Information Technology Services. University of Maine System. Version December 20, 2012

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Information Technology Services. University of Maine System. Version 0.07. December 20, 2012"

Transcription

1 IT PROJECT MANAGEMENT OFFICE (PMO) CHARTER Infrmatin Technlgy Services University f Maine System Versin 0.07 December 20, 2012 Prepared by: Rbin Sherman Authrized by: [1]

2 Table f Cntents EXECUTIVE SUMMARY... 3 PMO JUSTIFICATION... 4 PMO MISSION... 4 CRITICAL SUCCESS FACTORS... 6 BARRIERS t SUCCESS... 6 PMO IMPLEMENTATION STAGES... 7 PMO STAFFING... 8 PMO ORGANIZATIONAL STRUCTURE... 9 PMO STAKEHOLDERS... 9 PMO BUDGET [2]

3 EXECUTIVE SUMMARY The Infrmatin and Technlgy Services (ITS) Prject Management Office (PMO) is a service rganizatin created fr the specific purpse f supprting the University f Maine System s (UMS s) Infrmatin Technlgy (IT) departments. The missin f the PMO is tw-fld: Guide key (IT) prjects t a successful cnclusin. Create a fundatin fr cnsistent prject success thrughut the rganizatin. Achieve this thrugh develpment f a strng and pervasive prject management discipline within the rganizatin s prject teams. In supprt f that missin, the PMO has fur primary bjectives: Deliver successful IT prjects Prvide Prject Management services and versight fr selected IT prjects. Build Prject Management prfessinalism amng Infrmatin Technlgy Services staff Mentr, train, and guide the rganizatin s prject teams as they learn and then adpt PM best practices in their prjects. Keep the Infrmatin Technlgy Service s Management Team and Prject Management cmmunity infrmed Prvide a variety f regular updates ranging frm mnthly status f enterprise prjects t an annual reprt n the rganizatin s prgress at institutinalizing Prject Management. Serve as the University f Maine System s authrity n IT Prject Management practice Set the standard, prvide the tls (e.g. Risk Evaluatin tl, templates) and then be the resident advcate and mdel fr gd Prject Management practice. Thrugh spnsrship by the CIO and supervisin by the Assciate CIO, the PMO gains: Authrity it needs t prmte system-wide rganizatinal change effectively. Based n established gvernance prcess. Independence that can sustain bjectivity. Oversight that can keep its wrk aligned with the rganizatin s business strategy Legitimacy as it fsters an effective, enterprise apprach. INTRODUCTION The University f Maine System s Bard f Trustees has authrized the creatin f an ITS Prject Management Office. The purpse f this charter is t establish agreement n key aspects f the PMO. This charter is, in effect, the rganizatinal mandate fr the PMO t exist. This dcument defines the purpse, visin, missin and functins f the PMO. It states wh the PMO's spnsrs and primary stakehlders are, the services that it ffers and the staffing and supprt structures required t deliver thse services. [3]

4 PMO JUSTIFICATION The purpse in establishing the PMO is t standardize the way prjects are planned, queued, and executed. The need can be fulfilled with the practice f Prject Management discipline and the creatin f a Prject Management Office t ensure that: Prject cmpletin dates are met. Prjects are cmpleted within budget. Prject deliverables have passed quality cntrl measures. Satisfied custmers. PMO VISION Create a fundatin within UMS IT rganizatins fr the enhanced awareness and cllabratin, increased efficiency, and mre cnsistent delivery f the right prjects at the right time with the right resurces. Prject teams and Prject Managers are encuraged t be creative, adpt new appraches, expand their skill set and take apprpriate levels f risk in their pursuit f this Visin. (See sectin belw n PMO as a Learning Organizatin.) PMO MISSION Prvide a slid fundatin fr the UMS s Infrmatin Technlgy departments by creating an envirnment f measurable, disciplined Prject Management prfessinalism where: Custmers reap the benefit f a carefully planned investment. Prject success is the nrm. Prject teams are prud f their wrk. PMO OBJECTIVES Primary PMO Objectives are: 1. Establish and Facilitate Prject Selectin: The PMO will wrk with the CIO s Cabinet t establish quantified criteria fr the selectin f prjects. These criteria will be ROI-based and cnfrm with UMS s verall business bjectives regarding Return n Investment. 2. Establish Perfrmance Fcused Prject Envirnment: All prjects fr which the PMO is accuntable fr successful delivery, will be regularly mnitred and measured fr perfrmance using Earned Value (EV) r sme ther perfrmance calculatin. All prjects will regularly selfmnitr perfrmance and share these perfrmance measurements with Prject Spnsrs and Stakehlders. 3. Build Prject Management Discipline and Prfessinalism: Mentr PMO prject teams (and ther prject teams by request). Assist prject teams in all phases f their prjects frm prject definitin t rllut. TrainUMS IT Prject Managers in a full range f Prject Management tpics. Prvide training t all levels f UMS management s that supervisrs, middle managers and executives each understand their rle in making prjects a success. [4]

5 4. Keep UMS management team and prject management infrmed: Reprt t CIO n: Enterprise prjects mnthly Other prjects quarterly Special prjects upn request Metrics that measure PMO effectiveness annually Issues and pprtunities as they arise Under the directin f CIO, prvide regular reprting t the CIO s Cabinet. Maintain the PMO Web site. 5. Serve as UMS s Authrity n Prject Management Methds and Practices: Set the UMS s IT Prject Management methdlgy and standards Be the resident advcate fr gd Prject Management practices in the rganizatin. Select Prject Management tls fr rganizatin-wide use. Serve as the fficial surce f prject templates and ther prject aids. 6. Cllabrate with ITS Directrs t manage the IT Prjects prtfli: As part f a management team that includes the CIO s Cabinet, assist in develpment and articulatin f the UMS s technlgy strategy. Wrk with the CIO s Cabinet t make the IT prject-selectin prcess successful. Maintain and publish a master IT prjects schedule, including critical milestnes. Assist with prject resurce management. Warn the CIO s Cabinet f IT prjects at risk and prvide recmmendatins. Perfrm capacity planning with ITS Directrs s that the UMS makes ptimal use f its resurces. Regularly, as agreed, mnitr and measure prject perfrmance. Wrk with the Prject Manager and Prject Spnsr t make adjustments t under-perfrming prjects 7. Manage all UMS IT prjects either directly r indirectly (per definitins that fllw). The PMO directly manages prjects n request: Spnsrs make their requests t the PMO. The PMO, CIO, and CIO s Cabinet cllabrate t decide where PMO resurces shuld be allcated. PMO prvides Prject Management services fr the prject. PMO is accuntable fr successful prject delivery. PMO deals directly with the Spnsr. PMO enfrces its Prject Management methdlgy and standards n these prjects. The PMO indirectly manages prjects n request: Spnsrs make their requests t the PMO. The PMO, CIO, and CIO s Cabinet cllabrate t decide where PMO resurces shuld be allcated. Department prvides the Prject Manager fr the prject. [5]

