‫ﺃﻓﻀل ﺍﻟﻤﻤﺎﺭﺴﺎﺕ‬
‫ﻟﺘﺼﻤﻴﻡ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺍﻟﻨﺴﺨﺔ ‪1.0 :‬‬
‫ﺍﻟﺘﺎﺭﻳﺦ ‪ 4:‬ﻳﻮﻧﻴﻮ ‪2007‬‬
‫ﺃﺨﻼﺀ ﻤﺴﺅﻭﻟﻴﺔ‬
‫ﻴﺒﺫل ﺒﺭﻨﺎﻤﺞ ﺍﻟﺘﻌﺎﻤﻼﺕ ﺍﻹﻟﻜﺘﺭﻭﻨﻴﺔ ﺍﻟﺤﻜﻭﻤﻴﺔ "ﻴﺴ‪‬ﺭ" ﺃﻗﺼﻰ ﺠﻬﻭﺩﻩ ﻟﺘﺤﻘﻴﻕ ﻤﺴﺘﻭﻯ ﻋﺎﻟﻲ ﻤﻥ ﺍﻟﺠﻭﺩﺓ ﻭﺍﻟﺩﻗﺔ ﻟﻤﺤﺘﻭﻴﺎﺕ ﻫﺫﻩ ﺍﻟﻭﺜﻴﻘﺔ‪ ،‬ﺇﻻ ﺃﻨﻪ ﻻ ﻴﺘﺤﻤل ﺃﻴﺔ ﻤﺴﺌﻭﻟﻴﺔ ﺃﻭ ﺘﺒﻌﺎﺕ ﻗﺩ ﺘﻨﺘﺞ ﺇﺜﺭ‬
‫ﺍﻻﺴﺘﻔﺎﺩﺓ ﻤﻥ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﺍﻟﻭﺍﺭﺩﺓ ﻓﻴﻬﺎ‪.‬‬
‫ﻭﻴﺴ ‪‬ﺭ ﺍﻟﺒﺭﻨﺎﻤﺞ ﺘﻠﻘﻲ ﻤﺸﺎﺭﻜﺎﺘﻜﻡ ﺒﺎﻹﺒﻼﻍ ﻋﻥ ﺃﻴﺔ ﻤﻘﺘﺭﺤﺎﺕ ﻟﺘﺤﺴﻴﻥ ﻭﺘﻁﻭﻴﺭ ﻫﺫﻩ ﺍﻟﻭﺜﻴﻘﺔ ﻤﻥ ﺨﻼل ﻭﺴﺎﺌل ﺍﻻﺘﺼﺎل ﺍﻟﻤﻨﺸﻭﺭﺓ ﻓﻲ ﺼﻔﺤﺔ "ﺍﺘﺼل ﺒﻨﺎ" ﻋﻠﻰ ﻤﻭﻗﻊ ﺍﻟﺒﺭﻨﺎﻤﺞ‪.‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺟﺪول اﻟﻤﺤﺘﻮﻳﺎت‬
‫‪ ١‬ﻣﻠﺨﺺ ﺗﻨﻔﻴﺬﻱ‪٤ ................................................................................................................................... .‬‬
‫‪ ٢‬ﺍﳌﻘﺪﻣﺔ ‪٥ ...................................................................................................................................... ......‬‬
‫‪ ١-٢‬هﺪف اﻟﻮﺛﻴﻘﺔ ‪٥ ...................................................................................................................................‬‬
‫‪ ٢-٢‬ﻣﺤﺘﻮﻳﺎت اﻟﻮﺛﻴﻘﺔ ‪٥ ..............................................................................................................................‬‬
‫‪ ٣-٢‬ﻣﺮاﺟﻊ اﻟﻮﺛﻴﻘﺔ ‪٥ .................................................................................................................................‬‬
‫‪ ٣‬ﺍﻟﺘﻮﺟﻪ ﳓﻮ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﻟﻠﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪٦ ............................................................................. .‬‬
‫‪ ١-٣‬اﻟﻬﺪف ﻣﻦ ﺗﺼﻤﻴﻢ اﻟﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ ﻹدارة ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪٧ ............................................................................‬‬
‫‪ ٢-٣‬أﻧﺸﻄﺔ ﺗﺼﻤﻴﻢ اﻟﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ ﻹدارة ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪٧ .................................................................................‬‬
‫‪ ٤‬ﻧﻈﺮﺓ ﻋﺎﻣﺔ ﻋﻠﻰ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪١١..............................................................................................‬‬
‫‪ ١-٤‬اﻟﺮؤﻳﺔ واﻟﻤﻬﻤﺔ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١١.........................................................................................................‬‬
‫‪ ١-١-٤‬ﺍﻟﺮﺅﻳﺔ‪١١ .......................................................................................................... ...............‬‬
‫‪ ٢-١-٤‬ﺍﳌﻬﻤﺔ‪١١ ............................................................................................................ .............‬‬
‫‪٢-٤‬‬
‫‪٣-٤‬‬
‫‪٤-٤‬‬
‫‪٥-٤‬‬
‫‪٦-٤‬‬
‫أهﺪاف ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت وإﺳﺘﺮاﺗﻴﺠﻴﺎﺗﻬﺎ ‪١٢.................................................................................................‬‬
‫أﻧﻤﻮذج ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٣...................................................................................................................‬‬
‫ﻋﻤﻼء ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٣....................................................................................................................‬‬
‫ﺧﺪﻣﺎت ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٤...................................................................................................................‬‬
‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٦.........................................................................................................‬‬
‫‪ ٥‬ﺃﻧﺸﻄﺔ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪٢١ ................................................................................................‬‬
‫‪ ١-٥‬اﻟﺨﻄﻮة اﻷوﻟﻰ‪ :‬اﻟﺘﺄآﺪ ﻣﻦ اﻟﺤﺎﺟﺔ إﻟﻰ اﻟﺘﻐﻴﻴﺮ‪٢١...........................................................................................‬‬
‫‪ ٢-٥‬اﻟﺨﻄﻮة اﻟﺜﺎﻧﻴﺔ‪ :‬ﺟﻤﻊ اﻟﻌﻮاﻣﻞ اﻟﻤﺆﺛﺮة ﻓﻲ ﻋﻤﻠﻴﺔ اﻟﺘﺼﻤﻴﻢ ‪٢٤.............................................................................‬‬
‫‪ ١-٢-٥‬ﻋﻮﺍﻣﻞ ﻛﻤﻴﺔ‪٢٤ ............................................................................................................ .......‬‬
‫‪ ٢-٢-٥‬ﻋﻮﺍﻣﻞ ﻧﻮﻋﻴﺔ ﻛﻴﻔﻴﺔ‪٢٥..............................................................................................................‬‬
‫‪ ٣-٥‬اﻟﺨﻄﻮة اﻟﺜﺎﻟﺜﺔ‪ :‬ﺑﻨﺎء ﺗﺼﻤﻴﻢ ﻣﺮﺷﺢ )ﻣﺒﺪﺋﻲ(‪٢٧.............................................................................................‬‬
‫‪ ١-٣-٥‬ﻧﻄﺎﻕ ﺍﻟﺘﻐﻄﻴﺔ‪٢٧....................................................................................................................‬‬
‫‪ ٢-٣-٥‬ﻣﻌﺎﳉﺔ ﻣﻮﺿﻮﻉ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ‪٢٨ ...................................................................................................‬‬
‫‪ ٣-٣-٥‬ﺍﻟﺒﺪﺍﺋﻞ ﺍﳌﻘﺘﺮﺣﺔ ﰲ ﺑﻨﺎﺀ ﺍﻟﺘﺼﻤﻴﻢ‪٣٠ ..................................................................................................‬‬
‫‪ ٤-٣-٥‬ﺍﳍﻴﻜﻞ ﻭﺍﻷﻗﺴﺎﻡ‪٣١ ............................................................................................................ ....‬‬
‫‪ ٥-٣-٥‬ﻣﺘﻄﻠﺒﺎﺕ ﺗﻮﻇﻴﻒ ﺍﻷﻗﺴﺎﻡ ‪٣٧ .......................................................................................................‬‬
‫‪ ٤-٥‬اﻟﺨﻄﻮة اﻟﺮاﺑﻌﺔ‪ :‬اﻟﺘﺤﻮل إﻟﻰ اﻟﺨﻄﺔ اﻟﻔﻌﻠﻴﺔ ‪٣٩..............................................................................................‬‬
‫‪ ٥-٥‬اﻟﺨﻄﻮة اﻟﺨﺎﻣﺴﺔ‪ :‬ﺗﺨﻄﻴﻂ اﻟﺘﻄﺒﻴﻖ‪٤٠........................................................................................................‬‬
‫‪ ٦‬ﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ‪٤١ ............................................................................................................................. ..‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻗﺎﺋﻤﺔ اﻟﺠﺪاول‬
‫)‪(١‬‬
‫)‪(٢‬‬
‫א‬
‫)‪ (٣‬א‬
‫)‪(٤‬‬
‫)‪(٥‬‬
‫)‪(٦‬‬
‫)‪(٧‬‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫)‪(٨‬‬
‫)‪(٩‬‬
‫)‪(١٠‬‬
‫)‪ (١١‬א‬
‫א‬
‫)‪ (١٢‬א‬
‫)‪ (١٣‬א‬
‫)‪(١٤‬‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫‪٨ ........................................................................................................‬‬
‫‪١٤ ...............................................................................................................................‬‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫‪٦ ...................................................................................‬‬
‫א‬
‫א‬
‫א‬
‫א‬
‫א‬
‫‪١٦ ......................................................................................................................‬‬
‫‪١٨ ......................................................................................................‬‬
‫‪١٩ .......................................................................................................................‬‬
‫‪٢١ ............................................................................................................................‬‬
‫א‬
‫א‬
‫‪٢٣ .........................................................................................................‬‬
‫‪٢٤ ...................................................................................................................................‬‬
‫א‬
‫א‬
‫א‬
‫‪٢٥ ..............................................................................................................‬‬
‫‪٣٣ ............................................................................................................................‬‬
‫א‬
‫א‬
‫א‬
‫‪٣٣ ........................................................................................................................‬‬
‫א‬
‫‪٣٤ ..................................................................................................................‬‬
‫א‬
‫א‬
‫‪٣٧ ..............................................................................................................‬‬
‫)‪ (١٥‬א‬
‫)‪(١‬א‬
‫א‬
‫א‬
‫‪٣٧ ....................................................................................................‬‬
‫)‪ (١٦‬א‬
‫)‪(٢‬א‬
‫א‬
‫א‬
‫‪٣٨ ....................................................................................................‬‬
‫)‪ (١٧‬א‬
‫א‬
‫‪٣٩ ..................................................................................................................................‬‬
‫ﻗﺎﺋﻤﺔ اﻷﺷﻜﺎل‬
‫)‪− (١‬‬
‫א‬
‫)‪(٢‬‬
‫א‬
‫)‪(٣‬‬
‫א‬
‫)‪ (٤‬א‬
‫א‬
‫א‬
‫‪٩ ..........................................................................................................................‬‬
‫‪١٣ .....................................................................................................................................‬‬
‫א‬
‫‪٢٧ ....................................................................................................................................‬‬
‫א‬
‫)‪ (٥‬א א‬
‫א‬
‫)‪ (٦‬א‬
‫א א‬
‫)‪ (٧‬א‬
‫א‬
‫א א‬
‫‪٢٩ ......................................................................................................................................‬‬
‫א‬
‫א‬
‫‪٢٨ ...............................................................................................................‬‬
‫א‬
‫‪٣٠ .....................................................................................................................‬‬
‫‪٣١ .........................................................................................................................................‬‬
‫) ‪ (٨‬א‬
‫א‬
‫א‬
‫‪٣٢ ......................................................................................................................................‬‬
‫) ‪ (٩‬א‬
‫א‬
‫א‬
‫‪٣٢ .......................................................................................................................................‬‬
‫)‪(١٠‬‬
‫)‪(١١‬‬
‫‪٣٥ .......................................................................................................................................‬‬
‫א‬
