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The IT Service Management Processes and Activities, Roles and

Responsibilities Job Description Handbook:

All 52 ITIL Tasks, Functions and Job Descriptions

Explained, Detailed and Ready to Use – Bringing Theory into Practice

Gerard Blokdijk

Copyright © 2008

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All rights reserved. No part of this book may be reproduced or transmitted in any form by any

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Roles and Responsibilities of ITIL V3 Workbook 3

Copyright The Art of Service Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org

Phone: +61 (0)7 3252 2055 | Brisbane, Australia

1 Table of Contents 2 INTRODUCTION ROADMAP ......................................................................................................................................... 7

2.1 Step 1 .......................................................................................................................................................................... 8 2.1.1 Service Strategy ...................................................................................................................................................... 8 2.1.2 Service Design ......................................................................................................................................................... 8 2.1.3 Service Transition ................................................................................................................................................... 9 2.1.4 Service Operation ................................................................................................................................................... 9 2.1.5 Continual Service Improvement ............................................................................................................................. 9

2.2 Step 2 ........................................................................................................................................................................ 10 2.2.1 Service Strategy .................................................................................................................................................... 10 2.2.2 Service Design ....................................................................................................................................................... 10 2.2.3 Service Transition ................................................................................................................................................. 10 2.2.4 Service Operation ................................................................................................................................................. 11 2.2.5 Continual Service Improvement ........................................................................................................................... 11

2.3 Step 3 ........................................................................................................................................................................ 12

3 SERVICE STRATEGY .................................................................................................................................................... 13

3.1 Demand and Capacity Management – Roles & Responsibilities ............................................................................... 13

3.2 Financial Management – Roles & Responsibilities .................................................................................................... 15

3.3 Service Portfolio Management – Role & Responsibilities ......................................................................................... 16 3.3.1 Critical Knowledge, Skills and Experience ............................................................................................................. 17

4 SERVICE DESIGN ........................................................................................................................................................ 18

4.1 Organizing of Service Design – Roles & Responsibilities ........................................................................................... 18 4.1.1 Example RACI Matrix ............................................................................................................................................ 19 4.1.2 Functional Roles Analysis ..................................................................................................................................... 20 4.1.3 Activity Analysis .................................................................................................................................................... 20 4.1.4 Skills & Attributes ................................................................................................................................................. 20 4.1.5 Service Level Manager .......................................................................................................................................... 22

4.2 Availability Management – Roles & Responsibilities ................................................................................................ 23

4.3 Demand and Capacity Management – Roles & Responsibilities ............................................................................... 25

4.4 ITSCM – Roles & Responsibilities ............................................................................................................................... 27

4.5 Security Management – Roles & Responsibilities ..................................................................................................... 28

4.6 Service Catalogue Management – Role & Responsibilities ....................................................................................... 29

4.7 Service Level Management – Roles & Responsibilities .............................................................................................. 30

4.8 Supplier Management – Roles & Responsibilities ..................................................................................................... 31

5 SERVICE TRANSITION ................................................................................................................................................. 33

5.1 Organizing of Service Transition ............................................................................................................................... 33 5.1.1 Service Transition’s Role in Organizational Change ............................................................................................. 33 5.1.2 Understanding the Organizational Culture........................................................................................................... 36

5.2 Service Transition – Managing Communications and Commitment ......................................................................... 38 5.2.1 Communications During Service Transition.......................................................................................................... 38 5.2.2 Communication Planning ..................................................................................................................................... 39 5.2.3 Methods of Communication ................................................................................................................................. 41 5.2.4 Motivation and the Importance of Communication ............................................................................................ 42

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5.3 Service Transition – RACI Example for Managing Change ........................................................................................ 43

5.4 Service Transition – Roles & Responsibilities ............................................................................................................ 44 5.4.1 Service Transition Manager .................................................................................................................................. 45

5.5 Build and Test Environment – Roles & Responsibilities ............................................................................................. 46

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 Planning and Support – Roles & Responsibilities ...................................................................................................... 60

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 SERVICE OPERATION .................................................................................................................................................. 66

6.1 Event, Access and Request Fulfillment Management – Roles & Responsibilities ...................................................... 66 6.1.1 The Role of the Service Desk ................................................................................................................................ 66 6.1.2 The Role of Technical and Application Management ........................................................................................... 67 6.1.3 The Role of IT Operations Management .............................................................................................................. 67 6.1.4 Access Management Roles ................................................................................................................................... 68 6.1.5 The Role of the Service Desk ................................................................................................................................ 68 6.1.6 The Role of Technical and Application Management ........................................................................................... 69 6.1.7 The Role of IT Operations Management .............................................................................................................. 69 6.1.8 Request Fulfillment Roles ..................................................................................................................................... 70

6.2 Incident Management – Roles & Responsibilities ..................................................................................................... 71 6.2.1 Incident Manager ................................................................................................................................................. 71 6.2.2 First Line ............................................................................................................................................................... 71 6.2.3 Second Line ........................................................................................................................................................... 72 6.2.4 Third Line .............................................................................................................................................................. 72

6.3 Problem Management – Roles & Responsibilities ..................................................................................................... 73 6.3.1 Problem-Solving Groups ....................................................................................................................................... 73







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 Sourcing – Roles & Responsibilities ........................................................................................................................... 82

7 CONTINUAL SERVICE IMPROVEMENT ........................................................................................................................ 83

7.1 CSI – Roles & Responsibilities .................................................................................................................................... 83 7.1.1 Key Activities and Roles Assigned ......................................................................................................................... 83

8 SERVICE STRATEGY PROCESS OWNER REVIEW TEMPLATES ....................................................................................... 84

8.1 Demand & Capacity Manager................................................................................................................................... 85

8.2 Financial Manager .................................................................................................................................................... 89

8.3 Product Manager ...................................................................................................................................................... 93

9 SERVICE DESIGN PROCESS OWNER REVIEW TEMPLATES ........................................................................................... 97

9.1 Availability Manager ................................................................................................................................................. 98

9.2 ITSCM Process Manager ......................................................................................................................................... 101

9.3 Security Manager .................................................................................................................................................... 104

9.4 Service Catalogue Manager .................................................................................................................................... 107

9.5 Service Level Manager ............................................................................................................................................ 110

9.6 Supplier Manager ................................................................................................................................................... 113

10 SERVICE TRANSITION PROCESS OWNER REVIEW TEMPLATES .................................................................................. 117

10.1 Change Manager .................................................................................................................................................... 118

10.2 Service Asset & Configuration ................................................................................................................................. 122

10.3 Knowledge Manager ............................................................................................................................................... 128

10.4 Planning & Support Team ....................................................................................................................................... 131

10.5 Release & Deployment Manager ............................................................................................................................ 134

11 SERVICE OPERATION PROCESS OWNER REVIEW TEMPLATES ................................................................................... 137

11.1 Event, Access and Request Fulfillment Team .......................................................................................................... 138

11.2 Incident Manager .................................................................................................................................................... 145

11.3 Problem Manager ................................................................................................................................................... 148

11.4 Service Desk ............................................................................................................................................................ 151

12 CONTINUAL SERVICE IMPROVEMENT PROCESS OWNER TEMPATES ........................................................................ 155

12.1 SLM Process Manager ............................................................................................................................................. 156







