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Tecnologia para e-justice
El documento detalla el uso de tecnología en la administración de justicia, enfatizando la importancia de la celeridad, transparencia y modernización del sistema judicial. Se presentan conceptos como e-justicia y un sistema integrado judicial en Perú, así como la necesidad de romper paradigmas tradicionales y priorizar el acceso a la justicia. Además, se abordan herramientas como notificación electrónica, firma digital y registros web para mejorar la eficiencia y productividad del proceso judicial.
Tecnologia para e-justice
- 1. TECNOLOGIA PARA e-JUSTICIA Herramientas Modernas para la Gestión Judicial V SEMINARIO INTERNACIONAL DE GESTION JUDICIAL
- 2. Concepto Estratégico TRANSPARENCIA CELERIDAD OBJETIVOS Priorizar Autonomía del Poder Judicial El acceso a la justicia Independencia de los La confianza en el sistema judicial Racionalizar la inversión de los recursos a utilizarse magistrados. en el proceso. Acceso a la justicia. Propuestas Modernizar: Predictibilidad. Romper con los paradigmas tradicionales Orientar la institución al servicio del ciudadano Celeridad Buscar el equilibrio entre la oferta y la demanda de Transparencia los servicios judiciales. Lucha contra la Corrupción Incremento de productividad: La sistematización de los procesos y procedimientos La racionalización de los recursos humanos La permanente capacitación y evaluación.
- 3. Concepto Estratégico TECNOLOGIA ESTRATEGIA CENTRAL CELERIDAD TRANSPARENCIA
- 4. Concepto: Macroproceso Macroproceso Judicial EXPEDIENTES RESOLUCIONES CAUSA SENTENCIAS CASO AUTOS PERS ONAS PERS ONAS PERS ONAS
- 5. Concepto: Entidades MACROPROCESO JUDICIAL ENTIDAD EXPEDIENTE ENTIDAD PERSONA
- 6. Concepto: e-Justicia MACROPROCESO JUDICIAL Objetivos y estrategia EXPEDIENTES Expediente Digital EXPEDIENTES (Celeridad) PERS ONAS PERS ONAS Portales (Transparencia)
- 7. Concepto: Recursos MACROPROCESO PERS ONAS Portales PERS ON AS (Transparencia) EXPEDIENT EXPEDIENT ES Expediente Digital ES (Celeridad) FIERRO SISTEMAS REDES Y COMUNICACIONES CIMIENTOS DE PRESUPUESTO
- 8. e-Justicia: Perú MACROPROCESO Sistema Integrado Judicial -SIJ EXPEDIENTES Registros Nacionales de Justicia PERSONAS
- 9. e-Justicia (Componentes) Macroproceso Judicial SIJ PERS ONAS PERS ONAS Link Dinámico entre el PJ Servicios y el SIJ Redes EXPEDIENTES EXPEDIENTES Comunicaciones
- 10. e-Justicia EN PRODUCCCIÓN PAPERLESS (no papel) NOTIFICACIÓN ELECTRÓNICA FIRMA DIGITAL EXHORTO ELECTRÓNICO UBICUIDAD DE LA INFORMACIÓN EXPEDIENTE DIGITAL MENSAJERÍA INSTANTANEA PORTAL JUDICIAL SISTEMA DE APOYO AL JUEZ -SAJ CAMBIO DE PARADIGMAS
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- 12. Muchas Gracias Ing. Hugo Suero, MBA
- 13. Sistema Integrado Judicial Recaudación Peritos Cuerpos del Delito Sistemas SIJ de Apoyo Personal Archivo Central web Despacho Registro Nacional de Tesorería Contabilidad Condenas we b web Renipros Notificaciones Requisitorias web Tramite Logística
- 14. RED DE COMUNICACIONES ANTES AHORA 29 CENTROS DE DATOS NO EXISTIAN CENTROS DE DATOS NO EXISTIA CENTRO HUB DE COMUNICACIONES DE COMUNICACIONES NACIONAL (Lima)
- 15. RED NACIONAL Proyecto de Interconexión Integral de Sedes del Poder Judicial ANTES CSJ Y MBJ con factibilidad ADSL AHORA Voz sobre IP Estación Red LAN Data INTERNET Speedy RuteadorModem Speedy RuteadorVPN Data Solución RuteadorInternet Corporativ a Serv idor Redes No Integradas CSJ sin factibilidad ADSL = Línea Dedicada Redes Integradas Red Local delJavier Alzamora Valdez 2,000 puntos en Lima Serv idorde (De confirmar Telefónica la no disponibilidad ADSL se optará por esta solución) 3,500 puntos en Lima Estación Correo 1,500 puntos en Prov. Externa Red LAN Electrónico RedDedicada Data NodoCentral(JavierAlzamoraValdez) Red RuteadordeRedDedicada Ruteador VPN de CSJ Serv idor 5,500 puntos en Prov. Radius Inf ov ía Voz sobre IP Concentrador Firewall, Proxy VPN (BorderManager) MBJ sin factibilidad ADSL = Infovía (De confirmar Telefónica la no disponibilidad ADSL se optará por esta solución) Estación 12,500 PCs Red LAN ReddeTelef onía Data INFOVIA Básica Ruteadorde MBJ Serv idor 5,500 Impresoras RuteadorInf ov ía (Telef ónicadelPerú) Serv idorde 3,100 PCs Red MAN = Wireless 756 Impresoras Páginas Web Estación Red LAN Data Bridge deNodo Remoto Serv idor Servidores Centrales Antena CentralTelef ónica IP Voz sobre IP CentralTelef ónica Bridge deNodo Central Antena Estación Conv encional BD Institucionales Red LAN Voz sobre IP Data CentralTelef ónica Bridgede PunoCarabay a Conv encional SoluciónCorporativ a Antena Voz sobre IP CentralTelef ónica Conv encional
- 16. Servicios • Consulta deExpedientes Judiciales Web • Jurisprudencia Sistematizada Web • SIJ para Nuevo Código Procesal Penal • Registro Nacional de Condenas – Validación Web del Certificado de Antecedentes Penales – Antecedentes Penales en el Extranjero vía Web (para uso consular) • Registro Nacional de Requisitoria - Consultas Web • Registro de Deudores Alimentarios Morosos Web - RED
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- 32. SIJ – NuevoCódigo Procesal Penal Digitalización de Documentos Programación y Control de Salas de Audiencia Registro de Audiencias (utilización de plantillas) Registro de Audio y/o video Notificación por Correo electrónico
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- 34. Registro de Audiencia menu principal
