Concepts: Process Design Patternseaasos.info/Content/Capability/CPT_ProcessDP.pdf · 2019-10-06 ·...

Process Design Patterns, Version 0.4, 25-May-2019

of (36) Date: Version 0.4, 25-May-2019Concepts for the Enterprise as a System of Systems (SoS)

Process Design Patterns

AbstractA process is an essential element of a capability. The process describes the activities and information used to carry outwork within an organization. This document contains process design patterns that can be used as a starting point for theidentification of processes used within a process model.This document is used with the following other documents.

n Link to the online version of this document: Enterprise as a System of Systemsn Link to Process Concepts PDFn Link to Capability Concepts PDF

Author and VersionBruce McNaughton, Version 0.4, 25-May-2019

Contents

System Element: Process Description 2Management Process Design Patterns 4Team Performance Management 4Develop People 6Programme Management 7Project Management 9Common Management Activities 11Business Management 12Service Management 12Procurement (Purchasing) 14Continual Management System Improvement 14Organization Planning and Review 16Organization Design 18IT Architecture 21Facilities and Workspace Management 23

Innovation and Improvement Process Design Patterns 24Product / Service Marketing and Strategy 24Product / Service Development and Innovation 25Capability Innovation Life cycle 25Information Systems Development and Innovation 27

Product / Service Delivery Process Patterns 28Sales 28Contract Management 29Order Management 30Production 31Distribution 32Support 33Warranty 34Information Systems Operations 35

Index 36Revision History

V0.4 25-May-2019 Update process descriptions for CILC and CMSI to align with CDSL Management System.V0.3 20-Dec-2018 Updated with System Element Description as introduction.V0.2 20-Sep-2017: updated with revised System and Enterprise Conceptual ModelsV0.1 16-Apr-2017: Updated EntSos Context Model Pictures.V0.0 05-March-2017: Initial draft.

http://eaasos.info/

http://eaasos.info/Content/Capability/CPT_Process.pdf

http://eaasos.info/Content/Capability/CPT_Capability.pdf



System Element: Process DescriptionA process1 is a set of interrelated or interacting activities that use inputs to deliver an intended result. ISO 9000:2015.

Interrelated or interacting: The activities within the process work together to produce the intendedresults required to achieve the objectives and goals of the process.

Activities: descriptions of two or more activities to be carried out by people in the organisation. The activ-ities also identify the Technology Interaction Points.

Inputs: The work products to be used or conditions necessary to carry out the activityIntended Result: The intended result can be an output of a process, a product or service from theorganization. Other terms used are work product, outcome, etc.

The process system element is part of the System: Capability. This system element is shown in the following picture:

Principle: Process DescriptionA process is a description of work to be performed.The following are key principles about process descriptions

n Activities, Decisions and Relationships are the core elements of business processesn A person assigned to a role carries out activities (activity descriptions) that use and produce information or

deliver an output / outcome.n Critical activities are those that contribute to the achievement of objectives necessary to deliver the organ-

isation's purpose.n Processes are designed based upon knowing the skills, knowledge and experience of the person carrying out

an activity.n Processes must be owned andmanaged throughout their lifecycle to deliver the required performance.n Each process must have an owner responsible for managing the process development, implementation,

improvement and performancen Process Managers are responsible for the development, implementation and improvement of the process.n Process Managers are responsible for the business case for the investment for use and improvement

1set of interrelated or interacting activities that use inputs to deliver an intended result. ISO9000:2015.



n Activities within processes identify the Technology Interaction Point necessary for proper integration of tech-nology into the work.

n Inputs and outputs of a process are work products. Work products may be documents, people, or assets.

Principles related to activities and decisionsn People carry out activities andmake decisions to contribute to the organisation and deliver resultsn Information systems automate the relevant parts of an activity andmanage the information captured or

provided.n Activity and decision descriptions represent the knowledge of how the work is performed. This can be con-

tinuously improved based upon feedback from actual practice.n Activities have inputs and create or update outputsn Inputs and outputs can be documents, people or physical materials (assets).

