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Drive Stakeholder Value 驱动利益相关者价值DSV

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发表于 2020-4-20 15:37:27 | 显示全部楼层 |阅读模式
返回 ITIL 4理论与实践整体知识体系中文版发布文件汇总5 T5 w/ ]5 J) T: Q+ T2 U

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/ r  L: m# C! BITIL®4:驱动利益相关者价值旨在通过服务通过共同创造价值的原则和实践来指导利益相关者,无论是客户还是服务提供者。

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每个人都为价值共同创造做出了贡献,其中包括来自大型和小型组织的员工,承包商和客户。重要的是要记住,该指南不是规定性的:并非所有指南都适用于所有人。相反,它提供了一个采用和适应每种情况的框架。
9 i+ |7 u- U9 y4 J% Q本指南是为从事服务关系的个人和组织(包括生产和服务提供,消费和关系管理)编写的。这些是参与组织客户旅程或参与其中的人员和组织。目标受众包括但不限于:
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( d* j$ l. l: }. [& c2 M●        关系经理8 O. o, y! n4 c0 f( j0 ?
●        客户体验(CX)经理
6 ~( n2 K" g: o3 E% I●        客户经理- y0 w* l+ W0 w! _( Z- n
●        服务交付经理9 m1 b5 b$ H: V& n' {" {6 l
●        服务台经理  k- @# i4 Q4 P' F
●        服务级别经理; n4 @% _9 B. o/ @5 \0 S
●        企业架构师
' l# w' Z% \: b7 C4 g) n* i●        服务和解决方案架构师5 r% L( w5 r1 a" D
●        业务分析师
' R( L8 {( z4 N' ?, b- @; R●        生产所有者和数字化产品经理
( ^; _- a1 r$ M' ?! H●        营销经理2 @% N7 F) x5 s, @& u) r9 K
●        项目经理
7 r, T+ U2 U! W4 O/ c; x4 _3 S9 g- S●        投资组合经理
5 O  g1 n5 i# N3 l" q! F* ]●        供应商关系经理
: g8 ^0 t$ H0 A; T* P●        供应商经理
. E4 F  j% A& b  l0 ]6 h5 j●        合同经理6 J4 U  w8 S3 m& i9 T: k8 ~- o
●        客户体验/ 用户体验(UX)设计人员。) Y4 v) ], U! W' R8 M) J, d
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& g2 U8 c. }+ Q' |' y: _本指南假定读者熟悉ITIL Foundation,其中介绍了ITIL 4的基本服务管理概念。% f' U/ l! }  W; ?6 `" N

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8 f! K! D4 q1 i8 C$ u" U) x$ S) ]契动的重要性        1 P. C9 Z# ?1 f: ~3 B# e9 a
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: g0 D  G+ \. v3 Q5 |% y参与对于优化服务价值至关重要。这是因为服务,价值始终是用户,客户,赞助商,服务提供者以及服务涉及的任何其他方的共创。0 q4 A! f& V0 U0 x  a1 ~9 ?+ V0 i

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对于驱动利益相关者价值,所有利益相关者必须为服务价值的共同创造做出贡献。该出版物将讨论客户旅程的主要步骤,并提供有关如何共同创造最有价值的旅程的指导。; I9 l9 S' }$ S0 B, h

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申明:
本文档由长河(微信achotsao)在机译的基础上经初步整理而成,精细化翻译工作正由ITIL先锋论坛组织的ITIL专家团队进行之中,预计将于2020年年底之前全部完成。需要下载最终翻译版本请关注微信公众号:IT管理精英圈,或访问www.itil4hub.cn  or  www.itilxf.com
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ITIL先锋论坛专家团队仅仅只是进行了这些著作的语种转换工作,我们并不拥有包括原著以及中文发行文件的任何版权,所有版权均为Axoles持有,读者在使用这些文件(含中文翻译版本)时需完全遵守Axoles 和 TSO所申明的所有版权要求。
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ITIL ® 4: DriveStakeholder Value aims to guide stakeholders, whetherthey are customers or service providers, through the principles and practices of cocreating                                                                                          value throughservices.% A6 w1 t# e- v+ s
Everyone contributes to valueco-creation, includingemployees from largeand small organizations, contractors, and customers. It is important to remember that this guidance is not prescriptive:not all of it will apply to everyone. Instead,it provides a framework for adoptingand adapting to each individual situation.) {+ Y* H) }* B/ r
This guide is written for individuals and organizations engagedin service relationships, including productand service provision, consumption, and relationship management. Theseare the peopleand organizations that are either involved in organizing the customer journeyor taking part in it. The targetaudience includes, but is not limited to:& l+ x1 _8 \& G. v% W
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" i. |' O8 A1 q6 iITIL ® 4undefinedrive Stakeholder Value offers best-practice guidance forengaging in and contributing to each of thesestages and can be used by anyone engaged in a service relationship, including service provision, service consumption, and relationship  management.
" ^8 r, r8 c- T* [/ W; C3 L& G6.2  Key principles                                               / V) _; H) K) ^' }. K+ L5 o! ~
6.2.1       Stakeholders                                                           Service consumers and serviceproviders are notthe only people involved in thecustomer journey.There are many stakeholders who contribute to, benefitfrom, or influence the journey.These stakeholders may includeowners, service provider employees, third-party suppliers, competitors, regulators, unions, industry organizations, communities, society, and others.
" S9 b& T) l" L6 a5 S. e" IServices must createvalue for all relevant stakeholders. Therefore, it is important that all key stakeholders are identified and that relationships with the stakeholders are understood and managed.
5 y' ?- k/ Z! g8 W5 m4 b) S" SOne way to understand how each stakeholder affects, or may be affected by, thejourney is to map thestakeholders in a matrix,categorized according to their influence and interestlevels. Figure1.1 shows an exampleof stakeholder analysis and mapping.1 d2 j, o8 Z, o
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The stakeholders can then be managedaccording to their combinedinfluence and interest, and can be kept satisfied, informed, and monitored with an appropriate level of communication. However, stakeholders and theirinfluence and interest may change during the journey.For example, serviceproviders may attempt to fosterstakeholder interest and influenceover time. This means that the stakeholder map should be revisited and amended regularlyas the journey progresses.! h) B1 [; p7 w) p* u
6.1.1       Service consumers                                                      In ITIL 4, theservice consumer is an organization that consumes a service. In practice, thereare at leastthree specific roles involved in the consumption of a service,which are shown in Figure 1.2 and include:
: ]: j# ^( g$ r: J●   the customerwho defines the requirements for a serviceand takes responsibility for the outcomesof service consumption7 E+ C- w' G: p5 {7 v  A
●   theuser who uses the service
/ y/ F' ]$ Y. Y- I: d●    the sponsorwho authorizes the budget for service consumption., ~' H- W" r" }' \
These roles maybe fulfilled by one or more people or teams, usually depending on the type andsize of the consumer organization. In organizations where the rolesare separate, communication and coordination arevital. To foster an effective servicerelationship betweenthe service provider and theservice consumer,it is necessary to invest resources in the coordination of both parties.6 i  Q3 _2 l: y2 |5 I, a

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