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Notas del editor
- #5 Main Idea: We look at IT service delivery as having manyof the same key elements as any other supply chain [NOTE--- concepts apply to this and next slide] Key idea: -- Like a supply chain, there are suppliers (which are ser vice delivery systems like infrastructure and apps), value added/assmilated, and ulitmiately delivered to a consumer who is willing to pay for the value derived from the service. -- IT adds value by integrating people, process, and technolgy to a delivery process in order to render new value add that customers see -- for any delviery process, you need to manage it, hence the mgmt process box -- governing the delivery, and the control or management of that, is a business process model, which in turn is governed by the objectives and strategies of the organization How Bill would present: In order to enable the delivery against what I think is a very strong set of challenges against that we provide a model for that around IT service delivery. And when you think about the model IT is running as a services delivery business you basically have the notion of a supply chain. On one side you have suppliers and you have supply that is capable of delivering services. In the IT’s world this could be things like infrastructure, networks, systems, storage devices, mobile devices, and so on. In the - at the end of the day IT’s job is to take those kind of supplies, add value to it somehow and deliver that kind of value to the customer. And that’s what you see embodied in Slide 7. Is that IT is ultimately delivering through a delivery process some kind of value added work by incorporating their people, their process, and their technology to apply a business objective and business strategy. That application of the business objective and strategy is further illustrated in Slide 8 where we look at how management processes delivering a business profits model are able to help embody what needs to occur within the IT organization. So you look at the fact that there’s a business objective, strategies cascade from that. And out of the business strategy should be a range of business processes that can be readily modeled. Now that you have a business process that can be readily modeled what you’re able to do is provide a management perspective into what you’re delivering so that those people, those processes, and those technologies that are being delivered is being done in the context of a business process. And important in this approach to the adaptive enterprise is that if it’s important enough that IT delivers it as a services delivery business then it also must be managed. And what we say is if it matters it must be managed
- #6 Main Idea: We look at IT service delivery as having manyof the same key elements as any other supply chain [NOTE--- concepts apply to this and next slide] Key idea: -- Like a supply chain, there are suppliers (which are ser vice delivery systems like infrastructure and apps), value added/assmilated, and ulitmiately delivered to a consumer who is willing to pay for the value derived from the service. -- IT adds value by integrating people, process, and technolgy to a delivery process in order to render new value add that customers see -- for any delviery process, you need to manage it, hence the mgmt process box -- governing the delivery, and the control or management of that, is a business process model, which in turn is governed by the objectives and strategies of the organization How Bill would present: In order to enable the delivery against what I think is a very strong set of challenges against that we provide a model for that around IT service delivery. And when you think about the model IT is running as a services delivery business you basically have the notion of a supply chain. On one side you have suppliers and you have supply that is capable of delivering services. In the IT’s world this could be things like infrastructure, networks, systems, storage devices, mobile devices, and so on. In the - at the end of the day IT’s job is to take those kind of supplies, add value to it somehow and deliver that kind of value to the customer. And that’s what you see embodied in Slide 7. Is that IT is ultimately delivering through a delivery process some kind of value added work by incorporating their people, their process, and their technology to apply a business objective and business strategy. That application of the business objective and strategy is further illustrated in Slide 8 where we look at how management processes delivering a business profits model are able to help embody what needs to occur within the IT organization. So you look at the fact that there’s a business objective, strategies cascade from that. And out of the business strategy should be a range of business processes that can be readily modeled. Now that you have a business process that can be readily modeled what you’re able to do is provide a management perspective into what you’re delivering so that those people, those processes, and those technologies that are being delivered is being done in the context of a business process. And important in this approach to the adaptive enterprise is that if it’s important enough that IT delivers it as a services delivery business then it also must be managed. And what we say is if it matters it must be managed