The following processes support the development and implementation of processes within an organization.n Process Management.n Process Improvement and Implementation

The following process work products have been defined.n Process Descriptionn Process Activity Descriptionn Process Role Descriptionn Process Supporting Documentationn Process Team

Link to Process Design Patterns PDF

http://eaasos.info/Content/Capability/CPT_ProcessDP.pdf



Management Process Design Patterns

Team Performance ManagementProcess Design Pattern

PurposeTo establish, manage and / or release a team that contributes to the purpose of the organization.This process supports the implementation of the Team Performance Management Capability.

This process also uses a number of other processes / capabilities to develop the team.



Entry CriteriaTeam need, purpose and contribution identified.

ObjectsTeam,Plan, or [Outline Plan],Succession Plan,Reports,Measurement Data,Team Requirement / ObjectivesRisk and issue Registers (Including business continuity risk response actions)

Process OwnerPerson from HR, a Manager, or from Organization Design

ActivitiesActivities of a manager.Common Management Activities

RolesManageror Unit Manageror Team ManagerRelated to: Programme Manager, Project Manager, Process Manager.

ReferencesThis process links to the following Best Practice, External Standards and Product Standards. Links to other processesthat this process may start are also indicated.



Develop PeopleProcess Design Pattern

PurposeThe Develop People process ensures that:

n People (permanent and temporary) have an identified individual (PeopleManager) to manage their employ-ment contract, set objectives, evaluate and reward performance, and develop competence (skills, know-ledge, and experience).

n People (permanent or temporary) are assigned to carry out team / process activities based upon their com-petence.

Entry CriteriaA team must be established and have approval to expand the team.A need to add a new person to a team with appropriate skills, knowledge and development.

Objectsn Person with employment contract assigned to a teamn Job Descriptionn Employment Contractn Individual Objectivesn Performance Reviewn Assignmentsn Time allocation

Process OwnerPerson from HR.

Activitiesn Recruit and Select Peoplen Agree objectives and development plann Assign individual to rolen Do assignment and report progressn Manage assignmentsn Close assignmentsn Evaluate Individual Performancen Release from this team

Rolesn Managern Employeen Contractorn HR Advisor




Programme ManagementProcess Design Pattern

PurposeTo provide a management structure for a large complex change / transformation within the organization.These types of changes tend to have a longer time horizon then a single project.Translate architecture into delivery / operations. (matrix)This process supports the implementation of the programme management capability

Entry CriteriaProgram Change and outcomes identified ... (may be fuzzy)

ObjectsProgramme,Programme Plan,Programme TeamPortfolio of Projects

Process OwnerPerson who is Managing Programme Managers with support from HR, Finance, Quality. (Or Staff Manager or PMO).

Activities(from MSP - Managing Successful Programmes)

n Identifying a Programmen Defining a Programmen Managing the Tranchesn Delivering the Capabilityn Realizing the Benefitsn Closing a Programmen CommonManagement Activitiesn Interface to Project Management Process

Roles



(from MSP - Managing Successful Programmes)n ProgrammeManagern ProgrammeSponsorn Project Managern (Optional) ProgrammeOfficeManager




Project ManagementProcess Design Pattern

PurposeWhen an objective requires a concentrated set of work with specialist skills to make a one-time change, a Project maybe formed to achieve this objective.A project is a Temporary team that is established and managed for the purpose of achieving the objective and producingthe required results.This process supports the implementation of the project management capability.

Entry CriteriaInitial Project need, objectives and outcomes identified (may be fuzzy).

ObjectsProject,Project Plan,Project Team.

Process OwnerPerson who is managing Project Managers with support from HR, Finance, Quality. (Or Staff Manager or PMO)

ActivitiesPRINCE2 as an example).

n Starting up a Projectn Directing a Project.n Initiating a Project.n Controlling a Stagen Managing Product Delivery.n Managing a Stage Boundaryn Closing a Project.n Product Based Planning.n CommonManagement Activities



Roles(PRINCE2 as an example)

n Project Managern Project Executiven TeamManager




Common Management ActivitiesProcess Design Pattern

PurposeTo define a set of common management activities that can be shared at a detail level for a number of processes.

