itil processes - roles & responsibilities

8/9/2019 ITIL Processes - Roles & Responsibilities

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ITIL Framework

Incident Management

Problem ManagementChange ManagementRelease Management

Availability ManagementCapacity Management

Roles and Responsibilities



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TABLE OF CONTENTS

1 INTRODUCTION 6

2 INCIDENT MANAGEMENT 62.1 INCIDENT MANAGEMENT RESOURCE PROFILE (ROLES) 62.2 Role: INCIDENT MANAGEMENT PROCESS OWNER 7

2.2.1 RESPONCIBILITIES 7

2.2.2 KEY SKILLS AND COMPETENCIES 8

2.3 Role: INCIDENT MANAGER 7

2.3.1 RESPONSIBILITIES 8


2.4 Role: SERVICE DESK ANALYST 9



2.5 Role: TIER TWO SUPPORT MANAGER 10



2.6 Role: TIER TWO SUPPORT ANALYST 12



2.7 Role: CUSTOMER 13



2.8 Role: USER 13



2.9 Role: TIER THREE VENDOR SUPPORT 14



3 PROBLEM MANAGEMENT 163.1 PROBLEM MANAGEMENT RESOURCE PROFILE (ROLES) 163.2 Role: PROBLEM MANAGEMENT PROCESS OWNER 16




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3.3 Role: PROBLEM MANAGER 18



3.4 Role: PROBLEM ANALYSTS 19



3.5 Role: SUBJECT MATTER EXPERTS 21


3.5.2 KEY SKILLS AND COMPETENCIES

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3.6 Role: IT MANAGERS OR TEAM LEADS 21


3.6.2 KEY SKILLS AND COMPETENCIES

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4 CHANGE MANAGEMENT 234.1 Role: CHANGE PROCESS OWNER 23



4.2 Role: GLOBAL CHANGE MANAGER 24



4.3 Role: CHANGE COORDINATOR 25



4.4 Role: LOCAL CHANGE MANAGER 27



4.5 Role: CHANGE INITIATOR 29



4.6 Role: CHANGE ANALYST 29



4.7 Role: CHANGE ADVISORY BOARD (CAB) 31



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4.7.1 RESPONSIBILITIES

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4.7.2 CAB MEMBERSHIP 31

4.73 KEY SKILLS AND COMPETENCIES 32

4.8 Role: CHANGE ADVISORY BOARD / EMMERGENCY COMMITTEE (CAB/EC) 32


4.8.2 MEMBERSHIP

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5 RELEASE MANAGEMENT 345.1 RELEASE MANAGEMENT RESOURCE PROFILE (ROLES) 345.2 Role: RELEASE MANAGEMENT PROCESS OWNER 35



5.3 Role: RELEASE MANAGEMENT PROCESS COORDINATOR 36



5.4 Role: LOCAL RELEASE COORDINATOR 38



5.5 Role: RELEASE TEAM MEMBERS 39



5.6 Role: RELEASE TEST MANAGER 40



5.7 Role: DEFINITIVE SOFTWARE LIBRARIAN 41



5.8 Role: DEFINITIVE HARDWARE STORE LIBRARIAN 42



6 AVAILABILITY MANAGEMENT 446.1 AVAILABILITY MANAGEMENT RESOURCE PROFILE (ROLES) 44

6.2 Role: AVAILABILITY MANAGEMENT PROCESS OWNER 44




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5.3 Role: AVAILABILITY MANAGER 45



5.4 Role: AVAILABILITY ARCHITECT 46



7CAPACITY MANAGEMENT

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7.1 CAPACITY MANAGEMENT RESOURCE PROFILE (Roles) 48

7.2 Role: CAPACITY MANAGEMENT PROCESS OWNER 48



7.3 Role: CAPACITY MANAGER 49



7.4 Role: CAPACITY ANALYST 51



7.4 Role: CAPACITY AUDITOR 52

7.5.1 RESPONSIBILITIES 527.5.2 KEY SKILLS AND COMPETENCIES 53

8ARTIFACTS – RACI MATRICES

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1. Introduction

This document provides detailed descriptions of the various roles required to support

the following processes

1. Incident Management Process

2. Problem Management Process

3. Changes Management Process

4. Release Management Process

2. Incident management

2.1 Incident Management Process

Eight different process roles have been identified as follows:

1. Incident Management Process Owner

The Incident Management Process Owner is accountable for the complete

Incident Management process.