6 Prject Manager reprts n dtted line t PMO fr duratin f prject. PMO prvides guidance t the Prject Manager but under nrmal circumstances wuld nt prvide direct Prject Management services. PMO deals directly with the Spnsr and Prject Manager. PMO enfrces its Prject Management methdlgy and standards n these prjects. In additin, the PMO: Perfrms quality audits n request Perfrms risk audits n request Prvides Business Analysis services (e.g., Requirements Analysis, Jint Applicatin -Develpment sessins) n request. Nte: The PMO encurages the use f its published Prject Management methdlgy and standards and best practices in all IT prjects. Hwever, the PMO nly enfrces its published Prject Management methdlgy and standards n thse prjects fr which it is accuntable fr successful prject delivery. PMO METRICS Fr each bjective, the PMO will develp ne r mre SMART 1 targets against which t evaluate perfrmance. PMO perfrmance will be reviewed quarterly. SMART targets will be evaluated and renewed annually. PMO gvernance and leadership will agree upn the validity and usefulness f all targets. 1 SMART = Specific, Measurable, Attainable, Results-riented, Time-delimited Metrics shuld measure thse aspects f PMO perfrmance that are directly related t its Missin. On that basis, the fllwing areas f fcus can be used t judge PMO value: Imprvement in prject success ver time can be measured thrugh decreases in schedule and budget variances. Prject Management apprach can be measured by quality and timeliness f prject planning dcuments, accuracy f time and cst estimates, and effectiveness at managing risk. Staff attitudes can be measured thrugh use f a shrt survey. The PMO staff will develp r acquire apprpriate instrument(s) with which t btain bjective measurements. The PMO Spnsr will apprve the instrument(s) befre they are used. CRITICAL SUCCESS FACTORS The fllwing may be cnsidered necessary steps the UMS can take that help ensure PMO success: CIO and CIO s Cabinet prvides the PMO with unanimus, visible, and vcal supprt. Intrduce PMO functins in a phased manner. D nt try t d it all at nce. CIO and CIO s Cabinet supprts the prcess f Organizatinal Change. Managers recgnize that sme grups and individuals will embrace the change in Prject Management practice better than thers. BARRIERS t SUCCESS In additin t the items listed abve, the fllwing barriers have been identified as pprtunities t address when cnsidering the implementatin f a PMO as they ften lead t difficulty and resistance in acceptance. [6]

7 Unclear purpse - nt well defined r cmmunicated N executive buy-in PMO is seen as an verhead r marketing functin Unrealistic expectatins that the PMO is a quick fix t cre business-level prblems PMO is seen as t authritative, r perceived as a threat The PMO will attempt t arbitrate issues prir t escalating t the next level in the chain. If a remedy is nt pssible, the issue will be escalated and dcumented by the PMO. The escalatin path is as fllws belw: Level 1 Prject Manager escalates issue t PMO. The PMO will attempt t reslve the issue with help frm the Prject Manager and Clients. Escalatin will be frmally dcumented and disseminated. Level 2 Issue cannt be reslved and will be escalated by the PMO t the Prject Spnsr fr remedy. Escalatin and remedy will be frmally dcumented and disseminated. Level 3 Issue cannt be reslved at the Prject Spnsr level. PMO will escalate the issue t the Executive Spnsr fr remedy. Escalatin and remedy will be frmally dcumented and disseminated. PMO IMPLEMENTATION STAGES Just as Prjects are managed via a series f phases r stages, the implementatin f the PMO will prgress thrugh fur stages. STAGE ONE 7/12 12/12 Train PMO team n basic prject management prcesses and reprting mechanisms. Develp and adpt: Methdlgy that includes an verall framewrk fr prject management which includes a life cycle apprpriate t the rganizatin. Standards t be fllwed when running prjects. Prcesses that detail hw prjects will be executed. Tls such as templates, checklists, frms and flw charts. Knwledge base that includes a library f all current and histrical prject management infrmatin and lessns learned. Select and implement prject management tl t assist with scheduling, resurce and risk management, and status reprting. Remediate at risk prjects and use ur invlvement n existing prjects t build mmentum. Review existing initiatives t determine where PMO can prvide immediate assistance. STAGE TWO 1/13 6/13 Train PMO team n mre cmplex prcesses and techniques. Use lessns learned during early prjects t fine-tune prject planning and cntrl prcesses. Develp and intrduce resurce management plan. Develp prject management training plan and deliver training during prject initiatin phases. Submit PMO prgress reprts t CIO and CIO s Cabinet. Begin t review prject prtfli management systems. [7]

8 STAGE THREE 7/13 12/13 Cntinue t train PMO team n mre cmplex prcesses and techniques. Select and implement prject prtfli management system. Begin evaluating impact f PMO t determine if centralizatin f prject management is being accepted, and if the chsen standards and methdlgies are prving effective. Intrduce prject perfrmance metrics and dashbards t gain summarized views f prject statuses and prject scheduling. Intrduce the ability t perfrm prject audits. Psitin PMO t becme engaged in and relied-upn fr invlvement in strategic activities as prject prtfli management and strategic alignment. STAGE FOUR 1/14 6/14 When the PMO reaches this stage, it wrks with senir management in strategic planning and managing business alignment. All prjects will have well-develped prject plans and frmal prject planning and cntrl prcesses will be recgnized as a required cre cmpetency and an essential functin with the University f Maine System. Cntinue t imprve services by measuring effectiveness, implementing changes t existing services where necessary and adding new services. Updates t the charter may be necessary. Develp and implement a lng-term plan t imprve that capability. PMO STAFFING The PMO has the fllwing permanent staff: Senir Prject Manager 2 Prject Managers The PMO may als have temprary staff in the frm f cntracted cnsultants r departmental Prject Managers wh reprt via matrix n a dtted line t the PMO Directr r t a PMO Prject Manager. This can ccur when a department: Supplies the Prject Manager but requests that the PMO indirectly manage the prject Requests this arrangement as a means f mentring their Prject Manager. [8]

