ESKITP Manage IT service delivery performance metrics

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "ESKITP7145.01 Manage IT service delivery performance metrics"

Transcription

1 Overview This sub-discipline covers the competencies required to manage the monitoring, analysis and communication of IT service delivery performance metrics. Monitoring service level performance is a complex task requiring collection of data, detailed analysis, and reporting. The monitoring of service level performance provides the ability to make well informed decisions based upon on the current IT service environment and through the identification of trends. The planning, implementation, control, review and audit of service provision, to meet customer business requirements includes monitoring the agreed levels of service, seeking continually and proactively to improve service delivery. Who this standard is for: This standard is for IT Professionals operating in senior professional roles managing service delivery and help desk support functions. Working in the senior professional role involves: Managing service delivery performance monitoring activities Managing and setting service delivery performance monitoring metrics and activities ESKITP

2 Performance criteria You must be able to: P1 correctly identify actions required to address issues and risks that have been raised by internal and/or external audit and/or those required to address any misalignment of IT service delivery performance metrics with all relevant regulations and external standards P2 make timely and specific decisions on the actions proposed by others to deal with any over and under performance issues against targets and forecasts in any particular IT service delivery project or programme P3 authorise any actions required in the event of IT service delivery performance metrics management activities not supporting the business objectives, and those required to address failings in the management of the IT service delivery performance metrics or realisation of the benefits P4 take decisive and timely action to address any misalignment of IT service delivery performance metrics management activities with relevant regulations and external standards P5 effectively manage the application of appropriate IT service delivery performance metrics policies and standards P6 correctly implement and maintain strategy, policies, plans, standards, procedures, tools and techniques relating to IT service delivery performance metrics management activities P7 effectively manage the IT service delivery performance metrics process,, taking decisive and timely action to deal with any over and under performance, issues and risks and any failings in the management of the IT service delivery performance metrics or realisation of the benefits P8 correctly identify actions required to address issues and risks that have been raised by internal and/or external audit and/or those required to address any misalignment of IT service delivery performance metrics with relevant regulations and external standards ESKITP

3 Knowledge and understanding You need to know and understand: K1 how to identify: K1.1 the IT service delivery performance forecasts that need to be made K1.2 the potential implications of IT service delivery performance management metrics activities, being incomplete, inadequate, inappropriate or incorrect K2 how to identify and select actions required to address: K2.1 issues and risks raised by internal and/or external audit K2.2 any misalignment of IT service delivery performance metrics with all relevant regulations and external standards K3 how to identify and select the internal and external: K3.1 factors that may impact on the IT service delivery performance management metrics activities of any particular programme K3.2 expertise required to support IT service delivery performance management metrics activities K4 how to use and apply: K4.1 the most appropriate approach to manage the IT service delivery performance management metrics K4.2 the strategy, policies and standards relating to IT service delivery performance management metrics activities K4.3 lessons learned from previous IT service delivery performance management metrics management activities K5 implement and maintain, for any particular IT service delivery assignment: K5.1 IT service delivery performance metrics standards, tolerance levels, contingency and authorities K5.2 IT service delivery performance metrics forecasts K5.3 actual IT service delivery performance metrics within tolerance constraints ESKITP

4 K6 implement and maintain: K6.1 the strategy, policies, plans and standards K6.2 the procedures, tools and techniques K6.3 the strategy and policies to ensure the alignment with all relevant legislation, regulations, external standards and internal governance principles and standards K7 report: K7.1 any potential and/or actual variances from the delegated authorities, to relevant people K7.2 decisions taken relating to the IT service delivery performance metrics of any particular programme, to sponsors, stakeholders and internal and external individuals and bodies K8 report, for any particular IT service delivery assignment, actions taken to address: K8.1 IT service delivery performance metrics management activities adopted being incomplete, inadequate, inappropriate or incorrect K8.2 over and under performance against targets, forecasts and actuals K8.3 failings in the management of the IT service delivery performance metrics or realisation of the benefits K9 manage the relationships: K9.1 between internal and external audit individuals and bodies K9.2 with sponsors, stakeholders and internal and external individuals and bodies on matters relating to IT service delivery performance metrics and benefits of any particular programme K9.3 with individuals involved in the management of IT service delivery performance metrics and policies and standards within the wider organisation K9.4 the IT service delivery performance metrics teams and internal and external audit individuals and bodies ESKITP

