{"id":7911,"date":"2017-03-15T14:50:09","date_gmt":"2017-03-15T13:50:09","guid":{"rendered":"https:\/\/www.soitron.com\/?p=7911"},"modified":"2022-03-24T13:16:20","modified_gmt":"2022-03-24T12:16:20","slug":"osem-zasad-efektivnej-spoluprace-it-a-biznisu","status":"publish","type":"post","link":"https:\/\/new.soitron.com\/sk\/osem-zasad-efektivnej-spoluprace-it-a-biznisu\/","title":{"rendered":"Osem z\u00e1sad efekt\u00edvnej spolupr\u00e1ce IT a biznisu"},"content":{"rendered":"

V 21. storo\u010d\u00ed u\u017e asi nen\u00e1jdeme firmu, ktor\u00e1 pre svoje fungovanie nepotrebuje vyu\u017e\u00edva\u0165 informa\u010dn\u00e9 technol\u00f3gie. Pr\u00e1ve naopak. IT sa st\u00e1va nevyhnutnou s\u00fa\u010das\u0165ou podnikov\u00fdch procesov u\u017e automaticky. \u010castokr\u00e1t je priam element\u00e1rnym prvkom, v\u010faka ktor\u00e9mu firma dok\u00e1\u017ee dobre fungova\u0165.<\/strong><\/p>\n

Napriek tomu sa ukazuje, \u017ee pou\u017eit\u00e9 IT rie\u0161enia neodr\u00e1\u017eaj\u00fa podnikov\u00e9 aktivity a\u00a0strategick\u00e9 ciele firmy, \u010do je \u010dastokr\u00e1t na \u0161kodu. Pr\u00e1ve spr\u00e1vne nastaven\u00e9 IT procesy dok\u00e1\u017eu v\u00fdrazne zjednodu\u0161i\u0165 fungovanie firmy a\u00a0pom\u00f4\u017eu jej tak dosiahnu\u0165 v\u00e4\u010d\u0161iu konkuren\u010dn\u00fa v\u00fdhodu. A\u00a0to napr\u00edklad v\u010faka optimaliz\u00e1cii IT zdrojov, odstr\u00e1neniu nepotrebn\u00fdch \u010dinnost\u00ed alebo vyu\u017eitiu inovat\u00edvnych rie\u0161en\u00ed.<\/p>\n

V na\u0161ej praxi sa \u010dasto stret\u00e1vame s\u00a0podobn\u00fdmi probl\u00e9mami. Identifikovali sme 8 hlavn\u00fdch z\u00e1sad, v\u010faka ktor\u00fdm sa d\u00e1 chyb\u00e1m \u0161ikovne vyhn\u00fa\u0165.<\/p>\n

1. Hovorme spolo\u010dnou re\u010dou<\/strong><\/h4>\n

I ke\u010f predstavitelia IT a\u00a0biznis oddelen\u00ed v\u00e4\u010d\u0161inou nepoch\u00e1dzaj\u00fa z\u00a0r\u00f4znych kraj\u00edn, pri vz\u00e1jomnej komunik\u00e1cii to ob\u010das vyzer\u00e1, ako keby hovorili inou re\u010dou. Je preto d\u00f4le\u017eit\u00e9, aby z\u00fa\u010dastnen\u00e9 strany pou\u017e\u00edvali rovnak\u00fa terminol\u00f3giu a\u00a0rozumeli v\u00fdrazom, ktor\u00e9 druh\u00e1 strana pou\u017e\u00edva. Na tento \u00fa\u010del m\u00f4\u017ee posl\u00fa\u017ei\u0165 kni\u017enica BiSL <\/a>(Business Information Service Libary)\u00a0ktor\u00e1 je verejne dostupn\u00fdm zdrojom best practice pre implement\u00e1ciu riadenia biznis inform\u00e1ci\u00ed (Business Information Management). Jej najd\u00f4le\u017eitej\u0161\u00edm pr\u00ednosom je zavedenie spolo\u010dn\u00e9ho jazyka v\u00a0r\u00e1mci organiz\u00e1cie, \u010do umo\u017e\u0148uje lep\u0161ie porozumenie v\u00a0komunik\u00e1ci\u00ed medzi z\u00fa\u010dastnen\u00fdmi stranami. Okrem odborn\u00fdch term\u00ednov je vhodn\u00e9 pou\u017e\u00edva\u0165 aj jednoduch\u00e9 grafick\u00e9 prostriedky, ako napr. traffic lights alebo my\u0161lienkov\u00e9 mapy.<\/p>\n

