Continual Service Improvement

6. Organizing for Continual Service Management

6.1 ROLES AND RESPONSIBILITIES THAT SUPPORT CSI

CSI activities will be successful if specific roles and responsibilities are properly identified. As with many roles, these may or may not be a full-time position, however, it is important that roles are identified at the outset of any CSI initiative. If things change along the way the roles can be redefined and responsibilities reallocated.

6.1.1 CSI Activities And Skills Required

Figure 6.1 describes the nature of many of these activities and the skills required to perform them. The following section expands upon Figure 6.1 by detailing each of the seven steps in the improvement process and its related activities.

Figure 6.1 Activities and skill levels needed for CSI
Figure 6.1 Activities and skill levels needed for CSI

Table 6.1 Roles involved in the 'define what you should measure' activity
Roles: Individuals involved with decision making from IT and the business who understand the internal and external factors that influence the necessary elements that should be measured to support the business, governance and, possibly, regulatory legislation.
Example titles: Service Manager, Service Owner, Service Level Manager, CSI Manager, Process Owner, process managers, customers, business/IT analysts and senior IT managers.
Nature of activities Skills
Higher management level Managerial skills
High variation Communication skills
Action-oriented Ability to create, use (high-level) concepts
Communicative Ability to handle complex/uncertain situations
Focused on future Education and experience
Table 6.2 Roles involved in the 'define what you can measure' activity
Roles: Individuals involved with providing the service (internal and external providers) who understand the capabilities of the measuring processes, procedures, tools and staff.
Example titles: Service Manager, Service Owner, Process Owner, process managers, internal and external providers.
Nature of activities Skills
Intellectual effort Analytical skills
Investigative Modelling
Medium to high variation Inventive attitude
Goal-oriented Education
Specialized staff and business management Programming experience
Table 6.3 Roles involved in the 'gathering the data' activity
Roles: Individuals involved in day-to-day process activities within the Service Transition and Service Operation lifecycle phases.
Example titles: Service desk staff, technical management staff, application management staff, IT security staff.
Nature of activities Skills
Procedural Accuracy
Routine tasks Precision
Repetitive Applied training
Automated Technical experience Clerical level
Low variation
Standardized
Table 6.4 Roles involved in the 'processing the data' activity
Roles: Individuals involved in day-to-day process activities within the Service Transition and Service Operation lifecycle phases.
Example titles: Service desk staff, technical management staff, application management staff, IT security staff. Analysing the data
Nature of activities Skills
Automated Numerical skills
Procedural Methodical
Structures Accurate
Mechanistic Applied training
Medium variation Programming experience
Specialized staff Tool experience
Table 6.5 Roles involved in the 'analyzing the data' activity
Roles: Individuals involved with providing the service (internal and external providers) who understand the capabilities of the measuring processes, procedures, tools and staff.
Example titles: Service Owner, Process Owner, process managers, business/IT analysts, senior IT analysts, supervisors and team leaders..
Nature of activities Skills
Intellectual effort Analytical skills
Investigative Modelling
Medium to high variation Inventive attitude
Goal-oriented Education
Specialized staff and business management Programming experience
Table 6.6 Roles involved in the 'presenting and using the information' activity
Roles: Individuals involved with providing the service (internal and external providers) who understand the capabilities of the service and the underpinning processes and possess good communication skills. Key personnel involved with decision making from both IT and the business.
Example titles: CSI Manager, Service Owner, Service Manager, Service Level Manager, Process Owner, process managers, customers, business/IT analysts, senior IT managers, internal and external providers.
Nature of activities Skills
Higher management level Managerial skills
High variation Communication skills
Action-oriented Ability to create, use (high-level) concepts
Communicative Ability to handle complex/uncertain situations
Focused on future Education and experience
Table 6.7 Roles involved in the 'implementing corrective action' activity
Roles: Individuals involved with providing the service (internal and external providers).
Example titles: CSI Manager, Service Owner, Service Manager, Service Level Manager, Process Owner, process managers, customers, business/IT analysts, senior IT managers, internal and external providers.
Nature of activities Skills
Intellectual effort Analytical skills
Investigative Modelling
Medium to high variation Inventive attitude
Goal-oriented Education
Specialized staff and business management Programming experience