Entry CriteriaAny need to carry out any of the sub-processes identified in this Process.(NOTE: some of these sub-processes may turn into individual processes at some point).

ObjectsRisk RegisterIssue RegisterConfiguration Items (including assets / documents)Communication PlansBusiness Continuity PlanningAudit Programme

Process OwnerOwner of the Process Management Process.

ActivitiesIssue ManagementRisk ManagementConfiguration Management (including document control)Change ControlCommunication ManagementProblem Solving (similar to Issue Management)Systems Thinking (related to Problem Solving)Decision Analysis (Like Impact Estimation).Audit / AppraisalSecurityMeeting ManagementQuality ReviewsLog and Handle Customer ComplaintBusiness Continuity Planning

RolesVarious




Business ManagementProcess Design Pattern

PurposeTo establish and implement an organizational capability to deliver a set of Products and / or Services.

Entry CriteriaA team has been established with a need to establish an organization to plan, manage and deliver a one or moreproducts and services.

Objectsn Product / Service Business Unit,n Business Plan,n Product and / or Service Catalog Entries,n Service Level Agreements, Operational Level Agreements. n Business Continuity Plan

Process OwnerPerson from Planning Office with Support from Finance or working as a Business Unit Manager.

Activitiesn Establish customer / market needs

n Invokes Marketing

n Create a Business Plan to satisfy this needn Establish a team to innovate, develop and launch the products and services

n Invokes ProgrammeManagement or Project Managementn Uses Product Development Lifecycle

n Monitor performance of the products and servicesn Retire Product and / or Servicen Establish a Business Continuity Plan

Rolesn Business Managern Product Managern Cross-Functional TeamManagersn OperationManagers.


Service ManagementProcess Design Pattern

PurposeTo provide a capability to manage the provision of a service to a number of customers.

Entry CriteriaNeed for a service has been identfied.

ObjectsService Description,Service Level AgreementService CatalogService Capacity Plan



Capability Description (service being delivered).

Process OwnerPerson who is Managing a set of services or a service catalog.

Activitiesn Identifying a Servicen Defining a Servicen Managing the Delivery of the Servicen Closing a Servicen CommonManagement Activitiesn Interface to Project Management Process

Rolesn ServiceManagern Project Managern Service Specialistn Service Administrator




Procurement (Purchasing)Process Design Pattern

PurposeTo acquire products or services required within the business and to ensure that the company achieves the stated bene-fits for the requisition in accordance with our Purchasing Policy

Entry CriteriaNeed and Initial Requirements for a thing to purchase identified (may be fuzzy)

Objectsn Thing,n Contractn Approved Supplier Listn Asset Log

Process OwnerPerson from Finance, or Procurement or Purchasing.

Activitiesn Identify Requirements and Business Casen Prepare Strategy and Plann Request Proposals (Non-standard item)n Evaluate Proposals (Non-standard item)n Negotiate Contractn Monitor deliveryn Accept the products and servicesn Close the Requisition (added to asset log)

NOTE: Supplier Management following the completion of the contract or acquisition of the product is the responsibility ofthe requisitioner or possibly a supplier management team where there are strategic relationships with a supplier.

Rolesn Buyern Requisitionern Suppliern Contracts Specialist


Continual Management System ImprovementProcess Design Pattern

PurposeTo establish the ownership, requirements, team for management system improvement and plan for the implementationand management of the changes within the organization.The performance of the management system is evaluated (measured) and gaps are analyzed.Requirements are identified and prioritised. Support is provided for the people using the process and for the devel-opment of tools to automate the process.A roadmap and associated investment is identified and planned.The processes also include any associated governance activities and associated teams if required.

Entry CriteriaA project or organizational unit must be established. The project or organizational unit has a need to establish a con-tinual management system improvement approach.



