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en:metody_dokument:rizeni_jednotlivych_ict_reseni [2021/06/01 09:10] – created Tomáš Šedivecen:metody_dokument:rizeni_jednotlivych_ict_reseni [2021/07/01 09:39] (current) – revision Tomáš Šedivec
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 Act No. 365/2000 Coll. assumes that the Information Concept of the Czech Republic will also address the issue of management of public administration information systems. It is appropriate to use the recommendations of the MŘICT unchanged and thus to apply them in the full scope of the ICT portfolio (IT architecture) of the OVS. However, as with any other methodology, adaptation to specific situations is more than appropriate. Act No. 365/2000 Coll. assumes that the Information Concept of the Czech Republic will also address the issue of management of public administration information systems. It is appropriate to use the recommendations of the MŘICT unchanged and thus to apply them in the full scope of the ICT portfolio (IT architecture) of the OVS. However, as with any other methodology, adaptation to specific situations is more than appropriate.
  
-The management of each IS can be described and guidance and accelerators for it can be provided in the [[[:knowledge_base|Knowledge base]] either focusing on the detail of the phases and activities in the IS life cycle stage or focusing on typical activities and methods that, although usually occurring in certain phases, may also be repetitive and overlapping (e.g. supplier selection, project management, mitigating supplier dependency, etc.).+The management of each IS can be described and guidance and accelerators for it can be provided in the [[:en:znalostni_baze|Knowledge base]] either focusing on the detail of the phases and activities in the IS life cycle stage or focusing on typical activities and methods that, although usually occurring in certain phases, may also be repetitive and overlapping (e.g. supplier selection, project management, mitigating supplier dependency, etc.).
  
-This chapter introduces and combines both perspectives. Detailed information and accelerators, especially on deliverables and methods by IS life cycle, are provided by the forthcoming [[[:knowledge_base|knowledge base]].+This chapter introduces and combines both perspectives. Detailed information and accelerators, especially on deliverables and methods by IS life cycle, are provided by the forthcoming [[:en:znalostni_baze|knowledge base]].
  
-All activities in the management of individual IS must be carried out in the context of the whole Authority and eGovernment of the Czech Republic and the EU, within the framework of the activities and procedures described further in [[methods_document:rizeni_na_urovni_utvar_ict|Management at the level of the ICT OVS unit]] and [[methods_document:spoluprace_s_ostatnimi_utvary_uradu_a_egovernmentu|Collaboration with other units of the Authority and eGovernment]].+All activities in the management of individual IS must be carried out in the context of the whole Authority and eGovernment of the Czech Republic and the EU, within the framework of the activities and procedures described further in [[metody_dokument:rizeni_na_urovni_utvar_ict|Management at the level of the ICT OVS unit]] and [[metody_dokument:spoluprace_s_ostatnimi_utvary_uradu_a_egovernmentu|Collaboration with other units of the Authority and eGovernment]].
  
