Establishing a Service Level Agreement (SLA) Process

Chris Doxey

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An SLA - which can be a legally binding formal or informal contract between two parties, must comply with operating norms, which describe how the process is governed, managed, and controlled. In this webinar we will provide you with critical information on SLA process.

Why Should You Attend:

A service-level agreement (SLA) is a negotiated agreement between two parties where one is the customer and the other is the actual service provider. This can be a legally binding formal or informal contract. An SLA should contain operating norms, which describe how the process is governed, managing, and controlled. An SLA should also include a set of operating metrics that are reported on a monthly or basis.

SLAs are needed to measure the success of any service provider. SLAs establish a mutually agreed upon level of service and performance metrics. The Shared Service and Outsourcing Network (SSON) recommends that the following items are included in the SLA process.

  • The processes to be included and the products and services of those processes
  • A list of the processes which are out of scope at this point – to manage customer expectations
  • Conditions of service availability - hours of opening, days of operation
  • Service standards – times for delivery of services should be recorded in number of working days (rather than say 24 or 48 hours) to manage expectations and be clear about closures of operations for bank-holidays or weekends
  • A R-A-C-I matrix – to show who is Responsible, Accountable, needs to be Consulted and Informed, regarding process steps. This ensures role clarity in completion of tasks
  • Cost versus service trade-offs, to manage expectations about “work arounds” or “just as a favor” requests
  • Clear escalation procedures and timelines so that when something goes wrong it can be resolved by the right person, in the right role, at the right time

Areas Covered in the Webinar:

  • What is an SLA Process?
  • When should I use an SLA Process?
  • How do I Establish Valuable and Meaningful SLA Metrics?
  • What are some SLA Examples?
  • What are Ten Tips for Implementing and Managing My SLA Process?
  • The Bigger Picture: Considering a Supplier Management Process(SMP)
  • Taking Action: Establishing the Service Level Reporting (SLR) Process
  • Questions and Discussion

Who Will Benefit:

  • Financial Officers
  • Controllers
  • Procurement Professionals
  • Shared Service Center Executives
  • Risk Officers
  • Internal Auditors
Webinar Events
Live -Coming soon!

Training CD-DVD

Physical CD-DVD of recorded session will be despatched after 72 hrs on completion of payment


Recorded video

Recorded video session



Speaker: Chris Doxey, Owner and President, ChrisDoxey, Inc.

Chris has held senior finance and controller positions at Digital Equipment Corporation, Compaq Computer Corporation, Hewlett Packard, MCI, APEX Analytix, and BSI Healthcare. She has a bachelor's degree in English, a bachelor's in accounting, a master's in business administration, and a graduate certificate in project management. As a management consultant, Chris uses her foundation of experience to provide Leading practices and solutions to her clients in the areas of compliance, auditing, internal controls, and fraud prevention. Chris also serves as the Executive Director of the Controller Certification Program for the IOFM. Chris is a Certified Accounts Payable Professional (CAPP), holds a Certification in Controls Self- Assessment (CCSA), is a Certified Internal Controls Auditor (CICA), and is a Certified Professional Controller (CPC). She has authored The Controller's Leading Practices Guide and The Controller's Leading Practices Guide to the Financial Close for the IOFM and IMA. Chris has also published two handbooks: AP Leadership Skills and Implementing a Controls Self -Assessment Program for Accounts Payable. She writes articles, blogs, and whitepapers for professional organizations and solution providers. She also provides several webinar and presentations throughout the year. Chris is a member of the Institute of Internal Auditors (IIA), the Institute for Internal Controls (The IIC), the Institute of Financial Operations (IFO), the Institute of Management Accountants (IMA), and the National Association of Procurement Card Professionals (NAPCP). She is on the board of the IMA's Ethics Committee and Research Foundation. She is also a faculty member for the IMA's Leadership Academy. She is also a member of the advisory board for The IIC and is president of the Washington DC area chapter for both the IFO and The IIC organizations.


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