‫‪٣٦ .............................................................................................................................‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪١‬‬
‫ﻣﻠﺨﺺ ﺗﻨﻔﻴﺬي‬
‫ﳚﺐ ﺃﻥ ﳜﺪﻡ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﻫﺪﺍﻑ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﶈﺪﺩﺓ ﻟﻪ‪ ،‬ﻛﻤﺎ ﳚﺐ ﻋﻠﻰ ﻣﺪﻳﺮﻱ ﺗﻘﻨﻴﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﺧﺘﻴﺎﺭ ﺍﳍﻴﻜﻞ ﺍﻷﻧﺴﺐ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﻣﺴﻮّﻏﺎﺕ ﻛﺎﻓﻴﺔ ﻭﺗﻐﻄﻴﺔ ﻭﺍﺿﺤﺔ ﻻﺣﺘﻴﺎﺟﺎﻬﺗﻢ‪ .‬ﻓﺈﺫﺍ ﱂ ﻳﺘﻨﺎﺳﺐ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻣﻊ‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﳌﻨﺸﻮﺩﺓ ﻓﺈﻥ ﺍﳌﺸﻜﻼﺕ ﺳﺘﺒﺪﺃ ﺑﺎﻟﻈﻬﻮﺭ ﻭﺳﺘﺆﺛﺮ ﰲ ﺃﺩﺍﺀ ﺍﳌﻮﻇﻔﲔ ﻭ ﺃﺩﻭﺍﺭﻫﻢ ﻭﺍﺗﺼﺎﻻﻬﺗﻢ ﻭﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳉﻮﺍﻧﺐ‬
‫ﺍﻷﺧﺮﻯ‪.‬‬
‫ﻳﻔﺘﺮﺽ ﲟﺪﻳﺮﻱ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﺮﺍﺟﻌﺔ ﻫﻴﻜﻠﻬﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺗﻌﺪﻳﻠﻪ ﺣﺴﺐ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﱵ ﺗﻄﺮﺃ ﻋﻠﻰ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻼ‬
‫ﺍﳌﹸﺘﱠﺒﻌﺔ ﺃﻭ ﺃﺣﺪ ﺍﳌﺪﺧﻼﺕ )‪ (Inputs‬ﺍﻟﱵ ﻗﺪ ﺃﺳﻬﻤﺖ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳊﺎﱄ‪ ،‬ﻭﺫﻟﻚ ﻟﻜﻮﻥ ﺣﻘﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻘ ﹰ‬
‫ﺧﺎﺿﻌﹰﺎ ﻟﻠﺘﻐﻴﲑ ﺍﳌﺴﺘﻤﺮ‪.‬‬
‫ﺇﻥ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻴﺲ ﳎﺮﺩ ﳐﻄﻂ )‪ (Chart‬ﻟﻸﻗﺴﺎﻡ ﻭ ﺍﻟﻮﻇﺎﺋﻒ‪ ،‬ﺑﻞ ﻫﻮ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﻣُﺮﻛﺰﺓ‬
‫ﻭﺩﻗﻴﻘﺔ‪ ،‬ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺣﻘﺎﺋﻖ ﻭﻣﻌﺎﻳﲑ ﻭﲡﺎﺭﺏ ﺳﺎﺑﻘﺔ‪.‬‬
‫ﻭﺗﺒﺪﺃ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﺑﺎﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﳊﺎﺟﺔ ﺇﱃ ﺇﻋﺎﺩﺓ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻭﻫﺬﻩ ﺧﻄﻮﺓ ﻣﻬﻤﺔ ﺟﺪﹰﺍ ﻷ‪‬ﺎ ﺗﺘﺄﻛﺪ ﻣﻦ‬
‫ﻭﺟﻮﺩ ﻣﺸﻜﻼﺕ ﻟﺪﻯ ﻗﺴﻢ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﺘﻌﻠﻖ ﺑﺎﳍﻴﻜﻞ ﺍﳊﺎﱄ ﺃﻭ ﻳﺘﺴﺒﺐ ﻓﻴﻬﺎ‪ .‬ﰒ ﺗﺴﺘﻤﺮ ﺍﻟﻌﻤﻠﻴﺔ ﺑﻌﺪ ﺫﻟﻚ ﲜﻤﻊ ﺍﳊﻘﺎﺋﻖ‬
‫ﻭﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﺗﺮﻏﺐ ﺃﻗﺴﺎﻡ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻻﺳﺘﻤﺮﺍﺭ ﰲ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪ :‬ﻓﺒﺎﻹﻣﻜﺎﻥ ﺍﻻﻋﺘﻤﺎﺩ‬
‫ﻋﻠﻰ ﺗﺼﻤﻴﻢ ﺷﺎﻣﻞ ﻣﻌﺪ ﻣﺴﺒﻘﺎﹰ‪ ،‬ﻭﻣﻦ ﰒ ﺗﻌﺪﻳﻠﻪ ﲟﺎ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﺍﺣﺘﻴﺎﺟﺎﺕ ﻫﺬﺍ ﺍﻟﻘﺴﻢ‪ ،‬ﺃﻭ ﺍﻟﻘﻴﺎﻡ ﺑﺒﻨﺎﺀ ﺍﻟﺘﺼﻤﻴﻢ ﺑﺸﻜﻞ ﺗﺪﺭﳚﻲ‬
‫ﻣﻦ ﺍﻟﺼﻔﺮ‪ ،‬ﻭﺫﻟﻚ ﺑﺎﺗﺒﺎﻉ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﳋﻄﻮﺍﺕ ﺍﳌﻨﻄﻘﻴﺔ‪.‬‬
‫ﻭﺗﺴﺘﻤﺮ ﺍﻟﻌﻤﻠﻴﺔ ﺑﻌﺪ ﺫﻟﻚ ﺑﺘﻔﻌﻴﻞ ﺍﳍﻴﻜﻞ ﺍﻟﻨﺎﺗﺞ )ﺍﻋﺘﻤﺎﺩﹰﺍ ﻋﻠﻰ ﺍﳊﻘﺎﺋﻖ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ( ﻋﻦ ﻃﺮﻳﻖ ﺗﻮﻇﻴﻔﻪ ﺑﺎﻟﻌﺎﻣﻠﲔ‬
‫)‪ (Staffing‬ﻭﻬﺗﻴﺌﺘﻪ ﻟﻠﻌﻤﻞ ﻭﻓﻘﹰﺎ ﻟﻠﻮﺿﻊ ﺍﳊﺎﱄ ﰲ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ .‬ﻭ ﺃﺧﲑﹰﺍ ﻳﺘﻢ ﺗﻄﺒﻴﻘﻪ ﺣﺴﺐ ﺍﳋﻄﺔ ﺍﳌﻮﺿﻮﻋﺔ‪.‬‬
‫ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﻭﺟﻮﺩ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳋﻴﺎﺭﺍﺕ ﻭﺍﻷﺷﻜﺎﻝ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻠﺘﺼﻤﻴﻤﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﻘﺪ‬
‫ﻼ ﺗﻨﻈﻴﻤﻴﺎﹰ ﻳﺘﻨﺎﺳﺐ ﻭ ﻳﺘﻤﺎﺷﻰ‬
‫ﺻﻤ‪‬ﻤﺖ ﺍﻟﻌﻤﻠﻴﺔ ﻟﺘﻜﻮﻥ ﻋﺎﻣﺔ ﻭﺷﺎﻣﻠﺔ ﻭﻣﻼﺀﻣﺔ ﻟﻜﻞ ﺍﻷﻭﺿﺎﻉ‪ ،‬ﻭﺗﻨﺘﺞ ﰲ ﺍﻟﻮﻗﺖ ﻧﻔﺴﻪ ﻫﻴﻜ ﹰ‬
‫ُ‬
‫ﻭﻳﺴﺘﺠﻴﺐ ﻟﻠﺨﻄﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻭﺍﻷﻭﺿﺎﻉ ﺍﻟﻘﺎﺋﻤﺔ ‪‬ﺎ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٤-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫اﻟﻤﻘﺪﻣﺔ‬
‫‪٢‬‬
‫ﻼ ﻟﻌﻤـﻞ ﺍﻟﺘـﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤـﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴـﺔ ﺍﳌﻌﻠﻮﻣـﺎﺕ )‬
‫ﲤﺜﻞ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺩﻟﻴ ﹰ‬
‫‪Information Technology‬‬
‫‪ ،(Department‬ﺍﻟﺘﺎﺑﻌﺔ ﳊﻜﻮﻣﺔ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ .‬ﻭﺗﺘﻤﻴﺰ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﲝﻴﻮﻳﺘـﻬﺎ ﻭﻓﺎﻋﻠﻴﺘـﻬﺎ‪ ،‬ﺇﺫ ﺳـﺘﺘﻢ ﻣﺮﺍﺟﻌﺘـﻬﺎ‬
‫ﻭﺗﻄﻮﻳﺮﻫﺎ ﺑﺎﻧﺘﻈﺎﻡ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺗﻠﺒﻴﺘﻬﺎ ﻻﺣﺘﻴﺎﺟﺎﺕ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳊﻜﻮﻣﺔ‪.‬‬
‫‪١-٢‬‬
‫ﻫﺩﻑ ﺍﻟﻭﺜﻴﻘﺔ‬
‫ﻬﺗﺪﻑ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺇﱃ ﺗﻮﻓﲑ ﺩﻟﻴﻞ ﺇﺭﺷﺎﺩﻱ ﳌﺪﻳﺮﻱ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪Managers‬‬
‫‪ (IT‬ﻳﺴﺎﻋﺪ ﰲ ﺍﺧﺘﻴـﺎﺭ ﺍﳍﻴﻜـﻞ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ )‪ (Organization Structure‬ﺍﳌﻨﺎﺳﺐ ﺍﻟﺬﻱ ﻳﺘﻼﺀﻡ ﻣﻊ ﺧﻄﺘﻬﻢ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻣﺘﻄﻠﺒﺎﻬﺗﻢ ﻭﺍﻟﻘﻴﻮﺩ ﺍﳌﻮﺟﻮﺩﺓ‪.‬‬
‫ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﻣﻮﺟﻬﺔ ﳌﺪﻳﺮﻱ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﺠﻤﻬﻮﺭ ﺃﺳﺎﺳﻲ؛ ﺑﺎﻋﺘﺒﺎﺭﻫﻢ ﻣﻦ ﻳﻘﻮﻡ ﺑﺎﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﲞﺼﻮﺹ ﺗﻄﺒﻴـﻖ ﻋﻤﻠﻴـﺔ‬
‫ﺍﻟﺘﺼﻤﻴﻢ ﻟﻠﻬﻴﻜﻞ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ)‪.(Design Process for Organization Structure‬‬
‫ﺗﺘﻮﺍﻓﺮ ﻧﺴﺨﺔ ﻣﻦ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺑﺎﻟﻠﻐﺔ ﺍﻹﳒﻠﻴﺰﻳﺔ ﻋﻠﻰ ﺍﳌﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﱐ ﺍﳊﻜﻮﻣﻲ )‪ (Yesser‬ﺍﳌﻌﺪ ﻟﻼﺳﺘﺨﺪﺍﻡ ﻣﻦ ﻗﺒﻞ ﺍﳉﻤﻬﻮﺭ‪.‬‬
‫‪٢-٢‬‬
‫ﻤﺤﺘﻭﻴﺎﺕ ﺍﻟﻭﺜﻴﻘﺔ‬
‫ﺗﺒﺪﺃ ﺍﻟﻮﺛﻴﻘﺔ ﲟﻮﺟﺰ ﺗﻨﻔﻴﺬﻱ )‪ (Executive Summary‬ﻳﻌﺮﺽ ﳐﺘﺼﺮﹰﺍ ﶈﺘﻮﻯ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ‪ .‬ﰒ ﺗﻘﺪﻡ ﺗﺄﻛﻴﺪﹰﺍ ﻋﻠﻰ ﺃﳘﻴﺔ‬
‫ﺝ )‪ (Model‬ﻣﺒﺴﻂ ﻟﻠﻤﻔﺎﻫﻴﻢ ﺍﻷﺳﺎﺳﻴﺔ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ‬
‫ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻭﺷﺮﺣﹰﺎ ﳐﺘﺼﺮﹰﺍ ﳋﻄﻮﺍﺗﻪ‪ .‬ﻭﻳﺘﻢ ﺑﻌﺪ ﺫﻟﻚ ﺗﻘﺪﱘ ﳕﻮﺫ ﹴ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﺘﻨﻈﻴﻢ‪ ،‬ﻭﺫﻟﻚ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺇﲨﺎﻉ ﻭﺍﺗﻔﺎﻕ ﻋﻠﻰ ﺍﳌﻔﺎﻫﻴﻢ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ‪ ،‬ﰒ ﺗﻘﺪﻡ ﺍﻟﻮﺛﻴﻘﺔ ﻭﺻﻔﹰﺎ ﺗﻔﺼﻴﻠﻴﹰﺎ‬
‫ﻟﻜﻞ ﺧﻄﻮﺓ ﺗﺘﻢ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ .‬ﻭﲣﺘﺘﻢ ﲟﻠﺨﺺ ﻟﻠﺘﻮﺻﻴﺎﺕ ﻭﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ )‪.(Best Practices‬‬
‫ﻟﻘﺪ ﺻﻤﻤﺖ ﺍﻟﻮﺛﻴﻘﺔ ﺑﺸﻜﻞ ﻳُﺴﻬ‪‬ﻞ ﺍﻟﻘﺮﺍﺀﺓ ﻭﻳﻮﺻﻞ ﺍﳌﻌﻠﻮﻣﺔ ﺍﳌﻄﻠﻮﺑﺔ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻓﻘﺪ ﻧُﻘﻠﺖ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﻭﺍﳌﻮﺍﺩ ﻃﻮﻳﻠﺔ ﺍﶈﺘﻮﻯ ﺇﱃ ﻭﺛﺎﺋﻖ ﺃﺧﺮﻯ ﻣﻨﻔﺼﻠﺔ ﻭﺫﻟﻚ ﻟﻠﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺗﺮﻛﻴﺰ ﺍﻟﻘﺎﺭﺉ‪ .‬ﻛﻤﺎ ﺍﺳﺘﺨﺪﻣﺖ‬
‫ﺭﻭﺍﺑﻂ ﺧﺎﺻﺔ )‪ (Hyper links‬ﺑﻮﺛﺎﺋﻖ ﻣﺮﺟﻌﻴﺔ ﺃﺧﺮﻯ ﺗﺮﺗﺒﻂ ﲟﻮﺿﻮﻉ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ .‬ﺍﻧﻈﺮ ﺇﱃ ﻗﺴﻢ)‪٣-١‬ﻣﺮﺍﺟﻊ ﺍﻟﻮﺛﻴﻘﺔ(‪.‬‬
‫‪٣-٢‬‬
‫ﻤﺭﺍﺠﻊ ﺍﻟﻭﺜﻴﻘﺔ‬
‫ﲤﺜﻞ ﺍﻟﻮﺛﺎﺋﻖ ﺍﻟﺘﺎﻟﻴﺔ ﻣﻮﺍﺩ ﺫﺍﺕ ﺻﻠﺔ ﲟﻮﺿﻮﻉ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻛﻤﺎ ﺗﻘﺪﻡ ﻣﻌﻠﻮﻣﺎﺕ ﺗﻔﺼﻴﻠﻴﺔ ﺗﺘﻌﻠﻖ‬
‫ﺑﺎﳌﻮﺍﺿﻴﻊ ﺍﻟﱵ ﺗﻐﻄﻴﻬﺎ‪:‬‬
‫‪ .١‬ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ )‪.(Project Management‬‬
‫‪ .٢‬ﻭﺻﻒ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ )‪ (Functions‬ﻭﺃﺩﻭﺍﺭ ﺍﻟﻌﻤﻞ )‪.(Roles‬‬
‫‪ .٣‬ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ )‪.(IT Strategic Management‬‬
‫‪ .٤‬ﻋﻤﻠﻴﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ )‪.(IT Processes‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٥-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫اﻟﺘﻮﺟﻪ ﻧﺤﻮ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﻟﻠﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ ﻹدارة ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫‪٣‬‬
‫ﺇﻥ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﻣﻔﻬﻮﻡٌ ﺃﻭﺳﻊ ﻭﺃﻛﺜﺮ ﴰﻮﻟﻴﺔ ﻣﻦ ﳎﺮﺩ ﺭﺳﻢ ﻟﻠﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ .‬ﻭﻳﻠﺨﺺ‬
‫ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﺍﻻﺧﺘﻼﻓﺎﺕ ﺍﻟﺮﺋﻴﺴﺔ ﺑﻴﻨﻬﻤﺎ‪:‬‬
‫)‪(١‬‬
‫اﻟﻤﻌﻴﺎر‬
‫א‬
‫א‬
‫א‬
‫א‬
‫رﺳﻢ اﻟﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ‬
‫א‬
‫א‬
‫ﺗﺼﻤﻴﻢ إدارة ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫ﻋﻤﻠﻴﺔ ﺗﻘﻮﻡ ﺑﺈﻧﺘﺎﺝ ﺭﺳﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ‬
‫ﺍﻟﻄﺒﻴﻌﺔ‬
‫ﻣُﺨﺮﺝ ﰲ ﺭﲰﺔ ﺗﻮﺿﻴﺤﻴﺔ‬
‫ﺍﻟﺪﺍﻓﻊ‬
‫ﻳﻨﺒﺜﻖ ﻣﻦ ﻗﺒﻞ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﺘﻨﻈﻴﻤﺎﺕ‬
‫ﻳﺘﻤﺎﺷﻰ ﻣﻊ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﺘﻨﻈﻴﻤﺎﺕ‪ ،‬ﻭﻟﻜﻨﻪ ﻳﻨﺒﺜﻖ ﻣﻦ‬
‫ﺍﳊﻜﻮﻣﻴﺔ‬
‫ﺍﻟﺮﺅﻳﺔ ﻭﺍﳌﻬﻤﺔ ﻭﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺍﻷﻫﺪﺍﻑ ﺍﳌﻨﺸﻮﺩﺓ‪.‬‬
‫ﺍﳌﺴﻮﻏﺎﺕ ﻭﺍﻟﺘﻔﺎﺻﻴﻞ ﺍﳌﺴﺎﻋﺪﺓ‪.‬‬
‫ﺍﳌﺪﻯ)‪ (Scope‬ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﳍﻴﻜﻞ ﻭﺍﻟﻘﺴﻢ ﺍﻟﺜﺎﺑﺖ ﰲ‬
‫ﺍﳌﺮﻭﻧﺔ‬
‫ﺍﻻﺗﺼﺎﻝ‬
‫ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﳌﺘﻄﻠﺒﺎﺕ ﻭﺍﳍﻴﻜﻞ ﻭﺍﳌﻈﺎﻫﺮ ﺍﻟﺴﻠﻮﻛﻴﺔ‬
‫ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺍﻟﻌﻤﻠﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪‬ﻳ ‪‬ﻨ ﹺﺰﻉ ﺇﱃ ﺍﻻﺳﺘﻘﺮﺍﺭ ﻣﻊ ﺃﻗﻞ ﻗﺪﺭ ﻣﻦ‬
‫ﻣﺮﻥ ﻭﻳﺘﺠﺎﻭﺏ ﻣﻊ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺬﻱ ﻳﻄﺮﺃ ﻋﻠﻰ ﺍﻟﺪﻭﺍﻓﻊ‬
‫ﺍﻟﺘﻐﻴﲑ‬
‫ﻭﺍﳌﺘﻄﻠﺒﺎﺕ‬
‫ﻼ ﺑﺴﻴﻄﹰﺎ ﻣﻦ ﻭﺳﺎﺋﻞ‬
‫ﳛﺪﺩ ﺷﻜ ﹰ‬
‫ﻳﺘﻌﺎﻣﻞ ﻣﻊ ﲨﻴﻊ ﻭﺳﺎﺋﻞ ﺍﻻﺗﺼﺎﻝ )ﺍﻷﻓﻘﻴﺔ ﻭﺍﻟﻌﻤﻮﺩﻳﺔ(‪ ،‬ﻭ‬
‫ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺘﺒﻌﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‬
‫ﲨﻴﻊ ﺍﳌﻬﺎﻡ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ‪.‬‬
‫)‪.(Reporting‬‬
‫ﺍﻟﺘﻜﺎﻣﻞ ﻭ ﺍﻟﺘﺮﺍﺑﻂ‬
‫)‪(Integration‬‬
‫ﳚﺐ ﻣﻮﺍﻓﻘﺔ ﲨﻴﻊ ﺍﳌﺘﻐﲑﺍﺕ ﲟﺎ ﻳﺘﻨﺎﺳﺐ ﻳﺮﺗﺒﻂ ﻭﻳﺘﻮﺍﻓﻖ ﻣﻊ ﺃﻫﺪﺍﻑ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻟﺒﻴﺌﺔ‬
‫ﻣﻊ ﺷﻜﻠﻪ ﺍﻟﺜﺎﺑﺖ‪.‬‬
‫ﺍﶈﻴﻄﺔ‪.‬‬
‫ﻭﻋﻨﺪ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺼﻤﻴﻢ ﻣﻨﻈﻤﺔ ﻣﺎ‪ ،‬ﺗﻜﻮﻥ ﻫﻨﺎﻟﻚ ﻧﺰﻋﺔ ﻟﻼﻧﺘﻘﺎﻝ ﻣﺒﺎﺷﺮﺓ ﺇﱃ ﲢﺪﻳﺪ ﺍﻷﻗﺴﺎﻡ ﺍﳌﻄﻠﻮﺑﺔ‪ ،‬ﻭﺗﻌﻴﲔ ﺍﳌﺪﻳﺮﻳﻦ‪،‬‬
‫ﻭﺗﻮﺯﻳﻊ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ ﺍﳌﺘﻮﺍﺟﺪ ﺃﻭ ﺍﳌﺨﻄﻂ ﺍﳊﺼﻮﻝ ﻋﻠﻴﻪ ﻋﻠﻰ ﺍﻷﻗﺴﺎﻡ ﺍﶈﺪﺩﺓ‪ ،‬ﺇﻻ ﺃﻧﻨﺎ ﳚﺐ ﺃﻥ ﻧﺄﺧﺬ ﰲ ﻋﲔ ﺍﻻﻋﺘﺒﺎﺭ ﺃﻥ ﻋﻤﻠﻴﺔ‬
‫ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﻣﻨﻈﻤﺔ ﻭﻣﻨﻄﻘﻴﺔ ﻭﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺗﻔﻜﲑ ﻋﻤﻴﻖ‪.‬‬
‫ﻭﺗﻨﺘﻘﻞ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻣﻦ ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﺎﻣﺔ )ﺍﻟﱵ ﺗﻨﺘﺞ ﻣﻦ ﺍﻷﻫﺪﺍﻑ ﺍﳌﻮﺿﻮﻋﺔ( ﺇﱃ ﻋﻮﺍﻣﻞ ﻭﺍﺿﺤﺔ ﺍﳌﻌﺎﱂ ﺗﺆﺛﺮ ﰲ‬
‫ﺍﻟﺘﺼﻤﻴﻢ‪ ،‬ﰒ ﺗﺴﺘﻤﺮ ﰲ ﻋﻤﻠﻴﺔ ﺑﻨﺎﺀ ﺍﻟﺘﺼﻤﻴﻢ ﻧﻔﺴﻪ ﺑﺸﻜﻞ ﺗﺪﺭﳚﻲ‪ ،‬ﻣﻊ ﺗﻜﺮﺍﺭ ﻣﺘﻌﺪﺩ )‪ (Iterations‬ﻟﻠﺘﺼﻤﻴﻢ ﻭﺍﻟﺘﺜﺒﺖ‬
‫)‪ (Verification‬ﺣﱴ ﻳﺘﻢ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳌﻨﺎﺳﺐ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٦-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻼ ﻭ ﺷﺮﺣﹰﺎ ﻭﺍﻓﻴﹰﺎ ُﻣﺪﻋﻤﹰﺎ ﺑﺄﻣﺜﻠﺔ‬
‫ﻭﺧﻼﻝ ﻭﺻﻒ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻘﺪﻡ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺗﻔﺼﻴ ﹰ‬
‫ﻭﳕﺎﺫﺝ ﺗﻮﺿﻴﺤﻴﺔ ﻟﻠﺨﻄﻮﺍﺕ‪ ،‬ﻭﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﺳﻮﻑ‪:‬‬
‫‪ .١‬ﺗﺴﻤﺢ ﻹﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﺘﺒﲏ ﺍﻟﺴﺮﻳﻊ ﻟﺘﺼﺎﻣﻴﻢ ﻣﻌﺪﺓ ﻣﺴﺒﻘﹰﺎ‪.‬‬
‫‪ُ .٢‬ﺗﻮﺿﺢ ﺧﻄﻮﺍﺕ ﺍﻟﻌﻤﻠﻴﺔ ‪‬ﺪﻑ ﺍﻟﺘﻄﺒﻴﻖ‪ ،‬ﻭﺫﻟﻚ ﻋﻦ ﻃﺮﻳﻖ ﻋﺮﺽ ﺃﻣﺜﻠﺔ ﳍﺎ‪.‬‬
‫‪ُ .٣‬ﺗﺸﺠﻊ ﻋﻤﻞ ﺗﻌﺪﻳﻼﺕ ‪‬ﺪﻑ ﺍﻟﺘﻮﺍﻓﻖ ﻣﻊ ﺧﺼﻮﺻﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ‪.‬‬
‫‪١-٣‬‬