13 BONUS DOCUMENT – MAPPING RESPONSIBILITIES FOR ISO/IEC 20000................................................................... 159

13.1 Understanding ‘Who Does What’ ........................................................................................................................... 159 13.1.1 Techniques ..................................................................................................................................................... 159 13.1.2 Table 1: Key to Abbreviations for Tables 2-4 ................................................................................................. 160 13.1.3 Table 2: Service Review Meetings .................................................................................................................. 161 13.1.4 Table 3: Service Level Reporting .................................................................................................................... 162 13.1.5 Table 4: Incident and Internal Reports ........................................................................................................... 163 13.1.6 RACI Matrices ................................................................................................................................................. 164 13.1.7 Table 5: ARCI Matrix Example (Level 1) .......................................................................................................... 165 13.1.8 Table 6: ARCI Matrix Example (Level 2) .......................................................................................................... 165

14 FURTHER READING .................................................................................................................................................. 166







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

1. Demand and Capacity Management – Roles & Responsibilities

2. Financial Management – Roles & Responsibilities

3. Service Portfolio Management – Roles & Responsibilities

2.1.2 Service Design

1. Organizing for Service Design – Roles & Responsibilities

2. Availability Management – Roles & Responsibilities

3. Demand and Capacity Management – Roles & Responsibilities

4. ITSCM – Roles & Responsibilities

5. Security Management – Roles & Responsibilities

6. Service Catalogue Management – Roles & Responsibilities

7. Service Level Management – Roles & Responsibilities

8. Supplier Management – Roles & Responsibilities







2.1.3 Service Transition

1. Organizing of Service Transition

2. Service Transition – Managing Communications and Commitment

3. Service Transition – RACI Example for Managing Change

4. Service Transition – Roles & Responsibilities

5. Build and Test Environment – Roles & Responsibilities

6. Service Validation and Testing – Roles & Responsibilities

7. Change Management – Roles & Responsibilities

8. CMDB – Roles & Responsibilities

9. Knowledge Management – Roles & Responsibilities

10. Planning and Support – Roles & Responsibilities

11. Release & Deployment – Roles & Responsibilities

2.1.4 Service Operation

1. Event, Access and Request Fulfillment Management – Roles & Responsibilities

2. Incident Management – Roles & Responsibilities

3. Problem Management – Roles & Responsibilities

4. Service Desk – Roles & Responsibilities

5. Service Operation Functions – Roles & Responsibilities

6. Sourcing – Roles & Responsibilities

2.1.5 Continual Service Improvement

1. CSI – Roles & Responsibilities







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

1. Demand & Capacity Manager

2. Financial Manager

3. Product Manager

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







2.2.4 Service Operation

1. Event, Access and Request Fulfillment Team

2. Incident Manager

3. Problem Manager

4. Service Desk

2.2.5 Continual Service Improvement

1. SLM Process Manager







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.







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 organization’s

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

• 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

• Performance testing of new services and systems

• Reports on service and component performance against targets contained in SLAs

• Maintaining a knowledge of future demand for IT services and predicting the effects of

demand on performance service levels

• Determining performance service levels that are maintainable and cost-justified

• Recommending tuning services and systems, and making recommendations to IT

management on the design and use of systems to help ensure optimum use of all hardware

and operating system software resources

• Acting as a focal point for all capacity and performance issues.







3.2 Financial Management – Roles & Responsibilities A Financial Manager has responsibility for ensuring that the aims of Financial Management are

met. This includes such tasks as:

• Working, at an appropriate level, with representatives of the organization management and

the Finance Department, to develop the policies of Budgeting, IT Accounting and Charging

• Implementing and maintaining the IT Financial Management Process, covering Budgeting,

IT Accounting and Charging.

• Assisting in developing account plans and investment cases for the IT organization and its

Customers.

• Managing the IT organization budget.

• Preparing budget forecasts and assisting Customers in preparing IT elements of their

budgets.

• Reporting regularly to IT managers and Customers on conformance to budgets.

• Selecting suitable tools and processes for gathering Cost data.

• Providing guidance for the development of suitable cost models.

• Seeking agreement for suitable IT Accounting policies, e.g. Depreciation.

• Assisting in developing cost-benefit cases for IT investments.

• Providing advice to senior management on the cost-effectiveness of IT solutions.

• Identifying methods of charging within the organizations charging policy.

• Providing justifications and comparisons for charges.

• Ensuring that regular bills are prepared for Customers

• Preparing a price list of Services, if required.

• Providing close support to Service Level Management, Capacity Management and

Business relationship Management, especially during budget and IT investment planning.

• Recommending scope for internal audits.

• Assisting external auditors.







3.3 Service Portfolio Management – Role & Responsibilities

The Product Manager is a key role within Service Portfolio Management. The role is responsible

for managing services as a product over their entire lifecycle from concept to retirement through

design, transition and operation. They are instrumental in the development of Service Strategy and

its execution through the Service Lifecycle within a high-performing portfolio of services.

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 organization’s strategic positions and financial objectives.







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 Critical Knowledge, Skills and Experience

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:

• Business strategy, competitive analysis and portfolio management

• Design, software development and systems engineering

• Financial analysis, lifecycle Cost Management and pricing

• Project management and risk management

• Sourcing and supplier management

Education would generally include an advanced degree in Accounting, Finance, Marketing,

Operations, Engineering, Information Systems or Computer Science, or equivalent experience.







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.







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:

• Identify the activities/processes

• Identify/define the functional roles

• Conduct meetings and assign the RACI codes

• Identify any gaps or overlaps – e.g. where there are two R’s or no R’s

• Distribute the chart and incorporate feedback

• Ensure that the allocations are being followed

4.1.1 Example RACI Matrix

Director service management

Service Level Manager

Problem Manager

Security Manager

Procurement Manager

Activity 1

AR

C

I

I

C

Activity 2

A

R

C

C

C

Activity 3

I

A

R

I

C

Activity 4

I

A

R

I

Activity 5

I

I

A

C

I







4.1.2 Functional Roles Analysis

• Many A’s: are duties segregated properly? Should someone else be accountable for

some of these activities? Is this causing a bottleneck in some areas that will delay

decisions?

• Many R’s: Is this too much for one function?

• No empty spaces: Does this role need to be involved in so many tasks?

• Also, does the type or degree of participation for this role’s qualifications?

4.1.3 Activity Analysis

• More than one A: only one role can be accountable.

• No A’s”: at least one A must be assigned to each activity.

• 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.

• No R’s: at least one person must be responsible.

• Many C’s: is there a requirement to consult with so many roles? What are the benefits

and can the extra time be justified?

• No C’s and I’s: 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 Skills & Attributes

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:

• Awareness of the business priorities, objectives and business drivers

• Awareness of the role IT plays in enabling the business objectives to be met

• Customer service skills

• Awareness of what IT can deliver to the business, including latest capabilities

• The competence, knowledge and information necessary to complete their role

• The ability to use, understand and interpret the best practice, policies and procedures to

ensure adherence.







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

Communications – an important element of all roles is raising awareness of the processes to

ensure buy-in and conformance. An ability to communicate at all levels within the organization

will be imperative.

Articulate - both written, for reports etc., and verbal

Negotiation – required for several aspects, such as procurement and contracts

Analytical – to analyze metrics produced from the activity.

