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Optimizing (Level 5)



The process has now been fully recognized and has strategic objectives and goals aligned with overall strategic business and IT goals. These have now become ‘institutionalized’ as part of the everyday activity for everyone involved with the process. A self-contained continual process of improvement is established as part of the process, which is now developing a pre-emptive capability.

Vision and steering Integrated strategic plans inextricably linked with overall business plans, goals and objectives Continuous monitoring, measurement, reporting alerting and reviews linked to a continual process of improvement Regular reviews and/or audits for effectiveness, efficiency and compliance
Process Well-defined processes and procedures part of corporate culture Proactive and pre-emptive process
People Business aligned objectives and formal targets actively monitored as part of the everyday activity Roles and responsibilities part of an overall corporate culture
Technology Well-documented overall tool architecture with complete integration in all areas of people, processes and technology
Culture A continual improvement attitude, together with a strategic business focus. An understanding of the value of IT to the business and its role within the business value chain

Table H.5 PMF Level 5: optimizing

This maturity framework is aligned with the Software Engineering Institute Capability Maturity Model® Integration (SEI CMMI) and their various maturity models including the evolving CMMI-SVC, which focuses on the delivery of services.


Appendix I: Example contents of a Statement of Requirement (SoR) and/or Invitation to Tender (ITT)

The following is an example of a minimum set of contents that should be included in an ITT or SOR:

  • A description of the services, products and/or components required
  • All relevant technical specifications, details and requirements
  • An SLR where applicable
  • Availability, reliability, maintainability and serviceability requirements
  • Details of ownership of hardware, software, buildings, facilities, etc.
  • Details of performance criteria to be met by the equipment and the supplier(s)
  • Details of all standards to be complied with (internal, external, national and international)
  • Legal and regulatory requirements (industry, national, EU and international)
  • Details of quality criteria
  • Contractual timescales, details and requirements, terms and conditions
  • All commercial considerations: costs, charges, bonus and penalty payments and schedules
  • Interfaces and contacts required
  • Project management methods to be used
  • Reporting, monitoring and reviewing procedures and criteria to be used during and after the implementation
  • Supplier requirements and conditions
  • Sub-contractor requirements
  • Details of any relevant terms and conditions
  • Description of the supplier response requirements:
    • Format
    • Criteria
    • Conditions
    • Timescales
    • Variances and omissions
    • Customer responsibilities and requirements
  • Details of planned and possible growth
  • Procedures for handling changes
  • Details of the contents and structure of the responses required.

Appendix J: The typical contents of a Capacity Plan



The typical contents of a Capacity Plan are as follows.

Introduction

This section briefly explains the background to this issue of the Capacity Plan, how it was produced and what it contains. For example:

  • The current services, technology and resources
  • The organization’s current levels of capacity
  • Problems being experienced or envisaged due to over- or under-capacity
  • The degree to which service levels are being achieved
  • What has changed since the last issue of the plan.

 

Management summary

Much of the Capacity Plan, by necessity, contains technical detail that is not of interest to all readers of the plan. The management summary should highlight the main issues, options, recommendations and costs. It may be necessary to produce a separate executive summary document that contains the main points from each of the sections of the main plan

 

Business scenarios

It is necessary to put the plan into the context of the current and envisaged business environment. For example, a British airline planned to move a large number of staff into its headquarters building. A ratio of 1.7 people per desktop terminal was forecast. Capacity Management was alerted and was able to calculate the extra network traffic that would result.

It is important to mention explicitly all known business forecasts so that readers can determine what is within and what is outside the scope of the plan. It should include the anticipated growth in existing services, the potential new services and existing services scheduled for closure.





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