\n<h3>Do ta p\u00ebrshkruaj shkurt procesin nga shitja deri te realizimi i projektit<\/h3>\n<p>\nDuke qen\u00eb se ne shesim sh\u00ebrbime IT, funneli yn\u00eb \u00ebsht\u00eb mjaft i gjat\u00eb dhe, af\u00ebr fundit, kalon n\u00eb departamentin e prodhimit dhe, ndonj\u00ebher\u00eb, t\u00eb zhvillimit. <\/p>\n<p>Departamenti i shitjeve kryen manipulative standarde: audit, miratim t\u00eb ofert\u00ebs, n\u00ebnshkrim t\u00eb kontrat\u00ebs, kalim t\u00eb marr\u00ebveshjes n\u00eb prodhim. Prodhimi mund t\u00eb mos pranoj\u00eb kontrat\u00ebn: p\u00ebrve\u00e7se budgeti, data e kalimit n\u00eb prodhim dhe fondi llogaritar i koh\u00ebs p\u00ebr realizimin e projektit duhet t\u00eb jen\u00eb t\u00eb sh\u00ebnuara. <\/p>\n<p>Fal\u00eb lidhjes amoCRM + Asana, kur kalon marr\u00ebveshja nga departamenti i shitjeve n\u00eb prodhim dhe p\u00ebrs\u00ebri, puna nuk nd\u00ebrpritet. Zona e p\u00ebrgjegj\u00ebsis\u00eb s\u00eb departamentit t\u00eb shitjeve \u00ebsht\u00eb e sh\u00ebnuar me ngjyr\u00eb blu, e departamentit t\u00eb prodhimit me ngjyr\u00eb portokalli, dhe e departamentit t\u00eb zhvillimit me ngjyr\u00eb roz\u00eb. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/8f6eb26dbd237075606dced7e80eebb9.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\n\u00cbsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb departamenti i zhvillimit, ndryshe nga departamenti i projektit, nuk merr pjes\u00eb n\u00eb \u00e7do projekt. Ndsometimes, konfigurimi i sistemit nuk k\u00ebrkon zgjidhje t\u00eb personalizuara. <\/p>\n<p>K\u00ebshtu, kur udh\u00ebheq\u00ebsi merr projektin n\u00eb prodhim, menaxheri i shitjeve me nj\u00eb klik kalon n\u00eb Asana (screenshoti). Nga amoCRM, projekti krijohet automatikisht n\u00eb Asana. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/37702d0ae4fda97d3f3aea9107e95c8b.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nNj\u00eb detyr\u00eb me hart\u00ebn e projektit, ofertat tregtare krijohet automatikisht n\u00eb bordin e p\u00ebrbashk\u00ebt t\u00eb projekteve t\u00eb klient\u00ebve. K\u00ebtu shfaqen t\u00eb gjitha klient\u00ebt q\u00eb jan\u00eb aktualisht n\u00eb prodhim. K\u00ebtu caktohet menaxheri p\u00ebrgjegj\u00ebs, vendosen afatet dhe zgjidhet tipi i pun\u00ebs, si dhe ndryshojn\u00eb statuset e detyrave. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/67a67bfa9d756cc868d9384173a81cfa.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nMenaxheri mund t\u00eb nis\u00eb n\u00eb detyr\u00eb cilindo nga proceset e biznesit automatike t\u00eb propozuara:<\/p>\n<ol>\n<li>Gj\u00ebj\/Krijo projektin e Klientit + Bashkangjit detyr\u00ebn aty<\/li>\n<li>Plot\u00ebso detyr\u00ebn me informacionin mbi marr\u00ebveshjen<\/li>\n<li>Krijo nj\u00eb marr\u00ebveshje nga detyra aktuale<\/li>\n<\/ol>\n<p>\n<img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/7d081b8586859404c19b4769e7d19a18.