{"id":1235,"date":"2020-01-20T07:58:14","date_gmt":"2020-01-20T06:58:14","guid":{"rendered":"https:\/\/bcoaching.online\/srpski\/?p=1235"},"modified":"2020-03-05T11:43:19","modified_gmt":"2020-03-05T10:43:19","slug":"moderni-produkt-menadzment","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/moderni-produkt-menadzment\/","title":{"rendered":"Moderni produkt menad\u017ement"},"content":{"rendered":"

\"\"<\/p>\n

Od ranih po\u010detaka u 1930-im, kroz posleratne godine, pa sve do kasnih 1990-ih, produkt menad\u017ement je bio dug i spor proces. \u010cak i sa razvitkom tehnologije kao grane industrije, u to vreme, proces se nije ubrzavao.<\/p>\n

Prvo bi bilo ura\u0111eno istra\u017eivanje, zatim razvoj i testiranje prototipa. Jo\u0161 uvek je bila retkost da se prototip testira sa pravim korisnicima u realnom okru\u017eenju. Nakon prototipa, dokumentovani su detaljni zahtevi tokom nekoliko meseci. Kada bi to bilo gotovo, in\u017einjerski tim bi po\u010deo da radom. Prva verzija softvera koji radi bi bio ispred korisnika du\u017ee od 12 meseci od inicijalne ideje, u najboljem slu\u010daju, \u010desto i du\u017ee. I naravno, uvek je bilo pitanje da li \u0107e gotova verzija biti nalik onome \u0161to je opisano u po\u010detnim zahtevima.<\/p>\n

Po\u0161to su tehnolo\u0161ke kompanije inovirale i pravile, ne samo nove proizvode, ve\u0107 i nove industrije, tr\u017ei\u0161te je po\u010delo da se pomera i ubrzava, lagano od 1975. i od prvog PCa, a zatim dramati\u010dno ubrzano od po\u010detka 2000.-ih.<\/p>\n

Potreba da se brzo odgovori na promene, da se savladaju nejasnost i neizvesnost koje nova vremena donose i da se minimiziraju rizici koje kompleksnost savremenog okru\u017eenja kreira, inicirala je potragu za druga\u010dijim pristupom razvoju proizvoda, korisnika i sveukupnog biznisa.<\/p>\n

Postalo je neophodno da se razumeju ne samo potrebe korisnika i klijenata, ve\u0107 i da se proizvodi kontinuirano i brzo unapre\u0111uju kako bi se dr\u017eao korak sa zahtevima i inovacijama koje globalno tr\u017ei\u0161te donosi. Ovo je dovelo razvoj proizvoda nazad u centar produkt menad\u017ementa.<\/p>\n

Glavni petlja procesa razvoja proizvoda: defini\u0161i ideju, implementiraj je i sakupi povratne informacije morala je da se ubrza dramati\u010dno.<\/p>\n

Ovo je bilo doba kada se izrodio i \u201cAgilni manifest\u201d (Agile Manifesto).<\/p>\n

\u201cOd 11. do 13. Februara 2001. Godine, u \u201cThe Lodge\u201d u \u201cSnowbird\u201d skija\u0161kom rizortu u Wasatch planinama u Juti, srelo se 17 ljudi kako bi razgovarali, skijali, opustili se i poku\u0161ali da na\u0111u zajedni\u010dko gledi\u0161te – i naravno, da jedu. Ono \u0161to se izrodilo je bio Agilni manifesto za \u201crazvoj softvera\u201d.\u201d – Istorija Agilnog manifesta<\/a><\/p>\n

Prvi princip Agilnog manifesta ka\u017ee: \u201cNa\u0161 najvi\u0161i prioritet je da zadovoljimo kupca uz pomo\u0107 rane i kontinuirane isporuke vrednog softvera.\u201d<\/p>\n

Upravo sa ovim su se svi uklju\u010deni u produkt menad\u017ement borili u tom trenutku.<\/p>\n

Bilo je jo\u0161 nekoliko stavki u Agilnom manifestu koje su va\u017eile i za produkt menad\u017ement, na primer: Prihvatite promenu zahteva, \u010dak i kasno u u procesu razvoja. Agilni procesi koriste promenu kako bi doneli kupcu kompetitivnu prednost na tr\u017ei\u0161tu i u poslu. Isporu\u010duj \u010desto softver koji radi, od par nedelja do par meseci, preferiran je \u0161to kra\u0107i vremenski period. Ljudi iz biznisa i razvoja proizvoda moraju raditi zajedno na dnevnom nivou tokom celog projekta. Softver koji radi je glavna mera progresa. Etc.<\/p>\n

