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SLAs and OLAs:Who, What, Why, & How?
Stevie Peterson, PMP
5/18/07
Prepared for: MN Public Sector ITIL SIG
Sponsored by:
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kpeak.com 651.452.52442
Workshop Agenda:
Service Level Agreements (SLAs)
What is an SLA?
Why Implement SLAs?
Whats Included in an SLA?
SLA Negotiation Process
Caveats
Operational Level Agreements (OLAs)
What is an OLA?
Why Implement OLAs?
Whats Included in an OLA? OLA Governance
A Sample Service Desk (Service-based) SLA andOLA will be reviewed and discussed.
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What is an SLA?
Service Level Agreement A Mutually Beneficial Written
Agreement between the ServiceDesk and its Customers Defining:
Key Service Targets Responsibilities of Both Parties
Reporting Methodology
Compensation Due the Customer if
the Service Desk Misses the Mark(if Charging is in place)
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SLA Types:
Service-Specific Customer-Specific
Corporate Multi-Level
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Why Implement SLAs?
Keep These Principles in Mind Throughoutthe Presentation:
Above All, SLAs Formalize Relationships
Relationships Must be Cultivated and then
Managed on an Ongoing Basis SLAs Define Specific Areas of
Accountability Between Two Parties; EachParty Must Designate a Representative andConfer Appropriate Authority to Those
Representatives (e.g., Help Desk &Customer)
SLAs are Business-Enablers
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Why Implement SLAs?
The Biggest Reason:
Satisfied
Customers!
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SLA Contents:
Service Desk SLAs are Typically Service-Specific and
Written at the Corporate Level for Incident Resolution andService Request Fulfillment and Include:
Introduction
Roles & Responsibilities of Both Parties
Help Desk Support Hours
Out of Hours Procedures
Incident Resolution and Service Request Objectives(MTTR Targets and Due Dates)
Escalation Procedures
Exception Procedures
IT Service Continuity
Charging Formulas and Procedures (if applicable)
Performance Incentives/Penalties (if applicable)
Metrics
Service Reporting and Reviewing
Audits
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Process Improvement Projects:
Service DeskVISION /
STRATEGY
OrganizationalTransformation
PROCESS STEPS:
1. Identify and Define theBusiness Need
2. Document the AS IS3. Analyze the AS IS
4. Architect the TO BE5. Implement the TO BE6. Evaluate and Control7. Continuously Improve
PROJECT STEPS:
1. Scope ManagementPlan
2. Work BreakdownStructure / Activity List
3. Staffing Plan4. Risk Management Plan5. Communication Plan6. Quality Assurance Plan7. Procurement Plan
FOCUS:
Individual Team Organization
Process
Project
All Three Components are Critical to a
Successful Process Improvement
(SLA) Project!
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The SLA Negotiation Process:
Assess CurrentLevel of
Performance
ElicitCustomers
RequirementsPerform Gap
Analysis
Architect theFuture State
EnsurePerformance
Goals areSMART
DetermineReporting
Methodology
AlignOrganizational& Individuals
Goals
Train AllStakeholders
Write SLA;Obtain
Approvals
Write OLAsand Align UCs
Report &Evaluate
Monthly withCustomersContinuously
Improve
Execute as a
Project!
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SLA Negotiation Process (cont):
1. Assess Current Levelof Performance
What are our current
metrics / results? What do our Customers say
about our performance?
How efficient are we?
What about the currentprocess adds value andshould be preserved?
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SLA Negotiation Process (cont):
2. Elicit CustomersRequirements
What do our Customers
require?
How can the Service Deskbetter enable businessobjectives?
NOTE: The Customer perspective prescribed in Steps 1
and 2 can best be assessed by Customer interviews or
focus groups performed by a 3rd party; try to avoid surveys.
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SLA Negotiation Process (cont):
3. Perform Gap Analysis4. Architect the Future State
Define the gaps between the AS IS and TO BE.
Design the TO BE with Customers (and Vendors if
appropriate). What does success look like? Determine metrics and key performance indicators.
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SLA Negotiation Process (cont):
5. EnsurePerformanceGoals are Smart!
S pecificM easurable
A chievable
R ealisticT ime-Bound
6. DetermineReportingMethodology
WHO?WHAT?