2. Incident Manager

The Incident Manager will drive the efficiency and effectiveness of the Incident

Management process.

3. Service Desk / Customer support center Analysts

Service desk / Customer Support Center Analysts are the Single Point of Contact

(SPOC) for incidents and service requests, as reported from users.

4. Tier Two Support Managers

The Tier Two Support Managers will provide all facets of support in accordance

with the Incident Management Process.



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5. Tier Two Level Support Analysts

The Tier Two Level Support Analysts will plan, design, develop, maintain and

update workarounds for incidents and respond to escalated incidents.

6. Customer

The customer pays for the service and provides input into the Incident

Management Process as needed.

7. User

The user provides input into the Incident Management Process.

8. Tier Three Vendor Support

Tier Three Vendor Support resolves incidents and service requests, in

accordance with Underpinning Contracts (UCs) and performs workarounds at the

request of Tier-1 or Tier-2.

Incident Management roles - in detail:

2.2 Role: Incident Management Process Owner

2.2.1 Responsibilities

Accountable for the complete Incident Management process

Ensures the success and quality of the Incident Management process as it

applies to cross-functional organizational units

Ensures that the Incident Management process is followed correctly at the

account and by the customer and user community

Ensures the quality of satisfaction of customers and users based on the proper

functioning of the process

Ensures process training is available for those responsible for executing the

Incident Management activities

Ensures compliance across ITIL processes

Maintains a Continuous Process Improvement plan for Incident Management



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Provides effective communication to steering committee, senior management,

process owners, and customers

2.2.2 Key Skills and Competencies

Senior Management Experience

Strong Communication and Presentation Skills

An understanding of the Customer's business and how IT contributes to the

delivery of that product or service

Excellent people management and administrative skills

Excellent understanding of statistical and analytical principles and processes

The ability to interact successfully with all levels of Customers and internal

associates

Information Technology Infrastructure Library (ITIL) Foundation Level Training or

knowledge required, with certification preferred

2.3 Role: Incident Manager


Drive the efficiency and effectiveness of the Incident Management process

Produce authorized management information

Manage and coordinate the work of the Service Desk

Monitor the effectiveness of the IT Service Management tool and make

recommendations for continued enhancements

Ensures the quality of the process

Empower Process Analysts to make decisions based on customer needs

Ensure compliance across processes and collaborate with other Process

Managers

Monitor and report on process compliance across the account (Service Desk and

„n‟ level support areas)



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Coordinate activities between multiple „n‟ level support groups to ensure

adherence to Service Level Requirements (SLR) where multiple groups are

needed to resolve a single incident

Ensures effective communication to Senior Management, Customers, Users, and

Technical staff


Knowledge and experience of contract and/or supplier management roles (how it

ties into Service Level Agreements (SLAs))


Good understanding of statistical and analytical principles and processes

Good presentational skills

The ability to interact successfully with all levels of the Customer and IT provider

organization

Good negotiating and facilitation skills

Strong staff management skills

Client service oriented

Effective communication skillsReasonable technical understanding and an ability to translate technical

requirements and specifications into easily understood business concepts and

vice versa

Innovative in respect of service quality and ways in which it can be improved

within the bounds of the organization‟s limits (resource, budgetary, legal etc).

ITIL Foundation Level Training or knowledge required

2.4 Role: Service Desk Analyst




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Functions as SPOC for incidents and service requests, as reported from users

and system monitoring and alerts

Log, verify and update, as necessary, user profiles for incidents and service

requests using the current IT Service Management tool

Validate Configuration Item (CI) (dependent upon a mature Configuration

Management Database (CMDB))

