0980513618

IT SERVICE CATALOG PROCESS
MANAGEMENT TEMPLATES AND
EXAMPLES WORKBOOK
The Service Catalog Planning, Implementation and Maintenance

Guide
Gerard Blokdijk, Claire Engle & Jackie Brewster
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The Service Catalog Management Guide
Table of Contents
1 INTRODUCTION ROADMAP....................................................................................................................... 5
2 PRESENTATION............................................................................................................................................ 9
3 SUPPORTING DOCUMENTS.................................................................................................................... 29
3.1 POLICIES, OBJECTIVES & SCOPE ................................................................................................................ 31

3.2 OBJECTIVES AND GOALS ............................................................................................................................. 35
3.3 BUSINESS AND IT SERVICE MAPPING .......................................................................................................... 41
3.4 SERVICE CATALOG ....................................................................................................................................... 55
3.5 SERVICE CATALOG 1 .................................................................................................................................... 66
3.6 SERVICE CATALOG 2 .................................................................................................................................... 88
3.7 PRICE LIST ................................................................................................................................................... 115
3.8 EXAMPLE SERVICE CATALOG .................................................................................................................... 119
3.9 SERVICE OPTIONS ....................................................................................................................................... 120
3.10 ROLES AND RESPONSIBILITIES ................................................................................................................ 126
3.11 SERVICE DESIGN: THE BIG PICTURE ....................................................................................................... 128
3.12 KEY LINKS, INPUTS AND OUTPUTS OF SERVICE DESIGN ....................................................................... 131
3.13 BUSINESS JUSTIFICATION ........................................................................................................................ 134
3.14 COMMUNICATION PLAN ............................................................................................................................ 140
3.15 BUSINESS IT FLYERS ................................................................................................................................ 148
3.16 EMAIL TEXT ............................................................................................................................................... 152
3.17 IMPLEMENTATION PLAN ............................................................................................................................ 157
4 FURTHER READING ................................................................................................................................ 167
Page 3
Page 4
1 INTRODUCTION ROADMAP
Many organizations are looking to implement Service Catalog Management as a way to

improve the structure and quality of the business.
This document describes the contents of the Service Catalog Management Guide. The
information found within the book is based on the ITIL Version 3 framework, specifically the
Service Level Management and Service Catalog Management processes.
The book is designed to answer a lot of the questions about Service Catalog Management and
provide you with useful guides, templates and essential, but simple assessments.
The supporting documents and assessments will help you identify the areas within your
organization that require the most activity in terms of change and improvement.
Presentations can be used to educate or be used as the basis for management presentations
or when making business cases for Service Catalog Management implementation.
The additional information will enable you to improve your organizations methodology
knowledge base.
This guide serves to act as a starting point. It will give you a clear path to travel. It is designed
to be a valuable source of information and activities.
The Service Catalog Management Guide:
Flows logically,
Is scalable,
Provides presentations, templates and documents,
Saves you time.
Page 5
Step 1
Start by reviewing the PowerPoint presentations in the following order:
1. Service Catalog Management Intro Presentation.-This presentation gives

an introduction to the book.
2. Service Catalog Management ITIL V3 - Presentation 2 provides a detailed

and comprehensive overview of Service Catalog Management in the
specialist areas of ITIL Version3 and in particular, within the Service Level
Management and Service Catalog Management processes as part of the
Service Design phase.
These presentations will give you a good knowledge and understanding of all the
terms, activities and concepts required within Service Catalog Management. They
can also be used as the basis for management presentations or when making a
formal business case for Service Catalog Management implementation. Make sure
you pay close attention to the notes pages, as well as the slides, as references to
further documents and resources are highlighted here.
Page 6
Step 2
If you did not look at the supporting documents and resources when prompted during
the PowerPoint presentations, do this now.
Below is an itemized list of the supporting documents and resources for easy
reference. You can use these documents and resources within your own
organization or as a template to help you in prepare your own bespoke
documentation.
Service Catalog Management ITIL V3:

1. Policies, Objectives & Scope
2. Objectives and Goals
3. Business and IT Service Mapping
4. Service Catalog
5. Service Catalog 1
6. Service Catalog 2
7. Price List
8. Example Service Catalog
9. Service Options
10. Roles and Responsibilities
11. Service Design: The Big Picture
12. Key Inputs and Outputs of Service Design
13. Business Justification Document
14. Communication Plan
15. Business IT Flyers
16. Example Email Text
Alternatively, continue by working through the Implementation Plan with the focus
on your organization. This will help you ascertain the Service Catalog Management
maturity for your organization. You will able to identify gaps and areas of attention
and/or improvement.
The supporting documents and resources found within the book will help you fill
these gaps by giving you a focused, practical and user-friendly approach to Service
Catalog Management.
Page 7
Page 8
2 PRESENTATION
Service Catalogue
Management and ITIL V3
GOAL: To deploy releases into production and establish effective use of the service
in order to deliver value to the customer and be able to handover to Service
Operation.
There is a Policies, Objectives & Scope document on page 31.
Page 9
Service Design
Service Level Management
Page 10
Activities of Service Level Management

Service Design Continual Service
Improvement
Determine Monitor
Requirements
Development Delivery
Design & Plan Negotiate &

Report
Process Agree
Improve Evaluate
Source: The Art of Service
Service Level Management (SLM) is a process that is found within two Service
Lifecycle phases: Service Design and Continual Service Improvement.
Within Service Design, Service Level Management is concerned with:

• Designing and planning the SLM process and the Service Level Agreement
(SLA) Structure.
• Working with Service Catalog Management to design and produce the
Service Catalog.
• Determining the requirements of customers groups to produce Service Level
Requirements (SLRs)
• Negotiating and Agreeing upon the relevant Service Level targets with
customers to produce Service Level Agreements
• Negotiating and Agreeing upon the support elements required by the internal
IT groups and External Suppliers to produce Operational Level Agreements
(internal) and Underpinning Contracts (external).
Within Continual Service Improvement, Service Level Management is concerned
with improving services and processes through constant:
• Monitoring
• Reporting
• Evaluating
• Improving
Page 11
Terminology (1)
Operational
Level Service
Agreement Catalogue
Service
Level Service Level
Agreement Requirements
Underpinning
Contract
A written agreement between a service provider and Customers), that documents

agreed Service Levels for a Service is known as a Service Level Agreement (SLA).
A written statement of IT services, default levels and options is a Service Catalog.
A contract with an external supplier that supports the IT organization in their delivery
of services is known as an Underpinning Contract (UC).
An Internal agreement which supports the IT organization in their delivery of services

is an Operational Level Agreement (OLA).
A detailed recording of the Customer’s needs are Service Level Requirements.
Page 12
Terminology (2)
Customers
Service Level
Management
Supplier Management
OLA UC
SLA
Internal External
suppliers suppliers
So what are the roles of OLA's and UC's?

They are agreements with the internal IT departments and external suppliers on how
they support the IT organisation in meeting the Service Level Agreements.
Use your own practical example here: I describe how McDonalds has the SLA
stating that they will get your food to you within two minutes of your order, or it’s free.
I discuss what needs to occur within that McDonalds restaurant itself in order for this
to happen (OLA's), fries, burgers, drinks, cashiers etc.
I then discuss what external suppliers need to do to support this (Underpinning
Contracts), food supplies, consumables, maintenance, power, electricity, EFTPOS
lines for point of sale etc.
Without any of these things, the SLA would be in danger of being breached.
Page 13
SLA Life Cycle
• Create Service Catalogue

• Discuss Service Level Requirements with customer
• Map against Service Catalogue
• Sign Service Level Agreement
• Ongoing (frequent) review of achievements
• Appendices (where appropriate)
• Review and renew SLA
There is more information on Business and IT Service Mapping on page 41.
Page 14
Service Design
Service Catalogue Management
Page 15
Service Catalogue Management
GOAL:
To ensure that a Service Catalogue is produced,
maintained and contains accurate information on all
operational services and those ready for deployment.
You can find more information on Objectives and Goals on page 35.
Page 16
Scope
The scope of the Service Management process
is to provide and maintain accurate information
on all services that are being transitioned or
have been transitioned to the live environment.
The Service Catalog Management activities should include:
Definition of the service

Production and maintenance of an accurate Service Catalog
Interfaces, dependencies and consistency between the Service Catalog and Service
Portfolio
Interfaces and dependencies between all services, and supporting components and
Configuration Items (CI's) within the Service Catalog and the CMS
Examples of Service Catalogs and a Service Catalog template are available

within this book:
Service Catalog – Page 55

Service Catalog 1 – Page 67
Service Catalog 2 – Page 89
Price List – Page 117
Page 17
Service Catalogue
The Service Catalogue has two aspects:
Business Service
Catalogue
Technical Service
Catalogue
Business Service Catalog: contains details of all the IT service delivered to the
customer, together with relationships to the business units and the business process
that rely on the IT services. This is the customer view of the Service Catalog.
Technical Service Catalog: contains details of all the IT service delivered to the
customer, together with relationships to the supporting services, shared services,
components and Configuration Items necessary to support the provision of the
service to the business. This should underpin the Business Service Catalog and not
form part of the customer view.
An example of this type of Service Catalog, as described in ITIL V3, is available

within this book:
Example Service Catalog – Page 121
Page 18
The Service Catalogue

Business Service
Business Business Business
Catalogue
© Crown Copyright 2007 Reproduced under license from OGC
Process 1 Process 2 Process 3
Service Service Service Service Service

A B C D E
Support Hardware Software Apps Data

Services
Technical Service Catalogue
This demonstrates the Business Service Catalog and Technical Service Catalogs
and the different views they represent.
There is more information on Service Options on page 123.
Page 19
Key Activities
The key activities within the Service Catalog Management process should
include:
• Agreeing and documenting a service definition with all relevant parties

Interfacing with Service Portfolio Management to agree the contents of the
Service Portfolio and Service Catalog
• Producing and maintaining a Service Catalog and its contents, in conjunction
with the Service Portfolio
• Interfacing with the business and IT Service Continuity Management on the
dependencies of business units and their business processes with the
supporting IT services, contained within the Business Service Catalog
• Interfacing with support teams, suppliers and Configuration Management on
interfaces and dependencies between IT services and the supporting
services, components and CI’s contained within the Technical Service
Catalog
• Interfacing with Business Relationship Management and Service Level
Management to ensure that the information is aligned to the business and
business process
Further information is available on the Roles and Responsibilities of Service

Catalog Management and Service Level Management on page 129.
Page 20
Inputs & Outputs
Input sources of information relevant to

the Service Catalogue Management
process
Output new services, changes to existing services or

services being retired
Sources of information should include:

• Business information from the organization’s business and IT strategy, plans
and financial plan, and information on their current and future requirements
from the Service Portfolio
• Business Impact Analysis, providing information on the impact, priority and
risk associated with each service or changes to service requirements
• Business requirements including details of any agreed, new or changed
business requirements from the Service Portfolio
• The Service Portfolio and CMS
• Feedback from all other processes
The process outputs of SCM are:

• The documentation and agreements of a ‘definition of the service’
• Updates to the Service Portfolio containing status of all services The Service
Catalog should contain the details and current status of every live service
provided by the service provider or service being transitioned into the live
environment, together with the interfaces and dependencies.
You can find more information on Service Design The Big Picture on Page 131
and the Key Links, Inputs and Outputs of Service Design on Page 134.
Page 21
Information Management
The key information is that contained within the
Service Catalogue. The main input for this
information comes from the Service Portfolio
and the business via either the Business
Relationship Management (BRM) or Service
Level Management (SLM) processes.
All information needs to be verified for

accuracy and must be maintained using the
Change Management process
Page 22
Value to the Business

The Service Catalogue:
• Provides a central source of information
• Ensures all areas of the business can view an
accurate, consistent picture of all IT services,
their details and status
• Contains customer-facing view of IT services in
use, how they are intended to be used,
business processes they enable and quality of
service to be expected.
There is a Business Justification Document template available on page 137.
Page 23
CSF’s
The Critical Success Factors (CFS’s) for the
Service Catalogue Management process are:
• An accurate Service Catalogue
• Business user’s awareness of the services
being provided
• IT staff awarenes of the technology supporting
the services
Page 24
KPI’s
• # of services recorded and managed within the Service
Catalogue as a % of those being delivered and transitioned
in the live environment.
• # of variances detected between the information contained

within the Service Catalogue and the ‘real world’ situation.
• Business users’ awareness of the services being provided,

i.e. percentage increase in completeness of the Business
Service Catalogue against operational services.
In addition, IT staff awareness of the technology supporting the services is another

KPI.
Page 25
Challenges
• Maintaining accurate Service Catalogue as part of a Service
Portfolio.
• Incorporating both the Business Service Catalogue and
Technical Service Catalogue as part of the overall CMS and
SKMS.
In order to achieve this, the culture of the organization needs

to accept that the Catalogue and Portfolio are essential
sources of information that everyone within the IT organization
needs to use and help maintain.
A Communication Plan template is available on page 143 and some example

Business IT Flyers can be found on page 153.
You can also find some example Email Text on page 158.
Page 26
Risks
The risks associated with the provision of an accurate Service Catalog are:
• Inaccuracy of the data in the catalog and it not being under rigorous Change
control
• Poor acceptance of the Service Catalog and its usage in all operational
processes. The more active the catalog is, the more likely it is to be accurate
in its content.
• Inaccuracy of information received from the business, IT and the Service
Portfolio, with regard to service information
• The tools and resources required to maintain the information
• Poor access to accurate Change Management information and processes
• Poor access to and support of appropriate and up-to-date CMS and SKMS
• Circumvention of the use of the Service Portfolio and Service Catalog
• The information is either too detailed to maintain accurately or at too high a
level to be of any value. It should be consistent with the level of details within
the CMS and the SKMS.
Page 27
Page 28
3 SUPPORTING DOCUMENTS
Through the documents, look for text surrounded by << and >> these are
indicators for you to create some specific text.
Watch also for highlighted text which provides further guidance and
instructions.
Page 29
Page 30
3.1 Policies, Objectives & Scope
IT Services
Policies, Objectives and Scope
Process: Service Level Management
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Version: <<your version>>
Release Date:
Page 31
Policies, Objectives and Scope for Service Level

Management
The document is not to be considered an extensive statement as its topics have to
be generic enough to suit any reader for any organization.
However, the reader will certainly be reminded of the key topics that have to be
considered.
Refer to the Implementation Plan document on page 163 for planning and
implementation guidelines.
Policy Statement
A course of action, guiding principle, or procedure considered expedient,
prudent, or advantageous
Use this text box to answer the “SENSE OF URGENCY” question regarding
this process.
Why is effort being put into this process?

Not simply because someone thinks it’s a good idea. That won’t do. The
reason has to be based in business benefits.
You must be able to concisely document the reason behind starting or

improving this process.
Is it because of legal requirements or competitive advantage? Perhaps the

business has suffered major problems or user satisfaction ratings are at the
point where outsourcing is being considered.
A policy statement any bigger than this text box, may be too lengthy to read,
lose the intended audience with detail, not be clearly focused on answering
the WHY question for this process.
The above Policy Statement was;
Prepared by:
On: <<date>>
And accepted by:

On: <<date>>
Page 32
Objectives Statement
Something worked toward or aimed for; a goal.
Use this text box to answer the “WHERE ARE WE GOING” question
regarding this process.
What will be the end result of this process and how will we know when we
have reached the end result?
Will we know because we will establish a few key metrics or measurements
or will it be a more subjective decision, based on instinct?
A generic sample statement on the “objective” for Service Level

Management is:
The Service Level Management process aims to improve, while

maintaining, IT Service delivery quality. Actions to achieve this include
the requirement to conduct repetitive actions that include reporting,
agreeing and monitoring. The process must review Service
Achievements against customer expectations and take steps to
improve or modify Service Delivery accordingly.
Note the keywords in the statement. For the statement on Service Level
Management they are “report, agree and monitor”. These are definite
areas that we can set metrics for and therefore measure progress.
An objective statement any bigger than this text box, may be too lengthy to
read, lose the intended audience with detail, not be clearly focused on
answering the WHERE question for this process.
The above Objective Statement was;
Prepared by:
On: <<date>>
And accepted by:

On: <<date>>
Refer to the Objectives and Goals document on page 35 for detailed

statement of process objectives/goals.
Page 33
Scope Statement
The area covered by a given activity or subject
Use this text box to answer the “WHAT” question regarding this process.
What are the boundaries for this process?

