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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

Notice of Rights
All rights reserved. No part of this book may be reproduced or transmitted in any form by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the prior
written permission of the publisher.

Notice of Liability
The information in this book is distributed on an “As Is” basis without warranty. While every
precaution has been taken in the preparation of the book, neither the author nor the
publisher shall have any liability to any person or entity with respect to any loss or damage
caused or alleged to be caused directly or indirectly by the instructions contained in this book
or by the products described in it.

Trademarks
Many of the designations used by manufacturers and sellers to distinguish their products are
claimed as trademarks. Where those designations appear in this book, and the publisher
was aware of a trademark claim, the designations appear as requested by the owner of the
trademark. All other product names and services identified throughout this book are used in
editorial fashion only and for the benefit of such companies with no intention of infringement
of the trademark. No such use, or the use of any trade name, is intended to convey
endorsement or other affiliation with this book.

Roles and Responsibilities of ITIL V3 Workbook

3

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

3

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

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

5

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

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

4

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

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6.4
Service Desk – Roles & Responsibilities ..................................................................................................................... 74
6.4.1 Service Desk Manager .......................................................................................................................................... 74
6.4.2 Service Desk Supervisor ........................................................................................................................................ 75
6.4.3 Service Desk Analysts ........................................................................................................................................... 75
6.4.4 Super Users........................................................................................................................................................... 76
6.5
Service Operation Functions – Roles & Responsibilities ............................................................................................ 77
6.5.1 Technical Management Function ......................................................................................................................... 77
6.5.2 IT Operations Management.................................................................................................................................. 79
6.5.3 Application Management ..................................................................................................................................... 80
6.6
7

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

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

8

9

10

11

12

SERVICE STRATEGY PROCESS OWNER REVIEW TEMPLATES ....................................................................................... 84
8.1

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

8.2

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

8.3

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

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

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

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

CONTINUAL SERVICE IMPROVEMENT PROCESS OWNER TEMPATES ........................................................................ 155
12.1

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

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6

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

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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.

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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

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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

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1
0

2.2 Step 2
Within each Lifecycle phase, you can also find a job description or performance review template for
many of the process owners. These can be used by the organization when assessing current staff or
when considering the suitability of potential new staff. Below is a list of these documents.

2.2.1

Service Strategy

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

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1
1

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

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Roles and Responsibilities of ITIL V3 Workbook

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.

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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

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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.

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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.

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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.

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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.

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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.

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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 Level Problem

Security

Procurement

service

Manager

Manager

Manager

Manager

management

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

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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.

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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/)

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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.

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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 costjustified

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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.

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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

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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.

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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
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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.

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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.

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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.

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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

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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.

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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.

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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

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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.

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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.

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Cultural Aspect
Language

Change
Communication

Knowledge flow

Communities

Networks
Working environment

History

Meetings

Rewards and motivations

Time

Question
Is there a common language or shared language(s)? Does the
language inhibit and reinforce boundaries or facilitate effective
change and knowledge transfer? Is the organizational language
style mostly formal or informal?
Does the organization appear to resist change or is it constantly
evolving?
What are the preferred modes of communication? What is the
content and style of internal communications? Where does official
and unofficial communication happen? Are communication
channels open and democratic or closed and hierarchical? How
is knowledge and experience shared? Are rumors/gossip
prevalent?
How do people describe the way knowledge and information is
transferred around the organization? How easy is it to find what
you need to know, when you need it? How easy is it to find the
right person with the right experience?
Are there identifiable ‘communities’ within the organization? Is
there a community leader, e.g. problem management community
leader? What is the structure and function of these communities?
Are an individual’s networks well developed, on the whole? What
kind of information is exchanged by these people?
Does the working environment create the right conditions for
knowledge transfer and integrated working, e.g. close proximity
physically and/or electronic tools? How are desks configured?
How are communal areas used?
How does the organization see its own history? Is it valued and
used or quickly forgotten? How does the organization value past
experiences, e.g. do people still refer back to their old company
after a merger?
Are meetings seen as productive? How are they managed? Are
they effective? Does everyone feel safe to speak? How is opinion
or criticism handled? How is output captured or taken forward?
How are individuals/teams rewarded or recognized for sharing
knowledge/information and experience? What motivates people
in the organization? What else might be blocking engagement of
an individual/team, e.g. other major change, major incident
handling?
What are individuals’, teams’ and the organizational attitudes to
time, e.g. busy or relaxed; punctual, rigid and unchanging or
flexible?