ObjectsFor a specific process as identified in the Process Model and identified with a Process High Level Design:

n Process Description for each processn Supporting Process Documentationn Management System Improvement Team.n Investment Management Plan (total, allocated, actual)n Audit ProgrammePlan.n Enterprise Architecture: Current state and Future State (possibly intermediate states).n Gap Analysis and Requirements.n Portfolio of Investment Projects.

Process OwnerImprovement Manager, Business Architect, Quality Manager (ISO 9001) or HR (OD) with support from Finance.

Activitiesn Engage Stakeholdersn EstablishManagement System Vision and Scopen Establish Future State Enterprise Architecture Descriptionn Identify Gaps and Requirementsn Establish Roadmap and Transitionsn Establish priorities andmanage investmentsn Monitor Investment projectsn Provide On-going supportn EvaluateManagement System Performancen Establish and Implement Audit Programme (internal / external)n Establish Benchmark Programme (optional).n Control Documents

RolesSee the Improvement Team description for more information.

n Process Ownern Process Managern Process Practitionern Process Designern Process Support and Training (by practitioners)n Training Designn Tool Designern Tool and Training Support




Organization Planning and ReviewProcess Design Pattern

PurposeTo establish an annual and long range plan and ensure that the plan is achieving the expected results.

Entry CriteriaAn initial Planning Calendar has been agreedProcess Team has been established to manage the process.

Objectsn Organization Plan,n Objectives and strategies,n Budgets,n Planning Calendar,n Review Results and Review Actions,n Planning Guide (including HR)n Resource Capacity (by skills)n Risk Registern Business Continuity Plann Audit or Assessment Calendarn Audit or Assessment Results

Process OwnerPerson from

n Planning Office (Office of CEO, or Office of the President),n Finance,n CEO.

Activitiesn Establish a planning calendarn Understand and sense the environmentn Understand and sense the customer needsn Prepare planning guidance (including business continuity)n Cascade for each team (from the top using context information)

n Understand Todays challenges (Formulate themess)n Identify the idealized future designn Identify gaps and requirementsn Identify realistic targets and objectives / strategiesn Capture risk assessmentsn Establish Initial Budgetn Prepare planning guidance for teams below (including continuity planning)n Cascade to teams below.n Consolidate from belown Cross check and finalisen Prepare summary of plan (and plans below)

n Consolidate plans from Team PerformanceManagementn Prepare amanagement plan (one year focus)n Prepare a long range plan (longer term to achieve ideal (8qtr min).n Prepare a consolidated business continuity plan.n Ensure risks and continuity invocation triggers identified



n Review the plans monthly / quarterly depending upon the plan review requirements (including risks, capa-city / skills profile for team)

n Conduct Audits / Assessmentsn Identify and track opportunities / corrective actions to closure.

RolesPlanning ManagerPlanning team members.HR Capacity planning.Quality ManagerBusiness Continuity Manager

ReferencesThis process is a blend of the following references:Commitment Management: Adaptive EnterpriseInteractive Planning: Re-Creating the CorporationWikipedia: Hoshin Kanri (Policy Deployment)Wikipedia: Management by Objectives (Management: Tasks, Responsibilities, Practices)Wikipedia: Strategic PlanningStrategy SafariNOTE: Planning guide includes HR planning guidance for a team. Capacity, Planning Guide (People), Assessment.This process links to the following Best Practice, External Standards and Product Standards. Links to other processesthat this process may start are also indicated.

http://en.wikipedia.org/wiki/Hoshin_Kanri

http://en.wikipedia.org/wiki/Management_by_objectives

http://en.wikipedia.org/wiki/Strategic_planning



Organization DesignProcess Design Pattern

PurposeOrganization Design establishes and maintains the elements of the Management System.Where necessary, this process identifies the need to create new processes or retire old processes and create newteams or retire teams.This process also ensures the integrity of the overall Management System and looks for areas of improvement related toactivities or the automation of the activities (information systems).Future state versions of the Management System define the various target architectures for the organization. Theseprovide reference points for planning changes to the organization.

Entry CriteriaA manager of a team has identified a need to change the current organizational design / structure to achieve one ormore objectives.

