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Refers to the development and implementation of the planning process and documentation, examining how ICT should be used to achieve and support the organisation's overall business strategy and objectives.
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Refers to the structure and processes an organisation use to direct, evaluate and monitor its portfolio of ICT investments and their performance.
It could cover the design and implementation of the governance structure, roles and responsibilities; quality assurance, risk management and change management policies and processes; stakeholder engagement mechanisms; and measurements to assess the effectiveness of the governance processes.
Applicants should note that Australian Standard 8015-2005: Corporate governance of information and communication technology, provides guiding principles for directors on the effective, efficient, and acceptable use of Information and Communication Technology (ICT) within their organisation.
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Refers to the assessment of an organisation's current project management practices, the level of organisational effectiveness and the development of a roadmap to improve an organisation's overall performance.
Applicants should note the use of industry standards, methodologies and best practice in organisational project management maturity assessment tools. Some commonly referred examples are:
- - Capability Maturity Model Integration (CMMI) of the Carnegie Mellon University and Software Engineering Institute, USA;
- - Portfolio, Programme and Project Management Maturity Model (P3M3) of the Office of Government Commerce, UK Government;
- - Organisational Project Management Maturity Model (OPM3) of the Project Management Institute, USA.
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Refers to the processes and tools used to support the ICT governance process at corporate and/or project levels. They could include:
- - the evaluation, selection and/or implementation of industry standard enterprise project and portfolio management software tools; and
- - the establishment of a centralised body to provide project management support and services, often referred to as a PMO (Project or Programme or Portfolio Management Office depending on its functions and roles).
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Project Governance can be seen as a discipline under Corporate Governance. It refers to the design and implementation of processes, structures and communications that need to exist for a successful project.
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Refers to the evaluation, selection, development, and/or implementation of appropriate project management methodology, procedures, templates, the associated skill transfer and training.
Applicants should note the use of industry standards, methodologies and best practice in project management. Some commonly referred examples are Prince2 and Project Management Body of Knowledge (PMBOK).
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Refers to the analysis work required to provide an understanding and knowledge of a project's values and options. The analysis could examine the values, feasibility, performance, risks and costing of the various options. Such analysis work is important for the development of a business case.
Applicants should note that AGIMO has developed an ICT Business Case Guide to help agencies develop business cases with comprehensive cost benefit analysis and more detailed project planning.
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Refers to the development and implementation of organisational processes and procedures to identify, monitor, track and harvest the realisation of project benefits.
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Refers to the analysis and reporting of ICT spending, on hardware, software, outsourcing, personnel, and in various technology areas, against industry trends.
The benchmarking analysis could be used to provide quality assurance of the costings of a project business case and/or ICT spending performance at the organisational level.
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This refers to the reengineering and management of business processes at an agency or whole of government level.
It could cover:
- - Developing and documenting business process models and associated information;
- - Understanding and applying business process modelling standards (eg BPMN and XPDL) and how they may affect modelling tools and methods used by agencies;
- - Facilitiating business process workshops with agencies; and
- - Presenting and explaining business process models to senior non-technical officers in the APS, in a persuasive and accessible manner.
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