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Elements and Performance Criteria

Required Skills

Required skills

analytical skills to

conduct enterprise resource planning and management

investigate a critical incident and provide recommendations and remedies

communication skills to

resolve conflict

prepare reports to senior management

present and articulate complex information and ideas clearly

read and interpret an organisations reports policies and procedures to establish and review business continuity management framework

initiative enterprise and problemsolving skills to

act as a positive role model

assess vulnerabilities in organisational processes and infrastructure setup

evaluate competitive technologies

solve problems individually and in teams in response to changing environments

translate a range of ideas into appropriate action

planning and organisational skills to

establish and monitor organisations continuous improvement and planning processes

undertake the necessary background research for the development and monitoring of the strategic management plans

technology skills to

compare and recommend new technology solutions to improve organisational outcomes

evaluate complex information technology issues within the organisations environment

Required knowledge

ASNZS ISO Risk management

business continuity issues for the organisation

organisations current functionality including existing data and information systems

organisations internal and external dependencies and interdependencies

organisational policies and procedures including risk management strategy

past and current internal external and industry disruptions

relevant legislation and regulations that impact on business continuity such as OHS environment duty of care contract company freedom of information industrial relations privacy and confidentiality due diligence and records management

organisations industry

Evidence Required

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the ability to

develop strategic directions for outsourcing of IT resources in alignment with organisational goals

conduct risk analysis on outsourced IT services and implement procedures that identify where risk occurs and what measures need to be taken to handle the risk

produce contingency plans in cooperation with external parties

establish warning systems and an ongoing process that includes regular or programmed reviews of the risk profile of outsourced IT services

negotiate and monitor SLAs with external clients

Context of and specific resources for assessment

Assessment must ensure access to

relevant strategic level enterprise documentation including planning financial and IT infrastructure documentation

relevant legislative policies

Where applicable physical resources should include equipment modified for people with special needs

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge The following examples are appropriate for this unit

direct observation of the candidate carrying out project work

verbal or written questioning to assess required knowledge and skills

review of reports and implementation plans

review of a portfolio of the project work undertaken

Note The preferred assessment method is through a workplace project or through a simulated medium to large enterprise workplace

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector workplace and job role is recommended where appropriate

Assessment processes and techniques must be culturally appropriate and suitable to the communication skill level language literacy and numeracy capacity of the candidate and the work being performed

Indigenous people and other people from a nonEnglish speaking background may need additional support

In cases where practical assessment is used it should be combined with targeted questioning to assess required knowledge

Range Statement

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.