ARCHITECT. Service Level Agreements. Module 10 of the outsourcingtoolset. outsourcingtoolset.com

Transcription

1 ARCHITECT ENGAGE OPERATE REGENERATE Service Level Agreements Module 10 of the outsourcingtoolset outsourcingtoolset.com

2 Contents 1 ABOUT THE OUTSOURCING TOOLSET AND THIS MODULE THE OUTSOURCING TOOLSET THIS MODULE INTRODUCTION PURPOSE TIMING Point in the Lifecycle Critical Timing to Manage Bargaining Power Critical Timing to Manage the Total Cost of Contract PLANNING AND PREPARATION Prior to this Module Planning the Effort OVERVIEW DECIDING WHETHER TO HAVE A SLA THE SLA IN THE SUITE OF GOVERNING DOCUMENTS KEY COMPONENTS OF THE SLA SECTIONS OF THE SLA SECTION 1: CONTEXT SECTION 2: SCOPE OVERVIEW SECTION 3: DETAILED SCOPE/SPECIFICATION Goal of this Section Minimizing the Expectation Gap Practical Advice when Writing this Section SECTION 4: REPORTING SPECIFICATION SECTION 5: KEY PERFORMANCE INDICATORS (KPIS) Purpose Types of KPIs Precision KPIs Reliability KPIs Speed Effectiveness KPIs Satisfaction KPIs Determining the Detailed KPIs in a Six-Step Process The Cullen Group outsourcingtoolset.com ii

3 4.5.9 Other issues to consider SECTION 6: EFFECT OF KPI PERFORMANCE Exploring the basis for KPI schemes - recourse versus rewards Regular rebate/bonus schemes Intermittent schemes SECTION 7: THE SLA GLOSSARY HELPFUL TIPS AND A CHECKLIST EIGHT TIPS TO MAKE THE DOCUMENT WORK FOR YOU CHECKLIST FOR YOUR SLA...64 APPENDICES...65 Appendix A Example Project Plan...A1 Appendix B Progressive Intervention Forms... B1-B4 B1- Example Rectification Notice B2- Example Corrective Action Request B3- Example Direction Notice B4- Example Termination Notice Appendix C Example SLA...B1-B21 Appendix D SLA Template...D1-D20 Figures and Tables FIGURES Figure 1: The Outsourcing Lifecycle...1 Figure 2: The Basic Composition of Each Module...2 Figure 3: Timing in the Lifecycle...5 Figure 4: Bargaining Power and the Lifecycle...7 Figure 5: Total Cost of Contract Curves...10 Figure 6: The Governing Documents...14 Figure 7: Frequency of Use...15 Figure 8: Partial Example Responsibility Matrix (1)...18 Figure 9: Example Specification (a) - Call logging...20 Figure 10: Example Specification (b) - Call logging...21 Figure 11: SLA KPI Types...25 Figure 12: Partial Example Responsibility Matrix (2) The Cullen Group outsourcingtoolset.com iii

4 Figure 13: KPI thresholds...42 Figure 14: KPI development worksheet...44 Figure 15: Progressive intervention pyramid...51 Figure 16: Example escalation of at risk amount with intervention...55 Figure 17: Example points scheme provision...56 Figure 18: Example extension provision...58 Figure 19: Example step-in provision...59 Figure 20: Example termination provision...60 TABLES Table 1: Module Quick-Reference Table...3 Table 2: Example Reporting Table (1)...23 Table 3: Example Reporting Table (2)...24 Table 4: Example KPI delivery to specification...26 Table 5: Example KPI compliance with policies...27 Table 6: Example KPI accuracy of records...27 Table 7: Example KPI meeting milestones...28 Table 8: Example KPI equipment availability...28 Table 9: Example KPI reliability of equipment at delivery...29 Table 10: Example KPI fault response and resolution...30 Table 11: Example KPI order and delivery cycle time...31 Table 12: Example KPI effectiveness of sales function...32 Table 13: Example KPI customer satisfaction...35 Table 14: Steps for developing KPIs...36 Table 15: Example stakeholders and their expectations...39 Table 16: Example Contract Scorecard metrics...41 Table 17: Example KPIs (partial) - original...46 Table 18: Example KPIs (partial) - revised...47 Table 19: Example KPI stratification standard versus non-standard hours...48 Table 20: Example write-up of the progressive actions...52 Table 21: Example rebate scheme percent method...54 Table 22: Example rebate escalation scheme...54 Table 23: Points example, telecommunications carrier...55 Table 24: Example Glossary Definitions excerpts The Cullen Group outsourcingtoolset.com iv

