感恩父母的作文结尾-相聚的反义词

2021年1月28日发(作者：《等着我》)
《信息技术管理
Information Technology Management
》
原版教材电子书

Core Competency Curriculum Guidelines
INFORMATION TECHNOLOGY MANAGEMENT
INTRODUCTION: What This Core Competency Is and Why It Is Important
Information Technology is a tool, not an end unto itself. It is both
difficult to implement and to manage. With its use can come conflicts
about budgets, organizational relations, administrative authority,
processes, and procedures, and even the best way to process cases.
Despite these potential conflicts, Information Technology clearly can
improve justice system and court performance through instant, integrated,
and linked information.
Correct judicial decisions require timely, complete, and accurate
information. When Information Technology delivers on its promise, the
right people are more likely than not able to get the information they
need, at the right time, and in the right format. Because of its
potential both to improve and to
entangle the judiciary, court leaders must take responsibility for
the use of technology in their courts. Direction, policy decisions, and
management oversight of Information Technology cannot be left solely to
technical staff. Court leaders must ensure that technology serves the
courts purposes and that it is managed effectively.
Much is at stake. With a click of their mouse, users can move with
ease through data and information that formerly was dispersed in
fragmented and often poorly designed electronic systems, libraries, and
paper records. This improves justice, increases efficiency, and empowers
end users and increases their morale. But new technology alone will not
improve inefficient work processes. The new electronic system must be
well designed. The information delivered to end users must be accurate.
The end users must know both what they are trying to do and how to do it.
When Information Technology is applied skillfully, communication and
decisions, both judicial and managerial, can be improved.
Through technology, judges can bring together relevant case
histories and documents, communicate with attorneys and social service
staff, whether internal or external to the court, and take and maintain
control of their calendars. Cases and information about them can be
accessed any time, from the bench, in chambers, in administrative
offices, on the road, and at home.
Information Technology can enable improved case management through
court- prompted and supervised timely lawyer exchange of reliable
information. As a result, the same or better justice is achieved, sooner
for many cases. Judicial attention then can be focused on the remaining
cases as they are managed to closure later in the judicial process. Good
Information Technology supports case management, service delivery, and
management reports in any size court. It is essential in large
jurisdictions.
A century ago, when society was less mobile, when most business was
conducted locally, when judges could remember all of their cases, and
when everyone knew their neighbors, paper files supplemented later by
crude computerization were adequate. Even today, paper remains the
medium of choice for many courts and court users. Today, however, more
and more people routinely communicate electronically. Today, records of
civil judgments and satisfactions are used nationally and
internationally. Today, police officers and prosecutors, pretrial and
probation staff, and judges on the opposite coast need to know “right
now” about criminal histories and the existence and status of warrants
and protection orders. No matter what their size, advanced electronic
systems can help courts organize and manage the documents that are filed
and the hearings that are held each day.
Judges who know about a defendant’s prior convictions and other
matters pending and disposed in their own and other jurisdictions can
make better bail decisions and impose more appropriate sentences. Drug
courts and others closely monitoring defendants and probationers can
learn instantly about re-
arrests through “subscription/notification”
functions. Technology aids the court in recording legal status and in
making judicial decisions and their consequences more reliable and
transparent in traffic, criminal, civil, and domestic relations cases.
With accurate real- time financial reports, courts also are better
able to meet their fiduciary responsibilities. Information Technology
enables better use of court resources, including judges, staff,
equipment, and courtrooms. The system can be more accountable. But these
and other equally significant benefits are not guaranteed. Skill is
needed in the design of Information Technology and its day-to-day
management, maintenance, and upgrade.
NACM/PDAC 7/3/2003 1
Core Competency Curriculum Guidelines
INFORMATION TECHNOLOGY MANAGEMENT
System design; expectations of efficient and instant service;
significant changes in people’s mobility and

the social, political, and economic environment; and caseload volume
and complexity challenge all courts.
As courts deploy technology to meet these challenges, other issues
arise:
, Technology changes rapidly while technology design and
implementation can take time.
Resulting applications can be dated almost as soon as they are
implemented.
, Technology often is overlaid incrementally on complex and archaic
procedures and processes.
, It is difficult and sometimes impractical to mirror the full
complexity of justice system and court
processes in information systems.
, Although the same rules and procedures may govern courts within a
state, the size of the court,
the nature of the facility and local legal culture, among other
factors, drive differences in
specialization and the division of labor among staff. One-size- fits-
all solutions do not work.
, Many key components of information management systems, people,
processes, data, and
facilities are already in place. New hardware and software often are
introduced without adequate
attention to how they fit within this existing environment. Almost
always, re-engineering of justice
system and court business processes and training are needed.
, Expectations about court software are commonly unrealistic.
Software developed by court staff
usually has limitations. World-class designers are not available at
salaries courts can afford.
Because courts are a small market for software designers, finding
vendors whose court products
are world-class and whose financial base is strong enough to
maintain the software’s currency