6.1.2 Service Manager

Service Manager is an important role that manages the development, implementation, evaluation and on-going management of new and existing products and services. Responsibilities include business strategy development, competitive market assessment/benchmarking, financial and internal customer analysis, vendor management, inventory management, internal supplier management, cost management, delivery and full lifecycle management of products and/or services. Service Managers are responsible for managing very complex projects in order to achieve objectives and strategies and strive for global leadership in the marketplace. In order to attain this goal, they must evaluate new market opportunities, operating models, technologies and the emerging needs of customers in a company with international scope.

At this level, Service Managers are recognized as global product/service experts. They drive the decision-making processes, manage product/service objectives and strategies, hold internal and external suppliers accountable via formal agreements, and provide the integration of individual product plans and new technologies into a seamless customer-focused services. Service Managers may also be required to coach other managers (Service Owners, Process Owners) with differing levels of expertise for managing a business function or a particular product/service, within a specified product/service family.

Key Responsibilities

Provide leadership on the development of the Business Case and product line strategy and architecture, new service deployment and lifecycle management schedules.
Perform service cost management activities in close partnership with other organizations such as operations, engineering and finance. Many of these organizations are held to strict internal supplier agreements.
Manage various and sometimes conflicting objectives in order to achieve the organization's goals and financial commitments.
Instil a market focus.
Create an imaginative organization which encourages high performance and innovative contributions from its members within a rapidly changing environment.

Service Managers are able to effectively communicate product/service line strategies to corporate business leaders, and develop partnerships with other organizations within the company with both similar and dissimilar objectives and also with suppliers in order to satisfy internal and external customer needs. This is most often achieved via formalized agreement for both internal and external suppliers.

They must be able to formulate development programmes in response to new market opportunities, assess the impact of new technologies and guide creation of innovative solutions in order to bring best-in-breed solutions to our internal and external customers. They market the development and implementation of products/services that incorporate new technologies or system development. This requires extensive cross-organization communications. They also are able to identify, develop and implement financial improvement opportunities in order to meet the firm's commitments.

Key Skills And Competencies

Previous product/market management experience
Working knowledge of market analysis techniques and marketing programmes
Advanced degree or equivalent experience
Working knowledge of the domestic and international marketplace including industry applications, needs/trends, competitive vendor offerings, outsourcing, licensing, vendor management and customer relationships
Product knowledge must include complex engineering, telecommunications and data protocols, as well as data processing applications and the ability to analyse the impact of new technologies
Demonstrated sustained performance in previous assignments
Sound business judgment
Negotiating skills
Human resource management skills
Excellent communications skills
Accept challenges and manage risk effectively and innovatively
Produce solutions on time within cost objectives.

6.1.3 CSI Manager

This new role is essential for a successful improvement programme. The CSI owner is ultimately responsible for the success of all improvement activities. This single point of accountability coupled with competence and authority virtually guarantees a successful improvement programme.

Key Responsibilities

Responsible for development of the CSI domain
Responsible for communicating the vision of CSI across the IT organization
Ensures that CSI roles have been filled
Works with the Service Owner to identify and prioritize improvement opportunities
Works with the Service Level Manager to ensure that monitoring requirements are defined
Works with the Service Level Manager to identity service improvement plans
Ensures that monitoring tools are in place to gather data
Ensures that baseline data is captured to measure improvement against it
Defines and reports on CSI CSFs, KPIs and CSI activity metrics
Identifies other frameworks, models and standards that will support CSI activities
Ensures that Knowledge Management is an integral part of the day-to-day operations
Ensures that CSI activities are coordinated throughout the service lifecycle
Reviews analysed data
Presents recommendations to senior management for improvement
Helps prioritize improvement opportunities
Lead, manage and deliver cross-functional and cross divisional improvement projects
Build effective relationships with the business and IT senior managers
Identify and deliver process improvements in critical business areas across manufacturing and relevant divisions
Set direction and provide framework through which improvement objectives can be delivered
Coach, mentor and support fellow service improvement professionals
Possess the ability to positively influence all levels of management to ensure that service improvement activities are receiving the necessary support and are resourced sufficiently to implement solutions.

