The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
IT services to be outsourced may include: | backup or recovery data cleansing data storage disaster recovery hardware, software or network support help desk network infrastructure programming. |
Outsourcing model refers to: | business model for the procurement of external services approved by the organisation financial penalties and the right to terminate if SLAs are consistently missed transfer of responsibility from an organisation to a supplier. |
Organisational environment may include: | business or management structure conglomerate of business entities external environment in which a business is operating, including contractors and externally provided services specific business entity way in which organisational members perceive and characterise their environment in an attitudinal and value-based manner. |
Business model may include: | broad range of formal and informal descriptions to represent core aspects of a business, including purpose, offerings, strategies, infrastructure, organisational structures, trading practices, and operational processes and policies business, system, application, network or people in the organisation framework or strategy to enable business targets to be met. |
IT service providers (vendor evaluation) may include: | individuals or organisations contracted to provide services to the organisation to achieve financial or operational targets internal departments, external organisations, individual people and employees. |
Strategic plan may include: | components from separate disciplines, such as IT or human resources mission, vision and values objectives and targets organisational environment part of organisational strategic plan or a stand-alone document process of the organisation’s definition of its strategy or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. |
Security requirements may include: | plans to address theft, viruses, standards (including archival, backup, network), privacy, audits, alerts and usually relate directly to security objectives of organisation relevant government legislation, organisational security policies, customs, expertise and knowledge system in terms of databases, applications, servers, operating system, gateways, application service provider (ASP) and internet service provider (ISP) threats relating to eavesdropping, manipulation, impersonation, penetration, denial of service and by-pass, hackers and viruses threats to security that are, or are held to be, present in the environment, encryption, passwords, hardware, authentication and policies. |
Change-management strategy may refer to: | benchmarks that could include technical, cost savings, performance and quality benchmarks business, system, application, network or people in the organisation change procedures that are verbal, documented, process-based, socially-based or incremental, and may be the result of an impact on quality, cost or OHS department within the organisation or a third party formal procedures that must be adhered to stakeholders, including end user, internal or external client, government body, corporate body and community groups. |
Security strategy may include: | person within a department, a department within the organisation or a third party privacy, authentication, authorisation and integrity, and usually relates directly to the security objectives of the organisation. |
Organisational policy may refer to: | documentation internal to the organisation that guides actions that are particular to the organisation issuing the policy, and guides processes that are most likely to achieve a desired outcome process of making important organisational decisions, including the identification of different alternatives, such as programs or spending priorities, and choosing among them on the basis of the impact they will have political, management, financial and administrative mechanisms arranged to reach explicit goals. |
Risk mitigation may include: | identification of one or more potential solutions to reduce or remove each risk if it arises implementation of policies or actions that identify risks in an existing or planned process. |
SLAs may refer to: | common understanding about services, priorities, responsibilities, guarantees and warranties negotiated agreement between two parties where one is the customer and the other is the service provider; this can be a legally binding formal or informal 'contract' part of a service contract where the level of service is formally defined specific SLAs that are negotiated up front as part of the outsourcing contract, and are used as one of the primary tools of outsourcing governance. |
Performance levels may refer to: | contracted delivery time or performance of the service levels of availability, serviceability, performance, operation, or other attributes of the service, such as billing. |
Outsourcing relationship managementmay refer to: | elements of organisational structure, management strategy and information technology infrastructure management of one or more external service providers as part of an outsourcing strategy the three aspects of ORM that companies typically pursue as part of their outsourcing strategy: IT infrastructure management strategy organisational structure. |
Continuous improvement may relate to: | efforts that seek incremental improvement over time or breakthrough improvement at once ongoing effort to improve products, services or processes processes that are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. |