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The most common component of an SLA is that the services should be provided to the customer as agreed upon in the contract. As an example, Internet service providers and telcos will commonly include service level agreements within the terms of their contracts with customers to define the level(s) of service being sold in plain language terms.
ITU-T Y.1564 is designed to serve as a network service level agreement (SLA) validation tool, ensuring that a service meets its guaranteed performance settings in a controlled test time, to ensure that all services carried by the network meet their SLA objectives at their maximum committed rate, and to perform medium- and long-term service testing, confirming that network elements can properly ...
[2] The SLO are formed by setting goals for metrics (commonly called service level indicators, SLIs). As an example, an availability SLO may be defined as the expected measured value of an availability SLI over a prescribed duration (e.g. four weeks). The availability SLI used will vary based on the nature and architecture of the service.
S.M.A.R.T. (or SMART) is an acronym used as a mnemonic device to establish criteria for effective goal-setting and objective development. This framework is commonly applied in various fields, including project management, employee performance management, and personal development.
An operational-level agreement (OLA) defines interdependent relationships in support of a service-level agreement (SLA). [1] The agreement describes the responsibilities of each internal support group toward other support groups, including the process and timeframe for delivery of their services.
A performance indicator or key performance indicator (KPI) is a type of performance measurement. [1] KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. [ 2 ]
These critics usually include in their criticism suggestions about how an 'unanswered' question they identify in their commentary could be answered, but typically the unanswered question relate to things outside the scope of balanced scorecard itself (such as developing strategies) (e.g. Brignall [25])
Figure 2: Measuring schedule performance without knowledge of actual cost Figure 3: Measuring cost performance without a PV baseline Figure 4: The most common form of EVM graphic. It is helpful to see an example of project tracking that does not include earned value performance management.