Service Design Roles

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Time
3 hours 16 minutes
Difficulty
Beginner
CEU/CPE
3
Video Transcription
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>> Learners, lesson 4.2.
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Service design roles. Are you ready?
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I know you're ready. The learning objectives.
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In this video, we will cover
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the breakdown of each service design role,
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understanding the organization contexts
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as well as modes used in ITIL,
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and we would talk about the RACI model,
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and the ITIL structure qualifications.
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The key roles definition.
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We have the service owner,
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we have the process owner,
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we have the process manager
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as well as the process practitioner.
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Make sure you take heed of
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these particular key roles within the service design.
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We're going to it break down. Role number
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1, the service owner.
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The service owner is accountable
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>> for a specific service,
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>> so it represents the service
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across the organization, and it's
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responsible for a continual improvement
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and management of that change.
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Then we go into the role breakdown for
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number 2 is the process owner.
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The process owner is more
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accountable for a single process,
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so whatever that service effects,
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so that's their main objectives.
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They are ensuring that processes
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>> perform effectively and
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>> efficiently, and is a subject
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to continual improvement as well.
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Then we have role breakdown 3,
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which is our process manager.
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Our process manager is more responsible for
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the operational management of
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a process which includes coordination,
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the monitoring, and reporting as well.
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Last but not least,
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role breakdown number 4,
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which is more of the process practitioner.
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They are more responsible for carrying out
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one or more process activities throughout
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the process or throughout the stage,
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and it may be in any of the organization.
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It may be many or one in organization.
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You have plenty of
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process practitioners within
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each stage within the organization.
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Here we go into the organizational contexts.
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When designing a service, or
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a process it is essential that
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all roles are clearly defined to enable
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fast and effective decision-making processes.
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Like we have mentioned throughout
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the past lessons and modules,
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how critical it is to have roles that are clearly
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defined to enable
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this fast and effective decision-making.
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This need to have the same mindset all
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way through each stage of the lifecycle.
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When we talk about the organizational contexts,
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so this can be done by using a RACI authority matrix to
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basically clarify any operational roles
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or responsibilities and relationships,
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as well as define the levels of accountability within
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your organization, and it coordinates
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the participation in every business activity.
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Now, this will help to first,
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agree what activities need to be done.
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Second, define and agree for accountability purposes,
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improve your organization of
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communication as well as it will avoid
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>> the duplication of
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>> the efforts where everyone starts to get frustrated
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with duplication and knowing
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that something is already in place.
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It streamline those communications,
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as well as you get jobs done and
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properly on time, and you avoid the blame culture.
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You have a pretty straightforward culture
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that understand what needs to
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be done and you go forward from there.
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The RACI model is based off of the responsible.
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That means this executes the process and
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so it does the work and can be more than one.
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There are most, always at
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least one person responsible for each task.
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We won't get over-saturated.
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Then you have your accountable,
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which has ownership of quality and end result,
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so that's owner in only one person.
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Then you have your consulted which provides input of
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knowledge and information so they provide assistance.
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Then you have informed,
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which is more so receives information about execution.
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It's just more of a need-to-know a person.
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Here I just wanted to put some
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visual as a reference point how
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the role responsibilities is broken
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down within the matrix for managing the change,
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and as you can see where the As,
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the Rs, the Cs,
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and Is is depicted on
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the graph does give you more of a visual of
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what to look for and how to
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streamline these different responsibilities.
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For instance, you can look at articulate
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a vision for a business and
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service change in their domain,
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and you'll see, well,
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who is that change sponsor
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within that particular realm or who is the enabler,
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the change agent, as well as the change target.
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Then we want to go into the structure of ITIL.
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This is definitely a reference point for
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you as I talked to you guys in
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the beginning of this session,
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where were we at now,
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as far as the ITIL Foundation
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and the streamline all the way up to ITIL master.
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This gives you a graph or a vision
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that you can see yourself
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at as far as where we currently at now.
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Right now we at ITIL Foundation in
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the credits that provides all the way
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>> up to ITIL expert,
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>> all the way to ITIL master,
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and this is where you can sit,
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>> and you can cross over to
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>> ITIL 4 Foundations as well when you get
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into those particular things and have those credits.
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Also to note one here we are on the lifecycle stream.
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Whereas the service life cycles,
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and then from that way up it goes up to
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managing across the life cycles and so forth.
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In summary, lesson 4.2,
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This service design role is what we discussed,
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which is the service owner,
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the process owner, process
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manager, the process practitioner,
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the RACI model,
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and the ITIL qualification
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chart just for our reference points.
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To the next lesson. See you later.
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