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Lesson 15 Study Guide Z

The ITIL Foundation Certificate in IT Service Management

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Page 1 of 10 2011 IT Training Zone LTD www.ITILTrainingZone.com

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Welcome to the fifteenth chapter of your Study Guide. This document is supplementary to the information available to you online, and should be used in conjunction with the videos, quizzes and exercises.

After your subscription to the course has finished online, you will still have the Study Guide to help you prepare for your exam - if youve not taken the exam by the time your subscription expires.

Youll download a Study Guide at the end of most Lessons as you progress through the course.

This Chapter contains the Study Guide information for Lesson 15 Roles.

Use this Study Guide in conjunction with your own notes that you make as you progress through the course. You may prefer to print the Study Guides out, or use them on-screen.

After each Lesson, you can consolidate what you have learnt whilst watching the videos and taking the quizzes by reading through the chapter of the Study Guide.

If you progress on to the formal exam, your Study Guide will provide you with vital revision information.

Remember, your Study Guide is yours to keep, even after your subscription to the course has finished.

Roles





Study Guide Icons 3

Lesson Contents 4

Process Owner 5

Process Manager 6

Process Practitioner 7

Service Owner 8

RACI 10

Table of Contents





Watch out for these icons as you use your Study Guide. Each icon highlights an important piece of information.

Tip this will remind you of something you need to take note of, or give you some exam guidance.

Definition key concept or term that you need to understand and remember.

Role a job title or responsibility associated with a process or function.

Exercise Solution suggested solution to one of the exercises you will complete throughout the course.

Goal or Objective for a particular process or core volume.

Study Guide Icons





This Lesson looked at some of the main roles that support a service management organization structure.

We studied:

Process owner Process manager Process practitioner Service owner The RACI model

Text in "italics and quotation marks" is drawn from the ITIL core volumes Quoted ITIL text is from Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement Crown copyright 2011 Reproduced under license from OGC.

Lesson Contents





A process owner is responsible for ensuring that a process is both fit for purpose and performing adequately.

The process owners accountabilities include:

Defining the process strategy Assisting with process design, including process metrics Making sure the process is documented Auditing the process Addressing any issues or opportunities for improvement Defining policies and standards Making process improvements Sponsoring the process Making sure process technicians are trained

A process owner has to be a single person or role. This allows them to manage the process effectively with no duplication or confusion.

A team, for example, cannot own a process it has to be a single person or role.

Process Owner





The process manager is accountable for the operational management of a process. There can be more than one manager for each process for example an organization might have regional change managers.

In a small organization, the process manager and owner might be the same person. In a larger organization, they may be separate.

The process managers accountabilities include:

Working with the process owner Making sure all process activities are carried out Appointing staff to roles and managing resources Monitoring and reporting on process performance Working with service owners and other process managers to make sure processes

support services Identifying improvements and working with the CSI manager to prioritize them Making improvements to process implementation

Process Manager





This role actually carries out the process activities. In smaller organizations this role may be combined with the process manager. In larger organizations there may be multiple practitioners for each process.

The process practitioner will be responsible for the areas you can see here:

Carrying out process activities Understanding how their role links to services and creates value Working with other stakeholders Making sure that inputs, outputs and interfaces are correct, Creating or updating records of their activities

Process Practitioner





The service owner is accountable for the delivery of a specific IT service. As with the process owner, the service owner may not carry out all the activities involved in service delivery, but they do need to make sure that all the work is carried out.

If an organization clearly defines service and process owners and how they work together, service delivery will be much more effective.

The service owner is responsible to the customer for the initiation, transition and ongoing maintenance and support of the service. They are also accountable to the IT director for service delivery.

The service owner is responsible for continual improvement of their service and management of any changes associated with it.

To make sure their service is working as it should, they will interface with many service management processes including change management, incident, problem, release, service level, financial and security management.

Process owner and service owner roles will work closely together.

The full list of service owner responsibilities are shown here:

Ensuring that the ongoing service delivery and support meet agreed customer requirements

Working with business relationship management to understand and translate customer requirements into activities, measures or service components that will ensure that the service provider can meet those requirements

Ensuring consistent and appropriate communication with customer(s) for service-related enquiries and issues

Assisting in defining service models and in assessing the impact of new services or changes to existing services through the service portfolio management process

Identifying opportunities for service improvements, discussing these with the customer and raising RFCs as appropriate

Liaising with the appropriate process owners throughout the service lifecycle

Service Owner





Soliciting required data, statistics and reports for analysis and to facilitate effective service monitoring and performance

Providing input in service attributes such as performance, availability etc. Representing the service across the organization Understanding the service (components etc.) Serving as the point of escalation (notification) for major incidents relating to the service Representing the service in change advisory board (CAB) meetings Participating in internal service review meetings (within IT) Participating in external service review meetings (with the business) Ensuring that the service entry in the service catalogue is accurate and is maintained Participating in negotiating service level agreements (SLAs) and operational level

agreements (OLAs) relating to the service Identifying improvement opportunities for inclusion in the continual service improvement

(CSI) register Working with the CSI manager to review and prioritize improvements in the CSI register Making improvements to the service





RACI models are used to manage resources and roles for the delivery of a piece of work or task.

Resources can be drawn from different functional areas, so a RACI model is used to track who is doing what. It provides a clear mapping of roles across the different teams in the organizational structure.

RACI stands for Responsible, Accountable, Consulted and Informed.

Only one person can be Accountable for any task. The person who is accountable for the task has the overall authority for the task - but may not carry out individual pieces of work themselves.

Any number of people can be Responsible as part of the RACI model. These are the workers who will get the actual tasks done, and they will report to the Accountable resource about their progress.

Sometimes resources are Consulted to get a task done. This might be a person within the organization who has specific knowledge, or it could be a document store or even an internet search engine. These resources need to be tracked to ensure they are available when required.

Other resources need to be Informed. These resources are stakeholders who need to track and understand exactly how the task is progressing, or they may need an output from the task.

Business sponsors, for example, will typically be informed about progress as part of a project.

RACI models are often shown as a matrix.

To build a RACI matrix, these steps need to be followed:

Identify activities Identify roles Assign RACI codes Identify gaps or overlaps Distribute the chart for feedback Monitor the roles

The RACI Model

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