{"id":267,"date":"2010-01-31T23:09:48","date_gmt":"2010-01-31T22:09:48","guid":{"rendered":"http:\/\/agile.sk\/?p=267"},"modified":"2010-01-31T23:09:48","modified_gmt":"2010-01-31T22:09:48","slug":"soft-%e2%80%93-skills-v-scrum-inspiracie-scrumimpulz-2010","status":"publish","type":"post","link":"https:\/\/agile.sk\/?p=267","title":{"rendered":"Soft \u2013 Skills v SCRUM (In\u0161pir\u00e1cie ScrumImpulz 2010)"},"content":{"rendered":"<p>Autor: <strong>Tibor \u0160ipocz, M\u00e1ria Dobe\u0161ov\u00e1<\/strong><\/p>\n<p>Vo svojej pr\u00e1ci sa stret\u00e1vame\u00a0s\u00a0nieko\u013ek\u00fdmi princ\u00edpmi ako by mana\u017e\u00e9ri mali vies\u0165 svojich \u013eud\u00ed v\u00a0pr\u00e1ci, v\u00a0projektoch. Tr\u00e9neri m\u00e4kk\u00fdch mana\u017e\u00e9rskych zru\u010dnost\u00ed zd\u00f4raz\u0148uj\u00fa a\u00a0na tr\u00e9ningoch nacvi\u010duj\u00fa mana\u017e\u00e9rov, aby pou\u017e\u00edvali tak\u00fd pr\u00edstup k\u00a0\u013eu\u010fom, ktor\u00fd je motivuj\u00faci zvn\u00fatra, rozv\u00edja pracovn\u00edka a\u00a0nap\u013a\u0148a potreby jeho i\u00a0potreby klientov. Ve\u013ek\u00e1 v\u00e4\u010d\u0161ina t\u00fdchto princ\u00edpov je inherentne obsiahnut\u00e1 v\u00a0agiln\u00fdch met\u00f3dach riadenia projektu, v\u00a0SCRUM osobitne.<\/p>\n<p>\u00a0Tak\u017ee sme sa mi \u201ekau\u010di\u201c zhodli, \u017ee <strong>siln\u00e9 motivuj\u00face prvky<\/strong> s\u00fa:<\/p>\n<ul>\n<li>spolu\u00fa\u010das\u0165 na stanovovan\u00ed cie\u013eov a\u00a0rozhodovan\u00ed a\u00a0rie\u0161en\u00ed probl\u00e9mov (daily meetings, v\u00fdber taskov,..)<\/li>\n<li>spolo\u010dne dohodnut\u00e9 pravidl\u00e1 a\u00a0krit\u00e9ria posudzovania (odmeny, benefity resp.\u00a0tresty za v\u00fdkon)<\/li>\n<li>spolupr\u00e1ca \u010dlenov t\u00edmu od sam\u00e9ho za\u010diatku projektu (kr\u00e1tke \u0161printy to vyn\u00fatia na rozdiel od tradi\u010dn\u00fdch postupov)<\/li>\n<li>preberanie zodpovednosti za svoj podiel pr\u00e1ce i\u00a0za cel\u00fd t\u00edm (\u0161print mus\u00ed by\u0165 ukon\u010den\u00fd, merate\u013en\u00fd v\u00fdsledok, user story)<\/li>\n<li>\u010dast\u00e9 odovzd\u00e1vanie medziv\u00fdsledkov &#8211; \u010diasto\u010dn\u00e9 \u00faspechy povzbudzuj\u00fa (odovzdan\u00fd funk\u010dn\u00fd blok, release)<\/li>\n<li>okam\u017eit\u00e1 sp\u00e4tn\u00e1 v\u00e4zba a\u00a0podpora od ostatn\u00fdch \u010dlenov t\u00edmu i od klienta (daily meetings)<\/li>\n<li>intenz\u00edvna komunik\u00e1cia a\u00a0t\u00edmov\u00e1 spolupr\u00e1ca \u2013 t\u00edmov\u00fd duch (spolo\u010dn\u00e9 sedenie, \u010dast\u00e9 i\u00a0neform\u00e1lne stretnutia&#8230;)<\/li>\n<\/ul>\n<p>\u00a0Prvky, ktor\u00e9 podporuj\u00fa<strong> osobn\u00fd rozvoj ka\u017ed\u00e9ho \u010dlena t\u00edmu a\u00a0rozvoj t\u00edmu ako celku<\/strong>:<\/p>\n<ul>\n<li>zdie\u013eanie know-how po\u010das cel\u00e9ho projektu \u2013 napr. pr\u00e1ca