What does the information flow look like into this process and from this
process to other processes and functional areas?
A generic sample statement on the “scope” for Service Level

Management is:
Through the use of agreements written in the form of documents the

SLM process will manage relationships between providers of IT
services that are both external to the organization and internal to the
organization.
These external agreements shall be referred to as Underpinning

contracts and the internal agreements will be called Operational Level
Agreements.
An scope statement any bigger than this text box, may be too lengthy to
read, lose the intended audience with detail, not be clearly focused on
answering the WHAT question for this process.
The above Scope Statement was;
Prepared by:
On: <<date>>
And accepted by:

On: <<date>>
Page 34
3.2 Objectives and Goals
IT Services
Detailed Objectives/Goals
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:
Note: SEARCH AND REPLACE

<<organization name>>
Search for any << or >> as your input will be

required
Also review any yellow highlighted text
Page 35
Detailed Objectives/Goals for Service Level Management

The document is not to be considered an extensive statement as its topics have to
However, the reader will certainly be reminded of the key topics that have to be
considered.
The detailed objectives for Service Level Management should include the
following salient points:
Objective Notes
After they have been agreed upon a Met/Exceeded/Shortfall

specific objective for the process is to
continue reporting metrics. This is an ☺
activity that is often forgotten over time or
simply not done from the out-set. Dates/names/role titles
Appoint/Recruit the SLM team and provide

on-going awareness, education and
training for staff involved with the process
and communication to non-involved, but
affected personnel.
Setting schedules for reviews of Service

Level Agreements and associated
supporting documentation. Arranging the
logistics of bringing the involved parties
together (at intervals that are not
considered to be a “nuisance” but will allow
the process objective to be upheld.
Monitor customer and end-user

satisfaction levels.
Monitor the marketplace for appropriate

process tools and make recommendations.
Design, manage and implement an

awareness/communication plan
appropriate for this process.
Page 36
Use these objectives to generate discussion about others that may be more
appropriate to list than those provided.
Failure to meet objectives (or when service breaches are detected) should trigger a
process for improvement. Under the Service Level Management process, we refer to
this as a Service Improvement Plan (SIP).
Service Improvement Plan (SIP)

Where an underlying difficulty has been identified that has lead to a degradation in
service quality it is necessary for the Service Level Management process to start a
Service Improvement Plan (SIP).
The SIP must be drawn together with input from other processes (in particular
Problem Management) so that the action steps in the SIP do in fact contribute to
improvements and eradication of poor performance.
Areas to address Comments/Examples Time

Frame/Notes/Who
Unique identifying number
SIP Reference number
for the SLA (for inclusion in
the Configuration
Management Data Base –
CMDB)
Functional role description

Owner
of who is responsible for
this SIP (who would
participate in a review of
this document).
Representatives from
customer and IT.
Service Name Preferably use a name that

is common language in the
organization (not a technical
name).
Briefly describe the primary

Service Description
function of the service.
(Business)
(refer to Technical Use language that is
Considerations later in this business user friendly.
table)
Page 37
(e.g. instead of “NT Server,

with 2Gb RAM and 500Gb
of disk storage” – we would
say “large central server
designed for all customers
to use and share
information from”)
The SIP will generally be

Service Breach(s) details
based on broken SLAs.
(refer to Problem &
Availability Management Use this section to briefly
issues). detail in generic terms why
this SIP is required.
The SIP will be driven as a

Problem Management
result of the need to
details
improve degraded
performance.
It is likely that there have

been continuing Problems
that have led to the service
degradation.
From Problem Management

we can gain a better
understanding of the
background to the SIP.
Availability Management After the SIP is instigated

the end users and
details
customers should expect a
higher level of service
availability than they have in
the past.
The SIP must directly

address the issue of
availability by reviewing the
past, current and future
availability metrics for this
service.
Page 38
Service Security Briefly list any

considerations regarding
Considerations
security considerations for
this SIP.
Is there a life-span for this

SIP Validity period
SIP; is the life of the SIP
time based or driven by
activities only?
This part of the SIP will

SPECIFIC
outline actual steps to be
SIP taken to improve availability
ACTIONS and eradicate poor
performance.
This section of the SIP can

be run as a Project if large
enough, or as a simple list
of action items, responsible
person and timeframe.
Action items will centre on

discussions, negotiations,
communications,
documentation (new and
updates to existing), testing,
reviews, training/education
and reworking current
procedures and work
practices.
(Note: don’t forget to track

changes and ensure the
Configuration Management
database is updated).
SIP Creation Date

Version Control Information
SIP Last Modify Date
In this section you can

Technical considerations
describe any technical
considerations that are
Page 39
essential to document.
It is more likely however,

that you will include here a
link to the Service Catalog
or Technical Specification.
Notes & Comments
Page 40
3.3 Business and IT Service Mapping
IT Services
Business and IT Service Mapping
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:

<<Organization name>>

required
Page 41
Document Control
Author
Prepared by <name and / or department>
Document Source
This document is located on the LAN under the path:
I:/IT Services/Service Delivery/Business and IT Service Mapping/
Document Approval
This document has been approved for use by the following:
♦ <first name, last name>, IT Services Manager
♦ <first name, last name>, IT Service Delivery Manager
♦ <first name, last name>, National IT Help Desk Manager
Amendment History
Issue Date Amendments Completed By
Distribution List
When this procedure is updated the following copyholders must be
advised through email that an updated copy is available on the
intranet site:
<<organization name>> Stakeholders

Business Unit
IT
Page 42
Introduction
Purpose
The purpose of this document is to provide IT departments with an
understanding of how the IT Services provided map to the
organization’s business processes.
Scope
This document describes the following:
details of each Business Process and the corresponding IT
Service provided by the IT departments within the organization:
description of business process
description of service
business contacts
service contacts
Note: It is assumed for each Business Process and IT Service
described in this document that the supporting back-end technology is
already in place and operational.
Audience
This document is relevant to all staff in <<organization name>>
Ownership
IT Services has ownership of this document in conjunction with
nominated Business Representatives.
Related Documentation
The following documents may help you to complete or understand the
purpose of this document:
Relevant SLA and procedural documents

Relevant IT Services Catalog
Relevant Technical Specification documentation
Relevant Functional Specification documentation
Relevant User Guides and Procedures
Page 43
Executive Overview
In the past organization’s IT Services functions have generally grown and
developed into large complex environments. Unfortunately this growth has not
always been as structured and pre-planned as it should have been.
The result has been an IT department not having a very clear picture of all the
services they currently provide, and with no accurate profile of the actual
customers for each of these services.
With increasing demands being placed on IT services and increasing reliance

on IT systems, it has become imperative for the IT department to establish an
accurate picture of the services it provides and to whom it provides them.
This document describes an approach for mapping IT Services to the

Business Process. That is, mapping what services are provided by IT to the
business areas that use them.
Mapping Business Process and IT Service: An

approach
Most organizations now understand the benefits of having Information

Technology (IT) throughout their structure. Few realize the potential of truly
aligning the IT department’s objectives with the business objectives. However,
more and more organizations are beginning to recognize IT as being a crucial
delivery mechanism of services to their customers.
When the IT services are so critical, steps must be in place to ensure that the
IT group adds value and delivers consistently.
In line with this concept, the first step in mapping IT Services to the needs of
the business is to understand the organization.
An organization starts with a Mission Statement. The Mission Statement for

an organization defines its reason for being. Once we capture the Mission
Statement, the next thing to look at is the Vision Statement.
The Vision Statement defines where it is that the organization wants to go. By
understanding where the organization wishes to position itself within its
market space, then we can start looking at how its short term and long term
objectives align with this.
At this point we need to see the “objectives and strategy” of the organization.
By having this information, IT departments are more likely to be aware of the
pressing business issues and needs that may impact on the services that they
provide. For example, the organization may have an objective of expanding its
business into new markets within the next 12 months, requiring additional
Page 44
offices and staff. The direct impact on IT departments would be the successful
planning of capacity of new IT Services, the successful planning of how to
change our current services to meet the demands of the business, and being
flexible enough to meet these demands.
However, an objective is not sufficient enough to determine how IT

departments should be delivering its services. The organization will meet
these objectives by changing, enhancing or creating new business processes.
For example, Administration staff may need additional resources, a new
ordering package may be required, or perhaps a new billing process needs to
be implemented to meet these objectives.
Therefore, after capturing the organizational objectives, we need to

understand how these map to current business process, if the current
business processes are changing or if they are becoming obsolete and if there
will be any new business processes.
This is where the IT departments need to capture the Business Processes

being used by the organization.
Once the IT departments have a clear view of each of the business units
involved in the business process, we need to capture the fact that the
business processes need one or more IT services (e.g. CRM application, e-
mail, word processing, financial tools) to function.
Each of these IT services runs on IT infrastructure. This is where IT

departments now map the IT Services to those Business Processes listed
above.
With this information IT Departments will now be able to clearly see how their
IT Infrastructure / IT Services supports the business. This allows IT to better
deliver IT aligned Services to the organization.
A simple model for this approach is illustrated below.
• What are the Objectives of the organization? What is its Mission and
Vision?
• What Business Processes are in place or will be in place to meet these
needs?
• What IT Services are needed or in place to service the Business
Processes?
Page 45
Business
Objectives
Business
Processes
IT Services
Mission Statement
A mission statement describes the reason for the organization’s being.
Without an understanding of the mission statement of an organization, it
becomes hard to define what it is that the organization is trying to achieve.
In this section of the document capture the mission statement of the

organization. It is important to show that the IT department is aware of the
business.
Vision Statement
In this section, document the Vision statement for the organization.
Below is a text example of what may be included in this section.
Listed below is the Vision Statement for <<organization name>>:
• Quality Care
• Convenient Service
• Good Experiences
• Care at Competitive Prices
• Service You'll Recommend to Friends and Family
These are the major goals of the staff at <<organization name>>. With over
xxx services and xxx staff, we constantly strive to provide the highest-quality
service throughout the xxxxxxxx. >>
Page 46
Business Process Summary

The below table is an example of a Business Process Summary Table.
Columns and Rows can be added as needed. A more detailed breakdown of
each process name is provided in the following pages.
<<
Business Process Name: The name of the process if available

Process Owner: The name of the Department head or Business
Representative for the process
Description: A brief description of the process
Department(s): The Department(s) that is involved or uses this
process
Parent Process: Any process that may be considered a lead into
this process or is seen has having a higher
business criticality
Triggers: What causes the process to start? This is
important as IT can then determine if and how their
Services interact with other business process or
external organizations.
>>
BUSINESS Process Description Department(s) Parent Triggers

Process Name Owner Process
Page 47
Business Process A
This section of the document should be repeated for each Business Process.
Department
Name of the department
Process
Name of the process, and official abbreviation, if any
Process Owner
Name of the Department head or person responsible for ensuring the
effectiveness and efficiency of the process.
Description
Briefly explain the purpose of the business process.
Parent Business Activity/Process

Name of the parent business activity or process, if any
Primary Product(s)
List the primary product(s), and explain if necessary. Identify the customer
for each primary product.
Trigger(s)
List the event(s) that trigger the process. (Triggers can be a calendar date,
as well as an actual event.)
Sub-processes
If the process is subdivided, list the sub-processes here.
Standard Path Events/Activities

List the important activities and/or events that occur as part of the standard
path for this process. If an activity or event occurs in a specific sub-
process, identify the sub-process that includes the activity/event. Note any
locations where an alternative path breaks off from the standard path.
Page 48
Alternative Path Events/Activities

List the important activities and/or events that occur as part of the
alternative path for this process, beginning with a note on where the
alternative path breaks off from the standard path, and ending with a note
on where the alternative path rejoins the standard path, if it does. If an
activity or event occurs in a specific sub-process, identify the sub-process
that includes the activity/event.
Inputs
List the inputs to the process, and explain if necessary. Identify the source
of the input. If the input is specific to a sub-process, identify the sub-
process.
Secondary Products
List the by-products, or minor outputs that result from the process. Identify
the customer for each output. If the secondary product is specific to a sub-
process, identify the sub-process.
Participants
List the participants (actors) in the process, and explain their function
briefly. If the participant is active only in a specific sub-process, identify the
sub-process.
IT Services
The following section provides a table for capturing those IT Services that
help support the business process described in this section.
<<
Fields:
• IT Service: In this field capture the name of the IT

Service. A likely source of for this
information would be the IT Service
Catalog.
• Description: Write a brief description about the service.
• IT Service Owner: List any responsibilities for this IT Service.
This would include the owner of the IT
Service and any additional support
personnel that are involved in the deliver of
the IT Service.
Page 49
• Hours of Availability: List the hours of support for the particular IT

Service. E.g. 24 hours x 7 Days per week,
Monday – Friday: 8.00am – 6.00pm, etc.
• Contract: Is the IT Service provided under the
agreement of a contract? If so, it is
important to capture any contracts that may
be in place for the IT Service. Contracts will
have a direct impact on how the IT Service
is delivered.
• Service Level Agreements:List any applicable SLAs for the IT Service.
• Impact: If the particular IT Service was unavailable,
how would this impact on the Business
Process.
>>
This table should be used on a landscape page layout.
IT Description IT Hours of Contract Service Level Impact

Service Service Availability Agreements
Owner
Page 50
Business Process B
Department
Process
Process Owner
Description
Parent Business Activity/Process
Primary Product(s)
Trigger(s)
Sub-processes
Standard Path Events/Activities
Alternative Path Events/Activities
Inputs
Secondary Products
Participants
IT Services
IT Service Description IT Service Hours of Contract Service Level Impact

Owner Availability Agreements
Page 51
Business Process and IT Service Summary

This section provides a summary matrix table of the business processes
and their corresponding IT Services.
This is a comprehensive summary table designed to be tailored for your

needs. If necessary add or remove rows and columns as needed. A
simpler matrix may be just as effective for your needs.
The table breaks down the IT Services and offers you the ability to
capture the owner of the IT Service, the impact of the service on the
business process and the agreed service hours.
The impact is an arbitrary value that IT and the business need to agree
upon. These values may be defined within the Service Catalog or the
Service Level Agreements.
The table also breaks down the Business Processes and offers you the
ability to capture the department(s) that are involved in that particular
business process, the business owner of the process, and the business
rating.
The Business Owner may be hard to define in an organization, in this

instance there maybe a number of owners of the process which would
generally be made up of the Department heads.
The Business Rating is also an arbitrary value that the business needs to
agree upon. In most instances each department will rate their business
processes Critical or Very High. The easy way to determine the Business
Rating of the process would be to ascertain if the business could still
deliver its services if that business process was unavailable for a period
of time.
Business Process A Business Process B

Department Owner Business Department Owner Business
Rating Rating
Page 52
IT Services Accounting <<Business Very High Admin <<Business Medium

Process Process
Owner>> Owner>>
Owner <<IT
Service
Owner>>
Service
Impact Very
A
High
Service 24 x 7
Hours
Owner <<IT
Service
Owner>>
Service
Impact High
B
Service Mon-Fri:
Hours 8am -
6pm
Owner <<IT
Service
Owner>>
Service
Impact Medium
C
Service Mon-Sat:
Hours 6am -
6pm
Owner <<IT
Service
Owner>>
Service
Impact Low
D
Service Mon-Fri:
Hours 6am -
10pm
Page 53
Appendices
List any appendices needed in conjunction with this document.
Terminology
IT Infrastructure: includes hardware, software, procedures, policies,

documentation, etc.
Page 54
3.4 Service Catalog
IT Service Management
Service Catalog
<<YOUR LOGO HERE>>
Prepared by: <<PREPARATION NAME>>
Prepared for: <<RECEIPIENT NAME, GROUP, COMPANY>>
Date: <<DATE OF VALIDITY>>
Special notes:
E.g. Does the Service Catalog have a limited life span, if so, indicate
that here.
Search for any instance of << or >> as your input will be required.
Version number Owner Location Date
<<Any industry associated logos or ISO stamp or other Quality system related
indicators (e.g. ISO Accreditation)>>
Executive Overview
Page 55
In the past organization’s IT Services have generally grown and developed

into large complex environments. Unfortunately this growth has not always
been as structured and pre-planned as it needs to be.
This has resulted in the IT department not having a very clear picture of all the
services they currently provide with no accurate profile of the actual
customers for each of these services.
Therefore it has become imperative for the IT department to establish an

accurate picture of the services it provides. This can be done through a
comprehensive IT Service Catalog.
The Service Catalog must be developed in conjunction with customers, who

are better able to describe what they see as “services” than an IT person. If
there is an asset register or configuration management database (a concept
from the ITIL Configuration Management process) these are good sources of
information.
<<The specific reason for you to develop this document should be written in
this section. Was it a result of a customer enquiry? is it because Service Level
Agreements are to be developed based on the service catalog?, is it seen as
a competitive advantage?>>
The Executive Overview should establish the reason for this documents
existence and its benefit back to the business. The above words are generic
and can be tailored to suit your organization.
Scope
It is imperative to determine the scope of the document. What will be included
in the document and why, and what will not be included in the document and
why.
It is also advisable to establish a common understanding of some of the

terminology used throughout the document. For example, the scope section
should determine the definition of a Service.
The Service Catalog will list all of the IT services currently being provided to
our organization.
The Service Catalog will provide a summary of the service characteristics,

and details of the users and those responsible for ongoing maintenance of
each service.
<<Restrictions & Assumption – you may only be documenting services for a

specific business unit, or group of users, perhaps you have been advised to
Page 56
write a service catalog on all services except those in a mainframe

environment. Any restrictions and assumptions you make in developing the
document should be listed here. Don’t think that everyone will be able to
clearly understand what you see as the scope of the document. List these
sorts of things in bullet points for easier readability>>
Restriction 1
Text description
Restriction 2
Text description
Restriction x
Text description
Assumption 1
Text description
Assumption 2
Text description
Assumption x
Text description
For the purpose of this document, a service will be defined as the following:
One or more IT Systems which enable a business process
<<To learn more about Business Processes SLM1400 - Business and IT

Service Mapping>>
<<Important note: This is a crucial document and information regarding this

document should be held in the company Configuration Management
database. Configuration Management is an ITIL process – refer to the Product
set CONMGT @ www.itilsurvival.com>>
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Service Summary Sheet

In this section list all Service and the customers that they apply to.
This section of the Service Catalog indicates the names of the services that
will be expanded in later sections and the end users of these services. This
page/s is a useful check list to take to negotiations regarding service delivery,
to determine if there are new services or others that should be renamed to
more accurately reflect their purpose.
<<Description of Customers - The “customers” are generally described as

functional groups, but you may have alternative names for the user groups.
Don’t expand on the description of the services here, as that comes in the
following sections>>
Remember for each service listed here you need to duplicate the following
section (section 5) that number of times.
Customers
Service Accounts Sales Marketing Legal Production Retail
SERVICE A
Eg.
Accounts
System
Eg. Email
Eg. Intranet
Eg. Internet
Service x
Service x
Service x
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Service A
Description
In this section provide a detailed description of the Service being provided.

