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Problem Management Process
Problem Management Process INSIGHTSCS CORP. JANUARY 01, 2019 Doc. No. 2019ISC-PMP Problem Management Process Version: 1.0 Effective: January 2019 Insight Supply Chain Solutions Subject: Problem Management Process Approved: Relly Earl Noman – CTO/CIO Effective Date: 01 January 2019 1 Introduction 1.1 Management Summary This document provides both an overview and a detailed description of the INSIGHTSCS’ Application Suite Problem Management process and covers the requirements of the various stakeholder groups. The Problem Management process is designed to fulfil the overall goal of unified, standardized and repeatable handling of all Problems managed by INSIGHTSCS’ Engineering and Implementation teams. Problem Management is the process responsible for managing the lifecycle of all problems. The Problem Management Process works in conjunction with other Application Suite processes related to ITIL and ITSM in order to provide quality IT services and increased value to INSIGHTSCS. 1.2 Goal of Problem Management To maximize IT service quality by performing root cause analysis to rectify what has gone wrong and prevent re-occurrences. This requires both reactive and proactive procedures to effect resolution and prevention, in a timely and economic fashion. Reactive Problem Management identifies problems based upon review of multiple events (incidents) that exhibit common symptoms or in response to a single incident with significant impact. Proactive Problem Management identifies problems by reviewing incident trends and non-incident data to predict that an incident is likely to (re-)occur. The goal of Problem Management and Incident Management can be in direct conflict. Both processes aim to restore unavailable or affected service to the customer. -
Problem Management Process Vanderbilt University June 10, 2020
Problem Management Process Vanderbilt University June 10, 2020 Problem Process Page 1 of 11 Contents Version History .............................................................................................................................................. 3 Summary ....................................................................................................................................................... 4 ITIL Problem Management............................................................................................................................ 4 Proactive vs. Reactive Problem Management .......................................................................................... 5 Incident – Problem – Change – Knowledge .............................................................................................. 5 When is a Problem created? ......................................................................................................................... 6 Who can create Problems? ........................................................................................................................... 6 Viewing Problems ......................................................................................................................................... 6 Problem Ownership ...................................................................................................................................... 7 When should a Problem be moved to the Problem Management Team? .................................................. -
National Incident Management System What Is NIMS?
NIMS National Incident Management System What is NIMS? • A comprehensive, national approach to incident management • Applicable at all jurisdictional levels and across disciplines NIMS Compliance Your jurisdiction must adopt NIMS: • ICS by Oct 1, 2004 • Other aspects by a later dates Why Do We Need NIMS? Lessons learned have shown the need for: • A coordinated response. • Standardization. • Interoperability. NIMS Concepts and Principles NIMS is: • Flexible to enable all responding organizations to work together. • Standardized to improve overall response and interoperability. NIMS Standard Structures • Incident Command System (ICS) • Multiagency Coordination Systems • Public Information Systems Preparedness • Planning, training, and exercises • Personnel qualification and certification • Equipment acquisition and certification • Publication management • Mutual aid/Emergency Management Assistance Compacts Resource Management Includes standardized: • Descriptions • Inventories • Mobilization • Dispatch • Tracking • Recovery Communications/Information Management NIMS identifies requirements for: • Communications. • Information management. • Information sharing. Supporting Technologies NIMS provides systems to standardize: • Voice and data communications. • Information management. • Data displays. Command and Management NIMS Overview Lesson 2 Command and Management • Command and management under NIMS • Incident Command System overview Lesson Objectives • Identify the benefits of using ICS as the model incident management system. • Identify -
HDI Problem Management Professional
HDI Problem Management Professional HDI curriculum addresses the needs Course Overview of support professionals throughout The HDI Problem Management Professional certification is intended for those who wish their careers and the various maturity to gain a working knowledge of industry best practices related to problem management. levels of their support operations. It mIt is ideal for IT professionals who are working or are planning to work within problem presents the business processes and management, whether in a technical, managerial, or operational role. The responsibilities soft skills required to increase pro- of problem management professionals vary from organization to organization, but ductivity, profitability, and improve they often include: assisting with the planning and implementation of the problem customer satisfaction. management process; performing both reactive and proactive problem management; prioritizing and categorizing problems; investigating and diagnosing the problems; coordinating and/or executing root cause analysis; developing workarounds; and proposing changes to resolve issues. The HDI Problem Management Professional Certification Standard is based on the concepts, principles, and best practices found in various ITSM frameworks, including ITIL, ISO/IEC 20000, and COBIT. What You Will Learn Best practice frameworks and standards for ITSM What service restoration is, in terms of incident and problem management The problem management activity flow All HDI Courses include The importance of detection, prioritization, -
NWCG Standards for Interagency Incident Business Management
