Remediation Details

The ITIL templates form is a great way to get started on your ITSM project. The form is easy to use and can be customized to meet your specific needs. Having a well-defined plan is essential for a successful ITSM implementation, so don't hesitate to use the ITIL templates form.

In the list, there is some information about the itil templates form. This site will give you information about the form's length, completion duration, and the parts you may be required to fill.

QuestionAnswer
Form NameItil Templates Form
Form Length17 pages
Fillable?No
Fillable fields0
Avg. time to fill out4 min 15 sec
Other namesKWh, R2, CMDB, CRM

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Post-Implementation Review

[Company Name]

[Company Name]

[Street Address]

[City, State Zip Code]

[Creation Date]

Notes:

The following template is provided for writing a Post Implementation Review document.

[Inside each section, text in green font between brackets is included to provide guidance to the author and should be deleted before publishing the final document.]

Inside each section, text in black font is included to provide a realistic example in which network services have been migrated to Windows Server 2008 R2.

Inside the example, text in underlined, blue font indicates a possible hyperlink to a report or document.

You are free to edit and use this template and its contents within your organization; however, we do ask that you don't distribute this template on the web without explicit permission from us.

Copyrights: ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

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Post-Implementation Review

 

 

Document Control

Preparation

Action

Release

Name

Date

Version

Date Released

Change

Notice

Pages

Affected

Remarks

Distribution List

 

Name

 

Organization

 

 

 

 

 

 

 

 

Title

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Post-Implementation Review

 

 

Table of Contents

 

1.

EXECUTIVE SUMMARY

4

2.

INTRODUCTION

5

2.1

Background

5

2.2

Objectives

5

2.3

Scope

6

2.4

Post-Implementation Review Team Members

6

3.

FINDINGS

8

3.1

Accomplishment of project goals

................................................................................................

8

3.2

Performance Metrics

9

3.3

Side-effects

9

3.4

Residual risks

10

3.5

Cost

10

3.6

Schedule

11

3.7

Customers and Users Satisfaction

12

4.

CONCLUSION

13

4.1

Lessons Learned

13

4.2

Recommendations

14

5.

ANNEX

15

5.1

Glossary

15

5.2

List of Tables

16

5.3

References

17

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1.Executive Summary

[Write a brief summary of the content of the Post-Implementation Review. The executive summary is produced for business purposes, with the objective that an executive can read it and understand the message without having to read the whole document.

Use concise language, summarizing ideas in the same order that they appear in the detailed contents. The summary must be able to be read separately from the rest of the document and transmit the message.]

This document is a report with the findings of the Post-Implementation Review that has been conducted to evaluate the results of the project to migrate the server infrastructure of the organization to Windows Server 2008 R2. The high- level goals of the project were to reduce IT costs, simplify management, improve security and increase application performance.

From the findings, the conclusions obtained have been:

1.Accomplishment of project goals: The stated initial goals have been accomplished.

2.Performance metrics: The implementation has solved the problems that previously existed with some of the performance indicators. As a result, all of the KPI are in agreement with the SLA.

3.Side-effects: Under the new architecture, the proprietary client-server application that manages the Customer Relationship Management (CRM) of the organization is sometimes freezing. A workaround has been implemented to temporarily manage the resulting incidents.

4.Residual risks: The predicted risks have been effectively managed.

5.Costs: Costs slightly exceeded predictions due to delays in one step of the implementation.

6.Schedule: Delays in the deployment phase were caused by a failure in Supply Management to engage appropriately a third party supplier responsible for servers.

7.Customers and users satisfaction: Customers and clients satisfaction with the migration and with the final outcome is at acceptable levels.

The following recommendations arise from this report:

1.Raise a Request for Comments (RFC) and generate a problem ticket to resolve the incompatibility in the proprietary client-server application.

2.Service Level Management and Supply Management must revise underpinning contracts to further support the objectives of the services.

3.The Configuration Management Database (CMDB) must be revised to update all the relevant dependencies between Configuration Items.

4.Project procedures should be improved to further diminish the impact of the transition on users.

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2.Introduction

[The Post-Implementation Review report is a document intended to capture the results of an ITIL Post-Implementation Review. The Post-Implementation Review is aimed at determining to what extent a change or project has been successful, and to identify opportunities for improvement.