Objectsn Organization Architecture Description,n Organization Architecturemodel (Architecture Framework)n Information Systems Architecture (Supporting the Organization Architecture)n Team Requirementsn Capability Modelsn Business Process Requirements

Process OwnerPerson from: HR (OD), or EA(BA), or CEO.

Activitiesn Establish andmaintain the organization architecture descriptionn Identify and appoint process owners for business processesn Identify need to create or retire processes.n Monitor and Review Business Process Performancen Analyse Activities / Decisionsn Analyse Relationshipsn Analyse Team capabilitiesn Identify new Team requirements / Capabilitiesn Allocate capabilities to teamsn Monitor and review team collective operation (wording?)n Establish andmaintain the information systems and technology architectures to support the organization

architecturen Identify and appoint application, service and infrastructure owners (within IT).

Use a type of 'multi-dimensional' organization design as outlined by Russell Ackoff / Jay Galbraith. Each team has a pur-pose and can be grouped by type.The following activities are performed as part of organizing. These ensure that the right structure is in place for the fol-lowing:

o Activities (work)o Roles and Responsibilitieso Products (things produced)o Decisionso Relationships (who works with who).

Rolesn Business Architect.n Organization Designern Information Systems Architect.n Enterprise Architect



n Also links to:n Process Owner / Managern Auditors


Multi-Dimensional Organizational DesignTwo Dimensional Example



Each box on the Organisation Chart is a Team.



IT ArchitectureProcess Design Pattern

PurposeThe IT Architecture process establishes and maintains an IT Architecture Description for the organization based upon anInformation Technology Architecture Framework.This IT Architecture establishes the current state and the future state of the IT Systems necessary to improve productivityand reduce costs to deliver products and services.The IT Architecture is an enterprise wide architecture description that supports all of the IT requirements within the Inform-ation Technology System of Systems (SoS)The information systems provide the automation of the business processes that are part of an organizational capability.

The processes are established and implemented first to then stabilize the ability of an information system to deliver itsfull benefits within a sociotechnical systems context.



Entry CriteriaThe organization design process has identified a need for a process and the process team has identified that they areready to identify information systems that support and enable the performance of the organization.

Objectsn Information System Architecture Description,n Platform Modelsn IT Applications and Systems modelsn NetworkingModels.

Process OwnerPerson from IT or an EA organization.

Activitiesn Establish andmaintain the Information Technology architecture descriptionn Identify and appoint application owners to support business capabilities

Rolesn Business Architect.n Information Systems Architect and team.n Also links to:

n Process Owner / Managern Auditors




Facilities and Workspace ManagementProcess Design Pattern

PurposeTo plan and manage the space required for operating the organization.This includes space for all requirements for the business, such as, storage of stock, individual workspaces, etc.

Entry CriteriaA process team has been established to manage this process (See Project Management Process).A set of facilities have been identified that need to be managed on behalf of managers within the organization.

Objectsn Facility,n WorkSpacen Register of Facilities andWorkspaces.

Process OwnerPerson from Finance, Facilities Management, or HR.

Activitiesn Evaluate capability and capacity of the facilitiesn Acquire facilities and workspacen Plan andmanage the overall space allocationn Perform repairs andmaintence for the facilitiesn Identify alterations requiredn Release facilities and workspaces.

Rolesn Facilities managern Office spacemanager (and officemovemanager).




Innovation and Improvement Process Design Patterns

Product / Service Marketing and StrategyProcess Design Pattern

PurposeTo understand customer needs and the strategies to delight the customers.

Entry CriteriaA team has a need to understand customer needs and identify new product / service requirements. In addition, the teamwill need to evaluate the performance of current products and services.

Objectsn Product / Service Strategy,n Product / Service Portfolio,n Product / Service Catalogue.

Process Ownern Business Unit Manager,n Business Improvement Manager,n Strategic MarketingManager,n etc

Activitiesn Understand customer needsn Anticipate customer needsn Identify supplier innovation potentialn Identify product / service innovation potentialn Propose new products and services or other ways to increasemarket sharen Assess customer satisfaction with the current product setn Capture any new or revised product / service requirements.