This description should be easy to read and written in a non-technical
manner.
Customers
In this section provide a list of customers that currently use this service.
Options
Option Availability Response Capacity Recovery Service

Type Options Times
Gold
Silver
Bronze
Price List
In this section you should list all charging and cost information that makes up
this service.
<<Important note. Pricing is an area that most organizations try to avoid when
it comes to provision of IT Services. However, pricing can have some very
powerful behavioural change benefits. Have a look at the Financial
Management for IT Services (FINMGT) at www.itilsurvival.com. >>
Page 59
Dependencies & Contributors
List all other services that may depend on this particular service. PLEASE NOTE THAT
THE FOLLOWING TABLE CAN BE MODIFIED BY YOU OR PUT ONTO A
SEPARATE PAGE/SECTION AND PUT INTO A LANDSCAPE VIEW FOR EASIER
READABILITY.
<<List the dependencies for this service. A dependency can be either another Service
that is reliant on this service OR it can be the fact that THIS service is reliant on another
service. In whole or in part the different dependencies should be listed in this section>>
<<For example, if you are describing the accounts payable system/service, then it may
be likely that the Customer relationship database is used to provide billing details for
invoices. In this case the Accounts payable service is dependant on the customer
relationship database – it is dependant on it for billing address details). >>
<<In the table below you can describe the dependencies (note that there should always
be a corresponding dependency relationship described in another service description
(e.g. in our example – the Customer relationship database would describe how it is a
contributor to the Accounts Payable system). It is a contributor.
The final three columns of this table allow you to cross reference to any other
agreements that support the dependency or contributor relationship. Using our
Customer relationship database to Accounts Payable system, it may be that the
Customer relationship database is supported by a specialized group of IT staff. In such
a case we may create an Operational level Agreement (OLA) with them so that they can
understand the importance of the relationship).
(Note the SLA, OLA and Underpinning contracts are all elements of the Service Level
Management ITIL process – refer to products SLM1901/2/3, SLM2000, and SLM2100 at
www.itilsurvival.com>>
Dependant Description Impact on Service Operational Underpinning

Service Service A Level Level Contracts
Agreement Agreement
# #
Dependant or
contributor
Page 60
Functional Specification
Include in this section any references to additional Functional Specifications for this
service. This should be simple to read and understandable by non-IT literate people
<<For relatively simple processes you can describe how different services connect and
work together, for more complicated relationships you would use the Functional
Specification template (ref: SLM2201 @ www.itilsurvival.com)>>
<<For instance you may have a system that holds information about employees. It may
have names, addresses, payroll numbers, tax codes and other information. It may also
be used as a source of names for the local blood bank to contact for support. With this
example, it is easy to see what the primary and secondary functions of the service are.
>>
Technical Specification
Include in this section any technical information that is pertinent to the Service. This
section may point to additional documentation.
<<Be cautious about the level of detail you include on the technical details of the
service. Think of describing the technical specification of the service to a person who
does not have a very good understanding of IT. For example:
Instead of You might use

WAN Computers connected together over long distances
Server Central computer that holds information that can be
accessed by many people
RAM The ability of the computer to perform many different
functions at the same time
MHZ The speed at which the computer should be expected to
perform different tasks.
Etc.
Support Activities
Included in this section any supporting activities that need to occur to maintain the
service. This would include scheduled maintenance times etc.
Perhaps the service will be unavailable at certain times of the time or days of the week.
If there are major scheduled outages for this service, then they should also be
referenced in the Forward Schedule of Changes (FSC). The FSC is a concept described
under the ITIL Change Management process (see product CHG7700 Forward Schedule
of Changes Template).
<<You can simply list known times of outage or insert a table>>
Page 61
<<You also need to list how the end-user receives support for this service. Can they e-
mail and phone? Is there a set Service Desk or Call Centre phone number? Be cautious
about putting an actual phone number in this document. This is because if the number
changes this document is out of date. You are best of simply describing the number to
call (e.g. Call the IT Service Desk) and then rely on wall posters, other marketing, etc. to
promote what that actual number is).
Customizations or Variants
Within any organization there MAY BE scenarios where a particular service will be
delivered at different levels for different customers. For instance, in some cases there
maybe an extension of functionality that other customers do not require or use.
In these instances it is best to capture all variants for all customers under the original
service. PLEASE NOTE THAT THE FOLLOWING TABLE CAN BE MODIFIED BY
YOU OR PUT ONTO A SEPARATE PAGE/SECTION AND PUT INTO A LANDSCAPE
VIEW FOR EASIER READABILITY. REMEMBER HOWEVER THAT THIS SECTION
CAN BE OPTIONAL.
This service has some variants from what could be considered as the baseline.
Service Customer Description Availability Response Capacity Recovery Service

Version Options Times
Existing SLAs
Cross reference to any existing Service Level Agreements (SLAs) and contracts
associated with this particular service.
Contract SLA # SLA Type Customer

Corporate Based
Customer Based
Service Based
<<The type of SLA can be generally categorized in to one of these three types.
Descriptions are provided below. Whether you leave these descriptions in the document
is optional>>
Page 62
Corporate Based: covering all the generic Service Level Management (SLM) issues
appropriate to every customer throughout the organization.
Customer Based: covering all SLM issues relevant to the particular Customer group,
regardless of the service being used.
Service Based: cover all SLM issues relevant to the specific service, in relation to this
specific Customer group (one for each service covered by the SLA).
Restrictions
If this service is restricted to a certain group or for use at certain periods of time, week,
month, etc. then you would detail those restrictions here. Remember to keep the
description brief.
Page 63
Appendices
Include any applicable appendixes that are needed.
Page 64
Terminology
Make sure that all terminology is captured and documented correctly.
Page 65
3.5 Service Catalog 1
Page 66
Introduction to ACME IT
ACME IT (ACME IT) is a Division of the ACME Information Services. ACME IT provides
server administration and a variety of distributed computing services to Business
departments. ACME IT also provides technical consulting and staffing services to support
departmental technical staff and ensure consistent technical assistance for Business end
users.
This Service Catalog provides descriptions of ACME IT services, the benefits that
customers will achieve through using ACME IT, and the prices of ACME IT services. Prices
in this Catalog are valid from xx/xx/xx to xx/xx/xx.
ACME IT services include:
Server Distributed Computing Consulting and Staffing Support

Management Services Services
Services
Server Desktop Support Consulting and Technology Planning
Administration Package Hourly and Short Term Support
Limited Purpose Technology Partner Program
Computer Support
Application Patch
Management
Data Storage
Networked Printer
Management
Additional Distributed
Computing Services
To purchase any of the services described here, Departmental representative should

contact:
Customer Service Manager

ACME IT
Page 67
Server Management Services

Server Administration
ACME IT will help plan, deploy, and manage key operational aspects of your department’s
server, operating system software, and network access to a defined scope of business
applications. ACME IT will ensure compliance and integration with required existing and
planned technology platforms, and will ensure the physical security and electronic access
security of the assets within the hosted environment.
Service Description and Benefits
Service Description Customer Benefits

Installation and configuration of standard server 24/7 monitoring and response by
operating systems qualified technical staff to assure
Standard operating systems are described in maximum use and minimum server
Section 2.1.2, Service Cost downtime
Full operating systems administration, including Highly secure systems to safeguard
maintaining patch levels important data, including the following
Assistance with vendor installation, upgrade and features:
configuration of business application software Access Control: Allows for quick
Configuration of applications on the server and easy rights assignment,
transparent to the end user
24/7 monitoring of system performance and
application availability High Usability: Non-intrusive
security measures that are both
Problem notification and follow-up with
secure and easy to use
Department Site Contact and/or business
application software vendor C2 Security Ratings: Technology
tested and rated by the
Technical support for problem resolution
Department of Defense
Troubleshooting of server-side problems with
applications
Application re-starts
Information system security, virus protection and
user account management
Act as Departmental Technical Liaison for
covered servers
Capacity planning
Technical consulting
Change control management
Customer support for server management service
through the ACME IT Help Line
Includes appropriate level of administrative rights
granted to departmental IT staff
Page 68
Coordinate with Operations to ensure routine

backup of data stored on server is completed
(Note: Data Backup for servers is provided for an
additional fee through a contract with the
Operations Unit. Please call xxx for more
information.)
Service Cost
$237.50 per server per month for servers with standard operating systems and
standard server hardware
Standard server hardware: Dell PowerEdge
Standard server operating systems: Windows 2000 or higher, Novell Netware,
Linux Redhat v9 or higher, and Linux SUSE v9 or higher
$237.50+X per server per month for servers with non-standard operating systems
and/or non-standard hardware
Additional Information and Related Services

If the server is located in the Computer Center, a separate contract with the
Operations Unit is required for the provision of physical security, networking and data
backup. Please call xxx for more information.
Prior to the provision of Server Administration services, the user Department must
identify the following:
Server hardware and operating system software (Note: This information will be
included in the contract. Changes to server hardware or operating system will
require an addendum to the contract and may incur an additional fee if the new
hardware or operating system is non-standard.)
Applications that will be housed on the server
Application support model (i.e., what individuals/groups within the Department
are responsible for assisting users with the application)
Vendor contact information
The user Department is responsible for assisting and training Department staff in the
use of the application, troubleshooting the client side of the application, and for
adjusting the client interface to suit the Department’s needs.
The user Department is responsible for all hardware and software costs.
Page 69
Distributed Computing Services

Desktop Support Package
ACME IT will maintain and enhance employee productivity by providing standardized, yet
personalized desktop configurations which include system utilities and campus services
that allow your workstation to perform seamlessly. If problems do occur, ACME IT will
provide troubleshooting and issue resolution on desktop/laptop hardware and software.
ACME IT provides onsite and/or emergency remote desktop support 24x7x365 and acts as
your Departmental Technical Liaison.
Through consistent support of the desktop environment, users will have access to shared
Business resources such as collaboration environments, e-mail, application services, and
infrastructure services. ACME IT also is your gateway for referrals to any other technical
services required for users of devices under contract with ACME IT.

Onsite desktop support from 8:00 a.m. – 5:00 Standard and secure desktop
p.m. Monday – Friday, and emergency remote environments systems
support 24x7 Access to qualified technical resources
Capacity planning and technology upgrade Productive working environment with
planning limited down time
Consultation services on standard workstation Dedicated staff and resources to solve
configurations and procurement choices to meet your IT problems
customer needs Secured access to data files from any
Hardware and software purchasing assistance, desktop in the employee’s department
including bulk order purchases of computer and from remote workstations
hardware
Workstation delivery and set up
Installation and support of standard operating
system, commercially developed business
productivity software and office suites (in
accordance with Business policies), anti-virus
software and department-specific applications
ACME IT uses a standard image and will re-
install Department-specific applications as
needed. Users may need to reset personal
settings after a computer is re-imaged.
Standard operating systems are described
in Section 3.1.2
Installation of printer drivers for networked
printers
Includes ACME IT Application Patch
Management service: Ongoing provision of
patches and service packs for operating
systems and standard applications, anti-virus
software upgrades and security updates (See
Section 3.3, Application Patch Management)
Workstation moves, adds, changes
Page 70

Installation of standard peripherals
Standard peripherals are described in
Section 3.1.2
User administration
Customer support through the ACME IT Help
Line
Problem determination and resolution
Technical support
In some cases, ACME IT technical support
staff may recommend replacing hardware if
it cannot be efficiently and cost-effectively
repaired by ACME IT
Orientation for new customers through one-on-
one or departmental meetings
Acts as the System Administrator for machines
contracted for this support
If all departmental machines are contracted for
this support, ACME IT can be designated the
Departmental Technical Liaison if requested by
the department
Referral to other Business IT resources (Note:
Other Business IT resources may charge a fee
for the services they provide.)
Includes ACME IT Data Storage service: Data
storage, backup and recovery of data stored on
ACME IT file servers (See Section 3.4, Data
Storage)
Remote access services for customers in
remote locations
Includes appropriate level of administrative
rights to ACME IT servers granted to
departmental IT staff
Service Cost
$36 per month per standard workstation
A workstation is an independent computer that does not service any other
computer. A standard workstation uses a standard operating system and has a
standard hardware configuration. A standard workstation may run some discipline
specific software.
Standard operating systems: Microsoft Windows 2000/XP, Macintosh X
Standard workstation hardware: Dell Optiplex desktop, Dell Latitude laptop, or
Macintosh G4 or higher that are under warranty
$36 per month per non-standard workstation

A non-standard workstation runs a non-standard operating system, and/or has a
non-standard hardware configuration.
Page 71
$36 per month per basic workstation

A basic workstation is one that has user level privileges, runs only standard
application packages and limited departmental applications as installed by ACME
IT, has limited customer customization that is well-defined, runs on ACME IT
specified standard hardware, and all user data is kept on the ACME IT storage
cluster (not on the desktop or local hard drive).
Standard application packages: Current version of Microsoft Office Suite, Word
Perfect, Adobe Acrobat Reader, Sophos anti-virus, Windows Media Player,
Outlook mail, and Internet Explorer

The user Department is responsible for purchasing and tracking of software licenses.
Departments purchasing ACME IT Desktop Support are encouraged to purchase
ACME IT Networked Printer Management (see Section 3.5, Networked Printer
Management).
The user Department is responsible for all desktop hardware costs.
Consultation and planning for non-standard technology is available through the
Consulting and Technology Planning service (see Section 4.1 Consulting and
Technology Planning).
Standard peripherals: Palm Pilots, Windows CE devices, USB Scanners, and
Printers
Non-standard peripherals may take longer to install and configure and may
require additional hourly charge
Page 72
Limited Purpose Computer Support
ACME IT will provide troubleshooting and issue resolution on Department’s Limited

Purpose Computers.
A Limited Purpose Computer is a machine that runs a unique vendor-specific application

requiring vendor coordination, and regular operating system patches. It does not require
backing up since the application can be re-installed. It does not serve multiple users, but
can provide the application to multiple machines. It does not require performance
monitoring.

Capacity planning and technology upgrade Standard and secure desktop
planning environments systems
Consultation services on standard workstation Access to qualified technical
configurations and procurement choices to meet resources
customer needs Productive working environment
Hardware and software purchasing assistance with limited down time
Workstation delivery and set up Dedicated staff and resources to
Installation and support of operating system, solve your IT problems
commercially developed business productivity Secured access to data files
software and office suites (in accordance with from any desktop in the
Business policies), anti-virus software and employee’s department and from
department-specific applications remote workstations
Installation of printer drivers for networked
printers as needed
Includes ACME IT Application Patch
Management service: Ongoing provision of
patches and service packs for operating systems
and standard applications, anti-virus software
upgrades and security updates (See Section 3.3,
Application Patch Management)
Workstation moves, adds, changes
User administration
Customer support through the ACME IT Help
Line
Problem determination and resolution
Technical support
In some cases ACME IT technical support
staff may recommend replacing hardware if it
cannot be efficiently and cost-effectively
repaired by ACME IT
Acts as the Departmental Technical Liaison
Referral to other Business IT resources (Note:
Other Business IT resources may charge a fee
for the services they provide.)
Remote access support services for customers in
remote or home locations
Page 73
Service Cost
$36 per month per Limited Purpose Computer
An additional fee of $35/hour is charged for major software upgrade efforts and
vendor coordination time

The user Department is responsible for purchasing and tracking of software licenses.
The user Department is responsible for all hardware costs.
Page 74
Application Patch Management
ACME IT will provide Microsoft Windows and Sophos antivirus updates, patches for
standard applications and security updates to workstations on an ongoing basis.
This service is included with the ACME IT Desktop Support Package (see Section 3.1,
Desktop Support Package) and Limited Purpose Computer Support (see Section 3.2,
Limited Purpose Computer Support). It may also be purchased separately.