HOW?
WHEN?
WHY?HOW OFTEN?
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SLA Negotiation Process (cont):
7. Write SLA; Obtain Approvals
8. Write Operational Level Agreements (OLAs);Align Underpinning Contracts (UCs)
SEE HANDOUTS for examples
Consider writing OLA as a Policy with signage from allfunctional leaders.
Write SLA and OLA with representative Stakeholders;provide a straw document as a springboard fordiscussion and starting point.
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SLA Negotiation Process (cont):
9. Align Organizational and Individual Goals10. Train All Stakeholders
Just as OLAs and UCs support the SLA, individual(appraisal) goals must support organizational goals.
Educate stakeholders during the training process.
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SLA Negotiation Process (cont):
11. Report & Evaluate Monthly12. Continuously Improve
Work to cost-effectively obtain the results Customersrequire.
Measure results: Leverage processes and proceduresthat serve the SLA; work to mitigate or avoid thatwhich is not serving the business.
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SLA - Caveats:
Service targets arent SMART.
A Service Level Manager is not appointed; Reportingand Continuous Improvement efforts are left up tooverworked Managers.
The right level of authority is not given to the Service
Level Manager. TOO much detail or not enough detail.
Not aligning or negotiating with the Business; rather,being IT or Help Desk-centric.
SLAs are not properly communicated; confusion and
unmet expectations reign. OLAs and UCs are not aligned to support the SLA.
Ongoing maintenance of the SLA wanes; initialmomentum is lost due to lack of focus and/or resourceconstraints.
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What is an OLA?
Operational Level Agreement A Written Agreement between the IT
Departments in the SLA Support Chain:
SLAs Define Cycle Time
OLAs Define Turnaround Time
UC
Vendors
Customers
OLAOLAIT
Dept
SLA
IT
DeptSLM
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Why Implement OLAs?
Enables Successful Fulfillment of the SLA
Establishes Roles & Responsibilities of AllParties
Increases Efficiency
Drives Resource-to-Load (re) Allocation
Creates a Streamlined Process ACCOUNTABILITY!
ACCOUNTABILITY = Cs the Day!!
CLEAR ASSIGNMENT
COMMITMENT
CONSEQUENCES
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OLA Contents:
Operational Level Agreements are Short and
Sweet, Focusing on Agreements to Turnaround
Times between IT Functions / Organizations.
Consider Writing as a Policy: One Document inSupport of an SLA with all Agreements Between ITOrganizations Documented and Signed by the SeniorManagement of those Organizations.
Introduction
Roles & Responsibilities of All Parties
Specific Turnaround Times
Measurement Methodology Escalation Procedures
Reporting & Review Methodology
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OLA Governance:
Consider Convening a Governance BoardComprised of the Senior Managers Who Signedthe OLA. Meet Once a Month to Review Resultsand Institute Continuous Improvement Action
Plans.
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A Word About Organizational Change:
SLAs and OLAs:
Change the Way Organizations ConductBusiness and Regard Customers
Change the OrganizationsPhilosophical Framework
Measure Specific Performance Drive Accountability at All Levels
WHERE THERE IS CHANGE,
THERE WILL BE RESISTANCE!
COUNT ON IT!PLAN FOR IT!
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In Summary:
Service DeskVISION /
STRATEGY
OrganizationalTransformation
PROCESS STEPS:
1. Identify and Define theBusiness Need
2. Document the AS IS3. Analyze the AS IS4. Architect the TO BE5. Implement the TO BE6. Evaluate and Control7. Continuously Improve
PROJECT STEPS:
1. Scope ManagementPlan
2. Work BreakdownStructure / Activity List
3. Staffing Plan4. Risk Management Plan5. Communication Plan6. Quality Assurance Plan7. Procurement Plan
FOCUS:
Individual Team Organization
Process
Project
All Three Components are Critical to a
Successful Process Improvement
(SLA) Project!
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Stevie Peterson Contact Information:
Office: 651-452-5244
Email: [email protected]
Knowledge Peak Contact Information:
Office: 651-452-5244
Email: [email protected]