‫ﺍﻟﻬﺩﻑ ﻤﻥ ﺘﺼﻤﻴﻡ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺗﻘﻮﻡ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺈﺟﺮﺍﺀ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﻣﺴﺘﻮﻳﺎﺕ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻭﺗﻜﺘﻴﻜﻴﺔ‪ ،‬ﻭﻬﺗﺪﻑ ﺇﱃ ﲢﻘﻴﻖ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫‪ .١‬ﺍﻟﺘﻮﺍﻓﻖ ﻣﻊ ﺍﻻﲡﺎﻫﺎﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳉﺪﻳﺪﺓ ﻟﻠﻤﻨﻈﻤﺔ }ﺍﳉﻬﺔ ﺍﳊﻜﻮﻣﻴﺔ{‪.‬‬
‫‪ .٢‬ﺇﳚﺎﺩ ﺣﻠﻮﻝ ﻟﻠﻤﺸﺎﻛﻞ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻦ ﻋﺪﻡ ﻓﻌﺎﻟﻴﺔ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬
‫‪ .٣‬ﺍﳊﺪ ﻣﻦ ﺍﻟﺘﺪﺍﺧﻼﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ‪.‬‬
‫‪ .٤‬ﺗﻘﻠﻴﻞ ﺍﻷﺧﻄﺎﺀ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﺍﻟﺴﻠﻮﻙ ﻭﻋﺪﻡ ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬
‫‪ .٥‬ﺗﻮﺿﻴﺢ ﺍﻟﻐﻤﻮﺽ ﺍﻟﻨﺎﺗﺞ ﻋﻦ ﺍﻟﺘﺴﻠﺴﻞ ﺍﳍﺮﻣﻲ ﻭﺗﻮﺯﻳﻊ ﺍﻟﻌﻤﻞ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪.‬‬
‫‪ .٦‬ﲤﻜﲔ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻮﻗﻊ ﺑﺎﻟﻨﺘﺎﺋﺞ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺍﳋﻴﺎﺭﺍﺕ ﺍﳌﺘﺎﺣﺔ ﻟﻠﺴﻠﻮﻙ ﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﺒﺸﺮﻱ‪.‬‬
‫‪٢-٣‬‬
‫ﺃﻨﺸﻁﺔ ﺘﺼﻤﻴﻡ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺇﻥ ﺍﳍﺪﻑ ﻣﻦ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ﻫﻮ ﺍﻟﺘﺤﻮﻝ ﻣﻦ ﺍﳍﻴﻜﻠﻴﺔ ﺍﳊﺎﻟﻴﺔ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﻫﻴﻜﻞ ﺁﺧﺮ ﻳﺘﻨﺎﺳﺐ ﻣﻊ‬
‫ﺍﳍﺪﻑ ﺍﳌﻨﺸﻮﺩ )ﺍﻟﺮﺅﻳﺔ‪ ،‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺍﻷﻫﺪﺍﻑ‪ ،‬ﺇﱁ(‪.‬‬
‫ﺇﻥ ﺍﳌﺪﺧﻞ ﺍﻷﻭﻝ ﳍﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻫﻮ ﻗﺮﺍﺭ ﺇﺩﺍﺭﻱ ﻟﻠﺒﺪﺀ ﰲ ﺗﻨﻔﻴﺬ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪ ،‬ﻭﺍﻟﻨﺎﺗﺞ ﺍﻟﻨﻬﺎﺋﻲ ﻣﻨﻬﺎ ﻫﻮ ﺧﻄﺔ ﻋﻤﻠﻴﺔ‬
‫ﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﻼﺯﻣﺔ‪ ،‬ﺃﻭ ﻗﺮﺍﺭ ﺑﻌﺪﻡ ﺗﻨﻔﻴﺬﻫﺎ ﺍﻟﻌﻤﻠﻴﺔ ﻣﻦ ﺍﻟﺒﺪﺍﻳﺔ؛ ﻭﻳﻠﺨﺺ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪:‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٧-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪(٢‬‬
‫اﻟﻤﺪﺧﻞ‬
‫ƒ ﻗﺮﺍﺭ ﻣﻦ ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻟﺘﻄﺒﻴﻖ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫א‬
‫א‬
‫א‬
‫א‬
‫اﻟﺨﻄﻮات‬
‫‪ .١‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﳊﺎﺟﺔ ﺇﱃ ﺍﻟﺘﻐﻴﲑ‪.‬‬
‫اﻟﻨﺎﺗﺞ‬
‫ƒ ﻫﻴﻜﻞ ﺟﺪﻳﺪ ﻭﻛﻴﻔﻴﺔ‬
‫‪ .٢‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻌﻮﺍﻣﻞ )‪ (Factors‬ﺍﳌﻬﻤﺔ ﰲ‬
‫ﺗﻄﺒﻴﻘﻪ‪.‬‬
‫ﺍﻟﺘﺨﻄﻴﻂ‪.‬‬
‫‪ .٣‬ﺑﻨﺎﺀ ﺗﺼﻤﻴﻢ ﻣﺮﺷﱠﺢ )‪ (Candidate‬ﺃﻭﱄ‪.‬‬
‫‪ .٤‬ﺍﻻﻧﺘﻘﺎﻝ ﺇﱃ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﻔﻌﻠﻲ )‪.(Actual‬‬
‫‪ .٥‬ﺧﻄﺔ ﻟﻠﺘﻄﺒﻴﻖ )‪.(Implementation Plan‬‬
‫ﺍﳍﺪﻑ ﻣﻦ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻫﻮ ﺗﻐﻴﲑ ﻫﻴﻜﻞ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﻨﺸﻮﺩﺓ‪.‬‬
‫ﻳﺼﻮﺭ ﺍﻟﺮﺳﻢ ﺍﻟﺘﺎﱄ ﺍﳋﻄﻮﺍﺕ ﺍﻟﺮﺋﻴﺴﺔ ﰲ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻭﺃﻧﺸﻄﺔ ﻛﻞ ﺧﻄﻮﺓ‪:‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٨-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪− (١‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫א‬
‫א‬
‫‪-٩-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻳﺮﺟﻰ ﺍﻟﺮﺟﻮﻉ ﺇﱃ ﺍﻟﻘﺴﻢ )‪ (٥‬ﺃﻧﺸﻄﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻟﺘﻨﻈﻴﻢ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺍﳌﻄﻠﻮﺑﺔ ﻟﺘﻨﻔﻴﺬ ﻛﻞ‬
‫ﺧﻄﻮﺓ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٠-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٤‬‬
‫ﻧﻈﺮة ﻋﺎﻣﺔ ﻋﻠﻰ إدارات ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫‪١-٤‬‬
‫ﺍﻟﺭﺅﻴﺔ ﻭﺍﻟﻤﻬﻤﺔ ﻟﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺇﻥ ﺍﳍﺪﻑ ﻣﻦ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﺍﳌﻮﺿﺢ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺮﺅﻳﺔ ﻭﺍﳌﻬﻤﺔ( ﻳﺆﺛﺮ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﰲ ﺃﻧﺸﻄﺔ ﺗﺼﻤﻴﻢ ﺗﻨﻈﻴﻢ‬
‫ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ ١-١-٤‬اﻟﺮؤﻳﺔ‬
‫ﺗﺴﻌﻰ ﻣﻌﻈﻢ ﻣﻨﻈﻤﺎﺕ ﻭﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﱃ ﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﺍﺣﺘﺮﺍﻓﻴﺔ )‪ (Professional‬ﻭﻧﻮﻋﻴﺔ )‪(Quality‬‬
‫ﻟﻌﻤﻼﺋﻬﺎ‪ .‬ﻬﺗﺪﻑ ﺇﱃ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺭﺿﺎ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﻭﺩﻋﻢ ﺍﻟﻌﻤﻞ ﺍﳋﺎﺹ ﺑﺎﳉﻬﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ ﺍﻟﱵ ﺗﻨﺘﻤﻲ ﺇﻟﻴﻬﺎ‪.‬‬
‫ﻭﻗﺪﻡ ﺑﻌﺾ ﻣﺪﻳﺮﻱ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺮﺅﻯ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻣﻦ ﺧﻼﻝ ﺇﺟﺮﺍﺀ ﺑﻌﺾ ﺍﻟﺘﺤﻠﻴﻼﺕ ﺍﳋﺎﺻﺔ‬
‫ﺑﺎﳌﻨﻈﻤﺎﺕ ﻭﺍﻹﺩﺍﺭﺍﺕ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳊﻜﻮﻣﻲ ﰲ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،‬ﻧﻮﺭﺩ ﻣﻨﻬﺎ‪:‬‬
‫"ﺃﻥ ﻧﻜﻮﻥ ﺇﺩﺍﺭﺓ ﻗﺎﺋﻤﺔ ﻋﻠﻰ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ‪ ،‬ﺇﺫ ﺗﻘﺪﻡ ﺧﺪﻣﺎﺕ ﺍﺣﺘﺮﺍﻓﻴﺔ ﻭﻧﻮﻋﻴﺔ ﻟﻠﻤﺴﺘﺨﺪﻣﲔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﲔ ﺍﻟﺘﺎﺑﻌﲔ ﻟﻠﻤﻨﻈﻤﺔ"‪.‬‬
‫"ﺃﻥ ﻧﻌﺰﺯ ﺍﳋﺪﻣﺎﺕ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﶈﻠﻲ‪ ،‬ﻭﺃﻥ ﺗﻜﻮﻥ ﳕﻮﺫﺝ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺜﻘﺎﰲ ﻋﻦ ﻃﺮﻳﻖ ﺯﻳﺎﺩﺓ‬
‫ﺍﺳﺘﺨﺪﺍﻡ ﺍﳊﺎﺳﺐ ﺍﻵﱄ ﻭﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﻹﳌﺎﻡ ﺑﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﺪﺭﻳﺐ‬
‫ﻭﺍﳊﺪ ﻣﻦ ﺍﻟﻘﺮﺻﻨﺔ)ﺳﺮﻗﺔ ﺍﻟﱪﺍﻣﺞ("‪.‬‬
‫"ﺃﻥ ﻧﻘﺪﻡ ﺃﻓﻀﻞ ﺍﳋﺪﻣﺎﺕ ﺍﳌﺘﺎﺣﺔ ﺫﺍﺕ ﺍﳉﻮﺩﺓ ﺍﻟﻌﺎﻟﻴﺔ‪ ،‬ﻭﺍﻻﺣﺘﺮﺍﻓﻴﺔ‪ ،‬ﻭﰲ ﺍﻟﻮﻗﺖ ﺍﶈﺪﺩ‪ ،‬ﻭﻫﻮ‬
‫ﻣﺎ ﺳﻴﻨﺘﺞ ﻋﻨﻪ ﺭﺿﺎ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻭﺳﻌﺎﺩﻬﺗﻢ"‪.‬‬
‫"ﺃﻥ ﺗﻘﺪﻡ ﺍﳋﺪﻣﺔ ﻭﺍﻟﺪﻋﻢ ﳉﻤﻴﻊ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﺔ"‪.‬‬
‫‪ ٢-١-٤‬اﻟﻤﻬﻤﺔ‬
‫ﺇﻥ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﻹﺩﺍﺭﺍﺕ ﺗﻔﺮﻕ ﺑﲔ ﺭﺅﻳﺘﻬﺎ ﻭﻣﻬﻤﺘﻬﺎ‪ ،‬ﻭﻟﻜﻦ ﻣﻦ ﻳﻔﺮﻕ ﺑﻴﻨﻬﻤﺎ ﻳﻌﻠﻢ ﺃﻥ ﻟﺪﻳﻪ ﻣﻬﻤ ﹰﺔ ﻣﻌﻴﻨ ﹰﺔ‬
‫ﻟﺘﺤﻘﻴﻖ ﺧﻄﻂ ﻗﺼﲑﺓ ﺍﳌﺪﻯ ﻭﺃﻫﺪﺍﻓﻬﺎ‪.‬‬
‫ﺇﻥ ﺩﻭﺭ ﺍﳌﻬﻤﺔ ﻫﻮ ﺗﺸﺠﻴﻊ ﻭﺗﻮﺟﻴﻪ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻴﻮﻣﻴﺔ ﺍﻟﱵ ﻳﻘﻮﻡ ‪‬ﺎ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﲡﺎﻩ ﲢﻘﻴﻖ ﺃﻛﺜﺮ ﺍﻷﻫﺪﺍﻑ‬
‫ﺃﳘﻴﺔ‪ .‬ﻭﻋﺎﺩﺓ ﻣﺎ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻷﻫﺪﺍﻑ ﻣﺮﻛﺰﺓ ﻭﳏﺪﺩﺓ ﻭﻳﺼﻌﺐ ﻧﺴﻴﺎ‪‬ﺎ‪ ،‬ﻭﻧﻌﺮﺽ ﻫﻨﺎ ﺑﻌﺾ ﺍﻷﻣﺜﻠﺔ‪:‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١١-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫"ﲢﻘﻴﻖ ﺭﺿﻰ ﺍﻟﻌﻤﻴﻞ"‪.‬‬
‫"ﺗﻨﻔﻴﺬ ﺍﳋﻄﻂ ﺍﻟﺴﻨﻮﻳﺔ"‪.‬‬
‫"ﺗﻠﺒﻴﺔ ﺗﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻴﻞ ﰲ ﻛﻞ ﺧﺪﻣﺔ ﺃﻭ ﲡﺎﻭﺯﻫﺎ"‪.‬‬
‫)ﳌﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺣﻮﻝ ﺇﻋﺪﺍﺩ ﺍﳌﻬﻤﺔ ﻭﺍﻟﺮﺅﻳﺔ ﺭﺍﺟﻊ ﻭﺛﻴﻘﺔ "ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﻠﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ"(‪.‬‬
‫‪٢-٤‬‬
‫ﺃﻫﺩﺍﻑ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﻭﺇﺴﺘﺭﺍﺘﻴﺠﻴﺎﺘﻬﺎ‬
‫ﺗﻘﻮﻡ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺈﳚﺎﺯ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﺘﻮﺟﻬﺎﺕ ﻃﻮﻳﻠﺔ ﺍﳌﺪﻯ‪ ،‬ﻭﺗﺆﺛﺮ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﰲ‬
‫ﺗﺼﻤﻴﻢ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﻷﻥ ﺃﺳﻠﻮﺏ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻳﻨﺘﻘﻞ ﻣﻦ ﺍﻷﻛﺜﺮ ﴰﻮ ﹰﻻ ﺇﱃ ﺍﻷﻛﺜﺮ ﲢﺪﻳﺪﹰﺍ ﺣﺴﺐ ﺍﻟﺘﺎﱄ‪:‬‬
‫‪ .١‬ﺍﻟﺮﺅﻳﺔ ﻭﺍﳌﻬﻤﺔ‪.‬‬
‫‪ .٢‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ .٣‬ﺍﻷﻫﺪﺍﻑ ﺍﻟﻌﺎﻣﺔ ﻭﺍﶈﺪﺩﺓ‪.‬‬
‫‪ .٤‬ﺍﳋﻄﻂ ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﻟﻸﻫﺪﺍﻑ ﺍﶈﺪﺩﺓ ﻟﻜﻞ ﻣﻦ‪:‬‬
‫ﺃ( ﺍﳌﻴﺰﺍﻧﻴﺔ‪.‬‬
‫ﺏ( ﺍﳌﺸﺎﺭﻳﻊ‪.‬‬
‫ﺕ( ﺍﻟﻌﻤﻞ )ﺍﳌﻬﺎﻡ ﺣﺴﺐ ﺍﳌﻮﺍﺭﺩ(‪.‬‬
‫)ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﻋﺪﺍﺩ ﺍﳋﻄﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻳﺮﺟﻰ ﺍﻟﺮﺟﻮﻉ ﺇﱃ‬
‫"ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ"(‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٢-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٣-٤‬‬
‫ﺃﻨﻤﻭﺫﺝ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺍﻷﳕﻮﺫﺝ ﺍﻟﺘﺎﱄ ﻫﻮ ﻋﺒﺎﺭﺓ ﻋﻦ ﺗﺒﺴﻴﻂ ﻟﻠﻌﻨﺎﺻﺮ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﻌﺎﻣﺔ ﰲ ﺃﻏﻠﺐ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻳﺆﺳﺲ ﻫﺬﺍ‬
‫ﺍﻷﳕﻮﺫﺝ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﺮﺋﻴﺴﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ‪:‬‬
‫)‪(٢‬‬
‫א‬
‫ﻣﻦ ﺍﳌﻬﻢ ﺍﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺃﻥ ﺍﻟﻌﻤﻼﺀ ﻻ ﻳﻬﺘﻤﻮﻥ ﻛﺜﲑﹰﺍ ﺑﺎﻷﻣﻮﺭ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺃﻭ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤﻞ ﰲ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪،‬‬
‫ﻭﻳﺮﻯ ﺍﻟﻌﻤﻼﺀ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﳍﻢ ﻭﺍﻟﱵ ﻳﺴﺘﺨﺪﻣﻮ‪‬ﺎ ﻓﻘﻂ‪.‬‬
‫‪٤-٤‬‬
‫ﻋﻤﻼﺀ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﺇﻥ ﻣﻌﻈﻢ ﻋﻤﻼﺀ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻢ ﻣﻦ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺪﺍﺧﻠﻴﲔ ﻭﺍﳌﺴﺘﺨﺪﻣﲔ ﺍﻟﻨﻬﺎﺋﻴﲔ ﰲ ﺍﳉﻬﺎﺕ ﺍﳊﻜﻮﻣﻴﺔ‪ ،‬ﻭﻟﻜﻦ ﺑﻌﺾ‬
‫ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻘﺪﻡ ﺧﺪﻣﺎﻬﺗﺎ ﺇﱃ ﻋﻤﻼﺀ ﺧﺎﺭﺟﻴﲔ ﻣﺜﻞ‪:‬‬
‫‪ .١‬ﺇﺩﺍﺭﺍﺕ ﺃﺧﺮﻯ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳊﻜﻮﻣﺔ‪.‬‬
‫‪ .٢‬ﺑﺎﺋﻌﻲ ﻭﻣﻮﺯﻋﻲ ﺍﻟﱪﳎﻴﺎﺕ ﻭﺍﳌﻌﺪﺍﺕ )‪.(Hardware/Software‬‬
‫‪ .٣‬ﺍﳌﻮﺍﻃﻨﲔ ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ ﻣﺴﺎﺋﻞ ﻣﻌﻴﻨﺔ ﺃﻭ ﻣﺸﺎﻛﻞ ﺃﻭ ﺍﻗﺘﺮﺍﺣﺎﺕ ﺧﺎﺻﺔ ﻛﻌﻤﻼﺀ ﺍﳋﺪﻣﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.‬‬
‫ﻭﻳﻌﺘﱪ ﻓﺮﻳﻖ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻌﻤﻼﺀ ﺍﶈﻠﻴﲔ ﺃﻳﻀﹰﺎ‪ ،‬ﻭﺧﺼﻮﺻﹰﺎ ﻋﻨﺪﻣﺎ ﻳﻮﺟﺪ ﻫﻨﺎﻟﻚ ﺃﻧﻈﻤﺔ ﺇﺩﺍﺭﻳﺔ ﻟﺘﻄﻮﻳﺮ‬
‫ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﺘﻘﺪﻳﺮ ﻭﺍﳌﻜﺎﻓﺄﺓ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٣-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٥-٤‬‬
‫ﺨﺩﻤﺎﺕ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﻭﺟﺪﺕ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﺘﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ ﻟﻌﻤﻼﺋﻬﺎ‪ ،‬ﻭﺗﺘﻨﻮﻉ ﻫﺬﻩ ﺍﳋﺪﻣﺎﺕ ﻣﻦ ﺣﻴﺚ ﻃﺒﻴﻌﺘﻬﺎ ﻭﺃﳘﻴﺘﻬﺎ‪ ،‬ﻛﻤﺎ‬
‫ﺗﺘﻄﻠﺐ ﻣﻬﺎﺭﺍﺕ ﳐﺘﻠﻔﺔ ﳚﺐ ﺃﻥ ﺗﺘﻮﺍﻓﺮ ﰲ ﻣﻘﺪﻣﻬﺎ‪ ،‬ﻭﺗﻌﺘﱪ ﺧﺪﻣﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻬﻤﺔ ﺟﺪﹰﺍ ﻭﺫﻟﻚ ﻷ‪‬ﺎ‪:‬‬
‫‪ .١‬ﺗﺸﻜﻞ ﺍﻟﻌﻼﻗﺔ ﺍﻟﱵ ﲡﻤﻊ ﺑﲔ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻋﻤﻼﺋﻬﺎ‪.‬‬
‫‪ .٢‬ﺗﺴﻬﻢ ﰲ ﺗﺸﻜﻴﻞ ﻫﻴﻜﻞ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ .٣‬ﺗﺮﺗﺒﻂ ﺑﺎﳊﺠﻢ ﻭﺑﺎﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳋﺪﻣﺎﺕ ﻭﺗﺴﻮﻍ ﺍﳌﻴﺰﺍﻧﻴﺔ ﺍﳌﻄﻠﻮﺑﺔ‪.‬‬
‫‪ .٤‬ﺗﺘﺤﻜﻢ ﲟﺘﻄﻠﺒﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﺑﺘﻄﻮﻳﺮ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻭﻻ ﲤﻠﻚ ﺑﻌﺾ ﺍﳋﺪﻣﺎﺕ ﻗﻴﻤﺔ ﻭﺍﺿﺤﺔ ﻣﺒﺎﺷﺮﺓ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻤﻼﺀ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﺗﺴﻬﻢ ﰲ ﲢﻘﻴﻖ ﺍﺳﺘﻘﺮﺍﺭ ﺍﳌﻨﺎﻓﻊ ﺍﳊﻘﻴﻘﻴﺔ ﻟﻠﺒﻨﻴﺔ‬
‫ﺍﻟﺘﺤﺘﻴﺔ ﺍﻟﺘﻘﻨﻴﺔ ﻭﺇﻣﻜﺎﻧﻴﺔ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ‪ ،‬ﻛﻤﺎ ﺃ‪‬ﺎ ﲤﻨﻊ ﺣﺪﻭﺙ ﺍﳌﺸﻜﻼﺕ ﺃﻭ ﺿﻴﺎﻉ ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫ﻓﻴﻤﺎ ﻳﻠﻲ ﺇﳚﺎﺯ ﻟﻠﺨﺪﻣﺎﺕ ﺣﺴﺐ ﻣﺎ ﻳﺮﺍﻫﺎ ﺍﻟﻌﻤﻴﻞ‪:‬‬
