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en:metody_dokument:spoluprace_s_ostatnimi_utvary_uradu_a_egovernmentu [2021/06/01 09:25] – created Tomáš Šedivecen:metody_dokument:spoluprace_s_ostatnimi_utvary_uradu_a_egovernmentu [2021/07/01 09:54] (current) – Tomáš Šedivec
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 Therefore, informatics and the office architecture method required for its strategic planning and management in the MIRCT can be very useful to the above disciplines in the office. This is because the office architecture progressively discovers, names and describes all the essential components of the structure and behaviour of the office and this knowledge is a key starting point for the work of the other disciplines. Conversely, the work of the specialised disciplines validates and complements the knowledge of the architecture of the Office and is therefore, at the very least, a very useful feedback loop. Therefore, informatics and the office architecture method required for its strategic planning and management in the MIRCT can be very useful to the above disciplines in the office. This is because the office architecture progressively discovers, names and describes all the essential components of the structure and behaviour of the office and this knowledge is a key starting point for the work of the other disciplines. Conversely, the work of the specialised disciplines validates and complements the knowledge of the architecture of the Office and is therefore, at the very least, a very useful feedback loop.
  
-The ICT Unit is obliged to establish a mutually beneficial open cooperation with the units responsible for the above disciplines. Some examples of cooperation are given in the following chapters, and further factual and technical additions will be included in future editions of the MŘICT and in the [[[:knowledge_base|Knowledge base]] after discussion with the professional community.+The ICT Unit is obliged to establish a mutually beneficial open cooperation with the units responsible for the above disciplines. Some examples of cooperation are given in the following chapters, and further factual and technical additions will be included in future editions of the MŘICT and in the [[[:en:znalostni_baze|Knowledge base]] after discussion with the professional community.
  
 ==== The contribution of IT to the overall security of the Authority ==== ==== The contribution of IT to the overall security of the Authority ====
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 At the same time, all operational departments should be aware that their common and only clients are all the staff of the Office. Therefore, these departments should join forces, analyze what they already have in common and how they can further converge and unify to provide their services to employees in a unified, friendly and efficient way, including employee self-service, see [[methods_document:cooperation_with_other_office_and_eGovernment_departments|Collaboration with other office and eGovernment departments]] on the involvement of operational departments in a common shared service centre for employees. At the same time, all operational departments should be aware that their common and only clients are all the staff of the Office. Therefore, these departments should join forces, analyze what they already have in common and how they can further converge and unify to provide their services to employees in a unified, friendly and efficient way, including employee self-service, see [[methods_document:cooperation_with_other_office_and_eGovernment_departments|Collaboration with other office and eGovernment departments]] on the involvement of operational departments in a common shared service centre for employees.
  
-Practical best practice examples, guidelines, templates and other accelerators for ICT collaboration areas with operational departments, mentioned in the following chapters, will be added after discussion with the expert community and published in the next issues of MŘICT and in the [[[:knowledge_base|Knowledge base]].+Practical best practice examples, guidelines, templates and other accelerators for ICT collaboration areas with operational departments, mentioned in the following chapters, will be added after discussion with the expert community and published in the next issues of MŘICT and in the [[[:en:znalostni_baze|Knowledge base]].
  
 ==== Cooperation with economic services ==== ==== Cooperation with economic services ====
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 In the following chapters, a set of practical recommendations for managers of ICT departments on how to implement successful cooperation with central coordination bodies will be presented in the next issues of the ICTC, after discussion with the expert community. In the following chapters, a set of practical recommendations for managers of ICT departments on how to implement successful cooperation with central coordination bodies will be presented in the next issues of the ICTC, after discussion with the expert community.
  
-More detailed information, guides and other tools will be continuously updated in the [[[:knowledge_base|Knowledge base]].+More detailed information, guides and other tools will be continuously updated in the [[[:en:znalostni_baze|Knowledge base]].
  
 ==== Economic Coordination ==== ==== Economic Coordination ====
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 === Programme funding === === Programme funding ===
  
-More information and the necessary accelerators to centrally coordinate ICT programmatic funding will be published in future issues of the MCICT after discussion with the technical community; more detailed information, guides and other tools will be contained in [[[:knowledge_base|Knowledge base]].+More information and the necessary accelerators to centrally coordinate ICT programmatic funding will be published in future issues of the MCICT after discussion with the technical community; more detailed information, guides and other tools will be contained in [[[:en:znalostni_baze|Knowledge base]].
  
 === Logical framework methodology === === Logical framework methodology ===
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 The logical framework identifies the objectives, benefits and outputs of the respective project, as well as the links between them. At the same time, the logical framework also contains objectively verifiable indicators and sources to verify them, which will enable the degree of achievement of the project's objectives and benefits to be determined. The logical framework identifies the objectives, benefits and outputs of the respective project, as well as the links between them. At the same time, the logical framework also contains objectively verifiable indicators and sources to verify them, which will enable the degree of achievement of the project's objectives and benefits to be determined.
  
-More information and the necessary accelerators to the LRM will be contained in [[[:knowledge_base|Knowledge base]].+More information and the necessary accelerators to the LRM will be contained in [[[:en:znalostni_baze|Knowledge base]].
  
 === Investment Plan, CBA and Feasibility Study ===. === Investment Plan, CBA and Feasibility Study ===.
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   * long-term sustainability.   * long-term sustainability.
  
-More information and necessary accelerators on Investment Plans, CBAs and Feasibility Studies will be provided in [[[:knowledge_baze|Knowledge base]].+More information and necessary accelerators on Investment Plans, CBAs and Feasibility Studies will be provided in [[[:en:znalostni_baze|Knowledge base]].
  
 ==== Coordinating Change Implementation and Achieving Benefits ==== ==== Coordinating Change Implementation and Achieving Benefits ====
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 ==== Licence Management and OSS/FS ==== ==== Licence Management and OSS/FS ====
  
-To be added after discussion with the expert community and published in future issues of MŘICT and in [[[:knowledge base|Knowledge base]].+To be added after discussion with the expert community and published in future issues of MŘICT and in [[[:en:znalostni_baze|Knowledge base]].