Web Content Management System, Migration and Maintenance Services for ECDC Web Portal

Transcription

1 Web Content Management System, Migration and Maintenance Services for ECDC Web Portal ICT General Governance Reference G March 2015 Page 1

2 Table of Contents 1 Introduction Design of the ICT General Governance Description of the missions and roles of the governance bodies Information System Strategic Committee (ISSC) Chair: Director or alternate IT-Portfolio Steering Committee (IT-PSC) - Chair: Head of Unit or alternate Enterprise Architecture Board (EAB) - Chair: ICT Head of Unit or alternate (IT enterprise architect/ict-i HoS) Project Executive Committee (PEC) - Chair: Senior profile on business knowledge Stakeholder Group (SG) and/or End User Group (EUG) - Chair: business owner project manager Project Status Meeting (PSM) - Chair: business owner project manager IT Status Meeting (IT-SM) - Chair: IT project manager Contractor Committee (CC) - Chair: authorising officer or alternate Methodological and Technical Coherence Committee (MTCC) - Chair: depending on agenda, the Quality officer or the IT enterprise architect Permanent Improvement of ICT Quality Committee (PIQC) - Chair: HoU or alternate (Quality officer) ICT-Services User Forum Page 2

3 1 Introduction This document forms an integral part of the tender specifications for publication reference XX/NN/NN/NNNN-PROC/2015/NNN. It contains a description of the ICT General Governance in ECDC. This document shall provide detail for the references about the ICT General Governance, in section Description of the goods & services and scope of the contract of the tender specifications. The contractor will namely have to participate and report to the Contractor Committee, although it may have to contribute or prepare reports to other bodies of ICT General Governance, when requested. Page 3

4 2 Design of the ICT General Governance This diagram gives a full description of ICT General Governance bodies, including those ensuring concerted technical expertise, service update and constant improvement. Page 4

5 : 3 Description of the missions and roles of the governance bodies 3.1 Information System Strategic Committee (ISSC) Chair: Director or alternate The ISSC ensures the strategic steering of the ECDC Information System across the Units; its mission is to: Ensure effective implementation of the ICT General Governance on ECDC scope; With the contribution of the Business architect and the IT enterprise architects, approve and update the ICT long term programme (ICT-SMAP) and ensure its coherence with other ECDC multi-annual strategic plans; Participate in the establishment of ECDC s (y+1) IT annual/biannual work plan, staff and budget estimation by: - Ensuring strategic alignment of suggested IT activities with the ICT-SMAP and policies; - Approving and prioritising ECDC s IT-activities based on documented opportunity and value studies; - Examining, approving and arbitrating as necessary the human and financial resource allocation of and in-between the different portfolios of the information system; - Proposing to SMT, for final decision, cost-estimated and prioritised IT activities, when necessary; Ensure strategic supervision of the ICT annual/biannual work plan implementation by: - Defining follow-up boards and/or appropriate indicators; - Managing and mitigating high-level risks on IT service continuity and work-plan execution; - Approving ICT strategies and policies; - Arbitrate when necessary on feasibility of new projects and releases, based on complete business cases; - Propose decision to SMT on eventual reprioritisation of activities between units as necessary; Support IT managers and officers (Quality, Security and Architect) and Project office coordinator in implementing good practices in governance, methodology and usages, by communication to strategic customers and follow-up of improvements. Page 5

6 3.2 IT-Portfolio Steering Committee (IT-PSC) - Chair: Head of Unit or alternate Inform ICT of the portfolio long-term key investments/visions in order to be reflected in the ICT-SMAP; Propose the IT-Portfolio annual work-plan (y+1) activities by: - ensuring strategic alignment of envisaged IT activities with the ECDC-SMAP and ICT-SMAP (ICT Long-term Strategy Programme); - giving mandate to sponsors to prepare business cases and qualify the opportunity, value and feasibility of foreseen IT-activities for ECDC; - prioritising the business expectations for envisaged IT activities. Ensure the implementation of the IT-portfolio activities by: - Supervising regularly the portfolio implementation; - gross-planning of the annual IT activities, upon recommendation of its Executive Committees and their activity players; - taking key decisions on the IT-portfolio, respecting scope and resources (for which the portfolio-chair received mandate from ISSC); - ensuring ICT approval on architecture (notably in order to prevent overlapping and poor interaction of systems); - ensuring and pronouncing bilateral (business with ICT) approval of feasibility studies and complete business cases; - giving mandate to sponsors or Executive business owners to command the execution of specific IT- activities within the portfolio; - declaring unspent portfolio budget in order to have it reallocated in ISSC, - approving the IT-portfolio level results and work performed; - managing and mitigating portfolio-level risks on the IT portfolio scope. Close projects/products that are unused or out-of-date; Propose ISSC strategic agenda items (e.g. stop activities on current IT-Portfolio or request reprioritisation of resources within other IT-portfolios) Support IT managers and officers (Quality, Security and Architect) and Project office coordinator, by: - implementing quality practices in the portfolio governance; - appropriate communication to Executive committee chairs; - follow-up of improvements. Ensure timely reporting to ISSC officers on portfolio scope (relevant resource and portfolio managers and/or project office coordinator) and secretary, as necessary. Page 6