Automatic, ongoing provision Automatic operating system updates: Managed
of service packs and patches systems updates that require no user interaction
for operating systems and Automatic virus protection and updates: Antivirus
standard applications that updates daily to keep your systems safe
Standard applications: Automated inventory services: Understand your
MS-Office Suite, MS installed equipment and plan ahead for upgrades
Windows Operating and maintenance
system, Sophos Application “pushing”: Install/update software over
Antivirus, Adobe Reader the network with the click of a mouse
Automatic, ongoing anti-virus Compatibility testing prior to patch releases
protection software upgrades
and virus definition updates
Orientation and specialized
training for departmental
Tech Support staff for
application patch
management interface
Service Cost
$4.75 per month per Workstation or Limited Purpose Computer

If the user Department has not purchased the Desktop Support Package, the
Department is required to provide Novell client licenses for each covered user
machine, and install the ACME IT configuration of this Novell client. ACME IT will
provide a desktop image and configuration requirements that can be used to ensure
the update service works properly. ACME IT will assist with diagnosis of problems
free of charge if the problem is caused by our desktop configuration.
The list of standard applications may be updated by ACME IT annually.
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Data Storage
ACME IT will provide data storage and backup services to meet departmental data storage
needs. This service includes user rights management, remote access, and the ability to
share data and collaborate across departments.
This service is included with the ACME IT Desktop Support Package (see Section 3.1,
Desktop Support Package). It may also be purchased separately.

Data storage on ACME IT Storage Area Security of mission critical data provided
Network through:
Daily, weekly and monthly backup services Clustered servers: Multiple redundant
for data stored on ACME IT file servers servers for maximum uptime and
Data stored on workstation hard drives is stability
not backed up SAN disk systems: High speed, top
Data and disaster recovery tier, scalable, failsafe disk storage
Information system security activities and subsystems
virus prevention in accordance with Business Off-site storage: Onsite tape backup
security policies systems with offsite storage for
Managing user accounts ultimate data safety
Security and virus prevention on ACME IT file Rapid storage expansion capabilities to
servers meet any future storage need
Remote access support services Remote access anywhere to allow flexible
working locations
Customer Support for data storage service
through the ACME IT Help Line Data sharing and collaboration with other
users, groups or departments while
Includes appropriate level of administrative
maintaining file security and confidentiality
rights granted to departmental IT staff (if this
service is purchased separately from the
Desktop Support Service)
Orientation and specialized training for
departmental Tech Support staff for service
management interface
Service Cost
$5.85 per user per month. This includes .25 GB of storage per user.
Storage allocations may be shared among users within the same department.
For example, a department with 8 users will have a total of 2 GB of storage
available to all users in the department.
Additional storage is available at the cost of $5.35 per GB per month.
$2.05 per GB per month reduced rate for other specialized large storage
requirements such as archival or large block storage. Available only to established
clients and cannot be used for primary storage.
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If the user Department has not purchased the Desktop Support Package, the
Department is required to provide Novell client licenses for each user machine that
will access the data storage, and install the ACME IT configuration of this client. The
purchase of Novell client licenses is coordinated through the Information Services
Licensing Administrator annually. The current price for a Novell Client license about
$15.
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Networked Printer Management
ACME IT provides managed access to printing resources and support for networked
printers.

Consultation services on standard printers and Shared and cost-effective access to
procurement choices to meet customer needs department/Business printing
Asset inventory resources
Printer installation and configuration Own fewer printers by granting access
User access administration to printers throughout the office
Customer support for printer management Expedited installation of new printers
service through the ACME IT Help Line Fast, easy access from any location to
Problem determination and resolution for user print documents when needed
accessibility issues
Technical support
Referral to other Business IT resources or
external vendors (for printer hardware support
and repair) )
Service Cost
$25.65 per month per networked printer

Departments purchasing the ACME IT Desktop Support Package who wish to print
to networked printers are encouraged to also purchase ACME IT Networked Printer
Management (see Section 3.1, Desktop Support Package).
If printer use requires authentication, then the user Department is required to provide
Novell client licenses for each user machine that will access the printer, and install
the ACME IT configuration of this client.
If a non-customer group requires printer use of an ACME IT managed printer, then
setup for this group will be considered an hourly support request.
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Additional Distributed Computing Services
ACME IT will provide several additional distributed computing-related services upon request
of the Departmental Technology Liaison or other department representative.

PeopleSoft Installation: Installation of Consistent use of the PeopleSoft client
PeopleSoft client software on any application across the Business
authorized machine
Service Cost
None
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Consulting and Staffing Support Services

Consulting and Technology Planning
ACME IT provides consulting and technology planning services to departments to meet

their short-term and long-term needs. This service is limited to the ACME IT expertise that
is available.

Consulting: ACME IT provides Experience: ACME IT staff has
consulting on any IT project or significant experience in a wide variety of
computing issue. Our staff are technologies
trained in almost all aspects of Industry trends: ACME IT staff keep up
technology and KU policies and with industry trends to assist
procedures and can provide departments in effectively using
consulting advice to help emerging technologies and leveraging
departments find cost-effective IT best practices
solutions.
Technology Planning: ACME IT
provides technology planning
services that will help departments
determine the best uses of
technology to meet their current and
future needs.
Service Cost
$35.00 per hour or negotiated contract price for specific projects

Consulting services will be handled at the same priority as contracted customers.
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Hourly and Short Term Support
ACME IT provides technical assistance on an hourly basis to meet departmental needs.

ACME IT provides system administration support on an hourly basis for security
compromised workstations. ACME IT also provides short term server support when
departmental technical staff are not available (due to leave, training, etc.).

Hourly Support: ACME IT provides any Training: Our staff members
type of daily support departments may continually train in all aspects
require, including desktop support. These of technology, so their skills
services will be provided upon the remain up-to-date
request of the Departmental Technical Knowledge: Breadth and
Liaison or other departmental depth of knowledge in
representative. Support is available networking, wi-fi, web
24/7/365. applications, databases,
System Administration Hourly servers and more
Support: ACME IT will provide hourly Availability: Our large staff
support service to security compromised can provide skilled resources
machines. Support is available 24/7/365. to supplement departmental
For this service, ACME IT requires IT staff on an as needed basis
administrator privileges on the (with either an hourly or
machine and physical access to the weekly rate structure)
machine. ACME IT may recommend
that compromised machines be
upgraded to Windows XP for security
reasons. It is the owner department’s
responsibility to purchase the
software license and any hardware
upgrade needed for this.
Short Term Server Administration
Support: ACME IT provides short term
server administration support services for
departments to back fill for departmental
IT staff members who are unavailable.
Support is available 24/7/365. This
service is provided in monthly
increments. If ACME IT is back filling for
the Departmental Technical Liaison,
ACME IT will perform Departmental
Technical Liaison duties during the
covered period.
Service Cost
Hourly Support:
Monday – Friday, 8:00 a.m. – 5:00 p.m.: $35.00 per hour (two hour minimum)
After Hours Monday – Friday and Weekends: $52.20 per hour (two hour
minimum)
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A minimum two-week wait for hourly support requests is required to allow ACME
IT time to schedule
System Administration Hourly Support:
Monday – Friday, 8:00 a.m. – 5:00 p.m.: $70.00 per hour (two hour minimum)
After Hours Monday – Friday and Weekends: $105.00 per hour (two hour
minimum)
Short Term Server Support:
$300.00 per month. This provides 2 hours of on-site and/or remote connection
support per week.
Additional hours are charged at $35.00 per hour.
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Technology Partner Program
ACME IT will provide a Technical Support staff member who is assigned to your
department to support your technology needs.

Assigned technical support staff provides: Up-to-date Knowledge: Our staff
Desktop support (purchasing assistance, members continually train in all aspect
workstation setup, software and driver of technology to be prepared to support
installation, trouble-shooting, general user your department
workstation service requests) Experience: ACME IT staff members
Consulting who support your assigned technical
Technology planning support staff have extensive
experience in various technology
Specialized services (see 4.3.3 Additional
platforms and can immediately add
Information and Related Services)
value to departmental technology
Specialized services are negotiated and
projects, etc.
defined prior to start of contract.
Vast technical resources: Networking,
ACME IT provides:
wireless communications, Web
Management of the Technical Support Staff applications, databases, servers and
Backup of the Technical Support Staff when more
the staff member is out of the office (due to Staff work is limited to departmental
leave, training, etc.) needs and priorities
Ongoing staff training, desk, equipment and ACME IT manages the assigned staff
supplies (Department may provide desk and and attends to their HR needs
local equipment if desired)
Service request processing through Help
Desk software
Centralized phone support services
Service Cost
Prices are based on the cost of salary and benefits for an ACME IT staff member,
and include ACME IT management, backup staff, training, student assistance,
equipment and supplies. Examples of total annual prices are shown below; prices
are subject to the actual salary of the technical staff person assigned to your
department:
Full-Time: $84,093 per year for System Administrator/Sr. staff, $66,073 per year
for IT Analyst staff
¾ Time: $63,070 per year for System Administrator/Sr. staff, $49,555 per year for
IT Analyst staff
½ Time: $42,047 per year for System Administrator/Sr. staff, $33,037 per year for
IT Analyst staff
¼ Time: $21,023 per year for System Administrator/Sr. staff, $16,518 per year for
IT Analyst staff
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Departments purchasing the Technology Partner Program service may also want to
purchase the Application Patch Management (see Section 3.3 Application Patch
Management), Data Storage (see Section 3.4 Data Storage), and Networked Printer
Management (see Section 3.5 Networked Printer Management) services.
Staff will attend ACME IT staff meetings and training in order to better serve
customer needs.
Specialized services to be provided by the assigned person and the limitations of
ACME IT in terms of their ability to back up the assigned staff person will be
negotiated and defined prior to start of contract.
Staff assignments will occur prior to the start of contract with departmental
involvement.
If Department is interested in transferring existing staff, this will be negotiated in the
contract. Acceptance of existing departmental staff transferring to ACME IT for this
purpose requires ACME IT approval and a possible probationary period.
Hiring of new staff for the purpose of this service is the responsibility of ACME IT.
Department must notify ACME IT of contract termination by October 1st in order to
be effective on July 1st the following year. This is to allow time for staffing
termination (if necessary) to occur within the guidelines of KU policy.
Students will assist in workstation imaging and setup unless specifically prohibited.
Rate changes will occur annually to reflect merit raises and staffing changes.
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Rate Sheet
The table below includes a summary of ACME IT services and rates. These rates are
effective xx/xx/xx- xx/xx/xx.
Service Rate
Server Management Services
Server Administration $237.50 per server per month for standard servers
$237.50+X per server per month for non-standard servers
Distributed Computing Services
Desktop Support Package $36.00 per standard workstation per month
Includes Application Updates $36.00 per non-standard workstation per month
Includes Data Storage $36.00 for per basic workstation per month
Limited Purpose Computer Support $36.00 per Limited Purpose Computer per month
Application Patch Management $4.75 per Workstation or Limited Purpose Computer per
month
Data Storage $5.85 per user per month
Additional storage: $5.00 per GB per month
$2.05 per GB per month for qualified archival or large storage
data
Networked Printer Management $25.65 per device per month
Additional Distributed Computing No charge
Services
PeopleSoft Installation
Consulting and Staffing Support
Services
Consulting and Technology Planning $35.00 per hour
Hourly and Short Term Support Hourly Support:
Hourly Support Mon – Fri, 8:00 a.m. – 5:00 p.m.: $35.00 per hour (two
Hourly System Administration hour min.)
Support After Hours Mon – Fri and Weekends: $52.20 per hour
Short Term Server (two hour min.)
Administration Support System Administration Hourly Support:
Mon – Fri, 8:00 a.m. – 5:00 p.m.: $70.00 per hour (two
hour min.)
After Hours Mon – Fri and Weekends: $105.00 per
hour (two hour min.)
Short Term Server Administration Support: $300.00 per
month, plus $35.00 per hour beyond 2 support hours per
week.
Technology Partner Program Annual charge depending on time assigned to user
department and staff level
Appendix A: Future ACME IT Services
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ACME IT is committed to continuous improvement of existing services and is focused on

building a comprehensive set of services that will meet customer needs. This appendix
includes services that ACME IT is currently developing and plans to provide to customers in
the future. Some of the items included here are new services, while others represent an
expansion of existing services.
Application Patch Management

Standard application set will be expanded to include Macintosh Operating
System
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3.6 Service Catalog 2
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SECTION 1: Introduction
Document Purpose
This document is intended to document the IT infrastructure services, service metrics and
service levels to be provided by the ACME IT (ACME IT). It is expected that this document
will be changed over time to reflect new services and more accurate service levels as the
ACME IT gains experience in managing the consolidated workload.
At the time of the first draft of this services catalog, the ACME Accounting Work Group is in
the process of determining the means by which the ACME IT will charge for ACME IT
services. The services catalog should document the basis for ACME IT charges; however,
the billing units have not yet been determined. We have included some potential billing
units for the services in this catalog both to suggest some obvious candidates as well as to
have placeholders for the actual billing units when they become available.
Document History
During Phase 2 of the ACME’s Computer and Network Infrastructure Consolidation (ACME)
, the Service Management Workgroup was chartered to determine the services to be
offered by the ACME IT, service metrics and service levels. In order to accomplish this, the
workgroup, which consisted of representatives of each of the participating agencies,
surveyed their respective agencies current services. The results of this survey were
summarized and reconciled with the scope definitions produced by the ACME steering
committee to produce the items found in this services catalog.
Common Considerations
The delivery of all services will be subject to some common constraints. It is anticipated
that all services will be delivered in accordance with the services management framework
that will be formulated by the Service Management workgroup. All services will be
performed so that agreed upon security policies and rules are maintained. Similarly, key
processes required for the delivery of these services, such as change management, will be
adhered to. In this regard, the change management process will provide for 48 hour
advanced notification of scheduled down time for elements of the IT infrastructure that are
managed by the ACME IT. If additional notice is required by particular agencies, these
requirements are to be documented in the service level agreement (SLA), The key
processes that will be developed are defined in the charter of Service Management
workgroup. They are:
a. Request Management
b. Customer Relationship Management
c. Configuration Management
d. Problem Management
e. Change Management
f. Release Management
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The definition and framework for development of these processes will be the IT
Infrastructure Library (ITIL). Additional ITIL based processes were identified that were not
part of the original Service Management Workgroup scope and therefore were not all
developed as part of this effort. The workgroup recognizes that these processes are
important to the efficiency of the ACME IT. The processes are listed below with comment
on where they have been or will be addressed. The processes are:
a. Availability Management – The Availability Management process is to monitor IT

components to ensure that IT consistently and cost-effectively delivers the level of
availability required by the customer. It is anticipated that this function will be
performed by the SLM Group within the ACME IT.
b. Incident Management – Incident Management is the process of restoring normal
service operation as quickly as possible and minimizing the adverse impact on
business operations. This will ensure the best possible levels of service quality and
availability are maintained. 'Normal service operation' is defined as service operation
within Service Level Agreements (SLA) limits. The Service Desk function and therefore
Request Management and Customer Relationship Management are a part of this
process. It been delivered as part of the High-level process flows presented to the
ACME Steering Committee.
c. IT Service Continuity – IT Service Continuity Management process ensures that any
IT service can provide value to the customer in the event that normal availability
solutions fail.
d. Capacity Management – Capacity Management is the process of planning, sizing, and
controlling IT capacity to satisfy user demand at a reasonable cost within the
performance levels agreed to in the service level agreement (SLA) or internal to IT as a
operating level agreement (OLA). This planning is being done within the Logistics
Workgroup please reference their documents for more detail.
e. Financial Management – The process which is responsible for the sound stewardship
of the monetary resources of the organization. It supports the organization in planning
and executing its business objectives and requires consistent application throughout
the organization to achieve maximum efficiency and minimum conflict. The Accounting
Workgroup has the responsibility for defining this process.
f. Service Level Management – Service Level Management (SLM) is the process of
maintaining and improving IT Service quality through a constant cycle of defining,
agreeing, documenting, monitoring, and reporting the levels of customer IT service, that
are required and cost justified. Processes for reporting these metrics are to be
developed and documented by the ACME IT and participating agencies. These
processes will be documented in the SLAs. This process operation is the primary
function being performed by the SLM Group within the ACME IT.
Once the ACME IT is operational and a chargeback method is implemented, it is expected

that on an ongoing basis the ACME IT will:
a. Review ACME IT billings to the agencies in order to identify cost saving opportunities
b. Review vendor bills to the ACME IT in order to identify cost saving opportunities
c. Provide asset management for the physical elements of the ACME agencies’
infrastructure that are in the scope of the ACME project. This will include ordering
assets using approved State procurement procedures as well as tracking, installing and
decommissioning ACME IT assets.
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As matter of principle, ACME IT services will be established and modified as needed in

order to meet the critical business needs of the agencies and the State. The establishment
of ACME IT services and service levels will be guided by each agency's critical hours of
operation, essential data, and required system performance.
Service levels documented in the Service Catalog represent requirements for minimum
service levels. These levels were identified by participating ACME agencies. It is
anticipated and expected that services should be better than the minimum when possible.
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SECTION 2: Services Catalog

