{"id":838,"date":"2019-08-12T05:06:47","date_gmt":"2019-08-12T04:06:47","guid":{"rendered":"https:\/\/bcoaching.online\/srpski\/?p=838"},"modified":"2020-03-05T11:57:17","modified_gmt":"2020-03-05T10:57:17","slug":"agile-je-filozofija-ne-metodologija","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/agile-je-filozofija-ne-metodologija\/","title":{"rendered":"„Agile“ je filozofija, ne metodologija"},"content":{"rendered":"

\u017divimo u svetu ubrzanog ritma. Svaka industrija oko nas je digitalno „uznemirena“. Pre samo 30 godina, cilj je bio PC na svakom stolu. Od tada, industrija je „uznemirena“ nekoliko puta – sa internetom, sa mobilnim telefonima, sa internetom na mobilnim telefonima…<\/p>\n

\"\"I sada se na\u0161 svet transformi\u0161e u povezani svet – sve je na „klaudu“, kuhinjski aparati pri\u010daju jedni sa drugima i na\u0161im mobilnim telefonom; va\u0161a kola znaju ta\u010dno gde \u017eelite da idete i pre nego \u0161to u\u0111ete u kola. Da, svet je brz. I nikad vi\u0161e ne\u0107e biti spor.
\nAli, na\u0161 svet nije samo brz. On je i kompleksan. Na\u0161a konkurencija nije pasivna. U kompleksnom svetu, skoro da nema vi\u0161e nikakvih tajni. Svaki novitet u tehnologiji, organizacionim naukama ili bilo \u010demu drugom konkurencija prepoznaje i po\u010dinje da koristi, samo je pitanje meseci.
\nNiko ne mo\u017ee da pobe\u0111uje stalno. I onaj koji pobedi ne mo\u017ee u\u017eivati dugo u pobedi, pre nego \u0161to bude „uznemiren“ zbog neke druge inovacije.<\/p>\n

 <\/p>\n

Kao Agile coach, koje alate koristite kako bi motivisali i izazivali \u010dlanove tima?<\/strong>
\nJo\u0161 od malena sam voleo da se takmi\u010dim. \u017deleo sam da moj tim bude bolji od drugih timova. Ali najvi\u0161e od svega sam \u017eeleo da budem bolji nego \u0161to sam bio ju\u010de.
\nI u toj potrazi, ja koristim igru kao alat za unapre\u0111enje.<\/p>\n

Tako\u0111e, veoma je va\u017eno da se kreira okru\u017eenje psiholo\u0161ke sigurnosti, gde se ljudi, bez obzira da li su zaposleni ili menad\u017eeri, ne boje da eksperimenti\u0161u. Okru\u017eenje u kome se ne boje da pogre\u0161e. I gde se ne boje promena.<\/p>\n

Ka\u017ee se, nau\u010diti je promeniti se.
\nRazjasniti sve, od samog po\u010detka, da svi eksperimenti\u0161emo i gre\u0161imo, je ne\u0161to \u0161to kreira sigurno okru\u017eenje.
\nNa\u0161a kompanija ima jako rigorozne testove i \u010dinjenica da kada ih polo\u017ei\u0161, ti si isto toliko dobar kao i svi ostali. Mi \u0107emo raditi u ovoj kompaniji, zajedno, narednih 5 ili 10 godina. Mi \u0107emo kreirati puno sjajnih stvari, ali tako\u0111e \u0107emo napraviti i puno gre\u0161aka. I svaka gre\u0161ka \u0107e biti brzo zaboravljena. Mi smo u tome zajedno.<\/p>\n

Prema tome, kada se razlozi za hitnost dobro iskomuniciraju, okru\u017eenje u kome ljudi mogu da eksperimenti\u0161u, igraju se i izazivaju sebe je kreirano – motivacija nije problem.<\/p>\n

Dolazite iz IT  industrije. Koliko se vo\u0111enje IT timova razlikuje od vo\u0111enja non-IT timova?<\/strong>
\nIT industrija je veoma fleksibilna. Svaka ideja, svaki predlog koji iznesete mo\u017ee se realizovati za par nedelja ako ne i dana. Posebno tokom poslednjih decenija, sa ekspanzijom Agilnog na\u010dina razmi\u0161ljanja, pojavljuje se i nova „klasa“ zaposlenih.<\/p>\n

Radnici znanja. Radnik znanja je osoba koja zna vi\u0161e o poslu koji treba da se uradi nego njegov menad\u017eer. Posao menad\u017eera je da da promeni na\u010din rada od u\u010ditelja i mentora u kou\u010da koji poma\u017ee radnicima znanja da urade posao najbolje \u0161to umeju. Kreiranje okru\u017eenja za radnike kako bi usavr\u0161ili svoje znanje je posao koji novi menad\u017eeri treba da rade.
\nI prava snaga nije samo u radniku znanja kao individui, ve\u0107 u timovima koje oni formiraju.<\/p>\n

I kako Vi kou\u010dujete ove radnike znanja i timove koje oni formiraju?<\/strong>
\nZnate, ima jedna jako mudra izreka: „Dajte \u010doveku ribu i nahrani\u0107ete ga za jedan dan. Nau\u010dite \u010doveka da peca, nahrani\u0107ete ga za ceo \u017eivot“. Svet je toliko brz – ukoliko ste lider i niste blizu mesta gde se proizvod kreira – samo je pitanje vremena kada \u0107e va\u0161e znanje biti prevazi\u0111eno. Tada ne\u0107ete mo\u0107i \u010doveku da date ribu, ali ni da ga nau\u010dite da peca.<\/p>\n

Odavno sam uvideo da ne mogu da pratim sve tehnolo\u0161ke inovacije koje se de\u0161avaju, pa sam po\u010deo da koristim metafore i obrasce iz stvarnog \u017eivota, na primer kada edukujem ljude. I danas, kori\u0161\u0107enje igara dok poma\u017eem ljudima da se usavr\u0161e me najvi\u0161e motivi\u0161e. Ove igre imaju korene u kou\u010ding i NLP tehnikama kao \u0161to je „Identity walk“, „Disney Strategy“, „Goal settings“ pa \u010dak i „Phobia Cure“ i mnoge druge. Koristim razli\u010dite igre da simuliram benefite odre\u0111enih razvojnih tehnika, kao \u0161to je programiranje u paru, „test driven development“, „requirements flow“, ali i igre za fasilitiranje timova „liftoff, „project kick-off“,“team building“, i mnoge druge.<\/p>\n

Igranje igrica naposlu, to mora da je zabavno. Da li se igrate samo sa developerima ili i sa menad\u017eerima?<\/strong>
\nDa, naravno. Ali igre koje se igramo sa menad\u017eerima se malo razlikuju jer je i kontekst u kome oni rade druga\u010diji. Cilj ovih igara je da identifikuju potencijalne rizike i minimizuju posledice gre\u0161aka.<\/p>\n

Postoji jedna izreka, „Slika govori vi\u0161e od 1000 re\u010di.“. U tom slu\u010daju, simulacija vredi vi\u0161e od 1000 slika. Kori\u0161\u0107enjem simulacija, nekoliko meseci rada mogu biti kompresovani u jedan jedini dan. Ljudi postaju svesni problema koji se u budu\u0107nosti mogu pojaviti na projektu, izme\u0111u \u010dlanova tima, izme\u0111u timova …
\nIgranjem ovih igara, mo\u017eemo istra\u017eiti razli\u010dite opcije, mo\u017eemo da „premotamo“ unazad sve \u0161to \u017eelimo, mo\u017eemo koristiti \u0161e\u0161ire za razmi\u0161ljanje i pogledati na projekat iz razli\u010ditih perspektiva. Mo\u017eemo identifikovati snage i slabosti. Tada mo\u017eemo koristiti Disney strategiju i „Identiti walk“ kao i ostale. Razumevanjem ovih igara i potenciraju\u0107i NLP i kou\u010ding principe, mo\u017eete podesiti simulaciju da odgovara va\u0161oj trenutnoj situaciji.
\nAli, kako se penjemo kroz hijerarhiju, igre postaju sve te\u017ee. Na primer, ukoliko \u017eelite da pogledate strategiju kompanije kroz igru, tada \u0107e pravila igre da se nepredvi\u0111eno menjaju.<\/p>\n

