{"id":10139,"date":"2017-12-21T10:23:15","date_gmt":"2017-12-21T09:23:15","guid":{"rendered":"https:\/\/www.soitron.com\/?p=10139"},"modified":"2017-12-21T10:25:57","modified_gmt":"2017-12-21T09:25:57","slug":"osm-zasad-efektivni-spoluprace-byznysu","status":"publish","type":"post","link":"https:\/\/new.soitron.com\/cs\/osm-zasad-efektivni-spoluprace-byznysu\/","title":{"rendered":"OSM Z\u00c1SAD EFEKTIVN\u00cd SPOLUPR\u00c1CE IT A BYZNYSU"},"content":{"rendered":"

V 21. stolet\u00ed u\u017e asi nenajdeme firmu, kter\u00e1 pro sv\u00e9 fungov\u00e1n\u00ed nepot\u0159ebuje vyu\u017e\u00edvat informa\u010dn\u00ed technologie. Pr\u00e1v\u011b naopak. IT se st\u00e1v\u00e1 nezbytnou sou\u010d\u00e1st\u00ed podnikov\u00fdch proces\u016f u\u017e automaticky. \u010castokr\u00e1t je p\u0159\u00edmo element\u00e1rn\u00edm prvkem, d\u00edky n\u011bmu\u017e firma dok\u00e1\u017ee dob\u0159e fungovat.<\/em><\/p>\n

P\u0159esto se ukazuje, \u017ee pou\u017eit\u00e9 IT \u0159e\u0161en\u00ed neodr\u00e1\u017eej\u00ed podnikov\u00e9 aktivity a strategick\u00e9 c\u00edle firmy, co\u017e je \u010dastokr\u00e1t na \u0161kodu. Pr\u00e1v\u011b spr\u00e1vn\u011b nastaven\u00e9 IT procesy dok\u00e1\u017e\u00ed v\u00fdrazn\u011b zjednodu\u0161it fungov\u00e1n\u00ed firmy a pomohou j\u00ed tak dos\u00e1hnout v\u011bt\u0161\u00ed konkuren\u010dn\u00ed v\u00fdhody. A to nap\u0159\u00edklad d\u00edky optimalizaci IT zdroj\u016f, odstran\u011bn\u00ed nepot\u0159ebn\u00fdch \u010dinnost\u00ed nebo vyu\u017eit\u00ed inovativn\u00edch \u0159e\u0161en\u00ed.<\/p>\n

V na\u0161\u00ed praxi se \u010dasto setk\u00e1v\u00e1me s podobn\u00fdmi probl\u00e9my. Identifikovali jsme 8 hlavn\u00edch z\u00e1sad, d\u00edky kter\u00fdm se d\u00e1 chyb\u00e1m \u0161ikovn\u011b vyhnout.<\/p>\n

1. Mluvme spole\u010dnou \u0159e\u010d\u00ed<\/strong><\/h4>\n

I kdy\u017e p\u0159edstavitel\u00e9 IT a byznys odd\u011blen\u00ed v\u011bt\u0161inou nepoch\u00e1zej\u00ed z r\u016fzn\u00fdch zem\u00ed, p\u0159i vz\u00e1jemn\u00e9 komunikaci to ob\u010das vypad\u00e1, jako kdyby mluvili jinou \u0159e\u010d\u00ed. Je proto d\u016fle\u017eit\u00e9, aby z\u00fa\u010dastn\u011bn\u00e9 strany pou\u017e\u00edvaly stejnou terminologii a rozum\u011bli v\u00fdraz\u016fm, kter\u00e9 druh\u00e1 strana pou\u017e\u00edv\u00e1. K tomuto \u00fa\u010delu m\u016f\u017ee poslou\u017eit knihovna BiSL (Business Information Service Library) kter\u00e1 je ve\u0159ejn\u011b dostupn\u00fdm zdrojem best practice pro implementaci \u0159\u00edzen\u00ed byznys informac\u00ed (Business Information Management). Jej\u00edm nejd\u016fle\u017eit\u011bj\u0161\u00edm p\u0159\u00ednosem je zaveden\u00ed spole\u010dn\u00e9ho jazyka v r\u00e1mci organizace, co\u017e umo\u017e\u0148uje lep\u0161\u00ed porozum\u011bn\u00ed v komunikac\u00ed mezi z\u00fa\u010dastn\u011bn\u00fdmi stranami. Krom\u011b odborn\u00fdch term\u00edn\u016f je vhodn\u00e9 pou\u017e\u00edvat i jednoduch\u00e9 grafick\u00e9 prost\u0159edky, jako nap\u0159. traffic lights nebo my\u0161lenkov\u00e9 mapy.<\/p>\n

