Vladimír Vágner
27.2.2017
IT Service Management PV203
ITSM, IT Services Delivery – part II.
Agenda for today :
• Delivery models
• Delivery levers
• Service level agreement – the major service management “tool”
3
Outsourcing business models
1.Staff augmentation
2.Out-tasking
3.Project-based outsourcing
4.Managed services
Business Drivers
Managed Services Models
7
Basic steps of the managed services model
Account Life CycleOpportunity Mgmt
(Pre-Engagement)
Steady State
Operations
Close Sale
Solution Design &
Proposal Development
Transition &
Transformation
Who delivers the
services?
From where will they
be delivered?
How do we build and
use the solution?
What processes and
service flows do we
follow?
What services do we sell?
What are typical client wants and needs?
How is the solution designed?
What are the cost drivers?
What is the transition & transformation plan?
How do we fulfill our
contracted services?
How do we add or
improve existing
services?
Managed IT Operations Services
To differentiate on the basis of HOW to deliver services and apply
outsourcer assets, data, and insights to client’s challenges
Automate through Applied Assets and
Tools:
• Assets from other parts of `vendor
integrated in the delivery (SPL
offerings, virtualization, Systems
Technology Group, Software Group)
• Incorporate our Research capabilities
• Invest in world-class data center
capabilities
Standardize through Process and Work
Design:
• ITIL consistent processes
componentized and described in a
services catalog
• Embed dispatching that routes work to
the right pool of skilled resources
• Defect prevention and best practice
sharing across pools
Globally Integrate through Flexible Skill
Deployment:
• Labor and skills sourced globally at
optimal performance and cost to
match client needs
• Scalable pools to meet demand
changes
• Strong management systems in place
to drive continuous improvement
The 3 key levers to drive quality and productivity
Standardize: Implement standard
solutions for all services,
maximizing economies of scale and
ease of enhancement
Globally Integrate: Source the
right skills at the right time globally Automate: Eliminate manual
tasks to drive up quality and
reduce error
We are continually investing in key innovations
and intellectual property to differentiate our
services through exceptional quality outcomes
Transform
To have the broadest and deepest talent in the business
working together to fulfill our client delivery commitments
India
 Bangalore
 Pune
 Delhi
 Gurgaon
 Hyderabad
Global
China
 Shenzhen
 Shanghai
 Dalian
Client
Regional
Regional
Global
North America
 Boulder
 Dubuque
 East Fishkill
 Toronto
 Columbia
All follow uniform, best-practice service management processes
Latin America
 Buenos Aires
 Hortolandia
 Sao Paulo
Central Europe
 Brno
 Székesfehérvár
 Wroclaw
Global
 Service that can be
standardized to achieve
maximum savings
 Ongoing operations
 Monitoring
 Development
Local
 Service that needs to be
delivered from the same
country
 Processing of sensitive
data
 Legal restrictions
Onsite
 Service that requires a
physical presence at the
client location
 Consulting
 Front-end analysis
Regional
 Service that needs to be
delivered from the same
continent
 Similar time zone
 Similar culture
LocalOnsite
To be able to dynamically create work groups/pools across the globe
to best meet clients’ business needs
Client 1
Pool creation
considerations
 Technology
 Workload/FT
E
 Skill set
 Location
 Regulations
 SLAs
 Tools
 Problem
tickets
 Other Global skills resources
 750+ pools
 ~ 50 types of pools by competency
(e.g., service line, component)
 Specialized pools: HIPAA, FDA,
ITAR, MDI
Client 2
Account
Focal
Point
Account
Focal
Point
The outsourcing relationships
Accounts and delivery providers benefit most from an IT transformation based on shared, reusable
assets. The message here is how important our standardization strategy is in our outsourcing relationships.
IT DeliveryClient Account
CTO
Architect
(Client)
PE
Architect
(IBM)
DPE
Service
Owner
Service
Architect
Service
Catalog
Deployment
Portfolio
Solution
Repository
Reference
Architecture
Delivery
Teams
Business Units
(Client)
Clear and specific roles, processes and proven solutions are essential to the success of these
relationships.
Client’s
Existing
Standards
Outsourcer’s
Standards
We have chosen
these services to
meet the client’s
business needs
Here are the solutions
we provide to meet
the required service
levels and functions
16
An SLA is a negotiated agreement between two or
more parties designed to create a common
understanding about the service
It is :
 A communications tool
 A conflict resolution tool
 A living document
 A method for gauging service efectivness
What Are Key Components of an SLA?
17
Service Elements cover the
„WHATs“
Management Elements cover the
„HOWs“
Service Elements
18
Service Elements communicate :
 What services will be provided
 What are the conditions of service availability
 What are the service standards
 What are the responsibilities of both parties
Management Elements
19
Management Elements communicate:
 How service effectiveness will be tracked
 How information about service effectiveness will be
reported and addressed
 How service-related disagreements will be resolved
 How the parties will review and revise the agreement
20
Factors that Affects The Timeline of SLA
Implementation
21
 The service environment
 The proximity of the parties
 The span of impact of the SLA
 The relationship between the parties
 The availability of a model
 Prior SLA experience
The SLA should address the following …
22
• A brief service description
• Validity period and/or SLA change control mechanism
• Authorisation details
• A brief description of communications, including reporting
• Contact details of people authorized to act in
emergencies, to participate in incidents and problem
correction, recovery and workaround
• Business or service hours (e.g. 08:00 to 17:00), date
exceptions (e.g. weekends, public holidays), critical
business definitions, ..
• Scheduled and agreed service interuptions, including
notice to be given and number per period
• Customer responsibilities (e.g. security)
23
• Service provider liability and obligations (e.g. security)
• Impact and priority guidelines
• Escalation and notification process
• Complaints procedure
• Service targets
• Workload limits (upper and lower), e.g. the ability of the service to
support the agreed number of users/volume of work, system
throughput
• High level financial management details, e.g. charge codes etc.
• Actions to be taken in the event of service interruption
• Housekeeping procedures
• Glossary of terms
• Supporting and related services
• Any exceptions to the terms given in the SLA
SLA Objectives example
24
25
Your Company, Inc. IT Help Desk
Service Level Agreement
Provider of Service
XXX IT Help Desk staff
Type of Service
IT Help Desk primary first level support
Service Period
January 1, 20.. through December 31, 20..
Performance
In order to provide optimal first level support service to all departments, all
problem and repair calls must be received by the Help Desk.
The company XXX IT HELP DESK will provide (Customer Name/Department
Name) with the following support:
First level problem determination where
1. All problems will be recorded.
2. Problems will be resolved or assigned to the appropriate specialist.
3. Problems will be monitored.
4. Users will be notified of commitment times and any problems that occur in
meeting the established commitment.
5. Problem resolution will be documented and available in report status.
6. Monthly reports will be provided.
A single point of contact with the XXX department for
1. Orders for new equipment.
2. Equipment moves, adds, and changes (Equipment includes personal
computers, printers, and telephones).
3. Services such as data entry, building access authorizations, new computer
user IDs and passwords, voice mail, Centrex lines, mainframe connections,
file server connections, reports, and application program problems and
requests.
Will IT Outsourcing Continue to Grow in
the Years to Come?
26
Outsourcing will definitely survive in the future.
To know more let’s see each other next time ...