{"id":98221,"date":"2020-10-25T02:42:25","date_gmt":"2020-10-25T00:42:25","guid":{"rendered":"https:\/\/prohoster.info\/blog\/administrirovanie\/kak-stat-uspeshnym-data-sajentistom-i-analitikom-dannyh"},"modified":"2020-11-18T00:58:46","modified_gmt":"2020-11-17T22:58:46","slug":"kak-stat-uspeshnym-data-sajentistom-i-analitikom-dannyh","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/administrirovanie\/kak-stat-uspeshnym-data-sajentistom-i-analitikom-dannyh","title":{"rendered":"Si t\u00eb b\u00ebhesh nj\u00eb shkenc\u00ebtar i suksesit t\u00eb t\u00eb dh\u00ebnave dhe analist i t\u00eb dh\u00ebnave","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Si<\/a><\/noindex>
\nKa shum\u00eb artikuj mbi aft\u00ebsit\u00eb e nevojshme p\u00ebr t'u b\u00ebr\u00eb nj\u00eb shkenc\u00ebtar t\u00eb dh\u00ebnash t\u00eb mir\u00eb ose analist t\u00eb dh\u00ebnash, por vet\u00ebm n\u00eb disa artikuj flitet p\u00ebr aft\u00ebsit\u00eb q\u00eb nevojiten p\u00ebr t\u00eb pasur sukses \u2014 qofshin ato vler\u00ebsimi i jasht\u00ebzakonsh\u00ebm i pun\u00ebs, lavd\u00ebrimi nga menaxhmenti, promovimi, ose t\u00eb gjitha t\u00eb m\u00ebsip\u00ebrmet. Sot ju paraqesim nj\u00eb material ku autori do t\u00eb ndaj\u00eb p\u00ebrvoj\u00ebn e saj personale si shkenc\u00ebtare t\u00eb dh\u00ebnash dhe analiste t\u00eb dh\u00ebnash, si dhe at\u00eb q\u00eb ka m\u00ebsuar p\u00ebr arritjen e suksesit.
\n<\/a><\/noindex><\/p>\n

M\u00eb kishte r\u00ebn\u00eb rasti: m\u00eb ofrua nj\u00eb vend pune si shkenc\u00ebtare e dh\u00ebnash kur nuk kisha asnj\u00eb p\u00ebrvoj\u00eb n\u00eb Data Science. Si e p\u00ebrballova k\u00ebt\u00eb detyr\u00eb, \u00ebsht\u00eb nj\u00eb histori tjet\u00ebr, dhe do t\u00eb doja t\u00eb thoja se kisha vet\u00ebm nj\u00eb ide t\u00eb paqart\u00eb se \u00e7far\u00eb b\u00ebnte nj\u00eb shkenc\u00ebtare e dh\u00ebnash para se t\u00eb pranoja k\u00ebt\u00eb pun\u00eb. <\/p>\n

M\u00eb angazhuan p\u00ebr t\u00eb punuar n\u00eb krijimin e skemave t\u00eb dh\u00ebnash p\u00ebr shkak t\u00eb pun\u00ebs time t\u00eb m\u00ebparshme si inxhiniere e p\u00ebrpunimit t\u00eb dh\u00ebnash, ku zhvillova nj\u00eb vitrin\u00eb t\u00eb dh\u00ebnash p\u00ebr analiz\u00eb parashikuese, q\u00eb p\u00ebrdorej nga grupi i shkenc\u00ebtar\u00ebve t\u00eb dh\u00ebnash. <\/p>\n

Viti im m\u00eb i par\u00eb si shkenc\u00ebtar t\u00eb dh\u00ebnash p\u00ebrfshinte krijimin e tubacioneve t\u00eb t\u00eb dh\u00ebnave p\u00ebr trajnimin e modeleve t\u00eb m\u00ebsimit t\u00eb makinerive dhe implementimin e tyre n\u00eb prodhim. Un\u00eb q\u00ebndroja n\u00eb hije dhe nuk merrja pjes\u00eb n\u00eb shum\u00eb takime me pal\u00ebt e interesuara n\u00eb marketing, t\u00eb cilat ishin p\u00ebrdoruesit p\u00ebrfundimtar\u00eb t\u00eb modeleve. <\/p>\n

