Cloud manager client provisioning guideline draft 1.0

Cloud Manager Client Services Management Guidelines
What Clients needs to understand before utilizing data center Managed Services
 A shift in responsibility. Certain services, such as infrastructure support, may be owned outside the
organization; others, like testing and interfaces with other systems, are often still the organization’s
responsibility. An organization also continues to have management responsibilities for oversight.
 A shift in ownership of components. Servers and other hardware, as well as decisions about them,
are owned outside the organization. The partner needs information about demand in order to
continue to provide the appropriate level of service.
 More parties involved. Handoffs and interfaces become critically important.
 Integration with other systems. For example, identity management and access control (enterprise
integration) requires keeping systems in sync.
Goals To be effective:
 Promote coordination across multiple teams to ensure that a service provides the expected value.
 Provide a positive experience for users by meeting their technology needs and addressing complaints
and issues that arise during the normal course of using a technology service.
 Reflect the fact that responding to changes or issues is a shared responsibility that demands good
coordination.
Roles In Cloud Enabled Data Center:
Service Agreements
Strong service vendor relationships require that shared expectations be clearly documented. Prior to
embarking on a service vendor relationship, the organization should create a written, binding
agreement—called a service agreement—between itself and the service vendor.
Types of Service Agreements
Here are the types of agreements that cement the understanding between service providers and clients:
 Service level agreement (SLA). A written agreement documenting required levels of service. The
SLA is agreed upon by the service provider and the consumer, or by the service provider and a
partner provider. SLAs should list the metrics and measures that define success for both the service
provider and the consumer.
 Operating level agreement (OLA). An agreement between one or more internal teams that supports
the requirements set forth in the SLAs.
 Underpinning contract (UC). A legally binding contract in place of or in addition to an SLA. This type
of contract is with a partner service provider responsible for building service deliverables for the SLA.
For simplicity, in this document we will use the general term service agreement to refer to any of these
agreements.
Figure 1 depicts an example relationship between various types of customers and SLAs, OLAs, and
UCs.

Business users
Service
Level
Agreement (SLA)
Desktop Service Manager
Operating
Level
Agreement (OLA)
Network team Active Directory team Security team
Network Hardware Vendor
Woodgrove
Underpinning
Contract (UC)
EndtoendDesktopService

How can Cloudclientsbe pluggedinarchitecturelandscape between
CloudService Provider[Datacenter,Cloudprovider] ,
CloudService Creator[like:NXN],
CloudService Consumer[clients:Like HAAD]
Figure 2 shows the operationally oriented services and the business-oriented capabilities that
are needed to implement a cloud-computing solution.
For each of the four cloud adoption patterns depending on clients
defines which services are - mandatory , recommended or can be included depending on the specific
customer needs.
For the Cloud Enabled Data Center adoption pattern, identifies the most common use cases for a
private IaaS cloud solution.
It also determines the mandatory, recommended, or optional services to implement that solution. In
addition, it describes the physical components that make up these functions and how these
components can be integrated together to realize the required scenarios.
The Cloud Enabled Data Center adoption pattern takes a pattern-based approach to provide
modular building blocks that provide incremental functionality. This adoption pattern has been
segmented into four architectural patterns, called macropatterns.
Each macropattern:
addresses a specific subset of the IaaS use cases and describes the components that are

needed to implement them. Each macropattern represents a different level in the cloud
maturity model for Cloud Enabled Data Center solutions, with each macropattern at the next
level incorporating the capabilities of previous macropatterns.

Creating Service Agreements
These are the steps needed to determine what service agreements are needed and to put those
agreements into place:
1. Define the list of services under consideration.
2. Define service level objectives for each service.
3. Create a service map for each service.
4. Use the service map to identify required SLAs, OLAs, and UCs for the defined service.
5. Draft initial agreements and ensure UCs underpin OLAs, which in turn underpin the SLA defined.
6. Finalize, approve, publish, and distribute agreements.
7. Monitor and report on service levels.
Elements of Service Agreements
The elements shown in Table 1 are common to all service agreements. This table lists the topics that go
into the agreement and key questions that relate to those topics. Document the decisions made about
these elements in the formal service agreement.
Table 1. Elements of Service Agreements

Section Goal Key Questions
Purpose Intent of the
service
 To what service does this service
agreement refer?
 What is the organization trying to
accomplish with this service?
 What is this document meant to
communicate or guarantee?
Authorization Ownership and
responsibility for
the service
 Who are the groups or representatives
that share ownership of the service?
 How is this updated as personnel
changes?
Service Shared
expectations
 What exactly does the service do?
 What is its user community?
Business
organization
and scale
Users of the
service
 What are the characteristics of the user
community (including, but not limited to:
number of users, physical location,
computer platform, operating system,
and number and type of desktops)?
 How is this expected to change?
 What is the process for communicating
changes?
Reviews Regularly
scheduled
meetings
 How and when will service targets be
reviewed? (For more information, see
Management Reviews:
http://go.microsoft.com/fwlink/?LinkId=18
6460.)

