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7/29/2019 Master Service Level Agreement Overview
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7/29/2019 Master Service Level Agreement Overview
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Background
Key definitions
Objectives
Scope
Methodology
Timelines
Benefits of developing MSAs
FAQ
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As part of the implementation of a new entrepreneurial
management service model at DAS, four service Enterprises havebeen created.
Each service enterprise is governed by a Customer Utility Board,
which acts as a governing board for those services provided by
each Service Enterprise that has been designated as utility
services.
One of the key responsibilities assigned to CUBs is the approval of
SLA (Service Level Agreement) documents. These are referred to
in this presentation as MSA (Master Service Agreement)
documents (see definitions), while the term SLA (see definitions) is
used to designate a section of the MSA documents.
This document presents an approach to the development of MSA
documents within DAS.
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1. Service: A bundle of activities and resources (IT, people and processes) combined toprovide a business outcome or output/ deliverable received by the customer.
2. MSA (Master Service Agreement): A document, specific per program, which includesa service catalog, agreed SLAs (performance targets) and responsibilities of the
service provider and customers, all of which helps improve service delivery, manage
expectations, clarify responsibilities and facilitate communication between the
parties.
3.Service Catalog: A description of the services and service offerings provided by a
program. This can be a multi-level set of information with linked and discrete
hierarchies of services, child services and specific offerings (specific tasks)
available for these services, and will typically include service terms, standards,
packages, exclusions, etc.
4. SLA (Service Level Agreement): A written, measureable target for service orprocess performance agreed between service provider and customers.
5. Service Agreements: Individual documents signed between a service provider andeach customer reflecting customer-specific information (choice of services from
service catalog, contact information for escalation procedures, etc).
6. Service rate: A price that incorporates the costs of delivering the service at theservice levels agreed to by both parties.
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The objectives for the project are:
1. Develop & provide support for the implementation of Master Service
Agreements with common structure and content across the 4 Service
Enterprises of DAS.
Develop/ obtain CUB agreement on MSA common structure.
Coordinate / facilitate program specific MSA document development.
Provide implementation support.
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The scope for the project is:
1. DAS EAM
Develop 6 new MSA documents ( 6 programs)
2. DAS EGS
Revise and update existing P&D MSA / SLA document
Develop 4 new MSA documents for remaining programs
3. DAS EHRS:
Develop 1 MSA
4. DAS ETS
Revise, update and combine existing documents:
3 MSA/ SLA documents (ETS, TSC, E-Gov)
ETS Service catalog document
1. Develop / updateservice catalog
2. Develop additionalSLAs
3. Adapt / convert
document to DAScommon MSA
structure, developing
additional MSA content
as identified in common
MSA index / structure
approved by CUBs for
all DAS programs
Common activities for
areas that have existing
documents
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FOCUS(common
activitiesfor all MSAs
in DAS)
DEVELOP (specific activities per program/ MSA)
STEP 1:
Establish MSA
Development
Workgroup
STEP 2:
Develop
Service
Catalog
IMPLEMENT
TAS
KS
FOCUS
Set up FOCUS
workgroup
(common to all 4Service Enterprises).
Define / agree on
MSA objectives and
criteria for
developing SLAs.
Define / agree on
common MSA
structure .
Define / agree on
service catalog
structure. Develop MSA
common template.
Define / agree on
MSA common
content (across all
programs/ Service
Enterprises).
Define common
approval and
governanceprocesses.
STEP 1
For CUBs with
multiple
programs,agree on MSA
development /
implementation
strategy.
Identify MSA
development
workgroup
members.
Align
understanding/
definitions. Review MSA
project
timelines.
Review
methods to
capture
customer input.
STEP 2
Identify list of
current services.
Describe &document current
services.
Capture and
document
additional
operational
information
(forms, templates,
etc.)
Identify DAS &
customeroperational
commitments.
Identify
opportunities to
change (add/
eliminate) the
current portfolio of
utility services.
STEP 3
Identify key
quality attributes
per service/process.
Identify
performance
metrics.
Establish service
standards
(performance
targets).
Measure current
performance
levels. Negotiate /
agree on SLAs
(targeted
performance
level).
Document SLAs.
STEP 4
Develop /
document &
complete alladditional MSA-
specific content
that was not
developed by the
common FOCUS
group:
Rates.
Contact data.
Definitions.
Other.
Report finaldocument to
CUB and obtain
approval.
IMPLEMENT
Develop & execute MSA
communication plan.
Execute/ sign agencyspecific Service
Agreements documents.
Measure & track and
report to CUB / all
customers on key
performance metrics.
Conduct regular MSA
review meetings.
Periodic evaluation &
review of MSA
document.