 ===== Management of information systems by stages and phases of their life cycle ===== ===== Management of information systems by stages and phases of their life cycle =====
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 The decomposition of these individual life stages into the structure: "stage" (cycle) - "phase" - "step" - "activity" - "task", necessary for the concretization of individual management activities, is based on the Methodological Manual for the needs of project management in central state administration organizations issued by the Ministry of the Interior of the Czech Republic (( [[https://www.google.com/url?client=internal-uds-cse&cx=015489265366623571386:izzrwg3bmqm&q=https://www.mvcr.cz/sluzba/SCRIPT/ViewFile.aspx%3Fdocid%3D21793567&sa=U&ved=2ahUKEwjo65mCpbbjAhVKR5oKHbPUBvQQFjAAegQIABAC&usg=AOvVaw0pSuoaLR5IWUWODLfvqk|https:%%/%www.google.com/url?client=internal-uds-cse&cx=015489265366623571386:izzrwg3bmqm&q=https:%%//%%www.mvcr.cz/sluzba/SCRIPT/ViewFile.aspx%3Fdocid%3D21793567&sa=U&ved=2ahUKEwjo65mCpbbjAhVKR5oKHbPUBvQQFjAAegQIABAC&usg=AOvVaw0pSuoaLR5IWUWODLfvqk]] The decomposition of these individual life stages into the structure: "stage" (cycle) - "phase" - "step" - "activity" - "task", necessary for the concretization of individual management activities, is based on the Methodological Manual for the needs of project management in central state administration organizations issued by the Ministry of the Interior of the Czech Republic (( [[https://www.google.com/url?client=internal-uds-cse&cx=015489265366623571386:izzrwg3bmqm&q=https://www.mvcr.cz/sluzba/SCRIPT/ViewFile.aspx%3Fdocid%3D21793567&sa=U&ved=2ahUKEwjo65mCpbbjAhVKR5oKHbPUBvQQFjAAegQIABAC&usg=AOvVaw0pSuoaLR5IWUWODLfvqk|https:%%/%www.google.com/url?client=internal-uds-cse&cx=015489265366623571386:izzrwg3bmqm&q=https:%%//%%www.mvcr.cz/sluzba/SCRIPT/ViewFile.aspx%3Fdocid%3D21793567&sa=U&ved=2ahUKEwjo65mCpbbjAhVKR5oKHbPUBvQQFjAAegQIABAC&usg=AOvVaw0pSuoaLR5IWUWODLfvqk]]
-)), is elaborated in the table "Scenario of the life cycle activities of the ICT service of the Ministry of the Interior of the Czech Republic" and is a part of [[[:znalostni_baze|Knowledge base]]**.**+)), is elaborated in the table "Scenario of the life cycle activities of the ICT service of the Ministry of the Interior of the Czech Republic" and is a part of [[:znalostni_baze|Knowledge base]]**.**
  
 The scenario of the life cycle activities of the ICT service of the Ministry of the Interior (also referred to as "scenario"), in addition to the above hierarchy of activities, also contains the individual process steps, specific documents (as defined in the Instruction of the Minister of the Interior(( Instruction of the Minister of the Interior No. 5/2017 of 25 January 2017, which establishes the project office and regulates the management of projects in the field of competence of the Ministry of the Interior The scenario of the life cycle activities of the ICT service of the Ministry of the Interior (also referred to as "scenario"), in addition to the above hierarchy of activities, also contains the individual process steps, specific documents (as defined in the Instruction of the Minister of the Interior(( Instruction of the Minister of the Interior No. 5/2017 of 25 January 2017, which establishes the project office and regulates the management of projects in the field of competence of the Ministry of the Interior
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   - Process and management methods - the sequence of sub-phases, steps and deliverables of the phase, if prescribed. Along with this, the rules for joint or otherwise interrelated management within a phase, project and linear.   - Process and management methods - the sequence of sub-phases, steps and deliverables of the phase, if prescribed. Along with this, the rules for joint or otherwise interrelated management within a phase, project and linear.
  
-In this introductory edition of the MIRCT, for clarity and readability, only the sub-sections Framework Characteristics, Phase Principles and, where applicable, Sub-phases and Steps are provided for each phase. The remaining parts of the description and any extension appendices, containing the above Scenarios and other necessary accelerators for each phase, will be progressively added to the corresponding sections of [[[:knowledge_base|KnowledgeBase]].+In this introductory edition of the MIRCT, for clarity and readability, only the sub-sections Framework Characteristics, Phase Principles and, where applicable, Sub-phases and Steps are provided for each phase. The remaining parts of the description and any extension appendices, containing the above Scenarios and other necessary accelerators for each phase, will be progressively added to the corresponding sections of [[:en:znalostni_baze|KnowledgeBase]].
  
 The different parts of each phase of an IS lifecycle also have different forms of governance - linear and programmatic/project. While a substantial part of the planning, preparation and implementation of a radical change to the IS, or the termination of its service, is managed as a program and project, using project roles, the part of the strategic preparations, all operations, evaluation and continuous improvement happen in the normal line management of the departments and roles of the subject matter and technical system manager. The different parts of each phase of an IS lifecycle also have different forms of governance - linear and programmatic/project. While a substantial part of the planning, preparation and implementation of a radical change to the IS, or the termination of its service, is managed as a program and project, using project roles, the part of the strategic preparations, all operations, evaluation and continuous improvement happen in the normal line management of the departments and roles of the subject matter and technical system manager.
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 Relationship between IS life cycle phases and phases of a typical implementation project. Relationship between IS life cycle phases and phases of a typical implementation project.
  