Time
conventions
Common
definitions
 What hour/minute format will be used?
 What time zone is reflected?
 What are the conventions for business
hours and business days (Monday
through Friday, or 24/7)?
Service
availability
Availability
requirements and
usage patterns
 When is the service normally available?
Job scheduling Outage
constraints
 What are the nature and duration of any
scheduled outages?
Changes to the
service
Modification
process
 What is the process for enhancing or
changing the service?
 How will proposed changes be handled?
What are the triggers, decision makers,
process? (For more information, see the
Change and Configuration SMF:
http://technet.microsoft.com/en-
us/library/cc543211.aspx.)
Monitoring and
reporting
Evaluating the
service
 What form does monitoring and reporting
of the service take?
 What is the frequency/timeline of any
reports? (For more information, see
Management Reviews:
http://go.microsoft.com/fwlink/?LinkId=18
6460.)
Metric
definitions
Evaluating the
service
 How are metrics measured (in terms of
percentage of service availability, request
response time, or incident resolution
time)? (For more information, see the
Service Monitoring and Control SMF:
http://technet.microsoft.com/en-
us/library/cc543300.aspx.)
Service
lifecycle
Beginning and
ending the service
partnership
 How will the service be set up for the
customer, their data migrated over, and
their systems switched?
 What is the exit plan at the end of the
contract? How will the customer’s data
be returned or destroyed and in what
time frame?
Ongoing
system
integration
Data transfer
between systems
(For example,
Active Directory®
Domain Services
or identity
management)
 How will that be initiated? Maintained?
Problems solved?
 What systems need to be integrated?
 How will the integration be tested and
accepted?

Key contacts Ongoing
communication
 What happens when personnel on either
side changes?
 Who is responsible for key services in
both parties?
 Who will they contact?
 What is the expected response time?
Confidentiality Data protection  What are the requirements for
confidentiality?
 What data needs special protection?
 How will data be stored and then deleted
when necessary?
Data integrity Data protection  What backups will be done? What proof
of restore capability will there be?
 Does any of the data need special
handling?
Follow up Incident
management
 When a problem occurs, who will they
contact? Names, numbers, email
addresses, other ways to contact.
End-user
support
Incident
management
 Who will end users call with problems
and questions?
 How can they be contacted?
 What are the hours of support?
 What is the expected response time?
Provisioning
and de-
provisioning
Handling user
changes
 How will normal provisioning and de-
provisioning of new and departing users
or systems be handled?
Compliance Meeting policy
requirements
 What are the management objectives
and policies that must be met by the
service?
 Who is responsible for design, test, and
documentation of controls?
 What certifications are required from the
provider? How will these be verified?

Before Writing the Service Agreement
Decision makers need to identify and complete any necessary agreements and contractual
considerations prior to implementing the new service. This includes detailed considerations of policies,
management and reporting processes, work flows and reliability, and the pre-adoption work involved as a
service, before moving into production, along with operation and support issues.
The pre-implementation tasks in Table 2 can help business decision makers:
 Consider the risk implications of expanding the software delivery portfolio beyond its firewall.
 Assess how it affects existing assets.
 Identify steps to mitigate risks associated with making the transition to a new software delivery model.
The following tasks and best practices are set up as a table to facilitate a clear division of responsibility.
Table 2. Pre-Implementation Tasks
Responsible Party Actions
Governance
Decision Maker
 Assign executive sponsor or leadership team with primary
responsibility for incorporating service delivery into the
organization’s governance structure.
 Set strategic direction and objectives for managing service
delivery and the relationship between parties.
 Align business case, value metrics, and measurements to
expected value to be realized.
 Develop governance operating model to supply decision-
making rights, management reviews, escalated service
issues or conflict resolution, service performance, and
change management to the service requirements.
 Determine key roles, responsibilities, and accountabilities
between the two organizations.
 Assign individuals to roles within the governance structure.
Note For more information, see the Governance, Risk, and
Compliance SMF.
Service Provider
Account Manager
 Develop business control processes to maintain service
vendor performance oversight per criteria defined for
governance.
 Require the service vendor to provide reporting that
compares actual service delivery against the applicable SLA
or performance metrics.
 Establish regular meeting schedules to review service level
performance and changes to service delivery needs.
 Review and monitor service delivery according to contractual
terms and conditions.
 Assess whether the expected business value sought is being
realized.
 Monitor stakeholder adoption levels, escalated issue
resolutions, and new stakeholder business requirements to
ensure that the relationship meets expectations.
 Establish a feedback loop with service vendor to ensure that
timely communication of employee issues, system errors, or
process problem trends occurs for strategic resolution.
 Review internal change requests and analysis documentation
and act as a liaison with service vendor to secure changes
and approvals to the agreement scope.
 Consider making service vendor management a dedicated

