Partial list of companies that have benefited from the course facilitator’s expertise:

Ø COMPAQ Corporation
Ø Alcatel
Ø Actel Corporation
Ø Aetna Life and Casualty
Ø Hartford Insurance Co.
Ø Merck Sharpe and Dohm
Ø AMRO Bank
Ø Bahrain Institute of Banking and Finance (BIBF)
Ø Saudi Aramco
Ø Arab Insurance Group (ARIG)
Ø PetroMex
Ø Northwest Energy Corporation
Ø Stolt & Nielsen Transportation Co.
Ø The Indian National Institute of Banking, India
Ø TAB Australia
Ø Petroliam Nasional Berhad
Ø KTM Berhad
Ø Total Access Communication PCL
Ø Bank Islam Brunei Darussalam
Ø Grameenphone
Ø Telefonica
Ø Siemens Pakistan Engineering
Ø PTT ICT Solutions
Ø Bangkok Bank
Ø Telekom Malaysia
Ø University Malaysia Sabah
Ø Boeing Corporation
Ø Chase Bank
Ø Toronto Dominion Bank
Ø Collagenex
Ø Delloite & Touche
Ø KPMG
Ø DataCentralen, Denmark
Ø US Army
Ø US Department of Labor
Ø US Department of Agriculture
Ø Information Systems Audit and Control Association (ISACA) worldwide
Key benefits for attending this event:
· ESTABLISH firsthand the need for Service Level Agreements (SLAs) in order to
support service level management programmes and the difference between an SLA
package and contracts
· OBTAIN a clear vision of how SLAs relate to help meet business objectives and
where they fit in the overall scheme of Business Service Improvement (BSI); Service
Level Management (SLM) and Service Level Objectives (SLOs)
· RECOGNISE that the SLA package is a pre-requisite to write contractual
agreements or a formal understanding between service supplier and service consumer of
the mutual obligations that each party has to make the service agreement a success that
benefits both parties.
· MITIGATE risks of poor service level management by developing a sound set of
SLAs which is based on sound risk management (a current emphasis widely accepted by
management all the way to the Board of Directors as a result of current Global financial
problems) so that SLA developers can use the same thinking and tools of risk analysis
and management to help prioritise and arrive at a good set of SLAs
· UNDERSTAND that developing a sound set of SLAs is based on conventional risk
management concepts that can be used to arrive at a sound set of SLAs for any service
area
· AVOID unreasonable service levels and impractical expectations requested by
service users by determining the level of service level that is cost effective
· BE AWARE that having a sound set of SLAs forces both service provider and
consumer to search for practical and monitorable solutions to ‘meet’ the SLA
requirements. In many ways, the statement of SLAs is analogous to defining rational and
logical detailed ‘business objectives’ aimed at providing the basis for sound Service
Management which will in turn improve business performance that increases enterprise
ROI
· REDUCE downtime and costs which includes savings from avoiding unnecessary
downtime, errors, elimination of unnecessary amendments and repairs and expedite
maintenance or corrective actions when needed to reducing operating costs and legal &
financial exposure.
· INCREASE revenue from the reduction in the number of service outages & time
consuming service complaints and improve sustainable service to users that directly
depend on critical services.
· IMPROVE communications between service providers and service users to enable
sustainable and ongoing service improvement and measurement over time.
Who Should Attend
• CIOs/ CTOs/ IT Managers
• COOs / Operation Managers
• Service Delivery / Shared Service / Customer Service Managers
• Service Sales Managers from companies that provide outsourcing services
• Service Purchasing / Procurement Authorities and Contract Managers
• Vendor Management / Project Managers
• Technical Support / Customer Support Managers
• Business Process Outsourcing Managers
• Outsourcing Managers
• Business Development Managers
• Service Desk Managers

As well as:
• Any party responsible for delivering services (in-house or external) in any industry that
needs to develop and formalise service delivery measurement
• Executives of user functions/department who heavily depend on other services to
operate their activities
• Anyone with a need to improve the quality of services they receive from internal service
sources or outsourced services

From cross industries especially:

• Banks
• Insurance
• Telecommunications
• IT Services
• Manufacturing
• Logistics & Transportation
• Oil & Gas
• Government Agencies/Ministries