Provide initial assessment of categorization and prioritization for reported

incidents and service requests

Ensure incidents and service requests are properly escalated and assigned to

appropriate individual/groups

Perform hierarchical escalation to Incident Manager

Perform functional escalations as needed

Communicate with users concerning the status of incidents and service requests

Compile data through incident entry that will be used for management

information and reporting

Maintain ownership of the incident

Executes the day-to-day activities of the Incident Management Process

The service desk will perform QA and closure of incidents


Strong analytical skills balanced with effective communication skills

Technical/Networking Support experience for service desk Analysts

Excellent and demonstrated knowledge of Incident Management processes and

procedures

ITIL Foundation Level Training or knowledge preferred

2.5 Role: Tier Two Support Manager




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Ensures Tier 2 support analysts provide all facets of support concerning CIs in

the IT infrastructure as it relates to IT services

Oversees and assists analysts with the planning, designing, developing, and

implementing of CIs

Ensures the development, provides insight and guidance to the analysts to

maintain and update workarounds of CIs in knowledge database

Demonstrates strong support for Incident Management process

Enables and assists analysts in supporting the Incident Management process

As escalations occur, provides oversight, assistance, and guidance to analysts

responsible for resolving incidents and providing workarounds

Oversees and ensures analysts initiate and execute Request for Change (RFC)

and service requests according to policies, processes, and procedures as

required

Promotes and supports incident resolutions within a timely manner as required

by the SLR Assists the analysts with providing information to the SERVICE

DESK regarding potential breaches of the SLA

Collaborates with the Incident Manager when multiple groups are required to

investigate an incident

Identifies issues and invokes changes for process improvement within the

Incident Management process

Determines the escalation matrices and updates as appropriate within his or her

functional area of responsibility

Communicates, as consistent with the ITS communication plan, with the

SERVICE DESK, senior managers, customers, and users with accurate and

timely updates

Provides training and education for the Tier 2 Support Analysts to maintain andupdate their required skill sets


Customer and User service oriented



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Technical skills, knowledge and experience appropriate to the environment

Incident Management knowledge preferred

Strong analytical skills with a good understanding of statistical and analytical

principles and processes

Successfully communicates verbally and in writing with all levels of Customer

and IT provider organizations

Effective presentation, negotiation and facilitation skills

Supervisory and Team Lead experience

Strong staff management and administrative skills

Effective time management and scheduling skills

Knowledge and experience of contract and vendor management roles

ITIL Foundation Level Training or knowledge required, with certification preferred

2.6 Role: Tier Two Support Analyst


Provides all facets of support concerning CIs in the IT infrastructure

Participates in planning, designing, developing and implementing CIs

Maintains and updates workarounds and proactive management of CIs in

knowledge database

Supports the Incident Management process

Resolves incidents and provides workarounds

Raises RFC as required

Provides resolutions within a timely manner and informs the SERVICE DESK

regarding potential breaches of the SLA

Coordinates the activities of several groups investigating the incident, as needed

Provide consultation determining proper escalation matrices, issues and changes

within the process

Executes change/service requests

Provides on-site assistance during the installation or upgrade of hardware,

software, and core applications at designated locations



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Performs proactive support services which may result in early detection of

incidents


Customer and User service oriented

Technical Skills and Support Experience specific to the environment

Successfully communicate verbally and in writing with all levels of Customer and

IT provider organizations

Effective time management and scheduling skills

Training/Support documentation skills

IT Certifications according to the environment

TIL Foundation certification, training or knowledge and Incident Management

experience

2.7 Role: Customer


Provides input into the Incident Management Process

As necessary and warranted, provides a Super User who has the knowledge and

appropriate training, authority and access to perform pre-defined and pre-

approved support functions as defined

Ensures that their users have the necessary education and training on the

SERVICE DESK and Incident

Management processes and procedures needed for calling in an incident or

service request


Basic understanding of the Incident Management process and the procedures of

the SERVICE DESK to include the use of the SERVICE DESK as the SPOC



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Understands the terms of the ITS SLAs and the ability to educate their users on

those terms required

2.8 Role: User


Provides input into the Incident Management Process

Reports all incidents as soon as they occur and service requests when required

Uses the SERVICE DESK as the SPOC

Provides all the necessary information, including forms if required, surrounding

an incident or service request

Communicates effectively, either verbally or in writing, with the SERVICE DESKSuper Users will receive the necessary training from ITS and will provide basic

