malc_pm_第2章_沟通与干系人管理_r1 542页brmservice model

1、沟通与干系人管理（2ITIL高级模块（Senior Stream ）全生命周期管理（Managing Across The Lifecycle）ITIL is a registered trade mark of AXELOS Limited. The Swirl logo is a trade mark of AXELOS L2-1第2章沟通与干系人管理（Unit 2：Communication and Stakeholder Management）声明本文档中所引用的部分内容来自最佳管理实践库ITIL 2011版Part Material in

2、 this document has been sourced from Best Management Practice Library ITIL 2011 Edition.ITIL is a registered trade mark of AXELOS Limited. The Swirl logo is a trade mark of AXELOS L2-2全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder M

3、anagement ）服务管理中的干系人（Stakeholders in service management）Customers: Those who buy goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets.Users: Those who use the service on a day-today basis. Users are distinct from customers,

4、 as some customers do not use the IT service directly.Suppliers: Third parties responsible for supplying goods or services that are required to deliver IT services.服务管理的干系人分为客户、用户和供应商。客户是直接购买产品或服务的人，用户是每天使用服务的人，而供应商为支持产品或服务而提供IT服务的组织。互动问题：您是如何区分客户、用户和供应商的定义的？ITIL is a registered trade mark of AXELOS

5、 L2-3The Swirl logo is a trade mark of AXELOS Limited.全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Customers & Users & Suppliers2-4全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeho

6、lder Management ）IDC Organization （Process Owner/Manager, Functions)服务运营服务战略服务设计服务转换服务持续改进 服务质控部门 (质量分析师QA) 服务审计部门 (内审员Auditor) 业务关系管理（） 需求管理(BA) 财务管理 项目管理 服务变更管理 资产配置管理 发布部署管理 知识管理 服务目录管理 服务级别管理 IDC灾备管理 信息安全管理 供应商管理 管理(Event) 故障管理(Incident) 服务请求管理 访问管理(Access) 问题管理(Problem)管理条线指定服务经理岗位总控服务的质量服务质控部门

7、对IT服务全生命周期进行管控 集中服务台（1线）服务热线 应用服务 外部资源协调 所有服务经理为质控部门成员，定期开会沟通服务审计部门应发起一年一度的内部服务审计 应用开发及优化 系统交维评审委员会 IT战略规划委员会 (CIO、企业架构师) 解决方案架构师团队 架构方案评审委员会 IDC机房监控(7x24 )服务器 网络 在职能部门内设置服务目录和具体应用模块接口人的岗位职责，并考虑定期的服务意识（ITIL）和3线2线对1线的知识传递和专项培训 存储安全应用 机房环境技术条线所有开发转运维必须经过严格的交维评审 维护/操作(2线、3线）主机维护 存储维护 网络通信维护应用维护 桌面维护 机房

8、环境维护增加IT战略规划委员会、架构师团队（Architect）和架构方案评审委员会，以加强对未来5年的IT战略规划、新服务设计和设计评审能力 ITIL is a registered trade mark of AXELOS Limited. The Swirl logo is a trade mark of AXELOS L2-5全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）The b

9、usiness relationship management (BRM) process through the lifecycleThe core of the business relationship management process, which enables the service providers internal process to align, interface and, where necessary, integrate with the customers business.业务关系经理属于服务战略的流程，业务关系管理流程为所有的客户需求提供一个协调点，即该

10、流程是为了和一个或多个客户维护关系，它往往和服务级别管理流程联合管理。这个流程要落地，最重要的就是要指定一个或多个业务关系经理（BRM）。BRM是IT部门的人，他负责跟业务部门去打交道，了解他们对IT服务的需求情况。当然，BRM需要懂业务。比如宝洁和思科都有BRM的岗位。互动问题：请问贵公司是否有业务关系经理的岗位职责？ITIL is a registered trade mark of AXELOS L2-6The Swirl logo is a trade mark of AXELOS Limited.全生命周期管理（ Managing Acr