2. Vr\u00e1\u0165me IT do firmy<\/strong><\/h4>\n

Napriek tomu, \u017ee IT oddelenie je zv\u00e4\u010d\u0161a s\u00fa\u010das\u0165ou firemnej organiza\u010dnej \u0161trukt\u00fary, \u010dasto sa st\u00e1va, \u017ee nie je pri diskusi\u00e1ch o strategick\u00fdch z\u00e1meroch firmy \u010di \u010fal\u0161\u00edch d\u00f4le\u017eit\u00fdch ot\u00e1zkach, ktor\u00e9 maj\u00fa dopad aj na vn\u00fatorn\u00e9 IT prostredie. Je d\u00f4le\u017eit\u00e9, aby obe strany mali jasn\u00e9 inform\u00e1cie o\u00a0tom, kam firma kr\u00e1\u010da.<\/p>\n

3. Ak\u00fa hodnotu m\u00e1 na\u0161e IT?<\/strong><\/h4>\n

\u010cast\u00fdm javom je aj nepochopenie hodnoty firemn\u00e9ho IT. Nie je \u0148ou sum\u00e1r obstar\u00e1vacej ceny jednotliv\u00fdch komponentov (hardv\u00e9r, softv\u00e9r, licencie). Skuto\u010dnou hodnotou je to, \u010do tieto komponenty firme poskytuj\u00fa a\u00a0ako jej dok\u00e1\u017eu pom\u00f4c\u0165 pri dosahovan\u00ed obchodn\u00fdch cie\u013eov. Preto obstar\u00e1vanie v\u00a0oblasti IT netreba ch\u00e1pa\u0165 ako k\u00fapu, ale ako invest\u00edciu. Vysok\u00e1 cena IT vybavenia toti\u017e nepredstavuje aj vysok\u00fa hodnotu, ktor\u00e1 sa nevyhnutne vr\u00e1ti sp\u00e4\u0165 do firmy. Z\u00a0tohto d\u00f4vodu bola vyvinut\u00e1 aj metodika IT 4 IT<\/a>, pomocou ktorej mo\u017eno udr\u017ea\u0165 hodnotu, ktor\u00fa IT prin\u00e1\u0161a firme po\u010das cel\u00e9ho \u017eivotn\u00e9ho cyklu.<\/p>\n

4. Ako to poc\u00edti biznis?<\/strong><\/h4>\n

IT \u010dastokr\u00e1t vykon\u00e1va podporn\u00fa funkciu pre obchodn\u00e9 \u010dinnosti firmy.\u00a0Je preto potrebn\u00e9 jasne ur\u010di\u0165, ak\u00fd dopad na fungovanie ostatn\u00fdch oblast\u00ed firmy bude ma\u0165 zmena v\u00a0IT rie\u0161eniach. Najm\u00e4, \u010di t\u00e1to zmena naozaj prinesie to, \u010do od nej mana\u017ement o\u010dak\u00e1va. Je teda nevyhnutn\u00e9, aby obe strany jasne ch\u00e1pali d\u00f4vod, zmysel, ako aj\u00a0v\u00fdsledn\u00fd efekt ka\u017edej zmeny. Inov\u00e1cia v\u00a0IT teda mus\u00ed v\u017edy odr\u00e1\u017ea\u0165 \u00fa\u010del, kv\u00f4li ktor\u00e9mu sa pre \u0148u mana\u017e\u00e9ri rozhodli a\u00a0mus\u00ed prinies\u0165 to, \u010do od nej po\u017eaduj\u00fa.<\/p>\n

