ITIL 2011 Lifecycle Roles and Responsibilities UXC Consulting

ITIL 2011 Lifecycle Roles and Responsibilities UXC Consulting Date November 2011 Company UXC Consulting Version Version 1.5 Contact info@uxcconsulting.com.au http://www.uxcconsulting.com.au This summary of IT service management roles and responsibilities is based on those described in the five volumes of ITIL 2011 edition ITIL is a Registered Trademark of the Cabinet Office

TABLE OF CONTENTS Executive Summary... 1 1. Generic roles... 2 1.1 What is a Service Manager?... 2 1.2 Generic Service Owner Role... 2 1.3 Generic Process Owner Role... 4 1.4 Generic Process Manager Role... 5 1.5 Generic Process Practitioner Role... 5 2. Service strategy roles... 6 2.1 Strategy Management for IT Services Roles... 6 2.1.1 Strategy Management for IT Services Process Owner... 6 2.1.2 Strategy Management for IT Services Process Manager... 6 2.1.3 Other Roles Involved in the Strategy Management for IT Services Process... 7 2.1.4 Business Strategy Manager... 7 2.1.5 IT Director or Service Management Director... 7 2.2 Service Portfolio Management Roles... 8 2.2.1 Service Portfolio Management Process Owner... 8 2.2.2 Service Portfolio Management Process Manager... 8 2.3 Business Relationship Management Roles... 9 2.3.1 Business Relationship Manager... 9 2.3.2 Business Relationship Management Process Owner... 9 2.3.3 Business Relationship Management Process Manager... 9 2.4 Financial Management for IT Services Roles... 10 2.4.1 Financial Management for IT Services Process Owner... 10 2.4.2 Financial Management for IT Services Process Manager... 10 2.4.3 Budget Holders... 10 2.5 Demand Management Roles... 11 2.5.1 Demand Management Process Owner... 11 2.5.2 Demand Management Process Manager... 11 2.5.3 Sourcing Roles... 11 2.5.4 Chief Sourcing Officer an example... 11 3. Service design roles... 12 3.1 Design Coordination Roles... 12

3.1.1 Design Coordination Process Owner... 12 3.1.2 Design Coordination Process Manager... 12 3.1.3 Service Design Manager... 12 3.2 Service Catalogue Management Roles... 13 3.2.1 Service Catalogue Management Process Owner... 13 3.2.2 Service Catalogue Management Process Manager... 13 3.3 Service Level Management Roles... 14 3.3.1 Service Level Management Process Owner... 14 3.3.2 Service Catalogue Management Process Manager... 14 3.3.3 Service Owner Role in Service Level Management... 15 3.3.4 Business Relationship Manager Role in Service Level Management... 15 3.4 Availability Management Roles... 16 3.4.1 Availability Management Process Owner... 16 3.4.2 Availability Management Process Manager... 16 3.5 Capacity Management Roles... 18 3.5.1 Capacity Management Process Owner... 18 3.5.2 Capacity Management Process Manager... 18 3.6 IT Service Continuity Management Roles... 20 3.6.1 IT Service Continuity Management Process Owner... 20 3.6.2 IT Service Continuity Management Process Manager... 20 3.7 Information Security Management Roles... 22 3.7.1 Information Security Management Process Owner... 22 3.7.2 Information Security Management Process Manager... 22 3.8 Supplier Management Roles... 23 3.8.1 Supplier Management Process Owner... 23 3.8.2 Supplier Management Process Manager... 23 3.9 Other Service Design Roles... 25 3.9.1 IT Planner... 25 3.9.2 IT Designer / Architect... 26 4. Service transition roles... 27 4.1 Transition Planning and Support Roles... 27 4.1.1 Service Transition Manager... 27 4.1.2 Transition Planning and Support Process Owner... 27 4.1.3 Transition Planning and Support Process Manager... 27 4.1.4 Transition Planning and Support Practitioner... 27

4.2 Change Management Roles... 28 4.2.1 Change Management Process Owner... 28 4.2.2 Change Management Process Manager... 28 4.2.3 Change Initiator... 28 4.2.4 Change Practitioner... 28 4.2.5 Change Authority... 29 4.2.6 Change Advisory Board (CAB) Member... 29 4.2.7 CAB Chair... 29 4.3 Service Asset and Configuration Management Roles... 30 4.3.1 Service Asset and Configuration Manager Process Owner... 30 4.3.2 Service Asset and Configuration Manager... 30 4.3.3 Configuration Analyst... 30 4.3.4 Configuration Librarian... 31 4.4 Release and Deployment Management Roles... 32 4.4.1 Release and Deployment Management Process Owner... 32 4.4.2 Release and Deployment Management Process Manager... 32 4.4.3 Release Packaging and Build Practitioner... 32 4.4.4 Deployment Practitioner... 33 4.4.5 Early Life Support Practitioner... 33 4.4.6 Build and Test Environment Manager... 33 4.5 Service Validation and Testing Roles... 34 4.5.1 Service Validation and Testing Process Owner... 34 4.5.2 Service Validation and Testing Process Manager... 34 4.5.3 Service Validation and Testing Practitioner... 34 4.5.4 Contribution of other Roles to Service Validation and Testing... 34 4.6 Change Evaluation Roles... 35 4.6.1 Change Evaluation Process Owner... 35 4.6.2 Change Evaluation Process Manager... 35 4.6.3 Change Evaluation Process Practitioner... 35 4.7 Knowledge Management Roles... 36 4.7.1 Knowledge Management Process Owner... 36 4.7.2 Knowledge Management Process Manager... 36 4.7.3 Knowledge Management Process Practitioner... 36 4.7.4 Knowledge Creator... 36 5. Service operation roles... 37

5.1 Incident Management Roles... 37 5.1.1 Incident Management Process Owner... 37 5.1.2 Incident Management Process Manager... 37 5.1.3 First Line Analyst... 37 5.1.4 Second Line Analyst... 38 5.1.5 Third Line Analyst... 38 5.2 Problem Management Roles... 39 5.2.1 Problem Management Process Owner... 39 5.2.2 Problem Management Process Manager... 39 5.2.3 Problem Analyst... 39 5.3 Request Fulfilment Roles... 41 5.3.1 Request Fulfilment Process Owner... 41 5.3.2 Request Fulfilment Process Manager... 41 5.3.3 Request Fulfilment Analyst... 41 5.4 Event Management Roles... 43 5.4.1 Event Management Process Owner... 43 5.4.2 Event Management Process Manager... 43 5.4.3 Other Event Management Roles... 43 5.5 Access Management Roles... 44 5.5.1 Access Management Process Owner... 44 5.5.2 Access Management Process Manager... 44 5.5.3 Other Access Management Roles... 44 5.6 Service Desk Roles... 45 5.6.1 Service Desk Manager... 45 5.6.2 Service Desk Supervisor... 45 5.6.3 Service Desk Analyst... 45 5.6.4 Super User... 45 5.7 Technical Management Roles... 47 5.7.1 Technical Manager / Team Leader... 47 5.7.2 Technical Analyst / Architect... 47 5.7.3 Technical Operator... 47 5.8 IT Operations Management Roles... 48 5.8.1 IT Operations Manager... 48 5.8.2 Shift Leader... 48 5.8.3 IT Operations Analyst... 48

5.8.4 IT Operator... 48 5.9 Application Management Roles... 49 5.9.1 Applications Manager / Team Leader... 49 5.9.2 Applications Analyst / Architect... 49 6. continual service improvement roles... 50 6.1 Continual Service Improvement Manager... 50 6.2 Seven Step Improvement Roles... 51 6.2.1 Seven Step Improvement Process Owner... 51 6.2.2 Seven Step Improvement Process Manager... 51 6.2.3 Reporting Analyst... 51 6.2.4 Other Roles Involved in the Seven Step Improvement Process... 52

EXECUTIVE SUMMARY Definition: Role A role is a set of responsibilities, activities and authorities granted to a person or team. A role is defined in a process or function, and one person or team may have multiple roles. Overview of Roles A number of roles need to be performed in support of the service lifecycle, and it is important that organisations shape their roles to suit them accordingly, at times combining or separating them. This section provides guidance and examples of role descriptions. It is important to note that roles and job titles are two different things, but are often confused with each other. Position titles (job titles) and position descriptions will vary from organisation to organisation, however, individuals holding whichever title can perform one or more of the required roles. It should also be noted now that an individual may perform a single task that signifies involvement in more than one process. For example, Roles fall into two main categories generic roles and then specific roles that apply only within a particular lifecycle stage or process. All and any roles can be combined or separated in a number of different ways depending on the organisational structure. In small organisations many roles may be combined such as Service Desk Manager, Incident Manager and Problem Manager. In larger organisations these roles may be divided across three different individuals. The only exception to this is that there must only be one process owner for each process and one service owner for each service. Roles are accountable or responsible for an activity, and they can also be consulted or informed about something. The RACI (responsible, accountable, consulted, informed) model provides a useful way of defining and communicating roles and responsibilities. ITIL is a registered trademark of the Cabinet Office 1 Version 1.4