support functions, along with the necessary authorities and access

Upon receipt of email notification for resolved incidents, promptly communicates

any disagreements with the resolution to the SERVICE DESK within the time

frame specified in the Incident Management Process



the SERVICE DESK to include the use of the SERVICE DESK as the SPOC

Comprehensive understanding of the terms of the SLAs

2.9 Role: Tier Three Vendor Support


Resolves incidents and service requests, in accordance with UC

Collaborates with the contact provided in the vendor incident

Tracks, records and references the appropriate incident number

Provides timely status updates and estimated time to repair

Provides periodic reports on Incident resolution to Incident Manager



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Provides an account manager to contact and review processes for support

improvement

Provides with detailed information on their incident process



the Service Desk required

Comprehensive understanding of the terms of the SLAs and how their UCs

support SLAs

Sufficient staffing and resources to provide service in accordance with UCs

Effective Communication mandatory

RACI for Incident Management

Refer to the artifact # 1: RACI for Incident Management



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3. Problem Management

3.1 Problem Management Process

Five process roles specific to Problem Management have been identified as

follows:

1. Problem Management Process Owner

The Problem Management Process Owner is accountable for the complete

Problem Management process.

2. Problem Manager

The Problem Manager will drive the efficiency and effectiveness of the Problem

Management process.

3. Problem Analysts

The Problem Analyst will ensure that the process is used correctly at the

departmental level.

4. Subject Matter Experts

The Subject Matter expert provides technical expertise in support of Problem

Management processes.

5. IT Managers or Team Leads

The IT Manager or Team

Problem Management roles - in detail:

3.2 Role: Problem Management Process Owner

Objective: Ensure that documented and standardized methods and processes

are developed and used for efficient and permanent resolution of problems

identified by the Problem Management Process and ensure there is a balance

among the key components of a good service management environment –

people, process and tools



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Accountable for the success and quality of the Problem Management process

Ensures that the Problem Management process is followed correctly


Problem Management activities

Maintains a Continuous Process Improvement plan for Problem Management



Approves management reporting and tool requirements

Identifies and defines important process Critical Success Factors (CSF), Key

Performance Indicators (KPI) and activity metrics

Regularly meets with Problem Manager to review Problem Management

processes and procedures

Initiates Continuous Process Improvement to the process as business conditions

change, and based on process performance management data

Functions as a coach and point of escalation for Problem Management Process

Manager

Conducts reviews of the Problem Management process

3.2.2 Key Skills & Competencies

Service Manager ‟s Certificate in IT Service Management

Senior Management experience

Strong communication and presentation skills

An understanding of the business and how IT contributes to the delivery of

products or services to meet customer needs

Good people management and administrative skills


Ability to interact successfully with all levels of the Customer and IT provider

organization

Ability to influence others



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3.3 Role: Problem Manager

Objective: To ensure Problem Management Process activities are performed,

identifying opportunities for improvement, and audits the use of the process on

an operational level.


Ensures and promotes the correct use of the Problem Management process

Recommends important process Critical Success Factors (CSF), Key


Monitors and reports against the Critical Success Factors (CSF), Key


Ensure process, procedure and work instruction documentation for Problem

Management activities is up-to-date

Ensures Problems are properly identified, classified and logged by Problem

Analysts

Ensures IT managers or Team Leads are properly identifying and committing

resources to perform all Problem Management activitiesEnsures that the individual activities of the process are carried out with regards to

agreed service quality levels

Ensures Problem Analysts are adhering to the Problem Management Process

Provides status updates on problems and known errors

Provides guidance, direction and coaching on Problem Management activities

Contributes to Continuous Process Improvement activities by identifying training

opportunities for Problem Management team, improvement opportunities for the

tools and improvement opportunities for the process

Functions as point of escalation for Problem Management Analysts

Conducts Problem Reviews

Responsible for liaising with and providing reports to other Service Management

functions



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Works with Service Desk, Incident Management, etc. and Problem Analyst(s) to

determine whether to perform Root Cause Analysis or to implement identified

solutions

Coordinates with Incident Management, Change Management, and Configuration

Management to ensure correct and consistent data is provided to the Problem

Management process

Coordinates Problem Analysts‟ time for problem resolution and proactive analysis

Tracks status of Requests for Change (RFCs) initiated by Problem Management


Support and Restore Practitioner Certificate

Extensive management experience

Strong communication and presentation skills

An understanding of the business and how IT contributes to the delivery of

products or services to meet customer needs

Good people management and administrative skills


Proven ability to communicate with all levels of personnel, both verbally and in

writing

Negotiating and facilitation skills

Technical knowledge


Customer service oriented

3.4 Role: Problem Analysts

Objective: To perform Problem Control, Error Control and Proactive Problem

activities.