9 PMO ORGANIZATIONAL STRUCTURE PMO EXECUTIVE SPONSOR The UMS CIO is the Executive Spnsr and is the persn wh is ultimately respnsible fr verseeing and certifying the accuracy, viability, and defensibility f the PMO at the Organizatinal Level. The Executive Spnsr has the fllwing rles and respnsibilities: Champin the PMO. Prvide high-level versight, directin, and supprt. Prvide escalatin remedy. Ensure the PMO meets its gals. Apprve majr scpe changes t PMO. Prvide resurces, if applicable. Apprve the PMO Charter. PMO STAKEHOLDERS The PMO regards the fllwing as primary stakehlders: Stakehlder CIO s Cabinet CIO ITS staff Relatinship with PMO Executive Team Oversight Spnsr Custmer Expectatins f PMO The CIO s Cabinet is a member f the PMO Gvernance Bard and prvides Senir Management Team versight. The CIO supervises the PMO directr and prvides guidance n PMO business bjectives and supprts the PMO s effrts t achieve them. The CIO lks t the PMO as a surce f expertise and supprt in all matters related t management and successful delivery f IT prjects. The PMO supprts the ITS Department in its missin t deliver successful IT prjects. [9]

10 Campus IT Directrs Other Management staff All staff engaged in prjects Custmer Custmer Campus IT Directrs expect the PMO t prvide guidance, drive prjects t success and deliver updates. Expect the PMO t set the PM standard; prvide training and mentring; wrk with ITS Directrs t create an envirnment cnducive t prject success. PMO BUDGET All prject funds will cme frm spnsring departments thrugh gvernance prcess r allcated funds. PMO AS A LEARNING ORGANIZATION The PMO mdels itself as a Learning Organizatin in its relatinship t the UMS s Executive Management, Prject Managers, Prject Teams and Custmers. A learning rganizatin may be defined as an rganizatin that facilitates the learning f all its members and cntinuusly transfrms itself t achieve superir cmpetitive perfrmance. The PMO will express its Learning Organizatin rientatin thrugh many means, including: Psitive use f Lessns Learned exercises t encurage cntinual imprvement in prjects. Maintenance f a Lessns Learned database t prmte rganizatinal learning. Encuragement f crss-training. Prmtin f cntinual learning and prfessinal grwth in Prject Management. Wrking with staff t develp the ability t cnsistently select and execute prjects with significant psitive ROI. PMO CHARTER APPROVAL <Name> <Title> Executive Spnsr Date <Name> <Title> Date [10]

Change Management Process

Change Management Process Change Management Prcess B1.10 Change Management Prcess 1. Intrductin This plicy utlines [Yur Cmpany] s apprach t managing change within the rganisatin. All changes in strategy, activities and prcesses

More information

Community Support Programs N9 Organizational Internship Program

Community Support Programs N9 Organizational Internship Program NAVY REGION SOUTHWEST Cmmunity Supprt Prgrams N9 Organizatinal Internship Prgram April 2011 Cntents Prgram... 3 Purpse... 3 Outcme... 3 Duratin... 3 Definitins... 3 Eligibility... 4 Prcess... 5 Participating

More information

Process Improvement Center of Excellence Service Proposal Recommendation. Operational Oversight Committee Report Submission

Process Improvement Center of Excellence Service Proposal Recommendation. Operational Oversight Committee Report Submission Prcess Imprvement Center f Excellence Service Prpsal Recmmendatin Operatinal Oversight Cmmittee Reprt Submissin INTRODUCTION This Prpsal prvides initial infrmatin regarding a pssible additin t a service.

More information

Internal Audit Charter and operating standards

Internal Audit Charter and operating standards Internal Audit Charter and perating standards 2 1 verview This dcument sets ut the basis fr internal audit: (i) the Internal Audit charter, which establishes the framewrk fr Internal Audit; and (ii) hw

More information

UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES

UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES UNIVERSITY OF CALIFORNIA MERCED PERFORMANCE MANAGEMENT GUIDELINES REFERENCES AND RELATED POLICIES A. UC PPSM 2 -Definitin f Terms B. UC PPSM 12 -Nndiscriminatin in Emplyment C. UC PPSM 14 -Affirmative

More information

Change Management Process For [Project Name]

Change Management Process For [Project Name] Management Prcess Fr [Prject Name] i 1 Intrductin The is fllwed during the Executin phase f the Prject Management Life Cycle, nce the prject has been frmally defined and planned. 1.1 What is a Management

More information

Succession Planning & Leadership Development: Your Utility s Bridge to the Future

Succession Planning & Leadership Development: Your Utility s Bridge to the Future Successin Planning & Leadership Develpment: Yur Utility s Bridge t the Future Richard L. Gerstberger, P.E. TAP Resurce Develpment Grup, Inc. 4625 West 32 nd Ave Denver, CO 80212 ABSTRACT A few years ag,

More information

Major capital investment in councils. Good practice checklist for project managers

Major capital investment in councils. Good practice checklist for project managers Majr capital investment in cuncils checklist fr prject managers Prepared by Audit Sctland March 2013 b The Accunts Cmmissin The Accunts Cmmissin is a statutry, independent bdy which, thrugh the audit prcess,

More information

SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM

SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM Audit Manual Sectin J SECTION J QUALITY ASSURANCE AND IMPROVEMENT PROGRAM Ref. Plicy and Practice Requirements IIA Standards and Other references J 1 Plicy: The Head f Internal Audit shall develp and maintain

More information

Human Resources Policy pol-020

Human Resources Policy pol-020 Human Resurces Plicy pl-020 Versin: 2.00 Last amendment: Jul 2014 Next Review: Jul 2017 Apprved By: Cuncil Date: 04 May 2005 Cntact Officer: Directr, Office f Human Resurce Services INTRODUCTION The University

More information

OE PROJECT MANAGEMENT GLOSSARY

OE PROJECT MANAGEMENT GLOSSARY OE PROJECT MANAGEMENT GLOSSARY ACCEPTANCE CRITERIA : thse criteria, including perfrmance requirements and essential cnditins that must be met befre the prject deliverables are accepted. ACTIVITY: an actin

More information

Oakland Unified School District Impact Assessment Performance Management in Action

Oakland Unified School District Impact Assessment Performance Management in Action Oakland Unified Schl District Impact Assessment Perfrmance Management in Actin The perfrmance management system that has been built in this district prvides the systems that supprt ur cmmitment t scial

More information

ITIL Release Control & Validation (RCV) Certification Program - 5 Days

ITIL Release Control & Validation (RCV) Certification Program - 5 Days ITIL Release Cntrl & Validatin (RCV) Certificatin Prgram - 5 Days Prgram Overview ITIL is a set f best practices guidance that has becme a wrldwide-adpted framewrk fr Infrmatin Technlgy Services Management

More information

Professional Leaders/Specialists

Professional Leaders/Specialists Psitin Prfile Psitin Lcatin Reprting t Jb family Band BI/Infrmatin Manager Wellingtn Prfessinal Leaders/Specialists Band I Date February 2013 1. POSITION PURPOSE The purpse f this psitin is t: Lead and

More information

CMS Eligibility Requirements Checklist for MSSP ACO Participation

CMS Eligibility Requirements Checklist for MSSP ACO Participation ATTACHMENT 1 CMS Eligibility Requirements Checklist fr MSSP ACO Participatin 1. General Eligibility Requirements ACO participants wrk tgether t manage and crdinate care fr Medicare fee-fr-service beneficiaries.

