Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
strategies
w w w. s u m m i t s t r a t . c o m
Six Steps
to Service
Level
Management
Success
December 2004
White
Paper
summit
strategies
Table of
Contents
Six Steps to Service
Level Management Success
NOTE: This report is based upon information believed to be accurate and reliable. Neither Summit Strategies,
Inc. nor its agents make any warranty, express or implied, as to the accuracy of the information or the opinions
expressed. We shall have no liability for any errors of fact or judgment or for any damages resulting from reliance
upon this information.
Trademarked names appear throughout this report. Rather than list the names and entities that own the trademarks
or insert a trademark symbol with each mention of the trademarked name, Summit Strategies uses the names only for
editorial purposes and to the benefit of the trademark owner with no intention of infringing upon that trademark.
©2004. Reproduction in whole or in part is prohibited except with the written permission of the publisher.
Service level management (SLM) is a set of processes and tools that tightly align IT priorities and
budgets with business objectives in real time. Implementing SLM requires CIOs and their senior
leadership teams to take a structured, modular approach to change how they track and report IT
service levels and performance. SLM strategies are enabled by sophisticated IT monitoring and
real-time analysis tools that report on the health and performance of IT resources using a busi-
ness-focused point of view.
Using SLM, IT and business leaders can better negotiate and define business-relevant service
levels. They can also use SLM data on IT performance, cost and utilization as the basis of budget
prioritization and trade-off discussions. SLM keeps IT top-of-mind with business sponsors and
increases the awareness of just how important IT is to the overall success of the business.
Most organizations start with a handful of key applications and business processes, and move
towards enterprise-wide use of SLM over time. Summit Strategies recommends a six step
approach that begins with a comprehensive readiness assessment and builds on a solid base of
IT component level monitoring capabilities. Over time, CIOs should shift the service level report-
ing emphasis from looking at the health of individual IT components to tracking the end-to-end
user experience metrics. Ultimately, SLM should be applied in an integrated manner across the
entire IT environment, allowing IT and the business to make prioritization and investment deci-
sions based on a shared understanding of how their choices will impact the total performance
of the business.
BMC’s SLM Route to Value offers CIOs a modular set of service level tracking and reporting tools
that can support this type of incremental SLM ramp up, at a pace that matches the organization’s
ability to change the way IT is managed. For customers planning to reap the benefits of BMC’s full
Business Service Management strategy, SLM should be one of their first steps, since the policies
and metrics defined by SLM are needed to drive prioritization and automation of most other IT
service management activities.
White
Paper
Six Steps to Service
Level Management Success
The most important element in defining a SLM strategy is gaining joint IT and
the business leadership agreement on the definitions of the business services
and the metrics that will be used to measure service level delivery. Most often,
companies will need to shift from focusing on IT-oriented metrics such as com-
ponent uptime or availability to business-oriented service level agreements
Once both sides agree to SLA definitions and metrics, they must also agree that
the cost justifies the benefit and that they will fund the required budget in full. In the
past, CIOs have found it very difficult, if not impossible, to effectively link IT costs to
an associated business impact. As a result, many IT organizations were continu-
ally asked to do more without receiving adequate funding to get the job done. And,
beyond simple spreadsheets and manual data collection processes, they had few
tools available to produce the types of service level and cost reports needed to
support negotiations and tradeoff discussions with the business leadership.
Over the next several years, forward-looking CIOs plan to use SLM—and
related service management tools—to provide better, more cost-effective busi-
ness services to their end users (see Figure 1). SLM strategies provide CIOs
8%
18%
31%
Current (today) 19%
25%
33%
54%
7%
26%
32%
Future (1-3 years) 36%
41%
32%
7%
N=129
0% 10% 20% 30% 40% 50% 60%
Step 1
Assess organizational willingness and readiness to fund and deliver IT
as business services. This assessment should include an analysis of
existing monitoring tools, the ability to associate costs with services,
and an identification of business partners willing to pilot a business ser-
vice management (BSM) SLM initiative. Depending on the current state
of affairs and the current level of IT and business trust, some general
education may be required to get the key business and IT staff members
on board. During the readiness assessment phase, many organizations
find they have gaps in their ability to track and report on the health of
their IT components.
