Details of Assessment
\nTerm and Year Time allowed –
\nAssessment No 2 of 2 Assessment Weighting 50%
\nAssessment Type Written
\nDue Date Week No. 8 Room
\nDetails of Subject
\nQualification ICT60115 Advanced Diploma of Information Technology
\nSubject Name Manage ICT Team
\nDetails of Unit(s) of competency
\nUnit Code (s) and Names BSBWOR502 Lead and manage team effectiveness
\nICTICT602 Develop contracts and manage contracted performance
\nDetails of Student
\nStudent Name
\nCollege Student ID
\nStudent Declaration: I declare that the work submitted is my own, and has not been copied or plagiarised from any person or source. Signature: ___________________________
\nDate: _______\/________\/_______________
\nDetails of Assessor
\nAssessor\u2019s Name
\nAssessment Outcome
\nResults
\n0Competent 0Not Yet Competent
\nMarks \/50
\nFEEDBACK TO STUDENT
\nProgressive feedback to students, identifying gaps in competency and comments on positive improvements:
\n________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
\nStudent Declaration: I declare that I have been assessed in this unit, and I have been advised of my result. I am also aware of my right to appeal and the reassessment procedure.
\nSignature: ____________________________
\nDate: ____\/_____\/_____ Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback
\n0 Student did not attend the feedback session.
\nFeedback provided on assessment.
\nSignature: ____________________________
\nDate: ____\/_____\/_____
\nPurpose of the assessment
\nThe purpose of this assessment is to assess the student in the following outcomes: Competent
\n(C) Not yet Competent
\n(NYC)
\nBSBWOR502 Lead and manage team effectiveness
\n2.4 Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed
\n4.3 Communicate unresolved issues, concerns and problems raised by team members and follow up with line manager\/management and other relevant stakeholders
\n4.4 Evaluate and take necessary corrective action regarding
\nICTICT602 Develop contracts and manage contracted performance
\n1. Establish contract
\n1.1 Determine boundaries of the contract
\n1.2 Document contract details and provide a copy to the client and vendor for review
\n1.3 Obtain client and vendor feedback to clarify problems and misunderstandings
\n1.4 Facilitate negotiations to resolve problems and misunderstandings
\n1.5 Seek agreement from stakeholders
\n2. Monitor contract
\n2.1 Monitor performance against contractual obligations to ensure desired level of quality is maintained
\n2.2 Ascertain client satisfaction with contractual performance
\n2.3 Identify and take action to address unsatisfactory performance
\n2.4 Provide recommendations for contractual variations, if required
\n2.5 Forward recommendations to appropriate person for approval
\n—
\nIn order to ensure that issues, concerns, and problems identified by team members are recognized and addressed, it is important to establish processes that facilitate effective communication and collaboration within the team. Here are some steps that can help in this regard:<\/p>\n
Encourage open communication: Create a culture of openness and transparency where team members feel comfortable sharing their concerns and problems without fear of retribution.<\/p>\n
Use a structured approach: Establish a process for identifying and addressing issues that includes clear guidelines for raising concerns, assigning responsibility for addressing issues, and tracking progress.<\/p>\n
Regular check-ins: Schedule regular check-ins with team members to discuss any issues or concerns they may have. This can be done through one-on-one meetings or team meetings.<\/p>\n
Follow up: After issues have been raised, ensure that they are followed up on in a timely manner. Keep track of the status of each issue and communicate updates to team members as appropriate.<\/p>\n
Involve relevant stakeholders: If an issue cannot be resolved within the team, involve relevant stakeholders such as line managers, HR personnel, or other relevant parties.<\/p>\n
Once issues have been identified and raised, it is important to communicate them to relevant stakeholders and follow up to ensure that they are resolved appropriately. Here are some steps that can help in this regard:<\/p>\n
Document issues: Document all issues that are raised, including details such as the nature of the issue, the parties involved, and any relevant dates.<\/p>\n
Communicate issues: Communicate the issues to relevant stakeholders such as line managers, HR personnel, or other relevant parties. Provide sufficient context and detail to enable stakeholders to understand the issue and its impact.<\/p>\n
Follow up: Follow up with stakeholders to ensure that they are taking appropriate action to address the issue. Provide support and assistance as needed.<\/p>\n
Evaluate and take corrective action: Evaluate the effectiveness of the actions taken to address the issue and take any necessary corrective action to prevent similar issues from arising in the future.<\/p>\n
In order to develop contracts and manage contracted performance, the following steps can be helpful:<\/p>\n
Establish contract boundaries: Determine the scope of the contract and define the boundaries of the work to be performed.<\/p>\n
Document contract details: Document all contract details including deliverables, timelines, payment terms, and any other relevant details. Provide a copy of the contract to the client and vendor for review.<\/p>\n
Obtain feedback: Obtain feedback from both the client and vendor to clarify any problems or misunderstandings and facilitate negotiations to resolve them.<\/p>\n
Seek agreement: Seek agreement from all stakeholders on the final contract terms.<\/p>\n
Monitor performance: Monitor performance against contractual obligations to ensure that the desired level of quality is maintained. Ascertain client satisfaction with the contractual performance.<\/p>\n
Identify and address issues: Identify and take action to address any unsatisfactory performance. Provide recommendations for contractual variations if required and forward them to the appropriate person for approval.<\/p>\n
Effective communication, collaboration, and monitoring are key to ensuring that issues are recognized and addressed, and that contracts are effectively managed.