5 1.2 This Module This module covers the preparation of a Service Level Agreement (SLA). A number of case vignettes are presented to help clarify the intention of the techniques offered. A simple generic example of a SLA has been provided in the Appendices. The tools provided for this module, in addition to this guide, are: Appendix A Example Project Plan (Microsoft Project ); Appendix B Example remedial action forms (Microsoft Word TM ); Appendix C Example generic SLA (Microsoft Word TM ); Appendix D Template SLA (Microsoft Word TM ); and Presentation slides (Microsoft PowerPoint ). TABLE 1: MODULE QUICK-REFERENCE TABLE Position in the Lifecycle Objective Processes Design Phase Building Block 4. Ensure the parties have a shared understanding of the work required and accountabilities. 1. Gather the pre-sla work conducted earlier in the Outsourcing Lifecycle; 2. Select the right drafting team (to ensure breadth/depth); 3. Draft the SLA, conducting internal workshops as appropriate; 4. Review and revise the SLA; and 5. Issue the SLA with the Market Package1 to be bid upon by the potential providers. Deliverables Resources required Service Level Agreement. Commitment and allocation of effort from personnel on the drafting team, evaluation team, and the review team. 1 The Market Package is the Request for Proposal and supporting documents sent out to bidders as part of the competitive tendering process. For further information, refer Module 14 Going to Market and the Request for Proposal The Cullen Group outsourcingtoolset.com 3

6 The Regenerate Phase is where future options are assessed. In the lifecycle, each phase, and its building blocks, prepares the way for the following phases and building blocks. Likewise, the success of each building block depends on the preceding ones, with the last one paving the way for the next-generation sourcing strategy and its lifecycle. Following this, the lifecycle can recommence, returning to the Architect Phase and the planning of the nextgeneration deals. Depending on whether the work is to be re-tendered, backsourced (brought back in-house) or renegotiated with the incumbent provider, the deal will need to be reconsidered, option by option. Organizations should therefore re-assess their initial sourcing decisions well before the end of the current contract. The SLA is prepared by the client organization in the Design Building Block 4, preceding the selection of the provider, and it should be issued with any competitive tender process to the prospective bidders. It is sequenced this way because, logically, accepting a bid for an illdefined product is a very unsound practice. SLAs are your organization s formal product specification documents. The contents of the SLA must be detailed at some point. Leaving it until later means that the provider has far greater bargaining power and more opportunity to channel the process, which is rarely in your organization s best interest. When the provider drafts the SLA, it rarely represents your organization s perspective or expectations, and can look more like a bid than a SLA. Furthermore, the provider s version tends to represent the provider s needs rather than the organization s expectations. The SLA is what you are going to get for your money, so do not let other parties decide what that will be Critical Timing to Manage Bargaining Power The Architect Phase is when your organization is building up to its greatest position of influence. If you enter the Outsourcing Lifecycle without having built up the best possible bargaining power prior to Building Block 5 Engage, where you select the provider, you will not have built your bargaining power to its full potential. Figure 4 shows the how bargaining power operates. FIGURE 4: BARGAINING POWER AND THE LIFECYCLE 2009 The Cullen Group outsourcingtoolset.com 7