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/)




http://www.sfia.org.uk/�




4.1.5 Service Level Manager

The Service Level Manager has responsibility for ensuring that the aims of Service Level

Management are met. This includes responsibilities such as:

• Keeping aware of changing business needs

• 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 SLA’s.

• Negotiating and agreeing OLA’s and, in some cases, other SLA’s and agreements that

underpin the SLA’s 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, SLA’s, OLA’s and other agreements on a regular basis, ideally

at least annually.

• Ensuring that all changes are assessed for their impact on service levels, including SLA’s,

OLA’s and underpinning contracts, including attendance at CAB meetings if appropriate.

• Identifying all key stakeholders and customers

• Developing relationships and communication with stakeholders, customers and key users.

• Defining and agreeing complaints and their recording management, escalation, where

necessary, and resolution

• Definition recording and communication of all complaints

• Measuring, recording, analyzing and improving customer satisfaction.







4.2 Availability Management – Roles & Responsibilities An Availability Manager has responsibility for ensuring that the aims of Availability Management

are met. This includes responsibilities such as:

• 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

• Participating in the IT infrastructure design, including specifying the availability requirements

for hardware and software

• Specifying the requirements for new or enhanced event management systems for automatic

monitoring of availability of IT components

• Specifying the reliability, maintainability and serviceability requirements for components

supplied by internal and external suppliers

• 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

• Creating, maintaining and regularly reviewing an AMIS and a forward-looking Availability

Plan, aimed at improving the overall availability of IT services and infrastructure components,

to ensure that existing and future business availability requirements can be met

• 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

• Creating availability and recovery design criteria to be applied to new or enhancing

infrastructure design

• Working with Financial Management, ensuring the levels of IT availability required are cost-

justified







• 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

• Attending CAB meetings when appropriate.







4.3 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 organization’s

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







• 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

• Performance testing of new services and systems

• Reports on service and component performance against targets contained in SLAs

• Maintaining a knowledge of future demand for IT services and predicting the effects of

demand on performance service levels

• Determining performance service levels that are maintainable and cost-justified

• Recommending tuning services and systems, and making recommendations to IT

management on the design and use of systems to help ensure optimum use of all hardware

and operating system software resources

• Acting as a focal point for all capacity and performance issues.







4.4 ITSCM – Roles & Responsibilities The IT Service Continuity Manager is responsible for ensuring that the aims of IT Service

Continuity Management are met. This includes such tasks and responsibilities as:

• Performing Business Impact Analyses for all existing and new services

• Implementing and maintaining the ITSCM process, in accordance with the overall

requirements of the organization’s 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

• Developing and maintaining the organization’s continuity strategy

• Assessing potential service continuity issues and invoking the Service Continuity Plan if

necessary

• Managing the Service Continuity Plan while it is in operation, including fail-over to a

secondary location and restoration to the primary location

• 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

• Negotiating and managing contracts with providers of third-party recovery services

• Assessing changes for their impact on Service Continuity and Continuity Plans

• Attending CAB meetings when appropriate







4.5 Security Management – Roles & Responsibilities The Security Manager is responsible for ensuring that the aims of Information Security

Management are met. This includes such tasks and responsibilities as:

• 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

• Ensuring that the Information Security Policy is enforced and adhered to

• Identifying and classifying IT and information assets (Configuration Items) and the level of

control and protection required

• Assisting with Business Impact Analysis

• Performing Security Risk Analysis and risk management in conjunction with Availability and

IT service Continuity Management

• Designing security controls and developing security plans

• 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

• Promoting education and awareness of security

• 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

• Performing security tests

• 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

• Acting as a focal point for all security issues.







4.6 Service Catalogue Management – Role & Responsibilities The Service Catalogue Manager has responsibility for producing and maintaining the Service

Catalogue. This includes responsibilities such as:

• 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.







4.7 Service Level Management – Roles & Responsibilities The Service Manager has responsibility for ensuring that the aims of Service Level Management

are met. This includes responsibilities such as:

• Keeping aware of changing business needs

• 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 SLA’s

• Negotiating and agreeing OLA’s and, in some cases, other SLA’s and agreements that

underpin the SLA’s 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, SLA’s, OLA’s and other agreements on a regular basis, ideally

at least annually

• Ensuring that all changes are assessed for their impact on service levels, including SLA’s,

OLA’s and underpinning contracts, including attendance at Change Advisory Board

meetings – if appropriate

• Identifying all key stakeholders and customers

• Developing relationships and communication with stakeholders, customers and key users

• Defining and agreeing complaints and their recording, management, escalation, where

necessary, and resolution

• Definition recording and communication of all complaints

• Measuring, recording, analyzing and improving, customer satisfaction.







4.8 Supplier Management – Roles & Responsibilities The Supplier Manager has responsibility for ensuring that the aims of Supplier Management are

met. This includes tasks such as:

• Providing assistance in the development and review of SLAs, contracts, agreements or

any other documents for third-party suppliers

• 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

• Maintaining and reviewing a Supplier and Contracts Database (SCD)

• 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

• Monitoring, reporting and regularly reviewing supplier performance against targets,

identifying improvement actions as appropriate and ensuring these actions are

implemented







• 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.







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 Service Transition’s Role in Organizational Change

Organizational change is always a challenge. Factors that drive successful change initiatives at

the organization level include:

• Leadership for the change

• Organization adoption

• Governance process

• Organization capabilities

• Business and service performance measures

• A strong communication process with regular opportunity for staff feedback

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 Operation’s ability to keep the services running.







Organizational adoption is a subset of Change Management practice. It typically happens at two

levels: individual and organizational. It is important to understand the culture of the organizations

and the people involved. This will often be quite diverse across different cultures, business units,

geographies and including:

• Business culture – this may be different depending on the industry, geography, etc.

• Culture of customer organization(s)

• Culture of service provider/IT organization

• Culture of supplier organization(s)

• Individual personalities, especially of senior managers and change champions

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:

• Service Transition staff

• Customers

• Users

• Service Operations staff

• Suppliers

• Key stakeholders







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 need for knowledge and effective knowledge transfer

• 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

• Follow the deadlines for submitting changes and releases

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.







5.1.2 Understanding the Organizational Culture

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.







Cultural Aspect Question Language 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?

Change Does the organization appear to resist change or is it constantly evolving?

Communication 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?

Knowledge flow 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?

Communities 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?

Networks Are an individual’s networks well developed, on the whole? What kind of information is exchanged by these people?

Working environment 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?

History 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?

Meetings 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?

Rewards and motivations 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?

Time What are individuals’, teams’ and the organizational attitudes to time, e.g. busy or relaxed; punctual, rigid and unchanging or flexible?







5.2 Service Transition – Managing Communications and Commitment Communication is central to any Service Transition change process. The greater the change, the

greater the need for clear communication about the reasons and rationale behind it, the benefits

expected, the plans for its implementation and its proposed effects. Communications need to be

targeted at the right audience and clearly communicate the messages and benefits consistently.

Understanding individual commitment is important before planning the communications.

5.2.1 Communications During Service Transition

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 individual’s

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.







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 team’s 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?







• Are the communications successful in overcoming the particular communication barriers on

this Service Transition (e.g. cultural differences, the added structure of large teams, the

additional requirements associated with geographically dispersed personnel)?

• Is there consideration to address the communication needs of other stakeholders in the

project (e.g. decision makers, opinion leaders, system users, internal and external regulatory

bodies, and any other persons impacted by the implementation of the new Service

Transition)?

