Integration Competency Center

Size: px
Start display at page:

Download "Integration Competency Center"

Transcription

1 Integratin Cmpetency Center ICC Handbk Versin Nvember 2012 ICC - Integratin Cmpetency Center ICC is a shared service intended fr cmpanies wh wish t design, develp and maintain integratin slutins that is serving mre than ne business units r prjects.

2 ICC Handbk P a g e FIGURES... 3 DEFINITION... 4 WHY ICC... 5 BENEFITS IN NUMBERS... 6 INTRODUCTION... 7 ESTABLISHING ICC... 8 REQUIREMENTS COMMON CHALLENGES ICC AND ENTERPRISE ECOSYSTEM...13 ROLES ICC Directr ICC Manager Business Infrmatin Specialist Integratin Architect Functinal Designer Technical Designer Service Manager Test Manager Security Architect DELIVERY MODELS...32 ARTIFACTS DRIVEN MODEL SPRINT MODEL ICC ACTIVITIES...35 ACTIVITIES FLOW RECURRING EVENTS Develpment Meetings Prductin Meetings Synchrnizatin Meeting Disaster Recvery Test COMMUNICATION GAP BEST PRACTICES...46 CYCLIC DEPLOYMENT TESTING TEST-DRIVEN DEVELOPMENT ARTIFACT REVIEW...54 SERVICE ORIENTED ARCHITECTURE CONCLUSION...56 APPENDIX - A: ICC CHECKLIST...57 APPENDIX - A: PERSONS ASSIGNED TO ROLES...60 REFERENCES...61 ICC Handbk, HiQ-ICC HiQ.fi

3 ICC Handbk P a g e Figures Figure 1: ICC Benefits 6 Figure 2: ICC stages and assciated activities 9 Figure 3: Prject Characterizatin 12 Figure 4: ICC and Enterprise Ecsystem 13 Figure 5: ICC Rles 14 Figure 6: Activities Flw 36 Figure 7: Develpment meeting 39 Figure 8: Prductin meeting 41 Figure 9: Cmmunicatin flw 45 Figure 10: Cntinuus Develpment prcess 48 Figure 11: Sequencing prblem 49 Figure 12: Develpment and Deplyment Cycle 50 Figure 13: Test Driven Develpment 52 ICC Handbk, HiQ-ICC HiQ.fi

4 ICC Handbk P a g e DEFINITION A cmpetency is an underlying characteristic f an individual that is causally related t a certain criterin which is referenced as effective and superir perfrmance in a jb r ther prfessinal activities. (Spencer & Spencer 1993: 9) There are tw perspectives: The wrk-riented cmpetences which are regarded as a specific set f attributes f wrk and its demands whereas the wrker-riented cmpetences are primarily seen as cnstituting attributes pssessed by a prfessinal, typically represented as knwledge, skills, abilities and persnal traits required fr effective wrk perfrmance. Therefre, Cmpetency refers t the expertise, knwledge r capability that the ICC ffers as services. And a Center means that, the service is managed r crdinated frm a cmmn (central) pint independent frm the functinal areas that it supprts. (Wikipedia, 2012) Therefre, a Cmpetency Center will be assciated t a cmpsitin f varying cmpetencies necessary fr an executin f cmplexly related tasks t achieve a whlesme gal. Levels f cmpetences: There are three levels f cmpetences as described belw: A. Strategic Cre Cmpetences reflecting resurces and capabilities f the whle wrk system t achieve and maintain a cmpetitive advantage B. Cllective Cmpetences reflects prjects and teams jint capabilities t act flexibly accrding t the wrking cntext s requirements, and C. Individual Cmpetences reflects capabilities that an individual needs t carry ut his/her tasks. Integratin as used in ICC, refers t system cmmunicatin which autmate the business prcesses running n tp f business applicatins like ERPs and CRMs. Thus, ICC Integratin Cmpetency Center is an rganizatin cmpsed by a grup f prfessinals with differing cmpetencies whse purpse is t execute different and cmplex tasks with the aim f achieving a cmplete integratin in a given enterprise envirnment. ICC Handbk, HiQ-ICC HiQ.fi

5 ICC Handbk P a g e Why ICC There are three typical prblems in mst f rganizatins (big r small): 1. Cmmunicatin - Even when there are well defined prcesses in place, cmmunicatin is mst f the times a key prblem. What we mean by cmmunicatin is the parties which shuld be invlved, the flw/directin f cmmunicatin and the cntent f what is being cmmunicated at a given time. 2. Web f prcesses - This is typical in big rganizatins. Thicker prcesses leads t bureaucracy; and bureaucracy can be a dent in ding business especially within an rganizatin and with rganizatin's partners. 3. Prcess absence - In sme rganizatin, a critical business activity might develp withut prper prcess in place an abslute explsive situatin, sner r later. Hw des ICC answer t that? 1. Typically, ICC is a shared Service within an rganizatin. Hwever, it shuld be understd that, by being central, des nt mean ICC shuld centralize all prcesses. 2. What ICC des is t fllw, develp, facilitate and enhance rganizatin s prcesses with the aim t make them lighter (agile), efficient (nn-wasteful) and relevant (nnbureaucratic). 3. Data Integratin: Allws cmpanies t access their enterprise data and functins, fragmented acrss disparate systems, in rder t create a cmbined, acurrate and cnsistent view f their cre infrmatin as well as prcess assets and leverage them acrss the entire enterprise t drive business decisins and peratins. (Wikipedia, 2012) 4. System Integratin: Is the bringing tgether f cmpnets subsystems int ne system and ensuring that they functin tgether effectively. (Wikipedia, 2012) 5. Prcess Integratin: Enables efficient infrmatin exchanges and business prcess autmatin acrss separate applicatins within (EAI) and acrss (B2Bi) rganizatins in a unified fashin. 6. ICC invlves all stakehlders such as business peple and main users in the cntinuus prcess develpment. Integratin Cmpetency Center - ICC prvides the fllwing key benefits: 1. Quality thrugh cntrlled prcesses executed by cmpetent persnnel (rles) using best practices 2. Cst-savings thrugh reusability 3. Easier maintenance thrugh reusability and quality 4. Agility t keep up with the increasing pace f changes. 5. Helps t gain verall view f a cmpany s prcesses, systems and technlgies 6. Defines the technical represantatin f business prcesses and IT infrastructure ICC Handbk, HiQ-ICC HiQ.fi

6 ICC Handbk P a g e Benefits in numbers Figure 1: ICC Benefits ICC Handbk, HiQ-ICC HiQ.fi

7 ICC Handbk P a g e INTRODUCTION With 20 years f experience in business prcess integratin, HiQ-ICC has a unique understanding f smething that has been cmmnly knwn as Integratin Cmpetency Center - ICC. Yu can easily find studies which tell what t d, but nt hw t d it. Hwever, this dcument utlines key aspects that HiQ-ICC has nted as vital elements fr successful integratin as a result f years f experience in the field f integratin. T start with let us utline the main ICC elements. 1. Organizatin and Rles 2. Respnsibilities f the rles 3. Integratin Best Practices A. Service Oriented Architecture B. Enterprise Service Bus C. Messaging Mdels D. Integratin Test Methdlgy 4. Prcesses A. Frmalized steps fr each prcess actin B. Dcument trace fr each prcess 5. Standardizatin A. Naming cnventins, Cmmn standards, Prcess standardizatin ICC shuld nt be cnfuced with a prject r prcess mdel, instead ICC is a shared service intended fr cmpanies wh wish t design, develp and maintain integratin slutins in an integratin platfrm serving mre than ne business unit r prject. ICC s respnsibility is t define and chse the rles and prcesses i.e. Incident Management, Prblem Slving, Prject Delivery, etc. Additinally, fr successful develpment and maintenance f an integratin slutin, the fllwing best practices r activities are mandatry: Cyclic Deplyment Detailed testing prcedures Practically tested Disaster Recver Frmal and active cmmunicatin These best practises are described later in Chapter 6. ICC Handbk, HiQ-ICC HiQ.fi

8 ICC Handbk P a g e Establishing ICC This chapter cvers basic steps t establish ICC rganizatin. Remember that ne f the mst cmmn reasns fr failure in ICC wrk is t g straight int executin phase withut prper ICC establishment. This apprach has tw main requirements: 1. Establish the ICC rganizatin A. Find ut the persns t fill ut the rles defined in chapter 3. B. Use internal and external resurces C. Find ICC Manager sn enugh t run the establishment phase D. Ensure funding (resurces etc.) E. Cmmunicate benefits f ICC t stakehlders 2. Define r chse the prcesses A. Why g and reinvent the wheel? Are yu sure that there is n existing Change Management r Deplyment prcess suitable fr yur rganizatin? B. Train and cmmunicate prcesses t ICC grup and ther stakehlders 3. Establish cmmunicatin prcedures A. Define strict agenda fr weekly, mnthly and ther meetings B. Weekly meetings shuld fllw-up the ICC s establishment phase tasks in the beginning C. Train and cmmunicate prcedures t ICC grup and ther stakehlders 4. Establish Systems A. Versin cntrl B. Test systems C. Centralized Dcument Management D. Incident Management E. Business Backlg System F. Technical Backlg System An ICC is a permanent part f the rganizatin. ICC can be established at varius scales r levels within a divisin f a cmpany, at the enterprise level r acrss multiple cmpanies. ICC shuld scale with the business needs f the cmpany. In the Appendix-A yu will find a checklist which helps the rganizatin in making sure that everything is in place in rder t supprt ICC establishment prcess. ICC Handbk, HiQ-ICC HiQ.fi