Iako Agilno nije bila prva metodologija koja je poku\u0161ala da ubrza proces razvoja proizvoda integracijom razli\u010ditih faza procesa u jednu (Scrum, XP, Kanban, itd.), bila je prva koja je napravila promenu fokusa: \u201cKolaboracija sa kupcem iznad pregovora o ugovoru\u201d.<\/p>\n

Ova promena je bila klju\u010d da se otklju\u010da pravi potencijal u razvoju proizvoda.<\/p>\n

\"\"<\/p>\n

Produkt menad\u017ement i in\u017einjering nisu vi\u0161e bili na suprotnim stranama zida dobacuju\u0107i se sa zahtevima napred nazad. Morali su da rade zajedno kako bi prona\u0161li na\u010din da zadovolje potrebe kupca. Uloge su bila jasnije: produkt menad\u017eement je zadu\u017een da razjasni koji problem treba da se re\u0161i i za koji tip korisnika softvera, dok in\u017einjering treba da defini\u0161e kako \u0107e taj problem biti re\u0161en. Umesto da se pona\u0161aju kao neprijatelji, postali su saradnici koji igraju za isti tim.<\/p>\n

Kako bi imali kontinuirano otkrivanje i razvoj proizvoda sa kratkim ciklusima za isporuku, istra\u017eivanje, definisanje zahteva i sam razvoj, kao osnovni delovi inicijalnog procesa morali su da budu spojeni.<\/p>\n

\u201cFokusiranje na kupca\u201d je donelo Korisni\u010dko isksutvo (User Experience) u centar procesa, umesto da bude zadnja misao na kraju procesa razvoja. Korisni\u010dko iskustvo je postalo sastavni deo teku\u0107eg procesa otkrivanja i razvoja proizvoda.<\/p>\n

Radi svih promena koje je Agilna metodologija uvela, dobila je mesto koje ima danas. Smatra se da je \u201cki\u0161obran\u201d iznad Scrum-a, XP-a, Kanban-a, Lean-a i nekih drugih. Vrednosti koje propagira kroz svoje principe se danas primenjuju na sve ove metodologije.<\/p>\n

Najnovija metodologija koja je uvela dalje promene u Produkt menad\u017eement je Lean Startup – Eric Ries<\/a>. \u201cMetodologija je prvi put je predlo\u017eena u 2008. od strane Eric Ries-a. Eric je prepri\u010dao li\u010dno iskustvo u prilago\u0111avanju lean menad\u017eementa i principa razvoja kupaca za high-tech startup kompanije. Metodologija je od tada pro\u0161irena kako bi bila primenljiva na bilo kog pojedinca, tim ili kompaniju koji razvijaju nove proizvode, usluge ili sisteme sa ograni\u010denim resursima. Za reputaciju Lean Startup-a je dobrim delom zaslu\u017ena i Riesova bestseler knjiga \u201cThe Lean Startup\u201d, objavljena u septembru 2011.\u201d (Wikipedia)<\/em><\/p>\n

Hajde da bli\u017ee pogledamo Lean Startup i \u0161ta je on doneo za produkt menad\u017eement u na\u0161em slede\u0107em \u010dlanku.<\/p>\n","protected":false},"excerpt":{"rendered":"

Od ranih po\u010detaka u 1930-im, kroz posleratne godine, pa sve do kasnih 1990-ih, produkt menad\u017ement je bio dug i spor proces. \u010cak i sa razvitkom tehnologije kao grane industrije, u to vreme, proces se nije […]<\/a><\/p>\n<\/div>","protected":false},"author":78,"featured_media":1236,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[28,60,48],"tags":[],"class_list":["post-1235","post","type-post","status-publish","format-standard","has-post-thumbnail","category-online-izdanje","category-primenjeni-biznis","category-product-management"],"yoast_head":"\nModerni produkt menad\u017ement - BCoaching<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bcoaching.online\/sr\/moderni-produkt-menadzment\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Moderni produkt menad\u017ement - 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