If the underlying OLA (s) do not exist, it is often very difficult for organizations to go back and enter into agreements between support teams to provide the OLA. OLA (s) should be seen as the basis of good practice and common agreement. An Operational Level Agreement (OLA) defines interdependent relationships to support a Service Level Agreement (SLA).  The agreement outlines the responsibilities of each internal support group to other support groups, including the process and timing of the delivery of their services. The objective of the OLA is to provide a clear, concise and measurable description of the service provider`s internal assistance relationships. Illustration – AlS Architecture – Service Level Agreement (click on the image to enlarge it) ConclusionsIn today`s global economic scenario, companies can no longer ignore the need to model and streamline IT services used in internal processes at all levels. Poor levels of service can lead to a crisis of internal processes which, as a direct result, can lead to the collapse of the functionality and efficiency of the business. Even if the services are managed by external companies (outsourcing), the services must be the reference instrument for the good development of the company. In the text “Logistics – Strategy 2” by C.Ferrozzi- Janice Hammond-Roy D.Shapiro, “outsourcing remains in many cases a dream, a kind of illusion in which, in the hope that one day a company will be able to offer a concrete excellent service, acceptable costs, no quarrels, no quarrels… The secret lies in the total control of performance, as if logistics were ours… It should be possible to show the external company our knowledge of the quality of its business.
They must be exposed directly, accurately and quickly. It will be necessary to contact the main customers almost every day, listen to their opinion on the service. If you find yourself in situations of strong conflict, they can only be resolved by conscientious execution of the contract. Instead, those who offer logistics should improve their own performance, which is supported by customers. This assistance is manifested through collaboration and the provider understands how the service works, how costs increase, how much flexibility is needed. It is no coincidence that Service Level Management is seen as a decisive process in which it affects the three main objectives of IT services management (ITSM) according to ITIL: a particularly slippery terrain is represented by metrics that are also related to the people or processes of the client company: an ALS must be fair and define obligations on both sides. For example, you cannot accuse a supplier of reacting quickly to a problem if it has been communicated late by company employees. It may happen that at some point, the SLA object service will no longer function as intended. If it is concluded, subject to the necessary controls, that the supplier has not complied with ALS, they are subject to the sanctions described in the service level agreement itself. It should also be noted that, in the vast majority of cases, the attitude of the client company is not “punishable”.
The possible reasons why a provider does not perform an ALS to which it subscribes are multiple and are not necessarily due to a lack of sanction. 1.