Several sub-committees report to the Information Technology Governance Committee. These committees meet throughout the year.

Terms and quorum

  • Members must be in attendance to vote on matters.
  • Attendance at each sub-committee is defined as in-person, by phone, by video call.

Submissions

Submissions for any of the sub-committees can be made to it-governance@its.uq.edu.au.

Project Advisory Board

The Project Advisory Board (PAB) is responsible for the portfolio of ITS programs and projects. It reviews and prioritises/rejects new projects. The advisory board has authority to redirect projects if the team is not addressing technical, programmatic or business issues.

The PAB meets weekly.

Objectives

  • Prioritise/approve/reject/escalate ITS project requests.
  • Ensure all ITS project are appropriately governed and managed.
  • Provide a portfolio view of ITS projects.
  • Re-evaluate current projects if it's not meeting its original intent (i.e. scope, timeline and cost).
  • Consolidate lessons learned from projects (including analysis of Post Implementation Reviews).
  • Input into the enhancement of the Project Management Framework (PMF), approved by the ITGC.

Scope

  • ITS Projects
  • IT Function at UQ (Framework).

Membership

  • Chief Information Officer (Chair)
  • Associate Director, IT Governance
  • Deputy Director, Infrastructure Operations
  • Deputy Director, Applications Delivery and Support
  • Associate Director, Customer Support Services
  • Portfolio Manager (Secretary).

Change Advisory Board

The Change Advisory Board (CAB) is an advisory body reviewing proposed changes, assessing risks and ensuring adequate communications are undertaken for the proposed change, before advising on Chief Information Officer’s behalf to proceed or amend a significant change request.

The CAB meets weekly.

Objectives

  • Review significant change requests.
  • Review emergency changes and provide feedback to the service support teams.
  • Review changes post-implementation if the change did not complete as approved by the CAB.
  • Review significant changes post-implementation.
  • Compile quarterly reports tracking change outcomes, including success/failure rates and emergency changes.
  • Provide guidance to requestors on pre-approved changes.

Responsibilities

CAB is responsible for providing guidance and advising on all significant IT changes:

  • Review risk and impact assessment of a change to the business.
  • Confirm resource requirements for the change.
  • Ensure the change implementation plan is adequate.
  • Confirm a thorough change communication is undertaken with the right cohort and at the right level.
  • Review impact on other services or infrastructure due to the change.
  • Ensure a business approval has been received.
  • Ensure proposed scheduled times are appropriate.
  • Make recommendations to reduce risks or improve success likelihood.
  • Ask probing questions to fully understand the impact of a change scope.
  • All significant changes to IT services at UQ.

Terms and quorum

  • A Virtual Change Management Group (VCMG) operates ‘online’ to review standard changes.
  • 75% of filled voting positions, in attendance.

Membership

  • Senior Manager, Infrastructure and Identity (Chair)
  • Manager, Infrastructure Services
  • Manager, Networks and Data Centres
  • Manager, Applications Administration
  • Senior Manager, Enterprise Applications
  • Technical Specialist, Database Management
  • Relationship Manager
  • Manager, Service Desk
  • Associate Director, Library Technology Services.

Customer Experience (CX) Steering Committee

The function of the CX Steering Committee is to take responsibility for the business issues associated with the CRM project. The Steering Committee is responsible for oversight of the project timelines, quality, governance, budget strategy, monitoring risks and ensuring defined benefits are being realised.

The CX Steering Committee meets monthly.

Objectives

The CX Steering Committee is responsible for providing direction and governance to the CRM Project.

It also:

  • Reviews and endorses the project’s scope, resources and schedule.
  • Ensures the project scope aligns with UQ requirements.
  • Ensures that the project remains within scope, on time and on budget.
  • Makes decisions and give guidance to CX Working groups and Local Change teams.
  • Monitors and advises on impacts, issues and risks associated with the project.
  • Monitors and advises on business benefits and benefits realisation activities.
  • Acts as an escalation point for business-critical risks and issues.
  • Provides those directly involved in the project with guidance on project business issues.

Terms and quorum

  • A minimum of four CX Project Steering Committee members.
  • The quorum must contain at least two members from the working groups and two members from the remainder of the committee.

Enterprise Support Systems Portfolio Planning Group

The Enterprise Support Systems (EntSS) Portfolio Planning Group is a group to surface the work in the portfolio and plans what work should be completed, and in what order, for the next period.

The EntSS Portfolio Planning Group meets every 12 weeks.

Objectives

The team representatives and product owners agree on a prioritised and allocated set of product backlog items that can be delivered based on the capacity of the squads. This agreement feeds into the sprint planning meetings of each squad.

Scope

  • ITS Enterprise System Priorities

Quorum

  • 75% of filled voting positions, in attendance.

