The document discusses key components of a service level agreement (SLA) and critical success factors for implementing IT service management. An SLA details client and service provider obligations and standards to reduce disputes. Key SLA components include customer requirements, service provider requirements, service assumptions, response times, and performance standards. Critical success factors for implementing IT service management include senior management support, a project champion, managing relationships with multiple vendors, changing corporate culture, realizing benefits, and effective project governance and execution. The document also discusses Queensland Health's experience implementing ITIL and establishing SLAs.
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
IT Services have been an in-house function for most of organizations across the globe a decade ago. With rapid growth in new technologies and expansion of customer base, organizations were unable to adapt to changes relying solely on their in-house IT teams. This gave rise to external IT service providers and proliferation of multiple engagement models.
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
IT Services have been an in-house function for most of organizations across the globe a decade ago. With rapid growth in new technologies and expansion of customer base, organizations were unable to adapt to changes relying solely on their in-house IT teams. This gave rise to external IT service providers and proliferation of multiple engagement models.
Across the corporate landscape IT functions are completing their transformation to a service-orientation. Slowly but surely, “governance” has become a core mission, if not yet the core competency, of the IT organization. Governance involves many fronts and addresses many levels – there is architectural governance, IT finance and projects governance, and of course, supplier governance. All call for new skills and new structures. WGroup collectively brings decades of hands-on experience in IT supplier management to assist our clients with the multi-supplier challenge – from building the governance structures to defining sourcing strategies to facilitating contract reviews to transition management. This states how WGroup would implement a multi-supplier governance model successfully.
Project and Change Management Success Factors from Malaysian Government Depar...IOSR Journals
a Project is considered as a core element in any organization and its continuity can be guaranteed through a successful change management. Confronting merciless challenges at the current time particularly at the market field, the emergency need has been raised to overcome those obstacles and step ahead on rivals. One way that most organizations have moved towards its capabilities and put the pressure on it to produce quality and optimal outcomes is ICT. Thus, various types of IT projects with variant intended objectives have been conducted. As being witnessed recently and noticed previously, that a lot of IT projects turned to fail due to several reasons. Additionally, way of life changes from time to time and people requirements have changed and become so complicated recently with the exposure to advanced technology that has been attached with our daily life activities. A survey has been conducted among some Malaysian Government departments and agencies to elicit the main factors which participate in the success of projects and what the importance level of implementing an effective change management over projects that lead to sustainability and productivity of the organizations. This survey results have been received as a quantitative feedback that makes it clear to make a conclusion.
I prepared this document based on a learning material provided by my employer, my aim was to create a document that would serve as a book for those want to understand ITIL Foundation Syllabus before writing the foundation exam (Exam Code - EXO 117). Although this book was edited many times to include only those subjects that were needed the most, the book still is a 146 page document, however reading this book would give you a decent idea about many service management concepts like Incident Management, Change Management, Problem Management etc and will make you exam ready without the help of dumps. Yes, believe me I scored 85% in Exin's EXO 117 Foundation Exam without any dumps. After I gained enough knowledge by preparing this book, I was able to answer many questions correctly in the dumps so I ended up using the dumps only to get a hands on of how the exam user interface will work. My concept is simple, if you want only a certificate, use the dumps, you can start tonight and get certified by tomorrow morning, but what knowledge would you actually possess at the end? To get that knowledge I suggest reading the related books, understanding the concepts, learning with examples and it may take a week, may be a month but at the end you will have the certificate + KNOWLEDGE. Finally just pardon me for any grammatical errors (after all English is not my mother tongue) and typo (I didn't have enough time to check everything), but the book is full of information that would certainly help. Share it with as many people as would like, spread it, gain knowledge and help others to do so as well. All the best.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
Hello Everyone,
I would like to share the project management presentation.this presentation helps for healthcare students or anyone who is interested in project management.
