Critical Success Factors. In order to assess the adequacy and success of our approach to risk management a number of critical success factors have been identified: senior management support, own, and lead on risk management; risk management policies and the benefits of effective management are clearly communicated to all staff; the organisational culture supports well thought through risk taking and innovation; management of risk is fully embedded in management processes and consistently applied; management of risk is closely linked to achievement of objectives; risks associated with working with other organisations are assessed and managed; risks are actively monitored and regularly reviewed.
Critical Success Factors. 3.3.1. The Parties have agreed upon a set of criteria describing key indicators for success of the Development Plan for the Daily Product, which is set forth in Schedule 3.3.1 attached hereto (the “Critical Success Factors” or “CSFs”). Lilly shall have final decision-making authority over whether CSF 1 (as defined below) has been achieved.
Critical Success Factors. End-to- End Service Management Process ⏵Defined in business terms ⏵Accounts for all aspects of the service ⏵Defines clear accountabilities and responsibilities ⏵Documented and understood by all players ⏵Includes continuous feedback loop Critical Success Factors: Vendor Intersections ⏵Definition of all touch points ⏵Well-defined inputs / outputs ⏵Visibility of service level targets for all Service Delivery Organizations (SDOs) ⏵Tools to facilitate multi-vendor environments ⏵Facilitate teamwork through shared status meetings ⏵Individual SDO success is one element of overall success of service • Everyone is accountable for the service Critical Success Factors: Escalation Points ⏵Agreements for each party should be communicated ⏵Clear paths for escalation and recourse between Service Delivery Organizations must be documented and understood • Work together first • Motivation for and recognition of teamwork ⏵How and when to escalate within contracting organization • Documented and agreed upon ⏵Single points of contact need to be established between each Service Delivery Organization and contracting organization C O M P A N Y C O N F I D E N T I A L Critical Success Factors: Measurements That Mean Something ⏵Metrics aligned to business impact ⏵Individual SDO measurement in context of full service • Understanding impact of individual performance against the performance of the overall service • Understanding impact of individual performance on other SDOs ⏵Customer satisfaction measured with overall service delivery • One face of IT ⏵League tables published to all SDOs ⏵Visibility of all escalations and associated resolutions • Credit given for cross-SDO resolution Critical Success Factors: Underpinning Agreements ⏵Visibility of service business case ⏵Always refer to or supplement the SLA • Must understand what service is being supported ⏵Constraints / dependencies ⏵Tool considerations ⏵Steps for continually improving the service • Service Improvement Plans (SIPs) are not a bad thing SLA, UA Suggested Content Conclusion ⏵Multi-vendor environments are inherently more complex ⏵ITIL® provides the framework to drive success ⏵Service Delivery Organizations are connected ⏵End-to-end success is critical to business success The end goal is the business! ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom’s Office of Government Commerce (OGC) in the U.S. and/or other countries. Thank you • Underpinning Agreements: Keeping the End Goal in Mind C...
Critical Success Factors. 6.1 The Participants recognise that the Implementation Arrangements will be effective if:
Critical Success Factors. 6.1 The Participants recognise that the Implementation Arrangements will be effective if: AEs establish productive relationships with NAME OF COUNTRY agencies and communities, thereby obtaining a reliable supplementary workforce to sustain their industries; SWP objectives are achieved and its principles are adhered to; all Participants have and share specific and timely information to enable NAME OF COUNTRY to effectively participate in the SWP, and actively participate in monitoring and evaluating measures of success; NAME OF COUNTRY Seasonal Workers enjoy fair access to the SWP, fair and reasonable treatment in accordance with Australian law by AEs, are assisted and enabled to adjust to Australian conditions, derive income and skills, have successful re-entry into their home community and have a heightened prospect of return employment in Australia; NAME OF COUNTRY Seasonal Workers under the SWP are not levied with any recruitment costs or subjected to excessive up-front charges; and opportunities for employment facilitate inclusive participation in the SWP, that actively promote participation by women and under-represented groups.
Critical Success Factors. At the workshop on 9th September 2010 attended by key stakeholders, the following critical success factors emerged as essential to the delivery of the scheme: Critical Success Factor Description Implementation of the Mental Health Strategy Options must facilitate or allow the full implementation of the agreed Mental Health Strategy “Option 4” which depends upon a central in-patient & specialist therapies service in Lochgilphead Implementation of Estates Strategy Options must deal with the Estates Strategy which is to remedy or eliminate backlog maintenance and compliance issues on the Argyll and Bute site & maximise disposal of site Value for Money Options must deliver value for money in terms of being: Clinically effective in supporting the strategy, Sustainable in terms of the staffing model, Able to provide economies in revenue costs. Affordability Options must be deliverable within the revenue funding envelope which is concerned with the re-distribution of the balance of funding from an in-patient centred model to a community-centred model Timetable Options must deliver the in-patient side of the strategy to match implementation of other elements by 2013 Supply side capacity Options must be realistic in expectations of private providers of community care being able to match the discharge model Functional Suitability, safe and clinically effective accommodation Options must result in the provision of accommodation for patients, relatives and staff that is functionally suitable, safe, clinically effective and provides a therapeutic environment Flexibility Options must offer the possibility of flexible accommodation which will enable implementation of the admission policy in a reduced number of beds and with more specialisation and increased complexity of the patient population.