Da li koristite igre za jo\u0161 ne\u0161to?<\/strong>
\nPa, trudim se da koristim razli\u010dite elemente igre na razli\u010dite na\u010dine. Na primer, kada nai\u0111ete na osobu koja je fan ovih igrica kao i vi, ostali koji slu\u0161aju va\u0161 razgovor  mo\u017eda ne\u0107e ba\u0161 sve razumeti. Kreiranje zajedni\u010dkog jezika, ili kreiranje specifi\u010dnih pokreta rukama, ili specifi\u010dnih dogovora \u0161ta da radite u odre\u0111enim situacijama, ili ne\u010deg drugog je ne\u0161to \u0161to mogu razumeti samo \u010dlanovi tima; zabavno je i tim se na taj na\u010din dublje povezuje. Tako\u0111e, mo\u017ee pove\u0107ati efektivnost sastanaka.<\/p>\n

Dakle, vi volite timove koji se igraju puno, i \u017eelite da budete malo bolji nego „ju\u010de“. Kako \u0107ete znati da su se oni zaista unapredili?<\/strong>
\n\"\"Da budem iskren, to je te\u0161ko. Uvek smo u potrazi za novom metrikom koju mo\u017eemo koristiti i novim parametrima koje mo\u017eemo meriti. Kompanije danas koriste dosta razli\u010ditih alata kako bi podr\u017eale njihov razvoj proizvoda. I sa tim alatima, vi imate puno opcija za merenje. Puno podataka se generi\u0161e svakog minuta i sata. I sa svim tim podacima, mo\u017eete meriti puno razli\u010ditih stvari. Ali ovde le\u017ei i jedna zamka – ljudi mere ne\u0161to jer mogu, a ne zato \u0161to im je to vredno.
\nNala\u017eenje metrike koja je odgovaraju\u0107a za ba\u0161 odre\u0111enu situaciju, to je umetnost.
\nI postoje neke va\u017ene stvari koje se ne mogu izmeriti tim alatima. Uklju\u010denost zaposlenih, motivacija, timski rad, saradnja, zadovoljstvo, u\u010denje, zabava, …, sre\u0107a. I za ovu vrstu metrike se mogu korisiti staromodne ankete.<\/p>\n

Prethodni i teku\u0107i rezultati se mogu uporediti, i grafikoni se mogu iskoristiti kao inputi na retrospektivnim sastancima. Tako\u0111e, teku\u0107i rezultati se mogu uporediti sa \u017eeljenim rezultatima tako da se mo\u017ee iskoristiti „gap“ analiza – jedna od mojih omiljenih kao priprema za timski kou\u010ding.<\/p>\n

Za sam kraj, Agile je stav, na\u010din razmi\u0161ljanja. Koji bi bio najlak\u0161i na\u010din da implementirate ovu filozofiju u korporaciji?<\/strong>
\nNajbolje prakse koje koristimo danas ve\u0107 koliko sutra mogu biti „stari na\u010din rada“.
\n\u0160iroko prihva\u0107ena teorija promene je da svi mi imamo prirodnu ljudsku tendenciju da joj se opiremo. Ali, kao Agilisti, mi znamo da se organizacije moraju konstantno menjati kako bi uspele na tr\u017ei\u0161tu koje se konstantno menja. Kako bi bilo da prestanemo da se opiremo promenama i da ih umesto toga iskreno prihvatimo? Kako da ono \u0161to je oko nas uklju\u010dimo na tablu tako\u0111e? Nema lakog na\u010dina. Nema najbolje prakse.<\/p>\n