‫)‪ (٣‬א‬
‫اﻟﺘﺼﻨﻴﻒ‬
‫א‬
‫اﻟﺨﺪﻣﺎت‬
‫ƒ ﺩﻋﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳋﺎﺻﺔ ﲟﻬﺎﻡ ﺍﻟﻌﻤﻞ‪.‬‬
‫ƒ ﺍﻷﲤﺘﺔ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‬
‫ƒ ﺍﻷﺩﻭﺍﺕ ﻭ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪.‬‬
‫ƒ ﺃﺩﻭﺍﺕ ﺍﳌﻜﺘﺐ‪.‬‬
‫ƒ ﺍﻟﱪﳎﻴﺎﺕ‪.‬‬
‫ƒ ﺍﳌﻌﺪﺍﺕ ﻭ ﺍﻷﺟﻬﺰﺓ‪.‬‬
‫ƒ ﺃﻧﻈﻤﺔ ﺍﻟﺘﺸﻐﻴﻞ‪.‬‬
‫ﺍﻟﺪﻋﻢ ﺍﻟﻔﲏ‬
‫ƒ ﺩﻋﻢ ﺃﺩﻭﺍﺕ ﺍﳌﻜﺘﺐ ﻭﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪.‬‬
‫ƒ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ‪.‬‬
‫ƒ ﺗﺪﺭﻳﺐ ﺍﳌﺴﺘﺨﺪﻡ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٤-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫اﻟﺨﺪﻣﺎت‬
‫اﻟﺘﺼﻨﻴﻒ‬
‫ƒ ﺍﻻﺗﺼﺎﻻﺕ‪.‬‬
‫ƒ ﺍﻹﻧﺘﺮﻧﺖ‪/‬ﺍﻹﻧﺘﺮﺍﻧﻴﺖ‪.‬‬
‫ﺩﻋﻢ ﺍﻻﺗﺼﺎﻝ‬
‫ƒ ﺍﻟﱪﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﱐ‪.‬‬
‫ƒ ﺍﻟﻄﺒﺎﻋﺔ‪.‬‬
‫ƒ ﺍﳊﻔﻆ ﻭﺍﻟﺘﺨﺰﻳﻦ‪.‬‬
‫ƒ ﺍﳌﺴﺎﺋﻞ )ﺍﳌﺸﻜﻼﺕ(‪.‬‬
‫ƒ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫ﺩﻋﻢ ﺗﻄﺒﻴﻘﺎﺕ ﺍﻷﻋﻤﺎﻝ‬
‫ƒ ﺍﻟﺘﻜﺎﻣﻞ ﻭ ﺍﻟﺮﺑﻂ‪.‬‬
‫ƒ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﱪﳎﻴﺔ‪.‬‬
‫ƒ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬
‫ƒ ﺍﳉﻮﺩﺓ‪.‬‬
‫ƒ ﺍﳊﻤﺎﻳﺔ‪.‬‬
‫ƒ ﺍﻻﻋﺘﻤﺎﺩﻳﺔ‪.‬‬
‫ﺍﳋﺪﻣﺎﺕ ﻏﲑ ﺍﳌﺒﺎﺷﺮﺓ‬
‫ƒ ﺍﻹﺗﺎﺣﺔ‪.‬‬
‫ƒ ﲢﺴﲔ ﺍﻷﺩﺍﺀ‪.‬‬
‫ƒ ﺍﻟﺘﻌﺎﰲ ﺑﻌﺪ ﺣﺪﻭﺙ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫ƒ ﺍﳌﺸﺘﺮﻳﺎﺕ‪.‬‬
‫ƒ ﺇﺩﺍﺭﺓ ﺍﳌﺼﺎﺩﺭ ﻭﺍﳌﻤﻮﻟﲔ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٥-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٦-٤‬‬
‫ﺍﻟﻤﻬﺎﻡ ﺍﻟﻭﻅﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬
‫ﻳﻐﻄﻲ ﻫﺬﺍ ﺍﳉﺰﺀ ﻣﻦ ﺍﻟﻮﺛﻴﻘﺔ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﱵ ﳚﺐ ﺍﻟﻘﻴﺎﻡ ‪‬ﺎ ﻟﺘﻄﻮﻳﺮ ﻭﺇﻳﺼﺎﻝ ﻭﺩﻋﻢ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻌﺮﻓﺔ ﰲ ﻗﺴﻢ ‪٥-٤‬‬
‫ﺧﺪﻣﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﻭﺗﺸﻜﻞ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﺳﺎﺳﹰﺎ ﻟﺘﺼﻤﻴﻢ ﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ .‬ﺇﺫ ﺇ‪‬ﺎ ﺗﺸﻜﻞ ﺣﺠﺮ ﺍﻟﺒﻨﺎﺀ ﻟﻸﻗﺴﺎﻡ‬
‫ﻭﺳﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﱵ ﻳﻘﻮﻡ ‪‬ﺎ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﻳﻌﺘﱪ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺫﺍ ﺃﳘﻴﺔ ﻋﺎﻟﻴﺔ ﻧﻈﺮﹰﺍ ﻷﻧﻪ ﻳﻘﺪﻡ ﺍﻟﺘﺨﺼﺺ ﻭﺍﻟﻮﺿﻮﺡ ﻟﻌﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺑﻴﻨﻤﺎ‬
‫ﲤﺘﺎﺯ ﻋﻤﻠﻴﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪Processes‬‬
‫‪ (IT‬ﺑﺄ‪‬ﺎ ﺗﻘﺪﻡ ﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﻳﺘﻢ ‪‬ﺎ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻞ‪ ،‬ﻭﲤﺘﺪ ﺇﱃ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻬﺎﻡ‬
‫ﻭﺍﻷﻗﺴﺎﻡ ﻭﺃﻋﻀﺎﺀ ﺍﻟﻔﺮﻳﻖ؛ ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﻣﻠﺨﺺ ﻟﻼﺧﺘﻼﻓﺎﺕ ﺑﲔ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ‪:‬‬
‫)‪(٤‬‬
‫اﻟﻤﻌﻴﺎر‬
‫א‬
‫א‬
‫א‬
‫ﻋﻤﻠﻴﺎت ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫ﲡﻴﺐ ﻋﻠﻰ‬
‫ﻣﺎ ﺍﻟﺬﻱ ﳚﺐ ﺍﻟﻘﻴﺎﻡ ﺑﻪ؟‬
‫ﻛﻴﻒ ﺳﻴﺘﻢ ﺍﻟﻘﻴﺎﻡ ﺑﻪ؟ ﻭﻣﻦ ﺳﻴﻘﻮﻡ ﺑﻪ؟ ﻭﻣﱴ؟‬
‫ﺍﻟﺼﻔﺎﺕ‬
‫ﻭﺻﻒ ﻋﺎﻡ ‪‬ﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻬﺎﻡ ﺃﻭ ﺍﻟﻨﺸﺎﻃﺎﺕ‬
‫ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﻄﻮﺍﺕ ﺃﻭ ﺍﻷﻧﺸﻄﺔ ﺍﳌﺮﺗﺒﺔ ﺗﻘﻮﻡ‬
‫ﺍﳌﺘﺮﺍﺑﻄﺔ ﻭﺍﳌﺘﺸﺎ‪‬ﺔ‪.‬‬
‫ﺑﺘﺤﻘﻴﻖ ﻫﺪﻑ ﺃﻭ ﻧﺎﺗﺞ ﻣﻌﲔ‪.‬‬
‫ﺗﺆﺩﻯ ﻣﻦ ﻗﺒﻞ‬
‫ﻣﻮﻇﻒ ﳐﺘﺺ‪.‬‬
‫ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﳌﺮﺗﺒﻄﲔ ﺑﺎﻟﻌﻤﻠﻴﺔ‪.‬‬
‫ﺍﻟﺘﺠﻤﻴﻊ‬
‫ﲡﻤﻊ ﺍﳌﻬﺎﻡ ﺍﳌﺘﺸﺎ‪‬ﺔ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﻃﺒﻴﻌﺘﻬﺎ‬
‫ﲡﻤﻊ ﺍﻷﻧﺸﻄﺔ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﻐﺎﻳﺔ ﺍﳌﻨﺸﻮﺩﺓ ﻣﻦ‬
‫ﻭﻣﻮﺿﻮﻋﻬﺎ ﻭﺍﳌﻬﺎﺭﺍﺕ ﺍﳌﻄﻠﻮﺑﺔ‪.‬‬
‫ﺍﻟﻌﻤﻠﻴﺔ‪.‬‬
‫ﲢﻘﻴﻖ ﺍﻟﻮﺻﻒ ﺍﻟﻮﻇﻴﻔﻲ ﻟﻠﻌﻤﻞ ﺃﻭ‬
‫ﻫﺪﻑ ﳏﺪﺩ‪.‬‬
‫ﺍﻟﻨﺎﺗﺞ‬
‫ﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪.‬‬
‫ﺍﻟﺘﺮﻛﻴﺐ‬
‫ﻣﻦ ﺍﳌﻤﻜﻦ ﲨﻌﻬﺎ ﺃﻭ ﺗﻔﻜﻴﻜﻬﺎ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ‬
‫ﻛﻞ ﻋﻤﻠﻴﺔ ﲤﺜﻞ ﻭﺣﺪﺓ ﻣﺴﺘﻘﻠﺔ ﰲ ﻛﻴﻔﻴﺔ ﺗﺮﻛﻴﺒﻬﺎ‬
‫ﺍﳊﺎﺟﺔ ﺃﻭ ﺍﻟﻘﻴﻮﺩ ﺍﳌﻮﺿﻮﻋﺔ‪.‬‬
‫ﻭﺗﻌﺘﱪ ﻏﲑ ﺗﺎﺑﻌﺔ‪ ،‬ﻭﻻ ﻳﺘﻢ ﺩﻣﺞ ﻋﻤﻠﻴﺘﲔ ﺃﺑﺪﺍ‪.‬‬
‫ﻭﻟﻜﻦ ﳝﻜﻦ ﺗﻔﻜﻴﻚ ﺍﻷﻧﺸﻄﺔ ﺍﳌﻌﻘﺪﺓ ﺑﺸﻜﻞ ﺃﻛﱪ‬
‫ﺳﻌﻴﹰﺎ ﻭﺭﺍﺀ ﺍﻟﺒﺴﺎﻃﺔ‪ ،‬ﻭﻟﻜﻦ ﻟﻴﺲ ﻛﺎﺳﺘﺠﺎﺑﺔ ﻟﺰﻳﺎﺩﺓ‬
‫ﺍﻟﻄﻠﺐ ﺃﻭ ﻟﻘﻠﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬
‫ﺍﳌﻮﺍﺭﺩ‬
‫ﺃﻗﻞ ﻣﺎ ﳝﻜﻦ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺎﳌﻬﻤﺔ‬
‫ﺗﺸﺮﻙ ﺃﻱ ﺷﺨﺺ ﻟﻪ ﻋﻼﻗﺔ ﺑﺎﻟﻌﻤﻠﻴﺔ ﺃﻭ ﻳﺘﺄﺛﺮ ‪‬ﺎ‪.‬‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﻣﻦ ﻗﺒﻞ ﻋﺪﺓ ﺃﺷﺨﺎﺹ ﳍﻢ ﻧﻔﺲ‬
‫ﺍﻟﺪﻭﺭ‪.‬‬
‫ﺍﻟﺘﻜﺎﻣﻞ‬
‫ﻣﺼﻤﻤﺔ ﻟﺘﻌﺘﻤﺪ ﻋﻠﻰ ﺑﻌﻀﻬﺎ ﺃﻗﻞ ﻣﺎ ﳝﻜﻦ‪.‬‬
‫ﺗﺪﻣﺞ ﺃﻧﺸﻄﺔ ﻣﺘﻌﺪﺩﺓ‪ ،‬ﻭﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺷﺨﺎﺹ‬
‫ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺃﻗﺴﺎﻡ ﳐﺘﻠﻔﺔ ﺑﻐﻴﺔ ﲢﻘﻴﻖ ﺍﳍﺪﻑ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٦-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫اﻟﻤﻌﻴﺎر‬
‫ﺍﻷﳘﻴﺔ‬
‫ﻋﻤﻠﻴﺎت ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﰲ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﺍﳌﺒﺎﺩﺉ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﳍﺎ ﺃﻫﺪﺍﻑ ﻭﺷﺮﻭﻁ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻋﻨﺪﻣﺎ‬
‫ﺍﻟﱵ ﲣﻄﻂ ﻭﺗﻨﻔﺬ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻋﻦ ﻃﺮﻳﻘﻬﺎ‪ ،‬ﻛﻤﺎ ﲣﺘﻠﻒ ﺍﻟﺸﺮﻭﻁ )ﺃﻭ ﺗﻄﺮﺃ ﺣﺎﻟﺔ ﺍﺳﺘﺜﻨﺎﺋﻴﺔ( ﻋﻨﺪﻫﺎ ﻟﻦ‬
‫ﺃ‪‬ﺎ ﲢﻞ ﺍﳌﺸﻜﻼﺕ ﻭﺍﻷﻭﺿﺎﻉ ﺍﳋﺎﺻﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺔ ﺍﳌﻌﺮﻑ ﻣﻨﺎﺳﺒﹰﺎ ﳊﻞ ﻫﺬﺍ ﺍﻟﻮﺿﻊ‪،‬‬
‫ﻻ ﻳﻜﻮﻥ ﻫﻨﺎﻟﻚ ﺳﲑ ﻋﻤﻞ ﻭﺍﺿﺢ‪.‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻳﻌﻮﺩ ﺍﻟﻌﺎﻣﻠﻮﻥ ﺇﱃ ﺍﳌﺒﺎﺩﺉ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻌﻤﻞ‬
‫ﻭﻫﻲ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ‪.‬‬
‫ﻭﻋﻨﺪ ﺗﺼﻤﻴﻢ ﺗﻨﻈﻴﻢ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﺗﻘﻮﻡ ﺑﺮﺑﻂ ﻭﺍﺿﺢ ﻟﻠﻤﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺑﺎﻟﺪﻭﺭ ﺍﻟﺬﻱ‬
‫ﻳﻨﺠﺰﻫﺎ‪ .‬ﻭﲡﻤﻊ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺃﻳﻀﹰﺎ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻃﺒﻘﹰﺎ ﻟﺘﺸﺎﺑﻪ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺘﺨﺼﺺ ﻭﺍﻟﺘﺠﺮﺑﺔ ﺍﳌﻴﺪﺍﻧﻴﺔ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ‬
‫ﺫﻟﻚ ﻻ ﺗﺮﺑﻂ ﺑﲔ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺃﻭ ﺗﻨﻈﻤﻬﺎ ﺃﻭ ﲡﻤﻌﻬﺎ ﺣﺴﺐ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳌﻮﺻﻰ ﺑﻪ‪.‬‬
‫ﻭﺑﺈﻣﻜﺎﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺃﻥ ﺗﻘﺪﻡ ﻗﺎﺋﻤﺔ ﺑﺎﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺗﻘﺪﱘ ﻫﺬﻩ ﺍﻟﻘﺎﺋﻤﺔ ﺑﺪﻭﻥ ﻭﺟﻮﺩ ﻣﺮﺟﻌﻴﺔ ﻭﺗﺼﻨﻴﻒ‬
‫ﺭﺻﲔ ﻗﺪ ﻳﺆﺩﻱ ﺇﱃ ﺍﳌﻀﺎﻋﻔﺔ ﻭﺍﻟﺘﻜﺮﺍﺭ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺇﺣﺪﺍﺙ ﻓﻮﺿﻰ ﻭﺻﻌﻮﺑﺔ ﰲ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﻘﺎﺋﻤﺔ ﻭﲢﺪﻳﺜﻬﺎ‪.‬‬
‫ﻭﻳﻜﻤﻦ ﺣﻞ ﳍﺬﻩ ﺍﳌﺴﺄﻟﺔ ﰲ ﻭﺿﻊ ﺃﻃﺮ ﻣﺮﺟﻌﻴﺔ‪ ،‬ﻭﺇﺫﺍ ﰎ ﻭﺿﻊ ﺇﻃﺎﺭ ﻣﺮﺟﻌﻲ ﻳﺴﻴﻄﺮ ﻋﻠﻰ ﲨﻴﻊ ﺍﻷﺑﻌﺎﺩ ﻭﺍﳌﻈﺎﻫﺮ ﺍﳌﻤﻜﻨﺔ‬
‫ﻓﺈﻧﻨﺎ ﺳﻨﺴﺘﻄﻴﻊ ﺣﻴﻨﺌﺬ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻣﺮﺟﻌﻴﺔ ﺛﺎﺑﺘﺔ ﻗﻮﻳﺔ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺗﺼﻨﻴﻒ ﺃﻱ ﻣﻦ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺑﺸﻜﻞ ﻣﻨﻈﻢ ﻭﺍﺿﺢ‪.‬‬
‫ﻭﰲ ﺿﻮﺀ ﻣﺎ ﰎ ﺫﻛﺮﻩ‪ ،‬ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺑﻌﺾ ﺍﳌﻔﺎﻫﻴﻢ ﺃﻭ ﺍﳌﻈﺎﻫﺮ ﻭﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻹﻧﺸﺎﺀ ﻫﺬﺍ ﺍﻹﻃﺎﺭ ﺍﳌﺮﺟﻌﻲ‪:‬‬
‫‪ .١‬ﺍﳍﻨﺪﺳﺔ‪ :‬ﻳﻌﺘﻤﺪ ﻣﻔﻬﻮﻡ ﺍﳍﻨﺪﺳﺔ ﻋﻠﻰ ﺍﻟﺘﻘﻨﻴﺔ‪ ،‬ﻓﻬﻨﺎﻙ ُﺗﺴﺘﺨﺪﻡ ﺍﻟﺘﻘﻨﻴﺔ ﻹﻧﺘﺎﺝ ﺣﻠﻮﻝ ﺗﻘﻨﻴﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﺼﻤﻴﻢ‬
‫ﻭﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻻﺧﺘﺒﺎﺭ‪.‬‬
‫‪ .٢‬ﺍﻹﺩﺍﺭﺓ‪ :‬ﻛﻤﺎ ﻫﻮ ﺍﳊﺎﻝ ﰲ ﺃﻱ ﻣﻨﻈﻤﺔ‪ ،‬ﻓﻬﻨﺎﻟﻚ ﺣﺎﺟﺔ ﺇﱃ ﺟﻬﺪ ﺇﺩﺍﺭﻱ ﺫﻛﻲ ﻧﺎﺿﺞ ﻷﻥ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻷﺷﺨﺎﺹ)ﻭﻫﻢ ﻳﺸﻜﻠﻮﻥ ﺃﻫﻢ ﺍﻷﺻﻮﻝ ﻭﺍﳌﻮﺍﺭﺩ(‪ .‬ﻭﻣﻦ ﺍﳌﻬﺎﻡ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻺﺩﺍﺭﺓ‪ :‬ﺍﻟﺘﻨﻈﻴﻢ‪،‬‬
‫ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﻭﺍﻟﺴﻴﻄﺮﺓ‪.‬‬
‫‪ .٣‬ﺍﻟﺪﻋﻢ ﺍﻟﻌﺎﻡ ﻟﻸﻋﻤﺎﻝ‪ :‬ﺗﺴﺎﻋﺪ ﻫﺬﻩ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﺃﻱ ﻣﻨﻈﻤﺔ؛ ﻷ‪‬ﺎ ﺗﺮﺗﺒﻂ ﺑﺎﳌﻬﺎﻡ ﺍﻻﻋﺘﻴﺎﺩﻳﺔ ﺍﳌﻌﺮﻭﻓﺔ‬
‫ﻛﺎﶈﺎﺳﺒﺔ ﻭﺍﳌﺸﺘﺮﻳﺎﺕ ﻭﺧﺪﻣﺔ ﺍﻟﻌﻤﻼﺀ ﻭﺍﻟﺘﻮﻇﻴﻒ ﻭ ﺍﻟﺘﺪﺭﻳﺐ‪.‬‬
‫‪ .٤‬ﺍﻟﻌﻨﺎﺻﺮ ﺍﳋﺎﺻﺔ ﺑﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ :‬ﻫﻨﺎﻟﻚ ﻋﻨﺎﺻﺮ ﺧﺎﺻﺔ ﺑﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻓﺎﳌﻈﺎﻫﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻟﺴﺎﺑﻘﺔ ﺗﻌﻤﻞ ﻋﻠﻰ‬
‫ﻫﺬﻩ ﺍﻟﻌﻨﺎﺻﺮ‪ ،‬ﳑﺎ ﻳﻨﺘﺞ ﳎﻤﻮﻋﺎﺕ ﳐﺘﻠﻔﺔ ﻣﻦ ﺍﳌﻬﺎﻡ ﺗﺘﻨﺎﺳﺐ ﻣﻊ ﻣﺘﻄﻠﺒﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ .‬ﻭﺗﺘﻀﻤﻦ ﻫﺬﻩ ﺍﻟﻌﻨﺎﺻﺮ‬
‫ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‪ ،‬ﻭﺍﻟﱪﳎﻴﺎﺕ‪ ،‬ﻭﺃﻧﻈﻤﺔ ﺍﻟﺘﺸﻐﻴﻞ‪ ،‬ﻭﺍﻟﺸﺒﻜﺎﺕ‪ ،‬ﻭﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪.‬‬
‫‪ .٥‬ﻃﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ‪ :‬ﺭﻛﺰﺕ ﺍﻟﺼﻨﺎﻋﺔ ﻣﺆﺧﺮﹰﺍ ﻭ ﺑﺸﻜ ﹴﻞ ﻛﺒﲑ ﻋﻠﻰ ﺍﳌﺸﺎﺭﻳﻊ ﻭﺍﺧﺘﻼﻓﻬﺎ ﻋﻦ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻴﻮﻣﻴﺔ ﺍﻻﻋﺘﻴﺎﺩﻳﺔ ﺇﺫ‬
‫ﺃﻥ ﺍﳌﺸﺮﻭﻉ ﻓﺮﻳﺪ ﺑﻄﺒﻴﻌﺘﻪ ﻭﻟﺪﻳﻪ ﻣﺘﻄﻠﺒﺎﺕ ﻭﻗﺘﻴﺔ ﻭﻧﺎﺗﺞ ‪‬ﺎﺋﻲ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺗﺴﺘﻤﺮ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻄﻮﻳﻞ ﺟﻨﺒﹰﺎ‬
‫ﺇﱃ ﺟﻨﺐ ﻣﻊ ﺍﳌﺘﻄﻠﺒﺎﺕ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ‪ ،‬ﻭﻫﻨﺎﻟﻚ ﺧﻠﻴﻄﹰﺎ ﺃﻳﻀﹰﺎ ﺑﲔ ﺍﻻﺛﻨﲔ‪ ،‬ﺣﻴﺚ ﺇﻥ ﺑﻌﺾ ﻣﻬﺎﻡ ﺍﻟﻌﻤﻞ ﺗﺘﻜﺮﺭ‬
‫ﻋﺪﺓ ﻣﺮﺍﺕ‪ ،‬ﻭﻳﺘﻢ ﰲ ﻛﻞ ﻣﺮﺓ ﲢﺪﻳﺪ ﻭﻗﺖ ﻣﻌﲔ ﻟﻠﻘﻴﺎﻡ ‪‬ﺎ‪ ،‬ﻭﺑﺈﻣﻜﺎﻧﻨﺎ ﺃﻥ ﻧﺪﻋﻮﻫﺎ )ﺍﻟﻌﻤﻞ ﺍﳌﺘﻜﺮﺭ(‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٧-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﻳﻘﺪﻡ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﺗﺼﻮﺭﹰﺍ ﻟﻠﻤﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺬﻛﻮﺭﺓ‪:‬‬
‫)‪(٥‬‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫א‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫א‬
‫א‬
‫ﻋﻨﺎﺻﺮ اﻟﻌﻤﻞ اﻟﺸﺎﻣﻠﺔ‬
‫ﻋﻨﺎﺻﺮ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫ƒ ﺍﻟﺘﺤﻠﻴﻞ‬
‫ƒ ﺍﻟﺘﻨﻈﻴﻢ‬
‫ƒ ﻭﺿﻊ ﺍﳌﻴﺰﺍﻧﻴﺔ‬
‫ƒ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬
‫ƒ ﺍﻟﺒﺤﺚ‬
‫ƒ ﺍﻟﺘﺨﻄﻴﻂ‬
‫ƒ ﺍﻟﺘﺴﻮﻳﻖ‬
‫ƒ ﺃﻧﻈﻤﺔ ﺍﻟﺘﺸﻐﻴﻞ‬
‫ƒ ﺍﻟﺘﺼﻤﻴﻢ‬
‫ƒ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﺘﺤﻜﻢ‬
‫ƒ ﺍﶈﺎﺳﺒﺔ‬
‫ƒ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺸﺒﻜﺎﺕ‬
‫ƒ ﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻟﺘﻨﻔﻴﺬ‬
‫ƒ ﺍﻹﺷﺮﺍﻑ‬
‫ƒ ﺍﳌﺸﺘﺮﻳﺎﺕ‬
‫ƒ ﺃﺩﻭﺍﺕ ﻭﺗﻄﺒﻴﻘﺎﺕ‬
‫ƒ ﺍﻟﻔﺤﺺ ﻭﺍﳉﻮﺩﺓ‬
‫ƒ ﺍﻟﺘﺤﻘﻴﻖ‬
‫ƒ ﺍﻟﺘﻮﻇﻴﻒ‬
‫ƒ ﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﺴﻠﻴﻢ‬
‫ƒ ﺍﻟﺘﻘﻮﱘ‬
‫ƒ ﲢﺪﻳﺪ ﺍﳌﺼﺎﺩﺭ‬
‫ƒ ﺍﻟﺪﻋﻢ ﻭﺍﻟﺼﻴﺎﻧﺔ‬
‫ƒ ﺍﻟﺘﻨﺴﻴﻖ‬
‫ﺍﳋﺎﺭﺟﻴﺔ‬
‫ﺍﳌﻜﺘﺐ‬
‫ƒ ﺃﲤﺘﺔ ﺗﻄﺒﻴﻘﺎﺕ ﺍﻟﻌﻤﻞ‬
‫ƒ ﺍﻻﺗﺼﺎﻻﺕ‬
‫ƒ ﺗﻘﻮﱘ ﺍﻷﺩﺍﺀ‬
‫ƒ ﺍﻻﺗﺼﺎﻝ‬
‫ƒ ﺇﺩﺍﺭﺓ ﺍﻷﺻﻮﻝ‬
‫ƒ ﺍﳊﻤﺎﻳﺔ‬
‫ƒ ﺍﻟﺘﺤﺪﻳﺚ ﻭﺍﻟﺘﺤﺴﲔ‬
‫ƒ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺘﻮﺟﻴﻪ‬
‫ƒ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﻟﻌﻤﻞ‬
‫ƒ ﺍﻹﳌﺎﻡ ﺑﺎﻟﺒﻴﺎﻧﺎﺕ‬
‫ƒ ﺍﻟﺘﺨﺼﺺ‬
‫ƒ ﺍﻟﺘﻮﺭﻳﺪ ﻭ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ƒ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻷﻧﻈﻤﺔ‬
‫ƒ ﺍﻷﺩﻭﺍﺕ‬
‫ƒ ﺍﳋﺪﻣﺎﺕ‬
‫ƒ ﺗﻄﻮﻳﺮ ﺍﻟﱪﺍﻣﺞ‬
‫ƒ ﺍﳊﻮﺍﺩﺙ ﺍﻟﻌﺮﺿﻴﺔ‬
‫ƒ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ‬
‫ﻟﻠﻤﺴﺘﺨﺪﻣﲔ‬
‫ƒ ﺍﻟﺘﺪﺭﻳﺐ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ƒ ﺍﳌﺴﺘﺨﺪﻣﻮﻥ‬
‫ƒ ﺍﻟﺘﻨﺼﻴﺐ‬