N\u00eb vitin e dyt\u00eb t\u00eb pun\u00ebs time n\u00eb kompani, u largua menaxheri p\u00ebr procesimin dhe analiz\u00ebn e t\u00eb dh\u00ebnave q\u00eb p\u00ebrgjigjej p\u00ebr marketingun. Q\u00eb at\u00ebher\u00eb, kam qen\u00eb pjesa kryesore dhe kam marr\u00eb nj\u00eb rol m\u00eb aktiv n\u00eb zhvillimin e modeleve dhe diskutimin e afateve p\u00ebr realizimin e projekteve.<\/p>\n

Me kalimin e koh\u00ebs dhe komunikimin me pal\u00ebt e interesuara, kuptova se Data Science \u00ebsht\u00eb nj\u00eb koncept i paqart\u00eb, p\u00ebr t\u00eb cilin njer\u00ebzit kan\u00eb d\u00ebgjuar, por nuk e kuptojn\u00eb plot\u00ebsisht, sidomos kur \u00ebsht\u00eb fjala p\u00ebr menaxhimin e lart\u00eb.<\/p><\/blockquote>\n

\nKam nd\u00ebrtuar m\u00eb shum\u00eb se nj\u00ebqind modele, por vet\u00ebm nj\u00eb e treta e tyre u p\u00ebrdor\u00ebn, pasi nuk dija si t'i tregoj vler\u00ebn e tyre, pavar\u00ebsisht se modelet ishin k\u00ebrkuar fillimisht nga marketingu. <\/p>\n

Nj\u00eb nga an\u00ebtar\u00ebt e ekipit tim kaloi muaj duke zhvilluar nj\u00eb model q\u00eb, sipas menaxhmentit t\u00eb lart\u00eb, do t\u00eb tregonte vler\u00ebn e ekipit t\u00eb shkenc\u00ebtar\u00ebve t\u00eb t\u00eb dh\u00ebnave. Ideja ishte t\u00eb shp\u00ebrndahej ky model n\u00eb t\u00eb gjith\u00eb organizat\u00ebn pas zhvillimit dhe t\u00eb inkurajoheshin ekipet e marketingut ta p\u00ebrdorin at\u00eb.<\/p>\n

Kjo rezultoi n\u00eb nj\u00eb d\u00ebshtim t\u00eb plot\u00eb, sepse askush nuk e kuptonte se \u00e7far\u00eb ishte nj\u00eb model i m\u00ebsimit makina dhe nuk mund t\u00eb kuptonte vler\u00ebn e aplikimit t\u00eb tij. Si rezultat, muaj u shpenzuan kot p\u00ebr di\u00e7ka q\u00eb askush nuk e donte.<\/p><\/blockquote>\n

\nNga k\u00ebto situata kam nxjerr\u00eb disa m\u00ebsime, t\u00eb cilat do t'i paraqes m\u00eb posht\u00eb.<\/p>\n

M\u00ebsimet q\u00eb kam nxjerr\u00eb p\u00ebr t\u00eb qen\u00eb nj\u00eb shkenc\u00ebtar i suksessh\u00ebm i t\u00eb dh\u00ebnave<\/h2>\n

