Often, a variety of individuals within an organization are responsible for establishing contracts with myriad Service Delivery Organizations. Without a top-down service level management approach, the end result is often unacceptable timelines for service delivery. This presentation will demonstrate the importance of starting with the business to define SLAs and creating Underpinning Agreements that support those SLAs.

1. Underpinning Agreements:
Keeping the End Goal in Mind
Kyna Autrey, SAIC
Joseph Bryson, SAIC
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3. Kyna Autrey
SAIC
Foundations v2 & v3, IPRC, OSA & SOA certified; ITSM
F d ti 2 3 IPRC tifi d
Academy Foundations v3 certified trainer
Process & Quality Assurance Manager, PMP
Assist in development, implementation, training,
development implementation training
institutionalization of ITIL processes
SAIC, the SAIC logo, and “From Science to Solutions” are registered
trademarks of Science Applications International Corporation in the
d k fS l lC h
United States and/or other countries.
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4. Joseph Bryson
SAIC
ITIL Foundations v3 certified, OSA certified, itSMF member
Service Delivery Manager, PMP, MBA
Responsible for large service support / delivery contract,
p g pp y ,
managing delivery of multiple teams that cross several
service lines
SAIC, the SAIC logo, and “From Science to Solutions” are registered
trademarks of Science Applications International Corporation in the
pp p
United States and/or other countries.
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5. Content
What are Underpinning Agreements?
What is a Multi-Vendor Environment?
Critical Success Factors in a Multi-Vendor
Environment
The Top Down + Full Circle Approach
Conclusion
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6. What are Underpinning
Agreements?
Service Level
Management Supplier
Management
Service Service Service Service
Strategy Design Transition Operation
Continual Service Improvement
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7. Definitions
Service Level Agreement (SLA):
g ( )
• Between IT and customer
• Documented and agreed
• Describes the service
• Documents service level targets
• Specifies roles and responsibilities
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8. Definitions
Underpinning Agreements
Contract:
• Legally binding agreement
• Business arrangement for supply of goods/services
Underpinning Contract (UC):
• Between IT and third party
•SSupports an IT service
t i
• Defines targets, responsibilities to support SLA
Operational Level Agreement (OLA):
• Internal IT agreement
• Supports the SLA
• Defines goods or services to be provided
• Defines roles and responsibilities
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9. What are Underpinning
Agreements?
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10. What is a Multi-Vendor
Environment?
Service providers, aka Service Delivery
Organizations (SDO )
O i ti (SDOs)
• By function (infrastructure, applications, data)
• By service line (eCommerce, inventory – aligned to the
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business processes)
• By geography
Vendors (software hardware)
(software,
Why have a multi-vendor environment?
• Creates competition, reduces cost, increases quality
• Leverage strengths of various SDOs
*** Seamless delivery to the business
S l d li t th b i
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11. Critical Success Factors in a
Multi-Vendor Environment
End-to-end service management process
Vendor intersections, how to work together
Escalation points
Measurements that mean something
Underpinning agreements
Unde pinning ag eements
* Everyone is part of the business and the
mission
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12. The Top-Down + Full Circle
Approach
Business
Requirements
Solution
Technology
sure & Report
Service Architecture End-to-End
Design Service
Measurement
Processes
Meas
Vendor
Intersections
Underpinning
Agreements
Integrated Service Delivery
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13. Critical Success Factors: End-to-
End Service Management Process
Defined in business terms
Accounts for all aspects of the service
Defines clear accountabilities and
responsibilities
Documented and understood by all players
Includes continuous feedback loop
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14. Critical Success Factors:
Vendor Intersections
Definition of all touch points
p
Well-defined inputs / outputs
Visibility of service level targets for all Service
Delivery Organizations (SDOs)
Tools to facilitate multi-vendor environments
Facilitate teamwork through shared status
meetings
Individual SDO success is one element of
overall success of service
• Everyone is accountable for the service
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15. Critical Success Factors:
Escalation Points
Agreements for each party should be communicated
Clear paths for escalation and recourse between
Service Delivery Organizations must be documented
and understood
• Work together first
• Motivation for and recognition of teamwork
How and when to escalate within contracting
d h l h
organization
• Documented and agreed upon
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Single points of contact need to be established
between each Service Delivery Organization and
contracting organization
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16. Critical Success Factors:
Measurements That Mean
Something
Metrics aligned to business impact
Individual SDO measurement in context of full service
• Understanding impact of individual performance against the
performance of the overall service
• Understanding impact of individual performance on other
SDOs
Customer satisfaction measured with overall service
delivery
d li
• One face of IT
League tables published to all SDOs
Visibility of all escalations and associated resolutions
• Credit given for cross-SDO resolution
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17. Critical Success Factors:
Underpinning Agreements
p g g
Visibility of service business case
y
Always refer to or supplement the SLA
• Must understand what service is being supported
Constraints / dependencies
Tool considerations
Steps for continually improving the service
• Service Improvement Plans (SIPs) are not a bad thing
SLA, UA Suggested
Content
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18. Conclusion
Multi-vendor environments are inherently more
complex
ITIL® provides the framework to drive success
Service Delivery O
S i D li Organizations are connected
i ti t d
End-to-end success is critical to business
success
The end goal is the business!
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d I f t t Lib i t dt d k f th U it d Ki d ’ Offi fG tC
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19. Thank you
• Underpinning Agreements:
Keeping the End Goal in Mind
Contact details:
Kyna Autrey
Kyna.D.Autrey@saic.com
713-835-3735
Joseph Bryson
Joseph.C.Bryson.Sr@saic.com
713-835-3702
713 835 3702
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