5 K9.5 with external providers offering IT service delivery performance metrics management services K10 manage the alignment of: K10.1 IT service delivery performance metrics management activities with business and programme objectives K10.2 IT service delivery performance metrics management objectives/targets/benefits K10.3 IT service delivery performance metrics management activities with all relevant legislation, regulations and external standards K11 manage, for any particular programme, actions required: K11.1 in the event of IT service delivery performance metrics management activities adopted being incomplete, inadequate, inappropriate or incorrect K11.2 to address over and under performance against forecasts and actual K11.3 to address failings in the management of the IT service delivery performance metrics activities or realisation of the benefits K11.4 to address issues and risks identified on by internal and/or external audit K11.5 to address any misalignment of IT service delivery performance metrics management activities with all relevant legislation, regulations and external standards K12 present actions proposed in the event of IT service delivery performance metrics management activities and deliverables adopted for any particular programme being incomplete, inadequate, inappropriate or incorrect K13 take actions and measures: K13.1 to take account of internal and external factors in IT service delivery performance metrics management ESKITP

6 activities K13.2 in the event of IT service delivery performance metrics management activities adopted for any particular programme being incomplete, inadequate, inappropriate or incorrect K14 negotiate proposed actions to deal with over and under performance against forecasts in any particular of IT service delivery phase K15 authorise, for any particular IT service delivery assignment, actions required: K15.1 to improve the quality and effectiveness of IT service delivery performance metrics management activities K15.2 to address any IT service delivery performance metrics management activities being incomplete, inadequate, inappropriate or incorrect K15.3 to address IT service delivery performance metrics over and under performance against forecasts K15.4 to address failings in the management of the IT service delivery performance metrics or realisation of the benefits ESKITP

ESKITP714401 Implement procedures and standards relating to metrics for IT service delivery

ESKITP714401 Implement procedures and standards relating to metrics for IT service delivery Overview This sub-discipline covers the competencies required to perform performance metrics. Monitoring service level performance is a complex task requiring collection of data, detailed analysis, and

More information

ESKITP7146.01 Authorise strategy, policies and standards relating to IT service delivery performance metrics management

ESKITP7146.01 Authorise strategy, policies and standards relating to IT service delivery performance metrics management service delivery performance metrics Overview This sub-discipline covers the competencies required to direct the monitoring, analysis and communication of IT service delivery performance metrics. Monitoring

More information

ESKITP714601 Authorise strategy, policies and standards relating to IT service delivery performance metrics management

ESKITP714601 Authorise strategy, policies and standards relating to IT service delivery performance metrics management service delivery performance metrics Overview This sub-discipline covers the competencies required to direct the monitoring, analysis and communication of IT service delivery performance metrics. Monitoring

More information

ESKISP6046.02 Direct security architecture development

ESKISP6046.02 Direct security architecture development Overview This standard covers the competencies concerned with directing security architecture activities. It includes setting the strategy and policies for security architecture, and being fully accountable

More information

ESKISP6056.01 Direct security testing

ESKISP6056.01 Direct security testing Direct security testing Overview This standard covers the competencies concerning with directing security testing activities. It includes setting the strategy and policies for security testing, and being

More information

ESKITP6026 IT Security Management Level 6 Role

ESKITP6026 IT Security Management Level 6 Role Overview This sub-discipline is about the competencies required to ensure the security of all aspects of Information Technology services, systems and assets within an organisation. This includes the data,

More information

ESKITP2035.01 Identify change management opportunities and options for IT enabled systems 1

ESKITP2035.01 Identify change management opportunities and options for IT enabled systems 1 Identify change management opportunities and options for IT enabled Overview This sub-discipline, Change Management (203) is concerned with the competencies required to manage the introduction of business

More information

ESKITP2034.03 Assist in the preparation of change management plans and assignments for IT enabled systems 1

ESKITP2034.03 Assist in the preparation of change management plans and assignments for IT enabled systems 1 Assist in the preparation of change management plans and assignments for IT Overview This sub-discipline, Change Management (203) is concerned with the competencies required to manage the introduction

More information

Service Management. 702 IT/Technology Service Help Desk and Incident Management

Service Management. 702 IT/Technology Service Help Desk and Incident Management 702 IT/Technology Service Help Desk and Incident Management This sub-discipline is about the competencies required to manage the contacts made by customers of IT/technology systems, services and assets,