account management function rather than a function of
another job. Non-dedicated personnel performing vendor
management can lead to poor oversight of the vendor’s
performance.
 Consider assigning multiple layers of account management
as part of the governance model.
 Develop a plan to rotate account managers periodically to
ensure that arm’s-length relationships are maintained.
Service Provider
Operations
 Manage the day-to-day service operations with clearly
defined, mature control processes.
 Maintain a multi-pronged, multi-tiered security approach to
ensure customer information/data assets are protected at all
times.
 Monitor all service level and other performance metrics
defined by the SLA.
 Provide around-the-clock, in-house technical expertise to
support and resolve any internal operational issues or
problems affecting service delivery.
 Notify customer organization of unresolved or escalated
issues or problems affecting service vendor’s delivery of
service.
 Monitor all critical components of the applications, databases,
and infrastructure-related components to ensure that
availability, performance, and capacity expectations for the
service are being maintained.
 Provide full lifecycle management services including
administrative, technical, and engineering resources required
to install, maintain, troubleshoot, and operate the offered
software systems and services.
 Report operational performance showing actual service
delivery against the applicable SLA or performance metrics.
 Review and implement approved changes requested to the
agreement scope.
 Facilitate integration with customer’s identity management
and access control systems, data exchange interfaces, and
compliance reporting.
 Participate in Policy and Control management reviews
(http://technet.microsoft.com/en-us/library/cc506048.aspx) to
make sure that compliance objectives are met and that the
people in identified roles regularly meet and fulfill their mutual
obligations.

Decision Maker
Focused on Service
Level Agreements
 Establish SLAs with the service vendor that define the scope
of the service guarantees, including metrics used to measure
availability, performance, security, and support.
 Ensure the SLAs provide sufficient levels of mitigation (for
example, data loss protection, backup and recovery services,
and disaster recovery capabilities) in even the worst-case
scenarios.
 Ensure the SLAs guarantee a high level of service to your
business and define the actions the provider will take—or the
compensation it will provide—in the event that it fails to meet
these guarantees.
 Ensure that the penalties for nonperformance, poor
performance, or contract noncompliance are sufficiently
significant to motivate the vendor to meet business
requirements.
 Consider building a bonus structure into the contract to
reward the service vendor for consistently performing better
than what the SLAs require.
 Define a consistent and documented process for managing
SLA exceptions resulting in service interruptions.
 Promote a commitment to quality and the continuous
improvement process by conducting adequate due diligence
when SLAs are missed: Determine the root cause and
perform timely remediation.
Business
Intelligence/Data
Reporting Services
 Determine what reporting services the service provider offers
and whether they are compatible with your business-
intelligence requirements. Because service delivery may
involve giving up direct control to some level of corporate
data, accurate and useful reporting services may be needed
across internal and service vendor-hosted systems to verify
that data is in synch and that interfaces are operating as
expected.
 Develop a process to identify service vendor data errors and
to research and resolve possible data integrity issues.
Regulatory
Compliance Officer
 Develop a process to systematically communicate policy
changes, regulatory compliance procedures, and new
initiatives to the service vendor and define responsibility for
this function in the governance model.
 If the service vendor has a SAS 70 accreditation, determine if
it applies to a Type I or Type II audit.
 Review the service vendor’s SAS 70 report thoroughly to
determine if the processes and controls being tested apply to
the data center, infrastructure, or application services
provided by the service vendor’s offerings under
consideration. Be aware that many providers will claim SAS
70 Type II, but it only applies to the hosting infrastructure and
not the hosted applications.
 Examine the report thoroughly to determine whether the
provider can comply with your own policies.