and functionality also is problematic.
Information Technology is carried out in a variety of settings. In
some court systems, technology services
come from an external organization with no direct reporting
relationship to leaders in the courts using the
systems. A county information technology group or the state court
administrator’s office may be

responsible for technology support of the trial court. Leaders in
other trial courts directly supervise
technology staff, vendors, resources, and projects. If the promise
of technology is to be real rather than
imagined, all these alternative organizational arrangements, and any
other variant, demand skilled
leadership and supervision.
Managing technology requires some degree of technical competence. A
court leader must be
comfortable with and have some proficiency with Information
Technology, because it is impossible to
manage that which one does not adequately understand.
Increasingly, courts are moving closer to a paperless environment,
when the entire case, including all of
the data, documents, recordings and transcripts of hearings,
evidence, and legal reference materials will
be digital. Court leaders need to keep pace with technologies such
as: digital audio and video recording,
video teleconferencing, voice recognition, the Internet, laptops,
imaging, electronic mail and calendars,
integrated justice software, alternative hardware architecture,
assistive listening devices, electronic
evidence presentation, and high-tech security in the courtroom and
in the courthouse. Integration of court
technology with other justice organizations enables open, smooth,
and timely information flow.
Technology can improve the speed, consistency, and fairness of
decisions. Improvement in a court’s

management can be dramatic.
Court leaders who effectively manage Information Technology know
both the limitations and the
challenges it presents. They also know that if its promise is
realized, Information Technology can improve
justice and court efficiency and increase public trust and
confidence.
NACM/PDAC 7/3/2003 2
Core Competency Curriculum Guidelines
INFORMATION TECHNOLOGY MANAGEMENT
CURRICULUM GUIDELINES SUMMARY
What Court Leaders Need to Know and Be Able To Do
The five interrelated Information Technology Management Curriculum
Guidelines are:
, Court Purposes and Processes
, Vision and Leadership
, Fundamentals
, Technology Management
, Projects
Court Purposes and Processes
Information Technology must honor due process and equal protection,
independence and impartiality, and the roles that courts and other
organizations in the justice system properly play. For example,
technology applications should not give prosecutors better access to
information than criminal defense lawyers, either public or private.
Lawyers representing corporations, the wealthy, and the poor and the
self-represented all must be served by court technology.
Information Technology encompasses the people who use the system,
their interdependent relationships and workflows, the information they
provide to the application, and the interdependent but conflicting norms
and business rules that guide their actions. Even in courts implementing
therapeutic problem solving paradigms, the judicial process presupposes
adversaries and conflicting roles as a means to finding the truth and
achieving justice. As a result, analysis and redesign of caseflow and
other work processes that precede implementation necessarily generate
conflict. Court leaders who oversee this process should ensure that it
is balanced and that the process and what it produces reflect court
purposes and responsibilities. Alert court leaders understand that
technology must support both judicial independence and impartiality --
the proper balance between the branches of government and parties to
litigation-- and their interdependence and need to work with others.
They do not allow technology to compromise the judicial process or
bedrock political and legal principles.
Vision and Leadership
Leaders with vision understand their court’s current technology
capacity and where that capacity can and should be improved. They set
the tone and drive the pace of the syste
m’s use of technology. They
work with others to create strategic vision about the use of technology
in the courts and the justice system and a multi-year plan. If the
current budget and staff are not equal to the vision, the courts partner
with others to get what is needed to realize the shared vision.
Court leaders of high-performing courts take responsibility for
their court’s use of technology and the