11、oss The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）The business relationship management (BRM) process through the lifecycleThe main areas BRM will work with are: Service strategy在服务战略阶段主要和需求管理流程协作挖掘客户需求。 Service design在服务设计阶段充分的参与架构或设计评审，评审功能性需求和非功能性需求的设计满足。 Service t

12、ransition在服务转换的阶段主要对验收标准和转换计划的参与。 Service operation在服务运营的方面，需要发起周期性的服务评审（比如服务月报会），发现改进机会并监控改进完成情况。2-7全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Sample for Interfaces with other processesStrategy Management for IT services works with Busine

13、ss Relationship Management to identify market spaces with information gleaned（收集） from customers.Service Portfolio Management and Business Relationship Management work together to identify more detailed requirements and information about the customer environment required to create Service models and

14、 assess proposed Services.Business Relationship Management helps Financial Management for IT Services to obtain information about the financial objectives of the customer and helps the Service Provider to understand what level of funding or pricing the customer is prepared to accept.Business Relatio

15、nship Management assists Demand Management to identify and validate patterns of business and user profiles.Service Level Management uses information about customers and Service requirements gathered during the Business Relationship Management process to understand the customers priorities regarding

16、Service performance and deliverables.2-8全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Sample for Interfaces with other processesService Catalogue Management provides the basis for many discussions, reviews, and requests that are initiated thr

17、ough Business Relationship Management.Capacity and Availability Management rely on information about businessoutcomes and Service requirements gathered through Business Relationship Management.Business Relationship Management provides valuable perspectives and information on business priorities and

18、outcomes for IT Service Continuity Management.Business Relationship Management is often the initiating point for Requests for Change and will also be involved with assessing the Impact and priority of Changes.Business Relationship Management ensures the appropriate level of customer involvement in R

19、elease and Deployment Management, and Service Validation and Testing.Service improvements and the seven-step improvement process are an important part of Business Relationship Management.2-9全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）IT服务管理

20、全生命周期的架构IT服务财务管理业务需求管理风险管控服务级别管理设计协调服务报告管理信息安全管理IT服务管理最佳实践（CSI，SIP）分析设计变更配置管理变 更 与 变更评价项目管理容量管理可用性管理测试开发实现资 产 与配置管理问题管理故障管理实施部署发布管理IT 开发 DevelopmentIT 运维 Operations（验证与测试）2-10IT需求管理知识库管理IT服务连续性供应商管理服务组合管理客户与业务关系管理IT服务战略管理全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and

21、 Stakeholder Management ）IT服务管理全生命周期的架构产品经理的关系管理IT服务财务管理产品路线图项目组合管理合同管理业务场景风险管控服务级别管理设计参考架构强调云环境下的安全管理看板方法IT服务管理最佳实践自动化变更配置管理设计驱动开发变更与Scrum变更评价敏捷项目管理容量管理可用性管理资 产 与配置管理自动化测试敏捷开发问题管理故障管理IT 开发 DevelopmentIT 运维 Operations持续集成持续发布2-11用户故事产品订单知识库管理IT服务连续性全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管

22、理（Unit 2 : Communication and Stakeholder Management ）3-12全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）业务关系管理的角RM roles）Business relationship managerBusiness relationship management process ownerBusiness relationship management process manage

23、r2-13全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Business Relationship managerMay combine the roles of business relationship management process owner and business relationship management process manager and allocate it to one person.May als

24、o represent a number of individuals working within business relationship management and focused on different customer segments or groups. In some organizations, this role may be combined with the role of service level manager.Often required to execute activities from other processes simply because o

25、f their customer-facing position.业务关系管理流程所有者和业务关系管理流程经理可以分配给一个人担任。在一些组织这个岗位和服务级别经理的角色可以合并，因为他们都是面向客户的岗位。2-14全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Business relationship management process managerCarry out the generic process manager ro

