Service Level Management

Service Level Management
Service Level Management - Practitioner Service Level Management Give the participants a warm welcome. All course material is copyright. It is forbidden to use this material other than for study purposes. Display for internal use only. Approval for commercial purposes will be granted under contractual agreement

Service Level Management - Practitioner
Introductions You Your role(s) Your expectations Your presenter <<YOUR DETAILS>> Introduce yourself: increase your credibility by providing your profile (experience). Let the participants introduce themselves. Let them clarify their role(s), current and previous. Take notes, so you can use their experience throughout the course.

Program 09.00 Start 10.30 Morning tea / coffee 12.30 Lunch Afternoon tea / coffee 17.00 End Note.. There is enough information here to conduct a full day workshop on Service Level Management. If you wish to do a short presentation keep only slides; 1, 7-9, 12-15, 17-21, 33, 35, 38, 60-64 Spend also some time on: - Where are the toilets? - Where are the fire exits? - Switch off mobile phones. Etc. NOTE – as a bonus we have provided a full day overview course for you. If you wish to shorten the slide, then hide all but the slides indicated.

Day Objectives Understanding of the Service Level Management process and its activities. Good understanding of the relationships with other IT Service Management processes. Ability to execute the Service Level Management activities. Check that this is what they want to get out of this course. Does it meet their expectations?

Overview Service Management Give a brief overview of the whole IT Service Management concept. Keep it to a brief overview.

Why Service Management?
Service Level Management - Practitioner Why Service Management? Business more and more dependent on IT Complexity of technology increases Customers demand more Environment becomes more competitive Focus on controlling costs of IT Low customer satisfaction ... These bullet points help to illustrate why it is that we need to introduce the disciplines of effective and efficient Process management into our IT environments. Briefly discuss each, you can of course add or delete points according to your own situation.

Service Management = The Objective Tree =
Service Level Management - Practitioner Service Management = The Objective Tree = Quality Flexibility Cost management ORGANIZATION BUSINESS PROCESSES How / What ? Why! IT SERVICE PROVISION ITSM is not something on its own, but closely linked to the business. Explain difference between ‘effective’ (doing the right thing) and ‘efficient’ (doing the right thing the right way). The objective tree is a useful way to help explain the importance of IT being a supporting department to the business. To meet organisational objectives, the organization has business processes in place. Examples of business processes are sales, admin and financial (who have a “sales process”) or logistics, customer service and freight (who have a “customer returns process”). Each of the units involved in these business processes needs IT Services (eg. CRM application, , word processing, financial tools). Each of these services runs on IT infrastructure that has to be properly managed (Service Management). IT Infrastructure includes hardware, software, procedures, policies, documentation, etc. ITIL provides a framework for the management of IT Infrastructure. Question: Why should we manage our infrastructure properly? Answer: Proper management of the IT Infrastructure will ensure that the services required by the business processes are available, so that the organizational objectives can be met. SERVICE MANAGEMENT effective efficient organization IT service provision

The Functionally Oriented Organization
Service Level Management - Practitioner The Functionally Oriented Organization GOAL FEEDBACK ACTIVITIES RESULT Explain the characteristics of a “purely” functionally oriented organization. Traditionally we look at the IT department as a collection of specialists with specialist skills. This is a functional way to look at IT and it puts people into departmental SILO’s. the lines decide

The Process Driven Organization
Service Level Management - Practitioner The Process Driven Organization Explain the characteristics of a “purely” process driven organization. Best practice processes will transverse functional departments and help to break down the silo’s/walls/barriers to communication between them. Explain the benefits of processes in general. Other points to explain: - A process is a set of activities with a common goal. - A process can measure the input, output and activities. - A process will link these measurements to targets. GOAL ACTIVITIES RESULT the processes decide FEEDBACK

IT Service Management (ITSM) Focus
Service Level Management - Practitioner IT Service Management (ITSM) Focus Organization People An IT organization needs to focus on all these aspects to deliver the right IT services (effective) in the right way (efficient). Generally, the technology perspective gets a lot of attention (time, budget, people etc). More and more people see the importance of processes (which is why ITIL is getting so popular). There is also an organization perspective: the alignment of vision, strategy and goals with the day to day activities in IT. This is useless, if it is not communicated (which is virtually always the case and finally, there is the people perspective, which looks at the ‘soft side’: is your staff happy, do they have the right skills, are you managing them effectively etc. Get participants to discuss this slide, by using real life examples. Process Technology

Questions? ? This slide provides a natural break in the course. If there are no questions from the participants, maybe you can ask them something. Start a discussion. Ask about their experiences. Give them some extra real life examples.

