At the conclusion of Step 10, Calbro's service level management staff has assembled a good foundation of information for their service level management project. Before they can begin installing, configuring and loading their information into BMC Service Level Management (Service Level Management), there are some items that must be addressed.
These items include:
Estimating the number of metrics that will be tracked in a 24 hour period:
Determining the number of requests (like incidents and change requests)
Number of configuration items
Number of performance KPIs
Locations of all Service Level Management data sources
Designing of Calbro's physical service level management environment
Geographic location of hardware and software
Hardware resources required to support the service level management environment
Defining a rollout schedule including test and release procedures for the new environment
Establishing a system of approvals and sign-off for each step to ensure all stakeholders have reviewed and agree to decisions and information generated.
Determining which service level management reports need to be generated, when they need to be scheduled to run and the appropriate recipient
Configuring additional agreement and service target parameters:
Establishing business schedules (business entity) for each service offering
Managing exceptions for request-based service targets: Can an service target be reopened once they have met their stop criteria? For reopened request, will the measurement continue to accumulate or be reset?
Identifying warning thresholds for service targets Throughout the planning of Calbro's service level management project, business owners have played a key role from both a strategic and tactical point of view. Steps one to seven have been owned by the service owner who is a representative of the business. Although steps nine and ten were mainly collaboration between the service level administrator and IT, the approval by business representatives was required as the top-down approach considers business owners as ultimately responsible. Now that Calbro has gathered this wealth of information, the business owners understand that keeping the information current will be critical to their success. Periodic meetings with the stakeholders have been scheduled to review project status, mitigate any risks, deal with unplanned changes and systematically handle the addition or retirement of service offerings.