| Capital Value |
Estimated cost if an Application or a Technology was to be replaced. This includes not only the purchasing costs but also the costs of any in-house customisation which would be required to meet agency requirements. If a current market price is not available, the original capital value can be used.
Where an application has been totally developed in-house, the project costs for the development should be used.
If the agency has no plans to replace the asset and simply intends to upgrade it, the costs of the next significant upgrade (for example, the cost of moving the application or technology to a different platform) can be used.
If the Technology is a Fleet asset, use the estimated cost of replacing the entire Fleet. |
| Campus Cabling |
Cabling on a premises containing more than one building. |
| Campus Distributor (CD) |
The distributor from which a campus cabling emanates. |
| Capability |
A service, function or operation that enables the Agency to exploit opportunities. |
| Capture |
Record capture is a deliberate action that results in the registration of a record into a business system or a record system. |
|
CDMA (Code Division Multiple Access) |
See Code Division Multiple Access. |
| Central Licence Register (CLR) |
A Software Asset Register available to all Budget Funded Agencies to manage their software licences. |
| Change Authority |
A group to which the Project Board may delegate responsibility for the consideration of Requests For Change. The Change Authority is given a budget and can approve changes within that budget. The Project Board is the Change Authority by default. |
| Change Budget |
The money allocated to the Change Authority to be spent on authorised Requests For Change. |
| Change Control |
The procedure to ensure that the processing of all program and project issues (scope / schedule / budget changes) is consistent and managed, including submission, analysis and decision making. |
| Change Management |
Process of controlling changes to the infrastructure or any aspect of services, in a controlled manner, enabling approved changes with minimum disruption. |
| Change Owner |
A Change Owner is an individual or group who will work with the Business Change Manager to ensure that a business or enabling change identified is successfully achieved. In many instances the Business Change Manager will be the change owner. |
| Change Request |
A documented request for a change in specific products, scope or other aspects of the plan. All change requests should follow the formal change control procedures. |
| Channel |
The end-to-end transmission path connecting any two pieces of applications specific equipment. Includes equipment and work area cables. |
| Checkpoint |
A team level, time-driven review of progress. |
| Checkpoint Report |
A progress report of the information gathered at a Checkpoint meeting, which is given by a team to the Project Manager, and provides reporting data as defined in the Project Initiation Document. |
| Chief Information Officer (CIO) |
The role within an agency, department or other business group, with responsibility for the information technology and computer systems that support the enterprise’s goals. The CIO role is generally responsible for processes and practices supporting the flow of information (information and business layers of the enterprise architecture), whereas the CTO is generally responsible for technology infrastructure. |
| Chief Technology Officer (CTO) |
The role within an agency, department or other business group, who is principally focussed on technical issues relating to the delivery of ICT services. |
|
CIO (Chief Information Officer) |
See Chief Information Officer. |
|
CITEC |
CITEC delivers both whole-of-Government and agency-specific ICT services, including data centre, infrastructure, network, security, disaster recovery and solutions integration services. |
| Citizen |
Citizen refers primarily to Queensland citizens and corporate citizens that are incorporate entities located in Queensland. For access to Government information, it also includes those doing business in Queensland who are located outside Queensland. |
| Classification Scheme |
Formal definition of a common set of terms or concepts that are used to describe and represent a domain of knowledge. Classification schemes describe information with different degrees of structure using logical conventions, methods and procedural rules and as such range from simple taxonomies, thesauri, glossary, metadata schemes, to logical theories. Classification schemes provide the contextual metadata of an information asset. If the classifications were produced by the agency then the classifications will also be information assets of the agency. Examples include: Taxonomy, Thesauri, Glossary, Topic Map, Metadata Scheme and ISO 19115 Data Themes. |
| Client |
The person or organisation that is the principle beneficiary of the project. Generally the client has a significant authority regarding scope definition and whether the project should be initiated and/or continued. May be synonymous with Users. |
| Cloud computing |
A utility model for gaining access to processing and storage capacity without having to own any hardware. A capacity on demand model where you pay someone else for the use of their capacity and you do not neccessarily care how or where it is delivered. |
|
CLR (Central Licence Register) |
See Central Licence Register. |
| Code Division Multiple Access (CODA) |
A sophisticated spread spectrum technique that can be used in a variety of wireless delivered services, including mobile phones. CDMA employs a bandwidth much larger than the original signal. Each signal is uniquely encoded and decoded and allows many signals to occupy the same spectrum. |
| Collector |
Where an agency collects personal information the agency is regarded as the collector in relation to that information.
Where personal information is collected by an individual in the course of their employment by, or in the service of, an agency then the agency is regarded as the collector in relation to that information. |
| Commit |
A quadrant of the Initiative Priority Grid containing initiatives which have a score of high Attractiveness and Achievability. The organisation should consider these initiatives to be carried further into the Program of Work. Some will deliver quick wins delivering benefits or improvements in service for little implementation effort.