More information

ITIL Service Offerings & Agreement (SOA) Certification Program - 5 Days

ITIL Service Offerings & Agreement (SOA) Certification Program - 5 Days ITIL Service Offerings & Agreement (SOA) Certificatin Prgram - 5 Days Prgram Overview ITIL is a set f best practices guidance that has becme a wrldwide-adpted framewrk fr Infrmatin Technlgy Services Management

More information

ENTERPRISE RISK MANAGEMENT ENTERPRISE RISK MANAGEMENT POLICY

ENTERPRISE RISK MANAGEMENT ENTERPRISE RISK MANAGEMENT POLICY ENTERPRISE RISK MANAGEMENT POLICY Plicy N. 10014 Review Date Octber 1, 2014 Effective Date March 1, 2014 Crss- Respnsibility Vice President, Reference Administratin Apprver Executive Cuncil 1. 1. Plicy

More information

Service Management - Framework 2013

Service Management - Framework 2013 Service - Framewrk 2013 Getting Started Right with Service System Netwrk Firewall Sftware Service App With the right framewrk, enterprises f almst any size small t large can implement effective functinal

More information

FY 2014 Senior Level (SL) and Scientific or Professional (ST) Performance Appraisal System Opening Guidance

FY 2014 Senior Level (SL) and Scientific or Professional (ST) Performance Appraisal System Opening Guidance Office f Executive Resurces Office f the Chief Human Capital Officer U.S. Department f Energy FY 2014 Senir Level (SL) and Scientific r Prfessinal (ST) Perfrmance Appraisal System Opening Guidance Table

More information

Systems Load Testing Appendix

Systems Load Testing Appendix Systems Lad Testing Appendix 1 Overview As usage f the Blackbard Academic Suite grws and its availability requirements increase, many custmers lk t understand the capability f its infrastructure. As part

More information

Organization Design Specialist

Organization Design Specialist Organizatin Design Specialist Suthern Africa Regin BACKGROUND One f the key challenges t implementing the new strategic directin and especially the cmmitment t face the custmer (the child and the cmmunity)

More information

Version Date Comments / Changes 1.0 January 2015 Initial Policy Released

Version Date Comments / Changes 1.0 January 2015 Initial Policy Released Page 1 f 6 Vice President, Infrmatics and Transfrmatin Supprt APPROVED (S) REVISED / REVIEWED SUMMARY Versin Date Cmments / Changes 1.0 Initial Plicy Released INTENT / PURPOSE The Infrmatin and Data Gvernance

More information

EJttilb Health. The University of Texas Medical Branch Audit Services. Audit Report. Epic In-Basket Management Audit. Engagement Number 2015-008

EJttilb Health. The University of Texas Medical Branch Audit Services. Audit Report. Epic In-Basket Management Audit. Engagement Number 2015-008 ',. -... : t'f" ' EJttilb Health The University f Texas Medical Branch Audit Reprt Audit Engagement Number 2015-008 July 2015 nie University f Texas Medical Branch 301 University Bulevard, Suite 4.100

More information

A project manager may choose to use a combination or hybrid of agile and waterfall processes on a project. Here, we describe only the agile process.

A project manager may choose to use a combination or hybrid of agile and waterfall processes on a project. Here, we describe only the agile process. Intrductin Agile Prcess Jbaid The IT Prject Management Office designed the Agile prcesses t prvide the prject team the flexibility t tailr / adjust the prcess t supprt the needs and cmplexity f the prject.

More information

MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016

MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016 MANITOBA SECURITIES COMMISSION STRATEGIC PLAN 2013-2016 The Manitba Securities Cmmissin (the Cmmissin) is a divisin f the Manitba Financial Services Agency (MFSA). The ther divisin is the Financial Institutins

More information

Job Profile Data & Reporting Analyst (Grant Fund)

Job Profile Data & Reporting Analyst (Grant Fund) Jb Prfile Data & Reprting Analyst (Grant Fund) Directrate Lcatin Reprts t Hurs Finance Slihull Finance Directr Nminally 37 hurs but peratinally available at all times t meet Cmpany requirements Cntract

More information

Chapter 7 Business Continuity and Risk Management

Chapter 7 Business Continuity and Risk Management Chapter 7 Business Cntinuity and Risk Management Sectin 01 Business Cntinuity Management 070101 Initiating the Business Cntinuity Plan (BCP) Purpse: T establish the apprpriate level f business cntinuity

More information

Risk Management Policy AGL Energy Limited

Risk Management Policy AGL Energy Limited Risk Management Plicy AGL Energy Limited AUGUST 2014 Table f Cntents 1. Abut this Dcument... 2 2. Plicy Statement... 2 3. Purpse... 2 4. AGL Risk Cntext... 3 5. Scpe... 3 6. Objectives... 3 7. Accuntabilities...

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Dcument Purpse The purpse f this dcument is t prvide guidance n the practice f Risk Management and t describe the practice verview, requirements, best practices, activities, and key terms related t these

More information

Identifying and Using Leadership Competencies to Grow Leaders in Higher Education

Identifying and Using Leadership Competencies to Grow Leaders in Higher Education Identifying and Using Leadership Cmpetencies t Grw Leaders in Higher Educatin Lri Lamb, Vice Chancellr fr Human Resurces Anita Ris, Directr, Staff and Leadership Develpment Tdd Thrsgaard, Directr, Supervisry

More information

Junior Medical Officer. Supervision Guideline SAMPLE ONLY

Junior Medical Officer. Supervision Guideline SAMPLE ONLY Junir Medical Officer Supervisin Guideline SAMPLE ONLY Versin 1.0 February 2011 The Junir Dctr Supervisin Guideline has been develped by SA IMET t prvide facilities with a plicy guideline. Facilities may

More information

Request for Resume (RFR) CATS II Master Contract. All Master Contract Provisions Apply