1. GENERIC ROLES 1.1 What is a Service Manager? The term Service Manager is a generic term for any manager, and it is commonly used to refer to a Business Relationship Manager (BRM), a Process Manager or a Senior Manager. In addition, a Service Manager is often assigned several roles such as BRM, Service Level Manager and Continual Service Improvement (CSI) Manager. 1.2 Generic Service Owner Role To ensure that a service is managed appropriately, a Service Owner provides a single point of accountability, absolutely necessary to achieve the required delivery whilst maintaining a business focus. They are accountable for the delivery of a specific service to the IT Director (or similar), but they are also responsible for other aspects such as maintenance, enhancements and general operation. A single person may fulfil the Service Owner role for one or more services. The Service Owner has the following responsibilities: Ensure the ongoing service delivery and support meet agreed customer requirements; Liaise with the BRM to understand and translate customer requirements; Ensure adequate communication with the customer(s) for all service-related enquiries and issues; Assist in defining service models and in assessing the impact of new services or changes to existing services; Liaise with the appropriate Process Owners throughout the service lifecycle; Solicit required data, statistics and reports for analysis and facilitate service monitoring and performance; Provide input into service performance, availability etc; Represent the service across the organisation and in CAB meetings; Serve as the point of escalation for major incidents; Participate in internal service review meetings (within IT) and external service review meetings (with the business); Ensure that the service entry in the service catalogue is accurate and is maintained; Assist with Service Level Agreements (SLAs) and Operational Level Agreements (OLAs) relating to the service; Identify improvement opportunities for inclusion in the CSI register and assist with these improvements. ITIL is a registered trademark of the Cabinet Office 2 Version 1.4

The Service Owner is a primary stakeholder in all of the underlying IT processes which enable or support the service they own. For example: Incident Management is involved in (or perhaps chairs) the crisis management team for high-priority incidents impacting the service owned; Problem Management plays a major role in establishing the root cause and proposed permanent fix for the service being evaluated; Release and Deployment Management is a key stakeholder in determining whether a new release affecting a service in production is ready for promotion; Change Management participates in CAB decisions, authorising changes to the services they own; Service Asset and Configuration Management ensures that all groups which maintain the data and relationships for the service architecture they are responsible for have done so with the level of integrity required; Service Level Management acts as the single point of contact for a specific service and ensures that the service portfolio and service catalogue are accurate in relationship to their service; Availability Management and Capacity Management reviews technical monitoring data from a domain perspective to ensure that the needs of the overall service are being met; IT Service Continuity Management understands and is responsible for ensuring that all elements required to restore their service are known and in place in the event of a crisis. Information Security Management ensures that the service conforms to Information Security Management policies; Financial Management for IT services assists in defining and tracking the cost models in relationship to how their service is costed and recovered. ITIL is a registered trademark of the Cabinet Office 3 Version 1.4

1.3 Generic Process Owner Role The Process Owner role is accountable for ensuring that a process is fit for purpose, and is a critical role to all processes. It usually ties in together with the person carrying out the Process Manager role, depending on the size of the organisation. This role is often combined with the Process Manager role, but not always. The Process Owner role is accountable for ensuring that their process is performed according to the agreed and documented standard and meets the aims of the process definition. The Process Owner s accountabilities include: Sponsor, design and change manage the process and its metrics; Define the process strategy and periodically review it; Ensure that appropriate process documentation is available and current; Define appropriate policies and standards to be employed throughout the process; Periodically audit the process to ensure compliance to policy and standards; Communicate process information or changes as appropriate to ensure awareness; Provide process resources to support activities required throughout the service lifecycle; Ensure that process technicians have the required knowledge and the required technical and business understanding to deliver the process, and understand their role in the process; Identify improvement opportunities for inclusion in the CSI register and assist with these improvements. ITIL is a registered trademark of the Cabinet Office 4 Version 1.4

1.4 Generic Process Manager Role The Process Manager role is accountable for operational management of a process. There may be several Process Managers for one process, for example regional Change Managers or IT Service Continuity Managers for each data centre. This role is often combined with the Process Owner role, but not always. The Process Manager s accountabilities include: Liaise with the Process Owner to plan and coordinate all process activities; Appoint people to the required roles and manage resources assigned to the process; Work with Service Owners and other Process Managers to ensure the smooth running of services; Monitor and report on process performance; Identify improvement opportunities for inclusion in the CSI register and assist with these improvements. 1.5 Generic Process Practitioner Role A Process Practitioner is responsible for carrying out one or more process activities. This role can be combined with the Process Manager role or sometimes there may be large numbers of practitioners carrying out different parts of the process. The Process Practitioner s responsibilities typically include: Carry out one or more activities of a process; Understand how their role contributes to the overall delivery of service and creation of value for the business; Liaise with other stakeholders to ensure their involvement is beneficial; Ensure that inputs, outputs and interfaces for their activities are correct; Create or update records to show that activities have been carried out correctly. ITIL is a registered trademark of the Cabinet Office 5 Version 1.4

2. SERVICE STRATEGY ROLES 2.1 Strategy Management for IT Services Roles This section describes a number of roles that need to be performed in support of the Strategy Management process. Many organisations will have a person with the job title IT Strategy Manager. This job typically combines the roles of strategy management for IT services Process Owner and strategy management for IT services Process Manager. 2.1.1 Strategy Management for IT Services Process Owner The Strategy Management for IT Services Process Owner s responsibilities typically include: Perform the Process Owner role for the strategy management for IT services process; Liaise with other Process Owners to ensure that the organisation s overall IT strategy is effectively reflected in their processes. 2.1.2 Strategy Management for IT Services Process Manager The Strategy Management for IT Services Process Manager s responsibilities typically include: Perform the Process Manager role for the strategy management for IT services process; Formulate, document and maintain the organisation s overall IT strategy, to best support the business strategy; Assist in informing and promoting the IT strategy so that all stakeholders are aware of the IT strategy and how it will move forward; Responsible to the IT steering group for the implementation and operation of the IT strategy; Review the operation and performance of the IT strategy and makes any necessary adjustments; Plan and manage support for strategy management tools and processes; Coordinate interfaces between strategy management for IT services and other processes. ITIL is a registered trademark of the Cabinet Office 6 Version 1.4

2.1.3 Other Roles Involved in the Strategy Management for IT Services Process In addition to the roles described above, many roles are performed by senior managers of the service provider and in the wider organisation. Examples of some important individuals and groups and the role they play in service strategy are discussed below, although their actual titles may differ between organisations. 2.1.4 Business Strategy Manager The Business Strategy Manager s responsibilities typically include: Formulate, document and maintain the organisation s overall business strategy; Assist in informing and promoting the business strategy so that all stakeholders are aware of the strategy and how it will move forward; Responsible to all stakeholders for the successful implementation and operation of the business strategy; Review the operation and performance of the business strategy and makes any necessary adjustments. 2.1.5 IT Director or Service Management Director Larger organisations may have a need to appoint an IT Director or a Service Management Director, and/or establish a Service Management Office (SMO). The IT Director or Service Management Director s responsibilities typically include: Overall responsibility for the successful implementation and operation of the organisation s ITSM processes; Propose, initiate and manage improvement initiatives; Liaise with Process Owners/Managers to detect issues and possible developments; Manage capabilities and resources between the processes and functions; Be responsible for staff development and training. ITIL is a registered trademark of the Cabinet Office 7 Version 1.4

2.2 Service Portfolio Management Roles This section describes a number of roles that need to be performed in support of the Service Portfolio Management process. 2.2.1 Service Portfolio Management Process Owner The Service Portfolio Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Service Portfolio Management process; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Service Portfolio Management. 2.2.2 Service Portfolio Management Process Manager The Service Portfolio Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Service Portfolio Management process; Manage and maintain the organisation s portfolio; Manage the adjoining processes to ensure the portfolio maintains appealing to customers and is current; Promote the portfolio, especially the service catalogue detailing all operational services; Assist with service packages and alternatives to ensure that services can be grouped accordingly to created marketable products. ITIL is a registered trademark of the Cabinet Office 8 Version 1.4

