From the course: Putting ITIL® Into Practice: Applying ITIL® 3 Foundation Concepts
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RACI: Consulted and informed - ITIL Tutorial
From the course: Putting ITIL® Into Practice: Applying ITIL® 3 Foundation Concepts
RACI: Consulted and informed
- [Instructor] One key use for RACI is to make sure the right number of eyeballs are on a particular topic, not too many and not too few. In other words, you can use RACI to help drive towards the right balance of who is consulted and informed about an activity. If you've ever sat through a meeting where you're being consulted and just having a heads up would have done, or if you've ever been simply informed of an activity after the fact and should have been consulted, you know what I mean. Let's take a look at applying this using the sixth way, lowering transaction costs. List the 26 processes in a table. Add columns for consulted and informed and indicate for each process how each is doing on consulting and informing stakeholders by adding a column noting if involvement is good, missing, too little or too much, unknown, or otherwise, and another column for comments on specific interactions within the process you're referring to, for example, CAD meeting, post-implementation release…
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Contents
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Applying ITIL doesn't have to be this way2m 12s
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The Seven Ways: Service management applications2m 17s
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The Seven Ways: A service management manifesto5m 52s
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Enact and enable outcomes8m 26s
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Enlighten and empower people3m 32s
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Lower barriers, increase enablers1m 51s
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Improve moments of truth3m 10s
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Bringing the first four ways together1m 1s
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Root out variation and dependency5m 16s
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Lower transaction costs2m 23s
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Reflect and act as individuals, teams, and organizations3m 38s
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Now that we've covered our approach, let's start applying1m 3s
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Services and service management2m 19s
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Service management lifecycle1m 31s
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Service management terminology1m 14s
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Service management processes1m 26s
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Service management functions1m 31s
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Service management roles1m 23s
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Service management technology and architecture1m 45s
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Services and stakeholders1m 39s
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Services and business services1m
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Value perception and stakeholder relations1m 20s
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Hiding the specifics of costs and risks1m 39s
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Internal and external services, customers, and users1m 43s
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Core, enabling, option, and enhancing services1m 5s
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Service assets1m 5s
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Service parts1m 24s
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Service features, qualities, and telemetry1m 37s
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Service management capabilities1m 30s
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Service portfolio1m 18s
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Service catalog1m 12s
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Utility and warranty = Value1m 19s
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Variation, dependencies, and service degradation50s
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SLAs, OLAs, and UCs1m 43s
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Why shared terminology is important1m 45s
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Service management terminology and key principles and models2m 4s
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Overall and next-level-down understanding1m 31s
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A hunting we shall go1m 7s
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Do something with it1m 6s
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Where does it hurt?1m 2s
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Key principles and models50s
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Value creation through services1m 15s
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People, process, products, and partners1m 58s
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Five aspects of service design1m 4s
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CSI approach53s
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CSFs and KPIs1m 8s
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Baselines52s
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Technology, process, and service metrics1m 7s
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