In this section you explain the background, objectives, scope of the Post- Implementation Review, and members of the team who executed the review.]

2.1Background

[Expose the background to this change/project, including why it was launched and how it was implemented. You can also explain how the Post-Implementation Review was conducted and how its results are feeding this report.]

After an extensive analysis of benefits and cons was conducted, a decision was taken to migrate all the infrastructure servers in the organization to Windows Server 2008 R2. Some of the benefits expected were:

Reduce costs through efficient virtualization and less power consumption.

Simplify Management.

Improve Security.

Increase application performance through new architectures.

At that time, most of the servers in the organization were based in Windows Server 2003 and Windows Server 2008. Virtualization was not still implemented although several proposals were made calling to virtualize either using Hyper-V from Microsoft or ESX from VMWare. The approved project called for a phased migration of all Microsoft servers to Windows Server 2008 R2 and the implementation of a Hyper-V solution.

After successful implementation of the project, a Post-Implementation Review was conducted to evaluate results six months after successful migration. The findings from this review are documented in the current document.

2.2Objectives

[An ITIL Post-Implementation Review is performed to confirm that the change/project has met the stated objectives; that customers, users and stakeholders are happy with the results; and that there have been no unexpected side-effects. It is also an important tool to correct course if needed and to improve the change/project process in future recurrences.]

The objectives of this Post-Implementation Review have been:

Demonstrate that the project has achieved its objectives and the proposals in the business case.

Check if customers, users and stakeholders are satisfied with the outcomes.

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Deal with unexpected and/or undesirable side-effects.

Help to decide if any corrective action is needed.

Learn lessons to improve future changes/projects implementation.

2.3Scope

[Explain here which elements of a review have been included and which others have been excluded. Some of the elements to define the scope may be:

Change/project has accomplished the desired objectives.

Users, customers and other stakeholders are satisfied with the outcomes.

There are no unexpected or undesirable side-effects to functionality and service levels.

The resources used to implement the change were as planned.

The release and deployment plan worked correctly.

The change was implemented on time and to cost.

The remediation plan functioned correctly, if needed.

.]

This document reviews the results of the implementation of the project “Migration to a Windows Server 2008 R2 infrastructure”. The elements included in the review have been:

Accomplishment of project goals.

Performance metrics.

Side-effects.

Residual risks.

Costs.

Schedules.

Users and customers satisfaction.

This document does not include:

Remediation’s plan effectiveness, because its activation was not needed.

2.4Post-Implementation Review Team Members

[Include here the members of the team who conducted the Post-Implementation Review. If possible, members of the Post-Implementation Review Team should not have participated in the actual implementation of the change/project, although people who defined the original requirements or gave technical advice could be included. They should have been selected as impartial reviewers without any interest or benefit in the positive or negative outcome of the review.]

The personnel that participated in the Post-Implementation Review are shown in Table 1. Post-Implementation Review Team Members, below:

Name Position

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John Doe

Jane Doe

Jane Smith

John Smith

Post-Implementation Review Chief

Change Analyst

Business Relationship Analyst

Senior User

Table 1. Post-Implementation Review Team Members.

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3.Findings

[The central part of the Post-Implementation Review is to compare the original goals of the change/project with the achieved outcomes and then learn any lessons from results to improve the success of future changes/projects. Comparisons are to be held following the scopes defined in the section 2.3 above. Select subsections in your document accordingly]

3.1Accomplishment of Project Goals

[Determine whether the implemented system has achieved its proposed outcome and has provided the desired benefits in support of the mission and goals.]

To measure effectively the intended benefits of the project against the actual outcome, several Key Performance Indicators (KPI's) and measurements were previously defined. The results are shown in the Table 2. Initial, Projected and Real Outcomes of the Migration.