Services for Networks
Network services provide the ACME IT agencies with the ability to send and receive
data in a secure and reliable manner between systems, locations and personnel.
Network services include:
a. Agency User Local Connectivity (Local Area Networks – LANs)
b. Agency Facility Connectivity (Wide Area Network – WAN)
c. Agency User Remote Connectivity (e.g. Dial up and Internet Access)
d. Agency VPN
Delivery of LAN and WAN network services falls into the three categories below.
Network Operations
Network Operations is responsible for the routine running of the network infrastructure required
for the data communication needs of the ACME IT agencies. This includes:
a. Management of physical network elements such as circuits, firewalls, routers,
switches and cabling including configuration and maintenance tasks and
replacement
b. Management of logical network components, such as network protocols and their
configurations
c. Management of vendor relationships, where network services are provided
externally.
d. Troubleshooting communication disruptions, working with vendors and ACME IT
agencies to resolve the issues.
e. Implementation and maintenance of security rules (but not the setting of security
policy)
Network Administration
Network administration is responsible for:

a. Monitoring of network performance in order to:
I. Provide regular reports on actual network performance against any metrics

set in Service Level Agreements
II. Investigate network faults that impact the ACME IT agencies business users
III. Prevention of network faults
IV. Resolution of network faults
b. Correction of traffic problems in the network environment, such as traffic

congestion or network corruption where it impacts the ACME IT agencies users
c. Completion of preventative, scheduled and warranty required hardware
maintenance
d. Management of network infrastructure:
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I. Management of physical cabling in all locations where either the ACME IT

agencies servers or client workstations are installed, including condition
monitoring and replacements including wireless infrastructure
II. Ensuring the physical security of network access points, such as equipment
rooms
III. Implementation and maintenance of security rules as directed by ACME IT
agencies
e. Planning and execution of technology upgrades as requested by the ACME IT
agencies including the advanced notification to agencies in order to allow:
I. An analysis to be carried out to assess the impact of such changes on ACME
IT agencies’ applications.
II. Vendor, agency staff and ACME IT schedules to be coordinated, such that
important agency activities (e.g., application rollouts, application upgrades,
training sessions or live service) are not affected by changes
Network Engineering
Network Engineering is responsible for project-based and operational enhancements to the

network infrastructure, such as:
a. Capacity planning based on historical usage patterns and agency needs
projections
b. Network equipment upgrades, where existing components are replaced with
additional, higher-performance components
c. New network equipment installation, where for instance an expansion of the
ACME IT agencies application server environment requires the introduction of a
new high-capacity server-to-data storage link
d. Cabling upgrades, network related facility support, and wireless infrastructure
installation and support
e. Planning and execution of network enhancement projects
f. Planning for upgrades, including advanced notification to agencies in order to
allow:
I. An analysis to be carried out to assess the impact of such changes on ACME
IT agencies’ applications
II. Vendor, agency staff and ACME IT schedules to be coordinated, such that
important agency activities (e.g., application rollouts, application upgrades,
training sessions or live service) are not affected by changes
Video Services (Optional)
Video services provide the ACME IT agencies with the ability to conduct audio and
video conferences between systems, locations and personnel. Video and Audio
services include:
a. Bridging (Audio and Video)
b. Gateway Services (Audio and Video)
c. Scheduling (Audio and Video)
d. Help Desk support (Audio and Video)
e. Training (Audio and Video)
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f. Video/Audio Engineering Services
The Delivery of Video and Audio services fall into the two categories below.
Video/Audio Operations
Video and Audio Operations is responsible for the routine running of the video and audio
infrastructure required for the needs of the ACME IT agencies. This includes:
a. Manage web-based scheduling resources that are used to schedule video
and audio conferences.
b. Schedule, build, and monitor real-time video and audio conferences.
c. Provide helpdesk support for scheduling, video endpoints, and conference
operations.
d. Provide Tier One technical support, working with ACME IT agencies to
resolve the issues.
e. Maintain user contact database
f. Provide user training for scheduling services and video endpoints.
Video/Audio Engineering
Video and Audio Engineering is responsible for:

a. Video core and endpoint equipment upgrades.
b. New video and audio equipment installation.
c. Network traffic analysis and network redesign to accommodate additional
video streams.
d. Planning and execution of video and audio enhancement projects.
e. New Product Evaluation and developing approved list of video systems for
ACME IT customers.
f. Perform advanced beta testing with video equipment manufacturers.
g. Perform interoperability testing.
h. Perform all software and hardware upgrades for core video, audio, and
scheduling systems.
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Services for Servers and Mainframes
Server hosting services are provided both remotely as well as in the data
center. These services address the complete server lifecycle including
procurement, installation, configuration, hardware troubleshooting and repair,
hardware and operating system refresh, moves, additions/ changes, and
retirement. The key elements for server services delivery are detailed below.
The services outlines in the server and mainframe sections are meant to apply
to all ACME IT supported platforms. Service levels are to be applied to all
supported platforms as appropriate.
System Administration
This area is responsible for the management of the computing platforms

on which the ACME IT agencies applications are based (Linux, UNIX,
Windows, Novell, zSeries, iSeries), including:
a. Server installations and decommissioning
b. Installation of the operating systems, configuration and hardening
c. Implementation and managing access authorities
d. Migration of software into production environments and post-
migration support
e. Installation and support of agency specified middleware
f. System software upgrades, to ensure compatibility with the overall
environment and to take advantage of technological and security
advances, including software patches
g. Condition of system hardware, e.g. enterprise servers supporting
the applications and databases
h. Completion of preventative, scheduled and warranty required
hardware maintenance. This includes:
I. Monitoring equipment conditions to ensure early recognition of
likely faults
II. Plan and execute maintenance in conjunction with the
application maintenance, ACME IT agency approved time
frames and support service line
III. Coordinate urgent maintenance activities after communicating
with the ACME IT agencies.
i. System performance monitoring, tuning and monthly reporting, to
ensure continued compliance with service level agreements and in
order to provide notification of pending capacity constraints
j. Planning for agency requested upgrades and ACME IT upgrades,
including the notification to agencies in order to allow:
I. An analysis to be carried out to assess the impact of such
changes on ACME IT agencies’ applications
II. Provide environments for application testing of software and
middleware with operating system upgrades and patches prior to
going to production
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III. Vendor, agency staff and ACME IT schedules to be coordinated,

such that important agency activities (e.g., application rollouts,
application upgrades, training sessions or live service) are not
affected by the changes
System Operations
This area is responsible for the runtime support of ACME IT agencies

applications. This includes:
a. Monitoring the execution of production jobs in order to assist in
identifying and reporting unexpected behavior including job failures
b. Following documented procedures supplied by the ACME IT
agencies in reporting problems with production applications. It is
expected that application procedures will include provisions for
notification and job restarts to be performed by the ACME IT
operations staff.
c. Following documented processes created by the ACME IT in
reporting problems with systems software
d. Response to system/console messages including tape mounts
e. Computer startups, shutdowns and recycling in accordance with the
change management process and documented procedures
f. Preparation and coordination of mainframe print services for
distribution of batch output through existing state agency delivery
channels
g. Monitor backup operations and reporting failures
Production Control
This includes:
a. Setting up the schedule for production and ad hoc jobs
b. Monitoring the execution of production jobs to ensure the schedule
is being maintained
c. Reporting scheduling problems and issues to the appropriate
agency staff and working with them to understand and resolve the
problems
d. Agency IT staff and other appropriate staff will be able to submit
jobs to the ACME IT service desk.
Storage Management
For enterprise storage, including tape and storage area networks (SANs),
and storage on distributed file and print servers, this service includes:
a. For disk storage, responding to agency storage requests by:
I. Allocating raw storage
II. Defining logical volumes
III. Configuring logical volumes
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IV. Making the newly defined storage available for use

V. Establishing security on new volumes as requested
b. Capacity planning including:
I. Monitoring of utilization and identifying the need for more
capacity
II. Notification to agencies of pending capacity constraints
c. Ordering storage devices and media
d. Maintenance of storage device related software and micro-code
e. Monitoring and maintenance of the scratch tape pool
f. Registering tapes into automated tape handling devices
g. Providing and maintaining a tape library
h. Rotation of tapes to offsite facilities
i. Destruction of media coming out of service in accordance with
agreed upon ACME IT agency requirements
j. Maintenance of appropriate documentation, labeling and tracking of
tapes in accordance with agreed upon ACME IT agency
requirements
Microfiche (Optional)
This area is responsible for the handling bursting, “pigeon holing” and
preparation for distribution of microfiche through existing state agency
delivery channels.
Backup/ Restore Services
This area is responsible for the management of backup facilities,

including the mechanics of tape backup and off-site storage, such as
storage system management, tape collection for off-site storage and
tape retrieval in the event that restoration of historical data is required.
This includes:
a. Performing complete and/ or incremental backups
b. Defining media rotation requirements and/ or follow standard
procedure
c. Labeling backup media appropriately
d. Maintaining backup library
e. Periodically verifying backup media integrity
f. Restoring single or multiple objects from the backup media
g. Restoring complete or incremental backup as needed after system
failures
h. Updating user that restoration has been completed
Email and Directory Services (Optional)
This is an Optional service for email and directory services. This

includes the following:
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Email Application Administration
a. Setting up user accounts

b. Public folders
c. Distribution lists
d. Mailbox restores
e. Storage groups
f. Monitor e-mail backups
g. Controlling security privileges as it relates to the user accounts,
email boxes and public folders
h. Perform directory synchronization with state email hub
Directory Services Administration
a. Setting up user accounts, directories, and security groups

b. Controlling security privileges as it relates to the user accounts,
directories and security groups
c. Limit access control for users depending upon manager/Personnel
requests
CICS
ACME IT will provide CICS support to ACME IT agencies that have

applications which run on mainframe computers under CICS. This
support is inclusive of all requirements to create, implement in
production and maintain CICS applications with the exception of writing
and compiling the application code. This service includes:
a. Creating the CICS table entries necessary to put a CICS transaction
into a CICS environment
b. Executing the CICS functions necessary to create or update a new
CICS transaction in a CICS environment
c. Providing assistance on coding CICS commands
d. Providing assistance on creating screen maps
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Services for Database Administration (DBA)

Database administration provides the services required to store, access and
update production data that is managed in a database management system
(DBMS). Examples of DBMS’s include DB2, IMS/DB, Oracle and Informix.
These services are divided into two categories. System DBAs are generally
responsible for maintaining the DBMS computing environment and this
service is entirely in ACME’s scope. Application DBAs are generally
responsible for the database facets of specific applications. Application DBA
service will be offered as an agency requested service.
MF - System Database Administration Services
System DBA services include

a. Installing, maintaining (e.g. patches and upgrades) and monitoring the
health and performance of DBMSs
b. Defining the physical database design (log files, rollback segments,
table spaces)
c. Setting data storage parameters for storage associated with the
physical elements of the database
d. Implementing and executing database and system backup and
recovery in shared environments on schedules provided by either the
agency or Application DBA
e. Setting up and implementing database reorganizations on schedules
provided by either the agency or Application DBA
f. Recommending naming conventions for database objects
g. Assistance in troubleshooting performance problems
h. Testing and implementation of patches and upgrades of DBMS’ in
consultation with application DBA
i. Constructively collaborate with Application database administrators
MF - Application Database Administration Services
Application DBA services will be provided on an “opt-in” basis to ACME IT

agencies. These services include working with application development staff
to:
a. Create definitions of logical data structures, tables, views, indexes,
program specification blocks and define their relationships
b. Create the data definition statements needed to create logical
structures
c. Estimating storage requirements (in consultation with physical DBA)
d. Define how to implement the required security within the DBMS
e. Define backup and reorganization schedules and communicate these
schedules to the System DBA
f. Execute database back-ups and restores (a.k.a. import/export) using
database tools within the space allocated by the System DBA
g. Implementing and executing database and system backup and
recovery in dedicated environments (opt-out)
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h. Implementing security rules and access authority

i. Assist in DBMS specific command selection (e.g. SQL, DL/I) to
optimize performance
j. Assist in creating stored procedures
k. Perform data loads
l. Create data models using agency provided tools
m. Update and maintain a data dictionary supplied by the agency
n. Develop data definition statements
o. Creating physical structures (table spaces, databases, database
descriptors). This will be done within the space allocated to the
agency.
Additional Information
Application database administration services will be provided on an optional
basis. ACME IT personnel who provide this service will function as part of
a development team and will be expected to provide work products as
required by the development project and to complete their work as required
by the project schedule.
Server - System Database Administration Services
System DBA services include

a. Installing, maintaining (e.g. patches and upgrades) and monitoring the
health and performance of DBMSs
b. Defining the physical database design (log files, rollback segments,
table spaces)
c. Setting data storage parameters for storage associated with the
physical elements of the database
d. Implementing and executing database and system backup and
recovery in shared environments on schedules provided by either the
agency or Application DBA
e. Setting up and implementing database reorganizations on schedules
provided by either the agency or Application DBA
f. Recommending naming conventions for database objects
g. Assistance in troubleshooting performance problems
h. Testing and implementation of patches and upgrades of DBMS’ in
consultation with application DBA
i. Constructively collaborate with Application database administrators
Server - Application Database Administration Services
Application DBA services will be provided on an “opt-in” basis to ACME IT

agencies. These services include working with application development staff
to:
a. Create definitions of logical data structures, tables, views, indexes,
program specification blocks and define their relationships
b. Create the data definition statements needed to create logical
structures
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c. Estimating storage requirements (in consultation with physical DBA)

d. Define how to implement the required security within the DBMS
e. Define backup and reorganization schedules and communicate these
schedules to the System DBA
f. Execute database back-ups and restores (a.k.a. import/export) using
database tools within the space allocated by the System DBA
g. Implementing and executing database and system backup and
recovery in dedicated environments (opt-out)
h. Implementing security rules and access authority
i. Assist in DBMS specific command selection (e.g. SQL, DL/I) to
optimize performance
j. Assist in creating stored procedures
k. Perform data loads
l. Create data models using agency provided tools
m. Update and maintain a data dictionary supplied by the agency
n. Develop data definition statements
o. Creating physical structures (table spaces, databases, database
descriptors). This will be done within the space allocated to the
agency.
Application database administration services will be provided on an
optional basis. ACME IT personnel who provide this service will function
as part of a development team and will be expected to provide work
products as required by the development project and to complete their
work as required by the project schedule.
Services for Disaster Recovery
The scope of the ACME IT Disaster Recovery Services focuses on the pricing,
testing and recovery and continued operation of system components
designated in the Agencies’ Disaster Recovery Plan.
The ACME IT Disaster Recovery Services do not address agency business
resumption or continuity of operations.
The ACME IT will offer adequate computational, data storage, and data
communications services for the designated critical applications in the
agencies DR plans. Disaster recovery services will be provided on an “opt-in”
basis to ACME IT agencies.
Customers are responsible for disaster recovery preparedness for their

applications in the event of a disaster.
Disaster Recovery Services
In the event of a disaster, ACME IT will:
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a. Assess the damage to the Data Center to determine if a disaster should be

declared at the ACME IT;
b. Make the decision to formally declare a disaster at the ACME IT;
c. Notify the alternate facilities, designated key agency contacts, and the
critical application sponsors of the disaster declaration;
d. Work with the alternate site staff to restore the designated operating
systems and applications at the alternate site and establish the
communications link to the site in preparation for operating at the site for
the duration of the emergency, and
e. Conduct preparations to resume operations at the Data Center.
The ACME IT will provide a designated Disaster Recovery Technical Support

