The IT Service Management
The IT Service Management
The IT Service Management
Copyright 2008
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1 Table of Contents
2
Step 3 ........................................................................................................................................................................ 12
3.2
3.3
Service Portfolio Management Role & Responsibilities ......................................................................................... 16
3.3.1 Critical Knowledge, Skills and Experience............................................................................................................. 17
4
4.2
4.3
4.4
4.5
4.6
4.7
4.8
5.4
Service Transition Roles & Responsibilities ............................................................................................................ 44
5.4.1 Service Transition Manager .................................................................................................................................. 45
5.5
5.6
Service Validation and Test Roles & Responsibilities ............................................................................................. 47
5.6.1 Validation and Test Management ........................................................................................................................ 47
5.6.2 Plan and Design Test............................................................................................................................................. 48
5.6.3 Verify Test Plan and Test Design .......................................................................................................................... 48
5.6.4 Prepare Test Environment .................................................................................................................................... 48
5.6.5 Perform Tests ....................................................................................................................................................... 48
5.6.6 Evaluate Exit Criteria and Report.......................................................................................................................... 49
5.6.7 Test Clean up and Closure .................................................................................................................................... 49
5.7
Change Management Roles & Responsibilities ...................................................................................................... 50
5.7.1 The Change Authority ........................................................................................................................................... 50
5.7.2 The Change Manager............................................................................................................................................ 51
5.7.3 Change Advisory Board......................................................................................................................................... 51
5.8
CMDB Roles & Responsibilities ............................................................................................................................... 52
5.8.1 The Service Asset Manager .................................................................................................................................. 53
5.8.2 The Configuration Manager ................................................................................................................................. 54
5.8.3 The Configuration Analyst .................................................................................................................................... 55
5.8.4 The Configuration Librarian .................................................................................................................................. 56
5.8.5 The CMS/Tools Administrator .............................................................................................................................. 57
5.8.6 The Configuration Control Board ......................................................................................................................... 58
5.9
Knowledge Management Roles & Responsibilities ................................................................................................ 59
5.9.1 The Knowledge Management Process Owner...................................................................................................... 59
5.10
5.11
Release & Deployment Roles & Responsibilities .................................................................................................... 61
5.11.1
The Release and Deployment Manager ........................................................................................................... 61
5.11.2
Release Packaging and Build ............................................................................................................................ 62
5.11.3
The Release Packaging and Build Manager ...................................................................................................... 62
5.11.4
Deployment ...................................................................................................................................................... 63
5.11.5
Early Life Support ............................................................................................................................................. 64
5.11.6
Build and Test Environment Management ...................................................................................................... 65
6
6.4
Service Desk Roles & Responsibilities ..................................................................................................................... 74
6.4.1 Service Desk Manager .......................................................................................................................................... 74
6.4.2 Service Desk Supervisor ........................................................................................................................................ 75
6.4.3 Service Desk Analysts ........................................................................................................................................... 75
6.4.4 Super Users........................................................................................................................................................... 76
6.5
Service Operation Functions Roles & Responsibilities ............................................................................................ 77
6.5.1 Technical Management Function ......................................................................................................................... 77
6.5.2 IT Operations Management.................................................................................................................................. 79
6.5.3 Application Management ..................................................................................................................................... 80
6.6
7
10
11
12
8.2
8.3
9.2
9.3
9.4
9.5
9.6
10.2
10.3
10.4
10.5
11.2
11.3
11.4
13
14
2 INTRODUCTION ROADMAP
Many organizations are looking to implement the ITIL processes as a way to improve the structure and
quality of the business.
This document describes the contents of the Roles & Responsibilities Workbook. The information found
within the Workbook is based on the ITIL Version 3 framework, focusing on five phases of the ITIL
Lifecycle.
The Workbook is designed to answer a lot of the questions about the roles and responsibilities of
various process owners, as well as other parties involved in the Service Lifecycle, and provide you with
useful guides and user-friendly templates.
The Workbook serves to act as a starting point. It will give you a clear path to travel. It is designed to be
a valuable source of information and activity.
2.1 Step 1
Within each Lifecycle phase, there are a number of documents that outline the roles and
responsibilities involved in each process.
Below is an itemized list of these documents. You can use these documents and resources within your
own organization or as a template to help you in prepare your own bespoke documentation.
2.1.1
Service Strategy
2.1.2
Service Design
2.1.3
Service Transition
2.1.4
Service Operation
2.1.5
1
0
2.2 Step 2
Within each Lifecycle phase, you can also find a job description or performance review template for
many of the process owners. These can be used by the organization when assessing current staff or
when considering the suitability of potential new staff. Below is a list of these documents.
2.2.1
Service Strategy
2.2.2
Service Design
1. Availability Manager
2. ITSCM Process Manager
3. Security Manager
4. Service Catalogue Manager
5. Service Level Manager
6. Supplier Manager
2.2.3
Service Transition
1. Change Manager
2. Service Asset & Configuration Managers
3. Knowledge Manager
4. Planning & Support Team
5. Release & Deployment Manager
1
1
2.2.4
Service Operation
2.2.5
2.3 Step 3
As an additional bonus resource, you will also find a Mapping Responsibilities document for
ISO/IEC 20000 that has been designed to help guide the process of delegating and defining roles
and responsibilities for ISO/IEC 20000 certification.
12
3 SERVICE STRATEGY
3.1 Demand and Capacity Management Roles & Responsibilities
A Demand & Capacity Manager has responsibility for ensuring that the aims of both Demand &
Capacity Management are met. This includes such tasks as:
Ensuring that there is adequate IT capacity to meet required levels of service, and that
senior IT management is correctly advised on how to match capacity and demand and to
ensure that use of existing capacity is optimized
Identifying, with the Service Level Manager, capacity requirements through discussions with
the business users
Understanding the current usage of the infrastructure and IT services, and the maximum
capacity of each component
Performing sizing on all proposed new services and systems, possibly using modeling
techniques, to ascertain capacity requirements
Forecasting future capacity requirements based on business plans, usage trends, sizing of
new services, etc.
Production, regular review and revision of the Capacity Plan, in line with the organizations
business planning cycle, identifying current usage and forecast requirements during the
period covered by the plan
Ensuring that appropriate levels of monitoring of resources and system performance are set
Analysis of usage and performance data, and reporting on performance against targets
contained in SLAs
Raising incidents and problems when breaches of capacity or performance thresholds are
detected, and assisting with the investigation and diagnosis of capacity-related incidents
and problems
Identifying and initiating and tuning to be carried out to optimize and improve capacity or
performance
Identifying and implementing initiatives to improve resource usage for example, demand
management techniques
Assessing new technology and its relevance to the organization in terms of performance
and cost
13
Being familiar with potential future demand for IT services and assessing this on
performance service levels
Ensuring that all changes are assessed for their impact on capacity and performance and
attending CAB meetings when appropriate
Producing regular management reports that include current usage of resources, trends and
forecasts
Sizing all proposed new services and systems to determine the computer and network
resources required, to determine hardware utilization, performance service levels and cost
implications
Assessing new techniques and hardware and software products for use by Capacity
Management that might improve the efficiency and effectiveness of the process
Maintaining a knowledge of future demand for IT services and predicting the effects of
demand on performance service levels
14
Assisting in developing account plans and investment cases for the IT organization and its
Customers.
15
Product Managers bring coordination and focus to the organization around the Service Catalogue,
or which they maintain ownership. They work closely with Business Relationship Managers
(BRMs) who bring coordination and focus to the Customer Portfolio.
Product Managers are recognized as the subject matter experts on Lines of Service (LOS) and the
Service Catalogue. They understand Service Models and their internal structure and dynamics to
be able to drive changes and improvements effectively. They have a consolidated view of costs
and risks across LOS, just as BRMs maintain a similar view across customers and contracts.
Product Managers evaluate new market opportunities, operating models, technologies and the
emerging needs of customers. They follow variety-based positions and seek new sources of
demand for items in the Service Catalogue. They negotiate internal agreements with BRMs, who
represent the underserved needs of customers. When solutions are not found in the Catalogue or
Pipeline, Product Managers and BRMs work together on making a business case for new service
development (NSD). They involve the Sourcing Management function when there is a need to
integrate third-party services and other service components for a new or existing service. They
hold a position within the Sourcing Organization. This requires Product Managers to be adept in
integration projects and in holding internal and external suppliers accountable via formal
agreements.
Product managers provide leadership on the development of business cases, LOS strategy, new
service development and Service Lifecycle management schedules. They perform financial
analysis in collaboration with Service Design, Service Operation and Financial Management. This
requires them to be good in negotiation, managing conflict and achieving consensus in order to
achieve the organizations strategic positions and financial objectives.
16
They bring the market mindset necessary for an outcome-based definition of services and
effectiveness in value creation. They are able to manage conflict and constraints. They balance
change and innovation in the Service Pipeline with stability, dependability and financial
performance of the Service Catalogue. Product Managers are able to communicate LOS strategies
effectively to senior leadership, develop partnerships with other groups within the organization and
outside suppliers in order to satisfy customer needs. They must be able to play new service
development programmes in response to new market opportunities, assess the impact of new
technologies, and guide the creation of innovative solutions. They market the development and
implementation of services that incorporate new technologies or system development. This
requires extensive cross-organization communications.
3.3.1
Product Managers should have working knowledge of the market spaces with regards to industry
applications, business trends, technologies, competitive scenarios, regulations, suppliers and
vendors. They also should have demonstrated sustained performance in previous assignments,
sound business judgment, negotiating skills and people skills. They should have excellent
communications skills and the ability to accept challenges and manage the positive and negative
aspects of risks, and develop solutions on time and within cost objectives.
Product management draws from multiple disciplines, bodies of knowledge and communities of
practice:
17
4 SERVICE DESIGN
4.1 Organizing of Service Design Roles & Responsibilities
To enable the Service Design phase to be successful, it is essential that the relevant roles and
responsibilities are defined, within the organization of various activities.
When designing a service or a process, it is imperative that all the roles are clearly defined. A
trademark of high performing organizations is the ability to make the right decisions quickly and
execute them effectively. Whether the decision involves a strategic choice or a critical operation,
being clear on who has input, who decides and who takes action will enable the company to move
forward rapidly.
The RACI model is beneficial in enabling decisions to be made with pace and confidence. RACI is
an acronym for the main roles of:
Responsible person or people responsible for getting the job done.
Accountable only one person can be accountable for each task.
Consulted people who are consulted and whose opinions are sort.
Informed people who are kept up-to-date on progress.
Occasionally an extended version of RACI is used called RACI-VS, with two further roles as
follows:
Verifies person or group that checks whether the acceptance criteria have been met.
Signs off person who approves the V decision and authorizes the product hand-off. This could
be the Accountable (or A) person.
A third variation of the RACI model is RASCI, where the S represents Supportive. This role
provides additional resources to conduct the work, or plays a supportive role in implementation, for
example. This could be beneficial for IT service implementation.
18
19
The RACI chart shown below in Table 1 shows the structure and power of RACI modeling with the
activities down the left-hand side including the actions that need to be taken and decisions that
must be made. Across the top, the chart lists the functional roles responsible for carrying out the
initiative or playing a part in decision making.
Whether RACI or some other tool or model is used, the important thing is to not just leave the
assignment of responsibilities to chance or leave it to the last minute to decide. Conflicts can be
avoided and decisions can be made quickly if the roles are allocated in advance. To build a RACI
chart the following steps are required:
4.1.1
Security
Procurement
service
Manager
Manager
Manager
Manager
management
Activity 1
AR
Activity 2
Activity 3
Activity 4
Activity 5
4.1.2
Also, does the type or degree of participation for this roles qualifications?
4.1.3
Activity Analysis
More than one R: too many roles responsible often mean that no one takes responsibility.
Responsibility may be shared, but only if roles are clear.
Many Cs: is there a requirement to consult with so many roles? What are the benefits
and can the extra time be justified?
No Cs and Is: are the communication channels open to enable people and departments
to talk to each other and keep each other up-to-date?
4.1.4
The specific roles within ITIL Service Management all require specific skills, attributes and
competences from the people involved to enable them to work effectively and efficiently.
However, whatever role, it is imperative that the person carrying out that role has the following
attributes:
The ability to use, understand and interpret the best practice, policies and procedures to
ensure adherence.