effectiveness of court applications. Their attention to technology
does not ebb and flow, because system design and management are
iterative processes that are never completed once and for all. They
oversee technical staff and lead the court and the justice system as
challenging, sometimes vexing, technical, political, fiscal, and policy
issues are addressed. The need for leadership is constant.
Fundamentals
Every court leader must possess at least a basic understanding of
technology, including both its capabilities and its limitations. The
line between vision and hallucination is a fine one. Effective court
leaders are realistic about what technology can do, what it will cost,
how long it will take to implement, and what is involved in its
maintenance and upgrade.
The knowledge required to manage technology and its rate of change
is considerable. Court leaders must know the fundamentals and ensure
that they, and their technical staff, keep current with how other
organizations, including courts, are successfully using technology.
NACM/PDAC 7/3/2003 3
Core Competency Curriculum Guidelines
INFORMATION TECHNOLOGY MANAGEMENT
Technology Management To establish and to manage expectations about
technology, court leaders must know what options exist, how they are
being used in courts and other organizations, and how technology is
evolving. Only then Too often, inadequate management of technology and
technical staff cause technology failure. Poorly can they oversee staff
and vendors to ensure that the most appropriate solutions are
implemented. No run courts do not take full advantage of technology.
Information Technology requires alignment of budget; one can manage what
he or she does not adequately understand. judge, line, and technical
staff and their training; equipment; and caseflow and other business
processes. People, budgets, workflows, and applications cannot go in
their own separate directions.
Application of technology to court and justice operations requires
that court and justice system partners work together and at a high level
of detail. Automation imposes greater structure on business processes
and information exchange requiring communication and collaboration to
avoid unproductive conflict.
For technologists to manage technology, court leaders must manage
the technologists, their relationships, and the technology environment.
The technical staff must be competent professionals and work well with
others both inside and outside the court. If not peculiar, good
technical staff are different from others in the court. They speak a
different language and seek and sometimes need considerable independence.
Their talents and expertise are, however, absolutely crucial. Effective
leaders know how to align technology and technologists with the court
and the justice system.
Projects
The work of an organization typically falls into one of two
categories: projects and routine operations. Projects are limited-
duration activities with a defined beginning and end. Operations ensure
that case processing and other court functions are maintained. Projects
produce new solutions.
Court leaders must encourage, nurture, and manage Information
Technology projects. To do this, while at the same time maintaining
current operations, they must deal with budget, project scope, human
resources, schedules, financial management, quality, communications,
risk, and procurement. Successful court leaders are creative about
finding resources for Information Technology projects. They build and
oversee the staff, the control processes, and the feedback loops needed
to deliver high-quality products on time and within budget.
NACM/PDAC 7/3/2003 4
Core Competency Curriculum Guidelines
INFORMATION TECHNOLOGY MANAGEMENT
CURRICULUM GUIDELINES
REQUIRED KNOWLEDGE, SKILL, AND ABILITY
COURT PURPOSES AND PROCESSES
VISION AND LEADERSHIP
FUNDAMENTALS
TECHNOLOGY MANAGEMENT
PROJECTS
NACM/PDAC 7/3/2003 5
Core Competency Curriculum Guidelines
INFORMATION TECHNOLOGY MANAGEMENT
COURT PURPOSES AND PROCESSES
Information Technology must not disrupt either the proper balance
between the branches, the balance
between parties to litigation, or bedrock legal principles. Bedrock
legal principles include due process and
equal protection, the adversarial system, equal access, and
independent and impartial judicial decisions.
, Knowledge of the Purposes and Responsibilities of Courts
Curriculum Guidelines and how they
apply to Information Technology Management;
, Knowledge of accepted purposes underlying the management of cases
from filing to disposition
and how they relate to court technology: 1) produce individual
justice in individual cases; 2) give
the appearance of individual justice in individual cases; 3) provide
a forum for the resolution of
legal disputes; 4) protect individuals from the arbitrary use of
governmental power; 5) create a
formal record of legal status; 6) deter criminal behavior; 7)
rehabilitate persons convicted of crime;
and 8) separate some convicted people from society;
, Knowledge of how courts function and their fundamental work
processes for all case types;
, Knowledge of the importance and the nature of court records for
all case types;
, Knowledge of the jurisdiction, structure, and management of courts
and how they affect decision
making about resource acquisition and allocation for court
technology;
, Knowledge of the culture of the judiciary and the political and
fiscal environment in which the
court system and its constituent courts are imbedded;

感恩父母的作文结尾-相聚的反义词

感恩父母的作文结尾-相聚的反义词

感恩父母的作文结尾-相聚的反义词

感恩父母的作文结尾-相聚的反义词

感恩父母的作文结尾-相聚的反义词

感恩父母的作文结尾-相聚的反义词

感恩父母的作文结尾-相聚的反义词

感恩父母的作文结尾-相聚的反义词