Objective

 

Initial

 

Projected

 

Outcome

 

Deviation

Reduce costs

 

$ 504.8 /day

 

$401 /day

 

$400.9 /day

- $0.1

in Datacenter

 

 

 

 

 

 

 

/day

through

 

 

 

 

 

 

 

 

efficient

 

 

 

 

 

 

 

 

virtualization

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Less power

 

56 KWh /day

 

32.8 KWh

 

32.9 KWh

 

+0.1 KWh /day

consumption

 

 

 

/day

 

/day

 

 

in the

 

 

 

 

 

 

 

 

Datacenter

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Simplify

 

2.5 h /1000

 

1.5 h /1000

 

1.1 h /1000

 

- 0.4 h /1000

Management

 

users/day

 

users/day

 

users/day

 

users/day

 

 

 

 

 

Improve

0.067

0.010

0.0055

- 0.0045

Security

 

incidents /day

 

incidents /day

 

incidents /day

 

incidents /day

 

 

 

 

 

 

 

 

 

Increase

 

0.1 s

 

0.65 s

 

0.55 s

 

-0.1 s

application

 

/transaction

 

/transaction

 

/transaction

 

/transaction

performance

 

 

 

 

 

 

 

 

through new

 

 

 

 

 

 

 

 

architectures

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 2. Initial, Projected and Real Outcomes of the Migration.

The deviations observed in each of the defined key indicators are within the accepted ranges as defined in the design of the project.

The indicator of security improvement may appear to indicate an over- investment because measurement is far better than predicted. This behavior is expected and is the result of the adoption of strictest controls through Federation Services in a parallel project.

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3.2Performance Metrics

[Check that the system turns to be or continues to be fit for purpose as defined in the ITIL Service Level Agreement, Contract or other agreements. Metrics can describe performance factors like availability, capacity, continuity or security.

Provide metrics for as much areas as can be affected by the change/project.]

To ensure the stability of the network services provided after the project, the main KPIs from the Service Level Agreement (SLA) were selected to check their behavior before and after the implementation of the migration project. Results are shown in the Table 3. Performance Metrics.

Metric

 

SLA

 

 

Initial

 

Final

 

Status

Percent of

95

 

96.5

96.5

 

In compliance

Directory

 

 

 

 

 

 

 

 

 

access within

 

 

 

 

 

 

 

 

 

agreed

 

 

 

 

 

 

 

 

 

response time

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Percent of

95

 

91.2

96.2

 

In compliance,

Web access

 

 

 

 

 

 

 

 

improved,

within agreed

 

 

 

 

 

 

 

 

problem solved

response time

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Incidents

95

 

97.8

97.6

 

In compliance

solved within

 

 

 

 

 

 

 

 

 

agreed time

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Availability of

99.5

 

99.29

99.99

 

In compliance,

network

 

 

 

 

 

 

 

 

improved,

services

 

 

 

 

 

 

 

 

problem solved

 

 

 

 

 

 

 

 

 

 

 

Table 3. Performance Metrics

 

 

Results show that stability of the system has been guaranteed after the migration and even improved. Some important problems were also solved as a result. Previous breaches in Web access services were solved through migration of servers to 64-bit architecture. General availability was also improved thanks to the implementation of Live-Migration techniques.

Time to solve incidents slightly deteriorate at first as a result of the learning curve, but later has been improving.

3.3Side-Effects

[Explain unexpected or undesired side-effects that might have been appeared as a consequence of the change/project.]

One unexpected side-effect arising from the migration is a temporary freezing in the proprietary client-server application that manages the CRM of the organization. This effect was not detected during the Evaluation phase of the change and is currently been investigated by the Development Team. A

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workaround has been put in place to be executed each time the incident occurs until a final resolution can be manage through Problem Management.

3.4Residual Risks

[The purpose of this section is to evaluate how risks identified as part of the change/project have been mitigated through the selected countermeasures and which residual risks remain. Validate that all risks have been identified, that a plan exist to mitigate them and that individual risks have been mitigated if they occurred.]

As part of the Evaluation process, the proposed change was evaluated under business, financial and technical impacts. Several risks were identified in the document (Doe, "The Client". IT Service Migration. Risk Assessment Report., 2012) and countermeasures were designed to mitigated them during the transition, early life support and operation phases.

The risks of instability during the transition phase were addressed through remediation and undo plans. Risks during early life support and operations phases were addressed through a knowledge plan aimed to better prepare the personnel to face unpredicted consequences. It has not been necessary until the current date to activate any of the remediation or undo plans except for test purposes.

