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Doel: “De oorspronkelijke
businesscase is achterhaald”
“Gemeenschappelijk doel ontbreekt”
Effecten: “De businesscase van de
I-strategie zelf is nu niet transparant”
“Burger uit het oog verloren”
Beeld: “Geen rijksbrede
prioritering van ICT-projecten”
Visie: “Ambities hoger dan wat
wordt waargemaakt”
Waardeoriëntatie: “CIO-stelsel niet
gericht op beheersing”
“De commissie hoopt dat het
zelfreinigend vermogen toeneemt”
Verantwoordelijkheid: Gebrekkige
beheersstructuur, “spaghetti”
Probleem: “De ontwikkeling van een
interdepartementale
onderzoeksagenda is onduidelijk”
Competenties: “De vraag is of er
niet meer personeel van buiten
moet worden aangetrokken”
“Kennis laat te wensen over” Bevoegdheden: ”Onduidelijke
bevoegdheden van de
Nationaal Commissaris Digitale
Overheid”
Posities: geen sturing
“Pupillenvoetbal”
Informatie: “Onduidelijk is of
maatregelen zijn uitgevoerd”
Dashbord: “Het Rijk weet niet welke
besparingen met het beleid zijn bereikt”
1
2
3
4
5
67
8
9
10
11
12
Voorbeelden uit het rapport Elias

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Analyse rapport elias

  • 1. Doel: “De oorspronkelijke businesscase is achterhaald” “Gemeenschappelijk doel ontbreekt” Effecten: “De businesscase van de I-strategie zelf is nu niet transparant” “Burger uit het oog verloren” Beeld: “Geen rijksbrede prioritering van ICT-projecten” Visie: “Ambities hoger dan wat wordt waargemaakt” Waardeoriëntatie: “CIO-stelsel niet gericht op beheersing” “De commissie hoopt dat het zelfreinigend vermogen toeneemt” Verantwoordelijkheid: Gebrekkige beheersstructuur, “spaghetti” Probleem: “De ontwikkeling van een interdepartementale onderzoeksagenda is onduidelijk” Competenties: “De vraag is of er niet meer personeel van buiten moet worden aangetrokken” “Kennis laat te wensen over” Bevoegdheden: ”Onduidelijke bevoegdheden van de Nationaal Commissaris Digitale Overheid” Posities: geen sturing “Pupillenvoetbal” Informatie: “Onduidelijk is of maatregelen zijn uitgevoerd” Dashbord: “Het Rijk weet niet welke besparingen met het beleid zijn bereikt” 1 2 3 4 5 67 8 9 10 11 12 Voorbeelden uit het rapport Elias

Editor's Notes

  1. Het rapport is een weelderige bron voor zingevende vragen. Door het doen van dit type onderzoek komen de zingevende vragen (alsnog) op tafel. Het gaat er om deze vragen te beantwoorden. Fascinerend is de uitspraak van de commissie die hoopt dat het zelfreinigend vermogen toeneemt. De commissie heeft dus de opvatting dat dat nu ontbreekt en dat het wel een essentiele eigenschap is van de stakeholders. Enkele kanttekeningen: De Tweede Kamer creeert zelf de onduidelijkheden. Het rapport merkt dat ook op. Het rapport adresseert de vragen die eerst en vooral beantwoord moeten worden in de Tweede Kamer zelf. ICT-debacles zijn meer dan alleen ICT-debacles… Ook heel merkwaardig is deze opmerking van de commissie (p 101): “Complexiteit (technisch, organisatorisch, politiek) wordt voornamelijk veroorzaakt doordat de consequenties en besluiten bij aanvang niet in volledigheid worden overzien.” Het is andersom: omdat de complexiteit zo groot is overzien we de consequenties niet. Als we dat wel kunnen is het niet meer complex. Van dezelfde orde is de gedachte dat je kan sturen op onzekerheid (p. 108). Je kan er misschien op inspelen en oog hebben voor veranderingen om die vervolgens te adapteren; dat is iets anders dan “sturen”. Een eigenschap van onzekerheid is dat je die niet kan sturen.