Request for Resume (RFR) CATS II Master Contract. All Master Contract Provisions Apply Sectin 1 General Infrmatin RFR Number: (Reference BPO Number) Functinal Area (Enter One Only) F50B3400026 7 Infrmatin System Security Labr Categry A single supprt resurce may be engaged fr a perid nt t

More information

Strategic Plan for Online Learning

Strategic Plan for Online Learning Central Piedmnt Cmmunity Cllege 2015 2020 Strategic Plan fr Online Learning Visin Statement Central Piedmnt Cmmunity Cllege will be a glbally recgnized leader in exemplary nline learning experiences. Missin

More information

Army DCIPS Employee Self-Report of Accomplishments Overview Revised July 2012

Army DCIPS Employee Self-Report of Accomplishments Overview Revised July 2012 Army DCIPS Emplyee Self-Reprt f Accmplishments Overview Revised July 2012 Table f Cntents Self-Reprt f Accmplishments Overview... 3 Understanding the Emplyee Self-Reprt f Accmplishments... 3 Thinking Abut

More information

GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN

GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN Gvernment f Newfundland and Labradr Office f the Chief Infrmatin Officer Infrmatin Management Branch GUIDELINE INFORMATION MANAGEMENT (IM) PROGRAM PLAN Guideline (Definitin): OCIO Guidelines derive frm

More information

Gravesham Borough Council

Gravesham Borough Council Classificatin: Part 1 Public Key Decisin: Please specify - N Gravesham Brugh Cuncil Reprt t: Perfrmance and Administratin Cmmittee Date: 12 Nvember 2015 Reprting fficer: Subject: Crprate Perfrmance Manager

More information

ITIL V3 Planning, Protection and Optimization (PPO) Certification Program - 5 Days

ITIL V3 Planning, Protection and Optimization (PPO) Certification Program - 5 Days ITIL V3 Planning, Prtectin and Optimizatin (PPO) Certificatin Prgram - 5 Days Prgram Overview The ITIL Intermediate Qualificatin: Planning, Prtectin and Optimizatin (PPO) Certificate is a free-standing

More information

Job Classification Details Department Job Function Job Family Job Title Job Code Salary Level

Job Classification Details Department Job Function Job Family Job Title Job Code Salary Level Jb Classificatin Details Department Jb Functin Jb Family Jb Title Jb Cde Salary Level Chief Diversity Office Marketing, Cmmunicatins, & Outreach Cmmunicatin/Cnstituent Relatins Cmmunicatins Crdinatr PMP1

More information

Appendix H. Annual Risk Assessment and Audit Plan 2013/14

Appendix H. Annual Risk Assessment and Audit Plan 2013/14 Annual Risk Assessment and Audit Plan 2013/14 Internal Audit Department September 25, 2013 Table f Cntents Intrductin.. 3 Risk Assessment Prcess... 4 Page 2 Intrductin Each year, the Internal Audit Department

More information

CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT

CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT CASSOWARY COAST REGIONAL COUNCIL POLICY ENTERPRISE RISK MANAGEMENT Plicy Number: 2.20 1. Authrity Lcal Gvernment Act 2009 Lcal Gvernment Regulatin 2012 AS/NZS ISO 31000-2009 Risk Management Principles

More information

CO-OP/STUDENT INTERN: Standard Operating Procedure Manual

CO-OP/STUDENT INTERN: Standard Operating Procedure Manual CO-OP/STUDENT INTERN: Standard Operating Table f Cntents Purpse... 2 Cincinnati s Educatinal Histry... 2 Missin... 3 Cre Values f Prgram... 3 Scpe f Prgram... 3 Prgram Recruitment... 4 On-barding... 5

More information

Health Stream Portfolio (e.g. Mental health, drug & alcohol) and Contract of Employment

Health Stream Portfolio (e.g. Mental health, drug & alcohol) and Contract of Employment Psitin Descriptin Psitin Agency Reprts t Terms and Cnditins f Emplyment Classificatin/ Salary Stream Length f Psitin Lcatin Health Stream Lead Health Stream Prtfli (e.g. Mental health, drug & alchl) Primary

More information

Charlotte-Mecklenburg Schools Elementary School Grading Procedures Plan

Charlotte-Mecklenburg Schools Elementary School Grading Procedures Plan Charltte-Mecklenburg Schls Elementary Schl Grading Prcedures Plan CMS Visin Charltte-Mecklenburg Schls prvides all students the best educatin available anywhere, preparing every child t lead a rich and

More information

General Information Project Title. Enterprise Service Management Reporting 7/3/2012 Project Manager Phone Email

General Information Project Title. Enterprise Service Management Reporting 7/3/2012 Project Manager Phone Email Prject Charter General Infrmatin Prject Title Date Enterprise Service Management Reprting 7/3/2012 Prject Phne Email Jdi Muller 415.476.2821 Jdi.Muller@ucsf.edu Executive Spnsr Phne Email Opinder Bawa

More information

CDC UNIFIED PROCESS PRACTICES GUIDE

CDC UNIFIED PROCESS PRACTICES GUIDE Dcument Purpse The purpse f this dcument is t prvide guidance n the practice f Business Case and t describe the practice verview, requirements, best practices, activities, and key terms related t these

More information

ITIL Foundation Certification Course v3 Information Technology Service Management (MIE-ITIL-FDN, 3 days)

ITIL Foundation Certification Course v3 Information Technology Service Management (MIE-ITIL-FDN, 3 days) ITIL Fundatin Certificatin Curse v3 Infrmatin Technlgy Service Management Curse Overview The purpse f the ITIL Fundatin certificate in IT Service Management is t certify that the candidate has gained knwledge

More information

Oakland County Department of Information Technology Project Scope and Approach

Oakland County Department of Information Technology Project Scope and Approach Oakland Cunty Department f Infrmatin Technlgy Prject Scpe and Apprach Prject Name: Web-Based Permanency Database Prject ID: DB1314PD Leadership Grup: Curts Department: Circuit Curt Divisin: Family Prject

More information

IMPROVING ADVISING AND MENTORING

IMPROVING ADVISING AND MENTORING Advising and Mentring IMPROVING ADVISING AND MENTORING OF GRADUATE AND PROFESSIONAL STUDENTS Advising is a key cmpnent in the successful cmpletin f a graduate degree. A gd advising relatinship crrelates

More information

Project Startup Report Presented to the IT Committee June 26, 2012

Project Startup Report Presented to the IT Committee June 26, 2012 Prject Name: SOS File 2.0 Agency: Secretary f State Business Unit/Prgram Area: Secretary f State Prject Spnsr: Al Jaeger Prject Manager: Beverly Maitland Prject Startup Reprt Presented t the IT Cmmittee

