‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺍﻟﮕﻮﻱ ﺗﺪﻭﻳﻦ ﻃﺮﺡ ﺟﺎﻣﻊ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ‬
‫ﻧﻮﺷﺘﻪ‪:‬‬
‫ﻋﻠﻲ ﻓﺘﺢﺍﻟﻠﻬﻲ‬
‫ﺣﻤﻴﺪﺭﺿﺎ ﻧﻴﻜﻮﻓﺮ‬
‫ﻓﺮﻳﺪﻭﻥ ﺷﻤﺲ‬
‫ﺩﺑﻴﺮﺧﺎﻧﻪ‬
‫ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ‬
‫ﺗﺎﺑﺴﺘﺎﻥ ‪۱۳۸۴‬‬
‫ﻓﺘﺢ ﺍﻟﻠﻬﻲ ‪ ،‬ﻋﻠﻲ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ؛ ﺍﻟﮕـﻮﻱ ﺗـﺪﻭﻳﻦ ﻃـﺮﺡ ﺟـﺎﻣﻊ ﻓﻨـﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﺩﺭ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ ) ﮔﺰﺍﺭﺵ ﻧﻬﺎﻳﻲ (‪ /‬ﻧﻮﺷﺘﻪ ﻋﻠﻲ ﻓـﺘﺢ ﺍﻟﻠﻬـﻲ؛ ﺣﻤﻴﺪﺭﺿـﺎ ﻧﻴﻜـﻮﻓﺮ‪ ،‬ﻓﺮﻳـﺪﻭﻥ ﺷـﻤﺲ؛‬
‫ﻭﻳﺮﺍﺳﺘﺎﺭ ﭘﺮﻭﻳﺰ ﺷﻬﺮﻳﺎﺭﻱ‪ ‐ ‐.‬ﺗﻬﺮﺍﻥ ‪ :‬ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ‪ ،‬ﺩﺑﻴﺮﺧﺎﻧﻪ ‪.١٣٨٤ ،‬‬
‫‪ ۱۱۳‬ﺹ ‪ : .‬ﻣﺼﻮﺭ‪ ،‬ﺟﺪﻭﻝ ﻧﻤﻮﺩﺍﺭ‪ ) ‐ ‐ .‬ﺩﺑﻴﺮﺧﺎﻧﻪ ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ؛ ‪( ۸۴ – ۱۸‬‬
‫‪ ۱۲۰۰۰‬ﺭﻳﺎﻝ ‪ISBN 964- 8846-00-6‬‬
‫ﻓﻬﺮﺳﺘﻨﻮﻳﺴﻲ ﺑﺮ ﺍﺳﺎﺱ ﺍﻃﻼﻋﺎﺕ ﻓﻴﭙﺎ‪.‬‬
‫ﻛﺘﺎﺑﻨﺎﻣﻪ‪.‬‬
‫‪ .۱‬ﺳﻴﺎﺳﺖ ﺍﻃﻼﻋﺎﺗﻲ ‐ ‐ ﺍﻳﺮﺍﻥ‪ .۲ .‬ﺍﻃﻼﻉ ﺭﺳﺎﻧﻲ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺩﻭﻟﺘـﻲ ‐ ‐ ﺍﻳـﺮﺍﻥ ‪ .‬ﺍﻟـﻒ‪.‬‬
‫ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ‪ .‬ﺩﺑﻴﺮﺧﺎﻧﻪ ‪ .‬ﺏ‪ .‬ﻋﻨﻮﺍﻥ‪.‬‬
‫‪۶۵۸/۴۰۳۸‬‬
‫‪۲‬ﻑ‪۹‬ﺍﻟﻒ‪HD۳۰/۳۶/‬‬
‫‪۸۴ ‐۲۳۰۸۶‬ﻡ‬
‫ﻛﺘﺎﺑﺨﺎﻧﻪ ﻣﻠﻲ ﺍﻳﺮﺍﻥ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺍﻟﮕﻮﻱ ﺗﺪﻭﻳﻦ ﻃﺮﺡ ﺟﺎﻣﻊ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ‬
‫© ﺣﻖ ﭼﺎﭖ‪ ١٣٨٤ :‬ﺩﺑﻴﺮﺧﺎﻧﺔ ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ‬
‫ﻧﻮﻳﺴﻨﺪﻩ‪:‬‬
‫ﻋﻠﻲ ﻓﺘﺢﺍﻟﻠﻬﻲ‬
‫ﺣﻤﻴﺪﺭﺿﺎ ﻧﻴﮑﻮﻓﺮ‬
‫ﻓﺮﻳﺪﻭﻥ ﺷﻤﺲ‬
‫ﻭﻳﺮﺍﺳﺘﺎﺭ‪ :‬ﭘﺮﻭﻳﺰ ﺷﻬﺮﻳﺎﺭﻱ )‪([email protected]‬‬
‫ﺻﻔﺤﻪﺁﺭﺍ ﻭ ﻧﺴﺨﻪﭘﺮﺩﺍﺯ‪ :‬ﻋﻠﻴﺮﺿﺎ ﻛﺒﻮﺩﺍﻥ )‪([email protected]‬‬
‫ﻃﺮﺍﺡ ﺟﻠﺪ ﻭ ﻧﺎﻇﺮ ﭼﺎﭖ‪ :‬ﺳﻌﻴﺪ ﺯﺭﺍﻋﺘﻲ )‪([email protected]‬‬
‫ﻟﻴﺘﻮﮔﺮﺍﻓﻲ‪ ،‬ﭼﺎﭖ ﻭ ﺻﺤﺎﻓﻲ‪ :‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﮔﻞﻭﺍﮊﻩ‬
‫ﻧﻮﺑﺖ ﭼﺎﭖ‪ :‬ﺍﻭﻝ ‪١٣٨٤‬‬
‫ﺷﻤﺎﺭﮔﺎﻥ‪ ۱۵۰۰ :‬ﻧﺴﺨﻪ‬
‫ـ‪12‬ـ‪ISBN: 964 -8846 -00 -6‬‬
‫ﺷﺎﺑﻚ‪٩٦٤٤‐ ٨٨٤٦ ‐٠٠ ‐٦ :‬‬
‫ﺷﻤﺎﺭﺓ ﭘﻴﺎﭘﻲ ﺍﻧﺘﺸﺎﺭﺍﺕ ﺩﺑﻴﺮﺧﺎﻧﻪ‪١٨ :‬ـ‪٨٤‬‬
‫ﻗﻴﻤﺖ‪ ١٢/٠٠٠ :‬ﺭﻳﺎﻝ‬
‫ﻧﺸﺎﻧﻲ ﭘﺴﺘﻲ‪ :‬ﺗﻬﺮﺍﻥ‪ ،‬ﺧﻴﺎﺑﺎﻥ ﺷﺮﻳﻌﺘﻲ‪ ،‬ﻧﺮﺳﻴﺪﻩ ﺑﻪ ﭼﻬﺎﺭﺭﺍﻩ ﺷﻬﻴﺪ ﻗﺪﻭﺳﻲ‪ ،‬ﻧﺒﺶ ﺍﻧﺪﻳﺸﻪ ﻳﻜﻢ‪ ،‬ﺷﻤﺎﺭﺓ ‪٨٠٨‬‬
‫ﺗﻠﻔﻦ‪ ٨٨٤٤٨٠٣٧ :‬ﻭ ‪ ، ٨٨٤٤٨٠٣٨‬ﻧﻤﺎﺑﺮ‪ ، ٨٨٤٤٨٠٣٨ :‬ﺹ‪ .‬ﭖ‪١٦٣١٥‐١٣١٥ :‬‬
‫ﻧﺸﺎﻧﻲ ﻭﺑﮕﺎﻩ‪www.scict.ir :‬‬
‫ﻓﻬﺮﺳﺖ ﻣﻄﺎﻟﺐ‬
‫ﻣﻘﺪﻣﻪ ‪۹.....................................................................................................................................................................‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ‪۱۳...............................‬‬
‫‪ .۱ .۱‬ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺘﻲ ‪١٣....................................................................................................................................‬‬
‫‪ .۲ .۱‬ﺗﺠﺮﺑﺔ ﺩﺍﻧﻤﺎﺭﻙ‪١٤.....................................................................................................................................‬‬
‫‪ .١ .٢ .١‬ﺗﻮﺻﻴﻪﻫﺎﻱ ﻋﻤﺪﻩ‪١٤........................................................................................................................‬‬
‫‪ .٢ .٢ .١‬ﻋﻨﺎﺻﺮ ﭼﺎﺭﭼﻮﺏ ‪١٥.......................................................................................................................‬‬
‫‪ .۳ .۱‬ﺗﺠﺮﺑﺔ ﻛﺎﻧﺎﺩﺍ ‪١٨..........................................................................................................................................‬‬
‫‪ .۴ .۱‬ﺗﺠﺮﺑﺔ ﻛﺮﺓ ﺟﻨﻮﺑﻲ ‪١٩..................................................................................................................................‬‬
‫‪ .١ .٤ .١‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﻭﻟﺘﻲ )‪٢١............................................................................... (GEAF‬‬
‫‪ .۵ .۱‬ﺗﺠﺮﺑﺔ ﺍﻧﮕﻠﺴﺘﺎﻥ ‪٢٢......................................................................................................................................‬‬
‫‪ .۶ .۱‬ﺗﺠﺮﺑﺔ ﺁﻣﺮﻳﻜﺎ ‪٢٤........................................................................................................................................‬‬
‫‪ .١ .٦ .١‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ ‪٢٤..............................................................................................‬‬
‫‪ .۷ .۱‬ﺗﺠﺮﺑﺔ ﻧﻴﻮﺯﻟﻨﺪ ‪٢٧........................................................................................................................................‬‬
‫‪ .١ .٧ .١‬ﭼﺎﺭﭼﻮﺏ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ‪٢٧..................................................................................‬‬
‫‪ .۸ .۱‬ﺗﺠﺮﺑﺔ ﺁﻟﻤﺎﻥ ‪٢٩..........................................................................................................................................‬‬
‫‪ .١ .٨ .١‬ﻫﺪﻑ ﺍﺯ ‪٢٩........................................................................................................................ SAGA‬‬
‫‪ .٢ .٨ .١‬ﺩﺍﻣﻨﻪ‪٣٠..........................................................................................................................................‬‬
‫‪ .٣ .٨ .١‬ﺍﺻﻮﻝ ‪٣٠........................................................................................................................................‬‬
‫‪ .٤ .٨ .١‬ﻣﺪﻝ ﻣﺮﺟﻊ ‪٣٠.................................................................................................................... SAGA‬‬
‫‪ .۹ .۱‬ﺗﺠﺮﺑﺔ ﻭﺯﺍﺭﺕﺧﺎﻧﻪﻫﺎﻱ ﺍﻧﺮﮊﻱ ﻭﺣﻤﻞ ﻭ ﻧﻘﻞ ﺩﺭ ﺁﻣﺮﻳﻜﺎ ‪٣١............................................................................‬‬
‫‪ .۱۰ .۱‬ﻧﺘﻴﺠﻪ ﮔﻴﺮﻱ ‪٣٤........................................................................................................................................‬‬
‫‪ .١ .١٠ .١‬ﻧﮑﺎﺕ ﻋﻤﻮﻣﻲ ‪٣٤..........................................................................................................................‬‬
‫‪ .٢ .١٠ .١‬ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺷﺮﺍﻳﻂ ﻓﻌﻠﻲ ﺍﻳﺮﺍﻥ ‪٣٥......................................................................................................‬‬
‫‪ .٣ .١٠ .١‬ﺁﻣﻮﺧﺘﻪﻫﺎ ‪٣٦................................................................................................................................‬‬
‫‪ .۱۱ .۱‬ﻓﻬﺮﺳﺖ ﻣﻨﺎﺑﻊ‪٣٧.......................................................................................................................................‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ‪۳۹......................................................................................................................‬‬
‫‪ .۱ .۲‬ﻃﺒﻘﻪﺑﻨﺪﻱ ﻣﺴﺎﺋﻞ ﭘﻴﺮﺍﻣﻮﻥ ﭼﺎﺭﭼﻮﺏ‪٤٠........................................................................................................‬‬
‫‪ .۲ .۲‬ﻣﺆﻟﻔﻪﻫﺎ ﻛﺪﺍﻣﻨﺪ؟ ‪٤٠...................................................................................................................................‬‬
‫‪ .١ .٢ .٢‬ﻧﺘﺎﻳﺞ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ‪٤١...............................................................................‬‬
‫‪ .۲ .۲ .۲‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ‪٤٢................................................................................................................................‬‬
‫‪ .٣ .٢ .٢‬ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ‪٤٣...................................................................................................................................‬‬
‫‪ .٤ .٢ .٢‬ﻧﻈﺎﻡ ﻧﮕﻬﺪﺍﺷﺖ ‪٤٤..........................................................................................................................‬‬
‫‪ .۵ .۲ .۲‬ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ ‪٤٤................................................................................................................................‬‬
‫‪ .٦ .٢ .٢‬ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ‪٤٥.................................................................................................................‬‬
‫‪ .۷ .۲ .۲‬ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ‪٤٦................................................................................................................‬‬
‫‪ .٨ .٢ .٢‬ﻣﺤﻴﻂ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ‪٤٨...........................................................................................................‬‬
‫‪ .٩ .٢ .٢‬ﻣﻄﺎﻟﻌﺎﺕ ﺗﻄﺒﻴﻘﻲ ‪٤٩........................................................................................................................‬‬
‫‪ .۳ .۲‬ﻣﺆﻟﻔﻪﻫﺎ ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺷﻮﻧﺪ؟ ‪٤٩..............................................................................‬‬
‫‪ .۴ .۲‬ﻣﺆﻟﻔﻪﻫﺎ ﺩﺭ ﭼﻪ ﻣﺤﻞﻫﺎﻳﻲ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﻣﻲﺷﻮﻧﺪ؟ ‪٥٣.................................................................‬‬
‫‪ .۵ .۲‬ﭼﻪ ﻛﺴﺎﻧﻲ ﻣﺴﺌﻮﻝ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﻫﺴﺘﻨﺪ؟‪٥٤..................................................................‬‬
‫‪ .۶ .۲‬ﺯﻣﺎﻥﺑﻨﺪﻱ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺑﻪ ﭼﻪ ﺗﺮﺗﻴﺐ ﺍﺳﺖ؟ ‪٥٩...........................................................‬‬
‫‪ .۷ .۲‬ﭼﻪ ﻗﻮﺍﻋﺪﻱ ﺑﺮ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺣﺎﻛﻢ ﺍﺳﺖ؟ ‪٦٠..............................................................‬‬
‫‪ .۸ .۲‬ﺿﻤﻴﻤﺔ ﺍﻟﻒ‪ :‬ﺳﻄﻮﺡ ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﻔﺎﺩﺓ ﻣﺠﺪﺩ ﺑﺮﺍﺳﺎﺱ ﻣﻌﻤﺎﺭﻱ ﻣﺆﻟﻔﻪـ ﻣﺤﻮﺭ ﺧﺪﻣﺖـﮔﺮﺍ ‪٦١..............................‬‬
‫‪ .۹ .۲‬ﺿﻤﻴﻤﺔ ﺏ‪ :‬ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ ‪٦٢.....................................................................................................‬‬
‫‪ .۱۰ .۲‬ﻓﻬﺮﺳﺖ ﻣﻨﺎﺑﻊ‪٦٣.......................................................................................................................................‬‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۶۵..........................................................................................................................................‬‬
‫‪ .۱ .۳‬ﺳﻄﺢ ‪ ۲‬ﭼﺎﺭﭼﻮﺏ ‪٦٧.................................................................................................................................‬‬
‫‪ .١ .١ .٣‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ‪٦٨.................................................................................................‬‬
‫‪ .٢ .١ .٣‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ‪٧٢................................................................................................‬‬
‫‪ .٣ .١ .٣‬ﭼﺎﺭﭼﻮﺏ ﺳﻪﺑﻌﺪﻱ ‪٧٤....................................................................................................................‬‬
‫‪ .۲ .۳‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ‪٧٥....................................................................................................................................‬‬
‫‪ .۳ .۳‬ﻧﻜﺎﺕ ﻗﺎﺑﻞ ﻣﻼﺣﻈﻪ ‪٧٩................................................................................................................................‬‬
‫‪ .۴ .۳‬ﭘﺮﻭﮊﻩﻫﺎﻱ ﺁﺗﻲ ‪٨٠......................................................................................................................................‬‬
‫‪ .۵ .۳‬ﻭﺍﮊﻩﻧﺎﻣﻪ‪٨٢.................................................................................................................................................‬‬
‫‪ .۶ .۳‬ﻣﺮﺍﺟﻊ ﻭ ﻣﻨﺎﺑﻊ ‪٨٨........................................................................................................................................‬‬
‫‪ .۷ .۳‬ﺿﻤﻴﻤﻪ‪ :‬ﻧﻤﻮﻧﻪ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ‪٨٨..........................................................................................‬‬
‫ﻓﻬﺮﺳﺖ ﺷﻜﻠﻬﺎ‬
‫ﺷﻜﻞ ‪ ۱‐۱‬ﻓﺮﺁﻳﻨﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻜﻲ ﺍﺯ ﻋﻨﺎﺻﺮ ﭼﺎﺭﭼﻮﺏ ﻣﺸﺘﺮﻙ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺍﻧﻤﺎﺭﻙ ‪١٦.............‬‬
‫ﺷﻜﻞ ‪ ۲‐۱‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ ﺩﺭ ﻳﻚ ﻧﮕﺎﻩ ‪٢٥.....................................................................................‬‬
‫ﺷﻜﻞ ‪ ۳‐۱‬ﻣﺪﻝ ﻻﻳﻪﺍﻱ ﭼﺎﺭﭼﻮﺏ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻧﻴﻮﺯﻳﻠﻨﺪ ‪٢٨.............................................................‬‬
‫ﺷﻜﻞ ‪ ۴‐۱‬ﻣﺪﻝ ﻣﺮﺟﻊ ﭘﺮﺩﺍﺯﺵ ﺗﻮﺯﻳﻊﺷﺪﺓ ﺑﺎﺯ ‪٣١.........................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۵‐۱‬ﺷﻤﺎﻱ ﺳﻄﺢ ﺑﺎﻻﻱ ﭼﺎﺭﭼﻮﺏ ﻣﺪﻳﺮﻳﺖ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﻭﺯﺍﺭﺕ ﺍﻧﺮﮊﻱ ﺁﻣﺮﻳﻜﺎ ‪٣٣...............‬‬
‫ﺷﻜﻞ ‪ ۱‐۲‬ﻓﺮﺁﻳﻨﺪ ﭼﻬﺎﺭ ﻣﺮﺣﻠﻪﺍﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ‪٥٠................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۲‐۲‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﻋﻤﻮﻣﻲ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٥٢...................................................................‬‬
‫ﺷﻜﻞ ‪ ۳‐۲‬ﺷﻤﺎﻱ ﻣﻔﻬﻮﻣﻲ ﺳﻄﺢ ﺑﺎﻻ ﺍﺯ ﻣﺤﻞﻫﺎﻱ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ‪٥٣................................................‬‬
‫ﺷﻜﻞ ‪ ۴‐۲‬ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻤﻮﻧﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ‪٥٧..........................................................................‬‬
‫ﺷﻜﻞ ‪ ۵‐۲‬ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ ‪٦٢......................................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۱‐۳‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ‪٦٦...................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۲‐۳‬ﭼﺎﺭﭼﻮﺏ ﺳﻪﺑﻌﺪﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺑﻄﻦ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ )ﻣﻜﻌﺐ ﻣﻌﻤﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ( ‪٧٥..............................................................................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۳‐۳‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ‪ ۱‬ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ‪٧٧...................................................................‬‬
‫ﺷﻜﻞ ‪ ۴‐۳‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ‪ ۲‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ‪٧٨.......................................................................‬‬
‫ﺷﻜﻞ ‪ ۵‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻔﻬﻮﻡ ﻛﺴﺐﻭﻛﺎﺭ ﻳﺎ ﺷﺒﻜﺔ ﺁﻣﺎﺩ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺳﺎﺯﻣﺎﻥ ‪٨٩.....................................................‬‬
‫ﺷﻜﻞ ‪ ۶‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻓﺮﺁﻳﻨﺪﻱ ﺍﺯ ﺯﺍﻭﻳﺔ ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ ‪٩٠...............................................................‬‬
‫ﺷﻜﻞ ‪ ۷‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ ‪٩١........................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۸‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﻓﺮﺁﻳﻨﺪ ‪٩٢................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۹‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻌﻨﺎﻳﻲ ﺩﺭ ﻳﻚ ﺣﻮﺯﺓ ﻣﻮﺿﻮﻋﻲ ﺧﺎﺹ‪٩٣.......................................................................‬‬
‫ﺷﻜﻞ ‪ ۱۰‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻮﺍﺭﺩ ﻛﺎﺭﺑﺮﻱ ﻛﺴﺐﻭﻛﺎﺭ ‪٩٤......................................................................................‬‬
‫ﺷﻜﻞ ‪ ۱۱‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻔﻬﻮﻡ ﺷﺒﻜﻪ ‪٩٥...........................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۱۲‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﺆﻟﻔﻪ ‪٩٦.....................................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۱۳‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﺍﺳﺘﻘﺮﺍﺭ ‪٩٧...................................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۱۴‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﺯﻣﺎﻥﺑﻨﺪﻱ ﺩﺭ ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ‪٩٨...................................................................................................‬‬
‫ﺷﻜﻞ ‪ ۱۵‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻣﺎﺗﺮﻳﺲ ﻓﺮﺁﻳﻨﺪ‐ ﻣﻮﺟﻮﺩﻳﺖ ﺍﻃﻼﻋﺎﺗﻲ )‪٩٩............................................................. (CRUD‬‬
‫ﻓﻬﺮﺳﺖ ﺟﺪﻭﻟﻬﺎ‬
‫ﺟﺪﻭﻝ ‪ ۱‐۱‬ﻓﻬﺮﺳﺖ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺩﺭ ﺩﻭﻟﺖ ﻛﺮﻩﻱﺟﻨﻮﺑﻲ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ‪۲۰................................‬‬
‫ﺟﺪﻭﻝ ‪ ۲‐۱‬ﭼﺎﺭﭼﻮﺏ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﻭﻟﺘﻲ ﻛﺮﺓ ﺟﻨﻮﺑﻲ ‪۲۱.......................................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۳‐۱‬ﺟﺪﻭﻝ ﻧﻤﺎﻳﺶ ﻧﺤﻮﺓ ﺗﻮﺯﻳﻊ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ‪۲۶.............................................. FEAF‬‬
‫ﺟﺪﻭﻝ ‪ ۱‐۲‬ﻣﺮﺍﺣﻞ ﭘﻴﺸﻨﻬﺎﺩﻱ ﻓﺮﺁﻳﻨﺪ ﺗﺪﻭﻳﻦ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ‪۵۱.................................................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۲‐۲‬ﺑﺮﺧﻲ ﺍﺯ ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺩﺭ ﺭﻭﻧﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ‪۵۴...........................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۳‐۲‬ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻗﺎﺑﻞ ﺗﻌﺮﻳﻒ ﺩﺭ ﻳﻚ ﻣﻌﻤﺎﺭﻱ ﻣﺆﻟﻔﻪ‐ﻣﺤﻮﺭ ﺧﺪﻣﺖﮔﺮﺍ ‪۶۱..................................‬‬
‫ﺟﺪﻭﻝ ‪ ۱‐۳‬ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ ﺍﺯ ﻧﮕﺎﻩ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ‪۶۷............................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۲‐۳‬ﻭﺟﻪ ﻧﻤﻮﺩﺍﺭﻫﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ‪۶۸.................................................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۳‐۳‬ﻭﺟﻪ ﮔﺰﺍﺭﺷﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ‪۶۹.................................................................................‬‬
‫ﺟﺪﻭﻝ ‪ ٤‐۳‬ﻭﺟﻪ ﻣﺎﺗﺮﻳﺴﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ‪۷۰.................................................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۵‐۳‬ﻭﺟﻪ ﻧﻤﻮﺩﺍﺭﻫﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ‪۷۲................................................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۶‐۳‬ﻭﺟﻪ ﮔﺰﺍﺭﺷﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ‪۷۳................................................................................‬‬
‫ﺟﺪﻭﻝ ‪ ۷‐۳‬ﻭﺟﻪ ﻣﺎﺗﺮﻳﺴﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ‪۷۴................................................................................‬‬
‫ﻣﻘﺪﻣﻪ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺤﺼﻮﻻﺕ ﻭ ﻣﺪﻝﻫـﺎ ﺍﺳـﺖ ﻛـﻪ ﺑـﻪ ﺗﻮﺻـﻴﻒ ﺳـﺎﺯﻣﺎﻥ ﺍﺯ ﺣﻴـﺚ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﻣﺤﻴﻂ ﻛـﺎﺭﻱ ﺁﻥ ﻣـﻲﭘـﺮﺩﺍﺯﺩ‪ .‬ﭼﻨـﻴﻦ ﺟﻨﮕـﻞ ﺍﻧﺒـﻮﻫﻲ ﺍﺯ ﻣـﺪﻝﻫـﺎ ﺑـﺪﻭﻥ‬
‫ﺑﻬﺮﻩﻣﻨﺪﻱ ﺍﺯ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﺑﺮﺍﻱ ﻫﻴﭻﻛﺲ ﻗﺎﺑﻞ ﺗﻮﻟﻴﺪ ﻭ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺍﻧﺘﺨﺎﺏ ﭼﺎﺭﭼﻮﺏ‬
‫ﻳﻜـﻲ ﺍﺯ ﻣﻬـﻢﺗــﺮﻳﻦ ﻣﺮﺍﺣـﻞ ﺩﺭ ﺍﺟــﺮﺍﻱ ﻣﻌﻤـﺎﺭﻱ ﻣﺤــﺴﻮﺏ ﻣـﻲﺷــﻮﺩ ]‪ .[1‬ﺑﻨـﺎﺑﺮﺍﻳﻦ‪ ،‬ﻻﺯﻡ ﺍﺳــﺖ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﻳﻲ ﻛﻪ ﻗﺼﺪ ﺩﺍﺭﻧﺪ ﭼﻨﻴﻦ ﺗﺠﺮﺑﻪﺍﻱ ﺭﺍ ﻛﺴﺐ ﻛﻨﻨﺪ‪ ،‬ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑـﺮﺍﻱ ﺍﻧﺘﺨـﺎﺏ ﭼـﺎﺭﭼﻮﺏ ﺩﺭ‬
‫ﺍﺧﺘﻴﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬
‫ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ ﺷﺎﻳﺪ ﺑﺘﻮﺍﻥ ﮔﻔﺖ‪ ،‬ﻣﻬﻤﺘﺮﻳﻦ ﺩﻟﻴﻞ ﺭﻭﻳﻜـﺮﺩ ﺟﻬـﺎﻧﻲ ﺑـﻪ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻧﻴـﺎﺯ‬
‫ﺭﻭﺯﺍﻓﺰﻭﻥ ﺑﻪ ﺗﻌﺎﻣﻞ ﺍﺳﺖ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﺍﻳﻦ ﻳﻜﻲ ﺍﺯ ﻣﻬﻤﺘﺮﻳﻦ ﻣﺴﺎﺋﻠﻲ ﺍﺳﺖ ﻛـﻪ ﺑﺎﻋـﺚ ﻣﺘﻔـﺎﻭﺕ ﺑـﻮﺩﻥ‬
‫ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﭘﻴﺸﻴﻦ ﺑﻪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ )ﻣﺎﻧﻨﺪ ﻃﺮﺡﻫﺎﻱ ﺟـﺎﻣﻊ ‪ (IT‬ﺑـﺎ ﻣﻌﻤـﺎﺭﻱ‬
‫ﻣﻲﺷﻮﺩ ]‪ .[2‬ﺍﻳﻦ ﻧﻴﺎﺯ‪ ،‬ﺗﻨﻬﺎ ﺑﻪ ﺗﻌﺎﻣﻞ ﻣﻴﺎﻥ ﺳـﺎﻣﺎﻧﻪﻫـﺎﻱ ﺍﻃﻼﻋـﺎﺗﻲ ﻳـﻚ ﺳـﺎﺯﻣﺎﻥ ﺧـﺎﺹ ﻣﻨﺘﻬـﻲ‬
‫‪ / ١٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻧﻤﻴﺸﻮﺩ‪ .‬ﺯﻣﺎﻧﻲ ﻛﻪ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺑﺰﺭﮔﻲ ﻳﻚ ﺩﻭﻟﺖ ﻗﺼﺪ ﺩﺍﺭﺩ ﺍﺯ ﻣﺰﺍﻳﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻬـﺮﻩﻣﻨـﺪ‬
‫ﺷﻮﺩ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﺪ ﻣﺤﻜﻲ ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﺻﺤﺖ ﻭ ﺩﻗﺖ ﻣﻌﻤﺎﺭﻱ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺩﺭ ﻫﺮ ﺑﺨﺶ ﻭ ﺳـﺎﺯﮔﺎﺭﻱ‬
‫ﻣﻴﺎﻥ ﺍﻳﻦ ﻣﻌﻤﺎﺭﻳﻬﺎ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺩﻭﻟﺖ ﺍﻳﻦ ﺍﻣﻜﺎﻥ ﺭﺍ ﺧﻮﺍﻫـﺪ ﻳﺎﻓـﺖ ﺗـﺎ ﺍﺯ ﺯﻳﺮﺳـﺎﺧﺘﺎﺭ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺩﺭ ﻧﺘﻴﺠﺔ ﻃﺮﺡ ﺗﻜﻔﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺳﺮﻋﺖ ﻋﻤـﻞ ﻭ ﺍﺛﺮﺑﺨـﺸﻲ‬
‫ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﻓﺮﺍﺳﺎﺯﻣﺎﻧﻲ )ﻭ ﭼﻨﺪﺳﺎﺯﻣﺎﻧﻲ( ﺑﻪ ﻭﻳﮋﻩ ﺩﺭ ﺯﻣﺎﻧﻬﺎﻱ ﺑﺤﺮﺍﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﺪ‪.‬‬
‫ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﭼﻨﻴﻦ ﻫﺪﻓﻲ ﻻﺯﻡ ﺍﺳﺖ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﻗﻮﺍﻧﻴﻦ‪ ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ‪ ،‬ﺭﻭﺷﻬﺎ‪ ،‬ﻣﺆﻟﻔﻪﻫﺎ‪،‬‬
‫ﺍﻟﮕﻮﻫﺎ ﻭ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻠﻬﺎ ﺗﻬﻴﻪ ﺷﻮﺩ ﻛﻪ ﺗﻀﻤﻴﻦ ﻛﻨﻨﺪﺓ ﺳﻄﺢ ﻣﻄﻠﻮﺏ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻣﻴـﺎﻥ ﻣﻌﻤﺎﺭﻳﻬـﺎﻱ‬
‫ﻣﺨﺘﻠﻒ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻣﺠﻤﻮﻋﻪ ﺍﺯ ﺗﻮﺻﻴﻔﺎﺕ ﺩﺭ ﻭﺍﻗﻊ ﺧﻮﺩ‪ ،‬ﻣﻌﻤـﺎﺭﻱ ﺩﻳﮕـﺮﻱ ﺭﺍ ﺷـﻜﻞ ﻣـﻲﺩﻫﻨـﺪ ﻛـﻪ‬
‫ﻣﻌﻤﺎﺭﻳﻬﺎﻱ ﻣﺨﺘﻠﻒ ﻭ ﺍﺭﺗﺒﺎﻁ ﻣﻴﺎﻥ ﺁﻧﻬﺎ ﺭﺍ ﻣﻌﻤـﺎﺭﻱ ﻣـﻲﺳـﺎﺯﺩ‪ .‬ﭼﻨـﻴﻦ ﻣﻌﻤـﺎﺭﻱ ﺭﺍ ﻣـﻲﺗـﻮﺍﻥ ﻳـﻚ‬
‫ﻓﺮﺍﻣﻌﻤﺎﺭﻱ ﻧﺎﻣﻴﺪ ﻛﻪ ﺑﺎ ﺍﻋﻤﺎﻝ ﺩﺭ ﺳﻄﺢ ﺩﻭﻟﺖ ﺑﻪ ﻳﻚ ﻣﻌﻤﺎﺭﻱ ﻣﻠﻲ ﺗﺒﺪﻳﻞ ﻣﻴﺸﻮﺩ‪ .‬ﻓﺮﺍﻣﻌﻤـﺎﺭﻱ ﻧﻴـﺰ‬
‫ﻣﺎﻧﻨﺪ ﻫﺮ ﻣﻌﻤﺎﺭﻱ ﺩﻳﮕﺮﻱ ﺑﺮﺍﻱ ﺗﻀﻤﻴﻦ ﺟﺎﻣﻌﻴﺖ ﺧﻮﺩ ﺑﻪ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻧﻴﺎﺯ ﺩﺍﺭﺩ‪.‬‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﻣﻔﻬﻮﻣﻲ ﺑﺮﺍﻱ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﺍﺯ ﺟـﻨﺲ ﻣﻌﻤـﺎﺭﻱ ﺩﺭ‬
‫ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺗﺎﺑﻌﺔ ﺩﻭﻟﺖ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﺭﺍﺋﺔ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‪ ،‬ﺩﺳـﺘﻴﺎﺑﻲ‬
‫ﺑﻪ ﻣﻌﻴﺎﺭﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺳﻨﺠﺶ ﺍﻳﻦ ﻣﻌﻤﺎﺭﻳﻬﺎ ﻭ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻣﻴﺎﻥ ﺁﻧﻬﺎ‪ ،‬ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴـﺎﺕ‬
‫ﻣﻮﺟﻮﺩ‪ ،‬ﺑﻮﻣﻲﺳﺎﺯﻱ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﭼﻨﻴﻦ ﭼﺎﺭﭼﻮﺑﻲ ﺿﻤﻦ ﺗﻀﻤﻴﻦ ﺍﺛﺮﺑﺨﺸﻲ ﻣـﻮﺭﺩ ﺍﻧﺘﻈـﺎﺭ ﺍﺯ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺗﺒﺪﻳﻞ ﺑﻪ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﺓ ﻃﺮﺡ ﺗﻜﻔﺎ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﻣﺰﺍﻳـﺎ ﻭ ﻣﻨـﺎﻓﻊ ﻣـﻮﺭﺩ ﺍﻧﺘﻈـﺎﺭ ﺍﺯ ﺩﺭ ﺍﺧﺘﻴـﺎﺭ‬
‫ﺩﺍﺷﺘﻦ ﭼﻨﻴﻦ ﭼﺎﺭﭼﻮﺑﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﺗﺴﻬﻴﻞ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺯ ﻃﺮﻳـﻖ ﺍﺭﺍﺋـﺔ ﻳـﻚ ﺭﺍﻫﻨﻤـﺎﻱ ﺳـﻄﺢ ﺑـﺎﻻ ﻭ‬
‫ﻳﻚﺩﺳﺖ‬
‫• ﺯﻣﻴﻨﻪﺳﺎﺯﻱ ﺑﺮﺍﻱ ﺗﻌﺎﻣﻞ ﻣﻴﺎﻥﺳﺎﺯﻣﺎﻧﻲ‬
‫• ﻣﻘﺎﻳﺴﻪﭘﺬﻳﺮ ﺷﺪﻥ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺨﺘﻠﻒ‬
‫• ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻣﺤﻜﻲ ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺳﻨﺠﺶ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫• ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺻﺤﺖ ﻭ ﺩﻗﺖ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺑﺮﺧﻲ ﺍﺯ ﻋﻮﺍﻣﻠﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺭﺍ ﺑﻪ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺗﺒﺪﻳﻞ ﻛﻨﻨﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﺩﺳﺘﻪﺑﻨﺪﻱ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺮ ﺍﺳﺎﺱ ﺷﻴﻮﻩﻫﺎ ﻭ ﻓﻨﻮﻥ ﺭﺍﻳﺞ ﺩﺭ ﺍﻳﺮﺍﻥ‬
‫• ﭘﻴﺶﺑﻴﻨﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺮ ﺍﺳﺎﺱ ﺗﻮﺍﻥ ﺍﺟﺮﺍﻳﻲ ﻣﺘﻌﺎﺭﻑ ﺷﺮﻛﺖﻫﺎﻱ ﺍﻳﺮﺍﻧـﻲ ﻭ ﺗـﻮﺍﻥ‬
‫ﻣﺘﻌﺎﺭﻑ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺩﺭ ﻧﮕﻬﺪﺍﺷﺖ ﻭ ﭘﺬﻳﺮﺵ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻣﻘﺪﻣﻪ ‪۱۱ /‬‬
‫• ﺗﻄﺎﺑﻖ ﺑﺎ ﺁﻥﭼﻪ ﺗﺎ ﺑﻪﺣﺎﻝ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺯ ﺟﺎﻳﮕـﺎﻩ ﻛﻤﻴﺘـﺔ ﻓﻨـﻲ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺘﻮﻟﻲ ﺭﺳﻤﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﻛﺸﻮﺭ ﺑﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﻣﻴﺰﺍﻥ ﺟﺰﺋﻲﻧﮕﺮﻱ ﺩﺭ ﺧﺮﻭﺟﻲ ﻧﻬﺎﻳﻲ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺑﻪﮔﻮﻧﻪﺍﻱ ﺑﺎﺷﺪ ﻛـﻪ ﺿـﻤﻦ ﺭﺍﻫﻨﻤـﺎﻳﻲ‬
‫ﺳﺎﺯﻣﺎﻧﻬﺎ ﺩﺭ ﺟﻬﺖ ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺳﺎﺯﻭﻛﺎﺭﻱ ﺑـﺮﺍﻱ ﻣﺤـﺪﻭﺩ ﻛـﺮﺩﻥ ﺳـﺎﺯﻣﺎﻧﻬﺎ ﻣﺤـﺴﻮﺏ‬
‫ﻧﺸﻮﺩ‪ .‬ﺩﺭ ﻭﺍﻗـﻊ ﺍﻳـﻦ ﺧﺮﻭﺟـﻲ‪ ،‬ﺭﺍﻫﻨﻤـﺎﻳﻲ ﺍﺳـﺖ ﺑـﺮﺍﻱ ﺗﻮﻟﻴـﺪ ﻣﻌﻤـﺎﺭﻱ ﺩﺭﻭﻥﺳـﺎﺯﻣﺎﻧﻲ ﺑـﺎ ﺣﻔـﻆ‬
‫ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺑﺮﻭﻥﺳﺎﺯﻣﺎﻧﻲ‪ .‬ﺩﺭ ﺍﺩﺍﻣﺔ ﺍﻳﻦ ﺳﻨﺪ‪ ،‬ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﻃﻼﻋﺎﺕ ﺗﻮﺻﻴﻒﮔﺮ ﭼـﺎﺭﭼﻮﺏ ﻣﻠـﻲ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﺩ‪ .‬ﺑﺎ ﺍﻳﻦﺣﺎﻝ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛﻪ ﺍﻳﻦ ﺗﻨﻬﺎ ﮔﺎﻡ ﺍﻭﻝ ﺩﺭ ﺭﺍﺳـﺘﺎﻱ‬
‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﭼﻨﻴﻦ ﺍﻫﺪﺍﻓﻲ ﺍﺳﺖ ﻭ ﮔﺎﻡﻫﺎﻱ ﺗﻜﻤﻴﻠﻲ ﺑﺴﻴﺎﺭﻱ ﻻﺯﻡ ﺍﺳﺖ ﺗﺎ ﺍﻳـﻦ ﺧﺮﻭﺟـﻲ ﺑـﻪ ﺷـﻜﻞ‬
‫ﻓﻌﻠﻲ ﺁﻥ ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﺑﺎﺷﺪ ﻳﺎ ﺑﻪ ﺻﻮﺭﺕ ﻧﺴﺨﻪﻫﺎﻱ ﻣﺘﺮﻗﻲﺗﺮﻱ ﺑﻬﻨﮕﺎﻡﺳﺎﺯﻱ ﺷﻮﺩ‪.‬‬
‫ﻫﻤﺎﻧﻄﻮﺭ ﻛﻪ ﺫﻛﺮ ﺷﺪ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ‪ ،‬ﻣﻔﺎﺩ ﻭ ﻣﻀﻤﻮﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺯ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ ﺑﺮﻧﺎﻣﻪﻫـﺎﻱ ﻣﻠـﻲ ﻓﻨـﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﺩﺭ ﺳـﻄﺢ ﺩﻭﻟـﺖ ﺟﻤﻬـﻮﺭﻱ ﺍﺳـﻼﻣﻲ ﺍﻳـﺮﺍﻥ ﻭ‬
‫ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻭﺍﺑﺴﺘﻪ ﺑﺮﺭﺳﻲ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺳﻪ ﺧﺮﻭﺟﻲ ﻋﻤﺪﻩ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﻧﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫‪ .۱‬ﺳﻨﺪ ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ‪ :‬ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﺑﻪ ﻣﻌﺮﻓـﻲ ﺳـﻮﺍﺑﻖ ﺑﻬﺘـﺮﻳﻦ ﺗﺠﺮﺑﻴـﺎﺕ‬
‫ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﻛﻪ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﻳﻦ ﭘﺮﻭﮊﻩ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ‪ ،‬ﭘﺮﺩﺍﺧﺘﻪ ﺧﻮﺍﻫﺪ ﺷـﺪ‪ .‬ﺑﺮﺧـﻲ ﺍﺯ ﺍﻳـﻦ‬
‫ﺗﺠﺮﺑﻴﺎﺕ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪ :‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ‪ ،‬ﺭﺍﻫﻨﻤﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺗﻮﺳﻌﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻓﺪﺭﺍﻝ‪ ،‬ﭼﺎﺭﭼﻮﺏ ﻣﺪﻳﺮﻳﺖ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻭﺯﺍﺭﺕ ﺍﻧـﺮﮊﻱ ﺁﻣﺮﻳﻜـﺎ ﻭ ﭼـﺎﺭﭼﻮﺏ ﻣﻠـﻲ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺍﻧﻤﺎﺭﻙ‪.‬‬
‫‪ .۲‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪ :‬ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ‪ ،‬ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺗﺸﺮﻳﺢ ﺷـﺪﻩ ﻭ‬
‫ﻣﺤﺘﻮﺍﻱ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﻳﻦ ﺑﺨﺸﻬﺎ‪ ،‬ﺗﻮﺻﻴﻒ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺑـﺮ ﺍﻳـﻦ ﺍﺳـﺎﺱ ﺗﻮﺻـﻴﻒ ﭼـﺎﺭﭼﻮﺏ‪ ،‬ﺷـﺎﻣﻞ‬
‫ﺑﺨﺸﻬﺎﻱ ﺯﻳﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪:‬‬
‫• ﻣﺆﻟﻔﻪ ﻫﺎﻱ ﺳﺎﺯﻧﺪﺓ ﭼﺎﺭﭼﻮﺏ‬
‫• ﺭﻭﺷﻬﺎﻱ ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫• ﭘﺮﺍﻛﻨﺶ ﺷﺒﻜﺔ ﺁﻣﺎﺩ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫• ﺳﺎﺯﻣﺎﻥ ﻭ ﻧﻘﺸﻬﺎﻱ ﺩﺭﮔﻴﺮ ﺩﺭ ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫• ﺯﻣﺎﻧﺒﻨﺪﻱ ﺗﻮﺳﻌﻪ‪ ،‬ﻧﮕﻬﺪﺍﺷﺖ ﻭ ﺑﺮﻭﺯﺭﺳﺎﻧﻲ ﻣﻌﻤﺎﺭﻱ‬
‫• ﻗﻮﺍﻋﺪ ﺣﺎﻛﻢ ﺑﺮ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺍﻳﻦ ﻧﻮﻉ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ )ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﺍﻳﺪﻩﻫﺎﻱ ﻧﻬﻔﺘﻪ ﺩﺭ ﭼـﺎﺭﭼﻮﺏ ﺯﻛﻤـﻦ ﺍﻧﺠـﺎﻡ ﺷـﺪﻩ ﺍﺳـﺖ(‬
‫ﺗﻀﻤﻴﻦﻛﻨﻨﺪﺓ ﺧﻮﺵ‐ ﺗﻌﺮﻳﻔﻲ ﭼﺎﺭﭼﻮﺏ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺧﻮﺍﻫﺪ ﺑﻮﺩ]‪.[3‬‬
‫‪ / ١٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫‪ .۳‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻣﻠﻲ‪ :‬ﺍﻳﻦ ﺧﺮﻭﺟﻲ‪ ،‬ﻣﺤﺼﻮﻝ ﺍﺻﻠﻲ ﻓﻌﺎﻟﻴﺖ ﺍﺳﺘﺨﺮﺍﺝ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ ﻛﻪ‬
‫ﺷﺎﻣﻞ ﻣﺪﻝ ﺩﻗﻴﻖ ﻫﻤﺔ ‪ ۶‬ﺑﺨﺶ ﺗﻮﺻﻴﻒ ﭼﺎﺭﭼﻮﺏ ﻭ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻴﺎﻥ ﺁﻧﻬﺎﺳﺖ‪.‬‬
‫ﺑﺪﻳﻬﻲ ﺍﺳﺖ ﻛﻪ ﺳﺎﺧﺘﺎﺭ ﺳﻨﺪ ﻧﻴﺰ ﺑﻪ ﺷﺪﺕ ﻣﺘﺄﺛﺮ ﺍﺯ ﺍﻳﻦ ﻧﻮﻉ ﺑﺨﺶﺑﻨﺪﻱ ﺧﺮﻭﺟﻲﻫﺎﺳﺖ‪ .‬ﻣﺮﺍﺟـﻊ‬
‫ﻭ ﻣﻨﺎﺑﻊ ﻫﺮ ﻳﻚ ﺍﺯ ﺑﺨﺶﻫﺎﻱ ﺳﻨﺪ ﻧﻴﺰ ﺩﺭ ﺍﻧﺘﻬﺎﻱ ﻫﻤﺎﻥ ﺑﺨﺶ ﺫﻛﺮ ﺷﺪﻩﺍﻧﺪ‪ .‬ﺑﻪ ﻫﻤﻴﻦ ﺗﺮﺗﻴﺐ ﻛﻠﻴـﺔ‬
‫ﺷﻤﺎﺭﻩﮔﺬﺍﺭﻱﻫﺎ ﺍﻋﻢ ﺍﺯ ﺷﻤﺎﺭﻩﮔﺬﺍﺭﻱ ﺗﺼﺎﻭﻳﺮ ﻭ ﭘﺎﻭﺭﻗﻲﻫﺎ ﺑﺮ ﺍﺳﺎﺱ ﺗﺮﺗﻴﺐ ﻋﻨﺎﺻﺮ ﺩﺭ ﻫـﺮ ﺑﺨـﺶ ﺍﺯ‬
‫ﺳﻨﺪ ﺑﻪﺻﻮﺭﺕ ﻣﺴﺘﻘﻞ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﻧﺼﺮﺍﷲ ﺟﻬﺎﻧﮕﺮﺩ‬
‫ﺩﺑﻴﺮ ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ‬
‫ﻭ ﻧﻤﺎﻳﻨﺪﻩ ﻭﻳﮋﻩ ﺭﻳﻴﺲ ﺟﻤﻬﻮﺭ‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫‪ .۱ .۱‬ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺘﻲ‬
‫ﺍﮔﺮﭼﻪ ﻣﺠﻤﻮﻋﺔ ﻣﺴﺘﻨﺪﺍﺕ ﮔﺮﺩﺁﻭﺭﻱ ﺷﺪﻩ ﺑﻪ ﻣﻨﻈﻮﺭ ﺑﺮﺭﺳـﻲ ﺑﻬﺘـﺮﻳﻦ ﺗﺠﺮﺑﻴـﺎﺕ ﺟﻬـﺎﻧﻲ ﺩﺭ ﺯﻣﻴﻨـﺔ‬
‫ﺗﺪﻭﻳﻦ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻣﺸﺎﺑﻪ ﺁﻥ ﺑﻪ ﻫﻤﺮﺍﻩ ﺗﺮﺟﻤﺔ ﺧﻼﺻﻪ ﺷﺪﻩﺍﻱ ﺍﺯ ﺁﻥﻫـﺎ‬
‫ﺩﺭ ﺍﻳﻦ ﮔﺰﺍﺭﺵ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﺩ ﺍﻣﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﺍﻣﻜﺎﻥ ﻣﻄﺎﻟﻌﺔ ﺩﻗﻴﻖ ﻣﺪﻳﺮﺍﻥ ﺳﻄﺢ ﺑﺎﻻ ﻭ ﺍﻋـﻀﺎﻱ‬
‫ﻛﻤﻴﺘﺔ ﻓﻨﻲ ﻣﻌﻤﺎﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻻﺯﻡ ﺍﺳﺖ ﭼﻨﻴﻦ ﺑﺨﺸﻲ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫ﻫﺪﻑ ﺍﺯ ﺍﻳﻦ ﻧﮕﺎﺭﺵ ﺍﻳﻦ ﺑﺨﺶ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺍﻫﻢ ﻣﻄﺎﻟﺐ ﻣـﺴﺘﻨﺪﺍﺕ ﮔـﺮﺩﺁﻭﺭﻱ ﺷـﺪﻩ ﺑـﻪﻭﻳـﮋﻩ‬
‫ﺁﻥﺟﺎ ﻛﻪ ﺻﺮﺍﺣﺘﹰﺎ ﺩﺭ ﻣﻮﺭﺩ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺍﺳﺖ ﺑﻪﺻﻮﺭﺕ ﻳﻚﺟﺎ ﺍﺭﺍﺋﻪ ﺷﻮﺩ ﻭ ﺍﺯ ﺍﻳﻦ ﻃﺮﻳﻖ ﺍﻣﻜﺎﻥ‬
‫ﻣﻘﺎﻳﺴﻪ ﻭ ﻓﻬﻢ ﺑﻬﺘﺮ ﻣﻄﺎﻟﺐ ﻓﺮﺍﻫﻢ ﺷﻮﺩ‪ .‬ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ ﻣﻄﺎﻟﻌﺔ ﺍﻳﻦ ﺑﺨﺶ ﻣﻲﺗﻮﺍﻧﺪ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑﺎﺷـﺪ‬
‫ﺑﺮﺍﻱ ﺍﻧﺘﺨﺎﺏ ﺍﻳﻨﻜﻪ ﻛﺪﺍﻡ ﺑﺨﺶﻫﺎﻱ ﻣﺴﺘﻨﺪﺍﺕ ﻣﻔﺼﻞﺗﺮ ﺍﻳﻦ ﮔﺰﺍﺭﺵ ﺑﺎﻳﺪ ﻣـﻮﺭﺩ ﻣﻄﺎﻟﻌـﻪ ﻭ ﺑﺮﺭﺳـﻲ‬
‫ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪ .‬ﻫﻢﭼﻨﻴﻦ ﺍﻳﻦ ﺑﺨﺶ ﺑﻪ ﺩﺭﻙ ﻗﺴﻤﺖ ﺍﻧﺘﻬﺎﻳﻲ ﮔﺰﺍﺭﺵ ﻛﻪ ﺩﺭ ﺁﻥ ﺑﻪ ﺍﻧﻄﺒﺎﻕ ﺍﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ‬
‫ﺑﺎ ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﻛﺸﻮﺭﻣﺎﻥ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ ،‬ﻛﻤﻚ ﺷﺎﻳﺎﻧﻲ ﻣﻲﻛﻨﺪ‪.‬‬
‫‪ / ١٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫‪ .۲ .۱‬ﺗﺠﺮﺑﺔ ﺩﺍﻧﻤﺎﺭﻙ‬
‫‪١‬‬
‫ﺩﺭ ‪ ١٣‬ﮊﻭﺋﻦ ‪ ٢٠٠٣‬ﻭﺯﺍﺭﺕ ﻋﻠﻢ‪ ،‬ﻓﻨﺎﻭﺭﻱ ﻭ ﻧـﻮﺁﻭﺭﻱ ﺩﺍﻧﻤـﺎﺭﻙ ﺍﻗـﺪﺍﻡ ﺑـﻪ ﺍﻧﺘـﺸﺎﺭ‬
‫ﮔﺰﺍﺭﺷﻲ ﺗﺤﺖ ﻋﻨﻮﺍﻥ ﺳﻨﺪ ﺳﻔﻴﺪ ﻣﻠﻲ‪ [4] ٢‬ﻧﻤﻮﺩ ﻛﻪ ﺩﺭ ﺁﻥ ﺑﻪ ﻟﺰﻭﻡ‪ ،‬ﺿـﺮﻭﺭﺕﻫـﺎ ﻭ‬
‫ﺧﻄﻮﻁ ﻛﻠﻲ ﺗﻮﺳﻌﺔ ﻣﻌﻤﺎﺭﻱﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺩﺍﻧﻤﺎﺭﻙ ﭘﺮﺩﺍﺧﺘـﻪ ﺷـﺪﻩ ﺍﺳـﺖ‪ .‬ﺩﺭ ﻭﺍﻗـﻊ‬
‫ﺍﻧﺘﺸﺎﺭ ﺍﻳﻦ ﺳﻨﺪ ﮔﺎﻡ ﺩﻭﻡ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻱ ﺑﻮﺩ ﻛﻪ ﺑﻪ ﻣﻨﻈـﻮﺭ ﺗﺤﻘـﻖ ﺩﻭﻟـﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜـﻲ‬
‫ﺁﻏﺎﺯ ﺷﺪﻩ ﺑﻮﺩ‪ .‬ﺩﺭ ﮔﺎﻡ ﺍﻭﻝ ﻛﻪ ﺑﻪ ﺍﻧﺘﺸﺎﺭ ﺳﻨﺪ ﺳﺒﺰ ﻣﻠﻲ‪ ٣‬ﻣﻨﺠـﺮ ﺷـﺪﻩ ﺑـﻮﺩ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻜﻲ ﺍﺯ ﺿﺮﻭﺭﺕﻫﺎﻱ ﺣﺮﻛﺖ ﺑﻪ ﺳﻤﺖ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ ﻣﻌﺮﻓﻲ‬
‫ﺷﺪﻩ ﺑﻮﺩ‪ .‬ﺳﻨﺪ ﺳﻔﻴﺪ ﻧﻴﺰ ﺑﻪ ﻧﻮﺑﺔ ﺧﻮﺩ ﻳﻪ ﺍﻳﻦ ﻧﺘﻴﺠﺔ ﻋﻤﺪﻩ ﺧﺘﻢ ﻣـﻲﺷـﻮﺩ ﻛـﻪ ﺑـﺮﺍﻱ‬
‫ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺗـﺪﻭﻳﻦ‬
‫ﺷﻮﺩ‪ .‬ﺩﺭ ﺍﺩﺍﻣﻪ ﺑﻪ ﻣﻌﺮﻓﻲ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺍﻳﻦ ﺳﻨﺪ ﻣﻲﭘﺮﺩﺍﺯﻳﻢ‪.‬‬
‫‪ .١ .٢ .١‬ﺗﻮﺻﻴﻪﻫﺎﻱ ﻋﻤﺪﻩ‬
‫ﺳﻨﺪ ﺳﻔﻴﺪ ﺩﺭ ﺍﺑﺘﺪﺍ ﺿﻤﻦ ﺑﺮﺷﻤﺮﺩﻥ ﺗﺎﺭﻳﺨﭽﻪﺍﻱ ﺍﺯ ﺳﻨﺪ ﺳﺒﺰ ﻭ ﻣﻄﺎﻟﻌﺎﺕ ﺍﻧﺠﺎﻡﺷﺪﻩ ﺑـﺮﺍﻱ ﺩﺳـﺘﻴﺎﺑﻲ‬
‫ﺑﻪ ﺁﻥ ﺳﻨﺪ ﺗﻌﺪﺍﺩﻱ ﺗﻮﺻﻴﺔ ﻋﻤﺪﻩ ﺑﺮﺍﻱ ﻧﻬﺎﺩﻳﻨﻪﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺳﻄﺢ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﻭﻟﺘﻲ‬
‫ﺩﺍﻧﻤﺎﺭﻙ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ‪ .‬ﺍﻳﻦ ﺗﻮﺻﻴﻪﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﺳﺎﺯﻣﺎﻥ ﻫﺎﻱ ﺑﺰﺭﮒ ﺩﻭﻟﺘﻲ )ﺣﻜﻮﻣﺘﻲ(‪ ٤‬ﺑﺎﻳﺪ ﻣﺴﺌﻮﻟﻴﺖ ﭘـﺬﻳﺮﻱ ﻓﻌﺎﻻﻧـﻪﺗـﺮﻱ ﻧـﺴﺒﺖ ﺑـﻪ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺧﻮﺩﺷﺎﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬
‫• ﺩﻭﻟﺖ ﺑﺎﻳﺪ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺸﺘﺮﻙ ﺑـﺮﺍﻱ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ ﺳـﺎﻣﺎﻧﻪﻫـﺎﻱ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﻭﻟﺘﻲ ﺑﺎ ﺗﻮﺟﻪ ﺧﺎﺹ ﺑﻪ ﺍﻣﻨﻴﺖ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺍﻳﺠﺎﺩ ﻛﻨﺪ‪.‬‬
‫• ﻻﺯﻡ ﺍﺳﺖ ﻳﻚ ﺣﺮﻛﺖ ﺭﺳﻤﻲ ﺑﺮﺍﻱ ﺍﻓﺰﺍﻳﺶ ﺁﮔﺎﻫﻲ‪ ،‬ﮔﺴﺘﺮﺵ ﺩﺍﻧﺶ ﻭ ﺗﻮﺳﻌﺔ ﻣﻬﺎﺭﺕﻫﺎ‬
‫ﺑﺎ ﺗﻤﺮﻛﺰ ﺑﺮ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪﺧﺼﻮﺹ ﺣﻮﻝ ﺍﺻﻮﻝ ﻣﺸﺘﺮﻙ ﺩﻭﻟﺘﻲ ﺁﻏﺎﺯ ﺷﻮﺩ‪.‬‬
‫‪1. Danish Ministry of Science, Technology and Innovation‬‬
‫‪2. The National White Paper‬‬
‫‪3. The National Green Paper‬‬
‫‪ .۴‬ﺩﺭ ﺗﻤﺎﻡ ﺍﻳﻦ ﮔﺰﺍﺭﺵ ﻫﺮﺟﺎ ﺍﺯ ﻛﻠﻤﺔ ﺩﻭﻟﺖ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﺷﻮﺩ ﺩﺭ ﻣﻌﻨﺎﻱ ﻋﻤﻮﻣﻲ ﺁﻥ ﺍﺳﺖ‪ .‬ﻳﻌﻨﻲ ﻣﻨﻈـﻮﺭ ﺍﺯ‬
‫ﺁﻥ ﻛﻠﻴﺖ ﺣﻜﻮﻣﺖ ﺍﺳﺖ ﻭ ﻧﻪ ﺑﺨﺶ ﺍﺟﺮﺍﻳﻲ ﺁﻥ‪.‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪١٥ /‬‬
‫ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ﺳﻨﺪ ﺳﻔﻴﺪ ﺑﺎ ﻣﻌﺮﻓﻲ ﭼـﺎﺭﭼﻮﺏ ﻣـﺸﺘﺮﻙ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﻳﻜـﻲ ﺍﺯ‬
‫ﺿﺮﻭﺭﺕﻫﺎﻱ ﺍﺩﺍﻣﺔ ﺣﻴﺎﺕ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺍﺩﺍﻣـﻪ ﺑـﻪ ﻣﻌﺮﻓـﻲ ﺧﻄـﻮﻁ ﻛﻠـﻲ ﺍﻳـﻦ ﭼـﺎﺭﭼﻮﺏ‬
‫ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﺍﮔﺮﭼﻪ ﺗﺪﻭﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺭﺍ ﺑﻪ ﭘﺮﻭﮊﺓ ﺩﻳﮕﺮﻱ ﻣﻮﻛﻮﻝ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺩﺭ ﻳﻚ ﺟﻤﻊﺑﻨﺪﻱ ﻣﻲﺗﻮﺍﻥ ﮔﻔـﺖ ﻛـﻪ ﺳـﻨﺪ ﺳـﻔﻴﺪ‪ ،‬ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺑـﻪ ﻣﻨﻈـﻮﺭ ﺍﻳﺠـﺎﺩ‬
‫ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ‪ ،‬ﺍﺷﺘﺮﺍﻙ ﺍﻃﻼﻋﺎﺕ ﻭ ﭘﻴﺶﮔﻴﺮﻱ ﺍﺯ ﺍﻓﺰﻭﻧﮕﻲ ﺿﺮﻭﺭﻱ ﺑﺮﺷﻤﺮﺩﻩ ﻭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﻭﻟﺘـﻲ‬
‫ﺭﺍ ﺑﻪ ﺩﺍﺷﺘﻦ ﺭﺍﻫﺒﺮﺩ ﻭ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭ ﻫﻢﺳﻮﺳﺎﺯﻱ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺑﺎ ﺁﻥﻫﺎ ﺗﻮﺻﻴﻪ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻳـﻦ‬
‫ﺳﻨﺪ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﺩﺭ ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺎﻳﺪ ﺑﻪ ﺑﺨﺶﻫﺎﻳﻲ ﻛﻪ ﺑﺎ ﺭﻭﺍﺑﻂ ﻋﻤﻮﻣﻲ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﻧـﺪ‬
‫ﺍﻭﻟﻮﻳﺖ ﺩﺍﺩﻩ ﺷﻮﺩ ﻭ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺫﻛﺮ ﻣﻲﻛﻨﺪ ﻛﻪ ﻧﺒﺎﻳﺪ ﺷﻬﺮﻭﻧﺪﺍﻥ ﻣﺠﺒﻮﺭ ﺑﺎﺷﻨﺪ ﺑﺎﺭﻫﺎ ﺑـﻪ ﻣﻨﻈـﻮﺭ‬
‫ﺩﺭﻳﺎﻓﺖ ﺧﺪﻣﺎﺕ ﻣﺨﺘﻠﻒ ﺍﻃﻼﻋﺎﺕ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﭘﺮﻭﻧﺪﻩﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ ﺛﺒﺖ ﻛﻨﻨﺪ ﻭ ﺍﻳﻦ ﻛـﺎﺭ ﺑﺎﻳـﺪ ﺗﻨﻬـﺎ‬
‫ﻳﻚﺑﺎﺭ ﺻﻮﺭﺕ ﭘﺬﻳﺮﺩ‪ .‬ﺍﻳﻦ ﺳﻨﺪ ﻓﻌﺎﻟﻴﺖ ﺑﻴﺸﺘﺮ ﺩﺭ ﺯﻣﻴﻨﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﻻﺯﻣـﺔ ﺩﺳـﺖﻳـﺎﺑﻲ ﺑـﻪ‬
‫ﺍﻫﺪﺍﻑ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ ﺩﺍﻧﺴﺘﻪ ﻭ ﺑﺮ ﺍﻳﺠﺎﺩ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻣﺸﺘﺮﻙ ﺗﺄﻛﻴﺪ ﻣﻲﻭﺭﺯﺩ‪.‬‬
‫‪ .٢ .٢ .١‬ﻋﻨﺎﺻﺮ ﭼﺎﺭﭼﻮﺏ‬
‫ﺳﻨﺪ ﺳﻔﻴﺪ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﭼﺎﺭﭼﻮﺏ ﻣﺸﺘﺮﻙ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺍﻧﻤﺎﺭﻙ ﺑﺎﻳﺪ ﺷـﺎﻣﻞ ﭼﻬـﺎﺭ ﻋﻨـﺼﺮ‬
‫ﭘﺎﻳﻪ ﺑﺎﺷﺪ ﻛﻪ ﺑﻪ ﺗﺮﺗﻴﺐ‪ ،‬ﺗﻮﺻﻴﻒﮔﺮ ﻧﺤﻮﺓ ﺍﻳﺠﺎﺩ ﻫﻤﻜﺎﺭﻱ ﺍﺷـﺘﺮﺍﻛﻲ ﺩﺭ ﺯﻣﻴﻨـﺔ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‪،‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺸﺘﺮﻙ ﺍﻳﺠﺎﺩ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺷـﺎﻣﻞ ﻓﺮﺁﻳﻨـﺪﻫﺎ‪ ،‬ﻣﻔـﺎﻫﻴﻢ ﻭ ﺍﺳـﺘﺎﻧﺪﺍﺭﺩﻫﺎ‪ ،‬ﺍﺻـﻮﻝ ﻭ‬
‫ﮔﺰﻳﻨﻪﻫﺎﻱ ﻣﺸﺘﺮﻙ ﺣﺎﻛﻢ ﺑﺮ ﻣﻌﻤﺎﺭﻱﻫـﺎﻱ ﻭ ﺍﺳـﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨـﻲ ﻭ ﺍﺑﺰﺭﻫـﺎﻱ ﻣـﺸﺘﺮﻙ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻫﺴﺘﻨﺪ‪ .‬ﺩﺭ ﺍﺩﺍﻣﻪ ﺷﺮﺣﻲ ﺑﺮ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﻳﻦ ﭼﻬﺎﺭ ﻋﻨﺼﺮ ﻣﻲﺁﻳﺪ‪:‬‬
‫ﻫﻤﻜﺎﺭﻱ ﺍﺷﺘﺮﺍﻛﻲ‪ :‬ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﺑﺎﻳﺪ ﻳﻚ ﻛﻤﻴﺘﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺗﺸﻜﻴﻞ ﺷﻮﺩ‪ .‬ﺍﻳﻦ ﻛﻤﻴﺘﻪ ﻛﻪ ﺑـﻪ ﻧﻮﺑـﺔ‬
‫ﺧﻮﺩ ﺑﺨﺸﻲ ﺍﺯ ﺍﻧﺠﻤﻦ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻣﻠﻲ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ ﺩﺭ ﺿﻤﻦ ﺑﺎﻳﺪ ﺑﻪ ﻛﻤﻴﺘﺔ ﻫﻤﻜـﺎﺭﻱﻫـﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ ﻧﻴﺰ ﮔﺰﺍﺭﺵ ﺩﻫﺪ‪ .‬ﻫﻢﭼﻨﻴﻦ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻀﻤﻴﻦ ﮔﺴﺘﺮﺵ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻳـﻚ ﺗـﺸﻜﻞ ﻏﻴـﺮ‬
‫ﺩﻭﻟﺘﻲ ﺗﺤﺖ ﻋﻨﻮﺍﻥ ﺟﺎﻣﻌﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺘﺸﻜﻞ ﺍﺯ ﻣﺘﺨﺼﺼﺎﻥ ﻭ ﻣﺤﻘﻘـﻴﻦ )ﺩﺭ ﻭﻫﻠـﺔ ﺍﻭﻝ( ﺗﺤـﺖ‬
‫ﺣﻤﺎﻳﺖ ﻛﻤﻴﺘﺔ ﻣﻌﻤﺎﺭﻱ ﺍﻳﺠﺎﺩ ﻣﻲﺷﻮﺩ‪ .‬ﻭﻇﺎﻳﻒ ﺍﺻﻠﻲ ﻛﻤﻴﺘﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﺍﻧﺘﺨﺎﺏ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻔﺎﻫﻴﻢ‪ ،‬ﺷﻴﻮﻩﻧﺎﻣﻪﻫﺎ ﻭ ﺍﺻﻮﻝ ﻣﺸﺘﺮﻙ‬
‫• ﮔﺰﻳﻨﺶ‪ ،‬ﮔﺴﺘﺮﺵ‪ ،‬ﺑﻬﻨﮕﺎﻡﺳﺎﺯﻱ ﻭ ﺗﺒﺎﺩﻝ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺮﺑﻮﻃﻪ‬
‫• ﺗﺴﻬﻴﻞ ﺑﻪﺍﺷﺘﺮﺍﻙﮔﺬﺍﺭﻱ ﺩﺍﻧﺶ‪ ،‬ﺗﺠﺮﺑﻪ ﻭ ﺍﺑﺰﺍﺭﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫• ﻣﺸﺎﻭﺭﻩ ﻭ ﻛﻤﻚﺭﺳﺎﻧﻲ ﺑﻪ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺍﺷﺘﺮﺍﻛﻲ ﻭ ﻧﻴﺰ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺗﺄﺛﻴﺮﮔﺬﺍﺭ ﻣﻠﻲ‬
‫• ﺗﻼﺵ ﺑﺮﺍﻱ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺑﻬﺘﺮ ﻣﻘﺪﻣﺎﺕ ﺧﺎﺹ )ﻧﻈﻴﺮ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺑﻮﻣﻲ ﻭ ﺯﻳﺮﺳﺎﺧﺘﺎﺭﻫﺎ(‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ ﻣﺸﺘﺮﻙ‪ :‬ﺳﻨﺪ ﺳﻔﻴﺪ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﻧﻴﺰ ﺑﻪ ﺫﻛﺮ ﮔﺎﻡﻫﺎﻱ ﻛﻠﻲ ﻭ ﻋﻤﻮﻣﻲ ﻛـﻪ ﻳـﻚ ﻣﺘـﺪﻭﻟﻮﮊﻱ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺎﻳﺪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﭘﺮﺩﺍﺧﺘﻪ ﺍﺳﺖ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺍﻳﻦ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻛﻪ ﻳﻜﻲ ﺍﺯ‬
‫‪ / ١٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻋﻨﺎﺻﺮ ﭼﺎﺭﭼﻮﺏ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ ﺑﻴﺸﺘﺮ ﺍﺯ ﺑﻌﺪ ﻓﺮﺁﻳﻨﺪﻱ ﺗﻮﺻﻴﻒ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﻛﻪ ﻣﻔـﺎﻫﻴﻢ ﻭ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺘﺪﻭﻟﻮﮊﻱ ﻧﻴﺰ ﺩﺭ ﺩﻝ ﮔﺎﻡﻫﺎﻱ ﻓﺮﺁﻳﻨﺪ ﺍﺳﺖ ﻛﻪ ﻣﻌﻨﻲ ﺧﻮﺩ ﺭﺍ ﻣﻲﻳﺎﺑﻨﺪ‪ .‬ﺷﻜﻞ ‪ ۱‐۱‬ﻣﺮﺍﺣـﻞ‬
‫ﻓﺮﺁﻳﻨﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﺳﻨﺪ ﺳﻔﻴﺪ ﺷﺮﺡ ﻣﻲﺩﻫﺪ‪:‬‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺍﺭﺯﺵﺁﻓﺮﻳﻦ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻗﺎﻋﺪﻩـﻣﺤﻮﺭ‬
‫ﺷﻜﻞ ‪ ۱‐۱‬ﻓﺮﺁﻳﻨﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻜﻲ ﺍﺯ ﻋﻨﺎﺻﺮ ﭼﺎﺭﭼﻮﺏ ﻣﺸﺘﺮﻙ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺩﺍﻧﻤﺎﺭﻙ‬
‫ﺩﺭ ﺍﺩﺍﻣﻪ ﺷﺮﺣﻲ ﺑﺮ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﺟﺰﺍﻱ ﻓﺮﺁﻳﻨﺪ ﺷﻜﻞ ‪ ۱‐۱‬ﻣﻲﺁﻳﺪ‪:‬‬
‫ﭼﺸﻢ ﺍﻧﺪﺍﺯﻫﺎ ﻭ ﺟﻬﺖ ﮔﻴﺮﻱ ﻫﺎ‪ :‬ﺗﻌﺮﻳﻒ ﺍﻫﺪﺍﻑ ﺭﺍﻫﺒﺮﺩﻱ ﮐﺴﺐ ﻭ ﮐﺎﺭ‪ ،‬ﭼﺸﻢ ﺍﻧﺪﺍﺯﻫﺎ ﻭ ﺟﻬﺖ ﮔﻴـﺮﻱﻫـﺎ‬
‫ﺑﺨﺼﻮﺹ ﻣﻮﺍﺭﺩ ﻣﺮﺑﻮﻁ ﺑﻪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺍﺯ ﻃﺮﻳﻖ ﮔﻔﺘﮕﻮ ﺑﺎ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷـﺪ ﮐـﺴﺐ ﻭ ﮐـﺎﺭ ﻭ ﺳـﻄﻮﺡ‬
‫ﺳﻴﺎﺳﻲ‪.‬‬
‫ﻣﻌﻤﺎﺭﻱ ﮐﺴﺐ ﻭ ﮐﺎﺭ‪ :‬ﺗﻌﺮﻳﻒ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﮐﺎﺭﻱ ﮐﻪ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺑﺎﻳﺪ ﺍﺯ ﺁﻧﻬﺎ ‪،‬ﺑﺮﺣـﺴﺐ ﺟﻨﺒـﻪ‬
‫ﻫﺎﻱ ﻋﻤﻠﻴﺎﺗﻲ ﻭ ﮐﺎﺭﮐﺮﺩﻱ‪ ،‬ﭘﺸﺘﻴﺒﺎﻧﻲ ﺑﻪ ﻋﻤﻞ ﺁﻭﺭﻧﺪ‪ .‬ﺍﻳﻦ ﺗﻌﺮﻳﻒ ﻧﺘﻴﺠﻪ ﺗﺤﻠﻴـﻞ ﻭ ﺑﻬﻴﻨـﻪ ﺳـﺎﺯﻱ ﺑﻌـﺪﻱ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﮐﺎﺭﻱ ﻣﻮﺟﻮﺩ ﺍﺳﺖ‪.‬‬
‫ﻣﻌﻤﺎﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ :‬ﺗﻌﺮﻳﻒ ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎﻱ ﺭﺍﻫﺒﺮﺩﻱ ﮐﺴﺐ ﻭ ﮐﺎﺭ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻫﻢ ﺩﺭ ﻳﮏ‬
‫ﺳﻄﺢ ﮐﻼﻥ ﻭ ﻫﻢ ﺑﻪ ﻋﻨﻮﺍﻥ ﺗﻌﺎﺭﻳﻒ ﺩﺍﺩﻩ ﻫﺎﻱ ﺧﺎﺹ ﻣﺒﺘﻨﻲ ﺑﺮ ﻳﮏ ﺭﻭﻳﮑﺮﺩ ﻣﻔﻬﻮﻣﻲ ﻣﺸﺘﺮﮎ‪.‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪١٧ /‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻨﻲ‪ :‬ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎﻱ ﺭﺍﻫﮑﺎﺭﻫﺎﻱ ﻓﻨﻲ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﮏ ﺳﻴﺴﺘﻢ ﺭﺳﺘﻪ ﺑﻨـﺪﻱ ﻣـﺸﺘﺮﮎ ﺗﻌﺮﻳـﻒ‬
‫ﻣﻲ ﺷﻮﻧﺪ‪ .‬ﻣﻌﻤﺎﺭﻱ ﻓﻨﻲ ﺑﻪ ﻣﻌﻨﻲ ﺭﺳﺘﻪ ﺑﻨﺪﻱ ﮐﻠﻲ ﺳﻴﺴﺘﻢ ﺑﻪ ﭘﻴﻤﺎﻧﻪ ﻫﺎ ﻭ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﮐﺎﺭﮐﺮﺩﻫﺎﻱ ﭘﻴﻤﺎﻧﻪ‬
‫ﻫﺎﻱ ﺍﻧﻔﺮﺍﺩﻱ ﺍﺳﺖ‪ .‬ﻳﮏ ﻋﺎﻣﻞ ﮐﻠﻴﺪﻱ‪ ،‬ﺑﺎﺯﺗﺎﺏ ﺗﻐﻴﻴﺮﺍﺕ ﻣﻄﻠﻮﺏ ـ ﻳﺎ ﺍﺟﺒﺎﺭﻱ ـ ﮐﺴﺐ ﻭ ﮐـﺎﺭ ﺍﺳـﺖ ﮐـﻪ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺎﻳﺪ ﺁﻥ ﺭﺍ ﺗﺤﺖ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻗﺮﺍﺭ ﺩﻫﺪ‪.‬‬
‫ﻗﻮﺍﻋﺪ ﻣﻌﻤﺎﺭﻱ ﻣﻔﻬﻮﻣﻲ‪ :‬ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺯ ﻗﻮﺍﻧﻴﻦ ﺑﺮﺍﻱ ﮔﺰﻳﻨﺶ ﺭﺍﻫﮑﺎﺭﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﻣﻨﻈـﻮﺭ‬
‫ﺗﻀﻤﻴﻦ ﺗﺒﻌﻴﺖ ﺍﺯ ﻧﻴﺎﺯﻣﻨﺪﻱ ﻫﺎﻱ ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩ ﺳﺎﺧﺘﺎﺭ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﻣﻌﻤﺎﺭﻱ ﻓﻨﻲ‪.‬‬
‫ﻓﺮﺁﻳﻨﺪ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﻧﻴﺰ ﻣﺸﺘﻤﻞ ﺑﺮ ﻓﺎﺯﻫﺎﻱ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫• ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ‪ :‬ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺑﻪ ﻋﻨﻮﺍﻥ ﻧﻘﻄﻪ ﺍﺑﺘﺪﺍﻳﻲ ﺑﺮﻧﺎﻣـﻪ ﺭﻳـﺰﻱ ﺭﻭﺑـﻪ‬
‫ﺁﻳﻨﺪﻩ ﺑـﻪ ﺷـﻤﺎﺭ ﻣـﻲ ﺭﻭﺩ ﻭ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﺑﺨـﺸﻲ ﺍﺯ ﮐـﺎﺭ ﻋﻤﻠﻴـﺎﺗﻲ ﻧﮕﺎﻫـﺪﺍﺭﻱ ﻣـﻲ ﺷـﻮﺩ‪.‬‬
‫ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﻫﻢ ﭼﻨﻴﻦ ﻣﺒﻨﺎﻱ ﻣﻬﻤﻲ ﺑﺮﺍﻱ ﺗﻨﻈﻴﻢ ﻭ ﺗﺠﺪﻳﺪ ﻧﻈﺮ ﺩﺭ ﭼﺸﻢ ﺍﻧـﺪﺍﺯﻫﺎ ﻭ ﺟﻬـﺖ‬
‫ﮔﻴﺮﻱ ﻫﺎ ﺑﻪ ﺷﻤﺎﺭ ﻣﻲ ﺭﻭﺩ‪.‬‬
‫• ﺗﺤﻠﻴﻞ ﺷﮑﺎﻑ‪ :‬ﺗﻮﺻﻴﻒ ﭼﮕـﻮﻧﮕﻲ ﺑـﺮﺍﺯﺵ ﺭﺍﻫﮑﺎﺭﻫـﺎ‪ ،‬ﺭﻭﺵ ﻫـﺎ ﻭ ﺳـﺎﺯﻣﺎﻥ ﺑـﺎ ﻗﻮﺍﻋـﺪ‬
‫ﻣﻌﻤﺎﺭﻱ ﻣﻔﻬﻮﻣﻲ‪.‬‬
‫• ﺍﻭﻟﻮﻳﺖ ﺑﻨﺪﻱ ﻭ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ‪ :‬ﺗﻮﺻﻴﻒ ﮔﺬﺍﺭ ﻓﻨﻲ ﻣﻮﺭﺩﻧﻴﺎﺯ ﺑﺮﺍﻱ ﭘﺪﻳﺪ ﺁﻭﺭﺩﻥ ﮔـﺎﻡ ﻫـﺎﻱ‬
‫ﻧﺰﺩﻳﮑﺘﺮ ﺑﻪ ﻗﻮﺍﻋﺪ ﻣﻌﻤﺎﺭﻱ ﻭ ﺍﻫﺪﺍﻑ ﺑﺮﺍﻱ ﺭﺍﻫﮑﺎﺭﻫﺎﻱ ﻣﻮﺟﻮﺩ‪ .‬ﺍﻳﻦ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺗﻐﻴﻴـﺮﺍﺕ ﺭﺍ‬
‫ﺑﺮ ﺣﺴﺐ ﺍﺭﺯﺵ ﮐﺴﺐ ﻭ ﮐﺎﺭ ﺍﻭﻟﻮﻳﺖ ﺑﻨﺪﻱ ﮐﺮﺩﻩ ﻭ ﺑﻪ ﺷﻨﺎﺳﺎﻳﻲ ﭘﻴﺎﻣﺪﻫﺎ ﻣﻲ ﭘﺮﺩﺍﺯﻧﺪ‪.‬‬
‫• ﭘﺮﻭﮊﻩ ﻫﺎﻱ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ‪ :‬ﻧﺤﻮﻩ ﺷﻤﺎﺭﻱ ﺍﺯ ﭘﺮﻭﮊﻩ ﻫﺎﻳﻲ ﮐﻪ ﻫﻤﺎﻫﻨﮓ ﺷﺪﻩ ﺍﻧـﺪ ﻭ ﺍﻫـﺪﺍﻑ‬
‫ﮐﻠﻲ ﻳﮑﺴﺎﻧﻲ ﺩﺍﺭﻧﺪ‪ ،‬ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﺭﺍ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﻗﺮﺍﺭ ﻣﻲ ﺩﻫﺪ‪ .‬ﭘﺮﻭﮊﻩ ﻫﺎ ﺗﺤﺖ ﻳﮏ ﻣﺠﻤﻮﻋﻪ‬
‫)ﻳﺎ ﺳﺒﺪ( ﭘﺮﻭﮊﻩ ﻫﺎ ﺑﺎ ﺑﻬﻴﻨﻪ ﺳﺎﺯﻱ ﻋﻤﻠﮑﺮﺩ ﻭ ﻣﺪﻳﺮﻳﺖ ﺭﻳﺴﮏ ﻓﻌﺎﻝ ﺍﺟﺮﺍ ﻣﻲ ﺷﻮﻧﺪ‪.‬‬
‫ﺍﺻﻮﻝ ﻭ ﮔﺰﻳﻨﻪﻫﺎﻱ ﻣﺸﺘﺮﻙ‪ :‬ﺍﻳﻦ ﻋﻨﺼﺮ ﭼﺎﺭﭼﻮﺏ ﺩﺭ ﻭﺍﻗﻊ ﺗﻼﺵ ﻣﻲﻛﻨﺪ ﺗﻌﺪﺍﺩﻱ ﻣﻌﻤـﺎﺭﻱ ﻓﻨـﻲ ﺭﺍ ﺑـﻪ‬
‫ﺻﻮﺭﺕ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻣﻌﺮﻓﻲ ﻛﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﺳﻨﺪ ﺳﻔﻴﺪ ﺿﻤﻦ ﺗﺄﻛﻴﺪ ﺑﺮ ﺍﻳﻨﻜﻪ ﭼﺎﺭﭼﻮﺏ ﻣـﺸﺘﺮﻙ ﺑﺎﻳـﺪ ﺍﺯ‬
‫ﻃﺮﻳﻖ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﺳﺎﺯﻱ ﺑﻪ ﺗﺒﺎﺩﻝﭘﺬﻳﺮﻱ ﺩﺍﺩﻩﻫـﺎ ﻛﻤـﻚ ﻛﻨـﺪ؛ ﺍﻣﻨﻴـﺖ‪ ،‬ﺗﻌﺎﻣـﻞﭘـﺬﻳﺮﻱ‪ ،‬ﺍﻧﻌﻄـﺎﻑﭘـﺬﻳﺮﻱ‪،‬‬
‫ﻣﻘﻴﺎﺱﭘﺬﻳﺮﻱ ﻭ ﺑﺎﺯﺑﻮﺩﻥ‪ ١‬ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺳﺎﻳﺮ ﺍﺻﻮﻟﻲ ﻛﻪ ﺑﺎﻳﺪ ﺩﺭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﺳﺎﺯﻱ ﻣﻮﺭﺩ ﺗﻮﺟـﻪ ﻗـﺮﺍﺭ ﮔﻴﺮﻧـﺪ‬
‫ﻣﻌﺮﻓﻲ ﻣﻲﻛﻨﺪ‪ .‬ﺑﺎ ﺍﻳﻦ ﺣﺎﻝ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﺼﺪﺍﻕ ﺑﺎﺭﺯ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﺍﺯ ﻣﻌﻤﺎﺭﻱ ﺧﺪﻣﺖﮔـﺮﺍ‪ ٢‬ﺑـﻪ ﻋﻨـﻮﺍﻥ‬
‫ﺍﺻﻞ ﻳﺎ ﻗﺎﻋﺪﺓ ﻋﻤﻮﻣﻲ ﺣﺎﻛﻢ ﺑﺮ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻛﻠﻲ ﻓﻨﻲ ﻳﺎﺩ ﻣﻲﻛﻨﺪ ﻭ ﺗﺄﻛﻴﺪ ﺩﺍﺭﺩ ﺗﻼﺵ ﺑﺮﺍﻱ ﻃﺮﺍﺣﻲ ﻭ‬
‫ﺗﻮﺳﻌﺔ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺩﺭ ﺁﻳﻨﺪﻩ ﺑﺎﻳﺪ ﺍﺯ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﺳﻨﺘﻲ ﻭ ﺳـﻪﻻﻳـﻪﺍﻱ ﺭﺍﻳـﺞ ﺑـﻪ ﺳـﻤﺖ ﺍﻳـﻦ‬
‫ﻣﻌﻤﺎﺭﻱ ﺣﺮﻛﺖ ﻛﻨﺪ‪.‬‬
‫‪1. Openness‬‬
‫‪2. Service-Oriented Architecture‬‬
‫‪ / ١٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺍﺑﺰﺍﺭﻫﺎﻱ ﻣﺸﺘﺮﻙ‪ :‬ﻋﻨﺼﺮ ﺩﻳﮕﺮ ﭼﺎﺭﭼﻮﺏ ﺍﺑﺰﺍﺭﻫﺎﻱ ﻋﻤﻮﻣﻲ ﻫﺴﺘﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﺩﻭ ﺩﺳﺘﻪ ﺍﺑﺰﺍﺭ ﺑﻪ ﻋﻨﻮﺍﻥ‬
‫ﺍﺑﺰﺍﺭﻫﺎﻱ ﻣﺸﺘﺮﻙ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ‪ .‬ﻳﻜﻲ ﺁﻥ ﺩﺳﺘﻪ ﻛﻪ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺨﺰﻥ ﻣﺸﺘﺮﻛﻲ ﺑﺮﺍﻱ ﻣﻌﻤﺎﺭﻱ‬
‫ﻋﻤﻞ ﻣﻲﻛﻨﻨﺪ ﻭ ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺍﻣﻜﺎﻥ ﺗﻌﺎﻣﻞ ﻭ ﺗﺒﺎﺩﻝ ﻣﻔﺎﻫﻴﻢ‪ ،‬ﻣﺆﻟﻔﻪﻫﺎ‪ ،‬ﻣـﺪﻝﻫـﺎ ﻭ ﻓﺮﺁﻳﻨـﺪﻫﺎ ﺭﺍ ﻓـﺮﺍﻫﻢ‬
‫ﻣﻲﻛﻨﻨﺪ ﻭ ﺩﻳﮕﺮﻱ ﺩﺳﺘﻪﺍﻱ ﻛﻪ ﺩﺭ ﺗﺤﻠﻴﻞ‪ ،‬ﻣﺪﻝﺳﺎﺯﻱ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﺁﻥ‬
‫ﺑﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻛﻤﻚ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﭘﻴﺸﻨﻬﺎﺩﻫﺎﻱ ﺳﻨﺪ ﺳﻔﻴﺪ ﺑﺮﺍﻱ ﭼﺎﺭﭼﻮﺏ ﻣـﺸﺘﺮﻙ ﺩﺭ ﺍﻳـﻦ ﺯﻣﻴﻨـﻪ‬
‫ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
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‫ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳﻌﺔ ﻳﻚ ﻣﺮﺟﻊ ﻋﻤﻮﻣﻲ ﺑﺮﺍﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﻲ ﻭ ﺷﺮﺡ ﺁﻥﻫﺎ‬
‫ﺑﺮﺭﺳﻲ ﻭ ﺳﺎﺯﻣﺎﻥﺩﻫﻲ ﮔﺰﻳﻨﻪﻫﺎﻱ ﻣﻬﻢ ﺑﺮﺍﻱ ﻣﻌﻤﺎﺭﻱ ﺯﻳﺮﺳﺎﺧﺘﺎﺭ‬
‫ﺍﻳﺠﺎﺩ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺍﻣﻨﻴﺖ‬
‫ﺍﻳﺠﺎﺩ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫‪ .۳ .۱‬ﺗﺠﺮﺑﺔ ﻛﺎﻧﺎﺩﺍ‬
‫ﺷﺎﻳﺪ ﻫﻤﮕﺎﻥ ﺗﺼﻮﺭ ﻛﻨﻨﺪ ﻛﻪ ﭘﻴﺸﺮﻓﺘﻪﺗﺮﻳﻦ ﻛـﺸﻮﺭ ﺩﺭ ﺯﻣﻴﻨـﺔ ﺩﻭﻟـﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜـﻲ‪ ،‬ﺍﻳـﺎﻻﺕ ﻣﺘﺤـﺪﺓ‬
‫ﺁﻣﺮﻳﻜﺎﺳﺖ ﺍﻣﺎ ﺩﺭ ﻭﺍﻗﻊ ﺍﻳﻦ ﻛﺎﻧﺎﺩﺍﺳﺖ ﻛﻪ ﺑﻴﺸﺘﺮﻳﻦ ﺭﺷﺪ ﺭﺍ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﺩﺍﺷﺘﻪ ﺍﺳﺖ‪ .‬ﺑـﺎ ﺍﻳـﻦﺣـﺎﻝ‬
‫ﺁﻥﻫﺎ ﺩﺭ ﺯﻣﻴﻨﺔ ﺗﻮﺟﻪ ﺑﻪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺍﻳﻦ ﺍﻧﺪﺍﺯﻩ ﻓﻌﺎﻝ ﻧﺒﻮﺩﻩﺍﻧﺪ‪ .‬ﻛﺎﻧﺎﺩﺍﻳﻴﻬﺎ ﺩﺭ ﺭﺍﺳـﺘﺎﻱ ﺍﻳﺠـﺎﺩ‬
‫ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ ﺑﻪ ﺗﻮﺳﻌﻪ ﺣﻮﻝ ﭘﻨﺞ ﻣﺤﻮﺭ ﺯﻳﺮ ﭘﺮﺩﺍﺧﺘﻪﺍﻧﺪ ]‪:[5, 6‬‬
‫• ﺧﺪﻣﺖﺭﺳﺎﻧﻲ ﻭ ﺟﺎﻣﻌﻴﺖ ﭼﻨﺪﺟﺎﻧﺒﻪ‬
‫• ﺯﻳﺮﺳﺎﺧﺘﺎﺭ ﺍﻣﻦ ﺍﺷﺘﺮﺍﻛﻲ‬
‫• ﺳﻴﺎﺳﺖﻫﺎ ﻭ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‬
‫• ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬
‫• ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬
‫ﺑﻨﺪ ﺩﻭﻡ ﺍﺯ ﺍﻳﻦ ﭘﻨﺞ ﻣﻮﺭﺩ ﻛﻪ ﺑﻪ ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳﻌﺔ ﻳﻚ ﺯﻳﺮﺳﺎﺧﺘﺎﺭ ﺍﻣﻦ ﺍﺷﺘﺮﺍﻛﻲ ﻣﻲﭘـﺮﺩﺍﺯﺩ‪ ،‬ﺟـﺎﻳﻲ‬
‫ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺁﻥ ﻣﻌﻤﺎﺭﻱ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﺤﻮﺭ ﺗﻮﺳﻌﻪ ﻣﻄﺮﺡ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺍﺯ ﮊﻭﺋﻦ ﺳﺎﻝ ‪ ۲۰۰۰‬ﺑﺮﻧﺎﻣـﺔ‬
‫ﻣﻌﻤﺎﺭﻱ ﻣﺘﻤﺮﻛﺰ‪ ١‬ﺑﺎ ﻫﺪﻑ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﺍﻳﻦ ﺯﻳﺮﺳﺎﺧﺘﺎﺭ ﺁﻏﺎﺯ ﺷﺪ ﺗﺎ ﺑﺮ ﺍﺳـﺎﺱ‬
‫ﻳﻚ ﺭﻫﻴﺎﻓﺖ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱﺷﺪﺓ ﺗﺪﺭﻳﺠﻲ ﻭ ﭘﻴﻮﺳﺘﻪ ﺩﺭ ﺳﻄﺢ ﺩﻭﻟﺘﻲ ﺳﻪ ﻣﻌﻤﺎﺭﻱ ﺍﺻﻠﻲ ﺗﻮﺳﻌﻪ ﻳﺎﺑﻨﺪ‪:‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻨﻲ‪ :‬ﻣﻌﻤﺎﺭﻱ ﻓﻨﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﺳﺎﻣﺎﻧﻪﻫﺎ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﻌﺎﻣﻞﭘـﺬﻳﺮ ﺑـﺎ ﺣﻔـﻆ ﻣﺤﺮﻣـﺎﻧﮕﻲ ﻭ‬
‫ﺗﻘﻮﻳﺖ ﺍﻣﻨﻴﺖ ﺯﻳﺮﺳﺎﺧﺘﺎﺭ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﻭﻟﺖ ﻛﺎﻧﺎﺩﺍ ﺗﻬﻴﻪ ﻣﻲﺷﻮﺩ‪.‬‬
‫‪1. Federated Architecture Program‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪١٩ /‬‬
‫ﻣﻌﻤﺎﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ :‬ﺍﻳﻦ ﻣﻌﻤﺎﺭﻱ ﺑﺮﺍﻱ ﺗﺴﻬﻴﻞ ﺗﺒﺎﺩﻝ ﺍﻃﻼﻋﺎﺕ ﺩﺭﻭﻥ ﻭ ﺑﺮﻭﻥﺑﺮﻧﺎﻣﻪﺍﻱ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻓﺰﻭﺩﻥ‬
‫ﺍﺭﺯﺵ ﺑﻪ ﺗﺮﺍﻛﻨﺶﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺧﺎﺭﺟﻲ ﻭ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺍﻳﻨﻜـﻪ ﺩﻭﻟـﺖ‪ ،‬ﺍﻃﻼﻋـﺎﺕ ﺭﺍ ﺑـﻪ ﺭﻭﺷـﻲ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻭ ﭘﻴﻮﺳﺘﻪ ﺟﻬﺖ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻋﻤﻠﻴﺎﺕ ﻫﻮﺷﻤﻨﺪﺍﻧﻪﺗﺮ ﻛﺴﺐﻭﻛﺎﺭ؛ ﮔـﺮﺩﺁﻭﺭﻱ‪ ،‬ﺫﺧﻴـﺮﻩ ﻭ ﻧﮕﻬﺪﺍﺷـﺖ‬
‫ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻛﺴﺐﻭﻛﺎﺭ‪ :‬ﺍﻳﻦ ﻣﻌﻤﺎﺭﻱ ﺑﺮﻧﺎﻣﻪﻫﺎ ﺭﺍ ﻗﺎﺩﺭ ﻣﻲﺳﺎﺯﺩ ﺑﻪ ﻣﻨﻈﻮﺭ ﺣﻤﺎﻳﺖ ﺍﺯ ﺍﺭﺍﺋﺔ ﺧﺪﻣﺎﺕ ﺑﻮﻣﻲﺷـﺪﻩ‪،‬‬
‫ﺑﻪﮔﻮﻧﻪﺍﻱ ﺗﻌﺎﻣﻞﭘﺬﻳﺮ ﻓﻌﺎﻟﻴﺖ ﻛﻨﻨﺪ ﻭ ﺟﻬﺖ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﺍﺭﺍﺋﺔ ﺧﺪﻣﺎﺕ ﻭ ﻋﻤﻠﻴﺎﺕ ﻛﺎﺭﺍﺗﺮ‪ ،‬ﺍﺳﺘﻔﺎﺩﺓ ﻣﺠـﺪﺩ ﺍﺯ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﻣﺆﻟﻔﻪﻫﺎ ﺭﺍ ﺗﺴﻬﻴﻞ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺩﺭ ﭘﺎﻳﺎﻥ ﻻﺯﻡ ﺑﻪ ﺫﻛﺮ ﺍﺳﺖ ﻛﻪ ﺗﻮﻟﻴـﺪ ﻭ ﺗﻮﺳـﻌﺔ ﺗﻌـﺪﺍﺩﻱ ‪ e-Enabler‬ﺑـﺮﺍﻱ ﻫـﺮ ﻳـﻚ ﺍﺯ ﺍﻳـﻦ‬
‫ﻣﻌﻤﺎﺭﻱﻫﺎ ﺩﺭ ﺩﺳﺘﻮﺭ ﻛﺎﺭ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﻫﺮ ‪ e-Enabler‬ﻣﺸﺘﻤﻞ ﺍﺳﺖ ﺑـﺮ ﻣﻨـﺎﺑﻊ ﻭ ﻓﺮﺁﻳﻨـﺪﻫﺎﻳﻲ‬
‫ﺑﺮﺍﻱ ﺣﻤﺎﻳﺖ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺩﺭ ﻣﺠﻤﻮﻋﺔ ﺩﻭﻟﺖ ﺑﻪ ﺻﻮﺭﺕ ﻛﺎﻣﻞ ﻳﺎ ﺟﺰﺋﻲ ﻣـﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ‬
‫ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ‪e-Enabler‬ﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ‪ Canada`s Secure Channel‬ﻛﻪ ﺑﺨﺶ ﻛﻠﻴﺪﻱ ﺯﻳﺮﺳـﺎﺧﺘﺎﺭ ﺍﻣـﻦ ﺍﺷـﺘﺮﺍﻛﻲ ﻣﺤـﺴﻮﺏ‬
‫ﻣﻲﺷﻮﺩ‪.‬‬
‫‪١‬‬
‫• ‪ Epass‬ﻛﻪ ﻭﻇﻴﻔﺔ ﺗﺸﺨﻴﺺ ﻭﺭﻭﺩ ﻏﻴﺮﻣﺠﺎﺯ‪ ،‬ﺧﺪﻣﺎﺕ ﻓﻬﺮﺳﺖﺭﺍﻫﻨﻤﺎ ‪ ،‬ﺛﺒﺖ ﻛﺎﺭﺑﺮ ﻭ ﺍﺣﺮﺍﺯ‬
‫ﻫﻮﻳﺖ ﻭﻱ ﺭﺍ ﺑﺮﻋﻬﺪﻩ ﺩﺍﺭﺩ ﻭ ﺍﺯ ﻓﻨﺎﻭﺭﻱﻫﺎﻳﻲ ﻧﻈﻴﺮ ‪ SSL‬ﻭ ‪ PKI‬ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﺪ‪.‬‬
‫• ‪ Service Broker‬ﻛــﻪ ﺑــﻪ ﻣﻨﻈــﻮﺭ ﺍﺟــﺎﺭﺓ ﺧــﺪﻣﺎﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜــﻲ ﻳــﺎ ﺗﺮﺟﻤـﺔ ﺁﻥﻫــﺎ ﺩﺭ‬
‫ﻣﺤﻴﻂﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺑﻪﻛﺎﺭ ﻣﻲﺭﻭﺩ‪.‬‬
‫• ‪ CCRA`s Address Channel Online‬ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻗﺎﺑﻠﻴﺖ ﺟﺴﺘﺠﻮ ﻭ ﺩﺳﺘﻴﺎﺑﻲ ﺳﺮﻳﻊ ﺑﻪ‬
‫ﺍﻓﺮﺍﺩ ﻭ ﻣﻜﺎﻥﻫﺎ‪.‬‬
‫‪ .۴ .۱‬ﺗﺠﺮﺑﺔ ﻛﺮﺓ ﺟﻨﻮﺑﻲ‬
‫‪٢‬‬
‫ﻣﺴﺌﻮﻟﻴﺖ ﺗﻮﺳﻌﻪ ﻭ ﺗﺪﻭﻳﻦ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﻛﺮﻩ ﺑﺮ ﻋﻬﺪﺓ ﺑﻨﮕﺎﻩ ﻣﻠﻲ ﺗﻮﺳﻌﺔ ﺭﺍﻳﺎﻧﻪﺍﻱ ﺍﺳﺖ‪ .‬ﺍﻳﻦ‬
‫ﺑﻨﮕﺎﻩ )ﻛﻪ ﺍﺯ ﺍﻳﻦ ﭘﺲ ﺑﻪ ﻧﺎﻡ ‪ NCA‬ﺷﻨﺎﺧﺘﻪ ﻣﻲﺷﻮﺩ( ﻛﻪ ﺩﺭ ‪ ۱۹۸۷‬ﺗﺄﺳﻴﺲ ﺷﺪﻩ‪ ،‬ﺩﺭ ﺟﻮﻻﻱ ‪۲۰۰۱‬‬
‫ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﻗﺎﺑﻠﻴﺖﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻫﻤﻜـﺎﺭﻱ ﻧﺰﺩﻳﻜـﻲ ﺭﺍ ﺑـﺎ ﻣﺆﺳـﺴﺔ ‪ OpenGroup‬ﺁﻏـﺎﺯ ﻛـﺮﺩ‪.‬‬
‫ﻣﺄﻣﻮﺭﻳﺖﻫﺎﻱ ﻋﻤﺪﺓ ‪ NCA‬ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﺍﺳﺘﺎﻧﺪﺍﺭﺩﺳﺎﺯﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫‪1. Directory Services‬‬
‫‪2. National Computerization Agency‬‬
‫‪ / ٢٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫• ﻣﻤﻴﺰﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‬
‫• ﺧﺪﻣﺎﺕ ﻣﺸﺎﻭﺭﺓ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺮﺍﻱ ﺑﺨﺶ ﻋﻤﻮﻣﻲ‬
‫• ﺍﻳﺠﺎﺩ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺩﺭ ﻛﺮﺓ ﺟﻨﻮﺑﻲ‬
‫• ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺍﻳﺠﺎﺩ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﺍﺭﺍﺋﺔ ﺧﺪﻣﺎﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺁﻥﻫﺎ‬
‫‪ NCA‬ﺑﻪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﺳﺎﺯﻭﻛﺎﺭﻱ ﻗﺪﺭﺗﻤﻨﺪ ﺟﻬﺖ ﺍﻧﺠﺎﻡ ﺩﺭﺳـﺖ ﻣﺄﻣﻮﺭﻳـﺖﻫـﺎﻱ‬
‫ﻓﻮﻕ ﻧﮕﺮﻳﺴﺘﻪ ﻭ ﭘﺮﻭﮊﻩﻫﺎﻳﻲﺭﺍ ﺩﺭ ﺯﻣﻴﻨﻪﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﺮﺗﺒﻂ ﺑﺎ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺍﻧﺠـﺎﻡ ﺭﺳـﺎﻧﻴﺪﻩ‬
‫ﺍﺳﺖ ﻛﻪ ﻓﻬﺮﺳﺖ ﺁﻥﻫﺎ ﺩﺭ ﺟﺪﻭﻝ ‪ ۱‐۱‬ﺁﻣﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ١‐١‬ﻓﻬﺮﺳﺖ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺩﺭ ﺩﻭﻟﺖ ﻛﺮﻩﻱﺟﻨﻮﺑﻲ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺳﺎﻝ‬
‫‪١٩٩٩‬‬
‫‪٢٠٠٠‬‬
‫‪٢٠٠١‬‬
‫‪٢٠٠٢‬‬
‫ﻋﻨﻮﺍﻥ ﭘﺮﻭﮊﻩ‬
‫ـ ﻣﻄﺎﻟﻌﺔ ﺗﺤﻘﻴﻘﺎﺗﻲ ﺭﻭﻱ ﻣﻌﻤﺎﺭﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ـ ﺗﺤﻘﻴﻖ ﺭﻭﻱ ﻧﻤﺎﻳﺔ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ـ ﺗﻮﻟﻴﺪ ﻣﺪﻝ ﻣﺮﺟﻊ ﻓﻨﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ـ ﺗﺤﻘﻴﻖ ﺭﻭﻱ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﺳﻄﻮﺡ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‬
‫ـ ﻃﺮﺡ ﺗﺮﻭﻳﺞ ﻣﻌﻤﺎﺭﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ـ ﺗﻮﻟﻴﺪ ﻣﻬﻴﺎﻛﻨﻨﺪﺓ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻧﻤﺎﻳﺔ ﻓﻨﻲ‬
‫ـ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻓﻨﻲ ﺑﺮﺍﻱ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻋﻤﻮﻣﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ـ ﻣﻄﺎﻟﻌﺎﺕ ﻣﻮﺭﺩﻱ ﺭﻭﻱ ﺳﻴﺎﺳﺖﮔﺬﺍﺭﻱ ﺑﺮﺍﻱ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﺭ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬
‫ـ ﻣﻄﺎﻟﻌﻪ ﺭﻭﻱ ﺳﻴﺎﺳﺖ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﻣﺠﺪﺩ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﺍﻃﻼﻋﺎﺕ ﺩﻭﻟﺖ‬
‫‪ ٢٠٠٣‬ـ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺳﻄﺢ ﺩﻭﻟﺖ‬
‫‪١‬‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﻭﻟﺘﻲ ﺩﺭ ﺗﻌﺮﻳﻒ ‪ NCA‬ﻋﺒـﺎﺭﺕ ﺍﺳـﺖ ﺍﺯ ﻳـﻚ ﺳـﺎﺧﺘﺎﺭ ﻣﻨﻄﻘـﻲ ﺑـﺮﺍﻱ‬
‫ﺳﺎﺯﻣﺎﻥﺩﻫﻲ ﻭ ﻃﺒﻘﻪﺑﻨﺪﻱ ﻣﺆﻟﻔﻪﻫﺎ ﻭ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺁﻥﻫﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳﻌﺔ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺭ‬
‫ﺳﻄﺢ ﺩﻭﻟﺖ‪ .‬ﺍﺯ ﺩﻳﺪﮔﺎﻩ ‪ NCA‬ﻋﻮﺍﻣﻞ ﺗﺄﺛﻴﺮﮔﺬﺍﺭ ﺑﺮ ﭼﻨﻴﻦ ﭼﺎﺭﭼﻮﺑﻲ ﻣﻮﺍﺭﺩﻱ ﻫـﺴﺘﻨﺪ ﻣﺎﻧﻨـﺪ ﺍﻳـﻦﻛـﻪ‬
‫ﺧﻮﺍﺹ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻓﻨـﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﺩﺭ ﺑﺨـﺶﻫـﺎﻱ ﻋﻤـﻮﻣﻲ ﭼﻴـﺴﺖ؟؛ ﺁﻳـﺎ ﭘـﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﻛـﻞ‬
‫ﭼﺮﺧﻪﺣﻴﺎﺕ ﺗﻮﺳﻌﺔ ﺳﺎﻣﺎﻧﻪﻫﺎ ﻻﺯﻡ ﺍﺳﺖ؟ ﻭ ﺍﻳﻨﻜﻪ ﺑﺎ ﺗﺸﻜﻞﻫﺎﻱ ﻣﻨﻔﺮﺩ ﻳﺎ ﭼﻨﺪﺳﺎﺯﻣﺎﻧﻲ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﺩ؟‬
‫‪1. Government-wide Enterprise Architecture Framework‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٢١ /‬‬
‫ﭘﺎﺳﺦ ﺑﻪ ﺍﻳﻦ ﭘﺮﺳﺶﻫﺎ ﻫﺮﭼﻪ ﺑﺎﺷﺪ ﻟﺰﻭﻡ ﺍﻳﺠﺎﺩ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻭ ﺟﺎﻣﻌﻴﺖ ﻣﻴﺎﻥ ﭘـﺮﻭﮊﻩﻫـﺎﻱ ﻓﻨـﺎﻭﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﺑﺮﺍﻱ ‪ NCA‬ﺑﻪ ﺍﺛﺒﺎﺕ ﺭﺳﺎﻧﻴﺪﻩ ﺍﺳﺖ‪.‬‬
‫‪ .١ .٤ .١‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﻭﻟﺘﻲ )‪(GEAF‬‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﺍﺳﺎﺳﻲ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺑﻪ ﺳﻪ ﺩﺳﺘﺔ ﻛﻠﻲ ﺗﻘﺴﻴﻢﺑﻨﺪﻱ ﺷﺪﻩﺍﻧﺪ‪:‬‬
‫ﺟﻬﺖﮔﻴﺮﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‐ ﭼﻬﺎﺭ ﻣﺆﻟﻔﻪ ﺩﺭ ﺍﻳﻦ ﺩﺳﺘﻪ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ ﻛﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﻫﺪﺍﻳﺖ ﻭ ﻗﺎﻧﻮﻥﮔﺬﺍﺭﻱ‪ :‬ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﺗﻮﺳﻌﻪ‪ ،‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‬
‫ﺩﺭ ﺳﻄﺢ ﺩﻭﻟﺖ‪.‬‬
‫• ﻧﻴﺎﺯﻣﻨﺪﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ :‬ﻧﻴﺎﺯﻣﻨﺪﻱ ﺳﺎﺯﻣﺎﻥ ﺩﻭﻟﺘﻲ ﺑﺮﺍﻱ ﺗﺪﻭﻳﻦ ﺭﺍﻫﺒﺮﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪.‬‬
‫• ﺍﺻﻮﻝ ﻣﻌﻤﺎﺭﻱ‪ :‬ﺑﻴﺎﻧﻴﺔ ﺟﻬﺖﮔﻴﺮﻱﻫﺎ ﻭ ﺗﺠﺮﺑﻴﺎﺕ ﺍﺭﺟﺢ‪ .‬ﺍﺻﻮﻝ؛ ﻗﻮﺍﻧﻴﻦ‪ ،‬ﻣﺤـﺪﻭﺩﻳﺖﻫـﺎ ﻭ‬
‫ﺭﻓﺘﺎﺭﻱ ﺭﺍ ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺩﺭ ﻃﻮﻝ ﻳﻚ ﺩﻭﺭﺓ ﻃﻮﻻﻧﻲﻣـﺪﺕ ﺑـﻪ ﺁﻥﻫـﺎ‬
‫ﻭﻓﺎﺩﺍﺭ ﺑﻤﺎﻧﺪ‪.‬‬
‫• ﺭﺍﻫﺒﺮﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ :‬ﺭﺍﻫﺒﺮﺩ ﮔﺬﺍﺭ ﺳﺎﺯﻣﺎﻧﻲ‪ .‬ﺭﻫﻴﺎﻓﺖﻫـﺎﻳﻲ ﺑـﺮﺍﻱ ﮔـﺬﺍﺭ ﺳـﺎﺯﻣﺎﻥ ﺍﺯ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﻓﻌﻠﻲ ﺑﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺁﺗﻲ ﺑﺎ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪.‬‬
‫ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ‪ :‬ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ‪ GEAF ،‬ﺍﺯ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﺷﺎﻣﻞ ‪ ۴‬ﺩﻳﺪ ﻭ ‪ ۴‬ﻣﻨﻈﺮ ﺍﺳـﺘﻔﺎﺩﻩ ﻣـﻲﻛﻨـﺪ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ۲‐۱‬ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺭﺍ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪:‬‬
‫ﺟﺪﻭﻝ ‪ ٢‐١‬ﭼﺎﺭﭼﻮﺏ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﻭﻟﺘﻲ ﻛﺮﺓ ﺟﻨﻮﺑﻲ‬
‫ﺩﺍﺩﻩ‬
‫ﻭﻇﻴﻔﻪ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﺯﻳﺮﺳﺎﺧﺘﺎﺭ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰ‬
‫ﺻﺎﺣﺐ‬
‫ﻃﺮﺍﺡ‬
‫ﺗﻮﻟﻴﺪﻛﻨﻨﺪﻩ‬
‫ﺗﻮﺻﻴﻒ ﻋﻤﻮﻣﻲ ﺩﻳﺪﻫﺎﻱ ﻣﺨﺘﻠﻒ ﭼﺎﺭﭼﻮﺏ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ‪:‬‬
‫• ﺩﺍﺩﻩ‪ :‬ﻧﻮﻉ ﺍﻃﻼﻋﺎﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻓﺮﺁﻳﻨﺪ ﻛﺎﺭﻱ ﻳﻜﭙﺎﺭﭼﻪ ﺭﺍ ﺷﺮﺡ ﻣﻲﺩﻫﺪ‪.‬‬
‫• ﻭﻇﻴﻔﻪ‪ :‬ﺗﻮﺿﻴﺢ ﻣﻲﺩﻫﺪ ﻛﻪ ﭼﮕﻮﻧﻪ ﻓﺮﺁﻳﻨﺪ ﺳﺎﺯﻣﺎﻧﻲ ﻛﺴﺐﻭﻛﺎﺭ ﺑﻪ ﮔﺮﺩﺵ ﺩﺭﻣﻲﺁﻳﺪ‪.‬‬
‫• ﺳﺎﺯﻣﺎﻥ‪ :‬ﺑﺮ ﺍﺳﺎﺱ ﭼﺸﻢﺍﻧﺪﺍﺯ‪ ،‬ﺑﻴﺎﻧﻴﺔ ﻣﺄﻣﻮﺭﻳﺖ‪ ،‬ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﻭ ﺍﺻﻮﻝ ﻋﻤﻠﻴﺎﺗﻲ‬
‫ﺗﻌﺮﻳﻒ ﻣﻲﺷﻮﺩ‪.‬‬
‫‪ / ٢٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫• ﺯﻳﺮﺳﺎﺧﺘﺎﺭ‪ :‬ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺯﻳﺮﺳﺎﺧﺘﻲ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﻳﻜﭙﺎﺭﭼﻪ ﻭ ﻣﺆﻟﻔـﻪﻫـﺎﻱ‬
‫ﻓﻨﻲ ﺭﺍ ﺗﻮﺻﻴﻒ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻫﻢﭼﻨﻴﻦ ﭼﺎﺭﭼﻮﺏ ﺍﺯ ﭼﻬﺎﺭ ﻣﻨﻈﺮ ﻣﺨﺘﻠﻒ ﻗﺎﺑﻞ ﺑﺮﺭﺳﻲ ﺍﺳﺖ‪:‬‬
‫• ﺑﺮﻧﺎﻣﻪﺭﻳﺰ‪ :‬ﺭﺍﺑﻄﺔ ﺑﺮﻧﺎﻣﻪﺭﻳﺰ ﺑﺎ ﺩﻳﺪﻫﺎﻱ ﺗﺎﺑﻌـﻪ ﺭﺍ ﺑـﺎ ﻣـﻮﺍﺭﺩﻱ ﻣﺎﻧﻨـﺪ ﻭﻇـﺎﻳﻒ ﺳـﺎﻣﺎﻧﻪﻫـﺎ‪،‬‬
‫ﻣﺤﺪﻭﺩﻩ ﻭ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺳﺎﻳﺮ ﺳﺎﻣﺎﻧﻪﻫﺎ ﺷﺮﺡ ﻣﻲﺩﻫﺪ‪.‬‬
‫• ﺻﺎﺣﺐ‪ :‬ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻣﻴﺎﻥ ﻣﻮﺟﻮﺩﻳﺖ ﻭ ﻓﺮﺁﻳﻨﺪ ﺭﺍ ﺩﺭ ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﺻـﺎﺣﺒﺎﻥ‬
‫ﻛﺴﺐﻭﻛﺎﺭ ﺷﺮﺡ ﻣﻲﺩﻫﺪ‪.‬‬
‫• ﻃﺮﺍﺡ‪ :‬ﻣﺤﺼﻮﻻﺕ ﻛﺎﺭﻱ ﻣﻨﻈﺮ ﺗﻮﻟﻴﺪﻛﻨﻨﺪﻩ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ ﺗﻌﻴﻴﻦ ﺍﻧﻮﺍﻉ ﺩﺍﺩﻩﺍﻱ ﻭ ﻭﻇـﺎﻳﻒ ﺩﺭ‬
‫ﻣﺤﺼﻮﻻﺕ ﻛﺎﺭﻱ ﺍﺯ ﻣﻨﻈﺮ ﻃﺮﺍﺡ‪ ،‬ﻣﻌﺮﻓﻲ ﻣﻲﻛﻨﺪ‪.‬‬
‫• ﺗﻮﻟﻴﺪﻛﻨﻨﺪﻩ‪ :‬ﻣﺤﺼﻮﻻﺕ ﻛﺎﺭﻱ ﺗﻌﻴﻴﻦﻛﻨﻨﺪﺓ ﻓﻨﺎﻭﺭﻱﻫﺎ‪ ،‬ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﻭ ﺯﺑﺎﻥﻫـﺎﻱ‬
‫ﺑﺮﻧﺎﻣﻪﻧﻮﻳﺴﻲ ﺭﺍ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﺤﺪﻭﺩﻳﺖﻫﺎﻱ ﻣﻨﻈﺮ ﺗﻮﻟﻴﺪﻛﻨﻨـﺪﻩ ﻧﻈﻴـﺮ ﭘﺎﻳﮕـﺎﻩﺩﺍﺩﻩ ﻭ ﻛـﺎﺭﺑﺮﺩ‪،‬‬
‫ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﭼﺮﺧﺔ ﺣﻴﺎﺕ ‪ :GEAF‬ﺍﻳﻦ ﭼﺮﺧﺔ ﺣﻴﺎﺕ ﺗﻮﺳـﻂ ﻳـﻚ ﺳـﺎﺯﻣﺎﻥ ﻣﻮﺳـﻮﻡ ﺑـﻪ ﺳـﺎﺧﺘﺎﺭ ﻣـﺪﻳﺮﻳﺖ ‪GEAF‬‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺳﺎﺯﻩﺑﻠﻮﻙﻫﺎ ﻭ ﻣﺤﺼﻮﻻﺕ ﻛﺎﺭﻱ‪ :‬ﻣﺤﺼﻮﻻﺕ ﻛﺎﺭﻱ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ‪ GEAF‬ﺑﻪ ﺩﻭ ﺩﺳﺘﺔ ﺿﺮﻭﺭﻱ ﻭ ﭘﺸﺘﻴﺒﺎﻥ‬
‫ﺗﻘﺴﻴﻢ ﻣﻲﺷﻮﻧﺪ‪ .‬ﻣﺤﺼﻮﻻﺕ ﺿﺮﻭﺭﻱ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻣﺤﺼﻮﻻﺕ ﻫﺴﺘﻨﺪ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺣﺘﻤﹰﺎ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ‬
‫ﺗﻮﻟﻴﺪ ﺷﻮﻧﺪ ﻭ ﮔﺴﺘﺮﺩﻩﺗﺮﻳﻦ ﺩﻳﺪﮔﺎﻩ ﺳﻄﺢ ﺑﺎﻻ ﺍﺯ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ ﻧـﺸﺎﻥ ﻣـﻲﺩﻫﻨـﺪ‪ .‬ﺩﺭ ﻣﻘﺎﺑـﻞ‪ ،‬ﻣﺤـﺼﻮﻻﺕ‬
‫ﭘﺸﺘﻴﺒﺎﻥ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻣﺤﺼﻮﻻﺕ ﻛﻪ ﺟﺰﺋﻴﺎﺕ ﻋﻤﻴﻖﺗﺮ ﻳﺎ ﺗﺨﺼﺼﻲﺗـﺮﻱ ﺍﺯ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ ﺑـﺮﻭﺯ‬
‫ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﻛﺮﻩﺍﻱﻫﺎ ﻗﺼﺪ ﺩﺍﺭﻧﺪ ﺩﺭ ﺍﺩﺍﻣﻪ ﺑﺎ ﻛﺎﺭ ﺑﻴﺸﺘﺮ ﺭﻭﻱ ﺍﻳـﻦ ﭼـﺎﺭﭼﻮﺏ‪ ،‬ﺿـﻤﻦ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ‪TOGAF‬‬
‫ﺑﺮﺍﻱ ﺑﺨﺶ ﺧﺼﻮﺻﻲ‪ GEAF ،‬ﺭﺍ ﺑﻪ ﭼﺎﺭﭼﻮﺏ ﺑﺨﺶ ﻋﻤﻮﻣﻲ ﺗﺒﺪﻳﻞ ﻛﻨﻨﺪ‪ .‬ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳﻌﺔ ﻣﺮﺍﺟﻊ ﻭ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﻲ ﻭ ﻣﺪﻝﺳﺎﺯﻱ‪ ،‬ﺗﻮﺻﻴﻒ ﺑﻴﺸﺘﺮ ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﻧﮕﺎﺷﺖ ﺩﻗﻴﻖﺗﺮ ‪ GEAF‬ﺑـﺮ ‪TOGAF‬‬
‫ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﻭ ﭘﻲﮔﻴﺮﻱ ﻧﺘﺎﻳﺞ ‪ TOGAF‬ﺍﺯ ﺩﻳﮕﺮ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺁﺗﻲ ‪ NCA‬ﻫﺴﺘﻨﺪ‪.‬‬
‫‪ .۵ .۱‬ﺗﺠﺮﺑﺔ ﺍﻧﮕﻠﺴﺘﺎﻥ‬
‫ﻼ ﺩﺭ ﺭﺍﺳـﺘﺎﻱ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺍﻧـﺴﺖ ﺍﻣـﺎ‬
‫ﺍﮔﺮﭼﻪ ﻛﺎﺭ ﺍﻧﺠﺎﻡﺷﺪﻩ ﺩﺭ ﺍﻧﮕﻠﺴﺘﺎﻥ ﺭﺍ ﻧﻤﻲﺗﻮﺍﻥ ﻛـﺎﻣ ﹰ‬
‫ﺩﺳﺖﻛﻢ ﺑﻪ ﺑﺨﺶ ﻗﺎﺑﻞ ﺗﻮﺟﻬﻲ ﺍﺯ ﺁﻥ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﺍﻧﮕﻠﺴﺘﺎﻥ‪ ،‬ﭼﺎﺭﭼﻮﺑﻲ ﺗﺤـﺖ ﻋﻨـﻮﺍﻥ ﭼـﺎﺭﭼﻮﺏ‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٢٣ /‬‬
‫ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‪ (eGIF) ١‬ﺗﺪﻭﻳﻦ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﺑﻪﻭﻳﮋﻩ ﺩﺭ ﺟﻨﺒﻪﻫﺎﻱ ﻓﻨﻲ ﭘﻮﺷـﺎﻧﻨﺪﺓ‬
‫ﺑﺨﺶﻫﺎﻱ ﻗﺎﺑﻞ ﺗﻮﺟﻬﻲ ﺍﺯ ﺍﻫﺪﺍﻑ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ ]‪ .[7‬ﻧﺴﺨﺔ ‪ ۶‬ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﻛﻪ ﺩﺭ ‪۳۰‬‬
‫ﺁﭘﺮﻳﻞ ‪ ۲۰۰۴‬ﺗﺪﻭﻳﻦ ﺷـﺪﻩ ﺍﺳـﺖ ﻣﻨﺒـﻊ ﭘـﺮﺩﺍﺧﺘﻦ ﺑـﻪ ﺍﻳـﻦ ﻣﻮﺿـﻮﻉ ﺩﺭ ﺳـﻨﺪ ﻓﻌﻠـﻲ ﺍﺳـﺖ‪eGIF .‬‬
‫ﻣﺸﺨﺼﻪﻫﺎ ﻭ ﺳﻴﺎﺳﺖﻫﺎﻱ ﻓﻨﻲ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻭ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋـﺎﺗﻲ ﻭ‬
‫ﺍﺭﺗﺒﺎﻃﺎﺗﻲ ﭘﻴﻮﺳﺘﻪ ﺩﺭ ﺑﺨﺶ ﻋﻤﻮﻣﻲ ﺑﺮﺍﻱ ﺩﻭﻟﺖ ﺗﻌﻴﻴﻦ ﻣﻲﻛﻨﺪ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ‪ eGIF‬ﭼﺎﺭﭼﻮﺑﻲ ﺍﺳﺖ ﻛـﻪ‬
‫ﺑﻪ ﻧﻮﺑﺔ ﺧﻮﺩ ﺑﺨﺸﻲ ﺍﺯ ﻣﻌﻤﺎﺭﻱ ‪ eGIF‬ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ ﻭ ﺑﻴﺎﻧﻴﻪ ﺳﻴﺎﺳﺖﮔﺬﺍﺭﻱﻫـﺎﻱ ﺳـﻄﺢ ﺑـﺎﻻ‪،‬‬
‫ﺳﻴﺎﺳﺖﻫﺎﻱ ﻓﻨﻲ ﻭ ﻧﻈﺎﻡ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﺭﺍ ﺩﺭ ﺑﺮ ﻣﻲﮔﻴﺮﺩ‪.‬‬
‫‪ eGIF‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺑﺎﺯ ﻣﺒﺘﻨﻲ ﺑﺮ ﺑﺎﺯﺍﺭ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﺍﻣﻜﺎﻥ ﮔﺮﺩﺵ ﺑـﺪﻭﻥ ﺍﺗـﺼﺎﻝ‬
‫ﺍﻃﻼﻋﺎﺕ ﺍﺯ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺯﻳﺮﺳﺎﺧﺘﻲ ﺑﻪ ﺷﻬﺮﻭﻧﺪﺍﻥ ﻭ ﻛـﺴﺐﻭﻛـﺎﺭ ﺑـﻴﻦ ﺳـﺎﺯﻣﺎﻥﻫـﺎﻱ ﺩﻭﻟﺘـﻲ ﻣﻬﻴـﺎ‬
‫ﻣﻲﺳﺎﺯﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﺷﻤﺎﻫﺎﻱ ‪ XML‬ﻓﺮﺍﻭﺍﻧﻲ ﺑﺮﺍﻱ ﺗﻌﺮﻳﻒ ﺩﺍﺩﻩﻫﺎﻱ ﻋﻤﻮﻣﻲ ﺍﻳﺠﺎﺩ ﻭ ﺑـﻪ ﺻـﻮﺭﺕ‬
‫‪ OnLine‬ﻗﺎﺑﻞ ﺩﺳﺘﻴﺎﺑﻲ ﺍﺳﺖ‪.‬‬
‫‪ eGIF‬ﺍﺯ ﺩﻭ ﺑﺨﺶ ﺍﺻﻠﻲ ﺗﺸﻜﻴﻞ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫‪١‬ـ ﭼﺎﺭﭼﻮﺏ‬
‫‪٢‬ـ ﺳﻴﺎﺳﺖﻫﺎ ﻭ ﻣﺸﺨﺼﻪﻫﺎﻱ ﻓﻨﻲ ﻭ ﻭﺍﮊﻩﻧﺎﻣﻪ‬
‫ﭼﺎﺭﭼﻮﺏ ﻛﻪ ﺑﻴﺎﻧﻴﻪﻫﺎﻱ ﺳﻄﺢ ﺑﺎﻻﻱ ﺳﻴﺎﺳﺖﮔﺬﺍﺭﻱ ﻭ ﻧﻈﺎﻣﺎﺕ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﺭﺍ‬
‫ﺗﻌﺮﻳﻒ ﻣﻲﻛﻨﺪ‪ ،‬ﺳﻌﻲ ﺩﺍﺷﺘﻪ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺍﻳﻨﺘﺮﻧﺖ ﻭ ﺷﺒﻜﺔ ﺟﻬﺎﻧﻲ ﻭﺏ ﻭﻓﻖ ﺩﻫﺪ‪ ،‬ﺳﺎﻣﺎﻧﻪﻫﺎ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ‬
‫ﻭﺍﺳﻂﻫﺎﻳﺸﺎﻥ ﺗﻌﺮﻳﻒ ﻛﻨﺪ ﻭ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ‪ XML‬ﻭ ‪ XSL‬ﺣﻤﺎﻳﺖ ﻛﻨﺪ‪.‬‬
‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﭘﻴﮕﻴﺮﻱ ﺍﺟﺮﺍ ﻭ ﻧﮕﻬﺪﺍﺷـﺖ ﭼـﺎﺭﭼﻮﺏ ﻋـﺎﻣﻠﻲ ﻣﻬـﻢ ﺩﺭ ﺗـﻀﻤﻴﻦ ﺍﺟﺮﺍﻳـﻲ ﺷـﺪﻥ ﺁﻥ‬
‫ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ ﺩﺭ ﺑﺨﺸﻲ ﺍﺯ ﺳﻨﺪ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﻳﻦﻛﺎﺭ ﺍﺷﺎﺭﻩ ﺷﺪﻩ ﺍﺳـﺖ‪ .‬ﺍﻳـﻦ ﺳـﺎﺯﻣﺎﻥ‬
‫ﺷﺎﻣﻞ ﺳﻪ ﮔﺮﻭﻩ ﻛﺎﺭﻱ ﺍﺻﻠﻲ ﺍﺳﺖ‪:‬‬
‫ﮔﺮﻭﻩ ﻛﺎﺭﻱ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻛﻪ ﻧﻘﺶ ﻫـﺪﺍﻳﺖ ﻭ ﻣـﺪﻳﺮﻳﺖ ﺷـﻤﺎﻫﺎﻱ ‪ XML‬ﻻﺯﻡ ﺑـﺮﺍﻱ ﭘـﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ‬
‫ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎﻱ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﺍﺩﻩﺍﻱ ﺩﺭ ﺭﺍﻫﺒﺮﺩ ﺩﻭﻟﺖ ﺭﺍ ﺑﺮ ﻋﻬﺪﻩ ﺩﺍﺭﺩ‪.‬‬
‫ﮔﺮﻭﻩ ﺷﻤﺎﻫﺎﻱ ﺩﻭﻟﺘﻲ ﻛﻪ ﻣﺴﺌﻮﻟﻴﺖ ﻣﺪﻳﺮﻳﺖ ﭘﺬﻳﺮﺵ‪ ،‬ﺍﻧﺘﺸﺎﺭ ﻭ ﺗﻘﺎﺿﺎﻱ ﺗﻐﻴﻴﺮ ﺩﺭ ﺷـﻤﺎﻫﺎ ﺭﺍ ﺑﺮﻋﻬـﺪﻩ‬
‫ﺩﺍﺭﺩ ﻭ ﻗﻮﺍﻋﺪﻱ ﺑﺮﺍﻱ ﻃﺮﺍﺣﻲ ﺁﻥﻫﺎ ﺗﺪﻭﻳﻦ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻳﻦ ﮔـﺮﻭﻩ ﻫـﻢﭼﻨـﻴﻦ ﻭﻇﻴﻔـﻪ ﺩﺍﺭﺩ ﺗﻮﻟﻴـﺪ ﻭ‬
‫ﺗﻮﺳﻌﺔ ﻣﺸﺨﺼﻪﻫﺎﻱ ‪ XML‬ﺑﻴﻦﺍﻟﻤﻠﻠﻲ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ ﺍﺗﺼﺎﻝ ﺑﺎ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻣﺎﻧﻨﺪ ‪W3C‬‬
‫ﻭ ‪ OASIS‬ﺗﻌﻘﻴﺐ ﻛﻨﺪ‪.‬‬
‫‪1. Electronic Government Interoperability Framework‬‬
‫‪ / ٢٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﮔﺮﻭﻩﻫﺎﻱ ﺗﺨﺼﺼﻲ ﻛﻪ ﺷﻤﺎﻫﺎﻱ ‪ XML‬ﺭﺍ ﺗﻮﻟﻴﺪ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫‪ .۶ .۱‬ﺗﺠﺮﺑﺔ ﺁﻣﺮﻳﻜﺎ‬
‫ﺩﺭ ﺁﻣﺮﻳﻜﺎ ﻧﻴﺰ ﭼﺎﺭﭼﻮﺑﻲ ﺩﺭ ﺳﺎﻝ ‪ ۱۹۹۹‬ﻣﻌﺮﻓﻲ ﺷﺪ ﻛﻪ ﺍﮔﺮﭼﻪ ﺑﻪ ﺻﺮﺍﺣﺖ ﺍﺯ ﺁﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﭼـﺎﺭﭼﻮﺏ‬
‫ﻣﻠﻲ ﻳﺎ ﺩﻭﻟﺘﻲ ﺍﺳﻢ ﺑﺮﺩﻩ ﻧﺸﺪﻩ ﺍﺳﺖ ﺍﻣﺎ ﻧﻮﻉ ﻧﮕﺎﻩ ‪ CIO‬ﺑﻪ ﺁﻥ ﻭ ﺳﺎﺧﺘﺎﺭ ﺍﺟﺰﺍﻳﺶ ﻧﺸﺎﻥ ﻣﻲﺩﻫـﺪ ﻛـﻪ‬
‫ﭼﻨﻴﻦ ﺭﻓﺘﺎﺭﻱ ﺍﺯ ﺁﻥ ﺍﻧﺘﻈﺎﺭ ﻣﻲﺭﻭﺩ‪ .‬ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﻛﻪ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﻳﺮ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﻌﺮﻓـﻲ ﺷـﺪﻩ ﺩﺭ‬
‫ﺍﻳﻦ ﺳﻨﺪ ﺩﺭ ﺍﻳﺮﺍﻥ ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩ ﺗﺮ ﺍﺳﺖ‪ ،‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻓـﺪﺭﺍﻝ‪ ١‬ﻳـﺎ ‪ FEAF‬ﻧـﺎﻡ ﺩﺍﺭﺩ‬
‫]‪.[8‬‬
‫‪ .١ .٦ .١‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ‬
‫ﻫﺪﻑ ﺍﺯ ‪ FEAF‬ﺗﺴﻬﻴﻞ‪ ،‬ﺗﻮﺳﻌﺔ ﺍﺷﺘﺮﺍﻛﻲ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺍﻃﻼﻋﺎﺕ ﻣﺸﺘﺮﻙ ﺑـﻴﻦ ﺁﮊﺍﻧـﺴﻬﺎﻱ ﻓـﺪﺭﺍﻝ ﻭ‬
‫ﺳﺎﻳﺮ ﺁﮊﺍﻧﺴﻬﺎﻱ ﺩﻭﻟﺘﻲ ﺍﺳﺖ‪ .‬ﺑﺮ ﺍﺳﺎﺱ ﻣﺴﺘﻨﺪﺍﺕ ‪ ،FEAF‬ﭼﺎﺭﭼﻮﺏ ﺑﻪ ﺩﻭﻟﺖ ﻓﺪﺭﺍﻝ ﺍﺟﺎﺯﻩ ﻣﻲ ﺩﻫﺪ‪:‬‬
‫• ﺍﻃﻼﻋﺎﺕ ﻓﺪﺭﺍﻝ ﺭﺍ ﺩﺭ ﻣﻘﻴﺎﺱ ﺑﻪ ﻭﺳﻌﺖ ﻓﺪﺭﺍﻝ‪ ،‬ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﻛﻨﺪ‪.‬‬
‫• ﺍﺷﺘﺮﺍﻙ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﻣﻴﺎﻥ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻓﺪﺭﺍﻝ ﺷﺎﻳﻊ ﺳﺎﺯﺩ‪.‬‬
‫• ﺑﻪ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻓﺪﺭﺍﻝ ﺩﺭ ﺗﻮﺳﻌﺔ ﻣﻌﻤﺎﺭﻱ ﻫﺎﻳﺸﺎﻥ ﻛﻤﻚ ﻧﻤﺎﻳﺪ‪.‬‬
‫• ﺑﻪ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻓﺪﺭﺍﻝ ﻛﻤﻚ ﻛﻨﺪ ﻛﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ ‪ IT‬ﺭﺍ ﺑﻪ ﺳﺮﻋﺖ ﺗﻮﺳﻌﻪ‬
‫ﺑﺨﺸﻨﺪ‪.‬‬
‫• ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ ﺭﺍ ﺑﻬﺘﺮ‪ ،‬ﺳﺮﻳﻌﺘﺮ ﻭ ﺍﺯ ﻧﻈﺮ ﻫﺰﻳﻨﻪ ﻣﺆﺛﺮﺗﺮ ﺑﺮﺁﻭﺭﺩﻩ ﻧﻤﺎﻳﺪ‪.‬‬
‫‪ ،FEAF‬ﻫﻤﺎﻧﻨﺪ ﺳﺎﻳﺮ ﭼﺎﺭﭼﻮﺑﻬﺎ‪ ،‬ﺩﺭ ﺍﺻﻞ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺍﺳﺖ ﺑﺮﺍﻱ ﮔﺮﺩﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻣـﺸﺘﺮﻙ ﻭ‬
‫ﺍﻳﺠﺎﺩ ﻣﺨﺰﻧﻲ ﺑﺮﺍﻱ ﺫﺧﻴﺮﻩ ﺳﺎﺯﻱ ﺍﻳﻦ ﺍﻃﻼﻋﺎﺕ‪ FEAF .‬ﺷﺎﻣﻞ ﭼﻬﺎﺭ ﺳﻄﺢ ﻣـﻲ ﺑﺎﺷـﺪ ﻛـﻪ ﺳـﻄﺢ‬
‫ﺍﻭﻝ‪ ،‬ﻳﻚ ﺗﻮﺻﻴﻒ ﺳﻄﺢ ﺑﺎﻻ ﺍﺯ ﻣﺆﻟﻔﻪ ﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺍﺩﺍﻣﻪ ﺧﻮﺍﻫﻨﺪ ﺁﻣﺪ ﻭ ﺳﻪ ﺳﻄﺢ ﺑﻌﺪﻱ‪ ،‬ﺍﻳـﻦ‬
‫ﻣﺆﻟﻔﻪ ﻫﺎ ﺭﺍ ﺑﺎ ﺟﺰﺋﻴﺎﺕ ﻓﺰﺍﻳﻨﺪﻩ ﺗﺸﺮﻳﺢ ﻣﻲ ﻛﻨﻨﺪ‪ .‬ﺳﻄﺢ ﭼﻬﺎﺭﻡ ﻫﻤﭽﻨﻴﻦ ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﻣﻨﻄﻘـﻲ ﺑـﺮﺍﻱ‬
‫ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﻭ ﺭﺩﻩ ﺑﻨﺪﻱ ﻣﺤﺼﻮﻻﺕ ﺍﺭﺍﺋﻪ ﻣﻲ ﺩﻫﺪ‪ .‬ﺍﻳﻦ ﺳـﺎﺧﺘﺎﺭ ﻣﻨﻄﻘـﻲ ﻭﺍﻗﻌـﹰﺎ ﻧـﺴﺨﺔ ﻣﻨﺎﺳـﺒﻲ ﺍﺯ‬
‫ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ ﺍﺳﺖ‪ .‬ﺩﺭ ﺍﺩﺍﻣﻪ ﻫﺸﺖ ﻣﺆﻟﻔﺔ ‪ FEAF‬ﻛﻪ ﺩﺭ ﺳـﻄﻮﺡ ﭼﻬﺎﺭﮔﺎﻧـﻪ ﺑـﻪ ﺗﺮﺗﻴـﺐ ﻫﺮﭼـﻪ‬
‫ﺑﻴﺸﺘﺮ ﺑﺎﺯ ﻣﻲ ﺷﻮﻧﺪ ﻣﻲ ﺁﻳﺪ‪:‬‬
‫ﭘﻴﺸﺮﺍﻧﻬﺎﻱ ﻣﻌﻤﺎﺭﻱ‪ :‬ﻣﺤﺮﻛﻬﺎﻱ ﺧﺎﺭﺟﻲ ﻛﻪ ﺑﺎﻋﺚ ﺗﻐﻴﻴﺮ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ ﻣﻲ ﮔﺮﺩﻧﺪ‪.‬‬
‫‪1. Federal Enterprise Architecture Framework‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٢٥ /‬‬
‫ﺟﻬﺖ ﮔﻴﺮﻱ ﺭﺍﻫﺒﺮﺩﻱ‪ :‬ﺍﻃﻤﻴﻨﺎﻥ ﻣﻲ ﺩﻫﺪ ﻛﻪ ﺗﻐﻴﻴﺮﺍﺕ ﺑﺎ ﻛﻠﻴﺖ ﺟﻬﺖ ﮔﻴﺮﻱ ﻓـﺪﺭﺍﻝ‪ ،‬ﺳـﺎﺯﮔﺎﺭﻱ ﺩﺍﺷـﺘﻪ‬
‫ﺑﺎﺷﻨﺪ‪.‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻌﻠﻲ‪ :‬ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﺳﺎﺯﻣﺎﻥ‬