5. Komu to patr\u00ed?<\/strong><\/h4>\n

\u010eal\u0161\u00edm prvkom, ktor\u00fd pom\u00f4\u017ee prepojeniu IT a\u00a0biznis oddelen\u00ed vo firme, je ur\u010denie vlastn\u00edctva. Pou\u017e\u00edvan\u00e9 syst\u00e9my, procesy aj d\u00e1ta musia ma\u0165 v\u017edy svojho vlastn\u00edka. Ten m\u00e1 toti\u017e svoje \u00falohy a je zodpovedn\u00fd za to, aby pou\u017eit\u00e9 rie\u0161enia boli spr\u00e1vne zameran\u00e9 na \u00fa\u010del, ktor\u00fd t\u00fdm chceme dosiahnu\u0165. Aby tak cel\u00fd proces robil presne to, \u010do chceme, a aby d\u00e1ta prin\u00e1\u0161ali hodnotu, ktor\u00fa prin\u00e1\u0161a\u0165 maj\u00fa. Pre tento \u00fa\u010del existuje metodika RACI<\/a>, pomocou ktorej je mo\u017en\u00e9 definova\u0165 vlastn\u00edkov, ako aj \u010fal\u0161ie podporn\u00e9 roly. Pom\u00f4\u017ee ur\u010di\u0165, ako bude proces fungova\u0165 a kedy bude plni\u0165 to, \u010do od neho potrebujeme.<\/p>\n

6. Viem, \u010do o\u010dak\u00e1vam od IT?<\/strong><\/h4>\n

V\u00a0praxi \u010dasto doch\u00e1dza k\u00a0rozdielnemu pr\u00edstupu v komunik\u00e1cii s intern\u00fdm a extern\u00fdm klientom. Pri objedn\u00e1van\u00ed externej slu\u017eby je vypracovan\u00e1 presn\u00e1 \u0161pecifik\u00e1cia po\u017eiadaviek a\u00a0parametrov a\u00a0dod\u00e1vate\u013e jasne povie, ak\u00fdm sp\u00f4sobom bude dodan\u00e1. Pri komunik\u00e1cii v\u00a0r\u00e1mci firmy sa v\u0161ak neraz st\u00e1va, \u017ee IT nevie \u00faplne presne, \u010do od neho biznis o\u010dak\u00e1va a\u00a0ak\u00fdm sp\u00f4sobom mu to\u00a0m\u00e1 doda\u0165. Preto by sa pri objedn\u00e1vkach intern\u00fdch slu\u017eieb mal kl\u00e1s\u0165 rovnak\u00fd d\u00f4raz na presn\u00e9 zadefinovanie po\u017eiadaviek, ako je to v\u00a0pr\u00edpade objedn\u00e1vky z\u00a0extern\u00e9ho prostredia. Dokonca by sa v\u00a0tak\u00fdchto pr\u00edpadoch mal uplat\u0148ova\u0165 aj princ\u00edp monitorovania a\u00a0vyhodnocovania. Teda \u010di slu\u017eba dodan\u00e1 vlastn\u00fdm IT oddelen\u00edm naozaj sp\u013a\u0148a parametre, ktor\u00e9 od nej biznis o\u010dak\u00e1val. U\u017eito\u010dn\u00e9 je aj mana\u017eovanie o\u010dak\u00e1van\u00ed biznisu a zosynchronizovanie poh\u013eadov oboch str\u00e1n na v\u00fdsledok, ktor\u00fd m\u00e1 by\u0165 dodan\u00fd.<\/p>\n

7. Neu\u010di\u0165 sa to, \u010do u\u017e viem<\/strong><\/h4>\n

\u010casto sa vo v\u00e4\u010d\u0161om prostred\u00ed firmy st\u00e1va, \u017ee vedomosti a inform\u00e1cie, ktor\u00e9 u\u017e firma raz nadobudla, neaplikuje \u010falej. Jednoducho le\u017eia niekde vo vzduchopr\u00e1zdne. A\u00a0t\u00ed, ktor\u00ed by ich mo\u017eno potrebovali, o nich nevedia. Firma tak vynaklad\u00e1 \u00fasilie na rie\u0161enie nie\u010doho, \u010do u\u017e v\u00a0minulosti \u00faspe\u0161ne zvl\u00e1dla, a\u00a0mrh\u00e1 tak svojimi zdrojmi.<\/p>\n