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nProjekti plot\u00ebsohet me t\u00eb gjitha t\u00eb dh\u00ebnat e dh\u00ebna n\u00eb amoCRM. N\u00eb var\u00ebsi t\u00eb tipit t\u00eb sh\u00ebrbimeve, menj\u00ebher\u00eb krijohet nj\u00eb grup n\u00ebn detyrash p\u00ebr realizimin e moduleve aktuale t\u00eb pun\u00ebs. Menaxheri i projektit mbetet p\u00ebr detajizimin e detyrave t\u00eb detajuara, p\u00ebr t\u00eb caktuar p\u00ebrgjegj\u00ebsit dhe afatet. <\/p>\n<p>Ky \u0442\u0430\u0437\u0438 tabel\u00eb ndihmon n\u00eb pranimin e projekteve t\u00eb reja n\u00eb pun\u00eb. Por, \u00ebsht\u00eb e v\u00ebshtir\u00eb t\u00eb kontrollosh statuset aktuale dhe projektet n\u00eb zon\u00ebn e rrezikut. <\/p>\n<h3>Si e grupojm\u00eb detyrat dhe projektet e klient\u00ebve<\/h3>\n<p>\nNga tabela e p\u00ebrgjithshme t\u00eb projekteve, menaxheri shton projektin edhe n\u00eb 3 tabela t\u00eb tjera:<\/p>\n<ol>\n<li>tabela personale e klientit;<\/li>\n<li>portofoli i klient\u00ebve aktiv\u00eb;<\/li>\n<li>portofoli i menaxherit.<\/li>\n<\/ol>\n<p>\nT\u00eb shqyrtojm\u00eb p\u00ebrse na nevojitet secila nga k\u00ebto entitete. <\/p>\n<p>N\u00eb screenshot shihni <b>tabel\u00ebn personale t\u00eb klientit. <\/b><\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/aeb28f631a9a265b25f8da0cb31feb4a.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\n<b>Pse na nevojitet kjo tabel\u00eb? <\/b><\/p>\n<p>M\u00eb par\u00eb mendonim p\u00ebr detyra. B\u00ebnim nj\u00eb detyr\u00eb, pastaj shkonim t\u00eb b\u00ebnim nj\u00eb tjet\u00ebr. Rezultati ishte se realizonim sakt\u00ebsisht sasin\u00eb e pun\u00ebs q\u00eb k\u00ebrkonte klienti. Por, d\u00ebshironim t\u00eb nd nikim marr\u00ebdh\u00ebnie afatgjata, prandaj u larguam nga puna me detyra n\u00eb pun\u00ebn me klient\u00ebt. <\/p>\n<p>Ne gjithmon\u00eb regjistrojm\u00eb t\u00eb gjitha idet\u00eb p\u00ebr p\u00ebrmir\u00ebsime p\u00ebr klientin. Edhe n\u00ebse \u00ebsht\u00eb nj\u00eb mendim, e hedhur rast\u00ebsisht nga klienti, e regjistrojm\u00eb dhe e realizojm\u00eb. K\u00ebshtu formohet backlog-u i detyrave, puna me klientin nuk mbaron. <\/p>\n<p><b>\u00c7far\u00eb ka n\u00eb k\u00ebt\u00eb tabel\u00eb? <\/b><\/p>\n<p>Asana jon\u00eb \u00ebsht\u00eb e lidhur me disa sh\u00ebrbime: <\/p>\n<ul>\n<li>CRM-sistemi (p\u00ebr nd\u00ebrveprimin me departamentin e shitjeve),<\/li>\n<li>TimeDoctor (p\u00ebr regjistrimin e koh\u00ebs),<\/li>\n<li>ERP-sistema (p\u00ebr agregimin e t\u00eb dh\u00ebnave t\u00eb gjitha n\u00eb nj\u00eb nd\u00ebrfaqe t\u00eb vetme). <\/li>\n<\/ul>\n<p>\nNe kemi integruar nj\u00eb panel t\u00eb kontrollit t\u00eb shpejt\u00eb t\u00eb burimeve n\u00eb Asana. Kur sillni mouse-in mbi sked\u00ebn p\u00ebrpara detyr\u00ebs, shihni se kush dhe sa ka punuar mbi detyr\u00ebn, \u00e7far\u00eb shp\u00ebrblimi ka fituar. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/adecdbeb54f91a149bb5b35c9943c78a.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nEkipi i prodhimit vler\u00ebsohet sipas or\u00ebve, prandaj ishte e r\u00ebnd\u00ebsishme p\u00ebr ne t\u00eb ndjekim sakt\u00ebsisht sa koh\u00eb i ka shkuar \u00e7do punonj\u00ebsi p\u00ebr t\u00eb zgjidhur detyrat e klientit. <\/p>\n<p><b>\u00c7far\u00eb ofron p\u00ebrdorimi i tabel\u00ebs? <\/b><\/p>\n<p>N\u00eb fund, n\u00eb ERP-sistem ne shohim <b>Raporti mbi projektet<\/b>. Statusi i marr\u00ebveshjes, pjes\u00ebmarr\u00ebsit e projektit, buxheti i projektit, numri i or\u00ebve t\u00eb punuara dhe afatet.