‫ﻣﻌﻤﺎﺭﻱ ﻣﻘﺼﺪ‪ :‬ﻭﺿﻌﻴﺖ ﻣﻘﺼﺪ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﻣﻄﺎﺑﻖ ﺑﺎ ﺟﻬﺖ ﮔﻴﺮﻱ ﺭﺍﻫﺒﺮﺩﻱ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺍﻧﺘﻘﺎﻟﻲ‪ :‬ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻛﻪ ﺗﻐﻴﻴﺮﺍﺕ ﺭﺍ ﺍﺯ ﻣﻌﻤﺎﺭﻱ ﻓﻌﻠﻲ ﺑﻪ ﻣﻘـﺼﺪ ﺩﺭ ﺗﻮﺍﻓـﻖ ﺑـﺎ ﺍﺳـﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‪ ،‬ﺍﻋﻤﺎﻝ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬
‫ﻗﻄﻌﺎﺕ ﻣﻌﻤﺎﺭﻱ‪ :‬ﺯﻳﺮﻣﺠﻤﻮﻋﻪ ﻫﺎ ﻳﺎ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻛﻮﭼﻜﺘﺮ ﺩﺭ ﺩﻝ ﺳﺎﺯﻣﺎﻥ ﻓﺪﺭﺍﻝ ﻛﻠﻲ‪.‬‬
‫ﻣﺪﻟﻬﺎﻱ ﻣﻌﻤﺎﺭﻱ‪ :‬ﻣﺴﺘﻨﺪﺍﺕ ﻭ ﺍﺳﺎﺱ ﺭﺍ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﻭ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻓﺪﺭﺍﻝ ﺍﺭﺍﺋﻪ ﻣﻲ‬
‫ﺩﻫﺪ‪.‬‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ‪ :‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ‪ ،‬ﺭﻫﻨﻤﻮﺩﻫﺎﻱ ﺍﺧﺘﻴﺎﺭﻱ ﻭ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻛﻪ ﻫﻤﮕـﻲ ﺑـﺮ ﺍﺭﻓﻘـﺎﺀ ﻣﻴـﺎﻥ ﻋﻤـﻞ‬
‫ﻛﻨﻨﺪﮔﻲ ﻣﺘﻤﺮﻛﺰﻧﺪ‪.‬‬
‫ﺷﻜﻞ ‪ ۲‐۱‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ ﺩﺭ ﻳﻚ ﻧﮕﺎﻩ‬
‫ﺷﻜﻞ ‪ ۲‐۱‬ﭼﺎﺭﭼﻮﺏ ‪ FEAF‬ﺭﺍ ﺩﺭ ﺳﻄﺢ ﺳﻮﻡ ﻭ ﺑﺎ ﻫﻤﺔ ﺟﺰﺋﻴﺎﺕ ﺁﻥ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪ .‬ﺩﺭ ﺍﺩﺍﻣﻪ ﻭ ﺩﺭ‬
‫ﺟﺪﻭﻝ ‪ ۳‐۱‬ﺗﻮﺻﻴﻔﻲ ﺍﺯ ﻧﺤﻮﺓ ﺗﺠﺰﻳﻪ ﻭ ﺗﻮﺯﻳـﻊ ﻣﺆﻟﻔـﻪﻫـﺎﻱ ‪ FEAF‬ﺩﺭ ﺳـﻄﻮﺡ ﻣﺨﺘﻠـﻒ ﺁﻥ ﺩﻳـﺪﻩ‬
‫ﻣﻲﺷﻮﺩ‪.‬‬
‫‪ / ٢٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺍﻧﺘﻘﺎﻟﻲ ﻛﻪ ﺩﺭ ﻭﺍﻗﻊ ﺑﺨﺸﻲ ﺍﺯ ﻃﺮﺡ ﮔﺬﺍﺭ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣـﻲﺩﻫﻨـﺪ‪ ،‬ﺑـﻪ ﻋﻨـﻮﺍﻥ ﻳﻜـﻲ ﺍﺯ‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﻛﻠﻴﺪﻱ ﺩﺭ ﺍﻳﻦ ﻣﻌﻤﺎﺭﻱ ﻣﻄﺮﺡ ﻫﺴﺘﻨﺪ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻫﻤـﺎﻥﻫـﺎﻳﻲ ﻫـﺴﺘﻨﺪ ﻛـﻪ‬
‫ﻃﺮﺡ ﺟﺎﻣﻊ ‪ ICT‬ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺷﻜﻞ ﻣﻲﺩﻫﻨﺪ‪ .‬ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﺍﺯ ﻗﺒﻴﻞ ﻃﺮﺡ ﺟﺎﻣﻊ ﺳـﺮﻣﺎﻳﻪﮔـﺬﺍﺭﻱ ‪،ICT‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺳﺮﻣﺎﻳﻪ‪ ،‬ﻫﻤﺎﻫﻨﮕﻲ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﻛﺴﺐﻭﻛﺎﺭ ﺍﻗﻤﺎﺭﻱ‪ ،‬ﻣﻄﺎﻟﻌﺔ ﺗﻄﺒﻴﻘﻲ‪ ،‬ﻧﻈﺎﺭﺕ ﻭ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ‬
‫ﻛﺴﺐ ﺳﺮﻣﺎﻳﻪ ﻫﻤﮕﻲ ﻧﻤﻮﻧﻪﻫﺎﻳﻲ ﺍﺯ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﻣﺆﻟﻔﺔ ﺟﺎﻟﺐ ﺩﻳﮕﺮ ﺩﺭ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ‪ ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻫﺴﺘﻨﺪ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳـﺖ ﮔـﺎﻫﻲ ﺍﺟﺒـﺎﺭﻱ ﻫـﻢ‬
‫ﺑﺎﺷﻨﺪ‪ .‬ﺑﺮﺧﻲ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ‪ ،‬ﺗﺜﺒﻴﺖ ﺷﺪﻩﺍﻧﺪ ﻭ ﺑﻌﻀﻲ ﺩﻳﮕﺮ ﺩﺭ ﺣﺎﻝ ﺗﺤﻮﻟﻨﺪ‪ .‬ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﺟﻬـﺖ‬
‫ﺁﻣﺎﺩﻩﺳﺎﺯﻱ ﻭ ﭘﻴﻜﺮﺑﻨﺪﻱ ﺑﺮﺍﻱ ﭘﺬﻳﺮﺵ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﺩﺭ ﺳﻄﺢ ﺳﺎﺯﻣﺎﻥ ﻭ ﻋﻤﻠﻴﺎﺕ ﺁﻥ ﺍﻧﺠﺎﻡ ﻣـﻲﺷـﻮﺩ‬
‫ﻧﻴﺰ ﺩﺭ ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻋﻤﺪﻩ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺍﻣﻨﻴﺘﻲ‪ ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ‬
‫ﺩﺍﺩﻩﺍﻱ‪ ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ٣‐١‬ﺟﺪﻭﻝ ﻧﻤﺎﻳﺶ ﻧﺤﻮﺓ ﺗﻮﺯﻳﻊ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ‪FEAF‬‬
‫ﻣﺆﻟﻔﻪ‬
‫ﻣﻔﻬﻮﻡ‬
‫ﭘﻴﺸﺮﺍﻥﻫﺎﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﻣﺤﺮﻙ ﻫﺎﻱ ﺧﺎﺭﺟﻲ ﻛﻪ ﺑﺎﻋـﺚ ﺗﻐﻴﻴـﺮ ﺩﺭ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ ﻣﻲﮔﺮﺩﻧﺪ‬
‫ﺟﻬﺖﮔﻴﺮﻱ‬
‫ﺭﺍﻫﺒﺮﺩﻱ‬
‫ﺍﻃﻤﻴﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﺍﻳﻦ ﺗﻐﻴﻴﺮﺍﺕ ﺑﺎ ﻛﻠﻴﺖ‬
‫ﺟﻬﺖﮔﻴﺮﻱ ﻓﺪﺭﺍﻝ ﺳﺎﺯﮔﺎﺭﻱ ﺩﺍﺷﺘﻪ ﻳﺎﺷﺪ‬
‫ﺳﻄﺢ ﺩﻭﻡ‬
‫ﺳﻄﺢ ﺳﻮﻡ‬
‫ﻧﺎﺷﻲ ﺍﺯ ﻛﺴﺐ‬
‫ﻭﻛﺎﺭ‬
‫ﻧﺎﺷﻲ ﺍﺯ ﻓﻨﺎﻭﺭﻱ‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻌﻠﻲ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﻓﻌﻠﻲ‬
‫ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﺳﺎﺯﻣﺎﻥ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﻣﻘﺼﺪ‬
‫ﻭﺿﻌﻴﺖ ﻣﻘﺼﺪ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻣﻄـﺎﺑﻖ ﺑـﺎ‬
‫ﺟﻬﺖﮔﻴﺮﻱ ﺭﺍﻫﺒﺮﺩﻱ‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻌﻠﻲ‬
‫‪ICT‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻌﻠﻲ ﺩﺍﺩﻩ‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻌﻠﻲ ﻛﺎﺭﺑﺮﺩ‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻌﻠﻲ ﻓﻨﺎﻭﺭﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﻛﺴﺐﻭﻛﺎﺭ ﻣﻘﺼﺪ‬
‫ﻣﻌﻤﺎﺭﻱ ‪ICT‬‬
‫ﻣﻘﺼﺪ‬
‫ﻣﻌﻤﺎﺭﻱ ﺩﺍﺩﻩﺍﻱ‬
‫ﻣﻘﺼﺪ‬
‫ﻣﻌﻤﺎﺭﻱ ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻣﻘﺼﺪ‬
‫ﻣﻌﻤﺎﺭﻱ ﻓﻨﺎﻭﺭﻱ‬
‫ﻣﻘﺼﺪ‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٢٧ /‬‬
‫ﻣﺆﻟﻔﻪ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ‬
‫ﺍﻧﺘﻘﺎﻟﻲ‬
‫ﺑﺨﺸﻬﺎﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﻣﻔﻬﻮﻡ‬
‫ﺳﻄﺢ ﺩﻭﻡ‬
‫ﺳﻄﺢ ﺳﻮﻡ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻛـﻪ ﺗﻐﻴﻴـﺮﺍﺕ ﺭﺍ ﺍﺯ ﻣﻌﻤـﺎﺭﻱ‬
‫ﻓﻌﻠﻲ ﺑﻪ ﻣﻘﺼﺪ ﺩﺭ ﺗﻄﺎﺑﻖ ﺑﺎ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‪ ،‬ﺍﻋﻤﺎﻝ ﻣﻲﻛﻨﻨﺪ‬
‫ﺯﻳﺮﻣﺠﻤﻮﻋﻪ ﻫﺎ‪ ،‬ﺷﺎﺧﻪﻫﺎﻱ ﻛـﺴﺐ ﻭ ﻛـﺎﺭ‬
‫ﻳﺎ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻛـﻮﭼﻜﺘﺮ ﺩﺭ ﺩﻝ ﺳـﺎﺯﻣﺎﻥ‬
‫ﻓﺪﺭﺍﻝ ﻛﻠﻲ‬
‫ﻣﺪﻝﻫﺎﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﻣﺴﺘﻨﺪﺍﺕ ﻭ ﻣﺪﻝﻫﺎﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ‬
‫ﻭ ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻓـﺪﺭﺍﻝ‬
‫ﺭﺍ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ‬
‫ﺍﺳــﺘﺎﻧﺪﺍﺭﺩﻫﺎ‪ ،‬ﺭﻫﻨﻤﻮﺩﻫــﺎﻱ ﺍﺧﺘﻴــﺎﺭﻱ ﻭ‬
‫ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﻓـﻖ ﻛـﻪ ﻫﻤﮕـﻲ ﺑـﺮ ﺍﺭﺗﻘـﺎﺀ‬
‫ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻣﺘﻤﺮﻛﺰﻧﺪ‬
‫ﻣﺪﻟﻬﺎﻱ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻣﺪﻟﻬﺎﻱ ‪ICT‬‬
‫ﻣﺪﻝﻫﺎﻱ ﺩﺍﺩﻩﺍﻱ‬
‫ﻣﺪﻝﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻣﺪﻝﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ‬
‫‪ .۷ .۱‬ﺗﺠﺮﺑﺔ ﻧﻴﻮﺯﻟﻨﺪ‬
‫ﻧﻴﻮﺯﻟﻨﺪ ﻧﻴﺰ ﻣﺎﻧﻨﺪ ﺍﻧﮕﻠﺴﺘﺎﻥ‪ ،‬ﻭﺟﻪ ﺍﺻﻠﻲ ﻣﺰﻳﺖ ﻣﻌﻤﺎﺭﻱ ﺭﺍ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﺍﻧﺴﺘﻪ ﺍﺳـﺖ‪ .‬ﺗـﺎ ﺑـﻪ ﺣـﺎﻝ‬
‫ﭼﻬﺎﺭ ﻧﺴﺨﻪ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺩﺭ ﺍﻳﻦ ﻛﺸﻮﺭ ﻣﻨﺘﺸﺮ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﺍﻭﻟـﻴﻦ‬
‫ﺁﻥ ﺩﺭ ﺳﺎﻝ ‪ ۲۰۰۲‬ﻭ ﺁﺧﺮﻳﻦ ﺁﻥ ﺩﺭ ﺳﺎﻝ ‪ ۲۰۰۴‬ﺑﻪ ﭼـﺎﭖ ﺭﺳـﻴﺪﻩ ﺍﺳـﺖ ]‪ .[9‬ﺑـﺮﺧﻼﻑ ﺍﻧﮕﻠـﺴﺘﺎﻥ‪،‬‬
‫ﻧﺴﺨﺔ ﻧﻴﻮﺯﻟﻨﺪ ﻛﺎﻣﻞ ﺗﺮ ﺑﻮﺩﻩ ﻭ ﺷﺒﺎﻫﺖ ﺑﻴﺸﺘﺮﻱ ﺑﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺭﺍﻳﺞ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺍﺭﺩ‪ .‬ﺍﻟﺒﺘـﻪ‬
‫ﺍﻳﻦ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺍﻳﻦ ﺩﻟﻴﻞ ﺑﺎﺷﺪ ﻛﻪ ﻧﺴﺨﺔ ﻓﻌﻠﻲ ‪ eGIF‬ﺩﺭ ﺍﻧﮕﻠـﺴﺘﺎﻥ ﺍﺯ ﺑـﺴﻴﺎﺭﻱ ﺍﺯ ﺟﺰﺋﻴـﺎﺕ ﻧـﺴﺦ‬
‫ﻗﺒﻠﻲ ﭼﺸﻢﭘﻮﺷﻲ ﻛﺮﺩﻩ ﺍﺳﺖ‪ ،‬ﭼﺮﺍﻛﻪ ‪ eGIF‬ﺩﺭ ﻧﻴﻮﺯﻟﻨﺪ ﺗﺎﺑﻊ ﻃﺒﻴﻌﻲ ‪ eGIF‬ﺩﺭ ﺍﻧﮕﻠﺴﺘﺎﻥ ﺑﻮﺩﻩ ﺍﺳﺖ‪.‬‬
‫‪ .١ .٧ .١‬ﭼﺎﺭﭼﻮﺏ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬
‫‪ eGIF‬ﭼﺎﺭﭼﻮﺏ ﺭﺍ ﻣﻔﻬﻮﻣﻲ ﻓﻨﻲ ﺩﺍﻧﺴﺘﻪ ﻭ ﻣﺪﻝ ﻻﻳﻪﺍﻱ ﺁﻥﺭﺍ ﺩﺭ ﺑﺨﺶ ﺷﺮﺡ ﻓﻨﻲ ﭼﺎﺭﭼﻮﺏ ﺗﻮﺻﻴﻒ‬
‫ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﺑﺎ ﺍﻳﻦ ﺣﺎﻝ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ‪ ،‬ﻫﻤﺎﻥ ﺷﻜﻞ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﺭﺍ ﺩﺍﺭﺩ‪ .‬ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻻﻳﻪﻫـﺎ ﻛـﻪ‬
‫ﺍﺗﻔﺎﻗﹰﺎ ﺑﺎ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺭﺍﻳﺞ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻧﻴـﺰ ﺗﻄـﺎﺑﻖ ﺩﺍﺭﺩ‪ .‬ﺷـﻜﻞ ‪ ۳‐۱‬ﻣـﺪﻝ ﻻﻳـﻪﺍﻱ ﺍﻳـﻦ‬
‫ﭼﺎﺭﭼﻮﺏ ﺭﺍ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪.‬‬
‫‪ / ٢٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺩﺳﺘﺮﺳﻲ ﻭ ﺍﺭﺍﺋﻪ‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬
‫ﺍﻣﻨﻴﺖ‬
‫ﺧﺪﻣﺎﺕ ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﺷﺒﻜﻪ‬
‫ﺷﻜﻞ ‪ ۳‐۱‬ﻣﺪﻝ ﻻﻳﻪﺍﻱ ﭼﺎﺭﭼﻮﺏ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻧﻴﻮﺯﻳﻠﻨﺪ‬
‫ﺩﺭ ﺍﺩﺍﻣﻪ‪ ،‬ﻣﺆﻟﻔﻪﻫﺎﻱ ﺍﻳﻦ ﻣﺪﻝ ﺭﺍ ﺷﺮﺡ ﻣﻲﺩﻫﻴﻢ‪:‬‬
‫ﺷﺒﻜﻪ‪ :‬ﺍﻳﻦ ﻻﻳﻪ ﺟﺰﺋﻴﺎﺕ ﺍﻧﺘﻘﺎﻝ ﺩﺍﺩﻩ ﻣﺎﻧﻨﺪ ﭘﺮﻭﺗﻜﻞﻫﺎﻱ ﺷﺒﻜﻪ ﺭﺍ ﭘﻮﺷﺶ ﻣﻲﺩﻫﺪ ﻛـﻪ ﺣـﻮﺯﻩﺍﻱ ﻛﻠﻴـﺪﻱ‬
‫ﺑﺮﺍﻱ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺍﺳﺖ‪ .‬ﺑﺪﻭﻥ ﺗﻮﺍﻓﻖ ﺭﻭﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺷﺒﻜﻪ ﺑﺴﻴﺎﺭ ﺳﺨﺖ ﻳﺎ ﻏﻴﺮ ﻣﻤﻜﻦ ﺍﺳـﺖ ﻛـﻪ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎ ﺑﺎ ﻫﻢ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﻨﻨﺪ‪ eGIF .‬ﺯﻳﺮﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﭘﺮﻭﺗﻜﻞﻫﺎﻱ ﺗﺜﺒﻴﺖﺷﺪﺓ ﺍﻳﻨﺘﺮﻧﺘﻲ ﺭﺍ ﺍﺳﺘﻔﺎﺩﻩ‬
‫ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻼ ﻧﺤـﻮﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‪ :‬ﺍﻳﻦ ﻣﺆﻟﻔﻪ )ﻳﺎ ﻻﻳﻪ( ﺭﻭﺷﻲ ﺭﺍ ﺗﻌﺮﻳﻒ ﻣﻲ ﻛﻨـﺪ ﻛـﻪ ﺩﺭ ﺁﻥ ﺩﺍﺩﻩﻫـﺎ ﺩﺭ ﺳـﻄﺤﻲ ﻛـﺎﻣ ﹰ‬
‫ﺑﺎﺯﻧﻤﺎﻳﻲ ﻣﻲﺷﻮﻧﺪ‪ eGIF .‬ﺷﺎﻣﻞ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ‪ XML‬ﺑﺮﺍﻱ ﻋﻼﻣـﺖﮔـﺬﺍﺭﻱ ﻋﻨﺎﺻـﺮ ﺩﺍﺩﻩﺍﻱ ﻭ ﻧـﺴﺨﻪﺍﻱ ﺍﺯ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ‪ UniCode‬ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﻧﻤﺎﻳﺶ ﺣﺮﻭﻑ ﻏﻴﺮ ﻻﺗﻴﻦ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﺷﻮﺩ‪ .‬ﻫﻢﭼﻨﻴﻦ ﺍﮔﺮ ﺍﻳﻦ ﻻﻳﻪ ﺭﺍ‬
‫ﺑﻪ ﺯﺑﺎﻧﻲ ﻓﻘﻂ ﻓﻨﻲ ﺗﻮﺻﻴﻒ ﻛﻨﻴﻢ‪ ،‬ﻓﺮﺁﻳﻨﺪﻫﺎ ﺭﺍ ﻧﻴﺰ ﭘﻮﺷﺶ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺧﺪﻣﺎﺕ ﻛﺴﺐﻭﻛﺎﺭ‪ :‬ﺩﺭ ﺍﻳﻦ ﻻﻳﻪ ﭼﮕﻮﻧﮕﻲ ﻧﮕﺎﺷﺖ ﻣﺴﻴﻠﻲ ﺍﺯ ﺩﺍﺩﻩﻫﺎ ﺑﻪ ﺍﻃﻼﻋـﺎﺕ ﻗﺎﺑـﻞ ﺍﺳـﺘﻔﺎﺩﻩ ﺑـﺮﺍﻱ‬
‫ﻛﺴﺐﻭﻛﺎﺭ ﺷﺮﺡ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﻪ ﻧﻮﻉ ﺍﻃﻼﻋﺎﺕ ﻗﺎﺑﻞ ﻧﻤﺎﻳﺶ ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ‪ .‬ﺑـﻪ ﻋﻨـﻮﺍﻥ ﻧﻤﻮﻧـﻪ ‪eGIF‬‬
‫ﻳﻚ ﺭﻭﺵ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺑﺮﺍﻱ ﻧﻤﺎﻳﺶ ﻧﺎﻡ ﻭ ﻧﺸﺎﻧﻲ ﺑﻪ ﺻﻮﺭﺕ ﻣﺴﻴﻠﻲ ﺍﺯ ﺩﺍﺩﻩﻫﺎﻱ ‪ XML‬ﺩﺍﺭﺩ‪.‬‬
‫ﺩﺳﺘﺮﺳﻲ ﻭ ﺍﺭﺍﺋﻪ‪ :‬ﺩﺭ ﺍﻳـﻦ ﻣﺆﻟﻔـﻪ ﺍﺳـﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻭ ﺍﺭﻫﻨﻤﺎﻫـﺎﻳﻲ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ ﻛـﻪ ﻧﺤـﻮﺓ ﺍﺭﺍﺋـﻪ ﻭ ﺩﺳـﺘﻴﺎﺑﻲ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺭﺍ ﺑﺮﺍﻱ ﻛﺎﺭﺑﺮﺍﻥ ﺗﻮﺿﻴﺢ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺍﻣﻨﻴﺖ‪ :‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺍﻣﻨﻴﺖ ﺩﺭﻭﻥ ﻳﻚ ﺳﺎﻣﺎﻧﻪ ﻃﺮﺍﺣﻲ ﺷﻮﺩ ﻧﻪ ﺑﻪ ﺻﻮﺭﺕ ﻻﻳـﻪﺍﻱ ﺭﻭﻱ ﺁﻥ‪ ،‬ﺑـﻪ‬
‫ﺷﻜﻠﻲ ﻣﺘﻘﺎﻃﻊ ﺑﺎ ﻫﻤﺔ ﻻﻳﻪﻫﺎ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪ eGIF .‬ﺍﺳـﺘﺎﻧﺪﺍﺭﺩﻫﺎﻳﻲ ﺩﺭ ﺳـﻄﻮﺡ ﮔﻮﻧـﺎﮔﻮﻥ ﺑـﺮﺍﻱ‬
‫ﺣﻔﻆ ﺍﻣﻨﻴﺖ ﻣﻨﺎﺳﺐ ﻃﺮﺍﺣﻲ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﻫﻢﭼﻨﻴﻦ ﺗﻌﺪﺍﺩﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻭ ﺑﻴﺎﻧﻴﺔ ﺳﻴﺎﺳﺖﮔﺬﺍﺭﻱ ﻭﺟﻮﺩ ﺩﺍﺭﻧـﺪ‬
‫ﻛﻪ ﺗﻮﺻﻴﻪﻫﺎ ﻭ ﺟﻬﺖﮔﻴﺮﻱﻫﺎﻱ ﻻﺯﻡ ﺩﺭ ﻫﺮ ﺳﻄﺢ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٢٩ /‬‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‪ :‬ﺍﻳﻦ ﻣﺆﻟﻔﻪﻫﺎ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻭﺍﻗﻌﻲ ﺍﺯ ﺯﻳﺮﺳﺎﺧﺘﺎﺭ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻫﺴﺘﻨﺪ ﻛﻪ‬
‫ﺑﻪ ﻋﻨﻮﺍﻥ ﺑﺨﺸﻲ ﺍﺯ ﻟﻮﺍﺯﻡ ﺍﻭﻟﻴﺔ ﻣﻌﻤﺎﺭﻱ ﻣﺆﻟﻔﻪ‐ ﻣﺤﻮﺭ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺗﻮﺳﻂ ﺑﻨﮕﺎﻩﻫﺎﻱ ﺑﺨﺶ ﻋﻤﻮﻣﻲ‬
‫ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺩﻭ ﻻﻳﺔ ﺿﺮﻭﺭﻱ ﺩﻳﮕﺮ ﻛﻪ ﺑـﻪ ﺧـﺎﻃﺮ ﺳـﺎﺩﮔﻲ ﻧﻤـﺎﻳﺶ ﺩﺍﺩﻩ ﻧـﺸﺪﻩﺍﻧـﺪ ﻋﺒﺎﺭﺗﻨـﺪ ﺍﺯ ﻣـﺪﻳﺮﻳﺖ ﻭ‬
‫ﺣﺎﻛﻤﻴﺖ‪.‬‬
‫‪ .۸ .۱‬ﺗﺠﺮﺑﺔ ﺁﻟﻤﺎﻥ‬
‫‪١‬‬
‫ﻧﺴﺨﺔ ‪ ۱,۱‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱﻫﺎ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛـﺎﺭﺑﺮﺩﻱ ﺩﻭﻟـﺖ ﺍﻟﻜﺘﺮﻭﻧﻴـﻚ ﺁﻟﻤـﺎﻥ‬
‫)‪ (SAGA‬ﺩﺭ ﮊﺍﻧﻮﻳﺔ ‪ ۲۰۰۳‬ﻣﻨﺘﺸﺮ ﺷﺪ ]‪ .[10‬ﺑﺮ ﺍﺳﺎﺱ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ‪ ،‬ﺩﻭﻟﺖ ﻓﺪﺭﺍﻝ ﺁﻟﻤﺎﻥ ﺑﻪ ﺩﻧﺒـﺎﻝ‬
‫ﻛﺴﺐ ﺗﻮﻓﻴﻘﺎﺕ ﺩﺭﺧﻮﺭ ﺗﻮﺟﻬﻲ ﺩﺭ ﺯﻣﻴﻨﺔ ﻣﺪﻳﺮﻳﺖ ﻧﻮﻳﻦ ﻭ ﺧﺪﻣﺖﮔﺮﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻣﻌﻤﺎﺭﻱﻫﺎ ﻋﻤـﺪﺗﹰﺎ ﺑـﺮ‬
‫ﺍﺻﻮﻟﻲ ﻫﻤﭽﻮﻥ ﻳﻜﻲ ﺑﺮﺍﻱ ﻫﻤﻪ ﻭ ﻧﮕﺎﻩ ﻭ ﺍﺣﺴﺎﺱ ﻳﻜﭙﺎﺭﭼﻪ ﺍﺭﺍﺋـﻪ ﺷـﺪﻩﺍﻧـﺪ‪ .‬ﻫﻤﺎﻫﻨـﮓ ﺑـﺎ ﺩﺳـﺘﻮﺭ‬
‫ﺻﺪﺭﺍﻋﻈﻢ‪ ،‬ﻭﺯﺍﺭﺕ ﻛﺸﻮﺭ‪ ٢‬ﺑﻪ ﻣﻮﺍﺯﺍﺕ ﺗﻮﺳﻌﺔ ﻃﺮﺡ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‪ ،‬ﮔﺮﻭﻫﻲ ﺭﺍ ﻣﺴﺌﻮﻝ ﺗﻮﻟﻴـﺪ ﺭﻭﻳـﻪﻫـﺎﻱ‬
‫ﻓﻨﻲ ﺻﺮﻳﺢ ﺑﺮﺍﻱ ﺍﻳﻦ ﻃﺮﺡ ﻧﻤﻮﺩ‪.‬‬
‫ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻧﻴﺎﺯ ﺑﻪ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﺍﺭﺗﺒﺎﻃـﺎﺗﻲ ﺗﻌﺎﻣـﻞﭘـﺬﻳﺮ ﺩﺍﺭﺩ ﻛـﻪ ﺩﺭ ﺍﺟـﺮﺍﻱ‬
‫ﺗﺮﺍﻛﻨﺶﻫﺎ ﺑﺎ ﻫﻢ ﺍﺭﺗﺒﺎﻁ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﻭﺟﻮﺩ ﻣﺸﺨﺼﻪﻫﺎ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺳﺎﺩﻩ ﻭ ﺻﺮﻳﺢ ﺩﺭ ﺩﺳﺘﻴﺎﺑﻲ‬
‫ﺑﻪ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﺭﺗﺒﺎﻃﺎﺗﻲ ﻭ ﺍﻃﻼﻋﺎﺗﻲ ﻛﻤﻚ ﺷـﺎﻳﺎﻧﻲ ﻣـﻲﻛﻨـﺪ‪ SAGA .‬ﺍﺳـﺘﺎﻧﺪﺍﺭﺩﻫﺎ‪،‬‬
‫ﻗﺎﻟﺐﻫﺎ ﻭ ﻣﺸﺨﺼﻪﻫﺎﻱ ﺿﺮﻭﺭﻱ ﺭﺍ ﺗﻌﺮﻳﻒ ﻛﺮﺩﻩ‪ ،‬ﻗﻮﺍﻋﺪ ﺗﻄﺎﺑﻖﭘﺬﻳﺮﻱ ﺭﺍ ﺗﻌﻴﻴﻦ ﻣﻲﻛﻨـﺪ ﻭ ﺁﻥﻫـﺎ ﺭﺍ‬
‫ﻫﻢﺯﻣﺎﻥ ﺑﺎ ﭘﻴﺸﺮﻓﺖ ﻓﻨﺎﻭﺭﻱ ﺑﻬﻨﮕﺎﻡ ﻣﻲﺳﺎﺯﺩ‪.‬‬
‫‪ .١ .٨ .١‬ﻫﺪﻑ ﺍﺯ ‪SAGA‬‬
‫ﺗﻀﻤﻴﻦ ﺟﺮﻳﺎﻥ ﺩﺍﺋﻢ ﺍﻃﻼﻋﺎﺗﻲ ﺑﻴﻦ ﺷﻬﺮﻭﻧﺪﺍﻥ‪ ،‬ﺩﻭﻟﺖ ﻓﺪﺭﺍﻝ ﻭ ﺷﺮﻛﺎﻱ ﺁﻥ )ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ(‪.‬‬
‫ﺑﺮﻗﺮﺍﺭﻱ ﺭﻭﻳﻪﻫﺎﻱ ﻗﺎﺑﻞ ﻗﻴﺎﺱ ﺑﺮﺍﻱ ﺗﺜﺒﻴﺖ ﺧﺪﻣﺎﺕ ﻭ ﺗﻌﺮﻳﻒ ﻣﺪﻝﻫﺎﻱ ﺩﺍﺩﻩﺍﻱ )ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﻔﺎﺩﺓ ﻣﺠﺪﺩ(‪.‬‬
‫ﺩﻭﻟﺖﻫﺎﻱ ﺍﻳﺎﻟﺘﻲ ﻭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻋﻤﻮﻣﻲ ﺍﻳﻦ ﺷﺎﻧﺲ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪﻛﻪ ﺗـﺎ ﭘﺎﻳـﺎﻥ ﺳـﺎﻝ ‪ ۲۰۰۵‬ﺍﺯ ﻧﺘـﺎﻳﺞ‬
‫ﻛﺎﻣﻞ ﺗﻮﺳﻌﻪ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺷﻮﻧﺪ‬
‫ﺍﺭﺍﺋﺔ ﻣﺸﺨﺼﻪﻫﺎ ﺑﻪ ﺻﻮﺭﺕ ﺍﺳﻨﺎﺩ ﻗﺎﺑﻞ ﺩﺳﺘﻴﺎﺑﻲ ﻋﻤﻮﻣﻲ )ﺑﺎﺯﺑﻮﺩﻥ(‪.‬‬
‫ﺗﻮﻟﻴﺪ ﺑﺮ ﺍﺳﺎﺱ ﺑﺎﺯﺍﺭ ﻭ ﺩﺭ ﺯﻣﻴﻨﺔ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﺳﺎﺯﻱ )ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪ ﻭ ﻣﺨﺎﻃﺮﻩ(‪.‬‬
‫‪1. Satndards and Architectures for eGovernment Applications‬‬
‫‪2. Ministry of Interior‬‬
‫‪ / ٣٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﻛﺎﺭﺑﺮﺩﻱ ﺑﻮﺩﻥ ﺭﺍﻩﺣﻞﻫﺎ ﺩﺭ ﺑﺮﺍﺑﺮ ﺗﻐﻴﻴﺮﺍﺕ ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎ ﺑﻪ ﺯﺑـﺎﻥ ﺣﺠـﻢ ﻭ ﺗـﻮﺍﺗﺮ ﺗـﺮﺍﻛﻨﺶﻫـﺎ‬
‫)ﻣﻘﻴﺎﺱﭘﺬﻳﺮﻱ(‪.‬‬
‫‪ .٢ .٨ .١‬ﺩﺍﻣﻨﻪ‬
‫‪ SAGA‬ﻳﻚ ﭘﺮﻭﮊﺓ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﺳﺎﺯﻱ ﺑﺎ ﺭﻭﻳﻜﺮﺩﻱ ﻳﻜﭙﺎﺭﭼﻪ ﺍﺳﺖ ﻛﻪ ﻫﻤﺔ ﻭﺟﻮﻩ ﻻﺯﻡ ﺑﺮﺍﻱ ﺩﺳـﺘﻴﺎﺑﻲ‬
‫ﺑﻪ ﺍﻫﺪﺍﻑ ﻣﺬﻛﻮﺭ ﺭﺍ ﺷﺮﺡ ﻣﻲﺩﻫﺪ‪ .‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻳﺎ ﻣﻌﻤﺎﺭﻱﻫﺎﻳﻲ ﻛﻪ ﻣﺪ ﻧﻈﺮ ﻧﻴﺴﺘﻨﺪ ﺁﻧﻬـﺎﻳﻲ ﻫـﺴﺘﻨﺪ‬
‫ﻛﻪ‪:‬‬
‫ﺧﺎﺹ ﻛﺎﺭﺑﺮﺩﻫﺎﻱ ﺩﻭﻟﺖ ﻳﺎ ﺗﺠﺎﺭﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻧﻴﺴﺘﻨﺪ‪.‬‬
‫ﺑﻪ ﺳﻄﺤﻲ ﻣﺘﻔﺎﻭﺕ ﺍﺯ ﺟﺰﺋﻴﺎﺕ ﻧﺴﺒﺖ ﺑﻪ ﺳﻄﺢ ﺩﺭﮔﻴﺮﻱ ‪ SAGA‬ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪.‬‬
‫ﺗﻮﺳﻂ ﺳﺎﻳﺮ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺬﻛﻮﺭ ﭘﻮﺷﺎﻧﺪﻩ ﺷﺪﻩ ﻳﺎ ﺑﻪ ﺁﻥﻫﺎ ﺍﺭﺟﺎﻉ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﺑﺮﺍﻱ ﺁﻥﻛﻪ ﺗﺒﺪﻳﻞ ﺑﻪ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻱ ﺩﺭ ﺁﻳﻨﺪﻩ ﺷﻮﻧﺪ ﺑﺴﻴﺎﺭ ﺟﺪﻳﺪ ﻳﺎ ﻣﻨﺴﻮﺥ ﺷﺪﻩ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺑﺎ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻳﺎ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﺗﻨﺎﻗﺾ ﺩﺍﺭﻧﺪ ﻳﺎ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺭﺍ ﻣﺤﺪﻭﺩ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫‪ .٣ .٨ .١‬ﺍﺻﻮﻝ‬
‫ﻛﺎﺭﺑﺮﺩﻫﺎﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ ﺩﺭ ﺗﻄﺎﺑﻖ ﺑﺎ ﺍﺻﻮﻝ ﺍﺳﺎﺳﻲ ﺯﻳﺮ ﺗﻮﺳﻌﻪ ﻣﻲﻳﺎﺑﻨﺪ‪:‬‬
‫ﻛﺎﺭﺑﺮﺩﻫﺎﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺍﺯ ﻣﺮﻭﺭﮔﺮ‪ ١‬ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﺍﺑﻂ ﻛﺎﺭﺑﺮ ﻧﻬﺎﻳﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ ﺣﺘﻲ ﺍﮔﺮ ﺧﺪﻣﺎﺕ‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺷﺪﻩ ﻧﺘﻮﺍﻧﻨﺪ ﺑﻪ ﺻﻮﺭﺕ ﻣﻨﻄﻘﻲ ﺍﺯ ﻃﺮﻳﻖ ﻳﻚ ﻣﺮﻭﺭﮔﺮ ﻣﺪﻳﺮﻳﺖ ﺷﻮﻧﺪ‪.‬‬
‫ﺍﺯ ﻣﺤﺘﻮﻳﺎﺕ ﻓﻌﺎﻝ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺩﺭ ﺁﻥ ﻛﺎﺭﺑﺮﺍﻥ ﻣﺠﺒﻮﺭ ﺑﻪ ﻛﺎﻫﺶ ﺗﻨﻈﻴﻤﺎﺕ ﺍﻣﻨﻴﺘﻲ ﻣﺮﻭﺭﮔﺮ ﻧﻴﺴﺘﻨﺪ‬
‫ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﻨﺠﺮ ﺑﻪ ﺧﺮﺍﺑﻲ ﻧﺎﺷﻲ ﺍﺯ ﺻﻔﺤﺎﺕ ﺍﻳﻨﺘﺮﻧﺘﻲ ﻧﺎﻣﺮﺋﻲ ﺷﻮﺩ ﻳﺎ ﺩﺳﺖﻛﻢ ﻓﻘﻂ ﺍﺯ ﻛﺎﺭﺑﺮﺩﻫـﺎﻱ‬
‫ﺍﻣﻦ ﺑﺎ ﻛﻴﻔﻴﺖ ﻭ ﺍﻣﻀﺎ ﺷﺪﻩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫ﻫﻴﭻ ﺑﺨﺶ ﻳﺎ ﺩﺍﺩﻩﺍﻱ ﺍﺯ ﺑﺮﻧﺎﻣﻪ ﺭﺍ ﺭﻭﻱ ﺭﺍﻳﺎﻧﻪﻫﺎﻱ ﻛﺎﺭﺑﺮﺍﻥ ﺩﺭ ﻣﻌﺮﺽ ﺩﺳﺘﻴﺎﺑﻲ ﺁﻥﻫﺎ ﺫﺧﻴﺮﻩ ﻧﻤﻲﻛﻨﻨﺪ‪.‬‬
‫‪ .٤ .٨ .١‬ﻣﺪﻝ ﻣﺮﺟﻊ ‪SAGA‬‬
‫ﻣﺪﻝ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ‪ SAGA‬ﻛﻪ ﺑﻴﺶ ﺍﺯ ﻫﺮ ﺑﺨﺶ ﺩﻳﮕﺮ ﻣﻌﻤﺎﺭﻱ ﺑﻪ ﭼﺎﺭﭼﻮﺏ ﺷﺒﺎﻫﺖ ﺩﺍﺭﺩ ﺍﻫﺪﺍﻑ ﺯﻳﺮ‬
‫ﺭﺍ ﺩﻧﺒﺎﻝ ﻣﻲﻛﻨﺪ‪:‬‬
‫ﺗﺴﻬﻴﻞ ﺍﺭﺗﺒﺎﻃﺎﺕ‪ :‬ﻓﻬﻢ ﻣﺸﺘﺮﻙ ﻓﻨﺎﺭﻭﻱﻫﺎ ﻭ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﻧﻤﺎﻳﺶ ﻭ ﺍﺭﺍﺋﺔ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻫـﻢﭼﻨـﻴﻦ‬
‫ﺳﺎﺧﺘﺎﺭﻫﺎﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‪.‬‬
‫ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻣﺤﺘﻤﻞ ﺑﺮﺍﻱ ﻛﺎﺭﺑﺮﺩﻫﺎﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩ‪ ،‬ﻣﻘﺎﻳﺴﻪ ﺷﺪﻩ ﻭ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻴﺰﺍﻥ‬
‫ﺍﺭﺗﺒﺎﻁ ﻭ ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﮔﺎﺭ ﻭ ﻫﻢﺳﺎﻥ ﺑﺎ ﺍﻳﻦ ﻣﺪﻝ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲﺷﻮﻧﺪ‪.‬‬
‫ﺍﺭﺍﺋﺔ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻳﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺩﺭ ﺯﻣﺎﻥ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﻧﺪ‪.‬‬
‫‪1. Browser‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٣١ /‬‬
‫ﻣﺪﻝ ﻣﺮﺟﻊ ﺩﺭ ﺍﺩﺍﻣﻪ ﺗﻮﺻﻴﻪ ﻣﻲﻛﻨﺪ ﻛﻪ ﻧﮕﺎﻩ ﺑﻪ ﻳﻚ ﻛـﺎﺭﺑﺮﺩ ﺗﺤـﺖ ﻳـﻚ ﺩﻳـﺪﮔﺎﻩ ﻣﺘﻔـﺎﻭﺕ ﺑـﻪ‬
‫ﻣﻨﻈﻮﺭ ﺗﻮﺻﻴﻒ ﻛﺎﺭﺑﺮﺩﻫﺎﻱ ﺗﻮﺯﻳﻊ ﺷﺪﻩ ﻭ ﭘﻴﭽﻴﺪﺓ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻣﻔﻴـﺪ ﺍﺳـﺖ‪ .‬ﻟـﺬﺍ ﺑـﺎ ﺷﻜـﺴﺘﻦ‬
‫‪١‬‬
‫ﺩﻳﺪﮔﺎﻩﻫﺎ‪ ،‬ﭘﻴﭽﻴﺪﮔﻲ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﻣﻨﻔﺮﺩ ﺭﺍ ﻛﺎﻫﺶ ﻣﻲﺩﻫﺪ‪ .‬ﺷﻜﻞ ‪ ۴‐۱‬ﻣﺪﻝ ﭘﺮﺩﺍﺯﺵ ﺗﻮﺯﻳﻊﺷﺪﻩ ﺑﺎﺯ‬
‫)‪ (RM-ODP‬ﺭﺍ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ ﻛﻪ ﻣﻮﺭﺩ ﭘﺬﻳﺮﺵ ‪ SAGA‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺪﻝ ﻣﺮﺟﻊ ﻣﺎﺩﺭ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪.‬‬
‫ﺩﻳﺪﮔﺎﻩ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺩﻳﺪﮔﺎﻩ ﺭﺍﻳﺎﻧﻪﺍﻱ‬
‫ﺩﻭﻟﺖ‬
‫ﺩﻳﺪﮔﺎﻩ ﺍﻃﻼﻋﺎﺕ‬
‫ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬
‫ﺩﻳﺪﮔﺎﻩ ﻓﻨﺎﻭﺭﻱ‬
‫ﺩﻳﺪﮔﺎﻩ ﻣﻬﻨﺪﺳﻲ‬
‫ﺷﻜﻞ ‪ ۴‐۱‬ﻣﺪﻝ ﻣﺮﺟﻊ ﭘﺮﺩﺍﺯﺵ ﺗﻮﺯﻳﻊﺷﺪﺓ ﺑﺎﺯ‬
‫ﺍﻳﻦ ﻣﺪﻝ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺮﺍﻱ ﺗﻮﺻﻴﻒ ﻛﺴﺐ ﻭﻛﺎﺭ ﻭ ﺳـﺎﻣﺎﻧﻪ ﻫـﻢ ﺩﺭ ﻭﺿـﻊ ﻣﻮﺟـﻮﺩﻭ ﻫـﻢ ﺩﺭ ﻭﺿـﻊ‬
‫ﻣﻄﻠﻮﺏ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪.‬‬
‫ﺩﺭ ﭘﺎﻳﺎﻥ ﺑﺎﻳﺪ ﺍﺷﺎﺭﻩ ﻛﺮﺩ ﻛـﻪ ﺑـﻪ ﻣﻨﻈـﻮﺭ ﺗـﻀﻤﻴﻦ ﻣﻮﻓﻘﻴـﺖ ‪ SAGA‬ﻭ ﭘـﻴﺶﮔﻴـﺮﻱ ﺍﺯ ﺗﻜـﺮﺍﺭ‬
‫ﺍﺷﺘﺒﺎﻫﺎﺕ ﭘﻴﺸﻴﻦ‪ ،‬ﺗﻌﺪﺍﺩﻱ ﻋﻮﺍﻣﻞ ﻋﻤﻮﻣﻲ ﻣﻮﻓﻘﻴﺖ ﺑﺮﺍﻱ ‪ SAGA‬ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﺪﻩﺍﻧـﺪ‪ .‬ﺑﺮﺧـﻲ ﺍﺯ‬
‫ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ﺣﻤﺎﻳﺖ ﻣﺆﺛﺮ ﻭ ﻗﺎﻧﻮﻧﻲ‪ ،‬ﺗﻌﺎﺭﻳﻒ ﻫﻢﺳﺎﻥﺳﺎﺯ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﺩﺍﺩﻩﻫﺎ ﻭ ﺁﻣﻮﺯﺵ‪.‬‬
‫‪ .۹ .۱‬ﺗﺠﺮﺑﺔ ﻭﺯﺍﺭﺕﺧﺎﻧﻪﻫﺎﻱ ﺍﻧﺮﮊﻱ ﻭﺣﻤﻞ ﻭ ﻧﻘﻞ ﺩﺭ ﺁﻣﺮﻳﻜﺎ‬
‫‪1. Reference Model for Open Distributed Processing‬‬
‫‪ / ٣٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺗﺠﺎﺭﺏ ﻭﺯﺍﺭﺕﺧﺎﻧﻪﻫﺎﻱ ﺍﻧﺮﮊﻱ ﻭ ﺣﻤﻞ ﻭ ﻧﻘﻞ ﺩﺭ ﺁﻣﺮﻳﻜﺎ ﻫﻨﻮﺯ ﻫﻢ ﺣﺎﻭﻱ ﻧﻜـﺎﺗﻲ ﺍﺳـﺖ ﻛـﻪ ﺍﮔﺮﭼـﻪ‬
‫ﻣﺴﺘﻘﻴﻤﹰﺎ ﺑﻪ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﺮﺗﺒﻂ ﻧﻴﺴﺘﻨﺪ ﺍﻣﺎ ﺍﻃﻼﻋﺎﺕ ﻣﻔﻴﺪﻱ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﻗﺮﺍﺭ ﻣـﻲﺩﻫﻨـﺪ‪ .‬ﻳﻜـﻲ ﺍﺯ‬
‫ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﭼﺎﺭﭼﻮﺑﻲ ﺍﺳﺖ ﺗﺤﺖ ﻋﻨﻮﺍﻥ ﭼﺎﺭﭼﻮﺏ ﻣﺪﻳﺮﻳﺖ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﻛﻪ ﺩﺭ ﻭﺯﺍﺭﺕ ﺍﻧﺮﮊﻱ ﻭ ﺑﺎ ﺭﻭﻳﻜﺮﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺗﺪﻭﻳﻦ ﺷـﺪﻩ ﺍﺳـﺖ ]‪ .[11‬ﺷـﻜﻞ ‪ ۵‐۱‬ﺷـﻤﺎﻳﻲ‬
‫ﺳﻄﺢ ﺑﺎﻻ ﺍﺯ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪.‬ﺍﻳﻦ ﺷﻜﻞ ﻧﻤﺎﻳﺶ ﺩﻫﻨـﺪﺓ ﻓﺮﺁﻳﻨـﺪﻫﺎﻳﻲ ﺍﺳـﺖ ﻛـﻪ ﺑﺎﻳـﺪ‬
‫ﺑﻪﻣﻨﻈﻮﺭ ﻣﺪﻳﺮﻳﺖ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻓﻨﺎﺭﻭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﻭ ﺍﺟﺮﺍ ﺷﻮﻧﺪ‪ .‬ﺑﺪﻳﻬﻲ ﺍﺳـﺖ‬
‫ﻛﻪ ﭼﻨﻴﻦ ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﺑﻪﻧﻮﺑﺔ ﺧﻮﺩ ﻧﻴﺎﺯﻣﻨﺪ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺍﺟﺮﺍﻳﻲ ﻧﻴﺰ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫• ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻛﺴﺐﻭﻛﺎﺭ‬
‫• ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫• ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫• ﺑﻮﺩﺟﻪﺭﻳﺰﻱ‬
‫• ﻛﻨﺘﺮﻝ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻣﺘﻤﺮﻛﺰ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫• ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﺓ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫• ﺗﺪﺍﺭﻛﺎﺕ‬
‫• ﻣﺪﻳﺮﻳﺖ ﺩﺍﺩﻩﻫﺎ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﺍﻳﻦ ﺗﺼﻮﻳﺮ ﻫﻢﭼﻨﻴﻦ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻫﺮﻳﻚ ﺍﺯ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪﻫﺎ ﭼﻪ ﺧﺮﻭﺟﻲﻫﺎﻳﻲ ﺗﻮﻟﻴﺪ ﻛـﺮﺩﻩ ﻭ‬
‫ﻭﺭﻭﺩﻱﻫﺎﻱ ﺁﻥﻫﺎ ﺍﺯ ﻛﺪﺍﻡ ﻓﺮﺁﻳﻨﺪ ﺩﻳﮕﺮ ﺗﺄﻣﻴﻦ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٣٣ /‬‬
‫ﺷﻜﻞ ‪ ۵‐۱‬ﺷﻤﺎﻱ ﺳﻄﺢ ﺑﺎﻻﻱ ﭼﺎﺭﭼﻮﺏ ﻣﺪﻳﺮﻳﺖ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﻭﺯﺍﺭﺕ‬
‫ﺍﻧﺮﮊﻱ ﺁﻣﺮﻳﻜﺎ‬
‫‪ / ٣٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫‪ .۱۰ .۱‬ﻧﺘﻴﺠﻪﮔﻴﺮﻱ‬
‫ﺍﮔﺮﭼﻪ ﻧﻤﻲ ﺗﻮﺍﻥ ﺑﺎ ﻗﺎﻃﻌﻴﺖ ﻫﻤﺔ ﺗﺠﺮﺑﻴﺎﺕ ﮔﺮﺩﺁﻭﺭﻱ ﺷﺪﻩ ﺭﺍ ﺑﻪﺻﻮﺭﺕ ﻣﺴﺘﻘﻴﻢ ﻣـﺮﺗﺒﻂ ﺑـﺎ ﻣﻔﻬـﻮﻡ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺍﻧﺴﺖ ﺍﻣﺎ ﺷﮑﻲ ﻧﻴﺴﺖ ﮐﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﻳﻦ ﺗﺠﺮﺑﻴـﺎﺕ ﻣـﻲﺗﻮﺍﻧـﺪ ﺩﺭ‬
‫ﺷﻨﺎﺧﺖ ﻧﻘﺎﻁ ﺣﺴﺎﺱ ﻭ ﮐﻠﻴﺪﻱ ﻧﻘﺶ ﻣﻬﻤﻲ ﺍﻳﻔﺎ ﮐﻨﺪ‪ .‬ﺍﻳﻦ ﻧﮑﺘﻪ ﺑﻪ ﻭﻳﮋﻩ ﺯﻣﺎﻧﻲ ﺍﻫﻤﻴﺖ ﭘﻴﺪﺍ ﻣﻲﮐﻨـﺪ‬
‫ﮐﻪ ﺑﺪﺍﻧﻴﻢ ﺭﻫﻴﺎﻓﺖﻫﺎﻱ ﻣﺘﻔﺎﻭﺗﻲ ﺑﻪ ﺣﻞ ﻣﺴﺌﻠﺔ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﮐﺸﻮﺭﻫﺎﻱ ﻣﺨﺘﻠﻒ‬
‫ﻼ ﻣـﺸﺎﺑﻪ ﺗﮑـﺮﺍﺭ‬
‫ﺁﺯﻣﺎﻳﺶ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﻫﻴﭻ ﻧﺴﺨﺔ ﻭﺍﺣﺪﻱ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﮐﻪ ﺩﺭ ﺩﻭ ﺟﺎ ﺑﻪ ﺻﻮﺭﺕ ﮐـﺎﻣ ﹰ‬
‫ﺷﺪﻩ ﺑﺎﺷﺪ‪.‬‬
‫‪ .١ .١٠ .١‬ﻧﮑﺎﺕ ﻋﻤﻮﻣﻲ‬
‫ﻣﻮﺍﺭﺩﻱ ﺩﺭ ﻫﻤﺔ ﻣﺴﺘﻨﺪﺍﺕ ﺑﻪ ﺩﺳﺖ ﺁﻣﺪﻩ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﮐﻪ ﻣﺸﺘﺮﮐﺎﺕ ﺁﻥﻫﺎ ﺭﺍ ﺷـﮑﻞ ﻣـﻲﺩﻫـﺪ‪ .‬ﺍﻳـﻦ‬
‫ﻣﻮﺍﺭﺩ ﻧﻘﺶ ﻣﻬﻤﻲ ﺩﺭ ﺷﻨﺎﺳﺎﻳﻲ ﺟﺮﻳﺎﻥ ﻓﻌﻠﻲ ﺟﻬﺎﻧﻲ ﺩﺭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﺑـﻪﻭﻳـﮋﻩ ﺑـﺎ‬
‫ﺭﻭﻳﮑﺮﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺮﻋﻬﺪﻩ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻳﻦ ﻧﮑﺎﺕ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺩﻭﻟﺖ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ‪ :‬ﻫﻤﺔ ﺗﺠﺮﺑﻪﻫﺎﻱ ﻣﺴﺘﻨﺪﺷﺪﻩ ﺑﺮ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺟﻬـﺖ ﺩﺳـﺘﻴﺎﺑﻲ ﺑـﻪ‬
‫ﺩﻭﻟﺖ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ ﺗﺄﮐﻴﺪ ﺩﺍﺭﻧﺪ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺷﮑﻞﻫـﺎﻱ ﻣﺘﻔـﺎﻭﺕ ﺁﻥ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﺭﺍﻩﺣـﻞ‬
‫ﺑﺮﮔﺰﻳﺪﻩ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺩﻭﻟﺖ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ‪ :‬ﺩﺭ ﻫﻤﺔ ﺍﺳﻨﺎﺩ ﮔﺮﺩﺁﻭﺭﻱ ﺷﺪﻩ ﺑﻪ ﺍﻳﻦ ﺍﺻﻞ ﻣﻌﻤﺎﺭﻱ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﻬﻢﺗﺮﻳﻦ ﻣﺰﻳـﺖ ﺁﻥ ﺗﻮﺟـﻪ‬
‫ﺷﺪﻩ ﺍﺳﺖ‪.‬ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﺍﺯ ﺳﻄﺢ ﻣﻴﺎﻥﺳﺎﺯﻣﺎﻧﻲ ﺗﺎ ﺳﻄﺢ ﻣﻴﺎﻥﺳﺎﻣﺎﻧﻪﺍﻱ ﺑـﺴﺘﻪ ﺑـﻪ ﺍﻳﻨﮑـﻪ‬
‫ﮐﺪﺍﻡ ﺳﻄﺢ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﺍﺭﺍﺋﻪﺷﺪﻩ ﻣﺪ ﻧﻈﺮ ﺑﻮﺩﻩ ﺍﺳﺖ‪ ،‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﮏ ﻣﺰﻳـﺖ ﺍﺳﺎﺳـﻲ ﻣـﻮﺭﺩ ﺗﻮﺟـﻪ ﻗـﺮﺍﺭ‬
‫ﮔﺮﻓﺘﻪﺍﻧﺪ‪.‬‬
‫ﺯﻳﺮﺳﺎﺧﺘﺎﺭ‪ :‬ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﻳﮑﺮﺩ ﻣﻌﻤـﺎﺭﻱ ﺩﺭ ﻫـﻴﭻﺟـﺎ ﺑﺎﻋـﺚ ﻧـﺸﺪﻩ ﺍﺳـﺖ ﮐـﻪ ﭘـﺮﻭﮊﻩﻫـﺎﻱ ﺿـﺮﻭﺭﻱ ﻭ‬
‫ﺯﻳﺮﺳﺎﺧﺘﺎﺭﻱ ﻣﺘﻮﻗﻒ ﺷﻮﻧﺪ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺍﻳﻦ ﭘﺮﻭﮊﻩﻫﺎ ﺑﻪ ﺻﻮﺭﺕ ﻣﻮﺍﺯﻱ ﮐﺎﺭ ﺧﻮﺩ ﺭﺍ ﭘﻴﺶﺑﺮﺩﻩﺍﻧﺪ‪.‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻫﺎﻱ ﻣﺆﻟﻔﻪﻣﺤﻮﺭ‪ ،1‬ﺧﺪﻣﺖﮔﺮﺍ‪ 2‬ﻭ ‪ :XML3‬ﺍﻳﻦ ﻧﻮﻉ ﺍﺯ ﻣﻌﻤﺎﺭﻱﻫﺎ ﺑﻪ ﻋﻨـﻮﺍﻥ ﻓﻨـﺎﻭﺭﻱ ﺑﺮﮔﺰﻳـﺪﻩ‬
‫ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺑﻴﺸﺘﺮ ﺍﺳﻨﺎﺩ ﭘﻴﺸﻨﻬﺎﺩ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘـﺮ ﺩﺭ ﻫﻤـﺔ‬
‫ﻣﺴﺘﻨﺪﺍﺕ ﺗﻮﺟﻪ ﺑﻪ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﻣﺆﻟﻔﻪﻣﺤﻮﺭ ﺧﺪﻣﺖﮔﺮﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺗﻀﻤﻴﻨﻲ ﺑﺮﺍﻱ ﺩﺳـﺘﺎﺑﻲ ﺑـﻪ ﺍﻧﻌﻄـﺎﻑ ﻭ‬
‫ﻣﻘﻴﺎﺱﭘﺬﻳﺮﻱ ﻣﺪ ﻧﻈﺮ ﺑﻮﺩﻩ ﺍﺳﺖ‪ .‬ﻫﻤﻴﻦ ﺷﺮﺍﻳﻂ ﺑﺮﺍﻱ ‪ XML‬ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻓﻨﻲ ﺗﺒﺎﺩﻝ ﺩﺍﺩﻩ ﻣﻄﺮﺡ‬
‫ﺍﺳﺖ‪.‬‬
‫‪1. Component-Based‬‬
‫‪2. Service-Oriented‬‬
‫‪3. eXtensible Markup Language‬‬
‫ﻓﺼﻞ ﺍﻭﻝ‪ :‬ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪٣٥ /‬‬
‫ﺑﺴﺘﺮ ﺗﺒﺎﺩﻝ ﻣﻌﻤﺎﺭﻱ‪ :‬ﺩﺭ ﻫﻤﺔ ﺍﺳﻨﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺑﺴﺘﺮﻱ ﺑﺮﺍﻱ ﺗﺒﺎﺩﻝ ﻧﺘﺎﻳﺞ ﻣﻌﻤﺎﺭﻱ ﭘﻴﺶﺑﻴﻨﻲ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺍﻳﻦ‬
‫ﺑﺴﺘﺮ ﮔﺎﻩ ﻳﮏ ﺻﻔﺤﺔ ﻭﺏ ﺳﺎﺩﻩ ﺍﺳﺖ ﻭ ﮔﺎﻩ ﻳﮏ ﻣﺨﺰﻥ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ ﻫﻮﺷﻤﻨﺪ ﺍﻣﺎ ﺩﺭ ﻫﺮ ﺻﻮﺭﺕ ﺩﺭ ﻟﺰﻭﻡ‬
‫ﻭﺟﻮﺩ ﺁﻥ ﺷﮑﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺷﺘﻪ ﺍﺳﺖ‪.‬‬
‫ﻋﺪﻡ ﺍﻟﺰﺍﻡ ﺑﻪ ﻳﮏ ﭼﺎﺭﭼﻮﺏ ﺧﺎﺹ‪ :‬ﻫﻤﺔ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﻨﻬﺎ ﺑﻪ ﺗﺒﻴﻴﻦ ﺍﺻﻮﻝ ﻭ ﻗﻮﺍﻋﺪ ﮐﻠﻲ ﺣﺎﮐﻢ‬
‫ﺑﺮ ﻣﻌﻤﺎﺭﻱ ﺍﺷﺎﺭﻩ ﮐﺮﺩﻩﺍﻧﺪ ﻭ ﺑﻪ ﺻﻮﺭﺕ ﺻﺮﻳﺢ ﭼﺎﺭﭼﻮﺏ ﺧﺎﺻﻲ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﭼﺎﺭﭼﻮﺏ ﺭﺳﻤﻲ ﭘﻴﺶﺑﻴﻨـﻲ‬
‫ﻧﮑﺮﺩﻩﺍﻧﺪ‪ .‬ﺍﻟﺒﺘﻪ ﺩﺭ ﺍﻳﻦ ﻣﻮﺭ ﺩ ‪ FEAF‬ﻳﮏ ﺍﺳﺘﺜﻨﺎﺀ ﺍﺳﺖ ﮐﻪ ﭼﻨﺪ ﭼﺎﺭﭼﻮﺏ ﭘﻴﺸﻨﻬﺎﺩﻱ ﺩﺍﺭﺩ‪.‬‬
‫ﮐﺎﺭﺑﺮﺩ ﻣﻴﺎﻥﺳﺎﺯﻣﺎﻧﻲ‪ :‬ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﻫﻤﮕﻲ ﮐﺎﺭﺑﺮﺩﻱ ﻣﻴﺎﻥﺳﺎﺯﻣﺎﻧﻲ ﺩﺍﺭﻧﺪ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺁﻥﻫﺎ‬
‫ﺑﺮﺍﻱ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺳﻄﺢ ﺩﻭﻟﺖ ﻳﺎ ﺑﻴﻦ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﻭﻟﺘﻲ ﺍﻳﺠﺎﺩ ﺷﺪﻩﺍﻧﺪ ﻭ ﮐﻤﺘﺮ ﻫﺪﻑ ﺍﺯ ﺍﺭﺍﺋـﺔ ﺁﻥﻫـﺎ ﺁﻥ‬
‫ﺑﻮﺩﻩ ﺍﺳﺖ ﮐﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺧﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﻨﺪ‪ .‬ﻟـﺬﺍ ﮐـﺎﺭﺑﺮﺩ ﺩﻳﮕـﺮ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻘﺎﻳﺴﻪ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻌﻤﺎﺭﻱﻫﺎ ﺑﻮﺩﻩ ﺍﺳﺖ‪.‬‬
‫‪ .٢ .١٠ .١‬ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﺷﺮﺍﻳﻂ ﻓﻌﻠﻲ ﺍﻳﺮﺍﻥ‬
‫ﺍﺯ ﻣﻴﺎﻥ ﻫﻤﺔ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ‪ ،‬ﺑﺮﻧﺎﻣﺔ ﺩﺍﻧﻤﺎﺭﮎ ﺑﻴﺶ ﺍﺯ ﻫﺮ ﮐﺸﻮﺭ ﺩﻳﮕﺮﻱ ﺑﻪ ﻭﺿﻌﻴﺖ ﺍﻳـﺮﺍﻥ‬
‫ﺷﺒﺎﻫﺖ ﺩﺍﺭﺩ‪ .‬ﺍﻳﻦ ﺷﺒﺎﻫﺖ ﺩﺭ ﺍﻭﻟﻴﻦ ﻧﮕﺎﻩ ﺑﻪ ﺁﻥ ﺩﻟﻴﻞ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﮐﻪ ﻣـﺴﺘﻘﻴﻤﹰﺎ ﺑـﻪ ﻣﻔﻬـﻮﻡ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺍﺷﺎﺭﻩ ﮐﺮﺩﻩ ﺍﺳﺖ ﻭ ﻧﻪ ﻣﻔﺎﻫﻴﻢ ﻣﺮﺗﺒﻂ ﻭ ﻧﺰﺩﻳﮏ ﺑﺎ ﺁﻥ‪ .‬ﺩﺭ ﻧﮕﺎﻩ ﺩﻭﻡ ﺍﻳﻦ ﺷـﺒﺎﻫﺖ ﻧﺎﺷـﻲ ﺍﺯ‬
‫ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺣﺎﮐﻢ ﺑﺮ ﻭﺿﻌﻴﺖ ﻣﺪﻳﺮﻳﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺁﻥ ﮐﺸﻮﺭ ﺍﺳﺖ ﮐﻪ ﺍﺯ ﻳﮏ ﺍﻧﺠﻤـﻦ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻳﮏ ﮐﻤﻴﺘﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻳﮏ ﺟﺎﻣﻌﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺗﺸﮑﻴﻞ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﺩ ﺭ ﻗﻴﺎﺱ ﺑﺎ ﺍﻳﺮﺍﻥ ﺍﻳﻦ ﺳﻪ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺗﺮﺗﻴﺐ ﻧﻘﺶ ﺷﻮﺭﺍﻱﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ‪ ،‬ﮐﻤﻴﺘﺔ ﻓﻨﻲ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺗﺸﮑﻞ ﻏﻴﺮ ﺩﻭﻟﺘﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ )ﮐﻪ ﻗﺮﺍﺭ ﺍﺳﺖ ﺗﺸﮑﻴﻞ ﺷﻮﺩ‪ (.‬ﺭﺍ ﺍﻳﻔﺎ ﻣﻲﮐﻨﻨﺪ‪ .‬ﺟﺎﻟﺐ‬
‫ﺍﻳﻨﺠﺎﺳﺖ ﮐﻪ ﭼﻨﻴﻦ ﺳﺎﺧﺘﺎﺭﻱ ﺗﻘﺮﻳﺒﹰﺎ ﺩﺭ ﻫﻤﻪ ﺟﺎ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
‫ﺍﻟﺒﺘﻪ ﺍﺯ ﻧﻈﺮ ﺭﻭﻳﮑﺮﺩ ﺑﻪ ﻣﻌﻤﺎﺭﻱ‪ ،‬ﺩﺍﻧﻤﺎﺭﮐﻲﻫﺎ ﺑﺎ ﺍﺣﺘﻴﺎﻁ ﺑﻴﺸﺘﺮﻱ ﻋﻤﻞ ﮐﺮﺩﻩﺍﻧﺪ‪ .‬ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﻲ ﮐﻪ‬
‫ﺍﺑﺘﺪﺍ ﺩﺭ ﺳﻨﺪﻱ ﻟﺰﻭﻡ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺑﺮﺭﺳـﻲ ﮐـﺮﺩﻩﺍﻧـﺪ ﮐـﻪ ﺩﺭ ﺍﻧﺘﻬـﺎﻱ ﺁﻥ ﺗـﺪﻭﻳﻦ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻧﺘﻴﺠﻪﮔﻴﺮﻱ ﺷﺪﻩ ﺍﺳـﺖ‪ .‬ﺩﺭ ﺳـﻨﺪ ﺑﻌـﺪﻱ ﺑـﻪ ﺗﺒﻴـﻴﻦ ﺷـﺮﺍﻳﻂ ﺍﻳـﻦ‬
‫ﭼﺎﺭﭼﻮﺏ ﭘﺮﺩﺍﺧﺘﻪﺍﻧﺪ ﻭ ﺩﺭ ﺳﻨﺪ ﺑﻌﺪﻱ ﻗﺮﺍﺭ ﺍﺳﺖ ﺧﻮﺩ ﭼﺎﺭﭼﻮﺏ ﺗﺪﻭﻳﻦ ﺷﻮﺩ‪.‬‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﺴﺘﻨﺪﺍﺕ ﮔﺮﺩﺁﻭﺭﻱ ﺷﺪﻩ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ ﮐـﻪ ﺍﮔﺮﭼـﻪ ﻫﻤـﺔ ﺁﻥﻫـﺎ ﺣـﺎﻭﻱ ﻣﻄﺎﻟـﺐ‬
‫ﺁﻣﻮﺯﻧﺪﻩﺍﻱ ﺩﺭﺑﺎﺭﺓ ﺍﺻﻮﻝ ﺣﺎﮐﻢ ﺑﺮ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺑﺎ ﮐﺎﺭﮐﺮﺩ ﻣﻠـﻲ ﻫـﺴﺘﻨﺪ ﺍﻣـﺎ ﺗـﺼﻮﺭ ﺍﻳﻨﮑـﻪ ﭼﻨـﻴﻦ‬
‫ﭼﺎﺭﭼﻮﺏﻫﺎﻳﻲ ﺩﺭ ﺷﺮﺍﻳﻂ ﻓﻌﻠﻲ ﺍﻳﺮﺍﻥ ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﻫﺴﺘﻨﺪ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺍﻡ ﺑﺰﺭﮔﻲ ﺑﺎﺷﺪ‪ .‬ﺩﻟﻴﻞ ﺍﻳﻦ ﺍﻣـﺮ‬
‫ﺁﻥ ﺍﺳﺖ ﮐﻪ‪:‬‬
‫ﺍﺳﺘﻘﻼﻝ ﻧﺴﺒﻲ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﻭﻟﺘﻲ ﺩﺭ ﺍﻳﻦ ﮐﺸﻮﺭﻫﺎ )ﺑﻪ ﻣﻌﻨﻲ ﻭﺟﻮﺩ ﻧﻈـﺎﻡ ﺍﻧﺘﺨـﺎﺏ ﻣـﺪﻳﺮﺍﻥ ﺑـﻪ ﺟـﺎﻱ‬
‫ﺍﻧﺘﺼﺎﺏ ﺁﻧﻬﺎ( ﺳﺒﺐ ﺷﺪﻩ ﺍﺳﺖ ﮐﻪ ﺩﺭ ﻣﺘﻦ ﺍﺳﻨﺎﺩ ﺗﻼﺵ ﭼﻨﺪﺍﻧﻲ ﺩﺭ ﺟﻬﺖ ﺗﻮﺻﻴﻒ ﺩﻗﻴﻖ ﺧﺼﻮﺻﻴﺎﺕ ﻳﮏ‬
‫‪ / ٣٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻨﺎﺳﺐ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻧﺸﻮﺩ‪ .‬ﺑﻠﮑﻪ ﺑﻴﺸﺘﺮ ﺑﻪ ﺧﺼﻮﺻﻴﺎﺕ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻌﺎﻣﻞ ﻣﻴﺎﻥﺳﺎﺯﻣﺎﻧﻲ ﻳﺎ ﺩﺭ‬
‫ﻧﻬﺎﻳﺖ ﺑﻪ ﺧﺼﻮﺻﻴﺎﺕ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺑﺨﺶ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻋﻤﻮﻣﻲ ﭘﺮﺩﺍﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺣﺎﻝ ﺁﻧﮑﻪ ﺩﺭ ﮐـﺸﻮﺭ‬
‫ﻣﺎ ﺑﻪ ﺩﻟﻴﻞ ﻋﺪﻡ ﻭﺟﻮﺩ ﭼﻨﻴﻦ ﺳﺎﺯﻭﮐﺎﺭ ﺍﺯ ﻳـﮏ ﻃـﺮﻑ ﻭ ﮐﻤﺒـﻮﺩ ﻧﻴـﺮﻭﻱ ﻣﺘﺨـﺼﺺ ﺩﺭ ﺯﻣﻴﻨـﺔ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺍﺯ ﻃﺮﻑ ﺩﻳﮕﺮ‪ ،‬ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺍﻧﺘﻈﺎﺭ ﻣﻲﺭﻭﺩ ﮐﻪ ﺩﺭ ﺿﻤﻦ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﺎﺷﺪ ﺗـﺎ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﭼﻨﻴﻦ ﺭﻭﻳﮑﺮﺩﻱ ﺑﻪ ﻣﻨﺎﻗﺼﻪ ﺑﮕﺬﺍﺭﻧﺪ‪.‬‬
‫ﺭﻭﻳﮑﺮﺩ ﻋﻤﻮﻣﻲ ﺩﺭ ﺍﻳﻦ ﻣﺴﺘﻨﺪﺍﺕ ﺑﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺳﺎﻣﺎﻧﻪﻫﺎ ﻭ ﻓﻨﺎﻭﺭﻱﻫﺎﻳﻲ ﺑﻮﺩﻩ ﺍﺳﺖ ﮐﻪ ﺩﺭ ﻟﺒـﺔ ﻓﻨـﺎﻭﺭﻱ‬
‫ﻫﺴﺘﻨﺪ‪ .‬ﺍﮔﺮﭼﻪ ﻣﺎ ﻧﺒﺎﻳﺪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﺧﺮﻳﻦ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺭﻭﺯ ﺭﺍ ﻓﺮﺍﻣﻮﺵ ﮐﻨﻴﻢ ﺍﻣﺎ ﺑﺎﻳﺪ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺗﻮﺟـﻪ‬
‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ ﮐﻪ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺎ ﻫﻨﻮﺯ ﺳـﻄﻮﺡ ﺍﻭﻟﻴـﺔ ﺑﻬـﺮﻩﺑـﺮﺩﺍﺭﻱ ﺍﺯ ﻓﻨـﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﻭ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺭﺍ ﺗﺠﺮﺑﻪ ﻧﮑﺮﺩﻩﺍﻧﺪ‪ .‬ﻟﺬﺍ ﺩﺭ ﭘﻴﺸﻨﻬﺎﺩ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺑﺎﻳﺪ ﺑﻪ ﻫﺮ ﺩﻭ ﮔﺮﻭﻩ ﺗﻮﺟﻪ‬
‫ﻭﻳﮋﻩﺍﻱ ﺷﻮﺩ‪.‬‬
‫ﻋﻤﻮﻡ ﺍﻳﻦ ﻣﺴﺘﻨﺪﺍﺕ ﺑﺎ ﺳﺎﺯﻣﺎﻥﻫـﺎﻳﻲ ﺳـﺮﻭﮐﺎﺭ ﺩﺍﺭﻧـﺪ ﮐـﻪ ﻭﺍﻗﻌﻴـﺖ ﻟـﺰﻭﻡ ﺍﻳﺠـﺎﺩ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺭﺍ‬
‫ﭘﺬﻳﺮﻓﺘﻪﺍﻧﺪ‪ .‬ﺍﻣﺎ ﺑﺎﻳﺪ ﺑﭙﺬﻳﺮﻳﻢ ﮐﻪ ﺩﺭ ﺍﻳﺮﺍﻥ ﻫﻨﻮﺯ ﻫﻢ ﺩﻟﻴﻞ ﻋﻤﺪﻩ ﺑﺮﺍﻱ ﺍﻧﺠـﺎﻡ ﭼﻨـﻴﻦ ﭘـﺮﻭﮊﻩﺍﻱ ﻣـﻲﺗﻮﺍﻧـﺪ‬
‫ﺍﻧﮕﻴﺰﻩﻫﺎﻱ ﺟﺬﺏ ﺑﻮﺩﺟﺔ ﺗﮑﻔﺎ ﺑﺎﺷﺪ‪ .‬ﻟﺬﺍ ﻻﺯﻡ ﺍﺳﺖ ﺩﺭ ﺗﺪﻭﻳﻦ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺑﻪ ﺍﻳﻦ ﻭﺍﻗﻌﻴﺖ ﺗﻮﺟﻪ ﺧـﺎﺹ‬
‫ﺷﻮﺩ‪.‬‬
‫‪ .٣ .١٠ .١‬ﺁﻣﻮﺧﺘﻪﻫﺎ‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻄﺎﻟﺒﻲ ﮐﻪ ﻋﻨﻮﺍﻥ ﺷﺪ ﻣﻲﺗﻮﺍﻥ ﭼﻨـﻴﻦ ﮔﻔـﺖ ﮐـﻪ ﺩﺭ ﺗـﺪﻭﻳﻦ ﭼـﺎﺭﭼﻮﺏ ﻣﻠـﻲ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺑﺎﻳﺪ ﺑﻪ ﻣﺴﺎﺋﻞ ﺯﻳﺮ ﺗﻮﺟﻪ ﺷﻮﺩ‪:‬‬
‫ﺩﺭ ﺗﺪﻭﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷـﺖ ﻛـﻪ ﻳﻜـﻲ ﺍﺯ ﻣﻬﻤﺘـﺮﻳﻦ ﺍﻧﮕﻴـﺰﻩﻫـﺎﻱ ﺳـﺎﺯﻣﺎﻥﻫـﺎﻱ ﺍﻳﺮﺍﻧـﻲ ﺩﺭ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺮ ﺍﺳﺎﺱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺟﺬﺏ ﺑﻮﺩﺟـﺔ ﺗﻜﻔﺎﺳـﺖ ﻛـﻪ ﺩﺭ ﺑـﺴﻴﺎﺭﻱ ﺍﺯ‬
‫ﻛﺸﻮﺭﻫﺎﻱ ﺩﻳﮕﺮ ﺩﻧﻴﺎ ﻣﺼﺪﺍﻕ ﻧﺪﺍﺭﺩ‪.‬‬
‫ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﺪ ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑﺮﺍﻱ ﻫﻤﺔ ﻃﺮﻑﻫﺎﻱ ﺩﺭﮔﻴﺮ ﺩﺭ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻋﻤﻞ ﻧﻤﺎﻳـﺪ ﻭ ﺩﺭﻋـﻴﻦ ﺣـﺎﻝ ﺁﺯﺍﺩﻱ ﻋﻤـﻞ ﺭﺍ ﺍﺯ ﻣﺠﺮﻳـﺎﻥ ﺩﺭ ﺍﻧﺘﺨـﺎﺏ ﺭﻭﺵﻫـﺎﻱ ﻣﺨﺘﻠـﻒ ﻭ‬
‫ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺩﻳﮕﺮ ﺳﻠﺐ ﻧﮑﻨﺪ‪.‬‬
‫ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺑﻪ ﻧﺴﻞﻫﺎﻱ ﻓﻌﻠﻲ ﻭ ﺣﺪﺍﻗﻞﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ )ﺑﻪﻭﻳﮋﻩ ﻧﺮﻡﺍﻓﺰﺍﺭﻱ( ﻧﻴﺰ ﺗﻮﺟﻪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺑﺎﻳﺪ ﺯﻣﻴﻨﻪﺳﺎﺯ ﺗﻌﺎﻣﻼﺕ ﺩﻭﻟﺖ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ ﺩﺭ ﺻﻮﺭ ‪ G2C ،G2G‬ﻭ ‪ G2B‬ﺑﺎﺷﺪ‪.‬‬
‫ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺑﻪ ﺗﻮﺳﻌﺔ ﺍﺷﺘﺮﺍﮐﻲ ﺑﺨﺸﻬﺎﻱ ﻋﻤﻮﻣﻲ ﻣﻌﻤﺎﺭﻱ ﺍﻭﻟﻮﻳﺖ ﺑﺪﻫﺪ‪.‬‬
‫ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺑﻪ ﺍﺻﻞ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻭ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺁﻥ ﺗﻮﺟﻪ ﮐﻨﺪ‪ .‬ﻫﻤـﻴﻦ ﻣـﺴﺌﻠﻪ ﺩﺭﻣـﻮﺭﺩ‬
‫ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﻭ ﻣﻘﻴﺎﺱﭘﺬﻳﺮﻱ ﻧﻴﺰ ﺻﺎﺩﻕ ﺍﺳﺖ‪.‬‬
‫ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺍﺑﺰﺍﺭ ﺯﻣﻴﻨﻪﺳﺎﺯ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ ﻣﻌﻤﺎﺭﻱﻫﺎ ﻧﻴﺰ ﺑﺎﺷﺪ ﻭ ﺍﺯ ﺍﻳﻦ ﻃﺮﻳﻖ )ﺩﺭ ﺁﻳﻨﺪﻩ( ﺑﻪ ﻣﻌﻴﺎﺭﻱ ﺑﺮﺍﻱ‬
‫ﻣﻘﺎﻳﺴﻪ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﺗﺒﺪﻳﻞ ﺷﻮﺩ‪.‬‬
٣٧ /‫ ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﭼﺎﺭﭼﻮﺏﻫﺎﯼ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬:‫ﻓﺼﻞ ﺍﻭﻝ‬
‫ﭼﺎﺭﭼﻮﺏ ﺑﺎ ﺁﻧﻜﻪ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﻣﻌﻤﺎﺭﻱ ﺍﺳﺖ ﺍﻣﺎ ﻧﺒﺎﻳﺪ ﺷـﺮﻛﺖﻫـﺎ ﻭ ﺳـﺎﺯﻣﺎﻥﻫـﺎ ﺭﺍ ﺩﺭ ﺍﻧﺘﺨـﺎﺏ‬
.‫ﭼﺎﺭﭼﻮﺏ ﺧﺎﺻﻲ ﻣﺠﺒﻮﺭ ﻛﻨﺪ‬
‫ﭼﺎﺭﭼﻮﺏ ﻧﺒﺎﻳﺪ ﺧﺮﻭﺟﻲﻫﺎﻳﻲ ﻋﻼﻭﻩ ﺑﺮ ﺁﻧﭽﻪ ﺩﺭ ﺣﺎﻝ ﺣﺎﺿﺮ ﺑﻪ ﺻﻮﺭﺕ ﻋﻤﻮﻣﻲ ﺧﺮﻭﺟﻲ ﻣﻌﻤﺎﺭﻱ ﺷﻨﺎﺧﺘﻪ‬
.‫ﻭ ﺗﺠﺮﺑﻪ ﺷﺪﻩ ﺍﺳﺖ ﺗﺤﻤﻴﻞ ﻛﻨﺪ ﻣﮕﺮ ﺩﺭ ﻣﻮﺍﺭﺩﻱ ﻛﻪ ﻧﺒﻮﺩ ﻳﻚ ﺧﺮﻭﺟﻲ ﺭﻭﺡ ﻣﻌﻤﺎﺭﻱ ﺭﺍ ﺩﭼﺎﺭ ﻧﻘﺺ ﻛﻨﺪ‬
‫ﺩﺭ ﻭﺍﻗﻊ ﭼﺎﺭﭼﻮﺏ ﺗﻨﻬﺎ ﻣﻤﻜﻦ ﺍﺳﺖ ﺭﻭﺷﻲ ﻣﺘﻔﺎﻭﺕ ﺑﺮﺍﻱ ﺑﺴﺘﻪﺑﻨﺪﻱ ﻣﺤﺼﻮﻻﺕ ﻣﻌﻤﺎﺭﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻧﻪ‬
.‫ﻣﺤﺼﻮﻻﺗﻲ ﻣﺘﻔﺎﻭﺕ‬
‫ﭼﺎﺭﭼﻮﺏ ﺑﺎﻳﺪ ﺩﺭ ﺗﻄﺎﺑﻖ ﺑﺎ ﻓﺮﺁﻳﻨﺪ ﺳﻪ ﻣﺮﺣﻠﻪﺍﻱ ﻛﻪ ﺗﺎ ﺑﻪ ﺣﺎﻝ ﺍﺯ ﻃﺮﻑ ﻛﻤﻴﺘﺔ ﻓﻨﻲ ﻣﻌﻤـﺎﺭﻱ ﺑـﻪ ﻋﻨـﻮﺍﻥ‬
.‫ﻓﺮﺁﻳﻨﺪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻌﺮﻓﻲ ﻭ ﺗﺪﺭﻳﺲ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺳﺎﻳﺮ ﻣﺼﻮﺑﺎﺕ ﻛﻤﻴﺘﻪ ﺗﻬﻴﻪ ﺷﻮﺩ‬
‫ ﻓﻬﺮﺳﺖ ﻣﻨﺎﺑﻊ‬.۱۱ .۱
1.“A Practical Guide to Federal Enterprise Architecture”, Version 1.0,
Published by The Chief Information Officers Council (USA), February
2001.
