What on earth is Project and Service Management? And what is it when applied to an Infrastructure area? The logic is simple. If we have a company (let’s call it company A) in need of service that the company itself can’t provide or fulfil, company A will look for a partner (company B) that can give them what they’re looking for. Company A becomes, this way, a client of company B. This is where Project Management begins.

For this relationship to work, there’s one fundamental foundation: the Service Level Agreement (SLA). Without it, neither the Company B knows what needs to be done, nor Company A knows what’s being done.

The SLA is adaptable and mutable, yet a constant element during the relationship between companies A and B. It allows compromises and practices to be defined and also to be regularly presented. On the other hand, the analysis and discussion of results is possible, through constant reporting.

When we establish a service agreement plan for a Project Management action, and when this plan and this management is done right, the benefits for the client are countless: services are delivered more efficiently and more effectively, increasing in quality and/or in quantity, with better control of the risks implied and also with an implied opportunity to expand and grow. We can centralize the reporting procedures and optimize the allocation of resources too. We can make task management more visible and make teams more involved with it, with better scheduling and planning. And the list goes on.

In one word, Project and Service Management is all about visibility. Is about identifying a client’s needs and purposes and highlighting the ways to meet those needs and purposes; to establish Service Level Agreements is to guarantee proper and constant communication and adaptation; to fix problems and give new solutions that are stable, sustainable and, in the end, that can make any business, your business, visible.