PoynerSpruill Service Level Agreement
Project Timeframe: July 2010 - August 2010
PoynerSpruill LLP is a large law firm serving clients in North Carolina. With more than 100 partners and dozens of associates and staff, PoynerSpruill's Information Technology division faces a challenge in providing technology services to its users in a uniformly-effective manner.
As a part of my employment with PoynerSpruill, I provided consultation in developing a Service Level Agreement (SLA) and the groundwork to implement the necessary business practices to enhance the efficacy of the IT department in its interations with users of all types. This SLA seeks to provide a clear, defined structure of service for resolving problems of all types.
Objectives
The objectives of this project are multiple:
- Increase the quality of service for user
- Provide a consistent workflow for administrators and technicians
- Enhance the effectiveness of IT as an operating group within the Partnership
Challenges
Given the structure of PoynerSpruill as a Partnership, each partner is a part-owner of the firm with a respective amount of decision-making authority. Accordingly, the IT department often faces a variety of requests that vary in business criticality with the added variable of the seniority of the requestor.
Proposed Agreement
The SLA proposed as a result of this project is outlined below. The design meets the business objectives with the considerations detailed further below.
| Level | Description | Criteria | Contact | First Response | Completion |
| 1 | Critical | Directly results in lost firm revenue or actively damages client relations | Phone | <= 10 Minutes | <= 60 Minutes |
| 2 | Impacting | Likely to result in lost firm revenue or damage client relations | Phone | <= 10 Minutes | <= 4 Hours |
| 3 | Non-Impacting | Unlikely to result in lost firm revenue or damage client relations | <= 4 Bus. Hours | <= 2 Bus. Days | |
| 4 | Informational | Questions or problems involving non-business systems | <= 1 Bus. Day | <= 5 Bus. Days |
Consistency of Workflow
The previous model involved taking projects and tasks as they came up, often treating them as the highest priority, which proved harmful to a smooth flow of work. Through the use of this SLA, the IT department will be able to clearly prioritize and manage tasks and projects.
Increased Quality of Service
As a result of the new workflow model, service guarantees can be met, and client expectations can be managed effectively. Using this SLA, clients will understand the timeframe in which their project or task will be completed, which will reduce the stress on all sides of the equation.
Effective Group Operations
As a result of a successful implementation of this SLA, the IT department will become a more effective partner in the success of the firm. The new workflow model will reduce stress on administrators, technicians, clients, and management alike, and will result in smoother operations of the department as a whole.
Caveats
Given the nature of the Partnership, IT will never be a major stakeholder in the firm -- such positions are reserved for individuals and groups that directly contribute to the firm's revenue. Accordingly, the IT group must engage in negotiations with the other groups within the Partnership to secure business agreements that establish IT with the authority and relationships necessary to enforce this SLA.