2.Wilton, David R. The Relationship between IT Strategic Planning and
Enterprise Architecture Practice. Journal of BattleField Technology, Vol
4, No. 1. March 2001.
3.O’Rourke, Carol and Neal Fishman. Enterprise Architecture Using the
Zachman Framework. Course Technology. March 24, 2003.
4.“White paper on Enterprise Architecture”, Published by Denmark,
Ministry of Science, Technology and Innovation, 2003.
5.“Government of Canada’s Federated Architecture Program”, Iteration one,
Release 13.0, Published by The Treasury Board of Canada Secretaria,
June 2001.
6.“Country Report: Canda”, ICA 36th Conference, October 2002, Singapore.
7.“e-Government Interoperability Framework”, Version 6.0, Published by
Office of e-Envoy, April 2004.
8. “Federal Enterprise Architecture Framework”, Version 1.1, Published by
The Chief Information Officers Council of (USA), September 1999.
9.“e-Government Interoperability Framework”, Version 2.0, Published by eGovernment Unit at State Service Commision, December 2003.
10. “Standards and Architectures for e-Government Applications”, Version
2.0, Published by KBSt Unit at the Federal Ministry of Interior,
December 2003.
11.“Information Technology Investment Management Framework”, Version
1.0, Published by Office of CIO, U.S. Department of Energy, 2002.
‫‪ / ٣٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ‬
‫ﻣﻄﺎﻟﻌﺔ ﺗﺠﺮﺑﻴﺎﺕ ﻣﺸﺎﺑﻪ ﺑﻴﻦﺍﻟﻤﻠﻠﻲ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻣﻮﺧﺘﻪﻫﺎﻱ ﮔﺎﻡ ﺍﻭﻝ‪ ،‬ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺑـﻪ ﻛﻤـﻚ ﻣـﺎ‬
‫ﻣﻲﺁﻳﻨﺪ ﺗﺎ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳـﺮﺍﻥ )‪(INEAF1‬‬
‫ﺭﺍ ﭘﻴﺶﺑﻴﻨﻲ ﻛﻨﻴﻢ‪ .‬ﻫﺮ ﻣﺆﻟﻔﻪ ﻣﺠﻤﻮﻋﺔ ﻣـﺴﺘﻘﻠﻲ ﺍﺯ ﺧﺮﻭﺟـﻲﻫـﺎ ﺭﺍ ﺩﺭ ﺫﻫـﻦ ﺗـﺪﺍﻋﻲ ﻣـﻲﻛﻨـﺪ ﻛـﻪ‬
‫ﻣﺤﺘﻮﻳﺎﺕ ﺁﻥ ﺍﺭﺗﺒﺎﻁ ﺑﺴﻴﺎﺭ ﻧﺰﺩﻳﻜﻲ ﺑﺎ ﻫﻢ ﻭ ﻭﺍﺑﺴﺘﮕﻲ ﻛﻤﻲ ﺑﻪ ﻣﺤﺘﻮﺍﻱ ﺳﺎﻳﺮ ﻣﺆﻟﻔﻪﻫﺎ ﺩﺍﺭﻧﺪ‪ .‬ﺑﻪ ﺍﻳﻦ‬
‫ﺗﺮﺗﻴﺐ ﻣﺸﺨﺺ ﺧﻮﺍﻫﺪ ﺷﺪ ﻛﻪ ﻳﻚ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻗﺎﺑـﻞ ﭘـﺬﻳﺮﺵ ﺩﺭ ﺳـﻄﺢ ﻣﻠـﻲ ﺑﺎﻳـﺪ ﭼـﻪ‬
‫ﺑﺨﺶﻫﺎﻳﻲ ﺭﺍ ﭘﻮﺷﺶ ﺩﻫﺪ ﻭ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﻳﻦ ﺑﺨﺶﻫﺎ ﭼﻪ ﻭﻳﮋﮔﻲﻫـﺎﻳﻲ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﻨﺪ‪ .‬ﺩﺭ ﺍﻳـﻦ ﺭﺍﻩ‬
‫ﺳﻌﻲ ﺷﺪﻩ ﺍﺳﺖ ﺍﺯ ﻧﮕﺎﻩ ﺁﺭﻣﺎﻥﮔﺮﺍﻳﺎﻧﻪ ﭘﺮﻫﻴﺰ ﺷﻮﺩ ﻭ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻭﺍﻗﻌﻴﺖﻫﺎﻱ ﻣﻮﺟـﻮﺩ ﺑـﻪ ﺣـﺪﺍﻗﻞﻫـﺎ‬
‫ﺑﺴﻨﺪﻩ ﺷﻮﺩ‪.‬‬
‫ﻻ ﺍﮔﺮ ﺑﺨﺸﻲ ﺍﺯ ﺧﺮﻭﺟﻲﻫـﺎﻱ ﻣـﻮﺭﺩ‬
‫ﻧﮕﺎﻩ ﻣﺆﻟﻔﻪ‐ ﻣﺤﻮﺭ ﺑﻪ ﭼﺎﺭﭼﻮﺏ ﺍﻳﻦ ﺧﺎﺻﻴﺖ ﺭﺍ ﺩﺍﺭﺩ ﻛﻪ ﺍﻭ ﹰ‬
‫ﺍﻧﺘﻈﺎﺭ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻬﻴﺎ ﻧﺒﺎﺷﻨﺪ‪ ،‬ﺳﺎﻳﺮ ﺧﺮﻭﺟﻲﻫﺎ ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ ﺑﺎﺷﻨﺪ ﻭ ﺛﺎﻧﻴﹰﺎ ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﻔﺎﺩﺓ ﻣﺠـﺪﺩ ﻭ‬
‫ﻣﻘﻴﺎﺱﭘﺬﻳﺮﻱ ﺭﺍ ﺩﺭ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﻣﻠﻲ ﺗﻘﻮﻳﺖ ﻣﻲﻛﻨﺪ‪ .‬ﻗﺎﺑﻠﻴﺖ ﺍﺭﺯﻳﺎﺑﻲ‪ ،‬ﻣﻘﺎﻳـﺴﻪ ﻭ ﺗﻌﺎﻣـﻞﭘـﺬﻳﺮﻱ ﺍﺯ‬
‫ﺩﻳﮕﺮ ﺧﻮﺍﺻﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻧﮕﺎﻩ ﻣﺆﻟﻔﻪ‐ ﻣﺤﻮﺭ ﺑﻪ ﭼﺎﺭﭼﻮﺏ ﻣﻲﺑﺨﺸﺪ‪ .‬ﺩﺭ ﭘﺎﻳﺎﻥ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛـﻪ‬
‫ﺑﺎ ﺣﺮﻛﺖ ﺍﺯ ﺳﻤﺖ ﺭﻭﺵﻫﺎﻱ ﻣﺒﺘﻨﻲ ﺑﺮ ﻣﻬﻨﺪﺳﻲ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻱ ﻣﻨﻔﺮﺩ ﺑﻪ ﺳﻮﻱ ﺷﻴﻮﻩ ﻫﺎﻱ ﺟﺎﻣﻊﻧﮕـﺮ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻣﻔﻬﻮﻡ ﻛﻠﻤﺔ ﻣﺆﻟﻔﻪ ﻧﻴﺰ ﮔﺴﺘﺮﺵ ﻳﺎﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺍﻣﺮﻭﺯﻩ ﻣﺆﻟﻔﻪ ﺗﻨﻬـﺎ ﺑـﻪ ﻳـﻚ‬
‫‪1. Iran’s National Enterprise Architecture Framework‬‬
‫‪ / ٤٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺟﺰﺀ ﻣﺴﺘﻘﻞ ﺍﺯ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺍﻃﻼﻕ ﻧﻤﻲﺷﻮﺩ ﻭ ﺳﻄﻮﺡ ﻣﺨﺘﻠﻔﻲ ﺭﺍ ﺷﺎﻣﻞ ﻣﻲﺷﻮﺩ )ﻧﮕﺎﻩ ﻛﻨﻴﺪ ﺑﻪ ﺿـﻤﻴﻤﺔ‬
‫ﺍﻟﻒ ﻫﻤﻴﻦ ﺑﺨﺶ(‪ .‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻦ ﺗﻘﺴﻴﻢﻳﻨﺪﻱﻫﺎ‪ ،‬ﻣﺆﻟﻔﻪﻫﺎﻱ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻧﻴـﺰ‬
‫ﺑﻪ ﺩﺭﺳﺘﻲ ﺑﻪ ﺍﻳﻦ ﻋﻨﻮﺍﻥ ﺧﻮﺍﻧﺪﻩ ﻣﻲﺷﻮﻧﺪ ﻭ ﺑﺎ ﻣﺮﺍﺟﻌﻪ ﺑﻪ ﺿﻤﻴﻤﺔ ﺍﻟﻒ ﻣﻲﺗﻮﺍﻥ ﺩﺭﻳﺎﻓﺖ ﻛﻪ ﺩﺭ ﺳﻄﺢ‬
‫ﺩﻭﻱ ﺳﻠﺴﻠﻪﻣﺮﺍﺗﺐ ﻣﺬﻛﻮﺭ ﺩﺭ ﺍﻳﻦ ﺿﻤﻴﻤﻪ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪.‬‬
‫‪ .۱ .۲‬ﻃﺒﻘﻪﺑﻨﺪﻱ ﻣﺴﺎﺋﻞ ﭘﻴﺮﺍﻣﻮﻥ ﭼﺎﺭﭼﻮﺏ‬
‫ﺍﮔﺮﭼﻪ ﻣﺆﻟﻔﻪﻫﺎ ﺑﺨﺶ ﺍﺻﻠﻲ ﭼﺎﺭﭼﻮﺏ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻲﺩﻫﻨﺪ ﺍﻣﺎ ﺑﺎﻳﺪ ﺩﺍﻧﺴﺖ‪ ،‬ﺍﮔﺮﻣﺴﺎﺋﻞ ﭘﻴﺮﺍﻣﻮﻥ ﺁﻥﻫﺎ‬
‫ﺑﺎ ﺍﺳﺘﻘﺎﺩﻩ ﺍﺯ ﻳﻚ ﺍﻟﮕﻮﻱ ﻣﺸﺘﺮﻙ ﺗﻮﺻﻴﻒ ﻧﺸﻮﻧﺪ‪ ،‬ﺷﺎﻧﺲ ﺧﻮﺵﺗﻌﺮﻳﻔﻲ ﭼـﺎﺭﭼﻮﺏ ﻛـﺎﻫﺶ ﺧﻮﺍﻫـﺪ‬
‫ﻳﺎﻓﺖ‪ .‬ﺍﻟﺒﺘﻪ ﺗﻌﺮﻳﻒ ﻗﻮﺍﻋﺪ ﺭﺳﻤﻲ ﺧﻮﺵﺗﻌﺮﻳﻔﻲ ﭼﺎﺭﭼﻮﺏ ﻭ ﻣﻌﻤﺎﺭﻱ ﺑﻨﺎ ﺷﺪﻩ ﺑﺮ ﺍﺳـﺎﺱ ﺁﻥ ﺑﺨـﻮﺩﻱ‬
‫ﺧﻮﺩ ﻳﻚ ﭘﺮﻭﮊﻩ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻛﻪ ﺑﺎﻳﺴﺘﻲ ﭘﺲ ﺍﺯ ﺍﺭﺍﺋﺔ ﻧﺴﺨﺔ ﻧﻬﺎﻳﻲ ﭼﺎﺭﭼﻮﺏ )ﻛﻪ ﺩﺭ ﺣـﺎﻝ ﺣﺎﺿـﺮ ﺑـﺎ‬
‫ﺭﻭﻳﻜﺮﺩ ﻛﺎﺭﺑﺮﺩﻱ ﺗﻬﻴﻪ ﻣﻲﺷﻮﺩ( ﺩﻧﺒﺎﻝ ﺷﻮﺩ‪ .‬ﺑﺎ ﺍﻳﻦﺣﺎﻝ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻧﻈﺎﻡ ﻓﻜﺮﻱ ﺛﺎﺑﺖ ﺩﺭ ﺗﺸﺮﻳﺢ‬
‫ﻣﺴﺎﺋﻞ ﭘﻴﺮﺍﻣﻮﻥ ﻣﺆﻟﻔﻪﻫﺎﻱ ﭼﺎﺭﭼﻮﺏ‪ ،‬ﺷﺎﻧﺲ ﺧﻮﺵﺗﻌﺮﻳﻒ ﺑﻮﺩﻥ ﺁﻥ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﻣﻲﺩﻫﺪ‪ .‬ﺑـﻪ ﻋﺒـﺎﺭﺕ‬
‫ﺑﻬﺘﺮ ﻣﻄﻤﺌﻦ ﺧﻮﺍﻫﻴﻢ ﺷﺪ ﻛﻪ ﻫﻤﺔ ﺁﻥﭼﻪ ﺑﺮﺍﻱ ﻳﻚ ﻣﺆﻟﻔﻪ ﺑﺮﺭﺳﻲ ﻣﻲﺷﻮﺩ ﺑﺮﺍﻱ ﺩﻳﮕﺮﻱ ﻫﻢ ﺑﺮﺭﺳﻲ‬
‫ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺗﻮﺻﻴﻒ ﻣﺎ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺑﻪ ﺷﺶ ﺑﺨﺶ ﺗﻘﺴﻴﻢ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﻪ ﺗﺮﺗﻴﺐ ﺩﺭ ﺍﺩﺍﻣﻪ ﻣﻲﺁﻳﻨﺪ‪:‬‬
‫ﻣﺆﻟﻔﻪﻫﺎ ﭼﻪ ﻫﺴﺘﻨﺪ؟‬
‫ﺭﻭﺵ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﭼﮕﻮﻧﻪ ﺍﺳﺖ؟‬
‫ﻣﺆﻟﻔﻪﻫﺎ ﺩﺭ ﻛﺠﺎﻫﺎ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﻣﻲﺷﻮﻧﺪ؟‬
‫ﻣﺴﺌﻮﻟﻴﺖ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺑﺎ ﭼﻪ ﻛﺴﺎﻧﻲ ﺍﺳﺖ؟‬
‫ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺗﺎﺑﻊ ﭼﻪ ﺯﻣﺎﻥﺑﻨﺪﻱ ﺍﺳﺖ؟‬
‫ﭼﻪ ﻗﻮﺍﻋﺪﻱ ﺑﺮ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺣﺎﻛﻢ ﺍﺳﺖ؟‬
‫ﺍﻳﻦ ﺗﻘﺴﻴﻢﺑﻨﺪﻱ ﻣﺘﺄﺛﺮ ﺍﺯ ﺭﻭﺷﻲ ﺍﺳﺖ ﻛﻪ ﺯﻛﻤﻦ ﺑﺮﺍﻱ ﺗﻘﺴﻴﻢﺑﻨﺪﻱ ﻣـﺴﺎﺋﻞ ﭘﻴﺮﺍﻣـﻮﻥ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺍﺭﺍﺋﻪ ﻧﻤﻮﺩ ﻭ ﺍﻳﻨﻚ ﻛﺎﺭﺑﺮﺩ ﻭﺳﻴﻌﻲ ﺩﺭ ﺗﻌﺮﻳﻒ ﻭ ﺗﺒﻴﻴﻦ ﻣـﺴﺎﺋﻞ ﻗﺎﺑـﻞ ﻃـﺮﺡ ﺩﺭ‬
‫ﺣﻮﺯﻩﻫﺎﻱ ﺩﻳﮕﺮ ﻧﻴﺰ ﻳﺎﻓﺘﻪ ﺍﺳﺖ ]‪.[1‬‬
‫‪ .۲ .۲‬ﻣﺆﻟﻔﻪﻫﺎ ﻛﺪﺍﻣﻨﺪ؟‬
‫ﻣﺆﻟﻔﻪ ﺍﺯ ﻧﻈﺮ ﺩﺍﻧﺶ ﻣﻬﻨﺪﺳﻲ ﻧﺮﻡ ﺍﻓﺰﺍﺭ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻫﺮ ﺟﺰﺋﻲ ﺍﺯ ﻳﻚ ﺳﺎﻣﺎﻧﺔ ﻧﺮﻡﺍﻓﺰﺍﺭﻱ ﻛـﻪ ﺑـﻪ‬
‫ﺻﻮﺭﺕ ﻣﺴﺘﻘﻞ ﻗﺎﺑﻠﻴﺖ ﺍﺟﺮﺍ ﺩﺍﺷﺘﻪ ﻭ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﻳﺮ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻛﻤﺘﺮﻳﻦ ﻭﺍﺑﺴﺘﮕﻲ ﺭﺍ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﻋـﻴﻦ‬
‫ﺣﺎﻝ ﺍﺟﺰﺍﺉ ﺩﺍﺧﻠﻲ ﺁﻥ ﺑﻴﺸﺘﺮﻳﻦ ﭘﻴﻮﺳﺘﮕﻲ ﺭﺍ ﺑﺎ ﻫﻢ ﺩﺍﺭﻧﺪ ]‪ CIO .[2‬ﺁﻣﺮﻳﻜﺎ ﻧﻴﺰ ﻳﻚ ﻣﺆﻟﻔﻪ ﺭﺍ ﻳـﻚ‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٤١ /‬‬
‫ﺧﺪﻣﺖ )‪ (Service‬ﻳﺎ ﻓﺮﺁﻳﻨـﺪ ﻛـﺴﺐ ﻭﻛـﺎﺭ ﺧﻮﺩﺷـﻤﻮﻝ )‪ (Self-Contained‬ﺑـﺎ ﻭﻇﻴﻔـﻪﻣﻨـﺪﻱ ﺍﺯ‬
‫ﭘﻴﺶﺗﻌﺮﻳﻒﺷﺪﻩ ﻣﻲﺩﺍﻧﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺍﺯ ﻃﺮﻳﻖ ﻳﻚ ﻭﺍﺳﻂ ﻓﻨﺎﻭﺭﻱ ﻳﺎ ﻛﺴﺐﻭﻛﺎﺭ ﺑﻪ ﻣﻌﺮﺽ ﺍﺳـﺘﻔﺎﺩﻩ‬
‫ﮔﺬﺍﺷﺘﻪ ﺷﻮﺩ ]‪.[3‬‬
‫ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﻧﻴﺰ‪ ،‬ﻣﺆﻟﻔﻪ ﻛﻤﺎﺑﻴﺶ ﺑﺎ ﻣﻌﻨﺎﻱ ﻣﺸﺎﺑﻬﻲ ﺑﻜﺎﺭ ﻣﻲﺭﻭﺩ‪ .‬ﻳﻚ ﻣﺆﻟﻔـﺔ ‪ INEAF‬ﻋﺒـﺎﺭﺕ‬
‫ﺍﺳﺖ ﺍﺯ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻮﺻﻴﻒ ﺑﺨﺸﻲ ﺍﺯ ﻳﻚ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻛـﻪ ﺩﺍﺭﺍﻱ‬
‫ﻫﻮﻳﺖ ﻣﺴﺘﻘﻞ ﺑﻮﺩﻩ ﻭ ﺯﻳﺮﻣﺠﻤﻮﻋﻪﻫﺎﻱ ﺁﻥ ﺿﻤﻦ ﺗﻌﺎﻣﻞ ﻓـﺮﺍﻭﺍﻥ ﺑـﺎ ﻳﻜـﺪﻳﮕﺮ‪ ،‬ﻛﻤﺘـﺮﻳﻦ ﻭﺍﺑـﺴﺘﮕﻲ‬
‫ﻣﻤﻜﻦ ﺭﺍ ﺑﺎ ﺳﺎﻳﺮ ﺑﺨﺶﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺩﺍﺭﻧﺪ‪ .‬ﻣﻌﻴﺎﺭﻫﺎﻱ ﺍﻧﺘﺨﺎﺏ ﻣﺆﻟﻔﻪﻫﺎ ﻣﻲﺗﻮﺍﻧﺪ ﻫﺮ ﻳـﻚ ﺍﺯ ﻣـﻮﺍﺭﺩ‬
‫ﺯﻳﺮ ﺑﺎﺷﺪ‪:‬‬
‫ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ]‪[۴‬‬
‫ﺗﺤﻤﻴﻞﻫﺎﻱ ﻧﺎﺷﻲ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﻋﻤﻮﻣﻲﺷﺪﻩ ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳﻌﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻭﺟﻮﺩ ﺷﺮﺍﻳﻂ ﺧﺎﺹ ﺑﻮﻣﻲ ﭘﻴﺶﺑﻴﻨﻲ ﻧﺸﺪﻩ ﺩﺭ ﻣﻮﺍﺭﺩ ﻣﺸﺎﺑﻪ ﺟﻬﺎﻧﻲ‬
‫ﺩﺭ ﺍﺩﺍﻣﻪ ﺑﻪ ﺗﺸﺮﻳﺢ ﻧﻪ ﻣﺆﻟﻔﺔ ‪ INEAF‬ﻣﻲﭘﺮﺩﺍﺯﻳﻢ‪.‬‬
‫‪ .١ .٢ .٢‬ﻧﺘﺎﻳﺞ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﺍﻧﺘﻈﺎﺭ ﻣﻲﺭﻭﺩ ﻛﻪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﭘﻴﺶ ﺍﺯ ﺁﻏﺎﺯ ﻓﺮﺁﻳﻨـﺪ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‬
‫ﺍﺟﺮﺍ ﺷﺪﻩ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ ﻛﻪ ﺩﺭ ﺍﻳﺮﺍﻥ ﺗﺤﺖ ﻋﻨﺎﻭﻳﻦ ﻣﺨﺘﻠﻔﻲ ﺷﻨﺎﺧﺘﻪ ﻣـﻲﺷـﻮﺩ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺩﺭ‬
‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺗﺠﺮﺑﻴﺎﺕ ﺑﻪ ﻧﺤﻮﻱ ﺑﺎ ﻓﺮﺁﻳﻨﺪ ﺍﺻﻠﻲ ﺍﺳﺘﺨﺮﺍﺝ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻋﺠﻴﻦ ﺷﺪﻩ ﺑﺎﺷﺪ‪ .‬ﺩﺭ ﻫﺮ‬
‫ﺻﻮﺭﺕ ﻻﺯﻡ ﺍﺳﺖ ﻧﺘﺎﻳﺞ ﭼﻨﻴﻦ ﻓﺮﺁﻳﻨﺪﻱ ﺩﺭ ﻳﻚ ﻣﺆﻟﻔﺔ ﻣﺸﺨﺺ ﮔﺮﺩﺁﻭﺭﻱ ﺷﻮﻧﺪ‪ .‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻨﻜـﻪ‬
‫ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﻣﺨﺘﻠﻔﻲ ﺩﺭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺍﻳﺮﺍﻥ ﻣﻄﺮﺡ ﺑﻮﺩﻩ ﻭ ﺧـﻮﺩ ﺍﻳـﻦ‬
‫ﻓﺮﺁﻳﻨﺪ ﻧﻴﺰ ﺗﺎﺑﻌﻲ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﻮﺍﻗﻊ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪،‬‬
‫ﺑﺮﺍﻱ ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﻧﻤﻲﺗﻮﺍﻥ ﻣﺤﺪﻭﺩﻳﺖ ﺧﺎﺻﻲ ﺍﻳﺠﺎﺩ ﻛﺮﺩ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﺑﺨﺶﻫﺎﻱ ﻣﻮﺭﺩ ﺍﻧﺘﻈـﺎﺭ )ﺍﻣـﺎ ﻧـﻪ‬
‫ﺿﺮﻭﺭﻱ( ﺍﺯ ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺗﺤﻠﻴﻞ ‪ SWOT1‬ﻛﻪ ﺷﺎﻣﻞ ﺑﺮﺷﻤﺮﺩﻥ ﻭ ﺗﺤﻠﻴﻞ ﻧﻘﺎﻁ ﻗﻮﺕ ﻭ ﺿـﻌﻒ‪ ،‬ﻓﺮﺻـﺖﻫـﺎ ﻭ ﺗﻬﺪﻳـﺪﺍﺕ ﻧﺎﺷـﻲ ﺍﺯ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺟﻬﺖﮔﻴﺮﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻛﻪ ﻣﺸﺨﺺ ﻣﻲﻛﻨﺪ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﺧﻮﺩ‬
‫ﭼﻪ ﺭﺍﻫﺒﺮﺩﻫﺎﻳﻲ ﺭﺍ ﺩﺭ ﺣﻮﺯﺓ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﻧﺒﺎﻝ ﻛﻨﺪ‪ .‬ﻣﻘﺼﻮﺩ ﺍﺯ ﺭﺍﻫﺒـﺮﺩ ﺩﺭ ﺍﻳﻨﺠـﺎ ﻋﺒـﺎﺭﺕ ﺍﺳـﺖ ﺍﺯ‬
‫ﺍﻫﺪﺍﻑ‪ ،‬ﺳﺎﺯﻭﻛﺎﺭ ﻭ ﻣﻨﺎﺑﻊ ﻻﺯﻡ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺁﻧﻬﺎ‪ .‬ﻣﻌﻴﺎﺭ ﺭﺍﻫﺒﺮﺩﻱﺑﻮﺩﻥ ﻫﺮ ﻫﺪﻑ ﻣﻴﺰﺍﻥ ﺍﺛﺮﺑﺨﺸﻲ ﺁﻥ‬
‫ﺩﺭ ﺷﺮﺍﻳﻂ ﻓﻌﻠﻲ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﻳﺮ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪.‬‬
‫‪1. Strengths, Weaknesses, Oppurtunities and Threats‬‬
‫‪ / ٤٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﺴﻴﺮﻫﺎﻱ ﺗﺒﻴﻴﻦ ﺷﺪﻩ ﺩﺭ ﺑﺮﻧﺎﻣﺔ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪.‬‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻋﻤﺪﻩ ﻛﻪ ﺯﻧﺠﻴﺮﻩﻫﺎﻱ ﺍﺭﺯﺵ ﺍﺻﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﻣﺸﻜﻼﺕ‪ ،‬ﺍﻫﺪﺍﻑ ﻭ ﻣﺴﺎﺋﻞ ﻛﻪ ﺑﻪ ﻧﺤﻮﻱ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺳﺎﺯﻣﺎﻥ ﻗﺎﺑﻞ ﻃﺮﺡ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺳﺎﺯﻭﻛﺎﺭ ﺍﺟﺮﺍ ﻛﻪ ﺩﺭ ﻗﺎﻟﺐ ﺁﻥ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﻌﻤﺎﺭﻱ ﻭ ﺳﻴﺎﺳﺘﻲ ﻛﻪ ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳـﻌﺔ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺩﺭ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺑﺨﺶﻫﺎﻱ ﺩﺍﺧﻠﻲ‪ ،‬ﺷﺮﻛﺖﻫﺎﻱ ﻭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺗﺎﺑﻌﻪ ﻭ ﻭﺍﺑﺴﺘﻪ ﺑﺎﻳﺪ ﺩﻧﺒﺎﻝ ﺷﻮﺩ ﺗﺒﺒﻴﻦ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻛﻪ ﺗﻀﻤﻴﻦﻛﻨﻨﺪﺓ ﺗﻌﺎﻣﻞﭘـﺬﻳﺮﻱ ﭘـﺮﻭﮊﻩﻫـﺎ ﺩﺭ ﺑﺨـﺶﻫـﺎﻱ ﻣﺨﺘﻠـﻒ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻭ‬
‫ﭘﻴﺸﻨﻬﺎﺩﺩﻫﻨﺪﺓ ﺭﻭﺵﻫﺎﻱ ﺗﺠﻤﻴﻊ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻫﺴﺘﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﻮﺻﻴﻪﻫﺎﻳﻲ ﻧﻴـﺰ‬
‫ﺩﺭ ﻣﻮﺭﺩ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻭ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪.‬‬
‫‪ .۲ .۲ .۲‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ‬
‫ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﻣﻨﻈﻮﺭ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻫﺮ ﺍﻟﮕﻮﻳﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺮﺟﻊ ﻣﻄﻤﺌﻨﻲ ﺑﺮﺍﻱ ﺗﻘﻠﻴﺪ ﻭ‬
‫ﺷﺒﻴﻪﺳﺎﺯﻱ ﺩﺭ ﻣﻌﻤﺎﺭﻱ ﻳﺎ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻣﻮﺭﺩ ﺗﻮﺟـﻪ ﻗـﺮﺍﺭ ﮔﻴـﺮﺩ‪ .‬ﻟـﺬﺍ ﺑﺮﺩﺍﺷـﺖ‬
‫ﺻﺮﻓﹰﺎ ﻓﻨﻲ ﻳﺎ ﻣﺒﺘﻨﻲ ﺑﺮ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺩﺍﺭﺍﻱ ﺷﻨﺎﺳﺔ ﻣﺸﺨﺺ ﺍﺯ ﺍﻳﻦ ﻛﻠﻤﻪ ﻧﻤـﻲﺗﻮﺍﻧـﺪ ﺍﻧﺘﻈـﺎﺭﺍﺕ ﺭﺍ ﺍﺯ‬
‫ﺍﻳﻦ ﺳﻨﺪ ﺑﺮﺁﻭﺭﺩﻩ ﺳﺎﺯﺩ‪ .‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﺟﺒﺎﺭﻱ ﻳﺎ ﺍﺧﺘﻴﺎﺭﻱ ﺑﺎﺷﻨﺪ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺩﺭ‬
‫ﻣﺘﻦ ﻣﺆﻟﻔﻪ ﺫﻛﺮ ﺷﻮﺩ‪ .‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﺩﺭ ﺳﻪ ﺩﺳﺘﺔ ﻣﺨﺘﻠﻒ ﻗﺎﺑﻞ ﺑﺤﺚ ﻫﺴﺘﻨﺪ‪:‬‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﻲ‪ :‬ﺑﺮﺍﻱ ﻫﺮ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻓﻨﻲ ﻻﺯﻡ ﺍﺳﺖ ﻧﺤﻮﺓ ﺍﻋﻤﺎﻝ ﻭ ﺑﻜـﺎﺭﮔﻴﺮﻱ ﺩﺭ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‬
‫ﺗﺸﺮﻳﺢ ﺷﻮﺩ‪ .‬ﻳﻜﻲ ﺍﺯ ﺍﻳﻦ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻣﻌﻤﺎﺭﻱ ﻣﺆﻟﻔﻪ‐ﻣﺤﻮﺭ ﺧﺪﻣﺘﮕﺮﺍ‪١‬ﺳﺖ ]‪ [3‬ﻛﻪ ﺑﺎ ﺗﻮﺟﻪ ﺑـﻪ ﺭﻭﻳﻜـﺮﺩ‬
‫ﻓﻌﻠﻲ ﺟﻬﺎﻧﻲ ﻻﺯﻡ ﺍﺳﺖ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ .‬ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﻣﺆﻟﻔﻪ ﻫﻢﭼﻨﻴﻦ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻣﺪﻝﺳـﺎﺯﻱ‪،‬‬
‫ﻣﺘﺪﻭﻟﻮﮊﻱ‪ ،‬ﭘﺎﻳﮕﺎﻩﺩﺍﺩﻩﻫﺎ‪ ،‬ﺍﻣﻨﻴﺖ ﻭ ﻧﻈﺎﻳﺮ ﺁﻥﻫﺎ ﺭﺍ ﻧﻴﺰ ﺩﺭ ﺑﺮ ﺩﺍﺭﺩ‪ .‬ﻣﺜﺎﻝﻫﺎﻱ ﺩﻳﮕﺮﻱ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻓﻨﻲ‬
‫ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪ [5] SSL2‬ﺑﺮﺍﻱ ﺍﻣﻨﻴﺖ ﺗﺒﺎﺩﻝ ﺩﺍﺩﻩﻫﺎ‪ ،[6] RUP3 ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ‪ [7] IEEE‬ﺑﺮﺍﻱ ﻓﺮﺁﻳﻨـﺪ‬
‫ﻣﻬﻨﺪﺳﻲ ﻧﺮﻡﺍﻓﺰﺍﺭ )ﻭ ﺟﻮﺍﻧﺐ ﺁﻥ( ﻣﺎﻧﻨﺪ ‪ ۱۰۴۷‬ﻭ ‪۱۴۷۱‬ﻳﺎ ‪ ISO 12207‬ﺑﺮﺍﻱ ﭼﺮﺧﺔ ﺣﻴﺎﺕ ﻧﺮﻡﺍﻓﺰﺍﺭ‪.‬‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ‪ :‬ﺑﻪ ﻭﻳﮋﻩ ﺩﺭ ﺣﻮﺯﺓ ﺧﺪﻣﺎﺕ ﻋﻤﻮﻣﻲ ﻭ ﺍﺷﺘﺮﺍﻛﻲ ﻻﺯﻡ ﺍﺳﺖ ﻫﻤـﺔ ﺳـﺎﺯﻣﺎﻥﻫـﺎﻱ‬
‫ﻧﺴﺒﺖ ﺑﻪ ﺍﺗﺨﺎﺫ ﺭﻭﺵﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺩﺭ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺍﻗﺪﺍﻡ ﻛﻨﻨﺪ‪ .‬ﺍﺯ ﺁﻥﺟﺎ ﻛﻪ ﻣﻨﺒﻊ ﺗﻬﻴﺔ ﭼﻨﻴﻦ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻳﻲ‬
‫ﻋﻤﻮﻣﹰﺎ ﺑﺎﻳﺪ ﺍﺯ ﻗﻮﺍﻧﻴﻦ ﺳﺎﺯﻣﺎﻥ ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺑﺎﺷﺪ ﻟﺬﺍ ﻣﺸﻜﻞ ﻗﺎﻧﻮﻧﻲ ﭼﻨﺪﺍﻧﻲ ﺩﺭ ﺍﻋﻤﺎﻝ ﺁﻥﻫـﺎ ﺩﺭ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺣﻮﺯﻩ ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺩﻳﮕﺮﻱ ﻧﻴﺰ ﺑﻪ ﺻﻮﺭﺕ ﺍﺧﺘﻴﺎﺭﻱ ﺗﻮﺻـﻴﻪ‬
‫ﺷﻮﻧﺪ‪ .‬ﻧﻤﻮﻧﻪﻫﺎﻱ ﺩﻳﮕﺮﻱ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ؛ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺍﻳﺰﻭ ﻳﺎ ﻣﺪﻝﻫﺎﻱ ﻓﺮﺁﻳﻨﺪﻱ ﺗﺤﻤﻴﻠﻲ‬
‫ﺍﺯ ﺟﺎﻧﺐ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ‪ [8] ERP4‬ﻫﺴﺘﻨﺪ‪.‬‬
‫‪1. Component-Based Service-Oriented Architecture‬‬
‫‪2. Secure Socket Layer‬‬
‫‪3. Rational Unified Process‬‬
‫‪4. Enterprise Resources Planning‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٤٣ /‬‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺗﺠﻤﻴﻊ ﻭ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ‪ :‬ﻫﺮ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻱ ﻛﻪ ﺑﻪ ﻧﺤﻮﻱ ﺑـﺎ ﺗﺒـﺎﺩﻝ ﻭ ﺗﺠﻤﻴـﻊ ﺧﺮﻭﺟـﻲﻫـﺎﻱ‬
‫ﻣﻌﻤﺎﺭﻱ ﺍﺭﺗﺒﺎﻁ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﺑﺎﻳﺪ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ .‬ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺑﻪ ﻭﻳـﮋﻩ ﺑـﺮﺍﻱ ﺳـﺎﺯﻣﺎﻥﻫـﺎﻳﻲ ﺣـﺎﺋﺰ‬
‫ﺍﻫﻤﻴﺖ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﭼﻨﺪﺑﺨﺸﻲ ﺭﻭﻱ ﻣﻲﺁﻭﺭﻧﺪ‪ .‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ‬
‫ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪ ADML1‬ﻭ ‪.[9] XML2‬‬
‫ﺩﺭ ﻣﻮﺭﺩ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛﻪ ﺍﮔﺮﭼﻪ ﭼـﺎﺭﭼﻮﺏ ﻗـﺼﺪ ﻧـﺪﺍﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﺍﺳـﺘﺎﻧﺪﺍﺭﺩ‬
‫ﺧﺎﺻﻲ ﺭﺍ ﺗﺤﻤﻴﻞ ﻛﻨﺪ ﺍﻣﺎ ﻧﻈﺮ ﺑﻪ ﺭﻭﻳﻜﺮﺩ ﺟﻬﺎﻧﻲ ﻭ ﻣﻠﻲ ﺗﻮﺻـﻴﻪﻫـﺎﻱ ﺯﻳـﺮ ﺩﺭ ﻣـﻮﺭﺩ ﻓﻨـﺎﻭﺭﻱﻫـﺎﻱ‬
‫ﭘﻴﺸﻨﻬﺎﺩﻱ ﻣﺠﺮﻳﺎﻥ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﻫﺴﺘﻨﺪ‪:‬‬
‫• ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﻨﺎﻭﺭﻱ ‪OpenSource‬‬
‫• ﺗﻜﻴﻪ ﺑﺮ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ‪Service-Oriented‬‬
‫• ﺗﻮﺟﻪ ﺑﻪ ﺗﻮﺳﻌﺔ ‪Component-Based‬‬
‫• ﺑﺮﮔﺰﻳﺪﻥ ﻣﺘﺪﻭﻟﻮﮊﻱﻫﺎﻱ ﺗﺤﻠﻴﻞ ﻭ ﻃﺮﺍﺣﻲ ﺷﺊﮔﺮﺍ ﺣﺘﻲﺍﻻﻣﻜﺎﻥ ﺩﺭ ﺗﻄﺎﺑﻖ ﺑﺎ ‪RUP‬‬
‫• ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻗﺎﻟﺐﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺗﺒﺎﺩﻝ ﺩﺍﺩﻩﻫﺎﻱ ﻋﻤﻮﻣﻲ ﻣﺎﻧﻨﺪ ‪XML‬‬
‫• ﺗﻮﺟﻪ ﺧﺎﺹ ﺑـﻪ ﭘﺮﻭﺗﻜـﻞﻫـﺎﻱ ﻋﻤـﻮﻣﻲ ﺍﻣﻨﻴﺘـﻲ ﻛـﻪ ﺗـﺎﺑﻊ ﺍﻟﮕـﻮﺭﻳﺘﻢﻫـﺎﻱ ﻣﻄﻤـﺌﻦ ﻭ‬
‫ﺁﺯﻣﺎﻳﺶﺷﺪﻩ ﺑﺎﺷﻨﺪ ﻣﺎﻧﻨﺪ ‪.SSL‬‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﺩﺭ ﻫﺮ ﺳﻄﺢ ﻭ ﺷﮑﻠﻲ ﮐﻪ ﻣﻄﺮﺡ ﺑﺎﺷﻨﺪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺩﺭ ﻗﺎﻟﺐ ﻣـﺪﻝﻫـﺎﻱ ﻣﺮﺟـﻊ ﺑﻴـﺎﻥ‬
‫ﻼ ﺑـﺮﺍﻱ‬
‫ﺷﻮﻧﺪ‪ .‬ﻣﺪﻝﻫﺎﻱ ﻣﺮﺟﻊ ﺑﻪﻭﻳﮋﻩ ﺩﺭ ﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﻣﻌﻤـﺎﺭﻱﻫـﺎﻱ ﺗﺮﻛﻴﺒـﻲ ﻳـﺎ ﭼﻨﺪﺳـﺤﻲ )ﻣـﺜ ﹰ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺩﺍﺭﺍﻱ ﻣﺆﺳﺴﺎﺕ ﺗﺎﺑﻌﻪ ﻭ ﻭﺍﺑﺴﺘﻪ( ﻣﻨﺎﺳﺐ ﻫﺴﺘﻨﺪ ﭼﺮﺍ ﻛﻪ ﻣﺪﻟﻲ ﻋﻤﻮﻣﻲ ﺍﺭﺍﺋﻪ ﻣـﻲﺩﻫﻨـﺪ‬
‫ﻛﻪ ﺑﺎﻳﺪ ﺍﺯ ﺟﺎﻧﺐ ﻫﻤﺔ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺗﺎﺑﻌﻪ ﺭﻋﺎﻳﺖ ﺷﻮﻧﺪ‪ .‬ﻧﻤﻮﻧﻪﻫﺎﻱ ﺟﺎﻟﺒﻲ ﺍﺯ ﻣﺪﻝﻫﺎﻱ ﻣﺮﺟﻊ ﻋﺒﺎﺭﺗﻨﺪ‬
‫ﺍﺯ ‪ DRM3‬ﻭ ‪ [10] TRM4‬ﻛﻪ ﺍﺯ ﺳﻮﻱ ﻫﻤـﺔ ﻧﻴﺮﻭﻫـﺎﻱ ﻧﻈـﺎﻣﻲ ﻋـﻀﻮ ﻧـﺎﺗﻮ ﺭﻋﺎﻳـﺖ ﻣـﻲﺷـﻮﻧﺪ‪.‬‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻫﻢﭼﻨﻴﻦ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺎ ﻫﻤﻜﺎﺭﻱ ﻣﺠﺮﻱ ﻭ ﻛﺎﺭﻓﺮﻣﺎ ﺑﺮﺣﺴﺐ ﻧﻴـﺎﺯ ﺑـﻪﺻـﻮﺭﺕ ﺩﻟﺨـﻮﺍﻩ‬
‫ﺗﻌﺮﻳﻒ ﺷﻮﻧﺪ‪.‬‬
‫‪ .٣ .٢ .٢‬ﭘﻴﺸﻨﻬﺎﺩﻫﺎ‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺷﺮﺍﻳﻂ ﺧﺎﺻﻲ ﻛﻪ ﺩﺭ ﻛﺸﻮﺭ ﻣﺎ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ ،‬ﺑﻴﺸﺘﺮ ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﺩﺭﻣﻮﺭﺩ ﺍﺻﻼﺣﺎﺕ ﻓﺮﺁﻳﻨـﺪﻱ‬
‫ﻭ ﺳﺎﺧﺘﺎﺭﻱ ﺍﺳﺖ‪ .‬ﻣﺎﺩﺍﻡ ﻛﻪ ﺍﻳﻦ ﺗﻮﺻﻴﻪﻫـﺎ ﺑـﻪ ﺳـﺎﺯﻣﺎﻥ ﻳـﺎ ﻓﺮﺁﻳﻨـﺪﻫﺎﻳﻲ ﻏﻴـﺮ ﺍﺯ ﺑﺨـﺶ ﻓﻨـﺎﻭﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ ﺳﺎﺯﻣﺎﻥ ﻣﺮﺑﻮﻁ ﻣﻲﺷﻮﻧﺪ ﺩﺭ ﺍﻳﻦ ﺑﺴﺘﻪ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﺩﺭ ﻣﻮﺭﺩ ﻫـﺮ ﭘﻴـﺸﻨﻬﺎﺩ ﺑﺎﻳـﺪ ﺗﻮﺟﻴـﻪ‬
‫‪1. Architecture Description Markup Language‬‬
‫‪2. eXtensible Markup Language‬‬
‫‪3. Data Reference Model‬‬
‫‪4. Technical Reference Model‬‬
‫‪ / ٤٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻣﻨﻄﻘﻲ ﻻﺯﻡ ﻧﻴﺰ ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪ .‬ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﻣـﻲﺗﻮﺍﻧـﺪ ﺩﺭ ﺯﻣﻴﻨـﺔ ﺍﺻـﻼﺡ ﻭ ﺑﻬﺒـﻮﺩ )ﻭ ﻧـﻪ ﺑﺎﺯﻣﻬﻨﺪﺳـﻲ(‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎ‪ ،‬ﺷﺮﺡ ﻭﻇﺎﻳﻒ‪ ،‬ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺳﺮﻓﺼﻞﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ )ﺍﻋﻢ ﺍﺯ ﮔﺰﺍﺭﺵﻫﺎ ‪ ،‬ﻓﺮﻡﻫـﺎ ﻭ ‪(...‬‬
‫ﻭ ﺑﺮﺧﻲ ﺭﻭﺵﻫﺎﻱ ﻧﮕﻬﺪﺍﺷﺖ ﺍﻃﻼﻋﺎﺕ ﺑﺎﺷﺪ‪.‬‬
‫‪ .٤ .٢ .٢‬ﻧﻈﺎﻡ ﻧﮕﻬﺪﺍﺷﺖ‬
‫ﻧﻈﺎﻡ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻳﻚ ﭘﻴﺶﺷﺮﻁ ﺍﻟﺰﺍﻣـﻲ ﺩﺭ ﺗﻮﺳـﻌﺔ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ‪ .‬ﻧﻜﺘﻪﺍﻱ ﻛﻪ ﺑﺴﻴﺎﺭ ﺣﺎﺋﺰ ﺍﻫﻤﻴﺖ ﺍﺳﺖ ﺁﻥ ﺍﺳـﺖ ﻛـﻪ ﭼﻨـﻴﻦ ﭘﻴـﺸﻨﻬﺎﺩﻱ‬
‫ﻧﺒﺎﻳﺪ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺍﺯﻱ ﺩﻳﮕﺮﻱ ﺩﺭ ﻛﻨﺎﺭ ﺳﺎﺧﺘﺎﺭ ﺳﻨﺘﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺳﺎﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﻛﻨﺪ ﺑﻠﻜﻪ ﺑﺎﻳـﺪ‬
‫ﺟﺎﻳﮕﺰﻳﻦ ﺁﻥ ﺷﻮﺩ‪ .‬ﭼﻨﻴﻦ ﻧﻈﺎﻣﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩﻱ ﻣﺎﻧﻨﺪ ﺯﻳﺮ ﺑﺎﺷﺪ‪:‬‬
‫ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺷﺮﺡ ﻭﻇﺎﻳﻒ ﻭﺍﺣﺪﻫﺎ ﻭ ﺗﺨﺼﺺ ﻭ ﻣﻬﺎﺭﺕﻫﺎﻱ ﻻﺯﻡ ﺩﺭ ﻫﺮ ﻭﺍﺣﺪﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎ ﻭ ﻧﺤﻮﺓ ﮔﺮﺩﺵ ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺩﺭ ﺁﻥﻫﺎ‬
‫ﺗﻮﺻﻴﻒ ﻧﺤﻮﺓ ﻧﮕﻬﺪﺍﺷﺖ ﻭ ﺑﻬﻨﮕﺎﻡﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ‪ .‬ﻳﻜﻲ ﺍﺯ ﻣﻮﺍﺭﺩ ﻣﻬﻢ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺍﺳﺖ ﻛـﻪ‬
‫ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻣﺪﻝ ﻫﺮ ﻓﺮﺁﻳﻨﺪ ﭘﺲ ﺍﺯ ﺗﺼﻤﻴﻢ ﻗﻄﻌﻲ ﺑﻪ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻣﺮﺑﻮﻁ ﺑﻪ ﺁﻥ‬
‫ﻓﺮﺁﻳﻨﺪ ﺑﺎﻳﺪ ﭼﮕﻮﻧﻪ ﺑﻬﻨﮕﺎﻡﺳﺎﺯﻱ ﺷﻮﺩ‪ .‬ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺍﺯ ﺁﻧﺠﺎ ﺣﺎﺋﺰ ﺍﻫﻤﻴﺖ ﺍﺳﺖ ﻛـﻪ ﻗﻄﻌـﹰﺎ ﻭ ﺑـﺎ ﺗﻮﺟـﻪ ﺑـﻪ‬
‫ﺗﻐﻴﻴﺮﺍﺕ ﻣﺤﺘﻤﻞ ﺁﻳﻨﺪﻩ ﺷﻜﻞ ﻣﻜﺎﻧﻴﺰﻩ ﺷﺪﺓ ﻓﺮﺁﻳﻨﺪﻫﺎ ﺑﺎ ﺁﻧﭽﻪ ﺩﺭ ﺫﻫﻦ ﺗـﻴﻢ ﻣﺠـﺮﻱ ﻣﻌﻤـﺎﺭﻱ ﻣـﻲﮔـﺬﺭﺩ‬
‫ﻣﺘﻔﺎﻭﺕ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺩﺭ ﺿﻤﻦ ﻣﻤﻜﻦ ﺍﺳﺖ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﻧﻴﺰ ﻣﻮﺭﺩ ﺗﻐﻴﻴﺮﺍﺕ ﻋﻤﺪﻩ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪ .‬ﻟﺬﺍ‬
‫ﻫﻤﺎﻥﮔﻮﻧﻪ ﻛﻪ ﺩﺭ ﻣﺆﻟﻔﺔ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﻧﻴـﺰ ﺗـﺼﺮﻳﺢ ﺷـﺪﻩ ﺍﺳـﺖ ﻻﺯﻡ ﻧﻴـﺴﺖ ﺗـﻴﻢ ﻣﻌﻤـﺎﺭﻱ‪،‬‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﻜﺎﻧﻴﺰﻩ ﺷﺪﻩ ﺭﺍ ﻣﺪﻝﺳﺎﺯﻱ ﻛﻨﺪ ﺑﻠﻜﻪ ﺑﺎﻳﺪ ﺩﺭ ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﻧﺤﻮﺓ ﺍﻧﺠﺎﻡ ﺍﻳﻦﻛﺎﺭ ﺭﺍ ﺗﻮﺿﻴﺢ ﺩﻫﺪ‪.‬‬
‫‪ .۵ .۲ .۲‬ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ‬
‫ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ ﺑﺎﻳﺪ ﺷﺮﺡ ﻛﺎﻣﻠﻲ ﺍﺯ ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﺑﺎﺷﺪ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭﺁﻳﻨﺪ ﺗﺎ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‬
‫ﺑﻪ ﺻﻮﺭﺕ ﻛﺎﻣﻞ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺷﻮﺩ‪ .‬ﺑﺨﺶﻫﺎﻳﻲ ﺍﺯ ﺍﻳﻦ ﭘﺮﻭﮊﻩﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺗﻮﺳﻌﺔ ﺯﻳﺮﺳﺎﺧﺘﺎﺭﻫﺎﻱ ﺷﺒﻜﻪ‬
‫ﺗﻮﻟﻴﺪ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎ‬
‫ﺧﺮﻳﺪ ﺳﺨﺖﺍﻓﺰﺍﺭ‬
‫ﺁﻣﻮﺯﺵ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‬
‫ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﻗﺎﻧﻮﻥﮔﺬﺍﺭﻱ ﺑﺮﺍﻱ ﺗﺴﻬﻴﻞ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﻴﻦ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﭼﻨﻴﻦ ﺑﺮﻧﺎﻣﻪﺍﻱ ﺑﺎﻳﺪ ﺿﻤﻨﹰﺎ ﺷﺎﻣﻞ ﺗﻮﺿﻴﺤﺎﺗﻲ ﺩﺭ ﻣﻮﺭﺩ ﻗﻮﺍﻋﺪ ﺍﻧﺘﺨﺎﺏ ﭘﻴﻤـﺎﻥﻛـﺎﺭ ﺑـﺮﺍﻱ ﺍﺟـﺮﺍﻱ‬
‫ﭘﺮﻭﮊﻩﻫﺎ‪ ،‬ﺍﻭﻟﻮﻳﺖﺑﻨﺪﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺑﺮ ﺍﺳﺎﺱ ﻧﻴﺎﺯﻣﻨﺪﻱﻫـﺎﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻭ ﺩﻻﻳـﻞ ﻓﻨـﻲ‪ /‬ﻣﻬﻨﺪﺳـﻲ ﻭ‬
‫ﺯﻣﺎﻥﺑﻨﺪﻱ ﻛﻼﻥ ﭘﻴﺸﺒﺮﺩ ﻛﺎﺭ ﺑﺎﺷﺪ‪.‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٤٥ /‬‬
‫‪ .٦ .٢ .٢‬ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻫﺮ ﻳﻚ ﺍﺯ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﻣﺪﻝﻫﺎﻱ ﺍﻳﻦ ﺑﺨـﺶ ﻣﺠـﺎﺯ‬
‫ﺍﺳﺖ‪ .‬ﻧﻜﺘﺔ ﻣﻬﻢ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺗﻮﺍﺯﻥ ﻭ ﺗﻌﺎﺩﻝ ﺩﺭ ﺍﻧﺘﺨﺎﺏ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺣﻔﻆ ﺷﻮﺩ‪ .‬ﺑﺎ ﺍﻳﻦ ﺣـﺎﻝ‬
‫ﻻﺯﻡ ﺍﺳﺖ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﺩﺳﺖﻛﻢ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ‪:‬‬
‫ﻧﻤﻮﺩﺍﺭﻫﺎ‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﺯﻣﺎﻧﻲ‪/‬ﻛﺴﺐ ﻭﻛﺎﺭ‪/‬ﻋﻤﻠﻴـﺎﺗﻲ‪ :‬ﻧﻤـﻮﺩﺍﺭ ﺳـﺎﺧﺘﺎﺭ ﺳـﺎﺯﻣﺎﻧﻲ‪ ،‬ﻧﻤﻮﺩﺍﺭﻫـﺎﻱ ﺗﺠﺰﻳـﺔ‬
‫ﻭﻇﻴﻔﻪﺍﻱ‪ ،‬ﻧﻤﻮﺩﺍﺭ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ‪ ،‬ﻧﻤﻮﺩﺍﺭﻫﺎﻱ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﻓﺮﺁﻳﻨﺪ‪ .‬ﺩﺭ ﻣﻮﺭﺩ ﻣـﺪﻝﺳـﺎﺯﻱ‬
‫ﻓﺮﺁﻳﻨﺪﻱ ﺗﻮﺟﻪ ﺑﻪ ﻧﮑﺎﺕ ﺯﻳﺮ ﺿﺮﻭﺭﻱ ﺍﺳﺖ‪:‬‬
‫• ﺿﺮﻭﺭﻱ ﺍﺳﺖ ﻛﻪ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ ﺳﺎﺯﻣﺎﻥ ﻣﺴﺘﻘﻞ ﺍﺯ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺑﺎﺷﺪ‪.‬‬
‫ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺑﺎﻳﺪ ﺁﻥﺟﺎ ﻛﻪ ﺩﺭ ﻣﻮﺭﺩ ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻏﻴﺮ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻋﻤـﻮﻣﻲ ﻭ ﺍﺷـﺘﺮﺍﻛﻲ‬
‫ﺑﺤﺚ ﻣﻲﺷﻮﺩ ‐ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﺨﺼﺼﻲ ﺳﺎﺯﻣﺎﻥ ‐ ﻣﺪﻝ ﻓﺮﺁﻳﻨﺪﻱ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻣﺪﻝ ﻭﻇﻴﻔﻪﺍﻱ‬
‫ﺁﻥ ﻣﺘﻔﺎﻭﺕ ﺑﺎﺷﺪ‪.‬‬
‫• ﺑﻬﺘﺮ ﺍﺳﺖ ﺩﺭ ﺗﻮﺟﻴﻪ ﻣﺪﻝ ﻓﺮﺁﻳﻨﺪﻱ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻳﮑﻲ ﺍﺯ ﻣﺪﻝﻫـﺎﻱ ﻣﺮﺟـﻊ ﻓﺮﺁﻳﻨـﺪ ﻣﺎﻧﻨـﺪ‬
‫ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ )ﺿﻤﻴﻤﺔ ﺏ( ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﺩ‪ .‬ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﺧﻮﺍﻫـﺪ‬
‫ﺷﺪ ﮐﻪ ﻫﻤﺔ ﻭﺟﻮﻩ ﺗﺄﺛﻴﺮﮔﺬﺍﺭ ﺩﺭ ﻳﮏ ﻓﺮﺁﻳﻨﺪ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ‪.‬‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‪/‬ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ‪ :‬ﻣﻌﻤﺎﺭﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‪.‬‬
‫• ﺩﻳﺪﮔﺎﻩ ﻓﻨﺎﻭﺭﻱ‪ :‬ﻧﻤﻮﺩﺍﺭ ﻣﻔﻬﻮﻡ ﺷﺒﻜﻪ‪.‬‬
‫ﮔﺰﺍﺭﺵﻫﺎ‪ :‬ﺍﮔﺮ ﺍﺯ ﺍﺑﺰﺍﺭ ﻣﻨﺎﺳﺒﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﺩ ﻛﻪ ﻗﺎﺑﻠﻴـﺖ ﺛﺒـﺖ ﻛﻠﻴـﺔ ﺍﻃﻼﻋـﺎﺕ ﺭﺍ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﺪ )ﻣﺎﻧﻨـﺪ‬
‫‪ (System Architect‬ﻧﻴﺎﺯﻱ ﺑﻪ ﺗﻬﻴﺔ ﮔﺰﺍﺭﺵ ﻧﻴﺴﺖ ﺍﻣﺎ ﺑﺪﻳﻬﻲ ﺍﺳﺖ ﻛﻪ ﺭﻭﺵ ﺩﺭﻳﺎﻓﺖ ﮔـﺰﺍﺭﺵﻫـﺎﻱ‬
‫ﺯﻳﺮ ﺑﺎﻳﺪ ﺩﺭ ﺧﺮﻭﺟﻲﻫﺎ ﺗﻮﺿﻴﺢ ﺩﺍﺩﻩ ﺷﻮﺩ‪ .‬ﺩﺭ ﻏﻴﺮ ﺍﻳﻦﺻﻮﺭﺕ ﻻﺯﻡ ﺍﺳﺖ ﮔﺰﺍﺭﺵ ﻣﻮﺭﺩ ﻧﻈﺮ ﺑـﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ‬