- #7 Main Idea: We look at IT service delivery as having manyof the same key elements as any other supply chain [NOTE--- concepts apply to this and next slide] Key idea: -- Like a supply chain, there are suppliers (which are ser vice delivery systems like infrastructure and apps), value added/assmilated, and ulitmiately delivered to a consumer who is willing to pay for the value derived from the service. -- IT adds value by integrating people, process, and technolgy to a delivery process in order to render new value add that customers see -- for any delviery process, you need to manage it, hence the mgmt process box -- governing the delivery, and the control or management of that, is a business process model, which in turn is governed by the objectives and strategies of the organization How Bill would present: In order to enable the delivery against what I think is a very strong set of challenges against that we provide a model for that around IT service delivery. And when you think about the model IT is running as a services delivery business you basically have the notion of a supply chain. On one side you have suppliers and you have supply that is capable of delivering services. In the IT’s world this could be things like infrastructure, networks, systems, storage devices, mobile devices, and so on. In the - at the end of the day IT’s job is to take those kind of supplies, add value to it somehow and deliver that kind of value to the customer. And that’s what you see embodied in Slide 7. Is that IT is ultimately delivering through a delivery process some kind of value added work by incorporating their people, their process, and their technology to apply a business objective and business strategy. That application of the business objective and strategy is further illustrated in Slide 8 where we look at how management processes delivering a business profits model are able to help embody what needs to occur within the IT organization. So you look at the fact that there’s a business objective, strategies cascade from that. And out of the business strategy should be a range of business processes that can be readily modeled. Now that you have a business process that can be readily modeled what you’re able to do is provide a management perspective into what you’re delivering so that those people, those processes, and those technologies that are being delivered is being done in the context of a business process. And important in this approach to the adaptive enterprise is that if it’s important enough that IT delivers it as a services delivery business then it also must be managed. And what we say is if it matters it must be managed
- #8 Main Idea: We look at IT service delivery as having manyof the same key elements as any other supply chain [NOTE--- concepts apply to this and next slide] Key idea: -- Like a supply chain, there are suppliers (which are ser vice delivery systems like infrastructure and apps), value added/assmilated, and ulitmiately delivered to a consumer who is willing to pay for the value derived from the service. -- IT adds value by integrating people, process, and technolgy to a delivery process in order to render new value add that customers see -- for any delviery process, you need to manage it, hence the mgmt process box -- governing the delivery, and the control or management of that, is a business process model, which in turn is governed by the objectives and strategies of the organization How Bill would present: In order to enable the delivery against what I think is a very strong set of challenges against that we provide a model for that around IT service delivery. And when you think about the model IT is running as a services delivery business you basically have the notion of a supply chain. On one side you have suppliers and you have supply that is capable of delivering services. In the IT’s world this could be things like infrastructure, networks, systems, storage devices, mobile devices, and so on. In the - at the end of the day IT’s job is to take those kind of supplies, add value to it somehow and deliver that kind of value to the customer. And that’s what you see embodied in Slide 7. Is that IT is ultimately delivering through a delivery process some kind of value added work by incorporating their people, their process, and their technology to apply a business objective and business strategy. That application of the business objective and strategy is further illustrated in Slide 8 where we look at how management processes delivering a business profits model are able to help embody what needs to occur within the IT organization. So you look at the fact that there’s a business objective, strategies cascade from that. And out of the business strategy should be a range of business processes that can be readily modeled. Now that you have a business process that can be readily modeled what you’re able to do is provide a management perspective into what you’re delivering so that those people, those processes, and those technologies that are being delivered is being done in the context of a business process. And important in this approach to the adaptive enterprise is that if it’s important enough that IT delivers it as a services delivery business then it also must be managed. And what we say is if it matters it must be managed