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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.

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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?

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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.

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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

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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.

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5.3 Service Transition – RACI Example for Managing Change
Role/Responsibility

Articulate a vision
for the business and
service change in
their domain
Recognize
and
handle resistance to
change
Initiate
change,
understand
the
levers for change
and the obstacles
Manage
change
and input to change
plan
Input to design of
target organization
or structure, etc.
Set up a system for
communicating
change
Steer change
Mobilize
the
organization
Mobilize
their
department,
unit,
team
Lead
workshops
and group analysis
of
the
current
processes
Run
effective
meetings
Solve problems in
groups

Change
Sponsor,
e.g.
business and IT
leaders
A/R

Change
enabler,
e.g.
process owners,
service owners
A/R

Change agent, Change target,
e.g. team leader e.g.
individual
instructing
performing
the
change
change
C
I

A/R

A

A

C

A/R

A/R

C

C

A/R

A/R

C

C

A/R

A/R

C

A/R

A/R

C

A/R
A/R

A
C

A
C

A/R

A/R

C

A/R

A/R

A/R

A/R

A/R

A/R

A/R

A/R

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C
C

A/R

Roles and Responsibilities of ITIL V3 Workbook

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.

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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

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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.

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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

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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.

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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.

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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).

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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).

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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.

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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.

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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

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

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

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

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
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

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.

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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.

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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.

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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

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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.

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However, some of these responsibilities will be delegated to the relevant release team subprocess.

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 customerwritten 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.
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The release packaging and build manager cannot perform this role in isolation: other functions
with which there will be significant interface are:


Security Management



Test Management



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.

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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.

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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.

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6 SERVICE OPERATION
6.1 Event, Access and Request Fulfillment Management – Roles &
Responsibilities
It is unusual for an organization to appoint an ‘Event Manager’ as events tend to occur in multiple
contexts and for many different reasons. However, it is important that Event Management
procedures are coordinated to prevent duplication of effort and tools. The roles of the Service
Operation functions in the Event Management are as follows:

6.1.1

The Role of the Service Desk

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.

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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.

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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.

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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.

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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.

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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.

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6.2.3

Second Line

Many organizations will choose to have a second-line support group, made up of staff with
greater (through still general) technical skills than the Service Desk – and with additional time to
devote to incident diagnosis and resolution without interference from telephone interruptions.
Such a group can handle many of the less complicated incidents, leaving more specialist (thirdline) support groups to concentrate on dealing with more deep-rooted incidents and/or new
developments etc.

Where a second-line group is used, there are often advantages of locating this group close to the
Service Desk to aid with communications and to ease movement of staff between the groups,
which may be helpful for training/awareness and during busy periods of staff shortages.

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.
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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.

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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.

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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.

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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.

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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.
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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

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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

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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 inhouse. 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.

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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.

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6.6 Sourcing – Roles & Responsibilities
Role
Director
of
management

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

Key Competencies
Authority and seniority to
prioritize and define services
for business units
Large-scale
service
operations management
Financial
and
management

and

commercial

Governance, negotiation and
Contract Management
Constructs,
negotiates, Contract
Management for
monitors and manages the large scale service provision
legal and commercial contract
on behalf of the sourcing Negotiation
and
conflict
organization
resolution

Contract manager

Service
definition
management

Product manager

Defines, plans, purchases and
manages sourced elements of
the service and performance
on
behalf
of
sourcing
organization
Interface with business users
and functions to review, define
and authorize current and
future process models. Aim to
identify and standardize best
practices

Process owner

and

Translation of business into
contractual requirements
Authority and seniority to
prioritize and define sourcing
needs for specific elements of
the service
Capability
definition

and

process

Process mapping
Service monitoring
Managing user forums e.g.
Joint Application Development,
Conference Room Pilot