‫ﻳﻜﻲ ﺍﺯ ﺍﺑﺰﺍﺭﻫﺎﻱ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺗﻬﻴﻪ ﻭ ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪.‬‬
‫• ﺩﻳــﺪﮔﺎﻩ ﺳــﺎﺯﻣﺎﻧﻲ‪/‬ﻛــﺴﺐﻭﻛــﺎﺭ‪/‬ﻋﻤﻠﻴــﺎﺗﻲ‪ :‬ﮔــﺰﺍﺭﺵ ﺗﻮﺻــﻴﻒ ﻓﺮﺁﻳﻨــﺪﻫﺎ‪ ،‬ﮔــﺰﺍﺭﺵ‬
‫ﺳﺮﻓﺼﻞ‪/‬ﻣﻮﺟﻮﺩﻳﺖ ﺍﻃﻼﻋﺎﺗﻲ‪.‬‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‪/‬ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ‪ :‬ﮔﺰﺍﺭﺵ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ ﺳﺨﺖﺍﻓﺰﺍﺭ‪،‬‬
‫ﮔﺰﺍﺭﺵ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ‪ ،‬ﮔﺰﺍﺭﺵ ﻭﺿـﻌﻴﺖ ﺷـﺒﻜﻪ‪ ،‬ﮔـﺰﺍﺭﺵ ﻭﺿـﻌﻴﺖ‬
‫ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ )ﺩﺭ ﺣﻮﺯﺓ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ(‪.‬‬
‫• ﺩﻳﺪﮔﺎﻩ ﻓﻨﺎﻭﺭﻱ‪ :‬ﮔﺰﺍﺭﺵ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ ﺷﺒﻜﻪ‪ ،‬ﻧﺮﻡﺍﻓﺰﺍﺭ ﻭ ﺳﺨﺖﺍﻓﺰﺍﺭ )ﺍﻳﻦ‬
‫ﮔﺰﺍﺭﺵ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺎ ﮔﺰﺍﺭﺵﻫﺎﻱ ﺩﻳﺪﮔﺎﻩ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺗﺮﻛﻴﺐ ﺷﻮﺩ‪(.‬‬
‫ﻣﺎﺗﺮﻳﺲﻫﺎ‬
‫‪ / ٤٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﺯﻣﺎﻧﻲ‪/‬ﻛﺴﺐ ﻭﻛﺎﺭ‪/‬ﻋﻤﻠﻴﺎﺗﻲ‪ :‬ﻣﺎﺗﺮﻳﺲ ﻓﺮﺁﻳﻨﺪ‪ /‬ﻣﻮﺟﻮﺩﻳﺖ ﺍﻃﻼﻋﺎﺗﻲ )‪،(CRUD‬‬
‫ﻣﺎﺗﺮﻳﺲ ﻭﻇﻴﻔﻪ‪ /‬ﻓﺮﺁﻳﻨﺪ‪.‬‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‪/‬ﺑﺮﻧﺎﻣﻪﻫـﺎﻱ ﻛـﺎﺭﺑﺮﺩﻱ‪ :‬ﻣـﺎﺗﺮﻳﺲ ﻣﻮﺟﻮﺩﻳـﺖ ﺍﻃﻼﻋـﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣﺔ ﻛﺎﺭﺑﺮﺩﻱ ‪ ،‬ﻣﺎﺗﺮﻳﺲ ﻭﺍﺣـﺪ ﺳـﺎﺯﻣﺎﻧﻲ‪ /‬ﺑﺮﻧﺎﻣـﺔ ﻛـﺎﺭﺑﺮﺩﻱ‪ ،‬ﻣـﺎﺗﺮﻳﺲ ﻓﺮﺁﻳﻨـﺪ‪ /‬ﺑﺮﻧﺎﻣـﺔ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‪.‬‬
‫ﺍﺭﺍﺋﺔ ﺍﻳﻦ ﺧﺮﻭﺟﻲﻫﺎ ﺑﺎﻳﺪ ﺣﺘﻤﹰﺎ ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻧﺘﺨﺎﺏ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻣﻨﺎﺳﺐ ﺑﺎﺷﺪ‪ .‬ﺑـﻪ ﻋﺒـﺎﺭﺕ ﺑﻬﺘـﺮ‪،‬‬
‫ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﺬﻛﻮﺭ )ﻭ ﺳﺎﻳﺮ ﺧﺮﻭﺟﻲﻫﺎﻳﻲ ﻛﻪ ﻣـﺪ ﻧﻈـﺮ ﻣﺠـﺮﻱ ﺍﺳـﺖ( ﺑﺎﻳـﺪ ﺑـﺮ ﺍﺳـﺎﺱ ﻳﻜـﻲ ﺍﺯ‬
‫ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺭﺍﻳﺞ‪ ،‬ﺳﺎﺯﻣﺎﻥﺩﻫﻲ ﺷﺪﻩ ﺑﺎﺷﻨﺪ‪ .‬ﺗﻮﺟﻪ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﻴﺪ ﻛـﻪ ﺧﺮﻭﺟـﻲﻫـﺎﻱ ﺍﺭﺍﺋـﻪ ﺷـﺪﻩ‬
‫ﺣﺪﺍﻗﻞﻫﺎ ﺭﺍ ﺗﻌﻴﻴﻦ ﻣﻲﻛﻨﺪ ﻭ ﻻﺯﻡ ﺍﺳﺖ ﺳﺎﻳﺮ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮ ﺍﺳﺎﺱ ﺗـﺸﺨﻴﺺ ﺩﻭ ﻃـﺮﻑ‬
‫ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪.‬‬
‫‪ .۷ .۲ .۲‬ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻫﺮ ﻳﻚ ﺍﺯ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﻣﺪﻝﻫﺎﻱ ﺍﻳﻦ ﺑﺨـﺶ ﻣﺠـﺎﺯ‬
‫ﺍﺳﺖ‪ .‬ﻧﻜﺘﺔ ﻣﻬﻢ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺗﻮﺍﺯﻥ ﻭ ﺗﻌﺎﺩﻝ ﺩﺭ ﺍﻧﺘﺨﺎﺏ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺣﻔﻆ ﺷﻮﺩ‪ .‬ﺑﺎ ﺍﻳﻦ ﺣـﺎﻝ‬
‫ﻻﺯﻡ ﺍﺳﺖ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﺩﺳﺖﻛﻢ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺑﺎﺷﻨﺪ‪:‬‬
‫ﻧﻤﻮﺩﺍﺭﻫﺎ‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﺯﻣﺎﻧﻲ‪/‬ﻛﺴﺐ ﻭﻛﺎﺭ‪/‬ﻋﻤﻠﻴـﺎﺗﻲ‪ :‬ﻧﻤـﻮﺩﺍﺭ ﺳـﺎﺧﺘﺎﺭ ﺳـﺎﺯﻣﺎﻧﻲ‪ ،‬ﻧﻤﻮﺩﺍﺭﻫـﺎﻱ ﺗﺠﺰﻳـﺔ‬
‫ﻭﻇﻴﻔﻪﺍﻱ )ﺍﻳﻦ ﺩﻭ ﻧﻤﻮﺩﺍﺭ ﺩﺭ ﺻﻮﺭﺕ ﻋﺪﻡ ﺗﻐﻴﻴﺮ ﻧﺴﺒﺖ ﺑﻪ ﻭﺿﻊ ﻣﻮﺟـﻮﺩ ﻻﺯﻡ ﻧﻴـﺴﺖ ﺍﺭﺍﺋـﻪ‬
‫ﺷﻮﻧﺪ ﻭ ﺩﺭ ﺻﻮﺭﺕ ﺗﻐﻴﻴﺮ ﺑﺎﻳﺪ ﺑﻪ ﻧﺤﻮﻱ ﻧﻘﺎﻁ ﺗﻐﻴﻴﺮ ﺭﺍ ﻣﺘﻤﺎﻳﺰ ﻧﻤﻮﺩ(‪ ،‬ﻧﻤﻮﺩﺍﺭ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨـﺪﻱ‬
‫)ﻓﺮﺁﻳﻨﺪﻫﺎ ﺩﺭ ﻭﺿﻌﻴﺖ ﻣﻄﻠﻮﺏ ‐ ﺩﺭ ﻣﻮﺭﺩ ﻭﺿﻌﻴﺖ ﻣﻄﻠﻮﺏ ﻓﺮﺁﻳﻨﺪﻫﺎ ﻻﺯﻡ ﻧﻴـﺴﺖ ﺩﺭ ﺷـﻜﻞ‬
‫ﻇﺎﻫﺮﻱ ﺁﻥﻫﺎ ﺗﻐﻴﻴﺮﺍﺕ ﺑﻪ ﺣﺎﻟﺖ ﻣﻜﺎﻧﻴﺰﻩ ﺍﻋﻤﺎﻝ ﺷﻮﺩ ﺑﻠﻜﻪ ﻛﺎﻓﻲ ﺍﺳﺖ ﻭﺿﻌﻴﺖ ﺑﻬﺒﻮﺩ ﻳﺎﻓﺘـﺔ‬
‫ﻓﺮﺁﻳﻨﺪ ﺑﻪ ﻧﺤﻮﻱ ﻛﻪ ﺑﺘﻮﺍﻥ ﺭﻭﻱ ﺁﻥ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﭘﻴـﺎﺩﻩ ﻛـﺮﺩ ﻧﻤـﺎﻳﺶ ﺩﺍﺩﻩ ﺷـﻮﺩ‪،(.‬‬
‫ﻧﻤﻮﺩﺍﺭﻫﺎﻱ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﻓﺮﺁﻳﻨﺪ‪ ،‬ﻣﺪﻝ ﻣﻌﻨﺎﻳﻲ ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‪) .‬ﺿـﺮﻭﺭﻱ ﺍﺳـﺖ‬
‫ﻛﻪ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ ﺳﺎﺯﻣﺎﻥ ﻣﺴﺘﻘﻞ ﺍﺯ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺑﺎﺷﺪ ﺑـﻪ ﻋﺒـﺎﺭﺕ ﺑﻬﺘـﺮ‬
‫ﺑﺎﻳﺪ ﺁﻥﺟﺎ ﻛﻪ ﺩﺭ ﻣﻮﺭﺩ ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻏﻴﺮ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻋﻤﻮﻣﻲ ﻭ ﺍﺷﺘﺮﺍﻛﻲ ﺑﺤﺚ ﻣﻲﺷـﻮﺩ ‐‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﺨﺼﺼﻲ ﺳﺎﺯﻣﺎﻥ ‐ ﻣﺪﻝ ﻓﺮﺁﻳﻨـﺪﻱ ﺳـﺎﺯﻣﺎﻥ ﺍﺯ ﻣـﺪﻝ ﻭﻇﻴﻔـﻪﺍﻱ ﺁﻥ ﻣﺘﻔـﺎﻭﺕ‬
‫ﺑﺎﺷﺪ‪(.‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٤٧ /‬‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‪/‬ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛـﺎﺭﺑﺮﺩﻱ‪ :‬ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﻣﺎﻧﻪﻫـﺎﻱ ﺍﻃﻼﻋـﺎﺗﻲ‬
‫)ﺷﺎﻣﻞ ﺯﻳﺮﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺳﺎﻣﺎﻧﻪﻫﺎ ﺑﺎ ﻳﻜﺪﻳﮕﺮ ﻭ ﻣﻨﺎﺑﻊ ﺍﻃﻼﻋﺎﺗﻲ(‪ ،‬ﻣـﺪﻝ‬
‫ﻣﻮﺍﺭﺩ ﻛﺎﺭﺑﺮﻱ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ )ﺩﺭ ﺣﺪ ﻣﻮﺭﺩ ﻛﺎﺭﺑﺮﻱ ﻛﺴﺐﻭﻛﺎﺭ‪ ١‬ﻳﺎ ﻫﺮ ﻣﻔﻬﻮﻡ ﻣﺸﺎﺑﻪ‬
‫ﺩﻳﮕﺮ(‪ ،‬ﻣﺪﻝ ﻣﻨﻄﻘﻲ ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ )ﭼﻨﻴﻦ ﻣﺪﻟﻲ ﺍﮔﺮﭼﻪ ﺗﺎ ﺣﺪ ﺍﻣﻜﺎﻥ ﻧﺮﻣﺎﻝ ﺷﺪﻩ‬
‫ﺍﺳﺖ ﺍﻣﺎ ﻟﺰﻭﻣﹰﺎ ﻫﻤﺔ ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﻣﻨﻄﻘﻲ ﺭﺍ ﺩﺭ ﺑﺮ ﻧﻤﻲﮔﻴﺮﺩ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘـﺮ ﺗﻨﻬـﺎ ﻛـﺎﻓﻲ‬
‫ﺍﺳﺖ ﺩﺭ ﻣﺪﻝ ﻫﺮ ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﺍﺻﻠﻲ ﺁﻥ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ(‪.‬‬
‫• ﺩﻳﺪﮔﺎﻩ ﻓﻨﺎﻭﺭﻱ‪ :‬ﻣﺪﻝ ﻣﺆﻟﻔﻪ )ﺩﺭ ﺣﺪ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﻭ ﻭﺍﺳﻂﻫﺎﻱ ﻻﺯﻡ – ﺿﻤﻴﻤﺔ‬
‫‪ ،(١‬ﻣﺪﻝ ﺍﺳﺘﻘﺮﺍﺭ )ﺩﺭ ﺣﺪ ﻧﺤﻮﺓ ﺗﻮﺯﻳﻊ ﻣﺆﻟﻔﻪﻫﺎ ﺩﺭ ﻣﻜﺎﻥﻫﺎﻱ ﺟﻐﺮﺍﻓﻴـﺎﻳﻲ ﻭ ﺭﺳـﺎﻧﺔ ﻓﻴﺰﻳﻜـﻲ‬
‫ﺑﺮﻗﺮﺍﺭﻛﻨﻨﺪﺓ ﺍﺭﺗﺒﺎﻁ(‪ .‬ﺑﺪﻳﻬﻲ ﺍﺳﺖ ﻛﻪ ﺍﻳﺠﺎﺩ ﻣﺪﻝﻫـﺎﻱ ﺍﻳـﻦ ﺩﻳـﺪﮔﺎﻩ ﺑـﺴﺘﮕﻲ ﻓﺮﺍﻭﺍﻧـﻲ ﺑـﻪ‬
‫ﺗﻮﺻﻴﻪﻫﺎﻱ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﺳﺎﺯﻣﺎﻥ ﺩﺍﺭﺩ‪ .‬ﻟﺬﺍ ﻫﺮﭼﻪ ﺍﻳﻦ ﻣﻄﺎﻟﻌﻪ ﺩﺭ ﻣﻮﺭﺩ ﻓﻨـﺎﻭﺭﻱﻫـﺎ‬
‫ﺗﻮﺻﻴﻪﻫﺎﻱ ﻛﻤﺘﺮﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﺍﻳﻦ ﻣﺪﻝﻫﺎ ﻧﻴﺰ ﻛﻢﺑﺎﺭﺗﺮ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ‪.‬‬
‫ﺍﮔﺮﭼﻪ ﺗﺄﻛﻴﺪﻱ ﺑﺮ ﺗﻮﺻﻴﻒ ﻛﺎﻣﻞ ﻣﺆﻟﻔﻪﻫﺎ )ﺁﻧﻄﻮﺭ ﻛﻪ ﺩﺭ ﻣﻬﻨﺪﺳﻲ ﻧﺮﻡﺍﻓﺰﺍﺭ ﻣﻄﺮﺡ ﺍﺳـﺖ( ﻭﺟـﻮﺩ‬
‫ﻧﺪﺍﺭﺩ ﺍﻣﺎ ﻣﺆﻟﻔﻪﻫﺎﻱ ﭘﻴﺸﻨﻬﺎﺩﻱ ﺑﺎﻳﺪ ﻣﺴﺘﻘﻞ ﺍﺯ ﺳﺎﻣﺎﻧﻪﻫـﺎﻱ ﺍﻃﻼﻋـﺎﺗﻲ ﺍﺳـﺘﻔﺎﺩﻩ ﻛﻨﻨـﺪﻩ ﺍﺯ ﺁﻥﻫـﺎ ﻭ‬
‫ﺣﺘﻲﺍﻻﻣﻜﺎﻥ ﺑﺎ ﺑﺎ ﺭﻋﺎﻳﺖ ﺍﺻﻞ ﺍﺳﺘﻔﺎﺩﺓ ﻣﺠﺪﺩ ﻃﺮﺍﺣﻲ ﺷـﺪﻩ ﺑﺎﺷـﻨﺪ‪ .‬ﺩﺭ ﺍﻳـﻦ ﻣـﻮﺭﺩ ﺑـﻪ ﺗﻮﺿـﻴﺤﺎﺕ‬
‫ﻣﻮﺟﻮﺩ ﺩﺭ ﺿﻤﻴﻤﺔ ﺍﻟﻒ ﺗﻮﺟﻪ ﺷﻮﺩ‪.‬‬
‫ﮔﺰﺍﺭﺵﻫﺎ‪ :‬ﺗﻨﻬﺎ ﮔﺰﺍﺭﺵ ﻏﻴﺮ ﻗﺎﺑﻞ ﺻﺮﻑﻧﻈﺮ ﻛﺮﺩﻥ ﮔﺰﺍﺭﺷﻲ ﺍﺳﺖ ﻛﻪ ﻭﺿﻌﻴﺖ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋـﺎﺗﻲ ﻭ‬
‫ﻧﻴﺎﺯﻣﻨﺪﻳﻬﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺁﻥﻫﺎ ﺭﺍ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﻛﺎﺭﻓﺮﻣﺎ ﺍﻭﻟﻮﻳﺖﺑﻨﺪﻱ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﺎﺗﺮﻳﺲﻫﺎ‬
‫• ﺩﻳﺪﮔﺎﻩ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋـﺎﺗﻲ‪/‬ﺑﺮﻧﺎﻣـﻪﻫـﺎﻱ ﻛـﺎﺭﺑﺮﺩﻱ‪ :‬ﻣـﺎﺗﺮﻳﺲ ﺳـﺎﻣﺎﻧﻪ‪ /‬ﻣﻮﺟﻮﺩﻳـﺖ‪،‬‬
‫ﻣﺎﺗﺮﻳﺲ ﺳﺎﻣﺎﻧﻪ‪ /‬ﻭﺍﺣﺪ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻣﺎﺗﺮﻳﺲ ﺳﺎﻣﺎﻧﻪ‪ /‬ﻓﺮﺁﻳﻨﺪ‪.‬‬
‫ﺍﺭﺍﺋﺔ ﺍﻳﻦ ﺧﺮﻭﺟﻲﻫﺎ ﺑﺎﻳﺪ ﺣﺘﻤﹰﺎ ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻧﺘﺨﺎﺏ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﻣﻨﺎﺳﺐ ﺑﺎﺷﺪ‪ .‬ﺑـﻪ ﻋﺒـﺎﺭﺕ ﺑﻬﺘـﺮ‪،‬‬
‫ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﺬﻛﻮﺭ )ﻭ ﺳﺎﻳﺮ ﺧﺮﻭﺟﻲﻫﺎﻳﻲ ﻛﻪ ﻣـﺪ ﻧﻈـﺮ ﻣﺠـﺮﻱ ﺍﺳـﺖ( ﺑﺎﻳـﺪ ﺑـﺮ ﺍﺳـﺎﺱ ﻳﻜـﻲ ﺍﺯ‬
‫ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺭﺍﻳﺞ‪ ،‬ﺳﺎﺯﻣﺎﻥﺩﻫﻲ ﺷﺪﻩ ﺑﺎﺷﻨﺪ‪ .‬ﺗﻮﺟﻪ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﻴﺪ ﻛـﻪ ﺧﺮﻭﺟـﻲﻫـﺎﻱ ﺍﺭﺍﺋـﻪ ﺷـﺪﻩ‬
‫ﺣﺪﺍﻗﻞﻫﺎ ﺭﺍ ﺗﻌﻴﻴﻦ ﻣﻲﻛﻨﺪ ﻭ ﻻﺯﻡ ﺍﺳﺖ ﺳﺎﻳﺮ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮ ﺍﺳﺎﺱ ﺗـﺸﺨﻴﺺ ﺩﻭ ﻃـﺮﻑ‬
‫ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪.‬‬
‫‪1. Business Use Case‬‬
‫‪ / ٤٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫‪ .٨ .٢ .٢‬ﻣﺤﻴﻂ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬
‫ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﺑﻪ ﺗﻮﺻﻴﻒ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭﮔﻴﺮ ﺑﺎ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻮﺭﺩ ﻣﻄﺎﻟﻌـﻪ ﻭ ﻧﺤـﻮﺓ ﺗﻌﺎﻣـﻞ‬
‫ﺁﻥﻫﺎ ﺑﺎ ﻫﻢ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﻭﺟﻮﺩ ﺍﻳﻦ ﻣﺆﻟﻔﻪ‪ ،‬ﺗﺄﻣﻴﻦﻛﻨﻨﺪﺓ ﺁﻥ ﺑﺨﺶ ﺍﺯ ﻛﺎﺭﻛﺮﺩ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺍﺳـﺖ ﻛـﻪ‬
‫ﺗﻌﺎﻣﻼﺕ ﺑﻴﻦﺳﺎﺯﻣﺎﻧﻲ ﻣﻌﻤﺎﺭﻱ ﺭﺍ ﺑﺮﺁﻭﺭﺩﻩ ﻣـﻲﻛﻨـﺪ‪ .‬ﻫـﺮ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺍﺭﺍﻱ ﺍﺭﺗﺒﺎﻃـﺎﺗﻲ ﺩﺭ ﺳـﻪ ﺣـﻮﺯﺓ‬
‫ﻣﺨﺘﻠﻒ ﺍﺳﺖ‪:‬‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺑﺎﻻﺩﺳﺖ‪ ،‬ﭘﺎﻳﻴﻦﺩﺳﺖ ﻭ ﻫﻢﺗﺮﺍﺯ‬
‫ﻣﺆﺳﺴﺎﺕ ﻭ ﺷﺮﻛﺖﻫﺎﻱ ﺧﺼﻮﺻﻲ‬
‫ﻣﺮﺩﻡ ﻭ ﻣﺆﺳﺴﺎﺕ ﻏﻴﺮﺍﻧﺘﻔﺎﻋﻲ ﻏﻴﺮ ﺩﻭﻟﺘﻲ‬
‫ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻻﺯﻡ ﺍﺳﺖ ﻫﻤﺔ ﺍﻳﻦ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﻪ ﺩﻗﺖ ﻣـﺸﺨﺺ ﺷـﻮﻧﺪ ﻭ ﻧﺤـﻮﺓ‬
‫ﺗﻌﺎﻣﻞ ﺑﺎ ﺁﻥﻫﺎ ﭘﻴﺶﺑﻴﻨﻲ ﺷﻮﺩ‪ .‬ﺑﺮﺍﻱ ﺍﻳﻦ ﻣﻨﻈﻮﺭ ﺩﺭ ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﺍﻃﻼﻋﺎﺕ ﺯﻳﺮ ﮔﻨﺠﺎﻧﻴﺪﻩ ﻣﻲﺷﻮﺩ‪:‬‬
‫‪ .۱‬ﻣﻌﺮﻓﻲ ﺳﺎﺯﻣﺎﻥﻫﺎ‪ ،‬ﺷﺮﻛﺖﻫﺎ ﻭ ﻣﺆﺳﺴﺎﺕ ﺗﺎﺑﻌﻪ ﻭ ﻭﺍﺑﺴﺘﻪ‬
‫‪ .۲‬ﻣﻌﺮﻓﻲ ﺳﺎﺯﻣﺎﻥﻫﺎ‪ ،‬ﺷﺮﻛﺖﻫﺎ ﻭ ﻣﺆﺳﺴﺎﺕ ﻣﺮﺗﺒﻂ‬
‫‪ .۳‬ﻣﻌﺮﻓﻲ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺗﺄﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ‬
‫)ﺩﺭ ﻫﺮﻳﻚ ﺍﺯ ﺳﻪ ﺑﺨﺶ ﻓﻮﻕ ﺑﺎﻳﺪ ﺍﺷﺎﺭﻩ ﺷﻮﺩ ﻛﻪ ﺍﻃﻼﻋﺎﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺯ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﻳﻦ ﻣﻨـﺎﺑﻊ ﻭ‬
‫ﺍﻃﻼﻋﺎﺕ ﺗﺤﻮﻳﻠﻲ ﺑﻪ ﺁﻥﻫﺎ ﻛﺪﺍﻣﻨﺪ‪(.‬‬
‫‪ .۱‬ﭘﻴﺶﺑﻴﻨﻲ ﻭﺍﺳﻂﻫﺎﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﻌﺎﻣﻼﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻣﻴﺎﻥ ﺳﺎﺯﻣﺎﻥﻫﺎ‪ ،‬ﺷﺮﻛﺖﻫﺎ ﻭ ﻣـﺮﺩﻡ‬
‫ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻈﺮ‬
‫‪ .۲‬ﭘﻴﺶﺑﻴﻨﻲ ﻟﻮﺍﻳﺢ‪ ،‬ﺗﻮﺍﻓﻖﻧﺎﻣﻪﻫﺎ ﻭ ﻗﻮﺍﻧﻴﻦ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺮﺍﻱ ﺑﺮﻗـﺮﺍﺭﻱ ﺍﺭﺗﺒـﺎﻁ ﻭ ﺗﺒـﺎﺩﻝ ﺍﻃﻼﻋـﺎﺕ ﺑـﺎ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺮﺗﺒﻂ )ﺍﻳﻦ ﻣﻮﺭﺩ ﺑﺎﻳﺪ ﭘﺲ ﺍﺯ ﻣﺸﻮﺭﺕ ﺑﺎ ﮐﺎﺭﻓﺮﻣﺎ ﺑﻪ ﺻﻮﺭﺕ ﻳﮏ ﺭﻭﺵ ﻗـﺎﻧﻮﻥﻣﻨـﺪ ﺩﺭ‬
‫ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪(.‬‬
‫ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺗﻮﺻﻴﻒ ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﺍﺯ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻳﻚ ﺷﻤﺎﻱ ﮔﺮﺍﻓﻴﻜﻲ ﺳﻄﺢ ﺑﺎﻻ ﺧﻮﺍﻫـﺪ‬
‫ﺑﻮﺩ ﻛﻪ ﮔﺮﻩﻫﺎﻱ ﺁﻥﺭﺍ ﻫﺮ ﻳﻚ ﺍﺯ ﻋﻨﺎﺻﺮ ﺩﻭﻟﺖ )ﺳﺎﺯﻣﺎﻥ(‪ ،‬ﻣﺸﺘﺮﻱ )ﻣﺮﺩﻡ(‪ ،‬ﺷﺮﻛﺖ )ﻛـﺴﺐﻭﻛـﺎﺭ( ﻭ‬
‫ﻟﺒﻪﻫﺎﻱ ﺁﻥﺭﺍ ﺗﺒﺎﺩﻻﺕ ﺍﻃﻼﻋﺎﺗﻲ ﺟﻬﺖﺩﺍﺭ ﺗﺸﻜﻴﻞ ﻣـﻲﺩﻫﻨـﺪ‪ .‬ﺭﻭﻱ ﻫـﺮ ﻟﺒـﻪ‪ ،‬ﻭﺍﺳـﻄﻲ ﭘـﻴﺶﺑﻴﻨـﻲ‬
‫ﻣﻲﺷﻮﺩ ﻛﻪ ﺍﻳﻦ ﺗﻌﺎﻣﻞ ﺭﺍ ﺑﺎ ﺣﻔﻆ ﻗﺎﺑﻠﻴﺖﻫﺎﻱ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ‪ ،‬ﺍﻣﻨﻴﺖ ﻭ ﺷـﻔﺎﻓﻴﺖ ﺗـﺴﻬﻴﻞ ﻣـﻲﻛﻨـﺪ‪.‬‬
‫ﻣﻴﺰﺍﻥ ﺟﺰﺋﻲﭘﺮﺩﺍﺯﻱ ﺩﺭ ﻣﻮﺭﺩ ﺗﻮﺻﻴﻒ ﻭﺍﺳﻂﻫﺎ ﺩﻟﺨﻮﺍﻩ ﺍﺳﺖ‪.‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٤٩ /‬‬
‫‪ .٩ .٢ .٢‬ﻣﻄﺎﻟﻌﺎﺕ ﺗﻄﺒﻴﻘﻲ‬
‫ﺑﻪ ﻣﻨﻈﻮﺭ ﺁﮔﺎﻫﻲ ﺍﺯ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺳﻄﺢ ﺟﻬـﺎﻥ ﻻﺯﻡ ﺍﺳـﺖ ﻭﺿـﻌﻴﺖ ﺳـﺎﺯﻣﺎﻥﻫـﺎﻱ‬
‫ﻣﺸﺎﺑﻪ ﺍﺯ ﺣﻴﺚ ﭼﮕﻮﻧﮕﻲ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﺍﺯ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻣﻄﺎﻟﻌﻪ ﺷﻮﺩ‪ .‬ﭼﻨﻴﻦ ﻣﻄﺎﻟﻌﻪﺍﻱ ﻣـﻲﺗﻮﺍﻧـﺪ‬
‫ﺷﺎﻣﻞ ﺑﺨﺶﻫﺎﻱ ﺯﻳﺮ ﺑﺎﺷﺪ‪:‬‬
‫ﻣﺘﻦ ﮔﺰﺍﺭﺵ ﺍﺻﻠﻲ ﻣﻄﺎﻟﻌﺔ ﻭﺿﻌﻴﺖ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺸﺎﺑﻪ ﺧﺎﺭﺟﻲ )ﻭ ﺩﺍﺧﻠﻲ( ﺍﺯ ﺑﻌﺪ ﺑﺮﻧﺎﻣـﻪﻫـﺎﻱ ﻓﻨـﺎﻭﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﺗﻔﻜﻴﻚ ﻛﺸﻮﺭ‬
‫ﻣﺘﻦ ﺯﺑﺎﻥ ﺍﺻﻠﻲ ﻭ ﻣﺮﺍﺟﻊ ﻭ ﻣﻨﺎﺑﻊ ﺗﺮﺟﻤﻪﻫﺎ ﺑﻪ ﻋﻼﻭﺓ ﺭﻭﺵﻫﺎﻱ ﺍﺣﺘﻤﺎﻟﻲ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻣﺰﺑﻮﺭ ﺍﻋﻢ ﺍﺯ‬
‫ﺗﻠﻔﻦ‪ ،‬ﺍﻳﻨﺘﺮﻧﺖ ﻭ ﻧﺸﺎﻧﻲ ﭘﺴﺘﻲ‬
‫ﻧﺘﻴﺠﻪﮔﻴﺮﻱ ﺷﺎﻣﻞ‪:‬‬
‫• ﺗﻮﺻﻴﻒ ﺟﻬﺖﮔﻴﺮﻱ ﻭ ﺭﻭﻳﻜﺮﺩ ﻏﺎﻟﺐ ﺩﺭ ﺳﻄﺢ ﺟﻬﺎﻥ‬
‫• ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻭﺿﻌﻴﺖ ﺍﻳﺮﺍﻥ‬
‫• ﺁﻣﻮﺧﺘﻪﻫﺎﻳﻲ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺩﺭ ﺗﺪﻭﻳﻦ ﻣﻌﻤﺎﺭﻱ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‬
‫ﺗﻮﺟﻪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﺍﻳـﻦ ﻣﻄﺎﻟﻌـﺔ ﺗﻄﺒﻴﻘـﻲ ﺑـﺎ ﺁﻥﭼـﻪ ﺩﺭ ﮔـﺎﻡ ﭘـﻴﺶ ﺍﺯ ﻣﻌﻤـﺎﺭﻱ ﺩﺭ ﺯﻣـﺎﻥ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺗﻮﺻﻴﻒ ﺷﺪﻩ ﺍﺳﺖ ﺗﻔﺎﻭﺕ ﺩﺍﺭﺩ‪ .‬ﺑﺎ ﺍﻳـﻦ ﺣـﺎﻝ‪ ،‬ﺁﻥ ﻣﻄﺎﻟﻌـﻪ‬
‫ﻣﻲﺗﻮﺍﻧﺪ ﻛﻤﻚ ﺷﺎﻳﺎﻧﻲ ﺩﺭ ﺗﻌﻴﻴﻦ ﻛﺸﻮﺭﻫﺎ ﻭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻫﺪﻑ ﻭ ﻧﻘﺎﻁ ﻗﺎﺑﻞ ﺗﻤﺮﻛﺰ ﺩﺭ ﺍﻳﻦ ﻣﻄﺎﻟﻌـﺔ‬
‫ﺍﺧﻴﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬
‫‪ .۳ .۲‬ﻣﺆﻟﻔﻪﻫﺎ ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺷﻮﻧﺪ؟‬
‫ﺍﮔﺮﭼﻪ ﻓﺮﺁﻳﻨﺪ ﺩﻗﻴﻖ ﺍﺳﺘﺨﺮﺍﺝ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣـﻲﺗﻮﺍﻧـﺪ ﺩﺭ ﻫـﺮ ﺳـﺎﺯﻣﺎﻥ ﻭ ﺑـﺮﺍﻱ ﻫـﺮ‬
‫ﻣﺸﺎﻭﺭﻱ ﻣﺘﻔﺎﻭﺕ ﺑﺎﺷﺪ ﺍﻣﺎ ﻣﻲﺗﻮﺍﻥ ﺍﺩﻋﺎ ﻧﻤﻮﺩ ﻛﻪ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﻋﻤﻮﻣﻲ ﺣﺎﻛﻢ ﺑﺮ ﻫﻤـﺔ ﺍﻳـﻦ ﺭﻭﺵﻫـﺎ‬
‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﻫﻤﺮﺍﻫﻲ ﺑﺎ ﻓﺮﺁﻳﻨﺪ ﺳﻪﻣﺮﺣﻠﻪﺍﻱ ﺗﺪﻭﻳﻦ ﻭ ﺗﺪﺭﻳﺲ ﺷﺪﻩ ﺗﻮﺳﻂ ﻛﻤﻴﺘـﺔ ﻓﻨـﻲ ﻣﻌﻤـﺎﺭﻱ‬
‫]‪ ،[۱۱‬ﻓﺮﺁﻳﻨﺪ ﻋﻤﻮﻣﻲ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﭘﻴﺸﻨﻬﺎﺩ ﻣﻲﺷﻮﺩ ﺷﺎﻣﻞ ﻣﺮﺍﺣﻞ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﺍﺳﺘﺨﺮﺍﺝ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺳﻨﺪ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺣﻠﻘﺔ ﺩﻳﮕﺮﻱ ﺑﻪ ﺳﻪ ﺣﻠﻘﺔ ﭘﻴـﺸﻴﻦ ﺍﺿـﺎﻓﻪ‬
‫ﻣﻲﻛﻨﺪ ﻭ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻪ ﻭﻳﺮﺍﻳﺶ ﺟﺪﻳﺪ ﺍﺯ ﺁﻥ ﭘﺪﻳﺪ ﻣﻲﺁﺭﻭﺩ ﻛﻪ ﺑﻪ ﻧﻮﺑﺔ ﺧﻮﺩ ﻧﻴﺎﺯ ﺑﻪ ﺗﻌﺮﻳﻒ ﭘﺮﻭﮊﺓ‬
‫ﺩﻳﮕﺮﻱ ﺑﺮﺍﻱ ﺗﺒﻴﻴﻦ ﺩﻗﻴﻖ ﺍﻳﻦ ﻭﻳﺮﺍﻳﺶ ﺟﺪﻳﺪ ﺭﺍ ﺗﻠﻘﻴﻦ ﻣﻲﻛﻨﺪ‪ .‬ﺷﻜﻞ ‪ ۱‐۲‬ﺣﻠﻘـﻪﻫـﺎﻱ ﭘﻴـﺸﻨﻬﺎﺩﻱ‬
‫‪ / ٥٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻓﺮﺁﻳﻨﺪ ﺭﺍ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪ .‬ﺷﺪﺕ ﺭﻧﮓ ﺧﺎﻛﺴﺘﺮﻱ ﻧﺸﺎﻥﺩﻫﻨﺪﺓ ﻣﻴﺰﺍﻥ ﺍﺭﺗﺒـﺎﻁ ﻫـﺮ ﺣﻠﻘـﻪ ﺍﺯ ﺯﻧﺠﻴـﺮ ﺑـﺎ‬
‫ﻣﺒﺎﺣﺚ ﻣﻄﺮﺡ ﺩﺭ ﺳﻨﺪ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ‪.‬‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﺗﺪﻭﻳﻦ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﻧﮕﻬﺪﺍﺷﺖ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﺷﻜﻞ ‪ ۱‐۲‬ﻓﺮﺁﻳﻨﺪ ﭼﻬﺎﺭ ﻣﺮﺣﻠﻪﺍﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺷﻜﻞ ‪ ۱‐۲‬ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻓﺮﺁﻳﻨﺪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺧﺎﺭﺝ ﺍﺯ ﺣـﻮﺯﺓ ﻛـﺎﺭﻱ‬
‫ﺍﻳﻦ ﺳﻨﺪ ﺍﺳﺖ‪ .‬ﺑﺎ ﺍﻳﻦ ﺣﺎﻝ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛﻪ ﻧﺘﺎﻳﺞ ﺁﻥ ﻧﻘﺶ ﺍﻧﻜﺎﺭﻧﺎﭘﺬﻳﺮﻱ ﺩﺭ ﻫـﺪﺍﻳﺖ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﻔﺎ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻫﻢﭼﻨﻴﻦ ﺍﮔﺮ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﺩﺭ ﺳـﺎﺯﻣﺎﻧﻲ ﺻـﻮﺭﺕ‬
‫ﻧﮕﺮﻓﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻣﺠﺮﻱ ﺭﺍﻫﻜﺎﺭ ﻣﻴﺎﻥﺑﺮﻱ ﺑﺮﺍﻱ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻧﺘﺎﻳﺞ ﺁﻥ ﺍﺗﺨﺎﺫ ﻛﻨﺪ‪.‬‬
‫ﺣﻠﻘﺔ ﺍﺻﻠﻲ ﺩﺭ ﺷﻜﻞ ‪ ۱‐۲‬ﻓﺮﺁﻳﻨﺪ ﺗﺪﻭﻳﻦ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ‪ .‬ﺍﮔﺮﭼﻪ ﻓﺮﺁﻳﻨﺪ ﭼﻬﺎﺭﻣﺮﺣﻠـﻪﺍﻱ‬
‫ﺁﻥ ﻋﻤﻮﻣﹰﺎ ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩ ﺍﺳﺖ ﺍﻣﺎ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﻭ ﺩﺭ ﺗﻄﺎﺑﻖ ﺑﺎ ﻣﺆﻟﻔﻪﻫـﺎﻱ ﭼـﺎﺭﭼﻮﺏ ﻣﻠـﻲ ﺑـﺎ ﺍﻧـﺪﻛﻲ‬
‫ﺗﺼﺮﻑ ﺗﻨﻬﺎ ﺳﻌﻲ ﺩﺭ ﺗﺄﻛﻴﺪ ﺑﺮ ﺑﺮﺧﻲ ﻣﺮﺍﺣﻞ ﺍﺻﻠﻲ ﺁﻥ ﺩﺍﺭﻳﻢ‪ .‬ﺟﺪﻭﻝ ‪ ۱‐۲‬ﻣﺮﺍﺣﻞ ﺍﺻﻠﻲ ﺍﻳﻦ ﻓﺮﺁﻳﻨـﺪ‬
‫ﻭ ﺧﺮﻭﺟﻲ ﻫﺮ ﻣﺮﺣﻠﻪ ﺭﺍ ﻋﻨﻮﺍﻥ ﻣﻲﺩﺍﺭﺩ‪:‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٥١ /‬‬
‫ﺟﺪﻭﻝ ‪ ١‐٢‬ﻣﺮﺍﺣﻞ ﭘﻴﺸﻨﻬﺎﺩﻱ ﻓﺮﺁﻳﻨﺪ ﺗﺪﻭﻳﻦ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺗﺮﺗﻴﺐ‬
‫ﺧﺮﻭﺟﻲ )ﺑﺮ ﺣﺴﺐ ﻣﺆﻟﻔﻪ(‬
‫ﻓﻌﺎﻟﻴﺖ‬
‫‪٠‬‬
‫ﺁﻣﺎﺩﻩﺳﺎﺯﻱ‬
‫‐ ﻧﺘﺎﻳﺞ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ )ﺳﻴﺎﺳﺖﻧﺎﻣﻪ(‬
‫‪١‬‬
‫ﮔﺮﺩﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫‐ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ )ﺍﺩﺍﻣﻪ ﺩﺍﺭﺩ(‬
‫‐ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺍﺩﺍﻣﻪ ﺩﺍﺭﺩ(‬
‫‪١‬‬
‫ﻣﻄﺎﻟﻌﺎﺕ ﺗﻄﺒﻴﻘﻲ‬
‫‐ ﻣﻄﺎﻟﻌﺎﺕ ﺗﻄﺒﻴﻘﻲ‬
‫‐ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ )ﺍﺩﺍﻣﻪ ﺩﺍﺭﺩ(‬
‫‪٢‬‬
‫ﺍﻳﺠﺎﺩ ﻣﺪﻝ ﻓﺮﺁﻳﻨﺪﻱ ‐ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ )ﺗﻜﻤﻴﻞ ﻣﻲﺷﻮﺩ(‬
‫‐ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ‬
‫‪٣‬‬
‫ﺗﺮﺳﻴﻢ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ‐ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ )ﺗﻜﻤﻴﻞ ﻣﻲﺷﻮﺩ(‬
‫‐ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫‐ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ )ﺗﻜﻤﻴﻞ ﻣﻲﺷﻮﺩ(‬
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‫ﺍﺭﺍﺋﺔ ﻃﺮﺡ ﮔﺬﺍﺭ‬
‫‐ ﻧﻈﺎﻡ ﻧﮕﻬﺪﺍﺷﺖ‬
‫‐ ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ‬
‫ﻻﺯﻡ ﺑﻪ ﺫﻛﺮ ﺍﺳﺖ ﻛﻪ ﺷﺮﻛﺖﻫﺎ ﺩﺭ ﺍﻧﺘﺨﺎﺏ ﻫﺮ ﻓﺮﺁﻳﻨﺪ ﺩﻳﮕﺮﻱ ﻛﻪ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﺰﺑـﻮﺭ ﺭﺍ ﺗﻮﻟﻴـﺪ ﻛﻨـﺪ‪،‬‬
‫ﻣﺨﺘﺎﺭ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺣﻠﻘﺔ ﺑﻌﺪﻱ ﻓﺮﺁﻳﻨﺪ‪ ،‬ﻳﻌﻨﻲ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻫﻢ ﻛﻪ ﺑﻪ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺗﻌﺮﻳﻒﺷﺪﻩ‬
‫ﺩﺭ ﻃﺮﺡ ﮔﺬﺍﺭ ﺍﺧﺘﺼﺎﺹ ﺩﺍﺭﺩ ﭼﻨﺪﺍﻥ ﻣﻮﺭﺩ ﻋﻼﻗﺔ ﺍﻳﻦ ﺳﻨﺪ ﻧﻴﺴﺖ‪ .‬ﺑﺎ ﺍﻳﻦ ﺣﺎﻝ ﻻﺯﻡ ﺍﺳﺖ ﺗﻮﺟﻪ ﺷﻮﺩ‬
‫ﻛﻪ ﮔﺮﻭﻩﻫﺎﻱ ﻣﺠﺮﻱ ﺍﻳﻦ ﭘﺮﻭﮊﻩﻫﺎ ﺑﺎﻳﺪ ﺩﺭ ﺗﻌﺎﻣﻞ ﻧﺰﺩﻳﻚ ﺑﺎ ﻛﺎﺭﻓﺮﻣﺎ ﻫﺮﮔﻮﻧﻪ ﺭﺧﺪﺍﺩ ﺧﺎﺹ ﺩﺭ ﻣﺮﺍﺣﻞ‬
‫ﻣﺨﺘﻠﻒ ﺗﺤﻠﻴﻞ ﻭ ﻃﺮﺍﺣﻲ ﺭﺍ ﻛﻪ ﻣﻨﺠﺮ ﺑﻪ ﺗﻐﻴﻴﺮﻱ ﺩﺭ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻣـﻲﺷـﻮﺩ‪ ،‬ﺍﻋﻤـﺎﻝ ﻧﻤﺎﻳﻨـﺪ‪.‬‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‪ ،‬ﻟﺰﻭﻣﹰﺎ ﻣﻨﻮﻁ ﺑﻪ ﺍﺗﻤﺎﻡ ﻓﺮﺁﻳﻨﺪ ﺗﺪﻭﻳﻦ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻴﺴﺖ ﻭ ﺍﺟﺮﺍﻱ ﻫﺮ ﭘﺮﻭﮊﻩ ﻣﻲﺗﻮﺍﻧﺪ‬
‫ﺑﻪ ﻣﺤﺾ ﺗﻜﻤﻴﻞ ﻣﺴﺘﻨﺪﺍﺕ ﺗﻌﺮﻳﻒ ﺁﻥ ﺁﻏﺎﺯ ﺷﻮﺩ‪.‬‬
‫ﺣﻠﻘﺔ ﺁﺧﺮ ﻛﻪ ﺑﺎﺭ ﺩﻳﮕﺮ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﺧﺎﺹ ﺍﻳﻦ ﺳﻨﺪ ﺍﺳﺖ‪ ،‬ﻓﺮﺁﻳﻨﺪ ﻧﮕﻬﺪﺍﺷـﺖ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‬
‫ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻓﺮﺁﻳﻨـﺪ ﺩﺭ ﻭﺍﻗـﻊ ﻫﻤـﺎﻥ ﻓﺮﺁﻳﻨـﺪ ﻧﮕﻬﺪﺍﺷـﺖ ﻓﻨـﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﺍﺳـﺖ ﭼﺮﺍﻛـﻪ ﻧﺘـﺎﻳﺞ ﻭ‬
‫ﺑﺎﺯﺧﻮﺭﺩﻫﺎﻱ ﺣﺎﺻﻞ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﻧﮕﻬﺪﺍﺷﺖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻭ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺍﺳﺖ ﻛﻪ ﻣﻨﺠـﺮ‬
‫ﺑﻪ ﺍﻋﻤﺎﻝ ﺗﻐﻴﻴﺮ ﺩﺭ ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻲﺷﻮﺩ‪ .‬ﺷﻜﻞ ‪ ۲‐۲‬ﻧﻤﻮﻧﺔ ﻋﻤﻮﻣﻲ ﭼﻨـﻴﻦ ﻓﺮﺁﻳﻨـﺪﻱ‬
‫‪ / ٥٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺭﺍ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺷﻜﻞ‪ ،‬ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻛﻪ ﻣﺴﺘﻘﻴﻤﹰﺎ ﺑﺨﺸﻲ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﻧﮕﻬﺪﺍﺷﺖ ﺑـﻪ ﺣـﺴﺎﺏ‬
‫ﻧﻤﻲﺁﻳﻨﺪ ﺑﻪ ﺻﻮﺭﺕ ﺧﻂﭼﻴﻦ ﻧﻤﺎﻳﺶ ﺩﺍﺩﻩ ﺷﺪﻩﺍﻧﺪ‪.‬‬
‫ﺷﻜﻞ ‪ ۲‐۲‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﻋﻤﻮﻣﻲ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺩﺭ ﺍﺩﺍﻣﻪ ﺷﺮﺣﻲ ﺑﺮ ﺳﻪ ﻓﺮﺁﻳﻨﺪ ﺍﺻﻠﻲ ﺷﻜﻞ ‪ ۲‐۲‬ﺫﻛﺮ ﻣﻲﺷﻮﺩ‪:‬‬
‫ﺩﺭﻳﺎﻓﺖ ﻭ ﺑﺮﺭﺳﻲ ﺁﺧﺮﻳﻦ ﺗﺤﻮﻻﺕ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ :‬ﻻﺯﻡ ﺍﺳﺖ ﺳﺎﺯﻣﺎﻥﻫـﺎ ﺳـﺎﺯﻭﻛﺎﺭﻱ ﺑﻴﺎﻧﺪﻳـﺸﻨﺪ ﺗـﺎ‬
‫ﻫﻤﻴﺸﻪ ﺍﻃﻼﻋﺎﺗﺸﺎﻥ ﻧﺴﺒﺖ ﺑﻪ ﺁﺧﺮﻳﻦ ﺗﺤﻮﻻﺕ ﻓﻨﺎﻭﺭﻱ ﺑﻪﻭﻳﮋﻩ ﺩﺭ ﺣﻮﺯﻩﻫﺎﻳﻲ ﻛـﻪ ﺩﺭ ﺳـﺎﺯﻣﺎﻥ ﺩﺭ ﺣـﺎﻝ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﻫﺴﺘﻨﺪ ﺑﻬﻨﮕﺎﻡ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻪ ﻃﺮﻳﻘﺔ ﭘﻴﻤﺎﻥﺳﭙﺎﺭﻱ ﺍﻧﺠـﺎﻡ ﺷـﻮﺩ‪ .‬ﻳـﻚ ﭘﻴـﺸﻨﻬﺎﺩ‬
‫ﺧﻮﺏ ﻣﻲﺗﻮﺍﻧﺪ ﺁﻥ ﺑﺎﺷﺪ ﻛﻪ ﭘﻴﻤﺎﻧﻜﺎﺭﺍﻥ ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ ﺧﺎﺻـﻲ ﺭﺍ ﺑـﺮﺍﻱ ﺍﻳـﻦ ﻣﻨﻈـﻮﺭ ﺑـﺮﺍﻱ ﺳـﺎﺯﻣﺎﻥ‬
‫ﭘﻴﺶﺑﻴﻨﻲ ﻛﻨﻨﺪ‪.‬‬
‫ﺑﻬﻨﮕﺎﻡﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ :‬ﻫﺮ ﻧﻮﻉ ﺗﻐﻴﻴﺮﻱ ﺩﺭ ﭘﻴﺸﺮﺍﻥﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻳﺎ ﻫـﺮ ﺑـﺎﺯﺧﻮﺭﺩﻱ ﺍﺯ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺷﺪﻩ ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﻐﻴﻴﺮﻱ ﺭﺍ ﺩﺭ ﻣﻌﻤـﺎﺭﻱ ﺳـﺒﺐ ﺷـﻮﺩ‪ .‬ﻻﺯﻡ ﺍﺳـﺖ ﺍﺯ‬
‫ﻃﺮﻳﻖ ﻓﺮﺁﻳﻨﺪ ﺧﺎﺻﻲ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﻣﺪﻳﺮﻳﺖ ﺷﻮﺩ ﻭ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﻮﺻﻴﻪﻫﺎﻱ ﭘﻴﻤﺎﻥﻛﺎﺭ ﻳﺎ ﺍﺯ ﻃﺮﻳﻘﺔ ﺩﺭﻳﺎﻓﺖ‬
‫ﺧﺪﻣﺎﺕ ﻣﺸﺎﻭﺭﺓ ﺩﺍﺋﻤﻲ ﺍﺯ ﻭﻱ ﻣﻌﻤﺎﺭﻱ ﺑﻪ ﺻﻮﺭﺕ ﻣﺪﺍﻭﻡ ﺑﻬﻨﮕﺎﻡ ﺷﻮﺩ‪.‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٥٣ /‬‬
‫• ﻧﮕﻬﺪﺍﺷﺖ ﻣﺪﺍﻭﻡ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ :‬ﻓﺮﺁﻳﻨﺪﻱ ﺍﺳﺖ ﻛﻪ ﺣﻴﻄﺔ ﮔﺴﺘﺮﺩﻩﺍﻱ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎ ﺭﺍ‬
‫ﺩﺭ ﺑﺮﻣﻲﮔﻴﺮﺩ‪ .‬ﺍﻳﻦ ﻓﻌﺎﻟﻴﺖﻫﺎ ﻫﻢ ﺷﺎﻣﻞ ﻭﻇﺎﻳﻒ ﺭﻭﺯﻣﺮﻩﺍﻱ ﻫﻢﭼﻮﻥ ﺑﺮﺭﺳﻲ ﻭﺿﻌﻴﺖ ﺷـﺒﻜﻪ‬
‫ﻣﻲﺷﻮﻧﺪ ﻭ ﻫﻢ ﻓﺮﺁﻳﻨﺪ ﭘﻴﭽﻴﺪﻩﺍﻱ ﻣﺎﻧﻨﺪ ﻛﻨﺘﺮﻝ ﻭ ﺑﻬﺒﻮﺩ ﻛﻴﻔﻴﺖ ﺍﻃﻼﻋﺎﺕ‪ .‬ﻻﺯﻡ ﺑﻪ ﺫﻛﺮ ﺍﺳﺖ‬
‫ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻀﻤﻴﻦ ﺍﺛﺮﺑﺨﺸﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﭘﻴﺶﺑﻴﻨـﻲ ﺯﻳﺮﻓﺮﺁﻳﻨـﺪ ﻛﻨﺘـﺮﻝ ﻭ ﺑﻬﺒـﻮﺩ‬
‫ﻛﻴﻔﻴﺖ ﺍﻃﻼﻋﺎﺕ ﺣﻴﺎﺗﻲ ﺍﺳﺖ‪.‬‬
‫ﺗﻮﺟﻪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﺗﺸﺮﻳﺢ ﺩﻗﻴﻖ ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ ﺍﺯ ﻭﻇﺎﻳﻒ ﺗﻴﻢ ﻣﺠﺮﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳـﺖ‪.‬‬
‫ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻧﻤﻮﻧﺔ ﺧﻮﺏ ﻧﮕﺎﻩ ﻛﻨﻴﺪ ﺑﻪ ]‪ ، [12‬ﺩﺭ ﺻﻮﺭﺕ ﺗﻤﺎﻳﻞ ﺑﺮﺍﻱ ﻛﺴﺐ ﺍﻃﻼﻋﺎﺕ ﺑﻴـﺸﺘﺮ ﺩﺭ‬
‫ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﻧﮕﺎﻩ ﻛﻨﻴﺪ ﺑﻪ ]‪.[13‬‬
‫‪ .۴ .۲‬ﻣﺆﻟﻔﻪﻫﺎ ﺩﺭ ﭼﻪ ﻣﺤﻞﻫﺎﻳﻲ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﻣﻲﺷﻮﻧﺪ؟‬
‫ﻓﻀﺎﻱ ﺣﺎﻛﻢ ﺑﺮ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺑﻴﺸﺘﺮ ﻧﺎﻇﺮ ﺑﺮ ﻣﺤـﻞﻫـﺎﻱ ﻣﺠـﺎﺯﻱ ﺍﺳـﺖ ﻛـﻪ‬
‫ﻣﺎﻫﻴﺖ ﻓﻴﺰﻳﻜﻲ ﻣﺆﻟﻔﻪﻫﺎ ﺑﺎﻳﺪ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ﺗﺎ ﻣﻮﻗﻌﻴﺖﻫﺎﻱ ﺻـﺮﻳﺢ ﺟﻐﺮﺍﻓﻴـﺎﻳﻲ‪ .‬ﺷـﻜﻞ‪۳‐۲‬‬
‫ﻳﻚ ﺗﺼﻮﻳﺮ ﻣﻔﻬﻮﻣﻲ ﺳﻄﺢ ﺑﺎﻻ ﺍﺯ ﻣﻮﻗﻌﻴﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺩﺭ ﻓﺮﺁﻳﻨﺪ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﺭﺍ ﻧﻤﺎﻳﺶ‬
‫ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺷﻜﻞ ‪ ۳‐۲‬ﺷﻤﺎﻱ ﻣﻔﻬﻮﻣﻲ ﺳﻄﺢ ﺑﺎﻻ ﺍﺯ ﻣﺤﻞﻫﺎﻱ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ‬
‫‪ / ٥٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻻ( ﺩﺭ ﺷـﺮﻛﺖﻫـﺎﻱ‬
‫ﺷﻜﻞ ‪ ۳‐۲‬ﺑﻪ ﺧﻮﺑﻲ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻣﺤﻞ ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳﻌﺔ ﻣﺆﻟﻔـﻪﻫـﺎ )ﻣﻌﻤـﻮ ﹰ‬
‫ﭘﻴﻤﺎﻥﻛﺎﺭ ﺍﺳﺖ ﺍﻣﺎ ﻣﺤﻞ ﻧﮕﻬﺪﺍﺷﺖ ﺁﻥﻫﺎ )ﺩﺳﺖﻛﻢ ﺍﺯ ﻧﻈﺮ ﻓﻴﺰﻳﻜﻲ( ﺑﻪ ﺻﻮﺭﺕ ﺍﺧﺘﺼﺎﺻﻲ ﺩﺭ ﺧـﻮﺩ‬
‫ﺳﺎﺯﻣﺎﻥ ﻭ ﺑﻪ ﺻﻮﺭﺕ ﻋﻤﻮﻣﻲ ﺩﺭ ﻣﺤﻠﻲ ﺗﺤﺖ ﻋﻨﻮﺍﻥ ﻣﺨﺰﻥ ﻋﻤﻮﻣﻲ‪/‬ﺍﺷﺘﺮﺍﻛﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﻣﺎﻧﻲ ﺍﺳﺖ‬
‫ﻛﻪ ﺑﺎﻳﺪ ﺩﺭ ﺩﺑﻴﺮﺧﺎﻧﺔ ﺷﻮﺭﺍﻱﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ ﭘﻴﺶﺑﻴﻨﻲ ﺷﻮﺩ‪.‬‬
‫‪ .۵ .۲‬ﭼﻪ ﻛﺴﺎﻧﻲ ﻣﺴﺌﻮﻝ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﻫﺴﺘﻨﺪ؟‬
‫ﺍﻓﺮﺍﺩ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻭﺍﺣﺪﻫﺎﻱ ﻣﺨﺘﻠـﻒ ﺳـﺎﺯﻣﺎﻥ ﻭ ﺳـﺎﻳﺮ ﺳـﺎﺯﻣﺎﻥﻫـﺎ ﺩﺭ ﺗﻮﻟﻴـﺪ‪ ،‬ﺗﻮﺳـﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷـﺖ‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺧﻴﻞ ﻫﺴﺘﻨﺪ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﻧﻘﺶﻫﺎ ﺩﺭ ﺟﺪﻭﻝ ‪ ۲‐۲‬ﺑـﻪ‬
‫ﻫﻤﺮﺍﻩ ﻣﺴﺌﻮﻟﻴﺖ ﺁﻥﻫﺎ ﺗﻌﺮﻳﻒ ﺷﺪﻩﺍﻧﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺟﺪﻭﻝ ﻫﻢﭼﻨﻴﻦ ﻣﺸﺨﺺ ﺷﺪﻩ ﺍﺳـﺖ ﻛـﻪ ﻣـﺴﺌﻮﻟﻴﺖ‬
‫ﺍﻳﺠﺎﺩ ﺍﻳﻦ ﻧﻘﺶﻫﺎ ﺑﺮﻋﻬﺪﺓ ﻣﺠﺮﻱ ﻳﺎ ﻛﺎﺭﻓﺮﻣﺎﺳﺖ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ٢‐٢‬ﺑﺮﺧﻲ ﺍﺯ ﻧﻘﺶﻫﺎ ﻭ ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺩﺭ ﺭﻭﻧﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻧﻘﺶ‬
‫ﻣﺮﻛﺰ‬
‫ﻧﻮﺳﺎﺯﻱ ﻭ‬
‫ﺗﺤﻮﻝ‬
‫ﺍﺩﺍﺭﻱ )ﻳﺎ‬
‫ﻭﺍﺣﺪﻫﺎﻱ‬
‫ﻣﺸﺎﺑﻪ ﺁﻥ(‬
‫ﺩﻓﺘﺮ ﺁﻣﺎﺭ ﻭ‬
‫ﻓﻨﺎﻭﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ‬
‫)ﻳﺎ ﻣﻌﺎﺩﻝ‬
‫ﺁﻥ(‬
‫ﻣﺴﺌﻮﻟﻴﺖ‬
‫ƒ ﺗﻬﻴﺔ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻓﺮﺁﻳﻨﺪﻱ ﻛﻪ‬
‫ﻋﻤﻮﻣﹰﺎ ﻣﺸﺘﻤﻞ ﺑﺮ ﺑﺨﺶﻧﺎﻣﻪﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ‬
‫ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻫﺴﺘﻨﺪ‪.‬‬
‫ƒ ﺍﻇﻬﺎﺭ ﻧﻈﺮ ﺩﺭﺑﺎﺭﺓ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ ﺍﺻﻼﺡ ﻓﺮﺁﻳﻨﺪﻱ‬
‫ﻭ ﺳﺎﺧﺘﺎﺭﻱ‪.‬‬
‫ƒ ﺍﺭﺍﺋﺔ ﺁﺧﺮﻳﻦ ﺍﻃﻼﻋﺎﺕ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺑﺮ‬
‫ﻫﺮﻧﻮﻉ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻣﺆﺛﺮ ﺑﺮ ﻓﺮﺁﻳﻨﺪ ﻣﻌﻤﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻣﺎﻧﻨﺪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ‪.‬‬
‫ƒ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ‪.‬‬
‫ƒ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻻﺯﻡ ﺑﺎ ﺑﺨﺶﻫﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻥ‪.‬‬
‫ƒ ﺍﺭﺍﺋﺔ ﺍﻃﻼﻋﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﻣﻮﺭﺩ ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻭ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺩﺭ ﺩﺳﺖ ﺍﺟﺮﺍ‪.‬‬
‫ƒ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ‬
‫ﺑﺎ ﻫﻤﻜﺎﺭﻱ ﻳﻚ ﭘﻴﻤﺎﻥﻛﺎﺭ ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪.‬‬
‫ƒ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ‬
‫ﺑﺎ ﻫﻤﻜﺎﺭﻱ ﻳﻚ ﭘﻴﻤﺎﻥﻛﺎﺭ ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪.‬‬
