2. What are the key components of service
level agreement ?
3. What is service level
agreement or SLA ?
A service-level agreement (SLA) is a contract between a service
provider and its client. It details the client's obligations, the
standards of the terms or services of vendors and their clients,
and reduces the potential for disagreements and problems that
might negatively affect projects and relationships.
4. Customer requirements, which includes details onpayments at agreeduponintervals.
Serviceprovider requirements are also apart of the service agreementandcover areas that include
clarificationof response timesincasesof service relatedincidents.
Serviceassumptions. Here, protocol onchanges to services andthe ways in whichthey are
communicatedtothe stakeholder(s) is discussed.
Response time: The minimum and maximum amount of time that a vendor is allotted for
responding to a request or communication of some kind.
Performance standards: These are specific benchmarks that are determined by the client.
Actual vendor service-level performance is measured against these benchmarks to ensure
the performance standards have been met.
5. Serviceassumptions. Here, protocol onchanges to services andthe ways in which
they are communicatedto the stakeholder(s) isdiscussed
ServiceManagement: The final portionof a service level agreement deals with
service management. In this section, bothserviceavailability and service requests
are covered. Aconcise SLAwill featureinformationon the availability of telephone
support, responsetime for service requests, aswell as options regardingremote
assistance.
6. What are the critical successfactors?
Critical Success Factors (CSF) are specific elements or action areas in which a business, team
or department must focus on and successfully implement to achieve its strategic objectives.
The CSF approach was first established by the 1960s and then it was popularized by various
researchers. According to Rockart and Bullen, CSF can be operationally defined as the “ key
areas where things must go right in order to successfully achieve objectives and goals” .
In this case study, the CSF concept is used to examine the research question of “ what factors
influence the success of implementing IT service management?” . The main 6 CSFs discussed
in this case study are the following:
1. Senior management support
2. Project champion
3. Relationship with multiple vendors
4. Change in corporate culture
5. Realization of benefits
6. Project governance and execution
7. Senior Management Support:
• Senior management support is a crucial factor for the success of any major IT
initiatives or projects in order to ensure the sustainability of organization’ s IT and
extension of organization strategy. In this case study, during the initial stage of QH ITIL
project, it struggled due to limited senior management support and the situation has
improved when the senior management provided great support from their side.
ProjectChampion:
• Project champion is someone, may be a senior manager, within an organization who
is capable of negotiating the resources into reality and aware of the business,
technology and the organizational context. Project champion plays a vital role from the
beginning towards the successful implementation of a project.
Relationship with Multiple Vendors:
• An open and honest relationship with vendors is very critical for any organization.
Effective coordination of multiple vendors is quite complex but is effective towards the
successful implementation of a project. Here, QHID leveraged external expertise from
multiple vendors at different stages in the project and made an effort to develop close
and forthright relationships with the vendors to ensure effective technology transfer to
the QHID staff.
8. Change in Corporate Culture:
• The change involves organizational restructuring, careful planning, reinforcement of
the project objectives and appropriate appointment of success owners that are carried
out to achieve the transformation. In this case study, QHID realized the importance of
cultural change from the technological focus to the focus of business. Effective
changes can lead to improvement of project implementation.
Realization of Benefits:
• In this study, QH used novel concepts such as the benefit register, benefit deposit
slips and a benefit saving bank that are part of its ITSM. It also used a benefit
realization plan to track and communicate tangible and intangible benefits of the
project and thus enhance the commitment from senior management and business
managers.
ProjectGovernance and Execution:
• Various elements of project governance and execution like clear objectives and
appropriate accountability, risk management, monitoring and reporting, project focus,
etc. plays a critical role in the successful ITIL project implementation. Effective
governance and execution and staying focused on the project contributed significantly
to the success of ITIL project.
9. • Q . WHILE IMPLIMENTING SERVICE
LEVEL AGREEMENT WHAT ARE THE KEY
PROCESS?
Now first we have to discuss briefly what is service level agreement. Service level Agreement:- In ITIL service level agreement is “ A documented
agreement between a service provider and customer that identifies both services required and the expected level of service.” Service level agreement is typically one
of two foundational agreements that service providers have with their customers.
This service level agreement will also includes -----
An uptime guarantee that indicates the percentage of time the system is
available.
A definition of proper environments condition.
A promise of technical supports.
Detailed security precautions that will keep the customer `s assets scare. We wanted to implement a secure level agreement then requires to some process--------
Define your service level agreement scope.
Set response and resolutions times.
Monitor performance and measure compliance.
Establish change control in IT service level agreement.
10. After study of pdf we find that Cater steel,etal,replicated Hochstein`s research with 12
organizations in Austelia , The united kingdom and Newzeland and find the benifites released
by ITIL included improved focus on IT service management, more predictable infrastructure,
improved consultation with IT groups within the organization, smoother negotiation of service
level agreements and seamless end-to-end service. The relationship between IT governance
and ITSM was investigated by Toleman et al and others.
In Norway, identified seven success factors associated with ITIL implementation in a
university environment.
The distinction between (ERP & ITSM) the two is that ERP implementation is centered on a
software package whereas ITSM implementation is based on a set of industry guidelines and
standards.
In 2005, QH staff responded to an ITIL adoption survey conducted at the itSMF national
conference. The survey collected information on many aspects of ITIL implementation,
including critical success factors.
Subsequently, in 2006, we conducted an in-depth interview with three
members of the ITIL project team. The interview instrument was based
on that developed by Hochstein et al.
11. The interview questionnaire includes items covering all core ITILv2 processes, as well as details of the
implementation strategy and critical success factors.
QH ITIL Project Queensland Health, as the largest State agency in Queensland. And after the
implemented service level agreement researcher take a interview and the found that-----
QH senior management further assigned the Manager of Continuous Improvement to the role of
overseeing the implementation process, promoting the benefits among QH staff and liaising with
the consultants and vendor.
After the many experimental study ana analysis of voice recording recorded by researcher they
found that, while implementing service level agreement we needs the some process to do that is ----
Management process to move the culture from a technology focus to a focus on service. As
the change involves organizational restructuring, careful planning, reinforcement of the project
objectives and appropriate appointment of process owners was carried out to achieve the
transformation.
And
Further, QHID put in place a benefits realization plan to track and communicate tangible
and intangible benefits of the project and in this way maintain the commitment from senior
management and business managers.
