Underpinning Agreements: Keeping the End Goal in Mind

1,601 views
1,471 views

Published on

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.

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,601
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
21
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Underpinning Agreements: Keeping the End Goal in Mind

  1. 1. Underpinning Agreements:Keeping the End Goal in Mind Kyna Autrey, SAIC Joseph Bryson, SAIC COMPANY CONFIDENTIAL
  2. 2. ITSM Academy Public classes throughout U.S.Accredited Education• ITIL Foundation F d ti Corporate on-site Classes• ITIL Bridge – Foundation & Virtual Classes Managers Courseware Licensing• ITIL Lifecycle, Capability and y p y MALC Alumni Program• Certified Process Design PMI Global Education Provider Engineer (CPDE)®• ISO/IEC 20000 Foundation Federal Government (GSA)• Microsoft Operations Framework Contractor (MOF) Foundation Certified Woman-OwnedPractical, Value-Add Tens of thousands of learnersWorkshopsW k h trained since 2003• Apollo 13 Simulation• Visible Ops: The Class ITSM Professional Diplomas• ITIL, MOF ITIL MOF, ISO 20K Awareness• And More!COMPANY CONFIDENTIAL
  3. 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.COMPANY CONFIDENTIAL
  4. 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.COMPANY CONFIDENTIAL
  5. 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 ConclusionCOMPANY CONFIDENTIAL
  6. 6. What are Underpinning Agreements? Service Level Management Supplier Management Service Service Service Service Strategy Design Transition Operation Continual Service ImprovementCOMPANY CONFIDENTIAL
  7. 7. Definitions Service Level Agreement (SLA): g ( ) • Between IT and customer • Documented and agreed • Describes the service • Documents service level targets • Specifies roles and responsibilitiesCOMPANY CONFIDENTIAL
  8. 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 responsibilitiesCOMPANY CONFIDENTIAL
  9. 9. What are Underpinning Agreements?COMPANY CONFIDENTIAL
  10. 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 y ( , y g 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 iCOMPANY CONFIDENTIAL
  11. 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 missionCOMPANY CONFIDENTIAL
  12. 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 DeliveryCOMPANY CONFIDENTIAL
  13. 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 loopCOMPANY CONFIDENTIAL
  14. 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 serviceCOMPANY CONFIDENTIAL
  15. 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 g p Single points of contact need to be established between each Service Delivery Organization and contracting organizationCOMPANY CONFIDENTIAL
  16. 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 resolutionCOMPANY CONFIDENTIAL
  17. 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 ContentCOMPANY CONFIDENTIAL
  18. 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!ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom’s Office of Government Commerce d I f t t Lib i t dt d k f th U it d Ki d ’ Offi fG tC(OGC) in the U.S. and/or other countries.COMPANY CONFIDENTIAL
  19. 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 3702COMPANY CONFIDENTIAL

×