<\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/f6621619fc673762bca30622f6f10b74.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nNe mund t\u00eb parashikojm\u00eb koston e projekteve t\u00eb ngjashme p\u00ebr zhvillim, llogaritja e KPI-ve b\u00ebhet plot\u00ebsisht e qart\u00eb dhe nuk mbetet vend p\u00ebr iluzione se zhvillimi \u00ebsht\u00eb thjesht disa or\u00eb. N\u00eb rast nevoje, gjithmon\u00eb kemi nd\u00ebrfaqen q\u00eb mund t'ia tregojm\u00eb klientit p\u00ebr raportim. <\/p>\n<h3>Portofolat Asana<\/h3>\n<p>\nKjo funksionalitet \u00ebsht\u00eb implementuar n\u00eb Asana p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb. Por ne nuk e kemi vler\u00ebsuar menj\u00ebher\u00eb. Fillimisht ne thjesht grumbulluam n\u00eb portofola t\u00eb gjitha projektet e menaxher\u00ebve tan\u00eb. Doli se gjat\u00eb koh\u00ebs s\u00eb pun\u00ebs n\u00eb kompani, Denis Kiseleva ka punuar me 61 klient\u00eb. <\/p>\n<p>T\u00eb dish k\u00ebt\u00eb \u00ebsht\u00eb interesant, por nuk \u00ebsht\u00eb e mjaftueshme p\u00ebr t\u00eb justifikuar koh\u00ebn e shpenzuar p\u00ebr mbledhje. Dhe ne e l\u00ebm\u00eb pas dore portofolin. \u00c7do gj\u00eb ndryshoi kur ne e lidh\u00ebm projektin n\u00eb Asana me nj\u00eb marr\u00ebveshje n\u00eb sistemin CRM. <\/p>\n<p>M\u00eb par\u00eb, menaxheri n\u00ebnshkruante t\u00eb gjitha projektet dhe merrte njoftime p\u00ebr t\u00eb gjitha ndryshimet n\u00eb Inbox (rrjedh\u00ebn e njoftimeve). \u00c7do p\u00ebrdit\u00ebsim statusi, koment i ri shfaqej n\u00eb rrjedh\u00eb, duke filluar nga m\u00eb i fundit. T\u00eb h\u00ebn\u00ebn, menaxheri ulej dhe kryente detyrat nga inbox nj\u00eb p\u00ebr nj\u00eb. Nuk flitej p\u00ebr p\u00ebrpar\u00ebsit\u00eb, duke arritur ndonj\u00ebher\u00eb q\u00eb t\u00eb mos arrinim n\u00eb detyrat m\u00eb t\u00eb r\u00ebnd\u00ebsishme. <\/p>\n<p>Tani ka portofolin e punonj\u00ebsit dhe portofolin e departamentit t\u00eb projektit. N\u00eb t\u00eb parin, menaxheri menaxhon projektet e tij, i dyti i jep menaxherit funksionalitetin kontrollues mbi ngarkes\u00ebn aktuale t\u00eb t\u00eb gjith\u00eb punonj\u00ebsve. <\/p>\n<h4>Portofoli i departamentit t\u00eb projektit<\/h4>\n<p>\nN\u00eb screenshot shihni projektet e renditura sipas punonj\u00ebsve. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/7ff9ff2e75a38c498cc145a3f79d4e4d.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nNj\u00eb her\u00eb n\u00eb jav\u00eb, menaxheri i projektit p\u00ebrdit\u00ebson statusin e \u00e7do projekti. Ai shkruan se \u00e7far\u00eb \u00ebsht\u00eb b\u00ebr\u00eb jav\u00ebn e kaluar dhe \u00e7far\u00eb planifikohet p\u00ebr jav\u00ebn pasuese. Vendos nj\u00eb nga tre etiketat: <i>n\u00eb kontroll, n\u00eb zon\u00eb rreziku, ka probleme. <\/i><\/p>\n<p>Menaxheri mund t\u00eb vler\u00ebsoj\u00eb shpejt: <\/p>\n<ul>\n<li>v\u00ebllimi aktual