-Additional deliverables and milestones of the implementation project phases are described in the detailed [[[:knowledge_base|Knowledge base]] materials for each phase of the life cycle phase and the project management methodology.+Additional deliverables and milestones of the implementation project phases are described in the detailed [[:en:znalostni_baze|Knowledge base]] materials for each phase of the life cycle phase and the project management methodology.
  
 **Overlapping life cycle stages.** The life cycle stages of an IS may overlap with each other with a phase shift. Thus, at the same time, some IS services are routinely operated, some services from earlier stages are already being phased out and disposed of, and new services from the next stage of system development are being planned or implemented. **Overlapping life cycle stages.** The life cycle stages of an IS may overlap with each other with a phase shift. Thus, at the same time, some IS services are routinely operated, some services from earlier stages are already being phased out and disposed of, and new services from the next stage of system development are being planned or implemented.
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 While **Stage 1 - Strategy** is an integral part of each life stage of an individual IS, it is fully applicable and dominated by the methods and means of strategic management and planning of ICT at the level of the whole department and office, in the context of eGovernment of the Czech Republic and the EU, see [[metody_dokument:rizeni_na_urovni_uravni_utvaru_ict|Management at the level of the ICT department]]. While **Stage 1 - Strategy** is an integral part of each life stage of an individual IS, it is fully applicable and dominated by the methods and means of strategic management and planning of ICT at the level of the whole department and office, in the context of eGovernment of the Czech Republic and the EU, see [[metody_dokument:rizeni_na_urovni_uravni_utvaru_ict|Management at the level of the ICT department]].
  
-To facilitate and support the processes of the strategy management phase, the [[[:knowledge_base|Knowledge base]] NA VS ČR will be gradually added to the following:+To facilitate and support the processes of the strategy management phase, the [[:en:znalostni_baze|Knowledge base]] NA VS ČR will be gradually added to the following:
  
   - Principles, procedures and examples to support the development of so-called digitally friendly legislation.   - Principles, procedures and examples to support the development of so-called digitally friendly legislation.
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   * Creating the enablers to evaluate measurable parameters of projects, solutions and suppliers in Phase 6.   * Creating the enablers to evaluate measurable parameters of projects, solutions and suppliers in Phase 6.
  
-Optimizing this confluence of planning streams, ensuring those assumptions and facilitating all activities will be the subject of documents and tools that will be part of the next edition of the MRICT and [[[:knowledge_base|Knowledge base]].+Optimizing this confluence of planning streams, ensuring those assumptions and facilitating all activities will be the subject of documents and tools that will be part of the next edition of the MRICT and [[:en:znalostni_baze|Knowledge base]].
  
 === Planning principles and rules === === Planning principles and rules ===
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   * joint management of large (e.g. project) and small (e.g. line, interim) changes - with shared processes, tools and resources.   * joint management of large (e.g. project) and small (e.g. line, interim) changes - with shared processes, tools and resources.
  
-In particular, to facilitate and support the processes of the implementation management phase, the following will be progressively added to the [[[:knowledge_base|Knowledge base]]:+In particular, to facilitate and support the processes of the implementation management phase, the following will be progressively added to the [[:en:znalostni_baze|Knowledge base]]:
  