2.3 Business Relationship Management Roles This section describes a number of roles that need to be performed in support of the BRM process. 2.3.1 Business Relationship Manager Many organisations will have a BRM, perhaps combining the roles of Business Relationship Management Process Owner and Business Relationship Management Process Manager. The BRM might also represent a number of individuals working within BRM and focused on different customer segments or groups. In some organisations, this role may be combined with the role of Service Level Manager. There can also be confusion between the role of the BRM, and the process of Business Relationship Management. Business Relationship Managers are often required to execute activities from other processes simply because of their customer-facing position. This does not make those activities part of the Business Relationship Management process. 2.3.2 Business Relationship Management Process Owner The Business Relationship Management process owner s responsibilities typically include: Perform the Process Owner role for the Business Relationship Management process; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Business Relationship Management. 2.3.3 Business Relationship Management Process Manager The Business Relationship Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Business Relationship Management process; Identify customer requirements and ensures that these are being met; Manage customer expectations prior to agreeing to deliver any services; Ensure high customer satisfaction; Establish and maintain a positive relationship between all customers and the service provider; Keep abreast of changes within the customer/s environment that could possibly impact the services required/provided; Keep abreast of technology trends/enhancements that could possibly impact the services required/provided; Assist with new services or changes to existing services and ensures they match the business requirements; Mediate when there are conflicting requirements for services from different business units. ITIL is a registered trademark of the Cabinet Office 9 Version 1.4

2.4 Financial Management for IT Services Roles This section describes a number of roles that need to be performed in support of the Financial Management for IT Services process. Many organisations will have a person with the job title IT Financial Manager and will sometimes be combined of Financial Management Process Owner and Financial Management Process Manager. 2.4.1 Financial Management for IT Services Process Owner The Financial Management for IT Services Process Owner s responsibilities typically include: Perform the Process Owner role for the Financial Management for IT Services process; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Financial Management for IT services. 2.4.2 Financial Management for IT Services Process Manager The Financial Management for IT Services Process Manager s responsibilities typically include: Perform the Process Manager role for the Financial Management for IT Services process; Prepare the annual IT budgets and submit them for review and approval by the IT Steering Group; Manage the IT budgets on an ongoing basis, including improvements to balance income and expenditure in line with the budgets; Produce recurring statements for reporting purposes to permit areas to manage their own budgets; Prepare and administer charging systems for customers; Examine value for money on all activities, projects and expenditure within IT. 2.4.3 Budget Holders Miscellaneous IT Managers may be appointed as budget holders to estimate and manage the budgets for their own particular area(s). Budget Holder responsibilities typically include: Calculate and submit budget estimate; Negotiate, agree and manage their budget on an ongoing basis; Report against budget outcomes on a regular basis. ITIL is a registered trademark of the Cabinet Office 10 Version 1.4

2.5 Demand Management Roles This section describes a number of roles that need to be performed in support of the Demand Management process. 2.5.1 Demand Management Process Owner The Demand Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Demand Management process; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Demand Management. 2.5.2 Demand Management Process Manager The Demand Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Demand Management process; Identify and analyse Patterns of Business Activity (PBA) to understand the varying levels of demand from the business; Identify and analyse User Profiles to understand the typical profiles of demand for services from the business; Help design services to ensure they meet business requirements; Ensure sufficient resources exist at the appropriate times to meet the demands from the business, maintaining a suitable balance between cost and value; Predict, prevent and manage circumstances where the demand for a service exceeds the capacity to deliver it. 2.5.3 Sourcing Roles Sourcing roles are defined more or less formally in different organisations. In the most formal, a sourcing office may be established and the role of Chief Sourcing Officer (CSO) defined. Any sourcing strategy should involve and be executed through the Supplier Management process within ITIL Service Design. 2.5.4 Chief Sourcing Officer an example The CSO: Market the associated sourcing strategy and the sourcing office; Work closely with the CIO to develop a sourcing strategy that determines the roles and responsibilities best held by internal staff and when external resources should be utilised; Set principles for governance; Interact at many levels, including the executive and delivery levels. ITIL is a registered trademark of the Cabinet Office 11 Version 1.4

3. SERVICE DESIGN ROLES 3.1 Design Coordination Roles This section describes roles that need to be performed in support of the Design Coordination process. 3.1.1 Design Coordination Process Owner The Design Coordination Process Owner s responsibilities typically include: Perform the Process Owner role for the design coordination process; Set the scope and policies for Service Design; Oversee the overall design of all Service Design processes to ensure that they will work together to meet the needs of the business. 3.1.2 Design Coordination Process Manager The Design Coordination Process Manager s responsibilities typically include: Perform the Process Manager role for the Design Coordination process; Manage interfaces between Design Coordination and other processes; Ensure that service strategies are reflected in the service design practice; Ensure the consistent design of services, service management information systems, architectures, technology, processes, information and metrics to meet current and future business requirements; Coordinate design activities and manage conflicts as required; Plan and coordinate all resources and capabilities required to design new or changed services; Produce Service Design Packages (SDPs); Ensure that adequate designs and/or SDPs are produced and delivered to Service Transition as agreed; Manage requirements and transfer points between the Service Design stage and Service Strategy and Service Transition; Ensure models and designs correspond to strategic, architectural, governance and any other corporate requirements; Improve the overall success of the Service Design activities and processes; Ensure a common framework is adopted regarding activities and procedures. 3.1.3 Service Design Manager Many organisations will have a person with the job title Service Design Manager. This job typically combines the roles of Design Coordination Process Owner and Design Coordination Process Manager. It may also include some degree of line management of the people involved in service design. ITIL is a registered trademark of the Cabinet Office 12 Version 1.4

3.2 Service Catalogue Management Roles This section describes a number of roles that need to be performed in support of the Service Catalogue Management process. 3.2.1 Service Catalogue Management Process Owner The Service Catalogue Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Service Catalogue Management process; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Service Catalogue Management, Service Portfolio Management, Service Level Management and Business Relationship Management. 3.2.2 Service Catalogue Management Process Manager The Service Catalogue Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Service Catalogue Management process; Coordinate interfaces between Service Catalogue Management and other processes, especially Service Asset and Configuration Management, and Release and Deployment Management; Ensure that all operational services and those being prepared to be run are recorded within the service catalogue; Ensures that all information in the service catalogue is complete, up to date, protected and backed up; Ensure that all required parties have access to the service catalogue. ITIL is a registered trademark of the Cabinet Office 13 Version 1.4

3.3 Service Level Management Roles This section describes a number of roles that need to be performed in support of the Service Level Management process. 3.3.1 Service Level Management Process Owner The Service Level Management process owner s responsibilities typically include: Perform the Process Owner role for the Service Level Management process; Liaise with the Business Relationship Management Process Owner to ensure adequate coordination and communication between the two processes; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Service Catalogue Management, Service Portfolio Management, Service Level Management and Business Relationship Management. 3.3.2 Service Catalogue Management Process Manager The Service Level Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Service Level Management process; Coordinate interfaces between Service Level Management and other processes, especially Service Catalogue Management, Service Portfolio Management, Business Relationship Management and Supplier Management; Keep abreast of changing business needs; Ensure that the current and future business requirements are identified, understood and documented in the appropriate documents (SLAs, etc); Negotiate and agree service levels with customers (either internal or external) and then document these in SLAs; Negotiate and agree OLAs that underpin SLAs with the customers; Assist other relevant areas with the production and maintenance of a service portfolio, service catalogue and an application portfolio; Ensure that Underpinning Contracts (UCs) are aligned with other targets in the SLAs; Ensure that customer reports are generated appropriately and that any breaches are addressed accordingly to prevent recurrence; Ensure that service performance reviews are scheduled and completed regularly and any agreed action items are followed through; Ensure that all improvement initiatives are followed through and progress reports provided to customers; Review, at least annually, all agreements; Ensure involvement and appropriate assessment across all proposed changes and their possible impacts; this includes attendance at CAB meetings also, if appropriate; Identify all appropriate stakeholders to involve in negotiations and maintain relationships with all; Be involved in managing complaints including any required escalation/s and resolution/s; Measure, record, analyse and improve customer satisfaction. ITIL is a registered trademark of the Cabinet Office 14 Version 1.4

These next two roles, while not directly Service Level Management roles, typically play a part in the successful execution of the process. 3.3.3 Service Owner Role in Service Level Management Persons assigned to the role of Service Owner participate in the Service Level Management process by: Ensure that the ongoing service delivery and support meet agreed customer requirements; Ensure regular communication with customer/s for service-related matters; Participate in external service review meetings (with the business); Gather required data and reports for analysis to assist with service monitoring and performance; Participate in negotiating SLAs and OLAs relating to the service. 3.3.4 Business Relationship Manager Role in Service Level Management Persons assigned to the role of Business Relationship Manager participate in the Service Level Management process by: Ensure high customer satisfaction; Retain constructive relationships between the service provider and the customer at a strategic level; Confirm high-level customer requirements; Ensure the correct customer representatives participate in Service Level Agreement negotiations; Identify opportunities for improvement. ITIL is a registered trademark of the Cabinet Office 15 Version 1.4

