‫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 ............................................................................................................ .............‬‬
‫أهﺪاف ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت وإﺳﺘﺮاﺗﻴﺠﻴﺎﺗﻬﺎ ‪١٢.................................................................................................‬‬ ‫‪٢-٤‬‬
‫أﻧﻤﻮذج ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٣...................................................................................................................‬‬ ‫‪٣-٤‬‬
‫ﻋﻤﻼء ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٣....................................................................................................................‬‬ ‫‪٤-٤‬‬
‫ﺧﺪﻣﺎت ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٤...................................................................................................................‬‬ ‫‪٥-٤‬‬
‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت ‪١٦.........................................................................................................‬‬ ‫‪٦-٤‬‬

‫‪ 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 ............................................................................................................................. ..‬‬

‫‪-٢-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻗﺎﺋﻤﺔ اﻟﺠﺪاول‬
‫‪٦ ...................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(١‬‬
‫‪٨ ........................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(٢‬‬
‫‪١٤ ...............................................................................................................................‬‬ ‫א‬ ‫)‪ (٣‬א‬
‫‪١٦ ......................................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(٤‬‬
‫‪١٨ ......................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(٥‬‬
‫‪١٩ .......................................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(٦‬‬
‫‪٢١ ............................................................................................................................‬‬ ‫א‬ ‫)‪(٧‬‬
‫‪٢٣ .........................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(٨‬‬
‫‪٢٤ ...................................................................................................................................‬‬ ‫א‬ ‫)‪(٩‬‬
‫‪٢٥ ..............................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(١٠‬‬
‫‪٣٣ ............................................................................................................................‬‬ ‫א‬ ‫)‪ (١١‬א‬
‫‪٣٣ ........................................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪ (١٢‬א‬
‫‪٣٤ ..................................................................................................................‬‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪ (١٣‬א‬
‫‪٣٧ ..............................................................................................................‬‬ ‫א‬ ‫א‬ ‫)‪(١٤‬‬
‫‪٣٧ ....................................................................................................‬‬ ‫א‬ ‫א‬ ‫)‪(١‬א‬ ‫)‪ (١٥‬א‬
‫‪٣٨ ....................................................................................................‬‬ ‫א‬ ‫א‬ ‫)‪(٢‬א‬ ‫)‪ (١٦‬א‬
‫‪٣٩ ..................................................................................................................................‬‬ ‫א‬ ‫)‪ (١٧‬א‬

‫ﻗﺎﺋﻤﺔ اﻷﺷﻜﺎل‬
‫‪٩ ..........................................................................................................................‬‬ ‫א‬ ‫א‬ ‫)‪− (١‬‬
‫‪١٣ .....................................................................................................................................‬‬ ‫א‬ ‫)‪(٢‬‬
‫‪٢٧ ....................................................................................................................................‬‬ ‫א‬ ‫א‬ ‫)‪(٣‬‬
‫‪٢٨ ...............................................................................................................‬‬ ‫א א‬ ‫א‬ ‫א‬ ‫)‪ (٤‬א‬
‫‪٢٩ ......................................................................................................................................‬‬ ‫א‬ ‫)‪ (٥‬א א‬
‫‪٣٠ .....................................................................................................................‬‬ ‫א‬ ‫א‬ ‫א א‬ ‫)‪ (٦‬א‬
‫‪٣١ .........................................................................................................................................‬‬ ‫א‬ ‫א‬ ‫)‪ (٧‬א‬
‫‪٣٢ ......................................................................................................................................‬‬ ‫א‬ ‫א‬ ‫) ‪ (٨‬א‬
‫‪٣٢ .......................................................................................................................................‬‬ ‫א‬ ‫א‬ ‫) ‪ (٩‬א‬
‫‪٣٥ .......................................................................................................................................‬‬ ‫)‪(١٠‬‬
‫‪٣٦ .............................................................................................................................‬‬ ‫א‬ ‫)‪(١١‬‬

‫‪-٣-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻣﻠﺨﺺ ﺗﻨﻔﻴﺬي‬ ‫‪١‬‬

‫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.‬‬

‫‪-٤-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫اﻟﻤﻘﺪﻣﺔ‬ ‫‪٢‬‬
‫‪Information Technology‬‬ ‫ﻼ ﻟﻌﻤـﻞ ﺍﻟﺘـﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤـﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴـﺔ ﺍﳌﻌﻠﻮﻣـﺎﺕ )‬
‫ﲤﺜﻞ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺩﻟﻴ ﹰ‬
‫‪ ،(Department‬ﺍﻟﺘﺎﺑﻌﺔ ﳊﻜﻮﻣﺔ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ .‬ﻭﺗﺘﻤﻴﺰ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﲝﻴﻮﻳﺘـﻬﺎ ﻭﻓﺎﻋﻠﻴﺘـﻬﺎ‪ ،‬ﺇﺫ ﺳـﺘﺘﻢ ﻣﺮﺍﺟﻌﺘـﻬﺎ‬
‫ﻭﺗﻄﻮﻳﺮﻫﺎ ﺑﺎﻧﺘﻈﺎﻡ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺗﻠﺒﻴﺘﻬﺎ ﻻﺣﺘﻴﺎﺟﺎﺕ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﰲ ﺍﳊﻜﻮﻣﺔ‪.‬‬

‫ﻫﺩﻑ ﺍﻟﻭﺜﻴﻘﺔ‬ ‫‪١-٢‬‬

‫‪ (IT‬ﻳﺴﺎﻋﺪ ﰲ ﺍﺧﺘﻴـﺎﺭ ﺍﳍﻴﻜـﻞ‬ ‫)‪Managers‬‬ ‫ﻬﺗﺪﻑ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺇﱃ ﺗﻮﻓﲑ ﺩﻟﻴﻞ ﺇﺭﺷﺎﺩﻱ ﳌﺪﻳﺮﻱ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫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
‫ﺍﻟﺘﻨﻈﻴﻤﻲ)‪.(Design Process for Organization Structure‬‬ ‫ﺍﻟﺘﺼﻤﻴﻢ ﻟﻠﻬﻴﻜﻞ‬
‫ﺗﺘﻮﺍﻓﺮ ﻧﺴﺨﺔ ﻣﻦ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﺑﺎﻟﻠﻐﺔ ﺍﻹﳒﻠﻴﺰﻳﺔ ﻋﻠﻰ ﺍﳌﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﱐ ﺍﳊﻜﻮﻣﻲ )‪ (Yesser‬ﺍﳌﻌﺪ ﻟﻼﺳﺘﺨﺪﺍﻡ ﻣﻦ ﻗﺒﻞ ﺍﳉﻤﻬﻮﺭ‪.‬‬

‫ﻤﺤﺘﻭﻴﺎﺕ ﺍﻟﻭﺜﻴﻘﺔ‬ ‫‪٢-٢‬‬

‫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(‪.‬‬

‫ﻤﺭﺍﺠﻊ ﺍﻟﻭﺜﻴﻘﺔ‬ ‫‪٣-٢‬‬

‫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

‫‪-٥-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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:‬‬

‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(١‬‬

‫ﺗﺼﻤﻴﻢ إدارة ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫رﺳﻢ اﻟﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ‬ ‫اﻟﻤﻌﻴﺎر‬

‫ﻋﻤﻠﻴﺔ ﺗﻘﻮﻡ ﺑﺈﻧﺘﺎﺝ ﺭﺳﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ‬ ‫ﻣُﺨﺮﺝ ﰲ ﺭﲰﺔ ﺗﻮﺿﻴﺤﻴﺔ‬ ‫ﺍﻟﻄﺒﻴﻌﺔ‬
‫ﺍﳌﺴﻮﻏﺎﺕ ﻭﺍﻟﺘﻔﺎﺻﻴﻞ ﺍﳌﺴﺎﻋﺪﺓ‪.‬‬

‫ﻳﺘﻤﺎﺷﻰ ﻣﻊ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﺘﻨﻈﻴﻤﺎﺕ‪ ،‬ﻭﻟﻜﻨﻪ ﻳﻨﺒﺜﻖ ﻣﻦ‬ ‫ﻳﻨﺒﺜﻖ ﻣﻦ ﻗﺒﻞ ﺍﻟﻘﻮﺍﻧﲔ ﻭﺍﻟﺘﻨﻈﻴﻤﺎﺕ‬ ‫ﺍﻟﺪﺍﻓﻊ‬
‫ﺍﻟﺮﺅﻳﺔ ﻭﺍﳌﻬﻤﺔ ﻭﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻭﺍﻷﻫﺪﺍﻑ ﺍﳌﻨﺸﻮﺩﺓ‪.‬‬ ‫ﺍﳊﻜﻮﻣﻴﺔ‬