6.1.4 Service Owner

The Service Owner is accountable for a specific service within an organization regardless of where the underpinning technology components, processes or professional capabilities reside. Service ownership is as critical to service management as establishing ownership for processes which cross multiple vertical silos or departments.

Key Responsibilities

Service Owner for a specified service
Provides input in service attributes such as performance, availability etc.
Represents the service across the organization
Understands the service (components etc.)
Point of escalation (notification) for major Incidents
Represents the service in Change Advisory Board meetings
Provides input in CSI
Participates in internal service review meetings (within IT)
Works with the CSI Manager to identify and prioritize service improvement
Participates in external service review meetings (with the business)
Responsible for ensuring that the service entry in the Service Catalogue is accurate and is maintained
Participates in negotiating SLAs and OLAs.

To ensure that a service is managed with a business focus, the definition of a single point of accountability is absolutely essential to provide the level of attention and focus required for its delivery.

The Service Owner is responsible for continual improvement and the management of change affecting the services under their care. The Service Owner is a primary stakeholder in all of the underlying IT processes which enable or support the service they own. For example:

Incident Management - Involved in or perhaps chairs the crisis management team for high-priority incidents impacting the service owned
Problem Management - Plays a major role in establishing the root cause and proposed permanent fix for the service being evaluated
Release and Deployment Management - Is a key stakeholder in determining whether a new release affecting a service in production is ready for promotion
Change Management - Participates in Change Advisory Board decisions, approving changes to the services they own
Asset and Configuration Management - Ensures that all groups which maintain the data and relationships for the service architecture they are responsible for have done so with the level of integrity required
Service Level Management - Acts as the single point of contact for a specific service and ensures that the Service Portfolio and Service Catalogue are accurate in relationship to their service
Availability and Capacity Management - Reviews technical monitoring data from a domain perspective to ensure that the needs of the overall service are being met
IT Service Continuity Management - Understands and is responsible for ensuring that all elements required to restore their service are known and in place in the event of a crisis
IT Financial Management - Assists in defining and tracking the cost models in relationship to how their service is costed and recovered.

P = Primary Responsibility
S = Secondary Responsibility CSI
Manager Service
Level
Manager Service
Owner
Focus
IT services S P P
IT systems S P
Processes P S S
Customers S P S
Technology P S P
Responsible For:
development and maintenance of the catalogue of existing services P S
developing and maintaining OLAs P S
gathering Service Level Requirements from the customer S P S
negotiating and maintaining SLAs with the Customer S P S
understanding UCs as they relate to OLAs and SLAs S P S
ensuring appropriate service level monitoring is in place P P S
producing, reviewing and evaluating reports on service performance and achievements on a regular basis P P P
conducting meetings with the customer on a regular basis to discuss service level performance and improvement S P S
conducting yearly SLA review meetings with the customer S P S
ensuring customer satisfaction with the use of a customer satisfaction survey S P S
initiating appropriate actions to improve service levels (SIP) P P P
the negotiation and agreement of OLAs and SLAs P P S
ensuring the management of underpinning contracts as they relate to OLAs and SLAs S P S
working with the Service Level Manager to provide services to meet the customer's requirements P P
appropriate monitoring of services or systems P P P
producing, reviewing and evaluating reports on service or system performance and achievement to the Service Level Manager and the Service Level Process Manager P P P
Assisting in appropriate actions to improve service levels (SIP) P P P
Skills, knowledge and competencies
relationshlp management skills P P P
A good understanding of IT services and qualifying factors in order to understand how customer requirements will affect delivery P P P
An understanding of the customer's business and how IT contributes to the delivery of that product or service P P P
Good communication skills P P P
Good negotiation skills P P P
Knowledge and experience of contract and/or supplier management roles S P S
Good people management and meeting facilitating skills P P P
Good understanding of statistical and analytical principles and processes P S S
Good presentation skills P P S
Good technical understanding and an ability to translate technical requirements and specifications into easily understood business concepts and vice versa S P S
Innovative in respect of service quality and ways in which it can be improved within the bounds of the organization's limits (resource, budgetary, legal etc.) P P P
Good organizational and planning skills P P P
Good vendor management skills S P S
Table 6.8 Comparison of CSI Manager, Service Level Manager and Service Owner