26、leIdentifies customer needsEnsures that customer expectations do not exceed what they are willing to pay for, and that the service provider is able to meet the customers expectations before agreeing to deliver the serviceEnsures high levels of customer satisfactionEstablishes and maintains a constru

27、ctive relationship between the service provider and the customerIdentifies changes to the customer environment Identifies technology trendsEstablishes and articulates business requirements for new services or changes to existing servicesEnsures that the service provider is meeting the business needs

28、 of the customerMediates in cases where there are conflicting requirements for services from different business units.2-15全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）干系人管理（Stakeholder Management）Need to enable a huge customer and all stakeh

29、older groups, including almost every business process and ServiceNeed to manage multiple contacts, related processes and relationshipsNeed to maintain a balance between a stable production environment and ever changing Services according to business needs和项目管理比较相似，服务管理中的干系人管理也是相当复杂的。需要平衡各方干系人的利益和期望，

30、尤其是动态商业需要的满足。互动问题：您认为服务管理和项目管理中针对干系人管理有何主要区别？2-16全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）What is Service Model? (It is part of Service Chart)Service model is a model that shows how service assets interact with customer assets (process,

31、people) to create value.Service models can take many forms, from a simple logical chart showing the different components and their dependencies, to a complex analytical model analyzing the dynamics of a service under different configurations and demand patterns.A service model is not a design. A ser

32、vice model is a list or diagram of items that will be needed in order to be able to deliver the service. The service model shows how these items are related and how they are used by the service.(Service Chart: including Service Model, ROI, Business Case)2-17全生命周期管理（ Managing Across The Lifecycle ）第二

33、章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）What is Service Model? (It is part of Service Chart)服务模型的概念是ITIL高级课程的重要概念，它是客户资产和服务资产交互的体现。服务模型具体可以表现为很多的形式，从简单的逻辑图到复杂的配置或需求模型。服务模型可以是一系列的图，如用例图（User Case Diagram）、时序图(Sequence Diagram)、服务最初的蓝图（Blueprint in the initiative stage of service

34、）和服务战略的输出（output of service strategy）等。服务模型是服务章程的一部分，一般服务章程会包括服务模型、投资回报分析（ROI）和商业论证（Business Case)等。2-18全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Sample for Service Model企业战略定位愿景战略目标业务定位价值定位价值定位价值定位价值定位业务能力分解SCSCSCSCSCSCSCSCSCSCSCSCSCSCSC

35、科技部软件开发信息中心使能资源计划中心开发运行人员组织业务流程技术业务能力提高和变革提出改业务业能务能进需求力提力高提高 1.现状调研 2.现状分析 3.未来设计2-19 施实施 确确定定改改进进点点 参最践 务业能务能 理力解理解 全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Sample for Service ModelContinue Service Improvement2-20Service Strategy & Serv

36、ice DesignService Transition & Service TransformationService Operation ManagementManaged Objects(IDC)IDC HostingSaaSPaaSIaaSDaaS3P & 1IPeople(P)Process(P)Product(P)Information(I)Service Integration BusProcess Management(Incident、Problem、Change、Release、SLA)全生命周期管理（ Managing Across The Lifecycle ）第二章：

37、沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Sample for Service Model2-20全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）How Service Model does support Communication?Service models are the blueprints for service management proces

38、ses and functions to communicate and collaborate on value creation.Service models also represent the structure and dynamics of services, which in turn are influenced by the customers utility and warranty requirements. Dynamics are defined in terms of activities, flow of resources, coordination and i

39、nteractions. This includes the cooperation and communication between users and service providers.服务模型是服务管理流程的蓝图，可以具体表现为服务的结构、资源的流向、活动的协作与交互等。2-22全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）How Service Model does support Communication? (cont

40、inued.)Service models are very useful during service transition and service operation to help communicate how the components interact to create the service. This will facilitate more thorough testing, building and the communication of changes to stakeholders.Service models also aid in communicating