‫ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﳌﺘﻄﻠﺒﺎﺕ ﻭﺍﳍﻴﻜﻞ ﻭﺍﳌﻈﺎﻫﺮ ﺍﻟﺴﻠﻮﻛﻴﺔ‬ ‫ﺍﳌﺪﻯ)‪ (Scope‬ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﳍﻴﻜﻞ ﻭﺍﻟﻘﺴﻢ ﺍﻟﺜﺎﺑﺖ ﰲ‬
‫ﻭﺍﻟﻌﻤﻠﻴﺔ ﰲ ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬ ‫ﺇﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻣﺮﻥ ﻭﻳﺘﺠﺎﻭﺏ ﻣﻊ ﺍﻟﺘﻐﻴﲑ ﺍﻟﺬﻱ ﻳﻄﺮﺃ ﻋﻠﻰ ﺍﻟﺪﻭﺍﻓﻊ‬ ‫‪‬ﻳ ‪‬ﻨ ﹺﺰﻉ ﺇﱃ ﺍﻻﺳﺘﻘﺮﺍﺭ ﻣﻊ ﺃﻗﻞ ﻗﺪﺭ ﻣﻦ‬ ‫ﺍﳌﺮﻭﻧﺔ‬
‫ﻭﺍﳌﺘﻄﻠﺒﺎﺕ‬ ‫ﺍﻟﺘﻐﻴﲑ‬

‫ﻳﺘﻌﺎﻣﻞ ﻣﻊ ﲨﻴﻊ ﻭﺳﺎﺋﻞ ﺍﻻﺗﺼﺎﻝ )ﺍﻷﻓﻘﻴﺔ ﻭﺍﻟﻌﻤﻮﺩﻳﺔ(‪ ،‬ﻭ‬ ‫ﻼ ﺑﺴﻴﻄﹰﺎ ﻣﻦ ﻭﺳﺎﺋﻞ‬

‫ﳛﺪﺩ ﺷﻜ ﹰ‬ ‫ﺍﻻﺗﺼﺎﻝ‬
‫ﲨﻴﻊ ﺍﳌﻬﺎﻡ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ‪.‬‬ ‫ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺘﺒﻌﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ‬
‫)‪.(Reporting‬‬

‫ﳚﺐ ﻣﻮﺍﻓﻘﺔ ﲨﻴﻊ ﺍﳌﺘﻐﲑﺍﺕ ﲟﺎ ﻳﺘﻨﺎﺳﺐ ﻳﺮﺗﺒﻂ ﻭﻳﺘﻮﺍﻓﻖ ﻣﻊ ﺃﻫﺪﺍﻑ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺘﻐﲑﺍﺕ ﰲ ﺍﻟﺒﻴﺌﺔ‬ ‫ﺍﻟﺘﻜﺎﻣﻞ ﻭ ﺍﻟﺘﺮﺍﺑﻂ‬
‫ﺍﶈﻴﻄﺔ‪.‬‬ ‫ﻣﻊ ﺷﻜﻠﻪ ﺍﻟﺜﺎﺑﺖ‪.‬‬ ‫)‪(Integration‬‬

‫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.‬‬

‫‪-٦-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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.‬‬

‫ﺍﻟﻬﺩﻑ ﻤﻥ ﺘﺼﻤﻴﻡ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫‪١-٣‬‬

‫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.‬‬

‫ﺃﻨﺸﻁﺔ ﺘﺼﻤﻴﻡ ﺍﻟﻬﻴﻜل ﺍﻟﺘﻨﻅﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫‪٢-٣‬‬

‫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:‬‬

‫‪-٧-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫א‬ ‫א‬ ‫א‬ ‫א‬ ‫)‪(٢‬‬

‫اﻟﻨﺎﺗﺞ‬ ‫اﻟﺨﻄﻮات‬ ‫اﻟﻤﺪﺧﻞ‬

‫ƒ ﻫﻴﻜﻞ ﺟﺪﻳﺪ ﻭﻛﻴﻔﻴﺔ‬ ‫‪ .١‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺍﳊﺎﺟﺔ ﺇﱃ ﺍﻟﺘﻐﻴﲑ‪.‬‬ ‫ƒ ﻗﺮﺍﺭ ﻣﻦ ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﺗﻄﺒﻴﻘﻪ‪.‬‬ ‫‪ .٢‬ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻌﻮﺍﻣﻞ )‪ (Factors‬ﺍﳌﻬﻤﺔ ﰲ‬ ‫ﻟﺘﻄﺒﻴﻖ ﻋﻤﻠﻴﺔ ﺗﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ‬
‫ﺍﻟﺘﺨﻄﻴﻂ‪.‬‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪ .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:‬‬

‫‪-٨-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫א‬ ‫א‬ ‫)‪− (١‬‬

‫‪-٩-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻳﺮﺟﻰ ﺍﻟﺮﺟﻮﻉ ﺇﱃ ﺍﻟﻘﺴﻢ )‪ (٥‬ﺃﻧﺸﻄﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻟﺘﻨﻈﻴﻢ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺍﳌﻄﻠﻮﺑﺔ ﻟﺘﻨﻔﻴﺬ ﻛﻞ‬
‫ﺧﻄﻮﺓ‪.‬‬

‫‪-١٠-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻧﻈﺮة ﻋﺎﻣﺔ ﻋﻠﻰ إدارات ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫‪٤‬‬

‫ﺍﻟﺭﺅﻴﺔ ﻭﺍﻟﻤﻬﻤﺔ ﻟﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫‪١-٤‬‬

‫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:‬‬

‫‪-١١-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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"(‪.‬‬

‫ﺃﻫﺩﺍﻑ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﻭﺇﺴﺘﺭﺍﺘﻴﺠﻴﺎﺘﻬﺎ‬ ‫‪٢-٤‬‬

‫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"(‪.‬‬

‫‪-١٢-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺃﻨﻤﻭﺫﺝ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫‪٣-٤‬‬

‫ﺍﻷﳕﻮﺫﺝ ﺍﻟﺘﺎﱄ ﻫﻮ ﻋﺒﺎﺭﺓ ﻋﻦ ﺗﺒﺴﻴﻂ ﻟﻠﻌﻨﺎﺻﺮ ﺍﻟﺮﺋﻴﺴﺔ ﺍﻟﻌﺎﻣﺔ ﰲ ﺃﻏﻠﺐ ﺇﺩﺍﺭﺍﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﻳﺆﺳﺲ ﻫﺬﺍ‬
‫ﺍﻷﳕﻮﺫﺝ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﺮﺋﻴﺴﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ‪:‬‬

‫א‬ ‫)‪(٢‬‬

‫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.‬‬

‫ﻋﻤﻼﺀ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫‪٤-٤‬‬

‫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.‬‬

‫‪-١٣-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺨﺩﻤﺎﺕ ﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫‪٥-٤‬‬

‫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:‬‬

‫א‬ ‫)‪ (٣‬א‬

‫اﻟﺨﺪﻣﺎت‬ ‫اﻟﺘﺼﻨﻴﻒ‬

‫ƒ ﺩﻋﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳋﺎﺻﺔ ﲟﻬﺎﻡ ﺍﻟﻌﻤﻞ‪.‬‬

‫ƒ ﺍﻷﲤﺘﺔ‪.‬‬
‫ƒ ﺍﻷﺩﻭﺍﺕ ﻭ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪.‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‬
‫ƒ ﺃﺩﻭﺍﺕ ﺍﳌﻜﺘﺐ‪.‬‬
‫ƒ ﺍﻟﱪﳎﻴﺎﺕ‪.‬‬

‫ƒ ﺍﳌﻌﺪﺍﺕ ﻭ ﺍﻷﺟﻬﺰﺓ‪.‬‬
‫ƒ ﺃﻧﻈﻤﺔ ﺍﻟﺘﺸﻐﻴﻞ‪.‬‬
‫ƒ ﺩﻋﻢ ﺃﺩﻭﺍﺕ ﺍﳌﻜﺘﺐ ﻭﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪.‬‬
‫ﺍﻟﺪﻋﻢ ﺍﻟﻔﲏ‬
‫ƒ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ‪.‬‬
‫ƒ ﺗﺪﺭﻳﺐ ﺍﳌﺴﺘﺨﺪﻡ‪.‬‬