i klient\u00ebve n\u00eb departamentin e projekteve,<\/li>\n<li>numri i projekteve n\u00eb pun\u00eb p\u00ebr \u00e7do menaxher,<\/li>\n<li>numri i detyrave t\u00eb kaluara p\u00ebr projekte, <\/li>\n<li>prania e problemeve dhe nevoj\u00ebs p\u00ebr t'u angazhuar n\u00eb projekte,<\/li>\n<li>afatet e projekteve, koha e shpenzuar, faza e pipeline dhe prioriteti i projektit. <\/li>\n<\/ul>\n<p>\nPortofolat gjithashtu na ndihmojn\u00eb t\u00eb p\u00ebrgatisim raportet. Pas p\u00ebrdit\u00ebsimit t\u00eb statusit t\u00eb projektit, raporti mbi pun\u00ebn e p\u00ebrfunduar dhe t\u00eb planifikuar d\u00ebrgohet automatikisht n\u00eb bised\u00ebn me klientin. <\/p>\n<h4>Portofoli i punonj\u00ebsit<\/h4>\n<p>\nNj\u00eb portofol personal ka edhe drejtori i departamentit t\u00eb projekteve. N\u00ebse, mos qoft\u00eb e keq, ai heq dor\u00eb nga kompetencat e tij, personi i ri do t\u00eb shoh\u00eb t\u00eb gjitha projektet q\u00eb i p\u00ebrkasin dhe q\u00eb do t\u00eb vazhdojn\u00eb t\u00eb ndjekin. <\/p>\n<p>Punonj\u00ebsit e rregullt gjithashtu e vler\u00ebsuan leht\u00ebsin\u00eb e planifikimit t\u00eb ngarkes\u00ebs n\u00eb portofol. N\u00eb tabin \u201cNgarkesa\u201d, Asana analizon volumin e detyrave duke marr\u00eb parasysh afatet dhe paralajm\u00ebron n\u00ebse punonj\u00ebsi ka planifikuar nj\u00eb ngarkes\u00eb tep\u00ebr t\u00eb madhe. Afatet dhe detajet mund t\u00eb ndryshohen pa dal\u00eb nga ky tab. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/246b8cd7ff4987d91a79359616a5be21.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<\/p>\n<h3>Zgjidhja e defekteve dhe zhvillimi i personalizuar<\/h3>\n<p>\nNj\u00eb ekip i ve\u00e7ant\u00eb merret me zhvillimin tek ne. N\u00eb kuad\u00ebr t\u00eb procesit t\u00eb biznesit, atij i dor\u00ebzohen detyra t\u00eb dy tipeve: <\/p>\n<ol>\n<li>gabim,<\/li>\n<li>zhvillim i ri. <\/li>\n<\/ol>\n<p>\nGabimet kontrollohen, vler\u00ebsohen p\u00ebr kriticitet dhe kalohen p\u00ebr pun\u00eb n\u00eb sh\u00ebrbimin e mb\u00ebshtetjes teknike. <br \/>\nDetyra p\u00ebr zhvillim vijn\u00eb ose nga backlog-u p\u00ebr produktet e brendshme t\u00eb kompanis\u00eb, ose nga menaxheri i projektit n\u00ebse ka nj\u00eb k\u00ebrkes\u00eb p\u00ebrkat\u00ebse nga klienti. <\/p>\n<p>Procesi i zhvillimit, n\u00eb p\u00ebrgjith\u00ebsi, duket k\u00ebshtu. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/6137200ca0c335b5270b39fc91f0ee2f.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nDetyrat bien n\u00eb tabel\u00ebn e zhvillimit n\u00eb Asana. Ja, ajo. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/09db581c9959feb60f9f58b6ca740372.