‫ƒ ﺍﻻﺳﺘﺮﺟﺎﻉ ﺑﻌﺪ ﻣﻌﺎﳉﺔ‬
‫ﺍﳌﺸﺎﻛﻞ‬
‫ƒ ﺍﻟﺘﺪﻗﻴﻖ‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-١٨-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﳝﺜﻞ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﲨﻴﻊ ﺍﳌﻬﺎﻡ ﺍﶈﺘﻤﻠﺔ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﰎ ﲤﺜﻴﻞ ﻋﻨﺎﺻﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﺄﻋﻤﺪﺓ‪ ،‬ﺑﻴﻨﻤﺎ ﻳﺘﻢ ﺗﻄﺒﻴﻖ‬
‫ﺍﻟﺘﺼﻨﻴﻔﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻟﻄﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﻌﻨﺎﺻﺮ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ .١‬ﻛﻤﺸﺮﻭﻉ‪ :‬ﻳﺘﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺎﳌﻬﻤﺔ ﺿﻤﻦ ﻧﻄﺎﻕ ﻣﺸﺮﻭﻉ ﻭﻫﻮ ﺟﻬﺪ ﻓﺮﻳﺪ ﻣﺆﻗﺖ ﻳﺘﻢ ﺑﺬﻟﻪ ﻟﺘﺤﻘﻴﻖ ﻫﺪﻑ ﻣﻌﲔ‪.‬‬
‫‪ .٢‬ﻛﻌﻤﻠﻴﺔ‪ :‬ﻳﺘﻢ ﺗﻨﻔﻴﺬ ﺍﳌﻬﻤﺔ ﻛﻌﻤﻠﻴﺔ‪ ،‬ﺣﻴﺚ ﺇﻥ ﺍﻟﻌﻤﻠﻴﺔ ﻫﻲ ﺻﻔﺔ ﻣﺴﺘﻤﺮﺓ ﻟﻠﻌﻤﻞ‪.‬‬
‫‪ .٣‬ﻛﻤﻬﻤﺔ ﻣﺘﻜﺮﺭﺓ‪ :‬ﻳﺘﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺎﳌﻬﻤﺔ ﺑﺸﻜﻞ ﺩﻭﺭﻱ‪ ،‬ﻭﻟﻜﻦ ﻟﻴﺲ ﺑﺸﻜﻞ ﻳﻮﻣﻲ‪ ،‬ﻭﻻ ﻣﺴﺘﻤﺮ‪ ،‬ﻭﻫﻨﺎﻟﻚ ﺣﺪ ﺯﻣﲏ‬
‫ﻟﻠﻤﻬﻤﺔ ﻳﻜﺮﺭ ﺃﺳﺒﻮﻋﻴﹰﺎ ﺃﻭ ﺷﻬﺮﻳﹰﺎ ﺃﻭ ﺳﻨﻮﻳﹰﺎ ﰲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ‪.‬‬
‫ﻭﳝﺜﻞ ﻛﻞ ﻣُﺪﺧﻞ ﰲ ﺍﳉﺪﻭﻝ ﺃﺳﻔﻠﻪ ﻣﻬﻤﺔ ﳏﺘﻤﻠﺔ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺃﻣﺎ ﺍﳌﺪﺧﻞ ﺍﻟﺬﻱ ﳛﺘﻮﻱ ﻋﻠﻰ ﺣﺮﻑ ﻡ‪ :‬ﻣﺸﺮﻭﻉ‪،‬‬
‫ﺃﻭ ﻉ‪ :‬ﻋﻤﻠﻴﺔ‪ ،‬ﺃﻭ ﺕ‪ :‬ﺗﻜﺮﺍﺭ ﻓﻬﻮ ﳝﺜﻞ ﻣﻬﻤﺔ ﻭﻇﻴﻔﻴﺔ ﻣﻌﺮﻭﻓﺔ‪ ،‬ﳝﻜﻦ ﺇﺩﺍﺭﻬﺗﺎ ﻭﺗﻜﻠﻴﻒ ﺷﺨﺺ ﻣﺎ ﻟﻠﻘﻴﺎﻡ ‪‬ﺎ‪ .‬ﻛﻤﺎ ﺗﻨﻈﻢ ﻻﺣﻘﹰﺎ ﻟﺘﻘﻊ‬
‫ﲢﺖ ﻣﺴﺆﻭﻟﻴﺔ ﺃﺣﺪ ﺍﻷﻗﺴﺎﻡ ﺃﻭ ﺍﻷﺷﺨﺎﺹ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬
‫)‪(٦‬‬
‫أﺟﻬﺰة اﻟﺤﺎﺳﺐ اﻵﻟﻲ‬
‫أﻧﻈﻤﺔ اﻟﺘﺸﻐﻴﻞ‬
‫اﻻﺗﺼﺎل واﻟﺸﺒﻜﺎت‬
‫أدوات وﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬
‫أﺗﻤﺘﺔ ﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬
‫اﻻﺗﺼﺎﻻت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫ت‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫ت‬
‫ت‬
‫اﻟﺤﻤﺎﻳﺔ‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ع‬
‫ت‬
‫اﻹﻟﻤﺎم ﺑﺎﻟﺒﻴﺎﻧﺎت واﻟﻤﻌﻠﻮﻣﺎت‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫م‬
‫م‬
‫ت‬
‫ع‬
‫ت‬
‫اﻷدوات‬
‫ت‬
‫ت‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ﺗﻄﻮﻳﺮ اﻟﺒﺮاﻣﺞ‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫م‬
‫م‬
‫م‬
‫م‬
‫ع‬
‫ت‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫م‬
‫ت‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫ت‬
‫م‬
‫ت‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫م‬
‫ت‬
‫م‬
‫ع‬
‫ت‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫م‬
‫م‬
‫م‬
‫م‬
‫ع‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫م‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫م‬
‫م‬
‫ﻓﺮق ﻋﻤﻞ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫اﻟﺘﺤﻠﻴﻞ‬
‫اﻟﺒﺤﺚ‬
‫اﻟﺘﺼﻤﻴﻢ‬
‫اﻟﺘﻄﻮﻳﺮ واﻟﺘﻨﻔﻴﺬ‬
‫اﻟﻔﺤﺺ واﻟﺠﻮدة‬
‫اﻟﻨﺸﺮ واﻟﺘﺴﻠﻴﻢ‬
‫اﻟﺪﻋﻢ واﻟﺼﻴﺎﻧﺔ‬
‫ﺗﻘﻮﻳﻢ اﻷداء‬
‫اﻟﺘﺤﺪﻳﺚ واﻟﺘﺤﺴﻴﻦ‬
‫اﻟﺘﺨﺼﺺ‬
‫اﻟﺘﻨﻈﻴﻢ‬
‫اﻟﺘﺨﻄﻴﻂ‬
‫اﻟﺘﻨﻔﻴﺬ واﻟﺘﺤﻜﻢ‬
‫اﻹﺷﺮاف‬
‫اﻟﺘﺤﻘﻴﻖ‬
‫اﻟﺘﻘﻮﻳﻢ‬
‫اﻟﺘﻨﺴﻴﻖ‬
‫اﻻﺗﺼﺎل‬
‫اﻟﻘﻴﺎدة واﻟﺘﻮﺟﻴﻪ‬
‫وﺿﻊ اﻟﻤﻴﺰاﻧﻴﺔ‬
‫اﻟﺘﺴﻮﻳﻖ‬
‫اﻟﻤﺤﺎﺳﺒﺔ‬
‫اﻟﻤﺸﺘﺮﻳﺎت‬
‫א‬
‫اﻟﻤﺴﺘﺨﺪﻣﻮن‬
‫اﻟﻤﻬﺎم‬
‫א‬
‫א‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ت‬
‫ت‬
‫ع‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫ت‬
‫اﻟﺘﺼﻨﻴﻒ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫‪-١٩-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫أﺟﻬﺰة اﻟﺤﺎﺳﺐ اﻵﻟﻲ‬
‫أﻧﻈﻤﺔ اﻟﺘﺸﻐﻴﻞ‬
‫اﻻﺗﺼﺎل واﻟﺸﺒﻜﺎت‬
‫أدوات وﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬
‫أﺗﻤﺘﺔ ﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬
‫اﻻﺗﺼﺎﻻت‬
‫اﻟﺤﻤﺎﻳﺔ‬
‫اﻹﻟﻤﺎم ﺑﺎﻟﺒﻴﺎﻧﺎت واﻟﻤﻌﻠﻮﻣﺎت‬
‫اﻷدوات‬
‫ﺗﻄﻮﻳﺮ اﻟﺒﺮاﻣﺞ‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ﻓﺮق ﻋﻤﻞ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫اﻟﺘﻮﻇﻴﻒ‬
‫ﺗﺤﺪﻳﺪ اﻟﻤﺼﺎدر اﻟﺨﺎرﺟﻴﺔ‬
‫إدارة اﻷﺻﻮل‬
‫اﺳﺘﻤﺮارﻳﺔ اﻟﻌﻤﻞ‬
‫اﻟﺘﻮرﻳﺪ و اﻟﻠﻮﺟﺴﺘﻴﺔ‬
‫اﻻﻟﺘﺰام ﺑﺎﻷﻧﻈﻤﺔ‬
‫اﻟﺨﺪﻣﺎت‬
‫اﻟﺤﻮادث اﻟﻌﺮﺿﻴﺔ ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ‬
‫اﻟﺘﺪرﻳﺐ‬
‫اﻟﺘﻨﺼﻴﺐ‬
‫اﻻﺳﺘﺮﺟﺎع ﺑﻌﺪ ﻣﻌﺎﻟﺠﺔ اﻟﻤﺸﺎآﻞ‬
‫اﻟﺘﺪﻗﻴﻖ‬
‫م‬
‫ت‬
‫ع‬
‫م‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫م‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫م‬
‫ع‬
‫ت‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫م‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫م‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ت‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫م‬
‫ت‬
‫ت‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫م‬
‫ت‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫م‬
‫م‬
‫ع‬
‫م‬
‫م‬
‫م‬
‫ع‬
‫ت‬
‫ع‬
‫ع‬
‫م‬
‫ع‬
‫ع‬
‫ع‬
‫ع‬
‫ت‬
‫ع‬
‫ت‬
‫اﻟﻤﺴﺘﺨﺪﻣﻮن‬
‫اﻟﻤﻬﺎم‬
‫ع‬
‫اﻟﺘﺼﻨﻴﻒ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫ع دﻋﻢ اﻷﻋﻤﺎل‬
‫ع دﻋﻢ اﻷﻋﻤﺎل‬
‫ت دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬
‫م = ﻣﺸﺮوع‬
‫ع= ﻋﻤﻠﻴﺔ‬
‫ت= ﺗﻜﺮار‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٠-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٥‬‬
‫أﻧﺸﻄﺔ ﺗﺼﻤﻴﻢ اﻟﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬
‫‪١-٥‬‬
‫ﺍﻟﺨﻁﻭﺓ ﺍﻷﻭﻟﻰ‪ :‬ﺍﻟﺘﺄﻜﺩ ﻤﻥ ﺍﻟﺤﺎﺠﺔ ﺇﻟﻰ ﺍﻟﺘﻐﻴﻴﺭ‬
‫ﺇﻥ ﺑﻌﺾ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻧﺎﺿﺠﺔ ﻭﻣﻨﺸﺄﺓ ﺑﺸﻜﻞ ﺟﻴﺪ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﻼ ﺑﺪ ﻣﻦ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻭﺟﻮﺩ ﺣﺎﺟﺔ ﻣﺎﺳﺔ ﻟﺪﻯ‬
‫ﺍﻹﺩﺍﺭﺓ ﻟﺘﻐﻴﲑ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻗﺒﻞ ﺑﺬﻝ ﺍﻟﻮﻗﺖ ﻭﺍﳉﻬﺪ ﰲ ﲨﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﻟﺒﺪﺀ ﰲ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻭﳍﺬﺍ ﺗﻌﺘﱪ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‬
‫ﺣﻴﻮﻳﺔ ﰲ ﺍﻟﺒﺪﺍﻳﺔ‪ ،‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﻋﺮﺽ ﳋﻄﻮﺍﺕ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﳊﺎﺟﺔ ﻹﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ﺃﻭ ﺇﻋﺎﺩﺓ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫‪ .١‬ﺇﺟﺮﺍﺀ ﺗﻘﻮﱘ ﺫﺍﰐ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﺳﺘﺨﺪﺍﻡ ﳕﻮﺫﺝ ﺗﻘﻮﱘ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ .٢‬ﺗﻮﺛﻴﻖ ﲨﻴﻊ ﺍﳌﺸﻜﻼﺕ ﻭﺍﳌﺴﺎﺋﻞ ﻭﺍﻷﻫﺪﺍﻑ ﻏﲑ ﺍﶈﻘﻘﺔ‪.‬‬
‫‪ .٣‬ﺇﺟﺮﺍﺀ ﺗﻘﻮﱘ ﳌﺪﻯ ﺭﺿﺎ ﺍﻟﻌﻤﻴﻞ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺴﻤﺎﺡ ﻟﻠﻌﻤﻼﺀ ﺑﺎﻹﺟﺎﺑﺔ ﻋﻦ ﺃﺳﺌﻠﺔ ﻣﻌﺮﻭﺿﺔ ﰲ ﳕﻮﺫﺝ ﺗﻘﻮﱘ ﺭﺿﺎ‬
‫ﺍﻟﻌﻤﻴﻞ ﺃﺳﻔﻠﻪ‪ ،‬ﻭﺫﻟﻚ ﺩﻭﻥ ﻛﺸﻒ ﻫﻮﻳﺔ ﻫﺆﻻﺀ ﺍﻟﻌﻤﻼﺀ‪:‬‬
‫)‪(٧‬‬
‫اﻟﺴﺆال‬
‫א‬
‫اﻹﺟﺎﺑﺔ )‪ ١‬ﺿﻌﻴﻒ – ‪ ٥‬ﻣﺎ ﺗﺠﺎوز اﻟﺘﻮﻗﻌﺎت(‬
‫‪ .١‬ﻫﻞ ﺗﺘﻤﺎﺷﻰ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻣﻦ ﻗﺒﻞ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻊ ﻣﺎ ﰎ ﺍﻹﻋﻼﻥ ﻋﻨﻪ؟‬
‫‪ .٢‬ﻫﻞ ﳛﻘﻖ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻮﻗﻌﺎﺕ ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖ ﲜﻮﺩﺓ ﺍﳋﺪﻣﺔ؟‬
‫‪ .٣‬ﻫﻞ ﳛﻘﻖ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻮﻗﻌﺎﺕ ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖ ﺑﺎﻟﺘﺠﺎﻭﺏ ﺍﻻﺣﺘﺮﺍﰲ؟‬
‫‪ .٤‬ﻫﻞ ﳛﻘﻖ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻮﻗﻌﺎﺕ ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖ ﺑﻮﻗﺖ ﺍﻻﺳﺘﺠﺎﺑﺔ؟‬
‫‪ .٥‬ﻫﻞ ﳛﻘﻖ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻮﻗﻌﺎﺕ ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖ ﺑﺎﳋﱪﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ؟‬
‫‪ .٦‬ﻫﻞ ﳛﻘﻖ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻮﻗﻌﺎﺕ ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖ ﺑﺘﻔﻬﻢ ﳎﺎﻝ ﺍﻟﻌﻤﻞ؟‬
‫‪ .٧‬ﻛﻴﻒ ﺗﻘﺪﺭ ﻗﻴﻤﺔ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ؟‬
‫‪ .٨‬ﻫﻞ ﺃﻧﺖ ﻣﺘﺤﻤﺲ ﻟﻼﺗﺼﺎﻝ ﺑﺈﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻋﻨﺪﻣﺎ ﺗﻮﺍﺟﻪ ﻣﺸﻜﻠﺔ ﻣﺎ؟‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢١-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫اﻟﺴﺆال‬
‫اﻹﺟﺎﺑﺔ )‪ ١‬ﺿﻌﻴﻒ – ‪ ٥‬ﻣﺎ ﺗﺠﺎوز اﻟﺘﻮﻗﻌﺎت(‬
‫‪ .٩‬ﻫﻞ ﻫﻨﺎﻟﻚ ﺃﻱ ﺧﺪﻣﺎﺕ ﻣﻄﻠﻮﺑﺔ ﻻ ﻳﺘﻢ ﺗﻘﺪﳝﻬﺎ ﻣﻦ‬
‫ﻗﺒﻞ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ؟‬
‫ﺣﺪﺩ ﻧﻮﻉ ﺍﳋﺪﻣﺔ ﻣﻦ ﻓﻀﻠﻚ‪.....................:‬‬
‫‪ .١٠‬ﻫﻞ ﻳﺘﻮﺍﺟﺪ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺧﻼﻝ‬
‫ﺳﺎﻋﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻴﻮﻣﻴﺔ ﺍﻻﻋﺘﻴﺎﺩﻳﺔ؟‬
‫‪ .١١‬ﻫﻞ ﻳﻘﺪﻡ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻮﺿﻴﺤﺎﺕ‬
‫ﺣﻮﻝ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺘﺨﺬﺓ ﻭﺍﳊﻠﻮﻝ ﺍﻟﱵ ﺳﻴﺘﻢ ﺍﻟﻠﺠﻮﺀ‬
‫ﺇﻟﻴﻬﺎ ﳊﻞ ﻣﺎ ﻳﻄﺮﺃ ﻣﻦ ﻣﺸﻜﻼﺕ؟‬
‫‪ .١٢‬ﻫﻞ ﺗﺸﻌﺮ ﺑﺎﻹﺣﺮﺍﺝ ﻋﻨﺪﻣﺎ ﺗﺒﻠﻎ ﲟﺸﻜﻠﺔ ﺃﻭ ﺣﺎﺩﺛﺔ‬
‫ﻣﻌﻴﻨﺔ؟‬
‫‪ .١٣‬ﻫﻞ ﺗﺘﻔﻬﻢ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﺎﺟﺎﺗﻚ؟‬
‫‪ .١٤‬ﻫﻞ ﺗﻘﺪﻡ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻄﺒﻴﻘﺎﺕ ﻣﻨﺎﺳﺒﺔ‬
‫ﻟﻌﻤﻠﻚ ﳑﺎ ﻳﺴﻬﻞ ﺃﻭ ﳚﻌﻞ ﻋﻤﻠﻚ ﻳﻨﺠﺰ ﺑﺸﻜﻞ‬
‫ﺃﺗﻮﻣﺎﺗﻴﻜﻲ؟‬
‫‪ .١٥‬ﻫﻞ ﺗﺘﻨﺎﺳﺐ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﺍﻟﺘﻘﻨﻴﺔ ﻣﻊ ﳎﺎﻝ ﻋﻤﻠﻚ‬
‫ﻭﻣﺘﻄﻠﺒﺎﺗﻚ ﺍﻟﺘﻘﻨﻴﺔ؟‬
‫ﺽ ﻋﻦ ﺧﺪﻣﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ؟ ﳌﺎﺫﺍ؟‬
‫‪ .١٦‬ﻫﻞ ﺃﻧﺖ ﺭﺍ ﹴ‬
‫‪ .٤‬ﻗﻢ ﺑﺈﺟﺮﺍﺀ ﲢﻠﻴﻞ ﺍﻷﺳﺒﺎﺏ ﻭﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﺣﻴﺚ ﻳﺘﻢ ﲢﻠﻴﻞ ﺍﳌﺸﻜﻼﺕ ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻷﺳﺒﺎﺏ ﺍﳊﻘﻴﻘﻴﺔ ﻣﻦ ﻭﺭﺍﺋﻬﺎ‪.‬‬
‫‪ .٥‬ﺇﺫﺍ ﻛﺎﻥ ﻫﻨﺎﻟﻚ ﺃﺳﺒﺎﺏ ﺣﻘﻴﻘﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺎﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻓﺘﺎﺑﻊ ﺍﻟﻌﻤﻞ‪ ،‬ﻭ ﺇﻻ ﻓﻼ ﺩﺍﻋﻲ ﻟﻼﺳﺘﻤﺮﺍﺭ ﰲ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ!‬
‫ﻣﻦ ﺍﳌﻤﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻘﺎﺋﻤﺔ ﺍﻟﺘﺎﻟﻴﺔ ﻟﺘﺤﺪﻳﺪ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﻫﻨﺎﻟﻚ ﻣﺸﻜﻼﺕ ﻧﺎﲡﺔ ﻋﻦ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺃﻡ ﻻ‪:‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٢-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪(٨‬‬
‫א‬
‫اﻟﺴﺆال‬
‫א‬
‫א‬
‫اﻹﺟﺎﺑﺔ )‪ ١‬ﺿﻌﻴﻒ – ‪ ٥‬ﻣﺎ ﺗﺠﺎوز ذﻟﻚ(‬
‫ﺗﺄﺧﺮ ﰲ ﺇﻋﺪﺍﺩ ﺍﻟﻌﻤﻞ ﻭﻋﺪﻡ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﳌﻮﺍﻋﻴﺪ‬
‫ﺍﻟﻨﻬﺎﺋﻴﺔ‬
‫ﺯﻳﺎﺩﺓ ﰲ ﻋﺪﺩ ﺍﳌﺸﻜﻼﺕ ﻏﲑ ﺍﳌﺘﻮﻗﻌﺔ‬
‫ﺗﻨﺴﻴﻖ ﻏﲑ ﻓﻌﺎﻝ ﻟﻸﻧﺸﻄﺔ‬
‫ﻣﺴﺆﻭﻟﻴﺎﺕ ﻣﺘﺪﺍﺧﻠﺔ ﻭﻣﺘﻀﺎﺭﺑﺔ‬
‫ﺗﻜﺮﺍﺭ ﺍﻟﻌﻤﻞ ﺑﺪﻭﻥ ﺣﺎﺟﺔ‬
‫ﻋﺪﺩ ﻏﲑ ﻛﺎﻑ ﻣﻦ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ‬
‫ﺣﺠﺐ ﺍﻷﻋﻤﺎﻝ ﺍﻟﱵ ﻳﻘﻮﻡ ‪‬ﺎ ﺻﻐﺎﺭ ﺍﳌﻮﻇﻔﲔ ﻋﻦ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬
‫ﻣﺎ ﻳﻨﺘﺞ ﻋﻦ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻫﻮ ﻗﺮﺍﺭ ﺇﻣﺎ ﺑﺈﻋﺎﺩﺓ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻭ ﺍﻟﺒﻘﺎﺀ ﻣﻊ ﺍﳍﻴﻜﻞ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳊﺎﱄ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٣-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٢-٥‬‬
‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺜﺎﻨﻴﺔ‪ :‬ﺠﻤﻊ ﺍﻟﻌﻭﺍﻤل ﺍﻟﻤﺅﺜﺭﺓ ﻓﻲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻡ‬
‫ﻬﺗﺪﻑ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﺇﱃ ﲨﻊ ﺍﻟﻌﻮﺍﻣﻞ ﺃﻭ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺆﺛﺮﺓ ﰲ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﻭﺫﻟﻚ ﻟﺒﻨﺎﺀ‬