Project management and communication / reporting to CUBs
STEP 3:
Develop
perf. metrics
and targets
STEP 4Develop rest of
MSA document
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FOCUS(common
activitiesfor all MSAs
in DAS)
DEVELOP (specific activities per program/ MSA)
STEP 1:
Establish MSA
Development
Workgroup
STEP 2:
Develop
Service
Catalog
IMPLEMENT
DE
LIVERABLES
FOCUS
Common MSA
document structure/
index. Service catalog
structure/ elements.
MSA Template.
STEP 1
MSA
development
project plan(specific per
MSA/ program)
Meetings
scheduled.
STEP 2
Service catalog
section/ of MSA
document. Customer & DAS
operational
commitments.
Recommended
list of new
services/ services
to discontinue.
STEP 3
Documented
metrics and
SLAs (targetedperformance
levels).
STEP 4
Finished MSA
document .
Approval byCUB.
IMPLEMENT
Communication plan.
Periodic MSA
performance reports. Other reports.
APPROACH
Project management and communication / reporting to CUBs
STEP 3:
Develop
perf. metrics
and targets
STEP 4Develop rest of
MSA document
FOCUSWorkgroup
sessions
FOCUS team
presentation
to CUB
SLA DEVELOPMENT TEAMWorkgroup sessions
SLA development team presentation
to CUB after steps 2, 3, 4
DAS support team
Analysis and documentation of progress
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1. Set up FOCUS task group (common to all 4 Service Enterprises).
2. KEY TASK: Define / agree on structure of information.
1. Key decisions:
1. Define elements and structure of information in MSA document
and in service catalog section of MSA.
2. Agree on level of detail.
3. Define common templates for MSA and service catalog.
4. Define / agree on MSA common content (across all programs/ Service
Enterprises) (e.g.: basic reporting, SLA amendment process, etc.).
5. Define common MSA approval and governance processes.
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Servicecatalog
Servicespecific
Service levelAgreements
Service rates Servicemanagement
processes(reporting, MSA
amendment, remedies,etc)
Customercommitments
Glossary/Definitions
Operationalprocedures
(forms,templates)
Process
specificService levelAgreements
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Proposed draft high level structure for MSA documents:
1. Service catalog (service terms, standards, packages, exclusions, etc.)a) Service terms, packages, standards, exclusions, schedules, etc.
b) DAS & Customer (operational) commitments
2. Service Level Agreements: metrics and targets for service performance anddelivery agreed with customers
3. Financial processes information (billing, payments, etc.)4. Service management processes:a) Reporting
b) Periodic review
c) SLA amendment procedure
d) Remedies (e.g, incompliance with agreed service levels, dispute resolution, etc.)
5. Definitions6. Contact data7. Appendixes:
a) Hyperlinks to forms & templates to be used (if available) (e.g., to request a new service, etc.).
b) Hyperlinks to written operational procedures (if available )(e.g., ordering, change requests,incident management).
c) Program-specific service rates.11
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Each service described in the catalog can have a number of elements/ service
attributes. A key decision is agreeing on what elements each service description must
contain and their level of detail.
Different Service Enterprises in DAS may have different service elements, as
elements relevant in an IT service catalog (e.g. availability or outage response
commitments), may not be pertinent in service catalog for EHRS or Surplus).
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Key: R = Required for all services / Minimum service definition/support
B = Required for Basic service definition/supportA = Required for Advanced service definition/support
What is the service?
Whats included?
Whats not included?
How is this service requested?
What forms are used to request this
service?
What to ask for?
When can you expect to have your
service fulfilled?
What are the availability and outage
response commitments for this service?
Is there anything else you need to know
about this service?
EXAMPLE :
INFORMATION IN
CURRENT SDC
SERVICE CATALOG
ELEMENTS R B A IT Specific element?
Question 1: What is the service (Service Description)
R Service summary X
B Features & Functions X
B Bundled/ unbundled offerings X
A Availability, Metrics & Statistics X
Question 2: What is included (Service Description)
R Description of what is included in service X
RDescription of standard configurationsupported
X X
Question 3: What is not included (Service Description)
RDescription of what is not included inservice
X
Question 4: How is this service requested (Service Request)
RHow is this service requested?
X
BWhat forms are used to request thisservice?
X
AWhen can you expect to have your servicerequest fulfilled?
X
A Service Request Process/ Procedure X
RCustomer and Service providercommitments
X
Question 5: How do I get help? How does the Service Enterprise provide support this service? (Support, Help and Self-Service)
R Getting Help X
B Self-Service Support X
R Escalation process X
R Communication Plan X
B Eligibility for service X
BClients and services affected by changes tothis service
X
A Testing X X
A Documentation and Training for Support X
RCustomer and Service providercommitments
X
Question 6: How does ETS provide this service? (Service Delivery) B Technical Specifications X X
A Technical Service Delivery Documentation X X
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1. Identify MSA development workgroup members.