3.4 Availability Management Roles This section describes a number of roles that need to be performed in support of the Availability Management process. 3.4.1 Availability Management Process Owner The Availability Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Availability Management process; Liaise with managers of all areas to ensure agreement of the Availability Management process as the single point of coordination for all availability related issues; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Availability Management, Service Level Management, Capacity Management, IT Service Continuity Management and Information Security Management. 3.4.2 Availability Management Process Manager The Availability Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Availability Management process; Coordinate interfaces between Availability Management and other processes, especially Service Level Management, Capacity Management, IT Service Continuity Management and Information Security Management; Ensure that all services provide the agreed levels of availability to the business; Oversee the design of new services to ensure they are able to deliver the detailed levels of availability to the business, including validation of the final design; Assist with the diagnosis of any incidents or problems relating to availability issues or unavailability; Assist with the design of the IT infrastructure, hardware and software requirements; Identify the requirements for new or enhanced systems relating to Event Management for monitoring the availability of IT components; Identify all reliability, maintainability and serviceability requirements for components sourced by internal and/or external suppliers; Responsible for monitoring actual availability achieved against targets stipulated in SLAs; Ensure adequate availability reporting is received by all areas of the business on an ongoing basis; Proactively improve and optimise all areas of availability that deliver substantial benefits to the business; Hold complete ownership of the Availability Management Information System, a forward looking availability plan and an availability testing schedule; Keep abreast with all process components including reviews, audits and improvements; ITIL is a registered trademark of the Cabinet Office 16 Version 1.4

Produce availability and recovery design criteria for new or improved infrastructure design; Perform all availability and test plans after every major business change; Assist Information Security Management and IT Service Continuity Management with the assessment and management of risk; Assist Change Management with the impact of change against all aspects of availability, the availability plan and attend any CAB meetings as required. ITIL is a registered trademark of the Cabinet Office 17 Version 1.4

3.5 Capacity Management Roles This section describes a number of roles that need to be performed in support of the Capacity Management process. These roles are not job titles, and each organisation will have to define appropriate job titles and job descriptions depending on its needs. 3.5.1 Capacity Management Process Owner The Capacity Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Capacity Management process; Liaise with managers of all areas to ensure agreement of the Capacity Management process as the single point of coordination for all capacity and performance related issues; Work with Process Owners to ensure there is an integrated approach to the design and implementation of Capacity Management, Availability Management, IT Service Continuity Management and Information Security Management. 3.5.2 Capacity Management Process Manager The Capacity Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Capacity Management process; Coordinate all interfaces between Capacity Management and other processes, especially Service Level Management, Availability Management, IT Service Continuity Management and Information Security Management; Ensure that adequate capacity exists to match required service levels for the current and future needs of the business and to ensure that existing capacity is optimised; Identify the capacity requirements for the business along with the Service Level Manager; Understand capacity thresholds relating to services and the infrastructure; Forecast requirements for future capacity based on trends, sizing, plans, etc; Responsible for complete ownership of the capacity plan in line with the business planning cycle; Ensure monitoring of resources and system performance is always arranged, and from there, analysis of usage and performance data; Raise incidents and problems when breaches of capacity or performance thresholds are detected, and assist with the investigation and diagnosis of capacity-related incidents and problems; Any tuning activities to optimise and improve capacity or performance; Assist Change Management with the impact of change against all aspects of capacity and performance, the capacity plan and attend any CAB meetings as required; Assess, test and size all new services, systems and technology in terms of performance versus cost; Produce regular reports covering usage, resources, trends, targets and forecasts; ITIL is a registered trademark of the Cabinet Office 18 Version 1.4

Provide recommendations on the tuning of services and on the design and use of systems to improve performance. ITIL is a registered trademark of the Cabinet Office 19 Version 1.4

3.6 IT Service Continuity Management Roles This section describes a number of roles that need to be performed in support of the IT Service Continuity Management process. 3.6.1 IT Service Continuity Management Process Owner The IT Service Continuity Management Process Owner s responsibilities typically include: Perform the Process Owner role for the IT Service Continuity Management process; Liaise with the business to ensure adequate facilitation between Business Continuity Management and IT Service Continuity Management; Liaise with managers of all areas to ensure acceptance of the IT Service Continuity Management process; Liaise with other Process Owners to ensure there is an integrated approach to the design and implementation of IT Service Continuity Management, Information Security Management, Availability Management and Business Continuity Management. 3.6.2 IT Service Continuity Management Process Manager The IT Service Continuity Management Process Manager s responsibilities typically include: Perform the process manager role for the IT Service Continuity Management process; Coordinate interfaces between IT Service Continuity Management and other processes, especially Service Level Management, Information Security Management, Availability Management, Capacity Management and Business Continuity Management; Perform Business Impact Analysis for all existing and new services; Implement and maintain IT Service Continuity Management process in accordance with the overall business requirements; Ensure that all plans, risks and activities support the Business Continuity Management plans, risks and activities; Perform risk assessment and risk management; Responsible for the ownership of the continuity strategy for the organisation; Assess prospective issues and invokes the IT continuity plan if required; Manage all aspects of the continuity plan once executed, included fail over to a secondary location and restoration to the primary location; Perform investigations of continuity tests, invocations and initiates corrective actions as required; Develop and manage the continuity plans to ensure that the recovery objectives can always be achieved; Ensure that the business and all IT personnel are educated to respond appropriately to the invocation of the plans, including ongoing communication and awareness; Uphold and complete IT testing schedule/s in line with business requirements; ITIL is a registered trademark of the Cabinet Office 20 Version 1.4

Complete quality reviews of all procedures to ensure they are integrated into the testing schedule/s; Engage in regular reviews of the continuity plans to ensure business requirements are adequately reflected; Negotiate and manage external contracts for any recovery services; Assess the impacts of change in relation to IT service continuity and continuity plans, including the attendance at CAB meetings when appropriate. ITIL is a registered trademark of the Cabinet Office 21 Version 1.4

3.7 Information Security Management Roles This section describes a number of roles that need to be performed in support of the Information Security Management process. 3.7.1 Information Security Management Process Owner The Information Security Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Information Security Management process; Liaise with the business to ensure adequate coordination and communication between organisational (business) security management and Information Security Management; Liaise with all managers to ensure acceptance of the Information Security Management process; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Information Security Management, Availability Management, IT Service Continuity Management and organisational security management. 3.7.2 Information Security Management Process Manager The Information Security Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Information Security Management process; Coordinate interfaces between Information Security Management and other processes, especially Service Level Management, Availability Management, IT Service Continuity Management and organisational security management; Develop and maintain the security policy including the appropriate authorisation from IT and the business; Ongoing communication, awareness and enforcements of the security policy to all appropriate areas; Identify and classify IT assets and Configuration Items (CIs) regarding the amount of control and protection necessary; Assist with Business Impact Analysis (BIA); Perform security risk assessment and risk management in parallel with Availability Management and IT Service Continuity Management; Design security controls and plans, including the procedures for maintaining them; Overall management and analysis of security breaches and incidents, including remedial action and appropriate reviews to prevent recurrence; Regular reviews and audits over all security controls and procedures; Assess the impacts of change in relation to all security aspects, including the policy and controls, and attendance at Change Advisory Board (CAB) meetings when appropriate; Complete adequate security tests as required; Ensure that the confidentiality, integrity and availability of the services are maintained and conform to any statutory requirements. ITIL is a registered trademark of the Cabinet Office 22 Version 1.4

3.8 Supplier Management Roles This section describes a number of roles that need to be performed in support of the Supplier Management process. 3.8.1 Supplier Management Process Owner The Supplier Management process owner s responsibilities typically include: Perform the Process Owner role for the Supplier Management process; Liaise with the business to ensure adequate coordination and communication between corporate Vendor Management and/or procurement and Supplier Management; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Supplier Management, Service Level Management and corporate Vendor Management and/or procurement processes. 3.8.2 Supplier Management Process Manager The Supplier Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Supplier Management process; Coordinate interfaces between Supplier Management and other processes, especially Service Level Management and corporate Vendor Management and/or procurement processes; Assist in the development and review of agreements, contracts and any other documents concerning third party suppliers; Ensure value for money is always obtained concerning any suppliers and contracts; Ensure all processes relating to Supplier Management are consistent, including strategies, terms and conditions; Ownership of the supplier and contract management information system; Ongoing management of risk assessments for all suppliers and contracts; Ensure all agreements, underpinning contracts or any other documents are aligned with the business and reviewed at least annually; Ensure all interfaces and dependencies are scoped appropriately; Ensure all roles, responsibilities and relationships concerning Supplier Management are documented appropriately and maintained; Follow the Change Management process for any changes required to any agreements or contracts; Maintain a process for dealing with disputes relating to contracts and ensure all disputes are dealt with appropriately; Maintain a process for dealing with the expected end, early end or transfer of a service; Produce regular reports and conduct analysis for supplier performance against set targets, including the identification of any improvement actions; Assess the impacts of change in relation to suppliers, supporting services and contracts and attend Change Advisory Board (CAB) meetings when appropriate; ITIL is a registered trademark of the Cabinet Office 23 Version 1.4

