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en:metody_dokument:rizeni_na_urovni_utvaru_ict [2021/07/01 09:40] – revision Tomáš Šedivec | en:metody_dokument:rizeni_na_urovni_utvaru_ict [2021/07/01 09:43] (current) – Tomáš Šedivec | ||
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The ICT unit should also maintain the relevant part of the motivational architecture in all four vertical domains to share with the team and the rest of the office an understanding of its motivation and mission, its performance, | The ICT unit should also maintain the relevant part of the motivational architecture in all four vertical domains to share with the team and the rest of the office an understanding of its motivation and mission, its performance, | ||
- | It can be assumed that through the activity of the pilot offices in adopting these Management Methods, validated models of each domain of the ICT capability architecture will emerge and be generalized and published in [[: | + | It can be assumed that through the activity of the pilot offices in adopting these Management Methods, validated models of each domain of the ICT capability architecture will emerge and be generalized and published in [[: |
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Nevertheless, | Nevertheless, | ||
- | The MoI will issue a Methodology (or concept) for human resources management for this area of ICT management and will publish further information and tools in [[: | + | The MoI will issue a Methodology (or concept) for human resources management for this area of ICT management and will publish further information and tools in [[:en: |
==== Approach to Human Resource Development Informatization ==== | ==== Approach to Human Resource Development Informatization ==== | ||
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==== Concept of ICT economic management in public administration ==== | ==== Concept of ICT economic management in public administration ==== | ||
- | It will be completed after discussion with the professional community and published in the next issues of MŘICT and in [[: | + | It will be completed after discussion with the professional community and published in the next issues of MŘICT and in [[:en: |
==== Contract and Supplier Management ==== | ==== Contract and Supplier Management ==== | ||
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* Contract management also includes a link to the management of risks associated with contract failure and to the management of budgets to secure contract obligations. | * Contract management also includes a link to the management of risks associated with contract failure and to the management of budgets to secure contract obligations. | ||
- | More practical recommendations and aids on managing contracts with suppliers will be released in [[: | + | More practical recommendations and aids on managing contracts with suppliers will be released in [[:en: |
==== Comprehensive License Management ==== | ==== Comprehensive License Management ==== | ||
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It is also part of the licence manager' | It is also part of the licence manager' | ||
- | Further factual and technical additions will be included in subsequent editions of the MŘICT and updated in the [[: | + | Further factual and technical additions will be included in subsequent editions of the MŘICT and updated in the [[:en: |
===== Managing ICT proprietary information systems ===== | ===== Managing ICT proprietary information systems ===== | ||
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Further factual and technical additions related to the different key types of information systems used by the ICT service for internal management and delivery of its services (CMDB(( Configuration Management DataBase | Further factual and technical additions related to the different key types of information systems used by the ICT service for internal management and delivery of its services (CMDB(( Configuration Management DataBase | ||
- | )), ServiceDesk, | + | )), ServiceDesk, |
===== Strategic planning and management of ICT OSS ===== | ===== Strategic planning and management of ICT OSS ===== | ||
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Each architectural engagement successfully concludes with the approval of its deliverables by the Authority' | Each architectural engagement successfully concludes with the approval of its deliverables by the Authority' | ||
- | The National Architectural Framework (NAR) document provides complete guidelines for the development of an architectural vision and complete individual OVS architecture. Further details and aids, especially on the different types of architectural engagements, | + | The National Architectural Framework (NAR) document provides complete guidelines for the development of an architectural vision and complete individual OVS architecture. Further details and aids, especially on the different types of architectural engagements, |
=== Roles, processes and disciplines within the Architectural Change Authority ===. | === Roles, processes and disciplines within the Architectural Change Authority ===. | ||
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* cross-cutting architectures - the overall Enterprise architecture and its vision. | * cross-cutting architectures - the overall Enterprise architecture and its vision. | ||