More information

ESKITP7025 IT/Technology Service Help Desk and Incident Management Level 5 Role

ESKITP7025 IT/Technology Service Help Desk and Incident Management Level 5 Role IT/Technology Service Help Desk and Incident Management Level 5 Role Overview This sub-discipline is about the competencies required to manage the contacts made by customers of IT/technology systems, services

More information

702 IT/Technology Service Help Desk and Incident Management

702 IT/Technology Service Help Desk and Incident Management 702 IT/Technology Service Help Desk and Incident Management This sub-discipline is about the competencies required to manage the contacts made by customers of IT/technology systems, services and assets,

More information

IT Professional Standards. Information Security Discipline. Sub-discipline 605 Information Security Testing and Information Assurance Methodologies

IT Professional Standards. Information Security Discipline. Sub-discipline 605 Information Security Testing and Information Assurance Methodologies IT Professional Standards Information Security Discipline Sub-discipline 605 Information Security Testing and Information Assurance Methodologies December 2012 Draft Version 0.6 DOCUMENT REVIEW Document

More information

ESKITP5065 Software Development Process Improvement Level 5 Role

ESKITP5065 Software Development Process Improvement Level 5 Role Software Development Process Improvement Level 5 Role Overview This sub-discipline covers the competencies required by an information technology and/or telecoms organisation to ensure that appropriate

More information

ESKITP6034 IT Disaster Recovery Level 4 Role

ESKITP6034 IT Disaster Recovery Level 4 Role Overview This sub-discipline is about the competencies required in order to manage all aspect of Disaster Recovery (DR), as it applies to IT within an organisation. ESKITP6034 1 Performance criteria You

More information

ESKITP7052 IT/Technology Management and Support Level 2 Role

ESKITP7052 IT/Technology Management and Support Level 2 Role Overview This sub-discipline is about the competencies required to ensure that the infrastructure required to support the delivery of IT/technology systems, services and assets for an organisation remain

More information

ESKITP2035.02 Design and implement change management plans for IT enabled systems 1

ESKITP2035.02 Design and implement change management plans for IT enabled systems 1 Design and implement change management plans for IT enabled systems Overview This sub-discipline, Change Management (203) is concerned with the competencies required to manage the introduction of business

More information

ESKITP7026 IT/Technology Service Help Desk and Incident Management Level 6 Role

ESKITP7026 IT/Technology Service Help Desk and Incident Management Level 6 Role IT/Technology Service Help Desk and Incident Management Level 6 Role Overview This sub-discipline is about the competencies required to manage the contacts made by customers of IT/technology systems, services

More information

ESKITP6036 IT Disaster Recovery Level 5 Role

ESKITP6036 IT Disaster Recovery Level 5 Role Overview This sub-discipline is about the competencies required in order to manage all aspect of Disaster Recovery (DR), as it applies to IT within an organisation. ESKITP6036 1 Performance criteria You

More information

NOS for Network Support (903)

NOS for Network Support (903) NOS for Network Support (903) November 2014 V1.1 NOS Reference ESKITP903301 ESKITP903401 ESKITP903501 ESKITP903601 NOS Title Assist with Installation, Implementation and Handover of Network Infrastructure

More information

{Add company name} {Add geographical location} {Add/edit as required} Enterprise Architect. {Add local information}

{Add company name} {Add geographical location} {Add/edit as required} Enterprise Architect. {Add local information} Job Description Business Analyst Organisation: Location: Reports to: Supervises: Working conditions: Last updated: {Add company name} {Add geographical location} {Add/edit as required} Enterprise Architect

More information

Overview TECHIS60851. Manage information security business resilience activities

Overview TECHIS60851. Manage information security business resilience activities Overview Information security business resilience encompasses business continuity and disaster recovery from information security threats. As well as addressing the consequences of a major security incident,

More information

PROJECT INITIATION. In this toolkit: University Project Office toolkits

PROJECT INITIATION. In this toolkit: University Project Office toolkits PROJECT INITIATION It is important to get project initiation right; this establishes the foundations for the project and can make the difference between a successful and unsuccessful project. There is

More information

Contact us: If you have any queries about the APM Competence Framework, please contact us on or by to:

Contact us: If you have any queries about the APM Competence Framework, please contact us on or by  to: Contact us: If you have any queries about the APM Competence Framework, please contact us on 01844 271681 or by email to: info@apm.org.uk Contents Rating scale 4 1 Ethics, compliance and professionalism

More information

ESKITP7033 Problem Management Level 3 Role

ESKITP7033 Problem Management Level 3 Role Overview This sub-discipline is about the competencies required to resolve the root cause of incidents and problems, and to minimise the adverse long term impact of these root causes on an organisation.

More information

BSBPMG603A Direct time management of a project program

BSBPMG603A Direct time management of a project program BSBPMG603A Direct time management of a project program Release: 1 BSBPMG603A Direct time management of a project program Modification History Not applicable. Unit Descriptor Unit descriptor This unit describes

More information

UoD IT Job Description

UoD IT Job Description UoD IT Job Description Role: Projects Portfolio Manager HERA Grade: 8 Responsible to: Director of IT Accountable for: Day to day leadership of team members and assigned workload Key Relationships: Management

More information

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review October 2013 The purpose of this document is to share lessons learned to support agencies to better identify

More information

ESKITP7074 IT/Technology Capacity Management Level 4 Role

ESKITP7074 IT/Technology Capacity Management Level 4 Role Overview This sub-discipline is about the competencies required to manage the capacity of IT/technology services, systems and assets that support an organisation. Capacity management covers a range of

More information

Project Roles and Responsibilities

Project Roles and Responsibilities Project Roles and Responsibilities Who should be involved? People, who together have the skills, the knowledge, the experience, and the personal attributes to carry out the project successfully, no matter

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

Project Management Competency Standards

Project Management Competency Standards BSB01 Business Services Training Package Project Management Competency Standards CONTENTS BSBPM401A Apply scope management techniques...3 BSBPM402A Apply time management techniques...8 BSBPM403A Apply

More information

ESKITP7042 IT Application Management / Support Level 2 Role

ESKITP7042 IT Application Management / Support Level 2 Role Overview This sub-discipline is about the competencies required to ensure that application systems/services that support specific business functions and processes for an organisation remain available,

More information

Hay Job Description. Hay Reference: Reports to: Programme Manager. 2. Job Purpose

Hay Job Description. Hay Reference: Reports to: Programme Manager. 2. Job Purpose Hay Job Description Hay Reference: Job Title: Project Manager Reports to: Programme Manager 2. Job Purpose This position is responsible for ensuring that all projects are adequately planned, designed and

More information

Project, Programme and Portfolio Management Delivery Plan 6

Project, Programme and Portfolio Management Delivery Plan 6 Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy

More information

When Project Management meets Agile

When Project Management meets Agile When Project Management meets Agile By Adam Ryall 19 May 2014 Overview This whitepaper provides a summary of the points discussed in the Core Consulting Group Breakfast Event held in April 2014 Author

More information

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3)

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value

More information

Chief Operating Officer Vice-Chancellor

Chief Operating Officer Vice-Chancellor Project Management Policy Responsible Officer Approved by Chief Operating Officer Vice-Chancellor Approved and commenced December, 2013 Review by November, 2016 Relevant Legislation, Ordinance, Rule and/or

More information

OE PROJECT CHARTER TEMPLATE

OE PROJECT CHARTER TEMPLATE PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,

More information

PMP Examination Tasks Puzzle game

PMP Examination Tasks Puzzle game PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in

More information

Position Description

Position Description Position Description Job title Group Section Responsible to Responsibility for staff Project Coordinator Natural Resource Operations Rotorua Lakes Protection & Restoration Programme Rotorua Lakes Business

More information

DEVELOP A STRATEGY AND PLAN FOR MANAGING CHANGES IN PEOPLE RESOURCING

DEVELOP A STRATEGY AND PLAN FOR MANAGING CHANGES IN PEOPLE RESOURCING UNIT OVERVIEW This unit is appropriate for you if your role involves: identifying and responding to external forces influencing people resourcing reviewing and improving processes to meet organisational

More information

ESKITP7072 IT/Technology Capacity Management Level 2 Role

ESKITP7072 IT/Technology Capacity Management Level 2 Role Overview This sub-discipline is about the competencies required to manage the capacity of IT/technology services, systems and assets that support an organisation. Capacity management covers a range of

