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Troy DuMoulin, VP, Research & Development

Troy is a leading ITIL®, IT Governance & Lean IT authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL Service Manager and Expert certifications and has extensive experience in leading IT Service Management (ITSM) programs with a regional and global scope.

He is a frequent speaker at IT Management events and is a contributing author to multiple ITSM and Lean IT books, papers and official ITIL publications including ITIL’s Planning To Implement IT Service Management and Continual Service Improvement.

 

The Guide

"This blog is dedicated to making sense out of the shifting landscape of IT Management. Just when we thought we had a good handle on managing technology, the job we thought we knew is being threatened by strange acronyms like ITIL, Lean, Agile, DevOps, CMMI, COBIT, ect.. Suddenly the rules have changed and we are not sure why. The goal of this blog is to offer an element of sanity and logic to what can appear to be chaos."


Hitch Hiker's Guide to the Galaxy

"In many of the more relaxed civilizations on the Outer Eastern Rim of the Galaxy, the Hitch Hiker’s Guide has already supplanted the great Encyclopedia Galactic as the standard repository of all knowledge and wisdom, for though it has many omissions and contains much that is apocryphal, or at least wildly inaccurate, it scores over the older more pedestrian work in two important respects.

First, it is slightly cheaper: and secondly it has the words DON’T PANIC inscribed in large friendly letters on its cover."
~Douglas Adams

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Process Owners – Architects Of ITIL Project Success

A critical role for process implementation is the creation and empowerment of a single, accountable Process Owner whose management activities and scope of governance span across the great divide between organizational silos.  The Process Owner plays the important role of champion, visionary, protector and advocate – without whom the process has absolutely no chance of survival. 


The Role Of the Process Owner

The initial planning phase of any ITIL project must include establishing the key role of Process Owner.  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.

 

A Process Owner’s job is not necessarily to do the hands-on process re-engineering and improvement, but to ensure that it gets done.  He or she typically assembles the project team, obtains the resources that the team requires, protects the team from internal politics, and works to gain cooperation of the other executives and managers whose functional groups are involved in the process.  Once the new process is successfully embedded, the Process Owner remains responsible for the integrity, communication, functionality, performance, compliance and business relevance of the process.

The three major activities of the Process Owner are Process Design, Organizational Awareness, and Advocacy.

Process Design
The Process Owner is accountable for the ongoing business value and integrity of the process design across the functional and organizational boundaries the process crosses:

  • Processes, policies and procedures
  • Process roles
  • Key Performance Indicators (KPIs)
  • Process automation requirements
  • Process integrations

Organizational Awareness
The Process Owner is accountable for planning and implementing practices, orientation and training to ensure organizational understanding and adoption of the process activities:

  • Internal and external training
  • New employee on-boarding and orientation
  • One-on-one mentoring
  • Teambuilding exercises
  • Conflict facilitation
  • Communication and feedback forums

Advocacy
The Process Owner is accountable for protecting, measuring and reporting on process compliance across organizational silos:

  • Dealing with political issues
  • Promoting a culture of process collaboration
  • Breaking down strong silo or functional mindsets
  • Verifying process compliance on an ongoing basis
  • Representing IT processes to business
  • Managing process exceptions
  • Promoting integration with other processes

While design and organizational learning can be delegated to other process roles, it is not advisable to ever delegate advocacy.

Since most organizations are not able to dedicate full time people to each process we will continue the next post with a look at typical combinations and paring of process ownership.

Troy’s thoughts what are yours?

 

Posted by Troy DuMoulin on 12/12 at 12:15 PM

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