\n1. P\u00ebrcaktoni suksesin duke zgjedhur kompanin\u00eb e duhur.<\/b>
\nGjat\u00eb intervist\u00ebs n\u00eb kompanin\u00eb e caktuar, pyesni p\u00ebr kultur\u00ebn e t\u00eb dh\u00ebnave dhe se sa modele t\u00eb m\u00ebsimit t\u00eb makineris\u00eb jan\u00eb t\u00eb pranuara dhe p\u00ebrdoren p\u00ebr marrjen e vendimeve. K\u00ebrkoni t\u00eb sillni shembuj. Zbulojeni n\u00ebse infrastruktura e t\u00eb dh\u00ebnave \u00ebsht\u00eb e gatshme p\u00ebr fillimin e modelimit. N\u00ebse e kaloni 90% t\u00eb koh\u00ebs suaj duke u p\u00ebrpjekur t\u00eb nxirrni t\u00eb dh\u00ebna t\u00eb pap\u00ebrpunuara dhe t'i pastroni ato, do t'ju mbetet gati asnj\u00eb koh\u00eb p\u00ebr nd\u00ebrtimin e modeleve q\u00eb do t\u00eb tregojn\u00eb vler\u00ebn tuaj si nj\u00eb data scientist. B\u00ebni kujdes n\u00ebse jeni pun\u00ebsuar si data scientist p\u00ebr her\u00eb t\u00eb par\u00eb. Kjo mund t\u00eb jet\u00eb e mir\u00eb ose e keqe, n\u00eb var\u00ebsi t\u00eb kultur\u00ebs s\u00eb t\u00eb dh\u00ebnave. Mund t\u00eb hasni shum\u00eb rezistenc\u00eb n\u00eb zbatimin e modelit n\u00ebse menaxhimi i lart\u00eb pun\u00ebson nj\u00eb specialist t\u00eb Data Science vet\u00ebm sepse kompania d\u00ebshiron t\u00eb njihet si duke p\u00ebrdorur Data Science p\u00ebr marrjen e vendimeve m\u00eb t\u00eb mira<\/i>, por nuk kan\u00eb asnj\u00eb idea se \u00e7far\u00eb do t\u00eb thot\u00eb n\u00eb t\u00eb v\u00ebrtet\u00eb. Po ashtu, n\u00ebse gjeni nj\u00eb kompani q\u00eb drejtohet nga t\u00eb dh\u00ebnat (data driven), at\u00ebher\u00eb do t\u00eb rriteni s\u00eb bashku me t\u00eb.<\/p>\n

2. Njihemi me t\u00eb dh\u00ebnat dhe treguesit kryesor\u00eb t\u00eb performanc\u00ebs (KPI).<\/b>
\nN\u00eb fillim p\u00ebrmenda se, si inxhiniere e p\u00ebrpunimit t\u00eb t\u00eb dh\u00ebnave, krijova nj\u00eb vitrin\u00eb analitike p\u00ebr ekipin e shkenc\u00ebtar\u00ebve t\u00eb t\u00eb dh\u00ebnave. Pasi u b\u00ebra shkenc\u00ebtare e t\u00eb dh\u00ebnave, arrita t\u00eb gjim\u00eb mund\u00ebsi t\u00eb reja q\u00eb rrit\u00ebn sakt\u00ebsin\u00eb e modeleve, sepse kam punuar intensivisht me t\u00eb dh\u00ebna t\u00eb pap\u00ebrpunuara n\u00eb pozit\u00ebn time t\u00eb m\u00ebparshme. <\/p>\n

Duke paraqitur rezultatet e nj\u00eb prej fushatave tona, arrita t\u00eb tregoj modelet q\u00eb gjenerojn\u00eb norma konvertimi m\u00eb t\u00eb larta (n\u00eb p\u00ebrqindje), dhe pas k\u00ebsaj u mat nj\u00eb prej KPI-ve t\u00eb fushat\u00ebs. Kjo demonstroi vler\u00ebn e modelit p\u00ebr efikasitetin e biznesit, me t\u00eb cilin mund t\u00eb lidhet marketingu.<\/p>\n

3. Siguroni pranim t\u00eb modelit duke treguar vler\u00ebn e tij p\u00ebr pal\u00ebt e interesuara<\/b>
\nNuk do t\u00eb arrini kurr\u00eb sukses si specialist n\u00eb Data Science n\u00ebse pal\u00ebt e interesuara kurr\u00eb nuk do t\u00eb aplikojn\u00eb modelet tuaja p\u00ebr marrjen e vendimeve t\u00eb biznesit. Nj\u00eb nga m\u00ebnyrat p\u00ebr t\u00eb siguruar pranim t\u00eb modelit \u00ebsht\u00eb t\u00eb gjeni nj\u00eb pik\u00eb t\u00eb dhimbshme t\u00eb biznesit dhe t\u00eb tregoni se si mund t\u00eb ndihmoj\u00eb modeli. <\/p>\n