The figure below shows an overview of the key elements for consideration when planning for

effective communication.







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







• 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

• Posters/roadmaps – good-quality colorful communications at the end of office floors showing

implementation activities, progress or general updates; these are a positive way of keeping

communications alive and delivering a consistent message

• Pay advice notes – key communication attached to payslips to ensure a practical 100%

communication update

• ‘Z-cards’/encapsulated reference cards – small credit-card-sized documents holding key

information and expected to be carried by staff in their wallets or purses

5.2.4 Motivation and the Importance of Communication

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.







5.3 Service Transition – RACI Example for Managing Change

Role/Responsibility Change Sponsor, e.g. business and IT leaders

Change enabler, e.g. process owners, service owners

Change agent, e.g. team leader instructing change

Change target, e.g. individual performing the change

Articulate a vision for the business and service change in their domain

A/R A/R C I

Recognize and handle resistance to change

A/R A A C

Initiate change, understand the levers for change and the obstacles

A/R A/R C C

Manage change and input to change plan

A/R A/R C C

Input to design of target organization or structure, etc.

A/R A/R C

Set up a system for communicating change

A/R A/R C

Steer change A/R A A C Mobilize the organization

A/R C C C

Mobilize their department, unit, team

A/R A/R C

Lead workshops and group analysis of the current processes

A/R A/R

Run effective meetings

A/R A/R A/R A/R

Solve problems in groups

A/R A/R A/R







5.4 Service Transition – Roles & Responsibilities The roles and responsibilities below related primarily to Service Transition, however they will be

used to some extent by other processes within the Service Management lifecycle.

• Service Transition Management

• Planning and Support

• Service Asset and Configuration Management and Change Management

• Performance and Risk Evaluation

• Service Knowledge Management

• Service Test Management

• Release and Deployment

• Release Packaging and Build

• Deployment

• Early Life Support

• Build and Test Environment Management

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 customer’s 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.







5.4.1 Service Transition Manager

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

• Managing and coordinating the Service Transition functions

• 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







5.5 Build and Test Environment – Roles & Responsibilities 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

coordinating and sometimes arbitrary roles to ensure that resources are used to maximum effect.

Build and test environment staff have the following key responsibilities:

• Ensure service infrastructure and application are built to design specification

• Plan acquisition, build, implementation and maintenance of ICT infrastructure

• Ensure build delivery components are from controlled sources

• Develop an integrated application software and infrastructure build

• Deliver appropriate build, operations and support documentation for the build and test

environments prior to handover to Service Operations

• Build, deliver and maintain required testing environments.







5.6 Service Validation and Test – Roles & Responsibilities The underlying concept to which Service Validation and Testing contributes is quality assurance –

establishing that the Service Design and release will deliver a new or changed service or service

offering that is fit for purpose and fit for use. Testing is a vital area within Service Management

and has often been the unseen underlying cause of what was taken to be inefficient Service

Management processes.

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 provider’s 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 Validation and Test Management

This includes the planning, control and reporting of activities through the test stages of Service

Transition.

Responsibilities include:

• Planning the test resources

• Prioritizing and scheduling what is to be tested and when

• Management of incidents, problems, errors and non-conformances, risks and issues

• Checking that incoming known errors and their documentation are processed

• Monitoring progress and collating feedback from validation and test activities

• Management of incidents, problems, errors, non-conformances, risks and issues

discovered during transition

• Consequential changes, to reduce errors going into production

• Capturing configuration baseline

• Test metrics collection, analysis, reporting and management







5.6.2 Plan and Design Test

Test planning and design activities start early in the service lifecycle and include:

• Resourcing

• Hardware, networking, staff numbers and skills etc

• Business/customer resources required

• Supporting services including access, security, catering, communications

• Schedule of milestones, handover and delivery dates

• Agreed time for consideration of reports and other deliverables

• Point and time of delivery and acceptance

• Financial requirements – budgets and funding

5.6.3 Verify Test Plan and Test Design

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 Prepare Test Environment

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.







5.6.6 Evaluate Exit Criteria and Report

Actual results are compared to the expected results and a report produced.

5.6.7 Test Clean up and Closure

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.







5.7 Change Management – Roles & Responsibilities

5.7.1 The Change Authority

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:

• Anticipated business risk

• Financial implications

• Scope of the change (e.g. internal effects only, within the finance service, specific

outsourced services).







5.7.2 The Change Manager

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 people’s areas of expertise

• Convenes urgent CAB or ECAB meetings for all urgent RFCs

• Chairs all CAB and ECAB meetings

• After consideration of the advice given by the CAB or ECAB, authorizes acceptable

changes

• Issues change schedules, via the service desk

• 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

• Reviews all outstanding RFCs awaiting consideration or awaiting action

• Analyses change records to determine any trends or apparent problems that occur; seeks

rectification with relevant parties

• Closes RFCs

• Produces regular and accurate management reports

5.7.3 Change Advisory Board

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).







5.8 CMDB – Roles & Responsibilities

Service Design is responsible for designing the baselines appropriate for the service and

identifying the relevant assets and CIs with input from the business change manager(s) and

others who have responsibilities for delivering services and maintaining the business continuity.

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:

Service Asset Manager

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.







5.8.1 The Service Asset Manager

The service asset manager has the following responsibilities:

Works to the overall objectives agreed with the IT services manager; implements the

organization’s 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

Arranges recruitment and training of staff

Manages the evaluation of proprietary Asset Management tools and recommends those that

best meet the organization’s 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

Proposes and/or agrees interfaces with Change Management, problem management,

network management, release management, computer operations, logistics, finance and

administration functions

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.







5.8.2 The Configuration Manager

The configuration manager has the following responsibilities:

Works to the overall objectives agreed with the IT services manager; implements the

organization’s 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

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

Arranges recruitment and training of staff

Manages the evaluation of proprietary Configuration Management tools and recommends

those that best meet the organization’s budget, resource, timescale and technical

requirements

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

Proposes and/or agrees interfaces with Change Management, problem management,

network management, release management, computer operations, logistics, finance and

administration functions

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







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 The Configuration Analyst

The Configuration Analyst has the following responsibilities:

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

Uses the asset and CMS to help identify other CIs

Performs configuration audits to check that the physical IT inventory is consistent with the

asset and CMS and initiates any necessary corrective action







Creates and populates project libraries and CM system; checks items and groups of items

into the CM tools

Accepts baselined products from third parties and distributes products

Builds system baselines for promotion and release

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

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

Provide information on the status of CIs

Number, record, store and distribute Asset and Configuration Management issues

The Configuration Librarian has the following specific responsibilities:

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)

Creates libraries or other storage areas to hold CIs

Assists in the identification of products and CIs

Maintains current status information on CIs

Accepts and records the receipt of new or revised configurations into the appropriate library

Archives superseded CI copies

Holds the master copies

Administers configuration control process:

Distributes change requests to individual team members for impact assessment

Validates completeness of change requests

Routes change requests to appropriate authority for approval

Progresses and tracks change requests through to completion

Reports on change requests







Records decisions about change requests

Issues copies of products for review, change, correction or information when authorized to do

so

Maintains a record of all copies issued

Notifies holders of any changes to their copies

Collects and retains information that will assist in the assessment of what CIs are impacted

by a change to a product

Produces configuration status accounting reports

Assists in conducting configuration audits

Liaises with other configures libraries where CIs are common to other systems

5.8.5 The CMS/Tools Administrator

The CMS/Tools Administrator has the following responsibilities:

Evaluates proprietary Asset and Configuration Management tools and recommends those

that best meet the organization’s 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

housekeeping and fine tuning under change control

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

Ensures the integrity and operational performance of the CM systems.