Business representatives

Best practice identification,
capture and rollout
Primary service recipient on Knowledge
of
specific
behalf of each business unit business functions
who
define
business
requirements, monitor service, Requirements
gathering,
raise service requests and definition and prioritization
own budgets
Service monitoring
Managing use forums

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7 CONTINUAL SERVICE IMPROVEMENT
7.1 CSI – Roles & Responsibilities
7.1.1

Key Activities and Roles Assigned

Key Activities
Collect data and analyze trends compared to baselines,
targets, SLA's and benchmarks. This would include
output from services and service management
processes.
Set targets for improvement in efficiency and cost
effectiveness throughout the entire service lifecycle
Set targets for improvements in service quality and
resource utilization

Consider new business and security requirements

Consider new external drivers such as regulatory
requirements
Create a plan and implement improvements

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

Key Roles
CSI Manager, Service
Manager,
Service
Owner,
IT
Process
Owner
CSI Manager, Service
Manager
CSI Manager, Service
Manager,
Service
Owner,
Business
Process Owner
CSI Manager, Service
Manager,
Business
Process Owner
CSI Manager, Service
Manager,
Business
Process Owner
CSI Manager, Service
manager,
Service
Owner, Process Owner
CSI Manager, Service
Manager
CSI Manager, Service
Manager
CSI Manager, Service
Manager
CSI Manager, Service
Manager,
Business
Manager, IT Process
Owner,
Business
Process Owner

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Roles and Responsibilities of ITIL V3 Workbook

8 SERVICE STRATEGY PROCESS OWNER REVIEW
TEMPLATES

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8.1 Demand & Capacity Manager

IT Services
Roles & Responsibilities
Process: Demand & Capacity Management
Status:
Version:
Release Date:

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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

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12.
Assesses new technology and its relevance to the organization
in terms of performance and cost
13.
Is familiar with potential future demand for IT services and
assessing this on performance service levels
14.
Ensures that all changes are assessed for their impact on
capacity and performance and attends CAB meetings when
appropriate
15.
Produces regular management reports that include current
usage of resources, trends and forecasts
16.
Sizes all proposed new services and systems to determine the
computer and network resources required, to determine
hardware utilization, performance service levels and cost
implications
17.
Assesses new techniques and hardware and software products
for use by Capacity Management that might improve the
efficiency and effectiveness of the process
18.
Carries out performance testing of new services and systems
19.
Reports on service and component performance against
targets contained in SLAs
20.
Maintains a knowledge of future demand for IT services and
predicts the effects of demand on performance service levels
21.
Determines performance service levels that are maintainable
and cost-justified
22.
Recommends tuning services and systems, and makes
recommendations to IT management on the design and use of
systems to help ensure optimum use of all hardware and
operating system software resources
23.
Acts as a focal point for all capacity and performance issues.

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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

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5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies
and procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Demand and
Capacity management in both written and verbal form

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8.2 Financial Manager

IT Services
Roles & Responsibilities
Process: Financial Management
Status:
Version:
Release Date:

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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.

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5.
Will prepare budget forecasts and assist Customers in
preparing
IT
elements
of
their
budgets.
6.
Will be requires to report regularly to IT managers and
Customers on conformance to budgets.
7.
Should select suitable tools and processes for gathering Cost
data.
8.
Will provide guidance for the development of suitable cost
models.
9.
Will seek agreement for suitable IT Accounting policies, e.g.
Depreciation.
10.
Will assist in developing cost-benefit cases for IT investments.
11.
Will provide advice to senior management on the costeffectiveness of IT solutions.
12.
Will identify methods of charging within the organizations
charging policy.

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13.
Will provide justifications and comparisons for charges.
14.
Will ensure that regular bills are prepared for Customers
15.
Will prepare a price list of Services, if required.
16.
Will provide close support to Service Level Management,
Capacity
Management
and
Business
relationship
Management, especially during budget and IT investment
planning.
17.
Will recommend scope for internal audits.
18.
Will assist external auditors.

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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.