   - Recommended practices and methodologies for creating and recording analytical models at the solution architecture (SA) and solution design (SD) level   - Recommended practices and methodologies for creating and recording analytical models at the solution architecture (SA) and solution design (SD) level
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   * Acceptance of the solution is always done by the client (contracting authority, subject matter manager) in cooperation with other stakeholders (integrated OVS, SZR, ...).   * Acceptance of the solution is always done by the client (contracting authority, subject matter manager) in cooperation with other stakeholders (integrated OVS, SZR, ...).
   * The structure of the project steps, deliverables and methods must correspond to the chosen type of solution to be implemented (off-the-shelf software, custom development, software as a service), the implementation strategy (Big-Beng, Pilot-Roll/out) and the development strategy (Waterfall/Agile) and their possible combinations.   * The structure of the project steps, deliverables and methods must correspond to the chosen type of solution to be implemented (off-the-shelf software, custom development, software as a service), the implementation strategy (Big-Beng, Pilot-Roll/out) and the development strategy (Waterfall/Agile) and their possible combinations.
-  * Projects with higher user adaptation requirements must include adaptation activities according to the OCM methodology, which will be added to the [[[:knowledge_base|Knowledge base]].+  * Projects with higher user adaptation requirements must include adaptation activities according to the OCM methodology, which will be added to the [[:en:znalostni_baze|Knowledge base]].
   * The activities of the implementation phase of an IS must always be carried out in accordance with the implementation management methods at the level of the whole unit/office and using common methods and tools.   * The activities of the implementation phase of an IS must always be carried out in accordance with the implementation management methods at the level of the whole unit/office and using common methods and tools.
   * In the case of a large project being implemented by a contractor with a global best practice project and development management methodology, this methodology may be used if it is in line with the provisions of this document and its annexes and if it can be linked to the mandatory (minimum) steps and deliverables of the VS CR project management when they are issued.   * In the case of a large project being implemented by a contractor with a global best practice project and development management methodology, this methodology may be used if it is in line with the provisions of this document and its annexes and if it can be linked to the mandatory (minimum) steps and deliverables of the VS CR project management when they are issued.
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-A number of sub-activities, milestones and deliverables are subordinate to the individual project phases, see detailed sub-chapters in [[:knowledge_base|Knowledge base]].+A number of sub-activities, milestones and deliverables are subordinate to the individual project phases, see detailed sub-chapters in [[:en:znalostni_baze|Knowledge base]].
  
 An important project activity at the beginning of implementation is the establishment of project structures and the mobilisation of its internal human and material resources. An important project activity at the beginning of implementation is the establishment of project structures and the mobilisation of its internal human and material resources.
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 The provision of user and technical support is crucial to support both aspects of operations (continuous service delivery and identification and implementation of changes). The provision of user and technical support is crucial to support both aspects of operations (continuous service delivery and identification and implementation of changes).
  
-For more information on the key methods used in managing operations at the level of each IS, see [[methods_document:rizeni_jednotlivych_ict_reseni|Managing individual ICT solutions]].+For more information on the key methods used in managing operations at the level of each IS, see [[metody_dokument:rizeni_jednotlivych_ict_reseni|Managing individual ICT solutions]].
  
 In addition to activities to ensure the operation of individual information system services, it is necessary to build and use operations management capabilities centrally, across ISs, whether it is for example: In addition to activities to ensure the operation of individual information system services, it is necessary to build and use operations management capabilities centrally, across ISs, whether it is for example:
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   * overall planning and resource management for operations   * overall planning and resource management for operations
  
-For more information, see the chapters on methods for operational management at the ICT unit level, [[methods_document:rizeni_na_urovni_utvaru_ict|Management at the ICT unit level]].+For more information, see the chapters on methods for operational management at the ICT unit level, [[metody_dokument:rizeni_na_urovni_utvaru_ict|Management at the ICT unit level]].
  
-In particular, the following accelerators will be gradually added to the [[:knowledge_base|Knowledge base]] to facilitate and support the processes of the operations management phase:+In particular, the following accelerators will be gradually added to the [[:en:znalostni_baze|Knowledge base]] to facilitate and support the processes of the operations management phase:
  
   - General suggestions for availability and response monitoring   - General suggestions for availability and response monitoring
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 The basic rule and recommendation of the ISTC for the ICT units of the OVS is to move to managing the relationship between providers and customers of information systems support functions through services, if they have not already done so The basic rule and recommendation of the ISTC for the ICT units of the OVS is to move to managing the relationship between providers and customers of information systems support functions through services, if they have not already done so
  
-The next edition of the MDICT document and the ongoing additions to the [[:knowledge_base|Knowledge base]] will develop information, recommendations and tools in this area of ICT management, for example on:+The next edition of the MDICT document and the ongoing additions to the [[:en:znalostni_baze|Knowledge base]] will develop information, recommendations and tools in this area of ICT management, for example on:
  
   * management of the Service Catalogue by department and individual organisation, possibly the Service Catalogue at eGovernment level   * management of the Service Catalogue by department and individual organisation, possibly the Service Catalogue at eGovernment level
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 Recommendations and practical guidance tools for planning requirements for the additional resources necessary for IS development, i.e. financial and staff planning at the level of a single IS in the context of the department and the office, will be an integral part of this. Recommendations and practical guidance tools for planning requirements for the additional resources necessary for IS development, i.e. financial and staff planning at the level of a single IS in the context of the department and the office, will be an integral part of this.
  