More information

Change Management Office Benefits and Structure

Change Management Office Benefits and Structure Change Management Office Benefits and Structure Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 The Purpose of a Change Management Office 3 The Authority of a Change

More information

Release 1. BSBPMG417A Apply project life cycle management processes

Release 1. BSBPMG417A Apply project life cycle management processes Release 1 BSBPMG417A Apply project life cycle management processes BSBPMG417A Apply project life cycle management processes Modification History Release Release 1 Comments This version first released with

More information

AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT

AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART F CERTIFIED PRACTICING PORTFOLIO EXECUTIVE (CPPE) JUNE 2014 Version 2.1 DOCUMENT CONTROL Document Information Document Title Release Authority

More information

Capital Works Construction Project. [Insert Project Title] [Insert Sponsoring Agency]

Capital Works Construction Project. [Insert Project Title] [Insert Sponsoring Agency] Capital Works Construction Project [Insert Project Title] [Insert Sponsoring Agency] Detailed Business Case Commercial - in- Confidence [Insert Date] Table of Contents 1. Executive Summary --------------------------------------------------------------------------------------------------

More information

Assessment guide. Advanced Diploma of Project Management BSB60707

Assessment guide. Advanced Diploma of Project Management BSB60707 Assessment guide Advanced Diploma of Project Management BSB60707 First produced December 2010. Cayenne Resources. All rights reserved. All materials produced by Cayenne Resources, regardless of format,

More information

Project organisation and establishing a programme management office

Project organisation and establishing a programme management office PROJECT ADVISORY Project organisation and establishing a programme office Leadership Series 1 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital

More information

Certificate in Construction Project Management

Certificate in Construction Project Management Certificate in Construction Project Management Duration: 6 Months Distance Learning Programme Language: English RICS Member: 895.00 + VAT Non RICS Member 995.00 + VAT Course Summary As a result of the

More information

Establishing and maintaining the highest standards of Financial Management across the University.

Establishing and maintaining the highest standards of Financial Management across the University. Job Description Job Title: Head of Finance School/Department: Resources Remuneration Level: Grade 8 36,309 to 45,954 Contract Status: Full time permanent Reporting to: Director of Resources Purpose of

More information

Release 1. BSBPMG415A Apply project risk-management techniques

Release 1. BSBPMG415A Apply project risk-management techniques Release 1 BSBPMG415A Apply project risk-management techniques BSBPMG415A Apply project risk-management techniques Modification History Release Release 1 Comments This version first released with BSB07

More information

Major Project Governance Assessment Toolkit

Major Project Governance Assessment Toolkit Major Project Governance Assessment Toolkit Mark Ritchie, University of Edinburgh Pauline Woods-Wilson, Lancaster University Project and Change Management Group Project and Change Management Group Established

More information

SFJCCAD2 Promote business continuity management

SFJCCAD2 Promote business continuity management Overview This unit is about providing advice and assistance on business continuity management, including general advice for the business and voluntary sectors, and specific advice and assistance to individual

More information

Contribute to IT architecture work

Contribute to IT architecture work Overview This sub-discipline is concerned with the competencies required to create, maintain and manage IT architecture models representing the operating model for an organisation and their lower level

More information

All organisational units

All organisational units Project Management Policy Responsible Officer Chief Operating Officer Approved by Vice-Chancellor Approved and commenced March, 2014 Review by March, 2017 Relevant Legislation, Ordinance, Rule and/or Governance

More information

Maturity Model. March 2006. Version 1.0. P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce

Maturity Model. March 2006. Version 1.0. P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce Maturity Model March 2006 Version 1.0 P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value Added product which is outside the scope of the HMSO

More information

White Paper. PPP Governance

White Paper. PPP Governance PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting

More information

APPLICABLE TO: Flow Systems Group and all employees. Risk Management

APPLICABLE TO: Flow Systems Group and all employees. Risk Management PURPOSE: Flow Systems is committed to managing its risks and ensuring compliance with all relevant laws and regulations in a proactive, on-going and positive manner. This document outlines Flow s Risk

More information

The position reports directly to the Diversification Program Manager and indirectly to the Program Management Office (PMO)