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8.3 Product Manager

IT Services
Roles & Responsibilities
Process: Service Portfolio Management
Status:
Version:
Release Date:

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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
8.
Follows variety-based positions and seeks new sources of
demand for items in the Service Catalogue
9.

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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

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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

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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

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Roles and Responsibilities of ITIL V3 Workbook

9 SERVICE DESIGN PROCESS OWNER REVIEW
TEMPLATES

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9.1 Availability Manager

IT Services
Roles & Responsibilities
Process: Availability Management
Status:
Version:
Release Date:

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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

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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.

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9.2 ITSCM Process Manager

IT Services
Roles & Responsibilities
Process: IT Service Continuity Management
Status:
Version:
Release Date:

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

Notes/Comments

1.
Will develop and maintain
Management Process.

the

IT

Service

Continuity

Will develop, maintain and promote IT Service Continuity
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 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.
7.
Make available relevant, concise reports that are both timely
and readable for Customers and Management

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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.
6.
The process manager must be able to demonstrate ways to
“do things differently” that will improve the process.
7.
Must be able to think logically about disaster recovery issues
that could affect the organization and design appropriate
assessment and diagnosis activities.
This will provide a strong link into the Problem Management
process and Service Level Management process.

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Roles and Responsibilities of ITIL V3 Workbook

9.3 Security Manager

IT Services
Roles & Responsibilities
Process: Security Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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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.
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Will chair the Security Policy and Security Incident meetings
that are used to identify and action security issues and to verify
that all steps in the process were completed and the objective
of the process was achieved.
4.
Arrange and run all Security Management reviews with the
Security Management team and the Service Delivery
Managers.
The reviews where necessary will include other IT Departments
as well as key customers.
5.
Will control and review:
Any outstanding process related actions
Current targets for security measures
The process mission statement
6.
Make available relevant, concise reports that are both timely
and readable for Customers and Management

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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
experience.

and

quantifiable

process

management

2.
High degree of analytical skills to be able to assess the impact
of security incidents on different business systems and people.
High degree of analytical skill needed to be able to help in the
process of improving the technical aspects of security.
3.
Must be able to focus on other aspects of security not just the
technical side. The process manager will be able to plan for
Organization, Procedural and Physical security needs.
4.
An ability to run a meeting according to strict guidelines (not to
get side-tracked on items that one person may be interested
in).
Must possess skills in influencing and negotiation as well.
5.
The Security Manager must be able to communicate with
people at all levels of the organization. This is especially
important during meetings.
6.
The process manager must be able to demonstrate ways to
“do things differently” that will improve the process.
7.
Must be able to think logically about confidentiality, integrity
and availability issues that could affect the organization and
design appropriate assessment and diagnosis activities.
This will provide a strong link into the Service Level
Management process.

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107

Roles and Responsibilities of ITIL V3 Workbook

9.4 Service Catalogue Manager

IT Services
Roles & Responsibilities
Process: Service Catalogue Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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

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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

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Detailed skills of the Service Catalogue Management process owner
The Service Catalogue 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 Service
Catalogue Management in both written and verbal form

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110

Roles and Responsibilities of ITIL V3 Workbook

9.5 Service Level Manager

IT Services
Roles & Responsibilities
Process: Service Level Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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

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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
Plans/Programmes to eradicate
performance

Service
Improvement
falling Service Delivery

2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Will establish, maintain and review:
• Service Level Agreements with the business Customer
(including a decision on SLA Structure).
• Operational Level Agreements with the IT provider
• Underpinning Contracts with third party providers.
4.
Is responsible for the creation, maintenance, marketing and
distribution of the Service Catalog (which documents the IT
Services offered by the organization)
5.
Will control and review:
• Any outstanding process related actions
• Current targets for service performance
• Performance against SLAs, OLAs and UCs
6.
Make available relevant, concise reports that are both timely
and readable for Customers and IT providers.

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

Notes/Comments

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.

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1.