- | As such, the field of architecture is a subset of architecture, | + | As such, the field of architecture is a subset of architecture, |
=== Principles, patterns and reference architectures - standards for architectural change === | === Principles, patterns and reference architectures - standards for architectural change === | ||
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It is desirable that both (state and own) principles, patterns and reference models are fully applied throughout the life cycle of individual ISVs and reflected in the standardisation and unification of architectures across the authority, including, for example, the promotion of individual standardised platforms in tender documents for the selection of suppliers under the HPAA. | It is desirable that both (state and own) principles, patterns and reference models are fully applied throughout the life cycle of individual ISVs and reflected in the standardisation and unification of architectures across the authority, including, for example, the promotion of individual standardised platforms in tender documents for the selection of suppliers under the HPAA. | ||
- | Further substantive and technical additions, concerning architectural principles, patterns and reference models, will be included in subsequent editions of the NAR and NAP and updated in the [[: | + | Further substantive and technical additions, concerning architectural principles, patterns and reference models, will be included in subsequent editions of the NAR and NAP and updated in the [[:en: |
=== ICT Service Design by Solution Architecture and Service Management Toolkit ==== | === ICT Service Design by Solution Architecture and Service Management Toolkit ==== | ||
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The methodological and knowledge base of the OSS IK is the individual model of the existing and target architecture of the office. The OVS Information Concept is the official (so-called deliverable) document for the results of the work of the office architecture. | The methodological and knowledge base of the OSS IK is the individual model of the existing and target architecture of the office. The OVS Information Concept is the official (so-called deliverable) document for the results of the work of the office architecture. | ||
- | Further factual and technical additions related to the development of the OVS Information Concept will be included in subsequent editions of the NAR and NAP, issued as OHA methodological guidance and updated in the [[: | + | Further factual and technical additions related to the development of the OVS Information Concept will be included in subsequent editions of the NAR and NAP, issued as OHA methodological guidance and updated in the [[:en: |
==== Other methods of strategic ICT management ==== | ==== Other methods of strategic ICT management ==== | ||
- | Additional methods for strategic planning and management of the ICT Unit, in addition to the Office Architecture and the IK OVS, will be included in subsequent editions of the MIRCT and updated in the [[: | + | Additional methods for strategic planning and management of the ICT Unit, in addition to the Office Architecture and the IK OVS, will be included in subsequent editions of the MIRCT and updated in the [[:en: |
==== Change Implementation Plan (Roadmap) ==== | ==== Change Implementation Plan (Roadmap) ==== | ||
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Change management is crucial for the proper functioning of ICT services and the ICT unit. Change is a big driver that affects the whole ICT environment and the organisation itself. Managing expectations or requirements is fundamental. In the vast majority, it is the requirements that can be implemented in the form of change. As indicated above, change aligns the ITIL methodology, | Change management is crucial for the proper functioning of ICT services and the ICT unit. Change is a big driver that affects the whole ICT environment and the organisation itself. Managing expectations or requirements is fundamental. In the vast majority, it is the requirements that can be implemented in the form of change. As indicated above, change aligns the ITIL methodology, | ||
- | All of the above processes need to be defined consistently, | + | All of the above processes need to be defined consistently, |
Furthermore, | Furthermore, | ||
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In order to increase the transparency of the preparation of new services of the OVS and its department and to make the resulting solutions more efficient, it is advisable to use pilot projects when building new services, with the possibility of involving the expert public in the design and testing of solution concepts, thus verifying the need, suitability, | In order to increase the transparency of the preparation of new services of the OVS and its department and to make the resulting solutions more efficient, it is advisable to use pilot projects when building new services, with the possibility of involving the expert public in the design and testing of solution concepts, thus verifying the need, suitability, | ||
- | More detailed information, | + | More detailed information, |
==== Project and Programme Management Office ==== | ==== Project and Programme Management Office ==== | ||
