The purpose of the UCD POST Glossary is to serve as a resource to document specific terms, acronyms and phrases associated with the POST Programme.
|Term, Acronym or Phrase
|Definition and/or Explanation
|Application Business Owner
|The application business owner is the most important person responsible for the application or platform that the university uses. Their job is to make sure that the application or platform works well and meets the needs of the university's business. They have a strategic role where they plan out how the application or platform will be used in the future to help the university's business grow and improve.
|Benefits Management Framework
|This framework is a way of making sure that projects are given the right amount of resources so that the organisation can get the most benefit from its investment and achieve its strategic goals. Specifically at UCD, this process will make sure that the "5 Why's" and "Strategic Success Factors" remain the most important factors in the transformation process.
|A Business Case is a document that explains why a proposed project or idea is worth pursuing by outlining the (financial) benefits it is expected to bring.
|Change agents communicate directly with people who will be affected by the change. They also serve as advocates for the change within their respective departments, promoting the change, sharing information with individuals impacted by the change, providing feedback, and escalating issues and concerns. Change Agents for UCD Post include UMT SG Members, Service Leads and the Segment Groups.
|Change Impact Assessment
|This assessment involves working with important people involved in the project or transformation to identify what is going to change and how it will affect individuals and teams in the organisation. This assessment helps determine the actions that need to be taken to prepare staff and the University for any changes to systems, processes, and organisation that may occur.
|CRM stands for Customer Relationship Management. A CRM helps organisations to manage their customer data. It supports recruitment or sales management, delivers actionable data insights, integrates with social media and facilitates team communication.
|Enterprise Architecture Principles are rules that help ensure technology decisions are consistent and of high quality. At UCD, these principles guide how we create and use information systems, processes, and services throughout the university. They help simplify investment decisions and inform choices about buying and implementing solutions. All projects, from local ones in schools and departments to centrally managed platforms, must follow these principles.
The Finance Project for Operations and Services Transformation (FinPOST) has the objective of Transforming Finance in UCD. We know that there are gaps and shortfalls in the provision of finance services in the University. FinPOST aims to close the gaps and address the shortfalls in its programme of delivery. FinPOST will create a better experience for the whole UCD Community via the transformation of finance services, systems and operations. In short, FinPOST will help us ‘get out of our own way’ to do things better.
|General Data Protection Regulation.
|Minimum Viable Product.
|Project Manager, in the case of the POST Programme, this refers to the individuals assigned to manage the various in-flight projects.
|Programme Management Office. A single, central support structure, designed to provide assistance to change and delivery initiatives. Programme Lead for UCD POST; Peter Glynn. Reports to Programme Director; Michael Sinnott
|Plan On A Page. A concise one page combined view of all initiatives and key milestones to Programme Delivery.
|Programme Cost Model
|Captures cost structure of the programme, helping to organise, analyse and manage costs.
|A RACI is a tool used in project management to clarify roles and responsibilities for each task or decision within a project or process. RACI stands for Responsible, Accountable, Consulted, and Informed. These are the four categories of stakeholders involved in a project or process, and assigning individuals or teams to each category helps to ensure that everyone knows who is responsible for what and who needs to be consulted or informed at each stage.
In the context of project management, RAID stands for Risks, Assumptions, Issues, and Dependencies. It is a tool used to track and manage potential risks and issues that could impact the success of a project, as well as any assumptions made and dependencies on other factors or parties. The RAID log is used to document these elements and monitor their status throughout the project's lifecycle to ensure that any potential risks or issues are identified and addressed in a timely manner.
|Risk Management is the process by which UCD identifies and manages risk to a level considered acceptable
The University is a complex organisation with a wide range of services and operations that underpin the core business and activities of UCD, namely education and research. POST’s focus is on the supports and services that underpin education, research and life on campus Given their breadth and complexity, these services have been grouped into four different Service Segments, each of which are focused on the people that use and provide them. The four Service Segments are as follows
By considering our services and operations in this way and by working closely with the users and providers of these services, POST is committed to keeping the overall experience of faculty, staff and students at the forefront. Click on the images below to find out more about each Service Segment.
|To drive service-focused change in an impactful way, it is critical that we listen to and partner with the communities from each Service Segment. In each segment we work with a group of six experienced members from that segment community, known collectively as the Segment Groups. Each Segment Group member brings their unique experience to the programme as both users and providers of University services. They play a key role in ensuring that the voices and needs of their respective communities are at the heart of the transformation projects and activities that make up the POST programme.
Each Service Segment is led by a Service Lead, a member of the POST team. These individuals are responsible for driving transformation across the wider University by listening to and acting on the voice of the user within each Service Segment.
The Service Leads and Segment Groups work together to support;
|The 5 Whys
|This term is mentioned regularly within the POST documentation. It refers to the 5 established objectives of the POST Programme which are:
1) To create a better experience for our academics, students and staff.
2) To better enable our teaching, research and our student and staff services through the integration of our processes, systems and supports.
3) To enhance the skills, capabilities, supports for, and job roles of those who provide those processes, systems and supports.
4) To better deliver our strategy and ambitions.
5) To be better placed to respond to external demands and pressures.
|Terms of Reference. Defines the purpose and structures of a project, committee, meeting, negotiation, or any similar collection of people who have agreed to work together to accomplish a shared goal.
|University Management Team.
|UCD POST is governed by the University Management Team Service Group (UMT SG). UMT SG was created by the University Management Team (UMT) to have responsibility for the development and delivery of the POST programme. UMT SG is chaired by Tristan Aitken, Chief People Officer and Director of SIRC, Legal Services & Transformation
|A set of activities to be completed by an assembled team.