IT syst\u00e9my zbieraj\u00fa mno\u017estvo rozmanit\u00fdch d\u00e1t z\u00a0r\u00f4znych oblast\u00ed firmy. Preto je, d\u00f4le\u017eit\u00e9 vyu\u017e\u00edva\u0165 postupy, ktor\u00fdmi pov\u00fd\u0161ime tieto hrub\u00e9 d\u00e1ta na \u00farove\u0148 u\u017eito\u010dn\u00fdch inform\u00e1ci\u00ed. To je toti\u017e pridan\u00e1 hodnota, ktor\u00e1 dod\u00e1 d\u00e1tam \u010fal\u0161iu informa\u010dn\u00fa hodnotu v in\u00fdch s\u00favislostiach. Vn\u00e1\u0161a do nich logiku, a\u00a0to n\u00e1m pom\u00e1ha robi\u0165 rozhodnutia r\u00fdchlej\u0161ie a\u00a0presnej\u0161ie.<\/p>\n

8. Z\u00edskajme t\u00fdch spr\u00e1vnych \u013eud\u00ed<\/strong><\/h4>\n

Realiz\u00e1ciu projektov v\u017edy usmer\u0148uj\u00fa mana\u017e\u00e9ri. \u00daloha IT mana\u017e\u00e9ra\/Riadite\u013ea IT oddelenia je v\u0161ak n\u00e1ro\u010dnej\u0161ia v\u00a0porovnan\u00ed s\u00a0ostatn\u00fdmi mana\u017e\u00e9rmi. Je to z\u00a0d\u00f4vodu, \u017ee prep\u00e1ja dve oblasti, ktor\u00fdch zm\u00fd\u0161\u013eanie je v\u00fdrazne odli\u0161n\u00e9 \u2013 IT a\u00a0biznis. \u0160pecialista v IT s\u00edce m\u00f4\u017ee ma\u0165 dokonal\u00fa znalos\u0165 syst\u00e9mov, no nemus\u00ed vedie\u0165 pochopi\u0165 potreby biznisu a \u0161pecifick\u00fa customiz\u00e1ciu dan\u00e9ho n\u00e1stroja. Ide\u00e1lnym pr\u00edpadom teda je, ak IT mana\u017e\u00e9r disponuje vyv\u00e1\u017een\u00fdmi znalos\u0165ami z\u00a0oboch oblast\u00ed a\u00a0dok\u00e1\u017ee pochopi\u0165 obe z\u00fa\u010dastnen\u00e9 strany. Pr\u00e1ve to u neho vytv\u00e1ra siln\u00fd predpoklad, aby \u00faspe\u0161ne p\u00f4sobil ako komunika\u010dn\u00fd kan\u00e1l pri prep\u00e1jan\u00ed \u00a0t\u00fdchto dvoch svetov.<\/p>\n

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

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

V 21. storo\u010d\u00ed u\u017e asi nen\u00e1jdeme firmu, ktor\u00e1 pre svoje fungovanie nepotrebuje vyu\u017e\u00edva\u0165 informa\u010dn\u00e9 technol\u00f3gie. Pr\u00e1ve naopak. IT sa st\u00e1va nevyhnutnou s\u00fa\u010das\u0165ou podnikov\u00fdch procesov u\u017e automaticky. \u010castokr\u00e1t je priam element\u00e1rnym prvkom, v\u010faka ktor\u00e9mu firma dok\u00e1\u017ee dobre fungova\u0165. Napriek tomu sa ukazuje, \u017ee pou\u017eit\u00e9 IT rie\u0161enia neodr\u00e1\u017eaj\u00fa podnikov\u00e9 aktivity a\u00a0strategick\u00e9 ciele firmy, \u010do je \u010dastokr\u00e1t na […]<\/p>\n","protected":false},"author":28,"featured_media":6380,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[33],"tags":[],"news_categories":[387],"class_list":["post-7911","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-clanky","news_categories-ostatne"],"acf":[],"yoast_head":"\nOsem z\u00e1sad efekt\u00edvnej spolupr\u00e1ce IT a biznisu - Soitron<\/title>\n<meta name=\"description\" content=\"V praxi sa ukazuje, \u017ee pou\u017eit\u00e9 IT rie\u0161enia neodr\u00e1\u017eaj\u00fa strategick\u00e9 ciele firmy, \u010do m\u00f4\u017ee by\u0165 na \u0161kodu. 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