Service Level Agreement For Provision Of Specified IT Servic

A Service Level Agreement For Provision Of Specified IT Services Betwe

A Service Level Agreement for Provision of Specified IT Services Between Finman Account Management, LLC, Datanal, Inc., and Minertek, Inc. 1. Period of Service The service level agreement (SLA) is for a period of three years, commencing on July 1, 2011, and concluding on June 30, 2014, with provision for renewal and extension upon agreement of all parties and contingent upon satisfactory fulfillment of specified services, as determined by semiannual review. 2. Parties to the Agreement Finman Account Management, LLC, employs more than 9,000 professional staff in 70 offices located in 20 countries and realizes gross income of nearly $4 billion annually.

Finman provides a range of business management services and takes particular pride in staying abreast of information technologies, trends, and applications—particularly those that help control costs, eliminate overlap, and enhance efficiency and productivity. With more than 50 years experience in business management, Finman has gained a broad and deep understanding of their own and their customers’ resources, needs, and growth potential, particularly in the present rapidly evolving and expanding IT environment. After meticulous review, Finman has determined that with the assistance of the above-named firms, Finman will be positioned to significantly improve and expand its services to its existing customers and compete more effectively nationally and internationally.

Datanal, Inc., was established by five IT entrepreneur colleagues in 2002. It enjoys a reputation for outstanding performance and presently employs some 350 IT specialists, most with proven skill in analyzing, organizing, and managing large, diversified streams of data and databases in logical, systematic form, transparently and effectively bridging present artificial separations. By enabling customers to assimilate a consistently large influx of new data while simultaneously drawing from previously unrealized complementary database resources, Datanal enables its customers to perform more effectively in a highly competitive economy. Datanal works toward a unified IT management plan across an entire organization—even across separate departments and divisions.

Minertek, Inc., begun by two federal laboratory computer scientists in 2005, has built a team of more than 200 skilled software developers with particular interest and proficiency in designing and creating innovative and effective data mining programs and applications for research and business. Minertek previously teamed up with Datanal to provide more cost- effective software and data management approaches for payroll and tax services, enabling customers to reduce or eliminate duplicate, parallel systems and achieve economies of scale. Datanal and Minertek’s combined expertise will enable Finman to significantly advance beyond its traditional yet highly respected services. Finman expects to expand its services to existing customers by 5 to 10% over the first year of the SLA, increasing its market share by more than $1 million in the succeeding year, with proportionate increases in subsequent years.

3. Background and Rationale In recent years Finman and its customers have devoted time and resources to anticipate IT trends and applications that have a transforming effect on their companies and operations, presenting them with sometimes difficult short-term choices and radically different strategies for the future. The IT challenges have been paramount, effecting structural and operational change in government, academic and research institutions, healthcare and emergency services, banking and finance, manufacturing, transportation, and all service providers. Finman views this SLA as a groundbreaking venture to harness the diverse array of IT- borne customer demands and opportunities that cannot be met by adhering to traditional paradigms.

Finman’s objectives in the SLA are to compete more effectively in a highly competitive industry by offering its customers a unified IT management plan across an entire organization or even, if the customer wishes, across separate departments and divisions. Datanal, utilizing sophisticated data-mining software developed by Minertek, will recognize and integrate common IT characteristics from disparate operations, programs, procedures, and products—even those located in separate and unrelated service areas. This enables the customer to reduce or eliminate duplicate, parallel systems and to achieve economies of scale and open new opportunities. 4. Statement of Intent As recognized by leading research and consulting firms with knowledgeable, skilled management, advanced state-of-the-art IT affords extraordinary opportunities for greater efficiencies, cost reduction, higher productivity, customer satisfaction, and profitability.

Sophisticated IT applications realize their full potential with highly specialized technical knowledge and management skills readily available only in smaller firms focused primarily or exclusively on such applications. Finman has determined that service level management (SLM) offers the most promising strategy for the firm, both near and long-term, and the present SLA is a significant part of that strategy. 5. Scope of the Work Effort In the initial year, Finman, Datanal, and Minertek will each deploy, on a gradual basis, a force of 20–25 specialists together with attendant management and supervisory and support personnel in the United States., Europe, and Asia to be increased as the effort expands to its full complement, perhaps three times that number.