\n++++++<\/p>\n
Assessment\/evidence gathering conditions
\nEach assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under \u201cPurpose of the assessment\u201d section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
\nResources required for this assessment
\n\u2022 Computer with relevant software applications and access to internet
\n\u2022 Weekly eLearning notes relevant to the tasks\/questions
\nInstructions for Students
\nPlease read the following instructions carefully
\n\u2022 This assessment has to be completed 1 In class 1 At home
\n\u2022 The assessment is to be completed according to the instructions given by your assessor.
\n\u2022 Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
\n\u2022 Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
\n\u2022 If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.
\n\u2022 Please refer to the College re-assessment for more information (Student handbook).<\/p>\n
Assessment Task 1- Project\/Report Writing (50%)
\nAssessment Guidelines and Marking Sheet
\nMarking List \u2013 Develop new SLA Marks
\nIntroduction \/5
\nBazaar Ceramics Business Objective
\n– Student identifies, client request and business objectives \/5
\nManaged Service Level Agreement Terms
\n– Student Provided Agreement term details and pricing Details \/14
\nSigned Agreement \/1
\nSUBTOTAL \/25
\nMarking List \u2013 Manage SLA Performance Marks
\nDocument Client Feedback \/4
\nDocument Internal Feedback\/approval \/4
\nDocument of Response to Client \/4
\nPerformance Monitor Log \/4
\nResolution to Performance Issue \/4
\nSLA Variation Terms and Signature \/5
\nSUBTOTAL \/25
\nTOTAL \/50<\/p>\n
Assessment (50 Marks) \u2013 Assignment \/ Written, Practical, Case Study
\nAssessment: Written, Practical, Case Study
\nCase Study (Bazaar Ceramics)
\n1. Company Background
\nBazaar Ceramics Studio has been operating for 20 years. We started as a small collective, operating in the picturesque township of Hahndorf, South Australia – known for its quality arts and crafts. Over the years the studio has passed through a number of transformations. In the first 7 years of its existence – as a co-operative, it was well known for producing quality domestic ware and fine individually designed art pieces.
\nEach member of the co-operative was responsible for designing, throwing, glazing and firing their own work. A gallery director was employed to look after the gallery and all aspects of marketing.
\nAs the reputation of the studio grew nationally, and production expanded to meet demand, the structure of the business changed to its present form. Kim Hayward bought the business and moved into larger premises in Stepney, Adelaide. The production staff increased and currently includes a production manager, 2 full time ceramic designers and 6 production potters.
\nBazaar Ceramics has a wide range of products to meet the needs of clients both nationally and internationally. The studio produces exquisite one off sculptural pieces for the individual and corporate collector. Commissions make up approximately 40% of this work. These pieces can be found in board rooms, international hotels and private homes as far away as the US and Germany.
\nBazaar Ceramics also produce unique, individually designed domestic ware, including full dinner sets and ovenware.
\n2. The Products
\nThe current range of products consist of one off ceramic forms (eg vase and bottle forms and dishes) using a number of traditional glazes that are highly prized amongst ceramic collectors. These include
\n\u2022 Copper Red
\n\u2022 Reduced Lustre
\n\u2022 Celadon
\n\u2022 Jun
\nThe other area of ceramic production is the \u201cdomestic\u201d ware range. These pieces are also individually designed and hand crafted to the highest quality, however unlike the individual art pieces, our customers are able to purchase entire dinner, coffee and ovenware in a range of designs. Products available in this range include:
\n\u2022 Earthenware dinner sets in a range of brightly coloured contemporary designs
\n\u2022 Stoneware tea and coffee sets
\n\u2022 Stoneware oven and serving dishes
\n3. Job Profiles
\nTitle: Business owner
\nReports to: nil
\nSubordinates: Gallery Director\/Manager Marketing and Sales
\nManager Finance
\nManager Production
\nMajor activities: Over all direction and scope of the company
\nEstablishes business objectives \u2013 in consultation with managers
\nAuthorises capital expenditure
\nEmploys staff and negotiates contracts
\nEstablishes distribution channels \u2013 in consultation with Manager Marketing and Sales
\nNegotiates with suppliers
\nSets wages, commissions, and incentives
\nRemuneration basis Based on profits (Profit = revenue \u2013 expenses)
\nTitle: Gallery Director Manager Marketing and Sales
\nReports to: Business owner
\nSubordinates: nil
\nMajor activities: Develop marketing and sales plans
\nResponsible for external perception of company image
\nNegotiates sales with customers \u2013 receives most of the customer orders
\nResponsible for customer service
\nFollows up sales leads
\nWorks from the shop sales counter most days
\nMonitors sales targets and achievement
\nApproves new designs of products
\nRemuneration basis Rewarded for increased total sales (revenue)
\nTitle: Manager Finance
\nReports to: Business owner
\nSubordinates: nil
\nMajor activities: Produce financial reports
\nMonitors profitability and costs
\nEstablishes minimum pricing
\nMonitors local inventory investment
\nAuthorises accounts for regular customers
\nResponsible for setting discount pricing for old stock
\nRemuneration basis Rewarded for high Return On Investment (ROI)
\nTitle: Manager Production
\nReports to: Business owner
\nSubordinates: Local workers (three)
\nRemote workers (three)
\nMajor activities: Coordinate the production of goods
\nOrders raw materials for local workers
\nCoordinates dispatch of delivered goods
\nCoordinates the receipt of goods from remote workers.
