Much is spoken in service-level agreements management. In what has been seen so far by experience or backwardness or whatever in the environment where you have had the experience that this process you want to speak is taken lightly. On this occasion I want to talk a little, try to model an option of this process at least to a level of flowchart.

It’s not that I’m forcing all companies to implement and formalize this process (it would be ideal and knowledge to do it is there), but it is taken lightly is easily assumed, is done business and contracts with customers (internal or external) and then not to the execute the fulfill come the financial problems, fines, terminations of contracts, bad reputation among others.

Unfortunately, (and it has been seen) These agreements only come in word or if they are written it is very superficial. Sometimes as superficial in my opinion as this:

Very executive, very high level, but little functional and unconcrete. Facts to sell services of I.T. respecting in opinions on the contrary. A shame in my personal opinion.

In the previous blog, proposed that roadmap and note how this process that is of the keys in ITSM, is after implementing all the operations processes. Note also how to properly build this process I must build the others that support it.


The process could be like this, including some or doing “match” with some good practices that suggest ITIL/COBIT:

As well as all the models that are made, this one is totally subject to comments, objections, corrections and it all depends also on the context in which it is worked, thinking so much in the vertical of the industry and the real business reality.

Also to have reached this level of detail is because this process already had an important maturity level before.

Unfortunately this process almost never (I repeat, as seen in reality and experience lived) is implemented and formalized given that the value for the business of implementing could take a little and does not give so much value for the business (for I.T. It is very important and gives a lot of value. And as it weighs the business (with its reasons), that is why that process is often not implemented. And it stops speaking. Then come the economic lamentations …

In addition, having this process implemented involves implementing almost at the same level the processes that make up it. That’s why an implementation map is left for second or third iterations of ITSM framework implementations.

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