Agility and flexibility will be key success factors for future IT. Meeting the need for flexible delivery in an outsourced environment requires new thinking and innovative methods as traditional sourcing models are seen as too rigid and transaction oriented. This white paper explores the nature of agility and outlines methods for each step in the outsourcing process to ensure a successful and agile IT delivery.
1U C I S A I T I L I N T R O D U C I N G S E R V I C E O.docxlorainedeserre
1U C I S A I T I L : I N T R O D U C I N G S E R V I C E O P E R A T I O N
ITIL – Introducing service operation
This document is designed to answer many of the questions about IT service management and the ITIL framework,
specifically the service operation lifecycle phase. It is a beginner’s guide.
ITIL benefits within service operation
� Scalability – ITIL can be adapted for any size of organisation.
� Reduction in costs – ITIL has proven its value in reducing the overall cost of managing services.
� Improved quality – ITIL helps improve the quality of IT services through sound management practices.
� Alignment to standards – ITIL is well aligned to the ISO/IEC 20000 Standard for Service Management.
� Return on Investment (ROI) – ITIL helps IT organisations demonstrate their return on investment and
measurable value to the business. This helps establish a business case for new or continuing investment in IT.
� Seamless sourcing partnerships – outsourcing, often with multiple service providers, is increasingly common
today and ITIL is widely practised among industry service providers so offers a common practice base for
improved service chain management.
Considering cultural change
A small part of the implementation of service operation will be about process design. Most of the challenge lies
in cultural change and personal motivation of staff to use the end to end processes as the better way to do deliver
service.
Any change leads to feelings of vulnerability and loss of control. These feelings generally manifest themselves through
feelings of resistance. The most important thing in this stage of the ITIL implementation is to keep the focus on the
reason why your organisation needs ITIL service management in the first place.
Some implementation pointers for implementing service operation
DO:
� Perform a feasibility study first
� Use what is already good in the organisation
� Take it slowly and concentrate on small steps and quick wins
� Appoint a strong project manager with end to end focus to drive the implementation programme
� Keep in mind organisation change management issues
� Keep communicating WHY your organization needs this
� Measure your successes continuously
� Enjoy the milestones and share them with the IT group
DON’T:
� Try to mature all the processes at the same time
� Start with a tool
� Start without management commitment and/or budget
� ITILISE your organisation – it’s a philosophy, not an executable application
� Forget to adopt and adapt
� Rush; take your time to do it well
� Go on without a reason
� Ignore the positive activities already in place
2U C I S A I T I L : I N T R O D U C I N G S E R V I C E O P E R A T I O N
The objectives of service operation
The main objective of service operation is to coordinate and carry out the activities and processes required to deliver
and manage services at agreed levels to business users and customers.
Service o ...
9 Critical Components for A Successful Client Interaction Framework Chazey Partners
It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your Shared Services client relationships
Project and Change Management Success Factors from Malaysian Government Depar...IOSR Journals
a Project is considered as a core element in any organization and its continuity can be guaranteed through a successful change management. Confronting merciless challenges at the current time particularly at the market field, the emergency need has been raised to overcome those obstacles and step ahead on rivals. One way that most organizations have moved towards its capabilities and put the pressure on it to produce quality and optimal outcomes is ICT. Thus, various types of IT projects with variant intended objectives have been conducted. As being witnessed recently and noticed previously, that a lot of IT projects turned to fail due to several reasons. Additionally, way of life changes from time to time and people requirements have changed and become so complicated recently with the exposure to advanced technology that has been attached with our daily life activities. A survey has been conducted among some Malaysian Government departments and agencies to elicit the main factors which participate in the success of projects and what the importance level of implementing an effective change management over projects that lead to sustainability and productivity of the organizations. This survey results have been received as a quantitative feedback that makes it clear to make a conclusion.