Financial Systems Management Advisory Board

The Financial Systems Management Advisory Board (FSMAG) works collaboratively to develop a program of proposed and approved financial systems and related capability enhancements, and to provide advice and recommendations in relation to major project activities.

Objectives

The role of the FSMAG is to:

  • Assess business cases, based on consultation with stakeholders, for initiatives that seek to improve UQ’s financial system, taking into consideration cost estimates, risks and impact on people, policies, processes and other systems.
  • Ensure consistent and compatible approaches to recommend the priority of proposed system implementations and enhancements within the context of the University’s strategic priorities and business imperatives.
  • Monitor progress of financial system initiatives and provide guidance to ongoing operations, support effort and enhancements.
  • Act as a point of escalation for resourcing, risk and timing conflicts between finance projects, escalating issues and providing direction to operational and project teams as required.

The FSMAG:

  • may consider more detailed advice from a Financial Systems Operational Forum on operational issues and proposed changes to financial systems
  • refers matters to the Information Technology Governance Committee, Strategic Information Technology Council and University Senior Management Group as required (e.g. major proposals that are high profile and may need to go to market)
  • may consult with the Chief Operating Officer (COO) separately to discuss specific proposals and initiatives.

Scope

  • All systems relating to the Finance Function.

Membership

  • Currently under review.

Terms and quorum

  • Sponsored by the Chief Financial Officer
  • reports to the COO
  • 60% of filled voting positions, in attendance.

Information Security Group

The Information Security Group (ISG) is a forum to discuss security issues and concerns at UQ from the viewpoint of IT practitioners. It assists the Security Architect and Chief Information Officer to deliver the Cyber Security Strategy whilst maintaining alignment with general IT operations and priorities.

The ISG meets monthly.

Objectives

  • Raise operational security matters and concerns for discussion.
  • Review elements of the UQ information security management framework as they are created and updated.
  • Build members information security knowledge, and disseminate this to the wider UQ community.
  • Promote best-practice information security practices within their circles of influence.
  • Provide subject matter expertise as required to bear on information security issues.
  • Act as a clearing house for issues arising from operational information security difference of opinions, ownership and provide general clarifications as required.

Scope

  • IT Function at UQ.

Terms and quorum

  • 75% of filled voting positions, in attendance.

Information Technology Asset Management

The IT Asset Management Committee (ITAM) is responsible for ensuring the University effectively manages both hardware and software IT assets.

The ITAM meets monthly.

Objectives

ITAM ensures that:

  • UQ’s software usage is within compliance provider terms and conditions.
  • UQ’s software resources are utilised efficiently.
  • UQ’s assets are managed effectively throughout their lifecycle.

ITAM does this through recommending policies to the Information Technology Governance Committee that support the objectives. In addition, ITAM is for developing procedures to manage IT assets and software.

Scope

  • IT function at UQ

Terms and quorum

  • 75% of filled voting positions, in attendance.

Information Technology Service Management Committee

The Information Technology Service Management Committee (ITSM) monitors IT service delivery at UQ and provides regular reporting to the IT Governance Committee (ITGC).

The ITSMC meets bi-monthly.

Objectives

ITSM ensures that:

  • The UQ community is aware of IT services and their value contribution through success indicators.
  • Delivery of IT services and resulting service levels are applied consistently across UQ and meet quality and efficiency levels.
  • Continual identification, monitoring and review of the levels of IT services specified in the service-level agreements (SLAs) and IT Reporting Framework.
  • Suitable IT service continuity plans exist, with both proactive and reactive measures to recover and continue operations after incidents occur.
  • Changes to the IT environment are planned and executed using documented change management processes
  • Recommendations are made to the IT Governance Committee that support improved IT service efficiency and effectiveness.

Scope

  • IT function at UQ

Terms and quorum

  • 75% of filled voting positions, in attendance
  • Delegation is allowed by a peer representative.

Student Systems Steering Committee

The Student Systems Steering Committee (SSSC) provides governance of the full student systems portfolio through active monitoring and prioritisation of investments and changes.

Objectives

The terms of reference are currently under review.

Scope

Governing all student systems for UQ, for example:

  • SI-net
  • placements
  • ePortfolio (but not for pedagogy issues which will be dealt with through the Teaching and Learning Committee)
  • online Applications System
  • smaller capabilities/initiatives (such as digitally signed testamurs and online applications for statements of results)
  • disability management system
  • open-ended form automation
  • evasys (student survey)
  • CRM (only to the extent of how it impact on students).

Membership

  • Currently under review.

Terms and quorum

  • Sponsored by the Deputy Vice-Chancellor (Academic)
  • 60% of filled voting positions, in attendance.