Relationships and Ownership - Operational Excellence Pillar

Relationships and Ownership

Your operating model defines the relationships between teams and supports identifiable ownership and responsibility.

Resources have identified owners: Understand who has ownership of each application, workload, platform, and infrastructure component, what business value is provided by that component, and why that ownership exists. Understanding the business value of these individual components and how they support business outcomes informs the processes and procedures applied against them.

Processes and procedures have identified owners: Understand who has ownership of the definition of individual processes and procedures, why those specific process and procedures are used, and why that ownership exists. Understanding the reasons that specific processes and procedures are used enables identification of improvement opportunities.

Operations activities have identified owners responsible for their performance: Understand who has responsibility to perform specific activities on defined workloads and why that responsibility exists. Understanding responsibility for performance of operations activities informs who will perform the action, validate the result, and provide feedback to the owner of the activity.

Team members know what they are responsible for: Understanding your role informs the prioritization of your tasks. This enables team members to recognize needs and respond appropriately.

Mechanisms exist to identify responsibility and ownership: Where no individual or team is identified, there are defined escalation paths to someone with the authority to assign ownership or plan for that need to be addressed.

Mechanisms exist to request additions, changes, and exceptions: You are able to make requests to owners of processes, procedures, and resources. Make informed decisions to approve requests where viable and determined to be appropriate after an evaluation of benefits and risks.

Responsibilities between teams are predefined or negotiated: There are defined or negotiated agreements between teams describing how they work with and support each other (for example, response times, service level objectives, or service level agreements). Understanding the impact of the teams’ work on business outcomes, and the outcomes of other teams and organizations, informs the prioritization of their tasks and enables them to respond appropriately.

When responsibility and ownership are undefined or unknown, you are at risk of both not addressing necessary activities in a timely fashion and of redundant and potentially conflicting efforts emerging to address those needs.