ITIL Service Management
Service Level Management - Practitioner ITIL Service Management security IT Service Continuity Management Availability Management Capacity Management Service Delivery Set IT Infrastructure Financial Management for IT services Release Management Service Support Set Service Level Management Change Management Service Level Management is one of 10 ITIL processes. Here we get to see the others and the one function (Service Desk). Security Management can be included as well, due to it’s critical importance. Make sure that participants understand that Service Level Management is not an isolated process, but: - Is a process that is based around communication and monitoring - Is a process that requires high client/customer liaison - Provides information to all other processes (e.g. customer expectations, financial information,etc.) - Requires information from other processes (eg. reports on performance, trending information, customer satisfaction ratings) - etc. Service Desk Configuration Management Incident Management Problem Management

Service Level Management
Service Level Management - Practitioner Service Level Management Service Level Management Goal is the process of maintaining and gradually improving business aligned IT service quality, through a constant cycle of agreeing, monitoring, reporting and reviewing IT service achievements and through instigating actions to eradicate unacceptable levels of service This is the official ITIL objective statement.

SLM, The Customer, The Suppliers
Service Level Management - Practitioner SLM, The Customer, The Suppliers Service Level Management Underpinning Contracts Service Level Agreement Capacity Management It Service Continuity Management Availability Management Financial Management Suppliers Core Processes (apps, hardware, tech support, networks) Customers Very important and descriptive slide. Explain the relationship between the customer – IT and Suppliers. Also the higher level processes with the lower level etc. In reality organizations have typically revamped the SLA’s every months. The problem has been that the information used to update the SLA is often incomplete or disparate. Having the other processes in place provides a common focus for the SLA to draw accurate information from which allows SLM to act as the interface between the possibilities (IT) and needs (customer). Configuration Management Release Management Security Management Service Desk (Incident Management) Change Management Problem Management

Service Level Management and IT
Service Level Management - Practitioner Service Level Management and IT System Management Development S U P L I E R S Solution Integration Operations and Support Change Management Service Level Management SPA SLA Users (Business) Account Management Service Planning Align System Management Strategy Analyze Business Needs Design Build / Buy / Integrate Implement and Roll-out Operate / Run Solutions Support / Maintain Solutions Scope of IT Service Offerings P A R T N E R S UC Talk about how SLM fits in with the rest of IT. What generic benefits does IT get from having the process in place? What does the business get? The acronyms in this slide are covered later: UC = Underpinning contract (the agreement in place between Service Level Management and external providers) OLA = Operation Level Agreement (the agreement in place between Service Level Management and internal providers) SLA = Service Level Agreements (agreements that document customer expectations regarding IT Service Delivery)

Terminology within SLM
Service Level Management - Practitioner Terminology within SLM Service Level Requirements, Service Catalogue, Service Level Agreement, Service Level Reporting and Service Improvement program. Explain that each of these are either inputs to the process, outputs to the process and in some cases both. An understanding of these are necessary as we move into the six real activities in the coming slides. Note: you can gain more understanding on these terms from later slides or supplemental information from

Terminology (I) SLR = Service Level Requirements
detailed recording of the customers’ needs blueprint for defining, adapting and revising of services Service Spec Sheets = Service Specifications connection between functionality (externally / customer focussed) and technical (internally / IT organization focussed) Service Catalogue detailed survey of available services detailed survey of available service levels derived from the Service Spec Sheets, but written in “customer terminology”

Terminology (II) SLA = Service Level Agreement
the written agreement between the provider and user of the IT services Service Level Achievements the Service Levels that have to be realised measuring values indicating whether the SLA has been met SIP = Service Improvement program / Plan actions, phases and delivery dates for improvement of a service Part of the Service Level Agreement

Terminology (III) SPA = Service Provision Agreement OLA = Operational Level Agreement a written agreement with another internal IT department: availability of the network availability of print servers business hours of The Service Desk … UC = Underpinning Contract a written agreement with an external IT supplier: e.g. Telecomms provider / desktop support agent outsourced hardware maintenance

SLM Activities Identification analysing current services recording the current service provision in a Service Catalogue. Definition matching & customizing with the customer of the right service provision against the right costs: Service Catalogue demands of the customer (Service Level Requirements). Agreement defining and signing of an SLA. substantiate the SLA with SPAs / OLAs and Underpinning Contracts This is a summary slide regarding the core activities of Service Level Management. Following slides expand on this one.