9 ICC Handbk P a g e The fllwing steps and assciated activities are required when establishing an ICC Service grup in an rganizatin. 1. Depending n Custmer s prcesses, we may need t establish ICC frm grund-up r adpt the ICC prgram. 2. Tailr the delivery strategy t the readiness and needs f a specific Organizatin/Custmer 3. Determine accrding t rganizatinal needs; hw ICC shuld be deplyed 4. Adjust the ICC deplyment in terms f length and the rder f deplyment Figure 2: ICC stages and assciated activities ICC Handbk, HiQ-ICC HiQ.fi

10 ICC Handbk P a g e Requirements Fllwing elements are mandatry building blcks and prcedures fr successful ICC wrk: 1. ICC rles with cmpetent persnnel 2. Well defined prcesses and system envirnments A. Actins and persns respnsible fr thse actins are clearly assigned B. Technical envirnments (integratin platfrms) Requirement: The cmbinatin f Develpment, Testing and Prductin is a minimum requirement fr envirnments Recmmended: The cmbinatin f Develpment, Testing, Acceptance Testing and Prductin 3. Frmally defined testing prcedures. Make sure that the Testing is cvering all prgrammed functins, statements, nrmal cnditins, errr cnditins and decisins in the wrkflw. 4. Cyclic Deplyment 5. Disaster Recvery A. Disaster Recvery withut testing it, is nt a Disaster Recvery, it is a Lucky- Recvery. 6. Weekly and Mnthly meetings 7. Active cmmunicatin with all stakehlders ICC Handbk, HiQ-ICC HiQ.fi

11 ICC Handbk P a g e Cmmn Challenges ICC as a cncept is fairly simple. It is embdiment f the IT management best practices t deliver shared services. Hwever, as each rganizatin has a different DNA which brings a specific custmizatin effrt t make the ICC initiative successful fr that particular rganizatin it is therefre far mre challenging t implement in practice. The fllwing are sme f the mst cmmn challenges in ICC establishment jurney: 1. Change Management in terms f technlgy, prcesses, rganizatin structure. 2. Ability f the rganizatin t deal with the pace and quantum f change. 3. Alignment f stakehlders and prcess wners fr ICC strategy. 4. Inapprpriate wnership level fr ICC prgram and lack f senir management spnsrship. 5. Highly tactical fcus. 6. Business prgram level cnstraints. 7. Ignring the fundamental elements and jumping t implementatin directly. 8. Inapprpriate funding. 9. Assumptin as a recipe fr a disaster. We didn t tuch this part f the Slutin, therefre it has t wrk This assumptin may lead t a catastrphe. Make yur decisins based n facts instead f assumptins: fr example, Change Management Matrix shws that which changes have an impact t systems A and B whereas system C is nt affected. 10. Cyclic Deplyment It is gd t remember, that the cnceptual definitin f ICC which is nt prperly implemented in the rganizatin has n real value fr the enterprise. ICC Handbk, HiQ-ICC HiQ.fi

12 ICC Handbk P a g e Prject cmplexity varies frm ne prject t anther. Mst (if nt all) integratin prjects are cmplex by desing. The figure belw shws sme f the main characteristics f such prjects: CONTEXT - upredictability - n right answers - many cmpeting ideas - need f creative and innvative ideas STAFFING - system thinking - business expertise - cmfrtable with ambiguity LEADERSHIP - tp dwn - panel f experts TOOLS - sense, analyse and respnd - incremental cmmitment EXAMPLES - architecture develpment - train ticketing system - requirement management - supply chain management - business and techincal supprt - integratin f healthcare systems Figure 3: Prject Characterizatin ICC Handbk, HiQ-ICC HiQ.fi

13 ICC Handbk P a g e ICC and Enterprise Ecsystem Figure 4: ICC and Enterprise Ecsystem Integratin wrk includes always several parties. The mst cmmn setup is described in Figure 2. The picture abve illustrates the rle f ICC it is a shared service that serves Business Units r Prjects r bth. ICC manages all cmmunicatin and wrk assignments between internal business r prjects and external System Suppliers, System Integratrs and ther parties wh participate in integratin. Managing acceptance and deplyment testing and deplyment itself is als a majr respnsibility f ICC. ICC Handbk, HiQ-ICC HiQ.fi

14 ICC Handbk P a g e Rles This chapter defines tasks and rles what are mandatry r at least beneficial in successful integratin management. It must be pinted ut that, the need and size f ICC Grup will vary with respect t the size f the cmpany. Fr big cmpanies, ICC is almst a must, whereas fr smaller cmpanies, the ICC Grup can be sized dwn t a ne man band. That said, in smaller cmpanies, where ICC is ran as a ne man band, there will certainly be benefits in subcntracting critical expertise t fill sme f the crucial rles in the ICC Grup. Figure 5: ICC Rles ICC Handbk, HiQ-ICC HiQ.fi

15 ICC Handbk P a g e ICC Directr Reprts t: Business Executive. ICC Directr has verall respnsibility fr planning and managing an Integratin Cmpetency Center. Strng leadership f ICC Directr is especially imprtant in establishment phase f ICC rganizatin. Specific activities vary depending n ICC scpe ICC maturity level Organizatinal mdel The ICC Directr wrks with Prject teams Technlgy grups Business architects Crss-functinal management teams, fr example ERP develpment team. Third parties technlgy suppliers. Other stakehlders t plan and perate the ICC Specific respnsibilities: Prject Mdel. Prblem Slving. Disaster Recvery. Prductin Deplyment. Cntinuus Develpment. Establish required systems. Versin Cntrl Incident Management System Establish a 30/60/90/120+-day plan. Select prcesses t be supprted by ICC. Prject Mdel Prblem Slving Disaster Recvery Incident Management Prductin Deplyment Cntinuus Develpment Reslve priritizatin and budget issues. ICC Handbk, HiQ-ICC HiQ.fi

16 ICC Handbk P a g e Establish required systems and applicatins. Manage ICC prcesses, perating rhythm, and budget. Develp and manage the ICC wrk plan and service levels. Define metrics and values t mnitr and measure prjects. Cmmunicate prgress and exceptins t prject spnsr(s). Ensure delivery n cmmitments and service level fulfilment. Determine the scpe and missin f the ICC and gain executive supprt. Define the rganizatinal mdel fr the ICC and its cre perating principles. Wrk with the management teams t prcure and assign the apprpriate resurces. Establish ICC Organizatin by selecting cmpetent peple t the crucial ICC rles. Define the Integratin Strategy and cmmunicate it s prgress t the Steering/Management Grup. Selects vendrs f the hardware tls needed fr integratin effrts that may span servers, strage, and netwrk items. ICC Handbk, HiQ-ICC HiQ.fi

17 ICC Handbk P a g e ICC Manager Reprts t: ICC Directr. May als reprt t a C-level executive such as CIO, CTO, r COO. ICC Manager serves as the right hand f ICC Directr. NOTE: This rle is mandatry. The ICC Manager has verall respnsibility fr planning and leading daily ICC wrk. ICC Manager is usually hired as an in-huse emplyee, but in sme special arrangement ICC Manager can be a cnsultant and therefre wrk n behalf f the custmer/client. ICC Manager can be cmpared t Prject Manager; he r she must keep everything under cntrl and make sure that verall slutin is develping uninterrupted. ICC Manager serves as the right hand f ICC Directr running the daily and weekly tasks. Specific activities vary depending n Prject scpe Prject life-cycle Prcess maturity level Organizatinal mdel The ICC Manager wrks with ICC Directr Prject teams Technlgy grups Business architects Crss-functinal management teams Technlgy suppliers i.e. third parties Other stakehlders t plan and perate the ICC prjects Main activities are Overseeing the whle prject Preparing prject update reprts Organizing weekly 6 mnthly meetings Priritizatin and scheduling f resurces Fllw-up business backlg items e.g. INTs Drafting f reprts fr senir management Decide which dcument each implementatin shuld prduce independent f prject r prcess mdel Any ther management task ICC Handbk, HiQ-ICC HiQ.fi

18 ICC Handbk P a g e Respnsibilities: Crdinates training f best practices, including but nt limited t naming cnventins, unit test plans, cnfiguratin management strategy, and prject methdlgy. Prvides full-time management resurces experienced in data integratin t ensure prject success. Identificatin and reprting f ptential prject delays n an n-ging basis. Preparing prject schedules, ensuring c-rdinatin with ther affected parties t avid scheduling cnflicts. Preparing and presenting detailed schedules in any agreed frmat, with clearly distinguishable milestnes and if pssible/required prviding a critical path. Prviding prject management versight and c-rdinatin frm the client perspective fr prjects administered by third parties. ICC Handbk, HiQ-ICC HiQ.fi