‫‪-١٤-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫اﻟﺨﺪﻣﺎت‬ ‫اﻟﺘﺼﻨﻴﻒ‬

‫ƒ ﺍﻻﺗﺼﺎﻻﺕ‪.‬‬
‫ƒ ﺍﻹﻧﺘﺮﻧﺖ‪/‬ﺍﻹﻧﺘﺮﺍﻧﻴﺖ‪.‬‬
‫ƒ ﺍﻟﱪﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﱐ‪.‬‬ ‫ﺩﻋﻢ ﺍﻻﺗﺼﺎﻝ‬

‫ƒ ﺍﻟﻄﺒﺎﻋﺔ‪.‬‬
‫ƒ ﺍﳊﻔﻆ ﻭﺍﻟﺘﺨﺰﻳﻦ‪.‬‬

‫ƒ ﺍﳌﺴﺎﺋﻞ )ﺍﳌﺸﻜﻼﺕ(‪.‬‬
‫ƒ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻹﺩﺍﺭﻳﺔ‪.‬‬
‫ƒ ﺍﻟﺘﻜﺎﻣﻞ ﻭ ﺍﻟﺮﺑﻂ‪.‬‬ ‫ﺩﻋﻢ ﺗﻄﺒﻴﻘﺎﺕ ﺍﻷﻋﻤﺎﻝ‬
‫ƒ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻟﱪﳎﻴﺔ‪.‬‬
‫ƒ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬‬

‫ƒ ﺍﳉﻮﺩﺓ‪.‬‬
‫ƒ ﺍﳊﻤﺎﻳﺔ‪.‬‬
‫ƒ ﺍﻻﻋﺘﻤﺎﺩﻳﺔ‪.‬‬
‫ƒ ﺍﻹﺗﺎﺣﺔ‪.‬‬
‫ﺍﳋﺪﻣﺎﺕ ﻏﲑ ﺍﳌﺒﺎﺷﺮﺓ‬
‫ƒ ﲢﺴﲔ ﺍﻷﺩﺍﺀ‪.‬‬
‫ƒ ﺍﻟﺘﻌﺎﰲ ﺑﻌﺪ ﺣﺪﻭﺙ ﺍﳌﺸﻜﻼﺕ‪.‬‬
‫ƒ ﺍﳌﺸﺘﺮﻳﺎﺕ‪.‬‬
‫ƒ ﺇﺩﺍﺭﺓ ﺍﳌﺼﺎﺩﺭ ﻭﺍﳌﻤﻮﻟﲔ‪.‬‬

‫‪-١٥-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﻤﻬﺎﻡ ﺍﻟﻭﻅﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ‬ ‫‪٦-٤‬‬

‫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
‫‪ (IT‬ﺑﺄ‪‬ﺎ ﺗﻘﺪﻡ ﺍﻟﻜﻴﻔﻴﺔ ﺍﻟﱵ ﻳﺘﻢ ‪‬ﺎ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻌﻤﻞ‪ ،‬ﻭﲤﺘﺪ ﺇﱃ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻬﺎﻡ‬ ‫)‪Processes‬‬ ‫ﲤﺘﺎﺯ ﻋﻤﻠﻴﺎﺕ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫ﻭﺍﻷﻗﺴﺎﻡ ﻭﺃﻋﻀﺎﺀ ﺍﻟﻔﺮﻳﻖ؛ ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﻣﻠﺨﺺ ﻟﻼﺧﺘﻼﻓﺎﺕ ﺑﲔ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭ ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ‪:‬‬

‫א‬ ‫א‬ ‫א‬ ‫)‪(٤‬‬

‫ﻋﻤﻠﻴﺎت ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫اﻟﻤﻌﻴﺎر‬

‫ﻛﻴﻒ ﺳﻴﺘﻢ ﺍﻟﻘﻴﺎﻡ ﺑﻪ؟ ﻭﻣﻦ ﺳﻴﻘﻮﻡ ﺑﻪ؟ ﻭﻣﱴ؟‬ ‫ﻣﺎ ﺍﻟﺬﻱ ﳚﺐ ﺍﻟﻘﻴﺎﻡ ﺑﻪ؟‬ ‫ﲡﻴﺐ ﻋﻠﻰ‬

‫ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳋﻄﻮﺍﺕ ﺃﻭ ﺍﻷﻧﺸﻄﺔ ﺍﳌﺮﺗﺒﺔ ﺗﻘﻮﻡ‬ ‫ﻭﺻﻒ ﻋﺎﻡ ‪‬ﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻬﺎﻡ ﺃﻭ ﺍﻟﻨﺸﺎﻃﺎﺕ‬ ‫ﺍﻟﺼﻔﺎﺕ‬
‫ﺑﺘﺤﻘﻴﻖ ﻫﺪﻑ ﺃﻭ ﻧﺎﺗﺞ ﻣﻌﲔ‪.‬‬ ‫ﺍﳌﺘﺮﺍﺑﻄﺔ ﻭﺍﳌﺘﺸﺎ‪‬ﺔ‪.‬‬

‫ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﳌﺮﺗﺒﻄﲔ ﺑﺎﻟﻌﻤﻠﻴﺔ‪.‬‬ ‫ﻣﻮﻇﻒ ﳐﺘﺺ‪.‬‬ ‫ﺗﺆﺩﻯ ﻣﻦ ﻗﺒﻞ‬

‫ﲡﻤﻊ ﺍﻷﻧﺸﻄﺔ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﻐﺎﻳﺔ ﺍﳌﻨﺸﻮﺩﺓ ﻣﻦ‬ ‫ﲡﻤﻊ ﺍﳌﻬﺎﻡ ﺍﳌﺘﺸﺎ‪‬ﺔ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﻃﺒﻴﻌﺘﻬﺎ‬ ‫ﺍﻟﺘﺠﻤﻴﻊ‬
‫ﺍﻟﻌﻤﻠﻴﺔ‪.‬‬ ‫ﻭﻣﻮﺿﻮﻋﻬﺎ ﻭﺍﳌﻬﺎﺭﺍﺕ ﺍﳌﻄﻠﻮﺑﺔ‪.‬‬

‫ﻫﺪﻑ ﳏﺪﺩ‪.‬‬ ‫ﲢﻘﻴﻖ ﺍﻟﻮﺻﻒ ﺍﻟﻮﻇﻴﻔﻲ ﻟﻠﻌﻤﻞ ﺃﻭ‬ ‫ﺍﻟﻨﺎﺗﺞ‬

‫ﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪.‬‬

‫ﻛﻞ ﻋﻤﻠﻴﺔ ﲤﺜﻞ ﻭﺣﺪﺓ ﻣﺴﺘﻘﻠﺔ ﰲ ﻛﻴﻔﻴﺔ ﺗﺮﻛﻴﺒﻬﺎ‬ ‫ﻣﻦ ﺍﳌﻤﻜﻦ ﲨﻌﻬﺎ ﺃﻭ ﺗﻔﻜﻴﻜﻬﺎ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ‬ ‫ﺍﻟﺘﺮﻛﻴﺐ‬
‫ﻭﺗﻌﺘﱪ ﻏﲑ ﺗﺎﺑﻌﺔ‪ ،‬ﻭﻻ ﻳﺘﻢ ﺩﻣﺞ ﻋﻤﻠﻴﺘﲔ ﺃﺑﺪﺍ‪.‬‬ ‫ﺍﳊﺎﺟﺔ ﺃﻭ ﺍﻟﻘﻴﻮﺩ ﺍﳌﻮﺿﻮﻋﺔ‪.‬‬
‫ﻭﻟﻜﻦ ﳝﻜﻦ ﺗﻔﻜﻴﻚ ﺍﻷﻧﺸﻄﺔ ﺍﳌﻌﻘﺪﺓ ﺑﺸﻜﻞ ﺃﻛﱪ‬
‫ﺳﻌﻴﹰﺎ ﻭﺭﺍﺀ ﺍﻟﺒﺴﺎﻃﺔ‪ ،‬ﻭﻟﻜﻦ ﻟﻴﺲ ﻛﺎﺳﺘﺠﺎﺑﺔ ﻟﺰﻳﺎﺩﺓ‬
‫ﺍﻟﻄﻠﺐ ﺃﻭ ﻟﻘﻠﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪.‬‬

