IT silo’s are technology centers with their own management and staff. Silos normally don't share the same priorities, values, or goals, and often they do not share the same tools.
Since they also don't share the same management, there are often communications and coordination problems when silos need to interact to resolve service issues.
The ITIL has a solution the IT silo problem — the Operational Level Agreement, or OLA. OLAs define how IT groups work together to meet IT service level requirements. Implementing OLAs takes mutual respect and a desire to improve Customer service, but the process is straightforward.
Following I explain OLAs, their value, and how to implement them.
Successful ITIL Adoption
Successful ITIL adoption depends upon cross-silo process interaction and shared responsibilities. For ITIL to succeed, the entire IT organization, including the staff and management of all silos must work together as a service-delivery chain.
However, this is not the case in many IT organizations. Support groups often reside in different departments and locations. It becomes even more difficult with distributed organizations. A common example is a Problem escalated from Service Desk into a technical functional group, for example, software development. It is common for the Problem to “disappear” without any paper trail or notification back to the Service Desk. Another common complaint is trying to get “mind share” from other departments. Classic examples are the battles between network and mainframe.
Users of services do not see IT technology silos, and they do not perceive IT services as composed of silos. Users perceive IT services as end-to-end structures. This difference in views -- IT with a technology focus and Users with an end-to-end focus -- often results from the “silo mentality” of IT. This “silo mentality” appears when each IT silo reports that all is well, but the Users complain of inadequacies because of miscommunications and lack of orchestration between silos.
No matter what the silo or the issue, without a firm understanding and agreement of performance, responsiveness, authorities and responsibilities, there will always be finger pointing and communications issues. This is simply because each silo has its own primary responsibility. For example, the primary responsibility of software development is to develop software. The primary responsibility of networking is to maintain the transmission systems. What may appear to one silo to be a major issue requiring immediate response might not be so important to another silo.
OLAs are internal “back to back” agreements that define how two different organizations will work together to support the delivery of defined IT services to Customers and Users. While an OLA is very similar to a Service Level Agreement (SLA), it is also very different. An OLA does not underpin a Customer or User service. An OLA underpins the SLA itself, specifically, the OLA defines how departments will work together to meet the Service Level Requirements (SLRs) documented in an SLA. If you do not have formal SLAs in place, you are still delivering IT services, and a Service Catalog will do instead.
An OLA often includes hours of operation, responsibilities, authorities, response times, supported systems, etc. OLAs tend to be more technical than in SLAs since they define IT supporting IT.
Not every SLA requires unique OLAs, and just a few key OLAs can help resolve the silo problem. However, it can be difficult to implement OLAs – especially between departments under different management. Implementing an OLA requires patience and the commitment of all involved, as well as the understanding that each silo has its own job to accomplish. Of course, the common relationship all silos share is the provision and maintenance of IT Services of all kinds to the business.
Implementing Operating Level Agreements
Often the process of implementing OLAs can be difficult. This is easy to understand since no one wants to face repercussions if they fail to perform their primary functions or their agreed responsibilities under the OLA. You must take care to stress that the goal is to optimize delivery of IT services to Customers and Users. There must be a joint group that works together to define and implement OLAs.
The result is an OLA and the end of the silo problem! Try to keep the OLA simple to start, if they are too complex it will be very hard to use them or to maintain them. Do not try to implement too many OLAs at a single time – keep it simple at first. Over time, as the silos learn to trust each other and to work together toward a common goal, you can begin to implement additional OLAs. Over time you can expand beyond your IT Service Catalog and your OLAs into true Service Level Agreements (SLAs).
Abraham Lincoln noted, “A house divided against itself cannot stand.” When each IT “silo” acts autonomously in its own “best interest” there is little interaction between silos, and in some cases, there is outright hostility. Everyone loses in this scenario.
When IT realizes that IT service delivery is a horizontal end-to-end process and not a vertical technology silo process, everybody wins.
Where to go from here:
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