ICTICT602 Develop contracts and manage contracted performance

Posted: July 7th, 2022

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 team effectiveness
ICTICT602 Develop contracts and manage contracted performance
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted is my own, and has not been copied or plagiarised from any person or source. Signature: ___________________________
Date: _______/________/_______________
Details of Assessor
Assessor’s Name
Assessment Outcome
Results
0Competent 0Not Yet Competent
Marks /50
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Student 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.
Signature: ____________________________
Date: ____/_____/_____ Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback
0 Student did not attend the feedback session.
Feedback provided on assessment.
Signature: ____________________________
Date: ____/_____/_____
Purpose of the assessment
The purpose of this assessment is to assess the student in the following outcomes: Competent
(C) Not yet Competent
(NYC)
BSBWOR502 Lead and manage team effectiveness
2.4 Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed
4.3 Communicate unresolved issues, concerns and problems raised by team members and follow up with line manager/management and other relevant stakeholders
4.4 Evaluate and take necessary corrective action regarding
ICTICT602 Develop contracts and manage contracted performance
1. Establish contract
1.1 Determine boundaries of the contract
1.2 Document contract details and provide a copy to the client and vendor for review
1.3 Obtain client and vendor feedback to clarify problems and misunderstandings
1.4 Facilitate negotiations to resolve problems and misunderstandings
1.5 Seek agreement from stakeholders
2. Monitor contract
2.1 Monitor performance against contractual obligations to ensure desired level of quality is maintained
2.2 Ascertain client satisfaction with contractual performance
2.3 Identify and take action to address unsatisfactory performance
2.4 Provide recommendations for contractual variations, if required
2.5 Forward recommendations to appropriate person for approval
—
In 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:

Encourage open communication: Create a culture of openness and transparency where team members feel comfortable sharing their concerns and problems without fear of retribution.

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.

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.

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.

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.

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:

Document issues: Document all issues that are raised, including details such as the nature of the issue, the parties involved, and any relevant dates.

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.

Follow up: Follow up with stakeholders to ensure that they are taking appropriate action to address the issue. Provide support and assistance as needed.

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.

In order to develop contracts and manage contracted performance, the following steps can be helpful:

Establish contract boundaries: Determine the scope of the contract and define the boundaries of the work to be performed.

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.

Obtain feedback: Obtain feedback from both the client and vendor to clarify any problems or misunderstandings and facilitate negotiations to resolve them.

Seek agreement: Seek agreement from all stakeholders on the final contract terms.

Monitor performance: Monitor performance against contractual obligations to ensure that the desired level of quality is maintained. Ascertain client satisfaction with the contractual performance.

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.

Effective communication, collaboration, and monitoring are key to ensuring that issues are recognized and addressed, and that contracts are effectively managed.
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Assessment/evidence gathering conditions
Each 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 “Purpose of the assessment” 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.
Resources required for this assessment
• Computer with relevant software applications and access to internet
• Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
• This assessment has to be completed 1 In class 1 At home
• The assessment is to be completed according to the instructions given by your assessor.
• 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.
• 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.
• If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.
• Please refer to the College re-assessment for more information (Student handbook).

Assessment Task 1- Project/Report Writing (50%)
Assessment Write My Essay Today: No1 Essay Writing Service AU for Your Academic Papers – Guidelines and Marking Sheet
Marking List – Develop new SLA Marks
Introduction /5
Bazaar Ceramics Business Objective
– Student identifies, client request and business objectives /5
Managed Service Level Agreement Terms
– Student Provided Agreement term details and pricing Details /14
Signed Agreement /1
SUBTOTAL /25
Marking List – Manage SLA Performance Marks
Document Client Feedback /4
Document Internal Feedback/approval /4
Document of Response to Client /4
Performance Monitor Log /4
Resolution to Performance Issue /4
SLA Variation Terms and Signature /5
SUBTOTAL /25
TOTAL /50