20
The following are examples of attributes required in many of the roles, dependent on the
organization and the specific role:
Management skills both from a person management perspective and from the overall control
of process.
Meeting skills to organize, chair, document and ensure actions are followed up
More information about the skills and competences of these roles can be found within the Skills
Framework for the Information Age (SFIA http://www.sfia.org.uk/)
21
4.1.5
The Service Level Manager has responsibility for ensuring that the aims of Service Level
Management are met. This includes responsibilities such as:
Ensuring that the current and future service requirements of customers are identified,
understood and documented in SLA and SLR documents.
Negotiating and agreeing levels of service to be delivered with the customer (either
internal or external); formally documenting these levels of service in SLAs.
Negotiating and agreeing OLAs and, in some cases, other SLAs and agreements that
underpin the SLAs with the customers of the service.
Assisting with the production and maintenance of an accurate Service Portfolio, Service
Catalogue, Application Portfolio and the corresponding maintenance procedures.
Ensuring that targets agreed within underpinning contracts are aligned with SLA and SLR
targets.
Ensuring that service reports are produced for each customer service and that breaches
of SLA targets are highlighted, investigated and actions taken to prevent their recurrence.
Ensuring that service performance reviews are scheduled, carried out with customers
regularly and are documented with agreed actions progressed.
Ensuring that improvement initiatives identified in service reviews are acted on and
progress reports are provide to customers
Reviewing service scope, SLAs, OLAs and other agreements on a regular basis, ideally
at least annually.
Ensuring that all changes are assessed for their impact on service levels, including SLAs,
OLAs and underpinning contracts, including attendance at CAB meetings if appropriate.
Developing relationships and communication with stakeholders, customers and key users.
Defining and agreeing complaints and their recording management, escalation, where
necessary, and resolution
22
Ensuring that all existing services deliver the levels of availability agreed with the business in
SLAs
Ensuring that all new services are designed to deliver the levels of availability required by the
business, and validation of the final design to meet the minimum levels of availability as
agreed by the business for IT services
Assisting with the investigation and diagnosis of all incidents and problems that cause
availability issues or unavailability of services or components
Specifying the requirements for new or enhanced event management systems for automatic
monitoring of availability of IT components
Being responsible for monitoring actual IT availability achieved against SLA targets, and
providing a range of IT availability reporting to ensure that agreed levels of availability,
reliability and maintainability are measured and monitored on an ongoing basis
Proactively improving service availability wherever possible, and optimizing the availability of
the IT infrastructure to deliver cost-effective improvements that deliver tangible benefits to the
business
Ensuring that the Availability Management process, its associated techniques and methods
are regularly reviewed and audited, and that all of these are subject to continual improvement
and remain fit for purpose
Working with Financial Management, ensuring the levels of IT availability required are costjustified
23
Maintaining and completing an availability testing schedule for all availability mechanisms
Ensuring that all availability tests and plans are tested after every major business change
Assisting Security and IT Service Continuity Management with the assessment and
management of risk
Assessing changes for their impact on all aspects of availability, including overall service
availability and the Availability Plan
24
Ensuring that there is adequate IT capacity to meet required levels of service, and that senior
IT management is correctly advised on how to match capacity and demand and to ensure
that use of existing capacity is optimized
Identifying, with the Service Level Manager, capacity requirements through discussions with
the business users
Understanding the current usage of the infrastructure and IT services, and the maximum
capacity of each component
Performing sizing on all proposed new services and systems, possibly using modeling
techniques, to ascertain capacity requirements
Forecasting future capacity requirements based on business plans, usage trends, sizing of
new services, etc.
Production, regular review and revision of the Capacity Plan, in line with the organizations
business planning cycle, identifying current usage and forecast requirements during the
period covered by the plan
Ensuring that appropriate levels of monitoring of resources and system performance are set
Analysis of usage and performance data, and reporting on performance against targets
contained in SLAs
Raising incidents and problems when breaches of capacity or performance thresholds are
detected, and assisting with the investigation and diagnosis of capacity-related incidents and
problems
Identifying and initiating and tuning to be carried out to optimize and improve capacity or
performance
Identifying and implementing initiatives to improve resource usage for example, demand
management techniques
Assessing new technology and its relevance to the organization in terms of performance and
cost
Being familiar with potential future demand for IT services and assessing this on performance
service levels
25
Ensuring that all changes are assessed for their impact on capacity and performance and
attending CAB meetings when appropriate
Producing regular management reports that include current usage of resources, trends and
forecasts
Sizing all proposed new services and systems to determine the computer and network
resources required, to determine hardware utilization, performance service levels and cost
implications
Assessing new techniques and hardware and software products for use by Capacity
Management that might improve the efficiency and effectiveness of the process
Maintaining a knowledge of future demand for IT services and predicting the effects of
demand on performance service levels
26
Performing Business Impact Analyses for all existing and new services
Implementing and maintaining the ITSCM process, in accordance with the overall
requirements of the organizations Business Continuity Management process, and
representing the IT services function within the Business Continuity Management process
Ensuring that all ITSCM plans, risks and activities underpin and align with all BCM plans,
risks and activities, and are capable of meeting the agreed and documented targets under
any circumstances
Performing risk assessment and risk management to prevent disasters where cost-justifiable
and where practical
Assessing potential service continuity issues and invoking the Service Continuity Plan if
necessary
Performing post mortem reviews of service continuity tests and invocations, and instigating
corrective actions where required
Developing and managing the ITSCM plans to ensure that, at all times, the recovery
objectives of the business can be achieved
Ensuring that all IT service areas are prepared and able to respond to an invocation of the
continuity plans
Maintaining a comprehensive IT testing schedule, including testing all continuity plans in line
with business requirements and after every major business change
Undertaking quality reviews of all procedures and ensuring that these are incorporated into
the testing schedule
Communicating and maintaining awareness of ITSCM objectives within the business areas
supported and IT service areas
Undertaking regular reviews, at least annually, of the Continuity Plans with the business
areas to ensure that they accurately reflect the business needs
Assessing changes for their impact on Service Continuity and Continuity Plans
27
Developing and maintaining the Information Security Policy and a supporting set of specific
policies, ensuring appropriate authorization, commitment and endorsement from senior IT
and business management.
Communicating and publicizing the Information Security Policy to all appropriate parties
Identifying and classifying IT and information assets (Configuration Items) and the level of
control and protection required
Performing Security Risk Analysis and risk management in conjunction with Availability and
IT service Continuity Management
Developing and documenting procedures for operating and maintaining security controls
Monitoring and managing all security breaches and handling security incidents, taking
remedial action to prevent recurrence wherever possible
Reporting, analyzing and reducing the impact and volumes of all security incidents in
conjunction with Problem Management
Maintaining a set of security controls and documentation, and regularly reviewing and
auditing all security controls and procedures
Ensuring all changes are assessed for impact on all security aspects, including the
Information Security Policy and security controls, and attending CAB meetings when
appropriate
Participating in any security reviews arising from security breaches and instigating remedial
actions
Ensuring that the confidentiality, integrity and availability of the services are maintained at the
levels agreed in the SLAs and that they conform to all relevant statutory requirements
Ensuring that all access to services by external partners and suppliers is subject to
contractual agreements and responsibilities
28
Ensuring that all operational services and all services being prepared for operational running
are recorded within the Service Catalogue
Ensuring that all the information within the Service Catalogue is accurate and up-to-date
Ensuring that all the information within the Service Catalogue is consistent with the
information within the Service Portfolio
Ensuring that the information within the Service Catalogue is adequately protected and
backed up.
29
Ensuring that the current and future service requirements of customers are identified,
understood and documented in SLA and SLR documents.
Negotiating and agreeing levels of service to be delivered with the customer (either
internal or external); formally documenting these levels of service in SLAs
Negotiating and agreeing OLAs and, in some cases, other SLAs and agreements that
underpin the SLAs with the customers of the service
Assisting with the production and maintenance of an accurate Service Portfolio, Service
Catalogue, Application Portfolio and the corresponding maintenance procedures
Ensuring that targets agreed within underpinning contracts are aligned with SLA and SLR
targets
Ensuring that service reports are produced for each customer service and that breaches
of SLA targets are highlighted, investigated and actions taken to prevent recurrence
Ensuring that service performance reviews are schedules, carried out with customers
regularly and are documented with agreed actions progressed
Ensuring that improvement initiatives identified in service reviews are acted on and
progress reports are provided to customers.
Reviewing service scope, SLAs, OLAs and other agreements on a regular basis, ideally
at least annually
Ensuring that all changes are assessed for their impact on service levels, including SLAs,
OLAs and underpinning contracts, including attendance at Change Advisory Board
meetings if appropriate
Developing relationships and communication with stakeholders, customers and key users
Defining and agreeing complaints and their recording, management, escalation, where
necessary, and resolution
30
Ensuring that value for money is obtained from all IT suppliers and contracts
Ensuring that all IT supplier processes are consistent and interface to all corporate
supplier strategies, processes and standard terms and conditions
Review and Risk Analysis of all suppliers and contracts on a regular basis
Ensuring that any underpinning contracts, agreements or SLAs developed are aligned
with those of the business
Ensuring that all supporting services are scoped and documented and that interfaces and
dependencies between suppliers, supporting services and supplier processes are agreed
and documented
Ensuring that all roles and relationships between lead and any sub-contracted suppliers
are documented, maintained and subject to contractual agreement
Reviewing lead suppliers processes to ensure that any sub-contracted suppliers are
meeting their contractual obligations
Performing contract or SLA reviews at least annually, and ensuring that all contracts are
consistent with organizational requirements and standard terms and conditions wherever
possible
Updating contracts or SLAs when required, ensuring that the Change Management
process is followed
Maintaining a process for dealing with contractual disputes, and ensuring that any
disputes are dealt with in an efficient and effective manner
Maintaining a process for dealing with the expected end, early end or transfer of a service
31
Ensuring changes are assessed for their impact on suppliers, supporting services and
contracts and attending CAB meetings when appropriate
Coordinating and supporting all individual IT supplier and contract managers, ensuring
that each supplier/contract has a nominated owner within the service provider
organization.
32
5 SERVICE TRANSITION
5.1 Organizing of Service Transition
Managing change and transition is the responsibility of the managers and Executives involved in
that change. They must have an awareness that change has to be managed, that people have to
be communicated with openly and honestly and that resistance has to be sought out, listened to
and responded to appropriately. This is especially the case if a change is on a scale that is
significant enough to affect the organization as a whole. The Management Board and Executive
must ensure that there are adequate connections and controls throughout the organization to
alert them to the barriers and to facilitate the transition to its goal.
A clear, strategic vision coming from the Management Board and/or Executive is imperative to
drive and maintain the change.
5.1.1
Organizational change is always a challenge. Factors that drive successful change initiatives at
the organization level include:
Organization adoption
Governance process
Organization capabilities
Although Service Transition is not accountable for the overall management of business and
technical change, the Service Transition process owner of manager is a key stakeholder and
needs to be proactive in reporting issues and risks to the change leaders, e.g. when the volume
of changes may impact Service Operations ability to keep the services running.
33
Business culture this may be different depending on the industry, geography, etc.
Cultural and organization assessment and change design are the responsibility of strategy and
design. However, most significant Service Transitions will have an effect on working practices
and so require a change in the behavior and attitudes of many teams and stakeholder groups.
Understanding the organizational change elements of a transition is therefore vital. The
assessment of the likely risks and success is an important element of the transition as a whole.
Service Transition will be involved early in the lifecycle to ensure that these aspects are assessed
and incorporated into the design and build of the organizational change.
Service Transition must be actively involved in changing the mindsets of people across the
lifecycle to ensure they are ready to play their role in Service Transition. These people will
include:
Customers
Users
Suppliers
Key stakeholders
34
Service Transition will focus on simple measures at any one time to ensure there is consistency
in the implementation of the changes. For example, Service Transition would be interested in
helping people to:
Understand the importance of making decisions at the right speed/within the appropriate time
Understand the need to complete and review configuration baselines in a timely manner
Apply more effective risk assessment and management methods for Service Transition
Service Design will perform the assessment of the capability and capacity of the IT organization
to transition the new or changed services. Service Transition has a quality assurance role to
check that the organization and stakeholders are ready for the change and it will raise any issues
and risks related to organizational change that are identified, e.g. during testing, pilots,
deployment and early life support.