6.1.5 Process Owner

The initial planning phase of any ITIL project must include establishing the role of Process Owner. This key role is accountable for the overall quality of the process and oversees the management of, and organizational compliance to, the process flows, procedures, data models, policies and technologies associated with the IT business process.

The Process Owner performs the essential role of process champion, design lead, advocate, coach and protector. Typically, a Process Owner should be a senior level manager with credibility, influence and authority across the various areas impacted by the activities of the process. The Process Owner is required to have the ability to influence and ensure compliance to the policies and procedures put in place across the cultural and departmental silos of the IT organization.

The Process Owner role is detailed in the ITIL Service Design publication.

6.1.6 Service Knowledge Management

Knowledge Management requires effective and authoritative ownership within an organization. The role of Knowledge Management process owner is crucial, in that it will design, deliver and maintain the Knowledge Management strategy, process and procedures.

The key activities of this role include:

Undertaking the Knowledge Management role, ensuring compliance with the organization's policies and processes
Architecting knowledge identification, capture and maintenance
Identification, control and storage of any information deemed to be pertinent to the services provided, which is not available via any other means
Maintenance of the controlled knowledge items to ensure currency
Ensuring all knowledge items are made accessible to those who need it in an efficient and effective manner
Publicity regarding the knowledge information maintained to ensure that information is not duplicated and is recognized as a central source of information etc.
Acting as an advisor to business and IT personnel on Knowledge Management matters including policy decisions on storage, value, worth etc.

The Service Transition publication includes detailed information on Knowledge Management and the Service Knowledge Management System.

6.1.7 Reporting analyst

The reporting analyst is a key role for CSI and will often work in concert with the Service Level Management roles. The reporting analyst reviews and analyses data from components, systems and sub-systems in order to obtain a true end-to-end service achievement. The reporting analyst will also identify trends and establish if the trends are positive or negative trends. This information is then used in the presenting of the data.

Key responsibilities

Participating in CSI meetings and Service Level Management meetings to ensure the validity of the reporting metrics, notification thresholds and overall solution
Responsible for consolidating data from multiple sources
Responsible for producing trends and provides feedback on the trends such as whether the trends are positive or negative, what their impact is likely to be, and if the trends are predictable for the future
Responsible for producing reports on service or system performance based on the negotiated OLAs and SLAs and improvement initiatives.

Key Skills And Competencies

Good understanding of statistical and analytical principles and processes
Strong technical foundation in the reporting tool(s)
Good communication skills
Good technical understanding and an ability to translate technical requirements and specifications into easily understood reporting requirements.

6.2 THE AUTHORITY MATRIX

A key characteristic of a process is that all related activities need not necessarily be limited to one specific organizational unit. Configuration Management process activities, for example, can be conducted in departments such as computer operations, system programming, Application Management, Network Management, Systems Development and even non-IT departments like procurement, warehouse or accounting. Since services, processes and their component activities run through an entire organization, the individual activities should be mapped to the roles defined above. The roles and activities are coordinated by process managers. Once detailed procedures and work instructions have been developed, an organization must map the defined roles and the activities of the process to its existing staff. Clear definitions of accountability and responsibility are CSFs for any improvement activity. Without this, roles and responsibilities within the new process can be confusing, and individuals will revert to 'the way we've always done it' before the new procedures were put in place.

To assist with this task an authority matrix is often used within organizations indicating roles and responsibilities in relation to processes and activities. While there are many variations of the authority matrix, the RACI model, also supported by COBIT, is explained in Table 6.9.