Pas bised\u00ebs me departamentin ton\u00eb t\u00eb shitjeve, kuptova se dy p\u00ebrfaq\u00ebsues punojn\u00eb me koh\u00eb t\u00eb plot\u00eb, duke shqyrtuar manualisht miliona p\u00ebrdorues n\u00eb baz\u00ebn e t\u00eb dh\u00ebnave t\u00eb kompanis\u00eb p\u00ebr t\u00eb identifikuar p\u00ebrdoruesit me licencat unike, t\u00eb cil\u00ebt kan\u00eb m\u00eb shum\u00eb gjasa t\u00eb kalojn\u00eb n\u00eb licencat ekipore. N\u00eb p\u00ebrzgjedhje \u00ebsht\u00eb p\u00ebrdorur nj\u00eb grup kriteresh, por procesi merrte shum\u00eb koh\u00eb, pasi p\u00ebrfaq\u00ebsuesit shqyrtonin nj\u00eb nga nj\u00eb p\u00ebrdoruesit. Me modelin q\u00eb un\u00eb zhvillova, p\u00ebrfaq\u00ebsuesit ishin n\u00eb gjendje t\u00eb zgjidhnin p\u00ebrdoruesit me probabilitetin m\u00eb t\u00eb lart\u00eb p\u00ebr t\u00eb bler\u00eb nj\u00eb licenc\u00eb ekipore dhe t\u00eb rrisnin probabilitetin e konvertimit n\u00eb nj\u00eb koh\u00eb m\u00eb t\u00eb shkurt\u00ebr. Kjo \u00e7oi n\u00eb nj\u00eb p\u00ebrdorim m\u00eb efikas t\u00eb koh\u00ebs duke rritur normen e konvertimit p\u00ebr indikator\u00ebt ky\u00e7 t\u00eb performanc\u00ebs me t\u00eb cil\u00ebt mund t\u00eb lidhet departamenti i shitjeve.<\/p>\n

Kan\u00eb kaluar disa vite dhe un\u00eb vazhdimisht kam zhvilluar t\u00eb nj\u00ebjtat modele dhe ndieja se nuk po m\u00ebsoj asgj\u00eb t\u00eb re. Vendosa t\u00eb k\u00ebrkoj nj\u00eb pozit\u00eb tjet\u00ebr dhe p\u00ebrfundimisht mora nj\u00eb pozit\u00eb si analiste e t\u00eb dh\u00ebnave. Diferenca n\u00eb detyra thjesht nuk mund t\u00eb ishte m\u00eb e madhe krahasuar me koh\u00ebn kur isha shkenc\u00ebtare e t\u00eb dh\u00ebnave, edhe pse ndihmoja p\u00ebrs\u00ebri marketingun.<\/p>\n

Ishte hera e par\u00eb q\u00eb analizuam eksperimentet A\/B dhe zbuluam t\u00eb gjitha<\/i> metodat se si eksperimentet mund t\u00eb shkojn\u00eb keq. Si shkenc\u00ebtare t\u00eb dh\u00ebnash, un\u00eb nuk kam punuar n\u00eb testimin A\/B sepse kjo ishte rezervuar p\u00ebr ekipin e eksperimentator\u00ebve. Kam punuar n\u00eb nj\u00eb gam\u00eb t\u00eb gjer\u00eb studimesh analitike t\u00eb ndikueshme nga marketingu \u2014 nga rritja e norm\u00ebs s\u00eb konvertimit n\u00eb premium deri te angazhimi i p\u00ebrdoruesve dhe parandalimi i ikjes. Kam m\u00ebsuar shum\u00eb m\u00ebnyra t\u00eb ndryshme p\u00ebr t\u00eb shqyrtuar t\u00eb dh\u00ebnat dhe kam kaluar shum\u00eb koh\u00eb duke kompiluar rezultatet, duke i paraqitur pal\u00ebve t\u00eb interesuara dhe menaxhmentit t\u00eb lart\u00eb. Si shkenc\u00ebtare t\u00eb dh\u00ebnash, kryesisht kam punuar n\u00eb nj\u00eb lloj modeli dhe rrall\u00eb kam paraqitur k\u00ebrkesa. T\u00eb kalojm\u00eb disa vite para dhe t\u00eb kalojm\u00eb te aft\u00ebsit\u00eb q\u00eb kam m\u00ebsuar p\u00ebr t\u00eb qen\u00eb nj\u00eb analist t\u00eb suksessh\u00ebm.<\/p>\n