7 2.3 Planning and Preparation Prior to this Module Before beginning a SLA there are a number of preparatory steps that will have taken place if the Outsourcing Lifecycle has been followed: Building Block 2 Target the seven profiles regarding the scope of work to be outsourced will have been detailed and provide much of the information required to draft the SLA including the services and stakeholder profiles. Building Block 3 Strategize the strategic rules for the outsourcing initiative will have been articulated, including, but not limited to, the use of recourse and/or rewards for KPIs (key performance indicators) and asset retention/sale/transfer; and the configuration will have been outlined including the scope, provider, duration, resource ownership, commercial relationship structures Planning the Effort Your organization s first SLA is likely to take a few months to prepare; but only if you have completed the previous steps in the Outsourcing. If these early steps have not been complete, you will be in a significantly inferior position for drafting the SLA effectively beginning with little information. This will at least double the standard drafting time, and the resultant SLA will typically be of inferior quality. However, an experienced SLA writer can draft one in only weeks (even days!). An example project plan has been included in Appendix A. An MS Project version has been included in the module for you to tailor, should you wish to use this in your organization. The client organization writes the SLA because the initial version should be released with the Market Package. Having the provider draft the SLA is becoming increasingly rare, as most clients want to be in control of setting their expectations to ensure their needs are met. When the provider drafts the SLA, it rarely represents the client organization s perspective or expectations, and can look more like a bid than a SLA. During the bidding process, the provider can suggest modifications, but the contract documents represent the conditions under which the organization desires to spend its money - as opposed to the provider s version that represents the conditions under which the provider desires to provide the work for the price quoted The Cullen Group outsourcingtoolset.com 11

8 The key governing documents are The Conditions of Contract the legals surrounding the outsourcing initiative; The Service Level Agreement (SLA) the definition of successful work including work statements, KPIs (Key Performance Indicators), reporting, etc.; The Financial Schedule the manner in which the work will be billed and payments made (refer Module 11 Pricing Options and the Financial Schedule); The Governance Charter how the parties will manage the contract (refer Module 12 Governance Charter); and The Procedure Manuals the operating processes of the two parties, as well as the inter-party procedures. The following diagram (Figure 6) shows how the SLA fits into the Governing Documents. FIGURE 6: THE GOVERNING DOCUMENTS As Figure 6 highlights, the first three documents (above the dotted line) form the crux of the contract documents. The Conditions of Contract forms the body of the contract and the SLA, Financial Schedule, and Governance Charter are schedules to the body of the contract. Of course, there are typically more schedules than just these; however, all outsourcing deals have these two schedules as a minimum. Complex deals may have many SLAs, typically under a Master SLA with service level schedules underneath representing each major work area. A complex agreement may also have many Financial Schedules which can involve a transition price schedule, schedule of rates (labor), schedule of fees (work activity prices), schedule of equipment prices (if 2009 The Cullen Group outsourcingtoolset.com 14

9 4.2 Section 2: Scope Overview As the name suggests, the Scope Overview provides a brief description of the work covered by the SLA. Most importantly, this section includes a summary table clearly identifying which party is responsible for what. This is known as the Responsibility Matrix. There have been many long, drawn-out struggles over performance, where responsibilities were not clearly defined at an early stage. Accordingly, the parties are better served when they adopt the principle that one or the other party is in charge of each service (or activity), and that shared responsibility be avoided. This helps prevent doubt as to who is supposed to do what. To articulate the span of control of each party, the most efficient technique is to prepare a Responsibility Matrix, as mentioned above. This sets out, in a very high-level table, all the major activities under the SLA and the allocated accountability between the parties (and other third parties, if appropriate). Figure 8 provides a partial example of a responsibility matrix for a labor contract. FIGURE 8: PARTIAL EXAMPLE RESPONSIBILITY MATRIX (1) Function Services Contractor Client Overall 1 Conduct Management Planning Management 2 Adhere to the Quality Systems (Section 2.1) 3 Communicate and liaise with Stakeholders 4 Ensure Customer satisfaction 5 Conduct Audits 6 Provision of Labour, Materials, Equipment, etc. Service 7 Interface with Client activities Delivery 8 Manage and report Multiple Visits Management 9 Provide Route Cause Analysis (Section 2.2) 10 Use of Client-owned Assets 11 Manage Decommissioned Assets (Graveyard Stock) 12 Dispatch Work 12.1 Normal Hours 12.2 Outside Normal Hours 13 Close-out Jobs 14 Calibrate Equipment Workforce 15 Ensure Workforce availability Management 16 Competencies and qualifications (Section 2.3) 16.1 Determine minimum standards 16.2 Ongoing assessment and training 17 Provide Workforce Locations 2009 The Cullen Group outsourcingtoolset.com 18