R responsibility - correct execution of process and activities
A accountability - ownership of quality, and end result of process
C consulted - involvement through input of knowledge and information
I informed - receiving information about process execution and quality
Table 6.9 RACI authority matrix

Using the RACI model as an example there is only one person accountable for an activity, although several people may be responsible for executing parts of the activity. In this model, accountable means end-to-end accountability for the process. Accountability should remain with the same person for all activities of a process.

It is important to understand the distinction between a formal function within an organization and the process roles that the function is expected to carry out. A formal function may fulfil more than one specific Service Management role and carry out activities relating to more than one process. For example, a formal function 'network administrator' is 'Responsible' for carrying out 'Incident Management' as well as 'Capacity Management' activities. Although the network administrator may report to a functional line manager, he or she is also responsible for carrying out activities for the Service Desk and Capacity Management process owners.

Developing an authority matrix can be a tedious and time-consuming exercise but it's a crucially important one. The authority matrix clarifies to all involved which activities they are expected to fulfil, as well as identifying any gaps in service delivery and responsibilities. It is especially helpful in clarifying the staffing model necessary for improvement. .Experience teaches us that using an authority matrix helps with two major activities that are often overlooked or hard to identify. One is that all the 'Rs' on an RACI matrix typically represent potential OLA opportunities. The second is that identifying roles that must be kept informed helps to expose communication and workflow paths. This can be very helpful when defining the communication procedures in the CSI process.

Potential problems with the RACI model:

Having more than one person accountable for a process means that in practice no one is accountable
Delegation of responsibility or accountability without necessary authority
Focus on matching processes and activities with departments
Incorrect division/combination of functions; conflicting agendas or goals
Combination of responsibility for closely-related processes, such as Incident Management, Problem Management, Configuration Management, Change Management and Release Management.

6.2.1 Process Flows And RACI

Figure 6.2 Change management high level process flow

In order to fully understand an authority matrix we must first begin with an example of a high-level process flow diagram. As an example see Figure 6.2 for a high-level process flow for Change Management.

Each of the major activities is then expanded into a detailed flow of specific procedures, tasks and work instructions. As an example, the fourth major activity (Authorize Change) is expanded in Figure 6.3.

Utilizing the detailed Change Management process flow shown in Figure 6.2, an example authority matrix is created based on the RACI model to illustrate the linkage between many of the roles we have discussed, the detailed procedures, and the level of responsibility assigned to each role in the successful execution of the procedure and, moving up, the process.

Figure 6.3 Change Management detailed process flow example: change authorization
Figure 6.3 Change Management detailed process flow example: change authorization

Process
Roles Customer Change
Sponsor Service
Desk Change
Manager Change
Co- ordinator CAB CAB/EC Change
Builder Change
Tester IT MB Business
Executive
1.0 Change Manager determines level of risk C C C R/A C
1.1 Level 4 -Standard change Local authorization C R/A I
1.2 Level 3 - affects only local or service groups RFC to CAB for assessment C R/A C/I
1.3 Level 2 - affects multiple services or organizational divisions RFC to IT Management Board for assessment C R/A C C/I
1.4 Level 1 - high- cost/high-risk change RFC to Business Executive Board for assessment C R/A C/I
2.0 Endorsed? Yes - go to 2.1 No - go to 3.1 R/I I
2.1 CAB members estimate impact and resources, confirm priority, schedule changes A R C
3.0 Authorized? Not authorized - go to 3.1 Authorized - go to 3.2 I I I A I R
3.1 RFC rejected and closed (Initiator informed with a brief explanation of why it was rejected) I I A R I I
3.2 Change builder builds change, devises back-out and testing plans I I I C A/R I
Legend
R = Responsible for executing the task
A =Accountable for the final result
C = Consulted about the task to provide additional information
I = Informed about activities/tasks
Table 6.10 RACI matrix - sample Change Management authority matrix based on process flow

6.3 SUMMARY

A number of new roles have been discussed in this chapter. These new roles are the embodiment of the concepts of a service-oriented organization. To run a traditional IT organization focusing on technical excellence, these roles will seem extraneous. To run a forward-thinking, service-oriented IT partner to the business, these roles are crucial. Improvement will not happen by itself. It requires a structured programme and mature processes. The roles shown below are responsible for that programme.

