Processes can be defined as a structured set of coordinated activities designed to produce an outcome and provide value to customers or stakeholders. A process takes one or more inputs and through the activities performed turns them into defined outputs.
Some principles:
• All processes should be measurable and performance-driven (not just
time, but measuring overall efficiency including cost, effort, and other
resources used)
• Processes are strategic assets when they create competitive
advantage and market
• differentiation.
• Processes may define roles, responsibilities, tools, management
controls, policies, standards, guidelines, activities, and work instructions if
they are needed.
• A process owner is the person responsible for ensuring that the process is fit for the
desired purpose and is accountable for the outputs of that process.
•
A process
manager is the person responsible for the operational management
of a process. There may be several Managers for the one process or the same
person may be both the process owner and process manager (typically in smaller organizations).
So when defining and designing processes, it is important to consider both the physical andbehaviorall aspects that exist. This may be addressed by ensuring that all required stakeholders are appropriately involved in the design of processes so that:
• They can communicate their own ideas, concern,s, and opinions that might influence how processes are designed, implemented,d and improved. Of
particular importance may be current behaviors that have not been previously
identified which may affect the process design and implementation.
• Stakeholder groups are provided adequate training and education
regarding how to perform their role within the process and what value the
process provides for.
•
Stakeholders generally feel to be empowered in
the change being developed and therefore are more likely to respond positively
rather than actively or passively resisting the organizational changes
occurring.
Functions refer to the logical grouping of roles and automated measures that
execute a defined process, an activity, or a combination of both. The functions
within Service Operation are needed to manage the ‘steady state’ operation IT
environment. Just like in sports where each player will have a specific role to
play in the overall team strategy, IT Functions define the different roles and
responsibilities required for the overall design, delivery, and management of IT
Services.
A useful tool to assist the definition of the
roles and responsibilities when designing processes is the RACI model. RACI
stands for:
• R – Responsibility (actually does the work for that activity but
reports to the function or position that has an “A” against it).
• A – Accountability (is made accountable for ensuring that the
action takes place, even if they might not do it themselves). This role implies
ownership.
• C – Consult (advice/guidance/information can be gained
from this function or position before the action takes place).
•
I – Inform (the function or position that is
told about the event after it has happened).
General Rules that exist:
• Only 1 “A” per Row can be defined (ensures accountability, more than one
“A” would confuse
this).
• At least 1 “R” per Row must be (shows that actions are taking place),
with more than one being appropriate where there is shared responsibility.
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