Service Transition is also responsible for ensuring that the organizational change happens
according to the plans, that the change is still relevant in current circumstances and that the
organizational change delivers the predicted organization, capabilities and resources. This will
involve checking that changes are being adopted, e.g. that a critical mass of customers, users
and Service Operations staff accept the change and make a personal commitment to
implementing it.
Anecdotal evidence suggests that once a critical mass of around 70% of affected people have
accepted the change into their normal way of working, the change can safely be held as
established behavior. If the adoption rate is lower, then a significant change exists that an
organization might revert to the old ways. The actual figure will be greatly influenced by the
degree of staff involvement with a particular change, e.g. a few key staff can deliver a
disproportionately major influence for acceptance or rejection.
Achieving successful Service Transition requires organized, competent and well-motivated
people to build, test, deploy and operate the service. Successful Service Transitions rely on
changing the organization and people and it is important to focus on such aspects as competency
assessment and development, recruiting, skills development, knowledge transfer, team building,
process improvements and resource deployment. If there is a gap in capability then Service
Transition will provide input into the relevant part, e.g. project management, Service Design,
Continual Service Improvement.
35
5.1.2
For successful Service Transition, an organization needs to determine the underlying values and
drivers that enable effective management of change. Each organization and combination of
organizations is different, so the Service Transition approach to change is determined, in part, by
the culture and so may vary across the organization.
Organizational culture is the whole of the ideas, corporate values, beliefs, practices and
expectations about behavior and daily customs that are shared by the employees in an
organization. Culture can support an implementation or it can be the source of resistance.
When performing Service Transition activities it is important to gain an understanding of the type
of culture currently existing in the organization and how this is likely to be affected by any
proposed changes. Conversely, it is equally important to understand the effect current culture
may have as a barrier to realizing change. Examples of key questions to be posed to help
identify culture are shown below. These questions are useful when reviewing the Service
Strategy and Service Design deliverables.
36
Cultural Aspect
Language
Change
Communication
Knowledge flow
Communities
Networks
Working environment
History
Meetings
Time
Question
Is there a common language or shared language(s)? Does the
language inhibit and reinforce boundaries or facilitate effective
change and knowledge transfer? Is the organizational language
style mostly formal or informal?
Does the organization appear to resist change or is it constantly
evolving?
What are the preferred modes of communication? What is the
content and style of internal communications? Where does official
and unofficial communication happen? Are communication
channels open and democratic or closed and hierarchical? How
is knowledge and experience shared? Are rumors/gossip
prevalent?
How do people describe the way knowledge and information is
transferred around the organization? How easy is it to find what
you need to know, when you need it? How easy is it to find the
right person with the right experience?
Are there identifiable communities within the organization? Is
there a community leader, e.g. problem management community
leader? What is the structure and function of these communities?
Are an individuals networks well developed, on the whole? What
kind of information is exchanged by these people?
Does the working environment create the right conditions for
knowledge transfer and integrated working, e.g. close proximity
physically and/or electronic tools? How are desks configured?
How are communal areas used?
How does the organization see its own history? Is it valued and
used or quickly forgotten? How does the organization value past
experiences, e.g. do people still refer back to their old company
after a merger?
Are meetings seen as productive? How are they managed? Are
they effective? Does everyone feel safe to speak? How is opinion
or criticism handled? How is output captured or taken forward?
How are individuals/teams rewarded or recognized for sharing
knowledge/information and experience? What motivates people
in the organization? What else might be blocking engagement of
an individual/team, e.g. other major change, major incident
handling?
What are individuals, teams and the organizational attitudes to
time, e.g. busy or relaxed; punctual, rigid and unchanging or
flexible?
37
5.2.1
Many people are affected by a service change. Consequently, sufficient stakeholder buy-in is
required to carry the transition forward successfully. It is important to establish an individuals
stage within the emotional cycle to understand the method of approach. It is important to identify:
Those who are already in support of the transition, and on whom it is not sensible to spend
time right now since they do not need conversion; they will be picked up at the acceptance
stage
Those who are strongly opposed, and who would be unlikely to response positively to
persuasion. It is not constructive to spend time on these people since effort is most likely to
be unrewarded at the present time.
The best use of time is the concentrate on those people who are between the two extremes, e.g.
stakeholders capable of understanding and welcoming the transition. Although this seems
obvious, it is common for people to spend too much time talking to those who are sympathetic to
an idea, since this is easier and delivers the positive feedback that people tend to require to feed
their confidence and job satisfaction. At this stage, the Service Transition team needs to be
intuitive to its audience.
38
The Service Transition team will soon become familiar with the need to change attitudes and the
operation of converting culture. For them it is a routine task, holding no threat. It can be hard to
remember that, for those affected by the change, it is not a usual situation and they will be
worried and a shared understanding will help greatly.
It is important the Service Transition team members are capable of understanding the impact of
their work on others, and therefore tailoring their own approach to the stakeholder audience.
Ultimately, the Service Transition teams goal is to build enthusiasm and commitment to the
change, while ensuring that all stakeholders are clear about how the changes will impact
themselves, and what will be expected of them in the coming months. Clear two-way
communication channels will help employees feel their feedback and ideas are valued.
Stakeholder management can consume significant amounts of labor, with up to 50% of staff effort
often consumed by this task during significant organizational change periods.
5.2.2
Communication Planning
After establishing the strategies that will promote positive change enablers, and having
understood the level of commitment within the organization, Service Transition must ensure that
there is a detailed communications plan that will target information where it will be most effective.
The following considerations should be made for each statement you need to communicate when
announcing information during a Service Transition change:
How should the information be delivered? All at once or divided into segments and released
over a period of time? If it is going to be released in segments, then what are the
components and what is the sequence of timing for the communication message delivery?
How should the information be delivered? What tone and style should the message be
conveyed in upbeat, cautious, optimistic?
What actions could be taken before the communication that will increase the understanding
and the acceptance of the information given?
How and when will groups be involved during the cascading of the communication
information to other levels in the organization?
39
The figure below shows an overview of the key elements for consideration when planning for
effective communication.
40
In order to ensure that a communication strategy is effective, surveys and measures should be
determined for regular monitoring. This will take the form of feedback from those people that have
had any communication. It should also include how people are feeling on their change cycle to
establish that the target is right. At this point there may be individuals that are identified that
should have more personal contact from the Service Transition Team in order for them to achieve
an acceptable state.
5.2.3
Methods of Communication
Using multiple communication means will help understanding of the overall message. Common
media types include:
Large workshops to deliver a clear and consistent message to the target audience on the
overall Service Transition approach; this will generally be at the start of any communication
strategy in order to build understanding, ownership and even excitement across the teams
Organization newsletter to reinforce any messages already delivered; however, care needs
to be taken that this approach is used as reinforcement rather than as the first time that
employees may have seen the communication cascade
Training sessions as part of the Service Transition, roles or processes will be likely to
change; this requires targeted training, which should be planned giving sufficient time for
employees to get to grips with any new ways of working
Team meetings giving support to team leaders from the Service Transition team, who will
ensure at their own weekly meetings that they can reinforce any messages; it is at this lower
level meeting that the questions that employees have may be better understood, as people
will feel within their own comfort zone as they are used to this method of communication with
colleagues they work with daily
Face to face key stakeholders to make time to visit staff in their work environment (floor
walks), to set a positive example of the support by senior management, and allow employees
to ask questions pertinent to themselves
Q&A feedback postings boards or mail boxes where employees can raise anonymous
questions and receive feedback on any concerns they may have
Corporate intranet
41
Reinforcement memos consistent memos form the senior stakeholder reinforcing key
information, or giving an update on the implementation activities, will keep the Service
Transition alive for those people not perhaps actually involved at all stages
Pay advice notes key communication attached to payslips to ensure a practical 100%
communication update
5.2.4
If people are to be motivated to make changes happen, they need to be kept up to date with the
progress of those changes. People will be mobilized and engaged if they can see that progress
occurring and thus short-term wins should be communicated and progress celebrated.
42
43
Articulate a vision
for the business and
service change in
their domain
Recognize
and
handle resistance to
change
Initiate
change,
understand
the
levers for change
and the obstacles
Manage
change
and input to change
plan
Input to design of
target organization
or structure, etc.
Set up a system for
communicating
change
Steer change
Mobilize
the
organization
Mobilize
their
department,
unit,
team
Lead
workshops
and group analysis
of
the
current
processes
Run
effective
meetings
Solve problems in
groups
Change
Sponsor,
e.g.
business and IT
leaders
A/R
Change
enabler,
e.g.
process owners,
service owners
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A
C
A
C
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
A/R
C
C
A/R
Deployment
Some of these roles may be combined and performed by one individual, depending on the size of
the organization and the scope of the service being transitioned.
It is essential to recognize, however, that all staff involved in Service Transition are responsible
for:
Identifying and raising risks and issues, which may directly relate to their process area of
may be something that they observe elsewhere within or outside of Service Transition
Being constantly aware of and understanding the business context in which they are working
and understanding the customers business needs of the services they are providing
Being fully aware of projects under way and the expected service delivery of those projects,
including potential impact on their area of responsibility
Ensuring that they follow the published standards for documentation, change, asset and
Configuration Management and Knowledge Management processes as well as the incident
and problem management processes. Where standards do not exist, raising this as a risk at
the earliest opportunity.
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5.4.1
The Service Transition manager has day-to-day management and control of the Service
Transition teams and their activities. The prime responsibilities for this role are:
Overall planning and management of Service Transition delivery including Continual Service
Improvement
Budgeting and accounting for Service Transition team activities and resources
Acting as the prime interface for senior management in terms of Service Transition planning
and reporting
Making a final recommendation to the business and IT regarding the decisions to release and
deploy into production
Ensuring all organizational policies and procedures are followed throughout transition
Ensuring the final delivery meets the agreed customer and stakeholder requirements
specified in the Service Design
45
Build and test environment staff have the following key responsibilities:
Deliver appropriate build, operations and support documentation for the build and test
environments prior to handover to Service Operations
46
The service provider takes responsibility for delivering, operating and/or maintaining customer or
service assets at specified levels of warranty, under a service agreement. Service Validation and
Testing can be applied throughout the service lifecycle to quality assure any aspect of a service
and the service providers capability, resources and capacity to deliver a service and/or service
release successfully.
Specific responsibilities of Service Validation and Testing are described in the following activities.
5.6.1
This includes the planning, control and reporting of activities through the test stages of Service
Transition.
Responsibilities include:
Checking that incoming known errors and their documentation are processed
Monitoring progress and collating feedback from validation and test activities
47
5.6.2
Test planning and design activities start early in the service lifecycle and include:
Resourcing
5.6.3
This ensures that the test model delivers adequate and appropriate test coverage for the risk
profile of the service and covers the key integration aspects and interfaces. It also ensures that
the test scripts are accurate and complete.
5.6.4
This involves using the services of the build and test environment resource and the release and
deployment processes to prepare the test environment where possible.
5.6.5
Perform Tests
Tests are carried out using manual or automated techniques and procedures. Testers must
record their findings during the tests. If a test fails, reasons for failure are fully documented and
testing should continue according to the test plans and scripts.
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5.6.6
Actual results are compared to the expected results and a report produced.
5.6.7
This ensures that the test environments are cleaned up or initialized. Review the testing approach
and identify improvements to input to design/build, buy/build decision parameters and future
testing policy/procedures.
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Formal authorization is obtained for each change from a change authority that may be a role,
person or a group of people. The levels of authorization for a particular type of change should be
judged by the type, size or risk of the change, e.g. changes in a large enterprise that affect
several distributed sites may need to be authorized by a higher-level change authority such as a
Global change Board of the Board of Directors.
The culture of the organization dictates, to a large extent, the manner in which changes are
authorized. Hierarchical structures may well impose many levels of change authorization, while
flatter structures may allow a more streamlined approach.
A degree of delegated authority may well exist within an authorization level, e.g. delegating
authority to a change manager according to pre-set parameters relating to:
Financial implications
Scope of the change (e.g. internal effects only, within the finance service, specific
outsourced services).