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At a second, lower level, already exclusively for ICT projects, this coordination and management takes place in the project management, strategy and IT architecture units within the ICT unit of the Authority. | At a second, lower level, already exclusively for ICT projects, this coordination and management takes place in the project management, strategy and IT architecture units within the ICT unit of the Authority. | ||
- | Further factual and technical additions on the whole issue of project and programme management will be included in the next editions of the MŘICT and updated in the [[: | + | Further factual and technical additions on the whole issue of project and programme management will be included in the next editions of the MŘICT and updated in the [[:en: |
=== Categorisation of programmes and projects === | === Categorisation of programmes and projects === | ||
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In a situation where planned changes in the Authority and its ICT lead to more programmes and projects than the Authority' | In a situation where planned changes in the Authority and its ICT lead to more programmes and projects than the Authority' | ||
- | More information and rules on the management of IT project portfolios, including links to human resources management, will be issued by the MoI in the form of an update to the Methodology for the Management of IT Projects and Diverse Accelerators in [[: | + | More information and rules on the management of IT project portfolios, including links to human resources management, will be issued by the MoI in the form of an update to the Methodology for the Management of IT Projects and Diverse Accelerators in [[:en: |
=== Management of individual IT projects === | === Management of individual IT projects === | ||
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In many cases this is done, but it is not recommended that the implementation of small or small changes is managed by the Change Manager. In the case of small changes, so-called coordination is preferable, where the execution is carried out by the Change Coordinator. In the case of simple coordination, | In many cases this is done, but it is not recommended that the implementation of small or small changes is managed by the Change Manager. In the case of small changes, so-called coordination is preferable, where the execution is carried out by the Change Coordinator. In the case of simple coordination, | ||
- | Change management will be added after discussion with the technical community and published in future issues of MŘICT and in [[: | + | Change management will be added after discussion with the technical community and published in future issues of MŘICT and in [[:en: |
===== IS Operations Management and Service Delivery ===== | ===== IS Operations Management and Service Delivery ===== | ||
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==== Managing support for clients and users of ICT services ==== | ==== Managing support for clients and users of ICT services ==== | ||
- | The management of support to clients and users of ICT services will be completed after consultation with the professional community and published in future issues of the MŘICT and in [[:knowledge base|Knowledge base]]. | + | The management of support to clients and users of ICT services will be completed after consultation with the professional community and published in future issues of the MŘICT and in [[:en: |
==== ICT Operations Management ==== | ==== ICT Operations Management ==== | ||
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In the environment of OVS and its department, an approach to the definition of contractual parameters of services in so-called service data sheets should be gradually introduced. The basic idea of the approach is that services are provided through one or more interfaces and each interface is classified in terms of importance according to the categories " | In the environment of OVS and its department, an approach to the definition of contractual parameters of services in so-called service data sheets should be gradually introduced. The basic idea of the approach is that services are provided through one or more interfaces and each interface is classified in terms of importance according to the categories " | ||
- | The management of ICT operations at the level of the whole Authority will be completed after consultation with the technical community and published in future editions of the MŘICT and in the [[: | + | The management of ICT operations at the level of the whole Authority will be completed after consultation with the technical community and published in future editions of the MŘICT and in the [[:en: |
==== Monitoring ICT Operations and Services ==== | ==== Monitoring ICT Operations and Services ==== | ||
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Each system, application or service must be designed and implemented in such a way that it can be integrated into the monitoring system of the OVS and the departmental organisation. The monitoring system must cover the metrics that are identified as automatically monitored in the Service Level Agreements (SLAs) and monitor these metrics in accordance with the procedures and parameters defined in the SLAs. In addition to the metrics so marked, the monitoring must monitor and evaluate other metrics common to the type of system or application. | Each system, application or service must be designed and implemented in such a way that it can be integrated into the monitoring system of the OVS and the departmental organisation. The monitoring system must cover the metrics that are identified as automatically monitored in the Service Level Agreements (SLAs) and monitor these metrics in accordance with the procedures and parameters defined in the SLAs. In addition to the metrics so marked, the monitoring must monitor and evaluate other metrics common to the type of system or application. | ||