5.8.6 The Configuration Control Board

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.







5.9 Knowledge Management – Roles & Responsibilities Knowledge Management requires effective and authoritative ownership within an organization.

The role of the Knowledge Management process owner is crucial, in that it will design, deliver and

maintain the Knowledge Management strategy, process and procedures.

5.9.1 The Knowledge Management Process Owner

The Knowledge Management process owner has the following responsibilities:

• Undertakes the Knowledge Management roles, ensuring compliance with the organization’s

policies and processes

• Is the architect of knowledge identification, capture and maintenance

• Identifies, controls and stores any information deemed to be pertinent to the services

provided, which is not available via any other means

• Maintains the controlled knowledge items to ensure currency

• 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.

• Acts as an advisor to business and IT personnel on Knowledge Management matters,

including policy decisions on storage, value, worth etc.







5.10 Planning and Support – Roles & Responsibilities Planning and support may not be a direct responsibility of the Service Transition manager. This

function may be consolidated into an overall Service Management office/TI planning

responsibility. Regardless of where this function sits, the role must still be performed.

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

• Maintaining records on and providing management information on resource use,

project/Service Transition progress, budgeted and actual spend

• Managing and coordinating requests for resources

• 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

• Managing support for tools and Service Transition processes

• Communicating with stakeholders







5.11 Release & Deployment – Roles & Responsibilities Release and Deployment is primarily responsible for managing all aspects of the end-to-end

release process. The release and deployment manager will report to the Service Transition

manager as will the Service test manager; however these roles should always be undertaken by

separate people, and never be combined, to ensure that there is always independent testing and

test verification.

5.11.1 The Release and Deployment Manager

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.

The release and deployment manager has the following responsibilities:

• Manage all aspects of the end-to-end release process

• Update Service Knowledge Management System

• Ensures coordination of build and test environments teams and release teams

• Ensures teams follow the organization’s established policies and procedures

• Provides management reports on release progress

• Service release and deployment policy and planning

• Deals with release package design, build and configuration

• Deals with release package acceptance including business sign off

• Deals with service roll-out planning including method of deployment

• Deals with release package testing to predefined Acceptance Criteria

• Signs off the release package for implementation

• Deals with communication, preparation and training

• Audits hardware and software before and after the implementation of release package

changes

• Installs new or upgraded hardware

• Deals with storage and traceability/audit ability of controlled software in both centralized and

distributed systems

• Deals with release, distribution and the installation of packaged software.







However, some of these responsibilities will be delegated to the relevant release team sub-

process.

The main components to be controlled are:

• Service documentation including:

• Service Portfolio

• Service Catalogue

• Service Level Agreement, OLA’s and UC’s

• Service Design and specification

• Application programs developed in house

• Externally developed software (including standard off-the-shelf software as well as customer-

written software)

• Utility software

• Supplier-provided system software

• Hardware, and hardware specifications

• Assembly instructions and documentation, including user manuals.

5.11.2 Release Packaging and Build

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.

5.11.3 The Release Packaging and Build Manager

The release and packaging manager has the following responsibilities:

• Establishes the final release configuration (e.g. knowledge, information, hardware, software

and infrastructure)

• Builds the final release delivery

• Tests the final delivery prior to independent testing

• Establishes and reports outstanding known errors and workarounds

• Provides input to the final implementation sign-off process.







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

• Change and Service Asset and Configuration Management

• Capacity Management

• Availability Management

• Incident Management

• Quality Management.

5.11.4 Deployment

Deployment staff has the following responsibilities:

• Deal with the final physical delivery of the service implementation

• Coordinate release documentation and communications, including training and customer,

Service Management and technical release notes

• 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

• Provide feedback on the effectiveness of the release

• Record metrics for deployment to ensure within agreed SLA’s.







5.11.5 Early Life Support

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.

Early Life Support staff has the following key responsibilities:

• Provide IT service and business functional support from prior to final acceptance by Service

Operations

• Ensure delivery of appropriate support documentation

• Provide release acceptance for provision of initial support

• 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

• Support documentation including service desk scripts

• Data management, including archiving

• Embed activities for a new or changed service

• 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 RFC’s as required

• Provide initial performance reporting and undertake service risk assessment based on

performance.







5.11.6 Build and Test Environment Management

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:

• Ensure service infrastructure and application are built to design specification

• Plan acquisition, build, implementation and maintenance of ICT infrastructure

• Ensure build delivery components are from controlled sources

• Develop an integrated application software and infrastructure build

• Deliver appropriate build, operations and support documentation for the build and test

environments

• Build, deliver and maintain required testing environments.







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

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 Desk’s 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.







6.1.2 The Role of Technical and Application Management

Technical and Application Management plays several important roles as follows:

• 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

• If Event Management activities are delegated to the Service Desk or IT Operations

Management, Technical and Application Management must ensure that the staff are

adequately trained and that they have access to the appropriate tools to enable them to

perform these tasks.

6.1.3 The Role of IT Operations Management

Where IT Operations is separated from Technical or Application Management, it is common for

Event Monitoring and first-line response to be delegated to IT Operations Management.

Operators for each area will be tasked with monitoring events, responding as required, or

ensuring that Incidents are created as appropriate. The instructions for how to do so must be

included in the SOPs for those teams.

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.







6.1.4 Access Management Roles

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 Role of the Service Desk

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.







6.1.6 The Role of Technical and Application Management

Technical and Application Management plays several important roles as follows:

• 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

• If Access Management activities are delegated to the Service Desk or IT Operations

Management, Technical and Application Management must ensure that the staff are

adequately trained and that they have access to the appropriate tools to enable them to

perform these tasks.

6.1.7 The Role of IT Operations Management

Where IT Operations is separated from Technical or Application Management, it is common for

operational Access Management tasks to be delegated to IT Operations Management. Operators

for each area will be tasked with providing or revoking access to key systems or resources. The

circumstances under which they may do so, and the instructions for how to do so, must be

included in the SOPs for those teams.

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.







6.1.8 Request Fulfillment Roles

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.







6.2 Incident Management – Roles & Responsibilities The following roles are needed for the Incident Management process.

6.2.1 Incident Manager

An Incident Manager has the responsibility for:

• Driving the efficiency and effectiveness of the Incident Management process.

• Producing management information

• Managing the work of incident support staff (first and second-line)

• Monitoring the effectiveness of Incident Management and making recommendations for

improvement

• Developing and maintaining the Incident Management systems

• Managing Major Incident

• Developing and maintaining the Incident Management process and procedures.

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. In some cases, e.g. where detailed

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.







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 (third-

line) 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. A

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

• Hardware Maintenance Engineers

• Environment Equipment Maintainers/Suppliers.

Note: Depending upon where an organization decides to source its support services, any of the

above groups could be internal or external groups.







