Oracle Support Models — AMO, Managed Services & Staff Augmentation

Choose the model that builds capability, not dependency. When to use AMO, managed services, and staff augmentation for Oracle post-go-live support — how to spec, contract, and manage each model effectively. 3 hrs · 1 session · Foundation. Overview Choosing the wrong Oracle support model after go-live is expensive and difficult to reverse. AMO (Assistance à la Maîtrise d'Ouvrage), managed services, and staff augmentation serve different needs at different cost points and with fundamentally different implications for internal capability development. Many organisations default to whatever the SI offers without evaluating whether it is the right model for their stage of maturity — and find themselves in a permanent, expensive dependency that was never the plan. This session gives decision-makers a clear framework for choosing the right model, speccing a contract that protects the organisation, and building the transition plan that moves from external dependency toward internal capability over time. Learning outcomes • Understand the functional and commercial differences between AMO, managed service, and staff augmentation • Match the appropriate support model to your organisation's Oracle maturity and internal capability • Spec an Oracle managed service contract that includes the right SLAs, escalation paths, and exit provisions • Identify the dependency trap patterns that create permanent reliance on external Oracle support • Design the 24–36 month transition plan from external-led support to internal-led operations • Benchmark Oracle support costs against the African and Indian Ocean market Prerequisites • No Oracle technical knowledge required • Familiarity with IT service management concepts is helpful • Most valuable for organisations within 12 months of go-live or reviewing an existing support arrangement Modules 1. Support model comparison, SLA design & the dependency trap (3 hours) AMO (Assistance à la Maîtrise d'Ouvrage) defined: what it is, what it covers, how it differs from managed service and staff augmentation, and when it is the appropriate model. Managed service: what a well-specified Oracle managed service contract looks like — scope, SLA design, performance measurement, escalation paths, benchmarking, and exit provisions. Staff augmentation: when it is a bridge to internal capability and when it becomes a permanent crutch that prevents capability development. The dependency trap: how organisations become structurally dependent on expensive external Oracle support, the early warning signs that you are falling into it, and the design choices that prevent it. Transition planning: how to move from implementation support (high SI involvement) through managed service (structured external support) to CoE-led operations (internal ownership) over a 24–36 month timeline. Indicative cost benchmarks for each model across the African and Indian Ocean market: what you should expect to pay for each tier of service. Topics: AMO definition and scope; Managed service structure; Staff augmentation boundaries; SLA design; Performance measurement; Dependency trap patterns; Transition planning; Cost benchmarks Delivery A focused 3-hour session for the IT director, CFO, procurement lead, and operations director. Most effective when all four attend together — the support model decision requires aligned views on cost, capability, and risk tolerance. Most valuable 3–6 months before the current SI contract ends. Certification Certificate of completion Price USD 550 · per participant per person · indicative · group pricing available HRDC eligibility Up to 75% refundable Mauritius-registered employers may claim this training via the HRDC levy. We provide full documentation to support your claim. Languages English Provider reference SIMPLIT-068-ORACLE_SUPPORT_MODELS

• IT directors making post-go-live Oracle support decisions • CFOs evaluating the cost of different Oracle support models • Procurement officers specifying Oracle managed service contracts • Programme directors planning the transition from implementation to operations • CIOs responsible for Oracle licence and support strategy • Operations directors who will be the customer of the Oracle support function