Course Description:

The way traditional Service Level Agreements (SLAs) have been developed focused on technical lines, such for IT services and utility services. They were more oriented towards infrastructure to prepare contracts or agreements, especially when focusing on service outsourcing.

Unfortunately, the past SLAs are not "business goals and objectives oriented" and they are not user-oriented. They are prepared from a bottom-up approach as opposed to from a risk-oriented and enterprise needs' approach. The SLAs tend to be technically oriented which have no meaning to regular end users. This needs to be changed using a risk-based oriented methodology.

The focus has been mainly on utility services (Power generation, Networks and IT services). ALL types of business services, vitally required for a well ran business, are also amenable to service level improvement and ought to be subject to Service Level Agreements (SLAs) and service level management practices.

The reality is that all types of services should be measured in order to better manage them and service level improvement and service level agreements are not just for technical and infrastructure areas any more but they apply to all kind of business services (Accounting, Financial, Ordering, warehousing, Human Resources, etc.), whether they are provided internally or externally (outsourced) to support the critical business processes of any organization, profit or non-profit and private or public.

Learning Objectives:

  • Provides practical information on how to apply the Management Advisory Services & Publications' (MASP) "To-Down, Business-oriented, and Risk-Based Structured Methodology" for the development of effective Service Level Agreement (SLA) packages to enhance service quality and security that is presented to MASP's clients in in-house and public seminars.
  • Shows a structured methodology on how to prepare business-oriented SLAs that respond to the objectives of the business.
  • Shows how to prepare an SLA development matrix that documents the process of SLA development starting from specific threats that would present barriers to achieve the service level objectives, to Service Level Objectives (SLOs) and on to articulate highly specific "technical" SLAs intended for technical personnel and "User-facing SLAs" which business users can relate to measure their service quality.
  • Provides a sample matrix for the development on one specific SLA which also shows how to document the entire SLA development process.
  • Provides practical information that can be used in actual practice at the delegate's office.
  • The audience is encourage to ask questions during the lecture portion of the seminar and during the workshop.

Seminar Fee Includes:

AM-PM Tea/Coffee
Seminar Material
USB with seminar presentation
Hard copy of presentation
Attendance Certificate
$100 Gift Cert for next seminar

Areas Covered in the Seminar:

  • The Importance of Service Level Agreements (SLA) - Definition of key terms.
  • Service Level Agreements as a Key Element of the Service Level Management (SLM) Process.
  • In what situations can SLAs Be Applied and Useful? Modern view of SLAs for internal and external service provisioning, including all Types of Services.
  • Foundation for Developing SLAs – Direct relation to Governance and Risk Management.
  • A General Methodology for Developing SLAs.
  • Determining Performance Service Level Objectives (SLOs).
  • Importance of Developing “User-facing SLAs” that Are Truly Responsive to Users' Needs.
  • Differences Between User-oriented SLAs and Technically-oriented SLAs and how they Help Achieve Alignment with Business Objectives.
  • Illustration of User-facing SLAs as opposed to Technology or Operations-facing SLAs
  • Success Factors to Develop Effective SLAs.
  • A Framework and a List of Elements to Consider in SLA Development for IT and Software Services requirements.
  • Action Plan for Developing Effective SLAs.

Who will Benefit:

  1. COOs / CXOs Operation Managers
  2. Treasurers
  3. Board members, especially risk and audit committee chairs and members
  4. Auditors (External & Internal)
  5. Risk Officers and Risk Compliance Supervisors
  6. Service Delivery / Shared Service / Customer Service
    1. Managers
    2. Negotiators
  7. Service Sales Managers from companies that provide
    1. Outsourcing services
    2. Purchasing/Buyer
  8. Service Purchasing / Procurement Authorities and Contract
    1. Managers
  9. Vendor Management / Project Managers
  10. Compliance Personnel / Risk Managers.
  11. Heads of market, credit, and operational risk
  12. Head of Risk Management
  13. Chief Audit Officers
  14. Chief Financial Officers
  15. Technical Support / Customer Support Managers
  16. Business Process and Outsourcing Managers
  17. Outsourcing Managers
  18. CIOs/ CTOs/ IT Managers
  19. Business Development Managers
  20. Service Desk Managers
  21. Any party responsible for delivering services (in-house or
    1. External) in any industry that needs to develop and formalize
    2. Service delivery measurement
  22. Executives of user functions/department who heavily depend
    1. on internal or external services to operate their activities
  23. Anyone with a need to improve the quality of services they
    1. Receive from internal service sources or outsourced services
    2. Security professionals / Officers

  1. Quality Improvement professionals
    • Line senior executives responsible for company operations performance
    • IT and quality assurance professionals
    • Legal counsel officers that help develop agreements and service contracts
    • Purchasing and Procurement Executives
    • Legal Counsel Functions (Internal or External)
    • Corporate and Internal Audit Executives, Internal and Information System Auditors
    • Executives Dependent on Key Support Infrastructure Services, Such as IT and other business services
    • Contingency Planning and Emergency Preparedness Professionals that must specify SLAs
    • CIOs, CFOs, and any C-level Executive that Vitally Dependent on or that oversees Business Services
    • External Auditors and Consultants in Risk Management and Contingency Planning
    • Chief Risk Managers and Chief Security Officers (CSOs) and Professionals
    • Individual Responsible for Negotiating Outsourced Services
    • Compliance and Regulatory Mandate Officers/Professionals
    • Managers of Outsourcing Service Companies that Must Specify or Negotiate Levels of Service With Clients
    • Any manager of service professional that needs to measure service performance and needs to develop their service SLAs
  2. Company / Business Owners
  3. Chief Risk Officers
  4. Actuaries
  5. Risk management consultants

