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en:metody_dokument:predpoklady_a_vychodiska_rizeni_ict [2021/06/01 08:48] – created Tomáš Šedivecen:metody_dokument:predpoklady_a_vychodiska_rizeni_ict [2021/11/12 09:26] (current) – Tomáš Šedivec
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 This coordination and oversight has not yet been institutionalized in the MoI in the corresponding department (unlike OHA in the case of architecture), see also [[methods_document:introduction|Introduction]]. Therefore, for the duration and for the purposes of the digital transformation of the public administration of the Czech Republic and the corresponding ICT support, this supervision was partially substituted on the basis of the Government Resolution No. 259 of 15 April 2019 on the Implementation Plans of the "Digital Czech Republic" programme, by which the Digital Commissioners of the Central Administrative Office were newly established within the individual ministries. They are, in addition to the relevant Minister, co-managed by and report to the Government Commissioner for Digitalisation and IT. This coordination and oversight has not yet been institutionalized in the MoI in the corresponding department (unlike OHA in the case of architecture), see also [[methods_document:introduction|Introduction]]. Therefore, for the duration and for the purposes of the digital transformation of the public administration of the Czech Republic and the corresponding ICT support, this supervision was partially substituted on the basis of the Government Resolution No. 259 of 15 April 2019 on the Implementation Plans of the "Digital Czech Republic" programme, by which the Digital Commissioners of the Central Administrative Office were newly established within the individual ministries. They are, in addition to the relevant Minister, co-managed by and report to the Government Commissioner for Digitalisation and IT.
  
-The specific powers and duties of the Digital Commissioner are specified in a document issued by the RVIS and included in the [[[:znalostni_baze|Knowledge Base]].+The specific powers and duties of the Digital Commissioner are specified in a document issued by the RVIS and included in the [[:en:znalostni_baze|Knowledge Base]].
  
 In the long term, a combination of coordination from both institutions is needed: In the long term, a combination of coordination from both institutions is needed:
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 Managing the processes of purchasing investments and services in accordance with the provisions of the [[https://www.zakonyprolidi.cz/cs/2016-134|Law No. 134/2016 Coll., on Public Procurement, as amended]] (also referred to as the "PPA") is one of the fundamental constraints and difficulties of ICT management due to its complexity and the need to re-compete contractors after a 4-year performance period. Managing the processes of purchasing investments and services in accordance with the provisions of the [[https://www.zakonyprolidi.cz/cs/2016-134|Law No. 134/2016 Coll., on Public Procurement, as amended]] (also referred to as the "PPA") is one of the fundamental constraints and difficulties of ICT management due to its complexity and the need to re-compete contractors after a 4-year performance period.
  
-In future editions of the MIRCT, basic recommendations on the application of the ZoZVZ in ICT will be issued and information on best practices, guides and tools for this area will be continuously updated in the [[[:knowledge_base|Knowledge base]].+In future editions of the MIRCT, basic recommendations on the application of the ZoZVZ in ICT will be issued and information on best practices, guides and tools for this area will be continuously updated in the [[:en:znalostni_baze|Knowledge base]].
  
 ==== Management control and other activities of control bodies ==== ==== Management control and other activities of control bodies ====
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 Interim and ex-post controls may then be carried out by the same or other authorised persons. Interim and ex-post controls may then be carried out by the same or other authorised persons.
  
-In the performance of the management control, the following should be applied (they are described in more detail in the relevant decree(([[[https://www.zakonyprolidi.cz/cs/2004-416|Decree No. 416/2004 Coll., implementing Act No. 320/2001 Coll., on financial control in public administration and on amendments to certain acts (Act on financial control), as amended by Act No. 309/2002 Coll., Act No. 320/2002 Coll. and Act No. 123/2003 Coll.]])) and which specify the facts to be checked at a given stage of the control):+In the performance of the management control, the following should be applied (they are described in more detail in the relevant decree(([[https://www.zakonyprolidi.cz/cs/2004-416|Decree No. 416/2004 Coll., implementing Act No. 320/2001 Coll., on financial control in public administration and on amendments to certain acts (Act on financial control), as amended by Act No. 309/2002 Coll., Act No. 320/2002 Coll. and Act No. 123/2003 Coll.]])) and which specify the facts to be checked at a given stage of the control):
  
   * approval,   * approval,
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 The simplest way to implement an effective division of duties and rights in an office for the purpose of providing information support for the execution of public administration agendas is to establish the key roles of ISVS or operational system management as listed below. The simplest way to implement an effective division of duties and rights in an office for the purpose of providing information support for the execution of public administration agendas is to establish the key roles of ISVS or operational system management as listed below.
  