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5.7.2
The main duties of the change manager, some of which may be delegated, are listed below:
Receives, logs and allocates a priority, in collaboration with the initiator, to all RFCs that
are totally impractical
Tables all RFCs for a CAB meeting, issues an agenda and circulates all RFCs to CAB
members in advance of meetings to allow prior consideration
Decides which people will come to which meetings, who gets specific RFCs depending on
the nature of the RFC, what is to be changed, and peoples areas of expertise
After consideration of the advice given by the CAB or ECAB, authorizes acceptable
changes
Liaises with all necessary parties to coordinate change building, testing and
implementation, in accordance with schedules
Updates the change log with all progress that occurs, including any actions to correct
problems and/or to take opportunities to improve service quality
Reviews all implemented changes to ensure that they have met their objectives; refers
back any that have been backed out of have failed
Analyses change records to determine any trends or apparent problems that occur; seeks
rectification with relevant parties
Closes RFCs
5.7.3
A Change Advisory Board (CAB) is an advisory body. It needs to have appropriate terms of
reference (e.g. meeting regularity, scope of influence, and links to programme management).
51
During the first stages of a project the programme or project office may be responsible for
administering the Configuration Management process, maintaining copies of relevant
documentation concerning the CIs, and controlling the release of the CIs following appropriate
approvals. At defined release points for a service and service package, the programme or project
office will pass responsibility to Service Transition who will take responsibility for Configuration
Management of the CI documentation.
Responsibilities for reviewing and approving assets and CIs across the service lifecycle and
during deployment need to be defined and allocated to individuals with appropriate skills and
authority.
Role specifications for the Change Management, Service Asset and Configuration Management
teams need to be developed. Typical roles include:
Configuration Manager
Configuration Analyst
Configuration Librarian
CMS/Tools Administrator
Assign the configuration manager and other key roles as early as possible, because assigned
individuals can then be involved in the implementation. For some operational activities,
Configuration Management will require staff who will adopt a diligent approach and pay due
attention to detail.
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5.8.1
Works to the overall objectives agreed with the IT services manager; implements the
organizations service Asset Management policy and standards
Evaluates existing Asset Management systems and the design, implementation and
management of new/improved systems for efficiency and effectiveness, including estimating
and planning the work and resources involved, and monitoring and reporting on progress
against plan
Agrees scope of the Asset Management processes, function, the items that are to be
controlled, and the information that is to be recorded; developed Asset Management
standards, Asset Management plans and procedures
Mounts an awareness campaign to win support for new Asset Management procedures;
ensures that changes to the Asset Management methods and processes are properly
approved and communicated to staff before being implemented; plans, publicizes and
oversees implementation of the new Asset Management systems
Manages the evaluation of proprietary Asset Management tools and recommends those that
best meet the organizations budget, resource, timescale and technical requirements
Manages the Asset Management plan, principles and processes and their implementation
Agrees assets to be uniquely identified with naming conventions; ensures that staff comply
with identification standards for object types, environments, processes, lifecycles,
documentation, versions, formats, baselines, releases and templates
Plans population of the asset DB; manages the asset DB, central libraries and tools; ensures
regular housekeeping of the asset DB
Provides reports, including management reports (indicating suggested action to deal with
current or foreseen shortcomings), impact analysis reports and asset status reports
Initiates actions needed to secure funds to enhance the infrastructure and staffing levels in
order to cope with growth and change
Assists auditors to audit the activities of the Asset Management team for compliance with
laid-down procedures; ensures corrective action is carried out.
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5.8.2
Works to the overall objectives agreed with the IT services manager; implements the
organizations Configuration Management policy and standards
Evaluates existing Configuration Management Systems and the design, implementation and
management of new/improved systems for efficiency and effectiveness, including estimating
and planning the work and resources involved, and monitoring and reporting on progress
against plan
Agrees scope of the Configuration Management processes, function, the items that are to be
controlled, and the information that is to be recorded; develops Configuration Management
standards, Configuration Management Plans and procedures
Manages the Configuration Management Plan, principles and processes and their
implementation
Agrees CIs to be uniquely identified with naming conventions; ensures that staff comply with
identification standards for object types, environments, processes, lifecycles, documentation,
versions, formats, baselines, releases and temples
Plans population of the CMS; manages CMS, central libraries, tools, common codes and
data; ensures regular housekeeping of the CMS
Provides reports, including management reports (indicating suggested action to deal with
current or foreseen shortcomings), impact analysis reports and configuration status reports
54
Initiates actions needed to secure funds to enhance the infrastructure and staffing levels in
order to cope with growth and change
Assists auditors to audit the activities of the Configuration Management team for compliance
with laid-down procedures; ensure corrective action is carried out.
5.8.3
Proposes scope of the Asset and Configuration Management processes, function, the items
that are to be controlled, and the information that is to be recorded; develops Asset and
Configuration Management standards, plans and procedures
Trains Asset and Configuration Management specialists and other staff in Asset and
configuration Management principles, processes and procedures
Supports the creation of the Asset and Configuration Management Plans and principles and
their implementation
Creates Asset and Configuration Management processes and procedures; access controls
and privileges; ensures that the correct roles and responsibilities are defined in the Asset and
Configuration Management Plans and procedures
Proposes and agrees with the Asset and Configuration Manager CIs to be uniquely identified
with naming conventions; ensures that developers and configuration system users comply
with identification standards for object types, environments, processes, lifecycles,
documentation, versions, formats, baselines, releases and templates
Liaises with the Configuration Librarian on population of the asset and CMS; manages asset
and CMS, central libraries, common codes and data; ensures regular housekeeping of the
asset and CMS
Uses or provides the asset and CMS to facilitate impact assessment for RFCs and to ensure
that implemented changes are as authorized; creates change records, configuration
baselines, and package release records in order to specify the effect on CIs of an authorized
change; ensures any changes to change authorization records are themselves subject to
Change Management procedures; ensures that the asset and CMS is updated when a
change is implemented
Performs configuration audits to check that the physical IT inventory is consistent with the
asset and CMS and initiates any necessary corrective action
55
Creates and populates project libraries and CM system; checks items and groups of items
into the CM tools
Maintains project status information and status accounting records and reports
Monitors problems (test incidents) and maintains database for collection and reporting of
metrics
5.8.4
The Configuration Librarian is the custodian and guardian of all master copies of software, assets
and documentation CIs registers with Asset and Configuration Management. The major tasks of
this role are to:
Control the receipt, identification, storage, and the withdrawal of all supported CIs
Number, record, store and distribute Asset and Configuration Management issues
Assists Asset and Configuration Management to prepare the Asset and Configuration
Management Plan
Creates an identification scheme for Configuration Management libraries and the Definitive
Media Library (DML)
Creates an identification scheme for assets and the Definitive Spares (DS)
Accepts and records the receipt of new or revised configurations into the appropriate library
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57
Issues copies of products for review, change, correction or information when authorized to do
so
Collects and retains information that will assist in the assessment of what CIs are impacted
by a change to a product
Liaises with other configures libraries where CIs are common to other systems
5.8.5
Evaluates proprietary Asset and Configuration Management tools and recommends those
that best meet the organizations budget, resource, timescale and technical requirements;
directly or indirectly customizes proprietary tools to produce effective Asset and configuration
Management environments in terms of databases and software libraries, workflows and
report generation
Monitors the performance and capacity of existing Asset and Configuration Management
systems
and
recommends
improvement
opportunities
and
undertakes
standard
Liaises with the Configuration Analyst and Librarian on population of the asset and CMS;
provides technical administration and support for asset and CMS, central libraries, tools
common codes and data; undertakes regular technical housekeeping of the asset and CMS
5.8.6
The Configuration Control Board is required to ensure that the overarching intention and policies
of Configuration Management are employed throughout the Service Management lifecycle and
with specific consideration for every aspect of the complete service. The Board has the following
responsibilities:
Defines and controls the service configuration baselines in terms of core and support
services, applications, information, service, technical, infrastructure ensure that they meet
the requirements established in the Service Design
Reviews changes in the service configuration for compliance with standards, contractual and
internal requirements
Originates requirement changes for service configuration to comply with contract change
requests.
In some organizations, the Configuration Control Board will be combined with change, thereby
providing a holistic view of the current and proposed services and service models, enabling better
control, change evaluation, impact assessment and understanding.
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5.9.1
Undertakes the Knowledge Management roles, ensuring compliance with the organizations
policies and processes
Identifies, controls and stores any information deemed to be pertinent to the services
provided, which is not available via any other means
Ensures all knowledge items are made accessible to those who need them in an efficient and
effective manner
Monitors publicity regarding the knowledge information to ensure that information is not
duplicated and is recognized as a central source of information etc.
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This function provides support for the Service Transition teams and people. The activities include:
Defining the requirements, processes and tools for Transition Planning and Support
Maintaining and integrating lower level plans to establish overall integrated transition plans,
including planned vs. actual
Maintaining and monitoring progress on Service Transition changes, issues, risks and
deviations including tracking progress on actions and mitigation of risks
Coordinating Service Transition activities across projects, suppliers and service teams where
appropriate
Publishing Service Transition performance statistics and identifying key areas for
improvement
Undertaking formal quality reviews of the Service Transition, release and deployment plans
and agreed transition activities in accordance with the quality management plan
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The release and deployment manager is responsible for the planning, design, build, configuration
and testing of all software and hardware to create the release package for the delivery of, or
changes to, the designated service.
Ensures coordination of build and test environments teams and release teams
Audits hardware and software before and after the implementation of release package
changes
Deals with storage and traceability/audit ability of controlled software in both centralized and
distributed systems
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However, some of these responsibilities will be delegated to the relevant release team subprocess.
Service Portfolio
Service Catalogue
Externally developed software (including standard off-the-shelf software as well as customerwritten software)
Utility software
Release packaging and build management is the flow of work (establish requirements, design,
build, test, deploy, operate and optimize) to deliver applications and infrastructure that meet the
Service Design requirements.
Establishes the final release configuration (e.g. knowledge, information, hardware, software
and infrastructure)
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The release packaging and build manager cannot perform this role in isolation: other functions
with which there will be significant interface are:
Security Management
Test Management
Capacity Management
Availability Management
Incident Management
Quality Management.
5.11.4 Deployment
Plan the deployment in conjunction with change and Knowledge Management and Service
Asset and Configuration Management
Provide technical and application guidance and support throughout the release process,
including known errors and workarounds
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It is often believed that early life support starts when the service has actually been transitioned
into operational use. This is not the case. Early life support should be considered as an integral
role within the release and deployment phase.
Provide IT service and business functional support from prior to final acceptance by Service
Operations
Provide initial support in response to incidents and errors detected within a new or changed
service
Adapt and perfect elements that evolve with initial usage, such as;
User documentation
Deal with formal transition of the service to Service Operations and CSI
Monitor incidents and problems, and undertake problem management during release and
deployment, raising RFCs as required
Provide initial performance reporting and undertake service risk assessment based on
performance.
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The build and test environment function is primarily to ensure that all the relevant people have the
appropriate environments, test data, versioned software etc. available at the time that they need it
and for the right purpose. As environment resources are normally limited, this role performs a
coordinating and sometimes arbitrary role to ensure that resources are used to maximum effect.
Build and test environment staff has the following key responsibilities:
Deliver appropriate build, operations and support documentation for the build and test
environments
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6 SERVICE OPERATION
6.1 Event, Access and Request Fulfillment Management Roles &
Responsibilities
It is unusual for an organization to appoint an Event Manager as events tend to occur in multiple
contexts and for many different reasons. However, it is important that Event Management
procedures are coordinated to prevent duplication of effort and tools. The roles of the Service
Operation functions in the Event Management are as follows:
6.1.1
The role of the Service Desk is not typically involved in Event Management as such, unless an
event requires some response that is within the scope of the Service Desks defined activity, for
example notifying a user that a report is ready. Generally, though, this type of activity is
performed by the Operations Bridge, unless the Service Desk and Operations Bridge have been
combined.
The investigation and resolution of events that have been identified as being Incidents will initially
be undertaken by the Service Desk and then escalated to the appropriate Service Operation
team(s).
The Service Desk is also responsible for communicating information about this type of incident to
the relevant Technical or Application Management team and, where appropriate, the user.
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6.1.2
During Service Design, they will participate in the instrumentation of the service, classify
events, update correlation engines and ensure that any auto responses are defined
During Service Transition, they will test the service to ensure that events are properly
generated and that the defined responses are appropriate
During Service Operation, these teams will typically perform Event Management for the
systems under their control. It is unusual for teams to have a dedicated person to manage
Event Management, but each manager or team leader will ensure that the appropriate
procedures are defined and executed according to the process and policy requirements
Technical and Application Management will also be involved in dealing with incidents
and problems related to the events
6.1.3
Event Monitoring is commonly delegated to the Operations Bridge where it exists. The Operations
Bridge can initiate and coordinate, or even perform, the responses required by the service, or
provide first-level support for those events which generate an incident.