-It is essential that the management of the development of a single IS must always and fully use the methods and tools for the management of the development of IT assets of the whole authority, i.e. portfolios of assets layer by layer, e.g. development plans for key platforms, see more in [[methods_document:rizeni_na_urovni_utvarni_ict|Management at ICT unit level]].+It is essential that the management of the development of a single IS must always and fully use the methods and tools for the management of the development of IT assets of the whole authority, i.e. portfolios of assets layer by layer, e.g. development plans for key platforms, see more in [[metody_dokument:rizeni_na_urovni_utvarni_ict|Management at ICT unit level]].
  
 ==== ISVS decommissioning and migration rules ==== ==== ISVS decommissioning and migration rules ====
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   * Subject matter administrators shall store information about their ISVs in the IS about ISVs (i.e. in the catalogue of currently operated ISVs) in the required structure, including any requirement to use [[nap:egovernment_cloud|eGC services]].   * Subject matter administrators shall store information about their ISVs in the IS about ISVs (i.e. in the catalogue of currently operated ISVs) in the required structure, including any requirement to use [[nap:egovernment_cloud|eGC services]].
  
-Criteria for the use of [[nap:egovernment_cloud|eGovernment Cloud]] services, representing a combination of decision-making based on security impact assessment and determination of the required security level and on the basis of cost-effectiveness, will be updated with relevant legislation and published with detailed guidance and tools as part of the [[[:knowledge_base|Knowledge base]].+Criteria for the use of [[nap:egovernment_cloud|eGovernment Cloud]] services, representing a combination of decision-making based on security impact assessment and determination of the required security level and on the basis of cost-effectiveness, will be updated with relevant legislation and published with detailed guidance and tools as part of the [[:en:znalostni_baze|Knowledge base]].
  
 ==== Rules for better purchasing of ICT solutions ==== ==== Rules for better purchasing of ICT solutions ====
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   * Maintaining documentation of IS and ICT services in models that comply with TOGAF and ArchiMate standards.   * Maintaining documentation of IS and ICT services in models that comply with TOGAF and ArchiMate standards.
  
-Further factual and technical additions will be included in future editions and in the [[[:znalostni_baze|Knowledge base]] after discussion with the professional community.  +Further factual and technical additions will be included in future editions and in the [[:znalostni_baze|Knowledge base]] after discussion with the professional community.  
  
 == Achieving long-term balanced partnerships with suppliers (avoiding Vendor-Lock-In) == == Achieving long-term balanced partnerships with suppliers (avoiding Vendor-Lock-In) ==
  
-The ISTC and the [[:Knowledge Base|Knowledge Base]] will help to establish and maintain a long-term balanced partnership between ICT services and their suppliers by publishing a series of guides and tools, such as model contracts and tender documents or standards and how-to guides. Consideration will also be given to a model whereby the sub-contracts of individual PSCs will refer to the general terms and conditions of the public administration, issued in agreement with the MoI or the MMR.+The ISTC and the [[:en:znalostni_baze|Knowledge Base]] will help to establish and maintain a long-term balanced partnership between ICT services and their suppliers by publishing a series of guides and tools, such as model contracts and tender documents or standards and how-to guides. Consideration will also be given to a model whereby the sub-contracts of individual PSCs will refer to the general terms and conditions of the public administration, issued in agreement with the MoI or the MMR.
  
 Each PSC would still have a choice or modification, but the terms and conditions would already balance the rights of both parties. There may be a separate annex reflecting both the State Property Directive and the provision of knowledge to information systems. Each PSC would still have a choice or modification, but the terms and conditions would already balance the rights of both parties. There may be a separate annex reflecting both the State Property Directive and the provision of knowledge to information systems.
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 Therefore, purchasing OSS is definitely risky if we do not consider all the implications. In any case, using OSS does not give us management and administration for free. The long-term sustainability of OSS is not dependent on a short-term solution. The primary view must be the life of the information unit over its 5+ year lifetime, with a clear strategy for how to continue to operate it beyond the baseline 5 years (relevant to TCO). Therefore, purchasing OSS is definitely risky if we do not consider all the implications. In any case, using OSS does not give us management and administration for free. The long-term sustainability of OSS is not dependent on a short-term solution. The primary view must be the life of the information unit over its 5+ year lifetime, with a clear strategy for how to continue to operate it beyond the baseline 5 years (relevant to TCO).
  