Datanal and Minertek have proffered specific information to show that they have in their present employ a cadre of skilled and experienced technical experts prepared and available to take on the required responsibilities. The firms attest that together they have on hand and available all IT hardware and software required to undertake and carry out this work effort. Within two weeks of the signing of the SLA, Datanal and Minertek will present to Finman’s account manager a detailed plan for the conduct of this effort, based upon and incorporating plans and proposals for the work effort, as agreed upon in a series of preliminary meetings over more than six months. In 30–90 days from the signing of this SLA, all parties will have data management systems, hardware, and software in place in at least 10 locations selected by Finman in the United States and abroad, according to the agreed-upon schedule and responsibilities, to begin inspection, collection, assortment, analysis, and assimilation of customer data, together with indications of common, similar, or analogous characteristics.

6. Non-Exclusivity This agreement is non-exclusive. 7. Metrics Throughout this work effort, progress will be gauged by specific, clearly defined metrics developed by all parties to the agreement, which is fully agreed upon and simple to understand and employ. Metrics will reflect specifically and in all aspects the principal, strategic objectives of the SLA for Finman and its customers, Datanal, and Minertek.

Metrics will be designed to set clear and straightforward targets to determine performance. A helpful rule noted by CAST is that, “Software quality that cannot be measured cannot be managed.†8. Quality The success or failure of this work effort depends fundamentally on the quality of effort of each person involved, with careful attention to detail in defining specific tasks, establishing clear and fully agreed upon metrics, obtaining and preserving all relevant data intact, and analyzing data meticulously and creatively for its potential benefits and uses. Those engaged in this work effort are expected to apply the full potential of their knowledge and creativity to its success. 9.

Personal Conduct Everyone associated with this work effort must adhere to the highest standards of professional conduct at all times, particularly in and around customers’ offices, cubicles, labs, and other work locations. Every effort must be made by all persons associated with this effort to respect all employees and all property of Finman and its customers in particular. All involved in the work effort should take particular precautions to respect each person’s work space, papers, property, and privacy. 10. Deliverables and Feedback Three months after the signing of the SLA, Datanal, with Minertek’s full input, will present to Finman a detailed review of the combined progress of the work effort to date.

In particular, the review should indicate likely opportunities that appear to be emerging for Finman’s customers to realize significantly improved, potentially productive, and more cost-effective management services, which would afford these customers new business opportunities at reduced costs. The report will discuss the specific feedback from Finman’s data-systems managers and customer-account managers on the perceived impact of the work effort. All reports should measure perceived progress against recognized and accepted historical performance data and specify actionable items. A few specific metrics are particularly valuable for decision making. The report will present specific and objective feedback from Finman, Datanal, and Minertek employees on complaints received, including any interruption, loss, or corruption of data.

Also, the report will, to the extent possible, provide an explanation for such interference. At the six month anniversary of the SLA, a complete and detailed review will be presented to the senior management at Finman, inviting and responding to questions from Finman management. Subsequent progress reviews and fully detailed reviews will be presented alternately at three-month intervals. All reports will be presented in hardbound copies and in personal presentations to Finman management. 11.

Compensation Compensation for this work effort will be agreed upon and set in advance at a fixed annual amount, payable by Finman in equal monthly installments on the first day of each month. 12. Termination of the Agreement The SLA may be terminated immediately by Finman upon clear showing of non-performance or malfeasance. Conduct outside research of the topics of planning, organizing, directing, controlling, and leading CHUNNY DEMESI-LEWIS ANDRES De Jesus Defining management and manager Management Mcway (2008), the author of Today’s Health Information Management defined “management as the process of using activities to create objectives and of teaming with people to meet those objectives through the efficient and effective use of resourcesâ€.

Management could also be viewed as the process designed to achieve an organizations objectives by using its resources effectively and efficiently in a changing environment. Principles of Management Managers are individuals who make decisions by utilizing resources to achieve objectives; planning, organizing, staffing, directing, controlling. Management is an important element in every organization. It is the element that coordinates currents organizational activities and plans for the future. Manager is more directive and controlling.