Be the focal point for any supplier issues and ensure that each supplier/contract has a nominated owner within the service provider organisation. ITIL is a registered trademark of the Cabinet Office 24 Version 1.4

3.9 Other Service Design Roles This section describes a number of roles that may exist in an organisation to support the service design stage of the service lifecycle. Some of these roles may also include responsibilities that associate with other service lifecycle stages. Responsibilities described may also be reorganised into other roles based on the organisation s needs and objectives. 3.9.1 IT Planner An IT planner is responsible for the production and coordination of IT plans. The main objectives of the role are as follows: Develop IT plans that align with business requirements; Facilitate, review and evaluate the implementation progress of all IT strategies and plans; Produce and maintain the overall set of IT standards, policies, plans and strategies, covering all aspects of IT required to support an organisation s business strategy; Assume responsibility for all aspects of IT standards, policy and strategy implementation; Assume responsibility for the management, planning and coordination of IT systems and services; Recommend policies for the effective use of IT throughout the business; Review IT costs against budgets; Obtain and review proposals from suppliers; Recognise internal and external influences and future requirements; Support research, development and long term planning relating to IT architectures, products and services; Examine overall performance with other areas and instigate any required improvements; Responsible to provide assistance with prioritisation and scheduling of new or changed services; Liaise with senior management for IT plans and decisions; Identify appropriate systems and services that meet business requirements; Develop initial plans for the implementation of IT new services, applications and infrastructure support including constrains, costs and benefits; Monitor existing plans relating to business requirements and IT strategy to identify improvement opportunities; Produce feasibility studies, business and IT models, business cases, Statement of Requirements (SOR) and Invitations to Tender (ITT); Coordinate programmes of planned IT project implementations and changes; Perform post implementation reviews for projects and changes; Liaise with all other IT teams and processes to plan for immediate and future requirements; Provide advice on recognised standards, regulations, protocols and tariffs; Ensure all documentation (plans, processes, roles and responsibilities) is frequently reviewed and audited; ITIL is a registered trademark of the Cabinet Office 25 Version 1.4

Keep abreast of all knowledge on IT capabilities and technologies. 3.9.2 IT Designer / Architect The IT Designer/Architect role is responsible for the overall coordination and design of the required technology and is responsible for producing a detailed process map identifying all the processes and their high level interfaces. This ensures that the overall structure is not unnecessarily complex, that the process s interfaces are part of the design, and provides an overview to everyone on how the customer and all other stakeholders interact with the processes. To perform the role of designer or architect, it is necessary for staff to have good knowledge and practical experience of design philosophies and planning, including programme, project and service management, methods and principles. The main objectives of the IT designer/architect are as follows: Create and assess any designs for new or changed services, including any agreements or contracts; Design secure and resilient technology architectures that meet all business requirements; Ensure all documentation (plans, processes, roles and responsibilities) is frequently reviewed and audited; Create and maintain all IT designs, architectures, specification documents, topologies, configurations and applications of all systems; Design an appropriate service portfolio; Recommend innovative solutions for enhancements of IT design and operation across all other areas of IT; Liaise with Capacity Management regarding volumes, trends and requirements; Review IT costs against benefits, in consultation with Financial Management; Provide assistance to all areas (internal and external) on IT design, technology and planning to ensure that business requirements are always met; Be heavily involved with the selection of new or updated infrastructure and technology; Produce feasibility studies, business and IT models, business cases, Statement of Requirements (SOR) and Invitations to Tender (ITT); Assist with measurement methods and metrics to support Continual Service Improvement (CSI); Ensures involvement and appropriate assessment across all proposed changes and their conformance to the design principles; this includes attendance at CAB meetings also, if appropriate. ITIL is a registered trademark of the Cabinet Office 26 Version 1.4

4. SERVICE TRANSITION ROLES 4.1 Transition Planning and Support Roles This section describes a number of roles that need to be performed in support of the Transition Planning and Support process. 4.1.1 Service Transition Manager Many organisations will have a person with the job title Service Transition Manager. This job typically combines the roles of Transition Planning and Support Process Owner and Transition Planning and Support Process Manager. 4.1.2 Transition Planning and Support Process Owner The Transition Planning and Support Process Owner s responsibilities typically include: Perform the Process Owner role for the Transition Planning and Support process; Sets the scope and policies for Service Transition; Oversees the overall design of all Service Transition processes to ensure that they will work together to meet the transition needs of the business. 4.1.3 Transition Planning and Support Process Manager The Transition Planning and Support Process Manager s responsibilities typically include: Perform the Process Manager role for the Change Management process; Manage the financials for all Service Transition activities; Manage requests for resources and act as the prime contact for all interfaces; Facilitate all Service Transition activities relating to projects, suppliers and service teams; Oversee all Service Transition deliveries and ensure they match business requirements. 4.1.4 Transition Planning and Support Practitioner The Transition Planning and Support Practitioner s responsibilities typically include: Amalgamate plans for service transitions; Supervise Service Transition changes, issues, risks and deviations; Provide reporting on resource usage, project/transition progress and financials; Communicate with stakeholders. ITIL is a registered trademark of the Cabinet Office 27 Version 1.4

4.2 Change Management Roles This section describes a number of roles that need to be performed in support of the Change Management process. 4.2.1 Change Management Process Owner The Change Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Change Management process; Design change hierarchies, criteria, change models and workflows; Liaise with Process Owners to ensure that there is an integrated approach to the design and implementation of Change Management, Service Asset and Configuration Management, Release and Deployment Management, and Service Validation and Testing. 4.2.2 Change Management Process Manager The Change Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Change Management process; Prepare and manage Change Management tools and processes; Manage the Change Schedule (CS) and Projected Service Outage (PSO); Coordinate key interfaces between Change Management and other processes in particular, Service Asset and Configuration Management and Release and Deployment Management. 4.2.3 Change Initiator Many individuals typically perform this role, but usually not by people working within the process itself. Each change will only have a single Change Initiator. The Change Initiator s responsibilities typically include: Recognise the necessity for a change; Complete and submit change proposals and/or RFCs; Be present at Change Advisory Board (CAB) meetings for additional information if required; Review change outcomes. 4.2.4 Change Practitioner The Change Practitioner s responsibilities typically include: Validate incoming Requests for Change (RFCs); Assign RFCs to correct authorities based on criteria; Be involved in the change evaluation process; Communicate change decisions to all affected; Oversee all activities relating to changes, including builds and tests; ITIL is a registered trademark of the Cabinet Office 28 Version 1.4

Issue the Change Schedule (CS) and Projected Service Outage (PSO) documents. 4.2.5 Change Authority There will typically be different change authorities for each category of change, and this could also vary from organisation to organisation. The Change Authority s responsibilities typically include: Review all categories of RFCs; Authorise changes at varying points in the change lifecycle; Take part in the final change reviews before closure; Participate in CAB meetings as necessary. 4.2.6 Change Advisory Board (CAB) Member The CAB can be either a change authority or an advisory board, depending on the organisation. The CAB Member s responsibilities typically include: Represent a specific group; Partake in CAB meetings, including any preparation and coordination relating to their group; Provide approval recommendations on proposed RFCs; Review and provide feedback on unauthorised changes, successful changes, failed changes, Change Schedule/s (CS) and Projected Service Outage (PSO) documents. 4.2.7 CAB Chair In situations where only one CAB exists, the Change Manager is usually the CAB Chair, or various Change Managers/Change Chairs when there are multiple CABs. The CAB Chair s responsibilities typically include: Facilitate required CAB meeting attendees; Prepare, schedule, manage and chair CAB meetings; Select RFCs for review and distribute RFCs prior to CAB meetings; Assemble Emergency CABs (ECABs) relating to emergency changes; Select and be involved in change reviews for CAB meetings. ITIL is a registered trademark of the Cabinet Office 29 Version 1.4