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nShkresuesi i detyr\u00ebs zgjedh llojin 'Gabim' ose 'Ve\u00e7ori', vendos nivelin e kriticitetit, tregon klientin, dhe departamentet e brendshme t\u00eb kompanis\u00eb q\u00eb preken nga detyra. Kur detyra i p\u00ebrmbush t\u00eb gjitha k\u00ebrkesat e rregullores s\u00eb brendshme, shkresuesi klikoni n\u00eb ikon\u00ebn e shk\u00ebndij\u00ebs n\u00eb panelin e sip\u00ebrm mbi detyr\u00ebn dhe aktivizon procesin automatik t\u00eb biznesit 'Vler\u00ebso n\u00eb zhvillim'. <\/p>\n<p><img decoding=\"async\" alt=\"Menaxhimi i zhvillimit dhe prodhimit n\u00eb Asana\" src=\"\/wp-content\/uploads\/2020\/08\/5a6965ec30aa8f597737b1743e871bb4.jpg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nKryetari i departamentit t\u00eb zhvillimit merr njoftim p\u00ebr nj\u00eb detyr\u00eb t\u00eb re p\u00ebr vler\u00ebsim, dhe vet\u00eb detyra p\u00ebrkoh\u00ebsisht zhvendoset n\u00eb nj\u00eb tabel\u00eb t\u00eb ve\u00e7ant\u00eb me emrin e nj\u00ebjt\u00eb. <\/p>\n<p>Pas vler\u00ebsimit, menaxheri kalon detyr\u00ebn n\u00eb sprintin q\u00eb i p\u00ebrshtatet muajit t\u00eb planifikuar p\u00ebr p\u00ebrfundim. Detyrat gjithmon\u00eb jan\u00eb n\u00eb disa tabela nj\u00ebkoh\u00ebsisht: <\/p>\n<ul>\n<li>n\u00eb tabel\u00ebn personale t\u00eb menaxherit t\u00eb projektit, <\/li>\n<li>n\u00eb tabel\u00ebn e mb\u00ebshtetjes teknike, <\/li>\n<li>n\u00eb tabel\u00ebn e zhvillimit. <\/li>\n<\/ul>\n<p>\nT\u00eb gjith\u00eb pjes\u00ebmarr\u00ebsit dhe punonj\u00ebsit q\u00eb mbik\u00ebqyrin detyr\u00ebn shohin progresin e realizimit, marrin njoftime, dhe diskutojn\u00eb drejtp\u00ebrdrejt n\u00eb komentet e detyr\u00ebs. Kur deteja p\u00ebrfundohet, menaxheri i projektit ose specialisti p\u00ebrgjegj\u00ebs i mb\u00ebshtetjes teknike \"e marrin\" at\u00eb n\u00eb an\u00ebn e tyre p\u00ebr t\u00eb vazhduar pun\u00ebn n\u00eb projekt. <\/p>\n<h3>\u00c7far\u00eb ndodhi kur i kthyem departamentet e zhvillimit dhe prodhimit n\u00eb nj\u00eb ambient t\u00eb p\u00ebrbashk\u00ebt me ekipin? <\/h3>\n<p>\n<b>S\u00eb pari,<\/b> projektet e klient\u00ebve u b\u00ebjn\u00eb m\u00eb afatgjata. Fal\u00eb nj\u00eb backlog-u q\u00eb plot\u00ebsohet vazhdimisht, u rrit mesatarja e fatur\u00ebs. <\/p>\n<p><b>S\u00eb dyti,<\/b> cil\u00ebsia e projekteve u p\u00ebrmir\u00ebsua ndjesh\u00ebm, pasi departamenti i zhvillimit n\u00eb \u00e7do moment mund t\u00eb b\u00ebnte nj\u00eb pyetje p\u00ebr marketingun, shitjet, llogaritin etj. Ne fituam mund\u00ebsin\u00eb p\u00ebr t\u00eb p\u00ebrfshir\u00eb n\u00eb koh\u00eb kompetencat e nevojshme t\u00eb ekipit dhe p\u00ebr t\u00eb propozuar zgjidhje krejt ndryshe. <\/p>\n<p><b>E treta,<\/b> t\u00eb gjith\u00eb punonj\u00ebsit, drejtuesit dhe klient\u00ebt e mor\u00ebn transparenc\u00ebn e plot\u00eb n\u00eb detyrat e planifikuara dhe t\u00eb realizuara. Ne m\u00ebsuam t\u00eb menaxhonim projektet, kuptuam se kjo \u00ebsht\u00eb nj\u00eb proces krejt\u00ebsisht teknik, nga i cili mund t\u00eb p\u00ebrjashtohet pothuajse plot\u00ebsisht elementi njer\u00ebzor. <\/p>\n<p><b>S\u00eb kat\u00ebrti,<\/b> ekipi \u00ebsht\u00eb b\u00ebr\u00eb m\u00eb i bashkuar. M\u00eb par\u00eb, punonj\u00ebsit kishin nj\u00eb njohuri t\u00eb kufizuar mbi at\u00eb se \u00e7far\u00eb b\u00ebnin departamentet mitike t\u00eb zhvillimit dhe prodhimit. <\/p>\n<p>Tani, duke par\u00eb procesin e zhvillimit dhe konfigurimit teknik t\u00eb sistemeve: <\/p>\n<ul>\n<li>departamenti i shitjeve gjen n\u00eb at\u00eb ide dhe frym\u00ebzim