Activities: match & customize (I)
Service Level Management - Practitioner Activities: match & customize (I) Customer Service Catalogue Price List IT service provision Input from all processes Demand steer steer Input from 3rd parties Match & Customize why how Match and customize refers to the objective of Service Level Management. Refer to the goal statement slide of SLM This slide has been split out in the following slides to allow for more detailed discussion on each component. reporting reporting SLA guarding guarding

Activities: match & customize (II)
Customer Demand Demand study by the customer: SLR (Service Level Requirements) blue print for SLA Effectiveness & efficiency: use of IT services importance of IT services Budget study: What are the costs if we do not choose a particular service? (Can we afford it?) budgeting steer why reporting guarding

Activities: match & customize (III)
Customer Demand steer: influence on IT service provision choices can be made why Effectiveness: the added value of IT service provision guarding reporting the course of IT service provision steer why reporting guarding

Activities: match & customize (IV)
Service Catalogue Inventory of the current service provision: (Service Spec Sheets) What are the characteristics of the Infrastructure? What customers and customer profiles? SPA / OLA: what agreements exist with internal IT parties? Underpinning Contract: what agreements exist with external IT parties? Service Catalogue Price List IT service provision steer how reporting guarding

Activities: match & customize (V)
steer offer choices defining the course of IT service provision how efficiency safeguard the processes SIP – SQP – SPA / OLA – Underpinning Contract guarding the course of IT service provision Service Catalogue Price List IT service provision steer how reporting guarding

Activities: match & customize (VI)
Demand versus possibilities Customize = customer decides: balance between demand and supply balance between budget and price SLA written agreement Match & Customize SLA steer why how

Activities: match & customize (VII)
Service Level Management - Practitioner Activities: match & customize (VII) Customer Demand Service Catalogue Price List IT service provision Input from all processes steer steer Input from 3rd parties Match & Customize why how reporting reporting SLA guarding guarding

Activities: SLM Flowchart
Service Level Management - Practitioner Activities: SLM Flowchart Service Level Requirements Service Spec Sheets Service Quality Plan 1 IDENTIFY demand 2 DEFINE internal & external P D C A Service Catalogue Service Level Agreement Operational Level Agreement Underpinning Contract CONTRACT - negotiate - draft - adjust - conclude 3 Here are all six activities and the relevant outputs. This slide can also be an invaluable check list for completion of SLM plans, reports, contracts, etc. MONITOR guarding Service Levels Service Level Achievement 4 Service Level Reports 5 REPORT Service Improvement Plan 6 EVALUATE

Theory and Principles The Challenge

SLM Activities This is a very busy slide and when you think about it like this that all these things are constantly taking place, can be very confusing. How can we make this as streamlined as possible? It does portray the complexity and myriad of information flows however. Create some examples for the group using your own experience. If you can start the discussion with one example, others will quickly recount their own experiences.

Service Level Agreements
Service Level Management - Practitioner Service Level Agreements Types Elements of SLA Key steps Discuss changing the view of looking at IT from the collection of hardware to Service orientation. Discuss what a service is. Discuss what an IT Service is. See if participants want to talk in technical terms (eg. an IT Service is making sure the network is available) or in Customer terms (eg. an IT Service is a system used by business people so that they can perform their functions more efficiently). Later slides take a more detailed look at SLA’s. The next three are an excellent summary

Service Elements in SLA’s
Service Level Management - Practitioner Service Elements in SLA’s To be effective, a Service Level Agreement must incorporate two sets of elements: service elements and management elements. The service elements clarify services by communicating such things as: the services provided (and perhaps certain services not provided, if customers might reasonably assume the availability of such services) conditions of service availability service standards, such as the timeframes within which services will be provided the responsibilities of both parties cost vs. service tradeoffs escalation procedures Discuss what can be Service Elements. There is sufficient text on the slide to explain the concept. You may elect to remove some of the slide content and put it into notes.

Management Elements in SLA’s
Service Level Management - Practitioner Management Elements in SLA’s The management elements focus on such things as: How service effectiveness will be tracked How information about service effectiveness will be reported and addressed How service-related disagreements will be resolved How the parties will review and revise the agreement Pricing and charging Service Levels Discuss what can be Management Elements. There is sufficient text on the slide to explain the concept. You may elect to remove some of the slide content and put it into notes.