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6.1.4
Since Access Management is an execution of Security and Availability Management, these two
areas will be responsible for defining the appropriate roles. It is unusual for an organization to
appoint an Access Manager, although it is important that there is a single Access Management
process and a single set of policies related to managing rights and access. This process and the
related policies are likely to be defined and maintained by Information Security Management and
executed by the various Service Operation functions. Their activities can be summarized as
follows:
6.1.5
The Service Desk is typically used as a means to request access to a service. This is normally
done using a Service Request. The Service Desk will validate the request by checking that the
request has been approved at the appropriate level of authority, that the user is a legitimate
employee, contractor or customer and that they qualify for access.
Once it has performed these checks (usually by accessing the relevant databases and Service
Level Management documents) it will pass the request to the appropriate team to provide access.
It is quite common for the Service Desk to be delegated responsibility for providing access for
simple services during the call.
The Service Desk will also be responsible for communicating with the user to ensure that they
know when access has been granted and to ensure that they receive any other required support.
The Service Desk is also well situated to detect and report incidents related to access. For
example, users attempting to access services without authority; or users reporting incidents that
indicate that a system or service has been used inappropriately, i.e. by a former employee who
used an old username to gain access and make unauthorized changes.
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6.1.6
During Service Design, they will ensure that mechanisms are created to simplify and
control Access Management on each service that is designed. They will also specify ways
in which abuse of rights can be detected and stopped
During Service Transition they will test the service to ensure that access can be granted,
controlled and prevented as designed
During Service Operation these teams will typically perform Access Management for the
systems under their control. It is unusual for teams to have a dedicated person to manage
Access Management, but each manager or team leader will ensure that the appropriate
procedures are defined and executed according to the process and policy requirements
Technical and Application Management will also be involved in dealing with Incidents
and Problems related to Access Management
6.1.7
The Operations Bridge, if it exists, can be used to monitor events related to Access Management
and can even provide first-line support and coordination in the resolution of those events where
appropriate.
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6.1.8
Initial handling of Service Requests will be undertaken by the Service Desk and Incident
Management staff. Eventual fulfillment of the request will be undertaken by the appropriate
Service Operation team(s) or departments and/or by external suppliers, as appropriate. Often,
Facilities Management, Procurement and other business areas aid in the fulfillment of the Service
Request. In most cases there will be no need for additional roles or posts to be created.
In exceptional cases where a very high number of Service Requests are handled, or where the
requests are of critical importance to the organization, it may be appropriate to have one or more
of the Incident Management team dedicated to handling and managing Service Requests.
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71
6.2.1
Incident Manager
In many organizations the role of the Incident Manager is assigned to the Service Desk
Supervisor through in larger organizations with high volumes a separate role may be
necessary. In either case it is important that the Incidents effectively through first, second and
third line.
6.2.2
First Line
The Service Desk is the primary point of contact for users when there is a service disruption, for
service requests or even for some categories of Request for Change. The Service Desk provides
a point of communication to the users and a point of coordination for several IT groups and
processes. To enable them to perform these actions effectively the Service Desk is usually
separate from the other Service Operation functions.
technical support is offered to users on the first call, it may be necessary for Technical or
Application Management staff to be on the Service Desk. This does not mean that the Service
Desk becomes part of the Technical Management function. In fact, while they are on the Service
Desk, they cease to be a part of the Service Desk, even if only temporarily.
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6.2.3
Second Line
Many organizations will choose to have a second-line support group, made up of staff with
greater (through still general) technical skills than the Service Desk and with additional time to
devote to incident diagnosis and resolution without interference from telephone interruptions.
Such a group can handle many of the less complicated incidents, leaving more specialist (thirdline) support groups to concentrate on dealing with more deep-rooted incidents and/or new
developments etc.
Where a second-line group is used, there are often advantages of locating this group close to the
Service Desk to aid with communications and to ease movement of staff between the groups,
which may be helpful for training/awareness and during busy periods of staff shortages.
second-line support manager (or supervisor if just a small group) will normally head this group.
It is conceivable that this group may be outsourced and this is more likely and practical if the
Service Desk itself has been outsourced.
6.2.4
Third Line
Third line support will be provided by a number of internal technical groups and/or third-party
suppliers/maintainers. The list will vary from organization to organization but it likely to include:
Network Support
Voice Support
Server Support
Desktop Support
Application Management likely that there may be separate teams for different applications
or application types some of which may be external supplier/maintainers. In many cases
the same team will be responsible for Application Development as well as support and it is
therefore important that resources are prioritized so that support is given adequate
prominence
Database Support
Note: Depending upon where an organization decides to source its support services, any of the
above groups could be internal or external groups.
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Liaison with all problem resolution groups to ensure swift resolution of problems within
SLA targets
Gatekeeper for the inclusion of all Known Errors and management or search algorithms
Liaison with suppliers, contractors, etc. to ensure that third parties fulfill their contractual
obligations, especially with regard to resolving problems and providing problem-related
information and data
Arranging, running, documenting and all follow-up activities relating to Major Problem
Reviews.
6.3.1
Problem-Solving Groups
The actual solving of problems is likely to be undertaken by one or more technical support groups
and/or suppliers or support contractors under the coordination of the Problem Manager.
Where an individual problem is serious enough to warrant it, a dedicated problem management
team should be formulated to work together in overcoming that particular problem. The Problem
Manager has a role to play in making sure that the correct number and level of resources is
available in the team and for escalation and communication up the management chain of all
organizations concerned.
73
6.4.1
In large organizations where the Service Desk is of a significant size, a Service Desk Manager
role may be justified with the Service Desk Supervisor(s) reporting to him or her. In such cases
this role may take responsibility for some of the activities listed above and may additionally
perform the following activities:
Report to senior managers on any issue that could significantly impact the business
Take overall responsibility for incident and Service Request handling on the Service Desk.
This could also be expanded to any other activity taken on by the Service Desk e.g.
monitoring certain classes of event.
Note: in all cases, clearly defined job descriptions should be drafted and agreed so that specific
responsibilities are known.
74
6.4.2
In very small desks it is possible that the senior Service Desk Analyst will also act as the
Supervisor but in larger desks it is likely that a dedicated Service Desk Supervisor role will be
needed. Where shift hours dictate it, there may be two or more post-holders who fulfill the role,
usually on an overlapping basis. The Supervisors role is likely to include:
Ensuring that staffing and skill levels are maintained throughout operational hours by
managing shift staffing schedules, etc.
Performing briefings to Service Desk staff on changes or deployments that may affect
volumes at the Service Desk
Assisting analysts in providing first-line support when workloads are high, or where additional
experience is required.
6.4.3
The primary Service Desk Analyst role is that or providing first-level support through taking calls
and handling the resulting incidents or Service Requests using the Incident Reporting and
Request Fulfillment processes, in line with the Service Desk objectives.
75
6.4.4
Super Users
In summary, this role will consist of business users who act as liaison points with IT in general
and the Service Desk in particular. The role of Super User can be summarized as follows:
To reinforce expectations of users regarding what Service Levels have been agreed
76
The Service Desk is made up of a dedicated number of staff responsible for dealing with a variety
of service events, often made via telephone calls, web interface or automatically reported
infrastructure events. It is a vitally important part of an organizations IT Department and should
be the single point of contact for IT users on a day-to-day basis and will handle all incidents and
service requests, usually using a specialist software tools to log and manage all such events.
Specific responsibilities of the Service Desk include:
Escalating incidents/service requests that they cannot resolve within agreed timescales
Communication with users keeping them informed of incident progress, notifying them of
impending changes or agreed outages, etc.
Updating the CMS under the direction and approval of Configuration Management if so
agreed.
6.5.1
Technical Management plays a dual role. It is the custodian of technical kno0wledge and
expertise related to managing the IT Infrastructure. In this role, Technical Management ensures
that the knowledge required to design, test, manage and improve IT services is identified,
developed and refined. It also provides the actual resources to support the ITSM Lifecycle. In this
role, Technical Management ensures that resources are effectively trained and deployed to
design, build, transition, operate and improve the technology required to deliver and support IT
services.
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77
Identifying the knowledge and expertise required to manage and operate the IT Infrastructure
and to deliver IT services
Documentation of the skills that exist in the organization, as well as those skills that need to
be developed
Initiating training programmes to develop and refine the skills in the appropriate technical
resources and maintaining training records for all technical resources
Design and delivery of training for users, the Service Desk and other groups
Recruiting or contracting resources with skills that cannot be developed internally, or where
there are insufficient people to perform the required Technical Management activities
Procuring skills for specific activities where the required skills are not available internally or in
the open market, or where it is more cost-efficient to do so
Definition of standards used in the design of new architectures and participation in the
definition of technology architectures during the Service Strategy and Design phases
Research and development of solutions that can help expand the Service Portfolio or which
can be used to simplify or automate IT Operations, reduce costs or increase levels of IT
service
Involvement in projects, not only during Service Design and Service Transition, but also for
Continual Service Improvement or operational projects
Assistance in assessing risk, identifying critical service and system dependencies and
defining and implementing countermeasures
Designing and performing tests for the functionality, performance and manageability of IT
services
Managing vendors
Receive incidents through Functional Escalation and provide second and higher level
support. Technical Management departments are also involved in maintaining categories and
defining the escalation procedures that are executed in Incident Management
Involvement in defining coding systems that are used in Incident and Problem Management
78
Deployment of releases
Provides information for, and operationally maintain, the Configuration Management system
and its data
Ensures that all system and operating documentation is up to date and properly utilized
Updates and maintains data used for reporting on technical and service capabilities
Assisting IT Financial Management to identify the cost of technology and IT human resources
used to manage IT services
6.5.2
IT Operations Management
The role of Operations Management is to execute the ongoing activities and procedures required
to manage and maintain the IT Infrastructure so as to deliver and support IT Services at the
agreed levels.
Operations Control: Oversees the execution and monitoring of the operational activities and
events in the IT Infrastructure.
Console Management: Refers to defining central observation and monitoring capability and then
using those consoles to exercise monitoring and control activities
Job Scheduling: Management of routine batch jobs or scripts
Backup and Restore: On behalf of all Technical and Application Management teams and
departments and often on behalf of users
Print and Output Management: Collation and distribution of all centralized printing or electronic
output
79
Maintenance of the status quo to achieve stability of the organizations day-to-day processes
and activities
Regular scrutiny and improvements to achieve improved service at reduced costs, while
maintaining stability
Swift application of operational skills to diagnosed and resolve any IT operations failures that
occur.
6.5.3
Application Management
Applications Management is responsible for managing applications throughout their lifecycle. The
Application Management function is performed by any department, group or team involved in
managing and supporting operational applications. Applications Management also plays an
important role in the design, testing and improvement of applications that form part of IT services.
As such, it may be involved in development projects, but is not usually the same as the
Applications Development teams.
It provides the actual resources to support the ITSM Lifecycle. In this role, Application
Management ensures that resources are effectively trained and deployed to design, build,
transition, operate and improve the technology required to deliver and support IT services.
80
By performing these two roles, Application Management is able to ensure that the organization
has access to the right type and level of human resources to manage applications and thus to
meet business objectives. This starts in Service Strategy and is expanded in Service Design,
tested in Service Transition and refined in Continual Service Improvement.
Part of this role is to ensure a balance between the skill level and the cost of these resources. In
addition to these high-level roles, Application Management also performs the following two
specific roles:
Providing guidance to IT Operations about how best to carry out the ongoing operational
management of applications. This role is partly carried out during the Service Design
process, but it is also a part of everyday communication with IT Operations Management as
they seek to achieve stability and optimum performance.
The integration of the Application Management Lifecycle into the ITSM Lifecycle.
81
82
Description
service Senior
executive
who
understands the business and
defines, plan, purchases and
manages all aspects of
service delivery on behalf of
business units
Key Competencies
Authority and seniority to
prioritize and define services
for business units
Large-scale
service
operations management
Financial
and
management
and
commercial
Contract manager
Service
definition
management
Product manager
Process owner
and
and
process
Process mapping
Service monitoring
Managing user forums e.g.