The position reports directly to the Diversification Program Manager and indirectly to the Program Management Office (PMO) Position Description Employee: Position title: Location: Grade: Organisation: Project Manager Diversification Head Office Management The position reports directly to the Diversification Program Manager

More information

Request for Proposal. Supporting Document 3 of 4. Contract and Relationship Management for the Education Service Payroll

Request for Proposal. Supporting Document 3 of 4. Contract and Relationship Management for the Education Service Payroll Request for Proposal Supporting Document 3 of 4 Contract and Relationship December 2007 Table of Contents 1 Introduction 3 2 Governance 4 2.1 Education Governance Board 4 2.2 Education Capability Board

More information

Business Solutions Manager Self and contribution to Team. Information Services

Business Solutions Manager Self and contribution to Team. Information Services POSITION DESCRIPTION Position Title: Responsible To: Responsible For Agile Test Analyst Business Solutions Manager Self and contribution to Team Position Purpose: The Agile Test Analyst is responsible

More information

Stakeholder management and. communication PROJECT ADVISORY. Leadership Series 3

Stakeholder management and. communication PROJECT ADVISORY. Leadership Series 3 /01 PROJECT ADVISORY Stakeholder management and communication Leadership Series 3 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital programmes,

More information

Project & Program Sponsorship

Project & Program Sponsorship Project & Program Sponsorship Effective sponsorship is a key element in the successful delivery of projects and programs; the way a sponsor interacts with the project and other managers can create or destroy

More information

1.1. To be the lead senior officer responsible for ICT strategy and delivery across the three boroughs.

1.1. To be the lead senior officer responsible for ICT strategy and delivery across the three boroughs. Job description Designation: Tri-borough Chief Information Officer Post Number: Department: Finance and Corporate Services Responsible to: H&F SRO, Exec director of Finance and Corporate Governance Employees

More information

Director: Improvement and Corporate Services. Improvement & Corporate Services

Director: Improvement and Corporate Services. Improvement & Corporate Services HAY Job description JOB TITLE: DIRECTORATE: GRADE: Director: Improvement and Corporate Services Improvement & Corporate Services Director DATE PREPARED: March 2013 REPORTS TO: Chief Executive JOB PURPOSE:

More information

Role Description Service Catalogue Specialist

Role Description Service Catalogue Specialist Role Description Service Catalogue Specialist Cluster Agency Division/Branch/Unit Location Transport Transport for NSW People and Corporate Services/Group Information Technology Sydney Classification/Grade/Band

More information

Executive Director - Corporate Services

Executive Director - Corporate Services Job details Job title: Executive Director - Corporate Services Responsible to: Chief Executive Responsible for: Director of Finance, Director of Human Resources, Director of Business Assurance and Director

More information

NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY POLICY

NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY POLICY NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY POLICY AUTHOR/ APPROVAL DETAILS Document Author Written By: Human Resources Authorised Signature Authorised By: Helen Shields Date: 20

More information

Notting Hill Housing (Corporate Services)

Notting Hill Housing (Corporate Services) Post Project Manager Technical Web and SharePoint Manager Responsible to ICT Business Solutions Manager Date March 2013 Job purpose The purpose of this role is to support and enable the delivery of excellent

More information

The principles of PRINCE2

The principles of PRINCE2 The principles of PRINCE2 The project management framework known as PRINCE2 is based upon a set of principles. These principles are the bedrock and foundations upon which everything else in the framework

More information

Programme Manager Relationship Management System

Programme Manager Relationship Management System Programme Manager Relationship Management System Russam Ref 4573 Job Profile This document is a generic description for the role. Any specific requirements in the published advert should also be taken

More information

WE HAVE PROJECT MANAGEMENT, SO WHY ARE WE STILL FAILING? And Would We Recognize Success If We Saw It?

WE HAVE PROJECT MANAGEMENT, SO WHY ARE WE STILL FAILING? And Would We Recognize Success If We Saw It? WE HAVE PROJECT MANAGEMENT, SO WHY ARE WE STILL FAILING? And Would We Recognize Success If We Saw It? Project problems and solutions The problems The solutions 16.2% successful 52.7% challenged 31.1% failed

More information

Head of Engineering Job Description

Head of Engineering Job Description Head of Engineering Job Description (Job Code and Level: E006) Definition: Overall responsibility and accountability for the Engineering function across the UK which will include people and budgetary management.