‫ﺗﺸﺮﻙ ﺃﻱ ﺷﺨﺺ ﻟﻪ ﻋﻼﻗﺔ ﺑﺎﻟﻌﻤﻠﻴﺔ ﺃﻭ ﻳﺘﺄﺛﺮ ‪‬ﺎ‪.‬‬ ‫ﺃﻗﻞ ﻣﺎ ﳝﻜﻦ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺎﳌﻬﻤﺔ‬ ‫ﺍﳌﻮﺍﺭﺩ‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﻣﻦ ﻗﺒﻞ ﻋﺪﺓ ﺃﺷﺨﺎﺹ ﳍﻢ ﻧﻔﺲ‬
‫ﺍﻟﺪﻭﺭ‪.‬‬

‫ﺗﺪﻣﺞ ﺃﻧﺸﻄﺔ ﻣﺘﻌﺪﺩﺓ‪ ،‬ﻭﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺷﺨﺎﺹ‬ ‫ﻣﺼﻤﻤﺔ ﻟﺘﻌﺘﻤﺪ ﻋﻠﻰ ﺑﻌﻀﻬﺎ ﺃﻗﻞ ﻣﺎ ﳝﻜﻦ‪.‬‬ ‫ﺍﻟﺘﻜﺎﻣﻞ‬
‫ﺍﻟﻌﺎﻣﻠﲔ ﰲ ﺃﻗﺴﺎﻡ ﳐﺘﻠﻔﺔ ﺑﻐﻴﺔ ﲢﻘﻴﻖ ﺍﳍﺪﻑ‪.‬‬

‫‪-١٦-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻋﻤﻠﻴﺎت ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫اﻟﻤﻌﻴﺎر‬

‫ﺍﳌﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﰲ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻲ ﺍﳌﺒﺎﺩﺉ ﺳﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﳍﺎ ﺃﻫﺪﺍﻑ ﻭﺷﺮﻭﻁ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻋﻨﺪﻣﺎ‬ ‫ﺍﻷﳘﻴﺔ‬
‫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،‬‬
‫ﻭﺑﺎﻟﺘﺎﱄ ﻳﻌﻮﺩ ﺍﻟﻌﺎﻣﻠﻮﻥ ﺇﱃ ﺍﳌﺒﺎﺩﺉ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻌﻤﻞ‬ ‫ﻻ ﻳﻜﻮﻥ ﻫﻨﺎﻟﻚ ﺳﲑ ﻋﻤﻞ ﻭﺍﺿﺢ‪.‬‬
‫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(‪.‬‬

‫‪-١٧-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﻭﻳﻘﺪﻡ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﺗﺼﻮﺭﹰﺍ ﻟﻠﻤﻬﺎﻡ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺬﻛﻮﺭﺓ‪:‬‬

‫א‬ ‫א‬ ‫א‬ ‫)‪(٥‬‬

‫ﻋﻨﺎﺻﺮ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫ﻋﻨﺎﺻﺮ اﻟﻌﻤﻞ اﻟﺸﺎﻣﻠﺔ‬ ‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬
‫ƒ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﺐ ﺍﻵﱄ‬ ‫ƒ ﻭﺿﻊ ﺍﳌﻴﺰﺍﻧﻴﺔ‬ ‫ƒ ﺍﻟﺘﻨﻈﻴﻢ‬ ‫ƒ ﺍﻟﺘﺤﻠﻴﻞ‬
‫ƒ ﺃﻧﻈﻤﺔ ﺍﻟﺘﺸﻐﻴﻞ‬ ‫ƒ ﺍﻟﺘﺴﻮﻳﻖ‬ ‫ƒ ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ƒ ﺍﻟﺒﺤﺚ‬
‫ƒ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺸﺒﻜﺎﺕ‬ ‫ƒ ﺍﶈﺎﺳﺒﺔ‬ ‫ƒ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﺘﺤﻜﻢ‬ ‫ƒ ﺍﻟﺘﺼﻤﻴﻢ‬
‫ƒ ﺃﺩﻭﺍﺕ ﻭﺗﻄﺒﻴﻘﺎﺕ‬ ‫ƒ ﺍﳌﺸﺘﺮﻳﺎﺕ‬ ‫ƒ ﺍﻹﺷﺮﺍﻑ‬ ‫ƒ ﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻟﺘﻨﻔﻴﺬ‬
‫ﺍﳌﻜﺘﺐ‬ ‫ƒ ﺍﻟﺘﻮﻇﻴﻒ‬ ‫ƒ ﺍﻟﺘﺤﻘﻴﻖ‬ ‫ƒ ﺍﻟﻔﺤﺺ ﻭﺍﳉﻮﺩﺓ‬
‫ƒ ﺃﲤﺘﺔ ﺗﻄﺒﻴﻘﺎﺕ ﺍﻟﻌﻤﻞ‬ ‫ƒ ﲢﺪﻳﺪ ﺍﳌﺼﺎﺩﺭ‬ ‫ƒ ﺍﻟﺘﻘﻮﱘ‬ ‫ƒ ﺍﻟﻨﺸﺮ ﻭﺍﻟﺘﺴﻠﻴﻢ‬
‫ƒ ﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﺍﳋﺎﺭﺟﻴﺔ‬ ‫ƒ ﺍﻟﺘﻨﺴﻴﻖ‬ ‫ƒ ﺍﻟﺪﻋﻢ ﻭﺍﻟﺼﻴﺎﻧﺔ‬
‫ƒ ﺍﳊﻤﺎﻳﺔ‬ ‫ƒ ﺇﺩﺍﺭﺓ ﺍﻷﺻﻮﻝ‬ ‫ƒ ﺍﻻﺗﺼﺎﻝ‬ ‫ƒ ﺗﻘﻮﱘ ﺍﻷﺩﺍﺀ‬
‫ƒ ﺍﻹﳌﺎﻡ ﺑﺎﻟﺒﻴﺎﻧﺎﺕ‬ ‫ƒ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﻟﻌﻤﻞ‬ ‫ƒ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺘﻮﺟﻴﻪ‬ ‫ƒ ﺍﻟﺘﺤﺪﻳﺚ ﻭﺍﻟﺘﺤﺴﲔ‬
‫ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ƒ ﺍﻟﺘﻮﺭﻳﺪ ﻭ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‬ ‫ƒ ﺍﻟﺘﺨﺼﺺ‬
‫ƒ ﺍﻷﺩﻭﺍﺕ‬ ‫ƒ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺎﻷﻧﻈﻤﺔ‬
‫ƒ ﺗﻄﻮﻳﺮ ﺍﻟﱪﺍﻣﺞ‬ ‫ƒ ﺍﳋﺪﻣﺎﺕ‬
‫ƒ ﻓﺮﻳﻖ ﻋﻤﻞ ﺗﻘﻨﻴﺔ‬ ‫ƒ ﺍﳊﻮﺍﺩﺙ ﺍﻟﻌﺮﺿﻴﺔ‬
‫ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻟﻠﻤﺴﺘﺨﺪﻣﲔ‬
‫ƒ ﺍﳌﺴﺘﺨﺪﻣﻮﻥ‬ ‫ƒ ﺍﻟﺘﺪﺭﻳﺐ‬
‫ƒ ﺍﻟﺘﻨﺼﻴﺐ‬
‫ƒ ﺍﻻﺳﺘﺮﺟﺎﻉ ﺑﻌﺪ ﻣﻌﺎﳉﺔ‬
‫ﺍﳌﺸﺎﻛﻞ‬
‫ƒ ﺍﻟﺘﺪﻗﻴﻖ‬

‫‪-١٨-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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.‬‬

‫א‬ ‫א‬ ‫א‬ ‫)‪(٦‬‬

‫اﻹﻟﻤﺎم ﺑﺎﻟﺒﻴﺎﻧﺎت واﻟﻤﻌﻠﻮﻣﺎت‬
‫ﻓﺮق ﻋﻤﻞ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬

‫أدوات وﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬

‫أﺗﻤﺘﺔ ﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬

‫أﺟﻬﺰة اﻟﺤﺎﺳﺐ اﻵﻟﻲ‬

‫اﻻﺗﺼﺎل واﻟﺸﺒﻜﺎت‬
‫ﺗﻄﻮﻳﺮ اﻟﺒﺮاﻣﺞ‬

‫أﻧﻈﻤﺔ اﻟﺘﺸﻐﻴﻞ‬
‫اﻟﻤﺴﺘﺨﺪﻣﻮن‬

‫اﻻﺗﺼﺎﻻت‬
‫اﻷدوات‬

‫اﻟﺤﻤﺎﻳﺔ‬

‫اﻟﺘﺼﻨﻴﻒ‬ ‫اﻟﻤﻬﺎم‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫ت‬ ‫م‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﺤﻠﻴﻞ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫م‬ ‫ت‬ ‫م‬ ‫ع‬ ‫م‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺒﺤﺚ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫م‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﺼﻤﻴﻢ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫م‬ ‫م‬ ‫م‬ ‫ع‬ ‫م‬ ‫م‬ ‫اﻟﺘﻄﻮﻳﺮ واﻟﺘﻨﻔﻴﺬ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﻔﺤﺺ واﻟﺠﻮدة‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫م‬ ‫م‬ ‫ت‬ ‫ع‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﻨﺸﺮ واﻟﺘﺴﻠﻴﻢ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫اﻟﺪﻋﻢ واﻟﺼﻴﺎﻧﺔ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫ﺗﻘﻮﻳﻢ اﻷداء‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫اﻟﺘﺤﺪﻳﺚ واﻟﺘﺤﺴﻴﻦ‬
‫اﻟﻬﻨﺪﺳﺔ اﻟﺘﻘﻨﻴﺔ‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫اﻟﺘﺨﺼﺺ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﻨﻈﻴﻢ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ت‬ ‫ع‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ع‬ ‫ت‬ ‫اﻟﺘﺨﻄﻴﻂ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ع‬ ‫ع‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫م‬ ‫م‬ ‫ع‬ ‫ع‬ ‫اﻟﺘﻨﻔﻴﺬ واﻟﺘﺤﻜﻢ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ع‬ ‫م‬ ‫ت‬ ‫ع‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫اﻹﺷﺮاف‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﺤﻘﻴﻖ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ت‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﻘﻮﻳﻢ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ت‬ ‫ع‬ ‫اﻟﺘﻨﺴﻴﻖ‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ت‬ ‫ع‬ ‫اﻻﺗﺼﺎل‬
‫اﻹدارة اﻟﻤﺤﻀﺔ‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫اﻟﻘﻴﺎدة واﻟﺘﻮﺟﻴﻪ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫وﺿﻊ اﻟﻤﻴﺰاﻧﻴﺔ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ت‬ ‫ع‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﺴﻮﻳﻖ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﻤﺤﺎﺳﺒﺔ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﻤﺸﺘﺮﻳﺎت‬
‫‪-١٩-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬
 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫اﻹﻟﻤﺎم ﺑﺎﻟﺒﻴﺎﻧﺎت واﻟﻤﻌﻠﻮﻣﺎت‬

‫ﻓﺮق ﻋﻤﻞ ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬

‫أدوات وﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬

‫أﺗﻤﺘﺔ ﺗﻄﺒﻴﻘﺎت اﻟﻤﻜﺘﺐ‬

‫أﺟﻬﺰة اﻟﺤﺎﺳﺐ اﻵﻟﻲ‬

‫اﻻﺗﺼﺎل واﻟﺸﺒﻜﺎت‬
‫ﺗﻄﻮﻳﺮ اﻟﺒﺮاﻣﺞ‬

‫أﻧﻈﻤﺔ اﻟﺘﺸﻐﻴﻞ‬
‫اﻟﻤﺴﺘﺨﺪﻣﻮن‬

‫اﻻﺗﺼﺎﻻت‬
‫اﻷدوات‬

‫اﻟﺤﻤﺎﻳﺔ‬
‫اﻟﺘﺼﻨﻴﻒ‬ ‫اﻟﻤﻬﺎم‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫اﻟﺘﻮﻇﻴﻒ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫م‬ ‫ت‬ ‫م‬ ‫م‬ ‫م‬ ‫ﺗﺤﺪﻳﺪ اﻟﻤﺼﺎدر اﻟﺨﺎرﺟﻴﺔ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫إدارة اﻷﺻﻮل‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫اﺳﺘﻤﺮارﻳﺔ اﻟﻌﻤﻞ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫م‬ ‫ع‬ ‫ع‬ ‫م‬ ‫ع‬ ‫ع‬ ‫اﻟﺘﻮرﻳﺪ و اﻟﻠﻮﺟﺴﺘﻴﺔ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫م‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ت‬ ‫اﻻﻟﺘﺰام ﺑﺎﻷﻧﻈﻤﺔ‬
‫ع دﻋﻢ اﻷﻋﻤﺎل‬ ‫م‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫اﻟﺨﺪﻣﺎت‬
‫ع دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫اﻟﺤﻮادث اﻟﻌﺮﺿﻴﺔ ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ‬
‫ت دﻋﻢ اﻷﻋﻤﺎل‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﺪرﻳﺐ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫اﻟﺘﻨﺼﻴﺐ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫ع‬ ‫اﻻﺳﺘﺮﺟﺎع ﺑﻌﺪ ﻣﻌﺎﻟﺠﺔ اﻟﻤﺸﺎآﻞ‬
‫دﻋﻢ اﻷﻋﻤﺎل‬ ‫ت‬ ‫م‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫ت‬ ‫اﻟﺘﺪﻗﻴﻖ‬

‫م = ﻣﺸﺮوع‬
‫ع= ﻋﻤﻠﻴﺔ‬
‫ت= ﺗﻜﺮار‬

‫‪-٢٠-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫أﻧﺸﻄﺔ ﺗﺼﻤﻴﻢ اﻟﻬﻴﻜﻞ اﻟﺘﻨﻈﻴﻤﻲ ﻟﺘﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫‪٥‬‬

‫ﺍﻟﺨﻁﻭﺓ ﺍﻷﻭﻟﻰ‪ :‬ﺍﻟﺘﺄﻜﺩ ﻤﻥ ﺍﻟﺤﺎﺠﺔ ﺇﻟﻰ ﺍﻟﺘﻐﻴﻴﺭ‬ ‫‪١-٥‬‬

‫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:‬‬

‫א‬ ‫)‪(٧‬‬
‫اﻹﺟﺎﺑﺔ )‪ ١‬ﺿﻌﻴﻒ – ‪ ٥‬ﻣﺎ ﺗﺠﺎوز اﻟﺘﻮﻗﻌﺎت(‬ ‫اﻟﺴﺆال‬

‫‪ .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؟‬

‫‪-٢١-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫اﻹﺟﺎﺑﺔ )‪ ١‬ﺿﻌﻴﻒ – ‪ ٥‬ﻣﺎ ﺗﺠﺎوز اﻟﺘﻮﻗﻌﺎت(‬ ‫اﻟﺴﺆال‬

‫‪ .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:‬‬

‫‪-٢٢-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫א‬ ‫א‬ ‫א‬ ‫)‪(٨‬‬

‫اﻹﺟﺎﺑﺔ )‪ ١‬ﺿﻌﻴﻒ – ‪ ٥‬ﻣﺎ ﺗﺠﺎوز ذﻟﻚ(‬ ‫اﻟﺴﺆال‬

‫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.‬‬

‫‪-٢٣-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺜﺎﻨﻴﺔ‪ :‬ﺠﻤﻊ ﺍﻟﻌﻭﺍﻤل ﺍﻟﻤﺅﺜﺭﺓ ﻓﻲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﻤﻴﻡ‬ ‫‪٢-٥‬‬

‫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:‬‬

‫א‬ ‫)‪(٩‬‬
‫ﻣﻘﺪﻣﺔ\ﻣﺨﻄﻂ‬
‫اﻟﻄﻠﺐ\ﻳﻮم‬ ‫اﻟﻤﻜﺎن‬ ‫اﻷهﻤﻴﺔ‬ ‫اﻟﺨﺪﻣﺔ‬ ‫اﻟﻤﻮﻗﻊ‬
‫ﻟﺘﻘﺪﻳﻤﻬﺎ‬

