Robokill titan prime full version free download. 1 PROJECT PLANNING AND START-UP 1. Do document management personnel have copies of reference materials: a. Document Management Standard Practices?
Computerized Tracking System User Manual? Are document management personnel familiar with: a. The Contractual Requirements concerning document management? The overall Project Execution Plan? The Engineering Drawing & Specification issue schedules? Has document management reviewed the budgeted work hours and proposed staffing schedule for the document management function, and is there: a.
Or Disagreement? Are revisions to the budgets required to support project needs? Do document management personnel have the responsibility to manage their portion of project-budgeted work hours? Has adequate office work space been allocated for document management? Has file storage space been identified, including the estimated number of file cabinets and flat files required?
Do document management personnel have responsibility for filing and record retention of project purchasing files? If yes, are work hours included in the document management budget? Has the project document distribution matrix been developed, approved and distributed?
Does document management personnel maintain and publish revisions to the project distribution matrix? Page 1 of 7 2 10. Has an interdisciplinary check routing method for drawings and documents been determined? What about Barcoding Documents?
Manual Tracking Stamps? Have document management personnel reviewed and become familiar with any special project documentation requirements? Have document management personnel reviewed the major/minor equipment list? Are they on distribution? Are there any client-unique numbering requirements for project documents?
Has the client specified hand-over requirements? Have the supplier data requirements and vendor data item codes been: a. Is any special training required for document management personnel relating to methods and systems adopted on the project? Have computer hardware and software requirements been determined?
Have project document management procedures been: a. Has the project document management organizational chart been: a. Page 2 of 7 3 PROJECT EXECUTION 1. Have computer hardware and software for document management support been installed, and are they operational for: a. Document and Drawing Control & Management? Expediting Approval and Certified Vendor Data from Vendors and Subcontractors? Computerized transmittal log for both internal and external documents?
Other required Systems? Has the transmittal format and distribution matrixes been established? Has a filing system for drawings and documents been established in accordance with project procedures and standard practices? Has document management implemented: a. Internal forms requirements? Request for distribution color coded by activity? Has document management initiated and implemented appropriate rubber stamps and label requirements for the project?
Are document management personnel receiving and reviewing the engineering specification and drawing registers and release schedules? Are document management personnel receiving and reviewing the major/minor equipment list?
Is document management verifying that automated systems are current and accurate? Page 3 of 7 4 9.
Are the automated systems being audited regularly to ensure accuracy? Is there a verification procedure to determine that all drawings and specifications issued by engineering have been processed and transmitted? Are comparisons being made between tracking systems and drawing registers for discrepancies? Has the supplier data requirements specified by engineering been recorded in the appropriate tracking system? Is there a verification procedure to determine if all supplier data requirements requested have been received for purchase orders or equipment tag numbers? What is the interface with project expediting for supplier data not received? Is document management measuring and monitoring internal turnaround time from receipt to transmittal of: a.
Engineering drawings? Supplier data? Are document management status reports being produced and distributed for: a. Design drawings and specifications transmitted to date by milestone and transmittal type?
Design drawings and specification packages currently out for approval via office check? Supplier-certified data received complete or incomplete to date by purchase order number and equipment tag number? Supplier-approved data currently in the office check cycle? Page 4 of 7 5 e. Supplier-certified data transmitted to construction and the client by purchase order numbers or equipment tag numbers? Document management internal turnaround time from receipt to transmittal? Are status reports at the summary level?
Is there an established report frequency? Does the document management supervisor participate in weekly project staff meetings? Is the document management staffing level appropriate for the current work load? What enhancements, changes, or improvements does the project recommend on document management practices, procedures, or systems? Is there a working interface between the engineering and construction document management organizations? PROJECT CLOSEOUT 1. Does document management have a copy of the Project Closeout Guidelines?
Have the project closeout plan, schedule, and procedures been: a. Does the project closeout and client hand-over procedure satisfy the Standard Project Closeout Guidelines and project contract requirements for: a. Engineering drawings and technical documents? Supplier documents?
Page 5 of 7 6 c. General documents? Does the project contract require job data books at project completion? If job data books are required, does the existing document management workhour budget include estimated hours for job data book assembly? Does the nonlabor budget include estimated costs for binders, tabs, printing, and shipping? Has the job data book format and table of contents been determined and approved by the client? Has the mock-up or master copy of the job data book been prepared for client review and approval?
Has document management coordinated with project purchasing in preparing the RFQs and bid evaluations for binders, tabs, and special printing? Will the document management final closeout report for the Materials Operations department's historical files include the following: a. Total project work hours expended: estimated versus actual? Document management personnel assignment schedule: estimated versus actual? Total number of engineered drawings and specifications generated?
Total number of purchase orders? Total pieces of major and minor equipment purchased? Total supplier documents received? Average number of documents per purchase order? Total number of job data books assembled and shipped, if applicable? Page 6 of 7 7 i.