Assessment (50 Marks) – Assignment / Written, Practical, Case Study
Assessment: Written, Practical, Case Study
Case Study (Bazaar Ceramics)
1. Company Background
Bazaar 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.
Each 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.
As 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.
Bazaar 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.
Bazaar Ceramics also produce unique, individually designed domestic ware, including full dinner sets and ovenware.
2. The Products
The 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
• Copper Red
• Reduced Lustre
• Celadon
• Jun
The other area of ceramic production is the “domestic” 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:
• Earthenware dinner sets in a range of brightly coloured contemporary designs
• Stoneware tea and coffee sets
• Stoneware oven and serving dishes
3. Job Profiles
Title: Business owner
Reports to: nil
Subordinates: Gallery Director/Manager Marketing and Sales
Manager Finance
Manager Production
Major activities: Over all direction and scope of the company
Establishes business objectives – in consultation with managers
Authorises capital expenditure
Employs staff and negotiates contracts
Establishes distribution channels – in consultation with Manager Marketing and Sales
Negotiates with suppliers
Sets wages, commissions, and incentives
Remuneration basis Based on profits (Profit = revenue – expenses)
Title: Gallery Director Manager Marketing and Sales
Reports to: Business owner
Subordinates: nil
Major activities: Develop marketing and sales plans
Responsible for external perception of company image
Negotiates sales with customers – receives most of the customer orders
Responsible for customer service
Follows up sales leads
Works from the shop sales counter most days
Monitors sales targets and achievement
Approves new designs of products
Remuneration basis Rewarded for increased total sales (revenue)
Title: Manager Finance
Reports to: Business owner
Subordinates: nil
Major activities: Produce financial reports
Monitors profitability and costs
Establishes minimum pricing
Monitors local inventory investment
Authorises accounts for regular customers
Responsible for setting discount pricing for old stock
Remuneration basis Rewarded for high Return On Investment (ROI)
Title: Manager Production
Reports to: Business owner
Subordinates: Local workers (three)
Remote workers (three)
Major activities: Coordinate the production of goods
Orders raw materials for local workers
Coordinates dispatch of delivered goods
Coordinates the receipt of goods from remote workers.
Remuneration basis Rewarded for high productivity of local and remote workers
Rewarded for low production costs (expenses)
Title: Local workers
Reports to: Manager Production
Subordinates: nil
Major activities: Designs products
Produces products
Remuneration basis Base wage, plus minimal commission on products that the worker has manufactured and the shop has sold
Title: Remote workers
Reports to: Manager Production
Subordinates: nil
Major activities: Designs products
Produces products
Orders own raw materials
Pays for costs associated with running their remote location.
Packs and freights products to the shop or direct to customers
Remuneration 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.
4. Organisational chart