RolesMarketing Manager




Product / Service Development and InnovationProcess Design Pattern

PurposeTo Identify and translate specific product requirements into a delivered product and service and manage the product toretirement.

Entry CriteriaA Product Manager and market / product opportunity has been identified to create or revise a product and / or service.

Objectsn Product / Service System,n Product / Service Components,n Product Team

Process Ownern PlanningManager (Investment Gateway Reviews);n Business Unit Manager;n Manager of Product Managers,n etc.

Activitiesn Strategy and Requirementsn Planning and Specificationn Developmentn Qualificationn Launchn VolumeDeliveryn Retirement

Rolesn Product Managern Engineering Project Managern Manufacturing Project Managern Customer Service Project Managern Sales Project Managern Marketing Project Manager

NOTE: Any swim lane work product owners will also be part of this integrated process management team.


Capability Innovation Life cycleProcess Design Pattern

PurposeTo innovate and improve an existing or create a new capability

Entry CriteriaA capability innovation team has been identified with a need to create or revise a capability used in the organization.

Objectsn New or updated Process Documentation



n Associated process materials (training, tools, etc).n Community of Practice using the capability.n Implementation (roll-out) plan

Process Ownern Business Architect,n Quality Manager (ISO 9001)n or HR (OD)n with support from Finance.

Activitiesn Identify change requirementsn Specify and design the changen Develop the components.n Pilot the change.n Roll-out the change.n Handover to On-going supportn Evaluate Change Performancen Control documents

Rolesn Process Ownern Process Managern Process Practitioner (member of the community of practice)n Training Designn Training Developmentn Tool Designern Tool Developern Tool and Training Support




Information Systems Development and InnovationProcess Design Pattern

PurposeTo innovate, improve, transfer to live use, or retire an information system.

Entry CriteriaA team has been established with a need to create or revise an IT system capability.

Objectsn Application,n Data,n Networks,n Systems (servers, phones, laptops, desktops, etc with operating systems)

NOTE: New Information Systems model (eventually).

Process Ownern IT PlanningManager,n IT Development Managers,n CIO.

Activitiesn Requirementsn Architecture.n Designn Buildn Integrate.n System Testn Acceptancen Handover

These activities can be used with any agile approach.

Rolesn Programme / Project Managern ServiceManagern Product Managern Designer (Engineer)n Developer (Engineer)n Testern Writers




Product / Service Delivery Process Patterns

SalesProcess Design Pattern

PurposeTo identify customers and create a needTo help qualify customers so they make an informed choice.To promote the various products in ways to attract the most potential customers

Entry CriteriaA team contributes to the sales of current products and services.

Objectsn Promotion,n Qualified Customer Listn Advertisingn Pricing

Process OwnerSales Manager

Activitiesn Identify Target Customer base for specific productsn Provide advertising for the product to customersn Qualify the customers and help support their selectionn Using the Order Management Process: Deliver the ordern Forecast Sales based upon understanding the customers and themarket.

Rolesn Sales Managern Salespersonn Order Administrationn Advertisingn Promotion


NOTE: The sales process varies with the type of business. This is just a prototype example only.



Contract ManagementProcess Design Pattern

PurposeTo establish, deliver and close a contract.

Entry CriteriaPotential Opportunity arises which will require a commitment from the organization that is bigger than normal pre-saleswork.

ObjectsContractBid EvaluationRisk Assessment

Process OwnerSales, New Business Development, Product Management

ActivitiesIdentify and qualify opportunityPlan for Delivery (Initiate Programme / Project Management)Propose SolutionNegotiate and Accept the OrderDeliver agreed serviceManage ContractComplete Contract

RolesSales, Bid Manager, Project Manager


NOTE: This process is generally used when a customer requests Bespoke or Custom work. (not generally in the product /service catalogue).



Order ManagementProcess Design Pattern

PurposeTo deliver value to the customer!!To ensure that the process is smooth and repeatable.