19 ICC Handbk P a g e Business Infrmatin Specialist Reprts t: Business Unit Manager. Business Infrmatin Specialist is a representative f Business Unit r Prject. He r she is respnsible f identifying the need fr integratin and initializing the defining f requirement fr ICC. NOTE: Business Infrmatin Specialist rle is ptinal. Specific activities vary depending n Industry sectr Business mdel The Business Infrmatin Specialist wrks with Functinal Designer Business architects Crss-functinal management teams Main activities are Write the initial requirement fr ICC Prvide understanding f infrmatin Supprt requirements definitin and capture business activities ICC Handbk, HiQ-ICC HiQ.fi

20 ICC Handbk P a g e Respnsibilities: Maintain the infrmatin n Master Data Knwledge f main systems i.e. ERP, CRM and SCM Knwledge f main systems Master Data Knwledge f unique key values f Master Data Maintain and publish dcumentatin n hw the Master Data is published frm the main systems int integratin layer. Fr example maintain a registry n existing Web Services. Evaluate reusability f the infrmatin that is published via Web Service Find ut the Master Data fr requirement frm the main systems i.e. ERP, CRM and SCM Evaluate requirement against existing infrmatin Can requirement be fulfilled with available infrmatin Evaluate whether the main systems can actually perfrm the required peratins as specified in the requirements. E.g. lw-latency requirement Develp and maintain Business Infrmatin Mdeling Guiding Principles. Identify business prcesses and Service Oriented Architecture (SOA) services that supprt key business functins. Prvide industry insights n infrmatin standards and interperability. ICC Handbk, HiQ-ICC HiQ.fi

21 ICC Handbk P a g e Integratin Architect Reprts t: ICC Manager. May als reprt t the ICC Directr and in a special event t a C-level executive such as CIO, CTO, r COO. NOTE: Mandatry in larger integratin envirnments. Integratin Architect is respnsible f maintenance the verall integratin architecture. Specific activities vary depending n Industry sectr Cmpany size The Integratin Architect wrks with ICC Manager Business Infrmatin Specialists Technlgy grups Crss-functinal management teams Technlgy suppliers i.e. third parties Main activities are Defining and maintaining integratin Patterns i.e. General rules fr integratin Integratin patterns SOA and ESB implementatin and gvernance Service awareness and internal-marketing Develp the architecture in a given sectr Cllabrate with ther architectural grups Maintain Server tplgy dcumentatin Prvide technical insights f the integratin slutin High Availability and Scalability planning with respect t requirements Plicing that every slutin d fllw the set integratin rules Helps the Functinal Designer t translate business requirements int technical slutins Ensuring that all implementatin decisins d fllw the integratin strategy Retain wnership f architectural issues prir t prject sign-ff ICC Handbk, HiQ-ICC HiQ.fi

22 ICC Handbk P a g e Respnsibilities: Chsing the standards and recmmendatins i.e. messages structure and sequence as well as prcesses t fllw in integratin tasks. Assisting during the pre-sales analysis, scping and designing phases. Verifying that the pre-sales scping, analysis and design deliverables are technically feasible and cnducting system prttyping and testing as apprpriate. ICC Handbk, HiQ-ICC HiQ.fi

23 ICC Handbk P a g e Functinal Designer Reprts t: ICC Manager and/r ICC Directr. May als reprt t a C-level executive such as the CIO, CTO, r COO. NOTE (1): This rle is mandatry. This rle is ften carried by same persn wh is n the Business Infrmatin Specialist rle. NOTE (2): Fr specifying data integratin Functinal Designer designs the integratin prcess and gathers artifacts fr implementer. Fr specifying prcess integratin a Technical Designer is always needed. Functinal Designer acts as a link between the business need and the technical slutin. He r she shuld analyze the business need and find the artifacts required by Technical Designer and/r Implementer. The Functinal Designer will specify what is happening in all Use-Cases. is respnsible with the initial creatin f all Use-cases with their elements i.e. Actrs, Scenaris, Successful paths and Exceptins. will have t pint ut what are the expected Exceptins. must define what shuld be dne if an exceptin ccurs. The Functinal Designer can always ask fr supprt frm the peple respnsible with the fllwing rles: Integratin Architect Chsing the best design pattern fr the slutin. Business Infrmatin Specialist Questins cncerning the Master-Data, Data mapping r ther artifacts. ICC Manager In cnflict situatins ICC Handbk, HiQ-ICC HiQ.fi

24 ICC Handbk P a g e Main activities are Refine the Functinal Requirements in business backlg Add fllwing infrmatin t business backlg items Oversee Use Cases Extract and dig ut data-mapping rules Flwchart frm functinal pint f view Find ut any special rules like extra validatin, data enrichment frm third system etc. Messaging sequence picture (e.g. by UML) - if the functinality requires mre than ne request-respnse pair Design Exceptin handling Find ut which exceptins may ccur at functinal level. Fr example a cancellatin message fr an existing Wrk Order is rejected by ERP because the wrk has already been started. Specify what happens if ne f the systems that are being integrated des nt answer. Fr example, a cmmunicatin failure is a technical issue; we shuld prepare the lgic f integratin prcess t handle the exceptin. Gather and dcument Integratin Test Cases Based n the Use Cases and Functinal Requirements There shuld ALWAYS be mre than ne Test Case testing successful executin path and als always mre than ne Test Case testing unsuccessful executin path Arrange meeting with business peple t Find ut answers t any pen functinality related questins that were raised during functinal design, technical design r implementatin Make sure that all artifacts are available Retain wnership f functinal issues prir t prject sign-ff Respnsibilities: Wrking with Quality Assurance team in prducing develpment Test-cases and testplan. Translate business requirements int technical slutins. ICC Handbk, HiQ-ICC HiQ.fi

25 ICC Handbk P a g e Technical Designer Reprts t: ICC Manager and/r ICC Directr.. May als reprt t a C-level executive such as the CIO, CTO, r COO. NOTE (1): In agile mdels, Technical Designer is mst likely the same persn as Implementer. Furthermre, in smaller ICC rganizatins Integratin Architect and Technical Designer are very likely t be carried ut by a single persn. NOTE (2): If the requirement is a simple data flw with data transfrmatin withut cmplexity, it is pssible that the technical specificatin will nt be needed. Als, in a simple integratin cases, Functinal specificatins with general rules like naming cnventins, errr handling and lgging are enugh fr Implementer. NOTE (2): This rle is mandatry in technically cmplex slutins. Cmplex integratin case can include messaging scenaris with mre than ne request-respnse pairs that update stateful bject in a persistent strage like database r ERP. NOTE (3): A. The Technical Designer will have t pint ut any missing Exceptins frm the technical pint f view. B. The Technical Designer will make sure that all prcess steps in all Use-Cases are technically pssible. C. The Technical Designer is always needed if a Prcess Integratin is a requirement. Technical Designer must have the ability a slutin fr the cmplex requirement. In additin, he r she writes a technical specificatin f hw requirements are met including nn-functinal requirements. These may include fr example requirement fr lw-latency in Web services due t User-interface usability. In an agile integratin delivery mdel, implementatin can start with detailed Functinal Specificatin and Nn-Functinal Requirements After implementatin, a prper technical dcumentatin n hw requirements were met must be manually written r autmatically generated by specific aut-dcumenter. Main activities are Write the Technical Specificatin if needed. Transfrm the Use Cases defined by Functinal Designer t Technical Specificatins and eventually as technical backlg. Requirements shuld be split int atmic amunt f wrk that is easily assignable t single persn fr implementatin. Retain wnership f technical supprt issues prir t prject sign-ff. ICC Handbk, HiQ-ICC HiQ.fi

26 ICC Handbk P a g e Respnsibilities: Write Technical Specificatin when required. Specify cmplex prcesses. Specify hw t utilize mre cmplex technlgies. Design and develp new enhancements and features fr Web Applicatin. Perfrm cde review and mentr develpers in cde implementatin t fllw cding standard and best practices. ICC Handbk, HiQ-ICC HiQ.fi

27 ICC Handbk P a g e Service Manager Reprts t: ICC Manager and/r ICC Directr. Service Manager may als reprt t a C-level executive such as the CIO, CTO, r COO. NOTE (1): Depending n chsen prject mdel this rle is called Service Manager fr Cntinuus Develpment r Prject Manager fr prject methdlgies. NOTE (2): If ICC manages smaller changes with Cntinuus Develpment mdel and larger develpment wrk with prject mdel (i.e. AIM) then in smaller ICC rganizatins it is cmmn that ne persn manages bth f these mdels: Cntinuus develpment and a prject itself. Main activities are Managing cntents f each Deplyment Package. Running the chsen prject r/and develpment mdel. Reprting t ICC Manager abut all develpment activities. Managing ICC Custmer accunt at Integratin Service Prvider side. Respnsibilities: Csts Schedule Prject management at Integratin Service Prvider ICC Handbk, HiQ-ICC HiQ.fi