Billing and Invoicing
Personnel
 Review the service vendor’s pricing model for costs or
charges related to any initial setup, installation, or
implementation fees, monthly recurring subscription or usage
fees, and one-time charges (such as customizations or data
migrations).
 Establish controls and respective ownership around invoice
review, reconciliation, authorization, and payments.
 Establish a link between invoicing and service vendor
performance, SLA adherence, satisfaction survey results, and
contract requirements.
 Develop a process whereby the organization’s vendor
account management team reviews the invoices for accuracy,
validates that SLAs and performance requirements were met,
and payments were authorized accordingly.
Confidentiality and
Privacy Manager
 Regularly assess the service vendor’s privacy and
confidentiality compliance defined by your internal policies,
and assign responsibility for this function in the governance
model.
 Determine if the service provider privacy policies and
practices are in compliance with requirements set forth by the
U.S. Department of Commerce Safe Harbor Act (also known
as the European Union Data Protection Directive). Certifying
to the ”adequacy” standard for privacy protection will assure
European Union (EU) organizations that your company
provides adequate privacy protection for transferring personal
data.
 Develop a process to manage privacy and confidentiality
complaints related to the service provider outsourcing
arrangement. This should include defining an escalation path
and a process to resolve complaints with the service vendor.
 Verify that the service vendor’s employees and
subcontractors with access to your organization’s data are
required to sign a non-disclosure agreement and undergo
background checks as a condition of employment.
 Require the service vendor to administer privacy and
confidentiality training to all employees and subcontractors
handling your organization’s personal data.
 Limit vendor and subcontractor access to sensitive,
employee-personal data, such as government-provisioned
identification credentials (for example, social security or
driver’s license numbers), financial transaction authorization
data (for example, credit card information), financial or
medical profiles, and other highly sensitive information where
unauthorized disclosure would cause considerable material
loss.
Employee Liaison  Define the timing, frequency, and population of employees
that will be surveyed, and develop a process to systematically
collect and summarize survey results.
 Develop a process to confirm that the survey results are
reviewed by the appropriate management teams and to
address and resolve concerns identified in the surveys in a
timely manner.

Data-Security
Specialist
 Assess your information security policy and data-security
needs to ensure that the service provider has sufficient
security measures and data protections in place to meet your
corporate standards.
 Evaluate the service provider’s security measures for its data
center, networks, servers, and SaaS application security.
Additional considerations for protecting data include firewalls,
digital certificates, security scans, vulnerability assessments,
and industry-recognized security certifications.
 Review the service vendor’s backup and data recovery
capabilities: frequency and type of backups, off-site storage,
retention periods, and archiving services.
 Review the service vendor’s disaster recovery and business
continuity plans and the testing of those plans.
 Develop an employee satisfaction survey about the success
of the service offering. Include questions about the success of
the transition process and identify issues and opportunities
for improvement.
Manager in Charge
of Implementation
 Review service provider’s implementation methodology and
procedures it uses, including any provisions for data-
migration and identity integrations required for single sign-on.
 Develop a plan for migrating to the new service provider.
Include a complete list of activities each party is responsible
for during the migration process.
 Identify risk factors, risk mitigation strategies, necessary
security tasks, data preparation tasks, communication plans,
and other measures necessary to minimize disruption to the
organization during implementation.
 Transfer knowledge through training and other measures to
facilitate using the service applications.
Contracts Manager  Develop exit plan for migrating data out of the application in
the event the contract is terminated prematurely or expires
naturally. Ensure the contract language specifically
addresses:
 Terms and conditions in effect upon termination or
expiration of the agreement.
 Termination assistance services, fees, charges, or other
compensation.
 Control and ownership of data throughout the life of the
contract.
 Source code disposition, including code escrow for any
derivative works created during the contract term.
 Specifications, documentation, information, and other
assistance necessary to enable the organization to
receive services from another provider.