6.3 Problem Management – Roles & Responsibilities

There should be a designated person (or, in larger organizations, a team) responsible for

Problem Management. Smaller organizations may not be able to justify a full-time resource for

this role, and it can be combined with other roles in such cases, but it is essential that it not just

be left to technical resources to perform. There needs to be a single point of coordination and an

owner of the Problem Management process. This role will coordinate all Problem Management

activities and will have specific responsibility for:

• Liaison with all problem resolution groups to ensure swift resolution of problems within

SLA targets

• Ownership and protection of the KEDB

• Gatekeeper for the inclusion of all Known Errors and management or search algorithms

• Formal closure of all Problem Records

• 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.







6.4 Service Desk – Roles & Responsibilities

The key to effective ITSM is ensuring that there is clear accountability and roles defined to carry

out the practice of Service Operation. A role is often tied to a job description or work group

description but does not necessarily need to be filled by one individual. The size of an

organization, how it is structured, the existence of external partners and other factors will

influence how roles are assigned. Whether a particular role is filled by a single individual or

shared between two or more, the importance is the consistency of accountability and execution,

along with the interaction with other roles in the organization.

The following roles are needed for the Service Desk.

6.4.1 Service Desk Manager

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:

• Manage the overall desk activities, including the supervisors

• Act as a further escalation point for the supervisor(s)

• Take on a wider customer-services role

• Report to senior managers on any issue that could significantly impact the business

• Attend Change Advisory Board meetings

• 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.







6.4.2 Service Desk Supervisor

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 Supervisor’s role is likely to include:

• Ensuring that staffing and skill levels are maintained throughout operational hours by

managing shift staffing schedules, etc.

• Undertaking HR activities as needed

• Acting as an escalation point where difficult or controversial calls are received

• Production of statistics and management reports

• Representing the Service Desk at meetings

• Arranging staff training and awareness sessions

• Liaising with senior management

• Liaising with Change Management

• 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 Service Desk Analysts

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.







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 facilitate communication between IT and the business at an operational level

• To reinforce expectations of users regarding what Service Levels have been agreed

• Staff training for users in their area

• Providing support for minor incidents or simple request fulfillment

• Involvement with new releases and rollouts.







6.5 Service Operation Functions – Roles & Responsibilities 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 coordination for several IT groups and processes.

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 organization’s 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:

• Logging all relevant incident/service request details, allocating categorization and

prioritization codes

• Providing first-line investigation and diagnosis

• Resolving those incidents/service requests they are able to

• Escalating incidents/service requests that they cannot resolve within agreed timescales

• Keeping users informed of progress

• Closing all resolved incidents, requests and other calls

• Conducting customer/user satisfaction call-backs/surveys as agreed

• 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 Function

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.







Responsibilities of the Technical Management Function and their resources include:

• 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 the design and building of new services

• Involvement in projects, not only during Service Design and Service Transition, but also for

Continual Service Improvement or operational projects

• Modeling and workload forecasting for Availability and Capacity Management

• 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

• Definition and management of Event Management standards and tools

• 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

• Provides resources that execute the Problem Management process

• Involvement in defining coding systems that are used in Incident and Problem Management

• Support Problem Management in validating and maintaining the KEDB

• Builds changes in conjunction with Change Management







• Deployment of releases

• Provides information for, and operationally maintain, the Configuration Management system

and its data

• Identifying opportunities for improvement and in helping to evaluate alternative solutions

• 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

• Involvement in defining the operational activities performed as part of IT Operations

Management

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

Maintenance Activities: On behalf of Technical or Application Management teams or departments







The objectives of IT Operations Management include:

• Maintenance of the status quo to achieve stability of the organization’s 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.

Application Management is to applications what Technical Management is to the IT Infrastructure.

Application Management plays a role in all applications, whether purchased or developed in-

house. One of the key decisions that they contribute to is the decision of whether to buy an

application or build it (this is discussed in detail in the Service Design publication). Once the

decision is made, Application Management plays a dual role:

• It is the custodian of technical knowledge and expertise related to managing applications. In

this role, Application Management, working together with Technical Management, ensures

that the knowledge required to design, test, manage and improve IT services is identified,

developed and refined

• 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.







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.







6.6 Sourcing – Roles & Responsibilities

Role Description Key Competencies Director of service management

Senior executive who understands the business and defines, plan, purchases and manages all aspects of service delivery on behalf of business units

Authority and seniority to prioritize and define services for business units Large-scale service and operations management Financial and commercial management Governance, negotiation and Contract Management

Contract manager Constructs, negotiates, monitors and manages the legal and commercial contract on behalf of the sourcing organization

Contract Management for large scale service provision Negotiation and conflict resolution Service definition and management Translation of business into contractual requirements

Product manager Defines, plans, purchases and manages sourced elements of the service and performance on behalf of sourcing organization

Authority and seniority to prioritize and define sourcing needs for specific elements of the service

Process owner Interface with business users and functions to review, define and authorize current and future process models. Aim to identify and standardize best practices

Capability and process definition Process mapping Service monitoring Managing user forums e.g. Joint Application Development, Conference Room Pilot Best practice identification, capture and rollout

Business representatives Primary service recipient on behalf of each business unit who define business requirements, monitor service, raise service requests and own budgets

Knowledge of specific business functions Requirements gathering, definition and prioritization Service monitoring Managing use forums







7 CONTINUAL SERVICE IMPROVEMENT

7.1 CSI – Roles & Responsibilities

7.1.1 Key Activities and Roles Assigned

Key Activities Key Roles Collect data and analyze trends compared to baselines, targets, SLA's and benchmarks. This would include output from services and service management processes.

CSI Manager, Service Manager, Service Owner, IT Process Owner

Set targets for improvement in efficiency and cost effectiveness throughout the entire service lifecycle

CSI Manager, Service Manager

Set targets for improvements in service quality and resource utilization

CSI Manager, Service Manager, Service Owner, Business Process Owner

Consider new business and security requirements CSI Manager, Service Manager, Business Process Owner

Consider new external drivers such as regulatory requirements

CSI Manager, Service Manager, Business Process Owner

Create a plan and implement improvements CSI Manager, Service manager, Service Owner, Process Owner

Provide a means for staff members to recommend improvement opportunities


Measure, report and communicate on service improvement initiatives


Revise policies, processes, procedures and plans where necessary


Ensure that all approved actions are completed and that they achieve the desired results

CSI Manager, Service Manager, Business Manager, IT Process Owner, Business Process Owner







8 SERVICE STRATEGY PROCESS OWNER REVIEW TEMPLATES







8.1 Demand & Capacity Manager

IT Services Roles & Responsibilities

Process: Demand & Capacity Management

Status:

Version: 0.1

Release Date:







Detailed responsibilities of Demand & Capacity Management process owner The Demand & Capacity Manager….. Description 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 organization’s 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

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.







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.







Detailed skills of the Demand & Capacity Management process owner The Demand & Capacity Manager….. 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 Demand and Capacity management in both written and verbal form








8.2 Financial Manager


Process: Financial Management

Status:

Version: 0.1

Release Date:







Detailed responsibilities of the Financial Management process owner The Financial Manager….. Description 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.

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 cost-effectiveness of IT solutions.

12. Will identify methods of charging within the organizations charging policy.








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.







Detailed skills of the Financial Management process owner The Financial Manager….. Description 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.