4.3 Service Asset and Configuration Management Roles This section describes a number of roles that need to be performed in support of the Service Asset and Configuration Management (SACM) process. 4.3.1 Service Asset and Configuration Manager Process Owner The SACM Process Owner s responsibilities typically include: Perform the Process Owner role for the SACM process; Agree and document the scope for the process, incorporating the policy for determining which Service Assets should be treated as Configuration Items (CIs); Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of SACM, Change Management, Release and Deployment Management and Knowledge Management. 4.3.2 Service Asset and Configuration Manager The SACM Process Manager s responsibilities typically include: Perform the Process Manager role for the SACM process; Ownership of the assets that are under control of IT; Identify and classify Service Assets that will be regarded as Configuration Items (CIs); Ensure all data relating to SACM is available when required; Prepare and manage SACM tools and processes; Coordinate key interfaces between SACM and other processes, in particular, Change Management, Release and Deployment Management and Knowledge Management. 4.3.3 Configuration Analyst Depending on the size of the organisation, the Configuration Analyst role will typically be combined with the SACM Process Manager, or the Configuration Librarian. The Configuration Analyst s responsibilities typically include: Suggest the scope for the SACM process; Assist the Process Owner and Process Manager with the establishment of principles and procedures; Determine the construction of the Configuration Management System (CMS), including Configuration Item (CI) types, naming conventions, attributes and relationships; Educate staff in SACM principles and procedures; Perform SACM audits. ITIL is a registered trademark of the Cabinet Office 30 Version 1.4

4.3.4 Configuration Librarian A Configuration Librarian is the custodian of Service Assets that are registered in the Configuration Management System (CMS). The Configuration Librarian s responsibilities typically include: Manage the receipt, identification, storage and removal of all Configuration Items (CIs); Preserve status information on CIs; Archive out of date CIs; Aid with SACM audits; Identify, record, store and distribute issues connected with the process. ITIL is a registered trademark of the Cabinet Office 31 Version 1.4

4.4 Release and Deployment Management Roles This section describes a number of roles that need to be performed in support of the Release and Deployment Management process. 4.4.1 Release and Deployment Management Process Owner The Release and Deployment Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Release and Deployment Management process; Design release models and workflows; Liaise with Process Owners to ensure there is an integrated approach to the design and implementation of Change Management, Service Asset and Configuration Management, Release and Deployment Management and Service Validation and Testing. 4.4.2 Release and Deployment Management Process Manager It is key that this role is assigned to a different individual responsible for Service Validation and Testing to prevent conflicts of interest. The Release and Deployment Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Release and Deployment Management process; Prepare and organise all resources required to build, test and deploy releases; Prepare and organise all support for Release and Deployment Management tools and processes; Ensure the authorisation of changes is granted prior to any activity being completed that requires it; Coordinating key interfaces between Release and Deployment Management and other processes, in particular, Change Management, SACM and Service Validation and Testing. 4.4.3 Release Packaging and Build Practitioner This role will typically be combined with the role of Release and Deployment Manager Process Manager but it may also be combined with the role of the Deployment Practitioner, depending on the size of the organisation. The Release Packaging and Build Practitioner s responsibilities typically include: Assist with release package designs; Create the final release configuration, including all required knowledge, information, hardware, software and infrastructure; Build the release; Test the release; Assist and support outstanding known errors and workarounds. ITIL is a registered trademark of the Cabinet Office 32 Version 1.4

4.4.4 Deployment Practitioner This role may be combined with the role of Release Packaging and Build Practitioner. It may also be carried out by personnel from the Technical Management or Application Management functions. The Deployment Practitioner s responsibilities typically include: Assist to plan the deployment and ensure all aspects have been authorised by Change Management; Perform the physical delivery of deployment; Organise release documentation, communications and training; Provide guidance and support throughout the release process; Record and report deployment metrics to ensure they are aligned with agreed Service Level Agreements (SLAs). 4.4.5 Early Life Support Practitioner This role will typically be carried out by personnel from the Technical Management or Application Management functions. It may also be combined with the roles of Release Packaging and Build Practitioner or Deployment Practitioner. The Early Life Support Practitioner s responsibilities typically include: Provide support from deployment to final acceptance; Ensure appropriate support documentation is available; Assist the Service Desk with providing support as required and monitor incidents and problems; Be involved with Problem Management during the release and deployment; Be involved with final transition of the service into operation; Provide performance reporting of the service; Undertake risk assessment of the service based on performance. 4.4.6 Build and Test Environment Manager This role will often be carried out by personnel from the Technical Management or Application Management functions. It may be combined with the Deployment Practitioner role. Build and Test Environment Manager responsibilities typically include: Certify all service infrastructure and application are built to accurate design specifications; Plan the acquisition, build, implementation and maintenance of ICT infrastructure; Ensure all components are from controlled sources; Develop an integrated application software and infrastructure build; Deliver appropriate documentation for the build and test environments as required; Build, deliver and maintain test environments. ITIL is a registered trademark of the Cabinet Office 33 Version 1.4

4.5 Service Validation and Testing Roles This section describes a number of roles that need to be performed in support of the Service Validation and Testing process. 4.5.1 Service Validation and Testing Process Owner The Service Validation and Testing Process Owner s responsibilities typically include: Perform the Process Owner role for the Service Validation and Testing process; Define the overall test strategy for the organisation; Liaise with other Process Owners to ensure that there is an integrated approach to the design and implementation of Change Management, Change Evaluation, Release and Deployment Management and Service Validation and Testing. 4.5.2 Service Validation and Testing Process Manager It is important that this role is assigned to a different person than Release and Deployment Management, to avoid conflicts of interest. The Service Validation and Testing Process Manager s responsibilities typically include: Perform the Process Manager role for the Service Validation and Testing process; Assist with the design and plan testing conditions, test scripts and test data sets to ensure adequate coverage and control; Coordinate test resources, ensuring test policies are followed; Validate testing conducted by any other team/s; Managing test environment requirements; Coordinate support for testing and validation tools and processes; Provide reports on test progress, outcomes, success rates, issues and risks. 4.5.3 Service Validation and Testing Practitioner The Service Validation and Testing Practitioner s responsibilities typically include: Perform tests as described in plans and designs; Record, analyse, report and direct test events, incidents and problems; Oversee test assets and components. 4.5.4 Contribution of other Roles to Service Validation and Testing A number of other roles play a significant part in Service Validation and Testing. These include: Change Management Personnel ensure adequate testing is developed for all authorised changes and the testing strategy and policy are adhered to. Developers/Suppliers ascertain the root cause for all test failures. Service Design Personnel design tests for the overall design. Customers and Users perform acceptance testing. ITIL is a registered trademark of the Cabinet Office 34 Version 1.4

4.6 Change Evaluation Roles This section describes a number of roles that need to be performed in support of the Change Evaluation process. 4.6.1 Change Evaluation Process Owner The Change Evaluation Process Owner s responsibilities typically include: Perform the Process Owner role for the Change Evaluation process; Liaise with other Process Owners to ensure that there is an integrated approach to the design and implementation of Change Management, Change Evaluation, Release and Deployment Management and Service Validation and Testing. 4.6.2 Change Evaluation Process Manager The Change Evaluation Process Manager s responsibilities typically include: Perform the Process Manager role for the Change Evaluation process; Manage all required resources for evaluating changes; Ensure all change evaluations deliver reports in a timely manner. 4.6.3 Change Evaluation Process Practitioner The Change Evaluation Process Practitioner s responsibilities typically include: Develop evaluation plans (using the service design and release package) as input to Service Validation and Testing; Ascertain any risks and issues associated with the service transition; Produce an evaluation report as input to Change Management. ITIL is a registered trademark of the Cabinet Office 35 Version 1.4

4.7 Knowledge Management Roles This section describes a number of roles that need to be performed in support of the Knowledge Management process. 4.7.1 Knowledge Management Process Owner This role will typically be combined with the Knowledge Management Process Manager. The Knowledge Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Knowledge Management process; Design the complete architecture for identification, capture and maintenance of required knowledge within the organisation. 4.7.2 Knowledge Management Process Manager The Knowledge Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Knowledge Management process; Ensure all knowledge is made available to those that require it, in a proficient manner; Arrange and coordinate all support for any related tools and processes; Ensure and encourage everyone participates to the contribution of the Service Knowledge Management System (SKMS); Be the advisory to everyone on all Knowledge Management matters. 4.7.3 Knowledge Management Process Practitioner This role can also be referred to sometimes as the Knowledge Librarian. The Knowledge Management Process Practitioner s responsibilities typically include: Identify, control and store all information relating to all services; Maintain approved knowledge to ensure they are up to date and applicable; Be responsible for the accuracy and cleansing of all data on a regular basis. 4.7.4 Knowledge Creator This role is typically carried out by many different people in the organisation. ITIL is a registered trademark of the Cabinet Office 36 Version 1.4