\nRemuneration basis Rewarded for high productivity of local and remote workers
\nRewarded for low production costs (expenses)
\nTitle: Local workers
\nReports to: Manager Production
\nSubordinates: nil
\nMajor activities: Designs products
\nProduces products
\nRemuneration basis Base wage, plus minimal commission on products that the worker has manufactured and the shop has sold
\nTitle: Remote workers
\nReports to: Manager Production
\nSubordinates: nil
\nMajor activities: Designs products
\nProduces products
\nOrders own raw materials
\nPays for costs associated with running their remote location.
\nPacks and freights products to the shop or direct to customers
\nRemuneration basis Minimal base wage. Significant commission paid on products that the worker has manufactured and the shop has sold. Remote workers receive higher commissions than local workers.
\n4. Organisational chart<\/p>\n
5. Mission Statement
\nBazaar Ceramics is committed to producing unique, evocative contemporary Ceramic Art of the highest technical quality.
\nOur Goals:
\n? To produce unique hand crafted pieces for the individual and corporate collector
\n? To showcase the best of Australian Ceramic Art and Design
\n? To provide an extensive range of well-crafted and designed domestic ware
\n? To showcase technical excellence in ceramic technology
\n6. Strategic Direction
\n6.1 Critical Issues Facing Bazaar Ceramics
\nIn determining our strategic direction for the next five years, the following points have been considered:
\n\u2022 Our business has been growing steadily over the last five years. This is due in part because of our new marketing focus towards the International ceramic art market. This has had a flow on effect in terms of our overall local and international profile.
\n\u2022 Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaign.
\n\u2022 The main source of revenue continues to be from gallery sales.
\n\u2022 Direct retail sales achieve the highest mark-up.
\n\u2022 Sales to account customers are growing steadily but these are mostly interstate and overseas client who find the current arrangements for purchasing cumbersome. Many have suggested we develop a website to streamline the process.
\n\u2022 Our competitors continue to make inroads into the E-Commerce technology and there is evidence that we will be left behind if we don\u2019t embark on this marketing tool.
\n6.2 Current Status
\nWe are continuing to grow our reputation for unique highly sought after collectable ceramics and professionally designed domestic ware. The key to this success is maintaining the highest technical and artistic standards and investment in marketing our products correctly.
\n6.3 Longer Term Vision
\nWe will continue to produce fine contemporary domestic ware, however we consider it is the art market where we have the greatest potential for growth. To grow in this area it is important to establish a strong international reputation. This gives our work credibility on the national stage as well.
\nThe marketing manager recently wrote a convincing report on the benefits of the Internet as a marketing and sales tool. We therefore intend to adopt this strategy to increase our profile nationally and internationally, reduce traditional advertising costs, streamline sales and get greater feedback from customers – both retail and wholesale.
\n7. Strategic Plan
\n7.1 Environmental Analysis
\n\u2022 Internal Environment
\no Strengths
\n? Bazaar Ceramics Studio has been operating for 20 years
\n? Wide range of products
\n? Sells exclusive art pieces
\n? Established customer base
\n? Responsive to the requirements of their clients
\n? Unique and contemporary products
\n? Growing reputation
\n? Niche market
\n? Outstanding business growth over last five years
\n? Increased sales by 233% in last five years
\n? Exceeding targeted sales growth
\n? International demand for product
\n? Ceramic designers and gallery director communicate regularly
\n? High quality product
\n? Sales to account customers are growing steadily
\n? Products are made to the highest technical and artistic standards
\n? Existing IT infrastructure
\no Weaknesses
\n? Cost of selling product (manual processes)
\n? Ordering of products must be done in person, by phone\/fax, or by email
\n? Ordering process time consuming
\n? Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaign
\n? The main source of revenue continues to be from gallery sales (in person)
\n? Interstate and overseas clients find the current arrangements for purchasing cumbersome
\n? No IT or technical staff employed by Bazaar Ceramics
\n? Increased employee numbers have increased fixed costs of the business
\n? The showroom has increased fixed costs dramatically in the last three years
\n? Negative return on investment in the last three years
\n? Decline in markup on product in the last five years
\n? Cost of goods sold has increased over last five years
\n? Showroom not big enough to display all products
\n? Production of unsaleable products
\n? Inability to capture sales information about popular products
\n? Double handling of products made by remote workers
\n? Any advertising brochures become quickly out of date due to uniqueness of each product
\n? Orders from international customers entails time zone differences
\n? Inability of international customers to order by phone (time zone differences)
\n? Only personal customers can view products adequately
\n? Manual order forms (costs of printing)
\n? Time consuming to fill in order forms for phone\/fax orders
\n? Staff can make errors transcribing information onto forms (5% errors)
\n? Redundant information due to multiple forms
\n\u2022 External Environment
\no Opportunities
\n? Business expansion
\n? Expand into national market
\n? Further expansion into the international market
\n? Customer requests to provide online ordering facilities
\n? Create communication and product website
\n? Create website to market products (brochure site)
\n? Decrease marketing costs
\n? Increase profile
\n? Create website to sell products (e-Commerce technology)
\n? Increase customer base
\n? Increase business reach
\n? Establish a strong international reputation in the \u2018art market\u2019
\n? Move to smaller showroom to reduce fixed costs
\n? Gather and incorporate more feedback from customers
\no Threats
\n? Competition
\n? Competitors continue to make inroads into the e-Commerce technology
\n? Competitors have a pricing advantage because of their website (reduced marketing and sales costs)
\n? Fear of being \u2018left behind\u2019 by competitors if website is not implemented
\n? High advertising costs
\n? High value of Australian dollar is a constraint to exporting into international markets
\n? Products less affordable to overseas customers
\n? Growing bargaining power of account customers (25% discount fair?)