‫ﻣﺴﺌﻮﻝ ﺍﻳﺠﺎﺩ‬
‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
‫ﻛﺎﺭﻓﺮﻣﺎ‬
‫ﻻ ﺑﻪ‬
‫)ﻣﻌﻤﻮ ﹰ‬
‫ﺷﻜﻞ ﻣﻮﺭﺩ‬
‫ﻧﻈﺮ ﺩﺭ ﺍﻳﻦ‬
‫ﺳﻨﺪ ﻭﺟﻮﺩ‬
‫ﻧﺪﺍﺭﺩ‪(.‬‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫ﺑﺪﻳﻬﻲ ﺍﺳﺖ‬
‫ﻛﻪ ﻣﺴﺌﻮﻟﻴﺖ‬
‫ﺑﺮﻗﺮﺍﺭﻱ‬
‫ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺍﻳﻦ‬
‫ﻭﺍﺣﺪ ﺑﺮ‬
‫ﻋﻬﺪﺓ ﻧﻤﺎﻳﻨﺪﺓ‬
‫ﻛﺎﺭﻓﺮﻣﺎﺳﺖ‪.‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٥٥ /‬‬
‫ﻧﻘﺶ‬
‫ﻣﺪﻳﺮﻳﺖ‬
‫ﻋﺎﻟﻲ‬
‫ﺳﺎﺯﻣﺎﻥ )ﻳﺎ‬
‫ﻧﻤﺎﻳﻨﺪﺓ‬
‫ﺭﺳﻤﻲ ﻭﻱ(‬
‫ﻧﺎﻇﺮ ﭘﺮﻭﮊﺓ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻣﻌﻤﺎﺭ ﺍﺭﺷﺪ‬
‫ﻣﺴﺌﻮﻟﻴﺖ‬
‫ƒ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻨﻜﻪ ﻣﺪﻳﺮ ﺍﻳﻦ ﺩﻓﺘﺮ ﻫﻤﺎﻥ ﻣﺪﻳﺮ‬
‫ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺍﺳﺖ ﻭﻇﺎﻳﻒ ﻋﻤﻮﻣﻲ‬
‫ﻭﻱ ﺭﺍ ﻫﻢ ﺑﺮ ﺍﺳﺎﺱ ]ﻛﻤﻴﺘﻪ‪ [١٣٨٣ ،‬ﺑﺮ‬
‫ﻋﻬﺪﻩ ﺩﺍﺭﺩ‪.‬‬
‫ƒ ﺍﻣﻀﺎﻱ ﺳﻨﺪ ﺳﻴﺎﺳﺖﻧﺎﻣﻪ ﻭ ﺣﻤﺎﻳﺖ ﺍﺯ ﻣﺠﺮﻱ‬
‫ﻭ ﻛﺎﺭﻓﺮﻣﺎ ﺑﺮ ﺍﺳﺎﺱ ﻣﻔﺎﺩ ﻧﻨﺘﺎﻳﺞ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‬
‫ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪.‬‬
‫ﻣﺴﺌﻮﻝ ﺍﻳﺠﺎﺩ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬
‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﺍﻣﺎ‬
‫ƒ ﻭﻇﺎﻳﻒ ﻋﻤﻮﻣﻲ ﻳﻚ ﻧﺎﻇﺮ‬
‫ƒ ﺑﺮﺭﺳﻲ ﺍﻳﻨﻜﻪ ﭘﺮﻭﮊﻩ ﺩﺭ ﻣﺴﻴﺮ ﺑﺮﻧﺎﻣﺔ ﺭﺍﻫﺒﺮﺩﻱ ﻛﺎﺭﻓﺮﻣﺎ ﺑﺎﻳﺪ‬
‫ﺩﺭ ﺍﻧﺘﺨﺎﺏ ﻭ‬
‫ﺣﺮﻛﺖ ﻣﻲﻛﻨﺪ ﻳﺎ ﺧﻴﺮ؟‬
‫ƒ ﺑﺮﺭﺳﻲ ﺑﻬﻨﮕﺎﻣﻲ ﻭ ﺳﺎﺯﮔﺎﺭﻱ ﺭﺍﻩﺣﻞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﻘﺎﺿﺎﻱ‬
‫ﺧﺪﻣﺎﺕ‬
‫ﺍﺯ ﻧﻈﺮ ﻓﻨﺎﻭﺭﻱ‬
‫ﺻﺤﻴﺢ ﺍﺯ‬
‫ƒ ﺑﺮﺭﺳﻲ ﺧﺮﻭﺟﻲﻫﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺯ ﻧﻈﺮ‬
‫ﻭﻱ ﺩﻗﺖ‬
‫ﻣﻄﺎﺑﻘﺖ ﺑﺎ ‪ INEAF‬ﻭ ﭼﺎﺭﭼﻮﺏ ﺗﻮﺍﻓﻖﺷﺪﻩ‬
‫ﻛﻨﺪ‪.‬‬
‫ﻣﺠﺮﻳﺎﻥ ﺑﺎﻳﺪ‬
‫ƒ ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﺍﺯ ﻃﺮﻑ ﻣﺠﺮﻱ‬
‫ﻧﺴﺒﺖ ﺑﻪ‬
‫ƒ ﻗﺎﺑﻠﻴﺖ ﺍﻧﺘﺨﺎﺏ ﭼﺎﺭﭼﻮﺏ ﻣﻨﺎﺳﺐ ﺑﺮ ﺍﺳﺎﺱ‬
‫ﻣﺮﺯﺑﻨﺪﻱ‬
‫ﻣﺴﺌﻠﻪ‬
‫ﻧﻴﺮﻭﻫﺎﻱ ﺧﻮﺩ‬
‫ƒ ﺍﻧﺘﺨﺎﺏ ﻭ ﺣﻔﻆ ﻋﺮﺽ ﻭ ﻋﻤﻖ ﻣﺤﺼﻮﻻﺕ‬
‫ﻭ ﺗﻘﺎﺿﺎﻱ‬
‫ﻣﻌﻤﺎﺭﻱ‬
‫ﺧﺪﻣﺎﺕ ﺍﺯ‬
‫ƒ ﺷﻨﺎﺧﺖ ﻭ ﺍﻧﺘﺨﺎﺏ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻣﻨﺎﺳﺐ ﻭ‬
‫ﻫﺮﻳﻚ ﺑﺎ‬
‫ﺭﺍﻩﺣﻞﻫﺎﻱ ﺧﺎﺹ‬
‫ƒ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺟﺎﻣﻌﻴﺖ )ﺑﻪ ﻣﻌﻨﺎﻱ ﺻﺤﺖ‪ ،‬ﺩﻗﺖ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻦ‬
‫ﻣﻬﺎﺭﺕﻫﺎ‬
‫ﻭ ﺳﺎﺯﮔﺎﺭﻱ ]‪ ([١٤‬ﺭﺍﻩﺣﻞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ‪.‬‬
‫ﺍﻗﺪﺍﻡ ﻛﻨﻨﺪ‪.‬‬
‫ﺑﺮﺍﻱ ﺍﻃﻼﻉ ﺍﺯ ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﻣﻨﺎﺳﺐ ﺑﺮﺍﻱ ﺣﻔﻆ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑـﻪ ﺑﺨـﺶ ﺳـﺎﺧﺘﺎﺭ‬
‫ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺟﺰﻭﺓ ﺁﻣﻮﺯﺷﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺗﻮﺳﻂ ﻛﻤﻴﺘـﺔ ﻓﻨـﻲ ﻣﻌﻤـﺎﺭﻱ‬
‫‪ / ٥٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺍﻃﻼﻋﺎﺕ ﺗﻬﻴﻪ ﺷﺪﻩ ﺍﺳﺖ ﻣﺮﺍﺟﻌﻪ ﻧﻤﺎﻳﻴﺪ ]‪ .[۱۱‬ﺑﺮ ﺍﺳﺎﺱ ﺍﻳﻦ ﺳﻨﺪ ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﻧﻤﻮﻧﻪ ﺑﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ‬
‫ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺩﺍﺭﺍﻱ ﻣﺸﺨﺼﺎﺕ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫ﺟﺎﻳﮕﺎﻩ ﺳﺎﺯﻣﺎﻧﻲ »ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ«‬
‫ﺟﺎﻳﮕﺎﻩ ﺳﺎﺯﻣﺎﻧﻲ »ﻣﺪﻳﺮﻳﺖ ﻫﺎﻱ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ« ﺩﺭ ﻃﻲ ﺩﻫﻪ ﺍﺧﻴﺮ ﺩﭼﺎﺭ ﺗﻐﻴﻴـﺮﺍﺕ ﺯﻳـﺎﺩﻱ‬
‫ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﻣﺠﻤﻮﻋﻪ ﻫﺎﻱ ﻓﻮﻕ ﻛﻪ ﺩﺭ ﺍﺑﺘﺪﺍ ﺑﻪ ﺻﻮﺭﺕ ﻭﺍﺣﺪﻫﺎﺋﻲ ﺧـﺪﻣﺎﺗﻲ ﻭ ﺯﻳـﺮ ﻧﻈـﺮ ﺑﺨـﺸﻬﺎﻱ‬
‫ﺶ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ‪ ،‬ﻛﻢ ﻛﻢ ﺍﺯ ﺣﺎﻟﺖ‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﻓﻨﻲ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺍﻳﺠﺎﺩ ﺷﺪﻧﺪ‪ ،‬ﺑﺎ ﮔﺴﺘﺮﺵ ﻛﺎﺭﺑﺮﺩ ﻭ ﻧﻘ ﹺ‬
‫ﻣﺪﻳﺮﻳﺘﻬﺎﻱ ﻋﻤﻠﻴﺎﺗﻲ ﺧﺎﺭﺝ ﺷﺪﻩ ﻭ ﺑﻪ ﺑﺎﻻﺗﺮﻳﻦ ﺳـﻄﺢ ﺩﺭ ﻧﻤﻮﺩﺍﺭﻫـﺎﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻣﻨﺘﻘـﻞ ﺷـﺪﻧﺪ ﺑـﻪ‬
‫ﻧﺤﻮﻳﻜﻪ ﺍﻣﺮﻭﺯﻩ »ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ« ﺟﺰﻭ ﻣﺪﻳﺮﻳﺖ ﻫﺎﻱ ﻋﺎﻟﻲ ﺳﺎﺯﻣﺎﻥ ﻣﺤﺴﻮﺏ ﺷﺪﻩ‬
‫ﻭ ﺯﻳﺮ ﻧﻈﺮ ﻣﺴﺘﻘﻴﻢ ﺭﻳﺎﺳﺖ ﺳﺎﺯﻣﺎﻥ ﻳﺎ ﻳﻜﻲ ﺍﺯ ﻣﻌﺎﻭﻧﺘﻬﺎﻱ ﻣﺮﺗﺒﻂ ﺑﺎ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻳﺎ ﻣﺎﻟﻲ ﻓﻌﺎﻟﻴﺖ ﻣﻲ‬
‫ﻛﻨﺪ‪» .‬ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ« ﻛﻪ ﻣﺴﺌﻮﻟﻴﺖ ﻣﺠﻤﻮﻋﻪ ﺭﺍ ﺑﺮ ﻋﻬﺪﻩ ﺩﺍﺭﺩ ﺟـﺰﻭ ﻣـﺪﻳﺮﺍﻥ ﻋـﺎﻟﻲ‬
‫ﺳﺎﺯﻣﺎﻥ ﻭ ﻫﻴﺌﺖ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺣﺴﺎﺏ ﻣﻲ ﺁﻳﺪ‪.‬‬
‫ﻣﺘﺄﺳﻔﺎﻧﻪ ﺩﺭ ﻛﺸﻮﺭ ﻣﺎ ﺍﻳﻦ ﻣﺠﻤﻮﻋﻪ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺟﺎﻳﮕﺎﻩ ﺳﺎﺯﻣﺎﻧﻲ ﻭﺍﻗﻌﻲ ﺧﻮﺩ ﺭﺍ ﭘﻴﺪﺍ ﻧﻜـﺮﺩﻩ ﻭ‬
‫ﻋﻤﻮﻣﹰﺎ ﻓﺎﻗﺪ ﻭﺟﻬﻪ ﻭ ﺍﺧﺘﻴﺎﺭﺍﺕ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻣﺎﻣﻮﺭﻳﺘﻬﺎﻱ ﺧﻮﺩ ﻫﺴﺘﻨﺪ‪ .‬ﻋﻼﻭﻩ ﺑﺮ ﺁﻥ ﻫﻨـﻮﺯ ﺷـﺎﻫﺪ‬
‫ﻧﮕﺮﺵ ﻫﺎﻱ ﻏﻠﻄﻲ ﻧﺴﺒﺖ ﺑﻪ ﻣﺎﻣﻮﺭﻳﺘﻬﺎﻱ ﺍﻳﻦ ﻣﺠﻤﻮﻋﻪ ﻫﺎ ﺑـﻮﺩﻩ ﻭ ﺣﺘـﻲ ﺩﺭ ﻃﺮﺍﺣـﻲ ﺳـﺎﺯﻣﺎﻧﻬﺎﻱ‬
‫ﺟﺪﻳﺪ ﻧﻴﺰ ﺟﺎﻳﮕﺎﻩ ﻣﻨﺎﺳﺒﻲ ﺑﺮﺍﻱ ﺍﻳﻦ ﻣﺠﻤﻮﻋﻪ ﺩﻳﺪﻩ ﻧﻤﻲ ﺷﻮﺩ‪.‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٥٧ /‬‬
‫ﺭﻳﺎﺳﺖ ﺳﺎﺯﻣﺎﻥ‬
‫ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋــﺎﺕ‬
‫ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋــﺎﺕ‬
‫ﻭﺍﺣﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳــﺘﺮﺍﺗﮋﻳﻚ ﻭ‬
‫ﺳﻴﺎﺳﺖ ﮔﺬﺍﺭﻱ‬
‫ﻭﺍﺣﺪ ﻋﻤﻠﻴﺎﺕ ﻭ ﻓﻨـﺎﻭﺭﻱ‬
‫ﻭﺍﺣﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻭﺍﺣﺪ ﺍﻣﻨﻴﺖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋــﺎﺕ‬
‫ﻭﺍﺣﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻣﺎﻟﻲ‬
‫ﻭﺍﺣﺪ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ‬
‫ﺷﻜﻞ ‪ ۴‐۲‬ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻤﻮﻧﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ »ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ«‬
‫ﺷﻜﻞ ‪ ۴‐۲‬ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﻧﻤﻮﻧﻪ »ﻣـﺪﻳﺮﻳﺖ ﺍﺭﺷـﺪ ﻓﻨـﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ« ﺩﺭ ﺳـﺎﺯﻣﺎﻧﻬﺎﻱ‬
‫ﻣﺪﺭﻥ ﺍﺳﺖ‪ .‬ﻫﻤﺎﻧﻄﻮﺭ ﻛﻪ ﺩﺭ ﺷﻜﻞ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺯﻳﺮ ﻧﻈﺮ‬
‫ﺷﻮﺭﺍﻱ ﺧﺎﺻﻲ ﺑﻪ ﻧﺎ ﹺﻡ »ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ« ﻓﻌﺎﻟﻴﺖ ﻣﻲ ﻛﻨـﺪ ﻛـﻪ ﻋﻬـﺪﻩ ﺩﺍﺭ ﻭﻇـﺎﻳﻔﻲ‬
‫ﻧﻈﻴﺮ ﺳﻴﺎﺳﺖ ﮔﺬﺍﺭﻱ ﻛﻼﻥ‪ ،‬ﺗﺼﻮﻳﺐ ﻃﺮﺣﻬﺎ‪ ،‬ﺣﻞ ﻭ ﻓﺼﻞ ﻣﺸﻜﻼﺕ ﺑﻴﻦ ﻣﻌﺎﻭﻧﺘﻬـﺎ ﻭ ﻏﻴـﺮﻩ ﺍﺳـﺖ‪.‬‬
‫»ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ« ﺯﻳﺮ ﻧﻈﺮ ﺍﻳﻦ ﺷﻮﺭﺍ ﻓﻌﺎﻟﻴﺖ ﻛﺮﺩﻩ ﻭ ﻣﺴﺘﻘﻴﻤﹰﺎ ﺑﻪ ﺭﻳﺎﺳـﺖ ﺳـﺎﺯﻣﺎﻥ‬
‫ﮔﺰﺍﺭﺵ ﻣﻲ ﺩﻫﺪ‪ .‬ﺗﺸﺮﻳﺢ ﻣﺨﺘﺼﺮ ﻭﻇﺎﻳﻒ ﻫﺮ ﻛﺪﺍﻡ ﺍﺯ ﻭﺍﺣﺪﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺑﺸﺮﺡ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ :‬ﺍﻳﻦ ﺷﻮﺭﺍ ﻋﻬﺪﻩ ﺩﺍﺭ ﻭﻇﺎﻳﻔﻲ ﭼﻮﻥ ﺗﺪﻭﻳﻦ ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪،‬‬
‫ﺳﻴﺎﺳﺖ ﮔﺬﺍﺭﻱ ‪ ،‬ﺗﻌﻴﻴﻦ ﺍﻭﻟﻮﻳﺖ ﻫﺎ‪ ،‬ﻫﺪﺍﻳﺖ ﻃﺮﺣﻬﺎﻱ ﺑﻴﻦ ﻣﻌﺎﻭﻧﺘﻲ ﻭ ﻧﻈﺎﺭﺕ ﺑﺮ ﻋﻤﻠﻜﺮﺩ ﻣـﺪﻳﺮﻳﺖ ﺍﺭﺷـﺪ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﻮﺩﻩ ﻭ ﺍﻋﻀﺎﻱ ﺁﻥ ﻣﺘﺸﻜﻞ ﺍﺯ ﻧﻤﺎﻳﻨﺪﮔﺎﻥ ﻛﻠﻴﻪ ﻣﺠﻤﻮﻋﻪ ﻫﺎﻱ ﺩﻳﮕﺮ ﺳﺎﺯﻣﺎﻥ ﻭ ﺗﻌﺪﺍﺩﻱ‬
‫‪ / ٥٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻣﺸﺎﻭﺭ ﺍﺳﺖ‪» .‬ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ« ﺑﻪ ﻋﻨﻮﺍﻥ ﺩﺑﻴﺮ ﺷﻮﺭﺍ ﺑﻮﺩﻩ ﻭ ﺭﻳﺎﺳﺖ ﺁﻥ ﺑﻪ ﺻﻮﺭﺕ ﭼﺮﺧﺸﻲ‬
‫ﻭ ﺳﺎﻻﻧﻪ ﺍﺳﺖ‪ .‬ﻳﻚ ﻧﻔﺮ ﺑﻪ ﭘﻴﺸﻨﻬﺎﺩ ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﺍﻃﻼﻋﺎﺗﻲ ﻣﻨﺸﻲ ﺟﻠﺴﺎﺕ ﻭ ﻫﻤﺎﻫﻨﮓ ﻛﻨﻨﺪﻩ ﺷﻮﺭﺍﺳﺖ‪.‬‬
‫ﻭﺍﺣﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻭ ﺳﻴﺎﺳﺖ ﮔﺬﺍﺭﻱ‪ :‬ﻭﻇﻴﻔﻪ ﻧﻈﺎﺭﺕ ﺑﺮ ﻋﻤﻠﻜﺮﺩ ﻣﺠﻤﻮﻋﻪ ﺑﻪ ﻟﺤﺎﻅ ﺗﻄﺎﺑﻖ ﺁﻥ ﺑﺎ‬
‫ﺍﻫﺪﺍﻑ‪ ،‬ﺭﺍﻫﺒﺮﺩﻫﺎ ﻭ ﺳﻴﺎﺳﺘﻬﺎﻱ ﺩﺭﺍﺯ ﻣﺪﺕ ﻣﺠﻤﻮﻋﻪ ﺑﺮ ﻋﻬﺪﻩ ﺍﻳﻦ ﻭﺍﺣﺪ ﺍﺳﺖ‪ .‬ﻋﻼﻭﻩ ﺑﺮﺁﻥ ﺍﻳﻦ ﻭﺍﺣـﺪ ﺑـﺮ‬
‫ﻧﺤﻮﻩ ﺗﻌﺎﻣﻞ ﻛﺎﺭﺑﺮﺍﻥ ﺳﻴﺴﺘﻤﻬﺎ ﻭ ﻣﻴﺰﺍﻥ ﺭﺿﺎﻳﺖ ﺁﻧﻬﺎ ﻧﻈﺎﺭﺕ ﻛﺮﺩﻩ ﻭ ﻧﺘﺎﻳﺞ ﺣﺎﺻﻠﻪ ﺭﺍ ﺑﺎ ﺁﻧﭽﻪ ﭘﻴﺶ ﺑﻴﻨـﻲ‬
‫ﺷﺪﻩ ﺑﻮﺩ ﻣﻲ ﺳﻨﺠﺪ‪ .‬ﺍﻳﻦ ﻭﺍﺣﺪ ﻫﻤﭽﻨﻴﻦ ﻭﻇﻴﻔﻪ ﺩﺍﺭﺩ ﺩﺭ ﺗﺪﻭﻳﻦ ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﺩﺭﺍﺯﻣﺪﺕ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻭ‬
‫ﺳﻴﺎﺳﺖ ﮔﺬﺍﺭﻱ ﻣﺠﻤﻮﻋﻪ ﺑﺎ ﺷﻮﺭﺍﻱ ﻋﺎﻟﻲ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻫﻤﻜﺎﺭﻱ ﻧﻤﺎﻳﺪ‪.‬‬
‫ﻭﺍﺣﺪ ﻋﻤﻠﻴﺎﺕ ﻭ ﻓﻨﺎﻭﺭﻱ‪ :‬ﺍﻳﻦ ﻭﺍﺣﺪ ﻭﻇﻴﻔﻪ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻛﺎﻣﻞ ﺍﺯ ﻓﻨﺎﻭﺭﻱ ﻫﺎﻱ ﺑﻪ ﻛﺎﺭﮔﺮﻓﺘﻪ ﺷـﺪﻩ ﺩﺭ ﺳـﻄﺢ‬
‫ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﺮ ﻋﻬﺪﻩ ﺩﺍﺭﺩ‪ .‬ﭼﻨﻴﻦ ﻭﺍﺣﺪﻱ ﺍﺯ ﺩﻭ ﺑﺨﺶ »ﺭﺍﻫﻨﻤﺎﺋﻲ ﻭ ﺍﻃﻼﻋﺎﺕ« ﻭ »ﭘﺸﺘﻴﺒﺎﻧﻲ ﻓﻨﻲ« ﺗﺸﻜﻴﻞ‬
‫ﻣﻲ ﺷﻮﺩ ﻛﻪ ﺧﺪﻣﺎﺗﻲ ﺑﺸﺮﺡ ﺯﻳﺮ ﺍﺭﺍﺋﻪ ﻣﻲ ﻛﻨﻨﺪ‪:‬‬
‫• ﺗﻌﻤﻴﺮ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺳﺨﺖ ﺍﻓﺰﺍﺭ‬
‫• ﻛﻨﺘﺮﻝ ﭘﻴﻜﺮﺑﻨﺪﻱ‬
‫• ﻧﺼﺐ ﻭ ﺭﺍﻩ ﺍﻧﺪﺍﺯﻱ ﻧﺮﻡ ﺍﻓﺰﺍﺭﻫﺎﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‬
‫• ﺧﺪﻣﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫• ﺧﺪﻣﺎﺕ ﻓﻨﻲ‬
‫• ﺍﺭﺗﻘﺎﺀ ﻭ ﺑﻪ ﺭﻭﺯ ﺭﺳﺎﻧﻲ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ‬
‫• ﻳﻜﭙﺎﺭﭼﻪ ﺳﺎﺯﻱ ﺳﻴﺴﺘﻤﻬﺎ‬
‫• ﻧﻈﺎﺭﺕ ﺑﺮ ﺍﻣﻨﻴﺖ ﺳﻴﺴﺘﻤﻬﺎ ﻭ ﺷﺒﻜﻪ ﻫﺎ‬
‫• ﺧﺪﻣﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﺩﺳﺘﺮﺳﻲ ﺭﺍﻩ ﺩﻭﺭ ﻛﺎﺭﺑﺮﺍﻥ‬
‫• ﻣﺪﻳﺮﻳﺖ ﺩﺍﺭﺍﺋﻴﻬﺎ‬
‫• ﺗﻮﺯﻳﻊ ﻧﺮﻡ ﺍﻓﺰﺍﺭﻫﺎ‬
‫• ﻛﻨﺘﺮﻝ ﺍﺯ ﺭﺍﻩ ﺩﻭﺭ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ‬
‫• ﻣﺪﻳﺮﻳﺖ ﺳﺮﻭﺭﻫﺎ‬
‫ﺍﻧﻮﺍﻉ ﻣﺨﺘﻠﻔﻲ ﺍﺯ ﺳﺮﻭﺭﻫﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺗﻲ ﻧﻈﻴﺮ ﭘﺴﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ‪ ،‬ﭼـﺎﭖ‪ ،‬ﺩﺳﺘﺮﺳـﻲ ﺑـﻪ‬
‫ﺍﻳﻨﺘﺮﻧﺖ‪ ،‬ﺭﻣﺰﮔﺬﺍﺭﻱ ﺭﻭﻱ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﻣﺪﻳﺮﻳﺖ ﻭﺏ ﺩﺭ ﺍﻳﻦ ﻭﺍﺣﺪ ﺑﻪ ﻛﺎﺭ ﮔﺮﻓﺘﻪ ﻣـﻲ ﺷـﻮﻧﺪ‪ .‬ﺧـﺪﻣﺎﺕ‬
‫ﻓﻮﻕ ﻋﻤﻮﻣﹰﺎ ﺑﻪ ﻛﻤﻚ ﭘﻴﻤﺎﻧﻜﺎﺭﻫﺎﻱ ﺑﻴﺮﻭﻧﻲ ﺍﺭﺍﺋﻪ ﻣﻲ ﺷﻮﻧﺪ‪.‬‬
‫ﻭﺍﺣﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ :‬ﺍﻳﻦ ﻭﺍﺣﺪ ﻋﻬﺪﻩ ﺩﺍﺭ »ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ«‪ ،‬ﭘﻴﺎﺩﻩ ﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﻫﺎ ﻭ‬
‫ﻧﻴﺰ ﻧﮕﻬﺪﺍﺭﻱ ﻭ ﺑﻪ ﺭﻭﺯ ﺭﺳﺎﻧﻲ ﺁﻧﻬﺎﺳﺖ‪ .‬ﻭﻇﻴﻔﻪ ﺑﺮﺭﺳﻲ ﻭ ﺍﻧﺘﺨﺎﺏ ﭼﺎﺭﭼﻮﺑﻬﺎﻱ ﻣﻌﻤـﺎﺭﻱ ﻣﻨﺎﺳـﺐ‪ ،‬ﺑـﻮﻣﻲ‬
‫ﺳﺎﺧﺘﻦ ﭼﺎﺭﭼﻮﺑﻬﺎﻱ ﻓﻮﻕ‪ ،‬ﺗﻬﻴﻪ ﺍﺑﺰﺍﺭﻫﺎﻱ ﻻﺯﻡ ﻭ ﺗﻬﻴﻪ ﻭ ﺍﻧﺘﺸﺎﺭ ﻣﺴﺘﻨﺪﺍﺕ ﻻﺯﻡ ﺑﺮ ﻋﻬﺪﻩ ﺍﻳﻦ ﻭﺍﺣﺪ ﺍﺳﺖ‪.‬‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٥٩ /‬‬
‫ﻭﺍﺣﺪ ﺍﻣﻨﻴﺖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ :‬ﻣﺰﺍﻳﺎﻱ ﺑﻴﺸﻤﺎﺭﻱ ﻛﻪ ﺍﺯ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒـﺎﻁ ﺑـﻴﻦ ﺳﻴـﺴﺘﻤﻬﺎﻱ ﻛـﺎﻣﭙﻴﻮﺗﺮﻱ‬
‫ﺣﺎﺻﻞ ﻣﻲ ﺷﻮﺩ‪ ،‬ﻫﻤﻮﺍﺭﻩ ﺗﻮﺍﻡ ﺑﺎ ﻫﺰﻳﻨﺔ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﺍﻣﻨﻴﺖ ﺩﺍﺩﻩ ﻫﺎ ﻧﻴﺰ ﺑﻮﺩﻩ ﺍﺳـﺖ‪ .‬ﺍﺯ ﺍﻳﻨـﺮﻭ ﻣـﺪﻳﺮﻳﺖ‬
‫ﺍﺭﺷﺪ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﻣﺴﺌﻮﻟﻴﺖ ﻣﺪﻳﺮﻳﺖ ﻛﻼﻥ ﻭ ﻧﻈﺎﺭﺕ ﺑﺮ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﺍﻣﻨﻴﺖ ﻓﻨـﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ ﺭﺍ‬
‫ﺑﺮ ﻋﻬﺪﻩ ﺩﺍﺭﺩ‪ .‬ﺍﻳﻦ ﻭﺍﺣﺪ ﻭﻇﻴﻔﻪ ﺩﺍﺭﺩ ﺍﻗﺪﺍﻡ ﺑﻪ ﺗﻬﻴﻪ ﻭ ﺍﻧﺘـﺸﺎﺭ ﺭﺍﻫﻨﻤﺎﻫـﺎﻱ ﻣﺮﺑـﻮﻁ ﺑـﻪ »ﺍﻣﻨﻴـﺖ ﻓﻨـﺎﻭﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ« ﻧﻤﻮﺩﻩ ﺑﺮ ﺣﺴﻦ ﺍﺟﺮﺍﻱ ﺁﻧﻬﺎ ﻧﻈﺎﺭﺕ ﻛﻨﺪ‪ .‬ﺍﺯ ﺟﻤﻠﻪ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﻣﻬﻢ ﺍﻳﻦ ﻭﺍﺣﺪ ﻣﻲ ﺗﻮﺍﻥ ﺑﻪ ﻣﻮﺍﺭﺩ‬
‫ﺯﻳﺮ ﺍﺷﺎﺭﻩ ﻛﺮﺩ‪:‬‬
‫• ﺗﺪﻭﻳﻦ ﺭﺍﻫﺒﺮﺩ ﺍﻣﻨﻴﺘﻲ ﻣﺠﻤﻮﻋﻪ‪ :‬ﺷﺎﻣﻞ ﺗﺪﻭﻳﻦ ﺍﻫﺪﺍﻑ ﺑﺮﻧﺎﻣﻪ ﺍﻣﻨﻴﺘﻲ ﻭ ﻓﺮﺻﺘﻬﺎﻱ ﻣﻤﻜﻦ‪.‬‬
‫• ﺗﺪﻭﻳﻦ ﺳﺎﺧﺘﺎﺭ ﺍﻣﻨﻴﺘﻲ ﺩﺭ ﺳﻄﺢ ﻣﻌﺎﻭﻧﺘﻬﺎ‪ :‬ﺍﻳﻦ ﺳﺎﺧﺘﺎﺭ ﺷﺎﻣﻞ ﺳﻴﺎﺳﺘﻬﺎ ﻭ ﺭﻭﺷﻬﺎﺋﻲ ﺍﺳـﺖ‬
‫ﻛﻪ ﺑﺎﻳﺪ ﺗﻚ ﺗﻚ ﻣﻌﺎﻭﻧﺘﻬﺎ ﺭﻋﺎﻳﺖ ﻧﻤﺎﻳﻨﺪ‪ .‬ﻣﻮﺍﺭﺩ ﻓﻮﻕ ﺍﺯ ﻃﺮﻳـﻖ »ﻛﺘﺎﺑﭽـﻪ ﻣـﺪﻳﺮﻳﺖ ﻣﻨـﺎﺑﻊ‬
‫ﺍﻃﻼﻋﺎﺗﻲ« ﻣﻨﺘﺸﺮ ﻣﻲ ﺷﻮﻧﺪ‪.‬‬
‫ﻲ ﺍﻣﻨﻴﺘﻲ ﺷﺎﻣﻞ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻛﻨﺘﺮﻟﻬـﺎ ﻫـﺴﺘﻨﺪ ﻛـﻪ ﺑﺎﻳـﺪ ﺩﺭ‬
‫• ﭼﺎﺭﭼﻮﺏ ﻓﻨﻲ‪ :‬ﻛﻨﺘﺮﻟﻬﺎﻱ ﻓﻨ ﹺ‬
‫ﺳﻄﺢ ﺳﻴﺴﺘﻤﻬﺎﻱ ﻛﺎﻣﭙﻴﻮﺗﺮﻱ ﻭ ﺷﺒﻜﻪ ﻫﺎ ﺭﻋﺎﻳﺖ ﺷﻮﻧﺪ ﺗـﺎ ﺁﻧﻬـﺎ ﺭﺍ ﺩﺭ ﺑﺮﺍﺑـﺮ ﺗﻬـﺎﺟﻢ ﻫـﺎﻱ‬
‫ﺍﻣﻨﻴﺘﻲ ﺣﻔﻆ ﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﻛﻨﺘﺮﻟﻬﺎ ﺩﺭ ﻃـﻲ ﻣﺮﺍﺣـﻞ ﻣﺮﺑـﻮﻁ ﺑـﻪ ﺍﻋﻄـﺎﺀ ﻣﺠﻮﺯﻫـﺎ ﻭ ﺍﺧﺘﻴـﺎﺭﺍﺕ‬
‫ﺳﻴﺴﺘﻤﻬﺎ ﺍﻋﻤﺎﻝ ﻣﻲ ﺷﻮﻧﺪ‪ .‬ﻋﻼﻭﻩ ﺑﺮﺁﻥ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺍﻣﻨﻴﺘﻲ ﻣﺠﻤﻮﻋﻪ‪ ،‬ﺑﻪ ﻋﻨﻮﺍﻥ ﺑﺨﺸﻲ ﺍﺯ‬
‫ﻓﺮﺁﻳﻨﺪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺸﺨﺺ ﻣﻲ ﺷﻮﺩ‪.‬‬
‫• ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﻣﻨﻴﺖ‪ :‬ﺩﺭ ﻃـﻲ ﺍﻳـﻦ ﺑﺮﻧﺎﻣـﻪ ﻫـﺎ ﺍﻗـﺪﺍﻡ ﺑـﻪ ﺑﺮﺭﺳـﻲ ﻭ ﺷﻨﺎﺳـﺎﺋﻲ‬
‫ﺭﻳﺴﻜﻬﺎﻱ ﻣﻮﺟﻮﺩ ﺷﺪﻩ ﻭ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﺳﻴﺎﺳﺖ ﻫﺎ ﻭ ﻛﻨﺘﺮﻟﻬﺎﻱ ﻻﺯﻡ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﻣﻲ ﺷﻮﺩ‪.‬‬
‫ﻋﻼﻭﻩ ﺑﺮﺁﻥ ﺑﺮﻧﺎﻣﻪ ﻫﺎﺋﻲ ﺑﺮﺍﻱ ﻛﻨﺘﺮﻝ ﻭ ﻧﻈﺎﺭﺕ ﺑﺮ ﺍﻳﻦ ﺳﻴﺎﺳﺘﻬﺎ ﻭ ﻛﻨﺘﺮﻝ ﺗـﺪﻭﻳﻦ ﻭ ﻣﻴـﺰﺍﻥ‬
‫ﺍﺛﺮﺑﺨﺸﻲ ﺁﻧﻬﺎ ﺳﻨﺠﻴﺪﻩ ﻣﻲ ﺷﻮﺩ ﺗﺎ ﻧﻘﺎﻁ ﺿﻌﻒ ﺁﻧﻬﺎ ﻣﺸﺨﺺ ﮔﺮﺩﺩ‪.‬‬
‫ﻭﺍﺣﺪ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻣﺎﻟﻲ ﻭ ﻛﻨﺘﺮﻝ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ‪ :‬ﻭﻇﻴﻔﺔ ﺍﻳﻦ ﻭﺍﺣﺪ ﺗـﺪﻭﻳﻦ ﻳـﻚ ﺭﺍﻫﺒـﺮﺩ ﺩﺭﺍﺯ ﻣـﺪﺕ ﺩﺭ‬
‫ﺯﻣﻴﻨﻪ »ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻣﺎﻟﻲ ﻭ ﻛﻨﺘﺮﻝ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ‪ «١‬ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻭ ﺍﺭﺍﺋﻪ ﺭﻭﺷﻲ ﻣﺪﻭﻥ ﺑﺮﺍﻱ ﻓﺮﺁﻳﻨﺪ‬
‫ﺑﻮﺩﺟﻪ ﺍﺳﺖ‪.‬‬
‫ﻭﺍﺣﺪ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ‪ :‬ﻫﺪﻑ ﺍﻳﻦ ﻭﺍﺣﺪ ﻧﻈﺎﺭﺕ ﺑﺮ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﻣﺠﻤﻮﻋﻪ ﻭ ﺳـﻌﻲ ﺩﺭ ﺗـﺪﻭﻳﻦ ﺭﻭﺷـﻬﺎﻱ‬
‫ﺟﺪﻳﺪ ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻭ ﺍﺗﻮﻣﺎﺗﻴﻚ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺩﻳﮕﺮ ﺍﺳﺖ‪.‬‬
‫‪ .۶ .۲‬ﺯﻣﺎﻥﺑﻨﺪﻱ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺑﻪ ﭼﻪ ﺗﺮﺗﻴﺐ ﺍﺳﺖ؟‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻨﻜﻪ ﺯﻣﺎﻥ ﻣﺆﺛﺮ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻳﻚ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻄﻠﻮﺏ ﺑﻴﻦ ‪ ۶‬ﺗـﺎ ‪ ۸‬ﻣـﺎﻩ ﺩﺭ ﻣﻨـﺎﺑﻊ‬
‫ﻣﺨﺘﻠﻒ ﻋﻨﻮﺍﻥ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺗﻮﺻﻴﻪ ﻣﻲﺷﻮﺩ ﺯﻣﺎﻥ ﺭﺳﻤﻲ ﻗﺮﺍﺭﺩﺍﺩﻫﺎ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺍﺯ‬
‫)‪1. Capital Palnning and Investment Control(CPIC‬‬
‫‪ / ٦٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻼ ﺯﻣﺎﻥ ﺍﺟـﺮﺍ ﺩﺳـﺖﻛـﻢ ﺗـﺎ‬
‫ﺍﻳﻦ ﺣﺪ ﺗﺠﺎﻭﺯ ﻧﻨﻤﺎﻳﺪ‪ .‬ﭼﺮﺍﻛﻪ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﺸﻜﻼﺕ ﺟﺎﺭﻱ ﺩﺭ ﻛﺸﻮﺭ ﻋﻤ ﹰ‬
‫‪ %۵۰‬ﺍﻓﺰﺍﻳﺶ ﺧﻮﺍﻫﺪ ﻳﺎﻓﺖ‪ .‬ﻟﺬﺍ ﺩﺭ ﺻﻮﺭﺗﻴﻜﻪ ﺯﻣﺎﻥ ﻣﻔﺮﻭﺽ ﭘﺮﻭﮊﻩ ﺑﻴﺶ ﺍﺯ ‪ ۶‬ﺗﺎ ‪ ۸‬ﻣﺎﻩ ﺗـﺼﻮﺭ ﺷـﻮﺩ‪،‬‬
‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩ ﺑﻴﺶ ﺍﺯ ﻳﻚ ﺳﺎﻝ ﺑﻪ ﻃﻮﻝ ﺍﻧﺠﺎﻣﺪ ﻭ ﺍﻳﻦ ﺑﻪ ﻫﻴﭻﻭﺟﻪ ﻧﺸﺎﻧﺔ ﺧﻮﺑﻲ ﻧﻴﺴﺖ‪.‬‬
‫ﺩﺭ ﺻﻮﺭﺗﻲﻛﻪ ﺑﻨﺎ ﺑﻪ ﺷﺮﺍﻳﻂ ﺧﺎﺹ ﺳﺎﺯﻣﺎﻧﻲ ﺯﻣﺎﻥ ﺑﻴﺸﺘﺮﻱ ﻣﻮﺭﺩ ﻧﻈﺮ ﺑﺎﺷﺪ ﺑﻬﺘﺮ ﺍﺳـﺖ ﺳـﺎﺯﻣﺎﻥ ﺑـﻪ‬
‫ﭼﻨﺪ ﺑﺨﺶ ﻣﺠﺎﺯﻱ ﺷﻜﺴﺘﻪ ﺷﻮﺩ ﺗﺎ ﻛﺎﺭﻫﺎ ﺑﻪ ﺻﻮﺭﺕ ﻣﻮﺍﺯﻱ ﺍﺟﺮﺍ ﺷﻮﺩ‪.‬‬
‫ﺑﺮﺧﻲ ﺍﺯ ﺭﺧﺪﺍﺩﻫﺎ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ ﻛﻪ ﻧﻘﺶ ﻣﻬﻤﻲ ﺩﺭ ﺗﻮﻟﻴـﺪ‪ ،‬ﺗﻮﺳـﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷـﺖ ﻣﺆﻟﻔـﻪﻫـﺎ ﺍﻳﻔـﺎ‬
‫ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﺭﺧﺪﺍﺩﻫﺎ ﻭ ﻧﺘﺎﻳﺞ ﺁﻥﻫﺎ ﺩﺭ ﻓﻬﺮﺳﺖ ﺯﻳـﺮ ﺩﺭﺝ ﺷـﺪﻩﺍﻧـﺪ )ﺫﻛـﺮ ﻋﻜـﺲﺍﻟﻌﻤـﻞ‬
‫ﻣﻨﺎﺳﺐ ﺩﺭ ﻗﺒﺎﻝ ﻫﺮ ﻳﻚ ﺍﺯ ﺍﻳﻦ ﺭﺧﺪﺍﺩﻫﺎ ﻭ ﺗﻮﺻﻴﻒ ﺩﻗﻴﻖﺗﺮ ﺧﻮﺩ ﺍﻳﻦ ﺭﺧﺪﺍﺩﻫﺎ ﺍﺯ ﻭﻇﺎﻳﻒ ﺗﻴﻢ ﻣﺠﺮﻱ‬
‫ﺩﺭ ﺯﻣﺎﻥ ﺗﻬﻴﺔ ﻣﺆﻟﻔﺔ ﻧﻈﺎﻡ ﻧﮕﻬﺪﺍﺷﺖ ﺍﺳﺖ(‪:‬‬
‫‪۱‬ـ ﺍﻋﻼﻡ ﻭﺿﻌﻴﺖ ﺟﺪﻳﺪ ﺑﻮﺩﺟﻪ‪ :‬ﻟﺰﻭﻡ ﺑﺎﺯﻧﮕﺮﻱ ﺩﺭ ﻃـﺮﺡ ﮔـﺬﺍﺭ ﻭ ﺑﺮﻧﺎﻣـﻪﻫـﺎﻱ ﻧﮕﻬﺪﺍﺷـﺖ ﻓﻨـﺎﻭﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ‪.‬‬
‫‪۲‬ـ ﭘﺎﻳﺎﻥ ﻳﻚ ﺩﻭﺭﻩ ﺍﺯ ﺑﺮﻧﺎﻣﺔ ﺭﺍﻫﺒﺮﺩﻱ ﺳﺎﺯﻣﺎﻥ‪ :‬ﺗﺴﺮﻳﻊ ﺩﺭ ﺍﺗﻤﺎﻡ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺩﺭ ﺩﺳـﺖ ﺍﺟـﺮﺍ ﻭ ﻋـﺪﻡ‬
‫ﺁﻏﺎﺯ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺑﻌﺪﻱ‪.‬‬
‫‪۳‬ـ ﺍﻧﺘﺸﺎﺭ ﻧﺴﺨﺔ ﺟﺪﻳﺪﻱ ﺍﺯ ﺑﺮﻧﺎﻣﺔ ﺭﺍﻫﺒﺮﺩﻱ ﺳﺎﺯﻣﺎﻥ‪ :‬ﺑﺮﺭﺳﻲ ﻣﻴﺰﺍﻥ ﺗـﺄﺛﻴﺮ ﺩﺭ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﻭ‬
‫ﺑﻬﻨﮕﺎﻡﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺮ ﺍﺳﺎﺱ ﺁﻥ‪.‬‬
‫‪۴‬ـ ﻣﻨﺴﻮﺥ ﺷﺪﻥ ﻳﻚ ﻓﻨﺎﻭﺭﻱ‪ :‬ﻣﻄﺎﻟﻌﺔ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺟﺎﻳﮕﺰﻳﻦ ﻭ ﺑﺮﺭﺳـﻲ ﻣﻴـﺰﺍﻥ ﺗﻐﻴﻴـﺮﺍﺕ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺩﺭ ﺻﻮﺭﺕ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﻨﺎﻭﺭﻱﻫـﺎﻱ ﺟـﺎﻳﮕﺰﻳﻦ )ﺍﻳـﻦ ﻛـﺎﺭ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺑـﻪ‬
‫ﭘﻴﻤﺎﻥﻛﺎﺭ ﺳﭙﺮﺩﻩ ﺷﻮﺩ‪(.‬‬
‫‪ .۷ .۲‬ﭼﻪ ﻗﻮﺍﻋﺪﻱ ﺑﺮ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﺣﺎﻛﻢ ﺍﺳﺖ؟‬
‫ﺑﺮﺧﻲ ﺍﺯ ﻗﻮﺍﻋﺪ ﺣﺎﻛﻢ ﺑﺮ ﺗﻮﻟﻴﺪ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻣﺆﻟﻔﻪﻫﺎ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﻫﺮ ﻣﺆﻟﻔﻪ ﻳﻚ ﺧﺮﻭﺟﻲ ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ ﺍﺯ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ‪ .‬ﺑﺎ ﺍﻳﻦﺣﺎﻝ ﻣﺠﺮﻱ ﻣﺠﺒـﻮﺭ ﺑـﻪ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻋﻨﺎﻭﻳﻦ ﻣﺸﺎﺑﻪ ﺑﺎ ﺁﻥﭼﻪ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﺑﻜﺎﺭ ﮔﺮﻓﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﻧﻴﺴﺖ‪.‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﺑﺎﻳﺪ ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﺗﻬﻴﻪ ﺷﻮﺩ ﻛﻪ ﻣﺠﺮﻳﺎﻥ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻧﺮﻡﺍﻓﺰﺍﺭﻱ ﺑﺘﻮﺍﻧﻨﺪ ﺍﺯ ﻣﺠﻤﻮﻋـﺔ‬
‫ﺧﺮﻭﺟﻲﻫﺎﻱ ﺁﻥ )ﺑﺪﻭﻥ ﻧﻴﺎﺯ ﺑﻪ ﮔﺮﺩﺁﻭﺭﻱ ﻣﺠﺪﺩ ﺍﻃﻼﻋﺎﺕ( ﺳﻨﺪ ‪ Vision‬ﻣﺮﺑﻮﻁ ﺑﻪ ‪ RUP‬ﺭﺍ ﺗﻬﻴﻪ ﻛﻨﻨﺪ‪.‬‬
‫ﺍﻳﻦ ﻗﺎﻋﺪﻩ ﺑﻪ ﺁﻥ ﻣﻌﻨﻲ ﻧﻴﺴﺖ ﻛﻪ ﻣﺠﺮﻳﺎﻥ ﻣﺠﺒﻮﺭ ﺑﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺘـﺪﻭﻟﻮﮊﻱ ‪ RUP‬ﻫـﺴﺘﻨﺪ ﺑﻠﻜـﻪ ﺗﻨﻬـﺎ‬
‫ﻣﻌﻴﺎﺭﻱ ﺑﺮﺍﻱ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺟﺎﻣﻊ ﻭ ﻣﺎﻧﻊ ﺑﻮﺩﻥ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﺑﻪﺩﺳﺖ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﻣﺆﻟﻔﺔ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺑﻪ ﻣﻌﻤﺎﺭﻱ ﺗﻔﺼﻴﻠﻲ ﻧﻤﻲﭘﺮﺩﺍﺯﺩ ﺑﻠﻜﻪ ﺗﻨﻬﺎ ﺑﻪ ﺗﻮﺻﻴﻒ ﺳﻄﺢ ﺑﺎﻻﻱ ﺍﺭﺗﺒﺎﻃﺎﺗﻲ ﻛﻪ‬
‫ﻻﺯﻡ ﺍﺳﺖ ﺩﺭ ﻣﻀﻤﻮﻥ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻈﺮ ﻣﻨﻈﻮﺭ ﺷﻮﺩ ﻭ ﻭﺍﺳﻂﻫﺎﻱ ﻻﺯﻡ ﺑـﺮﺍﻱ‬
‫ﻓﺼﻞ ﺩﻭﻡ‪ :‬ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ‪٦١ /‬‬
‫ﺑﺮﻗﺮﺍﺭ ﺁﻥ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺍﺷﺎﺭﻩ ﻣﻲﻛﻨﺪ‪ .‬ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻻﺯﻡ ﺍﺳﺖ ﻳﻚ ﻳـﺎ‬
‫ﭼﻨﺪ ﭘﺮﻭﮊﺓ ﺩﻳﮕﺮ ﺗﻌﺮﻳﻒ ﺷﻮﺩ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻨﺎﺑﻪ ﺗﻮﺍﻓﻖ ﺗﻮﺳﻂ ﻣﺠـﺮﻱ ﭘـﺮﻭﮊﺓ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺭ‬
‫ﻃﺮﺡ ﮔﺬﺍﺭ ﺗﻌﺮﻳﻒ ﺷﻮﻧﺪ‪.‬‬
‫‪ .۸ .۲‬ﺿﻤﻴﻤﺔ ﺍﻟﻒ‪ :‬ﺳﻄﻮﺡ ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﻔﺎﺩﺓ ﻣﺠﺪﺩ ﺑﺮﺍﺳﺎﺱ ﻣﻌﻤﺎﺭﻱ ﻣﺆﻟﻔﻪـ ﻣﺤﻮﺭ ﺧﺪﻣﺖـﮔﺮﺍ‬
‫ﻣﻌﻤﺎﺭﻱ ﻣﺆﻟﻔﻪـ ﻣﺤﻮﺭ ﺧﺪﻣﺖـ ﮔﺮﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻱ ﺩﺭ ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳـﻌﺔ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺭ‬
‫ﺟﻬﺎﻥ ﻣﻮﺭﺩ ﭘﺬﻳﺮﺵ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻣﻌﻤﺎﺭﻱ ﻫـﻢ ﺩﺭ ﻣـﺘﻦ ﺳـﻨﺪ ﺍﺻـﻠﻲ ﭼـﺎﺭﭼﻮﺏ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻣﻠﻲ ﺩﺍﻧﻤﺎﺭﻙ ﺗﻮﺻﻴﻪ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﻫﻢ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻜـﻲ ﺍﺯ ﻣـﺴﺘﻨﺪﺍﺕ ﺟـﺎﻧﺒﻲ ﺩﺭ ﭼـﺎﺭﭼﻮﺏ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ ﺩﺭ ﺁﻣﺮﻳﻜﺎ ﻣﻌﺮﻓﻲ ﺷﺪﻩ ﺍﺳـﺖ‪ .‬ﺟـﺪﻭﻝ ‪ ۳‐۲‬ﺑـﻪ ﺳـﻄﻮﺡ ﻣﺨﺘﻠـﻒ ﻗﺎﺑﻠﻴـﺖ‬
‫ﺍﺳﺘﻔﺎﺩﺓ ﻣﺠﺪﺩ ﺍﺯ ﻣﺆﻟﻔﻪﻫﺎ ﺍﺷﺎﺭﻩ ﻣﻲﮐﻨﺪ‪ .‬ﺑﺮ ﺍﺳﺎﺱ ﺍﻳﻦ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‪ ،‬ﺳﻄﻮﺡ ﻗﺎﺑﻠﻴﺖ ﺍﺳـﺘﻔﺎﺩﺓ ﻣﺠـﺪﺩ ﺍﺯ‬
‫ﻣﺆﻟﻔﻪﻫﺎ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﻫﺴﺘﻨﺪ ﻛﻪ ﺳﻄﺢ ﻣﻮﺭﺩ ﻧﻈﺮ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﺑﻪ ﺭﻧﮓ ﺧﺎﻛﺴﺘﺮﻱ ﻧﻤﺎﻳﺶ ﺩﺍﺩﻩ ﺷـﺪﻩ‬
‫ﺍﺳﺖ‪ .‬ﺷﺪﺕ ﺭﻧﮓ ﺧﺎﻛﺴﺘﺮﻱ‪ ،‬ﻣﻴﺰﺍﻥ ﻋﻼﻗﻪﻣﻨﺪﻱ ﺳﻨﺪ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺑﻪ ﻣﺆﻟﻔﻪ ﺭﺍ ﻧـﺸﺎﻥ ﻣـﻲﺩﻫـﺪ‪.‬‬
‫ﺑﺪﻳﻬﻲ ﺍﺳﺖ ﻛﻪ ﺍﻳﻦ ﻣﺪﻝ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﺪﻝ ﻣﺮﺟﻊ ﺑﺨﻮﺩﻱ ﺧـﻮﺩ ﻻﺯﻡ ﺍﺳـﺖ ﺑـﻮﻣﻲﺳـﺎﺯﻱ ﺷـﻮﺩ‬
‫]‪.[15‬‬
‫ﺟﺪﻭﻝ ‪ ٣‐٢‬ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻗﺎﺑﻞ ﺗﻌﺮﻳﻒ ﺩﺭ ﻳﻚ ﻣﻌﻤﺎﺭﻱ ﻣﺆﻟﻔﻪـ ﻣﺤﻮﺭ ﺧﺪﻣﺖـ ﮔﺮﺍ‬
‫ﺳﻄﺢ‬
‫ﺗﻌﺮﻳﻒ‬
‫ﻣﺆﻟﻔـــ ـﺔ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﺘﻌﺎﻣﻞ ﺳﻴﺴﺘﻤﻲ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺭﻓﻊ ﻧﻴﺎﺯ ﭼﻨﺪﻳﻦ‬
‫ﻛﺴﺐﻭﻛﺎﺭ ﻛﺎﺭﺑﺮ ﻧﻬـﺎﻳﻲ ﺩﺭ ﺳـﺎﺯﻣﺎﻥﻫـﺎﻱ ﻣﺨﺘﻠـﻒ ﺑـﻪ ﺻـﻮﺭﺕ ﻣـﺸﺘﺮﻙ ﺍﺳـﺘﻔﺎﺩﻩ‬
‫ﺍﺷﺘﺮﺍﻛﻲ ﻣﻲﺷﻮﻧﺪ‪.‬‬
‫ﺳــــﺎﻣﺎﻧﺔ‬
‫ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﺘﻌﺎﻣﻞ ﻛﺴﺐﻭﻛﺎﺭ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﺭﺍﺋـﺔ ﺭﺍﻩﺣﻠـﻲ‬
‫ﻣﺆﻟﻔــﻪﺍﻱ‬
‫ﺑﺮﺍﻱ ﻳﻚ ﻣﺴﺌﻠﺔ ﻛﺎﺭﻱ ﻣﺠﺘﻤﻊ ﻣﻲﺷﻮﻧﺪ‪.‬‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﺑﻴﺎﻧﮕﺮ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻳﻚ ﻣﻔﻬﻮﻡ‪ ،‬ﺧﺪﻣﺖ ﻳﺎ ﻓﺮﺁﻳﻨﺪ ﻣﺴﺘﻘﻞ ﻛﺴﺐﻭﻛﺎﺭ ﺍﺳـﺖ‬
‫ﻛﻪ ﺷﺎﻣﻞ ﻫﻤﺔ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﻮﺻﻴﻒ‪ ،‬ﭘﻴـﺎﺩﻩﺳـﺎﺯﻱ ﻭ ﺍﺳـﺘﻘﺮﺍﺭ‬
‫ﻣﺆﻟﻔـــ ـﺔ‬
‫ﻳﻚ ﻣﻔﻬﻮﻡ ﻛﺴﺐﻭﻛﺎﺭ ﻳﻚ ﻋﻨﺼﺮ ﻣﺴﺘﻘﻞ ﺑـﺎ ﻗﺎﺑﻠﻴـﺖ ﺍﺳـﺘﻔﺎﺩﺓ ﻣﺠـﺪﺩ ﺍﺯ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻳﻚ ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ ﺑﺰﺭﮒ ﻣﻲﺷﻮﺩ‪ .‬ﭼﻨﻴﻦ ﻣﺆﻟﻔﻪﺍﻱ ﻳﻚ ﺯﺑﺎﻥ ﻣـﺸﺘﺮﻙ‬
‫ﺩﺭ ﭼﺮﺧﻪ ﺣﻴﺎﺕ ﻭ ﻻﻳﻪﻫﺎﻱ ﺗﻮﺯﻳﻊ‪ ،‬ﺍﻳﺠﺎﺩ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﻴﺰﺍﻥ‬
‫ﺑﺎﺯﮔﺸﺖ‬
‫ﺳﺮﻣﺎﻳﻪ‬
‫ﺑﺎﻻ‬
‫ﺑﺎﻻ‬
‫ﻣﺘﻮﺳﻂ‬
‫‪ / ٦٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺳﻄﺢ‬
‫ﺗﻌﺮﻳﻒ‬
‫ﻳﻚ ﻋﻨﺼﺮ ﻧﺮﻡﺍﻓﺰﺍﺭﻱ ﻛﻪ ﺩﺭ ﺯﻣﺎﻥ ﺍﺟﺮﺍ ﺍﺯ ﻃﺮﻳﻖ ﻳـﻚ ﻭﺍﺳـﻂ ﻣـﺸﺨﺺ‬
‫ﻣﺆﻟﻔـــ ـﺔ‬
‫ﻓﺮﺍﺧﻮﺍﻧﻲ ﺷﻮﺩ ﻭ ﻭﺍﺳﻂ ﺁﻥ ﻭ ﺑﻪﻃﻮﺭ ﺻﺮﻳﺢ ﺍﺯ ﭘﻴﺎﺩﻩﺳﺎﺯﻱﺍﺵ ﻣﺠـﺰﺍ ﺷـﺪﻩ‬
‫ﺗﻮﺯﻳﻊﺷﺪﻩ‬
‫ﺍﺳﺖ‪ .‬ﭼﻨﻴﻦ ﻣﺆﻟﻔﻪﺍﻱ ﺑﻄﻮﺭ ﻣﺴﺘﻘﻞ ﻗﺎﺑﻞ ﺍﺳﺘﻘﺮﺍﺭ ﺍﺳﺖ‪.‬‬
‫ﻛﻼﺳﻲ ﺩﺭ ﻳﻚ ﺯﺑﺎﻥ ﺑﺮﻧﺎﻣﻪﻧﻮﻳﺴﻲ ﺷﺊﮔﺮﺍ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﻣﺆﻟﻔﻪﻫﺎﻱ‬
‫ﻛــــﻼﺱ‬
‫ﻗﺎﺑﻞ ﺗﻮﺯﻳﻊ‪ ،‬ﻧﻮﺷﺘﻪ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﺳﻄﺢ ﻭﺍﻗﻌﹰﺎ ﺳﻄﺤﻲ ﺍﺯ ﻣﺆﻟﻔﻪﻫﺎ ﻧﻴﺴﺖ‬
‫ﺯﺑﺎﻥ‬
‫ﻭ ﺗﻨﻬﺎ ﻣﺮﺯ ﭘﺎﻳﻴﻦ ﺁﻥ ﺭﺍ ﻣﻌﻴﻦ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﻴﺰﺍﻥ‬
‫ﺑﺎﺯﮔﺸﺖ‬
‫ﺳﺮﻣﺎﻳﻪ‬
‫ﭘﺎﻳﻴﻦ‬
‫ﺑﺴﻴﺎﺭ‬
‫ﭘﺎﻳﻴﻦ‬
‫‪ .۹ .۲‬ﺿﻤﻴﻤﺔ ﺏ‪ :‬ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ‬
‫ﺍﻳﻦ ﻣﺪﻝ ﺑﻪ ﺗﺸﺮﻳﺢ ﺟﻨﺒﻪﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﻛﺴﺐﻭﻛﺎﺭ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﻣﺪﻝ ﭘﻮﺭﺗﺮ ﺭﻭﺷﻲ‬
‫ﺑﺮﺍﻱ ﺣﺼﻮﻝ ﺍﻃﻤﻴﻨﺎﻥ ﺍﺯ ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﻳﻚ ﻧﮕﺎﻩ ﺟﺎﻣﻊ ﻭ ﻣﺎﻧﻊ ﺑﻪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺍﺯ ﻃﺮﻑ ﺩﻳﮕﺮ ﺍﻳﻦ ﻣﺪﻝ ﺑﻪ ﻣﺎ ﻣﻲﺁﻣﻮﺯﺩ ﻛﻪ ﭼﮕﻮﻧﻪ ﺑﺨﺶﻫﺎﻳﻲ ﺍﺯ ﻳـﻚ ﻓﺮﺁﻳﻨـﺪ ﺭﺍ ﻛـﻪ ﺍﺭﺗﺒـﺎﻃﻲ ﺑـﺎ‬
‫ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﺍﺻﻠﻲ ﺁﻥ ﻧﺪﺍﺷﺘﻪ ﻭ ﺗﻨﻬﺎ ﺟﻨﺒﺔ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺩﺍﺭﻧﺪ ﺍﺯ ﺑﺨﺸﻬﺎﻱ ﺍﺻﻠﻲ ﺁﻥ ﺟﺪﺍ ﻛﻨـﻴﻢ‪ .‬ﺍﻳـﻦ‬
‫ﻣﺴﺌﻠﻪ ﺍﺯ ﺁﻥﺟﺎ ﺍﻫﻤﻴﺖ ﺩﺍﺭﺩ ﻛﻪ ﺑﺮﺍﻱ ﺑﺨﺶﻫﺎﻱ ﭘﺸﺘﻴﺒﺎﻧﻲ‪ ،‬ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋـﺎﺗﻲ ﻋﻤـﻮﻣﻲ ﻭﺟـﻮﺩ‬
‫ﺩﺍﺭﻧﺪ ﺍﻣﺎ ﺍﻛﺜﺮ ﻓﺮﺁﻳﻨﺪﻫﺎﻳﻲ ﻛﻪ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﺍﺻﻠﻲ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣـﻲﺩﻫﻨـﺪ ﻧﻴـﺎﺯ ﺑـﻪ ﻃﺮﺍﺣـﻲ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺗﺨﺼﺼﻲ ﻓﺮﺍﻭﺍﻥ ﺩﺍﺭﻧﺪ‪ .‬ﺷﻜﻞ ‪ ۵‐۲‬ﭼﺎﺭﭼﻮﺏ ﻛﻠﻲ ﻣﺪﻝ ﭘﻮﺭﺗﺮ ﺭﺍ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ ]‪.[16‬‬
‫ﺷﻜﻞ ‪ ۵‐۲‬ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ‬
٦٣ / ‫ ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ‬:‫ﻓﺼﻞ ﺩﻭﻡ‬
‫ ﻓﻬﺮﺳﺖ ﻣﻨﺎﺑﻊ‬.۱۰ .۲
1. O’Rourke, Carol and Neal Fishman. Enterprise Architecture Using the
Zachman Framework. Course Technology. March 24, 2003.
2. Booch, Grady. Object-Oriented Analysis and Design with Applications.
Addison-Wesley Pub Co. 1993.
3. Architecture and Infrastructure Committee, Federal Chief Information
Officers Council. Service Component-Based Architectures,Version 2.0.
June 2004
‫ ﭼـﺎﺭﭼﻮﺏ ﻣﻠـﻲ ﻣﻌﻤـﺎﺭﻱ‬.‫ ﺩﺑﻴﺮﺧﺎﻧﺔ ﺷﻮﺭﺍﻱﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳـﺎﻧﻲ‬،‫ﻛﻤﻴﺘﺔ ﻓﻨﻲ ﻣﻌﻤﺎﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
.١٣٨٤ ‫ ﺩﻱﻣﺎﻩ‬.‫ ﺳﻨﺪ ﻣﻌﺮﻓﻲ ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ‬،‫ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
.٤
5. http://wp.netscape.com/eng/ssl3/
6. www.rational.com/products/rup/index.jsp
7. www.ieee.org
8. Davenport, T.H. Putting the Enterprise into the Enterprise System.
Harvard Business Review, July-August, 121-131. 1998.
9. www.opengroup.org/architecture/adml/adml_home.htm
10. DoD architecture Framework Woring Group. DoD Architecture
Framework, Version 1.0. Department of Defense, USA. 30 Aguest 2003.
‫ ﺧﻼﺻـﺔ ﻣﻄﺎﻟـﺐ ﺳـﻤﻴﻨﺎﺭ‬.‫ ﺩﺑﻴﺮﺧﺎﻧﺔ ﺷﻮﺭﺍﻱﻋﺎﻟﻲ ﺍﻃﻼﻉﺭﺳﺎﻧﻲ‬،‫ ﻛﻤﻴﺘﺔ ﻓﻨﻲ ﻣﻌﻤﺎﺭﻱ ﺍﻃﻼﻋﺎﺕ‬.١١
.١٣٨٣ .‫ﺁﻣﻮﺯﺷﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
12. Office of CIO, U.S Department of Energy. Information Technology
Investment Management Framework, , Version 1.0. Washington D.C.,
2002.
.١٣٨٣ ‫ ﻣﻬﺮ ﻭ ﺁﺑﺎﻥ‬،‫ ﻭﻳﮋﻩ ﻧﺎﻣﻪ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬،‫ ﻣﺠﻠﻪ ﺗﻜﻔﺎ‬.١٣
.١٣٨٠ ‫ ﭘﺎﻳﻴﺰ‬،‫ ﺍﻧﺘﺸﺎﺭﺍﺕ ﺟﻠﻮﻩ‬.‫ ﻣﻔﺎﻫﻴﻢ ﺑﻨﻴﺎﺩﻱ ﭘﺎﻳﮕﺎﻩﺩﺍﺩﻩﻫﺎ‬.‫ ﺳﻴﺪ ﻣﺤﻤﺪ ﺗﻘﻲ‬،‫ ﺭﻭﺣﺎﻧﻲ ﺭﺍﻧﻜﻮﻫﻲ‬.١٤
15. Architecture and Infrastructure Committee, Federal Chief Information
Officers Council, “Service-Component based Architecture.” June 2004.
Washington DC, USA.
