seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 4, 2010 ~ 09:47:55 AM * -07:00ST
additionally insured
Post # 540 by
admin on June 5th, 2009 ~ 10:41:05 AM
Posted as contract mgmt |
No Comments »
if flow-downs exist, the Business Office Manager already has contractual insurance obilgations under control. any issues regarding certificates should be registered in the issue log.
change happens
Post # 537 by
admin on June 4th, 2009 ~ 10:29:02 AM
Posted as contract mgmt |
No Comments »
the guys that wrote the original contract are off doing their sales thing on some other deal and they aren’t around to address contract defects that surface after the deal has been operating for some time.
a contract change process better be baked into the contract. everybody needs to understand how the process works and how the approvals take place.
and don’t even think about enhacing the delivery capability until the associated change has been formally agreed.
connecting the dots
Post # 533 by
admin on June 3rd, 2009 ~ 10:13:51 AM
Posted as contract mgmt |
No Comments »
flow-downs ensure the execution of specific deliverables by sub-contractors. the master contract defines specific responsibilities for the service provider, and inevitably, the service provider engages sub-contractors to fulfill portions of those responsibilities. flow-downs map the delegation and give the BOM a tool to ensure contract compliance.
localisms
Post # 530 by
admin on June 2nd, 2009 ~ 10:07:47 AM
Posted as contract mgmt |
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the business office manager should be the center of knowledge for all contracts, including those that are required to support specific sites, the “local agreements”. they too have requirements that the BOM should acknowledge in invoicing, service level reporting, and the issue mgmt process..
boring, but necessary
Post # 527 by
admin on June 1st, 2009 ~ 09:41:34 AM
Posted as contract mgmt |
No Comments »
somebody has to take custody of the contract and wrap some access control procedures around it. client copies aren’t easily controlled, but the service provider should extract relevant pieces and save the original in a safe place. the contract is not a tool from business office or delivery people to wave around every time there is a roles and responsibilities discussion with client representatives. this behavior tends to make people resentful and distrustful.
certain components need to be derived from the contract and used as important references, the “deliverables list” comes to mind. the business office manager should feel confident that the tower leads understand their obligations and are following through.
the contract itself may describe how the contract should be handled. if not, an access control process with some means of authorizing and tracking access would help. amendments deserve the same treatment.
service level template
Post # 481 by
rc on May 29th, 2009 ~ 08:35:19 AM
Posted as metrics |
No Comments »
- its always a good idea to start with the SERVICE LEVEL NAME.
- then attach the DEFINITION and identify the TYPE (KPI or SLO).
- define the method of measurement and the calculation to determine the VALUES.
- define the TARGET and the MINIMUM
- define any LIMITATIONS (this is where the statistics guru needs to sign-off)
- SERVICE WINDOWS (periods or conditions for which the SLO is enforced; think about CAPACITY and QUIET PERIODS)
service level template
Post # 478 by
admin on May 27th, 2009 ~ 08:18:23 AM
Posted as metrics |
No Comments »
“the effectiveness of the agreed services defined in attachment x.x is determined by describing the scale of two measurable values.” (Sounding good so far.) “the two values for the Service Level Objective adopted herewith are:” (The Legal guys were probably feeling very uncomfortable at this point.)
#1: the Target SLO represents the lowest value above which the service provider is considered to have fully met the service delivery requirements associated with that metric.
#2: the Minimum SLO is the highest value below which the service provider is considered to have fully missed the service delivery requirements. The outsourcer considers this performance level unacceptable and requires a remediation plan.
service request delivery capacity
Post # 443 by
admin on May 20th, 2009 ~ 08:40:41 AM
Posted as IMACD, capacity, metrics |
No Comments »
helpdesk service levels are normally conceptualized as applying to a single trouble ticket. the supporting processes are usually well defined and the associated roles are assigned and owned by the outsourcer, the resolver group, or another supplier.
in reality, delivery capacity exerts a major influence on the ability of the resolver group to execute a service request. service level targets should be closely linked to ticket volumes and types.
can you prove it?
Post # 401 by
admin on May 13th, 2009 ~ 06:42:30 PM
Posted as asset mgmt |
No Comments »
a receipt (= bill of sale describing the assets transferred, the purchase price, and a payment record) is a really nice thing to have when the auditor arrives. keep it with the contract.
get that thing off me
Post # 397 by
admin on May 10th, 2009 ~ 06:31:21 PM
Posted as asset mgmt |
No Comments »
outsourcing mode means that you can get a bunch of assets off you books; sell them to the supplier who will then lease them back and put them on a structured refresh cycle.
somebody has to do an inventory to find out what’s out there. the existing inventory system should have an audit process attached to it and a sampling approach can give you a good idea how accurate the legacy inventory management process is.