‫ﺗﺼﻤﻴﻢ ﻣﺒﲏ ﻋﻠﻰ ﺃﺭﺽ ﺻﻠﺒﺔ ﻟﺬﻟﻚ ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﲨﻊ ﻫﺬﻩ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﺣﻘﺎﺋﻖ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﳋﻄﻮﺓ ﺍﻟﺜﺎﻟﺜﺔ ﻭﺍﻟﺮﺍﺑﻌﺔ‬
‫ﺗﻌﺘﻤﺪﺍﻥ ﻋﻠﻰ ﻫﺬﻩ ﺍﳊﻘﺎﺋﻖ‪.‬‬
‫ﻭﺗﻨﻘﺴﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﳌﺆﺛﺮﺓ ﺇﱃ ﻛﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ ﺣﺴﺐ ﻃﺒﻴﻌﺘﻬﺎ‪ ،‬ﻭﻫﺬﺍ ﻳﺆﺛﺮ ﰲ ﺗﻘﺴﻴﻢ ﺍﻷﻧﺸﻄﺔ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ ١-٢-٥‬ﻋﻮاﻣﻞ آﻤﻴﺔ‬
‫‪ .١‬ﺗﻘﻮﻡ ﺑﺘﺤﺪﻳﺪ ﺗﺼﻨﻴﻒ ﻭﻋﺪﺩ ﻛﻞ ﻣﻮﻗﻊ‪ .‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪:‬‬
‫ﺃ( ﺍﳌﺮﻛﺰ ﺍﻟﺮﺋﻴﺴﻲ )ﻣﻮﻗﻊ ﻭﺍﺣﺪ(‪.‬‬
‫ﺏ( ﻣﻮﻗﻊ ﻛﺒﲑ )‪ ٣‬ﻣﻮﺍﻗﻊ‪ :‬ﺟﺪﺓ‪ ،‬ﻭﺍﻟﺮﻳﺎﺽ‪ ،‬ﻭﺍﻟﺪﻣﺎﻡ(‪.‬‬
‫ﺝ( ﻣﻮﻗﻊ ﺻﻐﲑ )ﻣﻮﻗﻊ ﻭﺍﺣﺪ ﰲ ﺍﳌﺪﻳﻨﺔ(‪.‬‬
‫‪ .٢‬ﲢﺪﺩ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﰲ ﻛﻞ ﻣﻮﻗﻊ‪ ،‬ﻭﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻘﻮﻡ ﺣﺎﻟﻴﹰﺎ ﺑﺘﻘﺪﱘ ﻫﺬﻩ ﺍﳋﺪﻣﺎﺕ ﺃﻭ‬
‫ﲣﻄﻂ ﻟﺘﻘﺪﳝﻬﺎ ﰲ ﺍﳌﺴﺘﻘﺒﻞ‪ ،‬ﻭﻳﺴﺎﻋﺪ ﻫﺬﺍ ﰲ ﻣﻌﺮﻓﺔ ﺍﳌﺘﻄﻠﺒﺎﺕ ﻟﺘﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ ﺍﳌﺨﻄﻂ ﳍﺎ‪.‬‬
‫‪ .٣‬ﲢﺪﺩ ﺃﻭﻟﻮﻳﺎﺕ ﺍﳋﺪﻣﺎﺕ ﻭﺗﺮﺗﻴﺒﻬﺎ ﺑﻨﺎ ًﺀ ﻋﻠﻰ‪:‬‬
‫ﺃ( ﺍﻷﳘﻴﺔ‪ :‬ﻋﺎﻝ ﺍﻷﳘﻴﺔ‪ ،‬ﺃﻭ ﻣﺘﻮﺳﻂ ﺍﻷﳘﻴﺔ‪ ،‬ﺃﻭ ﻣﻨﺨﻔﺾ ﺍﻷﳘﻴﺔ‪ ،‬ﺁﺧﺬ ﹰﺓ ﰲ ﺍﳊﺴﺒﺎﻥ ﺭﺃﻱ ﺍﻟﻌﻤﻴﻞ‪ ،‬ﻭﻭﺟﻬﺔ‬
‫ﻧﻈﺮ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ؛ ﻷﻥ ﺑﻌﺾ ﺍﻟﻌﻤﻼﺀ ﻗﺪ ﻻ ﻳﺴﺘﻮﻋﺒﻮﻥ ﺃﳘﻴﺔ ﺇﺣﺪﻯ ﺍﳋﺪﻣﺎﺕ ﺣﱴ ﻳﻔﻘﺪﻭﺍ‬
‫ﻫﺬﻩ ﺍﳋﺪﻣﺔ!‬
‫ﺏ( ﺍﳌﻜﺎﻥ‪ :‬ﻫﻞ ﳝﻜﻦ ﺗﻘﺪﱘ ﻫﺬﻩ ﺍﳋﺪﻣﺔ ﻋﻦ ُﺑﻌﺪ ﺃﻡ ﻻ‪.‬‬
‫ﺝ( ﺍﻟﻄﻠﺐ‪ :‬ﺍﻟﻌﺪﺩ ﺍﳌﺘﻮﻗﻊ ﻣﻦ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻳﻮﻣﻴﹰﺎ‪.‬‬
‫ﺃﳕﻮﺫﺝ ﺗﻌﺮﻳﻒ ﺧﺪﻣﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺎﱄ ﻳﺴﻬﻞ ﻫﺬﻩ ﺍﳋﻄﻮﺓ‪:‬‬
‫)‪(٩‬‬
‫اﻟﻤﻮﻗﻊ‬
‫ﺍﳌﺮﺍﻛﺰ‬
‫ﺍﻟﺮﺋﻴﺴﺔ‬
‫اﻷهﻤﻴﺔ‬
‫اﻟﺨﺪﻣﺔ‬
‫ﺍﻟﺘﺰﻭﻳﺪ ‪‬ﺎﺗﻒ ﻭﺭﻗﻢ‬
‫ﻓﺮﻋﻲ ﻣﻦ ﺍﳌﺴﺎﻧﺪﺓ‬
‫ﻋﺎﻝ ﺍﻷﳘﻴﺔ‬
‫اﻟﻤﻜﺎن‬
‫ﻧﻔﺴﻪ‬
‫ﻣﻘﺪﻣﺔ\ﻣﺨﻄﻂ‬
‫ﻟﺘﻘﺪﻳﻤﻬﺎ‬
‫ﻣﻘﺪﻣﺔ‬
‫اﻟﻄﻠﺐ\ﻳﻮم‬
‫‪.٣٣‬‬
‫ﺍﻟﻔﻨﻴﺔ‬
‫ﺍﻟﺘﺰﻭﻳﺪ ‪‬ﺎﺗﻒ ﻭﺭﻗﻢ‬
‫ﻓﺮﻉ ﺍﻟﻌﻠﻴﺎ‬
‫א‬
‫ﻓﺮﻋﻲ ﻣﻦ ﺍﳌﺴﺎﻧﺪﺓ‬
‫ﻋﺎﻝ ﺍﻷﳘﻴﺔ‬
‫ﻋﻦ ُﺑﻌﺪ‬
‫ﳐﻄﻂ ﻟﺘﻘﺪﳝﻬﺎ‬
‫‪.٧٥‬‬
‫ﺍﻟﻔﻨﻴﺔ‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٤-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪ .٤‬ﺗﻘﺪﻳﺮ ﺍﳌﻌﺪﻝ ﺍﻟﺰﻣﲏ ﻟﺘﻘﺪﱘ ﻫﺬﻩ ﺍﳋﺪﻣﺔ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﺍﳌﻬﺎﻡ ﺍﳌﺘﻌﻠﻘﺔ ‪‬ﺎ‪ ،‬ﻭﺗﻐﻄﻲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﺍﻷﻧﺸﻄﺔ ﻣﻦ ﻃﺒﻴﻌﺔ‬
‫"ﺍﻟﻌﻤﻠﻴﺎﺕ" ﻭ"ﺍﻟﺘﻜﺮﺍﺭ"‪ .‬ﺑﻴﻨﻤﺎ ﺗﻌﺎﰿ ﺍﻷﻧﺸﻄﺔ ﻣﻦ ﻃﺒﻴﻌﺔ "ﺍﳌﺸﺮﻭﻉ" ﻛﻞ ﻣﺸﺮﻭﻉ ﺣﺴﺐ ﺣﺠﻤﻪ ﻭﺣﺎﻟﺘﻪ ﺍﳋﺎﺻﺔ‪.‬‬
‫ﻭﻣﻦ ﺍﳌﻤﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺃﳕﻮﺫﺝ ﺗﻘﺪﻳﺮ ﺍﳉﻬﺪ ﺍﻟﻼﺯﻡ ﻟﺘﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ‪ ،‬ﻭﻫﺬﺍ ﺳﻴﺴﺎﻋﺪ )ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﰎ‬
‫ﲨﻌﻬﺎ ﰲ ﺍﻟﻨﺸﺎﻁ ﺍﻟﺴﺎﺑﻖ( ﰲ ﺗﻘﺪﻳﺮ ﻛﻤﻴﺔ ﺍﻟﻌﻤﻞ ﺍﻟﻼﺯﻡ ﻟﻜﻞ ﻣﻬﻤﺔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺳﻴﺴﺎﻋﺪ ﰲ ﲢﺪﻳﺪ ﺍﻟﻘﻮﻯ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﻄﻠﻮﺑﺔ ﻟﻜﻞ‬
‫ﻣﻬﻤﺔ ﻭﻟﻜﻞ ﻗﺴﻢ‪ .‬ﻭﻫﺬﺍ ﻣُﺪﺧﻞ ﻣﻬﻢ ﺃﻳﻀﹰﺎ ﰲ ﻋﻤﻠﻴﺔ ﲢﺪﻳﺪ ﺍﳊﺠﻢ ﺍﳌﻮﺻﻰ ﺑﻪ ﻟﻔﺮﻳﻖ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﻜﻞ‪ .‬ﻭﳝﺜﻞ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ‬
‫ﺃﳕﻮﺫﺝ ﺗﻘﺪﻳﺮ ﺍﳉﻬﺪ ﺍﻟﻼﺯﻡ ﻟﺘﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ‪:‬‬
‫)‪(١٠‬‬
‫اﻟﻤﻮﻗﻊ‬
‫ﺍﳌﺮﺍﻛﺰ ﺍﻟﺮﺋﻴﺴﺔ‬
‫اﻟﺨﺪﻣﺔ‬
‫ﺍﻟﺘﺰﻭﻳﺪ ‪‬ﺎﺗﻒ ﻭﺭﻗﻢ‬
‫ﻓﺮﻋﻲ ﻣﻦ ﺍﳌﺴﺎﻧﺪﺓ ﺍﻟﻔﻨﻴﺔ‬
‫א‬
‫א‬
‫א‬
‫اﻟﻤﻬﺎم اﻟﻤﺮﺗﺒﻄﺔ‬
‫ﻗﺴﻢ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻔﻨﻴﺔ‬
‫ﻋﺪد ﺳﺎﻋﺎت اﻟﻌﻤﻞ اﻟﻤﻄﻠﻮﺑﺔ‬
‫‪.١٥‬‬
‫ﻣﻬﻨﺪﺱ ﺍﺗﺼﺎﻻﺕ‬
‫‪١‬‬
‫ﻣﺪﻳﺮ ﺍﺗﺼﺎﻻﺕ‬
‫‪.٥‬‬
‫‪)١,٦٥‬ﺍ‪‬ﻤﻮﻉ(‬
‫ﺍﳌﺮﺍﻛﺰ ﺍﻟﺮﺋﻴﺴﺔ‬
‫ﺗﺰﻭﻳﺪ ﺇﻧﺘﺮﻧﺖ ﻣﻦ‬
‫ﺍﳌﺴﺎﻧﺪﺓ ﺍﻟﻔﻨﻴﺔ‬
‫ﻗﺴﻢ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻔﻨﻴﺔ‬
‫‪.١٥‬‬
‫ﻣﺸﺮﻑ ﺃﻧﻈﻤﺔ‬
‫‪.٥‬‬
‫ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪.٢‬‬
‫‪) .٨٥‬ﺍ‪‬ﻤﻮﻉ(‬
‫‪.٥‬ﲢﺪﻳﺪ ﻛﻤﻴﺔ ﺍﻟﻌﻤﻞ ﺍﳌﺘﻮﻗﻊ ﻣﻦ ﻛﻞ ﺩﻭﺭ ﻟﺘﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ‪ .‬ﻭ ﺗﻐﻄﻲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﻛﻞ ﻣﻦ ﺧﺪﻣﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺍﳌﻘﺪﻣﺔ ﻭﺍﳌﺨﻄﻂ ﻟﺘﻘﺪﳝﻬﺎ‪.‬‬
‫‪ ٢-٢-٥‬ﻋﻮاﻣﻞ ﻧﻮﻋﻴﺔ آﻴﻔﻴﺔ‬
‫‪ .١‬ﳛﺪﺩ ﺍﻷﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﻱ )ﻣﺮﻛﺰﻱ‪ ،‬ﺍﺳﺘﺸﺎﺭﻱ‪ ،‬ﻣﺸﺎﺭﻙ‪ ،‬ﻣﻔﻮ‪‬ﺽ‪/‬ﻣﻨﺘﺪ‪‬ﺏ(‪ .‬ﻳﺴﺎﻋﺪ ﻫﺬﺍ ﰲ ﲢﺪﻳﺪ ﻣﺴﺘﻮﻯ‬
‫ﺍﻹﺷﺮﺍﻑ ﻭﺍﳍﻴﻜﻠﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻷﻗﺴﺎﻡ‪.‬‬
‫‪ .٢‬ﲢﺪﺩ ﺍﳌﺮﺣﻠﺔ ﺍﻟﱵ ﲤﺮ ‪‬ﺎ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﺑﺎﺩﺋﺔ‪ ،‬ﺑﺎﻧﻴﺔ‪ ،‬ﺭﺍﺳﺨﺔ‪ ،‬ﻧﺎﺿﺠﺔ(‪ .‬ﻓﺎﳌﺮﺣﻠﺔ ﻭﺍﻷﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﻱ ﻣﻊ‬
‫ﺑﻌﻀﻬﻤﺎ ﻳﻘﺮﺭﺍﻥ ﺍﻟﺴﻤﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻬﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﺃ( ﺑﺎﺩﺋﺔ‪ :‬ﺗﻜﻮﻥ ﺍﳌﻨﻈﻤﺔ ﻳﺎﻓﻌﺔ ﻭﺻﻐﲑﺓ ﺟﺪﹰﺍ )ﺷﺨﺼﲔ ﺇﱃ ﺛﻼﺛﺔ ﺃﺷﺨﺎﺹ(‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٥-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺏ( ﺑﺎﻧﻴﺔ‪ :‬ﺗﻜﻮﻥ ﻣﻨﻈﻤﺔ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺑﺪﺍﻳﺔ ﺗﻮﺳﻌﻬﺎ‪ ،‬ﺣﻴﺚ ﻳﺘﻢ ﺇﻧﺸﺎﺋﻬﺎ‪ ،‬ﻭﻳﻜﻮﻥ ﻫﻨﺎﻟﻚ ﻃﻠﺐ ﻣﻠﺤﻮﻅ‬
‫ﻋﻠﻰ ﺍﻷﻧﻈﻤﺔ ﻭﺧﺪﻣﺎﺕ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻭﺍﳌﺘﺨﺼﺼﲔ ﰲ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﺝ( ﺭﺍﺳﺨﺔ‪ :‬ﻳﺘﻢ ﺗﻄﺒﻴﻖ ﺳﲑ ﻋﻤﻠﻴﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺣﻴﺚ ﻳﻜﻮﻥ ﻗﺪ ﰎ ﺇﻧﺸﺎﺀ ﺃﻧﻈﻤﺔ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‪،‬‬
‫ﻭﺗﻜﻮﻥ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﲝﺚ ﻋﻦ ﻫﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﻳﻨﺎﺳﺐ ﻛﻤﻴﺔ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﻛﻞ ﻣﻦ ﺧﺪﻣﺎﺕ‬
‫ﺍﻟﺼﻴﺎﻧﺔ ﻭﺍﻟﺪﻋﻢ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﺸﺎﺭﻳﻊ ﻭﺍﻷﻧﻈﻤﺔ ﺍﳉﺪﻳﺪﺓ‪.‬‬
‫ﻼ ﻭﻣﺴﺘﻘﺮﹰﺍ‪ ،‬ﻭﺗﻜﻮﻥ ﺍﳌﺸﻜﻼﺕ ﻭﺍﳌﺴﺎﺋﻞ ﺍﻟﻌﺎﻟﻘﺔ ﺻﻐﲑﺓ ‪.‬‬
‫ﺩ( ﻧﺎﺿﺠﺔ‪ :‬ﻳﻜﻮﻥ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻣﻜﺘﻤ ﹰ‬
‫‪ .٣‬ﲢﺪﺩ ﺍﻟﻘﻴﻮﺩ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻮﻗﺖ ﻭﺍﳌﺎﻝ ﻭﺍﻷﻳﺪﻱ ﺍﻟﻌﺎﻣﻠﺔ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٦-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٣-٥‬‬
‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺜﺎﻟﺜﺔ‪ :‬ﺒﻨﺎﺀ ﺘﺼﻤﻴﻡ ﻤﺭﺸﺢ )ﻤﺒﺩﺌﻲ(‬
‫ﻳﺘﻜﻮﻥ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻣﻦ ﺃﻗﺴﺎﻡ ﻭﻭﻇﺎﺋﻒ ﻭﺃﺩﻭﺍﺭ ﻭﻣﻬﺎﻡ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺗﺮﺗﺒﻂ ﲨﻴﻌﻬﺎ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ‪ ،‬ﻛﻤﺎ‬
‫ﻳﻮﺿﺢ ﺍﻟﺘﺴﻠﺴﻞ ﺍﻟﺘﺎﱄ‪:‬‬
‫)‪(٣‬‬
‫א‬
‫א‬
‫ﻭﻛﻤﺎ ﻳﻮﺿﺢ ﺍﻟﺮﺳﻢ ﺍﻟﺴﺎﺑﻖ‪ ،‬ﻓﺈﻥ ﺍﳍﻴﻜﻞ ﻭﺍﻷﻗﺴﺎﻡ ﻳﻌﺘﻤﺪﺍﻥ ﻋﻠﻰ ﻓﻬﻢ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻨﻮﻋﻴﺔ‪ ،‬ﻭﻟﻜﻦ ﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﳕﺪ ‪‬ﺎ‬
‫ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺎﳌﺴﻤﻴﺎﺕ ﻭﺍﻷﺩﻭﺍﺭ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻛﻤﻴﺔ ﺍﻟﻌﻤﻞ ﺍﳌﻘﺪﺭ ﻟﻜﻞ ﺩﻭﺭ‪ ،‬ﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ ﻓﺈﻥ‬
‫ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﻨﺎﻃﺔ ﺑﻜﻞ ﺩﻭﺭ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﺘﺸﺎﺑﻪ ﻭﺍﻟﻄﺮﻕ ﺍﻟﻨﺎﺟﺤﺔ ﻭﺍﳌﺘﺒﻌﺔ ﻋﺎﳌﻴﹰﺎ‪.‬‬
‫‪ ١-٣-٥‬ﻧﻄﺎق اﻟﺘﻐﻄﻴﺔ‬
‫ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻄﺒﻴﻖ‪ ،‬ﻓﺈﻥ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﳝﻜﻦ ﺃﻥ ﺗﻐﻄﻲ‪:‬‬
‫‪ .١‬ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻓﻘﻂ‪ ،‬ﺇﺫﺍ ﱂ ﻳﻜﻦ ﻫﻨﺎﻟﻚ ﺧﻄﻂ ﺣﺎﻟﻴﺔ ﻟﻠﺘﻮﺳﻊ‪.‬‬
‫‪ .٢‬ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻭﺍﳋﺪﻣﺎﺕ ﺍﳌﺨﻄﻂ ﻟﺘﻘﺪﳝﻬﺎ‪ ،‬ﺇﺫ ﺳﻴﺘﻢ ﺗﻄﺒﻴﻖ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳉﺪﻳﺪ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﻣﻦ ﺧﻼﻝ‬
‫ﺧﻄﻮﺓ ﻭﺍﺣﺪﺓ ﺗﺸﻤﻞ ﻛﻞ ﻣﻦ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻭﺍﳉﺪﻳﺪﺓ‪.‬‬
‫ﻭﻣﻦ ﺍ ﹸﳌﻘﺘﺮﺡ ﺃﻥ ُﺗﻐﻄﻰ ﺍﳋﻄﻮﺗﺎﻥ ﺍﻟﺴﺎﺑﻘﺘﺎﻥ‪ ،‬ﻭﻫﺬﺍ ﺳﻴﺴﺎﻋﺪ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﻫﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﻣﻨﺎﺳﺐ ﻟﻠﺨﺪﻣﺎﺕ ﺍﳊﺎﻟﻴﺔ‪ ،‬ﻭﻣﻦ‬
‫ﰒ ﺍﻻﻧﺘﻘﺎﻝ ﰲ ﻣﺮﺣﻠﺔ ﺛﺎﻧﻴﺔ ﺇﱃ ﺗﻨﻔﻴﺬ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﻟﻼﺯﻣﺔ ﳍﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﺍﳋﺪﻣﺎﺕ ﺍﳉﺪﻳﺪﺓ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٧-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻛﻤﺎ ﺃﻥ ﺗﻐﻄﻴﺔ ﺍﳋﻄﻮﺗﲔ ﺍﻟﺴﺎﺑﻘﺘﲔ ﺳﻴﺴﻤﺢ ﺑﺎﳊﺼﻮﻝ ﻋﻠﻰ ﻧﻈﺮﺓ ﺷﺎﻣﻠﺔ ﻟﻠﻬﻴﺎﻛﻞ ﺍﻟﺜﻼﺛﺔ ﺍﳌﺒﻴﻨﺔ ﰲ ﺍﻟﺮﺳﻢ ﺍﻟﺘﺎﱄ ﻭﻣﻦ ﰒ‬
‫ﺍﻟﻌﺜﻮﺭ ﻋﻠﻰ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﺘﻨﻔﻴﺬ‪ ،‬ﻭﻳﻮﺿﺢ ﺍﻟﺮﺳﻢ ﺍﻟﺘﺎﱄ ﺍﻻﻗﺘﺮﺍﺡ ﺍﳌﻘﺪﻡ‪:‬‬
‫)‪ (٤‬א‬
‫א‬
‫א‬
‫א א‬
‫ﻭﺇﺫﺍ ﻛﺎﻥ ﺍﻻﺧﺘﻼﻑ ﺑﲔ ﺍﳍﻴﻜﻠﺔ ﺍﳌﻘﺘﺮﺣﺔ ﻟﻠﺨﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻭﺍﳍﻴﻜﻠﺔ ﺍﳌﻘﺘﺮﺣﺔ ﳉﻤﻴﻊ ﺍﳋﺪﻣﺎﺕ )ﺍﳌﻘﺪﻣﺔ ﻭﺍﳉﺪﻳﺪﺓ(‬
‫ﻛﺒﲑﹰﺍ ﻓﺈﻧﻪ ﳝﻜﻦ ﺗﻘﺴﻴﻢ ﺍﻟﺘﻨﻔﻴﺬ ﺇﱃ ﻣﺮﺣﻠﺘﲔ‪.‬‬
‫‪ ٢-٣-٥‬ﻣﻌﺎﻟﺠﺔ ﻣﻮﺿﻮع إدارة اﻟﻤﺸﺎرﻳﻊ‬
‫ﺗﺮﻛﺰ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﻣﻦ ﻃﺒﻴﻌﺔ "ﺍﻟﻌﻤﻠﻴﺎﺕ" ﻭ"ﺍﻟﺘﻜﺮﺍﺭ"‪ .‬ﻭﻟﻜﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﻫﻲ‬
‫ﺟﻬﺪ ﻣﺆﻗﺖ ﺑﻄﺒﻴﻌﺘﻬﺎ‪ ،‬ﳑﺎ ﻳﻌﲏ ﺃﻥ ﺣﺠﻢ ﻓﺮﻳﻘﻬﺎ ﻭﻫﻴﻜﻠﻬﺎ ﻳﻌﺘﻤﺪﺍﻥ ﺑﺸﻜﻞ ﻛﺎﻣﻞ ﻋﻠﻰ ﻋﺪﺩ ﻭﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﳌﺸﺎﺭﻳﻊ ﺍﳊﺎﻟﻴﺔ‬
‫ﻭﺍﳌﺨﻄﻂ ﻟﻠﻘﻴﺎﻡ ‪‬ﺎ ﻭﻋﻠﻰ ﻣﺘﻄﻠﺒﺎﺕ ﻛﻞ ﻣﺸﺮﻭﻉ‪.‬‬
‫ﺇﻥ ﻣﻌﻈﻢ ﻣﻌﺎﻳﲑ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻻ ﺗﺮﻛﺰ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‪ ،‬ﻭﺫﻟﻚ ﻧﻈﺮﹰﺍ ﳌﺎ ﺗﺘﻤﺘﻊ ﺑﻪ ﻣﻦ ﻃﺒﻴﻌﺔ ﻣﺮﻧﺔ ﻭﻣﺆﻗﺘﺔ‬
‫ﻭﻣﺘﻐﲑﺓ‪ .‬ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﻫﻨﺎﻟﻚ ﻣﻌﺎﻳﲑ ﺧﺎﺻﺔ ﻓﻘﻂ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‪.‬‬
‫ﻭ ﻗﺪ ﺃﺩﺭﻛﺖ ﺍﳌﻨﻈﻤﺎﺕ ﻣﺆﺧﺮﹰﺍ ﺍﳊﺎﺟﺔ ﺇﱃ ﻭﺣﺪﺓ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﱵ ﺗﻜﺮﺱ ﻟﺘﻜﻮﻥ "ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﺍﳋﺎﺻﺔ"‪ ،‬ﻭﻫﺬﻩ‬
‫ﺍﻹﺩﺍﺭﺓ ﻟﺪﻳﻬﺎ ﻣﺪﻳﺮ ﺇﺩﺍﺭﺓ )‪ (Director‬ﻭﻣﺪﻳﺮﻱ ﻣﺸﺎﺭﻳﻊ )‪ ،(Project Manager‬ﻭﻓﺮﻳﻖ ﻋﻤﻞ ﻟﻜﻞ ﻣﺸﺮﻭﻉ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٨-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪ (٥‬א א‬
‫א‬
‫ﺇﻥ ﺍﻻﻫﺘﻤﺎﻡ ﺍﻷﻛﱪ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﺍﳋﺎﺻﺔ ﻫﻮ ﺗﺰﻭﻳﺪ ﺍﳌﺸﺎﺭﻳﻊ ﺑﺎﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﻣﻦ ﺍﻟﺼﻌﺐ ﺗﻘﺮﻳﺮ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻋﻀﻮ‬
‫ﺍﻟﻔﺮﻳﻖ ﻣﺘﻔﺮﻏﹰﺎ ﻟﻠﻤﺸﺮﻭﻉ ﺃﻭ ﺍﳌﺸﺮﻭﻋﺎﺕ ﺃﻭ ﳎﺮﺩ ﺩﺍﻋﻢ ﻟﻪ ﺑﺎﻟﻨﺴﺒﺔ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﻭﻗﺘﻪ‪ .‬ﻭﺗﻌﺘﻤﺪ ﻫﺬﻩ ﺍﳌﺴﺄﻟﺔ ﰲ ﺍﳊﻘﻴﻘﺔ ﻋﻠﻰ‬
‫ﺍﳌﻮﻗﻒ ﺍﳊﺎﱄ ﻭﺍﻟﻮﺿﻊ ﺍﻟﺮﺍﻫﻦ‪ .‬ﻭﻟﻜﻦ ﺗﺰﻭﻳﺪ ﺍﳌﺸﺎﺭﻳﻊ ﺑﺎﻟﻌﺎﻣﻠﲔ ﳚﺐ ﺃﻻ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻷﺷﺨﺎﺹ ﺍﳌﻜﺮﺳﲔ ﺑﺸﻜﻞ ﻛﺎﻣﻞ ﳌﻬﻤﺔ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ‪ .‬ﺇﺫ ﳚﺐ ﺃﻥ ﺗﻌﲔ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻋﻀﺎﺀ ﻓﺮﻳﻖ ﺍﳌﺸﺮﻭﻉ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﺍﳋﺎﺻﺔ ﺃﻭ ﻣﻦ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻷﺧﺮﻯ‬
‫ﺷﺮﻳﻄﺔ ﺃﻥ ﺗﻜﻮﻥ ﻃﺒﻴﻌﺔ ﻋﻤﻞ ﻋﻀﻮ ﺍﻟﻔﺮﻳﻖ ﻣﻦ ﻧﻮﻉ "ﻣﺘﻜﺮﺭ" ﻭ ﻟﺪﻳﻪ ﺍﻟﻮﻗﺖ ﻟﻺﺳﻬﺎﻡ ﰲ ﺍﳌﺸﺮﻭﻉ‪.‬‬
‫ﺇﻥ ﺗﻌﻴﲔ ﻭﺣﺪﺓ ﳐﺼﺼﺔ ﻟﻠﻘﻴﺎﻡ ﺑﺎﳌﺸﺮﻭﻉ ﻳﻌﺰﺯ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳌﺼﻔﻮﰲ ﺍﻟﻘﻮﻱ‬
‫) ‪Strong Matrix Organization‬‬