28 ICC Handbk P a g e Test Manager Reprts t: ICC Manager and/r ICC Directr.. May als reprt t a C-level executive such as the CIO, CTO, r COO. NOTE: In simpler cases withut business critical slutins, this rle is nt always required. Test Manager is respnsible fr verall quality f deplyed integratin slutins. This rle is cmmnly set t ICC Manager. In larger integratin installatins recnsider this setup. Remember that understanding the testing f a cmplex integratin slutin is exceptinally challenging. Therefre, we suggest t carefully select a cmpetent prfessinal fr this rle. A gd chice is t use 3rd party wh fcuses n testing and quality assurance. Main activities are Ensuring that Integratin Tests schedules are dne n time. Ensuring that the right cmpetences are present in each Integratin Test sessin. Managing, implementing, maintaining and imprving f test prcesses. Managing Integratin Test sessins Ensure that persns with prper cmpetencies are present at Integratin Test sessin. Ensure that test envirnment is ready befre test sessin begins. All deplyment packages that were planned t be tested are actually deplyed t test envirnment. Test envirnment is technically available and user rights are assigned t test persnnel. Make sure that ther tests that might have impact n the integratin tests are nt executed cncurrently. Fr example, main ERP stress tests typically have an impact t integratin layer. Ensure that Prductin Deplyment dcumentatin is updated accrdingly t test results. Ensure that test lgs are updated. Quality Management Define hw Quality is measured Fllw-up that quality is really measured Define requirements fr slutin quality Gathering and maintaining measures and metrics f testing. Test result reprts Review test lgs and take necessary actins Keep test dcumentatin up-t-date Arrange frequent Disaster Recvery Test ICC Handbk, HiQ-ICC HiQ.fi

29 ICC Handbk P a g e It is recmmended that Disaster Recvery MUST be tested at least nce in every SIX mnths. Respnsibilities: Making sure that the Testing team understands rle and imprtance f testing. Assuring that ther stakehlders understand the meaning f test requirements. Making and plicing test-discipline i.e. Test Case reviews; are we cvering everything with current Test Cases? Making sure that testing has apprpriate rle in verall develpment prcess. Making sure that testing is cnsidered early n designing new slutins are designed r existing nes are changed. Making sure that needs fr time and ther resurces are cmmunicated clearly. ICC Handbk, HiQ-ICC HiQ.fi

30 ICC Handbk P a g e Security Architect Reprts t: ICC Directr. May als reprt t a C-level executive such as the CIO, CTO, r COO. NOTE: The Security Architect must ensure that the infrmatin is secured but yet accessible t thse prcesses that cnsume the infrmatin. Plans, executes and audits security issues in all ICC prjects. And makes sure that security issues are cvered in prcesses and deliverables. The Security Architect wrks with ICC Directr and ICC Manager Prject teams Technlgy grups Business architects Crss-functinal management teams Technlgy suppliers i.e. third parties Other stakehlders Main activities are Security reviews. Security bjectives. (Rle based) authrizatin. Lead security incident management activities. Access cntrl t the Integratin slutin and it s infrmatin. Drive key architecture in the areas f verall security and access cntrl. Cmmunicate with varius cllabratrs and third parties. Assist in planning and testing the security f managed services. Cnsult service delivery teams n security cnsideratins, best practices, and patterns. Architect, design and assist n implementatin f security-related systems and functinality. Assist in and ptentially cnduct internal vulnerability assessments and security audits. Prtectin f business infrmatin. Prtectin f sensitive infrmatin (by law) Privacy law fr access t registries E.g. PCI-DSS fr access t credit card infrmatin SOA security WS-Trust WS-Security WS-SecurityPlicy ICC Handbk, HiQ-ICC HiQ.fi

31 ICC Handbk P a g e Participate in disaster recvery and cntinuity activities. Advcate security principles, best practices architectures, tls and prcesses. Main activities are Designs mre rbust applicatin security architecture. Assists in designing the applicatin security architecture. Design security principles fr service implementatin and drive adptin f best practices. Designs the enterprise security infrastructure and architectural tplgy including recmmending hardware, perating system, sftware, and infrmatin security requirements t ensure the cnfidentiality, integrity, availability, and privacy f infrmatin systems. Crdinates technical design/review activities with varius grups including applicatin develpment, enterprise architecture, infrmatin security, systems, netwrk, and database grups t develp secure framewrks and enterprise applicatins. Prvides access t the tls and technlgy needed t cmplete data integratin develpment and verall data security. Cllabrates with business management t cmmunicate security risk and cuntermeasures. Researches, recmmends and implements changes t prcedures and systems t enhance security. Creates security incident respnse plans, including crdinatin with apprpriate departments, ther business units, and apprpriate authrities. Evaluates systems and prcedures t safeguard internal infrmatin systems and databases frm unauthrized users. Crdinates technical design/review activities with varius grups including applicatin develpment, enterprise architecture, infrmatin security, systems, netwrk, and database grups t develp secure framewrks and enterprise applicatins. Cllabrates with utside cnsultants/agencies as apprpriate fr independent security audits. Educates custmers t increase awareness f infrmatin security plicies and best practices. ICC Handbk, HiQ-ICC HiQ.fi

32 ICC Handbk P a g e DELIVERY MODELS Due t the nature f Integratin prjects i.e. in cntrast with sftware develpment prject, we have identified tw pssible agile delivery mdels. Thse are Artifacts Driven Mdel and Sprint Mdel. ICC Handbk, HiQ-ICC HiQ.fi

33 ICC Handbk P a g e ARTIFACTS DRIVEN MODEL This apprach is meant fr smaller prjects, usually 60 days max. The mdel reflects the fact that artifacts are usually cllected in an ad-hc style. We are presenting this mdel nly because integratin suppliers are frced t use it because f lack f integratin cmpetence in rganizatins. Cmmnly rganizatins d nt understand what artifacts are needed fr integratin. This leads t a situatin whereby the rganizatin asks artifacts frm third parties ne artifact at a time. In additin it s quite cmmn that rganizatin is nt capable t evaluate the quality f artifacts. In Artifacts driven mdel, the integratin wrk can nly start after ICC has received all reviewed artifacts required fr design and implementatin. T ften integratin supplier is assigned t d wrk withut prper and cmplete artifacts. With prper prcesses, a mature ICC shuld nt have the need t use this mdel. This mdel is the mst challenging fr System Integratrs and yet it is the mst cmmnly used apprach. The apprach takes int accunt the fact that, in integratin prjects, very ften artifacts are neither delivered in full nr crrectly. This reflects the cmplexity inherent in mst integratin prjec. It als takes int accunt the pssibility that, Custmers might be in an early stage f their prcess develpment, therefre they might need an ample time t reach the maturity needed fr integratin prjects. Mature ICC makes this apprach futile. ICC Handbk, HiQ-ICC HiQ.fi

34 ICC Handbk P a g e SPRINT MODEL This apprach is meant fr bigger prject, usually starting frm 90+ days This apprach has tw main assumptins, which are; All artifacts required in a given Sprint are assumed t be ready at the start f the Sprint. If they are nt ready and verified, the delivery mdel will degenerate t Artifact Driven mdel. Business r prjects have t accept the fact that changes r new feature requests that are added during the current Sprint will be delivered in the next Sprint. This leads t a behavir where nly critical fixes bypass nrmal develpment and deplyment cycle. Quite cmmn Sprint length in the field f integratin is fur weeks. The Sprint Mdel is based n AIM i.e. Agile Integratin Mdel. AIM is a prject management methdlgy fr agile slutin develpment. AIM is derived frm SCRUM sftware develpment mdel. AIM makes an effrt t reslve sme f the cmmn failures f a typical integratin prject. Amng the cmmn failures are; The Chas f Changes usually prject requirements d change drastically during the prject lifecycle frm slutin design t the mment f deplyment. Unrealistic estimates f time, cst and quality f the slutin Prject Managers as well as Develpers tend t underestimate hw much time and resurce a prject will require. The underestimatin is usually due t the inaccurate requirement definitins and rapidly changing business needs which in turn leads t requirement changes. AIM gives the Supplier and ther Stakehlders a pssibility fr the mutual understanding f the prject status. In additin, AIM brings frward the fllwing aspects; AIM cntrls the delivery prcess f an Integratin-Prject frm extracting the business needs (frm business peple) t the cmpletin f a slutin that fulfils the needs. AIM brings the stakehlders (e.g. custmers, designers, develpers) clser t the prject executin and reslve prblems that arise in multi-supplier prjects. AIM des address the cmplicatins cmmn in integratin prjects. ICC Handbk, HiQ-ICC HiQ.fi