More information

STATE OF MICHIGAN PROJECT MANAGEMENT METHODOLOGY

STATE OF MICHIGAN PROJECT MANAGEMENT METHODOLOGY STATE OF MICHIGAN PROJECT MANAGEMENT METHODOLOGY Michigan Department f Technlgy, Management & Budget www.michigan.gv/suite May 2014 Versin 4.0 Revisin Histry REVISION HISTORY Revisin Date Sectin(s) Summary

More information

ISO Management Systems. Guidance on understanding the benefits of an ISO Management System

ISO Management Systems. Guidance on understanding the benefits of an ISO Management System ISO Management Systems Guidance n understanding the benefits f an ISO Management System Welcme & Intrductins 4031 University Drive, 206, Fairfax, VA 22030 3 Grant Square, 243, Hinsdale, IL 60521 www.radiancmpliance.cm

More information

Looking Back at the First S.A.M.E. Infrastructure Forum Project Management Best Practices Training Seminar

Looking Back at the First S.A.M.E. Infrastructure Forum Project Management Best Practices Training Seminar Lking Back at the First S.A.M.E. Infrastructure Frum Prject Management Best Practices Training Seminar Mark A. Buma, P.E. Technical Oversight Leader December 4, 2014 Opening Remarks (Dn Hlzwarth) Infrastructure

More information

Applying Governance to Data Center Migration Projects

Applying Governance to Data Center Migration Projects MultiTek LLC A Prfessinal Data Center Relcatin Cmpany Applying Gvernance t Data Center Migratin Prjects White Paper Written by: Bb Fitch, PMP, Engagement Manager July 2014 Table f Cntents Cntents IT Gvernance...3

More information

Audit Committee Charter. St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd

Audit Committee Charter. St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd Audit Cmmittee Charter St Andrew s Insurance (Australia) Pty Ltd St Andrew s Life Insurance Pty Ltd St Andrew s Australia Services Pty Ltd Versin 2.0, 22 February 2016 Apprver Bard f Directrs St Andrew

More information

Agenda. o Purpose of IT Assessment o Scope of IT Assessment o Deloitte Recommendations o IBM Discussions o Research Data Center o Open Season

Agenda. o Purpose of IT Assessment o Scope of IT Assessment o Deloitte Recommendations o IBM Discussions o Research Data Center o Open Season Agenda Purpse f IT Assessment Scpe f IT Assessment Delitte Recmmendatins IBM Discussins Research Data Center Open Seasn Purpse f IT Assessment Determine if IT resurces are being utilized efficiently and

More information

CDE Data Governance Program - CDE-Specific and SLDS (P20+) Programs

CDE Data Governance Program - CDE-Specific and SLDS (P20+) Programs CDE Data Gvernance Prgram - CDE-Specific and SLDS (P20+) Prgrams On September 27 th and 28 th, State Supprt Team (SST) Members Crey Chatis and Jeff Sellers visited Clrad t help CDE begin a Data Gvernance

More information

The Town of Fort Frances

The Town of Fort Frances The Twn f Frt Frances PERFORMANCE APPRAISAL POLICY SECTION HUMAN RESOURCES REVISED August 2002 Reslutin N. Supercedes Reslutin N. Plicy Number 3.3 PAGE 1 f 9 1. PURPOSE: The purpse f supprt staff perfrmance

More information

VACANCY. SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) JOB LEVEL: 5

VACANCY. SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) JOB LEVEL: 5 VACANCY POSITION: DURATION REGION: PORTFOLIO: SENIOR MANAGER: SPECIAL PROJECTS AND STAKEHOLDER MANAGEMENT x1 3 YEAR CONTRACT (WITH A POSSIBILITY OF BEING EXTENDED TO 5 YEARS) NATIONAL OFFICE OCEO JOB LEVEL:

More information

Franchise Coach Position Description

Franchise Coach Position Description Franchise Cach Psitin Descriptin Emplyee Name: Lcatin: Wellingtn Reprts t: Chief Executive Area: High Perfrmance Direct Reprts: Team Management Lead Supprt Services Persnnel Date: PURPOSE: T develp, implement

More information

INFRASTRUCTURE TECHNICAL LEAD

INFRASTRUCTURE TECHNICAL LEAD 1. PURPOSE OF POSITION This psitin is respnsible fr the delivery f peratinal supprt and maintenance f the TDHB IT infrastructure envirnment. This rle is als pivtal in the develpment and delivery f infrastructure

More information

Office of the Superintendent of Financial Institutions. Internal Audit Report. Human Resources Performance Management.

Office of the Superintendent of Financial Institutions. Internal Audit Report. Human Resources Performance Management. Office f the Superintendent f Financial Institutins Internal Audit Reprt n Human Resurces Perfrmance Nvember 2010 Table f Cntents 1. Backgrund...3 2. Audit Objectives, Scpe, Apprach, and Criteria...3 3.

More information

Basics of Supply Chain Management

Basics of Supply Chain Management The Champlain Valley APICS Chapter is a premier prfessinal assciatin fr supply chain and peratins management and wrking tgether with the APICS rganizatin the leading prvider f research, educatin and certificatin

More information

Delaware Performance Appraisal System

Delaware Performance Appraisal System Delaware Perfrmance Appraisal System Building greater skills and knwledge fr educatrs DPAS-II Guide fr Administratrs (District Administratrs) Supervisr Rubric fr Evaluating District Administratrs Updated

More information

Business Continuity Management Systems Foundation Training Course

Business Continuity Management Systems Foundation Training Course Certificatin criteria fr Business Cntinuity Management Systems Fundatin Training Curse CONTENTS 1. INTRODUCTION 2. LEARNING OBJECTIVES 3. ENABLING OBJECTIVES KNOWLEDGE & SKILLS 4. TRAINING METHODS 5. COURSE

More information

Psychiatric/Mental Health Nurse Practitioner Preceptor Manual

Psychiatric/Mental Health Nurse Practitioner Preceptor Manual Visin INSPIRE INNOVATE EXCEL Missin T imprve the health f the cmmunity by inspiring change in health care thrugh innvatin and excellence in nursing educatin, schlarship, practice, and service. COLLEGE

More information

Online Learning Portal best practices guide

Online Learning Portal best practices guide Online Learning Prtal Best Practices Guide best practices guide This dcument prvides Micrsft Sftware Assurance Benefit Administratrs with best practices fr implementing e-learning thrugh the Micrsft Online