Joint Application Development,
Conference Room Pilot
Business representatives
83
Key Activities
Collect data and analyze trends compared to baselines,
targets, SLA's and benchmarks. This would include
output from services and service management
processes.
Set targets for improvement in efficiency and cost
effectiveness throughout the entire service lifecycle
Set targets for improvements in service quality and
resource utilization
Key Roles
CSI Manager, Service
Manager,
Service
Owner,
IT
Process
Owner
CSI Manager, Service
Manager
CSI Manager, Service
Manager,
Service
Owner,
Business
Process Owner
CSI Manager, Service
Manager,
Business
Process Owner
CSI Manager, Service
Manager,
Business
Process Owner
CSI Manager, Service
manager,
Service
Owner, Process Owner
CSI Manager, Service
Manager
CSI Manager, Service
Manager
CSI Manager, Service
Manager
CSI Manager, Service
Manager,
Business
Manager, IT Process
Owner,
Business
Process Owner
84
85
IT Services
Roles & Responsibilities
Process: Demand & Capacity Management
Status:
Version:
Release Date:
0.1
86
Notes/Comments
1.
Ensures that there is adequate IT capacity to meet required
levels of service, and that senior IT management is correctly
advised on how to match capacity and demand and to ensure
that use of existing capacity is optimized
2.
Identifies, with the Service Level Manager, capacity
requirements through discussions with the business users
3.
Understands the current usage of the infrastructure and IT
services, and the maximum capacity of each component
4.
Performs sizing on all proposed new services and systems,
possibly using modeling techniques, to ascertain capacity
requirements
5.
Forecasts future capacity requirements based on business
plans, usage trends, sizing of new services, etc.
6.
Instigates production, regular review and revision of the
Capacity Plan, in line with the organizations business planning
cycle, identifying current usage and forecast requirements
during the period covered by the plan
7.
Ensures that appropriate levels of monitoring of resources and
system performance are set
8.
Analyses the usage and performance data, and reports on
performance against targets contained in SLAs
9.
Raises incidents and problems when breaches of capacity or
performance thresholds are detected, and assists with the
investigation and diagnosis of capacity-related incidents and
problems
10.
Identifies and initiates tuning to be carried out to optimize and
improve capacity or performance
11.
Identifies and implements initiatives to improve resource usage
for example, demand management techniques
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12.
Assesses new technology and its relevance to the organization
in terms of performance and cost
13.
Is familiar with potential future demand for IT services and
assessing this on performance service levels
14.
Ensures that all changes are assessed for their impact on
capacity and performance and attends CAB meetings when
appropriate
15.
Produces regular management reports that include current
usage of resources, trends and forecasts
16.
Sizes all proposed new services and systems to determine the
computer and network resources required, to determine
hardware utilization, performance service levels and cost
implications
17.
Assesses new techniques and hardware and software products
for use by Capacity Management that might improve the
efficiency and effectiveness of the process
18.
Carries out performance testing of new services and systems
19.
Reports on service and component performance against
targets contained in SLAs
20.
Maintains a knowledge of future demand for IT services and
predicts the effects of demand on performance service levels
21.
Determines performance service levels that are maintainable
and cost-justified
22.
Recommends tuning services and systems, and makes
recommendations to IT management on the design and use of
systems to help ensure optimum use of all hardware and
operating system software resources
23.
Acts as a focal point for all capacity and performance issues.
87
88
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
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5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies
and procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Demand and
Capacity management in both written and verbal form
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89
IT Services
Roles & Responsibilities
Process: Financial Management
Status:
Version:
Release Date:
0.1
90
Notes/Comments
1.
Will work, at an appropriate level, with representatives of the
organization management and the Finance Department, to
develop the policies of Budgeting, IT Accounting and Charging.
2.
Will implement and maintain the IT Financial Management
Process, covering Budgeting, IT Accounting and Charging.
3.
Will assist in developing account plans and investment cases
for the IT organization and its Customers.
4.
Must be capable of managing the IT organization budget.
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5.
Will prepare budget forecasts and assist Customers in
preparing
IT
elements
of
their
budgets.
6.
Will be requires to report regularly to IT managers and
Customers on conformance to budgets.
7.
Should select suitable tools and processes for gathering Cost
data.
8.
Will provide guidance for the development of suitable cost
models.
9.
Will seek agreement for suitable IT Accounting policies, e.g.
Depreciation.
10.
Will assist in developing cost-benefit cases for IT investments.
11.
Will provide advice to senior management on the costeffectiveness of IT solutions.
12.
Will identify methods of charging within the organizations
charging policy.
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13.
Will provide justifications and comparisons for charges.
14.
Will ensure that regular bills are prepared for Customers
15.
Will prepare a price list of Services, if required.
16.
Will provide close support to Service Level Management,
Capacity
Management
and
Business
relationship
Management, especially during budget and IT investment
planning.
17.
Will recommend scope for internal audits.
18.
Will assist external auditors.
91
92
Notes/Comments
1.
Must possess sound numerical and financial skills
2.
Must have the ability to interact successfully with all levels of
Customer and IT organization management.
3.
Must have a thorough approach to documentation and
schedules.
4.
Must have excellent communication and negotiation skills.
5.
Must have good presentational skills.
6.
Must understand the Customers' businesses and how IT can
affect the delivery of their products or services.
7.
Must accountancy and company financial reporting
8.
Must be capable of contract or supplier management.
9.
Must be conversant with statistical and analytical principles and
processes.
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s column in
different ways.
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93
IT Services
Roles & Responsibilities
Process: Service Portfolio Management
Status:
Version:
Release Date:
0.1
94
Notes/Comments
1.
Manages services as a product over their entire lifecycle, from
concept to retirement through design, transition and operation
2.
Maintains ownership of the Service Catalogue
3.
Works closely with Business Relationship Management
4.
Brings coordination and focus to the Customer Portfolio
5.
Demonstrates a consolidated view of costs and risks across
Lines of Service (LOS)
6.
Understands Service Models and their internal structure and
dynamics to be able to drive changes and improvements
effectively.
7.
Evaluates market opportunities, operating models, technologies
and the emerging needs of customers
8.
Follows variety-based positions and seeks new sources of
demand for items in the Service Catalogue
9.
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Folls v
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particular
area.
13.
Holds internal and external suppliers accountable via formal
agreements
14.
Provide leadership on the development of business cases, LOS
strategy, new service development and Service Lifecycle
management schedules
15.
Performs financial analysis in collaboration with Service
Design, Service Operation and Financial Management
16.
Brings the market mindset necessary for an outcome-based
definition of services and effectiveness in value creation.
17.
Balances change and innovation in the Service Pipeline with
stability, dependability and financial performance of the Service
Catalogue
18.
Communicates LOS strategies effectively to senior leadership
and develops partnerships with other groups within the
organization and outside suppliers in order to satisfy customer
needs
19.
Plays new service development programmes in response to
new market opportunities, assesses the impact of new
technologies and guides the creation of innovative solutions
20.
Markets the development and implementation of services that
incorporate new technologies or system development through
extensive cross-organization communications
95
96
Notes/Comments
1.
Is coordinated and is able to bring focus to the organization
2.
Must be a subject matter expert on Lines of Service (LOS)
and the Service Catalogue
3.
Demonstrates a consolidated view of costs and risks across
LOS
4.
Must be adept in integration projects
5.
Must be good in negotiation, managing conflict and achieving
consensus in order to achieve the organizations strategic
positions and financial objectives
6.
Should have a working knowledge of the market spaces with
regards to industry applications, business trends,
technologies, competitive scenarios, regulations, suppliers
and vendors
7.
Demonstrates
sustained
performance
in
previous
assignments, sound business judgment, negotiating and
people skills
8.
Must have excellent communication skills and the ability to
accept challenges and manage the positive and negative
aspects of risks
9.
Is able to develop solutions on time and within cost
objectives
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97
98
IT Services
Roles & Responsibilities
Process: Availability Management
Status:
Version:
Release Date:
0.1
99
Notes/Comments
1.
Will develop and maintain the Availability Management
Process.
Will develop, maintain and promote Availability Management.
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Will chair the Technical Observation Post meetings that are
used to identify and action availability issue and to verify that all
steps were completed and the objective of the process was
achieved.
4.
Arrange and run all Availability Management reviews with the
Availability Management team.
The reviews where necessary will include other IT Departments
as well as key customers.
5.
Will control and review:
6.
Make available relevant, concise reports that are both timely
and readable for Customers and Management
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100
Notes/Comments
1.
The Availability Manager will display a communication style
based around information and escalation.
Have practical and quantifiable process management
experience.
2.
High degree of analytical skills to be able to assess the impact of
incidents on different business systems and people.
High degree of analytical skill needed to be able to help in the
process or restoring service as quickly as possible.
3.
Technical ability in being able to read data from the Availability
Management process that will help with the identification of
trends and improvements relating to availability.
4.
An ability to run a meeting according to strict guidelines (not to
get side-tracked on items that one person may be interested in).
Must possess skills in influencing and negotiation as well.
5.
The Availability Manager must be able to communicate with
people at all levels of the organization. This is especially
important during meetings.
6.
The process manager must be able to demonstrate ways to do
things differently that will improve the process.
7.
Must be able to think logically about availability issues that could
affect the organization and design appropriate assessment and
diagnosis activities.
This will provide a strong link into the Problem Management
process and Service Level Management process.
Use
the
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s column in
different ways.
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you
are
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101
IT Services
Roles & Responsibilities
Process: IT Service Continuity Management
Status:
Version:
Release Date:
0.1
102
Notes/Comments
1.
Will develop and maintain
Management Process.
the
IT
Service
Continuity
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103
Notes/Comments
1.
The ITSCM Manager will display a communication style
based around information and escalation.
Have practical and quantifiable process management
experience.
He / She will be a Senior IT Manager
2.
High degree of analytical skills to be able to assess the
impact of disasters on different business areas and people.
High degree of analytical skill needed to be able to help in
the process or restoring service as quickly as possible in the
event of a disaster.
3.
Technical ability in being able to read data from the IT
Service Continuity Management process that will help with
the identification of trends and improvements relating to
disaster recovery.
4.
An ability to run a meeting according to strict guidelines (not
to get side-tracked on items that one person may be
interested in).
Must possess skills in influencing and negotiation.
5.
The ITSCM Manager must be able to communicate with
people at all levels of the organization. This is especially
important during a disaster.
6.
The process manager must be able to demonstrate ways to
do things differently that will improve the process.
7.
Must be able to think logically about disaster recovery issues
that could affect the organization and design appropriate
assessment and diagnosis activities.
This will provide a strong link into the Problem Management
process and Service Level Management process.
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104
IT Services
Roles & Responsibilities
Process: Security Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
105
Notes/Comments
1.
Will develop and maintain the Security Management Process.
Will develop, maintain and promote Security Management.
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Will chair the Security Policy and Security Incident meetings
that are used to identify and action security issues and to verify
that all steps in the process were completed and the objective
of the process was achieved.
4.
Arrange and run all Security Management reviews with the
Security Management team and the Service Delivery
Managers.
The reviews where necessary will include other IT Departments
as well as key customers.
5.
Will control and review:
Any outstanding process related actions
Current targets for security measures
The process mission statement
6.
Make available relevant, concise reports that are both timely
and readable for Customers and Management
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106
Notes/Comments
1.
The Security Manager will display a communication style
based around information and escalation.
However, the Security Manager should be able to be discrete
when and where necessary.
Have practical
experience.
and
quantifiable
process
management
2.
High degree of analytical skills to be able to assess the impact
of security incidents on different business systems and people.
High degree of analytical skill needed to be able to help in the
process of improving the technical aspects of security.
3.
Must be able to focus on other aspects of security not just the
technical side. The process manager will be able to plan for
Organization, Procedural and Physical security needs.
4.
An ability to run a meeting according to strict guidelines (not to
get side-tracked on items that one person may be interested
in).
Must possess skills in influencing and negotiation as well.
5.
The Security Manager must be able to communicate with
people at all levels of the organization. This is especially
important during meetings.
6.
The process manager must be able to demonstrate ways to
do things differently that will improve the process.
7.
Must be able to think logically about confidentiality, integrity
and availability issues that could affect the organization and
design appropriate assessment and diagnosis activities.
This will provide a strong link into the Service Level
Management process.
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
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ticks or look to
update
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If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
107
IT Services
Roles & Responsibilities
Process: Service Catalogue Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
108
Notes/Comments
1.
