We cannot apply gold standard approaches to services and tasks that do not need them

We do not and should not have the resources to treat all tasks equally. Investment of time and money is aligned with the level of risk and value of the outcome

If you ask some one to do something, tell them the reason. For example. If you invite someone to a meeting you need to give a very brief indication what the meeting is about

Humans make mistakes and that's ok

Blame is unnecessary in a performing team

Blame cultures lead to a lack of trust and poor team cohesion

If you are asked to do something that doesn't seem quite right, query it with your line manager

If you are asked to do something that you think is illegal, escalate it to a member of the ITS Exec, ASAP

The people from the right team, with the right experience need to be used for the right tasks.

A technical role should be focused on technical tasks and non-technical roles should be working on non-technical tasks. Only the relevant SMEs and Architects should be making technical decisions and vice versa.

Subtopic

Principles, their definitions and their implications should be implemented pragmatically - where they are not mandatory.

Data is the university's most important asset, and ITS lhas a duty of care over most of it.

Roles accountable for a service need to trust those responsible for managing a service. Those accountable should periodically verify that the service is being managed in line with prevailing principles, policies, procedures, and standards

Anything that cannot meet these principles is documented as a an exception, approved by the senior technical operations expert and reviewed on a regular basis.