p\u00ebr m\u00ebnyrat e shitjes,<\/li>\n<li>marketer\u00ebt rregullisht marrin p\u00ebrmbajtje t\u00eb dobishme p\u00ebr postime, artikuj, pozicionim dhe tekstet reklamues, <\/li>\n<li>drejtuesit analizojn\u00eb nevojat dhe sjelljet e klient\u00ebve, duke korrigjuar strategjin\u00eb. <\/li>\n<\/ul>\n<p>\nKjo ka rezultuar n\u00eb nj\u00eb transformim win-win-win, n\u00eb t\u00eb cilin fituam ne, klient\u00ebt dhe partner\u00ebt tan\u00eb. Do t\u00eb isha i lumtur n\u00ebse do t\u00eb ndaheni mendimin tuaj n\u00eb komentet: a kishte di\u00e7ka t\u00eb dobishme n\u00eb artikullin tim dhe cilat metoda menaxhimi projekti p\u00ebrdorni n\u00eb zhvillim!<br \/>\n<br \/>Burimi: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/517124\/\">habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442, \u043c\u0435\u043d\u044f \u0437\u043e\u0432\u0443\u0442 \u041a\u043e\u043d\u0441\u0442\u0430\u043d\u0442\u0438\u043d \u041a\u0443\u0437\u043d\u0435\u0446\u043e\u0432, \u044f \u2014 \u0433\u0435\u043d\u0435\u0440\u0430\u043b\u044c\u043d\u044b\u0439 \u0434\u0438\u0440\u0435\u043a\u0442\u043e\u0440 \u0438 \u043e\u0441\u043d\u043e\u0432\u0430\u0442\u0435\u043b\u044c \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438 RocketSales. \u0412 IT-\u0441\u0444\u0435\u0440\u0435 \u0434\u043e\u0432\u043e\u043b\u044c\u043d\u043e \u0447\u0430\u0441\u0442\u043e \u0432\u0441\u0442\u0440\u0435\u0447\u0430\u0435\u0442\u0441\u044f \u0438\u0441\u0442\u043e\u0440\u0438\u044f, \u043a\u043e\u0433\u0434\u0430 \u043e\u0442\u0434\u0435\u043b \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438 \u0436\u0438\u0432\u0435\u0442 \u0432 \u0441\u0432\u043e\u0435\u0439 \u0432\u0441\u0435\u043b\u0435\u043d\u043d\u043e\u0439. \u0412 \u044d\u0442\u043e\u0439 \u0432\u0441\u0435\u043b\u0435\u043d\u043d\u043e\u0439 \u0435\u0441\u0442\u044c \u0443\u0432\u043b\u0430\u0436\u043d\u0438\u0442\u0435\u043b\u0438 \u0432\u043e\u0437\u0434\u0443\u0445\u0430 \u043d\u0430 \u043a\u0430\u0436\u0434\u043e\u043c \u0440\u0430\u0431\u043e\u0447\u0435\u043c \u0441\u0442\u043e\u043b\u0435, \u043a\u0443\u0447\u0430 \u0433\u0430\u0434\u0436\u0435\u0442\u043e\u0432 \u0438 \u043a\u043b\u0438\u043d\u0435\u0440\u043e\u0432 \u0434\u043b\u044f \u043c\u043e\u043d\u0438\u0442\u043e\u0440\u043e\u0432 \u0438 \u043a\u043b\u0430\u0432\u0438\u0430\u0442\u0443\u0440 \u0438, \u0441\u043a\u043e\u0440\u0435\u0435 \u0432\u0441\u0435\u0433\u043e, \u0441\u0432\u043e\u044f \u0441\u0438\u0441\u0442\u0435\u043c\u0430 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044f \u0437\u0430\u0434\u0430\u0447\u0430\u043c\u0438 \u0438 \u043f\u0440\u043e\u0435\u043a\u0442\u0430\u043c\u0438. \u0427\u0442\u043e [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":92880,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[688],"tags":[],"class_list":["post-92879","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-administrirovanie"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 4.9.10 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442, 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