More information

Vision Partners in Health and Wellbeing He whiringatahi mō te oranga tinana, oranga wairua

Vision Partners in Health and Wellbeing He whiringatahi mō te oranga tinana, oranga wairua Psitin Descriptin Visin Partners in Health and Wellbeing He whiringatahi mō te ranga tinana, ranga wairua Emplyee Purpse Wrking tgether t prvide quality services that supprt utcmes clients care abut. Our

More information

Developed and implemented a new Organizational Design for a major Government Department in Abu Dhabi

Developed and implemented a new Organizational Design for a major Government Department in Abu Dhabi Adiv Cnsulting is a leading Management Cnsulting firm based in the GCC, specialising in the area f Strategic Human Resurce (HR) management and Organizatin Design. Adiv was funded n the principle f delivering

More information

LINCOLNSHIRE POLICE Policy Document

LINCOLNSHIRE POLICE Policy Document LINCOLNSHIRE POLICE Plicy Dcument 1. POLICY IDENTIFICATION PAGE POLICY TITLE: ICT CHANGE & RELEASE MANAGEMENT POLICY POLICY REFERENCE NO: PD 186 POLICY OWNERSHIP: ACPO Cmmissining Officer: Prtfli / Business-area

More information

Project Management Fact Sheet:

Project Management Fact Sheet: Prject Fact Sheet: Managing Small Prjects Versin: 1.2, Nvember 2008 DISCLAIMER This material has been prepared fr use by Tasmanian Gvernment agencies and Instrumentalities. It fllws that this material

More information

SECTION 5: EVALUATION METHODOLOGY

SECTION 5: EVALUATION METHODOLOGY SECTION 5: EVALUATION METHODOLOGY The State f Oklahma will cnduct a cmprehensive, fair, and impartial evaluatin f bids received in respnse t this ITB. Technical and Cst Bids will be evaluated and scred

More information

Helpdesk Services at the Executive Office of Energy and Environmental Affairs is defined as follows:

Helpdesk Services at the Executive Office of Energy and Environmental Affairs is defined as follows: 5. Helpdesk Services 5.1 Sectin Overview This sectin f the plan defines Helpdesk Services at EOEEA as well as the key ratinale and benefits f cnslidating Helpdesk Services. Descriptins f the baseline current

More information

POSITION NUMBER: LOCATION: Vancouver. DATE: February 2009

POSITION NUMBER: LOCATION: Vancouver. DATE: February 2009 POSITION TITLE: Team Lead Service Centre DIVISION/BRANCH: IS/IT CURRENT CLASSIFICATION LEVEL: IS27 SUPERVISOR S POSITION NUMBER POSITION NUMBER: LOCATION: Vancuver DATE: February 2009 SUPERVISOR S TITLE/CLASSIFICATION:

More information

2 DAY TRAINING THE BASICS OF PROJECT MANAGEMENT

2 DAY TRAINING THE BASICS OF PROJECT MANAGEMENT 2 DAY TRAINING THE BASICS OF PROJECT MANAGEMENT BASICS f Prject management 1.1. Objectives All participants will learn abut prject-based wrking by getting hands-n experience f a number f techniques. The

More information

FY 2014 Senior Executive Service Performance Appraisal System Opening Guidance

FY 2014 Senior Executive Service Performance Appraisal System Opening Guidance Office f Executive Resurces Office f the Chief Human Capital Officer U.S. Department f Energy FY 2014 Senir Executive Service Perfrmance Appraisal System Opening Guidance Table f Cntents Cntents I. eperformance

More information

HAMPSHIRE PARTNERSHIP NHS FOUNDATION TRUST CLINICAL DIRECTOR JOB DESCRIPTION. Clinical Director. Medical Director. Chief Executive

HAMPSHIRE PARTNERSHIP NHS FOUNDATION TRUST CLINICAL DIRECTOR JOB DESCRIPTION. Clinical Director. Medical Director. Chief Executive HAMPSHIR PARTNRSHIP NHS FOUNDATION TRUST CLINICAL DIRCTOR JOB DSCRIPTION 1. Jb Details Jb Title: Tenure: Reprting t: Accuntable t: Principal Relatinships: Clinical Directr Three years (which may be extended

More information

PROGRAM AND PROJECT MANAGEMENT GROUP (PPMG)

PROGRAM AND PROJECT MANAGEMENT GROUP (PPMG) In tday's highly cmpetitive, fast-paced business envirnment where prductivity and Return On Investment are critical, prject management has becme an integral part f Injazat s slutins t its custmer. The

More information

7/25/14 FAIRFAX COUNTY PUBLIC SCHOOLS SUPPORT EMPLOYEE PERFORMANCE ASSESSMENT HANDBOOK

7/25/14 FAIRFAX COUNTY PUBLIC SCHOOLS SUPPORT EMPLOYEE PERFORMANCE ASSESSMENT HANDBOOK 7/25/14 FAIRFAX COUNTY PUBLIC SCHOOLS SUPPORT EMPLOYEE PERFORMANCE ASSESSMENT HANDBOOK A Resurce Fr Supprt Emplyees Cpyright 2014, Fairfax Cunty Public Schls http://www.fcps.edu/hr/epd/evaluatins/supprt.shtml

More information

Audit Committee Charter

Audit Committee Charter Audit Cmmittee Charter Membership The Audit Cmmittee (the "Cmmittee") f the Bard f Directrs (the "Bard") f Philip Mrris Internatinal Inc. (the "Cmpany") shall cnsist f at least three directrs all f whm

More information

COE: Hybrid Course Request for Proposals. The goals of the College of Education Hybrid Course Funding Program are:

COE: Hybrid Course Request for Proposals. The goals of the College of Education Hybrid Course Funding Program are: COE: Hybrid Curse Request fr Prpsals The gals f the Cllege f Educatin Hybrid Curse Funding Prgram are: T supprt the develpment f effective, high-quality instructin that meets the needs and expectatins

More information

Annual Planning Cycle

Annual Planning Cycle Annual Planning Cycle Index 1. The Annual Planning Cycle... 3 2. Annual Planning Cycle... 5 2.1 Annual Mnitring and Evaluatin Reprts (AMERs) (Cycle 1) and Overview AMER (Cycle 1)... 5 2.2 Three-year Crprate

More information

Representative Workforce Strategic Action Plan 2015-2018

Representative Workforce Strategic Action Plan 2015-2018 PROVINCIA L STRATEGY Representative Wrkfrce Strategic Actin Plan 2015-2018 Overall gal: t be a diverse, culturally cmpetent rganizatin with a wrkfrce that is representative f the cmmunity we serve t prvide

More information

The Importance Advanced Data Collection System Maintenance. Berry Drijsen Global Service Business Manager. knowledge to shape your future

The Importance Advanced Data Collection System Maintenance. Berry Drijsen Global Service Business Manager. knowledge to shape your future The Imprtance Advanced Data Cllectin System Maintenance Berry Drijsen Glbal Service Business Manager WHITE PAPER knwledge t shape yur future The Imprtance Advanced Data Cllectin System Maintenance Cntents

More information

Conversations of Performance Management

Conversations of Performance Management Cnversatins f Perfrmance Management Perfrmance Management at Ohi State The Secnd Cnversatin ~ Develpment 2011 The Ohi State University Office f Human Resurces Cntents Intrductin Welcme t Develping Emplyees...