More information

NSW Government ICT Benefits Realisation and Project Management Guidance

NSW Government ICT Benefits Realisation and Project Management Guidance NSW Government ICT Benefits Realisation and Project Management Guidance November 2014 CONTENTS 1. Introduction 1 2. Document purpose 1 3. Benefits realisation 1 4. Project management 4 5. Document control

More information

Purpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed

Purpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed Key Learning Points The Swirl Logo is a trade mark of the AXELOS Limited. Is used by the Project Board throughout the project to verify its continued viability:- Is the investment in this project still

More information

Risk Management Policy

Risk Management Policy Risk Management Policy Risk Management Policy Record Number D14/79827 Responsible Manager Manager Strategy and Governance Last reviewed 10 March 2015 Adoption reference Council Resolution number 90.5 Previous

More information

Confident in our Future, Risk Management Policy Statement and Strategy

Confident in our Future, Risk Management Policy Statement and Strategy Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents

More information

Explanation where the company has partially applied or not applied King III principles

Explanation where the company has partially applied or not applied King III principles King Code of Corporate Governance for South Africa, 2009 (King III) checklist The Board of Directors (the Board) of Famous Brands Limited (Famous Brands or the company) is fully committed to business integrity,

More information

Dallas IIA Chapter / ISACA N. Texas Chapter. January 7, 2010

Dallas IIA Chapter / ISACA N. Texas Chapter. January 7, 2010 Dallas IIA Chapter / ISACA N. Texas Chapter Auditing Tuesday, October Project 20, 2009 Management Controls January 7, 2010 Table of Contents Contents Page # Project Management Office Overview 3 Aligning

More information

RISK MANAGEMENT AND COMPLIANCE

RISK MANAGEMENT AND COMPLIANCE RISK MANAGEMENT AND COMPLIANCE Contents 1. Risk management system... 2 1.1 Legislation... 2 1.2 Guidance... 3 1.3 Risk management policy... 4 1.4 Risk management process... 4 1.5 Risk register... 8 1.6

More information

Network Rail Infrastructure Projects Joint Relationship Management Plan

Network Rail Infrastructure Projects Joint Relationship Management Plan Network Rail Infrastructure Projects Joint Relationship Management Plan Project Title Project Number [ ] [ ] Revision: Date: Description: Author [ ] Approved on behalf of Network Rail Approved on behalf

More information

Programme Governance and Management Plan Version 2

Programme Governance and Management Plan Version 2 PROCESS FOR CHANGE - Detailed Design Programme Governance and Management Plan Version 2 1 INTRODUCTION In October 2008, the Council approved the selection of seven opportunity themes to take forward from

More information

Consultancy spending controls: Initial Guidance to NHS Trusts

Consultancy spending controls: Initial Guidance to NHS Trusts Consultancy spending controls: Initial Guidance to NHS Trusts 1. Summary 1.1 The NHS Trust Development Authority (NHS TDA), Monitor and NHS England (NHSE) are jointly implementing a controls process over

More information

Ambulance Victoria Position Description

Ambulance Victoria Position Description Ambulance Victoria Position Description Position Title: Organisational Development Consultant Reports To: Senior Organisational Development Consultant / Manager Organisational Development (as applicable)

More information

Guide to IT Project Management

Guide to IT Project Management Guide to IT Project Management Guidelines to be used in conjunction with the ECU Project Management Policy Guideline Owner: Chief Information Officer Keywords: Project Management, Project Delivery, Project

More information

ADDING VALUE CONSULTING AB. Management of Portfolios(MoP) Foundation

ADDING VALUE CONSULTING AB. Management of Portfolios(MoP) Foundation ADDING VALUE CONSULTING AB Management of Portfolios(MoP) Foundation Reference: 2015/AVC/13.0666 Management of Portfolios (MoP) Foundation Overview Management of Portfolios (MoP) provides advice and examples

More information

Who does what to make sustainable procurement happen?

Who does what to make sustainable procurement happen? Who does what to make sustainable happen? Below are profiles of six groups of stakeholders essential to making sustainable happen effectively. These profiles set out the role of that group of stakeholders

More information

AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART D CERTIFIED PRACTISING PROJECT DIRECTOR (CPPD)

AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART D CERTIFIED PRACTISING PROJECT DIRECTOR (CPPD) AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART D CERTIFIED PRACTISING PROJECT DIRECTOR (CPPD) Jan 2011 Version 1.2 Copyright: Australian Institute of Project Management Jan 2011 Version

More information

Duration: One year with the option of an additional year based on performance.