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Brief description of what worked well and what did not work well with document management during the project? Suggested recommendations for improvement, if any?
IT Infrastructure Library (ITIL) and Control Objectives for Information and Related Technology (COBIT) are not primarily focused on security; however, both contain elements that touch on security issues. ITIL provides a foundation for managing IT infrastructure, with a primary focus on service support and service delivery. It also covers some aspects of information security management, although this material has not been updated for a number of years. COBIT is an IT governance standard, and a mature one at that - version 4.0 was released this year, and version 4.1 is in the pipeline. COBIT focuses on controls that provide management with assurance that IT is operating in a controlled manner. With the introduction of Sarbanes-Oxley legislation in the U.S., elements of COBIT have been widely adopted to assist in providing assurance of the effectiveness of internal controls over financial reporting. Like ITIL, COBIT can be used to drive some information security improvements, though its primary focus lies elsewhere.
This is the first of two checklists that can be used to ensure that all non-standard operational events (incidents, errors and problems) are identified, recorded, analyzed and resolved through the use of a suitable problem management system. COBIT Delivery Standard 10 – Manage Problems and Incidents, identifies objectives for managing problems and incidents. The specific objectives listed in this checklist can be mapped onto relevant IT Infrastructure Library (ITIL) activities.
The first checklist deals with incident management.
. Implementation and management of an -based Service Management System (SMS) has many challenges. But, sooner or later, organizations overcome them. One element of the SMS that companies must always keep their eyes on is the internal audit.
Itil Audit Checklist
Since the SMS encompasses IT services from their design and creation (i.e., transition) to the management, improvement, and retirement, there is no doubt that this includes many processes, related activities, roles and responsibilities, documents and records. The internal audit covers all I mentioned above. If you are given the responsibility to set up an internal audit, with all that is required – that wouldn’t look like a simple job.
But, it doesn’t need to be complicated, either. First of all, ISO 20000 has clear requirements for the internal audit, and, secondly, an internal audit checklist can make the internal audit much easier.
So, let’s see what the requirements are for the internal audit, and then how to handle the internal audit checklist. The requirements. ISO 20000 is, when we talk about the, pretty much straightforward. The internal audit must be conducted. Regular intervals would mean at least once a year.
Or, maybe after some significant change in the SMS. If you have implemented some other ISO standard, e.g., or – then you have faced the same requirement; that is, the internal audit is mandatory and you have the procedure up and running, i.e., you can use it to fulfill ISO 20000 requirements. So, let’s see what the standard requires, related to the internal audit. The SMS and the services should:. fulfill the requirements in ISO/IEC 20000-1. fulfill the service requirements and the SMS requirements identified by the service provider. be effectively implemented and maintained In line with above requirements, the internal audit should confirm that ISO 20000 is implemented and that the service does what was required.
It sounds simple, but it’s not. There are a lot of elements that need to be checked before you can say it is compliant. One additional, important requirement is that the internal auditor can’t audit their own work. This means that the internal auditor can’t be the same person who implemented the SMS.
Medium or bigger organizations have people working only on audits (sometimes part of the Quality Management System), and you can use them as an independent party to do the internal audit. Or, you can use someone from outside the company. Smaller companies will have to find someone who is not involved in the SMS or use an external party to perform the internal audit. Whoever does it, they need to check the state of the SMS – the organization itself is (highly) interested in getting a realistic picture. That’s putting even more importance on the audit.
Creating the list The audit checklist is actually a set of questions the internal auditor will ask to check whether ISO 20000 requirements are fulfilled, i.e., whether the processes are functional. Since processes go deep in daily activities, it’s important that they add value. Questions in your internal audit checklist should be focused on efficiency of the processes. For example, you need to monitor and report about your services’ performance. But, are there any improvement initiatives coming out of this?
What actions are taken after the report is generated? Since ISO 20000 requires that all requirements are implemented, you should take advantage of that fact. Meaning, list all requirements from the standard and look for evidence that requirements are fulfilled. But, when you do that, try to look for the value created. Meaning, it’s not enough to create an incident record (with all required information) – you should also do something with that information.
For example, monitor resolution of incidents and compare resolution times with requirements in the Service Level Agreement (SLA). Download outkast speakerboxx and the love below 2 zip free. Create monthly reports of all incidents and analyze the data. That will give you ideas about where improvements are needed, sometimes in the services themselves, but sometimes in the team or in the process. The content The audit checklist should have a simple form, ideally a column-based form that contains the following columns: Reference – this is the ISO 20000 standard clause. Content – this is what you are looking for, i.e., requirements of the standard.