2.
High degree of people/relationship management focus and
an ability to deal with an administrative workload. Will also
tend to be balanced in negotiations – almost to the point of
neutrality during discussions between the customer and the
IT Service Provider.
3.
The Service Level Manager will take an active interest in
learning about services offered by external and internal
providers. The manager will be interested in understanding
how services are provided, rather than just accepting a
marketing statement.
4.
The Service Level Manager must have good oral and
presentation skills. They are a “champion” for this process
and must display an air of confidence, without arrogance.
5.
The Service Level Manager must be able to communicate
with people at all levels of the organization; this is one
contributing factor that also will require a high degree of
understanding of human emotion and resistance.
6.
The process manager must be able to demonstrate ways to
“do things differently” that will improve the process.
They must not be risk adverse, but must be very risk
conscious.
7.
Although not a highly numeric role, the selected person must
be able to understand the basics of supply and demand, with
a commonsense attitude to service charging and a grip on
basic statistical analysis.
8.
The process manager will need to be able to engage in
technical discussions with technical people (to ensure
credibility) and to engage in business discussions with
business people, about those technical issues (of course in
non-technical terms).

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113

Roles and Responsibilities of ITIL V3 Workbook

9.6 Supplier Manager

IT Services
Roles & Responsibilities
Process: Supplier Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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

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114

Roles and Responsibilities of ITIL V3 Workbook

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

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Roles and Responsibilities of ITIL V3 Workbook

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

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115

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Roles and Responsibilities of ITIL V3 Workbook

Detailed skills of the Supplier Management process owner
The Supplier 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 Supplier
Management in both written and verbal form

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Roles and Responsibilities of ITIL V3 Workbook

10 SERVICE TRANSITION PROCESS OWNER REVIEW
TEMPLATES

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117

118

Roles and Responsibilities of ITIL V3 Workbook

10.1 Change Manager

IT Services
Roles & Responsibilities
Process: Change Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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Roles and Responsibilities of ITIL V3 Workbook

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

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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

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Roles and Responsibilities of ITIL V3 Workbook

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

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120

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Detailed skills of the Change Management process owner
The Change 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

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122

Roles and Responsibilities of ITIL V3 Workbook

10.2 Service Asset & Configuration

IT Services
Roles & Responsibilities
Process: Service Asset &
Configuration Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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Roles and Responsibilities of ITIL V3 Workbook

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

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particular area.

Roles and Responsibilities of ITIL V3 Workbook

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.

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Roles and Responsibilities of ITIL V3 Workbook

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

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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.

Roles and Responsibilities of ITIL V3 Workbook

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.

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126

127

Roles and Responsibilities of ITIL V3 Workbook

Detailed skills of the Service Asset & Configuration Management process owner
The Service Asset & Configuration Managers…
Description

Notes/Comments

1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Service Asset &
Configuration Management in both written and verbal form

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

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).
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to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.

128

Roles and Responsibilities of ITIL V3 Workbook

10.3 Knowledge Manager

IT Services
Roles & Responsibilities
Process: Knowledge Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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129

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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.

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Use
the
notes/Comment
s column in
different ways.
If
you
are
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ticks or look to
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are
looking
to
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a
process
manager
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promote
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you can make
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the
particular
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130

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Detailed skills of the Knowledge Management process owner
The Knowledge 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 Knowledge
Management in both written and verbal form

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Use
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s column in
different ways.
If
you
are
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are
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process
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or
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the
particular
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131

Roles and Responsibilities of ITIL V3 Workbook

10.4 Planning & Support Team

IT Services
Roles & Responsibilities
Process: Planning & Support
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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132

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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
identifies key areas for improvement

and

7.
Undertakes formal quality reviews of the Service Transition,
release and deployment plans and agreed transition activities in
accordance with the quality management plan
8.
Manages support for tools and Service Transition processes
9.
Communicates with stakeholders

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133

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Detailed skills of the Planning & Support process team
The Planning & Support Team…
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

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the
particular
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134

Roles and Responsibilities of ITIL V3 Workbook

10.5 Release & Deployment Manager

IT Services
Roles & Responsibilities
Process: Release & Deployment Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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135

Roles and Responsibilities of ITIL V3 Workbook

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.
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Conducts reviews on releases that have been implemented to
verify that all steps were completed and the objective of the
release was achieved.
4.
Arrange and run all release management meetings (for
emergency meetings helps to decide the attendees for the
meeting (based on the changes to be tabled)).
Chair all release meetings.
This is an integral step and should involve other process
managers, especially as release can have a major affect on
availability, capacity, continuity plans, and service levels.