5. Mission Statement
Bazaar Ceramics is committed to producing unique, evocative contemporary Ceramic Art of the highest technical quality.
Our Goals:
? To produce unique hand crafted pieces for the individual and corporate collector
? To showcase the best of Australian Ceramic Art and Design
? To provide an extensive range of well-crafted and designed domestic ware
? To showcase technical excellence in ceramic technology
6. Strategic Direction
6.1 Critical Issues Facing Bazaar Ceramics
In determining our strategic direction for the next five years, the following points have been considered:
• 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.
• Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaign.
• The main source of revenue continues to be from gallery sales.
• Direct retail sales achieve the highest mark-up.
• 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.
• Our competitors continue to make inroads into the E-Commerce technology and there is evidence that we will be left behind if we don’t embark on this marketing tool.
6.2 Current Status
We 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.
6.3 Longer Term Vision
We 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.
The 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.
7. Strategic Plan
7.1 Environmental Analysis
• Internal Environment
o Strengths
? Bazaar Ceramics Studio has been operating for 20 years
? Wide range of products
? Sells exclusive art pieces
? Established customer base
? Responsive to the requirements of their clients
? Unique and contemporary products
? Growing reputation
? Niche market
? Outstanding business growth over last five years
? Increased sales by 233% in last five years
? Exceeding targeted sales growth
? International demand for product
? Ceramic designers and gallery director communicate regularly
? High quality product
? Sales to account customers are growing steadily
? Products are made to the highest technical and artistic standards
? Existing IT infrastructure
o Weaknesses
? Cost of selling product (manual processes)
? Ordering of products must be done in person, by phone/fax, or by email
? Ordering process time consuming
? Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaign
? The main source of revenue continues to be from gallery sales (in person)
? Interstate and overseas clients find the current arrangements for purchasing cumbersome
? No IT or technical staff employed by Bazaar Ceramics
? Increased employee numbers have increased fixed costs of the business
? The showroom has increased fixed costs dramatically in the last three years
? Negative return on investment in the last three years
? Decline in markup on product in the last five years
? Cost of goods sold has increased over last five years
? Showroom not big enough to display all products
? Production of unsaleable products
? Inability to capture sales information about popular products
? Double handling of products made by remote workers
? Any advertising brochures become quickly out of date due to uniqueness of each product
? Orders from international customers entails time zone differences
? Inability of international customers to order by phone (time zone differences)
? Only personal customers can view products adequately
? Manual order forms (costs of printing)
? Time consuming to fill in order forms for phone/fax orders
? Staff can make errors transcribing information onto forms (5% errors)
? Redundant information due to multiple forms
• External Environment
o Opportunities
? Business expansion
? Expand into national market
? Further expansion into the international market
? Customer requests to provide online ordering facilities
? Create communication and product website
? Create website to market products (brochure site)
? Decrease marketing costs
? Increase profile
? Create website to sell products (e-Commerce technology)
? Increase customer base
? Increase business reach
? Establish a strong international reputation in the ‘art market’
? Move to smaller showroom to reduce fixed costs
? Gather and incorporate more feedback from customers
o Threats
? Competition
? Competitors continue to make inroads into the e-Commerce technology
? Competitors have a pricing advantage because of their website (reduced marketing and sales costs)
? Fear of being ‘left behind’ by competitors if website is not implemented
? High advertising costs
? High value of Australian dollar is a constraint to exporting into international markets
? Products less affordable to overseas customers
? Growing bargaining power of account customers (25% discount fair?)
7.2 Critical Issues and Strategic Objectives
? Critical Issue 1: Gallery costs