Figure 6.4 Service management roles and customer engagement
Figure 6.4 Service management roles and customer engagement

*Table 6.1 Roles involved in the 'define what you should* measure' activity** Roles: Individuals involved with decision making from IT and the business who understand the internal and external factors that influence the necessary elements that should be measured to support the business, governance and, possibly, regulatory legislation. Example titles: Service Manager, Service Owner, Service Level Manager, CSI Manager, Process Owner, process managers, customers, business/IT analysts and senior IT managers.
Nature of activities	Skills
Higher management level	Managerial skills
High variation	Communication skills
Action-oriented	Ability to create, use (high-level) concepts
Communicative	Ability to handle complex/uncertain situations
Focused on future	Education and experience
*Table 6.2 Roles involved in the 'define what you can* measure' activity** Roles: Individuals involved with providing the service (internal and external providers) who understand the capabilities of the measuring processes, procedures, tools and staff. Example titles: Service Manager, Service Owner, Process Owner, process managers, internal and external providers.
Nature of activities	Skills
Intellectual effort	Analytical skills
Investigative	Modelling
Medium to high variation	Inventive attitude
Goal-oriented	Education
Specialized staff and business management	Programming experience
*Table 6.3 Roles involved in the 'gathering the data' activity* Roles: Individuals involved in day-to-day process activities within the Service Transition and Service Operation lifecycle phases. Example titles: Service desk staff, technical management staff, application management staff, IT security staff.
Nature of activities	Skills
Procedural	Accuracy
Routine tasks	Precision
Repetitive	Applied training
Automated	Technical experience Clerical level
Low variation
Standardized
*Table 6.4 Roles involved in the 'processing the data' activity* Roles: Individuals involved in day-to-day process activities within the Service Transition and Service Operation lifecycle phases. Example titles: Service desk staff, technical management staff, application management staff, IT security staff. Analysing the data
Nature of activities	Skills
Automated	Numerical skills
Procedural	Methodical
Structures	Accurate
Mechanistic	Applied training
Medium variation	Programming experience
Specialized staff	Tool experience
*Table 6.5 Roles involved in the 'analyzing the data' activity* Roles: Individuals involved with providing the service (internal and external providers) who understand the capabilities of the measuring processes, procedures, tools and staff. Example titles: Service Owner, Process Owner, process managers, business/IT analysts, senior IT analysts, supervisors and team leaders..
Nature of activities	Skills
Intellectual effort	Analytical skills
Investigative	Modelling
Medium to high variation	Inventive attitude
Goal-oriented	Education
Specialized staff and business management	Programming experience
*Table 6.6 Roles involved in the 'presenting and using the information' activity* Roles: Individuals involved with providing the service (internal and external providers) who understand the capabilities of the service and the underpinning processes and possess good communication skills. Key personnel involved with decision making from both IT and the business. Example titles: CSI Manager, Service Owner, Service Manager, Service Level Manager, Process Owner, process managers, customers, business/IT analysts, senior IT managers, internal and external providers.
Nature of activities	Skills
Higher management level	Managerial skills
High variation	Communication skills
Action-oriented	Ability to create, use (high-level) concepts
Communicative	Ability to handle complex/uncertain situations
Focused on future	Education and experience
*Table 6.7 Roles involved in the 'implementing corrective action' activity* Roles: Individuals involved with providing the service (internal and external providers). Example titles: CSI Manager, Service Owner, Service Manager, Service Level Manager, Process Owner, process managers, customers, business/IT analysts, senior IT managers, internal and external providers.
Nature of activities	Skills
Intellectual effort	Analytical skills
Investigative	Modelling
Medium to high variation	Inventive attitude
Goal-oriented	Education
Specialized staff and business management	Programming experience

P = Primary Responsibility S = Secondary Responsibility	CSI Manager	Service Level Manager	Service Owner
Focus
IT services	S	P	P
IT systems	S		P
Processes	P	S	S
Customers	S	P	S
Technology	P	S	P
Responsible For:
development and maintenance of the catalogue of existing services		P	S
developing and maintaining OLAs		P	S
gathering Service Level Requirements from the customer	S	P	S
negotiating and maintaining SLAs with the Customer	S	P	S
understanding UCs as they relate to OLAs and SLAs	S	P	S
ensuring appropriate service level monitoring is in place	P	P	S
producing, reviewing and evaluating reports on service performance and achievements on a regular basis	P	P	P
conducting meetings with the customer on a regular basis to discuss service level performance and improvement	S	P	S
conducting yearly SLA review meetings with the customer	S	P	S
ensuring customer satisfaction with the use of a customer satisfaction survey	S	P	S
initiating appropriate actions to improve service levels (SIP)	P	P	P
the negotiation and agreement of OLAs and SLAs	P	P	S
ensuring the management of underpinning contracts as they relate to OLAs and SLAs	S	P	S
working with the Service Level Manager to provide services to meet the customer's requirements	P		P
appropriate monitoring of services or systems	P	P	P
producing, reviewing and evaluating reports on service or system performance and achievement to the Service Level Manager and the Service Level Process Manager	P	P	P
Assisting in appropriate actions to improve service levels (SIP)	P	P	P
Skills, knowledge and competencies
relationshlp management skills	P	P	P
A good understanding of IT services and qualifying factors in order to understand how customer requirements will affect delivery	P	P	P
An understanding of the customer's business and how IT contributes to the delivery of that product or service	P	P	P
Good communication skills	P	P	P
Good negotiation skills	P	P	P
Knowledge and experience of contract and/or supplier management roles	S	P	S
Good people management and meeting facilitating skills	P	P	P
Good understanding of statistical and analytical principles and processes	P	S	S
Good presentation skills	P	P	S
Good technical understanding and an ability to translate technical requirements and specifications into easily understood business concepts and vice versa	S	P	S
Innovative in respect of service quality and ways in which it can be improved within the bounds of the organization's limits (resource, budgetary, legal etc.)	P	P	P
Good organizational and planning skills	P	P	P
Good vendor management skills	S	P	S
Table 6.8 Comparison of CSI Manager, Service Level Manager and Service Owner

R	responsibility - correct execution of process and activities
A	accountability - ownership of quality, and end result of process
C	consulted - involvement through input of knowledge and information
I	informed - receiving information about process execution and quality
Table 6.9 RACI authority matrix

Process Roles	Customer	Change Sponsor	Service Desk	Change Manager	Change Co- ordinator	CAB	CAB/EC	Change Builder	Change Tester	IT MB	Business Executive
1.0 Change Manager determines level of risk	C	C	C	R/A	C
1.1 Level 4 -Standard change Local authorization		C		R/A	I
1.2 Level 3 - affects only local or service groups RFC to CAB for assessment		C		R/A		C/I
1.3 Level 2 - affects multiple services or organizational divisions RFC to IT Management Board for assessment		C		R/A		C				C/I
1.4 Level 1 - high- cost/high-risk change RFC to Business Executive Board for assessment		C		R/A							C/I
2.0 Endorsed? Yes - go to 2.1 No - go to 3.1				R/I		I
2.1 CAB members estimate impact and resources, confirm priority, schedule changes				A		R		C
3.0 Authorized? Not authorized - go to 3.1 Authorized - go to 3.2	I	I	I	A	I	R
3.1 RFC rejected and closed (Initiator informed with a brief explanation of why it was rejected)	I	I		A	R	I	I
3.2 Change builder builds change, devises back-out and testing plans	I	I		I	C			A/R	I
Legend R = Responsible for executing the task A =Accountable for the final result C = Consulted about the task to provide additional information I = Informed about activities/tasks
Table 6.10 RACI matrix - sample Change Management authority matrix based on process flow