Identify workgroup members from DAS and customers.
A team of 6-8 members is recommended for each MSA, with equal numbers of program delivery unit
staff and customers represented.
Aim is having a balanced mix of customers representing different agency sizes and services contracted
in workgroup. Participation from CUB will be preferred, but participated from non CUB representedcustomers will be tapped as needed. At least one CUB member will be a member of the work \group.
Support staff from DAS/DBS will also participate in order to assist and to facilitate the MSA
development process / meetings.
2. Hold preliminary workshop/ meeting with following objectives:
Discuss / align definitions.
Review project timelines.
Review available methods to capture program specific customer input.
Review tasks and criteria to prioritize services- processes.
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1. Workshop to identify structure/ list of currentservices.
Identify high level service structure/ framework (with service
groupings / functions).
Identify service components: individual service offerings within
each function /grouping.
Identify linked and/or discrete service hierarchies of services,
child services and specific offerings (specific tasks) available
for these services.
2. Describe current services / service offerings.
Describe service items, packages, bundled and unbundled
offerings.
Describe service terms, standards, and exclusions.
Describe service hours/ schedules, contact channels.
Additional content:
Forms? Templates? Operational procedures?
See SDC service catalog
What is the service?
Whats included?
Whats not included?
How is this service
requested?
What forms are used to
request this service?
What to ask for?
When can you expect to
have your service fulfilled?
What are the availability
and outage response
commitments for this
service?
Is there anything else you
need to know about this
service?
EXAMPLE :
INFORMATIONFROM SDC
SERVICE
CATALOG
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1. Ideally, the output of the initial workshop between provide and customers would be:
A simple high-level definition of the service structure or framework.
Identification of service components each service would be defined in terms of its position
in the overall service structure/ framework i.e. is it part of a larger service, or does it also
have some child services or offerings which are simply low level service features.?
EXAMPLE OF IT SERVICE STRUCTURE/ FRAMEWORK2. It is important to keep
service catalog workshops
/ meetings to the point on
service definitions, not
SLAs or service issues
(although these sometimes
creep in).
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1. Identify key quality attributes for each
service (key customer input).
2.Define SLAs (service specific / Process
specific).
3. Develop good SLA documentation.
Identify customerexpectations/ quality
factors
Identify performance
metrics
Establish servicestandards
(performance targets)
Measure current
performance levels(Baseline)
Identify list of services
Publish SLA- Service
Level Agreements(agreed performance
targets)
Negotiate/ agree on
new performancetargets
Develop long termperformance
improvement program
Re-establish
perf. targets?
Yes
No
Yes
No
Are standards metor can they be met in
the short term?
e.g., by implementing shortterm performance
improvement actions
Service Level Agreements:
Written measureable targets for
service performance agreed
between provider and
customers
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DEVELOP SLAs PROCESS EXAMPLE FOR EHRS
Identify list of services Client agency recruitment
Identify customer expectations/ quality factors Agile process
Quality of candidate list
Identify performance metrics CYCLE TIME FOR RECRUITMENT
Establish service standards SERVICE STANDARD: 60 days
Measure current performance levels (Baseline) BASELINE: 80 days
Are we meeting service standards or can they
be met in the short term?
NO (hope to get to standard incrementally in
the next 4 years)
Can standards/ performance targets be
renegotiated?Yes
Agree/ publish service level agreement
(agreed service performance target)AGREED SLA: 75 days
SLADEVELOPMENT
PROCESS:
SIMULATED
EXAMPLE FOR
EHRS
EXAMPLE OF
KEY QUALITY
ATTRIBUTES/
DIMENSIONSIDENTIFIED
FOR A
SERVICE
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How Long Does It Take to Establish an MSA?
It depends. Many factors can influence the duration of the effort, such as:
The number and complexity of the services covered: The more services covered by a MSA, and the more complex
these services, the longer it takes the two parties to discuss, negotiate and document the conditions of service delivery.
The availability / commitment of the working team members: Joint service provider & customer work and face-to-
face negotiations are crucial in establishing a MSA. Insufficient commitment or availability of key SLA development team
members can add significantly to the elapsed time.
The choice of performance metrics and the availability of past performance data. In the absence of past
performance information, the team will need to baseline current performance levels before negotiating the final service
level agreements.
The approval/ governance model for the agreement. A complex multi-party approval process, either for the final
document or for any of its key elements, can certainly add to the elapsed development time.
The availability of a base model & template: The first MSA in an organization usually takes the longest. Once it is
completed and in operation, however, both the document and the process can serve as a model for subsequent MSAs.