A publication of the National Wildfire Coordinating Group NWCG Standards for Interagency Incident Business Management PMS 902 April 2021 NWCG Standards for Interagency Incident Business Management April 2021 PMS 902 The NWCG Standards for Interagency Incident Business Management, assists participating agencies of the NWCG to constructively work together to provide effective execution of each agency’s incident business management program by establishing procedures for: • Uniform application of regulations on the use of human resources, including classification, payroll, commissary, injury compensation, and travel. • Acquisition of necessary equipment and supplies from appropriate sources in accordance with applicable procurement regulations. • Management and tracking of government property. • Financial coordination with the jurisdictional agency and maintenance of finance, property, procurement, and personnel records, and forms. • Use and coordination of incident business management functions as they relate to sharing of resources among federal, state, and local agencies, including the military. • Documentation and reporting of claims. • Documentation of costs and cost management practices. • Administrative processes for all-hazards incidents. Uniform application of interagency incident business management standards is critical to successful interagency fire operations. These standards must be kept current and made available to incident and agency personnel. Changes to these standards may be proposed by any agency for a variety of reasons: new law or regulation, legal interpretation or opinion, clarification of meaning, etc. If the proposed change is relevant to the other agencies, the proponent agency should first obtain national headquarters’ review and concurrence before forwarding to the NWCG Incident Business Committee (IBC). IBC will prepare draft NWCG amendments for all agencies to review before finalizing and distributing. -
Incident Management Program Page 1
RM-55 Chapter 1 Incident Management Program Page 1 RM-55 Table of Contents Incident Management Program Table of Contents Chapter 1 Introduction Chapter 2 Authorities Chapter 3 Definitions Chapter 4 Program Management Chapter 5 Qualifications and Certification Chapter 6 Workforce Development Chapter 7 Incident and Event Management Chapter 8 Team Management Chapter 9 Incident Business Management Chapter 10 Interagency Coordination Appendix A Acronyms RM-55 Chapter 1 Incident Management Program Page 1 Chapter 1 Introduction 1.1 Purpose 1.2 Objectives 1.3 Background 1.1 Purpose Reference Manual 55 (RM-55) provides comprehensive information, standard operating procedures, and other recommendations for implementing the policies and requirements of Director’s Order #55 (DO#55), the National Park Service (NPS) Incident Management Program. 1.2 Objectives This RM meets the following objectives: 1. Reference and describe the authorities for the NPS Incident Management Program. 2. Describe the historical development of incident management in general and the NPS “all- hazard” (i.e., non-wildland fire) Incident Management Program in particular. 3. Provide definitions for pertinent incident management terminology. 4. Describe how the NPS Incident Management Program is managed. 5. Describe how NPS will develop qualifications and certifications for incident management personnel. 6. Provide a transition plan for NPS non-fire incident management qualifications. 7. Describe the workforce development plan for NPS incident management personnel. 8. Provide guidelines for non-fire incident and event management. 9. Provide guidelines for the management of all-hazard IMTs (IMTs). 10. Provide incident business management procedures specific to NPS for non-fire incidents and events. 11. -
05/11/2018 UCF IT Problem Management Policy & Procedure
University of Central Florida Information Technology (UCF IT) Title: Effective: 05/11/2018 UCF IT Problem Management Policy & Procedure Revised: 10/31/2018 Approved By: Michael Sink, Associate VP & COO, UCF IT Page 1 of 11 Revision History Revision (Rev) Date of Rev Owner Summary of Changes Section I; Updated title & body 10/31/2018 Scott Baron Updated title and paragraph body verbiage I. DOCUMENT CONTROL AND APPROVALS ................................................................. 1 II. OBJECTIVES ...................................................................................................................... 1 III. DEFINITIONS ..................................................................................................................... 2 IV. SCOPE OF PROBLEM MANAGEMENT ......................................................................... 3 V. ROLES AND RESPONSIBILITIES ................................................................................... 4 VI. POLICIES ............................................................................................................................ 5 VII. LIFE CYCLE OF A PROBLEM ......................................................................................... 5 VIII. EMERGENCY CHANGE - RETRO PROBLEM RECORD ........................................... 10 IX. ADDITIONAL CONSIDERATIONS ............................................................................... 11 X. APPENDIX ....................................................................................................................... -
National Interagency Buying Team Guide
Interagency Buying Team Guide April 2019 Table of Contents I. INTRODUCTION ............................................................................................................................. 3 II. ORGANIZATION, QUALIFICATIONS AND TRAINING ............................................................ 3 A. Organization ................................................................................................................................... 3 B. Qualifications and Training ........................................................................................................... 4 III. MOBILIZATION AND DEMOBILIZATION ................................................................................. 5 IV. BUYING TEAM KIT ........................................................................................................................ 5 A. Equipment (Leader’s Responsibility) ............................................................................................ 5 B. Internet/Intranet Website References ............................................................................................. 6 C. Suggested Set-up Supplies ............................................................................................................. 7 D. Forms ............................................................................................................................................. 7 V. RESPONSIBILITIES ....................................................................................................................... -
Proactively Branding IT As a Strategic Business Partner Ensure Transparent IT Costs