2. V<\/strong>ra\u0165me IT do firmy<\/b><\/h4>\n

P\u0159esto\u017ee IT odd\u011blen\u00ed je v\u011bt\u0161inou sou\u010d\u00e1st\u00ed firemn\u00ed organiza\u010dn\u00ed struktury, \u010dasto se st\u00e1v\u00e1, \u017ee nen\u00ed p\u0159i diskus\u00edch o strategick\u00fdch z\u00e1m\u011brech firmy \u010di dal\u0161\u00edch d\u016fle\u017eit\u00fdch ot\u00e1zk\u00e1ch, kter\u00e9 maj\u00ed dopad i na vnit\u0159n\u00ed IT prost\u0159ed\u00ed. Je d\u016fle\u017eit\u00e9, aby ob\u011b strany m\u011bly jasn\u00e9 informace o tom, kam firma kr\u00e1\u010d\u00ed.<\/p>\n

3. <\/strong>Jakou hodnotu m\u00e1 na\u0161e IT?<\/b><\/h4>\n

\u010cast\u00fdm jevem je i nepochopen\u00ed hodnoty firemn\u00edho IT. Nen\u00ed j\u00ed suma po\u0159izovac\u00ed ceny jednotliv\u00fdch komponent\u016f (hardware, software, licence). Skute\u010dnou hodnotou je to, co tyto komponenty firm\u011b poskytuj\u00ed a jak j\u00ed dok\u00e1\u017e\u00ed pomoci p\u0159i dosahov\u00e1n\u00ed obchodn\u00edch c\u00edl\u016f. Proto zak\u00e1zky v oblasti IT nelze ch\u00e1pat jako n\u00e1kup, ale jako investici. Vysok\u00e1 cena IT vybaven\u00ed toti\u017e nep\u0159edstavuje i vysokou hodnotu, kter\u00e1 se nevyhnuteln\u011b vr\u00e1t\u00ed zp\u011bt do firmy. Z tohoto d\u016fvodu byla vyvinuta i metodika IT 4 IT<\/a>, pomoc\u00ed n\u00ed\u017e lze udr\u017eet hodnotu, kterou IT p\u0159in\u00e1\u0161\u00ed firm\u011b b\u011bhem cel\u00e9ho \u017eivotn\u00edho cyklu.<\/p>\n

4. J<\/strong>ak to poc\u00edt\u00ed byznys?<\/b><\/h4>\n

IT \u010dastokr\u00e1t prov\u00e1d\u00ed podp\u016frnou funkci pro obchodn\u00ed \u010dinnosti firmy. Je proto t\u0159eba jasn\u011b ur\u010dit, jak\u00fd dopad na fungov\u00e1n\u00ed ostatn\u00edch oblast\u00ed firmy bude m\u00edt zm\u011bna v IT \u0159e\u0161en\u00edch. Zejm\u00e9na, zda tato zm\u011bna opravdu p\u0159inese to, co od n\u00ed management o\u010dek\u00e1v\u00e1. Je tedy nezbytn\u00e9, aby ob\u011b strany jasn\u011b ch\u00e1paly d\u016fvod, smysl, jako\u017e i v\u00fdsledn\u00fd efekt ka\u017ed\u00e9 zm\u011bny. Inovace v IT tedy mus\u00ed v\u017edy odr\u00e1\u017eet \u00fa\u010del, kv\u016fli kter\u00e9mu se pro ni mana\u017ee\u0159i rozhodli a mus\u00ed p\u0159in\u00e9st to, co od n\u00ed po\u017eaduj\u00ed.<\/p>\n

