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 Min...
Critical Success Factors. It depends on the different views of the purpose, operation and structures of the different actors who develop it. The partnership may have a local, national and/or international dimension. Moreover, it may cover a very specific field or more generally as a specific group of clients or customers within the cultural sector. In the context of the re-use of digital content multi-sides platforms are particularly important. They can be comparable to partnership experiences in the cultural sector (infrastructural management of museums, etc. by PPP in EU). In this sense, for example, a public content provider can be partner of a private company in the context of a multi-sides platform that offers services, products, downloadable packs of images of art, logos, food, clothes, Christmas, etc. for creative reuse. Environments in which cultural institutions and creative industries can share ideas and develop innovative process of co-working are particularly important as well to boost partnerships as well. Potential barriers Different national legal frameworks and rules. Resources and tools Experiences and case studies [see section 1.4 below] Europeana Labs and physical Labs xxxx://xxxx.xxxxxxxxx.xx/ Europeana Strategy 2020 xxxx://xxxxxxxx0000.xxxxxxxxx.xx/
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. There are several critical success factors to the service implementation that must be closely monitored and managed by the Accela and Health District stakeholders. These factors are critical in setting expectations between the Health District and Accela, identifying and monitoring Project risks, and promoting strong Project communication.
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. 6.1 The Participants recognise that the Implementation Arrangements will be effective if:
Critical Success Factors. The following is a non-exhaustive list of the critical success factors which must be present to maximize the likelihood that the engagement shall deliver the desired result and maintain project momentum. PALMSOURCE acknowledges and agrees that it has read and understood these success factors and shall perform its obligations under this AGREEMENT in a manner which is consistent with them. PALMSOURCE further agrees that its failure to adhere to and/or provide these factors may result in project delays, and in any such situation ASA is not responsible to PALMSOURCE for such delays. The success factors include, without limitation:
Critical Success Factors. The following is a non-exhaustive list of the critical success factors which must be present to maximize the likelihood that the engagement shall deliver [**] Confidential treatment has been requested for the bracketed portion. The confidential redacted portion has been omitted and filed separately with the Securities and Exchange Commission. the desired result and maintain project momentum. PALMSOURCE acknowledges and agrees that it has read and understood these success factors and shall perform its obligations under this AGREEMENT in a manner which is consistent with them. PALMSOURCE further agrees that its failure to adhere to and/or provide these factors may result in project delays, and in any such situation ASA is not responsible to PALMSOURCE for such delays. The success factors include, without limitation:
