Team Collaboration in Service Delivery Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Service Delivery Managers, Operations Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-OM-043

Before you join: Participants should have experience working in a service, operations, project or support environment where work passes between people or teams.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Service delivery depends on teams coordinating work across functions, shifts, suppliers and customer-facing channels. When responsibilities are unclear, hand-offs are poorly specified or service information is delayed, customers experience missed commitments, repeated contacts and inconsistent resolutions. Managers also face avoidable rework, overloaded specialists and disputes over ownership. Strong collaboration turns separate activities into a managed service flow with clear decisions, visible priorities and reliable recovery when problems occur.

This course develops practical methods for organising and improving collaboration in service delivery. Participants map service value streams, define hand-offs with SIPOC and service blueprints, assign decision rights through RACI, and establish working agreements for routine coordination. They apply service-level agreements, operational-level agreements, visual management, ITIL 4 incident practices, root cause analysis and PDCA improvement cycles. The course also addresses difficult but essential team practices: escalation, feedback, conflict resolution, cross-functional performance reviews and customer-focused service recovery.

Teaching combines focused instructor briefings with cases, team analysis, service simulations, group exercises and structured application planning. Examples can be adapted to banking operations, public services, shared-service centres, healthcare administration, technology support, logistics and NGO programmes. Participants leave with a service collaboration action pack containing maps, role definitions, operating routines, measures and a 30-60-90 day implementation plan. The five-day instructor-led course is available in classrooms in 50+ cities or live online, with a certificate of completion issued to participants who complete the course.

The course is suited to professionals who coordinate people and processes rather than manage technical delivery alone. It is particularly valuable where work passes between teams and where service performance depends on timely decisions, consistent communication and disciplined follow-through.

What you will be able to do

  • Map service value streams and hand-offs using SIPOC and service blueprint techniques
  • Define team accountabilities, decision rights and escalation routes using RACI matrices
  • Establish coordination routines using huddles, visual boards, decision logs and working agreements
  • Design service-level and operational-level agreements with measurable performance commitments
  • Apply ITIL 4 incident practices to coordinate service restoration and stakeholder communications
  • Resolve cross-functional disagreements using interest-based negotiation, SBI feedback and conflict mapping
  • Analyse service failures using customer journey mapping, five whys, fishbone analysis and Pareto charts
  • Produce a 30-60-90 day collaboration improvement plan with measures, owners and review points

Benefits of attending

For you

  • Build confidence leading coordination conversations across teams with competing priorities
  • Create clearer role, hand-off and escalation arrangements for recurring service work
  • Handle service incidents and customer recovery communications with greater discipline
  • Use evidence from workflow and performance data to address team friction
  • Return with a practical improvement plan for an active service delivery challenge

For your organisation

  • Reduce delays and rework caused by unclear ownership and weak hand-offs
  • Improve adherence to service commitments through visible priorities and escalation routes
  • Increase consistency of incident communications, recovery actions and post-incident follow-up
  • Prevent local team targets from damaging end-to-end customer service performance
  • Create repeatable routines for cross-functional reviews and service improvement

Course modules

10 modules over 5 days

Participants can map an end-to-end service flow and identify collaboration risks at critical hand-offs.

  • Service value streams mapped from customer request through fulfilment and support
  • SIPOC boundaries define suppliers, inputs, outputs, customers and hand-off ownership
  • Moments of truth identify service failures visible to customers
  • Frontstage and backstage activities distinguished using a service blueprint
  • Internal service promises translated into measurable team commitments
  • Failure demand separated from value demand using demand analysis

Participants can define clear accountabilities and working agreements for shared service activities.

  • RACI matrices assign accountable decisions for recurring service-delivery activities
  • Team charters establish purpose, boundaries, norms and decision rights
  • Skills matrices expose single points of failure and cross-training priorities
  • Working agreements set response times, meeting rules and escalation etiquette
  • Role ambiguity diagnosed through responsibility interviews and task observation
  • Authority limits documented for approvals, exceptions and customer recovery

Participants can establish communication routines that make workload, decisions and blockers visible.

  • Daily huddles structure operational updates, constraints, priorities and commitments
  • SBAR messages frame urgent service issues for rapid cross-team action
  • Closed-loop communication confirms ownership, deadlines and completion evidence
  • Visual management boards display workload, blockers, ageing and service status
  • Meeting cadences separate coordination, problem-solving, governance and improvement conversations
  • Decision logs record options, owners, rationale and review dates

Participants can improve workflow coordination using hand-off controls, agreements and flow measures.

  • Kanban boards limit work in progress and expose bottlenecks
  • Service-level agreements specify targets, measurement rules, exclusions and remedies
  • Operational-level agreements clarify internal dependencies supporting external service commitments
  • Queue analysis distinguishes arrival patterns, capacity constraints and waiting-time causes
  • Standard work documents critical hand-offs, acceptance criteria and exception routes
  • Swimlane process maps reveal rework loops and unowned transfer points

Participants can coordinate incident response, escalation and recovery activities across service teams.

  • ITIL 4 incident practices coordinate restoration, communication and escalation
  • Major incident roles separate command, technical investigation and stakeholder liaison
  • Severity matrices combine business impact, urgency and customer exposure
  • Escalation paths trigger timely support without bypassing accountable owners
  • Runbooks guide diagnosis, communications, workaround approval and service restoration
  • Post-incident reviews capture facts, actions, owners and due dates

Participants can address cross-functional tension while maintaining accountability and working relationships.

  • Interest-based negotiation separates positions, interests, options and objective criteria
  • Thomas-Kilmann modes selected according to urgency, stakes and relationship needs
  • SBI feedback structures conversations around situation, behaviour and observable impact
  • Psychological safety practices encourage early reporting of risks and mistakes
  • Conflict maps identify parties, contested issues, dependencies and resolution routes
  • Facilitated conversations convert blame statements into jointly owned problems

Participants can connect internal collaboration failures to customer impact and corrective action.

  • Voice-of-customer data converts complaints into service requirements and priorities
  • Service recovery protocols define apology, remedy, authority and follow-up
  • Root cause analysis applies five whys and fishbone categories
  • Pareto charts prioritise recurrent defects by frequency, impact and effort
  • Error-proofing controls prevent predictable hand-off omissions and data errors
  • Customer journey maps connect operational failures with customer effort

Participants can use shared measures and review routines to improve end-to-end service results.

  • Balanced scorecards connect service outcomes, processes, capability and financial measures
  • Leading indicators flag risks before service-level targets are missed
  • Operational dashboards distinguish volume, flow, quality and customer measures
  • Control charts separate common-cause variation from special-cause signals
  • Weekly performance reviews test countermeasures against agreed evidence
  • Team metrics avoid local optimisation and conflicting service targets

Participants can run structured improvement work that converts service evidence into sustained changes.

  • PDCA cycles test service improvements through planned, measured iterations
  • A3 problem-solving frames background, analysis, countermeasures and follow-up
  • Value stream mapping quantifies delay, rework, queues and hand-offs
  • Kaizen prioritisation weighs customer impact, feasibility, risk and ownership
  • Change impact assessments identify affected roles, procedures and communications
  • Retrospectives convert delivery experience into specific process adjustments

Participants can prepare a practical plan for embedding improved collaboration in their service area.

  • Stakeholder maps identify service partners, influence, needs and engagement actions
  • Collaboration plans align routines, roles, measures and escalation arrangements
  • 30-60-90 day plans sequence adoption actions and review points
  • Governance calendars schedule performance reviews, risk reviews and improvement forums
  • Readiness assessments test capability, capacity, sponsorship and implementation risks
  • Personal commitments specify first actions, sponsors, evidence and deadlines

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Service value stream and service blueprint template
  2. RACI matrix and team working agreement
  3. Service-level agreement and operational-level agreement checklist
  4. Incident escalation and service recovery playbook
  5. Collaborative performance dashboard model
  6. 30-60-90 day service collaboration improvement plan

Who should attend

  • Service Delivery Managers — responsible for meeting customer commitments through coordinated teams
  • Operations Managers — accountable for flow, capacity, quality and cross-team performance
  • Project Managers — coordinating operational teams during service change or transition
  • Team Leaders and Supervisors — setting daily priorities, roles and communication routines
  • Customer Service Managers — improving hand-offs, recovery actions and customer experience
  • Process Improvement Specialists — diagnosing collaboration failures and implementing practical countermeasures

Skills and tools covered

Service workflow designCross-functional coordinationIncident response managementTeam communication routinesService performance measurementContinuous improvement planning

Tools and standards

RACI matrix, SIPOC diagram, ITIL 4, Kanban

How the course runs

Training methodology

The course uses short instructor briefings to introduce methods, followed by case work, group analysis and facilitated discussion. Participants map service flows, examine hand-off failures, assign responsibilities, interpret service measures and respond to simulated incidents. Team exercises test communication routines, escalation decisions, conflict responses and improvement priorities. Cases may reflect the cohort's sector and operating model. Each participant develops an application plan using course templates, with peer and instructor feedback to strengthen actions, measures and ownership.

Requirements and prerequisites

Participants should have experience working in a service, operations, project or support environment where work passes between people or teams. Familiarity with basic process maps, team meetings, performance measures or service targets is helpful. Participants should be able to discuss a real service process and identify common delays, hand-offs or customer issues. No formal operations qualification, ITIL certification, Lean credential, statistical training or prior management position is required. The course explains its frameworks and templates before applying them.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should have some exposure to service, operations, support or project work involving multiple people or teams. No formal qualification in ITIL, Lean, project management or process improvement is required.

Bring examples of a current service process, common hand-off problems, service targets or recurring customer issues if your employer permits sharing them. Participants receive the course materials and templates needed for the activities.

The course is designed for service delivery managers, operations managers, team leaders, project managers and improvement specialists. It also suits professionals moving into roles that require coordination across operational teams.

Project management courses focus on temporary initiatives, while customer service courses commonly focus on direct customer interactions. This course concentrates on how teams coordinate routine service work, hand-offs, incidents, performance reviews and improvement actions.

Participants can use the templates to map a service flow, clarify responsibilities, set working agreements and improve an escalation route. The final implementation plan identifies immediate actions, measures, owners and review dates for a live service challenge.

The programme includes approximately 32.5 contact hours, normally delivered from 08:30 to 16:30 each day. Time is divided across ten modules using briefings, case analysis, group exercises, simulations and application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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