\n7.2 Critical Issues and Strategic Objectives
\n? Critical Issue 1: Gallery costs
\no Strategic Analysis:
\n? Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaign
\n? The main source of revenue continues to be from gallery sales (in person)
\n? Cost of goods sold has increased over last five years
\n? The showroom has increased fixed costs dramatically in the last three years
\no Strategic Objective:
\n? Explore alternatives to selling in gallery sales
\n? Critical Issue 2: Manual processes
\no Strategic Analysis:
\n? Manual order forms
\n? Cost of selling product (manual processes)
\n? Ordering processes time consuming
\n? Staff can make errors transcribing information onto forms (5%mistakes)
\n? Redundant information due to multiple forms
\no Strategic Objective:
\n? Automate processes for employees
\n? Critical Issue 3: Double handling of Products
\no Strategic Analysis:
\n? Double handling of products made by remote workers
\no Strategic Objective:
\n? Develop direct shipping processes from remote workers to client
\nAll the above could come under one heading \u201cproduction costs\u201d with strategic objective: automate production processes where possible and improve efficiency in handling goods
\n? Critical Issue 4: Pressure on profit
\no Strategic Analysis
\n? Increased employee numbers have increased fixed costs of the business
\n? The showroom has increased fixed costs dramatically in the last three years
\n? Negative return on investment in the last three years
\n? Decline in mark-up on product in the last five years
\n? Manual order forms (costs of printing)
\n? High advertising costs
\n? Exchange rate
\no Strategic objective:
\n? Reduce fixed costs
\n? Critical Issue 5: Ordering process for customers
\n? Ordering of products must be done in person, by phone\/fax, or by email
\n? Ordering process time consuming
\n? Interstate and overseas clients find the current arrangements for purchasing cumbersome
\n? Orders from international customers entails time zone differences
\n? Inability of international customers to order by phone (time zone differences)
\n? Time consuming to fill in order forms for phone\/fax orders
\no Strategic Objective
\n? Automate ordering process for customers
\n? Critical Issue 6: Lack of IT support
\no Strategic Analysis
\n? No IT or technical staff employed by Bazaar Ceramics
\no Strategic Objective
\n? Hire IT staff
\n? Critical Issue 7: Lack of showroom space
\no Strategic Analysis
\n? Showroom not big enough to display all products
\no Strategic Objective:
\n? Explore alternatives to gallery display
\n? Critical Issue 8: Inadequate sales information
\no Production of unsaleable products
\no Inability to capture sales information about popular products
\no Strategic Objective:
\n? Improve feedback mechanism from customers
\n? Critical Issue 9: Advertising processes cumbersome
\no Strategic Analysis
\n? Any advertising brochures become quickly out of date due to uniqueness of each product
\no Strategic Objective:
\n? Find alternative methods of advertising
\n? Critical Issues 10: Competition
\no Strategic Analysis
\n? Competition
\n? Competitors continue to make inroads into the e-Commerce technology
\n? Competitors have a pricing advantage because of their website (reduced marketing and sales costs)
\n? Fear of being \u2018left behind\u2019 competitors if website is not implemented
\n? Growing bargaining power of account customers (25% discount fair?)
\no Strategic Objectives:
\n? Explore opportunities to improve competitiveness
\n8. Computing Infrastructure
\nCompany Intranet
\nItem Specifications
\nLAN Infrastructure
\nEthernet (100BaseT).