Will ensure that all operational services and all services being
prepared for operational running are recorded within the
Service Catalogue
2.
Ensures that all the information within the Service Catalogue is
accurate and up-to-date
3.
Will ensure that all information within the Service Catalogue is
consistent with the information within the Service Portfolio
4.
Ensures that the information within the Service Catalogue is
adequately protected and backed up
Use
the
notes/Comments
column
in
different ways. If
you are looking
to apply for a
process
role,
then you can
check
yourself
against the list
(with ticks or
look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.
109
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies
and procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Service
Catalogue Management in both written and verbal form
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
110
IT Services
Roles & Responsibilities
Process: Service Level Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
111
Notes/Comments
1.
Will design, maintain and review a structure for the process that
covers the interactions of the people involved and the expected
content of Service Level Management related documents
(involving IT and Customers)
AND
Coordinates
any
required
Plans/Programmes to eradicate
performance
Service
Improvement
falling Service Delivery
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Will establish, maintain and review:
Service Level Agreements with the business Customer
(including a decision on SLA Structure).
Operational Level Agreements with the IT provider
Underpinning Contracts with third party providers.
4.
Is responsible for the creation, maintenance, marketing and
distribution of the Service Catalog (which documents the IT
Services offered by the organization)
5.
Will control and review:
Any outstanding process related actions
Current targets for service performance
Performance against SLAs, OLAs and UCs
6.
Make available relevant, concise reports that are both timely
and readable for Customers and IT providers.
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
112
Notes/Comments
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
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check
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the list (with
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update
your
resume).
1.
2.
High degree of people/relationship management focus and
an ability to deal with an administrative workload. Will also
tend to be balanced in negotiations almost to the point of
neutrality during discussions between the customer and the
IT Service Provider.
3.
The Service Level Manager will take an active interest in
learning about services offered by external and internal
providers. The manager will be interested in understanding
how services are provided, rather than just accepting a
marketing statement.
4.
The Service Level Manager must have good oral and
presentation skills. They are a champion for this process
and must display an air of confidence, without arrogance.
5.
The Service Level Manager must be able to communicate
with people at all levels of the organization; this is one
contributing factor that also will require a high degree of
understanding of human emotion and resistance.
6.
The process manager must be able to demonstrate ways to
do things differently that will improve the process.
They must not be risk adverse, but must be very risk
conscious.
7.
Although not a highly numeric role, the selected person must
be able to understand the basics of supply and demand, with
a commonsense attitude to service charging and a grip on
basic statistical analysis.
8.
The process manager will need to be able to engage in
technical discussions with technical people (to ensure
credibility) and to engage in business discussions with
business people, about those technical issues (of course in
non-technical terms).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
113
IT Services
Roles & Responsibilities
Process: Supplier Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
114
Notes/Comments
1.
Provides assistance in the development and review of SLAs,
contracts, agreements or other documents for third-party
suppliers
2.
Ensures that value for money is obtained from all IT suppliers
and contracts
3.
Ensures that all IT supplier processes are consistent and
interface to all corporate supplier strategies, processes and
standard terms and conditions
4.
Maintains and reviews a Supplier and Contracts Database
(SCD)
5.
Reviews and performs Risk Analysis of all suppliers and
contracts on a regular basis
6.
Ensures that any underpinning contracts, agreements or SLAs
developed are aligned with those of the business
7.
Ensures that all supporting services are scoped and
documented and that interfaces and dependencies between
suppliers, supporting services and supplier processes are
agreed and documented
8.
Ensures that all roles and relationships between lead and any
sub-contracted suppliers are meeting their contractual
obligations
9.
Performs contract or SLA reviews at least annually, and
ensures that all contracts are consistent with organizational
requirements and standard terms and conditions wherever
possible
10.
Updates contracts or SLAs when required, ensuring that the
Change Management process is followed
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the
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s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
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update
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resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
11.
Maintains a process for dealing with contractual disputes, and
ensures that any disputes are dealt with in an efficient and
effective manner
12.
Maintains a process for dealing with the expected end, early
end or transfer of a service
13.
Monitors, reports and regularly reviews supplier performance
against targets, identifying improvement actions as appropriate
and ensures these actions are implemented
14.
Ensures changes are assessed for their impact on suppliers,
supporting services and contracts and attending CAB meetings
when appropriate
15.
Coordinates and supports all individual IT supplier and contract
managers, ensuring that each supplier/contract has a
nominated owner within the service provider organization
115
116
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Supplier
Management in both written and verbal form
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
117
118
IT Services
Roles & Responsibilities
Process: Change Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
119
Notes/Comments
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
9.
Updates the change log with all progress that occurs,
including any actions to correct problems and/or to take
opportunities to improve service quality
10.
Reviews all implemented changes to ensure that they have
met their objectives; refers back any that have been backed
out of have failed
11.
Reviews all outstanding RFCs awaiting consideration or
awaiting action
12.
Analyses change records to determine any trends or apparent
problems that occur; seeks rectification with relevant parties
13.
Closes RFCs
14.
Produces regular and accurate management reports
120
121
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Demand and
Capacity management in both written and verbal form
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
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update
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resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
122
IT Services
Roles & Responsibilities
Process: Service Asset &
Configuration Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
123
Detailed responsibilities of the Service Asset & Configuration Management process owner
The Service Asset Manager..
Description
Notes/Comments
1.
Works to the overall objectives agreed with the IT services
manager; implements the organizations service Asset
Management policy and standards
2.
Evaluates existing Asset Management systems and the
design, implementation and management of new/improved
systems for efficiency and effectiveness, including estimating
and planning the work and resources involved, and monitoring
and reporting on progress against plan
3.
Agrees scope of the Asset Management processes, function,
the items that are to be controlled, and the information that is
to be recorded; developed Asset Management standards,
Asset Management plans and procedures
4.
Mounts an awareness campaign to win support for new Asset
Management procedures; ensures that changes to the Asset
Management methods and processes are properly approved
and communicated to staff before being implemented; plans,
publicizes and oversees implementation of the new Asset
Management systems
5.
Arranges recruitment and training of staff
6.
Manages the evaluation of proprietary Asset Management
tools and recommends those that best meet the
organizations budget, resource, timescale and technical
requirements
7.
Manages the Asset Management plan, principles and
processes and their implementation
8.
Agrees assets to be uniquely identified with naming
conventions; ensures that staff comply with identification
standards for object types, environments, processes,
lifecycles, documentation, versions, formats, baselines,
releases and templates
Use
the
notes/Comments
column
in
different ways. If
you are looking to
apply
for
a
process role, then
you can check
yourself against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.
9.
Proposes and/or agrees interfaces with Change Management,
problem management, network management, release
management, computer operations, logistics, finance and
administration functions
10.
Plans population of the asset DB; manages the asset DB,
central libraries and tools; ensures regular housekeeping of
the asset DB
11.
Provides reports, including management reports (indicating
suggested action to deal with current or foreseen
shortcomings), impact analysis reports and asset status
reports
12.
Initiates actions needed to secure funds to enhance the
infrastructure and staffing levels in order to cope with growth
and change
13.
Assists auditors to audit the activities of the Asset
Management team for compliance with laid-down procedures;
ensures corrective action is carried out.
124
125
Detailed responsibilities of the Service Asset & Configuration Management process owner
The Configuration Manager..
Description
Notes/Comments
1.
Works to the overall objectives agreed with the IT services
manager; implements the organizations Configuration
Management policy and standards
2.
Evaluates existing Configuration Management Systems and the
design, implementation and management of new/improved
systems for efficiency and effectiveness, including estimating
and planning the work and resources involved, and monitoring
and reporting on progress against plan
3.
Agrees scope of the Configuration Management processes,
function, the items that are to be controlled, and the information
that is to be recorded; develops Configuration Management
standards, Configuration Management Plans and procedures
4.
Mounts an awareness campaign to win support for new
Configuration Management procedures; ensures that changes
to the Configuration Management methods and processes are
properly approved and communication to staff before being
implemented; plans, publicizes and oversees implementation of
new Configuration Management Systems
5.
Arranges recruitment and training of staff
6.
Manages the evaluation of proprietary Configuration
Management tools and recommends those that best meet the
organizations budget, resource, timescale and technical
requirements
7.
Manages the Configuration Management Plan, principles and
processes and their implementation
8.
Agrees CIs to be uniquely identified with naming conventions;
ensures that staff comply with identification standards for object
types, environments, processes, lifecycles, documentation,
versions, formats, baselines, releases and temples
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
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role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
9.
Proposes and/or agrees interfaces with Change Management,
problem management, network management, release
management, computer operations, logistics, finance and
administration functions
10.
11.
Provides reports, including management reports (indicating
suggested action to deal with current or foreseen
shortcomings), impact analysis reports and configuration status
reports
12.
Initiates actions needed to secure funds to enhance the
infrastructure and staffing levels in order to cope with growth
and change
13.
Assists auditors to audit the activities of the Configuration
Management team for compliance with laid-down procedures;
ensure corrective action is carried out.
126
127
Detailed skills of the Service Asset & Configuration Management process owner
The Service Asset & Configuration Managers
Description
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Service Asset &
Configuration Management in both written and verbal form
Use
the
notes/Comments
column
in
different ways. If
you are looking to
apply
for
a
process role, then
you can check
yourself
against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.
128
IT Services
Roles & Responsibilities
Process: Knowledge Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
129
Notes/Comments
1.
Undertakes the Knowledge Management roles, ensuring
compliance with the organizations policies and processes
2.
Is the architect of knowledge identification, capture and
maintenance
3.
Identifies, controls and stores any information deemed to be
pertinent to the services provided, which is not available via any
other means
4.
Maintains the controlled knowledge items to ensure currency
5.
Ensures all knowledge items are made accessible to those who
need them in an efficient and effective manner
6.
Monitors publicity regarding the knowledge information to
ensure that information is not duplicated and is recognized as a
central source of information etc.
7.
Acts as an advisor to business and IT personnel on Knowledge
Management matters, including policy decisions on storage,
value, worth etc.
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the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
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can
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If
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are
looking
to
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a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
130
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Knowledge
Management in both written and verbal form
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
131
IT Services
Roles & Responsibilities
Process: Planning & Support
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
132
Notes/Comments
1.
Defines the requirements, processes and tools for Transition
Planning and Support
2.
Maintains and integrates lower level plans to establish overall
integrated transition plans, including planned vs. actuals
3.
Maintains a monitors progress on Service Transition changes,
issues, risks and deviations including tracking progress on
actions and mitigation of risks
4.
Maintains records on and provides management information on
resource use, project/Service Transition and coordinating
requests for resources
5.
Coordinates Service Transition activities across projects,
suppliers and service teams where appropriate
6.
Publishes Service Transition performance statistics
identifies key areas for improvement
and
7.
Undertakes formal quality reviews of the Service Transition,
release and deployment plans and agreed transition activities in
accordance with the quality management plan
8.
Manages support for tools and Service Transition processes
9.
Communicates with stakeholders
Use
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s column in
different ways.
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you
are
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If
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are
looking
to
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a
process
manager
or
promote
someone from
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the
organization
you can make
notes
about
their abilities in
the
particular
area.
133
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
134
IT Services
Roles & Responsibilities
Process: Release & Deployment Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
135
Notes/Comments
1.
Will prepare (in consultation with the Service Level Manager)
the expected major and scheduled releases for the forthcoming
period.
The document Forward Schedule of Releases (FSR) is then
issued to the Service Desk.
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Conducts reviews on releases that have been implemented to
verify that all steps were completed and the objective of the
release was achieved.
4.
Arrange and run all release management meetings (for
emergency meetings helps to decide the attendees for the
meeting (based on the changes to be tabled)).
Chair all release meetings.
This is an integral step and should involve other process
managers, especially as release can have a major affect on
availability, capacity, continuity plans, and service levels.
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
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role, then you
can
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resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
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the
organization
you can make
notes
about
their abilities in
the
particular
area.
5.
Will liaise with the relevant parties involved with an approved
release to ensure activities are co-ordinated and carried out
according to plan.
6.
Will control and review:
Any outstanding process related actions
Current targets for service performance
The process mission statement
7.
Make available relevant, concise reports that are both timely
and readable for Customers and Management
136
Notes/Comments
1.
The Release & Deployment Manager will display a
communication style based on negotiation, but also an ability
to deny proposed releases.
