Service level management SLMO

(unchanged)

Agreeing targets for service levels and assessing, monitoring, and managing the delivery of services against the targets.

SFIA 9 is in development

SFIA 9 beta due in early July 2024
SFIA 9 planned for publication October 2024

Guidance notes

(unchanged)

Activities may include — but are not limited to:

planning, implementation, control, review and audit of service provision, to meet customer business requirements
negotiating, implementing and monitoring service level agreements
managing operational facilities to provide the agreed levels of service
identifying opportunities to improve service delivery
implementing service level management practices to support cloud-based services
identifying future trends and their impact on service delivery — for example — technical, market, industrial, socioeconomic, legislative or sustainability targets.

Understanding the responsibility levels of this skill

Where lower levels are not defined...

Specific tasks and responsibilities are not defined because the skill requires a higher level of autonomy, influence, and complexity in decision-making than is typically expected at these levels. You can use the essence statements to understand the generic responsibilities associated with these levels.

Where higher levels are not defined...

Responsibilities and accountabilities are not defined because these higher levels involve strategic leadership and broader organisational influence that goes beyond the scope of this specific skill. See the essence statements.

Developing skills and demonstrating responsibilities related to this skill

The defined levels show the incremental progression in skills and reponsibilities.

Where lower levels are not defined...

You can develop your knowledge and support others who do have responsibility in this area by:

Learning key concepts and principles related to this skill and its impact on your role
Performing related skills (see the related SFIA skills)
Supporting others with tasks (generic examples are provided by the essence statements for each level)

Where higher levels are not defined...

You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Levels

Defined at these levels:

Click to learn why SFIA skills are not defined at all 7 levels.

Show/hide extra descriptions and levels.

Level 1

Level 1 - Follow: Essence of the level: Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge.

Service level management: Level 2

Level 2 - Assist: Essence of the level: Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences.

(unchanged)

Monitors and logs the actual service provided, compared to that required by service level agreements.

Service level management: Level 3

Level 3 - Apply: Essence of the level: Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace.

(unchanged)

Monitors service delivery performance metrics.

Liaises with stakeholders to help them plan for a deterioration in service and/or breaches of service level agreements.

Service level management: Level 4

Level 4 - Enable: Essence of the level: Performs diverse complex activities, supports and supervises others, works autonomously under general direction, and contributes expertise to deliver team objectives.

(unchanged)

Performs defined tasks to monitor service delivery against service level agreements and maintains records of relevant information.

Analyses service delivery performance to identify actions required to maintain or improve levels of service.

Initiates and reports on actions to maintain or improve levels of service.

Service level management: Level 5

Level 5 - Ensure, advise: Essence of the level: Provides authoritative guidance in their field and works under broad direction. Accountable for achieving workgroup objectives and managing work from analysis to execution and evaluation

(unchanged)

Ensures that service delivery meets agreed service levels.

Negotiates service level requirements and agreed service levels with customers.

Diagnoses service delivery problems and initiates actions to maintain or improve levels of service.

Establishes and maintains operational methods, procedures and facilities and reviews them regularly for effectiveness and efficiency.

Service level management: Level 6

Level 6 - Initiate, influence: Essence of the level: Has significant organisational influence, makes high-level decisions, shapes policies, demonstrates leadership, fosters organizational collaboration, and accepts accountability in key areas.

(unchanged)

Ensures that service delivery is monitored effectively and that identified actions to maintain or improve levels of service are implemented.

Ensures that service level agreements are complete and cost-effective across the catalogue of available services. Ensures that operational methods, procedures, facilities and tools are established, reviewed and maintained. Prepares proposals to meet forecast changes in the levels or types of services.

Reviews service delivery to ensure that agreed targets are met.

Negotiates with relevant parties in respect of disruptions and major amendments to the provision of services.

Service level management: Level 7

Level 7 - Set strategy, inspire, mobilise: Essence of the level: Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success

(unchanged)

Sets strategies for service delivery that support the strategic needs of the client organisation.

Authorises allocation of resources for monitoring service delivery arrangements.

Develops relationships with customers at the highest level to identify potential areas of mutual commercial interest for future development.

Maintains an overview of the contribution of service delivery arrangements to organisational success. Provides leadership within the industry on the identification of future trends.