10 4.5.3 Precision KPIs Precision measurements seek to quantify the degree to which the work was performed accurately and in compliance with the rules set up under the contract. The first rule might be the specification. Specification-related performance measures typically begin with an assessment as to whether the work was conducted, or the product delivered, or the asset built, in accordance with the specification, statement of work, or to a specified standard. An example of such a compliance KPI is shown in Table 4. This KPI was set up to ensure that all equipment ordered by the client was delivered as per the purchase order. TABLE 4: EXAMPLE KPI DELIVERY TO SPECIFICATION Calculation KPI KPI Minimum Standard Frequency Formula Source Data Delivery accuracy No delivery errors Monthly Delivery error = any variance not authorized by the Client from the Purchase Order 3 Service desk One KPI often included in contracts that relates to accurate performance is an assessment to which the work/item meets a specified standard such as that published under the International Standards Organization (ISO). The ISO has 17,000 standards on a variety of technical subjects as well as on generic management systems such as quality management and environmental management. If you want the provider to follow your specific policies and procedures, you might consider another common KPI that assesses the degree to which your organization s policies and procedures were followed in conducting the work. All of these compliance-orientated KPIs operate as a pass/ fail KPI, or one scored by your organization. An example of this type of KPI is shown in Table 5. This KPI was set up to ensure that the provider at least partially complied with the policies and procedures specified in the contract and in place within the client. 3 All the KPI examples in this module use terms that have been defined in the glossaries of the various contracts from which the examples were taken. These contractual defined terms are denoted by the capitalization of the first letter in each word of the term (in this case, Purchase Order) The Cullen Group outsourcingtoolset.com 26

11 Step 1: Assign party obligations - identify who is accountable for what Many organizations end up with meaningless KPIs because the measurements involve variables outside the provider s control. Thus, the provider is able to invoke the common uncontrollable events, or force majeure, provisions in a contract when performance is assessed. These provisions release the provider from its obligations if events occurred outside its control. As an example of this in action, assume you had set up an IT systems availability measurement with your IT infrastructure provider. However, your provider is dependent upon an independent telecommunications provider. If the system goes offline due the fault of the telecommunications company, and there is a force majeure provision in the contract, your IT infrastructure provider will ignore that outage for the calculation of their availability KPI since it was not their fault. Alternatively, let us say the outage was due to an action your organization was responsible for, say your applications developers brought down the system while they were making minor changes in code and did not test it properly. Again, this outage would be ignored for the KPI calculation. All this is fine if that is what both parties had anticipated and agreed to. If not, you might believe the provider is playing around with the calculations when, in fact, they are merely trying to measure only their component. To ensure there are no surprises, the areas of control of the parties (as well as any other third parties) need to be carefully specified. To articulate all of this, the most efficient technique is to have the responsibility matrix from Section 2: Scope Overview already completed. This matrix sets out all the major activities under the contract and allocates accountability between the parties (and other third parties, if appropriate). Figure 12 provides a different partial example of a responsibility matrix for a printing contract than shown in Section 2: Scope Overview. FIGURE 12: PARTIAL EXAMPLE RESPONSIBILITY MATRIX (2) Activity 1. Order Management (section 3.1) 1.1 Provide online ordering system 1.2Provide customer service support 1.3 Order Stock as required 2. Printing (section 3.2) 2.1 Artwork Deliver artwork Code and file artwork Make changes to artwork as instructed Maintain offsite backup 2.2 Print new Stock 2.3 Conduct Emergency Print Runs 2.4 Replace Unsatisfactory Stock Responsibility Contractor Client 2009 The Cullen Group outsourcingtoolset.com 37