Service Level Management = Contents of the SLA =
Service Level Management - Practitioner Service Level Management = Contents of the SLA = types of services: functions, applications, important transactions, etc. business hours of The Service Desk availability of IT service provision charging of IT service provision change procedure(s) contingency / continuity procedure(s) expected increase / decrease of IT service provision restrictions in IT service provision training level of customers / users reporting So what should be in this thing called an SLA? Also get the participants to focus on the relationship building of the process as being equally important to the outcome as the detail contained in the SLA itself. What else could be or should be included in the SLA?

Service Catalogue: Points of Attention (I)
Service Level Management - Practitioner Service Catalogue: Points of Attention (I) Service Catalogue not up-to-date: Publishes a service that isn’t provided anymore A new service isn’t in the catalogue yet Service Catalogue is incorrect Service descriptions do not represent services delivered Responsibilities not clearly defined Customer isn’t able to clarify needs Catalogue doesn’t say what the limitations are of large or small quantities. Talk about the use of the Service Catalogue and the differences between it and SLA’s as well as their relationship.

Service Catalogue: Points of Attention (II)
Service Level Management - Practitioner Service Catalogue: Points of Attention (II) Customer wants to have non-standard, non-tested products (looks cheaper) Quality of Service Catalogue No version control with the Service Catalogue Tactical agreements are not translated to the operational level. Scope and scale isn’t clear (scope/scale). Discuss with the participants how we overcome these challenges. Store your Service Catalogue in the CMDB Your Service Catalogue should be subject to the Change Management process Involve non-technical staff in the creation of the Service Catalogue Map your organization from goals to business processes to the supporting IT services More information on Configuration Management at (CONMGT)

Key Steps in Establishing a Service Level Agreement
Service Level Management - Practitioner Key Steps in Establishing a Service Level Agreement These slides are all self explanatory.

Step 1: Gather background information Both the customer and the service provider need to start by gathering information so that each has a solid basis from which to negotiate. Before eliciting commitments from their service provider, customers should carefully review and clarify their service needs and priorities. Before making any commitments to customers, service providers should examine their service history and determine the level of service they can realistically provide. In addition, service providers should assess customer satisfaction to clearly understand customer concerns and establish a baseline for assessing service improvements. This slide is self explanatory An IT Service Management self-assessment scan can be downloaded from This is a self assessment scan and is therefore more prone to inaccurate results as there is a lack of objectivity and an exposure to organizational politics. For information regarding an independent scan send an to

Step 2: Ensure agreement about the agreement The two parties to an agreement often have different views about the role of the SLA and what it can realistically accomplish. Both sets of views may be valid, yet sufficiently different as to cause a breakdown in SLA negotiations. Before any SLA development work is done, it is advisable for the two parties to hold an open discussion to ensure that they have a basic level of agreement about the agreement. If they don't – and until they do – any further SLA effort may prove futile. This is where a strategic alignment workshop proves its worth. This slide is self explanatory. Strategic alignment workshops should be conducted as part of an IT Service Management SCAN to gain insight into what the IT Managers see as high priority issues.

Step 3 Establish ground rules for working together In this critical, but often overlooked, step the SLA developers (those assigned to negotiate the SLA) focus not on the agreement, but on the process by which they will work together to create the agreement. Issues to be discussed include the division of responsibility for development tasks, scheduling issues and constraints, and concerns regarding potential impediments. In addition, the developers can benefit greatly by discussing their communication styles and preferences. By identifying similarities and differences right up front, they will be in an excellent position to minimize conflict. This slide is self explanatory

Step 4: Develop the agreement This is one step in the process of establishing an SLA; it's not the entire process. In this step, the two parties create a structure for the SLA document and then discuss, debate, negotiate and, over time, reach agreement about the contents of the agreement. In doing so, they may each solicit assistance, input or feedback from others in their own organization. The duration of this step typically varies from several days to several months, depending on the developers' previous experience with SLAs, their familiarity with the key elements of an SLA, the demands of their other responsibilities, and the state of the relationship between the two organizations. This slide is self explanatory

Step 5: Generate buy-in The result of Step 4 is a draft of an agreement, not a completed agreement. Before implementing an SLA, all members of both parties who have a stake in, or responsibility for, the success of the agreement should have an opportunity to review the draft, raise questions and offer suggestions. Using this feedback, the developers can conduct further negotiations, gain the necessary approvals and finalise the document. In addition to generating buy-in, this step improves the quality of the final document. This slide is self explanatory