Use
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s column in
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are
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appoint
a
process
manager
or
promote
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within
the
organization
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notes
about
their abilities in
the
particular
area.

5.
Will liaise with the relevant parties involved with an approved
release to ensure activities are co-ordinated and carried out
according to plan.
6.
Will control and review:
Any outstanding process related actions
Current targets for service performance
The process mission statement
7.
Make available relevant, concise reports that are both timely
and readable for Customers and Management

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136

Roles and Responsibilities of ITIL V3 Workbook

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.
6.
The process manager must be able to demonstrate ways to
“do things differently” that will improve the process.
7.
Must be able to think logically about potential releases and
release packages that could affect the organization and design
appropriate release templates, rules and schedules.

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Use
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notes/Comment
s column in
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you
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If
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are
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process
manager
or
promote
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within
the
organization
you can make
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the
particular
area.

Roles and Responsibilities of ITIL V3 Workbook

11 SERVICE OPERATION PROCESS OWNER REVIEW
TEMPLATES

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137

138

Roles and Responsibilities of ITIL V3 Workbook

11.1 Event, Access and Request Fulfillment Team

IT Services
Roles & Responsibilities
Process: Event, Access & Request
Fulfilment Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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139

Roles and Responsibilities of ITIL V3 Workbook

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

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s column in
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140

Roles and Responsibilities of ITIL V3 Workbook

Technical and Application Management…..
Description
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

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Notes/Comments

141

Roles and Responsibilities of ITIL V3 Workbook

IT Operations Management…..
Description
1.
Monitors events, responding as required or ensuring that
Incidents are created as appropriate
2.
Initiates, coordinates and sometimes performs the responses
required by the service, or provides first-level support for those
events which generate an incident
3.
Provides or revokes access to key systems or resources

4.
Monitors events related to Access Management and can
provide first-line support and coordination in the resolution of
those events where appropriate

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Notes/Comments

142

Roles and Responsibilities of ITIL V3 Workbook

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

Notes/Comments

1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies
and procedures to ensure adherence
7.
Has exceptional organizational and communications skills
8.
Is able to articulate all information regarding Event, Access and
Request Fulfillment in both written and verbal form

Copyright The Art of Service
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Phone: +61 (0)7 3252 2055 | Brisbane, Australia

Use
the
notes/Comments
column
in
different ways. If
you are looking to
apply
for
a
process role, then
you can check
yourself
against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.

143

Roles and Responsibilities of ITIL V3 Workbook

Technical and Application Management…..
Description
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 Event, Access and
Request Fulfillment in both written and verbal form

Copyright The Art of Service
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Phone: +61 (0)7 3252 2055 | Brisbane, Australia

Notes/Comments

144

Roles and Responsibilities of ITIL V3 Workbook

IT Operations Management…..
Description

Notes/Comments

1.
Demonstrates awareness of the business priorities, objectives
and business drivers
2.
Demonstrates awareness of the role IT plays in enabling the
business objectives to be met
3.
Has advanced customer service skills
4.
Has an awareness of what IT can deliver to the business,
including the latest capabilities
5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies
and procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process

Use
the
notes/Comments
column in different
ways. If you are
looking to apply for
a process role,
then you can check
yourself
against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization
you
can make notes
about their abilities
in the particular
area.

8.
Has exceptional organizational and communications skills
9.
Is able to articulate all information regarding Event, Access and
Request Fulfillment management in both written and verbal
form

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145

Roles and Responsibilities of ITIL V3 Workbook

11.2 Incident Manager

IT Services
Roles & Responsibilities
Process: Incident Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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146

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

Use
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s column in
different ways.
If
you
are
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role, then you
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resume).

5.
Develops and maintains the Incident Management systems
6.
Manages Major Incidents
7.
Develops and maintains the Incident Management process and
procedures

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If
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are
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147

Roles and Responsibilities of ITIL V3 Workbook

Detailed skills of the Incident Management process owner
The Incident 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 Incident
management in both written and verbal form

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

Use
the
notes/Comments
column
in
different ways. If
you are looking to
apply
for
a
process role, then
you can check
yourself against
the list (with ticks
or look to update
your resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.

