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Definition
| means of delivering value by facilitating the outcome the customer wants to achieve without the ownership of the specific costs and risks. |
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| a set of organizational capabilities for providing value to customers in the form of service |
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| a team or group of people and the tools they use to perform one or more processes or activities. They are organized by competencies |
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| the set of responsibilities and activities defined in a process and assigned to a person or team. A "hat". |
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| owns the resources that are used to execute the processes. In most organizational structures the department manager is the functional manager. |
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- accountable for the delivery of a specific service (like email and web services)
- Responsible for Service Quality and improvement |
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| person accountable for the overall quality of the process. There is ONLY 1 OWNER of any given process. Includes documentation & ensures processes are followed. Also ensures process is fit for purpose. Responsibilities include: sponsorship, design, change management, and continual improvement of the process and its metrics. Responsible for control of the process. |
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| responsible for the operational management of the process. Coordinate activities required to perform, monitor, and report on the process. |
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| it facilitates understanding. It is a set of structured activities designed to accomplish a specific objective. It is always organized around a set of objectives. Processes are documented and controlled. Processes CREATE VALUE FOR ALL STAKEHOLDERS. It's considered effective when it is repeatable, measurable, and managed. A process includes all roles, responsibilities, tools and management controls required to reliably deliver outputs. |
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| What are the 4 characteristics of Processes? |
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Definition
Measureable
specific results
customers (stakeholders)
respond to a specific event
mnemonic: "Mary Sells Custom Rings" |
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Term
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Definition
example of an Authority Matrix. It defines roles, responsibilities, & activites:
RESPONSIBLE - for performing the activities
ACCOUNTABLE - "the buck stops here"
CONSULTED
INFORMED |
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Term
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Definition
| an approach to service management which emphasizes the importance of coordination and control across the various functions, processes and systems. |
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| Service Strategy (general guidance and goal) |
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Definition
GUIDANCE:
how to design, develop, and IMPLEMENT SERVICE MANAGEMENT not only as an organizational capability but as a strategic asset.
GOAL:
Set objectives and policies to ensure that organizations can handle the cost and the risk. |
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| Service Design (general guidance and goal) |
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Definition
GUIDANCE:
provides for the EFFECTIVE AND EFFICIENT DESIGN AND DEVELOPMENT OF SERVICES and SERVICE MANAGEMENT PROCESS DESIGN.
GOAL:
Create design principles and methods for converting strategic objectives (new and modified) into a portfolio of services ans service assets with a focus on PEOPLE, PARTNERS, PROCESS, & PRODUCTS. Reduces total cost of ownership. |
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| Service Transition (general guidance and goal) |
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Definition
GUIDANCE:
Provides for the development and improvement of capabilities for TRANSITIONING NEW AND CHANGED SERVICES into operation
GOAL:
Reduces variations and known errors, minimizing risk, and increasing customer satisfaction. |
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| Service Operations (general guidance and goals) |
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Definition
GUIDANCE:
Provides for EFFICIENCY AND EFFECTIVENESS in the DELIVERY AND SUPPORT OF SERVICE.
GOAL:
Provides ongoing day to day management by coordinating and performing activities and processes to deliver service to customers at the agreed level. |
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| Continual Service Improvement (general guidance and goals) |
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Definition
GUIDANCE:
Instrumental in CREATING AND MAINTAINING VALUE FOR CUSTOMERS THROUGH BETTER DESIGN, INTRODUCTION, AND OPERATION OF SERVICES.
AIM IS TO ALIGN IT SERVICES WITH CHANGING BUSINESS NEEDS AND IDENTIFY AND IMPLEMENT IMPROVEMENTS
GOAL:
To review, analyze, and make recommendations on improvement opportunities in each lifecycle phase.
CSI APPROACH: What is the vision, where are we now, how do we get there, how do we know we are there, and how do we keep the momentum going.
DEMING QUALITY MODEL:
- Plan
- Do
- Check
- Act |
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