Aft\u00ebsit\u00eb q\u00eb kam m\u00ebsuar p\u00ebr t'u b\u00ebr\u00eb nj\u00eb analist t\u00eb suksessh\u00ebm t\u00eb t\u00eb dh\u00ebnave<\/h2>\n

\n1. M\u00ebsoni t\u00eb tregoni histori me t\u00eb dh\u00ebnat<\/b>
\nMos i shikoni KPI-t\u00eb ve\u00e7mas. Lidhni ato, shikoni biznesin si nj\u00eb t\u00ebr\u00ebsi. Kjo do t\u00eb ndihmoj\u00eb n\u00eb identifikimin e fushave q\u00eb ndikojn\u00eb n\u00eb nj\u00ebra-tjetr\u00ebn. Menaxhimi i lart\u00eb e sheh biznesin p\u00ebrmes nj\u00eb lente, dhe nj\u00eb njeri q\u00eb tregon k\u00ebt\u00eb aft\u00ebsi v\u00ebrehet kur vjen koha p\u00ebr t\u00eb marr\u00eb nj\u00eb vendim p\u00ebr promovim.<\/p>\n

2. Ofroni ide n\u00eb veprim<\/b>
\nOfroni biznesit nj\u00eb ide efektive<\/i> p\u00ebr zgjidhjen e shqet\u00ebsimeve. M\u00eb mir\u00eb akoma, n\u00ebse propozoni nj\u00eb zgjidhje proaktive, para se t\u00eb thuhet q\u00eb po merret me nj\u00eb problem prioritar. <\/p>\n

P\u00ebr shembull, n\u00ebse do t'i kishit th\u00ebn\u00eb marketingut: \"Kam v\u00ebn\u00eb re se numri i vizitor\u00ebve n\u00eb faqe po pak\u00ebsohet \u00e7do muaj\"<\/i>. Kjo \u00ebsht\u00eb nj\u00eb tendenc\u00eb q\u00eb ata mund ta ken\u00eb v\u00ebrejtur n\u00eb pult dhe ju nuk ofruat asnj\u00eb zgjidhje t\u00eb \u00e7muar si analist, sepse thjesht b\u00ebt\u00eb nj\u00eb v\u00ebzhgim. <\/p>\n

N\u00eb vend t\u00eb k\u00ebsaj, shqyrtoni t\u00eb dh\u00ebnat p\u00ebr t\u00eb gjetur shkakun dhe p\u00ebr t\u00eb propozuar nj\u00eb zgjidhje. Nj\u00eb shembull m\u00eb i mir\u00eb p\u00ebr marketingun do t\u00eb ishte: \u00abKam vuraq\u00eb se n\u00eb koh\u00ebt e fundit kemi patur nj\u00eb r\u00ebnie n\u00eb numrin e vizitor\u00ebve t\u00eb faqes son\u00eb. E kuptova se burimi i problemit \u00ebsht\u00eb k\u00ebrkimi i zakonsh\u00ebm, p\u00ebr shkak t\u00eb ndryshimeve t\u00eb fundit q\u00eb \u00e7uan n\u00eb r\u00ebnien e rendit ton\u00eb n\u00eb Google\u00bb<\/i>. Ky qasje tregon se keni ndjekur KPI-t\u00eb e kompanis\u00eb, keni v\u00ebn\u00eb re ndryshimin, keni hetuar shkakun dhe keni ofruar nj\u00eb zgjidhje p\u00ebr problemin.<\/p>\n