Customer Case Study | SERVICE IMPROVEMENT The customer in numbers 1907 founded 2nd Largest food retailer in Canada 125,000 employees 928 communities served 1,500+ Proactively branding IT stores across Canada 380+ as a strategic business partner retail fuel locations The Vision Challenge Sobeys Inc. serves the food shopping needs of Canadians with approximately 1,500 stores in all 10 provinces Harmonize processes, regulate IT costs and as well as more than 380 retail fuel locations. Their five core retail food formats are designed to ensure replace fragmented ITSM tool with a more that they have the right offering in the right sized stores, for each individual market served from full service efficient solution, generating greater ROI. format to a convenience format, each tailored to satisfy the unique occasion-based food shopping needs of customers. Solution In 2015, Sobeys set out to rebuild their IT Organization with the following key initiatives in mind: Develop multi-year program, aligning French Developing successful internal and vendor relationships in order to build collaborative partnerships and English service desks and defining process goals, policies and KPIs. Proactively Ensuring IT-related costs are transparent and predictable brand IT as a strategic business partner and Proactively branding IT as a strategic business partner ensure transparent IT costs. A key component to rebuilding was the IT Service Management foundation, including both processes and the Results supporting toolset, enabling the IT team to achieve new successes. By harmonizing processes and tools, they were able to achieve their ITSM vision. Incident resolution targets within SLAs met and exceeded: ▪ 23% increase in resolution within SLA on To be a leader in IT Service Management, enabling the power of business-focused IT solutions that Critical Priority Incidents. -
Review of Literature and Practices for Incident Management Programs Technical Report
Review of Literature and Practices for Incident Management Programs Technical Report PRC 15-56 T Review of Literature and Practices for Incident Management Programs Texas A&M Transportation Institute PRC 15-56 T June 2016 Authors Tim Lomax Lauren Simcic 2 Table of Contents List of Tables ................................................................................................................................. 4 List of Acronyms ........................................................................................................................... 5 Review of Literature and Practices for Incident Management Programs .............................. 6 The Federal Highway Administration: Incident Management Key Strategies ...................... 7 Performance Measures and Targets ......................................................................................... 10 Key Rapid Clearance Strategy Elements .................................................................................. 12 Unified Incident Command ....................................................................................................... 12 Standardized Operations and Response Practices ..................................................................... 12 Developing the Framework of a Successful TIM Program ....................................................... 13 More Coordinated and Timely Use of Technology................................................................... 13 Availability of Transportation Incident Responders ................................................................ -
Incident Management Is Your First- Step Resource to Start Or Improve Effective Ethics and Compliance Intake and Reporting Programs
GU IVE IDE S NIT E I RI EF E D S Abridged GUI DEFINITIVE GUIDE TO IVE DE IT SE IN R F IE E S D GUI IVE DE IT SE IN R F IE E S INCIDENTD MANAGEMENT GUI IVE DE IT SE IN R F IE E S D Going Beyond the Whistleblower Hotline This version of our Definitive Guide to Incident Management is your first- step resource to start or improve effective ethics and compliance intake and reporting programs. Supplied by Why Is an Incident Management Program Important? A comprehensive incident management system allows an organization to capture, investigate and manage ethics and compliance reports from across the organization in a centralized database, regardless of reporting channel. Research continues to show that organizations with strong ethical cultures have lower rates of witnessed misconduct. By implementing an incident management program, organizations are asking and encouraging employees and third parties to report potential unethical behavior. The National Business Ethics Survey revealed that 41 percent of all employees have personally witnessed misconduct. When those events of misconduct show a repetitive pattern, it is a key indicator of a weaker culture. That’s why every organization needs a centralized, consistent way to learn about issues. An effective incident management program does more than reduce organizational risk. Requesting and addressing employee concerns and potential misconduct creates a culture of trust and respect. As employees are able to raise concerns confidentially or anonymously, and see those issues addressed, they build confidence that their requests will be handled and resolved using a consistent and fair process. -
Problem Management Policy MANUAL
ADMINISTRATIVE SUBJECT: City of Delray Beach POLICIES AND PROCEDURES Problem Management Policy MANUAL Number: Document owner: Effective date: Last review date: IT-P0011 D. Marese 10/01/2018 01/30/2018 Supersedes: Approved by: Mark R. Lauzier, City Manager Version Date Author(s) Summary of Updates Authorization Effective 1.0 02/11/15 F. Montero Initial document creation D. Marese 1.1 04/21/15 D.Marese Update Document 05/01/15 1.2 01/30/18 D.Marese Update Document 03/01/18 TABLE OF CONTENTS 1 INTRODUCTION .................................................................................................................................. 2 1.1 PURPOSE ............................................................................................................................................ 2 1.2 SCOPE ................................................................................................................................................ 2 1.3 ROLES AND RESPONSIBILITIES .......................................................................................................... 2 1.3.1 Problem Manager ...................................................................................................................... 3 1.3.2 Problem Ticket Requester .......................................................................................................... 3 1.3.3 Problem Analyst ......................................................................................................................... 3 1.3.4 Service Desk ..............................................................................................................................