Control over the IT process of Define and Manage Service Levels that satisfies the business requirement for IT of
- ensuring the alignment of key IT services with the business strategy
- identifying service requirements, agreeing on service levels and monitoring the achievement of service levels
- Formalizing internal and external agreements in line with requirements and delivery capabilities
- Reporting on service level achievements (reports and meetings)
- Identifying and communicating new and updated service requirements to strategic planning
- Percent of business stakeholders satisfied that service delivery meets agreed-upon levels
- Number of delivered services not in the catalog
- Number of formal SLA review meetings with business customers per year
1 Non-existent
2 Initial/Ad Hoc
3 Repeatable but Intuitive
4 Defined
5 Managed and Measurable
6 Optimized
Benchmarks/Guidelines for Scoring
1 Non-existent when
Management has not recognized the need for a process for defining service levels. Accountabilities and responsibilities for monitoring them are not assigned.
2 Initial/Ad Hoc when
There is awareness of the need to manage service levels, but the process is informal and reactive. The responsibility and accountability for defining and managing services are not defined. If performance measurements exist, they are qualitative only with imprecisely defined goals. Reporting is informal, infrequent and inconsistent.
3 Repeatable but Intuitive when
There are agreed-upon service levels, but they are informal and not reviewed. Service level reporting is incomplete and may be irrelevant or misleading for customers. Service level reporting is dependent on the skills and initiative of individual managers. A service level coordinator is appointed with defined responsibilities, but limited authority. If a process for compliance to service levels exists, it is voluntary and not enforced.
4 Defined when
Responsibilities are well defined, but with discretionary authority. The service level development process is in place with checkpoints for reassessing service levels and customer satisfaction. Services and service levels are defined, documented and agreed-upon using a standard process. Service level shortfalls are identified, but procedures on how to resolve shortfalls are informal. There is a clear linkage between expected service level achievement and the funding provided. Service levels are agreed to, but they may not address business needs.
5 Managed and Measurable when
Service levels are increasingly defined in the system requirements definition phase and incorporated into the design of the application and operational environments. Customer satisfaction is routinely measured and assessed. Performance measures reflect customer needs, rather than IT goals. The measures for assessing service levels are becoming standardized and reflect industry norms. The criteria for defining service levels are based on business criticality and include availability, reliability, performance, growth capacity, user support, continuity planning and security considerations. Root cause analysis is routinely performed when service levels are not met. The reporting process for monitoring service levels is becoming increasingly automated. Operational and financial risks associated with not meeting agreed-upon service levels are defined and clearly understood. A formal system of measurement is instituted and maintained.
6 Optimized when
Service levels are continuously re-evaluated to ensure alignment of IT and business objectives, whilst taking advantage of technology, including the cost-benefit ratio. All service level management processes are subject to continuous improvement. Customer satisfaction levels are continuously monitored and managed. Expected service levels reflect strategic goals of business units and are evaluated against industry norms. IT management has the resources and accountability needed to meet service level targets, and compensation is structured to provide incentives for meeting these targets. Senior management monitors performance metrics as part of a continuous improvement process.