3. B\u00ebhuni nj\u00eb k\u00ebshilltar i besuesh\u00ebm<\/b>
\nDuhet t\u00eb b\u00ebheni personi i par\u00eb q\u00eb pal\u00ebt e interesuara i drejtohen p\u00ebr rekomandime ose pyetje n\u00eb lidhje me fush\u00ebn q\u00eb mb\u00ebshtesni. Nuk ka nj\u00eb rrug\u00eb t\u00eb shkurt\u00ebr, sepse p\u00ebr t\u00eb demonstruar k\u00ebto aft\u00ebsi k\u00ebrkohet koh\u00eb. \u00c7el\u00ebsi p\u00ebr k\u00ebt\u00eb \u00ebsht\u00eb t\u00eb ofroni analiz\u00eb t\u00eb cil\u00ebsis\u00eb s\u00eb lart\u00eb me pak gabime. \u00c7do gabim n\u00eb llogaritje do t'ju kushtoj\u00eb pik\u00eb besimi, sepse her\u00ebn tjet\u00ebr q\u00eb do t\u00eb ofroni nj\u00eb analiz\u00eb, njer\u00ebzit mund t\u00eb pyesin: N\u00ebse keni gabuar her\u00ebn e kaluar, ndoshta po gaboni edhe k\u00ebt\u00eb her\u00eb?<\/i>. Gjithmon\u00eb kontrolloni pun\u00ebn tuaj dy her\u00eb. Nuk do t\u00eb d\u00ebmtoj\u00eb gjithashtu t\u00eb k\u00ebrkoni q\u00eb menaxheri juaj ose nj\u00eb koleg t\u00eb shikoj\u00eb numrat tuaj p\u00ebrpara se t'i paraqisni, n\u00ebse keni ndonj\u00eb dyshim n\u00eb lidhje me analiz\u00ebn tuaj.<\/p>\n

4. M\u00ebsoni t\u00eb transmetoni qart\u00eb rezultatet e komplikuara<\/b>
\nS\u00ebrish, nuk ka asnj\u00eb rrug\u00eb t\u00eb shkurt\u00ebr p\u00ebr t\u00eb m\u00ebsuar komunikimin efektiv. Kjo k\u00ebrkon praktik\u00eb, dhe me kalimin e koh\u00ebs do t\u00eb b\u00ebheni m\u00eb t\u00eb mir\u00eb n\u00eb k\u00ebt\u00eb fush\u00eb. E r\u00ebnd\u00ebsishmja \u00ebsht\u00eb t\u00eb p\u00ebrcaktoni pikat kryesore t\u00eb asaj q\u00eb d\u00ebshironi t\u00eb arrini dhe t\u00eb rekomandoni \u00e7do veprim q\u00eb, si rezultat i analiz\u00ebs suaj, mund t\u00eb nd\u00ebrmarrin pal\u00ebt e interesuara p\u00ebr p\u00ebrsosjen e biznesit. Sa m\u00eb lart\u00eb t\u00eb jeni n\u00eb shkall\u00ebn e karrier\u00ebs n\u00eb organizat\u00eb, aq m\u00eb i r\u00ebnd\u00ebsish\u00ebm \u00ebsht\u00eb aft\u00ebsia p\u00ebr t\u00eb komunikuar. Shk\u00ebmbimi i rezultateve t\u00eb komplikuara \u00ebsht\u00eb nj\u00eb aft\u00ebsi e r\u00ebnd\u00ebsishme q\u00eb duhet demonstruar. Kam kaluar vite duke m\u00ebsuar sekretet e suksesit si nj\u00eb data scientist dhe analist t\u00eb t\u00eb dh\u00ebnave. Njer\u00ebzit e p\u00ebrcaktojn\u00eb suksesin ndryshe. T\u00eb marr\u00ebsh karakteristik\u00ebn si analist \"t\u00eb mahnitsh\u00ebm\" dhe \"me yll\" \u00ebsht\u00eb sukses n\u00eb syt\u00eb e mi. Tani, q\u00eb e dini k\u00ebto sekrete, shpresoj q\u00eb rruga juaj t\u00eb ju \u00e7oj\u00eb m\u00eb shpejt drejt suksesit, \u00e7far\u00ebdo q\u00eb ta quani at\u00eb.<\/p>\n

Dhe p\u00ebr t\u00eb pasur nj\u00eb rrug\u00eb edhe m\u00eb t\u00eb shpejt\u00eb drejt suksesit, mbani kodin promocional HABR<\/b>, me t\u00eb cilin mund t\u00eb merrni 10% m\u00eb shum\u00eb n\u00eb zbritjen e shfaqur n\u00eb banderat.<\/p>\n

\"Si<\/a><\/noindex><\/p>\n