Service Management Processes Sample Clauses

Service Management Processes. 5.1. Performance measurement and reporting
Service Management Processes. The following Service Management Processes will be used by VMU and IBM for managing the Services: a. Change Management is the process for planning, testing, coordinating, implementing and monitoring changes affecting service delivery and the operating environments without adversely impacting service delivery. b. Customer Communications Requests is the process for implementing minor enhancements for end users. c. Customer Profile Update is the process for updating tables. d. Database Report Requests is the process for specific database reporting. e. Escalation Management is the process for escalating and resolving issues associated with requests, incidents, and problems (for example, change requests, incident resolution requests). f. Incident Management is the process for minimizing the impact of Incidents affecting the availability of the Services, which is accomplished through active monitoring, analysis, tracking, and prevention of Incidents. g. Major Incident Management is the process for minimizing the impact of Major Incidents. This process includes the coordination of service remediation or recovery, notification and escalation, business mitigation planning, and outage review for a Major Incident and applies to all Major Incidents that IBM is responsible to manage (including Major Incidents for which IBM is responsible that are resolved by a Third Party or Subcontractor). h. The Measurements and Reporting process provides measurements to management and other service delivery processes to satisfy measurement requirements and comply with strategies, business needs, and key directions (in terms of quality, cost, performance, and resource control). This process is used to deliver contractually required service delivery and support measurements associated with the Service Levels and includes management and control of the computation, storage, and delivery of formatted data, indicators and reports to the users of such measurements. i. Problem Management is the process for identifying, recording, tracking, correcting and managing problems impacting service delivery, recognizing recurring problems, addressing procedural issues and containing or minimizing the impact of problems that occur. j. Recovery Management is the process for planning, establishing and testing the recovery procedures required to re-establish the functionality of systems included in the Services in the event of a system failure. This process also addresses the monitoring, assessing, and ...
Service Management Processes. 5.1. Performance measurement and reporting 1. A comparison of actual performance results versus performance targets for the current period and at least the two previous periods. 2. A report on customer-specific formal performance complaints received by a. Identify number of complaints received by type. b. Describe each complaint/associated performance incident and the affected customer(s). SLA quarterly performance reports can include additional tables, graphs or detailed performance data along other dimensions relevant to DAS Shared Financial Services. This may include a breakdown of performance results per geographic area, customer group or other dimensions. Upon review of the SLA quarterly performance report data, the EGS CUB may require the DAS SFS Program Manager to develop an action plan for any measure out of compliance with the agreed service level expectations/performance targets. At a minimum, an action plan will include: a. An analysis/statement of the root causes/reasons for not meeting the service level target(s). b. A description of corrective actions identified and recommended by the service provider in order to meet the agreed service level(s). c. A timeframe for the implementation of the corrective actions Requested action plans will be developed and presented at the next CUB meeting after the request for an action plan is communicated by the EGS CUB, and will be captured as an action item on the CUB meeting minutes.
Service Management Processes. Are processes and procedures used by the Supplier to deliver the Services, as set out in Attachment 6-B (Service Integration and Procedures Manual)

Related to Service Management Processes

  • Service Management Effective support of in-scope services is a result of maintaining consistent service levels. The following sections provide relevant details on service availability, monitoring of in-scope services and related components.

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity 1.1.02 Identify at least one individual to act as the program contact in the following areas: 1. Immunization Program Manager;

  • PERFORMANCE MANAGEMENT SYSTEM 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

  • Project Management Services Contractor shall provide business analysis and project management services necessary to ensure technical projects successfully meet the objectives for which they were undertaken. Following are characteristics of this Service:

  • Configuration Management The Contractor shall maintain a configuration management program, which shall provide for the administrative and functional systems necessary for configuration identification, control, status accounting and reporting, to ensure configuration identity with the UCEU and associated cables produced by the Contractor. The Contractor shall maintain a Contractor approved Configuration Management Plan that complies with ANSI/EIA-649 2011. Notwithstanding ANSI/EIA-649 2011, the Contractor’s configuration management program shall comply with the VLS Configuration Management Plans, TL130-AD-PLN-010-VLS, and shall comply with the following: