Join Mark Thomas for an in-depth discussion in this video Specific roles, part of Cert Prep: ITIL Foundations.
- We talked about some generic or service management roles a little earlier. Let's talk about some specific roles and how they apply to processes and services. In the ITIL framework, there are essentially four roles that we have, specific roles in each one of these. We have what's called the Process Owner. We have a Process Manager. We have a Process Practitioner.
Then the other role we have is what's called a Service Owner. I put it in a different color because, you'll see here in just a second why. From a high level overview, specific roles. An individual can have multiple roles. It's the hat that you wear. From a process owner, can I also be a process manager? Yes, we just have to make sure we understand the differences in the roles in the specific responsibilities that we might have. Process Owner, making sure the process really employs.
The process performance is documented. Process Manager, day to day operational activities to the process. The practitioner, you're carrying out the activities. A Service Owner is accountable to that specific service. Let's take a look at the first specific role. They call that a Process Owner. In the Process Owner side, ensuring the process performance is documented. When you're managing a process, the Process Owner is accountable for fit, for purpose of that process. Does a process do what it's supposed to do? Making sure that the process is documented, we understand what those pieces are.
Some additional pieces here, activities. Sponsorship of the process, making sure that we designed and understood the metrics that come along with how we measure the process. Making sure we have process strategy, the documentation's very key. Remember, you're the owner of the process. Defining the workflows and the process-specific models. Policies and standards. Auditing the process for compliance to those policies. Making sure we're looking at the improvement and the updating of the strategy. Communication of the process.
This is a big one. Interface with other related processes because you may be working with other Process Owners to ensure the quality of the outputs of that process. Provisioning for resources, training and education, identifying, prioritizing improvements with CSI staff. You might remember that as continual service improvement. Implementing improvements under the authority of Change Management. Change Management, we'll learn later on, does the approval of any changes within the environment.
You might also include changes to processes. That's what the Process Owner's looking at. The process documentation. Remember, you're accountable to the process and you're comely to the fit for purpose on the stuff, okay? Let's take a look next and go on next to what we call the Process Manager. We hit the Process Owner. First, process. Manager is the second one we want to talk about. Now, Process Manager generally reports to the Process Owner. I mentioned before that could be the same role, yes.
Just make sure that you understand the separate accountabilities between the Process Manager and the Process Owner. The Process Manager's making sure that you're running the operational management with the process. There may be multiple Process Managers, IE, local, based on geographic locations and so on. But basically, all will perform the same activity. Some of the things that you're looking at from a Process Manager perspective. Organize the process.
Remember the Process Owner is looking at the very higher level, at the Process Manager were organizing with the Process Owner, planning the coordination of the process activities that we have, making sure those activities are performed as required. Appoint and manage people at various process roles. Those would be our Process Practitioners possibly. They're working with us. Coordinate with Service Owners. One of the other roles that we'll talk about here in just a couple of minutes. Monitor and report process performance to the Process Owner and other key stakeholders.
Identify, prioritize improvement opportunities. Make sure that we're implementing improvements. Were the Process Owners ensuring that these are taking place? The Process Manager is actually conducting the managerial, the operational parts of the improvement of that process. The Process Owner ensure the process performance is documented. Process Manager, operational management of the process, okay? Let me take a look at the next role that we have. That's what we call the Process Practitioner.
I like to think of this role is the one actually doing a lot of the day to day activities, performing those tasks for the process to be able to interrelate. As a Process Practitioner, what are you responsible for here? Well, can you combine that, first of all, with the Process Manager? There are risks involved especially from a practitioner and a manager level. There's a difference between combining the Process Manager and Process Owner but combining the Process Manager and Process Practitioner might have a few additional risks.
You need to make sure that you understand the difference in accountabilities. You may be doing one or more process activities. Incident management. We might have a manager over incident management. Process Practitioner might be doing certain activities and tasks within incident management. Understanding and belief that their activities support total business functionality, not just the specific activity. Knowing how you fit in the larger picture, work with the stakeholders to make sure that we're effective. Follow the inputs and outputs and interfaces.
Remember in a process, we have inputs, we have outputs. Interfaces with other processes is an excess. Documentation and record keeping top as activities. Those are the things that a Process Practitioner would be responsible for. Now, let's take a look at this other role. We have Process Practitioner. We have this other one here that we call a Service Owner. It's a little bit different than process roles. A Service Owner represents a specific service across the organization.
We had in a previous organization that I work with, we had Service Owners. Those Service Owners, they really were involved in some processes like business relationship management, service level management, because they were the liaison between RIT service provider and our customers. They were the go-to person who is accountable for the delivery of a service. Not a process, but a service. They understood and they had represent that service, first of all. They made sure that that service was meeting our customer requirements.
They did that through things like service reviews, through service level management process, through business relationship management, tops of activities. Excuse me, work with BRMs. Business relationship managers or the process to make sure we understand customer requirements. Identify service improvements and raise these things called RFCs, that's usually what we call Request for Change. Remember when we talked about Change Management. We hit that more in other module. Participates in negotiating SLAs and OLAs.
We haven't covered these in this module but a service level agreement is what an SLA is. An OLA stands for Operational Level Agreement which is an agreement between two parts of the same service provider. We'll show how that plays the role later on. A liaison with the appropriate Process Owners. Other Process Owners that are required in order for that service to be delivered. Participates in service reviews. We talked about that a second ago. Overall accountable for the quality delivery of the service. You see it's a little bit different than process roles.
The four key ones that we've talked about so far. We have a Process Owner, Process Manager, Process Practitioner, and we've got the Service Owner.
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