‫ﺍﻟﺘﺰﻭﻳﺪ ‪‬ﺎﺗﻒ ﻭﺭﻗﻢ‬

‫ﺍﳌﺮﺍﻛﺰ‬
‫‪.٣٣‬‬ ‫ﻣﻘﺪﻣﺔ‬ ‫ﻧﻔﺴﻪ‬ ‫ﻋﺎﻝ ﺍﻷﳘﻴﺔ‬ ‫ﻓﺮﻋﻲ ﻣﻦ ﺍﳌﺴﺎﻧﺪﺓ‬
‫ﺍﻟﺮﺋﻴﺴﺔ‬
‫ﺍﻟﻔﻨﻴﺔ‬
‫ﺍﻟﺘﺰﻭﻳﺪ ‪‬ﺎﺗﻒ ﻭﺭﻗﻢ‬
‫‪.٧٥‬‬ ‫ﳐﻄﻂ ﻟﺘﻘﺪﳝﻬﺎ‬ ‫ﻋﻦ ُﺑﻌﺪ‬ ‫ﻋﺎﻝ ﺍﻷﳘﻴﺔ‬ ‫ﻓﺮﻋﻲ ﻣﻦ ﺍﳌﺴﺎﻧﺪﺓ‬ ‫ﻓﺮﻉ ﺍﻟﻌﻠﻴﺎ‬
‫ﺍﻟﻔﻨﻴﺔ‬

‫‪-٢٤-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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:‬‬

‫א‬ ‫א‬ ‫א‬ ‫)‪(١٠‬‬

‫ﻋﺪد ﺳﺎﻋﺎت اﻟﻌﻤﻞ اﻟﻤﻄﻠﻮﺑﺔ‬ ‫اﻟﻤﻬﺎم اﻟﻤﺮﺗﺒﻄﺔ‬ ‫اﻟﺨﺪﻣﺔ‬ ‫اﻟﻤﻮﻗﻊ‬

‫ﺍﻟﺘﺰﻭﻳﺪ ‪‬ﺎﺗﻒ ﻭﺭﻗﻢ‬

‫‪.١٥‬‬ ‫ﻗﺴﻢ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻔﻨﻴﺔ‬ ‫ﺍﳌﺮﺍﻛﺰ ﺍﻟﺮﺋﻴﺴﺔ‬
‫ﻓﺮﻋﻲ ﻣﻦ ﺍﳌﺴﺎﻧﺪﺓ ﺍﻟﻔﻨﻴﺔ‬
‫‪١‬‬ ‫ﻣﻬﻨﺪﺱ ﺍﺗﺼﺎﻻﺕ‬
‫‪.٥‬‬ ‫ﻣﺪﻳﺮ ﺍﺗﺼﺎﻻﺕ‬
‫‪)١,٦٥‬ﺍ‪‬ﻤﻮﻉ(‬

‫ﺗﺰﻭﻳﺪ ﺇﻧﺘﺮﻧﺖ ﻣﻦ‬

‫‪.١٥‬‬ ‫ﻗﺴﻢ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻔﻨﻴﺔ‬ ‫ﺍﳌﺮﺍﻛﺰ ﺍﻟﺮﺋﻴﺴﺔ‬
‫ﺍﳌﺴﺎﻧﺪﺓ ﺍﻟﻔﻨﻴﺔ‬
‫‪.٥‬‬ ‫ﻣﺸﺮﻑ ﺃﻧﻈﻤﺔ‬
‫‪.٢‬‬ ‫ﻣﺪﻳﺮ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬
‫‪) .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(‪.‬‬

‫‪-٢٥-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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.‬‬

‫‪-٢٦-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺜﺎﻟﺜﺔ‪ :‬ﺒﻨﺎﺀ ﺘﺼﻤﻴﻡ ﻤﺭﺸﺢ )ﻤﺒﺩﺌﻲ(‬ ‫‪٣-٥‬‬

‫ﻳﺘﻜﻮﻥ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻣﻦ ﺃﻗﺴﺎﻡ ﻭﻭﻇﺎﺋﻒ ﻭﺃﺩﻭﺍﺭ ﻭﻣﻬﺎﻡ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺗﺮﺗﺒﻂ ﲨﻴﻌﻬﺎ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ‪ ،‬ﻛﻤﺎ‬
‫ﻳﻮﺿﺢ ﺍﻟﺘﺴﻠﺴﻞ ﺍﻟﺘﺎﱄ‪:‬‬

‫א‬ ‫א‬ ‫)‪(٣‬‬

‫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.‬‬

‫‪-٢٧-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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:‬‬

‫א א‬ ‫א‬ ‫א‬ ‫)‪ (٤‬א‬

‫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.‬‬

‫‪-٢٨-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫א‬ ‫)‪ (٥‬א 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.‬‬
‫) ‪Strong Matrix Organization‬‬ ‫ﺇﻥ ﺗﻌﻴﲔ ﻭﺣﺪﺓ ﳐﺼﺼﺔ ﻟﻠﻘﻴﺎﻡ ﺑﺎﳌﺸﺮﻭﻉ ﻳﻌﺰﺯ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳌﺼﻔﻮﰲ ﺍﻟﻘﻮﻱ‬
‫‪ .(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(‪.‬‬

‫‪-٢٩-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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:‬‬

‫א‬ ‫א‬ ‫א א‬ ‫)‪ (٦‬א‬

‫ﺗﻮﺿﺢ ﺍﻷﻗﺴﺎﻡ ﺍﻟﻼﺣﻘﺔ ﻣﻦ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ﲨﻴﻊ ﺍﳋﻴﺎﺭﺍﺕ ﺍﳌﻄﺮﻭﺣﺔ‪.‬‬

‫‪-٣٠-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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:‬‬

‫ﺗﺤﺪﻳﺪ اﻟﺸﻜﻞ اﻟﻌﺎم ﻟﻠﺘﺼﻤﻴﻢ‬ ‫‪١-١-٤-٣-٥‬‬

‫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:‬‬

‫א‬ ‫א‬ ‫)‪ (٧‬א‬

‫‪ .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:‬‬

‫‪-٣١-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫א‬ ‫א‬ ‫)‪ (٨‬א‬

‫‪ .٣‬ﺍﻟﺸﻜﻞ ﺍﻟﻌﺎﻡ ﺍﻟﻮﺳﻄﻲ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﺃﺳﻠﻮﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺪﳝﻘﺮﺍﻃﻲ‪ ،‬ﻓﻬﻮ ﻟﻴﺲ ﻣﺘﻮﺳﻌﹰﺎ ﺑﺸﻜﻞ ﺃﻓﻘﻲ ﻭﻻ ﻋﻤﻴﻘﹰﺎ ﺑﺸﻜﻞ‬
‫ﻋﻤﻮﺩﻱ‪ .‬ﺍﻧﻈﺮ ﺇﱃ ﺍﳌﺜﺎﻝ ﺍﻟﺘﺎﱄ‪:‬‬

‫א‬ ‫א‬ ‫)‪ (٩‬א‬

‫‪-٣٢-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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
‫اﻻﺗﺼﺎل واﻟﻜﻔﺎءة‪.‬‬ ‫اﻟﺒﺪء‬
‫اﻻﺗﺼﺎل‪ ،‬واﻟﻮﺿﻮح‪ ،‬واﻟﺘﻮاﻓﻖ‪.‬‬ ‫اﻟﺒﻨﺎء‬
‫اﻟﻜﻔﺎءة‪ ،‬وﻣﺮاﻗﺒﺔ اﻷداء‪ ،‬وﺗﻨﻔﻴﺬ اﻟﻌﻤﻠﻴﺎت‪.‬‬ ‫اﻟﺘﺮﺳﻴﺦ‬
‫اﻟﺮﺳﻤﻴﺔ واﻟﻜﻤﺎل‪.‬‬ ‫اﻟﻨﻀﺞ‬

‫ﻭﻳﻠﺨﺺ ﺍﳉﺪﻭﻝ ﺍﻟﺘﺎﱄ ﺍﻟﺘﺼﺎﻣﻴﻢ ﺍﳌﻘﺘﺮﺣﺔ ﻟﻜﻞ ﻣﺮﺣﻠﺔ‪:‬‬

‫א‬ ‫א‬ ‫א‬ ‫)‪ (١٢‬א‬

‫ﻋﻤﻮدي‬ ‫وﺳﻂ‬ ‫أﻓﻘﻲ‬ ‫ﺣﺎﻟﺔ‪/‬ﻧﻤﻂ‬
‫‪8‬‬ ‫‪8‬‬ ‫‪99‬‬ ‫اﻟﺒﺪء‬
‫‪8‬‬ ‫‪9‬‬ ‫‪99‬‬ ‫اﻟﺒﻨﺎء‬
‫‪9‬‬ ‫‪99‬‬ ‫‪8‬‬ ‫اﻟﺘﺮﺳﻴﺦ‬
‫‪99‬‬ ‫‪9‬‬ ‫‪8‬‬ ‫اﻟﻨﻀﺞ‬

