【導(dǎo)讀】inferred.owners.

　　

【正文】 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。s requirements. 10 Service Level Management Getting Started This section discusses the reasons for implementing service level management, how to start its implementation, and the implementation cycle. Why Implement Service Level Management? Why are so many customers unhappy with the quality and cost of IT service delivery? Are things really so bad, or are we seeing a symptom of poor munication between IT service providers and their customers? You can use service level management to improve munication. This includes using appropriate SLAs supported by a service catalog that shows customers the full range of options available. The principles outlined here produce measurable benefits, including: ? Increased service quality ? Reduced cost ? Improved customer satisfaction The main goal of service level management is to improve the services available to the business in the long term and to resolve service provision issues that currently exist. Among the many benefits to the IT department, in addition to the improvement of service, is an increased knowledge of business expectations and improved cost management. Service level management allows the IT department to meet business expectations and opens a dialog to confirm these expectations. For example, an IT department may want to deliver a service at a 100 percent, percent, or even 70 percent availability, but it may not be able to explain how it arrived at this number. Unless this expectation is documented and agreed on early in the service level management process, the IT department might focus on a nonbusiness–critical service—for example, developing staff, investing in hardware, software, and other costly endeavors—with little real benefit to the business. How to Start Service level management guides the other operational frameworks processes and aligns them to the requirements and expectations of the business. When IT understands the anization39。s expectations, it can focus on meeting them. Establishing good munications between the IT department and the business representatives leads to a better understanding of the needs, abilities, resources, and costs, and it allows IT and business representatives to work together to deliver solutions. Implementing service level management should follow a cycle of defining, confirming, agreeing, monitoring, reporting, and reviewing. To start, consider the following processes: ? Creating a pilot area ? Creating a service catalog ? Creating service level agreements ? Setting service level objectives ? Creating operating level agreements ? Reviewing underpinning contracts ? Monitoring and reporting ? Performing service level reviews Service Management Function 11 Creating a Pilot Area Many anizations begin by implementing service level management initially in one small to mediumsized department, documenting the available services, creating a service catalog, and introducing SLAs. Select a specific department to start with, such as a corporate finance department。 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