16. Porter, Michael. Competitive Advantage, Free Press, New York, 1985.
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ‬
‫ﺩﺭ ﺁﺧﺮﻳﻦ ﮔﺎﻡ ﺍﺯ ﺗﺪﻭﻳﻦ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺑـﻪ ﺗﻮﺻـﻴﻒ ﺩﻗﻴـﻖ ﺍﻳـﻦ ﭼـﺎﺭﭼﻮﺏ‬
‫ﻣﻲﭘﺮﺩﺍﺯﻳﻢ‪ .‬ﺍﮔﺮﭼﻪ ﻫﻤﺎﻥﮔﻮﻧﻪ ﻛﻪ ﺩﺭ ﺳﻨﺪ ﻣﻀﻤﻮﻥ ﭼﺎﺭﭼﻮﺏ ﻧﻴﺰ ﺍﺷﺎﺭﻩ ﺷﺪ‪ ،‬ﻣﻬﻢﺗﺮﻳﻦ ﺧﺮﻭﺟﻲ ﺍﻳـﻦ‬
‫ﭘﺮﻭﮊﻩ ﻫﻤﺎﻥ ﺳﻨﺪ ﺑﻮﺩ ﭼﺮﺍﻛﻪ ﻗﺎﺑﻠﻴﺖ ﻛﺎﺭﺑﺮﺩﻱ ﺩﺍﺭﺩ ﻭ ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﻫﺮ‬
‫ﺳﻪ ﻃﺮﻑ ﻣﺠﺮﻱ‪ ،‬ﻛﺎﺭﻓﺮﻣﺎ ﻭ ﻧﺎﻇﺮﻳﻦ ﺍﺣﺘﻤﺎﻟﻲ ﻗﺎﺑﻞ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺳﺖ ﺍﻣﺎ ﺍﻫﻤﻴﺖ ﺍﻳﻦ ﺳﻨﺪ ﻧﻴﺰ ﺑـﻪ ﻗـﻮﺕ‬
‫ﺧﻮﺩ ﺑﺎﻗﻲ ﺍﺳﺖ‪ .‬ﭼﺮﺍﻛﻪ ﺍﻳﻦ ﺳﻨﺪ ﻫﻢ ﭘﻠﻲ ﺍﺳﺖ ﺑﻴﻦ ﺍﻣﺮﻭﺯ ﻭ ﻓﺮﺩﺍﻱ ﭼﺎﺭﭼﻮﺏ ﻭ ﻫـﻢ ﺣـﺎﻭﻱ ﻧﻜـﺎﺕ‬
‫ﻓﺮﺍﻭﺍﻧﻲ ﺍﺳﺖ ﻛﻪ ﺗﻮﺟﻪ ﺑﻪ ﺁﻥﻫﺎ ﻣﻲﺗﻮﺍﻧﺪ ﻣﺎ ﺭﺍ ﺑﻪ ﺍﻫﺪﺍﻑ ﺍﻳﺠﺎﺩ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻧﺰﺩﻳﻚﺗﺮ ﻧﻤﺎﻳﺪ‪.‬‬
‫ﺁﻥﭼﻪ ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﺑﻪ ﺁﻥ ﭘﺮﺩﺍﺧﺘﻪ ﻣﻲﺷﻮﺩ ﺩﺭ ﺿﻤﻦ ﻳﻚ ﺟﻨﺒﺔ ﻣﻌﻨﺎﻳﻲ ﻧﻴﺰ ﺩﺍﺭﺩ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ‬
‫ﻣﻌﻨﺎ ﻭ ﻣﻨﻄﻖ ﺣﺎﻛﻢ ﺑﺮ ﺍﺟﺰﺍﺀ ﭼﺎﺭﭼﻮﺏ ﻭ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﻴﺎﻥ ﺁﻥﻫﺎ ﻭ ﻧﻴﺰ ﺗﻮﺻـﻴﻒ ﻣﻌﻨـﺎﻳﻲ ﻫـﺮ ﻳـﻚ ﺍﺯ‬
‫ﺍﺟﺰﺍﺀ‪ ،‬ﺁﻥﮔﻮﻧﻪ ﻛﻪ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻣﺨﺰﻥ ﻣﺰﺑﻮﺭ ﺩﺭ ﺳﻨﺪ ﻣﻀﻤﻮﻥ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ؛ ﻣﻄﺎﻟﺒﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺩﺭ ﺍﻳﻦ‬
‫ﺳﻨﺪ ﺑﻪ ﺁﻥﻫﺎ ﭘﺮﺩﺍﺧﺘﻪ ﻣﻲﺷﻮﺩ‪ .‬ﺑﺮﺍﻱ ﺁﻥﻛﻪ ﺩﻳﺪ ﺑﻬﺘﺮﻱ ﻧﺴﺒﺖ ﺑﻪ ﺁﻥﭼﻪ ﻗﺮﺍﺭ ﺍﺳﺖ ﺩﺭ ﺍﺩﺍﻣـﻪ ﻋﻨـﻮﺍﻥ‬
‫ﺷﻮﺩ ﭘﻴﺪﺍ ﻛﻨﻴﻢ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﺍﺑﺘﺪﺍ ﺗﺼﻮﻳﺮﻱ ﻛﻠﻲ ﺍﺯ ﭼﺎﺭﭼﻮﺏ )ﺁﻥﮔﻮﻧﻪ ﻛﻪ ﺭﺍﻳـﺞ ﺍﺳـﺖ( ﺍﺭﺍﺋـﻪ ﺩﻫـﻴﻢ‪.‬‬
‫ﺷﻜﻞ ‪ ۱‐۳‬ﭼﻨﻴﻦ ﺗﺼﻮﻳﺮﻱ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ‪.‬‬
‫‪ / ٦٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺑﺮ ﺍﺳﺎﺱ ﺍﻳﻦ ﺗﺼﻮﻳﺮ‪ ،‬ﺧﺮﻭﺟﻲﻫﺎﻱ ﭼﺎﺭﭼﻮﺏ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫‪ .١‬ﻧﺘــﺎﻳﺞ ﺑﺮﻧﺎﻣــﻪﺭﻳــﺰﻱ ﺭﺍﻫﺒــﺮﺩﻱ ﻓﻨــﺎﻭﺭﻱ ‪ .٢‬ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬
‫ﺍﻃﻼﻋﺎﺕ‬
‫‪ .٤‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ‬
‫‪ .٣‬ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ‬
‫‪ .٦‬ﭘﻴﺸﻨﻬﺎﺩﻫﺎ‬
‫‪ .٥‬ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ‬
‫‪ .٨‬ﻣﻄﺎﻟﻌﺎﺕ ﺗﻄﺒﻴﻘﻲ‬
‫‪ .٧‬ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫‪ .٩‬ﻧﻈﺎﻡ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺷﻜﻞ ‪ ۱‐۳‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۶۷ /‬‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﻣﺸﺘﻤﻞ ﺑﺮ ﻧﻪ ﻣﺆﻟﻔﻪ ﺍﺳﺖ ﻛﻪ ﻫﺮ ﻳﻚ ﻧﻘـﺸﻲ ﺩﻭﮔﺎﻧـﻪ ﺑـﺎﺯﻱ‬
‫ﻣﻲﻛﻨﻨﺪ‪ .‬ﻳﻚ ﻧﻘﺶ ﻣﺴﺘﻘﻞ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﺧﺮﻭﺟﻲ ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ ﺍﺯ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺩﻳﮕﺮﻱ ﻧﻘﺸﻲ‬
‫ﺩﺭ ﺗﻌﺎﻣﻞ ﺑﺎ ﺳﺎﻳﺮ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ .‬ﺗﺮﺗﻴﺐ ﻋﻤﻮﻣﻲ ﻣﺆﻟﻔﻪﻫـﺎ ﺩﺭ ﺍﻳـﻦ ﺗـﺼﻮﻳﺮ ﺍﺯ ﮔﻮﺷـﺔ‬
‫ﺑﺎﻻﻳﻲ ﺳﻤﺖ ﭼﭗ ﺑﻪ ﮔﻮﺷﺔ ﭘﺎﻳﻴﻨﻲ ﺳﻤﺖ ﺭﺍﺳﺖ‪ ،‬ﻣﻄﺎﺑﻖ ﺑﺎ ﺗﺮﺗﻴﺐ ﻣﺮﺍﺣـﻞ ﺍﺳـﺘﺨﺮﺍﺝ ﻭ ﻧﮕﻬﺪﺍﺷـﺖ‬
‫ﻼ ﻧﻈﺎﻡ ﻧﮕﻬﺪﺍﺷﺖ ﺩﺭ ﻭﺍﭘـﺴﻴﻦ ﻣﺮﺍﺣـﻞ ﻗـﺮﺍﺭ ﮔﺮﻓﺘـﻪ ﻭ‬
‫ﻣﻌﻤﺎﺭﻱ ﺍﺗﺨﺎﺫ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺑﻪﮔﻮﻧﻪﺍﻱ ﻛﻪ ﻣﺜ ﹰ‬
‫ﻣﻄﺎﻟﻌﺎﺕ ﺗﻄﺒﻴﻘﻲ ﻛﻤﻲ ﭘﻴﺶ ﺍﺯ ﺗﺪﻭﻳﻦ ﻣﻌﻤـﺎﺭﻱ ﻭﺿـﻊ ﻣﻄﻠـﻮﺏ ﺑـﻪ ﻧﺘﻴﺠـﻪ ﻣـﻲﺭﺳـﺪ‪ .‬ﻣـﺴﺘﻄﻴﻞ‬
‫ﺧﻂﭼﻴﻦ ﻧﻤﺎﻳﺎﻧﮕﺮ ﺑﺨﺶﻫﺎﻳﻲ ﺍﺯ ﺧﺮﻭﺟﻲﻫﺎﺳﺖ ﻛﻪ ﺣﺎﻭﻱ ﻣﺪﻝﻫﺎﻱ ﮔﺮﺍﻓﻴﻜﻲ ﻫﺴﺘﻨﺪ‪.‬‬
‫‪ .۱ .۳‬ﺳﻄﺢ ‪ ۲‬ﭼﺎﺭﭼﻮﺏ‬
‫ﺷﻜﻞ ‪ ۱‐۳‬ﺗﺼﻮﻳﺮﻱ ﺍﺯ ﺳﻄﺢ ‪ ۱‬ﭼﺎﺭﭼﻮﺏ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ‪ .‬ﺍﻣﺎ ﺑﺮﺧﻲ ﺍﺯ ﺑﺨﺶﻫﺎﻱ ﭼﺎﺭﭼﻮﺏ ﺑـﻪ ﻧﻮﺑـﺔ‬
‫ﺧﻮﺩ‪ ،‬ﺗﻮﺳﻂ ﭼﺎﺭﭼﻮﺏ ﺩﻳﮕﺮﻱ ﻧﻤﺎﻳﺶ ﺩﺍﺩﻩ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﺩﺭ ﺳﻄﺢ ‪ ۲‬ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ ﻫـﺴﺘﻨﺪ‪ .‬ﺑـﻪ ﻋﺒـﺎﺭﺕ‬
‫ﺩﻗﻴﻖﺗﺮ ﺳﻄﺢ ‪ ۲‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺑﻪ ﺗﻮﺻﻴﻒ ﺩﻗﻴﻖ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭﺿـﻊ ﻣﻮﺟـﻮﺩ ﻭ ﻣﻄﻠـﻮﺏ ﺑـﺮ‬
‫ﺍﺳﺎﺱ ﻗﺎﻟﺐ ﺭﺍﻳﺞ ﻣﺎﺗﺮﻳﺴﻲ )ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ ]‪ ([1‬ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﻘﺎﻳﺴﻪ ﻣﻲﺗﻮﺍﻥ ﮔﻔـﺖ‬
‫ﻛﻪ ﺳﻄﺢ ‪ ۱‬ﺑﻴﺸﺘﺮ ﻣﻨﺎﺳﺐ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﺍﻥ ﺍﺳﺖ ﺩﺭ ﺣﺎﻟﻲﻛﻪ ﺳﻄﺢ ‪ ۲‬ﭼـﺎﺭﭼﻮﺏ ﻋﻤﻮﻣـﺎً‬
‫ﺑﻪ ﺩﻏﺪﻏﻪﻫﺎﻱ ﻣﻌﻤﺎﺭﺍﻥ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﻣﺠﺮﻳﺎﻥ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﻫﻤﻴﻦﺟﺎ‬
‫ﻻﺯﻡ ﺑﻪ ﺫﻛﺮ ﺍﺳﺖ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﺗﺤﻘﻴﻘﺎﺕ ﺻﻮﺭﺕ ﮔﺮﻓﺘﻪ ﺩﺭ ﺩﺍﺧﻞ ﻛﺸﻮﺭ‪ ،‬ﻣﺆﻟﻔـﺔ ﺑﺮﻧﺎﻣـﺔ ﮔـﺬﺍﺭ ﻧﻴـﺰ‬
‫ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺻﻮﺭﺕ ﻣﺎﺗﺮﻳﺴﻲ ﺍﺭﺍﺋﻪ ﺷﻮﺩ ]‪ [2‬ﻛﻪ ﺩﺭ ﺍﻳﻦﺟﺎ ﺑﻪ ﺁﻥ ﻧﻤﻲﭘﺮﺩﺍﺯﻳﻢ‪.‬‬
‫ﺍﮔﺮﭼﻪ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﻧﻈﺮﻱ ﻫﻤﺔ ﻣﺪﻝﻫﺎﻱ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﺩﺭ ﻗﺎﻟﺐ ﻳﻚ ﻣﺎﺗﺮﻳﺲ ﺩﻭﺑﻌﺪﻱ ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ‬
‫ﻫﺴﺘﻨﺪ ﺍﻣﺎ ﺍﺯ ﻧﻈﺮ ﻋﻤﻠﻲ ﻭ ﺍﺯ ﺁﻥﺟﺎ ﻛﻪ ﺧﺮﻭﺟﻲﻫـﺎﻱ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺳـﻪ ﺩﺳـﺘﺔ ﻧﻤﻮﺩﺍﺭﻫـﺎ‪،‬‬
‫ﮔﺰﺍﺭﺵﻫﺎ ﻭ ﻣﺎﺗﺮﻳﺲﻫﺎ ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ ﻫـﺴﺘﻨﺪ‪ ،‬ﺩﺭ ﺍﻳـﻦ ﺳـﻨﺪ‪ ،‬ﺳـﻄﺢ ‪ ۲‬ﭼـﺎﺭﭼﻮﺏ ﺑـﺮﺍﻱ ﻫـﺮ ﻳـﻚ ﺍﺯ‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ﻭ ﻣﻄﻠﻮﺏ ﺩﺍﺭﺍﻱ ﺳﻪ ﻭﺟﻪ ﺍﺳﺖ‪ :‬ﻭﺟﻪ ﻧﻤﻮﺩﺍﺭﻫﺎ‪ ،‬ﻭﺟـﻪ ﮔﺰﺍﺭﺷـﺎﺕ ﻭ‬
‫ﻭﺟﻪ ﻣﺎﺗﺮﻳﺲﻫﺎ‪ .‬ﭘﻴﺶ ﺍﺯ ﺁﻥﻛﻪ ﺑﻪ ﻧﻤﺎﻳﺶ ﺍﻳﻦ ﺳﻪ ﻭﺟﻪ ﺑﭙﺮﺩﺍﺯﻳﻢ ﺑﺪ ﻧﻴﺴﺖ ﻭﺿﻌﻴﺖ ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ‬
‫ﺭﺍ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺑﺮﺭﺳﻲ ﻛﻨـﻴﻢ‪ .‬ﺍﻳـﻦﻛـﺎﺭ ﺍﺯ ﻃﺮﻳـﻖ ﺟـﺪﻭﻝ ‪۱‐۳‬‬
‫ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ١‐٣‬ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ ﺍﺯ ﻧﮕﺎﻩ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺩﻳﺪﮔﺎﻩ ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ‬
‫ﻭﺿﻌﻴﺖ ﺩﻳﺪﮔﺎﻩ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰ )ﻣﻀﻤﻮﻥ(‬
‫ﻣﺆﻟﻔﺔ ﻧﺘﺎﻳﺞ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻣﺤﺘﻮﺍﻱ ﺍﻳـﻦ‬
‫ﺳﻄﺮ ﺭﺍ ﺗﺄﻣﻴﻦ ﻣﻲﻛﻨﺪ‪.‬‬
‫‪ / ٦٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺩﻳﺪﮔﺎﻩ ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ‬
‫ﻭﺿﻌﻴﺖ ﺩﻳﺪﮔﺎﻩ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺻﺎﺣﺐ )ﻛﺴﺐﻭﻛﺎﺭ(‬
‫ﻃﺮﺍﺡ )ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ(‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ﻭ ﻣﻄﻠﻮﺏ ﺻـﺮﻳﺤﹰﺎ ﺑـﻪ ﺍﻳـﻦ ﺳـﻪ‬
‫ﺳﻄﺮ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ ﺍﻣﺎ ﺍﻳﻦ ﺑﻪ ﻣﻌﻨﺎﻱ ﭘﻮﺷﺶ ﻛﺎﻣﻞ ﺑﻪ ﺁﻥﻫـﺎ ﻧﻴـﺴﺖ‪.‬‬
‫ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺑﺮﺧﻲ ﺍﺯ ﺳﻠﻮﻝﻫﺎﻱ ﺍﻳﻦ ﺳﻪ ﺳﻄﺮ ﻣﻤﻜﻦ ﺍﺳـﺖ ﺑـﻪ‬
‫ﺻﻮﺭﺕ ﺍﺧﺘﻴﺎﺭﻱ ﺍﻳﺠﺎﺩ ﺷﻮﻧﺪ‪.‬‬
‫ﺑﻪ ﺣﻠﻘﺔ ﭘﻴـﺎﺩﻩﺳـﺎﺯﻱ ﻣﻌﻤـﺎﺭﻱ ﺍﺯ ﺯﻧﺠﻴـﺮﺓ ﭼﻬـﺎﺭﺣﻠﻘـﻪﺍﻱ ﻓﺮﺁﻳﻨـﺪ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺮﺑﻮﻁ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺑـﻪ ﺣﻠﻘـﺔ ﻧﮕﻬﺪﺍﺷـﺖ ﻣﻌﻤــﺎﺭﻱ ﺍﺯ ﺯﻧﺠﻴـﺮﺓ ﭼﻬـﺎﺭﺣﻠﻘـﻪﺍﻱ ﻓﺮﺁﻳﻨــﺪ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺮﺑﻮﻁ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺳﺎﺯﻧﺪﻩ )ﻓﻨﺎﻭﺭﻱ(‬
‫ﺑﺮﻧﺎﻣﻪﻧﻮﻳﺲ )ﻣﺆﻟﻔﻪﻫﺎ(‬
‫ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺣﺎﻝﻛﺎﺭ‬
‫‪ .١ .١ .٣‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻔﺎﺩ ﺟﺪﻭﻝ ‪ ،۱‐۳‬ﺟﺪﺍﻭﻝ ‪ ۲‐۳‬ﺗﺎ ‪ ۴‐۳‬ﻭﺟﻮﻩ ﺳﻪﮔﺎﻧﺔ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟـﻮﺩ ﺭﺍ‬
‫ﺍﺯ ﻧﻈﺮ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺗﻮﺻﻴﻒ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺳﺘﻮﻥﻫﺎﻳﻲ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤـﻦ ﻛـﻪ‬
‫ﺩﺭ ﺍﻳﻦ ﺟﺪﺍﻭﻝ ﺑﻪ ﺁﻥﻫﺎ ﺍﺷﺎﺭﻩ ﻧﺸﺪﻩ ﺍﺳﺖ ﻳﺎ ﺳـﻠﻮﻝﻫـﺎﻳﻲ ﻛـﻪ ﺑـﻪ ﺭﻧـﮓ ﺧﺎﻛـﺴﺘﺮﻱ ﻧﻤـﺎﻳﺶ ﺩﺍﺩﻩ‬
‫ﺷﺪﻩﺍﻧﺪ‪ ،‬ﺍﺯ ﻧﻈﺮ ﺍﻳﺠﺎﺩ ﻭ ﺍﺭﺍﺋﻪ‪ ،‬ﺍﺧﺘﻴﺎﺭﻱ ﻫﺴﺘﻨﺪ )ﺟﻬﺖ ﺗﻮﺿـﻴﺤﺎﺕ ﺑﻴـﺸﺘﺮ ﺑـﻪ ﺑﺨـﺶ ‪ ۳‐۳‬ﻣﺮﺍﺟﻌـﻪ‬
‫ﻛﻨﻴﺪ(‪ .‬ﺩﺭ ﻣﻮﺭﺩ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ ﻧﻴﺰ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺟﺪﺍﻭﻝ ﺑﻪ ﺁﻥﻫﺎ ﭘﺮﺩﺍﺧﺘﻪ ﻧﺸﺪﻩ ﺍﺳﺖ ﺑـﻪ‬
‫ﺟﺪﻭﻝ ‪ ۱‐۳‬ﻣﺮﺍﺟﻌﻪ ﻧﻤﺎﻳﻴﺪ‪.‬‬
‫ﺗﻮﺟﻪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﻋﺪﻡ ﻧﻤﺎﻳﺶ ﺳﺎﻳﺮ ﺳﺘﻮﻥﻫﺎ ﭼﻴﺰﻱ ﺍﺯ ﺍﻫﻤﻴﺖ ﺁﻥﻫﺎ ﻛﻢ ﻧﻤﻲﻛﻨـﺪ‪ .‬ﺳـﺘﻮﻥ‬
‫ﺯﻣﺎﻥ )ﭼﻪﻭﻗﺖ؟( ﺑﻪ ﻣﺤﻞ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺭﺧﺪﺍﺩﻫﺎ ﻭ ﻧﺘﺎﻳﺞ ﻭ ﻣﺎﺗﺮﻳﺲﻫﺎﻱ ﺍﻧﻄﺒﺎﻕﺩﻫﻨﺪﺓ ﺁﻥﻫـﺎ ﺑـﺎﻫﻢ‬
‫ﺍﺧﺘﺼﺎﺹ ﺩﺍﺭﺩ‪ .‬ﺳﺘﻮﻥ ﺍﻧﮕﻴﺰﻩ )ﭼﺮﺍ؟( ﻧﻴﺰ ﻣﺤﻞ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ ﺗﺼﻤﻴﻤﺎﻣﺖ ﻛﻠﻴـﺪﻱ ﺍﺳـﺖ ﻛـﻪ ﺳـﻠﻮﻝ‬
‫ﻣﻌﺎﺩﻝ ﺁﻥ ﺩﺭ ﻫﺮ ﺳﻄﺮ‪ ،‬ﻧﺤﻮﺓ ﺍﻳﺠﺎﺩ ﺳﻄﺮ ﺑﻌﺪﻱ ﺭﺍ ﺗﻮﺟﻴﻪ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ٢‐٣‬ﻭﺟﻪ ﻧﻤﻮﺩﺍﺭﻫﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ‬
‫)ﺳﻄﺢ ‪ ٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ(‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻋﻤﻠﻴﺎﺕ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫ﻛﺠﺎ؟‬
‫ﻣــــﺪﻝ ﻣﻌﻨــــﺎﻳﻲ ‐ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ ﻧﻤـــــــــﻮﺩﺍﺭ‬
‫ﻣﻮﺟﻮﺩﻳـــﺖﻫـــﺎﻱ ‐ ﺯﻧﺠﻴــــﺮﺓ ﺍﺭﺯﺵ ﻣﻔﻬﻮﻣﻲ ﺗﻮﺯﻳﻊ‬
‫ﺟﻐﺮﺍﻓﻴـــــﺎﻳﻲ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‬
‫)ﺷﺒﻜﺔ ﺁﻣـﺎﺩ ﻭ‬
‫ﭼﻪﻛﺴﻲ؟‬
‫‐ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ‬
‫‐ ﺷﺮﺡ ﻭﻇﺎﻳﻒ‬
‫‐ ﮔﺮﺩﺵ ﻛـﺎﺭ )ﻳـﺎ‬
‫ﻧﻤــﻮﺩﺍﺭ ﻫﻤﻜــﺎﺭﻱ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۶۹ /‬‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻓﻨﺎﻭﺭﻱ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﻛﺠﺎ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫ﭼﻪﻛﺴﻲ؟‬
‫ﭘـــــﺸﺘﻴﺒﺎﻧﻲ( ﺳﺎﺯﻣﺎﻧﻲ(‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﻣﺎﻧﻪ ﻫﺎﻱ ﻧﻤﻮﺩﺍﺭ ﺍﺳﺘﻘﺮﺍﺭ ﻧﻤــــﻮﺩﺍﺭ ﻣــــﻮﺍﺭﺩ‬
‫ﺍﻃﻼﻋـــــــــﺎﺗﻲ‪) /‬ﻧــــــــﺼﺐ( ﻛـــــــــــﺎﺭﺑﺮﻱ‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺳــﺎﻣﺎﻧﻪﻫــﺎﻱ ﺳــــﺎﻣﺎﻧﻪﻫــــﺎﻱ‬
‫ﺍﻃﻼﻋـــــﺎﺗﻲ‪ /‬ﺍﻃﻼﻋـﺎﺗﻲ‪ /‬ﺑﺮﻧﺎﻣـﻪ‬
‫ﻣﻮﺟﻮﺩ‬
‫ﺑﺮﻧﺎﻣـــﻪﻫـــﺎﻱ ﻫـــﺎﻱ ﻛـــﺎﺭﺑﺮﺩﻱ‬
‫ﻛــــــﺎﺭﺑﺮﺩﻱ ﻣﻮﺟﻮﺩ‬
‫ﻣﻮﺟﻮﺩ‬
‫ﻣــــﺪﻝ ﻣﻨﻄﻘــــﻲ‬
‫ﻣﻮﺟﻮﺩﻳـــﺖﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋــﺎﺗﻲ )ﺑــﺮﺍﻱ‬
‫ﺳــــﺎﻣﺎﻧﻪﻫــــﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‪/‬ﺑﺮﻧﺎﻣﻪ ﻫﺎ‬
‫ﻱ ﻛـــــــﺎﺭﺑﺮﺩﻱ‬
‫ﻣﻮﺟﻮﺩ ﺩﺭ ﺻـﻮﺭﺕ‬
‫ﺍﻣﻜﺎﻥ(‬
‫ﻣـــﺪﻝ ﻓﻴﺰﻳﻜـــﻲ ﻣﻌﻤـــﺎﺭﻱ )ﻣـــﺪﻝ( ﻣﻔﻬﻮﻡ ﺷﺒﻜﻪ‬
‫ﺩﺍﺩﻩﻫــــــــــﺎﻱ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﻮﺟﻮﺩ‬
‫ﺳــــﺎﻣﺎﻧﻪﻫــــﺎﻱ‬
‫ﺍﻃﻼﻋــــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣــــﻪﻫــــﺎﻱ‬
‫ﻛــﺎﺭﺑﺮﺩﻱ ﻣﻮﺟــﻮﺩ‬
‫ﺩﺭ ﺻﻮﺭﺕ ﺍﻣﻜﺎﻥ‬
‫ﻧﻤـــﻮﺩﺍﺭ ﻓﻨـــﺎﻭﺭﻱ‬
‫ﺭﺍﺑﻂ ﻛﺎﺭﺑﺮ‬
‫ﺟﺪﻭﻝ ‪ ٣‐٣‬ﻭﺟﻪ ﮔﺰﺍﺭﺷﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ‬
‫)ﺳﻄﺢ ‪ ٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ(‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻋﻤﻠﻴﺎﺕ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫ﺳﺮﻓــــــﺼﻞ ﺗﻮﺻﻴﻒ ﻓﺮﺁﻳﻨﺪﻫﺎ‬
‫ﺍﻃﻼﻋــــﺎﺗﻲ‐‬
‫ﻣﻮﺟﻮﺩﻳـــــﺖ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﻛﺠﺎ؟‬
‫ﭼﻪﻛﺴﻲ؟‬
‫ﺗﻮﺻــــــــﻴﻒ ﺗﻮﺻـــﻴﻒ ﻭﺿـــﻌﻴﺖ‬
‫ﻣﺤـــﻞﻫـــﺎﻱ ﻓﻌﻠﻲ ﻧﻴﺮﻭﻱ ﺍﻧـﺴﺎﻧﻲ‬
‫ﻣﺨﺘﻠﻒ ﺍﺳﺘﻘﺮﺍﺭ ﺩﺭ ﻭﺍﺣـــــــــﺪﻫﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫‪ / ٧٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﻛﺠﺎ؟‬
‫ﭼﻪﻛﺴﻲ؟‬
‫ﺗﻮﺻـــــ ـﻴﻒ ﻭﺿـــــــــــﻌﻴﺖ‬
‫ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﺳــــﺎﻣﺎﻧﻪﻫــــﺎﻱ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ‬
‫ﺍﻃﻼﻋـــــﺎﺗﻲ ﺍﻃﻼﻋـــــــــﺎﺗﻲ‪/‬‬
‫ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﺑﺮﻧﺎﻣـــــﻪﻫـــــﺎﻱ‬
‫ﻣﻨﻄﻘﻲ‬
‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ ﺩﺭ ﻭﺿـﻊ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻣﻮﺟﻮﺩ‬
‫ﺗﻮﺻــــــــﻴﻒ‬
‫ﻣﺤﻞﻫﺎﻱ ﻧﺼﺐ‬
‫ﻭ ﺍﺳـــــــﺘﻘﺮﺍﺭ‬
‫ﺳـــﺎﻣﺎﻧﻪﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣـــﻪﻫـــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﺗﻮﺻـــﻴﻒ ﻭﺿـــﻌﻴﺖ‬
‫ﻓﻌﻠﻲ ﻛﺎﺭﺑﺮﻱ ﺳﺎﻣﺎﻧﻪ‬
‫ﻫـــﺎﻱ ﺍﻃﻼﻋـــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻛـﺎﺭﺑﺮﺩﻱ‬
‫ﺩﺭ ﻭﺍﺣـــــــــﺪﻫﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺗﻮﺻـــــــﻴﻒ ﺗﻮﺻـــــــــــﻴﻒ‬
‫ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﻓﻨﺎﻭﺭﻱ ﻫﺎﻱ ﻣـﻮﺭﺩ‬
‫ﺍﻃﻼﻋﺘــــــﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ ﺳـﺎﻣﺎﻧﻪ‬
‫ﻫــﺎﻱ ﺍﻃﻼﻋــﺎﺗﻲ‪/‬‬
‫ﻓﻴﺰﻳﻜﻲ‬
‫ﺑﺮﻧﺎﻣـــــﻪﻫـــــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ ﺩﺭ ﻭﺿـﻊ‬
‫ﻣﻮﺟﻮﺩ‬
‫ﺗﻮﺻــــــــﻴﻒ‬
‫ﻭﺿﻌﻴﺖ ﺷـﺒﻜﻪ‬
‫ﻭ ﻓﻨــﺎﻭﺭﻱﻫــﺎﻱ‬
‫ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ‬
‫ﺁﻥ‬
‫ﺗﻮﺻﻴﻒ ﻓﻨﺎﻭﺭﻱ ﻫﺎﻱ‬
‫ﻣــﻮﺭﺩ ﺍﺳــﺘﻔﺎﺩﻩ ﺑــﻪ‬
‫ﻣﻨﻈﻮﺭ ﺭﺍﺑﻂ ﻛﺎﺭﺑﺮ ﺩﺭ‬
‫ﺳـــــﺎﻣﺎﻧﻪﻫـــــﺎﻱ‬
‫ﺍﻃﻼﻋــــــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻛـﺎﺭﺑﺮﺩﻱ‬
‫ﻣﻮﺟﻮﺩ‬
‫ﻓﻨﺎﻭﺭﻱ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫ﺟﺪﻭﻝ ‪ ٤‐٣‬ﻭﺟﻪ ﻣﺎﺗﺮﻳﺴﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ‬
‫)ﺳﻄﺢ ‪ ٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ(‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻋﻤﻠﻴﺎﺕ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ‬
‫ﺍﻃﻼﻋــﺎﺗﻲ‬
‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻓﻨﺎﻭﺭﻱ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫Š ﻣﻮﺟﻮﺩﻳـــــﺖ Š ﻓﺮﺁﻳﻨـــﺪ‐ ﻣﻮﺟﻮﺩﻳـــﺖ‬
‫ﺍﻃﻼﻋــــــﺎﺗﻲ‐ ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﺳــــــــﺎﻣﺎﻧﻪﺍﻱ Š ﻓﺮﺁﻳﻨـــــﺪ‐ ﺳـــــﺎﻣﺎﻧﺔ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‪ /‬ﺑﺮﻧﺎﻣﺔ ﺍﻃﻼﻋﺎﺗﻲ‪ /‬ﺑﺮﻧﺎﻣﺔ ﻛـﺎﺭﺑﺮﺩﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ ﻣﻮﺟﻮﺩ ﻣﻮﺟﻮﺩ‬
‫ﻛﺠﺎ؟‬
‫ﭼﻪﻛﺴﻲ؟‬
‫Š ﻭﻇﻴﻔﻪ‐ ﻓﺮﺁﻳﻨﺪ‬
‫Š ﻭﺍﺣــﺪ ﺳــﺎﺯﻣﺎﻧﻲ‐‬
‫ﺳــﺎﻣﺎﻧﺔ ﺍﻃﻼﻋــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣـــﺔ ﻛـــﺎﺭﺑﺮﺩﻱ‬
‫ﻣﻮﺟﻮﺩ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۷۱ /‬‬
‫ﺍﺯ ﻣﻴﺎﻥ ﺳﻪ ﺟﺪﻭﻝ ﻓﻮﻕ‪ ،‬ﺟﺪﻭﻝ ‪ ۴‐۳‬ﺑﻪ ﺗﻮﺿﻴﺢ ﺑﻴﺸﺘﺮﻱ ﻧﻴﺎﺯ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻦ ﺟـﺪﻭﻝ ﺩﺳـﺖﻛـﻢ‬
‫ﺳﻪ ﻧﻜﺘﺔ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪:‬‬
‫‪١‬ـ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻨﻜﻪ ﺑﺴﺘﻪ ﺑﻪ ﻧﻮﻉ ﺗﺤﻠﻴﻞ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ‪ ،‬ﺷﺮﻛﺖﻫـﺎ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺍﺯ ﻫـﺮ ﻣـﺎﺗﺮﻳﺲ‬
‫ﺩﻳﮕﺮﻱ ﻣﺎﻧﻨﺪ ﻣﺎﺗﺮﻳﺲ ﺳﺎﻣﺎﻧﻪﺍﻱ ﺍﻃﻼﻋﺎﺗﻲ‪ /‬ﺑﺮﻧﺎﻣﺔ ﻛﺎﺭﺑﺮﺩﻱ ﻣﻮﺟﻮﺩ‐ ﻓﻨـﺎﻭﺭﻱ ﺍﺳـﺘﻔﺎﺩﻩ ﻛﻨﻨـﺪ‪،‬‬
‫ﺍﺳﺘﺜﻨﺎﺋﹰﺎ ﺩﺭ ﺍﻳﻦ ﺟﺪﻭﻝ ﺗﻨﻬﺎ ﺑﻪ ﺫﻛﺮ ﻣﺤﺼﻮﻻﺕ ﺿﺮﻭﺭﻱ ﺑﺴﻨﺪﻩ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺩﺭ ﻭﺍﻗﻊ‪ ،‬ﺍﮔﺮ ﺑﺨﻮﺍﻫﻴﻢ‬
‫ﭼﺎﺭﭼﻮﺏ ﺯﻛﻤﻦ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﭼﺎﺭﭼﻮﺏ ﻣﺮﺟﻊ ﺩﺭ ﻧﻈﺮ ﺑﮕﻴﺮﻳﻢ‪ ،‬ﺩﺳﺖﻛﻢ ﺑﻪ ﺻﻮﺭﺕ ﻧﻈﺮﻱ‪ ،‬ﺍﻣﻜﺎﻥ‬
‫ﺗﻌﺮﻳﻒ ‪ ١٧‬ﻣﺎﺗﺮﻳﺲ ﺑﺮﺍﻱ ﻫﺮ ﺳﻠﻮﻝ ﻳﺎ ‪ ٣٠٦‬ﻣﺎﺗﺮﻳﺲ ﺩﺭ ﺳﻪ ﺩﻳـﺪﮔﺎﻩ ﻣـﺪ ﻧﻈـﺮ ﭼـﺎﺭﭼﻮﺏ ﻣﻠـﻲ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺩﺭ ﺁﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ!‬
‫‪٢‬ـ ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﻳﻦ ﺳﺆﺍﻝ ﻣﻄﺮﺡ ﺷﻮﺩ ﻛﻪ ﭼﺮﺍ ﻣﺎﺗﺮﻳﺲ ﻣﻮﺟﻮﺩﻳـﺖ ﺍﻃﻼﻋـﺎﺗﻲ‐ ﻓﺮﺁﻳﻨـﺪ ﺩﺭ ﺳـﺘﻮﻥ‬
‫ﭼﻪﭼﻴﺰﻱ ﻗﺮﺍﺭ ﺩﺍﺭﺩ ﻭ ﺩﺭ ﺳﺘﻮﻥ ﭼﮕﻮﻧﻪ ﻗﺮﺍﺭ ﻧﮕﺮﻓﺘﻪ ﺍﺳﺖ؟ ﺑـﻪ ﻋﺒـﺎﺭﺕ ﺑﻬﺘـﺮ ﻣﻨﻄﻘـﻲ ﺑـﻪ ﻧﻈـﺮ‬
‫ﻣﻲﺭﺳﺪ ﻛﻪ ﻫﺮﻳﻚ ﺍﺯ ﻣﺎﺗﺮﻳﺲﻫﺎﻱ ﻣﺰﺑﻮﺭ ﺩﺭ ﺟﺪﻭﻝ ‪ ٤‐٣‬ﺩﻭ ﺑﺎﺭ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪ .‬ﻳﻚ ﺑﺎﺭ‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺟﻨﺒﺔ ﻣﺬﻛﻮﺭ ﺩﺭ ﺳﻄﺮ ﺁﻥﻫﺎ ﻭ ﻳﻚﺑﺎﺭ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺟﻨﺒﺔ ﻣﻮﺭﺩ ﺍﺷـﺎﺭﻩ ﺩﺭ ﺳـﺘﻮﻥ ﺁﻥﻫـﺎ‪.‬‬
‫ﻻﺯﻡ ﺑﻪ ﺫﻛﺮ ﺍﺳﺖ ﻛﻪ ﭼﻴﻨﺶ ﻳﻚ ﻣﺎﺗﺮﻳﺲ ﺩﺭ ﺗﺤﻠﻴﻞ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﺍﺯ ﺁﻥ ﺗﺄﺛﻴﺮ ﻓﺮﺍﻭﺍﻧـﻲ ﺩﺍﺭﺩ‪ .‬ﺑـﻪ‬
‫ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺍﺯ ﺟﻨﺒﺔ ﺗﺤﻠﻴﻞﻫـﺎﻱ ﻣـﻮﺭﺩ ﺍﺳـﺘﻔﺎﺩﻩ ﺩﺭ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ‪ ،‬ﻣـﺎﺗﺮﻳﺲ ﻣﻮﺟﻮﺩﻳـﺖ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‐ ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﻣﺎﺗﺮﻳﺲ ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ‐ ﻣﻮﺟﻮﺩﻳﺖ ﺍﻃﻼﻋـﺎﺗﻲ ﺩﺍﺭﺍﻱ ﺍﺭﺯﺵ‬
‫ﻳﻜﺴﺎﻧﻲ ﻧﻴﺴﺘﻨﺪ! ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺑﻪﻭﻳﮋﻩ ﺩﺭ ﻭﺿﻌﻴﺖ ﻓﻌﻠﻲ ﻛﺸﻮﺭ ﻣﺎ ﺻﺪﻕ ﻣﻲﻛﻨـﺪ ﭼﺮﺍﻛـﻪ ﺩﺭ ﻣـﻮﺭﺩ‬
‫ﻻ ﺗﻌﺪﺍﺩ ﺳﻄﺮﻫﺎﻳﻲ ﻛﻪ ﺧﺎﻟﻲ ﻣﻲﻣﺎﻧﻨﺪ ﺑﺴﻴﺎﺭ ﺑﻴﺸﺘﺮ ﺍﺳﺖ ﺗﺎ ﺩﺭ ﻣﻮﺭﺩ ﻣـﺎﺗﺮﻳﺲ‬
‫ﻣﺎﺗﺮﻳﺲ ﺍﻭﻝ ﻣﻌﻤﻮ ﹰ‬
‫ﺩﻭﻡ‪ .‬ﻟﺬﺍ ﺍﺯ ﺁﻥﺟﺎ ﻛﻪ ﺳﻄﺮ ﻣﺎﺗﺮﻳﺲﻫﺎ ﻫﻤﻴﺸﻪ ﺑﻴﺸﺘﺮ ﻣـﻮﺭﺩ ﺗﻮﺟـﻪ ﻗـﺮﺍﺭ ﻣـﻲﮔﻴـﺮﺩ‪ ،‬ﺑﻬﺘـﺮ ﺍﺳـﺖ‬
‫ﺗﺤﻠﻴﻞﻫﺎ ﺑﺎ ﻣﺤﻮﺭﻳﺖ ﺳﻄﺮﻫﺎﻱ ﺧﺎﻟﻲ ﺑﻴﺸﺘﺮ )ﺑﺮﺍﻱ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ( ﺍﻧﺠﺎﻡ ﺷﻮﻧﺪ‪ .‬ﺑﺎ ﺍﻳﻦﺣﺎﻝ ﺑﺎﻳﺪ‬
‫ﺩﺍﻧﺴﺖ ﻛﻪ ﺩﺳﺖ ﺗﺤﻠﻴﻞﮔﺮ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺗﺤﻠﻴﻞ ﺭﻭﻱ ﻣﺎﺗﺮﻳﺲﻫﺎﻱ ﺑﺎ ﻣﺤﻮﺭﻳﺖ ﺳﻄﺮﻫﺎﻱ ﭘﺮ ﻧﻴـﺰ‬
‫ﻼ ﺑﺎﺯ ﺍﺳﺖ‪.‬‬
‫ﻛﺎﻣ ﹰ‬
‫‪٣‬ـ ﺩﺭﻣﻮﺭﺩ ﺍﻳﻦ ﺟﺪﻭﻝ ﺧﺎﺹ ﺑﺎﻳﺪ ﮔﻔﺖ ﻛﻪ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻮﺭﺩ ﺑﻨﺪ ‪ ٢‬ﺍﮔﺮ ﺩﺭ ﮔﺰﺍﺭﺵ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺯ ﻃﺮﻑ ﻳﻚ ﻣﺠﺮﻱ ﺑﻪ ﺗﺮﺍﻧﻬﺎﺩﺓ ﻳﻚ ﻣﺎﺗﺮﻳﺲ ﺑﻪﺟﺎﻱ ﺧﻮﺩ ﺁﻥ ﺍﺷﺎﺭﻩ ﺷﺪﻩ ﺑﺎﺷﺪ‪ ،‬ﺩﻳﮕﺮ‬
‫ﻧﻴﺎﺯﻱ ﺑﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺧﻮﺩ ﺁﻥ ﻧﻴﺴﺖ‪ .‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺍﮔﺮﭼﻪ ﻣﺎﺗﺮﻳﺲ ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋـﺎﺗﻲ‐ ﻓﺮﺁﻳﻨـﺪ‬
‫ﻳﻚ ﻣﺎﺗﺮﻳﺲ ﺍﺧﺘﻴﺎﺭﻱ ﺍﺳﺖ ﺍﻣﺎ ﺍﮔﺮ ﺩﺭ ﮔـﺰﺍﺭﺵ ﻭﺿـﻊ ﻣﻮﺟـﻮﺩ ﺍﺯ ﺍﻳـﻦ ﮔـﺰﺍﺭﺵ ﺍﺳـﺘﻔﺎﺩﻩ ﺷـﻮﺩ‬
‫ﺩﻳﮕﺮﻱ ﻧﻴﺎﺯﻱ ﺑﻪ ﺍﺭﺍﺋﺔ ﻣﺎﺗﺮﻳﺲ ﻓﺮﺁﻳﻨـﺪ‐ ﺳـﺎﻣﺎﻧﺔ ﺍﻃﻼﻋـﺎﺗﻲ )ﻋﻠﻴـﺮﻏﻢ ﺍﻳﻨﻜـﻪ ﻳـﻚ ﻣﺤـﺼﻮﻝ‬
‫ﺿﺮﻭﺭﻱ ﺍﺳﺖ( ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪.‬‬
‫‪ / ٧٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫‪ .٢ .١ .٣‬ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫ﺟﺪﺍﻭﻝ ‪ ۵‬ﺗﺎ ‪ ۷‬ﻭﺟﻮﻩ ﺳﻪﮔﺎﻧﺔ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠـﻮﺏ ﺭﺍ ﺍﺯ ﻧﻈـﺮ ﭼـﺎﺭﭼﻮﺏ ﻣﻠـﻲ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺗﻮﺻﻴﻒ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺗﻮﺿﻴﺤﺎﺕ ﺍﺭﺍﺋﻪﺷﺪﻩ ﺩﺭ ﻣﻮﺭﺩ ﻣﺤـﺼﻮﻻﺕ ﺿـﺮﻭﺭﻱ ﻭ ﺍﺧﺘﻴـﺎﺭﻱ ﻭ‬
‫ﻣﺎﺗﺮﻳﺲﻫﺎﻱ ﻗﺎﺑﻞ ﺍﺭﺍﺋﻪ ﺩﺭ ﺑﺨﺶ ‪ ۱‐۱‐۳‬ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻦ ﺳﻪ ﺟﺪﻭﻝ ﻧﻴﺰ ﺻﺪﻕ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺟﺪﻭﻝ ‪ ٥‐٣‬ﻭﺟﻪ ﻧﻤﻮﺩﺍﺭﻫﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫)ﺳﻄﺢ ‪ ٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ(‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻋﻤﻠﻴﺎﺕ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫ﻣــﺪﻝ ﻣﻌﻨــﺎﻳﻲ ‐ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ ﻧﻤــﻮﺩﺍﺭ ﻣﻔﻬــﻮﻣﻲ‬
‫ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ‐ ﺯﻧﺠﻴـــﺮﺓ ﺍﺭﺯﺵ ﺗﻮﺯﻳــﻊ ﺟﻐﺮﺍﻓﻴــﺎﻳﻲ‬
‫)ﺷـــﺒﻜﺔ ﺁﻣـــﺎﺩ ﻭ‬
‫ﻓﺮﺁﻳﻨﺪﻫﺎ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ( ﺳﺎﺯﻣﺎﻥ‬
‫ﻣﺪﻝ ﻣﻨﻄﻘـﻲ ﻣﻌﻤــــــــــﺎﺭﻱ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﻣﻮﺟﻮﺩﻳﺖﻫﺎﻱ ﺳــــﺎﻣﺎﻧﻪﻫــــﺎﻱ‬
‫ﺍﻃﻼﻋــــــــﺎﺗﻲ‪/‬‬
‫ﺍﻃﻼﻋﺎﺗﻲ ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ‬
‫ﺑﺮﻧﺎﻣــــﻪﻫــــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻓﻨﺎﻭﺭﻱ‬
‫ﻛﺠﺎ؟‬
‫ﻣﺪﻝ ﻓﻴﺰﻳﻜـﻲ ﻣﻌﻤــﺎﺭﻱ )ﻣــﺪﻝ(‬
‫ﺩﺍﺩﻩﻫــــــﺎﻱ ﻣﺆﻟﻔﻪﻫﺎ‬
‫ﺳــﺎﻣﺎﻧﻪﻫــﺎﻱ‬
‫ﺍﻃﻼﻋــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣــﻪﻫــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﭼﻪﻛﺴﻲ؟‬
‫‐ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ‬
‫‐ ﺷﺮﺡ ﻭﻇﺎﻳﻒ‬
‫‐ ﮔﺮﺩﺵ ﻛﺎﺭ )ﻳـﺎ‬
‫ﻧﻤــﻮﺩﺍﺭ ﻫﻤﻜــﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ(‬
‫ﻧﻤــــﻮﺩﺍﺭ ﻣــــﻮﺍﺭﺩ‬
‫ﻛـــــــــــﺎﺭﺑﺮﻱ‬
‫ﺳــــﺎﻣﺎﻧﻪﻫــــﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‪ /‬ﺑﺮﻧﺎﻣـﻪ‬
‫ﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻧﻤـــﻮﺩﺍﺭ ﺍﺳـــﺘﻘﺮﺍﺭ‬
‫)ﻧـــــــــــﺼﺐ(‬
‫ﺳــــﺎﻣﺎﻧﻪﻫــــﺎﻱ‬
‫ﺍﻃﻼﻋــــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣــــﻪﻫــــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻧﻤـــﻮﺩﺍﺭ ﻓﻨـــﺎﻭﺭﻱ‬
‫ﻣﻔﻬﻮﻡ ﺷﺒﻜﻪ‬
‫ﺭﺍﺑﻂ ﻛﺎﺭﺑﺮ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۷۳ /‬‬
‫ﺟﺪﻭﻝ ‪ ٦‐٣‬ﻭﺟﻪ ﮔﺰﺍﺭﺷﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫)ﺳﻄﺢ ‪ ٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ(‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻋﻤﻠﻴﺎﺕ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫ﻛﺠﺎ؟‬
‫ﺳﺮﻓــــــــﺼﻞ ﺗﻮﺻــــــــﻴﻒ ﺗﻮﺻــــــــﻴﻒ‬
‫ﻣﺤـــﻞﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋـــــﺎﺗﻲ‐ ﻓﺮﺁﻳﻨﺪﻫﺎ‬
‫ﻣﺨﺘﻠﻒ ﺍﺳـﺘﻘﺮﺍﺭ‬
‫ﻣﻮﺟﻮﺩﻳـــــــﺖ‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﺗﻮﺻــــــــﻴﻒ ﻭﺿــــــــﻌﻴﺖ‬
‫ﻣﻮﺟﻮﺩﻳﺖ ﻫـﺎﻱ ﺳـــﺎﻣﺎﻧﻪﻫـــﺎﻱ‬
‫ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋـــــــﺎﺗﻲ ﺍﻃﻼﻋــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣـــﻪﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ ﻣﻨﻄﻘﻲ‬
‫ﻛـــــﺎﺭﺑﺮﺩﻱ ﺩﺭ‬
‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫ﺗﻮﺻــــــــﻴﻒ‬
‫ﻣﺤﻞﻫﺎﻱ ﻧﺼﺐ‬
‫ﻭ ﺍﺳـــــــﺘﻘﺮﺍﺭ‬
‫ﺳـــﺎﻣﺎﻧﻪﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣـــﻪﻫـــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﺗﻮﺻــــــــﻴﻒ ﺗﻮﺻــــــــﻴﻒ‬
‫ﻣﻮﺟﻮﺩﻳﺖ ﻫـﺎﻱ ﻓﻨـــﺎﻭﺭﻱﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋﺘـــــــﻲ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ‬
‫ﺳـــﺎﻣﺎﻧﻪ ﻫـــﺎﻱ‬
‫ﻓﻴﺰﻳﻜﻲ‬
‫ﺍﻃﻼﻋــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣـــﻪﻫـــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫ﺗﻮﺻﻴﻒ ﻭﺿﻌﻴﺖ‬
‫ﺷــــــــﺒﻜﻪ ﻭ‬
‫ﻓﻨـــﺎﻭﺭﻱﻫـــﺎﻱ‬
‫ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺩﺭ‬
‫ﺁﻥ‬
‫ﻓﻨﺎﻭﺭﻱ‬
‫ﭼﻪﻛﺴﻲ؟‬
‫ﺗﻮﺻﻴﻒ ﻭﺿﻌﻴﺖ‬
‫ﻣﻄﻠﻮﺏ ﻧﻴـﺮﻭﻱ‬
‫ﺍﻧـــــــﺴﺎﻧﻲ ﺩﺭ‬
‫ﻭﺍﺣـــــــﺪﻫﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺗﻮﺻﻴﻒ ﻭﺿﻌﻴﺖ‬
‫ﻣﻄﻠﻮﺏ ﻛﺎﺭﺑﺮﻱ‬
‫ﺳـــﺎﻣﺎﻧﻪ ﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣـــﻪﻫـــﺎﻱ‬
‫ﻛـــــﺎﺭﺑﺮﺩﻱ ﺩﺭ‬
‫ﻭﺍﺣـــــــﺪﻫﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺗﻮﺻــــــــﻴﻒ‬
‫ﻓﻨـــﺎﻭﺭﻱﻫـــﺎﻱ‬
‫ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺑﻪ‬
‫ﻣﻨﻈـــﻮﺭ ﺭﺍﺑـــﻂ‬
‫ﻛــــــــﺎﺭﺑﺮ ﺩﺭ‬
‫ﺳـــﺎﻣﺎﻧﻪﻫـــﺎﻱ‬
‫ﺍﻃﻼﻋــــــﺎﺗﻲ‪/‬‬
‫ﺑﺮﻧﺎﻣـــﻪﻫـــﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫‪ / ٧٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺟﺪﻭﻝ ‪ ٧‐٣‬ﻭﺟﻪ ﻣﺎﺗﺮﻳﺴﻬﺎ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ‬
‫)ﺳﻄﺢ ‪ ٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ(‬
‫ﺟﻨﺒﻪ‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫ﭼﻪﭼﻴﺰﻱ؟‬
‫ﭼﮕﻮﻧﻪ؟‬
‫ﻛﺠﺎ؟‬
‫ﭼﻪﻛﺴﻲ؟‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻋﻤﻠﻴﺎﺕ‬
‫ﺳﺎﻣﺎﻧﻪ ﻫﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ‬
‫ﻛﺎﺭﺑﺮﺩﻱ‬
‫Š ﺳـــــﺎﻣﺎﻧﻪ ﺍﻃﻼﻋـــــﺎﺗﻲ‐‬
‫ﻣﻮﺟﻮﺩﻳﺖ ﺍﻃﻼﻋﺎﺗﻲ‬
‫Šﺳــﺎﻣﺎﻧﻪﺍﻃﻼﻋــﺎﺗﻲ‐ ﻭﺍﺣــﺪ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‬
‫Š ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ‐ ﻓﺮﺁﻳﻨﺪ‬
‫ﻓﻨﺎﻭﺭﻱ‬
‫ﺩﺭ ﻣﻮﺭﺩ ﺟﺪﺍﻭﻝ ‪ ۵‬ﺗﺎ ‪ ۷‬ﻻﺯﻡ ﺍﺳﺖ ﺑﺮﺍﻱ ﻫﺮ ﻣﺤﺼﻮﻝ‪ ،‬ﺧﻮﺍﻧﻨﺪﻩ ﻣﻲﺗﻮﺍﻧـﺪ ﺑـﻪ ﺗﻮﺿـﻴﺤﺎﺕ ﻣـﺬﻛﻮﺭ ﺩﺭ‬
‫ﺑﺨﺶ ‪ ۷‐۲‐۲‬ﻣﺮﺍﺟﻌﻪ ﻛﻨﺪ‪.‬‬
‫‪ .٣ .١ .٣‬ﭼﺎﺭﭼﻮﺏ ﺳﻪﺑﻌﺪﻱ‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻄﺎﻟﺐ ﻣﺬﻛﻮﺭ ﺩﺭ ﺑﺨﺶﻫﺎﻱ ‪ ۱‐۱‐۳‬ﻭ ‪ ۲‐۱‐۳‬ﻣﻲﺗﻮﺍﻥ ﭼﻨﻴﻦ ﺍﻇﻬﺎﺭ ﻛﺮﺩ ﻛﻪ ﻫﺮ ﻳـﻚ‬
‫ﺍﺯ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ﻭ ﻣﻄﻠﻮﺏ ﺩﺭ ﻗﺎﻟﺐ ﻳﻚ ﭼﺎﺭﭼﻮﺏ ﺳﻪ ﻭﺟﻬﻲ ﻗﺎﺑﻞ ﺍﺭﺍﺋـﻪ ﻫـﺴﺘﻨﺪ‪ .‬ﻫـﺮ‬
‫ﻳﻚ ﺍﺯ ﻭﺟﻮﻩ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺑﺮﺍﻱ ﺍﺭﺍﺋﺔ ﻳﻜﻲ ﺍﺯ ﺳﻪ ﻭﺟﻪ ﻧﻤﻮﺩﺍﺭﻫـﺎ‪ ،‬ﻣـﺎﺗﺮﻳﺲﻫـﺎ ﻭ ﮔﺰﺍﺭﺷـﺎﺕ ﻣـﻮﺭﺩ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴـﺐ ﻛﻠﻴـﺖ ﻣﻌﻤـﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺭﺍ ﻣـﻲﺗـﻮﺍﻥ ﺩﺭ ﻳـﻚ ﭼـﺎﺭﭼﻮﺏ‬
‫ﻣﻜﻌﺐﺷﻜﻞ ﺟﺎﻱ ﺩﺍﺩ ﻛﻪ ﺳﻪ ﻭﺟﻪ ﺁﻥ ﺑﻪ ﺗﻮﺻﻴﻒ ﻣﻌﻤـﺎﺭﻱ ﻭﺿـﻊ ﻣﻮﺟـﻮﺩ ﻭ ﺳـﻪ ﻭﺟـﻪ ﺩﻳﮕـﺮ ﺑـﻪ‬
‫ﺗﻮﺻﻴﻒ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﺍﺧﺘﺼﺎﺹ ﺩﺍﺭﺩ‪ .‬ﺷﻜﻞ ‪ ،۲‐۳‬ﭼﺎﺭﭼﻮﺏ ﺳـﻪﺑﻌـﺪﻱ ﻣﻮﺟـﻮﺩ ﺩﺭ ﺑﻄـﻦ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺭﺍ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۷۵ /‬‬
‫ﺷﻜﻞ ‪ ۲‐۳‬ﭼﺎﺭﭼﻮﺏ ﺳﻪﺑﻌﺪﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺑﻄﻦ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫)ﻣﻜﻌﺐ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ(‬
‫ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﻣﻌﻨﺎﻱ ﻭﺍﻗﻌﻲ ﻛﻠﻤﻪ‪ ،‬ﻣﻜﻌﺐ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻧﺎﻣﻴﺪ‪ .‬ﺩﻟﻴﻞ ﺍﻳـﻦ ﺍﻣـﺮ ﺁﻥ‬
‫ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻥ ﺩﺭ ﺩﻝ ﺁﻥ ﺳﺎﻳﺮ ﻣﺆﻟﻔﻪﻫﺎﻳﻲ ﺭﺍ ﻛﻪ ﺑﺨﺶﻫﺎﻳﻲ ﺍﺯ ﻣﺪﻝﻫـﺎﻱ ﻣﻌﻤـﺎﺭﻱ ﺭﺍ ﺗـﺸﻜﻴﻞ‬
‫ﻼ ﺩﻭﻟـﺖ‬
‫ﻣﻲﺩﻫﻨﺪ ﺟﺎﻱ ﺩﺍﺩ ﻭ ﺍﻳﻦ ﺩﺭ ﺣﺎﻟﻴﺴﺖ ﻛـﻪ ﻣـﺪﻝ ﺩﻭﺑﻌـﺪﻱ ﭼﻨـﻴﻦ ﺧﺎﺻـﻴﺘﻲ ﺭﺍ ﻧـﺪﺍﺭﺩ‪ .‬ﻣـﺜ ﹰ‬
‫ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‪ ،‬ﻣﺆﻟﻔﻪﺍﻱ ﺍﺳﺖ ﻛﻪ ﻣﺤﺘﻮﺍﻱ ﺁﻥ ﺍﺯ ﻣﻴﺎﻥ ﻣﺪﻝﻫـﺎﻱ ﻣﻌﻤـﺎﺭﻱ ﻭﺿـﻊ ﻣﻄﻠـﻮﺏ ﺑﺮﮔﺰﻳـﺪﻩ‬
‫ﻣﻲﺷﻮﻧﺪ‪ .‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻨﻜﻪ ﻻﺯﻡ ﺍﺳﺖ ﺩﺭ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﻭﺍﺳﻂﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻌـﺎﻣﻼﺕ ﺩﻭﻟـﺖ‬
‫ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﭘﻴﺶﺑﻴﻨﻲ ﺷﻮﺩ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ‪ ،‬ﻣﻜﻌﺐ ﻣﺎ ﺍﺯ ﻃﺮﻑ ﺳﻪ ﻭﺟﻪ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﺧﻮﺩ‬
‫ﺷﺒﻴﻪ ﺑﻪ ﻳﻚ ﻗﺎﻟﺐ ﭘﻨﻴﺮ ﺗﺒﺮﻳﺰﻱ ﺧﻮﺍﻫﺪ ﺑﻮﺩ!‬
‫‪ .۲ .۳‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺩﺭ ﻫﺮ ﻳﻚ ﺍﺯ ﺳﻄﻮﺡ ﺧـﻮﺩ ﻧﻴـﺎﺯ ﺑـﻪ ﻣـﺪﻟﻲ ﺩﺍﺭﺩ ﻛـﻪ ﻣﻌﻨـﺎ ﻭ‬
‫ﻣﻔﻬﻮﻡ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺁﻥ ﺭﺍ ﺗﻔﺴﻴﺮ ﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﻧﻴﺎﺯ ﺍﺯ ﻃﺮﻳﻖ ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ﺑﺮﺁﻭﺭﺩﻩ ﻣﻲﺷـﻮﺩ‪.‬‬
‫ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘﺮ ﻫﺮﺍﻧﺪﺍﺯﻩ ﻛﻪ ﺳﻄﺢ ‪ ۱‬ﻭ ‪ ۲‬ﻛﺎﺭﻛﺮﺩﻱ ﺍﺟﺮﺍﻳﻲ ﺩﺍﺭﻧﺪ ﻭ ﻧﺎﻇﺮ ﺑﺮ ﺧﺮﻭﺟﻲﻫـﺎﻱ ﻣﻌﻤـﺎﺭﻱ‬
‫‪ / ٧٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻫﺴﺘﻨﺪ؛ ﺯﻳﺮﺳﻄﻮﺡ ﻣﻌﻨﺎﻳﻲ ‪ ۱‬ﻭ ‪ ۲‬ﺩﺍﺭﺍﻱ ﻛﺎﺭﺑﺮﺩﻱ ﻧﻈﺮﻳﻪﭘﺮﺩﺍﺯﺍﻧﻪ ﺑﻮﺩﻩ ﻭ ﻧﺎﻇﺮ ﺑﺮ ﻧﮕﻬﺪﺍﺷـﺖ‬
‫ﺧﻮﺩ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻫﺴﺘﻨﺪ‪ .‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ﻛﻪ ﺑﺮﺍﻱ ﻫﺮ ﻳﻚ ﺍﺯ ﺳﻄﻮﺡ ‪ ۱‬ﻭ ‪ ۲‬ﺑﻪﺻﻮﺭﺕ ﻣﺠﺰﺍ ﺍﺭﺍﺋﻪ‬
‫ﻣﻲﺷﻮﺩ ﺩﺭ ﻭﺍﻗﻊ ﻓﺮﺍﺩﺍﺩﻩﺍﻱ ﻣﻌﻨﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻮﺻﻴﻒ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ ﻛﻪ ﺑﻪ ﺷﻜﻞ ﻳﻚ ﻣﺪﻝ‬
‫ﻣﻌﻨﺎﻳﻲ ﻣﻮﺟﻮﺩﻳﺖ‐ ﺭﺍﺑﻄﻪ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺷﻜﻞ ‪ ۳‐۳‬ﻧﻤﻮﻧـﻪﺍﻱ ﺍﺯ ﺍﻳـﻦ ﻣـﺪﻝ ﺭﺍ ﺑـﺮﺍﻱ ﺳـﻄﺢ ‪۱‬‬
‫ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﻣﺸﺎﺑﻪ ﻫﻤﻴﻦ ﻣﺪﻝ‪ ،‬ﺑﺮﺍﻱ ﺳﻄﺢ ‪ ۲‬ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺍﻳﻦ ﺯﻳﺮﺳﻄﺢ‪ ،‬ﺑﻪ ﻣﺪﻝﺳـﺎﺯﻱ ﻣﻌﻨـﺎﻳﻲ ﺍﺭﺗﺒﺎﻃـﺎﺕ‬
‫ﻣﻴﺎﻥ ﻧﻤﻮﺩﺍﺭﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ﻭ ﻣﻄﻠﻮﺏ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﺍﻟﺒﺘﻪ ﺁﻥﭼﻪ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﺩ‬
‫ﺗﻨﻬﺎ ﺗﺼﻮﻳﺮﻱ ﺍﺯ ﻣﺪﻝ ﻣﻌﻨﺎﻳﻲ ﺩﺭﻭﻥﻭﺟﻬﻲ ﺑﺮﺍﻱ ﻭﺟـﻪ ﻧﻤﻮﺩﺍﺭﻫﺎﺳـﺖ‪ .‬ﻳـﺎ ﺍﻳـﻦﺣـﺎﻝ ﻣـﺪﻝ ﻣﻌﻨـﺎﻳﻲ‬
‫ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﺣﻮﺯﻩﻫﺎﻱ ﻣﻮﺿﻮﻋﻲ ﺩﻳﮕﺮ ﻧﻴﺰ ﺍﻳﺠﺎﺩ ﺷﻮﺩ )ﻧﮕﺎﻩ ﻛﻨﻴﺪ ﺑﻪ ﺑﺨﺶ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺁﺗـﻲ(‪ .‬ﺷـﻜﻞ‬
‫‪ ۴‐۳‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ﻭﺟﻪ ﻧﻤﻮﺩﺍﺭﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﺭﺍ ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪ .‬ﺩﺭ ﻫـﺮﺩﻭ ﺷـﻜﻞ‬
‫‪ ۳‐۳‬ﻭ ‪ ۴‐۳‬ﺍﺭﺗﺒﺎﻃﺎﺕ ﺧﻂﭼﻴﻦﺩﺍﺭ ﺑﻪ ﻣﻌﻨﺎﻱ ﺍﺧﺘﻴﺎﺭﻱ ﺑﻮﺩﻥ ﺭﺍﺑﻄﻪ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۷۷ /‬‬
‫ﺷﻜﻞ ‪ ۳‐۳‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ‪ ۱‬ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺷﻜﻞ ‪ ۴‐۳‬ﺯﻳﺮﺳﻄﺢ ﻣﻌﻨﺎﻳﻲ ‪ ۲‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻧﻈﺮ اﻃﻼﻋﺎﺗﻲ ﺗﻮﺻﻴﻒ ﻣﻲﺷﻮد ﺑﺎ‬
‫ﺷﻜﺴﺖ ﻓﺮاﻳﻨﺪي‬
‫دارد‬
‫زﻧﺠﻴﺮهي ﻓﺮاﻳﻨﺪ‬
‫ﺗﻮﺻﻴﻒ ﻣﻲ ﺷﻮد از ﻃﺮﻳﻖ‬
‫زﻧﺠﻴﺮهي ارزش ﻓﺮاﻳﻨﺪ‬
‫دارد‬
‫دارد‬
‫واﺣﺪ ﺳﺎزﻣﺎﻧﻲ‬
‫دارد‬
‫ﻣﺪل ﻣﻌﻨﺎﻳﻲ ﺣﻮزه ﻣﻮﺿﻮﻋﻲ ﻣﻮﺟﻮدﻳﺖﻫﺎي اﻃﻼﻋﺎﺗﻲ‬
‫ﻧﻤﻮدار ﻣﻔﻬﻮم ﺷﺒﻜﻪ‬
‫دارد‬
‫دارد‬
‫ﺳﺎزﻣﺎن‬
‫دارد‬
‫ﻣﺪل ﻣﻨﻄﻘﻲ ﻣﻮﺟﻮدﻳﺖﻫﺎي اﻃﻼﻋﺎﺗﻲ‬
‫دارد ﻣﺪل ﻣﻌﻨﺎﻳﻲ ﻣﻮﺟﻮدﻳﺖﻫﺎي اﻃﻼﻋﺎﺗﻲ‬
‫ﺳﺎﺧﺘﺎر ﺳﺎزﻣﺎﻧﻲ‬
‫ﺳﻠﺴﻠﻪﻣﺮاﺗﺐ وﻇﺎﻳﻒ‬
‫ﺗﺸﻜﻴﻞ ﻣﻲ ﺷﻮد از‬
‫ﻣﻌﻤﺎري ﺳﺎﻣﺎﻧﻪﻫﺎي اﻃﻼﻋﺎﺗﻲ ‪ /‬ﺑﺮﻧﺎﻣﻪﻫﺎي ﻛﺎرﺑﺮدي‬
‫دارد‬
‫دارد‬
‫از ﻧﻈﺮ وﻇﻴﻔﻪﻣﻨﺪي ﺗﻮﺻﻴﻒ ﻣﻲﺷﻮد‬
‫ﻧﻤﻮدار ﻣﻮارد ﻛﺎرﺑﺮي‬
‫ﻧﻤﻮدار اﺳﺘﻘﺮار‪ /‬ﻧﺼﺐ‬
‫دارد‬
‫ﺳﺎﻣﺎﻧﻪي اﻃﻼﻋﺎﺗﻲ‬
‫ﺷﺎﻣﻞ ﻣﻲﺷﻮد‬
‫ﺑﺮﻧﺎﻣﻪي ﻛﺎرﺑﺮدي‬
‫ﺷﺎﻣﻞ ﻣﻲﺷﻮد‬
‫ﻣﺆﻟﻔﻪ‬
‫ﺧﺪﻣﺖ ﻣﻲﻛﻨﺪ از ﻃﺮﻳﻖ‬
‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﻣﻲﺷﻮﻧﺪ از ﻃﺮف‬
‫از ﻧﻈﺮ اﻃﻼﻋﺎﺗﻲ ﺗﻮﺻﻴﻒ ﻣﻲﺷﻮد ﺑﺎ‬
‫ﻣﺪل ﻣﻨﻄﻘﻲ ﺣﻮزهي ﻣﻮﺿﻮﻋﻲ ﻣﻮﺟﻮدﻳﺖﻫﺎي اﻃﻼﻋﺎﺗﻲ‬
‫ﺷﺎﻣﻞ ﻣﻲ ﺷﻮد‬
‫ﻧﻤﻮدار ﻣﻌﻤﺎري ﻣﺆﻟﻔﻪ ﻫﺎ‬
‫ﺷﺎﻣﻞ ﻣﻲﺷﻮد‬
‫ﺷﺎﻣﻞ ﻣﻲﺷﻮد‬
‫واﺳﻂ‬
‫‪ / ٧٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۷۹ /‬‬
‫‪ .۳ .۳‬ﻧﻜﺎﺕ ﻗﺎﺑﻞ ﻣﻼﺣﻈﻪ‬
‫ﻼ ﺍﺧﺘﻴﺎﺭﻱ ﻫﺴﺘﻨﺪ ﻭ ﺗﺤﻮﻳﻞ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﺸﺎﺑﻪ ﺑـﺎ‬
‫ﺍﺳﺎﻣﻲ ﺑﻪﻛﺎﺭ ﺭﻓﺘﻪ ﺑﺮﺍﻱ ﺑﺮﺧﻲ ﺍﺯ ﻧﻤﻮﺩﺍﺭﻫﺎ‪ ،‬ﻛﺎﻣ ﹰ‬
‫ﺍﺳﺎﻣﻲ ﺩﻳﮕﺮ ﺑﻼﻣﺎﻧﻊ ﺍﺳﺖ‪ .‬ﺍﺯ ﻃﺮﻓﻲ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﺩﺍﺷﺖ ﻛـﻪ ﺍﺭﺍﺋـﺔ ﺧﺮﻭﺟـﻲﻫـﺎﻱ ﺍﻧﺘﺨـﺎﺑﻲ‪ ،‬ﻳﻜـﻲ ﺍﺯ‬
‫ﻣﻌﻴﺎﺭﻫﺎﻱ ﺍﻧﺘﺨﺎﺏ ﻣﺠﺮﻱ ﻭ ﺍﻣﺘﻴﺎﺯﺩﻫﻲ ﺑﻪ ﭘﻴﺸﻨﻬﺎﺩﻫﺎﻱ ﻃﺮﺡﻫﺎ ﻭ ﻣﻌﻤﺎﺭﻱﻫﺎ ﺍﺳﺖ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺑﻬﺘـﺮ‬
‫ﺍﮔﺮﭼﻪ ﺑﻨﺎﺑﻪ ﺷﺮﺍﻳﻂ ﺧﺎﺹ ﻛﺸﻮﺭﻣﺎﻥ ﺗﻌﺪﺍﺩ ﻣﺤﺪﻭﺩﻱ ﺍﺯ ﺧﺮﻭﺟﻲﻫﺎ ﺑﻪ ﻋﻨﻮﺍﻥ ﺧﺮﻭﺟﻲﻫـﺎﻱ ﺍﺟﺒـﺎﺭﻱ‬
‫ﻣﻌﺮﻓﻲ ﺷﺪﻩﺍﻧﺪ ﺍﻣﺎ ﺍﺭﺍﺋﺔ ﻫﺮﭼﻪ ﺑﻴﺸﺘﺮ ﺧﺮﻭﺟﻲ ﻫﺎﻱ ﺍﻧﺘﺨﺎﺑﻲ ﺑﻪ ﻋﻨـﻮﺍﻥ ﻣﻌﻴـﺎﺭﻱ ﺑـﺮﺍﻱ ﻣﺰﻳـﺖ ﻳـﻚ‬
‫ﭘﻴﺸﻨﻬﺎﺩ ﻧﺴﺒﺖ ﺑﻪ ﺩﻳﮕﺮ ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﻗﺎﺑﻞ ﺍﺳﺘﻨﺎﺩ ﺍﺳﺖ‪.‬‬
‫ﻧﻜﺘﺔ ﻗﺎﺑﻞ ﺗﺄﻣﻞ ﺩﻳﮕﺮ ﻧﺤﻮﺓ ﺍﺭﺍﺋﺔ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺍﺳﺖ‪ .‬ﺩﺭ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﭘﺮﻭﮊﻩﻫﺎ‬
‫ﻣﻲﺗﻮﺍﻥ ﺑﻪﺟﺎﻱ ﺍﺭﺍﺋﺔ ﻛﻠﻴﺔ ﻣﺤﺼﻮﻻﺕ ﻣﻌﻤﺎﺭﻱ ﺑﻪ ﻫﻤﺔ ﺫﻳﻨﻔﻌﺎﻥ ﺁﻥ ﺍﺯ ﻧﺴﺨﻪﻫـﺎﻱ ﻛـﻮﭼﻜﺘﺮﻱ ﻛـﻪ‬
‫ﻧﻘﺶ ﺧﻼﺻﺔ ﻣﺪﻳﺮﻳﺘﻲ ﺭﺍ ﺍﻳﻔﺎ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺍﺳﺘﻔﺎﺩﻩ ﻛـﺮﺩ‪ .‬ﺍﻳﻨﻜـﻪ ﺧﻼﺻـﺔ ﻣـﺪﻳﺮﻳﺘﻲ ﻣﻌﻤـﺎﺭﻱ‪ ،‬ﺍﺯ ﭼـﻪ‬
‫ﻣﺤﺼﻮﻻﺗﻲ ﺗﺸﻜﻴﻞ ﺷﺪﻩ ﺑﺎﺷﺪ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺴﺘﻪ ﺑﻪ ﻧﻮﻉ ﭘﺮﻭﮊﻩ ﻣﺘﻔـﺎﻭﺕ ﺑﺎﺷـﺪ ﺍﻣـﺎ ﻳـﻚ ﺗﺮﻛﻴـﺐ‬
‫ﻣﻤﻜﻦ ﺍﺯ ﻗﺮﺍﺭ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫ﻧﻤﻮﺩﺍﺭ ﺷﺒﻜﺔ ﺳﺎﺯﻣﺎﻧﻲ )ﻣﻔﻬﻮﻡ ﻛﺴﺐﻭﻛﺎﺭ(‬
‫ﻧﻤﻮﺩﺍﺭﻫﺎﻱ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ ﻛﻪ ﺍﻟﺒﺘﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺎ ﻳﻚ ﻧﻤﻮﺩﺍﺭ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘـﻮﺭﺗﺮ‬
‫ﺗﻬﻴﻪ ﺷﺪﻩ ﺍﺳﺖ ﺟﺎﻳﮕﺰﻳﻦ ﺷﻮﺩ‬
‫ﻣﻌﻤﺎﺭﻱ ﻛﻼﻥ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﻋﻠﻴﺮﻏﻢ ﻧﻜﺎﺕ ﻣﻔﺼﻠﻲ ﻛﻪ ﺩﺭ ﺑﺎﺏ ﺧﺮﻭﺟﻲﻫﺎ‪ ،‬ﻗﺎﻟـﺐ ﻭ ﺣـﺪﻭﺩ ﻭ ﺻـﻐﻮﺭ ﺁﻥﻫـﺎ ﺩﺭ ﺑﺨـﺶﻫـﺎﻱ‬