\n16 port switch
\nWAN infrastructure ADSL connection to Internet
\nServer (1) Intel Pentium 4 3Ghz, 512 MB RAM, 80GB HDD, 10\/100 Ethernet card
\nPC\u2019s (10) Celeron 2.4Ghz, 256 MB RAM, 40GB HDD, 10\/100 Ethernet card
\nServer software
\nItem Specifications
\nOperating System MS Windows 2000 server
\nWeb server MS IIS
\nEmail Exchange
\nPC software
\nItem Specifications
\nOperating System MS Windows 2000 professional
\nWeb browser MS IE 6.0
\nEmail MS outlook
\nVirus checker McAfee VirusScan
\nBazaar Ceramics has an office\/shop\/workshop. This area has a basic network setup.
\nSome employees are remote workers \u2013 this means that that they work from their own home.
\nAll employees have PCs, Internet access and email accounts.
\nThere are no IT or technical staff employed by Bazaar Ceramics. If part of the computing infrastructure needs maintenance or upgrades, Bazaar Ceramics contact a service provider.
\nBazaar Ceramics would like to move away from this situation.
\n9. Project Brief
\nYou are employed as an analyst, project manager and a developer. In other word you will be responsible for all aspects of project implementation which may include:
\n? Implementation of e-commerce shopping website
\n? Implementation of an upgraded Network to meet the demands of increased volume of sales
\n? Implementation of possible Cloud Technologies for Data Storage for safety and security
\n? Implementation of Google Apps for emails and move away from management of Exchange Servers for Outlook emails
\nYour task is to review the Strategic direction, Strategic Plan, Critical Issues, Strategic Objectives and the current system of Bazaar ceramics. You are then to prepare a solution report based on your recommendations for improvements.<\/p>\n
Case Scenario Context
\nThe students are required to study the project case listed above. The purpose of this assessment is not to commence this project for the client company, i.e. Bazaar Ceramics. The student is considered working in an IT company named Online Services Integration Pty Ltd as a IT analysis and the project manager of a team. This team is allocated to conduct the case project for the client company, i.e. Bazaar Ceramics. (For more detail of the service company, please refer to \u201cMore ICT Team Service Company Readings\u201d folder in the \u201cAssessment Resource\u201d folder.)
\nIn this assessment, the student need to plan the team and contract management for this project by documenting the following:
\nService Level Agreement Contract (SLA)
\nSLA Monitor Document<\/p>\n
THIS PAGE IS INTENTIONALLY BLANK<\/p>\n
SERVICE LEVEL AGREEEMENT CONTRACT
\nFOR BAZAARR CERAMICS
\nSUBMITTED TO: —–
\nBazaar Ceramics Pty Ltd
\nSUBMITTED BY: ———–
\nSTUDENT NAME
\nIT Business Analyst\/Project Manager
\nOnline Services Integration Pty Ltd<\/p>\n
DATE: DD MONTH YYYY<\/p>\n
Table of Contents
\n1. Introduction
\n2. Bazaar Ceramics Business Objective
\n3. Managed Service Level Agreement Terms
\nCurrent Service Level Agreement
\nAddition to the Service Level Agreement
\n4. Pricing Details
\n5. Signed Agreement<\/p>\n
1. Introduction
\nClient and Service companies brief, Client company project need brief, context of service, the coverage of SLA. Refer to the more reading folder of the contract parts, for examples of Introduction.
\n2. Bazaar Ceramics Business Objective
\nRefer to client company case study, and, also the service company service standards.
\nRefer to the assessment resource the relevant parts for samples. Also, please refer to the class slide and resource from the eLearning page.
\n3. Managed Service Level Agreement Terms
\nCurrent Service Level Agreement
\nPlease choose an appropriate current SLA (Yellow till Green only) details with relevant information (that does not require server\/backup services tasks) and provide details here with revised pricing details in the end or in the Pricing Details heading section of this document.
\nAddition to Service Level Agreement
\nSERVICE LEVEL AGREEMENT \u2013 HOSTING SERVICES
\nEXAMPLE
\nWe know that the availability of your site is of utmost importance and entrusting your website to Online Services Integration Pty Ltd is something that we take seriously. That’s why we have built the hosting industry’s most aggressive Service Level Agreement (SLA) to cover the multiple components that keep your site up and running.
\nOnline Services Integration Pty Ltd.\u2019s SLA is a contract between you, the customer, and Online Services Integration Pty Ltd. It defines the terms of our responsibility and the money back guaranty if our responsibilities are not met. We want our customers to feel at ease with their decision to move their site to Online Services Integration Pty Ltd, and knowing that Online Services Integration Pty Ltd takes your site’s uptime as seriously as you do is imperative.
\nTHE ONLINE SERVICES INTEGRATION PTY LTD SLA COVERS THREE COMPONENTS THAT SUPPORT THE AVAILABILITY OF YOUR WEB SITE
\nNETWORK
\nWe guaranty that our data center network will be available 99.999 % of the time in a given month, excluding scheduled maintenance. The data center network means the portion of the Online Services Integration Pty Ltd network extending from the outbound port on your edge device to the outbound port of the data center border router and includes Online Services Integration Pty Ltd managed switches, routers, cabling.
\nINFRASTRUCTURE SERVER SERVICES
\nWe guaranty that data center and power will be functioning 99.999 % of the time in a given month, excluding scheduled maintenance. Power includes UPSs, PDUs and cabling, but does not include the power supplies on your servers. Infrastructure downtime exists when a particular server is shut down due to power or heat problems.