7 3.3 Enterprise Architecture Board (EAB) - Chair: ICT Head of Unit or alternate (IT enterprise architect/ict-i HoS) draft the hardware and software infrastructure policies for the ICT-SMAP; document the opportunity and value of the technical project activities within ICT for elaboration of the annual work-plan (y+1); during the implementation phase, ensure SMAP coherence, interoperability, overall reliability, scalability and cost-effectiveness of the IT enterprise and solution architecture by: - approving enterprise architecture policies; - providing expertise and arbitrating on critical solution architecture issues (not solved in MTCG-architecture); - provide expertise for feasibility studies; - approve solution architecture documentations describing integration into Enterprise Architecture - providing guidance on technical projects/services in the following scope: o office suite (hardware, software and services); o services for the workstation such as and directories; o telecommunications (LAN, MAN and WAN, access to the public web and telephone networks, mobile equipment, remote access, deliverables and services); o security of information systems; o hardware and software infrastructure (servers, operating systems, operating software and printers); o software platforms (databases, web servers, decision-making tools and application development tools); o services for assistance to IT business development, hosting and maintenance; o technical watch. prescribe principles, practices, methods and standards in the areas of technologies and purchasing policies. 3.4 Project Executive Committee (PEC) - Chair: Senior profile on business knowledge Pre-requisite for the chair profile: ECDC manager aware of IT governance and project methodology principles (HoU, DHoU or HoS) Prepare the common engagement of all IT activity players, key prerequisite to any executive GO by: - ordering the ICT service; - elaborating service agreement and agreeing on foreseen functional business expectations, planning and resources (human and financial); - ensuring that the terms of foreseen activity comply with ICT policies expressed by the MTCC for Feasibility, Choice of means & Methods, IT security, Data protection and Procurement/Agreement expertise; Page 7

8 - ensuring that the foreseen activity (new project, project maintenance or purchase) can be integrated into ECDC s technical infrastructures by obtaining the MTCC Solution Architecture approval. Based on bilaterally agreed terms, give the executive go for the IT activity (study or development); Ensure executive follow-up of the IT activity respecting scope and resources by: - taking key decisions on the project at its various stages; - approving the results of the work performed at each stage; - monitoring at executive level the implementation of the project; - approving project results of the work performed; - managing and mitigating project risks; - timely declaration of unspent budget in order to have it reallocated in ISSC, - approving and following-up of product SLAs with maintenance service providers. Ensure timely report on project scope to IT-Portfolio committee and relevant resource and portfolio managers and/or project office coordinator and secretary, as necessary. Support IT Quality, Security and Architect and Project office coordinator in implementing good practices in the project governance, methodology by communication to project players. 3.5 Stakeholder Group (SG) and/or End User Group (EUG) - Chair: business owner project manager Its mission is to convey user needs and take part in the formulation of specifications and in validation, test and acceptance processes. 3.6 Project Status Meeting (PSM) - Chair: business owner project manager Follow-up and approve the proposals made by the project team. This takes place, at the very minimum, at each important step of the project and should be planned ahead of the Project Executive Committee. 3.7 IT Status Meeting (IT-SM) - Chair: IT project manager Deal with a wide range of matters arising with the project team and/or the provider or any other professional expert or computer specialist. These meetings are convened as required by the head of the project who is responsible for its coordination, monitoring and implementation. Page 8

9 3.8 Contractor Committee (CC) - Chair: authorising officer or alternate Its mission is to enable the project manager to monitor the contractual aspect of the project in the presence of the Provider s representatives and under the supervision and guidance of his managers. 3.9 Methodological and Technical Coherence Committee (MTCC) - Chair: depending on agenda, the Quality officer or the IT enterprise architect guarantee the methodological and technical coherence of application projects/products at the main phases of their life cycle (conception, architecture, contracting and testing) by: - giving methodological and technical guidance on value, opportunity and feasibility studies and give ICT approval; - ensuring, when a tendering package is drawn up, that the technical elements of the order are consistent with the technical policies at ECDC; - delivering expert opinion in the Provider selection process; - giving timely guidance on the drafting of the solution architectures and other technical documents and approve those; - Assisting as necessary the project manager in verifying the technical quality of delivered product and product documentation during technical acceptance tests, checking the consistency between the defined Solution Architecture and ECDC policies and also the practicability of installation. find ways to mitigate project issues by promoting project methodologies and recalling related processes; identify often forgotten project risks such as the delivery time for hardware and specific expertise requirements (security testing, third party testing, workstation impact assessment). Issues that may impact ICT policies, as for example the acceptance of an exotic database management system (SGBD), lies outside the remit of the MTCC and must be investigated by the Architecture Board Permanent Improvement of ICT Quality Committee (PIQC) - Chair: HoU or alternate (Quality officer) Its mission is to plan and implement the improvement of ICT processes by: implement an internal annual quality work plan approved by the HoU; take note of recurring problems ; investigate further and define general preventive measures to improve the processes. Page 9

10 3.11 ICT-Services User Forum Its mission is to present the performance of ICT equipment and IT enterprise services to ECDC users and customers and it involves them in the decision process to identify improvement priorities regarding the overall ICT service offerings. It notably involves the users and customers in the selection and testing of new equipment. This initiative enables the improvement of general communication and common understanding between ECDC users and the ICT Unit. Page 10