- #9 Main Idea: We look at IT service delivery as having manyof the same key elements as any other supply chain [NOTE--- concepts apply to this and next slide] Key idea: -- Like a supply chain, there are suppliers (which are ser vice delivery systems like infrastructure and apps), value added/assmilated, and ulitmiately delivered to a consumer who is willing to pay for the value derived from the service. -- IT adds value by integrating people, process, and technolgy to a delivery process in order to render new value add that customers see -- for any delviery process, you need to manage it, hence the mgmt process box -- governing the delivery, and the control or management of that, is a business process model, which in turn is governed by the objectives and strategies of the organization How Bill would present: In order to enable the delivery against what I think is a very strong set of challenges against that we provide a model for that around IT service delivery. And when you think about the model IT is running as a services delivery business you basically have the notion of a supply chain. On one side you have suppliers and you have supply that is capable of delivering services. In the IT’s world this could be things like infrastructure, networks, systems, storage devices, mobile devices, and so on. In the - at the end of the day IT’s job is to take those kind of supplies, add value to it somehow and deliver that kind of value to the customer. And that’s what you see embodied in Slide 7. Is that IT is ultimately delivering through a delivery process some kind of value added work by incorporating their people, their process, and their technology to apply a business objective and business strategy. That application of the business objective and strategy is further illustrated in Slide 8 where we look at how management processes delivering a business profits model are able to help embody what needs to occur within the IT organization. So you look at the fact that there’s a business objective, strategies cascade from that. And out of the business strategy should be a range of business processes that can be readily modeled. Now that you have a business process that can be readily modeled what you’re able to do is provide a management perspective into what you’re delivering so that those people, those processes, and those technologies that are being delivered is being done in the context of a business process. And important in this approach to the adaptive enterprise is that if it’s important enough that IT delivers it as a services delivery business then it also must be managed. And what we say is if it matters it must be managed
- #10 Main Idea: We look at IT service delivery as having manyof the same key elements as any other supply chain [NOTE--- concepts apply to this and next slide] Key idea: -- Like a supply chain, there are suppliers (which are ser vice delivery systems like infrastructure and apps), value added/assmilated, and ulitmiately delivered to a consumer who is willing to pay for the value derived from the service. -- IT adds value by integrating people, process, and technolgy to a delivery process in order to render new value add that customers see -- for any delviery process, you need to manage it, hence the mgmt process box -- governing the delivery, and the control or management of that, is a business process model, which in turn is governed by the objectives and strategies of the organization How Bill would present: In order to enable the delivery against what I think is a very strong set of challenges against that we provide a model for that around IT service delivery. And when you think about the model IT is running as a services delivery business you basically have the notion of a supply chain. On one side you have suppliers and you have supply that is capable of delivering services. In the IT’s world this could be things like infrastructure, networks, systems, storage devices, mobile devices, and so on. In the - at the end of the day IT’s job is to take those kind of supplies, add value to it somehow and deliver that kind of value to the customer. And that’s what you see embodied in Slide 7. Is that IT is ultimately delivering through a delivery process some kind of value added work by incorporating their people, their process, and their technology to apply a business objective and business strategy. That application of the business objective and strategy is further illustrated in Slide 8 where we look at how management processes delivering a business profits model are able to help embody what needs to occur within the IT organization. So you look at the fact that there’s a business objective, strategies cascade from that. And out of the business strategy should be a range of business processes that can be readily modeled. Now that you have a business process that can be readily modeled what you’re able to do is provide a management perspective into what you’re delivering so that those people, those processes, and those technologies that are being delivered is being done in the context of a business process. And important in this approach to the adaptive enterprise is that if it’s important enough that IT delivers it as a services delivery business then it also must be managed. And what we say is if it matters it must be managed