‫‪-٣٣-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺗﺤﺪﻳﺪ اﻷﻗﺴﺎم اﻟﺮﺋﻴﺴﺔ‬ ‫‪٢-١-٤-٣-٥‬‬

‫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:‬‬

‫א‬ ‫א‬ ‫א‬ ‫)‪ (١٣‬א‬

‫اﻟﻤﺴﻮﱢغ‬ ‫اﻟﻘﺴﻢ‬

‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﻬﺘﻢ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﺑﺈﺩﺍﺭﺓ ﻣﺘﻄﻠﺒﺎﺕ ﺍﳌﻌﺪﺍﺕ‪ ،‬ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻷﻧﻈﻤﺔ ﺍﳋﺎﺻﺔ‬
‫ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻠﻤﻌﺪﺍﺕ‬
‫ﺑﺈﺩﺍﺭﻬﺗﺎ‪.‬‬

‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﺘﺤﻤﻞ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻣﺴﺆﻭﻟﻴﺔ ﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﻭﺍﻟﺸﺒﻜﺎﺕ‪ ،‬ﻭﻣﻌﺎﻳﲑ ﺍﻷﻧﻈﻤﺔ‪،‬‬

‫ﺩﻋﻢ ﺍﻟﺸﺒﻜﺎﺕ‬
‫ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺒﻴﺌﺎﺕ ﺍﻟﻌﻤﻞ ﺫﺍﺕ ﺃﺟﻬﺰﺓ ﺍﳊﺎﺳﺐ ﺍﳌﺘﺼﻠﺔ ﺑﺒﻌﻀﻬﺎ ﺍﻟﺒﻌﺾ‪.‬‬

‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﺘﺤﻤﻞ ﻗﺴﻢ ﺩﻋﻢ ﺍﻷﻧﻈﻤﺔ ﺍﳌﺴﺆﻭﻟﻴﺔ ﲡﺎﻩ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻬﺎﻡ ﺍﳊﺴﺎﺳﺔ‬
‫ﺩﻋﻢ ﺍﻷﻧﻈﻤﺔ‬
‫ﻭﻣﻬﺎﻡ ﺩﻋﻢ ﺍﻹﻧﺘﺎﺝ‪.‬‬

‫ﺇﻟﺰﺍﻣﻲ‪ :‬ﻳﺘﺤﻤﻞ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻣﺴﺆﻭﻟﻴﺔ ﺣﻞ ﺍﳌﺸﻜﻼﺕ ﺍﻟﱵ ﺗﻄﺮﺃ ﰲ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻭﻝ‪.‬‬
‫ﻭﻳﻘﺪﻡ ﻫﺬﺍ ﺍﻟﻘﺴﻢ ﻧﻘﻄﺔ ﻣﺮﻛﺰﻳﺔ ﻟﻼﺗﺼﺎﻝ ﳌﺴﺎﻋﺪﺓ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﻭﺃﻭﺿﺎﻉ ﺍﳌﺸﻜﻼﺕ‪،‬‬ ‫ﺩﻋﻢ ﺍﳌﺴﺘﺨﺪﻡ‬
‫ﻭﺍﻟﺮﺩ ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ‪.‬‬

‫ﻧﻈﺎﻡ ﻗﻮﺍﻋﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺪﻋﻢ ﺍﳌﺘﻌﻠﻖ ﺑﺎﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ‪.‬‬ ‫ﺩﻋﻢ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ‬

‫ﻭﺟﻮﺩ ﺣﺠﻢ ﻭﻣﻮﺍﺭﺩ ﻣﻠﺤﻮﻇﺔ‪.‬‬ ‫ﺩﻋﻢ ﺍﻹﺩﺍﺭﺓ‬

‫ﻣﻄﻠﻮﺑﺔ ﰲ ﲨﻴﻊ ﺍﳊﺎﻻﺕ ﻣﺎ ﻋﺪﺍ ﺣﺎﻟﺔ ﺍﻟﺒﺪﺀ‪.‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳉﻮﺩﺓ‬

‫ﻣﻄﻠﻮﺑﺔ ﰲ ﲨﻴﻊ ﺍﳊﺎﻻﺕ ﻣﺎ ﻋﺪﺍ ﺣﺎﻟﺔ ﺍﻟﺒﺪﺀ‪.‬‬ ‫ﺩﻋﻢ ﺍﳊﻤﺎﻳﺔ‬

‫ﺗﻄﺒﻴﻘﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻣﻮﺟﻮﺩﺓ ﻭﲝﺎﺟﺔ ﺇﱃ ﺍﻟﺪﻋﻢ‪.‬‬ ‫ﺩﻋﻢ ﺍﻟﺘﻄﺒﻴﻖ‬

‫ﺍﻟﺘﻜﺎﻣﻞ )ﺍﻟﺮﺑﻂ( ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﻣﻄﻠﻮﺑﺎﻥ‪.‬‬ ‫ﺩﻋﻢ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬

‫ﺇﺩﺍﺭﺓ ﺍﻟﻄﻠﺒﺎﺕ ﻭﺍﻟﺘﺤﻜﻢ ﻣﻄﻠﻮﺑﺎﻥ ﻟﺪﻋﻢ ﺍﻻﺗﺼﺎﻻﺕ‪.‬‬ ‫ﺍﻻﺗﺼﺎﻻﺕ‬

‫ﻋﺪﺩ ﻛﺒﲑ ﻣﻦ ﺍﳌﺸﺎﺭﻳﻊ ﺧﺎﺻ ﹰﺔ ﰲ ﺣﺎﻟﺔ ﺍﻟﺒﻨﺎﺀ‪.‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‬

‫‪-٣٤-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫رﺳﻢ ﺗﺼﻤﻴﻢ إدارة ﺗﻘﻨﻴﺔ اﻟﻤﻌﻠﻮﻣﺎت – ﻣﺴﺘﻮى ﻋﺎم‬ ‫‪٣-١-٤-٣-٥‬‬

‫ُ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

‫‪-٣٥-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫א‬ ‫)‪(١١‬‬

‫‪-٣٦-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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:‬‬
‫א‬ ‫א‬ ‫)‪(١٤‬‬
‫ﺣﺠﻢ اﻟﻌﻤﻞ اﻟﻤﻘﺪر ﻟﻜﻞ ﻣﻬﻤﺔ )ﺳﺎﻋﺎت\ﻳﻮم(‬ ‫اﻟﻤﻬﺎم ﻓﻲ ﻗﺴﻢ اﻟﺸﺒﻜﺎت‬

‫‪ ١٢‬ﺳﺎﻋﺔ ﰲ ﺍﻟﻴﻮﻡ‬ ‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬

‫‪ ٦‬ﺳﺎﻋﺎﺕ ﰲ ﺍﻟﻴﻮﻡ‬ ‫ﻣﺪﻳﺮ ﺷﺒﻜﺎﺕ‬

‫‪ ١٨‬ﺳﺎﻋﺔ ﰲ ﻳﻮﻡ‬ ‫ﺍ‪‬ﻤﻮﻉ‬

‫ﺑﺎﻓﺘﺮﺍﺽ ﺃﻥ ﻣﻌﺪﻝ ﺣﺠﻢ ﺍﻟﻌﻤﻞ ﺍﳌﻄﻠﻮﺏ ﻳﻮﻣﻴﹰﺎ ﻫﻮ ‪ ٦‬ﺳﺎﻋﺎﺕ‪ ،‬ﻳﻜﻮﻥ ﻟﺪﻳﻨﺎ ﻋﻨﺪﺋﺬ ﺧﻴﺎﺭﺍﻥ‪:‬‬