Coordinator.
The coordinators are responsible for:
a. price the computing and network services components of the agencies

disaster recovery plan;
b. prepare, execute, and manage the alternate site contracts for the
designated computing services;
c. assist the agencies in preparing for the disaster recovery test events;
d. serve as liaisons for the agencies during the disaster recovery tests (by
assisting agencies in resolving errors in jobs, reporting communications
problems to the agencies disaster recovery teams, and answering disaster
recovery testing questions in general);
e. assist the agencies in preparing their critical applications to run
successfully at another location in the event of a disaster;
f. confirm with the contracted vendor that their computing and data
communications configurations will meet the agencies needs, and that
they will be ready for the test;.
g. formulate a test schedule, set the objectives for the test and establish
action items for the ACME IT and agency team in preparation for the test.
h. disseminate information to the agency regarding the test.
i. send the backup tapes and tape lists to the vendor site.
j. assist the agency application owners/participants in successfully running
their applications at the alternate site. The assistance includes help with
test preparations, on-call support during the duration of the test, resolving
reported problems, and serving as the liaison between the agency team
and the ACME IT Team, and
k. recording all problem reports, general test notes and reports report
describing results achieved for each completed test.
Disaster Recovery Agency Responsibility
The agencies will assign a Disaster Recovery Coordinator to oversee the

agencies Disaster Recovery Program. The Disaster Recovery Coordinator is
responsible for:
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a. periodically surveying agency program managers from the customer

community to determine which applications require disaster recovery
services and/or resources;
b. determine how often, organize, and request regularly-scheduled periodic
tests of the disaster recovery procedures;
c. maintain and update the Agencies Disaster Recovery Plan based on
changes in customer requirements, critical application, data requirements
and in response to events such as office moves, telephone number
changes, and change in personnel and duty changes, and
d. orchestrate from the agency chosen location the execution of their
Disaster Recovery Plan when a disaster has been declared.
Service Desk
The service desk is the ACME IT’s 24 X 7 point of contact for authorized staff
within the ACME IT agencies that require technical support. This service
includes performing the following tasks:
a. Provide a central point of contact for ACME IT agency help desks and
authorized agency personnel
b. Receive requests and trouble reports, log them, assign priority based on
agreed upon definitions and route the request to the appropriate ACME IT
resource
c. Provide status of pending requests to agency help desk
d. Notify agency contact when request is completed
e. Document the completion of the request
f. Develop the experience and processes that are required in order to solve
as many problems as possible on the first contact
Security Services
The ACME IT will provide centralized technical security support. Security

services will be performed in response to agency requirements and performed
on those components that are part of the ACME IT infrastructure. Some
services are new to the infrastructure and will be implemented after the initial
migration and stabilization period. These services include:
a. Secured Virtual Private Network (VPN)

b. Firewall management
c. Anti-virus services for ACME IT managed resources
d. Incident response for ACME IT managed resources, including, security
notifications / alerts to ACME IT agencies as appropriate and applicable to
agency uses or applications
e. Network intrusion detection services and monitoring
f. Host intrusion prevention services and monitoring
g. Privacy and compliance assurance services including assisting agencies
with audits
h. Physical security of ACME IT assets
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i. Network firewall services

j. Secure wireless networking
In addition, the following secured services will be provided on an “opt in” basis
by the ACME agencies:
a. Encrypted traffic between the ACME IT and agency/field offices
b. Encrypted storage for agency data
c. Encrypted transmittal of agency data
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Consulting Services
The ACME IT will be staffed with personnel who have deep skills in the
technical disciplines required to successfully manage IT infrastructure. In
order to maximize the value of those technical skills to the state, agencies can
consult with ACME IT personnel for technical expertise for any of the offerings
in this catalog. Consulting services provided by ACME IT include but are not
limited to the following:
a. Assisting agency representatives with application analysis and design in
order to meet requirements
b. Assisting with systems integration
c. Prototyping application configurations
d. Technical debugging and performance assistance for applications
e. Assisting with the installation of software for which agencies are primarily
responsible
f. Arranging for “Transfer of Information” sessions, learning sessions, and
overall technology refresh meetings to confirm that appropriate equipment
and support techniques to maintain inventory equipment are applied
g. Providing general technical advice in order to optimize the cost
effectiveness of those elements of the IT infrastructure managed by the
ACME IT
h. Researching and completing "proofs of concept" for technologies that
provide potential benefits to agencies
Consulting services will be provided on an optional basis. ACME IT personnel
who provide this service will function as part of a development team and will
be expected to provide work products as required by the development project
and to complete their work as required by the project schedule.
Project Management Services
The ACME IT will have project management capability. This is required both
to manage projects that are primarily internal to the ACME IT as well as to
interface with agencies in managing the execution of the ACME IT component
of agency projects. The service offered to agencies will include, but is not
limited to:
a. Managing the assignment of ACME IT personnel to the project and the
ongoing ACME IT staffing requirement for the project
b. Development of project plans that guide the execution of ACME IT
personnel in approved projects
c. Tracking schedule, cost and ACME IT personnel utilization to the agreed
upon project plan
d. Working with agency personnel to integrate the project plan for the ACME
IT component of a project into the master project plan
e. Managing issues relating to the ACME IT component of the project. This
includes issue identification, logging into an agreed upon issue tracking
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system, tracking progress, adherence to agreed upon escalation

processes and documentation of the resolution
f. Managing risks relating to the ACME IT component of the project. This
includes risk identification, logging into an agreed upon tracking system,
documenting mitigation steps, tracking of risk triggers, and adherence to
agreed upon escalation processes
g. Providing status reports of the ACME IT components of projects in an
agreed upon format and frequency
h. Attendance and participation in project management meetings
Project management services will be provided on an optional basis. ACME IT
personnel who provide this service will function as part of a development team
and will be expected to provide work products as required by the development
project and to complete their work as required by the project schedule.
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Service Metrics
Operations
Hours of Time to Time to
Service Support
& On Call Availability
Respond Restore
Potential Bill Unit
Support
LAN 7am-6pm M-F 24 X 7 >99.9 % < 30 min < 2 hrs # of Connections
WAN 7am-6pm M-F 24 X 7 >99.9 % < 30 min < 2 hrs Bandwidth
Dial Up 7am-6pm M-F 24 X 7 >99.9 % < 4 hrs < 8 hrs Per Account
Internet Access 7am-6pm M-F 24 x 7 >99.9 % < 1 hr < 2 hrs Bandwidth

Video Services
7am-6pm M-F 24 X 7 >99.9 % < 1 hr < 4 hrs Bandwidth
(optional)
MF – Online 7am-6pm M-F 24 X 7 >99.9 % < 15 min <30 min CRU
MF – Batch 7am-6pm M-F 24 x 7 >99.9 % <15 min < 2 hrs CRU
MF- System DBA 7am-6pm M-F 24 X 7 N/A < 2 hrs N/A Time
Application
7am-6pm M-F 24 X 7 >99.9 % < 30 min CRU
Servers < 2 hrs
Email and
Directory 7am-6pm M-F 24 X 7 >99.9 % < 30 min < 2 hrs CRU
Services(optional)
Email and
7am-6pm M-F 24 X 7 >99.9 % < 30 min CRU
Directory Servers < 2 hrs
Utility Servers 7am-6pm M-F 24 X 7 >99.9 % < 30 min < 2 hrs CRU
Database Servers 7am-6pm M-F 24 X 7 >99.9 % < 30 min < 2 hrs CRU
Server – System < 2 hrs N/A
7am-6pm M-F 24 X 7 N/A Time
DBA
Security Services 7am-6pm M-F 24 X 7 >99.9 % < 30 min < 2 hrs CRU
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Glossary of Terms
Term Definition
Component of a business process. Assets can

Asset include people, accommodation, computer systems,
networks, paper records, fax machines, etc.
Ability of a component or service to perform its

required function at a stated instant or over a stated
period of time. It is usually expressed as the
availability ratio, i.e. the proportion of time that the
service is actually available for use by the Customers
within the agreed service hours. In the Service
Catalog the availability percentages are derived
using the following formula:
Availability
[(AST – DT) / AST] X 100 = Service or Component
Availability (%)
AST = Agreed Service Time

DT = Actual downtime or time that service did not
meet SLA requirements (e.g. system response
times) during agreed service time
The process to monitor IT components to ensure

that IT consistently and cost-effectively delivers the
Availability level of availability and performance levels (e.g.
Management system response time) required by the customer.
Availability Management will fall under the Service
Level Management team within the ACME IT.
A snapshot or a position which is recorded. Although

the position may be updated later, the baseline
Baseline remains unchanged and available as a reference of
the original state and as a comparison against the
current position.
A group of business activities undertaken by an

organization in pursuit of a common goal. A business
Business Process
process usually depends upon several business
functions for support, e.g. IT, personnel, and
accommodation. A business process rarely operates
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in isolation, i.e. other business processes will depend

on it and it will depend on other processes.
The process of planning, sizing, and controlling IT

capacity to satisfy user demand at a reasonable cost
within the performance levels agreed to in the
Capacity
service level agreement (SLA) or internal to IT as a
Management
operating level agreement (OLA). Definition of this
process to be assigned to either the Logistics team
or ACME IT Management Team.
The addition, modification or removal of approved,

supported, or baselined hardware, network,
Change(s)
software, application, environment, system, desktop
build or associated documentation.
The process that ensures that standardized

methods and procedures are used for efficient and
Change Management prompt handling of all changes, in order to minimize
the impact of Change-related Incidents upon service
quality.
The process of establishing charges in respect of

Charging /
business units, and raising the relevant invoices for
Chargeback
recovery from customers.
Configuration of a product or system established at a

Configuration specific point in time, which captures both the
Baseline (see also structure and details of the product or system, and
Baseline) enables that product or system to be rebuilt at a later
date.
Component of an infrastructure - or an item, such as

a Request for Change, associated with an
Configuration Item(s) infrastructure - which is (or is to be) under the control
(CIs) of Configuration Management. CIs may vary widely
in complexity, size and type - from an entire system
(including all hardware, software and documentation)
to a single module or a minor hardware component.
Configuration
The process that covers the identifying, controlling,
Management
maintaining, and verifying of configuration items
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(CIs), including their versions, constituent

components and relationships.
The goal of Configuration Management is to ensure

that only authorized components, known as
configuration items, are used in the IT
environment. These configuration items should be
monitored and tracked through out their component
lifecycle.
Owner of the service; usually the Customer has

responsibility for the cost of the service, either
Customer directly through charging or indirectly in terms of
demonstrable business need. It is the Customer who
will define the service requirements.
This function will be performed by a combination of

Customer Service Level Management and the Service Desk
Relationship for ACME IT customer facing activities. The will
Management provide for mechanisms on SLA negotiations as well
as incidents and change requests.
A partial release that includes only those CIs within

Delta Release the release unit that has actually changed or are new
since the last full or delta release.
The process which is responsible for the sound

stewardship of the monetary resources of the
organization. It supports the organization in planning
Financial and executing its business objectives and requires
Management consistent application throughout the organization to
achieve maximum efficiency and minimum conflict.
This process will be defined and determined by the
Accounting Workgroup.
Full Release All components of the release unit that are built,
tested, distributed, and implemented together.
The number of hours per day and the number and

Hours of Support which days of the week that support will be provided
- regular business hours. In some cases hours of
support is dependent on agency field support hours
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which may be more limited then the ACME IT hours

of support. Off hours are supported by operations.
Off hours are supported as “On Call Support”
Any event which is not part of the standard

operation of a service and which causes, or may
Incident(s)
cause, an interruption to, or a reduction in, the
quality of that service.
The process of restoring normal service operation

as quickly as possible and minimizing the adverse
Incident
impact on business operations. This will ensure the
Management
best possible levels of service quality and availability
are maintained.
The process ensuring that any IT service can

IT Service Continuity provide value to the customer in the event that
normal availability solutions fail.
Metric Measurable element of a service process or function.
The activity of watching a particular function in order

Monitor / Monitoring
to ascertain its status.
Normal Service Service operation parameters within agreed Service

Operation Level Agreements (SLA) limits.
The number of hours per day and the number of

days per week support will to be provided via an On-
Call communication mechanism (cell, pager, text
messaging, phone, signal flare, mega-phone, other)
On Call Support
based on the agreed SLA. This is separate from On-
Site support where the resource is physically located
on the ACME IT premises to provide support.
An internal agreement covering the delivery of

Operational Level
services which support the IT organization in their
Agreements (OLA)
delivery of services.
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Depending on business requirement, some systems

Operations Hours of will require support outside the ACME IT normal
Support business hours. These requirements for additional
support will be part of the service level agreement.
Unknown underlying cause of one or more

Problem(s)
Incidents.
The process of proactively and reactively identifying

trends, seeking the root cause of incidents, initiating
actions to implement a work-around or resolution,
and preventing similar incidents in the future. The
reactive aspect is concerned with solving problems
in response to one or more incidents. Proactive
Problem Management is concerned with identifying
Problem and solving problems and known errors before
Management incidents occur in the first place.
Problem Management differs from Incident

Management in that it seeks to investigate the root
cause of an incident and find the solution. On the
other hand Incident Management seeks to find the
quickest way of restoring service, potentially through
a workaround rather than a solution.
A connected series of actions, changes etc.

Process
performed by agents with intent of satisfying a goal.
A collection of new and/or changed Configuration

Release Items (CIs) which are tested and introduced into the
live environment together.
The process of coordinating and managing releases

to a live environment. The process includes
planning, analyzing, designing, building, testing, and
deploying a bundled release of hardware and
Release Management software to multiple customers and locations.
Includes release package assembly, centralized and
distributed software storage and version control,
migration control, release preparation and
acceptance, software and data distribution, and
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hardware and software installation.
A group of releases (can include both full and delta

Release Package releases) packaged together and implemented
concurrently.
The process to ensure that requests submitted to

Request the ACME IT are handled appropriately. This
Management function will be handled by the Service Desk and the
Change Management process.
The deliverables of the IT organization as perceived

Service(s) by the Customers. Contains one or more IT systems
working together to enable a business process.
Ability of a component or service to perform its

period of time. It is usually expressed as the
Service Availability
availability ratio, i.e. the proportion of time that the
(see also Availability)
service is actually available for use by the Customers
at the agreed upon performance level (e.g. system
response time) within the agreed service hours.
The point of contact within the IT organization for

Service Desk
consumers of IT services.
Written agreement between a service provider (e.g.

the ACME IT) and the Customer(s) (e.g. an Agency),
Service Level that document s agreed Service Levels for one or
Agreement (SLA) more
Services.
The process of maintaining and improving IT

Service quality through a constant cycle of defining,
Service Level agreeing, documenting, monitoring, and reporting the
Management (SLM) levels of customer IT service, that are required and
cost justified. This process will be defined and
administered by the Service Level Management
team within the ACME IT.
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Target timeframe set for a service to perform its

Service Response
period of time. It is usually expressed as seconds or
Time
sub seconds but can be whatever time or unit
measurement that is appropriate for a given platform.
Support Hours (see The number of hours per day and the number and
Hours of Support) which days of the week that support will be provided
for a given Service Level.
An integrated composite that consists of one or more

of the processes, hardware, software, facilities and
System
people, that provides a capability to satisfy a stated
need or objective.
Target timeframe set for a system (OS, platform,

printer, etc) component to perform its required
System Response function at a stated instant or over a stated period of
Time time. It is usually expressed as seconds or sub
seconds but can be whatever time or unit
measurement that is appropriate for a given platform.
The amount of time available for a response to an

incident from the appropriate ACME IT support
Time to Respond
personnel. This is the time for triage on the Incident
to begin at a minimum.
The amount of time that is taken to return a given

service to normal levels of performance from the
onset of an Incident to the point where adequate
checks have taken place to ensure that the service
Time to Restore has been restored.
In some cases time to restore is dependent on
agency field support availability, hardware
replacement contracts, and physical constraints that
are beyond the control of the ACME IT.
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3.7 Price List
IT Services
Price List
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:


required
Page 115
Price List Considerations for Service Level

Management
The document is not to be considered an extensive statement as its topics
have to be generic enough to suit any reader for any organization.
However, the reader will certainly be reminded of the key topics that have to
be considered.
This document serves as a GUIDE FOR DETERMINING THE PRICE OF IT
SERVICE DELIVERY TO CUSTOMERS. This document provides a basis for
completion within your own organization.
This document was;
Prepared by:
On: <<date>>
And accepted by:

On: <<date>>
Page 116
There are three considerations to review when looking to establish the prices
for IT Services that are delivered. It is the combination of these areas that will
help the Service Level Manager (along with the process owner for Financial
Management for IT Services) set and negotiate pricing for IT Service delivery.
These considerations are:
1) The degree of IT costs that are expected to be recovered.
Such a decision will generally come from a business policy regarding

cost recovery for other shared services. For example if Human
Resources aim to recover all costs from the departments or user
groups it supports, it is likely that this will also apply to IT.
2) The degree that IT wants to change consumption patterns of Customers

and Users
There is no surer thing. Once services start to cost, then behaviours

will change and demand will decrease. Of course, the major challenge
of looking to use pricing to influence (drive down) consumption is the
major resistance that can be expected.
3) Budget influence
Careful and well articulated pricing for IT Services allows better

predictions regarding the expected budget required for a future time
period. This positive influence helps to reduce the number of
unexpected surprises that can often happen, when budget funds
cannot support requirements.
Use the following table with examples to help determine which IT Services will
be charged for in your organization and the basis upon which you will levy that
charge.
Chargeable Item Ancillary Services Cost basis

(examples)
Network connection Simple cost per
Sales transaction
Personal Computer transaction, or;
File server
processing Cost per speed
of processing,
or;
Cost per size of

transaction
Network connection Per unit, or;
E-mail sent
to mail server
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Personal Computer Stored limit, or;

Internet connection
Mail items in the
“in-box”
An important point to consider regarding the pricing of services is the case

when a customer claims that they can buy the service cheaper from an
external provider. While this may be the case, the overall impact on the
organization may be negative – so it may be necessary to impose restrictions
regarding purchase of external services when suitable internal services are
available.
Once the pricing differential is identified a controlled process of (a) reducing

costs or (b) outsourcing to an external provider can be carried out.
The final point to consider regarding the price of IT Services is whether actual
funds transfer will take place or if charges are just imaginary (or “nominal”).
Nominal charging allows customers to see the costs of the IT Services they
consume, but they are not expected to transfer funds from their cost centers
to the IT department. This method can have a low impact; in that without
transferring funds, the affect on behavior may be negligible.
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3.8 Example Service Catalog
Some organizations only maintain either a Business Service Catalog or a