(See also "Initiative Priority Grid") |
| Communication Plan |
A plan of the communication activities needed during the program or project. |
| Community sourcing |
A way of getting a software development task done through a connected set of people. Take a group of like-minded individuals who have formed an electronic community around a common interest and get members of that community to deliver parts of a software development project. |
| Complete Record |
Complete records comprise contextual and structural data as well as content data. |
| Compliance with Standards |
A dimension in the assessment of the Technical Condition of an Information Asset in the Queensland Government ICT Portfolio Assessment Methodology. It is the degree to which an information asset complies with standards set by the agency, Government or industry. This relates to management processes and contextual and structural representations within the information portfolio that facilitate the provision of information services between suppliers and consumers of information. /(See also "Information Standards", "ICT Portfolio Assessment Methodology") |
| Component Diagram |
See "Solution Architecture Component Diagram" |
| Component Matrix |
Addresses the dependencies between identified activities in the Solution Inventory to determine how long a solution will take to implement and its approximate cost. By understanding these dependencies a critical path is established for an initiative.
QGCIO has provided a Component Matrix Worksheet which automatically produces the initiative Dependency Charts and the Dependency Matrix.
Note that no human resource costs should be included in the Component matrix as both internal and external labour costs are calculated in a separate step of the ICT Planning Methodology. |
| Concession |
An Off-Specification which is accepted by the Project Board without corrective action. |
| Confidentiality |
Ensuring that information is accessible only to those authorised and is protected from unauthorized disclosure or intelligible interception. |
| Confidentiality Agreement |
Agreement indicating agreement to abide by agency confidentiality requirements. |
| Configuration Management |
Configuration management is focussed on controlling the products being delivered by a project, knowing where they are at any point in time, what their status is, who is working on them and which is the latest version. Normally supported by software tools, it gives management precise control over the project assets (e.g. the products of a project), covering identification, control, status accounting and verification of the products. Maintains integrity and security over accepted products. |
| Configuration Management Database (CMDB) |
A database that contains all relevant details of each configuration item and details of the important relationships between configuration items. |
| Configuration Management Plan |
Document setting out the organisation and procedures for the configuration managment of a specific product, project, system, support group or service. |
| Consolidation Point |
A location for interconnection between horizontal cables that extend from building pathways and cables that extend into work area pathways. |
| Constraint |
A restriction or limitation that influences the program or project plan. For example, a target date may be a constraint on scheduling. A schedule may be constrained by resource limitations. Some constraints may also be risks. |
| Content Type |
See "Information Content Type" |
| Contingency |
Contingency is an amount of money (an allowance or reserve) or an amount of time incorporated when planning to cater for unexpected situations that arise, inaccuracies in estimating or unforeseen changes in development requirements. This is not used for Risk Management, which allows for specific risk budgets. |
| Contingency Budget |
The amount of money required to implement a contingency plan. If the Project Board approves a contingency plan, it would normally set aside a contingency budget, which would be called upon if the contingency plan had to be implemented. (E.g. when the associated risk occurs). |
| Contingency Plan |
A plan which provides an outline of decisions and measures to be taken if a defined risk or other circumstances, outside the control of a project, should occur. |
| Consumer |
The recipient of a payload resulting from a request made to an information service. Consumers operate under agreed levels of service with information service providers. Consumers may also be bound by one or more constraints (such as a licence) applied by the owner over the source information asset. Examples include: Brisbane City Council requests confirmation of the survey details for a land parcel from NRMW and ABS requests a count of new vehicle sales from Queensland Transport. Treasury requests an annual budget report from an agency. |
| Context Diagram |
See "Business Context Diagram" |
| Control |
The process of monitoring, measuring and reporting on progress and taking corrective action to ensure project objectives are met. |
| Controlled Environment |
Environment where security measures have been implemented. |
| Cookies |
A message given to a web browser by a web server. |
| Corporate Body |
Used to describe any company, government department, corporation, Agency or other body which is involved in the project or program. It can be a customer for the end results, supplier of specialist skills or deliverables, assurance or auditing body. The word is used to avoid confusion particularly between the public and private sectors. |
| Cost Assessment Tool |
The Queensland Government rating tool used in the Queensland Government ICT Portfolio Assessment Methodology which turns the Annual Estimated Cost of Ownership of each information asset/application/technology used by the agency into a Scalable Cost with a rating from 0 to 5.
The tool can be found in the Queensland Government ICT Assessments Worksheets and consists of two worksheets: the Cost Table and the Cost Assessment.
The Cost Table worksheet caters for the differences between the size of agency budgets by allowing an agency to select a high value suitable for each of its asset portfolios and then, using a semi-logarithmic formula, generating a range of values which spread the costs of the information assets/applications/technologies across that portfolio. Tables are produced for both integer and non-integer values.