35 ICC Handbk P a g e ICC ACTIVITIES T ensure that all tasks get dne prperly they must be clsely cntrlled. Here we enlist which tasks shuld be executed mre ften and which can be dealt in a lnger cycle. At first, we illustrate cmmn activities related t integratin develpment. ICC Handbk, HiQ-ICC HiQ.fi

36 ICC Handbk P a g e ACTIVITIES FLOW The figure belw shws the flw f activities with respect t ICC. Figure 6: Activities Flw ICC Handbk, HiQ-ICC HiQ.fi

37 ICC Handbk P a g e RECURRING EVENTS T ensure that all tasks get dne prperly they must be cntrlled tightly. Here we enlist which tasks shuld be executed n weekly basis, and which t be cvered mnthly. Mandatry rles that shuld be present in fllwing meetings are als set here as an example. Rles that are required in meetings vary between different rganizatins. The figure belw shws the flw f activities with respect t ICC. Fllwing elements are mandatry building blcks and prcedures fr successful ICC wrk: ICC Handbk, HiQ-ICC HiQ.fi

38 ICC Handbk P a g e Develpment Meetings Develpment meetings shuld ccur at least twice a mnth - preferably, as ften as the pace f develpment. Mandatry attendance: ICC Manager Test Manager (depending n deplyment cycle length) Functinal Designer(s) Prject r Service Manager frm Integratin supplier Optinal attendance: All ther rles The meetings shuld cver and dcument fllwing tpics 1. Review f previus Develpment Meeting 2. What is the status f nging wrk; Status f the Technical and Business Backlg and their artifacts? A. Slve prblems if any B. Make sure that artifacts are ready 3. Which are the new business requirements? If any, allcate Functinal Designer and Architects accrdingly. There may be a need fr Business Owner t be present t demnstrate the requirement. Find a Prcess Owner fr the new prcesses. Save the new business requirements int Backlg. 4. Define pririties fr new Backlg items. 5. Allcate resurces fr new backlg items 6. Incidents frm Prductin A. Allcate resurces fr wrkarund? Create a Bug r Task in backlg. B. Allcate resurces fr prblem slving? Create Task in backlg. 7. Cmmunicate what is ging t be deplyed in next deplyment cycle (see page 44). Are we frced t leave smething ut? Which INTS and deliverables are sufficiently tested? The cntents and quality f deplyment package MUST be apprved by ICC Manager r ICC Directr. 8. Changes and incidents frm ther rganizatinal units r enterprise systems that may have an impact n Integratin Name Descriptin Cntact Identify System Identify System Identify System Identify System 9. Write a meeting mem ICC Handbk, HiQ-ICC HiQ.fi

39 ICC Handbk P a g e (1) - Chairing the meeting (2) - Review previus meeting (3) - Prblem slving (4) - Check artifacts (5) - Define pririties (6) - Delegates (7) - What t deply next ICC Manager (1) - Slutin develpment status (2) - Obstacles Service Manager Develpment Meeting Fuctinal Designer (1) - Demnstrate the requirements (1) - Present testing strategy t be emplyed fr develpment prjects. (2) - Assess and advise n the practicality f testing prcess alternatives. (3) - Present imprvements t the test-prcesses and assists in suggest implementatin. (4) - Presents the executin plan and technical appraches Test Manager Business Owner (1) - Cmmunicate business requirements thrugh written dcumentatin, prcess flws and Use- Cases. (2) - Identify business impacts f new features. (3) - Present design issues (4) - Cmmunicate status, pen issues and issue reslutin Figure 7: Develpment meeting ICC Handbk, HiQ-ICC HiQ.fi

40 ICC Handbk P a g e Prductin Meetings Prductin meetings shuld ccur every time when there are majr prductin deplyments. Mandatry attendance: ICC Directr ICC Manager Test Manager Prductin Service Manager Functinal Designer(s) Business Infrmatin Specialist(s) Prject Manager frm the Integratin supplier Optinal attendance: All ther rles The meetings shuld cver and dcument fllwing tpics 1. Handle Prductin Reprt frm previus prductin deplyment A. Prblems i. What shuld be dne differently and hw enhancements are achieved? ii. Hw changes are cmmunicated t stakehlders? and iii. Hw changes t prcesses are ging t be taken int actin? 2. Adjust prcesses based n incidents, prblems r business requirements. Weekly meetings prvide list f prblems r change request that might affect n prcesses. 3. Write a meeting mem ICC Handbk, HiQ-ICC HiQ.fi

41 ICC Handbk P a g e (1) - Reprts n technical review and prductin issues. Prductin Service Manager Chairing Review previus meeting Prcess adjustments Prcess changes Imprvements Actins t implement changes ICC Directr Prductin Meeting ICC Manager (1) - Cmmunicate status f the integratin infrastructure and slutin delivery/deplyment. (2) - Suggest n supprt cncepts and methdlgies. (3) - Reprt n prductin supprt activities. (4) - Reprt n internal and external technical prblems. (1) Test reprts Test Manager (1 x mnth) Supplier Service Manager (1) - Reslutins fr prblems Functinal Designer (1) - Cmmunicate status and pen issues cncerning prductin Figure 8: Prductin meeting ICC Handbk, HiQ-ICC HiQ.fi

42 ICC Handbk P a g e Synchrnizatin Meeting The synchrnizatin meeting shuld ccur nce a mnth preferably twice, depending n the pace f develpment. The main purpse f the meeting is t synchrnize all n-ging activities in a particular prject within ICC Organizatin with the aim f achieving the agreed milestnes n ICC level. Mandatry attendance: ICC Directr ICC Manager Test Manager Security Architect Integratin Architect Prject r Service Manager frm Integratin supplier Optinal attendance: Technical Designer Business Infrmatin Specialist The meetings shuld cver and dcument the fllwing 1. Review f previus Synchrnizatin meeting A. Give (Team Leaders) an update n (verall) schedule status and assciated deadlines B. Infrm (Team Leaders) abut any pending issues 2. What is the status f nging wrk? A. Status sync-up with all parties/cmpnents invlved with ICC B. G thrugh ICC status and issues fr nging ICC wrk-effrt 3. Status f the Technical and Business Backlg? A. Slve prblems if any B. G thrugh status and issues in release plan 4. Re-define pririties fr new Backlg items if necessary A. Are yu frced t leave smething ut? B. Are the parts meeting their wn as well as the verall deadline? 5. Cmmunicate what is ging t be deplyed in next deplyment cycle (see page 42 check what is the new page number?). 6. Write a meeting mem ICC Handbk, HiQ-ICC HiQ.fi

43 ICC Handbk P a g e Disaster Recvery Test Disaster recvery test shuld be dne at least twice a year. Mandatry attendance: ICC Manager Test Manager Prductin Service Manager Prject Manager frm the Integratin supplier Optinal attendance: All ther rles The meeting shuld cver and dcument fllwing tpics 1. Every half year Test Manager MUST arrange Disaster Recvery Test accrding t Disaster Recvery Plan 2. Write a meeting mem ICC Handbk, HiQ-ICC HiQ.fi

44 ICC Handbk P a g e COMMUNICATION GAP Imagine a situatin where a business representative is arranging a business t business messaging between wn rganizatin and thecustmer. He r she must agree fr example hw the custmer is sending their electrnic rders directly frm their ERP t (ur) wn ERP. Usually the technical part is managed by integratin platfrms at bth sides. Quite ften when a Requirement arrives t IT department frm Business Unit r a prject, the deadline fr delivery f slutin is already set. The g-alive date fr business-t-business integratin may be even prmised t end-custmer withut even asking cst estimate r pssible schedule r either f these frm IT department. Imagine the chas that these prmises given t end-custmers lead when agreed with several end-custmers withut centralized cntrl: Slutins are deplyed t prductin based n uncntrlled schedule; Cyclic-deplyment is impssible and therefre existing integratin slutins are vulnerable t unexpected sideeffects frm hastily deplyed new slutins. Due t the dead-lines nt based n reality, slutins are implemented and delivered in haste. It is quite cmmn that prper testing and test-cases are cmprmised in the name f hurry. Resurcing fr infrmatin gathering in wn rganizatin and implementatin in integratin supplier cannt be arranged in either f these parties in time. This leads t end-custmer prmises that cannt be kept and that leads t decrease in end-custmer satisfactry. ICC must end this careless activity. This is achieved by frmalizing the way cmmunicatin is handled between end-custmer, business, ICC and with thse integratin suppliers that ICC cntrls. Key rules in frmalizatin are Business peple ask Cst estimatin and schedule frm ICC befre making a prmise t endcustmer. ICC ensures delivery dates and csts frm integratin suppliers and peple respnsible f maintaining the test and prductin envirnments. ICC prvides dcumentatin r fact sheet what kind f a business t business integratin is pssible and what is nt. This dcument describes what integratin services already exist fr fast and cst-efficient integratin. Centralize cmmunicatin with suppliers and third parties t ICC When setting up these rules, remember that ICC s and whle IT rganizatin s purpse is t serve Business needs better, nt t make Business agreements harder by bureaucracy in internal cmmunicatin. Therefre cmmunicatin between ICC and Business peple must be kept as easy and fast as pssible, but still preserving the key rules: what is prmised and n what basis. ICC Handbk, HiQ-ICC HiQ.fi