Technical Service Catalog. The preferred situation adopted by the more
mature organizations maintains both aspects within a single Service Catalog,
which is part of a totally integrated Service Management activity and Service
Portfolio.
The Business Service Catalog facilitates the development of a much more

proactive or even preemptive SLM process, allowing it to develop more into
the field of Business Service Management. The Technical Service Catalog is
extremely beneficial when constructing the relationship between services,
SLAs, OLAs and other underpinning agreements and components, as it will
identify the technology required to support a service and the support group(s)
that support the components. The combination of a Business Service Catalog
and a Technical Service Catalog is invaluable for quickly assessing the impact
of incidents and changes on the business. An example of relationships
between the Business and Technical portions of a Service Catalog is shown
on the following page.
Logistics
Freight Logistics Supply Logistics Procurement Finance/
Transportation Logistics Budgeting
Chain Scheduling
Transactions Finance/Tax
SAP ERP
Finance G/L
Finance A/R
Client Services Finance A/P
SAP CRM
Client OS Sales/Revenue
Sales/Customer Info
Client H/W Sales/Invoicing
Sales/Commission
Browser Sales/Billing
Sales/Pricing
Office Systems Ops/Prod. Control
Sales/Quote
Procurement/Purchasing
Sales/Pipeline
Logistics/Inventory
Security Services
Authorisation Information Services
Authentication Reporting
Notification
Portal
Doc Management
Distributed
Services
Directory Integration
FTP Services
Workflow Message
XML File
Web Messaging XML
Terminal Services Host
FDI
Data Services
Database SAP
Server Database BW
OS Services Database Logistics
Windows Servers Extraction
Unix Servers Transform
Mainframe Servers Load
Archive/Retrieval
OLAP
Network Services
WAN
Server Hardware LAN
Services Voice
Dell HP Sun IBM Converged
Page 119
3.9 Service Options
IT Services
Service Options
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:


required
Page 120
Document Control
Author
Prepared by <name and / or department>
Document Source
This document is located on the LAN under the path:
I:/IT Services/Service Delivery/Service Level Management/Service
Options
Document Approval
This document has been approved for use by the following:
♦ <first name, last name>, IT Services Manager
♦ <first name, last name>, IT Service Delivery Manager
♦ <first name, last name>, National IT Help Desk Manager
Amendment History
Issue Date Amendments Completed By
Distribution List
When this procedure is updated the following copyholders must be
advised through email that an updated copy is available on the
intranet site:
<Company Name> Business Stakeholders

Unit
IT
Page 121
Introduction
Purpose
The purpose of this document is to provide the IT Organization with a
breakdown of options for the Services listed in the Service Catalog
Scope
This document describes the following:
Service Options
<<any additional items that you want>>
Audience
This document is relevant to all staff in <company name>
Ownership
IT Services has ownership of this document.
Related Documentation
Include in this section any related Service Level Management
reference numbers and other associated documentation:
SLM Implementation Plan / Project Plan

SLM Policies, Guidelines and Scope Document
SLM Process Template
Service Catalog
Page 122
Executive Overview
Note:
The intent of this document is to provide a simple break down of options

available for IT Services.
This document is to be used in conjunction with SLM2200 Service Catalog.
Service Level Management Overview

Summarize the organization definition for crucial Service Level Management
components here.
The definition of an SLA is:
<< insert your company’s definition here >>
The definition of an OLA is:
The definition of a UC is:
The definition of a service is:
Page 123
Service Options
The following table breaks down each service and the available options. This
is a template and is used to illustrate for the user of this document the
available options and structure to use when creating service options.
The below table should be created for each individual service offered in the
Service Catalog
IT Business
Service: Process:
IT Owner: Business
Owner:
Service Business
Criticality Process
: Criticality:
Service Service Options

Compone Platinum Gold Silver Bronze Default
nts
Availabilit
y
Capacity
Response
SLA
Recovery
SLA
Service
Hours
Recovery
Options
Security
Pricing
Page 124
Appendices
Include any applicable appendixes that are needed.
Terminology
Make sure that all terminology is captured and documented correctly.
Page 125
3.10 Roles and Responsibilities
Roles and Responsibilities of Service Catalog Manager (SCM)
The Service Catalog Manager has responsibility for producing and

maintaining the Service Catalog. This includes responsibilities such as:
• Ensuring that all operational services and all services being prepared
for operational running are recorded within the Service Catalog
• Ensuring that all the information within the Service Catalog is accurate
and up-to-date
• Ensuring that all the information within the Service Catalog is
consistent with the information within the Service Portfolio
• Ensuring that the information within the Service Catalog is adequately
protected and backed up.
Roles and Responsibilities for Service Level Manager (SLM)
The Service Manager has responsibility for ensuring that the aims of Service
Level Management are met. This includes responsibilities such as:
• Keeping aware of changing business needs

• Ensuring that the current and future service requirements of customers
are identified, understood and documented in SLA and SLR
documents.
• Negotiating and agreeing levels of service to be delivered with the
customer (either internal or external); formally documenting these
levels of service in SLA’s
• Negotiating and agreeing OLA’s and, in some cases, other SLA’s and
agreements that underpin the SLA’s with the customers of the service
• Assisting with the production and maintenance of an accurate Service
Portfolio, Service Catalog, Application Portfolio and the corresponding
maintenance procedures
• Ensuring that targets agreed within underpinning contracts are aligned
with SLA and SLR targets
• Ensuring that service reports are produced for each customer service
and that breaches of SLA targets are highlighted, investigated and
actions taken to prevent recurrence
• Ensuring that service performance reviews are schedules, carried out
with customers regularly and are documented with agreed actions
progressed
• Ensuring that improvement initiatives identified in service reviews are
acted on and progress reports are provided to customers.
• Reviewing service scope, SLA’s, OLA’s and other agreements on a
regular basis, ideally at least annually
Page 126
• Ensuring that all changes are assessed for their impact on service
levels, including SLA’s, OLA’s and underpinning contracts, including
attendance at Change Advisory Board meetings – if appropriate
• Identifying all key stakeholders and customers
• Developing relationships and communication with stakeholders,
customers and key users
• Defining and agreeing complaints and their recording, management,
escalation, where necessary, and resolution
• Definition recording and communication of all complaints
• Measuring, recording, analyzing and improving, customer satisfaction.
Page 127
3.11 Service Design: The Big Picture
In order to develop effective and efficient service solutions that meet the
requirements of the business and the needs of IT, it is essential that all the
inputs and needs of all other areas and processes are reconsidered within
each of the Service Design activities, as illustrated in Figure 2. This will
ensure that all service solutions are consistent and compatible with existing
solutions and will meet the expectations of the customers, and users. This will
most effectively be achieved by consolidating these facets of the key
processes into all of these Service Design activities, so that all inputs are
automatically referenced every time a new or changed service solution is
produced.
Figure 2
New Operational
requirements new services
Service Strategies and Service Service Service

Strategy constraints Design Package Transition Operation
Service
Analyze Design
Design service Evaluate alternative Procure the Develop the
requirements,
solution solutions preferred solution solution
document and agree
Architectures
Service Measurement
Portfolio methods
Key Service
Design processes
Availability: ITSCM:
Service SLM: Capacity: policy, plans, policy, Plans, BIA,
Security:
Supplier:
design criteria, risk policy, plans, risk
Catalog policy, plans, SIP, policy, plans, BCPs, IT SCPs,
analysis, reports,
policy, plans,
SLRs, SLAs, CMIS, reports, analysis, AMIS, risk analysis, reports, SCD,
OLAs, reports sizing, forecasts reports, schedules reports and classification, contracts
schedules controls
Service Service Level Capacity Availability IT Service Information Supplier

Catalog M. Management Management Management .Continuity M Security Management
Process inputs from other areas including: Event , Incident, Problem, Request Fulfillment, Access, Change, Configuration,
Knowledge, Release and Deployment (planning, risk evaluation, build and test, acceptance), Financial, Service Portfolio,
Demand Management
Page 128
Page 129
Page 130
3.12 Key Links, Inputs and Outputs of Service Design
Figure 1 gives a good overview of the links, inputs and outputs involved at
each stage of the Service Lifecycle. It illustrates the key outputs produced by
each stage, which are used as inputs by the subsequent stages. The Service
Portfolio acts as ‘the spine’ of the Service Lifecycle. It is the single integrated
source of information on the status of each service, together with other
service details and the interfaces and dependencies between services. The
information within the Service Portfolio is used by the activities within each
stage of the Service Lifecycle.
Figure 1
Requirements The business/customers
Service
Strategy Resource & Objectives from
S constraints Requirements
Strategies Policies
e
r
Service
v Design SDPs
i Standards
Solution Architectures
c Designs
e
Service
Transition
C Transition
Tested SKMS
solutions
a Plans
t
a Service Operational
l Operation services
o
g
u Continual
Service
e Improvement Improvement
actions & plans
Page 131
Page 132
Page 133
3.13 Business Justification
IT Services
Business Justification
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:


required
Page 134
Business Justification Document for Service Level

Management
be considered.
This document serves as a reference for HOW TO APPROACH THE

TASK OF SEEKING FUNDS for the implementation of the Service Level
Management process.
This document provides a basis for completion within your own

organization.
This document was;
Prepared by:
On: <<date>>
And accepted by:

On: <<date>>
Page 135
Service Level Management Business Justification
A strong enough business case will ensure progress and funds are made
available for any IT initiative.
This may sound like a bold statement but it is true. As IT professionals we

have (for too long) assumed that we miss out on funds while other functional
areas (e.g. Human resources and other shared services) seem to get all that
they want.
However, the problem is not with them, it’s with US. We are typically poor
salespeople when it comes to putting our case forward.
We try to impress with technical descriptions, rather than talking in a language

that a business person understands.
For example:
We say We should say

We have to increase IT security controls, Two weeks ago our biggest competitor
with the implementation of a new firewall. lost information that is now rumoured to
be available on the internet.
The network bandwidth is our biggest The e-mail you send to the other national
bottleneck and we have to go to a managers will take 4 to 6 hours to be
switched local environment. delivered. It used to be 2 to 3 minutes,
but we are now using our computers for
many more tasks.
Changes to the environment are We are making the changes on Sunday

scheduled for a period of time when we afternoon. There will be less people
expect there to be minimal business working then.
impact.
Doesn’t that sound familiar?
To help reinforce this point even further, consider the situation of buying a
new fridge. What if the technically savvy sales person wants to explain “the
intricacies of the tubing structure used to super cool the high pressure gases,
which flow in an anti-clockwise direction in the Southern hemisphere”.
Wouldn’t you say “too much information, who cares – does it make things
cold?”
Well IT managers need to stop trying to tell business managers about the
tubing structure and just tell them what they are interested in.
Page 136
So let’s know look at some benefits of Service Level Management.

Remember that the comments here are generic, as they have to apply to any
organization.
Notes/Comments/Relevance
The most important aspect of Service Level
Management is the monitoring and delivery of
services that lead to increasing satisfaction
levels of customers.
(Note in ITIL terms the Customer is the person

who “pays” for the IT Service)
With Service Level Management we focus on

meeting the Service Level Requirements
specified to us by customers.
The SLR gives us a blueprint to check our own

Service Delivery against. IT Services delivered
that have no corresponding SLR may in fact be
surplus to business requirements.
Service Level Management forces us into the

creation of targets and metrics against which we
can measure performance.
If it can’t be measured it can’t be managed.
Through the process of Service Level

Management we can develop a common
language of understanding between IT and
Customers.
The process of establishing and monitoring

performance levels means that when IT and
business people discuss IT related issues they
are in fact talking about the same thing (and not
– as often happens – talking at odds with each
other. For example if a meeting is held to
discuss the Service Level Agreement for the
provision of E-mail services then there is
common ground for discussion.
Page 137
Service Level Management also ensures that we

have clearly defined roles and responsibilities.
This is a clear benefit in that we can easily

identify those involved with negotiations,
escalations, monitoring and reporting. Even if
one person performs many different roles within
the process we can clearly articulate what these
are.
(importantly, the process also allows us to

document customer responsibilities as well as
IT)
The monitoring aspect of SLM is the perfect way

to discover weak or potentially weak areas of
Service Delivery.
Ideally, identified in advance so that remedial

action can be taken (e.g. Service Improvement
Plan – SIP)
SLM underpins supplier management (and vice

versa) - in cases where services are outsourced
the SLAs are a key part of managing the
relationship with the third-party - in other cases
service monitoring allows the performance of
suppliers (internal and external) to be evaluated
and managed
When we create Service Level Agreements –

the most widely known single activity of Service
Level Management - we generally include a
section on Pricing.
The SLA then becomes the basis of charging for

IT Services
(Note that IT Service Managers must be able to

clearly articulate the difference between cost
and value – cost is discussed in absolute
monetary terms; value is a discussion regarding
potential business impact).
An important, but often overlooked part of this
Page 138
process is the identification of weaknesses in

the use of IT Services from the organization
end-user population.
Monitoring the nature of calls for support and

general communication can help us to identify
such weaknesses and therefore suggest
education programs that will address the lack of
knowledge and skill.
Having a continuous improvement philosophy regarding IT Service delivery ensures

that the IT Department is (a) looking to reduce service disruptions and (b) decrease
the overall cost of service delivery (without compromising the quality).
Page 139
3.14 Communication Plan
IT Services
Communication Plan
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:
Page 140
Communication Plan for Service Level Management

be considered.
This document serves as a GUIDE FOR COMMUNICATIONS REQUIRED

for the Service Level Management process. This document provides a
basis for completion within your own organization.
This document contains suggestions regarding information to share

with others. The document is deliberately concise and broken into
communication modules. This will allow the reader to pick and choose
information for e-mails, flyers, etc. from one or more modules if and
when appropriate.
This document was;
Prepared by:
On: <<date>>
And accepted by:

On: <<date>>
Page 141
Initial Communication
Sell the Benefits.
First steps in communication require the need to answer the question that
most people (quite rightly) ask when the IT department suggests a new
system, a new way of working. WHY?
It is here that we need to promote and sell the benefits. However, be

cautious of using generic words. Cite specific examples from your own
organization that the reader will be able to relate to.
Generic Benefit statements Specific Organizational example
CM provides accurate This is important because…

information on our IT
components.
Allows us to more carefully In recent times our control on IT
control the valuable IT has…
infrastructure.
Helps us to more effectively Apart from the obvious benefits,
manage our expenditure on IT. the IT department in recent times
has…
Assists with protecting against A recent example of … saw the
illegal or unauthorized software. individual and the company face
severe penalties.
The above Communication module (or elements of) was/were distributed;
To:
On: <<date>>
By:
On: <<date>>
Page 142
Service Level Management Goals

The Goals of Service Level Management
The Goals of Service Level Management can be promoted in the

following manner.
Official Goal Statement: Through a process of continual

negotiation, discussion, monitoring and reporting the
Service Level Management process aims to ensure the
delivery of IT Services that meet the requirements and
expectations of our customers and end-users.
• Seek agreement on expected delivery of IT service by gaining an

understanding of the Service Level Requirements from nominated
personnel
(Special Tip: Beware of using only Managers to gain information from, as the
resistance factor will be high)
• Oversee the monitoring of service delivery to ensure that the

negotiations regarding the service requirements are not ignored and
treated as a once off exercise.
• Provide relevant reports to nominated personnel.
(Special Tip: Beware of reporting only to Managers. If you speak to a lot of

people regarding Service Delivery then you need to establish ways to report
to these people the outcomes and progress of the discussions).
Always bear in mind the “so what” factor when discussing areas like goals
and objectives. If you cannot honestly and sensibly answer the question “so
what” – then you are not selling the message in a way that is personal to the
listener and gets their “buy-in”.
The above Service Level Management Goals module was distributed;
To:
On: <<date>>
By:
On: <<date>>
Page 143
Service Level Management Activities

Intrusive & Hidden Activities
The list of actions in this module may have a direct impact on end users.
They will be curious as to why staff have a sudden interest in trying to
develop an understanding regarding what they need from IT. There could be
an element of suspicion, so consider different strategies to overcome this
initial skepticism.
1. Identification
• Analyzing current services and Service Level Requirements
• Recording the current service provision in a Service Catalog.
2. Definition
Matching & customizing (with the customer) of the right service provision
against the right costs:
• Service Catalog
• Demands of the customer (Service Level Requirements).
3. Agreement (Defining and signing SLA/s)

• Service Level Agreements, supported by: Operational Level
Agreements (OLAs) and Underpinning Contracts
4. Monitoring
Measuring the actual service levels against the agreed service levels
5. Reporting
Reporting on the service provision (to the customer and the IT
organization)
6. Evaluation (review)
• Evaluate the service provision with the customer
• Match & customize: adjust service provision if required? (SIP, SQP)
• Match & customize: adjust SLA if required?
Information regarding activities was distributed;
To:
On: <<date>>
By:
On: <<date>>
Page 144
Service Level Management Deliverables

Outputs of the Process
There are a variety of output documents that should be visible to the

customer and end-user. Outlining these will allow the use of common terms
– which enhances the overall communication process.
1.1 SLR = Service Level Requirements

• Detailed recording of the customers’ needs
• Blueprint for defining, adapting and revising of services
1.2 Service Spec Sheets = Service Specifications

• Connection between functionality (externally / customer focused) and
technicalities (internally / IT organization focused)
1.3 Service Catalog

• Detailed survey of available services
• Detailed survey of available service levels
• Derived from the Service Spec Sheets, but written in “customer
terminology”
1.4 SLA = Service Level Agreement

The written agreement between the provider and the customer
(business representative)
1.5 Service Level Achievements = the Service Levels that are realized
SIP = Service Improvement Programme / Plan

Actions, phases and delivery dates for improvement of a service
1.6 OLA = Operational Level Agreement (or SPA, Service Provisioning

Agreement)
News about the Service Level Management deliverables was distributed;
To:
On: <<date>>
By:
On: <<date>>
Page 145
Service Level Management Planning