\nONLINE SERVICES INTEGRATION PTY LTD GUARANTY:
\nNETWORK
\nWe will credit your account 5% of the monthly fee for each 30 minutes of network downtime, up to 100% of your monthly fee for the affected server.
\nINFRASTRUCTURE SERVER SERVICES
\nOnline Services Integration Pty Ltd will credit your account 5% of the monthly fee for each 30 minutes of infrastructure downtime, up to 100% of your monthly fee for the affected server(s).
\nOur Service Levels Structure are:
\nServer Availability and Network Availability;
\nLatency; and
\nResponse Delay for Emergency Incidents
\nService Level Description of Service Level Service Level Target
\nServer Availability The hardware and hypervisor layers delivering individual Cloud Servers are available and responding to the Monitoring Tool. \u201cCloud Servers\u201d are virtual machines as described in the Service Description. A Service Level Failure occurs when Availability falls below the Service Level Target. 99.999% Availability of Cloud Servers
\nNetwork Availability The network components of the Online Services Integration Pty Ltd are available and responding to the Monitoring Tool. The \u201cOnline Services Integration Pty Ltd\u201d comprises the border routers, firewalls, load balancers and switches in the relevant MCP. A Service Level Failure occurs when Availability falls below the Service Level Target. 99.999% Availability of the Online Services Integration Pty Ltd
\nLatency The time taken for a data packet to travel between Cloud Servers in the same VLAN. Latency is measured by the Monitoring Tool. A Service Level Failure occurs when Latency exceeds the Service Level Target. = 1ms
\nResponse Delay for Emergency Incidents The elapsed time between when you report an Emergency Incident to the Global Service Centre and when we contact you about that Emergency Incident. A Service Level Failure occurs when the elapsed time exceeds the Service Level Target. = 30 minutes<\/p>\n
1. Calculation of Service Level Credits
\nThe Service Level Credit for a Service Level Failure is calculated as follows:
\nService Level Credit = Service Level Credit Percentage X Fees Paid
\nWhere
\nService Level Percentage is determined by reference to the Duration of the Service Level Failure using the table in section 2 and
\nFees Paid is the Fees you paid for Usage in the calendar month for the Location in which the Service Level Failure occurred.
\nService Level Credits are calculated each calendar month and may only be requested for the month in which they occur. The Duration of a Service Level Failure resets to zero at the end of the month and does not \u201ccarry over\u201d to the following month.
\nWhere Client applies Tech Ops Services (as defined in the Service Description for Optional Services) or Client has configured Anti-Affinity (as that term is defined in the Public IaaS Service Description) in both cases in connection with all Cloud Servers, then increased Service Level Credits may be payable (\u201cRebate Enhancement\u201d applies).
\nService Level Credits are capped and the total Service Level Credits payable for all Service Level Failures in a particular calendar month in a particular Location may not exceed: (i) where Rebate Enhancement applies 100% of the Fees Paid; or (ii) in all other cases, 50% of the Fees Paid.<\/p>\n
2. Service Level Credit Percentages
\nFor Server Availability and Network Availability the Service Level Credit Percentages are:
\nWhere Rebate Enhancement applies:
\nDuration of Service Level Failure Service Level Credit Percentage
\n26 sec 0%
\n26 sec \u2013 30 min 2%
\n30 \u2013 60 min 10%
\n60 – 300 min 20%
\n300 \u2013 540 min 50%
\n540 min 100%<\/p>\n
Where Rebate Enhancement do not apply:
\nDuration of Service Level Failure Service Level Credit Percentage
\n26 sec 0%
\n26 sec \u2013 60 min 2%
\n60 – 300 min 10%
\n300 \u2013 540 min 20%
\n540 min 50%<\/p>\n
For Latency and Response Delay for Emergency Incidents the Service Level Credit Percentages are:
\nDuration of Service Level Failure Service Level Credit Percentage
\n30 min 0%
\n30 \u2013 240 min 2%
\n240 min 20%
\n3. Limitations and Restrictions
\nService Level Failures may not be caused by and Service Level Credits are not payable for:
\n(i) Excusing Events; or
\n(ii) suspension or termination of the Service under the Terms of Service.
\nIf a single event or series of related events (\u201cEvent\u201d) results in more than one Service Level Failure, you may only request one Service Level Credit for that Event but you can elect which Service Level Credit you request. For example, if in connection with an Event you request a Service Level Credit for Network Availability, you may not also request a Service Level Credit for Server Availability, Latency or Response Delay for Emergency Incidents.
\nService Level Credits are your sole and exclusive remedy and our sole and exclusive liability for failure to meet Service Levels.
\n4. Pricing Details
\nPlease provide pricing details for current SLA (less server\/management cost)
\nPlease provide pricing details for additional SLA \u2013 web hosting services
\nPlease provide this information in your own table format and with clarity of total monthly cost.