Entry CriteriaA team contributes order management activities for current products and services.

Objectsn Order, Contractn Invoice, Receiptn Product or Service

Process Ownern Operations Manager,n Product Manager,n or Sales Manager.

Activitiesn Log the ordern Validate the order (price / quantity / product / service)n Schedule the deliveryn Accept the ordern Create / obtain / deliver the product or service: Use Production / Distribution Processesn Obtain Paymentn Close the order

Today, much of this can be self service ... however, the process must be understood and implemented.

Rolesn Account Managern Customer.n Order Specialistn Producern Finance person (Invoice)


NOTE: This process will vary due to the type of products and services that are delivered. This is the top level view of the cus-tomer experience. Specific products or services will be delivered according to a description of the product or service..



ProductionProcess Design Pattern

PurposeTo produce or deliver the products or services that are required for an order.

Entry CriteriaA team contributes to the production of current products and services.

ObjectsProduct: [Inventory], [Resource]

Process Ownern ManufacturingManagern or ProductionManager.

Activitiesn Plan for productionn Schedule thematerials, resourcesn Produce or deliver the product / servicen Distribute the product or service: Use the Distribution Process

Rolesn ProductionManagern Delivery Specialistn Production TeamMember.




DistributionProcess Design Pattern

PurposeTo deliver products / services to a distribution point or an end customer.

Entry CriteriaA team contributes to the distribution of products or services to the customers (possibly through intermediate contractsand service providers).

ObjectsProduct: [Delivered]

Process OwnerOperations Manager, Production Manager or Distribution Manager

Activitiesn Plan the pickup and deliveryn Assign the work (if necessary)n Pickup the itemn Transport the itemn Deliver the itemn Close the distribution item

Rolesn Distributorn Production Teamn Customer.




SupportProcess Design Pattern

PurposeProvide support on the products and services provided to customers.

Entry CriteriaA team is contributing to the support of the existing product and services.

Objectsn Incident Log,n Support Information

Process OwnerSupport Manager.

Activitiesn Log a support requestn Classify the support request (Special handling if customer complaint)n Assign the support request Logn Handle the support requestn Close the support request

Rolesn Call handlern Support Specialistn Customer




WarrantyProcess Design Pattern

PurposeTo identify the problem, correct the problem and return a product back to the customer.

Entry CriteriaA team needs to provide product / service warranty support internally or externally.

Objectsn Root Cause,n Product: [Replaced] or [Repaired]

Process OwnerSupport Manager

Activitiesn Log as potential warranty problemn Check product is in warranty periodn Identify the root cause of the problemn Arrange for solutionn Provide the solutionn Close the warranty

Rolesn Assigned Investigatorn Authorizern Customer




Information Systems OperationsProcess Design Pattern

PurposeTo deliver the Information Services and provide support.

Entry CriteriaA team contributes to the operation of current Information System Services or a team supports the launch of new orrevised Information System products and / or services.

Objectsn Service Delivery (according to SLA)n Incidentsn Problems Resolvedn Backup Setsn Maintained Systemsn Updated Softwaren Updated Configuration Items

Process Ownern Operations Managern Managers within IT organizations

Activitiesn Handle Request for Servicen Handle Incidentn Resolve Problemsn Deliver Standard Servicesn Deliver Custom (Bespoke) Servicesn Perform Backup Activitiesn Perform Maintenance Activitiesn Add new services

Rolesn Incident / ProblemManagern Request Handlern Operations Specialist




Index

M

ManagementProject 4, 6-7, 9, 11-12, 14, 16, 18, 21, 23-25, 27-35

P

Principle 2Process

Delivery 28-34Innovation 24-25, 27Management 4, 6-7, 9, 11-12, 14, 16, 18, 21, 23

Concepts: Process Design Patternseaasos.info/Content/Capability/CPT_ProcessDP.pdf · 2019-10-06 ·...

Documents

Transcript of Concepts: Process Design Patternseaasos.info/Content/Capability/CPT_ProcessDP.pdf · 2019-10-06 ·...