One or more metrics that define expected or achieved service quality.

A documented agreement between a service provider and a customer that identifies both services required and the expected level of service.

A contract between an IT service provider and a third party.

An agreement between an IT service provider and another part of the same organization.

One or more metrics that define expected or achieved service quality.

A documented agreement between a service provider and a customer that identifies both services required and the expected level of service.

A contract between an IT service provider and a third party.

An agreement between an IT service provider and another part of the same organization.

One or more metrics that define expected or achieved service quality.

A documented agreement between a service provider and a customer that identifies both services required and the expected level of service.

A contract between an IT service provider and a third party.

An agreement between an IT service provider and another part of the same organization.

To set clear business-based targets for service levels, and to ensure that delivery of services is properly assessed, monitored, and managed against these targets.

To support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user-friendly manner.

To ensure that accurate and reliable information about the configuration of services, and the CIs that support them, is available when and where it is needed. This includes information on how CIs are configured and the relationships between them.

To plan and manage the full lifecycle of all IT

assets, to help the organization:

● maximize value

● control costs

● manage risks

● support decision-making about purchase,

re-use, retirement, and disposal of assets

● meet regulatory and contractual

requirements.

They must be related to a defined ‘service’ in the service catalogue; otherwise they are simply individual metrics without a purpose, that do not provide adequate visibility or reflect the

service perspective.

They should relate to defined outcomes

and not simply operational metrics. This

can be achieved with balanced bundles of metrics, such as customer satisfaction and key business

outcomes.

They should reflect an ‘agreement’, i.e.

engagement and discussion between the

service provider and the service consumer. It is important to involve all stakeholders, including partners, sponsors, users, and customers.

They must be simply written and easy to understand and use for all parties.

establishes a shared view of the services and target service levels with customers

ensures the organization meets the defined

service levels through the collection, analysis, storage, and reporting of the relevant metrics for the identified services

performs service reviews to ensure that the

current set of services continues to meet

the needs of the organization and its customers

captures and reports on service issues, including performance against defined service

A contract between an IT service provider and a third party.

The third party provides supporting services that enable the service provider to deliver a service

to a customer.

Therefore, Underpinning Contracts must be aligned with the customer-facing Service Level Agreements.

All are corrected

An agreement between an IT service provider and another part

of the same organization.

An OLA supports the IT service provider's delivery of services to customers.

The OLA defines the goods or services to be provided and the responsibilities of both parties.

All are corrected

An effect whereby a service provider’s metrics are consistently meeting defined targets, and the customers are satisfied with the

service received, and also happy that the provider doesn’t notice

this.

An effect whereby a service provider’s metrics are consistently meeting defined targets, but the customers are dissatisfied with the service received, and also frustrated that the provider doesn’t notice this.

In order to be aligned to customer outcomes and

expectations, SLM requires focus and effort to engage

and listen to the requirements, issues, concerns, and daily needs of customers:

Engagement is needed to understand and confirm

the actual ongoing needs and requirements of

customers, not simply what is interpreted by the

service provider or has been agreed several years

before. ITIL4 refers to value as being co-created, since it needs the input and validation of customers.

In order to be aligned to customer outcomes and expectations, SLM requires focus and effort to engage and listen to the requirements, issues, concerns, and daily needs of customers:

Engagement is needed to understand and confirm

the actual ongoing needs and requirements of customers, not simply what is interpreted by the

service provider or has been agreed several years

before. ITIL4 refers to value as being co-created, since it needs the input and validation of customers.

Listening is important as a relationship-building and

trust-building activity, to show customers that they are

valued and understood. This helps to move the

provider away from always being in ‘solution mode’

and to build new, more constructive partnerships.

Each customer is unique, and the service provider

must not have a one-size-fits-all approach.

All are corrected