v\u00a0p\u00e1roch, t\u00edmov\u00e9 stretnutia, spolo\u010dn\u00e1 datab\u00e1za met\u00f3d, techn\u00edk<\/li>\n<li>informovanos\u0165 o\u00a0celkovom dian\u00ed na projekte \u2013 probl\u00e9my a\u00a0ich rie\u0161enia na ka\u017edodennej b\u00e1ze<\/li>\n<li>cielen\u00e9 vzdel\u00e1vanie a\u00a0kou\u010dovanie ostatn\u00fdmi \u010dlenmi t\u00edmu \u2013 semin\u00e1re, telekonferencie, za\u00fa\u010danie nov\u00fdch \u010dlenov t\u00edmu<\/li>\n<li>u\u010denie sa z\u00a0ch\u00fdb po ka\u017edom cykle \u2013 chyby s\u00fa povolen\u00e9, je priestor na to, aby sa napravili<\/li>\n<li>mo\u017enos\u0165 individu\u00e1lneho v\u00fdberu tak\u00fdch \u00faloh, ktor\u00e9 s\u00fa \u201ev\u00fdzva\u201c \u2013 nov\u00e9 veci zo zoznamu taskov<\/li>\n<li>zoh\u013eadnenie individu\u00e1lnych preferenci\u00ed \u2013 podpora zvolen\u00e9ho sp\u00f4sobu u\u010denia, priestor pre kreativitu a zmeny<\/li>\n<li>zvy\u0161ovanie sebadiscipl\u00edny jednotlivcov \u2013 pr\u00e1cu je potrebn\u00e9 ukon\u010dova\u0165 v\u00a0kr\u00e1tkych intervaloch (na ilustr\u00e1ciu tohto vieme nakresli\u0165 pekn\u00fd obr\u00e1zok)<\/li>\n<li>pr\u00edle\u017eitos\u0165 na rozvoj zru\u010dnost\u00ed vedenia \u013eud\u00ed, projektu \u2013 napr. striedanie v\u00a0roli scrummastera<\/li>\n<li>t\u00edm sa rozv\u00edja spolo\u010dne, rastie \u00farove\u0148 spolupr\u00e1ce \u2013 napr. prostredn\u00edctvom retrospekt\u00edvnych stretnut\u00ed<\/li>\n<\/ul>\n<p>Spolupr\u00e1ca s\u00a0klientom v\u00a0agiln\u00fdch met\u00f3dach umo\u017e\u0148uje lep\u0161ie nap\u013a\u0148a\u0165 <strong>potreby klienta<\/strong>:<\/p>\n<ul>\n<li>rola product ownera zaru\u010duje priebe\u017en\u00e9 sledovanie prior\u00edt \u2013 potreby klienta s\u00fa jasne komunikovan\u00e9 a\u00a0rozsah pr\u00e1ce je predmetom vyjedn\u00e1vania<\/li>\n<li>jednotlivci i\u00a0t\u00edm m\u00e1 istotu, \u017ee nerob\u00ed zbyto\u010dn\u00e9 veci a\u00a0smeruje k\u00a0cie\u013eu, ktor\u00fd napln\u00ed ich potreby<\/li>\n<\/ul>\n<p>Tieto prednosti agiln\u00fdch met\u00f3d (SCRUMu) nie s\u00fa v\u017edy vyu\u017eit\u00e9 v\u00a0plnej \u0161\u00edrke. Po\u010das konferencie ScrumImpulz 2010 i\u00a0n\u00e1slednom Bootcampe sme videli ako s\u00fa tieto nesporn\u00e9 v\u00fdhody uvedomene vyu\u017e\u00edvan\u00e9, av\u0161ak i\u00a0nedocenen\u00e9 resp. nevhodne interpretovan\u00e9 alebo nepochopen\u00e9. Je to\u00a0 nevyu\u017eit\u00e1 pr\u00edle\u017eitos\u0165 pracova\u0165 v\u00a0projektoch \u00faspe\u0161nej\u0161ie. Je na to potrebn\u00e1 zru\u010dnos\u0165 pri veden\u00ed \u013eud\u00ed, ktor\u00e1 sa d\u00e1 nadobudn\u00fa\u0165 iba praxou a\u00a0cielen\u00fdm tr\u00e9ningom. \u00a0V\u00a0tom m\u00f4\u017eeme projektov\u00fdm t\u00edmom pom\u00f4c\u0165 my \u2013 tr\u00e9neri, kau\u010di.