\n5. Signed Agreements
\nThis document forms a Service Level Agreement Contract between Bazaar Ceramics and Online Services Integration Pty Ltd for a period of 36 months<\/p>\n
——
\nCEO
\nOnline Service Integration Pty Ltd
\n——-
\nChief Executive Office
\nBazaar Ceramic Pty Ltd
\nDDMONTHYYYY
\nDDMONTHYYYY<\/p>\n
THIS PAGE IS INTENTIONALLY BLANK<\/p>\n
SLA MONITOR DOCUMENT
\nFOR BAZAARR CERAMICS
\nSUBMITTED TO: —–
\nBazaar Ceramics Pty Ltd
\nSUBMITTED BY: ———–
\nSTUDENT NAME
\nIT Business Analyst\/Project Manager
\nOnline Services Integration Pty Ltd<\/p>\n
DATE: DD MONTH YYYY<\/p>\n
Table of Contents
\n1. Client Feedback
\n2. Internal Feedback to Client Issues
\n3. Issue and Solution \u2013 Performance Log
\n4. Variation to SLA
\nManaged Service Level Agreement Terms
\nRevised Service Level Agreement
\nAddition to Service Level Agreement
\n5. Pricing Details
\n6. Signed Agreement<\/p>\n
6. Client Feedback
\n(Please review Ecommerce SLA guide document from your resource material. Please simulate an (only 1) issue to your understanding of this guide document to client use case and record information here)
\nDATE:
\nAttendees:
\nClient Problems Identified Other misunderstanding identified Achievements to SLA are met? How Client Desired Outcome<\/p>\n
7. Internal Feedback to Client Issues
\n(Please work with only 1 Issue identified above. Objective is to recommend a variation to previous new SLA provided)
\nISSUE 1:
\nNegotiation with Client on issue (if any)
\nAction Items to complete for client satisfaction
\nBrief details of contract variation to be applied<\/p>\n
8. Issue and Resolution – Performance Log
\nResolution to Issue Testing Period Client Review Date
\nISSUE 1: Implement Test Environment:<\/p>\n
Monitor Test Environment:<\/p>\n
Confirm satisfactory
\nYes\/No
\nDeploy Changes:<\/p>\n
The above table repeats if client is not satisfied<\/p>\n
9. Variation to SLA
\nManaged Service Level Agreement Terms
\nRevised Service Level Agreement
\nPlease choose an appropriate current SLA here again. Preferably a higher SLA for your previous choice of (Yellow to Green).
\nAddition to Service Level Agreement
\nSERVICE LEVEL AGREEMENT \u2013 HOSTING SERVICES (this may remain same)
\nEXAMPLE
\nWe know that the availability of your site is of utmost importance and entrusting your website to Online Services Integration Pty Ltd is something that we take seriously. That’s why we have built the hosting industry’s most aggressive Service Level Agreement (SLA) to cover the multiple components that keep your site up and running.
\nOnline Services Integration Pty Ltd.\u2019s SLA is a contract between you, the customer, and Online Services Integration Pty Ltd. It defines the terms of our responsibility and the money back guaranty if our responsibilities are not met. We want our customers to feel at ease with their decision to move their site to Online Services Integration Pty Ltd, and knowing that Online Services Integration Pty Ltd takes your site’s uptime as seriously as you do is imperative.
\nTHE ONLINE SERVICES INTEGRATION PTY LTD SLA COVERS THREE COMPONENTS THAT SUPPORT THE AVAILABILITY OF YOUR WEB SITE
\nNETWORK
\nWe guaranty that our data center network will be available 99.999 % of the time in a given month, excluding scheduled maintenance. The data center network means the portion of the Online Services Integration Pty Ltd network extending from the outbound port on your edge device to the outbound port of the data center border router and includes Online Services Integration Pty Ltd managed switches, routers, cabling.
\nINFRASTRUCTURE SERVER SERVICES
\nWe guaranty that data center and power will be functioning 99.999 % of the time in a given month, excluding scheduled maintenance. Power includes UPSs, PDUs and cabling, but does not include the power supplies on your servers. Infrastructure downtime exists when a particular server is shut down due to power or heat problems.
\nONLINE SERVICES INTEGRATION PTY LTD GUARANTY:
\nNETWORK
\nWe will credit your account 5% of the monthly fee for each 30 minutes of network downtime, up to 100% of your monthly fee for the affected server.
\nINFRASTRUCTURE SERVER SERVICES
\nOnline Services Integration Pty Ltd will credit your account 5% of the monthly fee for each 30 minutes of infrastructure downtime, up to 100% of your monthly fee for the affected server(s).