The Cost Assessment Worksheet uses these tables to convert a list of agency assets with their Annual Estimated Cost of Ownership to Scaled Cost Ratings.
Alternatively, the ranges of values can be printed and used as lookup tables to convert the Annual Estimated Cost of Ownership of an asset to a Scaled Cost Rating. |
| Cost of Operation |
See "Annual Estimated Cost of Operation" |
| Cost of Operation less recovery |
This is the annual estimated cost of operation less any consts recovered from as a result of cross-servicing or shared service arrangements. The scaled cost assessment should be calculated based on this figure. |
| Cost of Provision |
The costs incurred in providing access to Government information over and above those costs incurred by the agency in collecting, maintaining and using the information for its business. These are costs that would not be incurred if access to parties outside the agency were not provided. The costs associated with providing access must be proportioned over the external parties. |
| Cost Recovery |
This is the cost recovered by the provider from subscribers as a result of cross-servicing or shared service arrangements. The cost should be expressed as the price sharge to their subscriber. |
| Coverage |
See "Agency Coverage" |
| Cranfield Grid (in the context of the ICT Planning Methodology) |
A framework showing the spread of individual initiatives in a portfolio. Used in the ICT Planning Methodology to ensure that an organisation has a balance portfolio of ICT investments.
Within the grid the following quadrants are defined:
-
Strategic – these are initiatives that are critical to the future business success;
-
Key Operational – initiatives that sustain the existing business operation, helping to avoid any disadvantage arising;
-
Support – represent initiatives which improve business efficiency and management effectiveness, but in themselves, do not sustain a business or provide competitive advantage; and
-
High Potential – initiatives that are innovative and may create opportunities to gain a future advantage or benefit, but are as yet not wholly proven. |
| Creator |
One of the possible Roles of an agency in relation to an Information Asset. An agency may have direct interaction with the entity from which data is obtained and stored to create an Information Asset or may generate an original set of data in the Information Asset.
(See also "Role") |
| Critical Path |
The path(s) in a program or project network that has the longest duration. In projects this represents the series of activities that determine the earliest completion of the project. There may be more than one critical path and the critical path(s) may change during the project. |
| Critical Path Analysis (CPA) |
Critical Path Analysis (CPA) is a planning process that concentrates on the tasks on the critical timeline for a schedule. |
| Cross-Agency Program |
A program requiring the committed involvement of more than one Agency or organisation to achieve the desired outcomes. |
| Crosswalk |
A table that maps the relationships and equivalencies between two or more metadata formats. Crosswalks or metadata mapping support the ability of search engines to search effectively across heterogeneous databases, i.e. crosswalks help promote interoperability. |
| Cryptography |
Embodies principle, means and methods for the transformation of data in order to hide its information content, prevent its undetected modification and/or its unauthorized use. |
|
CSM (Customer Support Manager) |
See Customer Support Officer. |
|
CTO (Chief Technology Officer) |
See Chief Technology Officer. |
| Currency |
A dimension in the assessment of the Technical Condition of an Information Asset in the Queensland Government ICT Portfolio Assessment Methodology. It deals with the lead time for updates to an Information Asset.
(See also "ICT Portfolio Assessment Methodology") |
Custodian
(in the context of the Information Assets) |
The recognised officer responsible for implementing and maintaining information assets according to the rules set by the owner to ensure proper quality, security, integrity, correctness, consistency, privacy, confidentiality and accessibility. A custodian will be responsible for specific classifications or categorisations of data. In the majority of cases a custodian utilises data managers to handle the day to day activity associated with the custody of information assets and the data they contain. Examples include: The Director General (DG) of NRMW delegates to an Executive Director responsibility for certain Topographic data themes as defined by the ISO 19115 standard. The DG of Queensland Transport assigns an Executive Director as being responsible for Customer data classified according to their Enterprise Architecture Contextual Information Model. |
| Custody |
The term custody has two meanings:
-
The responsibility to care for records, archives or other material based on the physical possession of records. Custody does not always include legal ownership, or the right to control access to records; and
- The physical location of the records or archives.
|
| Customer |
The person or group who commissioned the work and will benefit from the end results. |
| Customer Intimacy |
One of the three disciplines in the Treacy-Wiersema Value-Discipline Model on which an organisation may focus its energies. This discipline is characterised by occupying only one (or a few) high-value customer niches and being obsessive about understanding the individual customers in detail. Market leaders with this focus excel in customer attention and customer service. An example would be the Family Doctor or a Personal Trainer.
(See also "Treacy-Wiersema Value-Discipline Model") |
| Customer Support Officer (CSM) |
This role is part of the Microsoft Premier Support Service for budget funded agencies. They are a government employee and are the single point of contract within an agency for Microsoft Technical Account Managers (TAMs). |