5. Komu to\u00a0<\/strong>pat\u0159\u00ed<\/strong>?<\/strong><\/h4>\n

Dal\u0161\u00edm prvkem, kter\u00fd pom\u016f\u017ee propojen\u00ed IT a byznys odd\u011blen\u00ed ve firm\u011b, je ur\u010den\u00ed vlastnictv\u00ed. Pou\u017e\u00edvan\u00e9 syst\u00e9my, procesy i data mus\u00ed m\u00edt v\u017edy sv\u00e9ho vlastn\u00edka. Ten m\u00e1 toti\u017e sv\u00e9 \u00fakoly a je zodpov\u011bdn\u00fd za to, aby pou\u017eit\u00e1 \u0159e\u0161en\u00ed byla spr\u00e1vn\u011b zam\u011b\u0159ena na \u00fa\u010del, kter\u00fd t\u00edm chceme dos\u00e1hnout. Aby tak cel\u00fd proces d\u011blal p\u0159esn\u011b to, co chceme, a aby data p\u0159in\u00e1\u0161ela hodnotu, kterou p\u0159in\u00e1\u0161et maj\u00ed. Pro tento \u00fa\u010del existuje metodika RACI, pomoc\u00ed kter\u00e9 lze definovat vlastn\u00edky, jako\u017e i dal\u0161\u00ed podp\u016frn\u00e9 role. Pom\u016f\u017ee ur\u010dit, jak bude proces fungovat a kdy bude plnit to, co od n\u011bj pot\u0159ebujeme.<\/p>\n

6. V\u00edm, co o\u010dek\u00e1v\u00e1m od IT?<\/strong><\/h4>\n

V praxi \u010dasto doch\u00e1z\u00ed k rozd\u00edln\u00e9mu p\u0159\u00edstupu v komunikaci s intern\u00edm a extern\u00edm klientem. P\u0159i objedn\u00e1v\u00e1n\u00ed extern\u00ed slu\u017eby je vypracov\u00e1na p\u0159esn\u00e1 specifikace po\u017eadavk\u016f a parametr\u016f a dodavatel jasn\u011b \u0159ekne, jak\u00fdm zp\u016fsobem bude dod\u00e1na. P\u0159i komunikaci v r\u00e1mci firmy se v\u0161ak nejednou st\u00e1v\u00e1, \u017ee IT nev\u00ed \u00fapln\u011b p\u0159esn\u011b, co od n\u011bj byznys o\u010dek\u00e1v\u00e1 a jak\u00fdm zp\u016fsobem mu to m\u00e1 dodat. Proto by se p\u0159i objedn\u00e1vk\u00e1ch intern\u00edch slu\u017eeb m\u011bl kl\u00e1st stejn\u00fd d\u016fraz na p\u0159esnou definici po\u017eadavk\u016f, jako je tomu v p\u0159\u00edpad\u011b objedn\u00e1vky z extern\u00edho prost\u0159ed\u00ed. Dokonce by se v takov\u00fdch p\u0159\u00edpadech m\u011bl pou\u017e\u00edt i princip monitorov\u00e1n\u00ed a vyhodnocov\u00e1n\u00ed. Tedy zda slu\u017eba dod\u00e1na vlastn\u00edm IT odd\u011blen\u00edm opravdu spl\u0148uje parametry, kter\u00e9 od n\u00ed byznys o\u010dek\u00e1val. U\u017eite\u010dn\u00e9 je i koordinace o\u010dek\u00e1v\u00e1n\u00ed byznysu a synchronizaci pohled\u016f obou stran na v\u00fdsledek, kter\u00fd m\u00e1 b\u00fdt dod\u00e1n.<\/p>\n

7. Neu\u010dit se to, co u\u017e v\u00edm<\/strong><\/h4>\n

\u010casto se ve v\u011bt\u0161\u00edm prost\u0159ed\u00ed firmy st\u00e1v\u00e1, \u017ee znalosti a informace, kter\u00e9 ji\u017e firma jednou nabyla, neaplikuje d\u00e1le. Jednodu\u0161e le\u017e\u00ed n\u011bkde ve vzduchopr\u00e1zdnu. A ti, kte\u0159\u00ed by je mo\u017en\u00e1 pot\u0159ebovali, o nich nev\u011bd\u00ed. Firma tak vynakl\u00e1d\u00e1 \u00fasil\u00ed na \u0159e\u0161en\u00ed n\u011b\u010deho, co ji\u017e v minulosti \u00fasp\u011b\u0161n\u011b zvl\u00e1dla, a pl\u00fdtv\u00e1 tak sv\u00fdmi zdroji.<\/p>\n

IT syst\u00e9my sb\u00edraj\u00ed mno\u017estv\u00ed rozmanit\u00fdch dat z r\u016fzn\u00fdch oblast\u00ed firmy. Proto je d\u016fle\u017eit\u00e9 vyu\u017e\u00edvat postupy, kter\u00fdmi pov\u00fd\u0161\u00edme tato hrub\u00e1 data na \u00farove\u0148 u\u017eite\u010dn\u00fdch informac\u00ed. To je toti\u017e p\u0159idan\u00e1 hodnota, kter\u00e1 dod\u00e1 dat\u016fm dal\u0161\u00ed informa\u010dn\u00ed hodnotu v jin\u00fdch souvislostech. Vn\u00e1\u0161\u00ed do nich logiku, a to n\u00e1m pom\u00e1h\u00e1 \u010dinit rozhodnut\u00ed rychleji a p\u0159esn\u011bji.<\/p>\n