5. SERVICE OPERATION ROLES 5.1 Incident Management Roles This section describes a number of roles that need to be performed in support of the Incident Management process. 5.1.1 Incident Management Process Owner The Incident Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Incident Management process; Create incident models and workflows; Liaise with other Process Owners to ensure there is an integrated approach to the design and implementation of Incident Management, Problem Management, Event Management, Access Management and Request Fulfilment. 5.1.2 Incident Management Process Manager The Incident Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Incident Management process; Design and coordinate support for any Incident Management tools and processes; Coordinating interfaces between Incident Management and other service management processes; Guide and monitor the success of the Incident Management process and provide input for improvements; Provide reporting; Manage major incidents; Oversee the work of Incident Management support staff; Develop and maintain the process, procedures and any Incident Management systems. Typically the role of Incident Manager is assigned to the Service Desk manager or supervisor, except when larger volumes of incidents are occurring a separate role may be required. Regardless of the organisational structure, the Incident Manager must have the authority to manage incidents successfully throughout all areas of support personnel. 5.1.3 First Line Analyst This role provides first line support for incidents when they occur, and is typically (but not always) combined with the Service Desk Analysts role. Key responsibilities include: Recording incidents and assigning them to specialist groups as required; Analysing for accurate prioritisation and classification; Provide ownership, monitoring, tracking and communication of incidents; Provide resolution and recovery of incidents as able; ITIL is a registered trademark of the Cabinet Office 37 Version 1.4

Close incidents; Escalate incidents as required. 5.1.4 Second Line Analyst Some organisations choose to have a second line support group comprised of staff with greater technical skills than the Service Desk. This group tends to concentrate on more deep rooted incidents or incidents requiring more time. It can be beneficial to physically locate this group close to the Service Desk for ease of training/awareness and for staff relocations during busy periods or staff shortages. Key responsibilities would be similar to the First Line Analyst role. 5.1.5 Third Line Analyst Third line support groups are typically provided by a number of internal technical groups and/or third party suppliers. The group is likely to include, but not limited to: Network support; Voice support; Server support; Desktop support; Application management; Database support; Hardware engineers; Environmental equipment suppliers. ITIL is a registered trademark of the Cabinet Office 38 Version 1.4

5.2 Problem Management Roles This section describes a number of roles that need to be performed in support of the Problem Management process. 5.2.1 Problem Management Process Owner The Problem Management process owner s responsibilities typically include: Perform the Process Owner role for the Problem Management process; Create problem models and workflows; Liaise with other Process Owners to ensure there is an integrated approach to the design and implementation of Problem Management, Incident Management, Event Management, Access Management and Request Fulfilment. 5.2.2 Problem Management Process Manager There should be a designated person or team (depending on the size of the organisation) responsible for Problem Management. In smaller organisations, Problem Management roles may be absorbed into other roles. Regardless of the structure within the organisation, there should be a single point of coordination and an owner for the process. The Problem Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Problem Management process; Prepare and manage support for the Problem Management tools and processes; Coordinate interfaces between Problem Management and other service management processes; Coordinate all problem resolution groups to ensure efficient resolutions of problems within SLA targets; Complete ownership of the Known Error Database (KEDB); Formal closure of all problem records; Liaise with external parties in relation to any problems that require third party assistance and/or expertise; Coordinating all activities relating to major problem reviews. 5.2.3 Problem Analyst Many different support groups/technicians will typically come together to undertake problem resolution activities, under the coordination of the Problem Manager. The Problem Analyst s responsibilities typically include: Assess incident data to analyse assigned problems; Assess problems for accurate prioritisation and classification; Examine assigned problems through to resolution, root cause or closure; Raise RFCs to resolve problems; Observe progress on all problems and known errors and advise Incident Management staff on available workarounds; ITIL is a registered trademark of the Cabinet Office 39 Version 1.4

Update and maintain the KEDB with any new or updated information, errors or workarounds; Aid with major incidents and identify their root causes. ITIL is a registered trademark of the Cabinet Office 40 Version 1.4

5.3 Request Fulfilment Roles This section describes a number of roles that need to be performed in support of the Request Fulfilment process. 5.3.1 Request Fulfilment Process Owner The request Fulfilment Process Owner s responsibilities typically include: Perform the Process Owner role for the request fulfilment process; Create Request Fulfilment models and workflows; Liaise with other Process Owners to ensure there is an integrated approach to the design and implementation of Request Fulfilment, Incident Management, Event Management, Access Management and Problem Management. 5.3.2 Request Fulfilment Process Manager The Request Fulfilment Process Manager s responsibilities typically include: Perform the Process Manager role for the Request Fulfilment process; Plan and manage support for the Request Fulfilment tools and processes; Coordinate interfaces between Request Fulfilment and other service management processes; Oversee all staff, customer and management requests, issues and enquiries; Ensure all activities occur within the SLA agreed targets; Review all Request Fulfilment reports to seek improvement opportunities; Seek feedback from users and customers to improve the quality of the Request Fulfilment process; Oversee all requests to ensure they are being fulfilled in a timely manner; Represent Request Fulfilment at CAB meetings, if required; 5.3.3 Request Fulfilment Analyst In smaller organisations, this role will typically be combined with Service Desk Analysts performing both Incident Management and Request Fulfilment. In larger organisations, this role will be carried out solely, perhaps in a Request Fulfilment team dedicated to fulfilling service requests only. This role performs activities to fulfil service requests and acts as a single point of contact until a service request has been fulfilled. The Request Fulfilment Analyst s responsibilities typically include: Ensure that service requests are appropriately recorded; Responsible for ensuring that all submitted service requests are processed and what resources are required to fulfil them; Communicate service requests that require other groups to be involved; Escalate service requests as required to ensure completion within SLA targets. ITIL is a registered trademark of the Cabinet Office 41 Version 1.4

Typically the initial handling of all service requests rests with the Service Desk and Incident Management personnel. Ultimate fulfilment of service requests may be undertaken by various teams or departments, or even by external supplies as required. Where large volumes of service requests are encountered a dedicated team will carry responsibility for fulfilling them. ITIL is a registered trademark of the Cabinet Office 42 Version 1.4

5.4 Event Management Roles This section describes a number of roles that need to be performed in support of the Event Management process. It is typically unusual for an organisation to assign an Event Manager as events tend to occur in multiple contexts and for various reasons. 5.4.1 Event Management Process Owner The Event Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Event Management process; Plan and manage support for Even Management tools and processes; Liaise with other Process Owners to ensure there is an integrated approach to the design and implementation of Event Management, Incident Management, Request Fulfilment, Access Management and Problem Management. 5.4.2 Event Management Process Manager The Event Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Event Management process; Plan and manage support for Event Management tools and processes; Coordinating interfaces between Event Management and other service management processes. 5.4.3 Other Event Management Roles The Service Desk is not usually involved in Event Management unless an event requires a response from the Service Desk that falls within their scope of work. The Operations Bridge is usually responsible for Event Management activities, unless the Operations Bridge and the Service Desk have been combined. Any events that have been identified as incidents will be passed onto the Incident Management team for attention. ITIL is a registered trademark of the Cabinet Office 43 Version 1.4

5.5 Access Management Roles This section describes a number of roles that need to be performed in support of the Access Management process. 5.5.1 Access Management Process Owner The Access Management Process Owner s responsibilities typically include: Perform the Process Owner role for the Access Management process; Create access request workflows; Liaise with other Process Owners to ensure there is an integrated approach to the design and implementation of Access Management, Incident Management, Event Management, Request Fulfilment and Problem Management. 5.5.2 Access Management Process Manager The Access Management Process Manager s responsibilities typically include: Perform the Process Manager role for the Access Management process; Plan and manage support for Access Management tools and processes; Coordinate interfaces between Access Management and other service management processes. 5.5.3 Other Access Management Roles Access Management is the execution of Security Management and Availability Management, so these areas are responsible for defining the exact roles and agreeing on a single set of policies related to managing rights and access. ITIL is a registered trademark of the Cabinet Office 44 Version 1.4

