I. Planning for the eventuality of major disasters affecting the computer system(i. e, fire, flood or malicious action L. Planning and preparing procedures to ensure that all requirements of data protection are met I. Planning the on-going support and development of the system I. Setting and maintaining standards to define the layout and interpretation of all items of information held the computer system The exact content of the components in the above list may change slightly from one situation to another but will rarely deviate markedly from the overall pattern. Further, it should be that many of the tasks involved in planning and implementing computer systems run concurrently and that the list as presented does not therefore represent a strict chronological sequence mayor For many of these stages, there are purpose-designed formal methodologies to assist with their completion, which are the product of commercial companies and can be relatively expensive, due to user-fees. There are however, several public-domain methodologies which are available for free use: In some cases, the development of a number of public-domain methodologies has been funded by national government to encourage the use of professional approaches to computer development in the public and private sectors. The methodologies developed as a result of such initiatives are of high quality, and because of their widespread and increasing use, manufacturers and systems designers in the computer industry become well acquainted with their application, and are working to universalize standards and definitions. Furthermore, there are many automated aids to assist with their use computer based systems which handle much of the administration and monitoring of computer system development, as well as of the analysis and design of computer systems above e t is not the purpose of this section to provide detailed guidance on how to tackle each of the stages listed of the resources required and of the importance of each stage to the overall computerisation initiative. In som cases, alternative ways of tackling each stage are identified, with some guidance on how to decide between these options in practice 5. Detailed Implementation of computerisation 5.1 Setting up a Project Management Structure Each computerisation project identified in the computerisation strategy requires the formation of a project management group to take responsibility for its management and completion. The membership of this group will vary, depending on the importance and scale of the computerisation project-the most senior managers of the organisation for the most significant projects, and local or junior managers for small-scale or less significant projects. In each case, however, the management group comprises managers, not technicians or computer experts their remit is to make decisions about the requirements for the project, commission the development work, ensure the work proceeds according to plan, and to ensure that the final system meets the requirements which were set for it. In this context, the responsibilities of the project management group are the same as if the project had been to plan and implement a new organisational structure, or to plan a move of the agency to new offices; the project is essentially one which affects the operation of the agency, and the fact that it involves computers is a secondary It should be noted that the project management group does not develop the computer system itself, nor is it required to know anything about how computers work or how they can be programmed. For these technical aspects of the project, the project management group will appoint a project leader, to take technical responsibility for designing and implementing the proposed system to meet the requirements of the project management group The project leader will normally be allocated staff and other resources, for the management of which he will have delegated authority. The project leader will report to the project management board-to account for his use of resources, and to provide reports to show the progress made on the projectI. Planning for the eventuality of major disasters affecting the computer system (i.e., fire, flood or malicious action); I. Planning and preparing procedures to ensure that all requirements of data protection are met; I. Planning the on-going support and development of the system; I. Setting and maintaining standards to define the layout and interpretation of all items of information held in the computer system. The exact content of the components in the above list may change slightly from one situation to another but will rarely deviate markedly from the overall pattern. Further, it should be noted that many of the tasks involved in planning and implementing computer systems run concurrently and that the list as presented does not therefore represent a strict chronological sequence. For many of these stages, there are purpose-designed formal methodologies to assist with their completion; many of which are the product of commercial companies and can be relatively expensive, due to user-fees. There are however, several public-domain methodologies which are available for free use: In some cases, the development of a number of public-domain methodologies has been funded by national government to encourage the use of professional approaches to computer development in the public and private sectors. The methodologies developed as a result of such initiatives are of high quality, and because of their widespread and increasing use, manufacturers and systems designers in the computer industry become well acquainted with their application, and are working to universalize standards and definitions. Furthermore, there are many automated aids to assist with their use: computer based systems which handle much of the administration and monitoring of computer system development, as well as of the analysis and design of computer systems. It is not the purpose of this section to provide detailed guidance on how to tackle each of the stages listed above. Rather, a brief description of what is involved in each stage is given in order to provide a broad indication of the resources required and of the importance of each stage to the overall computerisation initiative. In some cases, alternative ways of tackling each stage are identified, with some guidance on how to decide between these options in practice. 5. Detailed Implementation of Computerisation 5.1 Setting up a Project Management Structure Each computerisation project identified in the computerisation strategy requires the formation of a project management group to take responsibility for its management and completion. The membership of this group will vary, depending on the importance and scale of the computerisation project - the most senior managers of the organisation for the most significant projects, and local or junior managers for small-scale or less significant projects. In each case, however, the management group comprises managers, not technicians or computer experts; their remit is to make decisions about the requirements for the project, commission the development work, ensure the work proceeds according to plan, and to ensure that the final system meets the requirements which were set for it. In this context, the responsibilities of the project management group are the same as if the project had been to plan and implement a new organisational structure, or to plan a move of the agency to new offices; the project is essentially one which affects the operation of the agency, and the fact that it involves computers is a secondary issue. It should be noted that the project management group does not develop the computer system itself, nor is it required to know anything about how computers work or how they can be programmed. For these technical aspects of the project, the project management group will appoint a project leader, to take technical responsibility for designing and implementing the proposed system to meet the requirements of the project management group. The project leader will normally be allocated staff and other resources, for the management of which he will have delegated authority. The project leader will report to the project management board - to account for his use of resources, and to provide reports to show the progress made on the project