More information

Environmental, Health & Safety Management System (EHSMS) Training, Awareness and Competency Procedure Revision Number: 7

Environmental, Health & Safety Management System (EHSMS) Training, Awareness and Competency Procedure Revision Number: 7 Envirnmental, Health & Safety Management System (EHSMS) Dcument Number: 00122 Issue Date: 05/07/2014 Training, Awareness and Cmpetency Prcedure Revisin Number: 7 Prepared By: Stalcup, Bryce Apprved By:

More information

Data Warehouse Scope Recommendations

Data Warehouse Scope Recommendations Rensselaer Data Warehuse Prject http://www.rpi.edu/datawarehuse Financial Analysis Scpe and Data Audits This dcument describes the scpe f the Financial Analysis data mart scheduled fr delivery in July

More information

Lean Continuous Process Improvement Training Strategy and Capacity Building Efforts at EPA

Lean Continuous Process Improvement Training Strategy and Capacity Building Efforts at EPA Lean Cntinuus Prcess Imprvement Training Strategy and Capacity Building Effrts at EPA July 1, 2015 Prepared by: United States Envirnmental Prtectin Agency Office f Plicy, Office f Strategic Envirnmental

More information

Performance Management Review Guidelines Ver

Performance Management Review Guidelines Ver Perfrmance Management Review Guidelines Ver. 1.29.2016 Table f Cntents Sectin 1.0 Sectin 2.0 Sectin 3.0 Perfrmance Management Prgram Overview 1.1: What is Perfrmance Management? 1.2: Indiana University

More information

Getting Started Guide

Getting Started Guide AnswerDash Resurces http://answerdash.cm Cntextual help fr sales and supprt Getting Started Guide AnswerDash is cmmitted t helping yu achieve yur larger business gals. The utlined pre-launch cnsideratins

More information

Sample Role Description Immunization Information System (IIS) Testing Analyst

Sample Role Description Immunization Information System (IIS) Testing Analyst Sample Rle Descriptin Immunizatin Infrmatin System (IIS) Testing Analyst Nte: This rle descriptin is meant t ffer sample language and a cmprehensive list f ptential desired respnsibilities with crrespnding

More information

Terms of Reference for the Fire Review Panel

Terms of Reference for the Fire Review Panel Terms f Reference fr the Fire Review Panel Purpse The Fire Review Panel (the Panel) is appinted t prvide independent advice t the Minister f Internal Affairs (the Minister) abut hw the Gvernment can achieve:

More information

Purpose Statement. Objectives

Purpose Statement. Objectives Apprved by Academic Affairs Cuncil, June 24, 2014 Faculty Handbk Part VI: Other Plicies and Prcedures Sectin R. Intellectual Prperty Classified Emplyee Handbk Part VI: Other Plicies and Prcedures Sectin

More information

STUDENTS Policv 2750. Student Welfare. Wellness

STUDENTS Policv 2750. Student Welfare. Wellness STUDENTS Plicv 2750 Student Welfare Wellness The District prmtes healthy schls, by supprting wellness, gd nutritin, and regular physical activity as part f the ttal learning envirnment. The District supprts

More information

TERM OF REFERENCE. for the English Based Curriculum Development (Primary) for Westline Education Group

TERM OF REFERENCE. for the English Based Curriculum Development (Primary) for Westline Education Group TABLE OF CONTENT TERM OF REFERENCE fr the English Based Curriculum Develpment (Primary) fr Westline Educatin Grup 1- Cmpany Backgrund. 2 2- Strategic Challenges. 2 3- Cnsultancy Objectives. 2 4- Purpse

More information

Aim The aim of a communication plan states the overall goal of the communication effort.

Aim The aim of a communication plan states the overall goal of the communication effort. Develping a Cmmunicatin Plan- Aim Aim The aim f a cmmunicatin plan states the verall gal f the cmmunicatin effrt. Determining the Aim Ask yurself r yur team what the verall gal f the cmmunicatin plan is.

More information

ITIL V3 Service Offerings and Agreements (SOA) Certification Program - 5 Days

ITIL V3 Service Offerings and Agreements (SOA) Certification Program - 5 Days ITIL V3 Service Offerings and Agreements (SOA) Certificatin Prgram - 5 Days Prgram Overview The ITIL Intermediate Qualificatin: Service Offerings and Agreements (SOA) Certificate, althugh a stand alne

More information

Loss Share Data Specifications Change Management Plan

Loss Share Data Specifications Change Management Plan Lss Share Data Specificatins Change Management Plan Last Updated: 2/27/2013 Table f Cntents I. Purpse... 3 II. Change Management Apprach... 3 III. Categries f Revisins... 4 IV. Help and Supprt... 6 Lss

More information

Training Efficiency: Optimizing Learning Technology

Training Efficiency: Optimizing Learning Technology Ideas & Insights frm 2008 Training Efficiency Masters Series Survey Results Training Efficiency: Optimizing Learning Technlgy trainingefficiency.cm Survey Results: Training Efficiency: Optimizing Learning

More information

Request for Proposal (RFP) RFP HQ2015-01 Training Session and Leadership Program Development Consulting Services

Request for Proposal (RFP) RFP HQ2015-01 Training Session and Leadership Program Development Consulting Services technserve.rg Date: January 5, 2014 Request fr Prpsal (RFP) RFP HQ2015-01 Training Sessin and Leadership Prgram Develpment Cnsulting Services Subject: Request fr Prpsal TechnServe Inc. (TNS) invites yu

More information

Overview and Expanded Checklist

Overview and Expanded Checklist Overview and Expanded Checklist Fr District Strategic Plan t Supprt Teaching and Learning Aligned with Creating the Wrld s Best Wrkfrce Effective Date: Effective fr the 2013-2014 schl year and later. In

More information