o Strategic Analysis:
? Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaign
? The main source of revenue continues to be from gallery sales (in person)
? Cost of goods sold has increased over last five years
? The showroom has increased fixed costs dramatically in the last three years
o Strategic Objective:
? Explore alternatives to selling in gallery sales
? Critical Issue 2: Manual processes
o Strategic Analysis:
? Manual order forms
? Cost of selling product (manual processes)
? Ordering processes time consuming
? Staff can make errors transcribing information onto forms (5%mistakes)
? Redundant information due to multiple forms
o Strategic Objective:
? Automate processes for employees
? Critical Issue 3: Double handling of Products
o Strategic Analysis:
? Double handling of products made by remote workers
o Strategic Objective:
? Develop direct shipping processes from remote workers to client
All the above could come under one heading “production costs” with strategic objective: automate production processes where possible and improve efficiency in handling goods
? Critical Issue 4: Pressure on profit
o Strategic Analysis
? Increased employee numbers have increased fixed costs of the business
? The showroom has increased fixed costs dramatically in the last three years
? Negative return on investment in the last three years
? Decline in mark-up on product in the last five years
? Manual order forms (costs of printing)
? High advertising costs
? Exchange rate
o Strategic objective:
? Reduce fixed costs
? Critical Issue 5: Ordering process for customers
? Ordering of products must be done in person, by phone/fax, or by email
? Ordering process time consuming
? Interstate and overseas clients find the current arrangements for purchasing cumbersome
? Orders from international customers entails time zone differences
? Inability of international customers to order by phone (time zone differences)
? Time consuming to fill in order forms for phone/fax orders
o Strategic Objective
? Automate ordering process for customers
? Critical Issue 6: Lack of IT support
o Strategic Analysis
? No IT or technical staff employed by Bazaar Ceramics
o Strategic Objective
? Hire IT staff
? Critical Issue 7: Lack of showroom space
o Strategic Analysis
? Showroom not big enough to display all products
o Strategic Objective:
? Explore alternatives to gallery display
? Critical Issue 8: Inadequate sales information
o Production of unsaleable products
o Inability to capture sales information about popular products
o Strategic Objective:
? Improve feedback mechanism from customers
? Critical Issue 9: Advertising processes cumbersome
o Strategic Analysis
? Any advertising brochures become quickly out of date due to uniqueness of each product
o Strategic Objective:
? Find alternative methods of advertising
? Critical Issues 10: Competition
o Strategic Analysis
? Competition
? Competitors continue to make inroads into the e-Commerce technology
? Competitors have a pricing advantage because of their website (reduced marketing and sales costs)
? Fear of being ‘left behind’ competitors if website is not implemented
? Growing bargaining power of account customers (25% discount fair?)
o Strategic Objectives:
? Explore opportunities to improve competitiveness
8. Computing Infrastructure
Company Intranet
Item Specifications
LAN Infrastructure
Ethernet (100BaseT).
16 port switch
WAN infrastructure ADSL connection to Internet
Server (1) Intel Pentium 4 3Ghz, 512 MB RAM, 80GB HDD, 10/100 Ethernet card
PC’s (10) Celeron 2.4Ghz, 256 MB RAM, 40GB HDD, 10/100 Ethernet card
Server software
Item Specifications
Operating System MS Windows 2000 server
Web server MS IIS
Email Exchange
PC software
Item Specifications
Operating System MS Windows 2000 professional
Web browser MS IE 6.0
Email MS outlook
Virus checker McAfee VirusScan
Bazaar Ceramics has an office/shop/workshop. This area has a basic network setup.
Some employees are remote workers – this means that that they work from their own home.
All employees have PCs, Internet access and email accounts.
There 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.
Bazaar Ceramics would like to move away from this situation.
9. Project Brief
You 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:
? Implementation of e-commerce shopping website
? Implementation of an upgraded Network to meet the demands of increased volume of sales
? Implementation of possible Cloud Technologies for Data Storage for safety and security
? Implementation of Google Apps for emails and move away from management of Exchange Servers for Outlook emails
Your 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.