Evidence – this is the column where the auditor will make remarks about evidence or people who were interviewed, record name, etc. Compliance – usually in Yes/No format, that’s the “verdict” regarding the company’s fulfillment of a certain requirement. Since ISO 20000 has 256 “shall’s,” meaning what must be fulfilled, it’s hard to expect that list will be short. Whatever the length of the list, it’s important that the list covers all requirements and checks the usability of the SMS. A well-prepared list will make your internal audit a much easier and transparent job. That’s not the end Once you are done with the audit, a with the findings should be created. Such report should also include a short list with nonconformities.
Nonconformities can be (and it’s advisable to do so) graded (major, medium, minor). What management looks for is a table with nonconformities. Based on that, they will judge the efficiency of the SMS and (usually) the work of the people involved in the SMS. (See this for handling nonconformities.) Besides the fact that the internal audit checklist will take care that nothing gets forgotten, it will also give you the opportunity to continuously keep working on the efficiency of the SMS. In the end, your services will materialize and, consequently, your customers will enjoy those improvements. And, customers appreciate that and they know how to show their appreciation. Use this free to check your internal audit compliance with the ISO 20000 requirements.
. Most of you have experienced a situation where a service is released, and then a lot of time is spent on fulfilling “details” of customer requirements or issues related to internal organization. For example: are all users informed about the new functionality, are they trained to use the new service, are all Configuration Items (CIs) identified and entered into the Configuration Management System, are all customer requirements met and tested etc.
It sounds like a lot of potential for a mess, doesn’t it? There are two documents that could help you avoid this mess: and. For the time being, I will focus on the latter. Service Acceptance Criteria defines Service Acceptance Criteria (SAC) as “A set of criteria used to ensure that an IT service meets its functionality and quality requirements and that the IT service provider is ready to operate the new IT service when it has been deployed.” ( ITIL Service Design volume) Why do we need something like SAC? As a service provider, we need to ensure that:.
all customer requirements are met. we are ready and able to support a service So, we need to ensure that in order for us to provide a service, certain requirements must be met. Which requirements? That depends on the service and service provider, but let me give you few examples so that you get the idea:. Are all service requirements documented and agreed on with the customer?. Is there a list of test cases that will ensure the customer that all functional requirements are met?
Is it agreed on with the customer?. Are all hardware and software components defined, purchased, and implemented?
How about licenses?. Do we have written agreements with all involved parties?. Is the release and deployment plan present and agreed on?. Is the end-user documentation ready and distributed?.
Is the go-live date agreed on with all relevant parties?. Do we have measurement in place (e.g., for SLA purposes)?. Are internal tests performed and completed successfully?. Are operational procedures defined and ready? Are all process responsibilities defined and in place? You may have noticed a question mark at the end of each sentence. Yes, the SAC act like a checklist.
Such a checklist has to ensure that we (as a service provider) are ready to deliver a new service (as required, i.e., agreed on with the customer). Lifecycle and ownership The next logical question is: “Who owns the SAC?” That also depends on your organization’s setup; but, if we stick to ITIL, that would be the Design Coordination Manager, or, as I experienced, some organizations have a Service Design Manager. Such roles are involved in the early stages of the service lifecycle and have strong ties with the strategy and transition phase of the service lifecycle, so they are in excellent position to control the build-up of the SAC.
The SAC is one of the documents that “live” throughout the service lifecycle. Namely, the SAC needs to encompass all necessary steps needed for an IT service to be deployed and operated. In order that we get to the operational stage of the service lifecycle, many processes are involved and contribute to the success of the service implementation. Each of those services must be included in the SAC as well. For example, defines Configuration Items and the place where software media will be stored (i.e., DML – Definitive Media Library). The entry in the SAC could be “Are all software media present?
IS DML defined and in place (in case that physical storage is needed)?” etc. The SAC is related to two other documents: and. The SLR will provide the criteria needed to say “Yes, now we fulfill all customer requirements,” and changes in the SLR will impact the SAC (e.g., the requirement regarding number of transactions that a database should support increases dramatically – that is a requirement to change a technical solution, which requires more hardware and licenses, so the SAC needs to be updated due to these new requirements). The SDP details all aspects of the service and its requirements throughout the service lifecycle and, usually, the SAC is a part of the SDP. Figure: SAC is built throughout the service lifecycle. So, why is it important?
For many reasons. Just imagine, as you build the service throughout the service lifecycle, you build the SAC document. At the end of the transition phase there is no need to go back and try to gather all the details that need to be checked, i.e., tested. For one project in the telecommunication area, I was engaged to build an SAC document and prepare customer acceptance tests. It took me several weeks to finish this task.
Itil Service Transition Checklist
I started from scratch by learning the basics about the service and continued with the business part, i.e., what was agreed on with the customer. Finally, the SAC was finished, the acceptance test ran well, and we didn’t forget anything. Afterwards, I couldn’t help but think: “Couldn’t that be done more efficiently?” A few years later I ran into ITIL, learned about the SAC, and answered my own question. You can check out the to learn more about SAC.
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