Step 6: Complete pre-implementation tasks This step entails the identification and completion of tasks that must precede SLA implementation. Such tasks might include, developing tracking mechanisms, establishing reporting processes, developing procedures for carrying out stated responsibilities, communicating expectations to staff, providing pertinent training. This slide is self explanatory

Step 7: Implement and manage the agreement An agreement that is not managed is likely to fail upon implementation. Management responsibilities Point of contact for problems Customer relationship management Service reviews Management responsibilities include providing a point of contact for problems related to the agreement, maintaining ongoing contact with the other party, conducting service reviews, coordinating and implementing modifications to the SLA, and assessing and reporting on how the parties can further enhance their working relationship.

Essential elements for SLM (I)
Service Level Management - Practitioner Essential elements for SLM (I) Subjects and Languages Applicable Guidelines SLA Structure Don’t be too ambitious Consult with the user Use ITSM / ITIL format Examine supporting contracts Start with a pilot SLA Interface to a pricing system Part of SIP (Service Improvement Program) The subjects and language in the service catalogue and SLAs should be clear to the customers. The guidelines to be developed should be applicable for all sorts of services; IT services and other facilitating services. SLA structure should make it possible to offer integrated services in one SLA. E.g. unite services from various business units into one SLA.

Essential Elements for SLM (II)
Service Level Management - Practitioner Essential Elements for SLM (II) SLAs should be compact documents; a description of the agreements between the customer and the service provider shouldn’t take more than is required. SLAs should give the IT service provider the freedom to alter the content of their services; only the scope and boundaries should be pinned down in an SLA. (The customer and IT service provider agree upon the outcome of the services, not the content) This slide is self explanatory

Service Improvement program (I)
Service Level Management - Practitioner Service Improvement program (I) Service improvement program: Ongoing tuning of KPI’s, Short time goal level … on maturity scale (depends on organization). Can focus on: User training System testing documentation How are KPI’s and Metrics used? How can we improve this? KPI’s % of services covered by SLAs? % of service targets being met? Are customer satisfaction ratings increasing? Are IT costs decreasing for services with stable service level agreements? Is there documentary evidence that issues raised at reviews are being followed up and resolved (e.g. via an SIP)? Discuss with the group when we actually implement a SIP

Service Improvement program (II)
Service Level Management - Practitioner Service Improvement program (II) Service Level Scan SLA and Catalogue Gaps/Issues GAP Analyses Actions & Consequences Benefits and Opportunities Based upon current SLA, procedures, service catalogs SIP Service Improvement program is usually instigated where an underlying difficulty has been identified which is adversely impacting upon service quality. A Service Level Scan and the SLAs and Service Catalogue are important inputs into the SIP. They provide a clear definition of the services being offered and at what level they are being offered to allow comparison with the current service levels being achieved. Do they still align with each other? These two inputs will help provide an understanding of the gap that will exist between services being delivered and services that need to be delivered (Service Level Scan) and current description of services and service level agreements. The result of a gap analysis is a list of issues that exist, actions to be taken, consequences, benefits and opportunities to be realised.

Capturing Data for SLA’s
Service Level Management - Practitioner Capturing Data for SLA’s Service Level Reporting Metrics Typically, IT departments measure the availability of individual components rather than an end to end service. This does not align IT to the business

Service Level Reporting
Service Level Management - Practitioner Service Level Reporting Audience Types of Reports Frequency of Reports Discuss changing the view of looking at IT from the collection of hardware to Service orientation. Discuss what a service is. How does this relate back to the objective tree?

Metrics Availability Performance Reliability Recoverability Typically, IT departments measure the availability of individual components rather than an end to end service. This does not align IT to the business.

Templates Internal SLA template Sample Customer Satisfaction Survey Sample Reporting Schedule Sample Service Catalogue Selected Vendors These are documents that are handy to have as templates. See for a range of documents and templates that are available.