Case Research Essay Master: Write My Essay For Me Online Cheap & Essay Writer Service – Scenario Context
The 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 “More ICT Team Service Company Readings” folder in the “Assessment Resource” folder.)
In this assessment, the student need to plan the team and contract management for this project by documenting the following:
Service Level Agreement Contract (SLA)
SLA Monitor Document

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SERVICE LEVEL AGREEEMENT CONTRACT
FOR BAZAARR CERAMICS
SUBMITTED TO: —–
Bazaar Ceramics Pty Ltd
SUBMITTED BY: ———–
STUDENT NAME
IT Business Analyst/Project Manager
Online Services Integration Pty Ltd

DATE: DD MONTH YYYY

Table of Contents
1. Introduction
2. Bazaar Ceramics Business Objective
3. Managed Service Level Agreement Terms
Current Service Level Agreement
Addition to the Service Level Agreement
4. Pricing Details
5. Signed Agreement

1. Introduction
Client 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.
2. Bazaar Ceramics Business Objective
Refer to client company case study, and, also the service company service standards.
Refer to the assessment resource the relevant parts for samples. Also, please refer to the class slide and resource from the eLearning page.
3. Managed Service Level Agreement Terms
Current Service Level Agreement
Please 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.
Addition to Service Level Agreement
SERVICE LEVEL AGREEMENT – HOSTING SERVICES
EXAMPLE
We 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.
Online Services Integration Pty Ltd.’s 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.
THE ONLINE SERVICES INTEGRATION PTY LTD SLA COVERS THREE COMPONENTS THAT SUPPORT THE AVAILABILITY OF YOUR WEB SITE
NETWORK
We 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.
INFRASTRUCTURE SERVER SERVICES
We 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.
ONLINE SERVICES INTEGRATION PTY LTD GUARANTY:
NETWORK
We 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.
INFRASTRUCTURE SERVER SERVICES
Online 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).
Our Service Levels Structure are:
Server Availability and Network Availability;
Latency; and
Response Delay for Emergency Incidents
Service Level Description of Service Level Service Level Target
Server Availability The hardware and hypervisor layers delivering individual Cloud Servers are available and responding to the Monitoring Tool. “Cloud Servers” 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
Network Availability The network components of the Online Services Integration Pty Ltd are available and responding to the Monitoring Tool. The “Online Services Integration Pty Ltd” 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
Latency 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
Response 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

1. Calculation of Service Level Credits
The Service Level Credit for a Service Level Failure is calculated as follows:
Service Level Credit = Service Level Credit Percentage X Fees Paid
Where
Service Level Percentage is determined by reference to the Duration of the Service Level Failure using the table in section 2 and
Fees Paid is the Fees you paid for Usage in the calendar month for the Location in which the Service Level Failure occurred.
Service 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 “carry over” to the following month.
Where 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 (“Rebate Enhancement” applies).
Service 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.

2. Service Level Credit Percentages
For Server Availability and Network Availability the Service Level Credit Percentages are:
Where Rebate Enhancement applies:
Duration of Service Level Failure Service Level Credit Percentage
26 sec 0%
26 sec – 30 min 2%
30 – 60 min 10%
60 – 300 min 20%
300 – 540 min 50%
540 min 100%

Where Rebate Enhancement do not apply:
Duration of Service Level Failure Service Level Credit Percentage
26 sec 0%
26 sec – 60 min 2%
60 – 300 min 10%
300 – 540 min 20%
540 min 50%

For Latency and Response Delay for Emergency Incidents the Service Level Credit Percentages are:
Duration of Service Level Failure Service Level Credit Percentage
30 min 0%
30 – 240 min 2%
240 min 20%
3. Limitations and Restrictions
Service Level Failures may not be caused by and Service Level Credits are not payable for:
(i) Excusing Events; or
(ii) suspension or termination of the Service under the Terms of Service.
If a single event or series of related events (“Event”) 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.
Service Level Credits are your sole and exclusive remedy and our sole and exclusive liability for failure to meet Service Levels.
4. Pricing Details
Please provide pricing details for current SLA (less server/management cost)
Please provide pricing details for additional SLA – web hosting services
Please provide this information in your own table format and with clarity of total monthly cost.
5. Signed Agreements
This document forms a Service Level Agreement Contract between Bazaar Ceramics and Online Services Integration Pty Ltd for a period of 36 months

——
CEO
Online Service Integration Pty Ltd
——-
Chief Executive Office
Bazaar Ceramic Pty Ltd
DDMONTHYYYY
DDMONTHYYYY

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SLA MONITOR DOCUMENT
FOR BAZAARR CERAMICS
SUBMITTED TO: —–
Bazaar Ceramics Pty Ltd
SUBMITTED BY: ———–
STUDENT NAME
IT Business Analyst/Project Manager
Online Services Integration Pty Ltd

DATE: DD MONTH YYYY

Table of Contents
1. Client Feedback
2. Internal Feedback to Client Issues
3. Issue and Solution – Performance Log
4. Variation to SLA
Managed Service Level Agreement Terms
Revised Service Level Agreement
Addition to Service Level Agreement
5. Pricing Details
6. Signed Agreement

6. Client Feedback
(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)
DATE:
Attendees:
Client Problems Identified Other misunderstanding identified Achievements to SLA are met? How Client Desired Outcome