I prepared this document based on a learning material provided by my employer, my aim was to create a document that would serve as a book for those want to understand ITIL Foundation Syllabus before writing the foundation exam (Exam Code - EXO 117). Although this book was edited many times to include only those subjects that were needed the most, the book still is a 146 page document, however reading this book would give you a decent idea about many service management concepts like Incident Management, Change Management, Problem Management etc and will make you exam ready without the help of dumps. Yes, believe me I scored 85% in Exin's EXO 117 Foundation Exam without any dumps. After I gained enough knowledge by preparing this book, I was able to answer many questions correctly in the dumps so I ended up using the dumps only to get a hands on of how the exam user interface will work. My concept is simple, if you want only a certificate, use the dumps, you can start tonight and get certified by tomorrow morning, but what knowledge would you actually possess at the end? To get that knowledge I suggest reading the related books, understanding the concepts, learning with examples and it may take a week, may be a month but at the end you will have the certificate + KNOWLEDGE. Finally just pardon me for any grammatical errors (after all English is not my mother tongue) and typo (I didn't have enough time to check everything), but the book is full of information that would certainly help. Share it with as many people as would like, spread it, gain knowledge and help others to do so as well. All the best.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
Hello Everyone,
I would like to share the project management presentation.this presentation helps for healthcare students or anyone who is interested in project management.
Agility and flexibility will be key success factors for future IT. Meeting the need for flexible delivery in an outsourced environment requires new thinking and innovative methods as traditional sourcing models are seen as too rigid and transaction oriented. This white paper explores the nature of agility and outlines methods for each step in the outsourcing process to ensure a successful and agile IT delivery.
1U C I S A I T I L I N T R O D U C I N G S E R V I C E O.docxlorainedeserre
1U C I S A I T I L : I N T R O D U C I N G S E R V I C E O P E R A T I O N
ITIL – Introducing service operation
This document is designed to answer many of the questions about IT service management and the ITIL framework,
specifically the service operation lifecycle phase. It is a beginner’s guide.
ITIL benefits within service operation
� Scalability – ITIL can be adapted for any size of organisation.
� Reduction in costs – ITIL has proven its value in reducing the overall cost of managing services.
� Improved quality – ITIL helps improve the quality of IT services through sound management practices.
� Alignment to standards – ITIL is well aligned to the ISO/IEC 20000 Standard for Service Management.
� Return on Investment (ROI) – ITIL helps IT organisations demonstrate their return on investment and
measurable value to the business. This helps establish a business case for new or continuing investment in IT.
� Seamless sourcing partnerships – outsourcing, often with multiple service providers, is increasingly common
today and ITIL is widely practised among industry service providers so offers a common practice base for
improved service chain management.
Considering cultural change
A small part of the implementation of service operation will be about process design. Most of the challenge lies
in cultural change and personal motivation of staff to use the end to end processes as the better way to do deliver
service.
Any change leads to feelings of vulnerability and loss of control. These feelings generally manifest themselves through
feelings of resistance. The most important thing in this stage of the ITIL implementation is to keep the focus on the
reason why your organisation needs ITIL service management in the first place.
Some implementation pointers for implementing service operation
DO:
� Perform a feasibility study first
� Use what is already good in the organisation
� Take it slowly and concentrate on small steps and quick wins
� Appoint a strong project manager with end to end focus to drive the implementation programme
� Keep in mind organisation change management issues
� Keep communicating WHY your organization needs this
� Measure your successes continuously
� Enjoy the milestones and share them with the IT group
DON’T:
� Try to mature all the processes at the same time
� Start with a tool
� Start without management commitment and/or budget
� ITILISE your organisation – it’s a philosophy, not an executable application
� Forget to adopt and adapt
� Rush; take your time to do it well
� Go on without a reason
� Ignore the positive activities already in place
2U C I S A I T I L : I N T R O D U C I N G S E R V I C E O P E R A T I O N
The objectives of service operation
The main objective of service operation is to coordinate and carry out the activities and processes required to deliver
and manage services at agreed levels to business users and customers.
Service o ...
9 Critical Components for A Successful Client Interaction Framework Chazey Partners
It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your Shared Services client relationships
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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.