-A separate methodology will be developed for the use and suitability of integration of each OSS product. It will focus not only on the integration of OSS elements into information units, but also on the possibility of sharing successful products such as a filing cabinet or anonymiser. More information on this topic will be published in [[[:znalostni_baze|Knowledge base]].+A separate methodology will be developed for the use and suitability of integration of each OSS product. It will focus not only on the integration of OSS elements into information units, but also on the possibility of sharing successful products such as a filing cabinet or anonymiser. More information on this topic will be published in [[:znalostni_baze|Knowledge base]].
  
 === Rules for valuation of IS development or modification === === Rules for valuation of IS development or modification ===
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 An important step is to unify the types of contracts according to content, length, scope, etc., i.e. to bring uniformity and order to the contractual system in the management of ICT relations with suppliers. Furthermore, it is necessary to gather experience and transform it into an expression of best practice in the form of guaranteed contract templates, including their possible combination with general terms and conditions, see above. An important step is to unify the types of contracts according to content, length, scope, etc., i.e. to bring uniformity and order to the contractual system in the management of ICT relations with suppliers. Furthermore, it is necessary to gather experience and transform it into an expression of best practice in the form of guaranteed contract templates, including their possible combination with general terms and conditions, see above.
  
-One of the objectives of the next edition of the MRICT and the continuous updating of the [[[:knowledge_base|Knowledge base]] is to provide additional information, documents and tools to support safe and effective contracting in public administration ICT.+One of the objectives of the next edition of the MRICT and the continuous updating of the [[:en:znalostni_baze|Knowledge base]] is to provide additional information, documents and tools to support safe and effective contracting in public administration ICT.
  
 ==== Concepts for managing the successful implementation of proposed ICT change projects ==== ==== Concepts for managing the successful implementation of proposed ICT change projects ====
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 Informatics in the Authority serves its internal clients, informatics projects are intended to contribute to the achievement of Authority-wide goals, and public service change projects increasingly rely on informatics support. In addition, all projects in the Authority share a limited amount of project-appropriate human resources. Therefore, all individual ISMS projects need to be coordinated with each other within the ICT Unit, then more broadly across all projects across the Authority and, in the future, the eGovernment of the country. Informatics in the Authority serves its internal clients, informatics projects are intended to contribute to the achievement of Authority-wide goals, and public service change projects increasingly rely on informatics support. In addition, all projects in the Authority share a limited amount of project-appropriate human resources. Therefore, all individual ISMS projects need to be coordinated with each other within the ICT Unit, then more broadly across all projects across the Authority and, in the future, the eGovernment of the country.
  
-The coordination of projects, their linking to programmes and the management of project portfolios is a service of the Project Office of the Authority (also referred to as "PK"(( Project Management Office - PMO.))). It builds on the work of the strategic units and is knowledgeably supported by the services of the Authority's overall architecture unit, the Architectural Office (also referred to as "AK"). For more information on joint project and programme management at the office level, see [[methods_document:rizeni_na_urovni_utvaru_ict|Management at the ICT unit level]].+The coordination of projects, their linking to programmes and the management of project portfolios is a service of the Project Office of the Authority (also referred to as "PK"(( Project Management Office - PMO.))). It builds on the work of the strategic units and is knowledgeably supported by the services of the Authority's overall architecture unit, the Architectural Office (also referred to as "AK"). For more information on joint project and programme management at the office level, see [[metody_dokument:rizeni_na_urovni_utvaru_ict|Management at the ICT unit level]].
  
 == ISMS development programme management == == ISMS development programme management ==
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 All projects that are related to each other in time, subject matter or otherwise, must be managed as a programme to ensure that together they deliver greater value and with greater certainty than if they were managed separately. All projects that are related to each other in time, subject matter or otherwise, must be managed as a programme to ensure that together they deliver greater value and with greater certainty than if they were managed separately.
  
