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en:metody_dokument:soucasny_a_cilovy_stav_rizeni_ict [2021/06/01 09:22] – created Tomáš Šedivecen:metody_dokument:soucasny_a_cilovy_stav_rizeni_ict [2021/11/12 09:27] (current) – Tomáš Šedivec
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 ==== Key shortcomings ==== ==== Key shortcomings ====
  
-Based on the ICT Benchmark (Digital Czech Republic, 2018), international comparisons and own investigations of the MŘICT author team, it appears that the level of ICT in the public administration of the Czech Republic and its support for the development of eGovernment and digital transformation of public administration is far from the level common in other sectors of social life in the Czech Republic. The delay in comparison with the level legitimately expected by the clients of public administration in comparison with, for example, electronification of banking, insurance or telecommunications in the territory of the Czech Republic or with the public administration of developed countries (Nordic EU countries, Korea, USA, New Zealand and others) reaches 10 years or more.+Based on the [[en:znalostni_baze:benchmarkverejnespravy|ICT Benchmark]] (Digital Czech Republic, 2018), international comparisons and own investigations of the MŘICT author team, it appears that the level of ICT in the public administration of the Czech Republic and its support for the development of eGovernment and digital transformation of public administration is far from the level common in other sectors of social life in the Czech Republic. The delay in comparison with the level legitimately expected by the clients of public administration in comparison with, for example, electronification of banking, insurance or telecommunications in the territory of the Czech Republic or with the public administration of developed countries (Nordic EU countries, Korea, USA, New Zealand and others) reaches 10 years or more.
  
 Rapid progress can be achieved simply by applying best practices from these fields and countries. The causes are known, the main factors for the delay and inefficiency of ICT investments to date are: Rapid progress can be achieved simply by applying best practices from these fields and countries. The causes are known, the main factors for the delay and inefficiency of ICT investments to date are:
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 |Z 17|Supporting balanced partnerships with suppliers |Z 17| |Z 17|Supporting balanced partnerships with suppliers |Z 17|
  
-The above principles should thus be respected as a key starting point for managing the entire ICT lifecycle of the Authority, from the establishment of criteria for taking stock of the current ICT status of the Authority, including the evaluation of changes compared to the previous year (see [[methods_document:procedure_and_change_implementation_plan|Procedure and Change Implementation Plan]]), through project procurement and change management, to the evaluation of their results, at all levels of management.+The above principles should thus be respected as a key starting point for managing the entire ICT lifecycle of the Authority, from the establishment of criteria for taking stock of the current ICT status of the Authority, including the evaluation of changes compared to the previous year (see [[:en:metody_dokument:procedure_and_change_implementation_plan|Procedure and Change Implementation Plan]]), through project procurement and change management, to the evaluation of their results, at all levels of management.
  
-At the same time, the MIRCT contains basic information on a substantial part of the management methods needed for the implementation of these principles in the context of managing not only the overall capabilities of the Authority and its IT unit, but also the life cycle management of the individual ISVs managed by the Authority. The descriptions of the various methods will be further developed in subsequent editions of the MCICT and, in particular, continuously improved in annexes and appendices published on an ongoing basis through the [[[:knowledge_base|Knowledge base]].+At the same time, the MIRCT contains basic information on a substantial part of the management methods needed for the implementation of these principles in the context of managing not only the overall capabilities of the Authority and its IT unit, but also the life cycle management of the individual ISVs managed by the Authority. The descriptions of the various methods will be further developed in subsequent editions of the MCICT and, in particular, continuously improved in annexes and appendices published on an ongoing basis through the [[[::en:znalostni_baze|Knowledge base]].
  
-Detailed descriptions of each principle in a structure similar to the NAR description of architectural principles, plus checklists with supporting questions and other accelerators, including backward mapping of how each method contributes to the goals and principles of the ICCR, will also be part of the [[[:knowledge_base|Knowledge base]].+Detailed descriptions of each principle in a structure similar to the NAR description of architectural principles, plus checklists with supporting questions and other accelerators, including backward mapping of how each method contributes to the goals and principles of the ICCR, will also be part of the [[[::en:znalostni_baze|Knowledge base]].
  
 ==== The client ==== ==== The client ====
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 ==== Strategic Management with IK OVS====  ==== Strategic Management with IK OVS==== 
 <WRAP center round box 100%> <WRAP center round box 100%>
-Z3 - The development of the IS of an OVS is guided by a long-term plan - [[knowledge_base:ik_ovs|Information concept of the OVS]]. This includes both strategic changes, process optimization needs and needs resulting from the state of ICT. The IK of the OVS sets objectives oriented towards improving services to external clients (public) and internal clients (improvement of the entity). The third recommended group consists of objectives oriented towards IT improvement (service management). +Z3 - The development of the IS of an OVS is guided by a long-term plan - [[:en:znalostni_baze:ik_ovs|Information concept of the OVS]]. This includes both strategic changes, process optimization needs and needs resulting from the state of ICT. The IK of the OVS sets objectives oriented towards improving services to external clients (public) and internal clients (improvement of the entity). The third recommended group consists of objectives oriented towards IT improvement (service management). 
  
 The [[[[knowledge_baze:ik_ovs|Information Concept of the OVS]] must support the realisation of the objectives of the entity's concept/strategy, if set, must support the realisation of the objectives of the [[[:ikcr|Information Concept of the CR]] and must reflect the principles and principles set by the latter. The [[[[knowledge_baze:ik_ovs|Information Concept of the OVS]] must support the realisation of the objectives of the entity's concept/strategy, if set, must support the realisation of the objectives of the [[[:ikcr|Information Concept of the CR]] and must reflect the principles and principles set by the latter.
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   * the IK OVM document is not a "paper in a drawer" but an essential management tool.   * the IK OVM document is not a "paper in a drawer" but an essential management tool.
  