41、the intent of the service strategy, and the dynamics of the service, to a broad range of teams involved in the design of the service. This will assist in maintaining consistency of both understanding and design.CSI activities ensure that feedback is passed to all service lifecycle stages.在服务转换阶段，可以作

42、为沟通的一种工具或方式，以帮助解释服务组件如何交互以创建服务的。 并且，服务模型对明确服务战略意图和保持服务设计的一致性提供协助。 2-23全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Communication in the phase of Service DesignUtilize Design Coordination process. The Design Coordination must be closely integ

43、rated with the other service design processes as well as the change management process, where appropriate, to ensure that schedules are clear and design milestones are communicated and met.In order to achieve integrated design, the overall coordination of design activities needs to ensure: Good comm

44、unication between the various design activities and all concerned parties, including the business and IT planners, designers, architects and strategists Good communication and coordination with service transition processes to ensure proper handover to this stage2-24全生命周期管理（ Managing Across The Lifec

45、ycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Communication in the phase of Service Design (continued.)Sollution DesignPricingReleaseProposal ReleaseDeliveryFinal ContractTechnical and Delivery AssessmentSolution Doc Tech Risk-items AssessmentProposal Baseline AssessmentInteg

46、rated Solution - Business and ProjectContract BaselineReviewPROPOSAL RISK ASSESSMENT & REPORTCONTRACT RISKASSESSMENT &REPORTEngagement ProcessQA Procedure - performed by Subject Matter ExpertsQA Procedure - performed by accredited QA representative2-25.Create ProposalDesign the Solution and.Negotiat

47、ionsOpportunity Validated / QualificationPre Bid Consulting全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Communication in the phase of Service Design (continued.)3-26全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication

48、and Stakeholder Management ）Communication in the phase of Service Design (continued.)3-27全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Communication in the phase of Service Design (continued.)3-28全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通

49、与干系人管理（Unit 2 : Communication and Stakeholder Management ）项目的战略选择计分卡(注：每个评估项可以按0-5打分)1. 是否是客户发起该项目请求，并有明确的客户需求，根据客户需求期望的程度打分2.客户在近6-12月内是否有明确的预算，有预算为5分，没有为0分3.客户针对此项目是否有明确的接口人，有接口人为5分，没有为0分4.项目的实施是否可以完全满足客户的需求还是部分满足，按满足的比例打分5.项目交付的产品是否在市场上有更多潜在的客户，无市场潜力为0分，有一定的潜力为1-2分，有一些客户想要为3-4分，大多数客户想要为5分6.项目交付的产

50、品是否符合公司或客户战略，按照符合程度的估计打分7.项目实施的成本费用是否能够符合最初的预算要求，按照符合程度的估计打分8.项目实施方是否具备适当技能的人员来完成此项目，按照人员的技能情况打分9.项目实施过程是否有违反法律法规和知识产权等不可预料或不可控制的风险，按照风险程度的评估打分10.项目实施方是否以前实施过类似项目或有替代的解决方案，按照所具备的组织过程资产的成熟度打分3-29全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Co

51、mmunication in the phase of Service TransitionCommunication is central to any service transition change process. The greater the change, the greater the need for clear communication about the reasons and rationale behind it, the benefits expected, the plans for its implementation and its proposed ef

52、fects. Communications need to be timely, targeted at the right audience and clearly communicate the messages and benefits consistently. Understanding peoples commitment is important before planning the communications.Service transition must ensure that there is a detailed communications plan that wi

53、ll target information where it will be most effective.To ensure that a communication plan is effective, surveys and measures should be determined for regular monitoring.2-30全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Sample for Communication in the phase of Service Transition沟通管理计划中包括具体的沟通职责定义、沟通方法、沟通时限和关键成功因素等。2-31全生命周期管理（ Managing Across The Lifecycle ）第二章：沟通与干系人管理（Unit 2 : Communication and Stakeholder Management ）Sample for Communication in t