45 ICC Handbk P a g e Figure 9: Cmmunicatin flw ICC Handbk, HiQ-ICC HiQ.fi

46 ICC Handbk P a g e BEST PRACTICES Our aim has been t develp and therefre cntribute t a framewrk that guides and encurages the develpment f best practice in integratin prjects. The whle prcess f develping a best practice is partly abut making sure that right questins get asked and answered and partly abut making sure that all parties understand these answers. And last but nt least, is the part which cnsists f helping peple t develp the right answers. This chapter utlines certain prject s aspects which are cmmn in ur integratin wrk; thse are Cyclic Deplyment, Testing, Test-Driven Develpment TDD, Artifact Review and Service Oriented Architecture SOA. ICC Handbk, HiQ-ICC HiQ.fi

47 ICC Handbk P a g e CYCLIC DEPLOYMENT Cyclic Deplyment is an activity whereby deplyment is dne cntinuusly. The wrd Cyclic refers t prescheduled deplyments that may ccur fr example every fur weeks. This chapter explains the meaning f Cyclic Deplyment. A set f new functinalities, changes t existing slutin and bug fixes are managed as Deplyment Package. Later in this dcument we shall call these new functinalities, changes and fixes just "mdificatins". Mdificatins that are depending n each ther must be put int the same Deplyment Package. Several functinalities may build up t be an implementatin f a Use Case: therefre a Deplyment Package can cntain ne r mre Use Cases. A Deplyment Package is nt related t any specific prject it may cntain mdificatins fr several prjects, these mdificatins may be in the frm f imprtant fixes as well as changes t previusly deplyed functinalities. The Deplyment Package is nt related t any delivery mdel, therefre it can be deplyed at any time whenever deplyment is pssible. The key pint is that the Deplyment Package shuld be thrughly tested. ICC Handbk, HiQ-ICC HiQ.fi

48 Deplyment Pipeline ICC Handbk P a g e Time Deliv M Deliv L Deliv K Deliv J Cntinuus Develpment Flw Deliv I Prject B Prject A Deliv H Deliv G Deliv I Deliv F Prject Mdel Flw Deliv E A Deplyment Package with mixed deliverables frm Cntinuus Develpment and Prject mdel Deplyment Package Deliv I Deliv E - Integratin testing - Acceptance testing - Deplyment testing - T be deplyed Deliv I Deliv E A Deplyment Package made f deliverables frm different Prjects Basket A Deplyment Package made f deliverables frm same Prject Deliv B Deliv A Deliv C Deliv D Figure 10: Cntinuus Develpment prcess ICC Handbk, HiQ-ICC HiQ.fi

49 ICC Handbk P a g e As was said in the beginning f this chapter, Deplyment Package is deplyed as a whle. It is als ging t be integratin tested as well as accepted by internal r external custmer as a whle. Integratin tests MUST be accepted befre prceeding t deplyment prcess. Acceptance is dne by ICC rganizatin as part f the deplyment prcess. In the ther wrds, ICC is Accepting the Deplyment Package as a set f functinal slutins Accepting the quality f the cntents f Deplyment Package Nt nly the test results must be acceptable but als the Test Cases MUST be apprved by ICC s Test Manager; each Use Case MUST have mre than ne successful Test Cases and at least ne test FOR EACH errr cnditin. Every deplyment MUST prduce dcumentatin, based n frmalized template, e.g. Agile Integratin Mdel. One cmmn errr is t cmbine deplyment cycle with develpment cycle. By sequencing deplyment and develpment steps inside a single timebx f fur weeks, the time left fr implementatin is reduced t ne week. Fllwing picture illustrates sequencing prblem. Figure 11: Sequencing prblem T ensure that integratin supplier(s) wrk efficiently, ICC must separate deplyment frm develpment prcess. ICC Handbk, HiQ-ICC HiQ.fi

50 ICC Handbk P a g e Figure 12: Develpment and Deplyment Cycle T slve the sequencing prblem, Deplyment and Develpment prcesses need t be separated. Bth prcesses shuld be run cncurrently. T achieve this, the Sprint (develpment) and Deplyment are run in tw separate cycles. These cycles are aligned tgether in between Sprints. T ensure that there is enugh time fr Integratin tests as well as Acceptance tests, the cntents f Deplyment Package in this example are frzen tw weeks befre the deplyment date. The cntents f next Sprint shuld be decided befre the current Sprint is ended. ICC Handbk, HiQ-ICC HiQ.fi

51 ICC Handbk P a g e TESTING It is easy t agree that testing is a best practice a mandatry part f multiple phases f develpment (unit testing, system testing) and deplyment (integratin testing, acceptance testing, deplyment testing). Fllwing list cvers the mst cmmn measures t avid pitfalls in testing f an integratin slutin. Understand that testing is nt smething that happens nce during develpment. Testing is dne at least during develpment, integratin and deplyment. Test cases MUST be derived frm Use Cases. Errr cnditins f Test cases MUST be defined within the Use Case. Technical Designer may add test cases which he r she thinks are mandatry but which are nt actually testing the functinality itself but the way the functinality was implemented. Test material shuld crrespnd t real-wrld scenaris. Stress tests must be dne if any functinal r nn-functinal use case indicates the need fr Stress testing. Bypassing Stress testing shuld be based n facts and NOT assumptins. ICC Handbk, HiQ-ICC HiQ.fi

52 ICC Handbk P a g e TEST-DRIVEN DEVELOPMENT Test-driven develpment (TDD) is ne f the best ways t ensure quality f unit testing in integratin develpment. The idea is t first create autmated test cases. The first test rund shuld fail. This failure ccurs because the develper has nt yet implemented the integratin slutin that leads t success and ensures that test cases wrk crrectly. Develper can start his r her wrk after the all paths f prcess executin have been cvered with autmated test cases. Each test case shuld turn green t illustrate that the integratin slutin under cnstructin is cming clser ready status. Figure 13: Test Driven Develpment ICC Handbk, HiQ-ICC HiQ.fi

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

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

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

Version: Modified By: Date: Approved By: Date: 1.0 Michael Hawkins October 29, 2013 Dan Bowden November 2013

Version: Modified By: Date: Approved By: Date: 1.0 Michael Hawkins October 29, 2013 Dan Bowden November 2013 Versin: Mdified By: Date: Apprved By: Date: 1.0 Michael Hawkins Octber 29, 2013 Dan Bwden Nvember 2013 Rule 4-004J Payment Card Industry (PCI) Patch Management (prpsed) 01.1 Purpse The purpse f the Patch

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

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

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

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

Security Services. Service Description Version 1.00. Effective Date: 07/01/2012. Purpose. Overview

Security Services. Service Description Version 1.00. Effective Date: 07/01/2012. Purpose. Overview Security Services Service Descriptin Versin 1.00 Effective Date: 07/01/2012 Purpse This Enterprise Service Descriptin is applicable t Security Services ffered by the MN.IT Services and described in the

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

How to Reduce Project Lead Times Through Improved Scheduling

How to Reduce Project Lead Times Through Improved Scheduling Hw t Reduce Prject Lead Times Thrugh Imprved Scheduling PROBABILISTIC SCHEDULING & BUFFER MANAGEMENT Cnventinal Prject Scheduling ften results in plans that cannt be executed and t many surprises. In many

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

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

Systems Support - Extended

Systems Support - Extended 1 General Overview This is a Service Level Agreement ( SLA ) between and the Enterprise Windws Services t dcument: The technlgy services the Enterprise Windws Services prvides t the custmer. The targets

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

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

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

Build the cloud OpenStack Installation & Configuration Integration with existing tools and processes Cloud Migration

Build the cloud OpenStack Installation & Configuration Integration with existing tools and processes Cloud Migration Slutin Brief OpenStack Services OVERVIEW OnX understands clud adptin challenges f glbal enterprise cmpanies and helps Enterprises adpt OpenStack slutins thrugh targeted services. We ffer vertical industry

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

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

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

Information Technology Services. University of Maine System. Version 0.07. December 20, 2012 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] Table f Cntents EXECUTIVE SUMMARY...

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

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

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

IT CHANGE MANAGEMENT POLICY

IT CHANGE MANAGEMENT POLICY IT CHANGE MANAGEMENT POLICY Effective Date May 19, 2016 Crss-Reference 1. IT Operatins and Maintenance Plicy 2. IT Security Incident Management Plicy Respnsibility Apprver Review Schedule 1. Plicy Statement

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

This report provides Members with an update on of the financial performance of the Corporation s managed IS service contract with Agilisys Ltd.