-Detailed descriptions of the responsibilities and rights of these and other identified roles in the processes of managing the development and delivery of ICT services will be included in future editions and in the [[:knowledge_base|Knowledge base]] after discussion with the professional community. In particular, these roles are:+Detailed descriptions of the responsibilities and rights of these and other identified roles in the processes of managing the development and delivery of ICT services will be included in future editions and in the [[:en:znalostni_baze|Knowledge base]] after discussion with the professional community. In particular, these roles are:
  
   * **The ISVS (service) administrator** - the OVS (its department), which is often empowered (by the competence law, within the authority by the organisational regulations) as the so-called agenda manager to ensure the performance of a public administration agenda or an internal operational function/service, including its adequate support by ICT services.   * **The ISVS (service) administrator** - the OVS (its department), which is often empowered (by the competence law, within the authority by the organisational regulations) as the so-called agenda manager to ensure the performance of a public administration agenda or an internal operational function/service, including its adequate support by ICT services.
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   * **IT Solution Architect** is (should be) in the ICT unit.   * **IT Solution Architect** is (should be) in the ICT unit.
  
-Based on the breadth of the Authority's agenda, central departmental coordination of architecture, it is permissible (recommended) to break down architectural roles in more detail. See [[[:nar_document|NAR]] and [[:knowledge_base|Knowledge base]] for principles and examples of breakdown.+Based on the breadth of the Authority's agenda, central departmental coordination of architecture, it is permissible (recommended) to break down architectural roles in more detail. See [[:nar_document|NAR]] and [[:en:znalostni_baze|Knowledge base]] for principles and examples of breakdown.
  
 ==== ICT Competency Matrix ==== ==== ICT Competency Matrix ====
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 For more information on the ICT unit's cooperation with other departments, see also [[methods_document:cooperation_with_other_offices_and_egovernment|Collaboration with other offices and eGovernment departments]].  For more information on the ICT unit's cooperation with other departments, see also [[methods_document:cooperation_with_other_offices_and_egovernment|Collaboration with other offices and eGovernment departments]]. 
  
-As a basis for the design of a detailed competence matrix of the Authority, it will be possible to use the sample ICT competence matrix contained as one of the tools in [[:knowledge_base|Knowledge base]].+As a basis for the design of a detailed competence matrix of the Authority, it will be possible to use the sample ICT competence matrix contained as one of the tools in [[:en:znalostni_baze|Knowledge base]].
  
 Further substantive and technical additions will be included in future editions after consultation with the expert community.  Further substantive and technical additions will be included in future editions after consultation with the expert community. 
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 In addition, it is important to correctly perceive and take into account the coordinating role of the central bodies which, by virtue of the Competence Act and according to the decision of the Government of the Czech Republic, are responsible for the central management and coordination of ICT development in support of eGovernment, i.e. in particular the Ministry of the Interior of the Czech Republic, the Government Council for the Information Society and the Government Plenipotentiary for Digitisation and Information Technology. In addition, it is important to correctly perceive and take into account the coordinating role of the central bodies which, by virtue of the Competence Act and according to the decision of the Government of the Czech Republic, are responsible for the central management and coordination of ICT development in support of eGovernment, i.e. in particular the Ministry of the Interior of the Czech Republic, the Government Council for the Information Society and the Government Plenipotentiary for Digitisation and Information Technology.
  
-A more detailed description of the characteristics and model of the above mentioned levels of governance and a description of their factors relevant for ICT governance is provided by [[[:znalostni_baze|Knowledge base]] of the ICT governance of the MoS of the Czech Republic.+A more detailed description of the characteristics and model of the above mentioned levels of governance and a description of their factors relevant for ICT governance is provided by [[:en:znalostni_baze|Knowledge base]] of the ICT governance of the MoS of the Czech Republic.
  
 ===== Functional and process model of ICT OVS ===== ===== Functional and process model of ICT OVS =====
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 The ICT OVS unit, as its very important operational capability, has an architecture in all its horizontal layers and vertical motivational domains, see the domain model of architecture in NAR. The ICT OVS unit, as its very important operational capability, has an architecture in all its horizontal layers and vertical motivational domains, see the domain model of architecture in NAR.
  