-Whereas project management is primarily focused on achieving planned outputs while maintaining consumption of planned resources, programme management is primarily focused on meeting strategic objectives and achieving expected benefits. From this perspective, it is recommended that each individual project should also be managed using both project and programme principles. More on programme management [[methods_document:rizeni_na_urovni_utvaru_ict|Management at ICT unit level]].+Whereas project management is primarily focused on achieving planned outputs while maintaining consumption of planned resources, programme management is primarily focused on meeting strategic objectives and achieving expected benefits. From this perspective, it is recommended that each individual project should also be managed using both project and programme principles. More on programme management [[metody_dokument:rizeni_na_urovni_utvaru_ict|Management at ICT unit level]].
  
 == ISVS project management as part of a portfolio == == ISVS project management as part of a portfolio ==
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 For each individual ISMS project, it follows that it must be clearly assigned to one director or manager and thus become part of his/her portfolio, his/her responsibility and his/her reporting to the SC and the management of the office. For each individual ISMS project, it follows that it must be clearly assigned to one director or manager and thus become part of his/her portfolio, his/her responsibility and his/her reporting to the SC and the management of the office.
  
-For more information on project portfolio management techniques, see [[methods_document:rizeni_na_urovni_utvarni_ict|Management at ICT unit level]].+For more information on project portfolio management techniques, see [[metody_dokument:rizeni_na_urovni_utvarni_ict|Management at ICT unit level]].
  
 === Rules for managing individual ISVS implementation projects ===. === Rules for managing individual ISVS implementation projects ===.
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   * and others   * and others
  
-In the [[[:knowledge_base|Knowledge base]] a table of expected job and service roles for each project role will be prepared.+In the [[:en:znalostni_baze|Knowledge base]] a table of expected job and service roles for each project role will be prepared.
  
 Appointments must be made in writing, via a letter of appointment signed by the appointee and the supervisor/manager. In doing so, it is clear that the Authority may use external service providers for the implementation of these roles, but this does not absolve it of the obligation to have internal staff assigned to the roles, "shadowing" - controlling external staff, with clearly defined responsibilities. The roles of project sponsor, project director and IT economist (project budget manager) cannot be outsourced. Appointments must be made in writing, via a letter of appointment signed by the appointee and the supervisor/manager. In doing so, it is clear that the Authority may use external service providers for the implementation of these roles, but this does not absolve it of the obligation to have internal staff assigned to the roles, "shadowing" - controlling external staff, with clearly defined responsibilities. The roles of project sponsor, project director and IT economist (project budget manager) cannot be outsourced.
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 Project management must include an ongoing and final evaluation of the results and benefits achieved, and a guided learning of lessons learned. Project management must include an ongoing and final evaluation of the results and benefits achieved, and a guided learning of lessons learned.
  
-More information and rules on the management of ICT projects and their portfolios, including links to human resources management, will be issued by the Ministry of the Interior of the Czech Republic in the form of an update of the Methodology for IT Project Management, which will also be published as part of the [[[:znalostni_baze|Knowledge Base]].+More information and rules on the management of ICT projects and their portfolios, including links to human resources management, will be issued by the Ministry of the Interior of the Czech Republic in the form of an update of the Methodology for IT Project Management, which will also be published as part of the [[:znalostni_baze|Knowledge Base]].
  
 == Risk and security management in implementation projects == == Risk and security management in implementation projects ==
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 An important and non-negotiable part of project management is, besides managing the scope, time and resources of the project (budget, people and technology/assets), also managing risks and taking appropriate measures to mitigate them. An important and non-negotiable part of project management is, besides managing the scope, time and resources of the project (budget, people and technology/assets), also managing risks and taking appropriate measures to mitigate them.
  
-Project risk and security management includes the management of cyber risks and security in accordance with their management methods and using tools at the level of the entire ICT unit and office, [[methods_document:rizeni_na_urovni_utvaru_ict|Management at the level of the ICT unit]].. The optimal risk management method is a combination of practices from standard project management methods, the TOGAF framework and the issued recommendations of the NCIB. It is planned to release a set of accelerators in the [[[:knowledge_base|Knowledge base]] to support best practice in this area.+Project risk and security management includes the management of cyber risks and security in accordance with their management methods and using tools at the level of the entire ICT unit and office, [[metody_dokument:rizeni_na_urovni_utvaru_ict|Management at the level of the ICT unit]].. The optimal risk management method is a combination of practices from standard project management methods, the TOGAF framework and the issued recommendations of the NCIB. It is planned to release a set of accelerators in the [[:en:znalostni_baze|Knowledge base]] to support best practice in this area.
  