2.
High degree of analytical skills to be able to assess the impact
of a release on different business systems and people. This is
especially important when implementing packaged releases
into the environment.
3.
Semi-Technical ability in being able to read data from the
Service Asset & Configuration Management process that will
help with the identification of potentially affected items in a
release.
4.
An ability to run a meeting according to strict guidelines (not to
get side-tracked on items that one person may be interested
in).
5.
The Release& Deployment Manager must be able to
communicate with people at all levels of the organization. This
is especially important during meetings.
6.
The process manager must be able to demonstrate ways to
do things differently that will improve the process.
7.
Must be able to think logically about potential releases and
release packages that could affect the organization and design
appropriate release templates, rules and schedules.
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
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the list (with
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If
you
are
looking
to
appoint
a
process
manager
or
promote
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within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
137
138
IT Services
Roles & Responsibilities
Process: Event, Access & Request
Fulfilment Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
139
Notes/Comments
1.
Investigates and resolves events that are identified as incidents
before escalation to the appropriate Service Operation team
2.
Communicates information about this type of incident to the
relevant Technical or Application Management team and,
where appropriate, the user
3.
Receives requests for access to a service
4.
Validates requests by checking that the request has been
approved at the appropriate level of authority and that the user
is a legitimate employee, contractor or customer and that they
qualify for access
5.
Checks through the relevant databases and the relevant
Service Level Management documents before passing the
request to the appropriate team to provide access
6.
Provides access for simple services during access-related calls
7.
Communicates with the user to ensure that they know when
access has been granted and to ensure that they receive any
other required support
8.
Detects and reports incidents related to access such as users
attempting to access services without authority
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
140
Notes/Comments
141
IT Operations Management..
Description
1.
Monitors events, responding as required or ensuring that
Incidents are created as appropriate
2.
Initiates, coordinates and sometimes performs the responses
required by the service, or provides first-level support for those
events which generate an incident
3.
Provides or revokes access to key systems or resources
4.
Monitors events related to Access Management and can
provide first-line support and coordination in the resolution of
those events where appropriate
Notes/Comments
142
Detailed skills of the Event, Access & Request Fulfillment Management processes team
The Service Desk..
Description
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies
and procedures to ensure adherence
7.
Has exceptional organizational and communications skills
8.
Is able to articulate all information regarding Event, Access and
Request Fulfillment in both written and verbal form
Use
the
notes/Comments
column
in
different ways. If
you are looking to
apply
for
a
process role, then
you can check
yourself
against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.
143
Notes/Comments
144
IT Operations Management..
Description
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies
and procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
Use
the
notes/Comments
column in different
ways. If you are
looking to apply for
a process role,
then you can check
yourself
against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization
you
can make notes
about their abilities
in the particular
area.
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Event, Access and
Request Fulfillment management in both written and verbal
form
145
IT Services
Roles & Responsibilities
Process: Incident Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
146
Notes/Comments
1.
Drives the efficiency and effectiveness of the Incident
Management process
2.
Produces management information
3.
Manages the work of incident support staff (first and secondline)
4.
Monitors the effectiveness of Incident Management and makes
recommendations for improvement
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
5.
Develops and maintains the Incident Management systems
6.
Manages Major Incidents
7.
Develops and maintains the Incident Management process and
procedures
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
147
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Incident
management in both written and verbal form
Use
the
notes/Comments
column
in
different ways. If
you are looking to
apply
for
a
process role, then
you can check
yourself against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.
148
IT Services
Roles & Responsibilities
Process: Problem Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
149
Notes/Comments
1.
Will develop and maintain the Problem Control Process.
Will develop and maintain the Error Control Process.
Will develop and maintain the Proactive Problem Management
Process.
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Conducts reviews on Problem and Known Errors that have
been identified and actioned to verify that all steps were
completed and the objective of the process was achieved.
4.
Arrange and run all Proactive Problem Management reviews
with the problem team.
This will be done in conjunction with the Service Level
Management process and the Service Improvement Plan.
This will also involve the Technical Observation Post that would
have been set up by Availability Management.
5.
The Problem Manager will liaise with the relevant parties
involved during the preventative targeting activity to ensure
activities are co-ordinated and carried out according to plan.
6.
Will control and review:
Any outstanding process related actions
Current targets for service performance
The process mission statement
7.
Make available relevant, concise reports that are both timely
and readable for Customers and Management
Use
the
notes/Comments
column in different
ways. If you are
looking to apply
for a process role,
then
you
can
check
yourself
against the list
(with ticks or look
to update your
resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.
150
Notes/Comments
1.
The Problem Manager will display a communication style
based around negotiation and information.
2.
High degree of analytical skills to be able to assess the impact
of problems and known errors on different business systems
and people.
3.
Semi-Technical ability in being able to read data from the
Configuration Management process that will help with the
identification of potentially affected items involved in a problem
or known error.
4.
An ability to run a meeting according to strict guidelines (not to
get side-tracked on items that one person may be interested
in).
5.
The Problem Manager must be able to communicate with
people at all levels of the organization. This is especially
important during meetings.
6.
The process manager must be able to demonstrate ways to
do things differently that will improve the process.
7.
Must be able to think logically about potential problems and
known errors that could affect the organization and design
appropriate assessment and diagnosis activities.
Use
the
notes/Comments
column in different
ways. If you are
looking to apply
for a process role,
then
you
can
check
yourself
against the list
(with ticks or look
to update your
resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.
151
IT Services
Roles & Responsibilities
Function: Service Desk
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
152
Notes/Comments
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
153
Notes/Comments
154
Notes/Comments
1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
155
156
IT Services
Roles & Responsibilities
Process: Service Level Management
Status:
In draft
Under Review
Sent for Approval
Approved
Rejected
Version:
<<your version>>
Release Date:
157
Notes/Comments
1.
Will design, maintain and review a structure for the process that
covers the interactions of the people involved and the expected
content of Service Level Management related documents
(involving IT and Customers)
AND
Coordinates
any
required
Plans/Programmes to eradicate
performance
Service
Improvement
falling Service Delivery
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Will establish, maintain and review:
Service Level Agreements with the business Customer
(including a decision on SLA Structure).
Operational Level Agreements with the IT provider
Underpinning Contracts with third party providers.
4.
Is responsible for the creation, maintenance, marketing and
distribution of the Service Catalog (which documents the IT
Services offered by the organization)
5.
Will control and review:
Any outstanding process related actions
Current targets for service performance
Performance against SLAs, OLAs and UCs
6.
Make available relevant, concise reports that are both timely
and readable for Customers and IT providers.
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
158
Notes/Comments
1.
The Service Level Manager will display a communication style
based around listening and demonstrable genuine interest.
Ability to use and apply valuable information gained from
customers.
2.
High degree of people/relationship management focus and an
ability to deal with an administrative workload. Will also tend to
be balanced in negotiations almost to the point of neutrality
during discussions between the customer and the IT Service
Provider.
3.
The Service Level Manager will take an active interest in
learning about services offered by external and internal
providers. The manager will be interested in understanding
how services are provided, rather than just accepting a
marketing statement.
4.
The Service Level Manager must have good oral and
presentation skills. They are a champion for this process and
must display an air of confidence, without arrogance.
5.
The Service Level Manager must be able to communicate with
people at all levels of the organization; this is one contributing
factor that also will require a high degree of understanding of
human emotion and resistance.
6.
The process manager must be able to demonstrate ways to
do things differently that will improve the process.
They must not be risk adverse, but must be very risk
conscious.
7.
Although not a highly numeric role, the selected person must
be able to understand the basics of supply and demand, with a
commonsense attitude to service charging and a grip on basic
statistical analysis.
8.
The process manager will need to be able to engage in
technical discussions with technical people (to ensure
credibility) and to engage in business discussions with
business people, about those technical issues (of course in
non-technical terms).
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.
change, as they often will when a service provider is aiming for the kind of best practice model
specified in ISO/IEC 20000.
ISO.IEC 20000 recognizes that each service provider may implement and allocate roles
differently. It does not specify how roles and responsibilities should be documented; matrices, in
various forms can be used for this.
13.1.1 Techniques
Matrices can be used to supplement job descriptions and process procedure documentation, see
Tables 1-6 for examples.
managed method of tracking who does what in each process and between processes, which is
better than a large volume of text.
The examples given in Tables 1-6 are used by real service providers, and re tuned to their needs
and environments. They have included to illustrate the use of responsibility matrices and are not
generic nor are they models for another service provider to adopt.
Specific examples of responsibility matrices are also available in best practice material, such as
that found in ITIL
The examples included are samples from the service level management and service reporting
processes. In the example shown the service review is used to describe the customers future
business plans and needs and the current operational service. Each entry could be broken down
further to lower levels of detail in a logical hierarchy to map onto a procedure or even to clarify
responsibilities at work instruction level.
159
160
Matrices such as those in Tables 2-6 will help a service provider meet the ISO/IEC 20000
requirements for competence, awareness and training.
Role
Description
BRM
Business
Relationship
Manager
IM
Incident
Manager
OM
Operational
Manager
SLR
Service Level
Reporting Team
161
What
When
Why
As
To:
appropriate
but
within
published
schedule
Internal: hold
meetings,
document
appropriately,
monitor and
own actions
As
To:
appropriate
but
within
published
schedule.
How
Define
ensure service agenda,
level agreement dates,
(SLA)
reflects participants
customers
needs;
ensure agreed
services
are
met;
provide
audit
trail
of
issues/actions
Define
Ensure
SLA agenda,
dates,
reflects
participants
customers
needs;
Ensure agreed
services
are
met;
Provide
audit
trail of actions;
Encourage
participation/tea
m work;
Understand
customers
business plans;
Incorporate
internal
planning
Who
BRM
OM
BRM
OM
162
When
Why
Design
& Start
of In order to
content
responsibility/SLA ensure that
awareness
changes
report
is
accurately
measuring
SLAs
How
Review
BRM
report
and OM
crossreferenced
with SLA
Production
As per contract
Verification
After production To
ensure Review
of report
that
data report
contained
within report
is
accurate
and complete
Delivery
As per SLA
Service Level
Reporting
Who
To produce Using
SLR
an accurate internal SLR OM
report
team
procedures
Management
summary
from
BRM/OM
To
provide
customer
with
SLA
measurement
information
SLR
OM
Electronic
SLR
and/or paper IM
bound report BRM
distributed
163
Incident
reports
Internal report
(for delivery
team)
What
When
Why
How
Who
To
detail Standard format IM
impact,
on
incident OM
and
to report database
action
prevention
of
recurrence
Delivery
Within 5 working
days of incident
or as detailed
within SLA
To cascade
information
to
customer
and
internal
support
teams
Sign-off
As timetabled in To ensure
the
incident that
planned
report
actions are
carried out
by
the
business
Electronic/paper IM
bound
report BRM
distributed.
Review content
with BRM prior
to distribution
Review status IM
with OMs until
all
actions
closed
Production Within
agreed Inform line Commercial
BRM
timescales
manager
internal report Team
Leaders
on service template
and
financial
status
The accountable, responsible, consulted and informed states can be mapped against each
process or sub-process, and used in conjunction with a process map or a procedure.
Documenting roles and responsibilities this way reduces some of the ambiguity that can
arise from a purely text-based description. Table 5 gives an example matrix for the change
management process.
A lower level of detail may be useful for each of the tasks shown in the matrix in Table 5. An
example of a lower level is given in Table 6 for task number four: Build, test and implement
change.
164
165
Accountable
1. Log
request
change (RFC)
2. Categorize RFC
for Change
initiator
Responsible
Consulted
Informed
Change
initiator
Change
Manager
Change
Manager
Configuration
Manager
Change
Manager
Configuration
Manager
4. Build,
test
and Implementation
Manager
implement change
Implementation
Manager
Change
Manager
Change
Manager
Configuration
Manager
Change
Manager
Configuration
Manager
Task
Accountable
Responsible
Consulted
Informed
Development
Manager
Development
Manager
Change
Manager
Configuration
Manager
Test Manager
Test Manager
Change
Manager
Configuration
Manager
Operations
Manager
Change
Manager
Configuration
Manager
4.3
Implement Operations
Manager
change
14 FURTHER READING
For more information on other products available from The Art of Service:
If you found this guide helpful, you can find more publications from The Art of Service at:
http://www.amazon.com/
166