- | Detailed methodologies and technical proposal regarding monitoring tools will be completed after discussion with the expert community and published in future issues of the MŘICT and in the [[: | + | Detailed methodologies and technical proposal regarding monitoring tools will be completed after discussion with the expert community and published in future issues of the MŘICT and in the [[:en: |
===== Risk and Security Management in the ICT Unit ===== | ===== Risk and Security Management in the ICT Unit ===== | ||
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* {{: | * {{: | ||
- | Risk map type annexes including the legend, supporting questions and impact measurements, | + | Risk map type annexes including the legend, supporting questions and impact measurements, |
==== ICT Security Management ==== | ==== ICT Security Management ==== | ||
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==== Managing the overall service portfolio ==== | ==== Managing the overall service portfolio ==== | ||
- | To be added after discussion with the expert community and published in future editions of MŘICT and in [[: | + | To be added after discussion with the expert community and published in future editions of MŘICT and in [[:en: |
==== Application Portfolio Management ==== | ==== Application Portfolio Management ==== | ||
- | To be added after consultation with the expert community and published in future issues of MŘICT and in [[: | + | To be added after consultation with the expert community and published in future issues of MŘICT and in [[:en: |
==== Technology Portfolio Management ==== | ==== Technology Portfolio Management ==== | ||
- | To be completed after consultation with the expert community and published in future issues of MŘICT and in [[: | + | To be completed after consultation with the expert community and published in future issues of MŘICT and in [[:en: |
==== Management of OVS Data Collections ==== | ==== Management of OVS Data Collections ==== | ||
- | To be completed after discussion with the expert community and published in future issues of MŘICT and in [[: | + | To be completed after discussion with the expert community and published in future issues of MŘICT and in [[:en: |
==== A different approach to the acquisition and management of ICT commodities ==== | ==== A different approach to the acquisition and management of ICT commodities ==== | ||
- | To be completed after consultation with the expert community and published in future editions of MŘICT and in [[: | + | To be completed after consultation with the expert community and published in future editions of MŘICT and in [[:en: |
===== Approach to indirect management and oversight of informatization (governance) ===== | ===== Approach to indirect management and oversight of informatization (governance) ===== | ||
- | To be completed after consultation with the expert community and published in future editions of MŘICT and in [[: | + | To be completed after consultation with the expert community and published in future editions of MŘICT and in [[:en: |
==== Introduction of service quality management ==== | ==== Introduction of service quality management ==== | ||
- | To be completed after consultation with the expert community and published in future issues of MŘICT and in [[: | + | To be completed after consultation with the expert community and published in future issues of MŘICT and in [[:en: |
==== Reporting for ICT management and governance ==== | ==== Reporting for ICT management and governance ==== | ||
- | To be added after discussion with the expert community and published in future issues of MŘICT and in [[: | + | To be added after discussion with the expert community and published in future issues of MŘICT and in [[:en: |
==== ICT Controlling and Benchmarking ==== | ==== ICT Controlling and Benchmarking ==== | ||
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-Development of **controlling** public administration ICT services. | -Development of **controlling** public administration ICT services. | ||
- | Further information on ICT controlling and benchmarking will be discussed with the professional community and published in future issues of MŘICT and in [[: | + | Further information on ICT controlling and benchmarking will be discussed with the professional community and published in future issues of MŘICT and in [[:en: |
===== Standardisation in ICT management ===== | ===== Standardisation in ICT management ===== | ||
- | A comprehensive and challenging chapter on standardisation in ICT will be added after discussion with the professional community and published in future issues of MŘICT and in [[: | + | A comprehensive and challenging chapter on standardisation in ICT will be added after discussion with the professional community and published in future issues of MŘICT and in [[:en: |