This report provides Members with an update on of the financial performance of the Corporation s managed IS service contract with Agilisys Ltd. Cmmittee: Date(s): Infrmatin Systems Sub Cmmittee 11 th March 2015 Subject: Agilisys Managed Service Financial Reprt Reprt f: Chamberlain Summary Public Fr Infrmatin This reprt prvides Members with an

More information

2008 BA Insurance Systems Pty Ltd

2008 BA Insurance Systems Pty Ltd 2008 BA Insurance Systems Pty Ltd BAIS have been delivering insurance systems since 1993. Over the last 15 years, technlgy has mved at breakneck speed. BAIS has flurished in this here tday, gne tmrrw sftware

More information

Information Services Hosting Arrangements

Information Services Hosting Arrangements Infrmatin Services Hsting Arrangements Purpse The purpse f this service is t prvide secure, supprted, and reasnably accessible cmputing envirnments fr departments at DePaul that are in need f server-based

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

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

How to Address Key Selection Criteria

How to Address Key Selection Criteria Hw t Address Key Selectin Criteria Yu've seen an jb pprtunity that yu're interested in, n a jbs bard r in the press and want t apply, but where d yu start? A key requirement fr jbs in Gvernment is t respnd

More information

Solution. Industry. Challenges. Client Case Study. Legacy Systems too Costly to Maintain. Supply Chain Advantage. Delivered.

Solution. Industry. Challenges. Client Case Study. Legacy Systems too Costly to Maintain. Supply Chain Advantage. Delivered. Supply Chain Advantage. Delivered. Client Case Study MEBC Supprts the Federal Aviatin Administratin Manage Prject Risk during Majr ERP Implementatin thrugh Independent Verificatin and Validatin (IV&V)

More information

POLICY 1390 Information Technology Continuity of Business Planning Issued: June 4, 2009 Revised: June 12, 2014

POLICY 1390 Information Technology Continuity of Business Planning Issued: June 4, 2009 Revised: June 12, 2014 State f Michigan POLICY 1390 Infrmatin Technlgy Cntinuity f Business Planning Issued: June 4, 2009 Revised: June 12, 2014 SUBJECT: APPLICATION: PURPOSE: CONTACT AGENCY: Plicy fr Infrmatin Technlgy (IT)

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

POSITION DESCRIPTION. Classification Higher Education Worker, Level 7. Responsible to. I.T Manager. The Position

POSITION DESCRIPTION. Classification Higher Education Worker, Level 7. Responsible to. I.T Manager. The Position Psitin Title I.T Prject Officer Classificatin Higher Educatin Wrker, Level 7 Respnsible t The Psitin I.T Manager The psitin assists with the cmpletin f varius IT prjects intended t enable the nging administratin

More information

POLISH STANDARDS ON HEALTH AND SAFETY AS A TOOL FOR IMPLEMENTING REQUIREMENTS OF THE EUROPEAN DIRECTIVES INTO THE PRACTICE OF ENTERPRISES

POLISH STANDARDS ON HEALTH AND SAFETY AS A TOOL FOR IMPLEMENTING REQUIREMENTS OF THE EUROPEAN DIRECTIVES INTO THE PRACTICE OF ENTERPRISES POLISH STANDARDS ON HEALTH AND SAFETY AS A TOOL FOR IMPLEMENTING REQUIREMENTS OF THE EUROPEAN DIRECTIVES INTO THE PRACTICE OF ENTERPRISES M. PĘCIŁŁO Central Institute fr Labur Prtectin ul. Czerniakwska

More information

SERVICE DESK TEAM LEADER

SERVICE DESK TEAM LEADER 1. PURPOSE OF POSITION The Service Desk Team Leader rle is respnsible fr managing the peratin f the Service Desk. This rle is crucial t ensuring custmer requirements are met in terms f cmmunicatin, priritising,

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

NC3A SOA Techwatch Day Call for Presentations

NC3A SOA Techwatch Day Call for Presentations NC3A SOA Techwatch Day Call fr Presentatins 1 February 2012 Hsted at NATO C3 Agency, The Hague, The Netherlands By NC3A Chief Technlgy Office (CTO) David Burtn Chief Technlgy fficer Versin 1, 1 December

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

Data Abstraction Best Practices with Cisco Data Virtualization

Data Abstraction Best Practices with Cisco Data Virtualization White Paper Data Abstractin Best Practices with Cisc Data Virtualizatin Executive Summary Enterprises are seeking ways t imprve their verall prfitability, cut csts, and reduce risk by prviding better access

More information

Company Pierce Washington (www.piercewashington.com) is a full service ebusiness consulting firm, with offices in San Francisco and Chicago.

Company Pierce Washington (www.piercewashington.com) is a full service ebusiness consulting firm, with offices in San Francisco and Chicago. Systems Business Analyst Business Analyst San Francisc, CA, United States Cmpany Pierce Washingtn (www.piercewashingtn.cm) is a full service ebusiness cnsulting firm, with ffices in San Francisc and Chicag.

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

Personal Data Security Breach Management Policy

Personal Data Security Breach Management Policy Persnal Data Security Breach Management Plicy 1.0 Purpse The Data Prtectin Acts 1988 and 2003 impse bligatins n data cntrllers in Western Care Assciatin t prcess persnal data entrusted t them in a manner

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

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

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

ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT. A. Principles and Benefits of Ongoing Feedback

ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT. A. Principles and Benefits of Ongoing Feedback ONGOING FEEDBACK AND PERFORMANCE MANAGEMENT A. Principles and Benefits f Onging Feedback While it may seem like an added respnsibility t managers already "full plate," managers that prvide nging feedback

More information

Support Services. v1.19 / 2015-07-02

Support Services. v1.19 / 2015-07-02 Supprt Services v1.19 / 2015-07-02 Intrductin - Table f Cntents 1 Intrductin... 3 2 Definitins... 4 3 Supprt Prgram Feature Overview... 5 4 SLA fr the Supprt Services... 6 4.1 Standard Supprt... 6 4.2

More information

BRISTOL CITY COUNCIL ROLE AND EMPLOYEE PROFILE: Architect (Practitioner Level) Specific Role Data Architect

BRISTOL CITY COUNCIL ROLE AND EMPLOYEE PROFILE: Architect (Practitioner Level) Specific Role Data Architect BRISTOL CITY COUNCIL ROLE AND EMPLOYEE PROFILE: Architect (Practitiner Level) Specific Rle Data Architect Grade Directrate Managed by BG13 (TBC) Business Change Senir Infrmatin Systems & Technlgy Architect

More information

IN-HOUSE OR OUTSOURCED BILLING

IN-HOUSE OR OUTSOURCED BILLING IN-HOUSE OR OUTSOURCED BILLING Medical billing is ne f the mst cmplicated aspects f running a medical practice. With thusands f pssible cdes fr diagnses and prcedures, and multiple payers, the ability

More information

Corporate Standards for data quality and the collation of data for external presentation

Corporate Standards for data quality and the collation of data for external presentation The University f Kent Crprate Standards fr data quality and the cllatin f data fr external presentatin This paper intrduces a set f standards with the aim f safeguarding the University s psitin in published

More information

Service Description Implementing Kimble Professional Services Automation

Service Description Implementing Kimble Professional Services Automation Service Descriptin Implementing Kimble Prfessinal Services Autmatin Felber Cnsulting wrks with clients ranging frm large gvernment r private sectr rganisatins t small & mediumsized enterprises. We wrk

More information

Vulnerability Management:

Vulnerability Management: Vulnerability Management: Creating a Prcess fr Results Kyle Snavely Veris Grup, LLC Summary Organizatins increasingly rely n vulnerability scanning t identify risks and fllw up with remediatin f thse risks.

More information

IT Help Desk Service Level Expectations Revised: 01/09/2012

IT Help Desk Service Level Expectations Revised: 01/09/2012 IT Help Desk Service Level Expectatins Revised: 01/09/2012 Overview The IT Help Desk team cnsists f six (6) full time emplyees and fifteen (15) part time student emplyees. This team prvides supprt fr 25,000+

More information

WEB APPLICATION SECURITY TESTING

WEB APPLICATION SECURITY TESTING WEB APPLICATION SECURITY TESTING Cpyright 2012 ps_testware 1/7 Intrductin Nwadays every rganizatin faces the threat f attacks n web applicatins. Research shws that mre than half f all data breaches are

More information

REQUEST FOR PROPOSAL FOR SHAREPOINT LEGISLATIVE MANAGEMENT SERVICES

REQUEST FOR PROPOSAL FOR SHAREPOINT LEGISLATIVE MANAGEMENT SERVICES REQUEST FOR PROPOSAL FOR SHAREPOINT LEGISLATIVE MANAGEMENT SERVICES The Wyming Legislature is at a pivtal pint in the management f its infrmatin and we are lking fr an accmplished firm with SharePint technlgy

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

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

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

Research Report. Abstract: The Emerging Intersection Between Big Data and Security Analytics. November 2012

Research Report. Abstract: The Emerging Intersection Between Big Data and Security Analytics. November 2012 Research Reprt Abstract: The Emerging Intersectin Between Big Data and Security Analytics By Jn Oltsik, Senir Principal Analyst With Jennifer Gahm Nvember 2012 2012 by The Enterprise Strategy Grup, Inc.