148

Roles and Responsibilities of ITIL V3 Workbook

11.3 Problem Manager

IT Services
Roles & Responsibilities
Process: Problem Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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149

Roles and Responsibilities of ITIL V3 Workbook

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.
2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Conducts reviews on Problem and Known Errors that have
been identified and actioned to verify that all steps were
completed and the objective of the process was achieved.
4.
Arrange and run all Proactive Problem Management reviews
with the problem team.
This will be done in conjunction with the Service Level
Management process and the Service Improvement Plan.
This will also involve the Technical Observation Post that would
have been set up by Availability Management.
5.
The Problem Manager will liaise with the relevant parties
involved during the preventative targeting activity to ensure
activities are co-ordinated and carried out according to plan.
6.
Will control and review:
Any outstanding process related actions
Current targets for service performance
The process mission statement
7.
Make available relevant, concise reports that are both timely
and readable for Customers and Management

Copyright The Art of Service
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Phone: +61 (0)7 3252 2055 | Brisbane, Australia

Use
the
notes/Comments
column in different
ways. If you are
looking to apply
for a process role,
then
you
can
check
yourself
against the list
(with ticks or look
to update your
resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.

150

Roles and Responsibilities of ITIL V3 Workbook

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.
6.
The process manager must be able to demonstrate ways to
“do things differently” that will improve the process.
7.
Must be able to think logically about potential problems and
known errors that could affect the organization and design
appropriate assessment and diagnosis activities.

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Use
the
notes/Comments
column in different
ways. If you are
looking to apply
for a process role,
then
you
can
check
yourself
against the list
(with ticks or look
to update your
resume).
If you are looking
to
appoint
a
process manager
or
promote
someone
from
within
the
organization you
can make notes
about
their
abilities in the
particular area.

151

Roles and Responsibilities of ITIL V3 Workbook

11.4 Service Desk

IT Services
Roles & Responsibilities
Function: Service Desk
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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Detailed responsibilities of the Service Desk function team
The Service Desk Manager…..
Description
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

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Notes/Comments
Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.

153

Roles and Responsibilities of ITIL V3 Workbook

The Service Desk Supervisor…..
Description
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

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Notes/Comments

154

Roles and Responsibilities of ITIL V3 Workbook

Detailed skills of the Service Desk function team
The Service Desk team…..
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

Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).

5.
Demonstrates competence, knowledge and information that is
necessary to complete their role effectively
6.
Uses, understands and interprets the best practice, policies and
procedures to ensure adherence
7.
Demonstrates management skills, both from a person
management perspective and from the overall control of
process
8.
Has exceptional organizational and communications skills

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Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org
Phone: +61 (0)7 3252 2055 | Brisbane, Australia

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.

Roles and Responsibilities of ITIL V3 Workbook

12 CONTINUAL SERVICE IMPROVEMENT PROCESS
OWNER TEMPATES

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155

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12.1 SLM Process Manager

IT Services
Roles & Responsibilities
Process: Service Level Management
Status:

In draft
Under Review
Sent for Approval
Approved
Rejected

Version:

<<your version>>

Release Date:

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

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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
Plans/Programmes to eradicate
performance

Service
Improvement
falling Service Delivery

2.
Will coordinate process reviews utilizing independent parties to
provide an objective view on the simplicity of the process and
areas for improvement.
Will be responsible for implementing any design improvements
identified.
3.
Will establish, maintain and review:
• Service Level Agreements with the business Customer
(including a decision on SLA Structure).
• Operational Level Agreements with the IT provider
• Underpinning Contracts with third party providers.
4.
Is responsible for the creation, maintenance, marketing and
distribution of the Service Catalog (which documents the IT
Services offered by the organization)
5.
Will control and review:
• Any outstanding process related actions
• Current targets for service performance
• Performance against SLAs, OLAs and UCs
6.
Make available relevant, concise reports that are both timely
and readable for Customers and IT providers.