8.3 Product Manager


Process: Service Portfolio Management

Status:

Version: 0.1

Release Date:







Detailed responsibilities of Service Portfolio Management process owner The Product Manager….. Description 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

Folls v

8. Follows variety-based positions and seeks new sources of demand for items in the Service Catalogue

9. Negotiates internal agreements with BRMs who represent the underserved needs of customers

10. Works together with the BRM to make a business case for new service development when solutions are not found in the Catalogue or Pipeline

11. Involves the Sourcing Management function when there is a need to integrate third-party services and other service components for a new or existing service.

12. Holds a position within the Sourcing Organization








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







Detailed skills of the Product Management process owner The Product Manager….. Description 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 organization’s 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








9 SERVICE DESIGN PROCESS OWNER REVIEW TEMPLATES







9.1 Availability Manager


Process: Availability Management

Status:

Version: 0.1

Release Date:







Detailed responsibilities of the Availability Management process owner The Availability Manager….. Description 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:

• Any outstanding process related actions • Current targets for availability performance • The process mission statement

6. Make available relevant, concise reports that are both timely and readable for Customers and Management








Detailed skills of the Availability Management process owner The Availability Manager….. Description 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.








9.2 ITSCM Process Manager


Process: IT Service Continuity Management

Status:

Version: 0.1

Release Date:







Detailed responsibilities of the IT Service Continuity Management process owner The ITSCM Manager….. Description Notes/Comments 1.

Will develop and maintain the IT Service Continuity Management Process. Will develop, maintain and promote IT Service Continuity Management.


3. Will chair the Recovery meetings that are used to identify and action recovery issues and to verify that all steps were completed and the objective of the process was achieved.

4. Arrange and run all IT Service Continuity Management reviews with the IT Service Continuity Management team. 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 availability performance The process mission statement

6. Will manage IT Service Delivery during times of a disaster. This includes coordinating the disaster recovery team and liaising with the business.









Detailed skills of the IT Service Continuity Management process owner The ITSCM Manager….. Description 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.


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.








9.3 Security Manager


Process: Security Management

Status: In draft Under Review Sent for Approval Approved Rejected

Version: <<your version>>

Release Date:







Detailed responsibilities of the Security Management process owner The Security Manager….. Description Notes/Comments 1.

Will develop and maintain the Security Management Process. Will develop, maintain and promote Security Management.


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









Detailed skills of the Security Management process owner The Security Manager….. Description 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 and quantifiable process management experience.

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.


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.








9.4 Service Catalogue Manager


Process: Service Catalogue Management



Release Date:

Note: SEARCH AND REPLACE <<Organization name>> Search for any << or >> as your input will be required Also review any yellow highlighted text







Detailed responsibilities of the Service Catalogue Management process owner The Service Catalogue Manager….. Description 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








Detailed skills of the Service Catalogue Management process owner The Service Catalogue Manager….. Description Notes/Comments 1.









9. Is able to articulate all information regarding Service Catalogue Management in both written and verbal form








9.5 Service Level Manager


Process: Service Level Management



Release Date:








Detailed responsibilities of the Service Level Management process owner The Service Level Manager….. Description 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 Service Improvement Plans/Programmes to eradicate falling Service Delivery performance


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)


• 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.








Detailed skills of the Service Level Management process owner The Service Level Manager….. Description 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).








9.6 Supplier Manager


Process: Supplier Management



Release Date:








Detailed responsibilities of the Supplier Management process owner The Supplier Manager….. Description 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








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







Detailed skills of the Supplier Management process owner The Supplier Manager….. Description Notes/Comments 1.









9. Is able to articulate all information regarding Supplier Management in both written and verbal form








10 SERVICE TRANSITION PROCESS OWNER REVIEW TEMPLATES







10.1 Change Manager


Process: Change Management



Release Date:







Detailed responsibilities of the Change Management process owner The Change Manager….. Description Notes/Comments 1.

Receives, logs and allocates a priority, in collaboration with the initiator, to all RFCs that are totally impractical

2. 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

3. 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 people’s areas of expertise

4. Convenes urgent CAB or ECAB meetings for all urgent RFCs

5. Chairs all CAB and ECAB meetings

6. After consideration of the advice given by the CAB or ECAB, authorizes acceptable changes

7. Issues change schedules, via the service desk

8. Liaises with all necessary parties to coordinate change building, testing and implementation, in accordance with schedules

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







Detailed skills of the Change Management process owner The Change Manager… Description Notes/Comments 1.









9. Is able to articulate all information regarding Demand and Capacity management in both written and verbal form








10.2 Service Asset & Configuration


Process: Service Asset & Configuration Management



Release Date:







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 organization’s 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 organization’s 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








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.







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 organization’s 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 organization’s 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








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 CMS; manages CMS, central libraries, tools, common codes and data; ensures regular housekeeping of the CMS

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.







Detailed skills of the Service Asset & Configuration Management process owner The Service Asset & Configuration Managers… Description Notes/Comments 1.









9. Is able to articulate all information regarding Service Asset & Configuration Management in both written and verbal form








10.3 Knowledge Manager


Process: Knowledge Management



Release Date:







Detailed responsibilities of the Knowledge Management process owner The Knowledge Manager….. Description Notes/Comments 1.

Undertakes the Knowledge Management roles, ensuring compliance with the organization’s 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.








Detailed skills of the Knowledge Management process owner The Knowledge Manager… Description Notes/Comments 1.









9. Is able to articulate all information regarding Knowledge Management in both written and verbal form








10.4 Planning & Support Team


Process: Planning & Support



Release Date:







Detailed responsibilities of the Planning & Support process team The Planning & Support Team….. Description 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 and identifies key areas for improvement

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








Detailed skills of the Planning & Support process team The Planning & Support Team… Description Notes/Comments 1.














10.5 Release & Deployment Manager


Process: Release & Deployment Management



Release Date:







Detailed responsibilities of the Release & Deployment Management process owner The Release & Deployment Manager….. Description 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.


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.

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









Detailed skills of the Release & Deployment Management process owner The Release & Deployment Manager….. Description 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.


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.








11 SERVICE OPERATION PROCESS OWNER REVIEW TEMPLATES







11.1 Event, Access and Request Fulfillment Team


Process: Event, Access & Request Fulfilment Management



Release Date:







Detailed responsibilities of the Event, Access & Request Fulfillment Management processes team The Service Desk….. Description 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








Technical and Application Management….. Description Notes/Comments 1.

Participates in the instrumentation of the service, classifying events, updating correlation engines and ensuring that any auto responses are defined

2. Tests the service to ensure that events are properly generated and that the defined responses are appropriate

3. Performs Event and Access Management for the systems under their control

4. Deals with incidents and problems related to the events and access

5. Ensures that staff are adequately trained and that they have access to the appropriate tools to enable them to perform these tasks

6. Ensures that mechanisms are created to simplify and control Access Management on each service that is designed.

7. Specifies ways in which abuse of rights can be detected and stopped

8. Tests the service to ensure that access can be granted, controlled and prevented as designed







IT Operations Management….. Description Notes/Comments 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







Detailed skills of the Event, Access & Request Fulfillment Management processes team The Service Desk….. Description Notes/Comments 1.








8. Is able to articulate all information regarding Event, Access and Request Fulfillment in both written and verbal form








Technical and Application Management….. Description Notes/Comments 1.









9. Is able to articulate all information regarding Event, Access and Request Fulfillment in both written and verbal form







IT Operations Management….. Description Notes/Comments 1.