Manager makes the decision and stays in close contact while work is completed. 2 Planning In organizations, planning is a management process, concerned with defining goals for company's future direction and determining on the missions and resources to achieve those targets. Planning must be in agreement with the mission and vision of the organization. Planning establishes both short and long-term goals. Planning could also be viewed as a process of deciding the business objectives and charting out the plan and method for achieving the same.

This includes determination of what is to be done, how, and where it is to be done, who will do it and how result are to be evaluated. Although every organization or association is different, there must be some sort of plan implemented to achieve specified goals and objectives. Planning involves all the various factors that may affect business or organization operations. Internal and external strengths, weaknesses, opportunities, and even threats are all factored into the planning process and procedures. Example- I once represented my Boss in a meeting during the planning stage of opening an orphanage home, after all said and done.

I asked in the meeting what was the mission statement (which I believe should include what the purpose of opening the orphanage and how will it be accomplished) and if there was enough resource to achieve the goals. 3 planning Strategic Planning The process of ensuring that an organization's current purpose, aspirations, goals, activities, and strategies connect to the plan and support its mission. It is developed for a specific time frame, often 3-5 years . It includes broad strategic goals and specific objectives, action steps, and time frames. Planning strategy is important to the well being and survival of the organization.

Operational Planning An Operational Plan is a detailed plan used to provide a clear picture of how a team, section or department will contribute to the achievement of the organization's strategic goals. It has to do with how the strategic plans will be implemented by creating a short term plans. It creates policies and procedures to follow in order to implement the plan. Planning functions is expected to be carried out throughout the organization and should be performed by the manager at all levels. One of the operational planning function is the budgeting process, once the financial aspect is allocated.

Operational planning also considers unanticipated events such as a change in policy change The next thing is disaster planning is concern with how to reduce effect of financial loss or threat to the survival of the organization through the use of disaster recovery plan. Disaster could also be fire or natural disaster. 4 Organizing Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. Organizing in a nut shell is the assignment of responsibilities for task accomplishment.

It also include delegation of duties, that giving a person the authority to act on your behalf. The organizational structure with a good division of functions and tasks is important because an organization can only function well if it is well-organized. This means that there must be sufficient capital, staff and raw materials so that the organization can run smoothly and that it can build a good working structure. Due to changes in healthcare and restructuring and emerging of organizations, attention has shifted on organizational design that will help organizations to survive in the reoccurring changes in healthcare. By putting together people and activities that will be used to do the work.

For instance, The Administrator in my work emergency an had to travel out of the country but before leaving he entrusted to act on his behalf during his absence. The state surveyors came, I presented the letter from Administrator stating that he authorize me to act on his behalf. 5 Nature and Importance of Organizing Factors that influence organizational design in healthcare context Patient needs Reimbursement method Labor market (Human Resources) Organizational culture and management style. Organizing also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out.

So it is necessary to establish a formal structure that defines the lines of authority, communication and decision making within an organization. Organizing defines the role and responsibilities of the workers, developing policies and procedures to outline who will do the work and how. It also establishes position qualification and job descriptions. Involves: using resources, assigning duties, coordinating activities, and effectively communicating. 7 directing Directing is encouraging employees to accomplish goals, it involves communicating, delegating, motivating, and managing conflict.

Directing initiates action, it is those activities which are designed to encourage the subordinates to work effectively and efficiently. Per, McWay,(2008) Directing is the continuous process of decision making, instructing others, and giving orders. 8 Delegation Potential Rewards Multiply your work effort Get fresh perspective Get a better solution Can be completed faster Uncovering hidden talents and passions of people Potential Risks Divides your work effort Work Not completed Work Completed poorly Loss of priority Uncovering hidden weaknesses and deficiencies in people Delegation is giving others the authority to act on your behalf, accompanied with responsibility and accountability for results.

Three basic but major skills needed to be an effective delegator are; Trust, Honesty and effective communication. Delegation improves efficiency when it allows work to be transferred to people whose skills are a better match for the work. It empower others become the experts but somethings delegation and finally, delegation gives people an opportunity to succeed or fail. 9 leading Maslow's hierarchy of needs references Lamond, D. (2004). A matter of style: Management Decision. reconciling Henri and Henry", Management Decision, Vol. 42 Issue: 2, pp.Retrieved from