Critical Success Factors. CSFs are used in conjunction with the investment objectives for a programme to evaluate the long list of possible options; • CSF1: business needs – how well the option satisfies the existing and future business needs of the organisation. • CSF2: strategic fit – how well the option provides synergy with other key elements of national, regional and local strategies. • CSF3: benefits optimisation – how well the option optimises the potential return on expenditure – business outcomes and benefits (qualitative and quantitative, direct and indirect to NHS Lothian) – and assists in improving overall Value For Money (VFM) (economy, efficiency and effectiveness).
Critical Success Factors. In order to successfully execute the services described herein, there are several critical success factors for the project that must be closely monitored and managed by the stakeholders. These factors are critical in setting expectations between the County and Xxxxxxx, identifying and monitoring project risks, and promoting strong project communication. • Knowledge Transfer – the County staff can maximize their Accela learning experience through the online tutorials and course guides available through the Accela Success Community website. This self-directed learning approach will provide the County staff with the needed knowledge to advise Xxxxxxx what configuration changes are needed during project implementation. • While we cannot guarantee specific expertise for the County staff as a result of participating in the project, Xxxxxxx will make all reasonable efforts to transfer knowledge to the County. It is critical that County personnel work with Xxxxxxx in order to schedule all work in the best manner to facilitate knowledge transfer and resource availability. • Dedicated County Participation – We fully understand that County staff members have daily responsibilities that will compete with the amount of time that can be dedicated to the implementation project. However, it is critical that the County acknowledges that its staff must be actively involved throughout the entire duration of Services as defined in the Project Plan. Xxxxxxx will communicate insufficient participation of County and Xxxxxxx resources to the project sponsor with real and potential impacts to the project timeline. • Delivery of Needed Information and Documentation- In order to guarantee success and meet the timelines and costs described it will be essential that the County provide required documentation and information as requested by the delivery staff in timely manner. The expected information required is described in detail in each of the delivery sections. Failure to provide the required information can result in an extension of the project timeline and/or an increase in the scope/cost of the proposed solution. • Implementation Methodology – We offer a successful, proven, implementation methodology which is crucial to the project success. Accela’s Civic Platform and customer base is a niche market and as such our implementation methodology may differ from other consulting firms and software packages. It is imperative to project success that the County is willing to adhere/adop...
Critical Success Factors. The HTCU shall endeavour to provide a service according to the times as detailed in section 12. However, this may require adjustment depending upon staffing levels, major incidents or availability of technical equipment. If delays are expected to be significant, then the customer shall be informed. Staff at GPHTCU have competencies to undertake investigation of devices listed in Section 4. If exhibits submitted fall outside this scope of work or if resources prevent meeting stated commencement times, an option to sub- contract the work to another force or commercial enterprise may be considered at the discretion of the Head of the Unit; the sub-contracting policy shall be followed (Section 11). 11 Sub-contracting policy It is the policy of the GPHTCU to accommodate all requests for service using the resources within the unit. In exceptional circumstances the work may be sub-contracted to another force or commercial enterprise. The OIC shall be informed and any exhibits retained by GPHTCU returned to the OIC using the Property procedure. If a case has been started within GPHTCU then this action shall be recorded as a timeline entry in the HTCU case database, LIMA. It shall be the responsibility of the OIC to arrange sub- contracting via the South Wales Joint Scientific Investigation Unit (JSIU) utilising force form MG21 as part of the submission process. The JSIU shall be responsible for arranging sub-contracting using their approved suppliers. Any case that is fully sub-contracted and no longer involves GPHTCU shall fall outside GPHTCU scope of accreditation. If only part case work is to be sub-contracted e.g. repair of hard disk drive and resubmission to GPHTCU for examination, the OIC shall ensure that an ISO 17025 accredited sub- contracting facility is identified on the MG21 form. It shall be incumbent upon JSIU to ensure that any sub-contracted work shall be assigned, wherever possible, to an ISO 17025 accredited facility, adopting their Service Level Agreement processes, which shall include confidentiality agreement arrangements and reporting of disclosure of exhibits examined and those not examined. However, others may be used with justification, and that may be due to market standing, previous supplier, and making progress towards accreditation or sole supplier status. If a sub-contractor is required to undertake examination of a case involving child exploitation, then it is incumbent upon the Quality Manager to ensure that the chosen sub- contract...
Critical Success Factors. The following Critical Success Factors (CSFs) have been identified as the attributes essential to the successful delivery of the project. The CSFs are used in conjunction with the investment objectives to evaluate the long list of possible options.