If the first MSA is successful, later ones usually proceed much more rapidly.
Prior SLA experience: The most expeditious MSA efforts are ones led or facilitated by SLA developers who have had
prior successful experience establishing MSA / SLA documents.
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Given these factors, how long should it take to establish MSA/ SLAs in DAS?
Too short
A misconception about MSAs is that they can be created quickly. Developing a MSA in a week or even a month is both
difficult and inadvisable. It is difficult because of the workload involved in such tasks as negotiating service standards,
establishing tracking mechanisms, preparing supporting procedures, gaining approvals and generating buy-in. And it is
inadvisable because the process is designed to help the two parties build the foundation for a strong, successful, long-term
relationship.
Too long
"Too long" refers not to a specific time period, but to an effort that has stalled and is making no progress. A major contributor
to a stalled effort is that one or both parties fail to bring a serious commitment to the effort. When management allocation of
staff to establish the MSA is insufficient, or the effort is given a low priority, making progress can be a cumbersome task.
Just right
Establishing a MSA is typically a many-month process of information-gathering, analyzing, documenting, educating,
negotiating, and consensus-building.
Given the complexity of services provided by DAS, a tentative period of 3-6 months can be a good rule of thumb. When
circumstances are optimal, 3 months is realistic, and sometimes even less. At the other extreme, if the situation is a complex
one, 6 months may not be enough. However, if significant progress has not been made within 6 months, it's time to stop the
effort and examine why. 20
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OCT NOV DEC
Q4 2012
JAN FEB MAR
Q1 2013
APRIL MAY JUNE
Q2 2013
JULY AUG SEPT
Q3 2013
FOCUS (COMMON WORK FOR
ALL DAS MSAs)
SET UP
FOCUS
TEAM
DEFINE
MSA
INDEX/STRUCTURE
DEFINE
REST OF
COMMON
ELEMENTS
SET UP
WORK
TEAM
DEVELOP
SERVICE
CATALOG
DEVELOP
SLA s
(PERF. METRICS AND
TARGETS)
DEFINE
REST OF
MSA
DEVELOP EHRS MSA
APPROVE
MSA
IMPLEMENT
COMMU-
NICATE
MSA
BEGIN MEASURING
& REPORTING
Tentative proposed project plan for the development of EHRS MSA document
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1. MSAs help to improve utility service delivery by Providing an objective basis for assessing service quality.
Facilitating the setting of performance thresholds/ targets.
Providing a context for service changes.
Providing a basis for continuous improvement.
2. MSAs help to create a business orientation by Creating awareness of cost/ performance tradeoffs.
Creating cost/ performance accountabilities.
Providing a link between services and business objectives. Facilitating the identification and integration of new service offerings.
3. MSAs help to improve communication & strenghten relationships by Creating an improved understanding between provider and customer.
Facilitating increased sharing of important information.
Providing timely feedback about problems and needs between the parties.
Reducing the number and intensity of complaints.
4. MSAs help to manage expectations & clarify responsibilities by Clarifying the scope of services and boundaries of responsibilities.
Providing a context for reasonable expectations.
Creating a shared language.
Establishing priorities and service levels jointly between provider and customers.
The process of reaching the agreement is as important as the agreement itself! 22
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1. MSA development needs to inform 2015-2017 rate development activities therefore it
needs to be finalized before kicking off the rate review process in July 2013.
Developing the service catalog is only a part of the MSA development.
The services identified in the service catalog need to be described with enough
detail so as to enable the identification of performance metrics and targets.
The proposed scope for the service catalog within the MSA development process is
limited to services already established at the time MSA development begins.
However, developing the service catalog section of the MSA document can offer an
excellent opportunity for DAS & CUBs to discuss & challenge the existing offering of
utility services and identify:
New potential utility service offerings for 2015-2017.
Additional utility service levels packages (e.g, gold packages)
Service offerings that could be discontinued for 2015-2017.
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2. The MSA development team (with DAS & CUB members) will define new services
for 2013-2015 as part of the MSA development efforts
If a need for a new service for 2013-2015 is identified as part of the
development of the MSA document, a separate, dedicated service design &
development team would have to be formed.
This team would be led by representatives from the appropriate DAS Program
or Service Enterprise and would have participation by CUB members (andpossibly by other DAS customers).
This team would work independently from the MSA development work-
stream in order to conduct the necessary service design and
development activities (market research, detailed identification of customer
expectations, defining growth projections, cost analysis, technical scoping,
development of business case, development & testing of pilot/ prototype,preliminary rate analysis and agency impact modeling, definition of billing
processes, development of POPs, etc).
The service development team would report its final recommendations/ output
to the CUB in order to inform the 2015-2017 rate development process.
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