Step 2
Implement comprehensive network and systems monitoring and report-
ing tools. Since accurate and timely data about the availability and
performance of individual IT components is required to support higher
level BSM SLM reporting, it is important to have a comprehensive base
of monitoring capabilities in place and to have developed a comfort
level with the use of these tools. Filling in the gaps early assures that
the required data will be available when requested by higher level sys-
tems and will have the immediate benefit of providing operational IT
staff with better status and health information about their individual
technical environments.
Step 4
Run joint business/IT pilot projects that demonstrate the value of SLM.
Work with business partners who grasp the value of BSM and SLM to
design a few pilot programs that demonstrate how shifting to end-user
focused SLAs can improve business and IT performance. Measure and
document improvements to business service level objectives, cost savings,
and improved IT productivity.
Step 5
Expand SLA visibility and reporting to include service/support metrics and
cost data. The long term goal for SLM will be to build a complete business
services model where SLAs incorporate component metrics, end-to-end
user experience information, and IT service and support metrics such as
mean time to repair and trouble ticket response time. Adding in informa-
tion from service desk and related systems will provide a more accurate
and comprehensive view of IT’s impact on the business. Use of executive
dashboards should be widely encouraged at this stage.
Step 6
Extend the use of SLM metrics to drive predictive planning and day-to-day
IT workflow automation. Once SLM processes and the enabling business
policies are well understood, IT can begin to use SLM data to support for-
ward-looking planning activities as well automation to improve responses
to SLA violations. By modeling the potential impact of changes on SLAs, IT
can make better resource allocation tradeoff decisions and keep costs in
line with expected business results. Operationally, operators can be imme-
diately notified when a service-affecting event takes place. At this stage,
SLM goals and policies are very well defined and accepted by both IT
and the business and can begin to be used to drive selected automated
resource allocation, provisioning and problem response activities.
Still other organizations will find they have solid service models and a moti-
vated staff, but lack the tools required to get the job done. For those who are
ready to deploy SLM tools, three major types of tools are needed:
IT component health monitors. These tools are designed to measure the
basic health (e.g., uptime, availability, utilization) of individual network and
system elements. They help IT staff detect problems at the component
level but the data collected by these monitors needs to be available to a
higher level tool to support business service-oriented SLM. They are not
able to associate system level performance with the end-to-end business
service impact or end user experience.
End-to-end user experience monitors for specific applications. These mon-
itors include synthetic transaction monitors and agents capable of tracking
actual desktop performance. They typically report SLAs for specific applica-
tions but provide little or no insight into which underlying network or system
element may be the source of problems.
SLM Express with PATROL End to End Response Timer enables the use
of synthetic transactions to monitor end-to-end user service levels on an
application specific basis. Tools from BMC partners, such as FineGround
Networks’ AppScope product, provide additional end-user focused SLA
reporting tools using desktop agents for measuring actual transaction per-
formance. These reports begin to provide the business and IT leadership
with a common set of service definitions and business relevant metrics and
provide a solid starting point for introducing SLM concepts on an applica-
tion-by-application basis. Web-based dashboards allow IT management to
easily share information with business sponsors.
SLM Express with BMC Service Impact Manager and Remedy SLA report-
ing tools allow CIOs to integrate data from multiple end-user focused tools
with service desk performance data to build a more comprehensive view
of the over-all business experience. These tools enable more proactive,
predictive analysis that can assess the impact of changes on SLAs and
incorporate Quality of Service (QoS) information from IT component mon-
itoring tools and the Remedy Service Desk Quality of Response (QoR)
reports to develop a complete picture of service performance and impact
before problems occur.
SLM is one of eight Routes to Value that BMC is developing to help its custom-
ers get started implementing a business service management strategy. Each
Route to Value addresses a specific operational pain point and provides a
Beyond the near term, benefits resulting from improved business credibility,
better aligned costs and higher end-to-end service levels, SLM lays the cor-
nerstone of well-defined policies, priorities and business/IT decision making
processes that are needed to fully exploit the power of BMC’s BSM vision and
the full menu of its Route to Value solutions.