8. Z\u00edskejme ty spr\u00e1vn\u00e9 lidi<\/strong><\/h4>\n

Realizaci projekt\u016f v\u017edy usm\u011br\u0148uj\u00ed mana\u017ee\u0159i. Role IT mana\u017eera \/ \u0158editele IT odd\u011blen\u00ed je v\u0161ak n\u00e1ro\u010dn\u011bj\u0161\u00ed ve srovn\u00e1n\u00ed s ostatn\u00edmi mana\u017eery. Je to z d\u016fvodu, \u017ee propojuje dv\u011b oblasti, jejich\u017e sm\u00fd\u0161len\u00ed je v\u00fdrazn\u011b odli\u0161n\u00e9 – IT a byznys. Specialista v IT sice m\u016f\u017ee m\u00edt dokonalou znalost syst\u00e9m\u016f, ale nemus\u00ed um\u011bt pochopit pot\u0159eby byznysu a specifickou customizaci dan\u00e9ho n\u00e1stroje. Ide\u00e1ln\u00edm p\u0159\u00edpadem tedy je, pokud IT mana\u017eer disponuje vyv\u00e1\u017een\u00fdmi znalostmi z obou oblast\u00ed a dok\u00e1\u017ee pochopit ob\u011b z\u00fa\u010dastn\u011bn\u00e9 strany. Pr\u00e1v\u011b to u n\u011bj vytv\u00e1\u0159\u00ed siln\u00fd p\u0159edpoklad, aby \u00fasp\u011b\u0161n\u011b p\u016fsobil jako komunika\u010dn\u00ed kan\u00e1l p\u0159i propojov\u00e1n\u00ed t\u011bchto dvou sv\u011bt\u016f.<\/p>\n

 <\/p>\n

David Dvo\u0159\u00e1k, CISA, CISM, CRISC, ITIL<\/p>\n

IT Advisory BU Manager<\/p>\n","protected":false},"excerpt":{"rendered":"

V 21. stolet\u00ed u\u017e asi nenajdeme firmu, kter\u00e1 pro sv\u00e9 fungov\u00e1n\u00ed nepot\u0159ebuje vyu\u017e\u00edvat informa\u010dn\u00ed technologie. Pr\u00e1v\u011b naopak. IT se st\u00e1v\u00e1 nezbytnou sou\u010d\u00e1st\u00ed podnikov\u00fdch proces\u016f u\u017e automaticky. \u010castokr\u00e1t je p\u0159\u00edmo element\u00e1rn\u00edm prvkem, d\u00edky n\u011bmu\u017e firma dok\u00e1\u017ee dob\u0159e fungovat. P\u0159esto se ukazuje, \u017ee pou\u017eit\u00e9 IT \u0159e\u0161en\u00ed neodr\u00e1\u017eej\u00ed podnikov\u00e9 aktivity a strategick\u00e9 c\u00edle firmy, co\u017e je \u010dastokr\u00e1t na […]<\/p>\n","protected":false},"author":11,"featured_media":9475,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[144],"tags":[],"news_categories":[388],"class_list":["post-10139","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-clanky-cs","news_categories-ostatni"],"acf":[],"yoast_head":"\nOSM Z\u00c1SAD EFEKTIVN\u00cd SPOLUPR\u00c1CE IT A BYZNYSU - Soitron<\/title>\n<meta name=\"description\" content=\"IT se st\u00e1v\u00e1 automatickou sou\u010d\u00e1st\u00ed podnikov\u00fdch proces\u016f a d\u00edki n\u011bmu firma dok\u00e1\u017ee dob\u0159e fungovat. V praxi se ale setk\u00e1v\u00e1me s probl\u00e9my - jak se jim d\u00e1 vyhnout?\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"cs_CZ\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"OSM Z\u00c1SAD EFEKTIVN\u00cd SPOLUPR\u00c1CE IT A BYZNYSU - Soitron\" \/>\n<meta property=\"og:description\" content=\"IT se st\u00e1v\u00e1 automatickou sou\u010d\u00e1st\u00ed podnikov\u00fdch proces\u016f a d\u00edki n\u011bmu firma dok\u00e1\u017ee dob\u0159e fungovat. 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