Course Outline:

Day 1 (8:30 AM – 4:30 PM) Day 2 (8:30 AM – 4:30 PM)
  • 8:30 – 9:00 AM: Registration
  • 9:00 AM: Session Start Time
  1. Background on Service Level Management (SLM) and Service Level Agreements (SLAs) – Definition and explanation of terms using in Service Level Management (SLM) and Service Level Agreements (SLAs)
  2. Service Level Management and Service Level Agreements are a subset of Corporate and Enterprise Governance – Service Level Management is a Strategic component of running a well-governed business which involves the measurement of service quality level (SQL)
  3. Traditional Approaches to Prepare SLAs and their deficiencies
  4. A Structured Approach to SLA Development and Documentation based on a Top-down, Risk-based Approach
  5. How to Prepare a Matrix or Spreadsheet of the Major Key Elements That Need to Be Considered In the Development of SLAs. Preparing SLAs that respond to the needs of the business and end-users who will benefit from effective compliance to the SLAs or be adversely impacted by noncompliance to the SLAs package. Difference between user-facing SLAs and Technical SLAs
  6. Two Main Approaches To Develop SLAs
  7. A discussion of two main approaches to designating the Service Level Improvement (SLI) – SLAs oriented to a given function (e.g., IT) and key business process oriented SLA development.

    1. Identifying a critical business process that needs service quality improvement.
    2. This approach thinks broadly across interdepartmental lines and views all the "supporting services that make it a high quality process, such as, IT, help desk, maintenance, financial services, procurement, customer support, etc., etc. It does not think in terms of the traditional vertical functional departmental structure, but across all functional units that apply on an enterprise-wide basis to achieve the "business service quality improvement goal".

    3. Selecting a specific functional department as an individual target unit for which to develop SLAs to improve service delivery level within its boundaries of operation.
  8. Illustration of an SLA Development Matrix from Real-world Experience
  1. Description of Each of the Key Elements of the SLA Development Matrix
    1. SLA Development Workshop Based on Methodology presented on day 1
      1. Organize workshop Teams
      2. Selection of a topical area of direct interest to delegates working in teams
      3. Facilitated workshop
      4. Presentation of results of workshop by teams
  2. User-oriented SLAs and Technically-oriented SLAs
  3. A Framework and a List of Elements to Consider in SLA Development
  4. Sample matrix for the development on one specific SLA
  5. Practical information that can be used in actual practice at the delegate’s office
  6. Thorough review of some of the exercises with Q and A session.

Meet Your Instructor

Javier Kuong
President and Principal Consultant, Management Advisory Services & Publications (MASP)

Javier F. K., is the President and Principal Consultant of Management Advisory Services & Publications (MASP), an organization in the US that for 30 years has been devoted solely to consulting, training, publications, research and development. Prior to MASP, Javier was a Managing Associate at Arthur Young (now Ernst & Young), CIO at Cabot Corporation Worldwide, and Corporate Planner and Economic Evaluation Analyst and Information Systems Manager at Atlas Chemical Industries (now Astra-Zeneca).

His experience includes a broad array of activities in industrial operations, corporate planning and economic analysis,IT management and IT auditing and internal control, corporate and IT governance and contingency planning as well as business continuity.

As a Principal Consultant and Lecturer for MASP, Javier has provided advisory services globally to prominent organizations in banking, insurance, industry and government. Additionally, he has organized or restructured Internal Audit and Control, Information Technology Audit, Security and Quality Assurance functions for dozens of enterprises. Javier has also conducted management reviews of IT departments, advanced systems, communication networks, and assisted in developing contingency and business resumption plans. He has developed an audited corporate policies, IT management and performance standards for many organizations and IT departments.

Javier authored four books on SLAs and SLA related topics based on his experience in developing SLA programs for clients and previously for his own IT shop as a CIO:

  • How to Prepare Service Level Agreements (SLAs) for Application Provisioning
  • Application Service Provisioning (ASP) – Best Practices for Outsourcers & ASPs
  • Outsourcing Via Application Service Providers – Guidelines, SLAs and Success Factors
  • Security and Privacy in Application Service Provisioning – Best Practices

Javier has adapted the principles of SLA development to the service areas of Contingency Planning and Business Continuity,Governance, Risk Management and Compliance (GRC) and other service areas.

Javier has written or co-authored over 40 books and manuals on: Corporate and IT Governance and Compliance; Internal Control Design and Assessment; Information Technology Audit and Security; Systems Auditing; Internal Controls Assessment;Testing and Security; Critical Process Business Continuity; Network Auditing and Controls; and Guidelines for Outsourcing.

Javier has lectured worldwide in conferences and seminars for major auditing, banking and professional organizations, includingthe Institute of Internal Auditors (IIA), The Information Systems Audit & Control Association (ISACA), CICA, the Netherlands Institute for Registered Accountants (NIVRA), Bahrain Banking Institute, National Banking Institute of India, Government Accountants Association, IAT and others. He has also led courses for many other international associations and advanced technology training institutes in Australasia, Malaysia, India, North Central and South America, Europe and the Middle East.

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