7. Internal Feedback to Client Issues
(Please work with only 1 Issue identified above. Objective is to recommend a variation to previous new SLA provided)
ISSUE 1:
Negotiation with Client on issue (if any)
Action Items to complete for client satisfaction
Brief details of contract variation to be applied

8. Issue and Resolution – Performance Log
Resolution to Issue Testing Period Client Review Date
ISSUE 1: Implement Test Environment:

Monitor Test Environment:

Confirm satisfactory
Yes/No
Deploy Changes:

The above table repeats if client is not satisfied

9. Variation to SLA
Managed Service Level Agreement Terms
Revised Service Level Agreement
Please choose an appropriate current SLA here again. Preferably a higher SLA for your previous choice of (Yellow to Green).
Addition to Service Level Agreement
SERVICE LEVEL AGREEMENT – HOSTING SERVICES (this may remain same)
EXAMPLE
We 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.
Online Services Integration Pty Ltd.’s 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.
THE ONLINE SERVICES INTEGRATION PTY LTD SLA COVERS THREE COMPONENTS THAT SUPPORT THE AVAILABILITY OF YOUR WEB SITE
NETWORK
We 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.
INFRASTRUCTURE SERVER SERVICES
We 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.
ONLINE SERVICES INTEGRATION PTY LTD GUARANTY:
NETWORK
We 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.
INFRASTRUCTURE SERVER SERVICES
Online 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).
Our Service Levels Structure are:
Server Availability and Network Availability;
Latency; and
Response Delay for Emergency Incidents
Service Level Description of Service Level Service Level Target
Server Availability The hardware and hypervisor layers delivering individual Cloud Servers are available and responding to the Monitoring Tool. “Cloud Servers” 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
Network Availability The network components of the Online Services Integration Pty Ltd are available and responding to the Monitoring Tool. The “Online Services Integration Pty Ltd” 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
Latency 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
Response 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

1. Calculation of Service Level Credits
The Service Level Credit for a Service Level Failure is calculated as follows:
Service Level Credit = Service Level Credit Percentage X Fees Paid
Where
Service Level Percentage is determined by reference to the Duration of the Service Level Failure using the table in section 2 and
Fees Paid is the Fees you paid for Usage in the calendar month for the Location in which the Service Level Failure occurred.
Service 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 “carry over” to the following month.
Where 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 (“Rebate Enhancement” applies).
Service 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.
2. Service Level Credit Percentages
For Server Availability and Network Availability the Service Level Credit Percentages are:
Where Rebate Enhancement applies:
Duration of Service Level Failure Service Level Credit Percentage
26 sec 0%
26 sec – 30 min 2%
30 – 60 min 10%
60 – 300 min 20%
300 – 540 min 50%
540 min 100%

Where Rebate Enhancement do not apply:
Duration of Service Level Failure Service Level Credit Percentage
26 sec 0%
26 sec – 60 min 2%
60 – 300 min 10%
300 – 540 min 20%
540 min 50%

For Latency and Response Delay for Emergency Incidents the Service Level Credit Percentages are:
Duration of Service Level Failure Service Level Credit Percentage
30 min 0%
30 – 240 min 2%
240 min 20%
3. Limitations and Restrictions
Service Level Failures may not be caused by and Service Level Credits are not payable for:
(i) Excusing Events; or
(ii) suspension or termination of the Service under the Terms of Service.
If a single event or series of related events (“Event”) 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.
Service Level Credits are your sole and exclusive remedy and our sole and exclusive liability for failure to meet Service Levels.

10. Pricing Details
Please provide pricing details for revised SLA (less server/management cost)
Please provide pricing details for additional SLA – web hosting services
Please provide this information in your own table format and with clarity of total monthly cost.
11. SIGNED AGREEMENT
This document forms a Service Level Agreement Contract between Bazaar Ceramics and Online Services Integration Pty Ltd for a period of 36 months

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CEO
Online Service Integration Pty Ltd
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Chief Executive Office
Bazaar Ceramic Pty Ltd
DDMONTHYYYY
DDMONTHYYYY