<\/p>\n<p>Niektor\u00e9 prvky, ktor\u00e9 s\u00fa motiva\u010dn\u00e9 v\u00a0SCRUM be\u017ene u\u010d\u00edme pou\u017e\u00edva\u0165 napr. v\u00a0tr\u00e9ningovom module <em>Motiv\u00e1cia a\u00a0hodnotenie<\/em>, ktor\u00fd sa zaober\u00e1 motivovan\u00ed \u013eud\u00ed v\u0161eobecne. Patria tam te\u00f3rie motiv\u00e1cie \u2013 expectancy theory i\u00a0te\u00f3ria stanovovania cie\u013eov, d\u00f4sledky pravidelnej sp\u00e4tnej v\u00e4zby a\u00a0hodnotiacich rozhovorov. <em>Budovanie t\u00edmu a\u00a0t\u00edmov\u00e1 pr\u00e1ca<\/em> sa zase detailne venuje tomu ako zostavi\u0165 projektov\u00fd t\u00edm a\u00a0cielene ho vies\u0165 k\u00a0vysokej v\u00fdkonnosti. <em>Leadership <\/em>\u010di\u017ee <em>Vedenie \u013eud\u00ed <\/em>\u00a0vo v\u0161eobecnosti, \u010di <em>Projektov\u00fd mana\u017ement <\/em>\u2013\u00a0 v\u00a0zmysle &#8211; vedenie \u013eud\u00ed v\u00a0projektoch cielene rozv\u00edja zru\u010dnosti koordin\u00e1tora. ScrumMaster\u00a0 by ur\u010dite mal rozv\u00edja\u0165 svoje facilita\u010dn\u00e9 zru\u010dnosti v\u00a0tr\u00e9ningu nazvanom <em>Vedenie por\u00e1d <\/em>alebo <em>Moderovanie, <\/em>\u010di <em>Kreat\u00edvne techniky rie\u0161enia probl\u00e9mov. <\/em>\u00a0<\/p>\n<p>Celkove sa d\u00e1 stimulova\u0165 v\u0161estrann\u00fd rozvoj zainteresovan\u00fdch str\u00e1n v\u00a0SCRUM projekte. Najviac by mohol pom\u00f4c\u0165 v\u00fdcvik v\u00a0pou\u017e\u00edvan\u00ed kou\u010dovac\u00edch techn\u00edk v\u00a0tr\u00e9ningu <em>\u00a0Kou\u010dovanie.<\/em><\/p>\n<p>Pri jednan\u00ed s\u00a0Product Ownerom zase m\u00f4\u017eu pom\u00f4c\u0165 tr\u00e9ningy z\u00a0n\u00e1zvom <em>Obchodn\u00e9 vyjedn\u00e1vanie<\/em> \u010di <em>Ovplyv\u0148ovanie a\u00a0argument\u00e1cia. <\/em>Vz\u0165ah t\u00edmu a\u00a0najm\u00e4 ScrumMastera ku klientovi je v\u00a0podstate konzulta\u010dn\u00fd \u2013 pomohli by <em>Konzulta\u010dn\u00e9 zru\u010dnosti.<\/em><\/p>\n<p>\u00a0Z\u00a0n\u00e1\u0161ho poh\u013eadu najd\u00f4le\u017eitej\u0161ie zlo\u017eky, ktor\u00e9 treba podporova\u0165 s\u00fa:<\/p>\n<ul>\n<li>Z\u00e1kladn\u00e9 mana\u017e\u00e9rske zru\u010dnosti pre v\u0161etk\u00fdch ( rozhodovanie, pl\u00e1novanie&#8230;)<\/li>\n<li>Partnerstvo od za\u010diatku projektu (v\u00edzia, misia, hodnoty, ciele, stoto\u017enenie)<\/li>\n<li>Budovanie t\u00edmu a \u0161peci\u00e1lne zru\u010dnosti koordin\u00e1tora a vyz\u00fdvate\u013ea\u00a0pre scrum mastra<\/li>\n<li>D\u00e1va\u0165 a prij\u00edma\u0165 sp\u00e4tn\u00fa v\u00e4zbu priebe\u017ene i\u00a0po skon\u010den\u00ed projektu<\/li>\n<li>V\u0161\u00edma\u0165 si a oslavova\u0165 \u00faspech (hodnotenie, oce\u0148ovanie, motiv\u00e1cia)<\/li>\n<li>Pr\u00e1ca s chybami (motiv\u00e1cia, risk taking, rozdiely medzi \u013eu\u010fmi)<\/li>\n<li>Met\u00f3dy rie\u0161enia probl\u00e9mov, skupinov\u00e9 kreat\u00edvne techniky<\/li>\n<li>Learning lessons (rozpr\u00e1va\u0165 o probl\u00e9moch, ktor\u00e9 sme vyrie\u0161ili)<\/li>\n<li>Zru\u010dnosti kou\u010da (ka\u017ed\u00fd kou\u010duje ka\u017ed\u00e9ho, skupinov\u00fd kou\u010ding)<\/li>\n<li>Zru\u010dnosti Project ownera (vyjadrovanie sa, priority, motiv\u00e1cia, po\u010d\u00favanie,&#8230;).