‫‪ .(Structure‬ﻭﻟﻜﻨﻪ ﻻ ﻳﺼﻨﻒ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻛﻤﺼﻔﻮﻓﺔ ﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻓﺒﺪ ﹰﻻ ﻣﻦ ﺗﺼﻨﻴﻒ ﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﲢﺪﺩ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺧﻼﳍﺎ‬
‫ﺍﻷﻭﻟﻮﻳﺎﺕ ﰲ ﲨﻴﻊ ﻣﺸﺎﺭﻳﻌﻬﺎ )ﻭﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﺗﻌﲔ ﻭﺗﻌﻄﻲ ﺍﻟﺴﻠﻄﺔ ﻣﻦ ﺧﻼﳍﺎ ﳌﺪﻳﺮﻱ ﺍﳌﺸﺎﺭﻳﻊ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﻈﻤﺔ( ﻓﺈﻥ ﺍﳌﻘﺘﺮﺡ‬
‫ﺃﻥ ﻳﺘﻢ ﲢﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ ﻟﻜﻞ ﻣﺸﺮﻭﻉ ﻋﻠﻰ ﺣﺪﺓ‪ .‬ﻓﻘﺪ ﻳﻜﻮﻥ ﻟﺪﻯ ﺑﻌﺾ ﺍﳌﺸﺎﺭﻳﻊ ﺃﻭﻟﻮﻳﺎﺕ ﺃﻋﻠﻰ ﻣﻦ ﺃﻱ ﺷﻲﺀ ﺁﺧﺮ ﰲ ﺇﺩﺍﺭﺓ‬
‫ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻴﻨﻤﺎ ﺑﺈﻣﻜﺎﻥ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻷﺧﺮﻯ ﺍﻟﻌﻤﻞ ﰲ ﻭﻗﺖ ﻭﺍﺣﺪ ﺑﺘﺰﺍﻣﻦ ﻣﻊ ﺩﻋﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺣﺴﺐ ﺗﻔﺮﻍ ﻓﺮﻳﻘﻬﺎ‪) .‬ﳌﺰﻳﺪ ﻣﻦ‬
‫ﺍﻟﺘﻔﺎﺻﻴﻞ ﺭﺍﺟﻊ ﻭﺛﻴﻘﺔ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ(‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٢٩-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪ ٣-٣-٥‬اﻟﺒﺪاﺋﻞ اﻟﻤﻘﺘﺮﺣﺔ ﻓﻲ ﺑﻨﺎء اﻟﺘﺼﻤﻴﻢ‬
‫ﻫﻨﺎﻟﻚ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳋﻴﺎﺭﺍﺕ ﺍﳌﺘﺎﺣﺔ ﻹﳒﺎﺯ ﻫﺬﻩ ﺍﳋﻄﻮﺓ )ﺍﳋﻄﻮﺓ ﺍﻟﺜﺎﻟﺜﺔ(‪ ،‬ﻭﳚﻤﻊ ﻛﻞ ﺧﻴﺎﺭ ﺑﲔ ﻗﺮﺍﺭﺍﺕ ﻫﻴﻜﻠﻴﺔ ﻛﻤﻴﺔ‬
‫ﻭﺃﺧﺮﻯ ﻧﻮﻋﻴﺔ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ .١‬ﺍﳍﻴﻜﻠﺔ ﻭﺍﻷﻗﺴﺎﻡ )ﻧﻮﻋﻴﺔ(‪:‬‬
‫ﺃ( ﻃﺒﻖ ﺍﳋﻄﻮﺍﺕ ﻟﺒﻨﺎﺀ ﺍﳍﻴﻜﻠﺔ ﺑﺸﻜﻞ ﺗﺪﺭﳚﻲ )‪.(top down‬‬
‫ﻒ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻷﻭﱄ ﺍﻟﺸﺎﻣﻞ ﻭﺍﳌﻘﺘﺮﺡ ﻭﻋﺪ‪‬ﻟﻪ ﺗﺒﻌﹰﺎ ﻷﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺃﻭ ﺣﺎﻟﺔ ﺍﳌﻨﻈﻤﺔ ﺃﻭ ﺍﳊﺎﺟﺔ‬
‫ﺏ( ﺃﻭ ﻛ‪‬ﻴ ‪‬‬
‫ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﻫﻴﻜﻞ ﻳﻌﺘﱪ ﻣﺮﺷﺤﹰﺎ ﻗﻮﻳﹰﺎ‪ .‬ﻭﻳﻮﺟﺪ ﺷﺮﺡ ﻟﺘﺼﻤﻴﻢ ﺃﻭﱄ ﺷﺎﻣﻞ ﰲ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﺸﺎﻣﻞ‬
‫ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪ .٢‬ﻣﺴﻤﻴﺎﺕ ﺍﻟﻮﻇﺎﺋﻒ ﻭﺍﻷﺩﻭﺍﺭ )ﻛﻤﻴﺔ(‪:‬‬
‫ﺃ( ُﻳﻄﱠﺒﻖ ﺣﺠﻢ ﺍﻟﻌﻤﻞ ﺍﳌﻘﺪﺭ ﻋﻠﻰ ﺃﻳﺎﻡ ﺍﻟﻌﻤﻞ ﻟﺘﻘﺴﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺗﻮﻗﻊ ﺣﺠﻢ ﻛﻞ ﻗﺴﻢ‪ .‬ﺃﻭ‬
‫ﺏ( ﻃّﺒﻖ ﺍﳌﻌﺎﻳﲑ ﺍﳋﺎﺻﺔ ﲝﺠﻢ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ ﰲ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭ ﳝﻜﻦ ﺗﻄﺒﻴﻘﻬﺎ ﺑﺸﻜﻞ ﻣﺴﺘﻘﻞ ﻋﻦ‬
‫ﺣﺠﻢ ﺍﻟﻌﻤﻞ ﺍﳌﻘﺪﺭ‪.‬‬
‫ﳝﺜﻞ ﺍﻟﺮﺳﻢ ﺍﻟﺘﻮﺿﻴﺤﻲ ﺍﻟﺘﺎﱄ ﺍﳋﻴﺎﺭﺍﺕ ﺍﳌﺘﻮﺍﻓﺮﺓ‪:‬‬
‫)‪ (٦‬א‬
‫א א‬
‫א‬
‫א‬
‫ﺗﻮﺿﺢ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻼﺣﻘﺔ ﻣﻦ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﲨﻴﻊ ﺍﳋﻴﺎﺭﺍﺕ ﺍﳌﻄﺮﻭﺣﺔ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣٠-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪ ٤-٣-٥‬اﻟﻬﻴﻜﻞ واﻷﻗﺴﺎم‬
‫ﻼ ﻣﻦ ﺍﻟﺸﻜﻞ ﺍﻟﻌﺎﻡ ﻟﻠﺘﺼﻤﻴﻢ ﻭﺍﲡﺎﻩ ﺍﻻﺗﺼﺎﻝ ﻭﺍﳌﺴﺘﻮﻯ‪ ،‬ﻭﺍﳋﻴﺎﺭﺍﻥ ﺍﳌﻄﺮﻭﺣﺎﻥ ﳘﺎ‪:‬‬
‫ﲢﺪﺩ )ﺍﳍﻴﻜﻠﺔ ﻭﺍﻷﻗﺴﺎﻡ( ﻛ ﹰ‬
‫‪ ١-٤-٣-٥‬ﺑﺎﻟﺘﺪرج ﻣﻦ أﻋﻠﻰ ﻷﺳﻔﻞ )‪(Top Down‬‬
‫ﻳﻌﺘﻤﺪ ﺍﻟﺘﺼﻤﻴﻢ ﰲ ﻫﺬﺍ ﺍﻷﺳﻠﻮﺏ ﻋﻠﻰ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻨﻮﻋﻴﺔ‪ ،‬ﻛﻤﺎ ﺃ‪‬ﺎ ﺗﻨﺘﻘﻞ ﻣﻦ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻌﻠﻴﺎ ﻟﻸﻗﺴﺎﻡ ﺇﱃ ﺍﳌﺴﺘﻮﻳﺎﺕ‬
‫ﺍﻟﺪﻧﻴﺎ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪١-١-٤-٣-٥‬‬
‫ﺗﺤﺪﻳﺪ اﻟﺸﻜﻞ اﻟﻌﺎم ﻟﻠﺘﺼﻤﻴﻢ‬
‫ﻳﻌﺘﻤﺪ ﺍﻟﺸﻜﻞ ﺍﻟﻌﺎﻡ ﻟﻠﺘﺼﻤﻴﻢ ﻋﻠﻰ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﰲ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫‪ .١‬ﻳﻨﻄﺒﻖ ﺍﻟﺸﻜﻞ ﺍﻟﻌﺎﻡ ﺍﻷﻓﻘﻲ ﻋﻠﻰ ﺃﺳﻠﻮﰊ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺮﻛﺰﻱ ﻭﺍﻻﺳﺘﺸﺎﺭﻱ‪ ،‬ﺣﻴﺚ ﻳﺒﺪﻭ ﻛﺘﺼﻤﻴﻢ ﻣﺴﻄﺢ ﺃﻭ ﺷﺒﻪ‬
‫ﻣﺴﻄﺢ‪ ،‬ﻭﻫﻮ ُﻳﺘﻴﺢ ﻟﻠﻤﺪﻳﺮ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﳎﻤﻮﻋﺔ ﻛﺒﲑﺓ ﻣﻦ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺍﻧﻈﺮ ﺇﱃ ﺍﻟﺮﺳﻢ ﺍﻟﺘﻮﺿﻴﺤﻲ‬
‫ﺍﻟﺘﺎﱄ‪:‬‬
‫)‪ (٧‬א‬
‫א‬
‫א‬
‫‪ .٢‬ﻳﻨﻄﺒﻖ ﺍﻟﺸﻜﻞ ﺍﻟﻌﺎﻡ ﺍﻟﻌﻤﻮﺩﻱ ﻋﻠﻰ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍ ﹸﳌﻔﻮ‪‬ﺽ‪ ،‬ﺇﺫ ﻳﻘﻮﻡ ﺍﳌﺪﻳﺮ ﺑﺘﻔﻮﻳﺾ ﺃﻗﺴﺎﻡ ﺃﻗﻞ ﻣﺮﺗﺒﺔ‪ ،‬ﻭﻳﻜﻮﻥ‬
‫ﺃﻗﻞ ﺍﺭﺗﺒﺎﻃﹰﺎ ﺑﺎﻟﺘﻔﺎﺻﻴﻞ ﺃﻭ ﺭﺅﻳﺔ ﺍﻟﻌﻤﻞ ﺍﳋﺎﺹ ﺑﺎﳌﺴﺘﻮﻳﺎﺕ ﺍﻷﻗﻞ‪ ،‬ﺍﻧﻈﺮ ﺇﱃ ﺍﳌﺜﺎﻝ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣١-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪ (٨‬א‬
‫א‬
‫א‬
‫‪ .٣‬ﺍﻟﺸﻜﻞ ﺍﻟﻌﺎﻡ ﺍﻟﻮﺳﻄﻲ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺪﳝﻘﺮﺍﻃﻲ‪ ،‬ﻓﻬﻮ ﻟﻴﺲ ﻣﺘﻮﺳﻌﹰﺎ ﺑﺸﻜﻞ ﺃﻓﻘﻲ ﻭﻻ ﻋﻤﻴﻘﹰﺎ ﺑﺸﻜﻞ‬
‫ﻋﻤﻮﺩﻱ‪ .‬ﺍﻧﻈﺮ ﺇﱃ ﺍﳌﺜﺎﻝ ﺍﻟﺘﺎﱄ‪:‬‬
‫)‪ (٩‬א‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫א‬
‫א‬
‫‪-٣٢-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻳﻌﺘﻤﺪ ﺍﳍﻴﻜﻞ ﺍﻟﻌﺎﻡ ﻋﻠﻰ ﺍﳌﺮﺣﻠﺔ ﺍﳊﺎﻟﻴﺔ ﻣﻦ ﺩﻭﺭﺓ ﺣﻴﺎﺓ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﱵ ﲣﺘﻠﻒ ﺑﺪﻭﺭﻫﺎ ﻣﻦ ﺣﻴﺚ ﺍﻷﻭﻟﻮﻳﺎﺕ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬
‫א‬
‫)‪ (١١‬א‬
‫اﻷوﻟﻮﻳﺎت‬
‫اﻟﺤﺎﻟﺔ‬
‫اﻟﺒﺪء‬
‫اﻻﺗﺼﺎل واﻟﻜﻔﺎءة‪.‬‬
‫اﻟﺒﻨﺎء‬
‫اﻻﺗﺼﺎل‪ ،‬واﻟﻮﺿﻮح‪ ،‬واﻟﺘﻮاﻓﻖ‪.‬‬
‫اﻟﺘﺮﺳﻴﺦ‬
‫اﻟﻜﻔﺎءة‪ ،‬وﻣﺮاﻗﺒﺔ اﻷداء‪ ،‬وﺗﻨﻔﻴﺬ اﻟﻌﻤﻠﻴﺎت‪.‬‬
‫اﻟﻨﻀﺞ‬
‫اﻟﺮﺳﻤﻴﺔ واﻟﻜﻤﺎل‪.‬‬
‫ﻭﻳﻠﺨﺺ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﺍﻟﺘﺼﺎﻣﻴﻢ ﺍﳌﻘﺘﺮﺣﺔ ﻟﻜﻞ ﻣﺮﺣﻠﺔ‪:‬‬
‫)‪ (١٢‬א‬
‫ﺣﺎﻟﺔ‪/‬ﻧﻤﻂ‬
‫א‬
‫א‬
‫א‬
‫أﻓﻘﻲ‬
‫وﺳﻂ‬
‫ﻋﻤﻮدي‬
‫اﻟﺒﺪء‬
‫‪99‬‬
‫‪8‬‬
‫‪8‬‬
‫اﻟﺒﻨﺎء‬
‫‪99‬‬
‫‪9‬‬
‫‪8‬‬
‫اﻟﺘﺮﺳﻴﺦ‬
‫‪8‬‬
‫‪99‬‬
‫‪9‬‬
‫اﻟﻨﻀﺞ‬
‫‪8‬‬
‫‪9‬‬
‫‪99‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣٣-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٢-١-٤-٣-٥‬‬
‫ﺗﺤﺪﻳﺪ اﻷﻗﺴﺎم اﻟﺮﺋﻴﺴﺔ‬
‫ﺗﻘﻊ ﺍﻷﻗﺴﺎﻡ ﺍﻟﺮﺋﻴﺴﺔ ﰲ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻭﻝ ﻭﺍﳌﺴﺘﻮﻯ ﺍﻟﺜﺎﱐ ﻣﻦ ﺍﻟﺘﺮﺗﻴﺐ ﺍﳍﺮﻣﻲ‪ ،‬ﻭﺗﺘﺒﻊ ﺍﻷﻗﺴﺎﻡ ﰲ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻭﻝ ﺇﱃ‬
‫ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺑﻴﻨﻤﺎ ﺗﺘﺒﻊ ﺍﻷﻗﺴﺎﻡ ﰲ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺜﺎﱐ ﺇﱃ ﺍﻷﻗﺴﺎﻡ ﰲ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻭﻝ‪.‬‬
‫ﻭﻳﻠﺨﺺ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﺍﻷﻗﺴﺎﻡ ﺍﻟﺮﺋﻴﺴﺔ‪:‬‬
‫)‪ (١٣‬א‬
‫א‬
‫א‬
‫اﻟﻘﺴﻢ‬
‫ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻠﻤﻌﺪﺍﺕ‬
‫ﺩﻋﻢ ﺍﻟﺸﺒﻜﺎﺕ‬
‫ﺩﻋﻢ ﺍﻷﻧﻈﻤﺔ‬
‫א‬
‫اﻟﻤﺴﻮﱢغ‬
‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﻬﺘﻢ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﺑﺈﺩﺍﺭﺓ ﻣﺘﻄﻠﺒﺎﺕ ﺍﳌﻌﺪﺍﺕ‪ ،‬ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻷﻧﻈﻤﺔ ﺍﳋﺎﺻﺔ‬
‫ﺑﺈﺩﺍﺭﻬﺗﺎ‪.‬‬
‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﺘﺤﻤﻞ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻣﺴﺆﻭﻟﻴﺔ ﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﻭﺍﻟﺸﺒﻜﺎﺕ‪ ،‬ﻭﻣﻌﺎﻳﲑ ﺍﻷﻧﻈﻤﺔ‪،‬‬
‫ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺒﻴﺌﺎﺕ ﺍﻟﻌﻤﻞ ﺫﺍﺕ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﺐ ﺍﳌﺘﺼﻠﺔ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ‪.‬‬
‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﺘﺤﻤﻞ ﻗﺴﻢ ﺩﻋﻢ ﺍﻷﻧﻈﻤﺔ ﺍﳌﺴﺆﻭﻟﻴﺔ ﲡﺎﻩ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻬﺎﻡ ﺍﳊﺴﺎﺳﺔ‬
‫ﻭﻣﻬﺎﻡ ﺩﻋﻢ ﺍﻹﻧﺘﺎﺝ‪.‬‬
‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﺘﺤﻤﻞ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻣﺴﺆﻭﻟﻴﺔ ﺣﻞ ﺍﳌﺸﻜﻼﺕ ﺍﻟﱵ ﺗﻄﺮﺃ ﰲ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻭﻝ‪.‬‬
‫ﺩﻋﻢ ﺍﳌﺴﺘﺨﺪﻡ‬
‫ﻭﻳﻘﺪﻡ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻧﻘﻄﺔ ﻣﺮﻛﺰﻳﺔ ﻟﻼﺗﺼﺎﻝ ﳌﺴﺎﻋﺪﺓ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﻭﺃﻭﺿﺎﻉ ﺍﳌﺸﻜﻼﺕ‪،‬‬
‫ﻭﺍﻟﺮﺩ ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ‪.‬‬
‫ﺩﻋﻢ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻧﻈﺎﻡ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺪﻋﻢ ﺍﳌﺘﻌﻠﻖ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ‪.‬‬
‫ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ‬
‫ﻭﺟﻮﺩ ﺣﺠﻢ ﻭﻣﻮﺍﺭﺩ ﻣﻠﺤﻮﻇﺔ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ‬
‫ﻣﻄﻠﻮﺑﺔ ﰲ ﲨﻴﻊ ﺍﳊﺎﻻﺕ ﻣﺎ ﻋﺪﺍ ﺣﺎﻟﺔ ﺍﻟﺒﺪﺀ‪.‬‬
‫ﺩﻋﻢ ﺍﳊﻤﺎﻳﺔ‬
‫ﻣﻄﻠﻮﺑﺔ ﰲ ﲨﻴﻊ ﺍﳊﺎﻻﺕ ﻣﺎ ﻋﺪﺍ ﺣﺎﻟﺔ ﺍﻟﺒﺪﺀ‪.‬‬
‫ﺩﻋﻢ ﺍﻟﺘﻄﺒﻴﻖ‬
‫ﺗﻄﺒﻴﻘﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻣﻮﺟﻮﺩﺓ ﻭﲝﺎﺟﺔ ﺇﱃ ﺍﻟﺪﻋﻢ‪.‬‬
‫ﺩﻋﻢ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬
‫ﺍﻟﺘﻜﺎﻣﻞ )ﺍﻟﺮﺑﻂ( ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﻣﻄﻠﻮﺑﺎﻥ‪.‬‬
‫ﺍﻻﺗﺼﺎﻻﺕ‬
‫ﺇﺩﺍﺭﺓ ﺍﻟﻄﻠﺒﺎﺕ ﻭﺍﻟﺘﺤﻜﻢ ﻣﻄﻠﻮﺑﺎﻥ ﻟﺪﻋﻢ ﺍﻻﺗﺼﺎﻻﺕ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‬
‫ﻋﺪﺩ ﻛﺒﲑ ﻣﻦ ﺍﳌﺸﺎﺭﻳﻊ ﺧﺎﺻ ﹰﺔ ﰲ ﺣﺎﻟﺔ ﺍﻟﺒﻨﺎﺀ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣٤-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٣-١-٤-٣-٥‬‬
‫رﺳﻢ ﺗﺼﻤﻴﻢ إدارة ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت – ﻣﺴﺘﻮى ﻋﺎم‬
‫ُﻳﻨﺸﺄ ﺍﻟﺘﺼﻤﻴﻢ ﻟﻸﻗﺴﺎﻡ ﺍﻟﺮﺋﻴﺴﺔ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﺍﻷﻗﺴﺎﻡ ﺍﳌﻌ ﱠﺮﻓﺔ ﻭﺍﻷﳕﺎﻁ ﺍﳌﻘﺘﺮﺣﺔ‪ ،‬ﻭﻻ ﻳﺸﻜﻞ ﺇﺿﺎﻓﺔ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻷﻗﺴﺎﻡ ﺃﻭ‬
‫ﺩﳎﻬﺎ ﺃﻱ ﻣﺸﻜﻠﺔ‪ .‬ﻭﻟﻜﻦ ﺳﻴﺘﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ ﺑﺸﻜﻞ ﻣﻨﺘﻈﻢ ﰲ ﺍﳋﻄﻮﺓ ﺍﻟﺮﺍﺑﻌﺔ‪ ،‬ﻭﳝﺜﻞ ﺍﻟﺮﺳﻢ ﺍﻟﺘﺎﱄ ﻣﺜﺎ ﹰﻻ ﻋﻠﻰ ﺍﻟﺘﺼﻤﻴﻢ ﻟﻸﻗﺴﺎﻡ‬
‫ﺍﻟﺮﺋﻴﺴﺔ‪:‬‬
‫)‪(١٠‬‬
‫‪ ٢-٤-٣-٥‬ﺗﻌﺪﻳﻞ هﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﻣﻌﺪ ﻣﺴﺒﻘًﺎ‬
‫ﻳﻌﺘﻤﺪ ﺍﻷﺳﻠﻮﺏ ﺍﻟﺜﺎﱐ ﻋﻠﻰ ﺍﻟﺒﺪﺀ ‪‬ﻴﻜﻞ ﺗﻨﻈﻴﻤﻲ ﺳﺎﺑﻖ ﻭﺷﺎﻣﻞ ﻟﻠﻤﻨﻈﻤﺔ‪ ،‬ﰒ ﺗﻌﺪﻳﻠﻪ ﺑﺈﺯﺍﻟﺔ ﺍﻷﻗﺴﺎﻡ ﻭﺩﳎﻬﺎ ﺃﻭ ﺇﻋﺎﺩﺓ‬
‫ﺗﺴﻤﻴﺘﻬﺎ ﺑﺄﲰﺎﺀ ﺃﻛﺜﺮ ﺍﺳﺘﺨﺪﺍﻣﹰﺎ ﻭﺷﻴﻮﻋﺎﹰ‪ ،‬ﻭﺍﻟﻨﺎﺗﺞ ﻣﻦ ﻫﺬﺍ ﺍﳋﻴﺎﺭ ﻫﻮ ﻫﻴﻜﻞ ﻣﻌﺪﻝ ﻳﻜﻮﻥ ﺃﻛﺜﺮ ﻣﻨﺎﺳﺒﺔ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ‬
‫ﺗﻌﻤﻞ ﻋﻠﻰ ﺇﻋﺎﺩﺓ ﺍﻟﺘﺼﻤﻴﻢ‪.‬‬
‫ﻭﳛﺘﻮﻱ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﺸﺎﻣﻞ ﻋﻠﻰ ﺃﺩﻭﺍﺭ ﻣﻘﺘﺮﺣﺔ ﻟﻸﻗﺴﺎﻡ‪ ،‬ﻭ ﻳﺘﺮﻙ ﲨﻊ ﺍﻷﺩﻭﺍﺭ ﲢﺖ ﻣﺴﻤﻴﺎﺕ ﻭﻇﻴﻔﻴﺔ ﺣﱴ‬
‫ﳛﺼﻞ ﺍﻟﺘﺰﻭﻳﺪ ﺍﻟﻔﻌﻠﻲ ﺑﺎﳌﻮﻇﻔﲔ ﰲ ﻛﻞ ﻗﺴﻢ ﻛﻤﺎ ﻫﻲ ﻣﻮﺿﺢ ﰲ ﺍﳋﻄﻮﺓ ﺍﻟﺮﺍﺑﻌﺔ‪.‬‬
‫ﻼ‪:‬‬
‫ﻼ ﻣﻘﺘﺮﺣﹰﺎ ﺷﺎﻣ ﹰ‬
‫ﻳﺼﻮﺭ ﺍﻟﺮﺳﻢ ﺍﻟﺘﺎﱄ ﻫﻴﻜ ﹰ‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣٥-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫)‪(١١‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫א‬
‫‪-٣٦-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪ ٥-٣-٥‬ﻣﺘﻄﻠﺒﺎت ﺗﻮﻇﻴﻒ اﻷﻗﺴﺎم‬
‫ﲢﺪﺩ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﻫﺬﺍ ﺍﻟﻨﺸﺎﻁ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﻄﻠﻮﺑﺔ ﻭﺍﳌﻬﺎﻡ ﺍﳌﺘﻌﻠﻘﺔ ‪‬ﺎ‪ ،‬ﻭﻫﻨﺎﻟﻚ ﻃﺮﻳﻘﺘﺎﻥ ﻟﻌﻤﻞ ﺫﻟﻚ‪:‬‬
‫‪ ١-٥-٣-٥‬اﺳﺘﺨﺪام ﺗﻘﺪﻳﺮات ﺣﺠﻢ اﻟﻌﻤﻞ‬
‫ﻳﺘﻢ ﺗﻌﻴﲔ ﺍﻟﻘﻮﻯ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﻄﻠﻮﺑﺔ ﰲ ﻛﻞ ﻗﺴﻢ ﻭﺫﻟﻚ ﺑﺎﻟﻌﻮﺩﺓ ﺇﱃ ﺗﻘﺪﻳﺮ ﻣﺘﻄﻠﺒﺎﺕ ﺣﺠﻢ ﺍﻟﻌﻤﻞ ﻟﻜﻞ ﺩﻭﺭ‪ ،‬ﻭﻫﺬﺍ ﻣﺎ‬
‫ﺳﻴﻌﻄﻲ ﻧﻈﺮﺓ ﻋﻦ ﻋﺪﺩ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﳝﻜﻦ ﺍﻵﻥ ﺍﻟﻘﻴﺎﻡ ﺑﺘﻮﺯﻳﻊ ﺍﻷﺩﻭﺍﺭ ﻋﻠﻰ ﺍﳌﺴﻤﻴﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﺮﲰﻴﺔ ﰲ ﻛﻞ‬
‫ﻗﺴﻢ‪ ،‬ﺃﻭ ﳝﻜﻦ ﺗﺮﻙ ﺫﻟﻚ ﻹﺩﺍﺭﺓ ﺍﻷﻗﺴﺎﻡ )ﺇﻥ ﻭﺟﺪﺕ(‪.‬‬
‫ﻭﻫﻨﺎﻟﻚ ﻓﺮﻕ ﺑﲔ ﲢﺪﻳﺪ ﺍﻟﻮﻇﻴﻔﺔ ﺍﳌﻄﻠﻮﺑﺔ ﻟﻜﻞ ﻗﺴﻢ ﻭﺑﲔ ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ ﺳﺘﻘﻮﻡ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔﺔ ﺑﺈﳒﺎﺯﻩ‪ .‬ﻭﳜﺘﺼﺮ ﺍﳉﺪﻭﻝ‬
‫ﺍﻟﺘﺎﱄ ﻣﺜﺎ ﹰﻻ ﻋﻠﻰ ﺫﻟﻚ‪:‬‬
‫ﺑﻴﺎﻧﺎت‪:‬‬
‫)‪(١٤‬‬
‫א‬
‫اﻟﻤﻬﺎم ﻓﻲ ﻗﺴﻢ اﻟﺸﺒﻜﺎت‬
‫א‬
‫ﺣﺠﻢ اﻟﻌﻤﻞ اﻟﻤﻘﺪر ﻟﻜﻞ ﻣﻬﻤﺔ )ﺳﺎﻋﺎت\ﻳﻮم(‬
‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬
‫‪ ١٢‬ﺳﺎﻋﺔ ﰲ ﺍﻟﻴﻮﻡ‬
‫ﻣﺪﻳﺮ ﺷﺒﻜﺎﺕ‬
‫‪ ٦‬ﺳﺎﻋﺎﺕ ﰲ ﺍﻟﻴﻮﻡ‬
‫ﺍ‪‬ﻤﻮﻉ‬
‫‪ ١٨‬ﺳﺎﻋﺔ ﰲ ﻳﻮﻡ‬
‫ﺑﺎﻓﺘﺮﺍﺽ ﺃﻥ ﻣﻌﺪﻝ ﺣﺠﻢ ﺍﻟﻌﻤﻞ ﺍﳌﻄﻠﻮﺏ ﻳﻮﻣﻴﹰﺎ ﻫﻮ ‪ ٦‬ﺳﺎﻋﺎﺕ‪ ،‬ﻳﻜﻮﻥ ﻟﺪﻳﻨﺎ ﻋﻨﺪﺋﺬ ﺧﻴﺎﺭﺍﻥ‪:‬‬
‫اﻟﺨﻴﺎر اﻷول‪:‬‬
‫)‪(١‬א‬
‫)‪ (١٥‬א‬
‫א‬
‫א‬
‫ﻋﺪد اﻟﻮﻇﺎﺋﻒ اﻟﻤﻄﻠﻮﺑﺔ‬