Prvi korak je razumevanje da je jedino konstantna promena.
\nKada imate ljude koji su motivisani da u\u010de, ne boje se promena, i kada dodate malo gemifikacije u sve to – to je tajna uspeha. Bar za sada.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u017divimo u svetu ubrzanog ritma. Svaka industrija oko nas je digitalno „uznemirena“. Pre samo 30 godina, cilj je bio PC na svakom stolu. Od tada, industrija je „uznemirena“ nekoliko puta – sa internetom, sa mobilnim […]<\/a><\/p>\n<\/div>","protected":false},"author":88,"featured_media":855,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[41,60,34],"tags":[],"class_list":["post-838","post","type-post","status-publish","format-standard","has-post-thumbnail","category-agile-sr","category-primenjeni-biznis","category-q5-izdanje"],"yoast_head":"\n"Agile" je filozofija, ne metodologija - 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\/agile-je-filozofija-ne-metodologija\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\""Agile" je filozofija, ne metodologija - BCoaching\" \/>\n<meta property=\"og:description\" content=\"\u017divimo u svetu ubrzanog ritma. Svaka industrija oko nas je digitalno „uznemirena“. Pre samo 30 godina, cilj je bio PC na svakom stolu. Od tada, industrija je „uznemirena“ nekoliko puta – sa internetom, sa mobilnim [...]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/bcoaching.online\/sr\/agile-je-filozofija-ne-metodologija\/\" \/>\n<meta property=\"og:site_name\" content=\"BCoaching\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/Business-coaching-magazine-228105918088032\" \/>\n<meta property=\"article:published_time\" content=\"2019-08-12T04:06:47+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-03-05T10:57:17+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/08\/B_ob.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1023\" \/>\n\t<meta property=\"og:image:height\" content=\"467\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Bojan Milutinovic\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u041d\u0430\u043f\u0438\u0441\u0430\u043d\u043e \u043e\u0434\" \/>\n\t<meta name=\"twitter:data1\" content=\"Bojan Milutinovic\" \/>\n\t<meta name=\"twitter:label2\" content=\"\u041f\u0440\u043e\u0446\u0435\u045a\u0435\u043d\u043e \u0432\u0440\u0435\u043c\u0435 \u0447\u0438\u0442\u0430\u045a\u0430\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 \u043c\u0438\u043d\u0443\u0442\u0430\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/agile-je-filozofija-ne-metodologija\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/agile-je-filozofija-ne-metodologija\\\/\"},\"author\":{\"name\":\"Bojan Milutinovic\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#\\\/schema\\\/person\\\/fdb52075163d5c585aea02d8b20fda2b\"},\"headline\":\"„Agile“ je filozofija, ne metodologija\",\"datePublished\":\"2019-08-12T04:06:47+00:00\",\"dateModified\":\"2020-03-05T10:57:17+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/agile-je-filozofija-ne-metodologija\\\/\"},\"wordCount\":1429,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/agile-je-filozofija-ne-metodologija\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/bcoaching.online\\\/wp-content\\\/uploads\\\/2019\\\/08\\\/B_ob.jpg\",\"articleSection\":[\"Agile\",\"Primenjeni biznis\",\"Q5 izdanje\"],\"inLanguage\":\"sr-RS\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/bcoaching.online\\\/sr\\\/agile-je-filozofija-ne-metodologija\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/agile-je-filozofija-ne-metodologija\\\/\",\"url\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/agile-je-filozofija-ne-metodologija\\\/\",\"name\":\"\\\"Agile\\\" je filozofija, ne metodologija - 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