‫ﻣﺨﺘﻠﻒ ﺍﻳﻦ ﺳﻨﺪ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﺩﺭ ﺍﻳـﻦ ﺑﺨـﺶ ﺑـﻪ ﻧﻜـﺎﺗﻲ ﺩﺭﻣـﻮﺭﺩ ﭼﮕـﻮﻧﮕﻲ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ‬
‫ﻣﺆﻟﻔﻪﻫﺎﻱ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺩﺭ ﺳﻄﺢ ﻣﻠﻲ ﺍﺭﺍﺋﻪ ﺷﻮﺩ‪ .‬ﺍﻳﻦ ﻧﻜﺎﺕ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻦﻛﻪ ﺩﺭ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻓﻌﺎﻟﻴﺖ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺍﻧﺠﺎﻡ ﻧـﺸﺪﻩ‬
‫ﺍﺳﺖ ﻣﻲﺗﻮﺍﻥ ﺍﻳﻦ ﺧﺮﻭﺟﻲ ﺭﺍ ﺑﺎ ﺗﻮﺍﻓﻖ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻃﻲ ﻳﻚ ﻓﻌﺎﻟﻴﺖ ﻣﻘﺪﻣﺎﺗﻲ ﻳﻚ ﺗﺎ ﺩﻭﻣﺎﻫﻪ ﻭ ﺍﺯ ﻃﺮﻳـﻖ‬
‫ﭼﻨﺪ ﻣﺼﺎﺣﺒﺔ ﺳﻄﺢ ﻭ ﺑﺎﻻ ﻭ ﺟﻠﺴﺎﺕ ﺗﻮﻓﺎﻥ ﻓﻜﺮﻱ ﺗﻮﻟﻴﺪ ﻛﺮﺩ‪ .‬ﺩﺭ ﭼﻨﻴﻦ ﺣـﺎﻟﺘﻲ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ ﺭﺍﻫﺒـﺮﺩﻱ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺑﺎﻳﺪ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻭﻟﻴﻦ ﻓﻌﺎﻟﻴﺖ ﭘﺲ ﺍﺯ ﻳﻚ ﺩﻭﺭﻩ ﻣﻌﻤﺎﺭﻱ ﻭ ﭘﻴﺶ ﺍﺯ ﺁﻏﺎﺯ ﺩﻭﺭﺓ ﺩﻭﻡ ﻣـﻮﺭﺩ‬
‫ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪.‬‬
‫ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺩﺷﻮﺍﺭﻱ ﺍﻛﺘﺴﺎﺏ ﻭ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ )ﺩﺭ ﻫﻤﺔ ﺣﻮﺯﻩﻫﺎ( ﺩﺭ ﻛﺸﻮﺭ ﻣﺎ‪ ،‬ﻣﻨﻈﻮﺭ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‬
‫ﺩﺭ ﺍﻳﻦ ﺳﻨﺪ ﻟﺰﻭﻣﹰﺎ ﺁﻥ ﭼﻴﺰﻱ ﻧﻴﺴﺖ ﻛﻪ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺍﺯ ﻃﺮﻑ ﻳﻚ ﻣﺆﺳﺴﺔ ﺭﺳﻤﻲ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺍﻋﻼﻡ‬
‫ﺷﺪﻩ ﻭ ﺩﺍﺭﺍﻱ ﺷﻤﺎﺭﻩ ﻭ ﻗﻮﺍﻋﺪ ﺧﺎﺻﻲ ﺍﺳﺖ ﺑﻠﻜﻪ ﺷﺎﻣﻞ ﻫﺮ ﻣﺪﻝ ﻣﺮﺟﻊ‪ ،‬ﺍﺳﺘﺎﻧﺪﺍﺭﺩ‪ ،‬ﺍﻟﮕﻮ ﻭ ﻗﺎﻋـﺪﺓ ﺧﺎﺻـﻲ‬
‫ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺟﺮﻳﺎﻥ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺮ ﺳﺮ ﺁﻥ ﺗﻮﺍﻓﻖ ﺷﺪﻩ ﻭ ﻻﺯﻡ ﺍﺳﺖ ﺩﺭ ﻃﻮﻝ ﭘﻴﺎﺩﻩﺳـﺎﺯﻱ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ .‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻦ ﺗﻮﺿﻴﺢ‪ ،‬ﻣﺸﺨﺼﺎﺕ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ‬
‫‪ / ٨٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺟﺮﻳﺎﻥ ﻓﻌﺎﻟﻴﺖ ﻣﻌﻤﺎﺭﻱ ﺗﻮﺳﻂ ﺗﻴﻢ ﻣﺠﺮﻱ ﺗﻌﻴﻴﻦ ﺷﻮﺩ ﻭ ﻧﻪ ﺍﻳﻨﻜﻪ ﺍﻟﺰﺍﻣﹰﺎ ﺍﺯ ﺳﻨﺪ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺧﺎﺻﻲ ﺍﺳﺘﺨﺮﺍﺝ‬
‫ﺷﻮﺩ‪.‬‬
‫ﻣﺆﻟﻔﺔ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻧﻘﺶ ﻋﻤﺪﻩﺍﻱ ﺩﺭ ﺑﻮﻣﻲﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺍﻳﻔﺎ ﻣﻲﻛﻨﺪ‪ .‬ﺣﺘﻲ ﻓﺮﺁﻳﻨﺪ ﺍﺟﺮﺍﻱ ﻣﻌﻤﺎﺭﻱ‬
‫ﺗﺎ ﺣﺪﻭﺩ ﻣﺘﺄﺛﺮ ﺍﺯ ﻧﻮﻉ ﻧﮕﺎﻫﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺗﺪﻭﻳﻦ ﺍﻳﻦ ﻣﺆﻟﻔﻪ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺍﺳﺖ‪ .‬ﺑﻪ ﺍﻳـﻦ ﻣﻌﻨـﻲ ﻛـﻪ ﺍﻳـﻦ‬
‫ﻣﺆﻟﻔﻪ ﻣﺤﺪﻭﺩﺓ ﭘﺮﻭﮊﺓ ﻣﻌﻤﺎﺭﻱ ﺭﺍ ﻣﺸﺨﺺ ﻛﺮﺩﻩ ﻭ ﺁﻥﺭﺍ ﺍﺯ ﺳﺎﻳﺮ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﺯﻳﺮﺳـﺎﺯﻣﺎﻥﻫـﺎﻳﻲ ﻛـﻪ ﺑـﻪ‬
‫ﻧﻮﻋﻲ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻫﺪﻑ ﺩﺭ ﺍﺭﺗﺒﺎﻃﻨﺪ ﻣﺠﺰﺍ ﻣﻲﻛﻨﺪ‪ .‬ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ ﺍﻳﻦ ﻣﺆﻟﻔـﻪ ﺑﺎﻳـﺪ ﺗﻮﺻـﻴﻒﮔـﺮ ﻗﻮﺍﻋـﺪ ﻭ‬
‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻳﻲ ﺑﺎﺷﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﺷﺮﻛﺖﻫﺎﻱ ﺗﺎﺑﻌﻪ ﻭ ﻭﺍﺑﺴﺘﻪ ﺑﺎﻳﺪ ﺭﻋﺎﻳﺖ ﻛﻨﻨﺪ ﺗﺎ ﺑـﺎ ﻛﻠﻴـﺖ ﻣﻌﻤـﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻥ ﻣﺎﺩﺭ ﺗﻨﺎﻗﻀﻲ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬
‫ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﺣﺘﻤﹰﺎ ﺑﺎﻳﺪ ﺑﻪ ﺗﺼﻮﻳﺐ ﻭﺍﺣﺪ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺴﺌﻮﻝ ﺗـﺪﻭﻳﻦ ﺭﻭﺵﻫـﺎ ﻭ ﺗﻐﻴﻴـﺮﺍﺕ ﺳـﺎﺯﻣﺎﻧﻲ ﺑﺮﺳـﻨﺪ‪.‬‬
‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﻴﻢ ﻣﺠﺮﻱ ﺩﺭ ﺟﻠﺴﺎﺕ ﻭ ﻧﺸﺴﺖﻫﺎﻱ ﻣﺘﻌﺪﺩﻱ ﺍﻳﻦ ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﺭﺍ ﻗﺒﻞ ﺍﺯ ﺍﺭﺍﺋﻪ ﺑﺎ ﺍﻳﻦ ﺑﺨﺶ‬
‫ﻼ ﻣﻮﺭﺩ ﺗﺄﻳﻴﺪ ﺍﻳﻦ ﻭﺍﺣﺪ ﻫـﺴﺘﻨﺪ‪ .‬ﺑـﺎ‬
‫ﻣﻄﺮﺡ ﻛﻨﺪ ﻭ ﺩﺭ ﺳﻨﺪ ﻧﻬﺎﻳﻲ ﺍﻭﻟﻮﻳﺖ ﺭﺍ ﺑﻪ ﭘﻴﺸﻨﻬﺎﺩﻫﺎﻳﻲ ﺑﺪﻫﺪ ﻛﻪ ﻛﺎﻣ ﹰ‬
‫ﺍﻳﻦﺣﺎﻝ ﻻﺯﻡ ﺍﺳﺖ ﻫﻤﺔ ﭘﻴﺸﻨﻬﺎﺩﻫﺎ ﻣﺴﺘﻨﺪ ﺷﻮﻧﺪ‪.‬‬
‫ﺩﺭ ﻣﻄﺎﻟﻌﺔ ﻭﺿﻊ ﻣﻮﺟﻮﺩ ﺑﻪ ﻣﺴﺘﻨﺪﺍﺗﻲ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻛﻪ ﺣﺎﻭﻱ ﻣﻄﺎﻟﻌﺎﺕ ﻓﺮﺁﻳﻨﺪﻱ ﻭ ﺭﺍﻫﺒﺮﺩﻱ ﻫﺴﺘﻨﺪ ﺗﻮﺟـﻪ‬
‫ﻻ ﺩﺭ ﻗﺎﻟـﺐ‬
‫ﺷﻮﺩ ﺗﺎ ﺿﻤﻦ ﺻﺮﻓﻪﺟﻮﻳﻲ ﺩﺭ ﺯﻣﺎﻥ ﻭ ﻫﺰﻳﻨﻪ‪ ،‬ﻣﻘﺒﻮﻟﻴﺖ ﭘﺮﻭﮊﻩ ﺑﺎﻻ ﺭﻭﺩ‪ .‬ﭼﻨﻴﻦ ﻣﻄﺎﻟﻌﺎﺗﻲ ﻣﻌﻤﻮ ﹰ‬
‫ﻃﺮﺡﻫﺎﻳﻲ ﻣﺎﻧﻨﺪ ﺍﻳﺰﻭ ﻳﺎ ﺍﺻﻼﺡ ﺭﻭﺵﻫﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ‪.‬‬
‫ﻻ ﻳﻚ ﺷﻴﻮﺓ ﺗﺠﻤﻴﻊ ﻭ ﺗﺮﻛﻴﺐ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻧﻜﺘﻪ ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﺎﺳﺖ ﻛـﻪ‬
‫ﺷﻴﻮﺓ ﺍﺟﺮﺍﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻌﻤﻮ ﹰ‬
‫ﺩﺭ ﻋﻤﻞ ﻭ ﺩﺭ ﺯﻣﺎﻥ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﺓ ﻣﻌﻤﺎﺭﻱ ﻻﺯﻡ ﺍﺳﺖ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﭼﻨﺪ ﺯﻳﺮﺑﺨﺶ ﺷﻜﺴﺘﻪ ﺷﻮﺩ )ﻣﮕﺮ ﺍﻳﻨﻜﻪ‬
‫ﺳﺎﺯﻣﺎﻥ ﻫﺪﻑ ﻛﻮﭼﻮﻙ ﻭ ﻏﻴﺮﻗﺎﺑﻞ ﺗﺠﺰﻳﻪ ﺑﺎﺷـﺪ‪ .(.‬ﺍﻧﺘﺨـﺎﺏ ﺯﻳـﺮﺑﺨﺶﻫـﺎ ﻭﺍﺑـﺴﺘﻪ ﺑـﻪ ﻣـﻮﺍﺭﺩﻱ ﻣﺎﻧﻨـﺪ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‪ ،‬ﺷﻜﻞ ﺳﺎﺯﻣﺎﻧﻲ )ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺗﺎﺑﻌﻪ ﻭ ﻭﺍﺑﺴﺘﻪ( ﻭ ﺯﻣﺎﻥ ﻭ ﻫﺰﻳﻨـﺔ‬
‫ﭘﺮﻭﮊﻩ ﺍﺳﺖ‪ .‬ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﻣﻌﻤﺎﺭﻱ ﺭﺍ ﺩﺭ ﭼﻬﺎﺭ ﻣﺮﺣﻠﺔ ﺯﻳﺮ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﺩ‪:‬‬
‫• ﻧﻌﻴﻴﻦ ﺯﻳﺮﺑﺨﺶﻫﺎ ﻭ ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ ﻣﺎﺩﺭ )ﺑﺮ ﺍﺳﺎﺱ ﻓﺮﺁﻳﻨﺪ ﺑﺨﺶ ‪(٣‐٢‬‬
‫• ﺗﻮﺳﻌﺔ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺯﻳﺮﺑﺨﺶﻫﺎ‬
‫• ﺑﻬﻨﮕﺎﻡﺳﺎﺯﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻥ ﻣﺎﺩﺭ ﺑﺎ ﺩﺭﻳﺎﻓﺖ ﺑﺎﺯﺧﻮﺭﺩ ﻣﻌﻤﺎﺭﻱ ﺯﻳﺮﺑﺨﺶﻫﺎ‬
‫ﻧﻜﺘﺔ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﺩﺭ ﺍﻳﻦ ﻣﺮﺍﺣﻞ ﻧﻘﺶ ﺯﻳﺮﺑﺨﺶﻫﺎ ﺩﺭ ﺗﻜﻤﻴﻞ ﻣﺆﻟﻔﺔ ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺍﺳﺖ‪.‬‬
‫‪ .۴ .۳‬ﭘﺮﻭﮊﻩﻫﺎﻱ ﺁﺗﻲ‬
‫ﺍﮔﺮﭼﻪ ﭘﺮﻭﮊﺓ ﺗﺪﻭﻳﻦ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﺑﺎ ﺗﻮﺟـﻪ ﺑـﻪ ﻣﺤـﺪﻭﺩﻳﺖﻫـﺎﻱ ﺯﻣـﺎﻥ ﻭ‬
‫ﻫﺰﻳﻨﻪ ﺩﺭ ﺣﺪ ﺗﻮﺍﻥ ﺧﻮﺩ ﺑﻪ ﻣﺴﺎﺋﻞ ﺑﺴﻴﺎﺭﻱ ﺩﺭ ﺍﻳﻦ ﺣﻮﺯﻩ ﭘﺮﺩﺍﺧﺘﻪ ﺍﺳﺖ ﺍﻣﺎ ﺍﻳﻦ ﺗﺎﺯﻩ ﺍﺑﺘﺪﺍﻱ ﺭﺍﻩ ﺍﺳﺖ‪.‬‬
‫ﺩﺷﻮﺍﺭﻱﻫﺎﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺍﻭﻟﻴﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﭼﺮﺍﻍ ﺭﺍﻩ ﺧـﻮﺑﻲ ﺩﺭ ﺗـﺪﻭﻳﻦ ﺍﻳـﻦ ﭘـﺮﻭﮊﻩ ﻣﺤـﺴﻮﺏ‬
‫ﻣﻲﺷﺪ ﺍﻣﺎ ﻭﺍﻗﻌﻴﺖ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺯﻣﺎﻧﻲ ﻛﻪ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﻛﺸﻮﺭ ﺳﺮﻭﺳﺎﻣﺎﻥ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۸۱ /‬‬
‫ﮔﺮﻓﺖ‪ ،‬ﻧﻴﺎﺯ ﻭﺍﻗﻌﻲ ﺑﻪ ﺍﻋﻤﺎﻝ ﺭﻭﻳﻪﻫﺎﻱ ﻣﺮﺍﻗﺒﺖ ﻭ ﻛﻨﺘﺮﻝ ﺍﺣﺴﺎﺱ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﻭ ﺑﺎ ﺍﻣﻴﺪ‬
‫ﺑﻪ ﻋﻨﺎﻳﺖ ﺩﻟﺴﻮﺯﺍﻥ‪ ،‬ﺗﻌﺪﺍﺩﻱ ﺍﺯ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺣﻴﺎﺗﻲ ﺩﺭ ﺍﺩﺍﻣﺔ ﺍﻳﻦ ﺭﺍﻩ ﻣﻌﺮﻓﻲ ﻣﻲﺷﻮﻧﺪ‪:‬‬
‫ﺑﺴﻂ‪ ،‬ﮔﺴﺘﺮﺵ ﻭ ﻧﺮﻣﺎﻝﺳﺎﺯﻱ ﺯﻳﺮﺳﻄﻮﺡ ﻣﻌﻨﺎﻳﻲ ﺩﺭ ﺣﻮﺯﻩﻫﺎﻱ ﻣﻮﺿﻮﻋﻲ ﻣﺨﺘﻠﻒ ﻣﺎﻧﻨﺪ‪:‬‬
‫• ﺩﺭﻭﻥﻭﺟﻬﻲ‬
‫• ﺑﻴﻦﻭﺟﻬﻲ‬
‫• ﺑﻴﻦ ﻭﺿﻊ ﻣﻄﻠﻮﺏ ﻭ ﻣﻮﺟﻮﺩ‬
‫ﺭﺍﻫﻨﻤﺎﻱ ﺗﻮﺳﻌﺔ ﻋﻤﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺗﺪﻭﻳﻦ ﻣﺪﻝﻫﺎﻱ ﻣﺮﺟﻊ ﺩﺭ ﺯﻣﻴﻨﻪﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﺎﻧﻨﺪ‬
‫• ﻣﺪﻝ ﻣﺮﺟﻊ ﺩﺍﺩﻩﻫﺎﻱ ﺍﺷﺘﺮﺍﻛﻲ‬
‫• ﻣﺪﻝ ﻣﺮﺟﻊ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺸﺘﺮﻙ‬
‫• ﻣﺪﻝ ﻣﺮﺟﻊ ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ‬
‫• ﻣﺪﻝ ﻣﺮﺟﻊ ﻓﻨﻲ ﻭ ﻓﻨﺎﻭﺭﻱ‬
‫• ﻣﺪﻝ ﻣﺮﺟﻊ ﺧﺪﻣﺎﺕ ﺍﺷﺘﺮﺍﻛﻲ‬
‫ﺗﻮﻟﻴﺪ ﻭ ﺗﻮﺳﻌﺔ ﻣﺨﺰﻥ ﻧﮕﻬﺪﺍﺷﺖ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﺍﺷﺘﺮﺍﻛﻲ ﻭ ﺳﺎﺯﻣﺎﻥ ﻣﺮﺑﻮﻁ ﺑﻪ ﺁﻥ‬
‫ﺗﺪﻭﻳﻦ ﻧﺴﺨﺔ ﺑﻌﺪﻱ ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ ﭘﺲ ﺍﺯ ﺑﻪ ﺩﺳﺖ ﺁﻣـﺪﻥ ﺗﺠﺮﺑﻴـﺎﺕ ﻛـﺎﻓﻲ ﺑـﺎ‬
‫ﭼﺎﺭﭼﻮﺏ ﻓﻌﻠﻲ‬
‫ﺍﻳﺠﺎﺩ ﻭﺍﮊﻩﻧﺎﻣﺔ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺎ ﻫﻤﻜﺎﺭﻱ ﺑﺎ ﻧﻬﺎﺩﻫﺎﻱ ﺫﻳﺮﺑﻂ ﻣﺎﻧﻨﺪ ﻓﺮﻫﻨﮕﺴﺘﺎﻥ ﺯﺑﺎﻥ ﻓﺎﺭﺳﻲ‬
‫ﺍﻳﺠﺎﺩ ﺍﻟﮕﻮﻫﺎ ﻣﺎﻧﻨﺪ‬
‫• ﺍﻟﮕﻮﻱ ﺗﻬﻴﺔ ‪ RFP‬ﺗﻮﻟﻴﺪ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺑﺮ ﺍﺳﺎﺱ ﻃﺮﺡﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺑﺎ ﻫﻤﻜﺎﺭﻱ‬
‫ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﺍﻧﺠﻤﻦ ﺍﻧﻔﻮﺭﻣﺎﺗﻴﻚ‬
‫ﺍﻳﺠﺎﺩ ﻣﻌﻤﺎﺭﻱﻫﺎﻱ ﺍﺷﺘﺮﺍﻛﻲ ﺑﻪﻭﻳﮋﻩ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻥ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﺩﺍﺭﺓ ﺍﻣﻮﺭ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺳـﺎﺯﻣﺎﻥ ﻭ‬
‫ﻗﻮﺍﻧﻴﻦ ﻣﺮﺑﻮﻁ ﺑﻪ ﺁﻥ ﺑﺎ ﻫﻤﻜﺎﺭﻱ ﺳﺎﺯﻣﺎﻥ ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‬
‫ﺗﻬﻴﺔ ﺳﻨﺪ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺩﺭ ﺯﻣﻴﻨﻪﻫﺎﻱ ﻣﺮﺗﺒﻂ ﺑﺎ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻣﺎﻧﻨﺪ ﻣﻌﻤـﺎﺭﻱ ﺍﻣﻨﻴـﺖ ﻣﻠـﻲ ﻓﻨـﺎﻭﺭﻱ‬
‫ﺍﻃﻼﻋﺎﺕ‬
‫ﺗﻬﻴﺔ ﻣﺪﺍﻭﻡ ﺳﻨﺪ ﻣﻠﻲ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻧﻮ ﺑﻪ ﺧﺼﻮﺹ ﺍﺯ ﻣﻨﻈﺮ ﻛﺎﺭﺑﺮﺩﻱ ﻛﺮﺩﻥ ﺁﻥﻫﺎ ﺑﺎ ﺗﻮﺟـﻪ ﺑـﻪ ﭼـﺎﺭﭼﻮﺏ‬
‫ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫‪ / ٨٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫‪ .۵ .۳‬ﻭﺍﮊﻩﻧﺎﻣﻪ‬
‫ﻭﺍﮊﻩ‪ ،‬ﻋﺒﺎﺭﺕ ﻳﺎ‬
‫ﻣﺨﻔﻒ‬
‫‪CRUD‬‬
‫‪ERP‬‬
‫‪GEAF‬‬
‫ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‬
‫ﺭﺍﻫﺒﺮﺩﻱ‬
‫ﺑﺮﻧﺎﻣﺔ )ﻃﺮﺡ(‬
‫ﮔﺬﺍﺭ‬
‫ﻣﻌﺎﺩﻝ ﺍﻧﮕﻠﻴﺴﻲ‬
‫‪ Create,‬ﭼﻬﺎﺭ ﭘﺮﺩﺍﺯﺵ ﭘﺎﻳﻪﺍﻱ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳـﺖ ﻳـﻚ ﻓﺮﺁﻳﻨـﺪ‬
‫‪Read,‬‬
‫‪ Delete, Update‬ﺭﻭﻱ ﻳﻚ ﻣﻮﺟﻮﺩﻳﺖ ﺍﻃﻼﻋﺎﺗﻲ ﺻﻮﺭﺕ ﺩﻫﺪ‪.‬‬
‫ﻳﻚ ﺳﺎﻣﺎﻧﺔ ﺑﺴﻴﺎﺭ ﮔـﺮﺍﻥ ﻭ ﭘﻴﭽﻴـﺪﻩ ﻛـﻪ ﺑـﻪ ﻣﻨﻈـﻮﺭ‬
‫‪ Enterprise‬ﻣﺪﻳﺮﻳﺖ ﻛﻠﻴﺔ ﻣﻨﺎﺑﻊ ﺩﺧﻴﻞ ﺩﺭ ﺯﻧﺠﻴـﺮﺓ ﺍﺻـﻠﻲ ﺍﺭﺯﺵ‬
‫‪ Resources‬ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗـﺮﺍﺭ ﻣـﻲﮔﻴـﺮﺩ ﻭ ﺑـﺮ ﺍﺳـﺎﺱ‬
‫‪ Planning‬ﺑﻬﺘﺮﻳﻦ ﻣﺪﻝﻫﺎﻱ ﻓﺮﺁﻳﻨﺪﻱ ﺁﺯﻣﺎﻳﺶﺷﺪﻩ ﻃﺮﺍﺣﻲ ﺷﺪﻩ‬
‫ﺍﺳﺖ‪.‬‬
‫‪Government‬‬
‫‪Enterprise‬‬
‫‪Architecture‬‬
‫‪Framework‬‬
‫‪Flexibility‬‬
‫ﻓﺮﺁﻳﻨﺪ ﺗﺪﻭﻳﻦ ﺭﺋﻮﺱ ﺍﻫـﺪﺍﻑ ﺑﻠﻨـﺪ ﻣـﺪﺕ ﻭ ﺳـﺎﺯﻭﻛﺎﺭ‬
‫‪Strategic Planning‬‬
‫ﺗﺤﻘﻖ ﺁﻥﻫﺎ‪.‬‬
‫‪Transition‬‬
‫‪(Migration) Plan‬‬
‫ﺑﺮﻧﺎﻣﺔ ﻛﺎﺭﺑﺮﺩﻱ‬
‫‪Application‬‬
‫ﺑﻬﺘﺮﻳﻦ ﺗﺠﺮﺑﻴﺎﺕ‬
‫‪Best Practices‬‬
‫ﭘﻴﺎﺩﻩﺳﺎﺯﻱ‬
‫ﭘﻴﺶﺭﺍﻥ‬
‫ﺗﻌﺎﻣﻞﭘﺬﻳﺮﻱ‬
‫ﺟﺎﻣﻌﻴﺖ‬
‫ﺟﻬﺖﮔﻴﺮﻱ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫‪Implementation‬‬
‫‪Driver‬‬
‫‪Interoperability‬‬
‫‪ Integrity‬ﺻﺤﺖ‪ ،‬ﺩﻗﺖ ﻭ ﺳﺎﺯﮔﺎﺭﻱ‬
‫‪Direction‬‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۸۳ /‬‬
‫ﻭﺍﮊﻩ‪ ،‬ﻋﺒﺎﺭﺕ ﻳﺎ‬
‫ﻣﺨﻔﻒ‬
‫ﭼﺎﺭﭼﻮﺏ‬
‫ﻣﻌﺎﺩﻝ ﺍﻧﮕﻠﻴﺴﻲ‬
‫ﺳﺎﺧﺘﺎﺭﻱ ﻣﻨﻄﻘﻲ ﺑﺮﺍﻱ ﺩﺳﺘﻪﺑﻨﺪﻱ ﻣـﺴﺎﺋﻞ ﻣﻌﻤـﺎﺭﻱ‬
‫‪ Framework‬ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﺑﻪ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺫﻳﻨﻔﻌـﺎﻥ ﻣﺨﺘﻠـﻒ‬
‫ﺗﻮﺟﻪ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻓﺪﺭﺍﻝ‬
‫‪Federal Enterprise‬‬
‫‪Architecture‬‬
‫‪Framework‬‬
‫ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﺍﻳﺮﺍﻥ‬
‫‪Iran’s‬‬
‫‪National‬‬
‫‪Enterprise‬‬
‫‪Architecture‬‬
‫‪Framework‬‬
‫)‪(INEAF‬‬
‫ﭼﺮﺧﺔ ﺣﻴﺎﺕ‬
‫)ﻋﻤﺮ(‬
‫ﺣﻮﺯﺓ ﻣﻮﺿﻮﻋﻲ‬
‫ﺧﺪﻣﺖ‬
‫ﺧﺪﻣﺖﮔﺮﺍ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫‪FEAF‬‬
‫ﺯﻧﺠﻴﺮﻩﺍﻱ ﺍﺯ ﻭﺿﻌﻴﺖﻫﺎ ﻛﻪ ﻳﻚ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻓﺮﺁﻳﻨـﺪ ﻳـﺎ‬
‫‪ Life Cycle‬ﺳﺎﻣﺎﻧﻪ ﺍﺯ ﺑﺪﻭ ﺗﻮﻟﺪ ﺗﺎ ﺯﻣﺎﻥ ﺍﻧﻘﺮﺍﺽ ﻃـﻲ ﻣـﻲﻛﻨـﺪ ﻭ‬
‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺷﺎﻣﻞ ﭼﻨﺪﻳﻦ ﺗﻜﺮﺍﺭ ﺑﺎﺷﺪ‪.‬‬
‫ﺣﻮﺯﺓ ﺧﺎﺻﻲ ﺍﺯ ﻳﻚ ﻣﺪﻝ ﺩﺍﺩﻩﺍﻱ ﻣﻨﻄﻘﻲ ﻳﺎ ﻣﻌﻨـﺎﻳﻲ‬
‫ﻛــﻪ ﺑــﻪ ﺗﻮﺻــﻴﻒ ﺍﻃﻼﻋــﺎﺗﻲ ﺑﺨــﺸﻲ ﺍﺯ ﻛــﻞ ﻣــﺪﻝ‬
‫‪Subject Area‬‬
‫ﻻ ﺑـﻪ ﻳـﻚ ﺳـﺎﻣﺎﻧﻪ ﻳـﺎ‬
‫ﻣﻲ ﭘﺮﺩﺍﺯﺩ‪ .‬ﺍﻳﻦ ﺗﻮﺻﻴﻒ ﻣﻌﻤﻮ ﹰ‬
‫ﻓﺮﺁﻳﻨﺪ ﺧﺎﺹ ﺩﺍﺭﺩ‪.‬‬
‫ﻫﺮ ﺗﺴﻬﻴﻼﺗﻲ ﻛﻪ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﻛﺴﺐﻭﻛﺎﺭ ﻳـﺎ ﺳـﺎﻣﺎﻧﺔ‬
‫‪Service‬‬
‫ﺍﻃﻼﻋﺎﺗﻲ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﻣﻲﮔﺬﺍﺭﺩ‪.‬‬
‫ﻫﺮ ﻣﻌﻤﺎﺭﻱ ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻳﺪﺓ ﺍﺭﺍﺋـﻪ ﻭ ﺛﺒـﺖ ﺧـﺪﻣﺎﺕ ﺩﺭ‬
‫‪Service-Oreinted‬‬
‫ﻗﺎﻟﺐ ﻣﺆﻟﻔﻪﻫﺎﻱ ﻣﺴﺘﻘﻞ ﻭ ﻭﺍﻁﻫﺎﻱ ﺗﻌﺎﻣﻞﭘﺬﻳﺮ‪.‬‬
‫ﺧﻮﺵ‐ ﺗﻌﺮﻳﻒ‬
‫ﺗﻌﺮﻳــﻒ ﺷــﺪﻩ ﺑــﺮ ﺍﺳــﺎﺱ ﻗﻮﺍﻋــﺪﻱ ﻛــﻪ ﺟﺎﻣﻌﻴــﺖ ﺭﺍ‬
‫‪Well-Defined‬‬
‫ﺗﻀﻤﻴﻦ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫ﺩﻭﻟﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬
‫‪ E-Government‬ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺧﺪﻣﺎﺕ ﻛﻪ ﺩﻭﻟﺖ ﻳـﺎ ﺑﺨـﺸﻲ ﺍﺯ ﺁﻥ ﺍﺯ‬
‫‪(Electronic‬‬
‫)‪ Government‬ﻃﺮﻳﻖ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﺪ‪.‬‬
‫ﺩﻳﺪﮔﺎﻩ‬
‫‪Viewpoint‬‬
‫)‪ (Perspective‬ﺯﺍﻭﻳﺔ ﻧﮕﺎﻩ ﻫﺮ ﺫﻳﻨﻔﻊ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﻣﻌﻤﺎﺭﻱ ﺳـﺎﺯﻣﺎﻧﻲ ﺭﺍ‬
‫‪ / ٨٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻭﺍﮊﻩ‪ ،‬ﻋﺒﺎﺭﺕ ﻳﺎ‬
‫ﻣﺨﻔﻒ‬
‫ﻣﻌﺎﺩﻝ ﺍﻧﮕﻠﻴﺴﻲ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫ﻳﻚ ﺩﻳﺪﮔﺎﻩ ﺍﺯ ﭼﺎﺭﭼﻮﺏ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﮔﻮﻳﻨﺪ‪.‬‬
‫ﺯﻧﺠﻴﺮﺓ ﻓﺮﺁﻳﻨﺪﻱ‬
‫‪Process Thread‬‬
‫ﺳﺎﺯﮔﺎﺭﻱ‬
‫ﺧﺎﺻﻴﺘﻲ ﻛﻪ ﺗﻀﻤﻴﻦ ﻣﻲﻛﻨـﺪ ﻋﻨﺎﺻـﺮ ﻣﺨﺘﻠـﻒ ﻳـﻚ‬
‫‪Consistency‬‬
‫ﻣﺪﻝ ﺗﻨﺎﻗﻀﻲ ﺑﺎ ﻫﻢ ﻧﺪﺍﺭﻧﺪ‪.‬‬
‫ﺳﺎﺯﻣﺎﻥ‬
‫ﺳﺎﺯﻣﺎﻥ ﻣﺠﻤﻮﻋﻪ ﺍﻱ ﺍﺳﺖ ﺍﺯ ﺯﻳﺮﻭﺍﺣﺪﻫﺎ ﻛﻪ ﺩﺭ ﺟﻬﺖ‬
‫ﺩﺳﺖﻳﺎﺑﻲ ﺑـﻪ ﻳـﻚ ﻫـﺪﻑ ﻣـﺸﺘﺮﻙ‪ ،‬ﺑـﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ‬
‫‪Enterprise‬‬
‫ﻓﻨــﺎﻭﺭﻱ ﺍﻃﻼﻋــﺎﺕ ﻣﻨــﺎﺑﻊ ﺧــﻮﺩ ﺭﺍ ﺑــﻪ ﺍﺷــﺘﺮﺍﻙ‬
‫ﻣﻲﮔﺬﺍﺭﻧﺪ‪.‬‬
‫ﺳﺎﺯﻭﻛﺎﺭ‬
‫‪Mechanism‬‬
‫ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ‬
‫ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﻧﺴﺎﻥﻫﺎ‪ ،‬ﻓﺮﺁﻳﻨﺪﻫﺎ‪ ،‬ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋـﺎﺕ‬
‫‪ Information‬ﻭ ﺍﺭﺍﺋــﻪﻫــﺎ ﻛــﻪ ﺑــﺮﺍﻱ ﺣــﻞ ﻣــﺴﺎﺋﻞ ﺭﻭﺯﻣــﺮﻩ ﻳــﺎ‬
‫‪ System‬ﺗــﺼﻤﻴﻢﮔﻴــﺮﻱ ﺩﺭ ﻳــﻚ ﺳــﺎﺯﻣﺎﻥ ﻭ ﺩﺭ ﭘــﺸﺘﻴﺎﺑﻨﻲ ﺍﺯ‬
‫ﻣﺄﻣﻮﺭﻳﺖﻫﺎ ﻳﺎ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺁﻥ ﺧﺪﻣﺎﺗﻲ ﺍﺭﺍﺋﻪ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺳﻠﺴﻠﻪﻣﺮﺍﺗﺐ‬
‫ﻭﻇﺎﻳﻒ‬
‫ﻧﻤﻮﺩﺍﺭ ﺳﺎﺩﻩﺍﻱ ﺍﺳﺖ ﻛﻪ ﺷـﺮﺡ ﻭﻇـﺎﻳﻒ ﻳـﻚ ﻭﺍﺣـﺪ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻳﺎ ﻛﻞ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﻪ ﺗﺼﻮﻳﺮ ﻣـﻲﻛـﺸﺪ‪ .‬ﻻﺯﻡ‬
‫ﺍﺳﺖ ﺩﺭ ﺯﻣﺎﻥ ﺍﻳﺠﺎﺩ ﺍﻳﻦ ﻧﻤﻮﺩﺍﺭ ﺍﺯ ﻳﻜـﺴﺎﻥ ﺩﺍﻧـﺴﺘﻦ‬
‫ﺁﻥ ﺑﺎ ﻧﻤﻮﺩﺍﺭﻱ ﺑﻪ ﻫﻤﻴﻦ ﻧﺎﻡ ﺩﺭ ﺭﻭﺵﻫﺎﻱ ﺗﺤﻠﻴـﻞ ﻭ‬
‫‪ Functional‬ﻃﺮﺍﺣﻲ ﺳﺎﺧﺘﻴﺎﻓﺘﻪ ﻛﻪ ﺩﺭ ﺁﻥ ﻳﻚ ﻭﻇﻴﻔﻪ ﻣﺠﻤﻮﻋﻪﺍﻱ‬
‫‪ Hierarchy‬ﺍﺯ ﭼﻨﺪ ﻓﺮﺁﻳﻨﺪ ﺩﺍﻧﺴﺘﻪ ﻣﻲﺷﻮﺩ ﭘﺮﻫﻴـﺰ ﺷـﻮﺩ‪ .‬ﺩﺭﻭﺍﻗـﻊ‬
‫ﺍﮔﺮﭼﻪ ﻳﻚ ﻭﻇﻴﻔﻪ ﺩﺭ ﺍﻳﻦ ﻧﻤﻮﺩﺍﺭ ﻣﺘﺸﻜﻞ ﺍﺯ ﺗﻌـﺪﺍﺩﻱ‬
‫ﻓﺮﺁﻳﻨﺪ ﺧﺮﺩ ﻫﺴﺖ ﻭﻟﻲ ﺍﻳﻦ ﺷـﺎﻣﻞ ﺳـﻄﻮﺡ ﺑـﺎﻻﺗﺮ ﺍﺯ‬
‫ﻧﻤﺌﺎﺭ ﺷﻜﺴﺖ ﻓﺮﺁﻳﻨﺪ ﻧﻤﻲﺷﻮﺩ‪ .‬ﺩﺭ ﺍﻳـﻦ ﺯﻣﻴﻨـﻪ ﻧﮕـﺎﻩ‬
‫ﻛﻨﻴﺪ ﺑﻪ ]‪[4‬‬
‫ﺷﻔﺎﻓﻴﺖ‬
‫ﺧﺎﺻﻴﺘﻲ ﻛﻪ ﺑﻪ ﻳﻚ ﺳـﺎﻣﺎﻧﺔ ﺍﻃﻼﻋـﺎﺗﻲ ﻳـﺎ ﺳـﺎﺯﻣﺎﻥ‬
‫‪Transparency‬‬
‫ﺍﻣﻜﺎﻥ ﻣﻲﺩﻫﺪ ﺑﺪﻭﻥ ﺍﻳﻨﻜﻪ ﻣﺸﺘﺮﻱ ﻳـﺎ ﻛـﺎﺭﺑﺮ ﻣﺘـﺄﺛﺮ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۸۵ /‬‬
‫ﻭﺍﮊﻩ‪ ،‬ﻋﺒﺎﺭﺕ ﻳﺎ‬
‫ﻣﺨﻔﻒ‬
‫ﻣﻌﺎﺩﻝ ﺍﻧﮕﻠﻴﺴﻲ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫ﺷﻮﺩ‪ ،‬ﺩﭼﺎﺭ ﺗﻐﻴﻴﺮ ﮔﺮﺩﺩ‪.‬‬
‫ﻓﺮﺍ‬
‫ﺍﻳﻦ ﭘﻴﺸﻮﻧﺪ ﺑﻪﻃﻮﺭ ﻛﻠﻲ ﺯﻣﺎﻧﻲ ﺑﻪﻛﺎﺭ ﻣﻲﺭﻭﺩ ﻛﻪ ﺍﺳﻢ‬
‫ﺑﻌﺪ ﺍﺯ ﺁﻥ ﺗﻮﺻﻴﻒﮔﺮ ﻋﻨﺎﺻﺮﻱ ﺍﺯ ﺟﻨﺲ ﺧـﻮﺩ ﺑﺎﺷـﺪ‪.‬‬
‫‪Meta‬‬
‫ﻼ ﻓﺮﺍﻣﻌﻤﺎﺭﻱ ﻳﻌﻨﻲ ﻳﻚ ﻣﻌﻤﺎﺭﻱ ﻛﻪ ﭼﻨﺪ ﻣﻌﻤﺎﺭﻱ‬
‫ﻣﺜ ﹰ‬
‫ﺭﺍ ﺗﻮﺻﻴﻒ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻓﺮﺍﺩﺍﺩﻩ‬
‫ﺩﺍﺩﻩ ﺍﻱ ﻛﻪ ﺑﻪ ﺗﻮﺻﻴﻒ ﺩﺍﺩﻩ)ﻫﺎ(ﻱ ﺩﻳﮕﺮ ﻣـﻲ ﭘـﺮﺩﺍﺯﺩ‪.‬‬
‫‪Meta-Data‬‬
‫ﺑﺮﺍﻱ ﺗﻮﺿﻴﺤﺎﺕ ﺑﻴﺸﺘﺮ ﻧﮕﺎﻩ ﻛﻨﻴﺪ ﺑﻪ ]‪[٣‬‬
‫ﻓﺮﺁﻳﻨﺪ‬
‫ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﮔﺎﻡﻫﺎﻱ ﻣﺘﻮﺍﻟﻲ ﻛﻪ ﺑﻪ ﻣﻨﻈـﻮﺭ ﺍﻳﺠـﺎﺩ‬
‫ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩ ﻳﺎ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﺯ ﻳﻚ ﻓﺮﺁﻳﻨﺪ ﺩﻳﮕﺮ ﺩﺭ ﺍﺛـﺮ‬
‫‪Process‬‬
‫ﻳﻚ ﺭﺧﺪﺍﺩ ﻣﻌﻴﻦ ﺁﻏﺎﺯ ﺷﺪﻩ ﺑﻪ ﻳﻚ ﻧﺘﻴﺠـﺔ ﻣـﺸﺨﺺ‬
‫ﺧﺘﻢ ﻣﻲﺷﻮﻧﺪ‪.‬‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﻔﺎﺩﺓ‬
‫ﻣﺠﺪﺩ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻣﺆﻟﻔﻪ‬
‫ﻣﺆﻟﻔﻪ‐ ﻣﺤﻮﺭ‬
‫ﻣﺨﺰﻥ‬
‫ﻣﺪﻝ ﻓﻴﺰﻳﻜﻲ‬
‫‪ Information‬ﻫﺮ ﻓﻨﺎﻭﺭﻱ ﺳﺎﺩﻩ ﻳﺎ ﺗﺮﻛﻴﺒﻲ ﺍﺯ ﻓﻨﺎﻭﺭﻱ ﻫﺎﻱ ﺭﺍﻳﺎﻧـﻪﺍﻱ‬
‫‪) Technology‬ﺍﻋﻢ ﺍﺯ ﺳﺨﺖ ﻭ ﻧﺮﻡ( ﻭ ﻓﻨﺎﻭﺭﻱ ﺍﺭﺗﺒﺎﻃﺎﺗﻲ‪.‬‬
‫‪Reusability‬‬
‫‪Business‬‬
‫ﻫﺮ ﻣﺠﻤﻮﻋﻪ ﺍﺯ ﻋﻨﺎﺻﺮ ﻳﺎ ﺧﺪﻣﺎﺕ ﺷﺪﻳﺪﹰﺍ ﻭﺍﺑﺴﺘﻪ ﻛﻪ ﺑﺎ‬
‫‪ Component‬ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﻘﻼﻝ ﺑﺎﻻﻳﻲ ﻧﺴﺒﺖ ﺑﻪ ﻣﺤﻴﻂ ﺍﻃﺮﺍﻑ ﻗﺎﺑﻞ‬
‫ﺍﺭﺍﺋﻪ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﻫﺮ ﻣﻌﻤﺎﺭﻱ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﺍﻳﺪﺓ ﻃﺮﺍﺣﻲ ﻣﺆﻟﻔـﻪﺍﻱ ﺑﻨـﺎ‬
‫‪Component-Based‬‬
‫ﺷﺪﻩ ﺑﺎﺷﺪ‪.‬‬
‫ﺍﺑﺰﺍﺭﻱ ﺧﻮﺩﻛﺎﺭ ﺑﺮﺍﻱ ﺫﺧﻴﺮﻩﺳﺎﺯﻱ‪ ،‬ﺑﺎﺯﻳـﺎﺑﻲ ﻭ ﺗﻌﻘﻴـﺐ‬
‫‪Repository‬‬
‫ﻣﺪﻝﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ‪.‬‬
‫‪ Physical Model‬ﻣﺪﻟﻲ ﻛﻪ ﺟﺰﺋﻴﺎﺕ ﭘﻴﺎﺩﻩﺳﺎﺯﻱ ﻳﻚ ﻣﺪﻝ ﻣﻨﻄﻘﻲ ﺭﺍ ﺑـﺎ‬
‫‪ / ٨٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻭﺍﮊﻩ‪ ،‬ﻋﺒﺎﺭﺕ ﻳﺎ‬
‫ﻣﺨﻔﻒ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫ﻣﻌﺎﺩﻝ ﺍﻧﮕﻠﻴﺴﻲ‬
‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﻓﻨﺎﻭﺭﻱ ﺧﺎﺹ ﺗﺒﻴﻴﻦ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣﺪﻝ ﻣﺮﺟﻊ‬
‫ﻣﺪﻟﻲ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﻗﺎﺑﻠﻴﺖ ﺍﺳﺘﻔﺎﺩﻫﻲ ﻣﺠـﺪﺩ ﻭ‬
‫ﺍﺷﺘﺮﺍﻙ ﻭ ﺗﻌﺎﻣـﻞ ﭘـﺬﻳﺮﻱ ﺑـﻴﻦ ﭼﻨـﺪ ﺳـﺎﺯﻣﺎﻥ ﺍﺭﺍﺋـﻪ‬
‫‪Reference Model‬‬
‫ﻣﻲﺷﻮﺩ ﻭ ﻫﻤﻪ ﻣﻮﻇﻒ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﻣﺪﻝﻫﺎﻱ ﻫﻢﺟﻨﺲ‬
‫ﺑﺎ ﺁﻥ ﺭﺍ ﺩﺭ ﺗﻄﺎﺑﻖ ﺑﺎ ﺁﻥ ﺍﻳﺠﺎﺩ ﻛﻨﻨﺪ‪.‬‬
‫ﻣﺪﻝ ﻣﻌﻨﺎﻳﻲ‬
‫ﻣﺪﻟﻲ ﻛﻪ ﻧﺎﻇﺮ ﺑﺮ ﻣﻔﻬﻮﻡ ﻭ ﻣﻌﻨﺎﻳﻲ ﻣﻨﻄﻘﻲ ﺍﺭﺗﺒﺎﻃـﺎﺕ‬
‫ﻣﻴــﺎﻥ ﻋﻨﺎﺻــﺮ ﺍﺳــﺖ‪ .‬ﺍﻳــﻦ ﻣــﺪﻝ ﻋﻤﻮﻣــﹰﺎ ﻳــﻚ‬
‫‪Semantic Model‬‬
‫ﺗﺼﻮﻳﺮﺑﺮﺩﺍﺭﻱ ﺳﺎﺩﻩ ﺍﺯ ﻣﺤﻴﻂ ﻛﺴﺐ ﻭﻛـﺎﺭ ﺭﺍ ﻧﻤـﺎﻳﺶ‬
‫ﻣﻲﺩﻫﺪ‪.‬‬
‫ﻣﺪﻝ ﻣﻨﻄﻘﻲ‬
‫ﻣﺪﻟﻲ ﺍﺳﺖ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﻗﻮﺍﻋﺪ ﻃﺮﺍﺣﻲ ﺳﺎﻣﺎﻧﻪ ﻫـﺎﻱ‬
‫ﺍﻃﻼﻋﺎﺗﻲ ﺍﻳﺠﺎﺩ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺑﺮ ﺍﺳﺎﺱ ﺁﻥ ﻣـﻲﺗـﻮﺍﻥ‬
‫‪Logical Model‬‬
‫ﻋﻨﺼﺮﻱ ﺭﺍ ﻛﻪ ﻣﺪﻝﺳﺎﺯﻱ ﺷـﺪﻩ ﺍﺳـﺖ ﺍﻳﺠـﺎﺩ ﻛـﺮﺩ‪.‬‬
‫)ﻣﺪﻝ ﻣﻌﻨﺎﻳﻲ ﺑﻪ ﺯﺑﺎﻥ ﺳﺎﻣﺎﻧﺔ ﺍﻃﻼﻋﺎﺗﻲ(‬
‫ﻣﺪﻳﺮ ﺍﺭﺷﺪ‬
‫ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫‪Chief Information‬‬
‫‪Officer‬‬
‫ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺪﻝﻫـﺎ ﻭ ﺗﻮﺻـﻴﻔﺎﺕ ﻛـﻪ ﺑـﺮ ﺍﺳـﺎﺱ‬
‫‪ Enterprise‬ﺁﻥﻫﺎ ﻣﻲﺗﻮﺍﻥ ﺳﺎﻣﺎﻧﻪﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻳﻚ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ‬
‫‪ Architecture‬ﺩﺭ ﺗﻄﺎﺑﻖ ﺑﺎ ﺭﺍﻫﺒﺮﺩﻫﺎ ﻭ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ‪ ،‬ﺗﻮﻟﻴﺪ‪،‬‬
‫ﺗﻮﺳﻌﻪ ﻭ ﻧﮕﻬﺪﺍﺷﺖ ﻛﺮﺩ‪.‬‬
‫ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ‬
‫ﻣﻄﻠﻮﺏ‬
‫‪Target‬‬
‫)‪(To-Be‬‬
‫‪Architecture‬‬
‫ﻣﻌﻤﺎﺭﻱ ﻭﺿﻊ‬
‫ﻣﻮﺟﻮﺩ‬
‫‪Current‬‬
‫)‪(As-Is‬‬
‫‪Architecture‬‬
‫ﻣﻘﻴﺎﺱﭘﺬﻳﺮﻱ‬
‫ﻣﻮﺭﺩ ﻛﺎﺭﺑﺮﻱ‬
‫‪CIO‬‬
‫‪ Scalability‬ﻗﺎﺑﻠﻴﺖ ﺗﻌﻤﻴﻢ ﺩﺭ ﺍﻧﺪﺍﺯﻩﻫﺎﻱ ﺑﺰﺭﮒﺗﺮ ﻭ ﻛﻮﭼﻚﺗﺮ‬
‫‪Use‬‬
‫)‪ (Business‬ﻫﺮ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻳﻚ ﺳﺎﻣﺎﻧﻪ )ﻓﺮﺁﻳﻨﺪ ﻛﺴﺐﻭﻛﺎﺭ(‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۸۷ /‬‬
‫ﻭﺍﮊﻩ‪ ،‬ﻋﺒﺎﺭﺕ ﻳﺎ‬
‫ﻣﺨﻔﻒ‬
‫ﻣﻌﺎﺩﻝ ﺍﻧﮕﻠﻴﺴﻲ‬
‫‪Case‬‬
‫)ﻛﺴﺐﻭﻛﺎﺭ(‬
‫ﻧﮕﻬﺪﺍﺷﺖ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫‪ Maintenance‬ﻓﺮﺁﻳﻨﺪ ﻧﮕﻬﺪﺍﺭﻱ‪ ،‬ﺗﻌﻤﻴﺮ ﻭ ﺑﺮﻭﺯﺭﺳﺎﻧﻲ‬
‫ﻧﻤﻮﺩﺍﺭ )ﻣﺪﻝ(‬
‫ﺍﺳﺘﻘﺮﺍﺭ‬
‫ﻧﻤــﻮﺩﺍﺭﻱ ﺍﺳــﺖ ﻛــﻪ ﻧﺤــﻮﺓ ﺗﻮﺯﻳــﻊ ﻣﺆﻟﻔــﻪﻫــﺎ ﺭﺍ ﺩﺭ‬
‫‪ Deployment‬ﻣﺤﻞﻫﺎﻱ ﻓﻴﺰﻳﻜﻲ ﻭ ﭼﮕﻮﻧﮕﻲ ﺍﺭﺗﺒﺎﻁ ﺍﻳﻦ ﻣﺤﻞﻫﺎ ﺭﺍ‬
‫‪Diagram‬‬
‫ﺑﺎ ﻫﻢ ﻣﺸﺨﺺ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻧﻤﻮﺩﺍﺭ ﺗﺠﺰﻳﺔ‬
‫ﻭﻇﻴﻔﻪﺍﻱ‬
‫‪ Functional‬ﻧﻤﻮﺩﺍﺭﻱ ﻛﻪ ﭼﮕﻮﻧﮕﻲ ﺗﺨـﺼﻴﺺ ﻭ ﺗﺠﺰﻳـﺔ ﻭﻇـﺎﻳﻒ‬
‫‪ Hierarchy‬ﻣﺼﻮﺏ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺑﻪ ﺳـﻄﻮﺡ ﻭ ﻭﺍﺣـﺪﻫﺎﻱ ﻣﺨﺘﻠـﻒ‬
‫‪ Diagram‬ﺳﺎﺯﻣﺎﻥ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪.‬‬
‫‪Thread‬‬
‫ﻧﻤــﻮﺩﺍﺭ ﺯﻧﺠﻴــﺮﺓ‬
‫ﺍﺭﺯﺵ ﻓﺮﺁﻳﻨﺪ‬
‫‪Process‬‬
‫‪Diagram‬‬
‫‪Process Chart‬‬
‫‪Process Map‬‬
‫ﻧﻤــﻮﺩﺍﺭ ﺳــﺎﺧﺘﺎﺭ‬
‫ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻧﻤـــﻮﺩﺍﺭ ﺗﺠﺰﻳــﺔ‬
‫ﻓﺮﺁﻳﻨﺪﻱ‬
‫ﻧﻤﻮﺩﺍﺭﻱ ﺍﺳﺖ ﻛﻪ ﭼﺮﺧﺔ ﻳﻚ ﻓﺮﺁﻳﻨـﺪ ﺭﺍ ﺍﺯ ﻟﺤﻈـﻪﺍﻱ‬
‫ﻛﻪ ﺑﺎ ﻳﻚ ﺭﻭﻳﺪﺍﺩ ﺧﺎﺹ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ ﻭ ﭘﺲ ﺍﺯ ﻃـﻲ‬
‫ﮔﺎﻡﻫﺎﻳﻲ )ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺧﺮﺩ( ﺑﻪ ﻳﻚ ﻧﺘﻴﺠـﺔ ﻣـﺸﺨﺺ‬
‫ﻣﻲﺭﺳﺪ‪ ،‬ﻧﻤﺎﻳﺶ ﻣﻲﺩﻫﺪ‪ .‬ﭼﻨﻴﻦ ﻧﺘﻴﺠﻪﺍﻱ ﺑﺎﻳـﺪ ﻳـﻚ‬
‫ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﺓ ﺍﻃﻼﻋﺎﺗﻲ ﻣﺸﺨﺺ ﺑـﺮﺍﻱ ﺳـﺎﺯﻣﺎﻥ ﺩﺭ‬
‫ﺑﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺍﻟﺒﺘﻪ ﺍﻫﻤﻴـﺖ ﺍﻳـﻦ ﺍﺭﺯﺵ ﻧـﺴﺒﺖ ﺑـﻪ‬
‫ﺳﻄﺤﻲ ﻛﻪ ﻓﺮﺁﻳﻨﺪ ﺩﺭ ﺁﻥ ﻭﺍﻗﻊ ﺍﺳﺖ ﻣﺘﻔـﺎﻭﺕ ﺍﺳـﺖ‪.‬‬
‫ﺑﻪ ﻧﺤﻮﻱ ﻛﻪ ﮔﺎﻩ ﻳﻚ ﺍﺭﺯﺵ ﺍﻓـﺰﻭﺩﻩ ﺗﻨﻬـﺎ ﺩﺭ ﺳـﻄﺢ‬
‫ﻳﻚ ﻭﺍﺣـﺪ ﺳـﺎﺯﻣﺎﻧﻲ ﺧـﺎﺹ ﺩﺍﺭﺍﻱ ﺍﻫﻤﻴـﺖ ﺍﺳـﺖ ﻭ‬
‫ﮔﺎﻫﻲ ﺍﺭﺯﺵ ﻓﺮﺍﺳﺎﺯﻣﺎﻧﻲ ﻣﻲﻳﺎﺑﺪ‪.‬‬
‫‪Organization‬‬
‫‪Chart‬‬
‫‪ Process‬ﻧﻤﻮﺩﺍﺭﻱ ﻛﻪ ﺳﻠﺴﻠﻪﻣﺮﺍﺗﺐ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ‬
‫‪ Decomposition‬ﭼﻨﺪ ﮔﺮﻭﻩ ﻣﺨﺘﻠﻒ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻭ ﻣﺴﺘﻘﻞ ﺍﺯ ﺳﺎﺧﺘﺎﺭ‬
‫‪ Diagram‬ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ‪.‬‬
‫ﻧﻤــﻮﺩﺍﺭ ﻣﻔﻬــﻮﻡ ‪ Business Concept‬ﻧﻤﻮﺩﺍﺭﻱ ﺍﺳﺖ ﻛـﻪ ﻭﺿـﻌﻴﺖ ﻛـﺴﺐﻭﻛـﺎﺭ ﺭﺍ ﺍﺯ ﻳـﻚ‬
‫ﻛﺴﺐﻭﻛﺎﺭ‬
‫‪ Logistics Network‬ﺯﺍﻭﻳﺔ ﻣﻔﻬﻮﻣﻲ ﺳـﻄﺢ ﺑـﺎﻻ ﻭ ﺑـﻪ ﻭﺻـﺮﺕ ﮔﺮﺍﻓﻴﻜـﻲ‬
‫‪ / ٨٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻭﺍﮊﻩ‪ ،‬ﻋﺒﺎﺭﺕ ﻳﺎ‬
‫ﻣﺨﻔﻒ‬
‫ﻧﻤﻮﺩﺍﺭ ﺷﺒﻜﺔ ﺁﻣﺎﺩ‬
‫ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ‬
‫ﻭﺍﺳﻂ‬
‫ﻭﻇﻴﻔﻪﻣﻨﺪﻱ‬
‫ﺗﻮﺿﻴﺤﺎﺕ‬
‫ﻣﻌﺎﺩﻝ ﺍﻧﮕﻠﻴﺴﻲ‬
‫ﺗﺮﺳﻴﻢ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻋﻨﺼﺮﻱ ﻛﻪ ﻭﻇﻴﻔﻪ ﻣﻨﺪﻱ ﻳـﻚ ﻓﺮﺁﻳﻨـﺪ ﻳـﺎ ﻣﺆﻟﻔـﻪ ﺭﺍ‬
‫‪ Interface‬ﺗﻮﺻﻴﻒ ﻣﻲﻛﻨﺪ ﻭﻟﻲ ﺧﻮﺩ ﺣﺎﻭﻱ ﻣﺤﺘﻮﺍﻱ ﺍﺟﺮﺍﻛﻨﻨـﺪﺓ‬
‫ﺁﻥ ﻭﻇﻴﻔﻪﻣﻨﺪﻱ ﻧﻴﺴﺖ‪.‬‬
‫ﭼﮕﻮﻧﮕﻲ ﭘﺎﺳـﺦﮔـﻮﻳﻲ ﻳـﻚ ﻓﺮﺁﻳﻨـﺪ ﻳـﺎ ﺳـﺎﻣﺎﻧﻪ ﺑـﻪ‬
‫‪Functionality‬‬
‫ﻧﻴﺎﺯﻣﻨﺪﻱﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺁﻥ‪.‬‬
‫‪ .۶ .۳‬ﻣﺮﺍﺟﻊ ﻭ ﻣﻨﺎﺑﻊ‬
‫‪1. Sowa, J. F. and J. A. Zachman, Extending and formalizing the framework‬‬
‫‪for information systems architecture, IBM Systems Journal 31, No. 3,‬‬
‫‪590-616, 1992.‬‬
‫‪2. Fatolahi, Ali and Shahram Jalalinia. Transition Architectures using the‬‬
‫‪Zachman Framework. Proceedings of the 1st International Industrial‬‬
‫‪Engineering Conference. July 13-14 2004. Tehran. Iran. 68-75.‬‬
‫‪ .٣‬ﺭﻭﺣﺎﻧﻲ ﺭﺍﻧﻜﻮﻫﻲ‪ ،‬ﺳﻴﺪ ﻣﺤﻤﺪ ﺗﻘﻲ‪ .‬ﻣﻔﺎﻫﻴﻢ ﺑﻨﻴﺎﺩﻱ ﭘﺎﻳﮕﺎﻩﺩﺍﺩﻩﻫﺎ‪ ،‬ﺍﻧﺘﺸﺎﺭﺍﺕ ﺟﻠﻮﻩ‪ ،‬ﭘﺎﻳﻴﺰ ‪.١٣٨٠‬‬
‫‪4. Fatolahi, Ali, S. Jalalinia, Z. Dabestani and M. Eskandari. Extracting‬‬
‫‪Business Process Decomposition: A Practical Approach Using the ISIran‬‬
‫‪V Methodology. Proceedings of the 2004 International Research‬‬
‫‪Conference on Innovations in Information Technology. October 6-8‬‬
‫‪2004. Dubai, United Arab Emirates. 283-289‬‬
‫‪ .۷ .۳‬ﺿﻤﻴﻤﻪ‪ :‬ﻧﻤﻮﻧﻪ ﺧﺮﻭﺟﻲﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‬
‫ﻫﻤﺔ ﻧﻤﻮﺩﺍﺭﻫﺎ )ﺑﻪﺟﺰ ﻧﻤﻮﺩﺍﺭ ﻣﻔﻬﻮﻡ ﻛﺴﺐﻭﻛﺎﺭ ﻳﺎ ﺷﺒﻜﺔ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻧﻤﻮﺩﺍﺭ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ ﺍﺯ ﺩﻳﺪﮔﺎﻩ‬
‫ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ ـ ﺑﺮﮔﺮﻓﺘﻪ ﺍﺯ ﭘﺮﻭﮊﺓ ﻣﻌﻤﺎﺭﻱ ﺳﻤﺎﭘﻞ ﺩﺭ ﺷﺮﻛﺖ ﺍﻳﺰﺍﻳﺮﺍﻥ ﻭ ﻧﻤﻮﻧﺔ ﻓﻬﺮﺳـﺖ‬
‫ﺳﻴﺎﺳﺖﻧﺎﻣﻪ ـ ﺑﺮﮔﺮﻓﺘﻪ ﺍﺯ ﭘﺮﻭﮊﺓ ﻣﻌﻤﺎﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺳﺎﺯﻣﺎﻥ ﭘـﮋﻭﻫﺶ ﻭ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ ﺗـﺄﻟﻴﻒ ﻛﺘـﺐ‬
‫ﺩﺭﺳﻲ ﻭﺯﺍﺭﺕ ﺁﻣﻮﺯﺵﻭﭘﺮﻭﺭﺵ ﺩﺭ ﺷﺮﻛﺖ ﺭﺍﻫﮕـﺸﺎ ﺳـﺎﻣﺎﻧﺔ ﺗﻬـﺮﺍﻥ( ﺍﺯ ﭘـﺮﻭﮊﺓ ﻣﻌﻤـﺎﺭﻱ ﺍﻃﻼﻋـﺎﺕ‬
‫ﻣﻌﺎﻭﻧﺖ ﺯﺭﺍﻋﺖ ﻭﺯﺍﺭﺕ ﺟﻬﺎﺩ ﻛﺸﺎﻭﺭﺯﻱ ﺩﺭ ﺷﺮﻛﺖ ﭘﺘﺴﺎ )ﭘـﺎﺭﺱﺗـﺼﻤﻴﻢ( ﺑﺮﮔﺰﻳـﺪﻩ ﺷـﺪﻩﺍﻧـﺪ‪ .‬ﺍﻟﺒﺘـﻪ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۸۹ /‬‬
‫ﻣﺪﻝﻫﺎﻱ ﺍﻧﺘﺨﺎﺏﺷﺪﻩ ﺗﺎ ﺣﺪ ﺍﻣﻜﺎﻥ )ﺩﺭ ﺻﻮﺭﺕ ﻟﺰﻭﻡ( ﺑﺎ ﺍﻋﻤﺎﻝ ﺩﺳﺘﻜﺎﺭﻱﻫﺎﻳﻲ ﺷﻜﻞ ﺍﺻﻠﻲ ﺧـﻮﺩ ﺭﺍ‬
‫ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻩﺍﻧﺪ ﺗﺎ ﻣﺤﺘﻮﺍﻱ ﺧﺮﻭﺟﻲﻫﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﻓﺎﺵ ﻧﮕﺮﺩﺩ‪.‬‬
‫ﺷﻜﻞ ‪ ۵‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻔﻬﻮﻡ ﻛﺴﺐﻭﻛﺎﺭ ﻳﺎ ﺷﺒﻜﺔ ﺁﻣﺎﺩ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺳﺎﺯﻣﺎﻥ‬
‫‪ / ٩٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺷﻜﻞ ‪ ۶‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻓﺮﺁﻳﻨﺪﻱ ﺍﺯ ﺯﺍﻭﻳﺔ ﻣﺪﻝ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﭘﻮﺭﺗﺮ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۹۱ /‬‬
‫ﺯﺭﻉ‐ﺍﻧﺘﺨﺎﺏ ﻛﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ‬
‫ﺯﺭﻉ‐ﺗﻬﻴﻪ ﻓﺮﻣﻬﺎﻱ ﺍﺭﺯﻳﺎﺑﻲ‬
‫ﺯﺭﻉ‐ﺍﻧﺘﺨﺎﺏ ﮐﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ ﺍﺳﺘﺎﻧﻬﺎ‬
‫ﺯﺭﻉ‪-‬ﺍﻧﺘﺨﺎﺏ ﻛﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ ﮐﺸﻮﺭ‬
‫ﮐﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ‬
‫ﺯﺭﻉ‐ﺩﺭﺧﻮﺍﺳﺖ ﻣﻌﺮﻓﻲ ﻛﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ‬
‫ﺯﺭﻉ‐ﺛﺒﺖ ﺣﻜﻢ ﻣﺎﻣﻮﺭﻳﺖ ﺩﺭ ﺯﻳﺮ‬
‫ﻣﺤﺼﻮﻻﺕ ﺷﻬﺮﺳﺘﺎﻥ‬
‫ﺳﻴﺴﺘﻢ ‪٣‐٥‬‬
‫ﺯﺭﻉ‐ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺩﺭﻣﻮﺭﺩ‬
‫ﺯﺭﻉ‐ﺩﺭﺧﻮﺍﺳﺖ ﻣﻌﺮﻓﻲ ﻛﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ‬
‫ﺯﺭﻉ‐ﻧﻈﺎﺭﺕ ﺑﺮ ﻛﺎﺭ ﻛﻴﻞ ﮔﻴﺮﻱ‬
‫ﻣﻼﻛﻬﺎﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻛﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ‬
‫ﻣﺤﺼﻮﻻﺕ ﻣﺮﻛﺰ ﺧﺪﻣﺎﺕ‬
‫ﻣﺰﺍﺭﻉ ﺯﺍﺭﻋﻴﻦ ﻧﻤﻮﻧﻪ‬
‫ﺯﺭﻉ‐ﺩﻋﻮﺕ ﺍﺯ ﮐﻤﻴﺘﻪ ﻓﻨﻲ‬
‫ﺯﺭﻉ‐ﻣﺸﺎﻫﺪﻩ ﻭ ﻣﻘﺎﻳﺴﻪ ﻣﺸﺨﺼﺎﺕ‬
‫ﺯﺭﻉ‐ﻃﺮﺍﺣﻲ ﻓﺮﻡ ﺍﺭﺯﻳﺎﺑﻲ ﺩﺭ‬
‫ﺯﺭﻉ‐ﺛﺒﺖ ﻣﺸﺨﺼﺎﺕ ﻛﺸﺎﻭﺭﺯ ﻧﻤﻮﻧﻪ‬
‫ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪١‐٥‬‬
‫ﻣﺮﺍﻛﺰ ﺧﺪﻣﺎﺕ ﺩﺭ ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪٢‐٥‬‬
‫ﻛﺸﺎﻭﺭﺯﺍﻥ ﻧﻤﻮﻧﻪ ﺍﺳﺘﺎﻧﻬﺎ ﺍﺯ ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪٣‐٥‬‬
‫ﺯﺭﻉ‪-‬ﻣﺸﺎﻫﺪﻩ ﻭ ﺟﻤﻊ ﺑﻨﺪﻱ ﻣﺸﺨﺼﺎﺕ ﻛﺸﺎﻭﺭﺯﺍﻥ‬
‫ﺯﺭﻉ‐ﺛﺒﺖ ﻣﺸﺨﺼﺎﺕ ﺯﺍﺭﻋﻴﻦ ﻧﻤﻮﻧﻪ‬
‫ﻧﻤﻮﻧﻪ ﻣﺮﺍﻛﺰ ﺧﺪﻣﺎﺕ ﺍﺯ ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪٢‐٥‬‬
‫ﻛﺸﻮﺭ ﺩﺭ ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪٣‐٥‬‬
‫ﺯﺭﻉ‐ﺗﻌﻴﻴﻦ ﻭ ﺛﺒﺖ ﻣﺸﺨﺼﺎﺕ ﻛﺸﺎﻭﺭﺯﺍﻥ‬
‫ﻧﻤﻮﻧﻪ ﺷﻬﺮﺳﺘﺎﻥ ﺩﺭ ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪٢-٥‬‬
‫ﺯﺭﻉ‐ﻣﺸﺎﻫﺪﻩ ﻭ ﺟﻤﻊ ﺑﻨﺪﻱ ﻣﺸﺨﺼﺎﺕ‬
‫ﻛﺸﺎﻭﺭﺯﺍﻥ ﻧﻤﻮﻧﻪ ﺷﻬﺮﺳﺘﺎﻧﻬﺎ ﺍﺯ ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪٢‐٥‬‬
‫ﺯﺭﻉ‐ﺗﻌﻴﻴﻦ ﻭ ﺛﺒﺖ ﻣﺸﺨﺼﺎﺕ ﻛﺸﺎﻭﺭﺯﺍﻥ‬
‫ﻧﻤﻮﻧﻪ ﺍﺳﺘﺎﻥ ﺩﺭ ﺯﻳﺮ ﺳﻴﺴﺘﻢ ‪٢‐٥‬‬
‫ﺯﺭﻉ‐ﺩﻋﻮﺕ ﺍﺯ ﮐﺎﺭﺷﻨﺎﺱ ﺩﻓﺘﺮ‪/‬ﺍﺩﺍﺭﻩ ﮐﻞ ﺑﺮﺍﻱ‬
‫ﻧﻈﺎﺭﺕ ﺑﺮﮐﻴﻞ ﮔﻴﺮﻱ ﻣﺰﺍﺭﻉ ﮐﺸﺎﻭﺭﺯﺍﻥ ﻣﻨﺘﺨﺐ‬
‫ﺷﻜﻞ ‪ ۷‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﺗﺠﺰﻳﺔ ﻓﺮﺁﻳﻨﺪﻱ‬
‫‪ / ٩٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺷﻜﻞ ‪ ۸‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﺯﻧﺠﻴﺮﺓ ﺍﺭﺯﺵ ﻓﺮﺁﻳﻨﺪ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۹۳ /‬‬
‫ﺷﻜﻞ ‪ ۹‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻌﻨﺎﻳﻲ ﺩﺭ ﻳﻚ ﺣﻮﺯﺓ ﻣﻮﺿﻮﻋﻲ ﺧﺎﺹ‬
‫‪ / ٩٤‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺷﻜﻞ ‪ ۱۰‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻮﺍﺭﺩ ﻛﺎﺭﺑﺮﻱ ﻛﺴﺐﻭﻛﺎﺭ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۹۵ /‬‬
‫ﺷﻜﻞ ‪ ۱۱‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﻔﻬﻮﻡ ﺷﺒﻜﻪ‬
‫‪ / ٩٦‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺷﻜﻞ ‪ ۱۲‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻣﺆﻟﻔﻪ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۹۷ /‬‬
‫ﺷﻜﻞ ‪ ۱۳‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﺍﺳﺘﻘﺮﺍﺭ‬
‫‪ / ٩٨‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﺷﻜﻞ ‪ ۱۴‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﺯﻣﺎﻥﺑﻨﺪﻱ ﺩﺭ ﺑﺮﻧﺎﻣﺔ ﮔﺬﺍﺭ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۹۹ /‬‬
‫ﺷﻜﻞ ‪ ۱۵‐۳‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻣﺎﺗﺮﻳﺲ ﻓﺮﺁﻳﻨﺪ‐ ﻣﻮﺟﻮﺩﻳﺖ ﺍﻃﻼﻋﺎﺗﻲ )‪(CRUD‬‬
‫‪ / ١٠٠‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﻓﻬﺮﺳﺖ ﻧﻤﻮﻧﺔ ﻳﻚ ﺳﻴﺎﺳﺖﻧﺎﻣﻪ‬
‫‪ .١‬ﻣﻘﺪﻣﻪ‬
‫‪ .٢‬ﺩﺍﻣﻨﻪ ﻭ ﺍﻫﺪﺍﻑ ﭘﺮﻭﮊﻩ‬
‫‪ .١ .٢‬ﺩﺍﻣﻨﻪ ﻣﻄﺎﻟﻌﻪ ﻭﺑﮑﺎﺭﮔﻴﺮﯼ‬
‫‪ .٢ .٢‬ﺩﺍﻣﻨﻪ ﻭ ﺍﻫﺪﺍﻑ ﺗﺤﻠﻴﻞ‬
‫‪ .٣‬ﺷﻴﻮﻩﻫﺎ ﻭ ﻣﻨﺎﺑﻊ ﮔﺮﺩﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫‪ .٤‬ﺧﺮﻭﺟﻲﻫﺎ‬
‫‪ .١ .٤‬ﺧﺮﻭﺟﻲﻫﺎﻱ ﮔﺎﻡ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ )ﮔﺎﻡ ﺍﻭﻝ ﺷﺮﺡ ﺧﺪﻣﺎﺕ(‬
‫‪ .٢ .٤‬ﺧﺮﻭﺟﻲﻫﺎﻱ ﮔﺎﻡ ﺍﺳﺘﺨﺮﺍﺝ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ )ﮔﺎﻡ ﺩﻭﻡ ﻭ ﺳﻮﻡ ﺷﺮﺡ ﺧﺪﻣﺎﺕ(‬
‫‪ .٣ .٤‬ﺧﺮﻭﺟﻲﻫﺎﻱ ﮔﺎﻡ ﺗﺪﻭﻳﻦ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻌﻴﺖ ﻣﻄﻠﻮﺏ)ﮔﺎﻡ ﭼﻬﺎﺭﻡ ﻭ ﭘﻨﺠﻢ ﺷﺮﺡ ﺧﺪﻣﺎﺕ(‬
‫‪ .٤ .٤‬ﺧﺮﻭﺟﻲﻫﺎﻱ ﮔﺎﻡ ﺗﻬﻴﺔ ﻃﺮﺡ ﮔﺬﺍﺭ )ﮔﺎﻡ ﺷﺸﻢ ﺷﺮﺡ ﺧﺪﻣﺎﺕ(‬
‫‪ .٥‬ﺭﻭﺍﻝ ﺍﺭﺍﺋﻪ ﻭ ﺗﺄﻳﻴﺪ ﺧﺮﻭﺟﻲﻫﺎ‬
‫‪ .٦‬ﻓﻨﻮﻥ‪ ،‬ﺭﻭﺵﻫﺎ ﻭ ﺍﺑﺰﺍﺭ ﻣﺴﺘﻨﺪﺳﺎﺯﻱ‬
‫‪ .٧‬ﻭﺍﮊﻩ ﻧﺎﻣﻪ‬
‫‪ .٨‬ﻣﺮﺍﺟﻊ ﻭ ﻣﻨﺎﺑﻊ‬
‫‪ .٩‬ﻻﻳﻪ ﻫﺎﻱ ﻣﻌﻤﺎﺭﻱ ﻭ ﻧﻤﻮﻧﺔ ﻓﺮﻡﻫﺎﻱ ﺧﺮﻭﺟﻲ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ‬
‫‪ .١ .٩‬ﻣﺮﺍﺣﻞ ﻭ ﺧﺮﻭﺟﯽ ﻫﺎﻱ ﻧﻤﻮﻧﻪ ﺗﺤﻠﻴﻞ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ‬
‫‪ .٢ .٩‬ﻣﺮﺍﺣﻞ ﻭﺧﺮﻭﺟﯽ ﻫﺎﻱ ﻧﻤﻮﻧﻪ ﻃﺮﺍﺣﻲ ﻣﻌﻤﺎﺭﻱ ﻭﺿﻌﻴﺖ ﻣﻄﻠﻮﺏ‬
‫‪ .٣ .٩‬ﻣﺮﺍﺣﻞ ﻭﺧﺮﻭﺟﯽ ﻫﺎﻱ ﻧﻤﻮﻧﻪ ﺗﺪﻭﻳﻦ ﺑﺮﻧﺎﻣﻪ ﮔﺬﺍﺭ‬
‫‪ .١٠‬ﻓﺮﻡ ﻫﺎﯼ ﮔﺮﺩ ﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬
‫‪ .١١‬ﺯﻣﺎﻥﺑﻨﺪﻱ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩ‬
‫‪ .١٢‬ﺷﺮﺡ ﺧﺪﻣﺎﺕ ﻣﺼﻮﺏ‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۱۰۱ /‬‬
‫ﻧﻤﻮﻧﻪﻱ ‪RFP‬‬
‫] ﻧﺎﻡ ﻭ ﺁﺭﻡ ﺷﺮﮐﺖ ﭘﻴﺸﻨﻬﺎﺩ ﺩﻫﻨﺪﻩ[‬
‫ﭘﻴﺸﻨﻬﺎﺩ ﺍﻧﺠﺎﻡ ﭘﺮﻭﮊﻩ‪ :‬ﺳﻴﺴﺘﻢ ﺟﺎﻣﻊ ‪.....................................................‬‬
‫]ﮐﺪ ﺩﺭﺧﻮﺍﺳﺖ ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ ﭘﻴﺸﻨﻬﺎﺩ )‪[(RFP‬‬
‫ﺁﺩﺭﺱ ﮐﺎﻣﻞ ﭘﺴﺘﻲ ﺷﺮﮐﺖ ﭘﻴﺸﻨﻬﺎﺩ ﺩﻫﻨﺪﻩ‬
‫ﺗﻠﻔﻦ ﺷﺮﮐﺖ‬
‫ﻓﺎﮐﺲ ﺷﺮﮐﺖ‬
‫ﺳﺎﻳﺖ ﻭﺏ ﺷﺮﮐﺖ‬
‫ﭘﺴﺖ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ ﺷﺮﮐﺖ‬
‫ﺗﺎﺭﻳﺦ ﺗﻬﻴﻪ‪:‬‬
‫‪ / ١٠٢‬ﭼﺎﺭﭼﻮﺏ ﻣﻠﻲ ﻣﻌﻤﺎﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺮﺍﻥ‬
‫ﭘﻴﻮﺳﺖ ﺍﻟﻒ‪ :‬ﺍﻃﻼﻋﺎﺕ ﻋﻤﻮﻣﻲ ﺷﺮﻛﺖ ﭘﻴﺸﻨﻬﺎﺩ ﺩﻫﻨﺪﻩ‬
‫ﻋﻨﻮﺍﻥ ﭘﻴﺸﻨﻬﺎﺩ )‪:(Proposal‬‬
‫ﺑﺮﺍﻱ ‪ :‬ﻣﻌﺎﻭﻧﺖ ﺯﺭﺍﻋﺖ ﻭﺯﺍﺭﺕ ﺟﻬﺎﺩ ﻛﺸﺎﻭﺭﺯﻱ‬
‫ﺣﻖ ﻃﺒﻊ ﻭ ﻧﺸﺮ ‪:‬‬
‫ﺍﻳﻦ ﭘﻴﺸﻨﻬﺎﺩ )‪ (Proposal‬ﺩﺭ ﺗﺎﺭﻳﺦ ‐‐‐‐‐‐ ﺗﻮﺳـﻂ ﺷـﺮﮐﺖ ‐‐‐‐‐‐ ﺑـﻪ‬
‫ﻣﻨﻈﻮﺭ ﭘﺎﺳﺦ ﺑﻪ ﺩﺭﺧﻮﺍﺳـﺖ ﺑـﺮﺍﻱ ﺍﺭﺍﺋـﻪ ﭘﻴـﺸﻨﻬﺎﺩ )‪ (RFP‬ﺗﻬﻴـﻪ ﺷـﺪﻩ ﺗﻮﺳـﻂ‬
‫ﻣﻌﺎﻭﻧﺖ ﺯﺭﺍﻋـﺖ ﻭﺯﺍﺭﺕ ﺟﻬـﺎﺩ ﻛـﺸﺎﻭﺭﺯﻱ ﺩﺭ ﺗـﺎﺭﻳﺦ ‐‐‐‐‐‐‐‐ ﺗﻬﻴـﻪ ﻭ ﺍﺭﺍﺋـﻪ‬
‫ﮔﺮﺩﻳﺪﻩ‪ ،‬ﻭ ﺍﺭﺯﺵ ﻭ ﺍﻋﺘﺒﺎﺭ ﺩﻳﮕﺮﻱ ﻧﺪﺍﺭﺩ‪ .‬ﺩﺭ ﺿﻤﻦ ﻧﺸﺮ ﺁﻥ ﻭ ﻳﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻥ ﺩﺭ‬
‫ﺳﺎﻳﺮ ﻣﺴﺘﻨﺪﺍﺕ ﺑﺪﻭﻥ ﮐﺴﺐ ﺍﺟﺎﺯﻩ ﮐﺘﺒﻲ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﺷـﺮﮐﺖ ‐‐‐‐‐‐ ﺑـﻪ ﻫـﻴﭻ‬
‫ﻋﻨﻮﺍﻥ ﻣﺠﺎﺯ ﻧﻤﻲ ﺑﺎﺷﺪ‪.‬‬
‫ﺗﺎﺭﻳﺦ ﺍﻋﺘﺒﺎﺭ ‪:‬‬
‫ﺍﻋﺘﺒﺎﺭ ﺍﻳﻦ ﭘﻴﺸﻨﻬﺎﺩ )‪ (Proposal‬ﺍﺯ ﺗﺎﺭﻳﺦ ﺗﻬﻴﻪ ﺑـﻪ ﻣـﺪﺕ ‐‐‐‐‐‐ ﺭﻭﺯ ] ﺗـﺎ‬
‫ﺗﺎﺭﻳﺦ ‐‐‐‐‐ [ ﻣﻲﺑﺎﺷﺪ‪.‬‬
‫ﻣﺪﻳﺮ ﺗﻬﻴﻪ ﭘﻴﺸﻨﻬﺎﺩ )‪:(Proposal‬‬
‫ﻧﺎﻡ ﻭ ﻧﺎﻡ ﺧﺎﻧﻮﺍﺩﮔﻲ ‪:‬‬
‫ﺳﻤﺖ ‪:‬‬
‫ﺁﺩﺭﺱ ‪:‬‬
‫ﺗﻠﻔﻦ ‪:‬‬
‫ﭘﺴﺖ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ ‪:‬‬
‫ﻓﺎﮐﺲ ‪:‬‬
‫ﺭﻭﺯﻫﺎ ﻭ ﺳﺎﻋﺎﺕ ﺗﻤﺎﺱ ‪:‬‬
‫ﻓﺼﻞ ﺳﻮﻡ‪ :‬ﭼﺎﺭﭼﻮﺏ ‪۱۰۳ /‬‬
‫ﭘﻴﻮﺳﺖ ﺏ‪ :‬ﺍﻃﻼﻋﺎﺕ ﺣﻘﻮﻗﻲ ﺷﺮﻛﺖ ﭘﻴﺸﻨﻬﺎﺩ ﺩﻫﻨﺪﻩ‬
‫‪ ‐١‬ﺍﺻﻞ ﺍﺳﻨﺎﺩ ﻣﻨﺎﻗﺼﻪ ﻭ ﺗﻤﺎﻣﻲ ﺍﻟﺤﺎﻗﻴﻪ ﻫﺎﻳﻲ ﮐﻪ ﺑﻌﺪﹰﺍ ﺑﻪ ﺁﻥ ﺍﺿﺎﻓﻪ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﮐﻪ ﺑﺎﻳﺪ ﺑـﻪ‬
‫ﺍﻣﻀﺎ ﻭ ﻣﻬﺮ ﺷﺮﮐﺖ ﭘﻴﺸﻨﻬﺎﺩ ﺩﻫﻨﺪﻩ ﺭﺳﻴﺪﻩ ﺑﺎﺷﺪ‪.‬‬
‫‪ ‐٢‬ﺍﺻﻞ ﻧﺎﻣﻪ ﺩﺭﻳﺎﻓﺖ ﻭ ﻳﺎ ﺧﺮﻳﺪ ﺍﺳﻨﺎﺩ ﻣﻨﺎﻗﺼﻪ‬
‫‪ ‐٣‬ﻧﺎﻣﻪ ﺍﻱ ﻣﺒﻨﻲ ﺑﺮ ﺩﺍﺷﺘﻦ ﺍﺧﺘﻴﺎﺭ ﺍﻣﻀﺎ ﺑﺮﺍﻱ ﺍﻣﻀﺎ ﮐﻨﻨﺪﻩ ﺍﺳﻨﺎﺩ ﻣﻨﺎﻗﺼﻪ‬
‫ﺳﺎﺯﻣﺎﻥ ﻣﺤﺘﺮﻡ ‐‐‐‐‐‐‬
‫ﺑﺎ ﺳﻼﻡ ﻭ ﺍﺣﺘﺮﺍﻡ‬
‫ﺑﺪﻳﻨﻮﺳﻴﻠﻪ ﺁﻗﺎﻱ ‪ /‬ﺧﺎﻧﻢ ‐‐‐‐‐‐ ﺑـﻪ ﻧﻤﺎﻳﻨـﺪﮔﻲ ﺍﺯ ﺳـﻮﻱ ﺍﻳـﻦ ﺷـﺮﮐﺖ ﺟﻬـﺖ‬
‫ﺍﻣﻀﺎﻱ ﺍﺳﻨﺎﺩ ﻭ ﻣﺴﺘﻨﺪﺍﺕ ﻣﻨﺎﻗﺼﻪ ‐‐‐‐‐‐ ﺑﺎ ﺍﺧﺘﻴﺎﺭ ﺗﺎﻡ ﻣﻌﺮﻓﻲ ﻣﻲ ﮔﺮﺩﺩ‪.‬‬
‫ﺍﻣﻀﺎﻫﺎﻱ ﻣﺠﺎﺯ‬
‫ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺷﺮﮐﺖ ‐‐‐‐‐‐‬
‫‪ ‐٤‬ﺻﻮﺭﺗﻬﺎﻱ ﻣﺎﻟﻲ ﺗﺄﻳﻴﺪ ﺷﺪﻩ ﺗﻮﺳـﻂ ﺣـﺴﺎﺑﺮﺱ ﺷـﺎﻣﻞ ﺍﻇﻬـﺎﺭ ﻧﺎﻣـﻪ ﺳـﺎﻝ ﺁﺧـﺮ ﻭ ﺑـﺮﮒ‬
‫ﺗﺸﺨﻴﺺ ﻭ ﺍﻇﻬﺎﺭ ﻧﺎﻣﻪ ﺩﻭ ﺳﺎﻝ ﻣﺎﻗﺒﻞ ﺁﻥ‬
‫‪ ‐٥‬ﺿﻤﺎﻧﺘﻨﺎﻣﻪ‪ ،‬ﭼﮏ ﺗﻀﻤﻴﻨﻲ‪ ،‬ﻓﻴﺶ ﻭﺍﺭﻳﺰ ﺑﻪ ﺣﺴﺎﺏ ﻭ ﻳﺎ ﺳـﻔﺘﻪ ﺩﺭ ﺻـﻮﺭﺗﻲ ﮐـﻪ ﺩﺭ ‪RFP‬‬
‫ﺩﺭﺧﻮﺍﺳﺖ ﺷﺪﻩ ﺑﺎﺷﺪ‬
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