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

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification)

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification) CCHIIM ICD-10 Cntinuing Educatin Requirements fr AHIMA Certified Prfessinals (& Frequently Asked Questins fr Recertificatin) The transitin t ICD-10-CM and ICD-10-PCS is anticipated t imprve the capture

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

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

Improved Data Center Power Consumption and Streamlining Management in Windows Server 2008 R2 with SP1

Improved Data Center Power Consumption and Streamlining Management in Windows Server 2008 R2 with SP1 Imprved Data Center Pwer Cnsumptin and Streamlining Management in Windws Server 2008 R2 with SP1 Disclaimer The infrmatin cntained in this dcument represents the current view f Micrsft Crpratin n the issues

More information

Key Steps for Organizations in Responding to Privacy Breaches

Key Steps for Organizations in Responding to Privacy Breaches Key Steps fr Organizatins in Respnding t Privacy Breaches Purpse The purpse f this dcument is t prvide guidance t private sectr rganizatins, bth small and large, when a privacy breach ccurs. Organizatins

More information

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification)

CCHIIM ICD-10 Continuing Education Requirements for AHIMA Certified Professionals (& Frequently Asked Questions for Recertification) CCHIIM ICD-10 Cntinuing Educatin Requirements fr AHIMA Certified Prfessinals (& Frequently Asked Questins fr Recertificatin) The transitin t ICD-10-CM and ICD-10-PCS is anticipated t imprve the capture

More information

South Australia Police POSITION INFORMATION DOCUMENT

South Australia Police POSITION INFORMATION DOCUMENT Suth Australia Plice POSITION INFORMATION DOCUMENT Stream: Career Grup: Discipline: Classificatin: Service: Branch: Psitin Title: Administrative Services Cnsultancy and Infrmatin AO ASO-6 Infrmatin Systems

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

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

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

COPIES-F.Y.I., INC. Policies and Procedures Data Security Policy

COPIES-F.Y.I., INC. Policies and Procedures Data Security Policy COPIES-F.Y.I., INC. Plicies and Prcedures Data Security Plicy Page 2 f 7 Preamble Mst f Cpies FYI, Incrprated financial, administrative, research, and clinical systems are accessible thrugh the campus

More information

Legacy EMR Data Conversions

Legacy EMR Data Conversions Legacy EMR Data Cnversins Agenda Abut us Drivers fr EMR Replacement Things t Cnsider Tp 5 Reasns EMR Cnversins Fail Optins fr Legacy EMR Cnversin Case Study Abut Us Health efrmatics is a healthcare IT

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

Delivering Business Value Through IT Cost Transparency Using IT CMF

Delivering Business Value Through IT Cost Transparency Using IT CMF Office f the CIO Delivering Business Value Thrugh IT Cst Transparency Using IT CMF Sharad Jshi Vice President, IT Business Management March 24 th, 2015 Abut the Depsitry Trust and Clearing Crpratin (DTCC)

More information

OFFICIAL JOB SPECIFICATION. Network Services Analyst. Network Services Team Manager

OFFICIAL JOB SPECIFICATION. Network Services Analyst. Network Services Team Manager JOB SPECIFICATION FUNCTION JOB TITLE REPORTING TO GRADE WORK PATTERN LOCATION IT & Digital Netwrk Services Analyst Netwrk Services Team Manager Band D Full-time Birmingham TRAVEL REQUIRED Occasinally ROLE

More information

The Whole of Government Approach: Models and Tools for EGOV Strategy & Alignment

The Whole of Government Approach: Models and Tools for EGOV Strategy & Alignment The Whle f Gvernment Apprach: Mdels and Tls fr EGOV & Alignment Adegbyega Oj (in cllabratin with T. Janwski and E. Estevez) United Natins University a@iist.unu.edu OVERVIEW 1. THE WG APPROACH 2. APPLICATION

More information

UNITED STATES OF AMERICA FEDERAL ENERGY REGULATORY COMMISSION. Statement of Thomas F. O Brien. Vice President & Chief Information Officer

UNITED STATES OF AMERICA FEDERAL ENERGY REGULATORY COMMISSION. Statement of Thomas F. O Brien. Vice President & Chief Information Officer UNITED STATES OF AMERICA FEDERAL ENERGY REGULATORY COMMISSION Revised Critical Infrastructure Prtectin Reliability Standards Dcket N. RM15-14-000 Statement f Thmas F. O Brien Vice President & Chief Infrmatin

More information

G-CLOUD FRAMEWORK SERVICE DEFINITION. Solution Architecture for Cloud Service. Copyright: 2014 6point6 Ltd

G-CLOUD FRAMEWORK SERVICE DEFINITION. Solution Architecture for Cloud Service. Copyright: 2014 6point6 Ltd G-CLOUD FRAMEWORK SERVICE DEFINITION Slutin Architecture fr Clud Service Cpyright: 2014 6pint6 Ltd G-Clud Service Definitin Slutin Architecture fr Clud Service 1. SERVICE OVERVIEW 6pint6 is an innvative

More information

9 ITS Standards Specification Catalog and Testing Framework

9 ITS Standards Specification Catalog and Testing Framework New Yrk State ITS Standards Specificatin Develpment Guide 9 ITS Standards Specificatin Catalg and Testing Framewrk This chapter cvers cncepts related t develpment f an ITS Standards Specificatin Catalg

More information

Software and Hardware Change Management Policy for CDes Computer Labs

Software and Hardware Change Management Policy for CDes Computer Labs Sftware and Hardware Change Management Plicy fr CDes Cmputer Labs Overview The cmputer labs in the Cllege f Design are clsely integrated with the academic needs f faculty and students. Cmputer lab resurces

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

Licensing the Core Client Access License (CAL) Suite and Enterprise CAL Suite

Licensing the Core Client Access License (CAL) Suite and Enterprise CAL Suite Vlume Licensing brief Licensing the Cre Client Access License (CAL) Suite and Enterprise CAL Suite Table f Cntents This brief applies t all Micrsft Vlume Licensing prgrams. Summary... 1 What s New in This

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

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

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

HIPAA HITECH ACT Compliance, Review and Training Services

HIPAA HITECH ACT Compliance, Review and Training Services Cmpliance, Review and Training Services Risk Assessment and Risk Mitigatin: The first and mst imprtant step is t undertake a hlistic risk assessment that examines the risks and cntrls related t fur critical

More information

CHANGE MANAGEMENT STANDARD

CHANGE MANAGEMENT STANDARD The electrnic versin is current, r when printed and stamped with the green cntrlled dcument stamp. All ther cpies are uncntrlled. DOCUMENT INFORMATION Descriptin Dcument Owner This standard utlines the

More information

CS 360 Software Development Spring 2008 Tuesdays and Thursdays 3:30 p.m. 4:45 p.m.

CS 360 Software Development Spring 2008 Tuesdays and Thursdays 3:30 p.m. 4:45 p.m. CS 360 Sftware Develpment Spring 2008 Tuesdays and Thursdays 3:30 p.m. 4:45 p.m. Instructr: Ingrid Russell Office: Dana 343 email: irussell@hartfrd.edu http://uhaweb.hartfrd.edu/irussell Curse Descriptin:

More information

1)What hardware is available for installing/configuring MOSS 2010?

1)What hardware is available for installing/configuring MOSS 2010? 1)What hardware is available fr installing/cnfiguring MOSS 2010? 2 Web Frnt End Servers HP Prliant DL 380 G7 2 quad cre Intel Xen Prcessr E5620, 2.4 Ghz, Memry 12 GB, 2 HP 146 GB drives RAID 5 2 Applicatin

More information

TOWARDS OF AN INFORMATION SERVICE TO EDUCATIONAL LEADERSHIPS: BUSINESS INTELLIGENCE AS ANALYTICAL ENGINE OF SERVICE

TOWARDS OF AN INFORMATION SERVICE TO EDUCATIONAL LEADERSHIPS: BUSINESS INTELLIGENCE AS ANALYTICAL ENGINE OF SERVICE TOWARDS OF AN INFORMATION SERVICE TO EDUCATIONAL LEADERSHIPS: BUSINESS INTELLIGENCE AS ANALYTICAL ENGINE OF SERVICE A N D R E I A F E R R E I R A, A N T Ó N I O C A S T R O, D E L F I N A S Á S O A R E

More information

Nuance Healthcare Services Project Delivery Methodology

Nuance Healthcare Services Project Delivery Methodology NUANCE PROFESSIONAL SERVICES Nuance Healthcare Services 2008 Nuance Cmmunicatins, Inc. All rights reserved. Nuance Healthcare Services 1 INTRODUCTION This dcument describes the prject management methdlgy

More information

Computer Relocation Services

Computer Relocation Services Cmputer Relcatin Services Cmputer Relcatin Services Data Center and Cmputer Equipment Prject Methdlgy Overview Implement a data center relcatin Methd There are several ptins, and interpretatins t a data

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