Residual risks remain that some instability could still arise from the use of the new technologies. Those hypothetical events could defy the capacity of the personnel to deal with them, putting at risk the achievement of the guaranteed services levels. The probability of such scenario has been calculated as been below 0.1% under the assumptions in the aforementioned document.

3.5Cost

[Assess whether the project was completed within planned budget and that financial estimates were as predicted.]

The costs incurred as part of the migration project has been as shown in the Table 4. Costs.

Item

 

Predicted

 

Real

Deviation

Capital Costs [USD]

 

 

 

 

 

Hardware

22800

22160

-640

 

 

 

 

Software

45000

45000

0

 

 

 

 

Project design,

21000

21850

850

implementation &

 

 

 

 

 

commissioning

 

 

 

 

 

 

 

 

 

 

Operational costs [USD per day]

 

 

 

Staff

320

320

0

 

 

 

 

Equipment

52

52

0

 

 

 

 

Supplies

29

28.9

-0.1

 

 

 

 

 

 

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Table 4. Costs.

As seen in the table, capital costs due to project design, implementation and commissioning exceeded their budgeted figure. This happened due to some delays in the time spent in implementation. This figure was compensated in some extent by a decrease in the price of hardware.

The operational costs to operate the migrated services have been behaving as predicted.

3.6Schedule

[Assess whether the change/project was executed within the scheduled timeframe. Check if all key milestones and deliverables were met in the predicted time.]

The predicted and actual completion date for each milestone is shown in the Table 5. Milestones Completion.

 

Milestone /

 

 

Planned

 

 

Actual

 

 

Deviation

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Deliverable

 

 

completion date

 

 

completion date

 

 

[days]

 

Vision

 

 

7/7/12

 

7/6/12

 

-1

 

-

Vision

 

 

 

 

 

 

 

 

 

 

 

 

document

 

 

 

 

 

 

 

 

 

 

-

Project

 

 

 

 

 

 

 

 

 

 

 

 

structure

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Migration plans

 

7/21/12

 

7/19/12

 

-2

 

-

Functional

 

 

 

 

 

 

 

 

 

 

 

 

specifications

 

 

 

 

 

 

 

 

 

 

-

Project

 

 

 

 

 

 

 

 

 

 

 

 

schedule

 

 

 

 

 

 

 

 

 

 

-

Risk

 

 

 

 

 

 

 

 

 

 

 

 

assessment

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Prototype

 

7/28/12

 

7/26/12

 

-2

 

-

Prototype

 

 

 

 

 

 

 

 

 

 

 

 

testing report

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Pilot

 

 

8/9/12

 

8/7/12

 

-2

 

-

Pilot testing

 

 

 

 

 

 

 

 

 

 

 

 

report

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Deployment

 

8/15/12

 

8/17/12

 

+2

 

-

Deployment

 

 

 

 

 

 

 

 

 

 

 

 

report

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Early life support

 

8/21/12

 

8/23/12

 

+2

 

-

Service review

 

 

 

 

 

 

 

 

 

 

 

 

results

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 5. Milestones Completion.

 

 

 

 

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As indicated in the table, project execution got delayed during the deployment phase. Reason for that setback was an unexpected failure in support from a third party supplier of the hardware equipment.

3.7Customers and Users Satisfaction

[Surveys are conducted to sense whether customers and users perceive the results of the project/change as satisfactory. While customers are the final receivers of the services, users are those who directly interact with the interfaces of the service.]

In order to measure satisfaction with the migration process and with the services after completion of the project, separate surveys were delivered:

A customers’ survey was given to business managers.

A users’ survey was given to users directly interacting with the interfaces of the services.

A scoring system was defined to measure satisfaction:

5:Very happy.

4:Happy.

3:Neutral.

2:Unhappy.

1:Very unhappy.

Global results are shown in the Table 6. Customers and users satisfaction.

Topic

 

Score

Did project goals support your needs?

4.6

 

 

Are you seen tangible benefits from the outcomes?

4.8

 

 

Was transition adequately managed to minimize potential

4.1

effects in the quality of services received?

 

 

 

 

Are you satisfied with the quality of services after the

4.5

conclusion of the project?