5.6 Service Desk Roles This section describes a number of roles that need to be performed in support of the Service Desk function. 5.6.1 Service Desk Manager The Service Desk manager s responsibilities typically include: Appoint and manage Service Desk personnel, including the supervisor(s) and/or team leader(s); Act as an escalation point for all matters; Report any concerns that could negatively effect the business to senior managers; Manage all Service Desk activities; Attend CAB meetings; Responsible for incident and service request handling; Monitor and report Service Desk performance to IT and the business; Identify opportunities for improvements. 5.6.2 Service Desk Supervisor Depending on the size of the organisation, you may have many Service Desk Supervisors, or none. Alternatively, you may have a Senior Service Desk Analyst who can also act as a Service Desk Supervisor when required. The Service Desk Supervisor s responsibilities typically include: Assist with maintaining adequate staffing and skill levels; Act as an escalation point prior to the Service Desk Manager; Act as a technical escalation point for Service Desk Analysts; Prepare statistics and management reports; Arrange staff training and awareness sessions; Chair Service Desk meetings and/or briefings to Service Desk staff regarding workload, changes or deployments, known errors, workarounds, etc. 5.6.3 Service Desk Analyst This role concerns first line support through taking calls and handling the resulting incidents or service requests. Depending on the size of the organisation, this role will typically be combined with Request Fulfilment Analyst. 5.6.4 Super User Super Users are situated in the business and liaise directly between the business and IT, but in particular the Service Desk. The Super User s responsibilities typically include: Assist with communications between the business and IT; Administer staff trainers for users in their direct area, when appropriate; ITIL is a registered trademark of the Cabinet Office 45 Version 1.4

Provide basic support for incidents and service requests; Can be involved with new changes, releases and deployments. ITIL is a registered trademark of the Cabinet Office 46 Version 1.4

5.7 Technical Management Roles This section describes a number of roles that need to be performed in support of the Technical Management function. 5.7.1 Technical Manager / Team Leader A Technical Manager or Team Leader may be required for each technical team or department, depending on the organisation. The Technical Manager/Team Leader s responsibilities typically include: Responsible for guidance and operation of the technical team or department, including resources; Provide technical expertise relating to their team or department; Arrange staff training and awareness to maintain optimum technical skill sets; Report to senior management on all technical issues transpiring from their team or department. 5.7.2 Technical Analyst / Architect Technical Analysts/Architects refers to any staff member within technical management who performs any technical roles. The Technical Analyst/Architect s responsibilities typically include: Liaise with users, sponsors and any other stakeholder relating to their technical requirements; Liaise with Application Management to establish the highest level of system requirements needed; Define and maintain appropriate technical knowledge; Ascertain the best technique to achieve stated requirements by performing cost benefit analysis; Develop operational models; Ensure the infrastructure is configured to be efficient and effective, whilst delivering the required level of service to the business; Contribute to the design of the configuration data. 5.7.3 Technical Operator Technical Operator is a term used to describe any staff member that performs day to day operational tasks within Technical Management. ITIL is a registered trademark of the Cabinet Office 47 Version 1.4

5.8 IT Operations Management Roles This section describes a number of roles that need to be performed in support of the IT Operations Management function. 5.8.1 IT Operations Manager IT Operations Manager is responsible for the overall activities within the IT Operations Management function. The IT Operations Manager s responsibilities typically include: Responsible for guidance and operation of the IT Operations Management teams and/or department, including resources; Report to senior management on all IT operations issues. 5.8.2 Shift Leader Shift Leader s will be required when IT Operations work extended hours covering multiple shifts. The Shift Leader s responsibilities typically include: Provide guidance and leadership during the shift period; Ensure all required activities are performed within the agreed targets; Liaise with other personnel to ensure a smooth handover and consistency between shifts. 5.8.3 IT Operations Analyst IT Operations Analysts are typically combined with Technical Management but larger organisations may require this role separately. Examples include job scheduling and the definition of a backup strategy and schedule. 5.8.4 IT Operator IT Operators are the personnel responsible for performing the day to day operational activities that are defined in Technical or Application Management, and sometimes, IT Operations Analysts. The IT Operator s responsibilities typically include: Perform backups; Console operations; Manage batch jobs, archiving, etc; Complete schedule maintenance tasks; Installations of standard equipment for the data centre. ITIL is a registered trademark of the Cabinet Office 48 Version 1.4

5.9 Application Management Roles This section describes a number of roles that need to be performed in support of the Application Management function. 5.9.1 Applications Manager / Team Leader An Application Manager or Team Leader, depending on the size of the organisation, will typically be required for each of the applications teams or departments. The Application Manager/Team Leader s responsibilities typically include: Responsible for guidance and leadership for the applications team or department; Provide technical expertise relating to the applications covered by that specific team; Ensure technical expertise are maintained for all resources within the team or department; Communicate with customers and users on an ongoing basis regarding application performance and business requirements; Report any relevant concerns relating to the applications to senior management. 5.9.2 Applications Analyst / Architect Application Analysts and Architects are responsible for matching requirements to application specifications. The Application Analyst/Architect s responsibilities typically include: Liaise with customers, users, sponsors and any other stakeholders to determine changing business requirements; Liaise with technical management to ensure adequate system requirements to meet business requirements, within budget constraints; Establish the most suitable means to ensure the stated requirements are met by performing cost benefit analyses; Ensure the best use of resources by developing operational models; Ensure that applications can be effectively managed by accurate designs; Create and maintain standard for application sizing, performance modelling, etc; Create a set of acceptance test requirements; Provide input into the design of configuration data. ITIL is a registered trademark of the Cabinet Office 49 Version 1.4

6. CONTINUAL SERVICE IMPROVEMENT ROLES 6.1 Continual Service Improvement Manager The CSI Manager role is critical to the success of any improvement programmes and is accountable for all improvement activities. This role may be combined with the role of the Seven Step Improvement Process Owner/Manager. The CSI Manager s responsibilities typically include: Develop CSI domain; Communicate the CSI vision throughout IT; Design CSI register and all associated tasks; Work with all other areas of Service Management (Service Owners, Process Owners and Managers, etc) to identify and manage with improvements (identify improvements, review and prioritise improvements and build improvement plans); Liaise with Service Level Managers to ensure targets are being met; Ensure appropriate monitoring tools are in place to gather data, and are working effectively; Ensure baseline data is being captured so as to measure improvements against it; Define and create reports relating to CSI critical success factors and key performance indicators; Distinguish other frameworks, standards and models that could assist CSI activities; Ensure that adequate Knowledge Management is being completed; Recommend high level improvements to senior management; Provide overall direction and guidance for improvement objectives; Coach, mentor and assist all other personnel working within service improvements. ITIL is a registered trademark of the Cabinet Office 50 Version 1.4

6.2 Seven Step Improvement Roles This section describes a number of roles that need to be performed in support of the Seven Step Improvement process. 6.2.1 Seven Step Improvement Process Owner The Seven Step Improvement Process Owner s responsibilities typically include: Perform the Process Owner role for the Seven Step Improvement process; Liaise with the CSI Manager, Service Owners, Process Owners and functions to assist with improvements. 6.2.2 Seven Step Improvement Process Manager The Seven Step Improvement Process Manager s responsibilities typically include: Perform the Process Manager role for the Seven Step Improvement process; Plan and manage support for tools and processes; Liaise with the CSI Manager, Service Owners, Process Owners and functions to maintain the CSI register; Coordinate interfaces between the Seven Step Improvement process, other processes, Service Managers and functions. 6.2.3 Reporting Analyst The Reporting Analyst role is a pivotal role within CSI and will often work in conjunction with Service Level Management (SLM). The role is focused heavily at data interpretation and trend analysis to establish positive and negative results and a true end to end service achievement. The Reporting Analyst s responsibilities typically include: Work closely with CSI and SLM to ensure validity around the reporting metrics; Responsible for merging data from many sources (components, systems, sub systems, etc); Produce trend analysis and provide feedback; Produce reports, as required. The Reporting Analyst s key skills and competencies typically include: Thorough understanding of statistical and analytical principles and processes; Solid technical focus within the reporting tool(s); Excellent communication skills; High quality technical foundation and the ability to translate technical requirements into reporting requirements. ITIL is a registered trademark of the Cabinet Office 51 Version 1.4

6.2.4 Other Roles Involved in the Seven Step Improvement Process In addition to the specific CSI roles and activities described, a great deal of the Seven Step Improvement process occurs in all other processes and functions, and is required in order for successful improvements. ITIL is a registered trademark of the Cabinet Office 52 Version 1.4

Acronyms Abbreviation BIA BRM CAB CI CIO CMS CS CSI CSO ECAB ITT KEDB OLA PBA PSO RFC SACM SDP SLA SMO SOR UC Name Business Impact Analysis Business Relationship Manager Change Advisory Board Configuration Item Chief Information Officer Configuration Management System Change Schedule Continual Service Improvement Chief Sourcing Officer Emergency Change Advisory Board Invitation to Tender Known Error Database Operational Level Agreement Pattern of Business Activity Projected Service Outage Request for Change Service Asset and Configuration Management Service Design Package Service Level Agreement Service Management Office Statement of Requirements Underpinning Contract ITIL is a registered trademark of the Cabinet Office 53 Version 1.4