Governance Model

There are several layers visible in the continuous IT services management. Therefore, the triangular model is well suitable for us. We visualize the layered world as a pyramid having strategic, tactical and operational levels. The boundaries between the layers are fuzzy, and they must be planned case by case.

With the exception of tiny organizations, various documents are associated with the management model and the service delivery. The topmost one is the mission, which outlines why the organization exists. The documents become more detailed and concrete as we go downwards. At the bottom, we find working instructions, technical manuals, etc. The image shows some typical documents as an example.

At the strategic level, the CIO and other IS/IT top management discusses the big picture with business leaders and the top management of vendors. The tactical level is about service level management and related decision making. The operational level takes the daily actions to keep the wheels running,

In multi-vendor cases, there are vertical boundaries, too: Everything is not on the table when all vendors are present.

The Governance Model shall be designed fit-for-purpose: It shall create value, and it shall not be too heavyweight. Especially the need and value of zillions of reports shall be planned carefully. Handling the same reports and numbers in several forums easily produces more effort than value.

The governance at the operational level is often split into pieces and silos. This is evident because of the complexity and metrics data volumes. However, there is a risk of losing the visibility to the big picture. Better to avoid such a thing happening.

The review meeting at the tactical and operative levels shall have a standard skeleton agenda to make them structured. Topical discussion and decision-making items shall be added case by case. The following table is an example of items to handle at the various levels:

Strategic 1 to 2 meetings a year	Agrees changes to the pricing and the agreement text Reviews long-term service level trends Agrees on high-level development roadmap Solves the major disputes Gives general guidance to the lower levels
Tactical Monthly	Service level report review SLA and KPT metrics follow-up Cost and charging follow-up Solve disputes Handle feedback and claims Agrees on service credits and bonuses Agrees on corrective and development actions
Operative Monthly or more frequently	Meetings with operative organizations and their vendors Service Level report creation SLA and KPI metrics trend analysis Review the tickets missing SLA targets and agree on actions Identify the areas of development Creating proposals of development Problem Management, with escalation as needed