Service Design And Delivery Process
Tabita Knezevic
Creating service design and delivery processes enables those in the service industry to establish a baseline in order to provide consistent service to the customer and builds up a systematic mechanism that not only ensures a better experience to the customer, but also allows organizations to understand what is working for them and what is not in terms of their service delivery.
Processes form an integral part of service design components, along with people and products. People and Product (also called props) have a role to play in the creation and execution of service design, but in this article we will focus on Processes as a part of Service Design.
What is an example of service design processes? At a restaurant, processes would include as taking orders, entering orders, serving food, c At a retail store, processes would include stacking of products, billing, inventory, guiding a customer. At a bank, processes would include verification of details, handing over cash and so on
Actions take place either when a service is carried out or in order to support the service. Processes may involve only the employee, or both the employee and the customer. In other words, some processes are behind the scenes and some takes center stage.
A service can be carried out without specific, laid-out processes or with vague processes. However, in these cases, the inevitable result is that the outcome will be inconsistent and potentially sub-par, creating low or variable customer satisfaction.
The idea is to consider the customer journey throughout the service, with a focus on customer needs and expectations during this journey. The processes should focus on adding value without being unnecessary or overly complicated.
So, instead of simply listing steps that make up the process, list them in order and how they are handed off from one member of the team to the next. For instance, a process in a restaurant could specify:
Executing each service effectively depends on numerous roles within the organization, both front stage and backstage. It's essential to determine which role is responsible for which part of the service, and how that role should carry out that part. Giving each role a specific part of the process creates ownership within that role, as well as responsibility for carrying it out and accountability for that stage of the process.
Since carrying out a service involves a number of different roles, it can be extremely beneficial to get feedback on processes from the team members in those roles. This includes different levels of staff members, and those who are front stage as well as backstage.
The playbook is structured using the service design and delivery process framework. The process teaches you how to start with user needs, not government needs and build services that are simpler, clearer, and faster.
The service design and delivery process is a new way of delivering government services that makes it easier and quicker to build the right thing for users. Traditionally, government has built services in response to policy needs, and user needs would be discovered after the thing was built and finished.
The customer is the person who purchases a product or service, and the user is the person who uses it. Often the customer and the user are the same person, but not always.
This means that you can use the plays in this playbook, aligned with the 4 stages of the process to deliver ICT products and services in a gated delivery environment. The gated assurance process for agile projects is explained further on this page (Opens in new window) .
A service may need smaller products to meet user needs. If these products are delivered by different parts of government that are working in different ways it can make it harder for the user to do what they need to do.
Following the service design process will help your team build services that solve a real customer need, based on evidence. Following the process from beginning to end will also help you meet the NSW Design Standard.
Testing potential solutions directly with users and capturing their feedback early in the design process ensures that a service is on the right track and will work well for the people who will eventually be using it.
Our aim over this parliament is to transform the relationship between the citizen and state: to transform government, together. Service design is a big part of how we plan to do that, so it seemed timely to give a short outline on what we mean by it.
With that history, comes challenges. Government services are sometimes split into tiny pieces: lots of isolated transactions, products, and content provided by different parts of government that need to be used together by a user to achieve their goal.
About half way through before realising that this is about services in the computer / web sense, not the normal sense of 'government service' which I would argue is about delivering human interaction, e.g. home care, youth counselling.
The give away is where you say "we make things in code".
I believe there are lessons to be learned form this 'service design' (ITIL for example) for the human services too. But I guess that's not GDS?
As i understand it, business architecture is about describing an enterprise's governance structures, business processes and business information in order to align strategic objectives with tactical demands. This, as you say, is a scope that requires end-to-end and front to back thinking.
Services get designed and implemented through the application of a range of techniques, skills and methodologies. I think Business Architecture is a part of that design/implementation as much as User Experience (UX) design is, for example.
As the United States faces critical challenges, including recovering from a global pandemic, promoting prosperity and economic growth, advancing equity, and tackling the climate crisis, the needs of the people of the United States, informed by, in particular, an understanding of how they experience Government, should drive priorities for service delivery improvements. In recent years, the annual paperwork burden imposed by executive departments and agencies (agencies) on the public has been in excess of 9 billion hours. That number is too high. Agencies must work with the Congress; the private sector and nonprofit organizations; State, local, Tribal, and territorial governments; and other partners to design experiences with the Federal Government that effectively reduce administrative burdens, simplify both public-facing and internal processes to improve efficiency, and empower the Federal workforce to solve problems.
Sec. 8. OMB Guidance. The Director of OMB shall review and update OMB Government-wide guidance and supporting processes (such as information collection reviews or data sharing approvals) as necessary and applicable, to ensure conformity with this order and to assist agencies in improving their service delivery and customer experience.
Sec. 10. General Provisions. (a) Nothing in this order shall be construed to impair or otherwise affect:
(i) the authority granted by law to an executive department or agency, or the head thereof; or
(ii) the functions of the Director of the Office of Management and Budget relating to budgetary, administrative, or legislative proposals.
(b) This order shall be implemented consistent with applicable law and subject to the availability of appropriations.
(c) This order is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.
We'll be in touch with the latest information on how President Biden and his administration are working for the American people, as well as ways you can get involved and help our country build back better.
Service Design and Delivery provides a comprehensive overview of the increasingly important role played by the service industry. Focusing on the development of different processes employed by service organizations, the book emphasizes management of service in relation to products. It not only explores the complexity of this relationship, but also introduces strategies used in the design and management of service across various sectors, highlighting where tools, techniques and processes applicable to one sector may prove useful in another. The implementation methods introduced in the book also illustrate how and why companies can transform themselves into service organizations.
While the book is primarily intended as a text for advanced-level courses in service design and delivery, it also contains theoretical and practical knowledge beneficial to both practitioners in the service sector and those in manufacturing contemplating moving towards service delivery.
The next phase is research. This is where we expand on the stated problem or opportunity and work to better understand the people involved in the service delivery process. This includes customers and the people who interface with them.
This phase may include audience interviews, surveys, field studies, an experience map or journey map, experience principles, or personas. You likely choose the right methods from that list based on the context and goals of the research.
In user experience design multiple components must be designed: visuals, features and commands, copywriting, information architecture, and more. Not only must each component be designed correctly, but they also must be integrated to create a total user experience. Service design follows the same basic idea. There are several components, each one should be designed correctly, and all of them should be integrated.
Returning to the restaurant example, people would be farmers growing the produce, restaurant managers, chefs, hosts, and servers. Props would include (amongst others): the kitchen, ingredients, POS software, and uniforms. Processes would include: employees clocking in, servers entering orders, cleaning dishes, and storing food.
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