Copyright The Art of Service
Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org
Phone: +61 (0)7 3252 2055 | Brisbane, Australia

Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.

158

Roles and Responsibilities of ITIL V3 Workbook

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).

Copyright The Art of Service
Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org
Phone: +61 (0)7 3252 2055 | Brisbane, Australia

Use
the
notes/Comment
s column in
different ways.
If
you
are
looking to apply
for a process
role, then you
can
check
yourself against
the list (with
ticks or look to
update
your
resume).
If
you
are
looking
to
appoint
a
process
manager
or
promote
someone from
within
the
organization
you can make
notes
about
their abilities in
the
particular
area.

Roles and Responsibilities of ITIL V3 Workbook

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.

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Roles and Responsibilities of ITIL V3 Workbook

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

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13.1.3 Table 2: Service Review Meetings
Responsibility

What

When

Service Review Customer:
Meetings
hold
meetings,
document
appropriately,
monitor and
own actions

Why

As
To:
appropriate

but
within
published
schedule



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

As
To:
appropriate

but
within
published
schedule.






How
Define
ensure service agenda,
level agreement dates,
(SLA)
reflects participants
customers
needs;
ensure agreed
services
are
met;
provide
audit
trail
of
issues/actions

Define
Ensure
SLA agenda,
dates,
reflects
participants
customer’s
needs;
Ensure agreed
services
are
met;
Provide
audit
trail of actions;
Encourage
participation/tea
m work;
Understand
customer’s
business plans;
Incorporate
internal
planning

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Who
BRM
OM

BRM
OM

162

Roles and Responsibilities of ITIL V3 Workbook

13.1.4 Table 3: Service Level Reporting
Responsibility What

When

Why

Design
& Start
of In order to
content
responsibility/SLA ensure that
awareness
changes
report
is
accurately
measuring
SLA’s

How

Review
BRM
report
and OM
crossreferenced
with SLA

Production

As per contract

Verification

After production To
ensure Review
of report
that
data report
contained
within report
is
accurate
and complete

Delivery

As per SLA

Service Level
Reporting

Who

To produce Using
SLR
an accurate internal SLR OM
report
team
procedures
Management
summary
from
BRM/OM

To
provide
customer
with
SLA
measurement
information

SLR
OM

Electronic
SLR
and/or paper IM
bound report BRM
distributed

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13.1.5 Table 4: Incident and Internal Reports
Responsibility

Incident
reports

Internal report
(for delivery
team)

What

When

Why

How

Who

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

To
detail Standard format IM
impact,
on
incident OM
and
to report database
action
prevention
of
recurrence

Delivery

Within 5 working
days of incident
or as detailed
within SLA

To cascade
information
to
customer
and
internal
support
teams

Sign-off

As timetabled in To ensure
the
incident that
planned
report
actions are
carried out
by
the
business

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

Review status IM
with OM’s until
all
actions
closed

Production Within
agreed Inform line Commercial
BRM
timescales
manager
internal report Team
Leaders
on service template
and
financial
status

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Roles and Responsibilities of ITIL V3 Workbook

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.
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.

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’.

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13.1.7 Table 5: ARCI Matrix Example (Level 1)
Task

Accountable

1. Log
request
change (RFC)

2. Categorize RFC

for Change
initiator

Responsible

Consulted

Informed

Change
initiator

Change
Manager

Change
Manager

Configuration
Manager

3. Assess, appraise and Change
schedule RFC
Manager

Change
Manager

Configuration
Manager

4. Build,
test
and Implementation
Manager
implement change

Implementation
Manager

Change
Manager

5. Verify and close

Change
Manager

Configuration
Manager

Change
Manager

Configuration
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

Configuration
Manager

4.2 Test change

Test Manager

Test Manager

Change
Manager

Configuration
Manager

Operations
Manager

Change
Manager

Configuration
Manager

4.3
Implement Operations
Manager
change

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Roles and Responsibilities of ITIL V3 Workbook

14 FURTHER READING
For more information on other products available from The Art of Service:


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

If you found this guide helpful, you can find more publications from The Art of Service at:


http://www.amazon.com/

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