Living with the Service Agreement
Review the results of day-to-day operations using the Service Alignment or Operational Health
management reviews to catch issues early. Compare the day-to-day results to the agreed service levels.
Look at areas for possible improvements and follow up on any changes as needed, which may
sometimes require renegotiating the agreement. Review the following on a monthly basis:
 Performance that is outside of established tolerance levels and possible causes for this.
 Operational maturity compared to desired state.
 Compliance violations.
 Whether service level metrics targets have been consistently met.
 Any confusion arising from handling issues or daily operations.
An agreement is only helpful when it is current. On a regular basis—annually, at a minimum—review the
agreement to ensure it still reflects the organization’s requirements. As you use the service agreement,
make sure to get answers to the following questions:
 Has the demand changed?
 Has the technology changed in a way that offers new opportunities or changes assumptions from the
original agreement?
 Are there changes by either the organization or the provider that will involve a change to the
agreement? For instance, are there any new services offered either by the provider or requested by
the organization?
 Do the service level metrics targets continue to meet the business needs?
Take into account any anticipated future changes. For example:
 Ongoing or emerging issues, reflected in action items and previous management review minutes and
from other industry and organizational sources.
 Changes in risk assessments or tolerance boundaries.
 Upcoming changes that may affect operations.
Table 3 describes each of the management reviews used to evaluate key metrics and show trends over
time and compared to targets.
Table 3. Management Reviews
Management
Review
Description Use in Partner
Relationships
Operational
Health
This management review provides a
structure for reviewing and analyzing
results and taking action to improve
performance. It might result in
requests for changes or improvements
in existing services, as well as
changes to SLAs and OLAs.
Compare actual
performance to expected
metrics. Track and review
trends to evaluate for
possible changes to the
service (for example,
increased demand or
changing patterns of use or
upcoming changes to
related services that will
have an impact).

Management
Review
Description Use in Partner
Relationships
Service
Alignment
This management review focuses on
understanding the state of supply and
demand for services and directing
investments to make sure that the
business value of the services is
realized. It is responsible for officially
proposing new services, making
changes to existing services (such as
service improvements) that are larger
than standard changes, and
decommissioning features and
services.
Anticipate and plan for
changes to supply and
demand for services.
Review customer
satisfaction with the service.
Portfolio This management review focuses on
proposed service changes and the
current mix of projects and services
being built and in production. The
ultimate outcome of the Portfolio
Management Review is the initial
project charter, with which a project
team can begin the process of
creating the project plan that will
ultimately result in building and
delivering new or updated services.
Evaluate and approve
proposed investments in
new or updated services.
Project Plan
Approved
finalizing the scope of a delivery
project. It signals a complete review of
key project plans and the readiness of
the project team to move on to the
development of the solution.
Proceed with changes to the
services.
Release
Readiness
the readiness of a new or improved
service to be deployed; it results in a
go/no-go decision about whether to
deploy the release.
Prepare for a new service.
Policy and
Control
This management review evaluates
the effectiveness of the policies and
compliance controls in place across
the service management lifecycle. The
Policy and Control Management
Review should identify requests for
changes that will improve the
management and enforcement of
policies as well as improve the
management of risk.
Evaluate compliance with
policy and processes that
support or inhibit
compliance. Adjust services
in response to changes in
policy. Implement new
controls or improve existing
controls where needed.

Beyond the Contracts
The most successful service vendor relationships use best practices that go beyond formal agreements.
The following best practices build trust and support good communication:
 Stay in sync by:
 Developing common expectations.
 Identifying clear handoffs.
 Defining common language—confirm that you both mean the same thing when using key terms.
Remember that you are coming from different perspectives and may be making different
assumptions.
 Stay in contact by:
 Assigning designated contacts on both sides.
 Scheduling regular communication via strategic, tactical, and operational meetings.
 Manage risk by:
 Being proactive in evaluating and managing risk.
 Designing interlocking controls to manage risk and increase confidence.
 Sharing information about how controls are operating for better monitoring and improved risk
management.
 Building resilience for handling the unexpected.
 Deal with everyday issues early before you have to enforce through the contract by:
 Identifying triggers and warning signs, responsibilities, and escalation paths.
 Partnering problem solving with the service vendor.
Appendix: Key Terms
Table A-1 defines terms that are used in this document.
Term Definition
consumer Users of a service.
operating level agreement
(OLA)
An internal agreement between one or more teams
within an organization that supports the requirements
set forth in the service level agreements (SLAs).
service level agreement (SLA) A written agreement documenting required levels of
service. The SLA is agreed upon by the service
provider and the business, or by the service provider
and a partner provider. SLAs should list the metrics
and measures that define success for both service
providers and the larger organization.
service level management The process of defining and managing performance
through monitoring, reporting, and reviewing the
required, agreed-upon level of service.
service provider/service vendor Provider of a service.
service relationship
management
The ongoing process that ensures that service
providers and the organization remain in sync.
underpinning contract (UC) A legally binding contract in place of or in addition to
an SLA. This type of contract is with a partner service
provider responsible for building service deliverables
for the SLA.

Cloud manager client provisioning guideline draft 1.0

Cloud manager client provisioning guideline draft 1.0

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