-The [[knowledge_base:ik_ovs|Information Concept]] is a document capturing the management plan through the Enterprise Architecture method. It builds on the objectives set out, in particular, in the internal "Authority Development Strategy" and the "Authority ICT Strategy" (if developed separately), as well as the objectives of the ICD, the Government Programme Statement and the Departmental and Authority Sector Strategies. The objectives set out in these strategies (in particular for the development of the Authority and ICT) must be SMART, i.e. according to the Strategic Management Method, incl. Balanced ScoreCard.+The [[:en:znalostni_baze:ik_ovs|Information Concept]] is a document capturing the management plan through the Enterprise Architecture method. It builds on the objectives set out, in particular, in the internal "Authority Development Strategy" and the "Authority ICT Strategy" (if developed separately), as well as the objectives of the ICD, the Government Programme Statement and the Departmental and Authority Sector Strategies. The objectives set out in these strategies (in particular for the development of the Authority and ICT) must be SMART, i.e. according to the Strategic Management Method, incl. Balanced ScoreCard.
  
 The most common appropriate methods for fulfilling the principle: The most common appropriate methods for fulfilling the principle:
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 Z4 - The architecture of individual ICT solutions must be designed according to the business architecture of the agenda, in context to the architecture of the whole OSS and the whole eGovernment. In particular, the shared services of OVS and eGovernment and the potential for further sharing must be taken into account. Z4 - The architecture of individual ICT solutions must be designed according to the business architecture of the agenda, in context to the architecture of the whole OSS and the whole eGovernment. In particular, the shared services of OVS and eGovernment and the potential for further sharing must be taken into account.
  
-Each entity is required to maintain its EA model up-to-date, at a level of detail appropriate to its size, and consistent with the mandatory content specified by the Home Office that represents common shared services and architecture elements, and consistent with the content of its [[knowledge_base:ik_ovs|Information Concept]].+Each entity is required to maintain its EA model up-to-date, at a level of detail appropriate to its size, and consistent with the mandatory content specified by the Home Office that represents common shared services and architecture elements, and consistent with the content of its [[:en:znalostni_baze:ik_ovs|Information Concept]].
  
 The architecture is four-layered, i.e. for each process/agenda there is a link to the relevant ISVS applications (and/or operational systems) that support the process, then a link to the relevant technology and communications infrastructure in which the systems are implemented and operated. The architecture is four-layered, i.e. for each process/agenda there is a link to the relevant ISVS applications (and/or operational systems) that support the process, then a link to the relevant technology and communications infrastructure in which the systems are implemented and operated.
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 ==== Requirements and Change Management====  ==== Requirements and Change Management==== 
 <WRAP center round box 100%> <WRAP center round box 100%>
-Z5 - Evaluating feedback, incidents and service requests. A functional requirements lifecycle management process (for new features, changes, risk elimination measures) is critical from an information services and architecture change management perspective. Requirements must be continuously recorded, evaluated and incorporated into updates of [[knowledge_base:ik_ovs|information concept of the entity]], programme documents, investment plans, projects or minor change plans.+Z5 - Evaluating feedback, incidents and service requests. A functional requirements lifecycle management process (for new features, changes, risk elimination measures) is critical from an information services and architecture change management perspective. Requirements must be continuously recorded, evaluated and incorporated into updates of [[:en:znalostni_baze:ik_ovs|information concept of the entity]], programme documents, investment plans, projects or minor change plans.
 </WRAP> </WRAP>
  
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 As a document primarily addressed to the heads (managers) of the ICT units of the VS authorities, the MIRCTs are practice-oriented and therefore first provide essential information on how to manage and how to use the different methods in two areas, levels of management: As a document primarily addressed to the heads (managers) of the ICT units of the VS authorities, the MIRCTs are practice-oriented and therefore first provide essential information on how to manage and how to use the different methods in two areas, levels of management:
  
-  * [[methods_document:rizeni_jednotlivych_ict_reseni|in the management within the life cycle of each ISVS]],+  * [[:en:metody_dokument:rizeni_jednotlivych_ict_reseni|in the management within the life cycle of each ISVS]],
   * [[methods_dokument:rizeni_at_uravni_utvaru_ict|in the management of assets, projects, processes and IT capabilities of the authority as a whole]],   * [[methods_dokument:rizeni_at_uravni_utvaru_ict|in the management of assets, projects, processes and IT capabilities of the authority as a whole]],
  
-Subsequently, information is provided on the necessary other capabilities of the Authority that the IT Service Manager can and must rely on and naturally build upon (economics, HR, security, real estate, purchasing, etc.). These capabilities are drawn upon by the IT manager as a service to other operational units of the Authority, see [[methods_document:cooperation_with_other_offices_and_egovernment|Collaboration with other offices and eGovernment units]].+Subsequently, information is provided on the necessary other capabilities of the Authority that the IT Service Manager can and must rely on and naturally build upon (economics, HR, security, real estate, purchasing, etc.). These capabilities are drawn upon by the IT manager as a service to other operational units of the Authority, see [[:en:metody_dokument:cooperation_with_other_offices_and_egovernment|Collaboration with other offices and eGovernment units]].
  
 All of the following information is de facto a description of the target (desired, optimised) future state of ICT management in the Ministry of the Interior and other institutions, which can be achieved by implementing these recommendations in individual OSS and by creating central assumptions. All of the following information is de facto a description of the target (desired, optimised) future state of ICT management in the Ministry of the Interior and other institutions, which can be achieved by implementing these recommendations in individual OSS and by creating central assumptions.