Costs
Information relating to costs may be a topic that would be held back from
general communication. Failure to convince people of the benefits will mean
total rejection of associated costs. If required, costs fall under several
categories:
• Personnel – audit verification staff, database management team (Set-

up and ongoing)
• Accommodation – Physical location (Set-up and ongoing)
• Software – Tools (Set-up and ongoing)
• Hardware – Infrastructure (Set-up)
• Education – Training (Set-up and ongoing)
• Procedures – external consultants etc. (Set-up)

The costs of implementing Service Level Management will be outweighed by
the benefits. For example, many organizations have a negative perception of
the function of the IT Department. A well run Service Level Management
process will make major inroads into altering that perception.
Failure to deliver acceptable services will only add to any poor perceptions
and start business people questioning the value of IT.
Details regarding the cost of Service Level management were distributed;
To:
On: <<date>>
By:
On: <<date>>
Page 146
Page 147
3.15 Business IT Flyers
IT Services
Business and IT Flyers
Statu In draft
s: Under Review
Sent for Approval
Approved
Rejected
Versi <<your version>>

on:
Rele
ase
Date:

Search for any << or >> as your input will be required

Page 148
Introduction
The following pages provide 2 examples of flyers that can printed and
distributed throughout your organization.
They are designed to be displayed in staff rooms.
Note, they are examples, and your input is required to complete the flyers.
Remember, the important thing is to ensure that the message delivered in the
flyer is appropriate to the audience that will be reading it.
So think about how and where you will be distributing the flyers.
Page 149
Service Level Management
Key Points: IT Services Department

•Agreed Levels Wanted: Improved IT Services
of Service.
The IT Department is Where are you going services being
embarking on a Service to send this flyer? delivered by the IT
•Easy to Level Management Which locations will Departments. >>
understand the flyer be posted at?
Service Improvement << What process do
Catalog. Programme. If you are posting the they need to follow
<< Provide brief flyer in staff rooms, when recording
description of Service then the content needs information about
•Services You Level Management >> to reflect the failures in IT Services?
Need. information that will be >>
<<First, determine the of use to them. For
audience of this flyer. Provide contact lists
example, list a for the IT Department
This could be anyone common set of
•Services at the who might benefit from as well as the
Right Time! services and the level business managers
the information it that they are provided
contains, for example, IT that they can contact.
at. This helps set the >>
employees or business expectations for the
•Improved IT
Services staff.
•Less
Disruption
THE THE PROCESS CONTACTS
BENEFITS <<
• <<any
<< <<
additional List the List the
points >> List the steps contacts
benefits to involved in
the the
intended process Input any
audience. graphics in
Keep it here
Keep it simple >>
Simple
Show
Use Bullet steps as
Points necessary
>> and
beneficial
>>
Page 150
Service Level
Management
IT SERVICE
IMPROVEMENT
PROGRAMME
HELP US HELP YOU

Contact your immediate Manager to let them know what you
need to do your job better
We need to know about the Services YOU NEED.
IMPROVED SERVICE DELIVERY IS OUR GOAL
KNOW YOUR SERVICE RIGHTS
Sponsored by IT SERVICES
“Constantly improving and aligning to your needs”
Page 151
3.16 Email Text
IT Services
Email Text
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:


required
Page 152
Introduction
In the next section of this document is an example email text that can be
distributed across your organization.
Note, that this is just one piece of text for one email.
However, it is advisable to create a few different versions of the below text,

which you can store in this document, for future use.
This is very important, as each time you send an email regarding your Service
Level Management process it should be different and targeted to the correct
audience.
This document provides a method for also keeping track of your

communication that you have made to the rest of the organization, and to
keep in focus the promises that have been made regarding this process.
Page 153
Dear << insert audience here, for example, Customer, IT Staff, Marketing
Dept etc. >>
Service Level Management and Agreements
The IT Department <<give a specific name here if appropriate>> is embarking

on a Service Improvement Programme.
What does this mean to you?
The IT Department continually strives to improve the service it delivers to its

customers. The IT Services department provides internal support for <<e.g.
Business applications and equipment: Enter any appropriate details here>>.
In order to improve the IT Services and ensure that they are aligned with the
needs of the organization, we have decided to embark on a service
improvement programme. This programme will result in the implementation of
a process called Service Level Management.
What is Service Level Management?
This process is responsible for defining, recording, agreeing and improving IT

Services. It is a process that is there to ensure that service quality is kept to a
maximum.
We have defined the Goal for Service Level Management as follows:
<< INSERT YOUR GOAL FOR SERVICE LEVEL MANAGEMENT HERE >>
What is your involvement?
The IT Department will be creating a list of IT Services that it delivers. This will
be captured in a Service Catalog (SC). The list of services will then be
presented to the different departments within <<organization name>>. From
this list, each department will be able to pick the service(s) that they use, and
through our requirements gathering, make appropriate changes to meet the
specific needs of the department.
From this, we will be able to then formulate agreements on the services being
provided. These will be called Service Level Agreements.
This will help ensure that the IT Department is aligning its Services with the
business needs, provide a way to measure the services, set expectations of
the services being delivered, and more importantly provide an avenue for
discovery in service improvement.
Page 154
We have appointed a Service Level Manager to help drive this process. The
Service Level Manager will be the interface between the IT Department and
the Department heads within the organization.
The Service Level Manager will work closely with the business in defining the
necessary services and agreeing their level of availability.
However, the process will still require users of the IT Service to call/contact
the Service Desk for support issues. This is vitally important, as statistics
regarding unavailability of IT Services will still be gathered from the Service
Desk. The more people that use the Service Desk, the better the information,
and therefore the better the ability to discover service improvements.
The following can be considered a list of benefits to be derived from the

process:
<<
• List benefits applicable to your audience.

• For example: Benefits to the Business:
o Improved relationship with customers
o IT and Customers have a clear and consistent expectation of
service
• For example: Benefits to the IT Department
o Better understanding of the level of service to be provided
o Reacting appropriately due to Service Level Agreements
o Operation Level Agreements reinforce communications
>>
The commencement date of the new process is scheduled for: << insert date
>>
OR
Completion of the process will be: << insert date >>
This is a detailed process and there may be some operational difficulties to

overcome, but with your support, I am sure we can provide an extremely
beneficial process to both the Business / <<organization name>> and IT.
If you have any questions regarding this, please do not hesitate to contact me
at << phone number >>
Page 155
Page 156
3.17 Implementation Plan
IT Services
Implementation Plan/Project Plan

Skeleton Outline
Status: In draft
Under Review
Sent for Approval
Approved
Rejected
Release Date:
Page 157
Planning and Implementation for Service Level

Management
This document provides guidance for the planning and implementation of the
Service Level Management ITIL process.
The document is not to be considered an extensive plan as its topics have to

be considered for planning and implementation of this process.
Initial planning
When beginning the process planning the following items must be completed:
CHECK DESCRIPTION
☺ or
2 or
date
Get agreement on the objective (use the ITIL definition),
purpose, scope, and implementation approach (eg. Internal,
outsourced, hybrid) for the process.
Assign a person to the key role of process manager/owner.

This person is responsible for the process and all associated
systems.
Conduct a review of activities that would currently be

considered as an activity associated with this process. Make
notes and discuss the “re-usability” of that activity.
Create and gain agreement on a high-level process plan

and a design for any associated process systems. NOTE:
the plan need not be detailed. Too many initiatives get
caught up in too much detail in the planning phase. KEEP
THE MOMENTUM GOING.
Review the finances required for the process as a whole and

any associated systems (expenditure including people,
software, hardware, accommodation). Don’t forget that the
initial expenditure may be higher than the ongoing costs.
Don’t forget annual allowances for systems maintenance or
Page 158
customizations to systems by development staff.
Agree to the policy regarding this process
Create Strategic statements.
Refer to Policies, Objective & Scope document on page 31 for more

template information regarding Policy, Objective and Scope
statements.
Policy Statement
The policy establishes the “SENSE OF URGENCY” for the process.
It helps us to think clearly about and agree on the reasons WHY effort is put
into this process.
An inability to answer this seemingly simple, but actually complex question is

a major stepping stone towards successful implementation
The most common mistake made is that reasons regarding IT are given as
the WHY we should do this. Reasons like to make our IT department more
efficient are far too generic and don’t focus on the real issue behind why this
process is needed.
The statement must leave the reader in no doubt that the benefits of this
process will be far reaching and contribute to the business in a clearly
recognizable way.
Objective Statement
When you are describing the end or ultimate goal for a unit of activity that is
about to be undertaken you are outlining the OBJECTIVE for that unit of
activity.
Of course the activity may be some actions for just you or a team of people. In
either case, writing down the answer to WHERE will this activity lead
me/us/the organization is a powerful exercise.
There are many studies that indicate the simple act of putting a statement
about the end result expected onto a piece of paper, then continually referring
to it, makes achieving that end result realistic.
As a tip regarding the development of an objective statement; don’t get caught

up in spending hours on this. Do it quickly and go with your instincts or first
thoughts – BUT THEN, wait a few days and review what you did for another
Page 159
short period of time and THEN commit to the outcome of the second review
as your statement.
Scope Statement
In defining the scope of this process we are answering what activities and
what “information interfaces” does this process have.
Don’t get caught up in trying to be too detailed about the information flow into
and out of this process. What is important is that others realize that
information does in fact flow.
For example, with regard to the SERVICE LEVEL MANAGEMENT process

we can create a simple table such as:
Service Level Management Information flows
Process Process Information

SLMMgt to FinancialMgt Customer budget details
FinancialMgt to SLMMgt Expected ROI calculations for new
service
SLMMgt to ReleaseMgt Details regarding mandatory times

for service availability
ReleaseMgt to SLMMgt Expected impact (+ve or –ve) of
release
SLMMgt to ServiceDesk Client expectations regarding call

pick up times (eg. 2 rings)
ServiceDesk to SLMMgt Details of irate callers
Page 160
Steps for Implementation
There can be a variety of ways to implement this process. For a lot of organizations
a staged implementation may be suitable. For others a “big bang” implementation –
due to absolute equality may be appropriate.
In reality however, we usually look at implementation according to pre-defined

priorities. Consider the following options and then apply a suitable model to your
own organization or case study.
STEPS NOTES/
/RELEVANCE/DATES
/WHO
Produce the Service Catalog
Plan the SLA Structure
Establish the Service Level Requirements
Draft SLA and seek initial approval
Establish monitoring levels
Review agreements with internal and external

suppliers
Define reporting standards
Publicize and market
The priority selection has to be made with other factors in mind, such as competitive
analysis, any legal requirements, and desires of “politically powerful influencers”.
Page 161
Costs
The cost of process implementation is something that must be considered before,

during and after the implementation initiative. The following points and table helps to
frame these considerations:
(A variety of symbols have been provided to help you indicate required expenditure,
rising or falling expenditure, level of satisfaction regarding costs in a particular area,
etc.)))
Initial During Ongoing

Personnel 0 /
Costs of people for initial design of process,
implementation and ongoing support
Accommodation ☺
Costs of housing new staff and any associated new
equipment and space for documents or process
related concepts.
Software
New tools required to support the process and/or
the costs of migration from an existing tool or
system to the new one.
Maintenance costs
Hardware
New hardware required to support the process
activities. IT hardware and even new desks for
staff.
Education
Re-education of existing staff to learn new
techniques and/or learn to operate new systems.
Procedures
Development costs associated with filling in the
detail of a process activity. The step-by-step recipe
guides for all involved and even indirectly involved
personnel.
In most cases, costs for process implementation have to be budgeted for (or
allocated) well in advance of expenditure. Part of this step involves deciding on a
charging mechanism (if any) for the new services to be offered.
Page 162
Build the team
Each process requires a process owner and in most situations a team of people to
assist.
The Service Level Management process is perhaps the process in the Service
Design and Continual Service Improvements phases that has the largest amount of
initial and on-going activity.
The team size may or may not reflect this. Of course a lot will be dependant on the
timing of the implementation and whether it is to be staged or implemented as one
exercise.
Refer to the Roles and Responsibilities of the Service Catalog Manager on

page 129.
Analyze current situation and FLAG
Naturally there are many organizations that have many existing

procedures/processes and people in place that feel that the activities of SLM are
already being done. It is critical to identify these systems and consider their future
role as part of the new process definition.
Examples of areas to review are:
Area Notes
Power teams
Current formal procedures
Current informal procedures
Current role descriptions
Existing organizational structure
Spreadsheets, databases and other

repositories
Other…
Page 163
Implementation Planning
After base decisions regarding the scope of the process and the overall planning
activities are complete we need to address the actual implementation of the process.
It is unlikely that there will not be some current activity or work being performed that
would fit under the banner of this process. However, we can provide a
comprehensive checklist of points that must be reviewed and done.
Implementation activities for Service Level Management
Activity Notes/Comm
ents/Time
Frame/Who
Review current and existing Service Level Management
practices in greater detail. Make sure you also review
current process connections from these practices to other
areas of IT Service Delivery.
Review the ability of existing functions and staff. Can we
“reuse” some of the skills to minimize training, education
and time required for implementation?
Establish the accuracy and relevance of current processes,
procedures and meetings. As part of this step if any
information is credible document the transition from the
current format to any new format that is selected.
Decide how best to select any vendor that will provide
assistance in this process area (including tools, external
consultancy or assistance to help with initial high workload
during process implementation).
Establish a selection guideline for the evaluation and
selection of tools required to support this process area (i.e.
SLA Management tools).
Purchase and install tools required to support this process
(i.e. SLA Management tool). Ensure adequate skills transfer
and on-going support is considered if external systems are
selected.
Create any required business processes interfaces for this
process that can be provided by the automated tools (eg.
reporting – frequency, content).
Document and get agreement on roles, responsibilities and
training plans.
Page 164
Communicate with and provide necessary education and

training for staff that covers the actual importance of the
process and the intricacies of the process itself.
An important point to remember is that if this process is to be implemented at the

same time as other processes that it is crucial that both implementation plans and
importantly timing of work is complementary.
Cutover to new processes
The question of when a new process actually starts is one that is not easy to answer.
Most process activity evolves without rigid starting dates and this is what we mean
when we answer a question with “that’s just the way it’s done around here”.
Ultimately we do want the new process to become the way things are done around
here, so it may even be best not to set specific launch dates, as this will set the
expectation that from the given date all issues relating to the process will disappear
(not a realistic expectation).
Page 165
Page 166
4 FURTHER READING
For more information on other products available from The Art of Service, you can
visit our website: http://www.theartofservice.com
If you found this guide helpful, you can find more publications from The Art of
Service at: http://www.amazon.com
Page 167

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IT SERVICE CATALOG PROCESS

MANAGEMENT TEMPLATES AND

The Service Catalog Planning, Implementation and Maintenance

Gerard Blokdijk, Claire Engle & Jackie Brewster

Trademarks: Many of the designations used by manufacturers and sellers to

How Does it Work?

What Happens When I Submit my Review?

Once you have submitted your review, send us an email via

3.1 POLICIES, OBJECTIVES & SCOPE ................................................................................................................ 31

4 FURTHER READING ................................................................................................................................ 167

Many organizations are looking to implement Service Catalog Management as a way to

The Service Catalog Management Guide:

Start by reviewing the PowerPoint presentations in the following order:

1. Service Catalog Management Intro Presentation.-This presentation gives

2. Service Catalog Management ITIL V3 - Presentation 2 provides a detailed

Service Catalog Management ITIL V3:

There is a Policies, Objectives & Scope document on page 31.

Service Level Management

Activities of Service Level Management

Design & Plan Negotiate &

Source: The Art of Service

Within Service Design, Service Level Management is concerned with:

A written agreement between a service provider and Customers), that documents

A written statement of IT services, default levels and options is a Service Catalog.

An Internal agreement which supports the IT organization in their delivery of services

A detailed recording of the Customer’s needs are Service Level Requirements.

So what are the roles of OLA's and UC's?

SLA Life Cycle

• Create Service Catalogue

There is more information on Business and IT Service Mapping on page 41.

Service Catalogue Management

Service Catalogue Management

The Service Catalog Management activities should include:

Definition of the service

Examples of Service Catalogs and a Service Catalog template are available

Service Catalog – Page 55

An example of this type of Service Catalog, as described in ITIL V3, is available

Example Service Catalog – Page 121

The Service Catalogue

Service Service Service Service Service

Support Hardware Software Apps Data

Technical Service Catalogue

There is more information on Service Options on page 123.

• Agreeing and documenting a service definition with all relevant parties

Further information is available on the Roles and Responsibilities of Service

Inputs & Outputs

Input sources of information relevant to

Output new services, changes to existing services or

Sources of information should include:

The process outputs of SCM are:

All information needs to be verified for

Value to the Business

There is a Business Justification Document template available on page 137.

• # of variances detected between the information contained

• Business users’ awareness of the services being provided,

In addition, IT staff awareness of the technology supporting the services is another

In order to achieve this, the culture of the organization needs

A Communication Plan template is available on page 143 and some example

3.1 Policies, Objectives & Scope

Policies, Objectives and Scope

Process: Service Level Management

Version: <<your version>>

Policies, Objectives and Scope for Service Level