‫اﻟﺨﻴﺎر اﻷول‪:‬‬
‫א‬ ‫א‬ ‫)‪(١‬א‬ ‫)‪ (١٥‬א‬
‫اﻟﻮﻇﻴﻔﺔ اﻟﻤﻘﺘﺮﺣﺔ‬ ‫أدوار اﻟﻮﻇﻴﻔﺔ‬ ‫ﻋﺪد اﻟﻮﻇﺎﺋﻒ اﻟﻤﻄﻠﻮﺑﺔ‬

‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬ ‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬ ‫ﻭﻇﻴﻔﺘﺎﻥ ﺷﺎﻏﺮﺗﺎﻥ‬

‫ﻣﺸﺮﻑ ﺷﺒﻜﺎﺕ‬ ‫ﻣﺸﺮﻑ ﺷﺒﻜﺎﺕ‬ ‫ﻭﻇﻴﻔﺔ ﺷﺎﻏﺮﺓ‬

‫ﻣﻼﺣﻈﺔ‪ :‬ﺇﻥ ﻫﻨﺎﻟﻚ ﺧﻄﻮﺭﺓ ﺗﺘﻌﻠﻖ ﲟﺸﺮﻑ ﺍﻟﺸﺒﻜﺎﺕ )ﺇﺫﺍ ﻏﺎﺩﺭ ﻓﻠﻦ ﻳﻜﻮﻥ ﻫﻨﺎﻟﻚ ﻣﻦ ﳛﻞ ﳏﻠﻪ(‪.‬‬

‫‪-٣٧-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫اﻟﺨﻴﺎر اﻟﺜﺎﻧﻲ‪:‬‬
‫א‬ ‫א‬ ‫)‪(٢‬א‬ ‫)‪ (١٦‬א‬
‫اﻟﻮﻇﻴﻔﺔ اﻟﻤﻘﺘﺮﺣﺔ‬ ‫أدوار اﻟﻮﻇﻴﻔﺔ‬ ‫ﻋﺪد اﻟﻮﻇﺎﺋﻒ اﻟﻤﻄﻠﻮﺑﺔ‬

‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬
‫ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ‬ ‫ﺛﻼﺙ ﻭﻇﺎﺋﻒ ﺷﺎﻏﺮﺓ‬
‫ﻣﺸﺮﻑ ﺷﺒﻜﺎﺕ‬

‫ﻣﻼﺣﻈﺔ‪:‬‬
‫ﰎ ﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﺍﳋﻄﻮﺭﺓ‪ ،‬ﺇﺫ ﺇﻧﻪ ﲟﻐﺎﺩﺭﺓ ﺃﺣﺪ ﺍﳌﻮﻇﻔﲔ ﺳﺘﺒﻘﻰ ﻛﻞ ﺍﳌﻬﻤﺎﺕ ﲢﺖ ﺍﻟﺘﻐﻄﻴﺔ‪.‬‬ ‫‪.١‬‬
‫ﺃﻭﺟﺪ ﻫﺬﺍ ﺍﻟﺘﺼﻤﻴﻢ ﻭﻇﻴﻔﺔ )ﻣﻬﻨﺪﺱ ﺷﺒﻜﺎﺕ( ‪‬ﺎ ﻣﻦ ﺍﻟﺘﺤﺪﻱ ﻣﺎ ﻳﻮﺟﺐ ﺗﻐﻄﻴﺔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻬﺎﻡ‪ ،‬ﻭﻫﺬﺍ ﻳﺰﻳﺪ ﻣﻦ‬ ‫‪.٢‬‬
‫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.‬‬

‫‪-٣٨-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺭﺍﺒﻌﺔ‪ :‬ﺍﻟﺘﺤﻭل ﺇﻟﻰ ﺍﻟﺨﻁﺔ ﺍﻟﻔﻌﻠﻴﺔ‬ ‫‪٤-٥‬‬

‫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.‬‬

‫א‬ ‫)‪ (١٧‬א‬

‫اﻟﻤﺴﻮﱢغ‬ ‫اﻟﻤﻨﻬﺞ‬

‫ﻭﻇﺎﺋﻒ ﳏﻔﺰﺓ ﲢﻤﻞ ﺍﻟﺘﺤﺪﻱ ﻭﺍﻟﺘﻔﻮﻳﺾ‪.‬‬ ‫ﺗﻔﻮﻳﺾ ﺍﻷﻗﺴﺎﻡ ﺑﺘﺨﻄﻴﻂ ﺃﻋﻤﺎﳍﺎ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺗﻨﻈﻴﻤﻬﺎ‪.‬‬

‫ﺍﻻﺳﺘﻌﺪﺍﺩ ﳋﺪﻣﺎﺕ ﺍﳊﻜﻮﻣﺔ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪.‬‬ ‫ﺗﻐﲑﺍﺕ ﻭﺍﺳﺘﻌﺪﺍﺩﺍﺕ ﻣﺘﺼﻠﺔ ﺑﺎﻟﺒﻴﺌﺔ‪.‬‬

‫ﺍﳊﺪ ﻣﻦ ﺧﻄﺮ ﺍﻟﺘﻘﻠﺒﺎﺕ ﻭ ﺍﻻﺳﺘﻘﺎﻻﺕ ﻟﺪﻯ ﻓﺮﻳﻖ ﻋﻤﻞ‬ ‫ﻭﺿﻊ ﺑﺪﺍﺋﻞ ﻟﻜﻞ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ‪-‬ﲣﻄﻴﻂ ﺍﻟﺒﺪﺍﺋﻞ‬
‫ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬ ‫)‪.(Succession Planning‬‬

‫ﺇﻧﺸﺎﺀ ﲢﺪﻳﺎﺕ ﻭﺭﺿﺎ ﰲ ﺍﻟﻌﻤﻞ‪ ،‬ﻷ‪‬ﺎ‪:‬‬

‫ﲢﻤﻴﻞ ﺍﳌﺴﻤﻴﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺑﺄﻛﱪ ﻋﺪﺩ ﳑﻜﻦ ﻣﻦ ﺍﻷﺩﻭﺍﺭ ﻭ‬
‫ƒ ﺗﺰﻳﺪ ﻣﻦ ﺍﳌﺴﺆﻭﻟﻴﺔ‪.‬‬
‫ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﻭﻣﻬﺎﻡ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺼﻼﺣﻴﺎﺕ ﻭﺍﻟﺘﻌﺮﺽ‬
‫ƒ ﺗﺴﻤﺢ ﳍﻢ ﺑﺎﺳﺘﻴﻌﺎﺏ ﻣﺎ ﻳﻌﻨﻴﻪ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﻟﻠﻤﺴﺘﺨﺪﻣﲔ ﺍﻟﻄﺮﻓﻴﲔ‪.‬‬
‫ƒ ﺗﺴﻤﺢ ﳍﻢ ﲟﻌﺮﻓﺔ ﺍﻧﻌﻜﺎﺳﺎﺕ ﺃﺩﺍﺋﻬﻢ‪.‬‬

‫ﲡﻤﻴﻊ ﺍﻷﺩﻭﺍﺭ ﺣﻮﻝ ﻧﺘﺎﺋﺞ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ‪ ،‬ﺣﻴﺚ ﳚﺐ ﺗﻮﺯﻳﻊ‬

‫ﺗﺴﻬﻴﻞ ﻋﻤﻠﻴﺔ ﺗﻘﻮﱘ ﺍﻷﺩﺍﺀ ﻭﺯﻳﺎﺩﺓ ﺍﻟﺘﻨﻮﻉ ﰲ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﻏﲑ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ ﻋﻠﻰ ﺃﻗﺴﺎﻡ ﻭﻭﻇﺎﺋﻒ ﺃﺧﺮﻯ‪.‬‬

‫‪-٣٩-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﺨﻁﻭﺓ ﺍﻟﺨﺎﻤﺴﺔ‪ :‬ﺘﺨﻁﻴﻁ ﺍﻟﺘﻁﺒﻴﻕ‬ ‫‪٥-٥‬‬

‫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.‬‬

‫‪-٤٠-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻟﺘﺼﻤﻴﻢ ﺍﳍﻴﻜﻞ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻹﺩﺍﺭﺓ ﺗﻘﻨﻴﺔ ﺍﳌﻌﻠﻮﻣﺎﺕ‬

‫اﻟﺪروس اﻟﻤﺴﺘﻔﺎدة‬ ‫‪٦‬‬

‫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.‬‬

‫‪-٤١-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬

 ‫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.‬‬

‫‪-٤٢-‬‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳊﻜﻮﻣﻴﺔ ﻟﻠﻤﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‬