Duration: One year with the option of an additional year based on performance. Position: Adviser to the Internal Audit Unit Objectives: A person to support the newly established Internal audit unit to transform it from its infancy stage to a unit that is a trusted adviser, and more

More information

GUIDANCE NOTE FOR DEPOSIT-TAKERS. Operational Risk Management. March 2012

GUIDANCE NOTE FOR DEPOSIT-TAKERS. Operational Risk Management. March 2012 GUIDANCE NOTE FOR DEPOSIT-TAKERS Operational Risk Management March 2012 Version 1.0 Contents Page No 1 Introduction 2 2 Overview 3 Operational risk - fundamental principles and governance 3 Fundamental

More information

Creating a project management office (PMO)

Creating a project management office (PMO) Executive summary The project management was initially developed to define and maintain standards for project management in the organisation. In many organisations, the PMO has developed a strategic role

More information

LIVERPOOL JOHN MOORES UNIVERSITY SPONSORSHIP OF RESEARCH PROJECTS UNDER THE RESEARCH GOVERNANCE FRAMEWORK FOR HEALTH AND SOCIAL CARE

LIVERPOOL JOHN MOORES UNIVERSITY SPONSORSHIP OF RESEARCH PROJECTS UNDER THE RESEARCH GOVERNANCE FRAMEWORK FOR HEALTH AND SOCIAL CARE LIVERPOOL JOHN MOORES UNIVERSITY SPONSORSHIP OF RESEARCH PROJECTS UNDER THE RESEARCH GOVERNANCE FRAMEWORK FOR HEALTH AND SOCIAL CARE April 2015 1 Background The Department of Health s Research Governance

More information

Enterprise Security Architecture

Enterprise Security Architecture Enterprise Architecture -driven security April 2012 Agenda Facilities and safety information Introduction Overview of the problem Introducing security architecture The SABSA approach A worked example architecture

More information

ITIL 2011 Lifecycle Roles and Responsibilities UXC Consulting

ITIL 2011 Lifecycle Roles and Responsibilities UXC Consulting ITIL 2011 Lifecycle Roles and Responsibilities UXC Consulting Date November 2011 Company UXC Consulting Version Version 1.5 Contact info@uxcconsulting.com.au http://www.uxcconsulting.com.au This summary

More information

CENTRAL LINCOLNSHIRE LOCAL PLAN HIGHLIGHT REPORT

CENTRAL LINCOLNSHIRE LOCAL PLAN HIGHLIGHT REPORT Public Sector Auditing.. Private Sector Thinking CENTRAL LINCOLNSHIRE LOCAL PLAN HIGHLIGHT REPORT Date: 7 th November 2014 Author: Rachel Abbott Principal Auditor Introduction & Scope The National Planning

More information

Role Context & Purpose

Role Context & Purpose Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reports

More information

Recognition of Prior Learning (RPL) Kit. BSB51407 Diploma of Project Management

Recognition of Prior Learning (RPL) Kit. BSB51407 Diploma of Project Management Recognition of Prior Learning (RPL) Kit BSB51407 Diploma of Project Management Applicant: Date: Diploma of Project Management RPL Kit 1 Applicant declaration: I have completed the following RPL application

More information

IRM CERTIFICATE AND DIPLOMA OUTLINE SYLLABUS

IRM CERTIFICATE AND DIPLOMA OUTLINE SYLLABUS IRM CERTIFICATE AND DIPLOMA OUTLINE SYLLABUS 1 Module 1: Principles of Risk and Risk Management Module aims The aim of this module is to provide an introduction to the principles and concepts of risk and

More information

Community Lifestyle Support Inc.

Community Lifestyle Support Inc. HUMAN SERVICES QUALITY FRAMEWORK STANDARDS - POLICIES DOCUMENT Q:/1 DATE REVEIWED: REFERENCE: GOVERNANCE AND August 2014 MANAGEMENT POLICY AUTHORISATION: STANDARD REFERENCE: NEXT REVIEW DATE: Management

More information