‫أدوار اﻟﻮﻇﻴﻔﺔ‬
‫اﻟﻮﻇﻴﻔﺔ اﻟﻤﻘﺘﺮﺣﺔ‬
‫ﻭﻇﻴﻔﺘﺎﻥ ﺷﺎﻏﺮﺗﺎﻥ‬
‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬
‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬
‫ﻭﻇﻴﻔﺔ ﺷﺎﻏﺮﺓ‬
‫ﻣﺸﺮﻑ ﺷﺒﻜﺎﺕ‬
‫ﻣﺸﺮﻑ ﺷﺒﻜﺎﺕ‬
‫ﻣﻼﺣﻈﺔ‪ :‬ﺇﻥ ﻫﻨﺎﻟﻚ ﺧﻄﻮﺭﺓ ﺗﺘﻌﻠﻖ ﲟﺸﺮﻑ ﺍﻟﺸﺒﻜﺎﺕ )ﺇﺫﺍ ﻏﺎﺩﺭ ﻓﻠﻦ ﻳﻜﻮﻥ ﻫﻨﺎﻟﻚ ﻣﻦ ﳛﻞ ﳏﻠﻪ(‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣٧-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫اﻟﺨﻴﺎر اﻟﺜﺎﻧﻲ‪:‬‬
‫)‪ (١٦‬א‬
‫ﻋﺪد اﻟﻮﻇﺎﺋﻒ اﻟﻤﻄﻠﻮﺑﺔ‬
‫ﺛﻼﺙ ﻭﻇﺎﺋﻒ ﺷﺎﻏﺮﺓ‬
‫)‪(٢‬א‬
‫א‬
‫أدوار اﻟﻮﻇﻴﻔﺔ‬
‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬
‫ﻣﺸﺮﻑ ﺷﺒﻜﺎﺕ‬
‫א‬
‫اﻟﻮﻇﻴﻔﺔ اﻟﻤﻘﺘﺮﺣﺔ‬
‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬
‫ﻣﻼﺣﻈﺔ‪:‬‬
‫‪.١‬‬
‫ﰎ ﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺍﳋﻄﻮﺭﺓ‪ ،‬ﺇﺫ ﺇﻧﻪ ﲟﻐﺎﺩﺭﺓ ﺃﺣﺪ ﺍﳌﻮﻇﻔﲔ ﺳﺘﺒﻘﻰ ﻛﻞ ﺍﳌﻬﻤﺎﺕ ﲢﺖ ﺍﻟﺘﻐﻄﻴﺔ‪.‬‬
‫‪.٢‬‬
‫ﺃﻭﺟﺪ ﻫﺬﺍ ﺍﻟﺘﺼﻤﻴﻢ ﻭﻇﻴﻔﺔ )ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ( ‪‬ﺎ ﻣﻦ ﺍﻟﺘﺤﺪﻱ ﻣﺎ ﻳﻮﺟﺐ ﺗﻐﻄﻴﺔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻬﺎﻡ‪ ،‬ﻭﻫﺬﺍ ﻳﺰﻳﺪ ﻣﻦ‬
‫ﺍﻟﺘﺤﻔﻴﺰ‪.‬‬
‫ﻣﻦ ﺍﳌﻬﻢ ﺃﻳﻀﹰﺎ ﺃﺧﺬ ﻭﻗﺖ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻹﺟﺎﺯﺍﺕ ﺍﻟﺴﻨﻮﻳﺔ ﺍﳌﺘﻮﻗﻌﺔ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ ﻋﻨﺪ ﲢﺪﻳﺪ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻮﻇﺎﺋﻒ‪.‬‬
‫‪ ٢-٥-٣-٥‬اﺳﺘﺨﺪام )اﻟﻤﻌﺎﻳﻴﺮ‪-‬اﻟﻜﻤﻴﺔ( اﻟﻤﻘﺘﺮﺣﺔ‬
‫ﺗﻈﻬﺮ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺘﻘﻮﳝﻴﺔ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﱵ ﲤﺖ ﻋﻠﻰ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻹﺩﺍﺭﺍﺕ ﺍﳌﺨﺘﻠﻔﺔ ﻟﺘﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺍﻟﻌﺎﱂ‬
‫ﺃﻥ ﻫﻨﺎﻟﻚ ﺗﻮﺟﻬﹰﺎ ﳓﻮ ﲢﺪﻳﺪ ﻣﺘﻄﻠﺒﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻋﺪﺩ ﻣﺴﺘﺨﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ‪.‬‬
‫ﻭﺗﺘﻨﻮﻉ ﻫﺬﻩ ﺍﳌﻌﺎﻳﲑ ﻣﻦ ﲝﺚ ﻵﺧﺮ‪ ،‬ﻭﻟﻜﻦ ﻫﻨﺎﻟﻚ ﺇﲨﺎﻋﹰﺎ ﻋﻠﻰ ﺃﻥ ﻧﺴﺒﺔ ﺍﳌﺴﺘﺨﺪﻣﲔ ﻟﻠﺨﺪﻣﺎﺕ ﺇﱃ ﻧﺴﺒﺔ ﻣﻮﻇﻔﻲ‬
‫ﺍﳌﺴﺎﻧﺪﺓ ﺍﻟﻔﻨﻴﺔ ﻻ ﺗﻘﻞ ﻋﻦ ‪ ٤٠‬ﺇﱃ ‪ .١‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻓﺈ‪‬ﺎ ﺗﻨﻤﻮ ﺑﺸﻜﻞ ﺧﻄﻲ‪ ،‬ﻭﺫﻟﻚ ﺑﺎﺯﺩﻳﺎﺩ ﻋﺪﺩ ﺍﳌﺴﺘﺨﺪﻣﲔ‪ .‬ﺗﺴﺘﺜﲏ ﻫﺬﻩ‬
‫ﺍﻟﻨﺴﺒﺔ ﺗﻄﻮﻳﺮ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪ .‬ﻟﺬﺍ ﻓﺈﻥ ﺑﺈﻣﻜﺎﻥ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻥ ﲢﺘﻮﻱ ﻋﻠﻰ ﻋﺪﺩ ﺃﻛﱪ ﻣﻦ ﺫﻟﻚ ﺑﻜﺜﲑ ﺇﺫﺍ ﻣﺎ ﻛﺎﻧﺖ ﺗﺘﺒﲎ‬
‫ﺑﻌﻀﹰﺎ ﻣﻦ ﻋﻤﻞ ﻣﺸﺎﺭﻳﻊ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﺘﻄﻮﻳﺮ‪.‬‬
‫ﻭﺗﺘﻀﻤﻦ ﺑﻌﺾ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﺍﻷﺧﺮﻯ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫ƒ ﺗﺘﺮﺍﻭﺡ ﺍﺗﺼﺎﻻﺕ ﻃﻠﺐ ﺍﳌﺴﺎﻋﺪﺓ ﻣﻦ ﲬﺲ ﺇﱃ ﺳﺒﻊ ﺩﻗﺎﺋﻖ‪.‬‬
‫ƒ ﻳﺒﺪﺃ ﻋﺪﺩ ﺍﳌﺸﻜﻼﺕ ﰲ ﺍﻻﺯﺩﻳﺎﺩ ﻋﻨﺪ ﺍﺭﺗﻔﺎﻉ ﻋﺪﺩ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺬﻳﻦ ﻳﺘﻢ ﺍﻹﺷﺮﺍﻑ ﻋﻠﻴﻬﻢ ﻣﻦ ﻗﺒﻞ ﺷﺨﺺ ﻭﺍﺣﺪ‬
‫ﺇﱃ ﺃﻛﺜﺮ ﻣﻦ ‪ ١١‬ﻣﻮﻇﻔﺎً‪.‬‬
‫ƒ ﻻ ﳚﺐ ﺃﻥ ﻳﺘﺠﺎﻭﺯ ﻋﺪﺩ ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻟﻌﻤﻮﺩﻳﺔ ﺍﳍﺮﻣﻴﺔ ﺳﺒﻌﺔ ﻣﺴﺘﻮﻳﺎﺕ‪.‬‬
‫ƒ ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻔﺎﻋﻠﺔ ﳌﻮﻇﻒ ﺗﺴﺘﻤﺮ ﻓﺘﺮﺓ ﺣﻀﻮﺭﻩ ﻟﺜﻤﺎﻥ ﺳﺎﻋﺎﺕ ﻳﻮﻣﻴﹰﺎ ﻫﻮ ﺳﺖ ﺳﺎﻋﺎﺕ‪ ،‬ﺇﺫ ﺗﺬﻫﺐ‬
‫ﺳﺎﻋﺘﺎﻥ ﻣﻦ ﻭﻗﺘﻪ ﻋﻠﻰ ﺍﻷﻗﻞ ﻟﻨﺸﺎﻃﺎﺕ ﺃﺧﺮﻯ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٣٨-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٤-٥‬‬
‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺭﺍﺒﻌﺔ‪ :‬ﺍﻟﺘﺤﻭل ﺇﻟﻰ ﺍﻟﺨﻁﺔ ﺍﻟﻔﻌﻠﻴﺔ‬
‫ﰲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﻳﺘﻢ ﺗﻄﺒﻴﻖ ﺍﻷﻧﻈﻤﺔ ﻭﺍﻟﻘﻮﺍﻧﲔ ﺍﻟﱵ ﺃﻗﺮﻬﺗﺎ ﺍﳊﻜﻮﻣﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ ﻓﺈﻥ ﺃﻱ ﳐﺎﻭﻑ ﺃﻭ ﺃﺧﻄﺎﺭ‬
‫ﻟﺪﻳﻬﺎ ﺗﺄﺛﲑ ﻋﻠﻰ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺳﺘﻨﻌﻜﺲ ﻋﻠﻰ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳌﺮﺷﺢ‪ .‬ﻭﻗﺪ ﻳﻨﺘﺞ ﻋﻦ ﺫﻟﻚ ﺩﻣﺞ ﻭﻇﺎﺋﻒ ﺃﻭ ﺃﻗﺴﺎﻡ‪ ،‬ﺃﻭ ﺣﱴ‬
‫ﺗﻘﺴﻴﻤﻬﺎ‪.‬‬
‫ﻭﻳﻠﺨﺺ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﺑﻌﺾ ﺍﻹﺭﺷﺎﺩﺍﺕ ﻭﻣﺴﻮﻏﺎﻬﺗﺎ‪ ،‬ﻭﺗﻨﻄﺒﻖ ﻫﺬﻩ ﺍﻹﺭﺷﺎﺩﺍﺕ ﻋﻠﻰ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳌﺮﺷﺢ ﻹﻓﺮﺍﺯ ﺗﺼﻤﻴﻢ‬
‫ﺣﻘﻴﻘﻲ ﻭﻗﺎﺑﻞ ﻟﻠﺘﻨﻔﻴﺬ‪.‬‬
‫)‪ (١٧‬א‬
‫א‬
‫اﻟﻤﺴﻮﱢغ‬
‫اﻟﻤﻨﻬﺞ‬
‫ﺗﻔﻮﻳﺾ ﺍﻷﻗﺴﺎﻡ ﺑﺘﺨﻄﻴﻂ ﺃﻋﻤﺎﳍﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺗﻨﻈﻴﻤﻬﺎ‪.‬‬
‫ﻭﻇﺎﺋﻒ ﳏﻔﺰﺓ ﲢﻤﻞ ﺍﻟﺘﺤﺪﻱ ﻭﺍﻟﺘﻔﻮﻳﺾ‪.‬‬
‫ﺗﻐﲑﺍﺕ ﻭﺍﺳﺘﻌﺪﺍﺩﺍﺕ ﻣﺘﺼﻠﺔ ﺑﺎﻟﺒﻴﺌﺔ‪.‬‬
‫ﺍﻻﺳﺘﻌﺪﺍﺩ ﳋﺪﻣﺎﺕ ﺍﳊﻜﻮﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.‬‬
‫ﻭﺿﻊ ﺑﺪﺍﺋﻞ ﻟﻜﻞ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ‪-‬ﲣﻄﻴﻂ ﺍﻟﺒﺪﺍﺋﻞ‬
‫ﺍﳊﺪ ﻣﻦ ﺧﻄﺮ ﺍﻟﺘﻘﻠﺒﺎﺕ ﻭ ﺍﻻﺳﺘﻘﺎﻻﺕ ﻟﺪﻯ ﻓﺮﻳﻖ ﻋﻤﻞ‬
‫)‪.(Succession Planning‬‬
‫ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﲢﻤﻴﻞ ﺍﳌﺴﻤﻴﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺑﺄﻛﱪ ﻋﺪﺩ ﳑﻜﻦ ﻣﻦ ﺍﻷﺩﻭﺍﺭ ﻭ‬
‫ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﻭﻣﻬﺎﻡ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺼﻼﺣﻴﺎﺕ ﻭﺍﻟﺘﻌﺮﺽ‬
‫ﻟﻠﻤﺴﺘﺨﺪﻣﲔ ﺍﻟﻄﺮﻓﻴﲔ‪.‬‬
‫ﲡﻤﻴﻊ ﺍﻷﺩﻭﺍﺭ ﺣﻮﻝ ﻧﺘﺎﺋﺞ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ‪ ،‬ﺣﻴﺚ ﳚﺐ ﺗﻮﺯﻳﻊ‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﻏﲑ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ ﻋﻠﻰ ﺃﻗﺴﺎﻡ ﻭﻭﻇﺎﺋﻒ ﺃﺧﺮﻯ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫ﺇﻧﺸﺎﺀ ﲢﺪﻳﺎﺕ ﻭﺭﺿﺎ ﰲ ﺍﻟﻌﻤﻞ‪ ،‬ﻷ‪‬ﺎ‪:‬‬
‫ƒ ﺗﺰﻳﺪ ﻣﻦ ﺍﳌﺴﺆﻭﻟﻴﺔ‪.‬‬
‫ƒ ﺗﺴﻤﺢ ﳍﻢ ﺑﺎﺳﺘﻴﻌﺎﺏ ﻣﺎ ﻳﻌﻨﻴﻪ ﺍﻟﻌﻤﻞ‪.‬‬
‫ƒ ﺗﺴﻤﺢ ﳍﻢ ﲟﻌﺮﻓﺔ ﺍﻧﻌﻜﺎﺳﺎﺕ ﺃﺩﺍﺋﻬﻢ‪.‬‬
‫ﺗﺴﻬﻴﻞ ﻋﻤﻠﻴﺔ ﺗﻘﻮﱘ ﺍﻷﺩﺍﺀ ﻭﺯﻳﺎﺩﺓ ﺍﻟﺘﻨﻮﻉ ﰲ ﺍﻟﻌﻤﻞ‪.‬‬
‫‪-٣٩-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٥-٥‬‬
‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺨﺎﻤﺴﺔ‪ :‬ﺘﺨﻁﻴﻁ ﺍﻟﺘﻁﺒﻴﻕ‬
‫ﻼ ﳑﺎ ﻳﻠﻲ‪:‬‬
‫ﻬﺗﺪﻑ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﺇﱃ ﺍﻟﺘﺨﻄﻴﻂ ﻟﺘﻄﺒﻴﻖ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﻔﻌﻠﻲ‪ ،‬ﻭﻳﻐﻄﻲ ﺍﻟﺘﺨﻄﻴﻂ ﻛ ﹰ‬
‫ƒ ﺍﻟﺘﻮﻇﻴﻒ ﻣﻘﺎﺑﻞ ﺍﻟﻔﺼﻞ‪ :‬ﲢﺪﻳﺪ ﺍﳌﻮﺍﺭﺩ ﺍﻟﱵ ﳚﺐ ﺗﻮﻇﻴﻔﻬﺎ ﻭ ﺍﳌﻮﺍﺭﺩ ﺍﳌﻮﺟﻮﺩﺓ ﺍﻟﱵ ﳚﺐ ﺍﻻﺳﺘﻐﻨﺎﺀ ﻋﻨﻬﺎ‪.‬‬
‫ƒ ﺍﳉﺪﺍﻭﻝ ﺯﻣﻨﻴﺔ ﻟﻠﺘﻐﻴﲑﺍﺕ ﺍﻟﻼﺯﻣﺔ‪.‬‬
‫ƒ ﺗﻐﻴﲑ ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﻤﻴﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﻟﻔﺮﻳﻖ ﺍﻟﻌﻤﻞ ﺍﳊﺎﱄ‪.‬‬
‫ƒ ﺍﳌﻮﺍﻓﻘﺎﺕ ﻭﺍﻷﻣﻮﺭ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‪.‬‬
‫ƒ ﺍﻟﺘﻮﺛﻴﻖ‪ ،‬ﻭﺍﻟﺘﻮﺍﺻﻞ‪ ،‬ﻭﺟﻌﻞ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳉﺪﻳﺪ ﺭﲰﻴﹰﺎ‪.‬‬
‫ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﻟﻜﻞ ﻣﻬﻤﺔ ﰲ ﺧﻄﺔ ﺍﻟﻌﻤﻞ ﺧﻂ ﺯﻣﲏ‪ ،‬ﻭﺃﻥ ﻳﻜﻮﻥ ﺍﳌﺴﺆﻭﻝ ﻋﻨﻬﺎ ﻣﻠﺘﺰﻣﹰﺎ ‪‬ﺬﺍ ﺍﳋﻂ ﺍﻟﺰﻣﲏ‪ ،‬ﻛﻤﺎ ﳚﺐ‬
‫ﻋﻠﻰ ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻥ ﻳﺘﺎﺑﻊ ﻫﺬﻩ ﺍﳋﻄﺔ ﻛﺄﻱ ﺧﻄﺔ ﻋﻤﻞ ﺃﺧﺮﻯ‪.‬‬
‫ﻭﻻ ﻳﺘﻮﻗﻒ ﺍﻟﺘﻨﻔﻴﺬ ﻫﻨﺎ‪ ،‬ﺑﻞ ﻳﺘﺎﺑﻊ ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻨﻔﻴﺬ ﺣﱴ ﻳﻜﺘﻤﻞ ﺗﻨﻔﻴﺬﻫﺎ ﺑﺎﻟﻜﺎﻣﻞ‪ ،‬ﻭﻳﺪﻋﻢ ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻌﺪ ﺫﻟﻚ ﺍﻟﻮﺿﻊ ﺍﻟﻘﺎﺋﻢ ﻋﻦ ﻃﺮﻳﻖ ﺗﻘﻮﳝﻪ ﻟﻠﺘﺼﻤﻴﻢ ﺍﳉﺪﻳﺪ‪ ،‬ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺍﳌﺸﻜﻼﺕ ﺍﻟﺴﺎﺑﻘﺔ ﻗﺪ ﰎ ﺣﻠﻬﺎ ﺃﻭ ﺍﳊﺪ‬
‫ﻣﻨﻬﺎ‪.‬‬
‫ﻭﺇﺫﺍ ﺍﺳﺘﻤﺮﺕ ﺍﳌﺸﻜﻼﺕ ﻓﻴﺘﻮﺟﺐ ﻋﻠﻰ ﺍﳌﺪﻳﺮ ﺍﲣﺎﺫ ﺍﻟﺘﺼﺤﻴﺤﺎﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻭﺍﺳﺘﺸﺎﺭﺓ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻷﺧﺮﻯ‬
‫ﻋﻦ ﺍﳊﻠﻮﻝ ﺍﳌﺘﺎﺣﺔ‪ ،‬ﻭﻟﻜﻦ ﺍﻟﺬﻱ ﳚﺐ ﻋﻠﻰ ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺃﻥ ﻳﺘﺠﻨﺒﻪ ﻫﻮ ﺗﺮﻙ ﺍﳌﺸﻜﻼﺕ ﻛﻤﺎ ﻫﻲ ﺩﻭﻥ ﺍﺳﺘﺠﺎﺑﺔ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٤٠-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪٦‬‬
‫اﻟﺪروس اﻟﻤﺴﺘﻔﺎدة‬
‫ﺇﻥ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻫﻮ ﺍﻟﺘﻤﺜﻴﻞ ﺍﻟﻮﺍﺿﺢ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻛﻤﺆﺳﺴﺔ‪ ،‬ﻭﺑﺎﻟﻨﻈﺮ ﺇﻟﻴﻪ ﻓﺈﻧﻪ ﻳﺼﻒ ﺍﳌﻬﺎﻡ‪ ،‬ﻭﻳﺼﻒ‬
‫ﺍﳋﺪﻣﺎﺕ ﺍﳌﻘﺪﻣﺔ ﻣﻦ ﻗﺒﻞ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﺑﺪﺭﺟﺔ ﻣﻌﻴﻨﺔ(‪ ،‬ﻛﻤﺎ ﺃﻧﻪ ﻳﻌﻄﻲ ﻓﻜﺮﺓ ﻋﻦ ﺣﺠﻢ ﻭﻃﺒﻴﻌﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﺘﻢ ﺍﻟﻘﻴﺎﻡ‬
‫ﺑﻪ‪.‬‬
‫ﻛﻠﻤﺎ ﺗﻮﺍﻓﻖ ﻫﻴﻜﻞ ﻣﻨﻈﻤﺔ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻊ ﺍﻟﺮﺅﻳﺔ ﻭﺍﳌﻬﻤﺔ ﻭﺍﻷﻫﺪﺍﻑ ﻛﻠﻤﺎ ﺃﺩﻯ ﻣﺎ ﻫﻮ ﻣﻄﻠﻮﺏ ﻣﻨﻪ ﺑﺸﻜﻞ ﺃﻛﱪ‪،‬‬
‫ﻭﺳﻬﻞ ﺗﻨﻔﻴﺬ ﺍﻟﺘﻐﻴﲑﺍﺕ ﺍﳌﻄﻠﻮﺑﺔ‪.‬‬
‫ﻭﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ﰲ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﺑﻌﺾ ﺍﳌﺒﺎﺩﺉ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﺼﻤﻴﻢ ﺃﻭ ﺇﻋﺎﺩﺓ ﺍﻟﺘﺼﻤﻴﻢ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ‪ ،‬ﻭﺗﻄﺒﻴﻖ ﻫﺬﻩ ﺍﳌﺒﺎﺩﺉ ﻫﻮ ﺃﻛﺜﺮ ﺃﳘﻴﺔ ﻣﻦ "ﺍﻟﻜﻴﻔﻴﺔ ﺍﳌﻔﺼﻠﺔ" )ﺇﻻ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ ﺗﻘﻮﻡ ﺑﺘﻄﺒﻴﻘﻬﺎ ﲨﻴﻌﹰﺎ ﺑﺸﻜﻞ‬
‫ﻃﺒﻴﻌﻲ(‪.‬‬
‫ﻭﺗﻮﺟﺰ ﺍﻟﻘﺎﺋﻤﺔ ﺍﻟﺘﺎﻟﻴﺔ ﻫﺬﻩ ﺍﳌﺒﺎﺩﺉ ﻭﺗﺼﻴﻐﻬﺎ ﻛﺪﺭﻭﺱ ﻣﺴﺘﻔﺎﺩﺓ‪ ،‬ﺃﻭ ﻛﺘﻮﺻﻴﺎﺕ ﺗﺼﻤﻴﻢ ﻋﺎﻣﺔ‪:‬‬
‫‪.١‬ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺮﺋﻴﺴﺔ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺍﳊﻘﺎﺋﻖ ﻭﺍﻟﻔﻬﻢ ﺍﳌﻨﺎﺳﺐ ﻟﻸﻭﺿﺎﻉ ﺍﻟﻘﺎﺋﻤﺔ‪.‬‬
‫‪.٢‬ﻭﺿﻊ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﺎﻻﺗﻔﺎﻕ ﻣﻊ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪.٣‬ﻭﺿﻊ ﺍﻟﻌﻤﻼﺀ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‪ ،‬ﻭﺍﻟﺴﻌﻲ ﻟﻠﻮﺻﻮﻝ ﺇﱃ ﺣﺎﻟﺔ ﻣﻦ "ﺍﻟﺘﻤﺮﻛﺰ ﺣﻮﻝ ﺍﻟﻌﻤﻴﻞ"‪.‬‬
‫‪.٤‬ﺇﻇﻬﺎﺭ ﺍﻷﺳﺒﺎﺏ ﺍﳊﻘﻴﻘﻴﺔ ﻭﺭﺍﺀ ﺍﳌﺸﻜﻼﺕ ﻭﻟﻴﺲ ﻓﻘﻂ ﺃﻋﺮﺍﺿﻬﺎ‪.‬‬
‫‪.٥‬ﺗﺼﻤﻴﻢ ﺍﳌﻨﻈﻤﺔ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﺍﳋﺪﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻭﺍﳌﻬﺎﻡ ﻭﺣﺠﻢ ﺍﻟﻌﻤﻞ ﺍﳌﻘﺪﺭ‪.‬‬
‫‪.٦‬ﻭﺿﻊ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻨﻬﺎﺋﻴﺔ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‪ ،‬ﺍﻷﻫﺪﺍﻑ ﺍﻟﻨﻬﺎﺋﻴﺔ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﱵ ﺗﻘﺪﻣﻬﺎ‬
‫ﻟﻠﻌﻤﻼﺀ‪.‬‬
‫‪.٧‬ﻭﺿﻊ ﺍﻟﺒﻴﺌﺔ ﺍﶈﻴﻄﺔ ﻭﺍﳌﺮﺣﻠﺔ ﺍﻟﱵ ﲣﻮﺿﻬﺎ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻘﺘﺮﺡ ﺍﻟﺬﻱ ﺳﻴﺘﻢ ﺗﻄﺒﻴﻘﻪ‬
‫ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‪.‬‬
‫‪.٨‬ﺗﻜﺮﻳﺲ ﺍﻟﻮﺿﻊ ﺍﳌﻨﺎﺳﺐ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﻷﻧﻪ ﺃﺣﺪ ﺃﻛﺜﺮ ﺍﳌﻬﺎﻡ ﺃﳘﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬
‫‪.٩‬ﰲ ﺇﻋﺎﺩﺓ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﳚﺐ ﺇﳘﺎﻝ ﺍﻟﺘﺼﻤﻴﻢ ﺍﳊﺎﱄ ﻭﺗﻄﺒﻴﻖ ﻣﺒﺪﺃ ﺇﻋﺎﺩﺓ ﺍﳍﻨﺪﺳﺔ )ﺍﳍﻨﺪﺭﺓ( ﻷﻥ‬
‫ﺍﻟﺘﺼﻤﻴﻢ ﺍﳊﺎﱄ ﻣﻊ ﻣﺎ ﳛﺘﻮﻳﻪ ﻣﻦ ﻣﺸﻜﻼﺕ ﻗﺪ ﻳﺆﺛﺮ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻢ‪ ،‬ﻭﺍﳍﺪﻑ ﻫﻮ ﺍﻟﺘﻐﻴﲑ "ﺍﳉﺬﺭﻱ"‬
‫ﺑﺪ ﹰﻻ ﻣﻦ ﺍﻟﺘﺤﺴﲔ ﺃﻭ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﺒﺴﻴﻂ‪.‬‬
‫‪ .١٠‬ﺗﻄﺒﻴﻖ ﺍﳌﻌﺎﻳﲑ ﺍﻟﻌﺎﳌﻴﺔ ﺑﺄﻛﱪ ﻗﺪﺭ ﳑﻜﻦ‪.‬‬
‫‪ .١١‬ﻋﻤﻠﻴﺔ ﺍﻟﺘﻐﻴﲑ ﻫﻲ ﺇﺣﺪﻯ ﺃﻛﺜﺮ ﺍﶈﺎﻭﻻﺕ ﲢﺪﻳﺎﹰ‪ ،‬ﺇﺫ ﺗﺘﻄﻠﺐ ﲣﻄﻴﻄﹰﺎ ﻭﺗﻨﻔﻴﺬﹰﺍ ﻭﻣﺘﺎﺑﻌﺔ ﻭﺗﺼﺤﻴﺤﺎﺕ ﺩﻗﻴﻘﺔ‬
‫ﺣﺬﺭﺓ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
‫‪-٤١-‬‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪ .١٢‬ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﳌﻨﻈﻤﺔ ﻫﻲ ﻋﻤﻠﻴﺔ ﻣﻨﻈﻤﺔ ُﺗ ‪‬ﺒﲎ ﻋﻠﻰ ﺍﳊﻘﺎﺋﻖ ﻭﺍﳋﱪﺍﺕ ﰲ ﺣﻘﻞ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺇﺫﺍ ﰎ‬
‫ﺇﳒﺎﺯﻫﺎ ﺑﺸﻜﻞ ﺟﻴﺪ ﻓﺈﻥ ﻫﻴﻜﻞ ﺍﳌﻨﻈﻤﺔ ﻗﺪ ﻳﻜﻮﻥ ﻣﻦ ﺃﻗﻮﻯ ﺍﻷﺩﻭﺍﺕ ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺗﻨﻔﻴﺬ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻭﺍﻟﺘﻐﻴﲑ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺑﺸﻜﻞ ﻋﺎﻡ‪.‬‬
‫‪ .١٣‬ﻣﻦ ﺍﳌﻘﺘﺮﺡ ﺃﻥ ﻳﻜﻮﻥ ﺍﺭﺗﺒﺎﻁ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﻣﻊ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
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