12 FIGURE 14: KPI DEVELOPMENT WORKSHEET KPI Minimum Standard Target Formula Source Data Response time >95% within 1 hr Residual within 3 hrs 100% in 1 hr Responses w/in 1 hr # calls Responses > 3 hr # calls - Response log - Call log The only KPI specification most contracts have The area under most dispute, if left unspecified As shown in Figure 14, most contracts stop at only specifying the KPIs. However, it is equally important to specify how the KPIs will be calculated and what the source data to be used (the source of information that must be used in the calculation) is. Most disputes regarding KPIs centre on these two last two items. It is not the number that is most argued about, it is how the party doing the calculation determines it. Leaving such calculations to the discretion of the other party can produce questionable, if not unreliable, results. Therefore, the dispute is rarely around whether the provider has achieved the KPIs, just the math used. The following case highlights just this situation. Case: KPIs that did not feel right The provider of a fault desk consistently reported the response times as meeting the minimum standard, yet the client s contract manager was being sent an increasing amount of technician complaints about poor response times. There were just too many complaints for the service to be reporting such good numbers. He had an analyst obtain the provider s data for the most recent month and calculate the response times. It added up. Still suspicious however, he had an analyst go through his s and attempt to diagnose what the problem was. The analyst was able to determine that the complaints tended to come from two of the fourteen regions. Further investigation of the source data showed that these regions had not been included in the calculation. When the provider was questioned, it was discovered that these two regions had not been coded into the response tracking system due to an oversight If the math underpinning the KPI and the source data for the calculations are not specified, then a provider that self-reports its performance (which is the norm) is allowed discretion as to how to calculate performance. Not only can the provider make up the math, they also get to make up which sources of data they want to use. Unsurprisingly, the reported KPI will show that the KPIs have been met. No provider left with total discretion as to how to report its performance would do otherwise The Cullen Group outsourcingtoolset.com 44

13 If you have had to apply negative incentives for more than three months, your scheme is not working because the provider s performance is not improving. Something could be wrong with the KPIs (they were never realistic in the first place, there is a problem getting objective measurements, or the provider is not in full control of the variables). Alternatively, something could be wrong at the provider and diagnostic and treatment of the root cause of performance failure is required. To help with the latter, another form of disincentive you may want to consider involves an increasing level of performance intervention by the client organization for those KPIs that are not being achieved. Increasingly interventionist actions become useful in contracts where getting money back is not the answer in the long term, and replacing a non-performing provider is economically or politically impractical until all other avenues have been exhausted. In the event of any KPI failures, the pyramid in Figure 15 outlines the progressive interventions most commonly made available to the client. FIGURE 15: PROGRESSIVE INTERVENTION PYRAMID Termination Level 4 Direction Notice Level 3 Corrective Action Plan Level 2 Rectification Notice Level 1 Number of KPI failures More Number of Occurrences of the same KPI failure in a Rolling 3 Month Period More Level 1 Level 2 Level 3 Level 4 Level 1 Level 2 Level 3 Level 4 Level 2 Level 3 Level 4 Level 4 Level 3 Level 4 Level 4 Level The Cullen Group outsourcingtoolset.com 51

14 At the day specified in the agreement, the points are tallied, and the amount owing is calculated. The balance day need not be every month; rather it is more commonly every 3, 6, or 12 months. In this spirit, some organizations elect to allow the provider to claw back negative points if subsequent performance is above the minimum standard threshold or meets the target threshold for a specified period of time, keeping in mind that it is consistent contract outcomes the rational organization wants, not the cash back. An example of the provision written for a points scheme is in Figure 17. FIGURE 17: EXAMPLE POINTS SCHEME PROVISION 1. Application of the Performance Points 1.1 (Calculation) The Client will calculate Performance Points: a. no less than thirty (30) days after receiving the KPI report from the Contractor basis; b. using the formulas specified in the KPI Tables; and c. report the positive, negative and net Performance Points calculated to the Contractor. 1.2 (Point value) A value of $1,000 for each Performance Point has been set by the parties. 1.3 (Annual tally) Prior to 1 February each year, the Client will present the net Performance Points for the previous year to the Contractor. At that time, the amounts payable by the party owing will be agreed. 1.4 (Caps) The Rebates and Bonuses shall be capped per year as follows: a. the Bonus payable by the Client is capped at $200,000; and b. the Rebate payable by the Contractor is capped at $400, (Payment) Payment shall occur as follows: a. for a Bonus, the Contractor will raise a special February invoice; or b. for a Rebate, the Client will raise a February credit to be offset against moneys owed the Contractor in accordance with the offset rights in the Contract. 1.6 (No limitation on other rights) The Rebate does not in any way limit the Client s rights in relation to any additional remedial actions and remedy in the Contract. This avoids the paper war often associated with monthly recourse schemes. In a traditional arrangement, the provider invoices for the work in a particular month, but the KPI performance report for that month comes in after the invoice has been raised. After receiving the KPI report, the client typically then raises an invoice credit based in its determination of the amounts owing due to failure to meet KPIs. More often than not, the provider does not agree with the calculation and raises a credit adjustment. This little game can go on every month, month after month! 2009 The Cullen Group outsourcingtoolset.com 56