<\/li>\n<\/ul>\n<p>\u00a0Mo\u017eno by st\u00e1lo za to spolo\u010dne pripravi\u0165 program na rozvoj soft skills v\u00a0SCRUMe. V\u00a0tomto oh\u013eade bol pre n\u00e1s ScrumImpulz 2010 rozhodne in\u0161piruj\u00faci.<\/p>\n\n<!-- Facebook Like Button v1.9.6 BEGIN [http:\/\/blog.bottomlessinc.com] -->\n<iframe src=\"http:\/\/www.facebook.com\/plugins\/like.php?href=https%3A%2F%2Fagile.sk%2F%3Fp%3D267&amp;layout=standard&amp;show_faces=false&amp;width=450&amp;action=like&amp;colorscheme=light\" scrolling=\"no\" frameborder=\"0\" allowTransparency=\"true\" style=\"border:none; overflow:hidden; width:450px; height: 30px; align: left; margin: 20px 0px 2px 0px\"><\/iframe>\n<!-- Facebook Like Button END -->\n","protected":false},"excerpt":{"rendered":"<p>Autor: Tibor \u0160ipocz, M\u00e1ria Dobe\u0161ov\u00e1 Vo svojej pr\u00e1ci sa stret\u00e1vame\u00a0s\u00a0nieko\u013ek\u00fdmi princ\u00edpmi ako by mana\u017e\u00e9ri mali vies\u0165 svojich \u013eud\u00ed v\u00a0pr\u00e1ci, v\u00a0projektoch. Tr\u00e9neri m\u00e4kk\u00fdch mana\u017e\u00e9rskych zru\u010dnost\u00ed zd\u00f4raz\u0148uj\u00fa a\u00a0na tr\u00e9ningoch nacvi\u010duj\u00fa mana\u017e\u00e9rov, aby pou\u017e\u00edvali tak\u00fd pr\u00edstup k\u00a0\u013eu\u010fom, ktor\u00fd je motivuj\u00faci zvn\u00fatra, rozv\u00edja pracovn\u00edka a\u00a0nap\u013a\u0148a potreby jeho i\u00a0potreby klientov. Ve\u013ek\u00e1 v\u00e4\u010d\u0161ina t\u00fdchto princ\u00edpov je inherentne obsiahnut\u00e1 v\u00a0agiln\u00fdch met\u00f3dach riadenia [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[8,49],"tags":[11,6,9,10],"_links":{"self":[{"href":"https:\/\/agile.sk\/index.php?rest_route=\/wp\/v2\/posts\/267"}],"collection":[{"href":"https:\/\/agile.sk\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/agile.sk\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/agile.sk\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/agile.sk\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=267"}],"version-history":[{"count":2,"href":"https:\/\/agile.sk\/index.php?rest_route=\/wp\/v2\/posts\/267\/revisions"}],"predecessor-version":[{"id":278,"href":"https:\/\/agile.sk\/index.php?rest_route=\/wp\/v2\/posts\/267\/revisions\/278"}],"wp:attachment":[{"href":"https:\/\/agile.sk\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=267"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/agile.sk\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=267"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/agile.sk\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=267"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}