-In order to describe and understand the required ICT capabilities and their delivery, it is necessary to know and use models of the current and future state of the ICT department architecture. In doing so, it is very useful to draw on the international libraries of best practices (standards) and reference models for the ICT departments of the SCS, which will be progressively published in the [[[:znalostni_baze|Knowledge base]].+In order to describe and understand the required ICT capabilities and their delivery, it is necessary to know and use models of the current and future state of the ICT department architecture. In doing so, it is very useful to draw on the international libraries of best practices (standards) and reference models for the ICT departments of the SCS, which will be progressively published in the [[:en:znalostni_baze|Knowledge base]].
  
 ==== Business Architecture IT Capabilities of the OVS ==== ==== Business Architecture IT Capabilities of the OVS ====
  
-To be completed after discussion with the expert community and published in the following issues of MŘICT and updated continuously in [[[:znalostni_baze|Knowledge base]].+To be completed after discussion with the expert community and published in the following issues of MŘICT and updated continuously in [[:en:znalostni_baze|Knowledge base]].
  
 ==== Application Architecture for the Information Capability of the OVS ==== ==== Application Architecture for the Information Capability of the OVS ====
  
-To be added after discussion with the expert community and published in future issues of MŘICT and updated continuously in [[[:znalostni_baze|Knowledge base]].+To be added after discussion with the expert community and published in future issues of MŘICT and updated continuously in [[:en:znalostni_baze|Knowledge base]].
  
 ===== Indicators for assessing the success of ICT management ===== ===== Indicators for assessing the success of ICT management =====
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   * OECD index.   * OECD index.
  
-More information on the various available and recommended indicator systems, including tools for their practical application, will be maintained in the [[[:knowledge_base|Knowledge base]] on an ongoing basis.+More information on the various available and recommended indicator systems, including tools for their practical application, will be maintained in the [[:en:znalostni_baze|Knowledge base]] on an ongoing basis.
  
 ===== Four layers of architecture ===== ===== Four layers of architecture =====
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 Time is also considered an important aspect, but this is not included in the model. As such, time flows objectively and independently and cannot be allocated or appropriated. However, the correct handling of time is an integral part of planning and management processes, and is an integral part of management decisions, and in many ways influences (positively and negatively) the priorities of all implemented and future changes. Time is also considered an important aspect, but this is not included in the model. As such, time flows objectively and independently and cannot be allocated or appropriated. However, the correct handling of time is an integral part of planning and management processes, and is an integral part of management decisions, and in many ways influences (positively and negatively) the priorities of all implemented and future changes.
  
-A more detailed view of the overall office model is shown in the following Figure. Complete information on the overall model is published and maintained within [[nap_dokument:celkovy_dokument|NAP]] in [[[:knowledge_base|Knowledge base]]+A more detailed view of the overall office model is shown in the following Figure. Complete information on the overall model is published and maintained within [[nap_dokument:celkovy_dokument|NAP]] in [[:en:en:znalostni_baze|Knowledge base]]
  
 {{ :methods-document:image4.png?600 |The overall eGovernment decomposition model (including its parts: segment, corporation, organizational unit)}} {{ :methods-document:image4.png?600 |The overall eGovernment decomposition model (including its parts: segment, corporation, organizational unit)}}
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 Public service performance also includes its cross-cutting management capability, comprising in particular the sub-capabilities corresponding to each of the components of motivation. From another perspective, these can be divided into: Public service performance also includes its cross-cutting management capability, comprising in particular the sub-capabilities corresponding to each of the components of motivation. From another perspective, these can be divided into:
   * management; and   * management; and
-  * oversight and control (governance)(( Governance is especially for those who are not involved in direct management, such as owners, shareholders, trustees, politicians, commercial partners, academic partners, and foreign (collection box - foreign clients, entities, clients, partners, etc.)) , (( Another interpretation of the term Governance: The setting of policies and the ongoing monitoring of their proper implementation by members of the organization's governing body. Read more: http:%/%/%www.businessdictionary.com/definition/governance.html)).+  * oversight and control (governance)(( Governance is especially for those who are not involved in direct management, such as owners, shareholders, trustees, politicians, commercial partners, academic partners, and foreign (collection box - foreign clients, entities, clients, partners, etc.)) , (( Another interpretation of the term Governance: The setting of policies and the ongoing monitoring of their proper implementation by members of the organization's governing body. Read more: https://dictionary.cambridge.org/dictionary/​english/​governance)).
  
 All of the above aspects form a logical functional whole, in the case of failure or absence of one, eGovernment is only partially functional, by a geometric series of non-functional aspects it can then become completely dysfunctional. All of the above aspects form a logical functional whole, in the case of failure or absence of one, eGovernment is only partially functional, by a geometric series of non-functional aspects it can then become completely dysfunctional.