 

 

 

 

 

Table 6. Customers and users satisfaction.

Since the threshold defined for acceptable satisfaction is 4, it can be concluded that the migration process has been accomplished with acceptable customers and users satisfaction.

More emphasis must be put into future transition procedures in order to further minimize the impact on users.

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4.Conclusion

[Describe how the change/project met (or did not meet) the objectives initially stated. Here you can include lessons learned and recommendations.]

4.1Lessons Learned

[Describe any lessons learned in this change/project that can be helpful for future changes/projects. The easiest way is to capture events as they occur and write down what can be learnt from them.]

From the findings, the following lessons can be extracted to serve as a feedback into future changes or projects:

1.Accomplishment of project goals: A clear vision to which the project adhered effected a total fulfillment of the stated goals with very little deviation from the desired outcomes.

2.Performance metrics: A careful design and phased implementation, oriented to the business objectives, resulted in a positive outcome, with all the key indicators within the values agreed in the SLA and the resolution of some of the previous performance problems.

3.Side-effects: An unexpected result was an incompatibility in the proprietary client-server application that manages the CRM of the organization. That came as a result of insufficient testing in the Evaluation phase. Inconsistencies in the way that the CRM application is incorporated into the Configuration Management Database (CMDB) brought about a failure to predict and test the possible technical impact in the application service.

4.Residual risks: An effective risk assessment in the initial steps, together with the appropriate selection of countermeasures, resulted in the acceptable mitigation of the risks detected. Tested undo plans were ready although there was no need for real activation.

5.Costs: Costs slightly exceeded predictions due to delays in one step of the implementation. Special care must be put in managing uncertainties to avoid exceeding the budget.

6.Schedule: Delays in the deployment phase caused a moderate financial loss. Reason for the delay was a failure in Supply Management to engage appropriately a third party supplier. Supply Management and Service Level Management must improve their procedures to compromise suppliers with the desired outcome.

7.Customers and users satisfaction: The engagement between Business Relationship Management and customers from the beginning and a careful planning resulted in acceptable levels of satisfaction from customers and clients. More emphasis in planning future changes and projects might improve the customers and users perceptions about the transition procedures.

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4.2Recommendations

[Here you may include both change/project-specific recommendations and recommendations to improve the overall IT change/project management processes. Recommendation must be as much actionable as possible.]

To solve the problems detected in this Post-Implementation Review and to improve results in future changes and projects, the following recommendations are given:

1.Raise an RFC and generate a problem ticket with Problem Management to resolve the incompatibility in the new architecture of the proprietary client-server application that manages the CRM of the organization.

2.Service Level Management and Supply Management must ensure that third party providers be compromised with the objectives of future projects. Underpinning contracts should be revised or created if they do not exist to further support the objectives of the services.

3.The CMDB must be revised to update all the relevant dependencies between Configuration Items.

4.Project Management, IT Service Continuity Management and Release and Deployment Management should improve their procedures to further diminish the impact of the transition on users.

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5.Annex

[Insert here anything you may like to attach to support the document.]

5.1Glossary

[This section provides the definitions of terms, acronyms, and abbreviations required to understand this document.]

 

Term

 

Definition

 

 

 

 

 

Business Case

 

Justification for a significant item of expenditure. The business case includes information

 

 

 

about costs, benefits, options, issues, risks and possible problems.

 

 

 

 

 

Business

 

The process responsible for maintaining a positive relationship with customers.

 

Relationship

 

 

 

Management

 

 

 

 

 

 

 

Capital Cost

 

The cost of purchasing something that will become a financial asset

 

 

 

 

 

Change

 

The addition, modification or removal of anything that could have an effect on IT services.

 

 

 

 

 

Configuration Item

 

Any component or other service asset that needs to be managed in order to deliver an IT

 

(CI)

 

service.

 

 

 

 

 

Configuration

 

A database used to store configuration records throughout their lifecycle.

 

Management

 

 

 

Database (CMDB)

 

 

 

 

 

 

 

Customer

 

Someone who buys goods or services. The customer of an IT service provider is the

 

 

 

person or group who defines and agrees the service level targets.

 

 

 

 

 

Deliverable

 

A planned output.

