The campus network service agenda was found to provide a permanent local network (LAN) and Internet access for students and staff. Most service providers have standard SLAs – sometimes several, which reflect different levels of service at different prices – which can be a good starting point for negotiations. However, these should be audited and modified by the client and the lawyer, as they are generally favourable to the supplier. Management elements should include definitions of standards and methods of measurement, reporting processes, content and frequency, a dispute resolution procedure, a compensation clause to protect the client from third-party disputes arising from breaches of service (which should already be included in the contract) and a mechanism to update the agreement if necessary. This report is not a detailed project plan for outsourcing computer labs (CML) from anywhere University to a private contractor. This is an initial assessment of the problem in order to identify the main areas to be outsourced, the stakeholders in these services and the level of services currently provided. The main differences between the two are that: First, in BPO, the client will often have to play a more involved role; second, IT outsourcing is generally highly sensitive to technology; and third, it is often true that the client tried to define internal service levels prior to outsourcing at the time of outsourcing, whereas for BPO, this is less likely given the nature of the services. Although an outsourcing contract is a very formal and legally based document, the relationship between the subcontractor and the contractor will not be as formal. The ideal solution would be a partnership based not only on the treaty, but also on open communication and cooperation. Service levels and incentives to perform service or service level credits are conditions that are used for financial penalties to service providers for poor performance. They are generally considered important for the following reasons: Outsourcing of computer labs managed at the central level of the university – first report on the assessment of basic needs and the development of areas fundamental to the outsourcing project, with particular emphasis on addressing the service levels of an upcoming outsourcing contract. Select the measures that motivate good behavior.
The first objective of any metric is to motivate the corresponding behaviors on behalf of the client and service provider. Each side of the relationship tries to optimize its actions to achieve the performance goals defined by the metrics. First, focus on the behavior you want to motivate. Then test your metrics by placing yourself instead of the other side. How would you optimize your performance? Does this optimization support the results initially desired? There are some fundamental ergonomic issues that need to be included in this treaty. Centrally managed laboratory rooms are a contractual area that needs to be clarified. This is a proposal to outsource the premises. 1. As an incentive for the service provider to provide services at a good level. Penalties and rewards are defined in the contract for achieving or failing to meet service levels. The terms of termination of the contract must be expressly stated.
The university will not participate in an agreement whereby the contractor will receive more than the current budget to reach the current level of service. Introduces the concept of Service Level Agreements (SLAs) in the provision of IT services, particularly in the case of the provision of outsourced services.