【正文】 or processes in the service level management function. S e t u pa c t iv it ie sS e r v ic ec a t a lo gd e f in it io nS e r v ic e le v e la g r e e m e n t sd e f in it io nS e r v ic e le v e lr e p o r t in gS e r v ic e le v e la g r e e m e n tr e v ie wS e r v ic e le v e lm o n it o r in gG e t t in g s t a r t e d Figure 1. Service level management process flow diagram Figure 1 illustrates the linear process for service level management. There is also, however, a cyclical approach used throughout this document that can be applied to each 8 Service Level Management process in turn. This cyclical process has been considered at each stage and can be used to add value in the implementation of the elements of service level management. Figure 2 illustrates this cyclical approach. Figure 2. Service level management cyclical approach Summary of Service Level Management Processes The major processes shown in Figure 1 are discussed briefly in this section and are then described in detail throughout the remainder of this document. Getting Started The Getting Started section, although not strictly focused on a specific process, offers assistance and guidelines for introducing and implementing the range of SLM processes within an anization. Setup Activities Setup activities are a series of appraisal steps that are carried out at the beginning of a service level management project. These preliminary steps help the business determine if there is a need for service level management and if it has the resources to implement it. As part of this process, the IT department establishes a baseline for the business by taking a snapshot of the existing services and management activities. The final step is to analyze the information collected in the previous steps and use the results to plan the implementation of service level management for maximum benefit to the business. Define Agree and Operate Review and Optimize Monitor and Report Service Management Function 9 Service Catalog A service catalog, written in business—rather than technical—language, is a definitive guide to the services available to the business. It provides endtoend descriptions of the service ponents used to deliver the services and the IT functionality used by the business. This information is then used to create and define SLAs within each area since SLAs are developed according to the priority and business requirements of the service. Service Level Agreements Service Level Agreements (SLAs) are an essential, beneficial, and often the most visible part of the service level management SMF. The SLAs are a mutually agreed–on and negotiated offering for both the IT department and the business. Service Level Monitoring Services are monitored and measured according to the agreedon SLA criteria in order to ensure pliance with the SLAs. Service level monitoring entails continual measurement of mutually agreed–on servicelevel thresholds and the initiation of corrective actions if the thresholds are breached. Service Level Reporting Service level reports, used by both the business and the IT department, contain the monitoring data used to measure performance against objectives. Service Level Agreement Review The service level agreement is formalized in a review procedure: the service level agreement review (SLA Review). The SLA Review is a twoway munication between the IT department and the anization. It ensures that the services are being delivered efficiently and are optimized to meet the anization39。 or choose a business service, such as an order system. Alternatively, select a part of the business that in the past has had a poorly managed service that would see an immediate benefit from the introduction of service level management. In any case, the number of users involved in the pilot area should be manageable, and there should be no degradation of service when introducing service level management. The purpose of the pilot is to define, manage, monitor, and report on only the selected service. If the pilot succeeds, it can be applied to other services within the anization. Explain the benefits of service level management to the management and staff of the pilot area. Give them time to buy in and contribute to the pilot by means of discovery workshops, feedback and review sessions, and participation in the setup stages. This will acquaint them with the services they have and what is important to them. It will help to set the scene for service level management for the rest of the anization. Solicit volunteer staff from the IT department, if required, at the outset of service level management to assist with the feedback and development of the service level management process in the pilot area. A simple baseline of existing contracts and services should be pleted within the chosen pilot area, a review of service desk calls should be carried out, and workshops conducted to ascertain services delivered, consumed, and required. A service catalog should be created for these services and the effects and priorities confirmed for each service. For example, for a corporate finance department, the services and systems and their relative priorities should be documented, their cost should be justified, and beneficial SLAs should be created against services in order to add value. Creating a Service Catalog Once defined, the pilot area should be surveyed with interviews, workshops, and other discovery exercises (such as incident and change request reports) to learn what services are being consumed. Record only relevant information related to each service. This record of services is the service catalog. Information that will be valuable may include: ? Priority of tasks ? Effect on employees ? Number of users ? Service ponents used in