 

 

 

 

 

Deployment

 

The activity responsible for movement of new or changed hardware, software,

 

 

 

documentation, process etc. to the live environment.

 

 

 

 

 

Early Life Support

 

A stage in the service lifecycle that occurs at the end of deployment and before the

 

(ELS)

 

service is fully accepted into operation.

 

 

 

 

 

Impact

 

A measure of the effect of an incident, problem or change on business processes.

 

 

 

 

 

Incident

 

An unplanned interruption to an IT service or reduction in the quality of an IT service.

 

 

 

 

 

IT Service

 

The process responsible for managing risks that could seriously affect IT services.

 

Continuity

 

 

 

Management

 

 

 

 

 

 

 

Key Performance

 

A metric that is used to help manage an IT service, process, plan, project or other

 

Indicator (KPI)

 

activity.

 

 

 

 

 

Operational Cost

 

The cost resulting from running the IT services

 

 

 

 

 

Pilot

 

A limited deployment of an IT service, a release or a process to the live environment.

 

 

 

 

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Term

 

Definition

 

 

 

 

 

 

 

 

 

 

Post-

 

A review that takes place after a change or a project has been implemented. It

 

 

 

Implementation

 

determines if the change or project was successful, and identifies opportunities for

 

 

 

Review (Post-

 

improvement.

 

 

 

 

Implementation

 

 

 

 

 

 

Review)

 

 

 

 

 

 

 

 

 

 

 

 

Problem

 

A cause of one or more incidents.

 

 

 

 

 

 

 

 

 

Problem

 

The process responsible for managing the lifecycle of all problems.

 

 

 

Management

 

 

 

 

 

 

 

 

 

 

 

 

Project

 

A temporary organization, with people and other assets, that is required to achieve an

 

 

 

 

 

objective or other outcome.

 

 

 

 

 

 

 

 

 

Remediation

 

Actions taken to recover after a failed change or release.

 

 

 

 

 

 

 

 

 

Request For

 

A formal proposal for a change to be made.

 

 

 

Change (RFC)

 

 

 

 

 

 

 

 

 

 

 

 

Resolution

 

Action taken to repair the root cause of an incident or problem, or to implement a

 

 

 

 

 

workaround.

 

 

 

 

 

 

 

 

 

 

Response Time

 

A measure of the time taken to complete an operation or transaction.

 

 

 

 

 

 

 

 

 

Risk

 

A possible event that could cause harm or loss, or affect the ability to achieve objectives.

 

 

 

 

 

 

 

 

 

Service Level

 

An agreement between an IT service provider and a customer. A service level agreement

 

 

 

Agreement (SLA)

 

describes the IT service, documents service level targets, and specifies the

 

 

 

 

 

responsibilities of the IT service provider and the customer.

 

 

 

 

 

 

 

 

 

Service Level

 

The process responsible for negotiating achievable service level agreements and

 

 

 

Management

 

ensuring that these are met.

 

 

 

 

 

 

 

 

 

Stakeholder

 

A person who has an interest in an organization, project, IT service etc. Stakeholders

 

 

 

 

 

may be interested in the activities, targets, resources or deliverables.

 

 

 

 

 

 

 

 

 

Supplier

 

The process responsible for obtaining value for money from suppliers, ensuring that all

 

 

 

Management

 

contracts and agreements with suppliers support the needs of the business, and that all

 

 

 

 

 

suppliers meet their contractual commitments.

 

 

 

 

 

 

 

 

 

Underpinning

 

A contract between an IT service provider and a third party.

 

 

 

Contract

 

 

 

 

 

 

 

 

 

 

 

 

User

 

A person who uses the IT service on a day-to-day basis.

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 7. Glossary.

 

5.2List of Tables

Table 1. Post-Implementation Review Team Members

7

Table 2. Initial, Projected and Real Outcomes of the Migration

8

Table 3. Performance Metrics

9

Table 4.

Costs

11

Table 5.

Milestones Completion

11

Table 6.

Customers and users satisfaction

12

Table 7. Glossary

16

 

 

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Post-Implementation Review

 

 

5.3References

Doe, J. (2012). "The Client". IT Service Migration. Risk Assessment Report.

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