15 FIGURE 19: EXAMPLE STEP-IN PROVISION 1 Ability of the Client to Step-In 1.1 (Step-in rights) Without prejudice to any other remedy the Client may have, if the Contractor fails to meet the KPIs, the Client may, at its discretion, take control of so much of the Services as is necessary for that function to be performed. 1.2 (Appointment of third party) The Client may obtain services similar to the Services elsewhere or may make any other arrangements considered necessary by the Client to maintain the Services, appointing any third party to provide the Services. 1.3 (Good faith) The Client must act in good faith in exercising its rights under this clause and manage any contract with the third party in good faith. 1.4 (Notice) The Client will give notice to the Contractor as soon as practicable of its intention to exercise its rights under this clause. This notice must include: a. the reason for exercising these rights; b. details of the third party; and c. description of the intended contract with any third party. 1.5 (Duty to assist) The Contractor must assist the Client and the third party in the exercise of its step-in rights including: a. facilitating access to the Contractor s relevant files and systems; b. providing access to its Confidential Information, information, data, Contract Material and records; and c. making the Workforce available to provide information and assistance; as required by the Client or nominee. 1.6 (No remuneration) The Contractor is not entitled to receive fees, charges or any remuneration whatsoever that relate to the services performed by the Client or an third party under this Clause. 1.7 (Liability) Neither the Client nor third party is liable to the Contractor for any act or omission caused during the period of step-in unless the act or omission is caused by gross negligence. 1.8 (Recovery of amounts) The Client will be entitled to recover from the Contractor the difference between any amounts paid to a third party and the amount by which the payment of fees or charges has been reduced. The Client must act reasonably, insofar as the circumstances permit, in appointing any third party to provide the Services and in agreeing a fee for those services. 1.9 (Cease of step-in) The appointment of the third party will cease when: a. the Client determines, in its absolute discretion, the Contractor has demonstrated its ability to meet the KPIs; b. the Contract is terminated by the Client; or c. the Term expires by the passing of time (No termination waiver) Nothing in this clause prevents the Client from being entitled to give notice for termination for cause The Cullen Group outsourcingtoolset.com 59

16 Termination (full or partial) at some stage, as a last resort, you may want the right to terminate for poor performance. This can be the right to terminate the entirety of the contract (full termination) or the work for which the KPIs are failing (partial termination). Figure 20 provides you with a simple example. It is worth noting that, in the event of partial termination, you should always retain the right to escalate to full termination at your absolute discretion, if you determine that partial termination is not practical. FIGURE 20: EXAMPLE TERMINATION PROVISION 9.2 In addition to any other rights it has to terminate this Agreement, the Client may, in its absolute discretion, terminate this Agreement in whole or in part with respect to any one or more Services if the provider: (a) fails to meet at least 3 (three) KPIs, without justification acceptable to the Client, in any 1 (one) measurement period (b) fails to meet at least 10 (ten) KPIs, without justification. These disincentive rights of your organization can be powerful without having to be actually executed. These deterrents can provide your organization with strong negotiation power over the provider to put in other resolutions, or to improve the arrangement. 4.7 Section 7: The SLA Glossary A good SLA is written to ensure that there is minimal opportunity for people to misinterpret it, and to be easily understood by anyone who reads it. The glossary plays an extremely important part in achieving this. The glossary section contains all the reserved words, phrases, and acronyms used in the SLA. Table 24 shows an excerpt from a SLA glossary as an example. Without this glossary, both parties will naturally interpret key terminology in a manner that best suits them. Reaching a common interpretation can be difficult as each party is also likely to have a reasonable claim supporting their interpretation. The one with the greatest bargaining power at the time will be the one who wins the argument. This is not the best way to ensure a successful deal The Cullen Group outsourcingtoolset.com 60