\nOur Service Levels Structure are:
\nServer Availability and Network Availability;
\nLatency; and
\nResponse Delay for Emergency Incidents
\nService Level Description of Service Level Service Level Target
\nServer Availability The hardware and hypervisor layers delivering individual Cloud Servers are available and responding to the Monitoring Tool. \u201cCloud Servers\u201d are virtual machines as described in the Service Description. A Service Level Failure occurs when Availability falls below the Service Level Target. 99.999% Availability of Cloud Servers
\nNetwork Availability The network components of the Online Services Integration Pty Ltd are available and responding to the Monitoring Tool. The \u201cOnline Services Integration Pty Ltd\u201d comprises the border routers, firewalls, load balancers and switches in the relevant MCP. A Service Level Failure occurs when Availability falls below the Service Level Target. 99.999% Availability of the Online Services Integration Pty Ltd
\nLatency The time taken for a data packet to travel between Cloud Servers in the same VLAN. Latency is measured by the Monitoring Tool. A Service Level Failure occurs when Latency exceeds the Service Level Target. = 1ms
\nResponse Delay for Emergency Incidents The elapsed time between when you report an Emergency Incident to the Global Service Centre and when we contact you about that Emergency Incident. A Service Level Failure occurs when the elapsed time exceeds the Service Level Target. = 30 minutes<\/p>\n
1. Calculation of Service Level Credits
\nThe Service Level Credit for a Service Level Failure is calculated as follows:
\nService Level Credit = Service Level Credit Percentage X Fees Paid
\nWhere
\nService Level Percentage is determined by reference to the Duration of the Service Level Failure using the table in section 2 and
\nFees Paid is the Fees you paid for Usage in the calendar month for the Location in which the Service Level Failure occurred.
\nService Level Credits are calculated each calendar month and may only be requested for the month in which they occur. The Duration of a Service Level Failure resets to zero at the end of the month and does not \u201ccarry over\u201d to the following month.
\nWhere Client applies Tech Ops Services (as defined in the Service Description for Optional Services) or Client has configured Anti-Affinity (as that term is defined in the Public IaaS Service Description) in both cases in connection with all Cloud Servers, then increased Service Level Credits may be payable (\u201cRebate Enhancement\u201d applies).
\nService Level Credits are capped and the total Service Level Credits payable for all Service Level Failures in a particular calendar month in a particular Location may not exceed: (i) where Rebate Enhancement applies 100% of the Fees Paid; or (ii) in all other cases, 50% of the Fees Paid.
\n2. Service Level Credit Percentages
\nFor Server Availability and Network Availability the Service Level Credit Percentages are:
\nWhere Rebate Enhancement applies:
\nDuration of Service Level Failure Service Level Credit Percentage
\n26 sec 0%
\n26 sec \u2013 30 min 2%
\n30 \u2013 60 min 10%
\n60 – 300 min 20%
\n300 \u2013 540 min 50%
\n540 min 100%<\/p>\n
Where Rebate Enhancement do not apply:
\nDuration of Service Level Failure Service Level Credit Percentage
\n26 sec 0%
\n26 sec \u2013 60 min 2%
\n60 – 300 min 10%
\n300 \u2013 540 min 20%
\n540 min 50%<\/p>\n
For Latency and Response Delay for Emergency Incidents the Service Level Credit Percentages are:
\nDuration of Service Level Failure Service Level Credit Percentage
\n30 min 0%
\n30 \u2013 240 min 2%
\n240 min 20%
\n3. Limitations and Restrictions
\nService Level Failures may not be caused by and Service Level Credits are not payable for:
\n(i) Excusing Events; or
\n(ii) suspension or termination of the Service under the Terms of Service.
\nIf a single event or series of related events (\u201cEvent\u201d) results in more than one Service Level Failure, you may only request one Service Level Credit for that Event but you can elect which Service Level Credit you request. For example, if in connection with an Event you request a Service Level Credit for Network Availability, you may not also request a Service Level Credit for Server Availability, Latency or Response Delay for Emergency Incidents.
\nService Level Credits are your sole and exclusive remedy and our sole and exclusive liability for failure to meet Service Levels.<\/p>\n
10. Pricing Details
\nPlease provide pricing details for revised SLA (less server\/management cost)
\nPlease provide pricing details for additional SLA \u2013 web hosting services
\nPlease provide this information in your own table format and with clarity of total monthly cost.
\n11. SIGNED AGREEMENT
\nThis document forms a Service Level Agreement Contract between Bazaar Ceramics and Online Services Integration Pty Ltd for a period of 36 months<\/p>\n
——
\nCEO
\nOnline Service Integration Pty Ltd
\n——-
\nChief Executive Office
\nBazaar Ceramic Pty Ltd
\nDDMONTHYYYY
\nDDMONTHYYYY<\/p>\n","protected":false},"excerpt":{"rendered":"
Details of Assessment Term and Year Time allowed – Assessment No 2 of 2 Assessment Weighting 50% Assessment Type Written Due Date Week No. 8 Room Details of Subject Qualification ICT60115 Advanced Diploma of Information Technology Subject Name Manage ICT Team Details of Unit(s) of competency Unit Code (s) and Names BSBWOR502 Lead and manage […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[43],"tags":[2231,3573,3382],"class_list":["post-7797","post","type-post","status-publish","format-standard","hentry","category-dissertation-topics","tag-homework-for-you","tag-ictict602-develop-contracts-and-manage-contracted-performance","tag-write-my-assignment-help"],"_links":{"self":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/7797","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/comments?post=7797"}],"version-history":[{"count":0,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/7797\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/media?parent=7797"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/categories?post=7797"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/tags?post=7797"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}