 Other principles such as "Security by design" and methods such as secure software development must be applied in the project. Other principles such as "Security by design" and methods such as secure software development must be applied in the project.
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 === Approval of projects by the HA Department of the Ministry of Interior ==== === Approval of projects by the HA Department of the Ministry of Interior ====
  
-The process is managed in accordance with the OHA's continuously issued Methodological Guidelines and their corresponding forms, see the OHA website, which together with other guidance and tools will be continuously updated in the [[[:knowledge_base|Knowledge base.]]+The process is managed in accordance with the OHA's continuously issued Methodological Guidelines and their corresponding forms, see the OHA website, which together with other guidance and tools will be continuously updated in the [[:en:znalostni_baze|Knowledge base.]]
  
 === Principles for documenting the actual implementation of an IT solution ===. === Principles for documenting the actual implementation of an IT solution ===.
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 Optimally, this activity should be included as an integral part of the acceptance processes and the responsibility for it should be assigned to the organisationally competent Technical Administrator. Optimally, this activity should be included as an integral part of the acceptance processes and the responsibility for it should be assigned to the organisationally competent Technical Administrator.
  
-Standards, templates and typical examples of such documentation will be progressively updated in the [[[:knowledge_base|Knowledge base]].+Standards, templates and typical examples of such documentation will be progressively updated in the [[:en:znalostni_baze|Knowledge base]].
  
 == Documentation of program modifications == == Documentation of program modifications ==
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 Proper acceptance of the deliverables is also directly related to the so-called Ex-ante approach to planning and change management (see [[method_document:rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]), as it allows to verify the achievement of the planned indicators of the selected solution method. Proper acceptance of the deliverables is also directly related to the so-called Ex-ante approach to planning and change management (see [[method_document:rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]), as it allows to verify the achievement of the planned indicators of the selected solution method.
  
-It is the intention of the MŘICT to follow the types of contracts concluded ([[metody_dokument:rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]), the different ways of implementing the solutions of the implemented changes ([[metody_dokument:rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]), the Methodology of IT project management ([[metody_dokument: rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]) and other aspects of the acquired solution, to prepare and update in [[[:knowledge_base|Knowledge base]] a set of guidelines and accelerators to facilitate and make more consistent the proper acceptance of the delivery of implemented changes.+It is the intention of the MŘICT to follow the types of contracts concluded ([[metody_dokument:rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]), the different ways of implementing the solutions of the implemented changes ([[metody_dokument:rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]), the Methodology of IT project management ([[metody_dokument: rizeni_jednotlivych_ict_reseni|Management of unified ICT solutions]]) and other aspects of the acquired solution, to prepare and update in [[:en:znalostni_baze|Knowledge base]] a set of guidelines and accelerators to facilitate and make more consistent the proper acceptance of the delivery of implemented changes.
  
 ===== Rules for effective management of operations and service delivery, service procurement and continuous improvement ===== ===== Rules for effective management of operations and service delivery, service procurement and continuous improvement =====
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 If you use an information system, centralise all requests in one place and have a team responsible for dealing with them, then the subsequent classification of these requests will quite naturally speed up their settlement. If you use an information system, centralise all requests in one place and have a team responsible for dealing with them, then the subsequent classification of these requests will quite naturally speed up their settlement.
  
-Other methods of ISVS client care will be included in future editions of the MIRCT and updated in the [[[:knowledge_base|Knowledge base]] after discussion with the professional community.+Other methods of ISVS client care will be included in future editions of the MIRCT and updated in the [[:en:znalostni_baze|Knowledge base]] after discussion with the professional community.
  
 ===== ISVS Indirect Governance Rules ===== ===== ISVS Indirect Governance Rules =====
  
-ISVS indirect governance methods will be included in the next editions of the DGICT and updated in the [[[:knowledge base|Knowledge base]] after consultation with the expert community.]+ISVS indirect governance methods will be included in the next editions of the DGICT and updated in the [[:en:znalostni_baze|Knowledge base]] after consultation with the expert community.]