Structure: Service Level Reporting
Service Level Management - Practitioner Structure: Service Level Reporting Structure SLA-reports 1. Introduction 1.1 Distribution list 1.2 Identification of the SLA 1.3 Customer 1.4 Report period 1.5 Important conclusions 2. The actual report 2.1 Metrics from the SLA per quality attribute 2.2 Achieved values (measurements current report period) 2.3 Norm- measurements and indications of previous periods 2.4 Tariffs Annex (-es) with detailed measurements (optional) These templates on screen give a very high level view. The point needs to be made here that there is not one solution of a template that fits all organizations because of the diversity of them. What we can do is take ideas from all templates then do what is right for the organization.

Structure: Service Level Agreement
1. Parties, time frame, signature for agreement 2. Definition of IT services 2.1 scope domain/configuration 2.2 Overview of services 2.3 Overview of service usage 2.4 Tariff 3. Service agreements 3.1 Service hours 3.2 Incidents, queries and changes 3.3 Service levels 3.4 bounderies on growth and usage 3.5 Reports, meetings and invoicing 4. SLA maintenance

How to set up a Service Catalogue
Service Level Management - Practitioner How to set up a Service Catalogue Structure Service Catalogue 1. Introduction 1.1 Objective of the Service Catalogue 1.2 Scope and unity 1.3 Maintainance of version history 2. List and unity of services 2.1 Positioning of the IT service delivery 2.2 List of services 2.3 Unity between the services 3. Definition of the services 3.1 General 3.2 Definitions 3.3 Service ‘A’ 3.4 Service ‘B’ 3.5 … 4. General agreements around service delivery 4.1 Introduction / general comments 4.2 Reports 4.3 Meetings 4.4 Invoicing Structure of Service description - Objective - Scope domain/configuration - Service components - Usage / tariffs - Service agreements - Service Quality - Boundaries to usage and growth

SLM Hints and Tips (I) Service Level Agreement Formal contractual arrangement specifying the required service levels and the expected quality of service to be delivered Mutual responsibilities of the customer and provider The process of Service Level Management Monitor and manage service levels Review agreements with internal and external service suppliers The level of service Captured and base-lined, at least annually The service improvement program should be monitored regularly and appropriate action taken to correct any under-achievements The foundations for service management must be put in place very early. SLA is a formal contractual arrangement specifying the required service levels and the expected quality of service to be delivered. It must state the mutual responsibilities of the customer and provider ensuring that both parties are responsible for monitoring, revising and evaluating existing SLAs. SLM Puts in place Service Level Agreements with providers in order to monitor and manage service levels, improving services to ensure that end users are satisfied with the service they receive. Agreements with internal and external service suppliers should be reviewed when significant changes to SLAs take place and at least annually to ensure that they continue to underpin SLAs. THE LEVEL OF SERVICE Should be captured and base-lined, at least annually. This provides a basis for measuring service improvement and achievements using defined metrics for each service provided. The service improvement program should be monitored regularly and appropriate action taken to correct any under-achievements. All service level targets and results together with their history should be maintained in an annual report. The foundations for service management must be put in place very early during the acquisition process. This enables relevant and realistic contract management and management of the relationship with the provider following service implementation.

Service Level Management = Costs, Points of Attention, Advantages =
P ersonnel writing and managing SLM documents A ccommodation also for physical storage of SLM documents, … S oftware writing SLM documents, H ardware Service Catalogue, SLM reports, … E ducation ITIL Master Class / ITSM Practitioner, communication training, … P rocedures designing & managing Service Level Management

change in culture: danger of bypassing of SLAs. expressing the customer’s demand in measurable values and consequent costs is difficult. expectations are too high expectations and/or the agreements are too ambitious management commitment follow the 5 stages of management! (do not immediately start writing the SLA, but first take care of a thorough inventory of demand, a sound design, a SIP, …)

insight into IT service provision IT services become measurable optimal balance possible of quality and the consequent costs possible savings become clear increase in productivity: good working morale of IT personnel positive attitude of the customer towards IT personnel

Service Level Management = Functionally Oriented vs. Process Driven =
Service Level Management - Practitioner Service Level Management = Functionally Oriented vs. Process Driven = mainframe network pc-lan Service Level Management The Art of An end to end process is an Art. The benefits outweigh the challenges.

Service Level Management: Q & A
Service Level Management - Practitioner Service Level Management: Q & A ? Service Level Management End slide. Thank participants. Questions Workshop possibility. Ask participants to develop a framework for Process implementation in their/your organization. is the process of maintaining and gradually improving business aligned IT service quality, through a constant cycle of agreeing, monitoring, reporting and reviewing IT service achievements and through instigating actions to eradicate unacceptable levels of service

Service Level Management

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