9. Is able to articulate all information regarding Event, Access and Request Fulfillment management in both written and verbal form








11.2 Incident Manager


Process: Incident Management



Release Date:







Detailed responsibilities of the Incident Management process owner The Incident Manager….. Description 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 second-line)

4. Monitors the effectiveness of Incident Management and makes recommendations for improvement

5. Develops and maintains the Incident Management systems

6. Manages Major Incidents

7. Develops and maintains the Incident Management process and procedures








Detailed skills of the Incident Management process owner The Incident Manager… Description Notes/Comments 1.









9. Is able to articulate all information regarding Incident management in both written and verbal form








11.3 Problem Manager


Process: Problem Management



Release Date:







Detailed responsibilities of the Problem Management process owner The Problem Manager….. Description 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.


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









Detailed skills of the Problem Management process owner The Problem Manager….. Description 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.


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.








11.4 Service Desk

IT Services Roles & Responsibilities Function: Service Desk



Release Date:







Detailed responsibilities of the Service Desk function team The Service Desk Manager….. Description Notes/Comments 1.

Manages the overall desk activities, including the supervisors

2. Acts a further escalation point for supervisors

3. Takes on a wide customer services role

4. Reports to senior management on any issues that could significantly impact the business

5. Attends Change Advisory Board meetings

6. Takes 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 such as monitoring certain classes of event








The Service Desk Supervisor….. Description Notes/Comments 1.

Ensures that staffing and skill levels are maintained throughout operational hours by managing shift staffing schedules

2. Undertakes HR activities as needed

3. Acts as an escalation point where difficult or controversial calls are received

4. Produces statistics and management reports

5. Arranges staff training and awareness sessions

6. Liaises with senior management

7. Liaises with Change Management

8. Performs briefings to Service Desk staff on changes or deployments that may affect volumes at the Service Desk

9. Assists analysts in providing first-line support when workloads are high, or where additional experience is required







Detailed skills of the Service Desk function team The Service Desk team….. Description Notes/Comments 1.
















12 CONTINUAL SERVICE IMPROVEMENT PROCESS OWNER TEMPATES







12.1 SLM Process Manager


Process: Service Level Management



Release Date:








Detailed responsibilities of the Service Level Management process owner The Service Level Manager….. Description 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 Service Improvement Plans/Programmes to eradicate falling Service Delivery performance


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)


• 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.








Detailed skills of the Service Level Management process owner The Service Level Manager….. Description 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).








13 BONUS DOCUMENT – MAPPING RESPONSIBILITIES FOR ISO/IEC 20000

13.1 Understanding ‘Who Does What’

Achieving ISO/IEC 20000 requires roles and responsibilities to be clearly defined. Clarity on ‘who

does what’ avoids confusion, variations in processes that ought to be consistent, and inefficiency

in delivery of the service. This is particularly important if roles and responsibilities need to

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. Responsibility matrices provide a compact, concise and easily

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 customer’s 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.







Matrices such as those in Tables 2-6 will help a service provider meet the ISO/IEC 20000

requirements for competence, awareness and training.

13.1.2 Table 1: Key to Abbreviations for Tables 2-4

Abbreviation Role Description

BRM

Business Relationship Manager

Person responsible for the relationship with the business. Has overall responsibility for the relationship with the customer and for customer satisfaction.

IM

Incident Manager

Person responsible for the effectiveness of the incident management process.

OM

Operational Manager

Person responsible for managing delivery of a service team. Has line management responsibility for staff delivering that service.

SLR

Service Level Reporting Team

People documenting service level achievement and explanation of exceptions.

What?...states what needs to be achieved When?...explains when the particular process/procedure must be followed Why?...explains why the practice exists and how it has been developed How?...explains how the practice is achieved Who?…tells which members of the team are responsible







13.1.3 Table 2: Service Review Meetings

Responsibility What When Why How Who

Service Review Meetings

Customer: hold meetings, document appropriately, monitor and own actions

As appropriate but within published schedule

To:

• ensure service level agreement (SLA) reflects customers needs;

• ensure agreed services are met;

• provide audit trail of issues/actions

Define agenda, dates, participants

BRM OM

Internal: hold meetings, document appropriately, monitor and own actions

As appropriate but within published schedule.

To:

• Ensure SLA reflects customer’s needs;

• Ensure agreed services are met;

• Provide audit trail of actions;

• Encourage participation/team work;

• Understand customer’s business plans;

• Incorporate internal planning

Define agenda, dates, participants

BRM OM







13.1.4 Table 3: Service Level Reporting


Service Level Reporting

Design & content awareness

Start of responsibility/SLA changes

In order to ensure that report is accurately measuring SLA’s

Review report and cross-referenced with SLA

BRM OM

Production

As per contract

To produce an accurate report

Using internal SLR team procedures Management summary from BRM/OM

SLR OM

Verification

After production of report

To ensure that data contained within report is accurate and complete

Review report

SLR OM

Delivery

As per SLA

To provide customer with SLA measurement information

Electronic and/or paper bound report distributed

SLR IM BRM







13.1.5 Table 4: Incident and Internal Reports


Incident reports

Production

Upon request of BRM/customer/IM or as detailed within SLA

To detail impact, and to action prevention of recurrence

Standard format on incident report database

IM OM

Delivery

Within 5 working days of incident or as detailed within SLA

To cascade information to customer and internal support teams

Electronic/paper bound report distributed. Review content with BRM prior to distribution

IM BRM

Sign-off

As timetabled in the incident report

To ensure that planned actions are carried out by the business

Review status with OM’s until all actions closed

IM

Internal report (for delivery

team)

Production

Within agreed timescales

Inform line manager on service and financial status

Commercial internal report template

BRM Team Leaders







13.1.6 RACI Matrices

Matrices that identify who is accountable, responsible, consulted or informed (ARCI) are also useful. These are generally referred to as RACI Matrices. 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’.

Differences in RACI roles The differences in roles are normally based on guidelines such as:

• Accountable (e.g. the buck stops here): • Person with YES/NO authority, sign-off, approval, veto; • Should be no more than ‘one per row’;

• Responsible (e.g. the doer): • Takes initiative to accomplish a task/function/decision; • Develops alternatives • Consults and informs others

• Consulted (e.g. kept in the loop) • Asked for input prior to decision/action; • Part of two-way communication • Can be initiated or solicited;

• Informed (e.g. keep in the picture)

• Told about a decision/action usually after the fact; • Permission is not sought from this person; • One-way communication; • May be prior to going public to a wide audience.







13.1.7 Table 5: ARCI Matrix Example (Level 1)

Task Accountable Responsible Consulted Informed

1. Log request for

change (RFC)

Change initiator

Change initiator

2. Categorize RFC

Change Manager

Change Manager


3. Assess, appraise and

schedule RFC

Change Manager

Change Manager


4. Build, test and

implement change

Implementation Manager

Implementation Manager

Change Manager


5. Verify and close

Change Manager

Change Manager


13.1.8 Table 6: ARCI Matrix Example (Level 2)

Task Accountable Responsible Consulted Informed 4.1 Build change

Development Manager

Development Manager

Change Manager


4.2 Test change

Test Manager

Test Manager

Change Manager


4.3 Implement change

Operations Manager

Operations Manager

Change Manager








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• Visit our website at http://www.theartofservice.com/

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