Uses available tools to match new incidents to existing problems



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Creates problem records based on inputs

Analyzes the problem to identify the Configuration Item (CI) involved/at fault –

identify the Root Cause

Assists Problem Manager in facilitating team meetings and activities regarding

investigation and diagnosis phase

Serves as point of contact for Subject Matters Experts (SME) assigned to

problem investigation and ensures that all SMEs follow the letter of the problem

management process

Updates the Problem Record (PR) on a continual basis

Provides Configuration Item (CI) data needed to update the Configuration

Management Database (CMDB)

Validates workarounds from Incident Management or creates and validates

workarounds

Communicates data on workarounds and Known Errors (KE)

Plans and researches possible permanent solutions

Estimates “cost” of solutions

Recommends permanent solution(s)

Drafts and submits the Request For Change (RFC)

Identifies non-IT infrastructure improvements to reduce incident occurrences

Performs Proactive Problem activities

Participates in Problem Reviews


Foundation Certificate in IT Service Management

Displayed knowledge and understanding of the OEP Problem Management

Process, Policies and Work InstructionsKnowledge of best practices in project and time management

Ability to communicate at all levels within the organization

Effective documentation and report writing skills

Good IT technical knowledge

Strong analytical skills



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Technical support experience

IT Certifications specific to the technical environment (i.e. CNE, MCSE etc.)

3.5 Role: Subject Matter Experts

Objective: Provides technical expertise in support of Problem Management

processes. This person may at times be the Problem Analyst or an additional

resource for the specific problem at hand.


Provides information and documentation for problems

Validates workarounds from Incident Management or creates and validates

workarounds

Participates in Root Cause Analysis sessions

Develops and tests Temporary Solutions

Performs duties assigned at the direction of the Problem Manager and /or

Problem Analysts to find and validate root causes and to choose the most

appropriate solutions

Provides continuous process improvement feedback


Foundation Certificate in IT Service Management

displayed knowledge and understanding of the OEP Problem Management

Process, policies and Work Instructions

Strong Analytical skills balanced with effective communication skills

Technical Support Experience

IT Certifications specific to the technological environment (i.e. C.N.A. MCSE A+)

3.6 Role: IT Managers or Team Leads

Objective: Commits appropriate resources to conduct Problem Management

activities.



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Provides predefined list of subject matter experts and their availability

Provides resources to facilitate meeting service levels within Problem

Management

Supports and promotes adherence of problem and error control activities

Encourages proactive problem management activities

Provides guidance on improvements and modifications

Provides technical and business related advice

Assists with awareness activities within functional groups

Assists with ongoing continuous improvement activities

3.6.2 Key Skills & CompetenciesFoundation Certificate in IT Service Management

Strong Analytical skills balanced with effective communication skills

Technical Support Experience

RACI for Problem Management

Refer to the artifact # 2: RACI for Problem Management



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4. Change Management

Change Management roles - in detail:

4.1 Role: Change Process Owner


Accountable for the complete process

Responsible for ensuring that the Change Management process is being

followed correctly

Maintains goals and objectives within the process

Designs and recommends metrics and reports for management

Provides a fully functional Change Management process resulting in customer

satisfaction

Responsible for ensuring that resources have the required skill sets

Maintains Continuous Process Improvement on a regular basis

4.1.2 Key Skills

Communication skills

Organizational skills

Facilitation skills

Leadership skills

Knowledge of organization

Influential

Business savvy

Project management skills

Presentational skills

Ability to interact successfully with the business and IT

Negotiating skills



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General Technical knowledge


Financial skills

4.2 Role: Global Change Manager


Decides who is invited to CAB meetings

Convenes and chairs CAB meetings

Convenes and chairs CAB/EC meetings

Manages Urgent RFCs through the life cycle

Approves and authorizes Urgent RFCs

Analyzes Change records to determine any trends or apparent problems that

occur

Identifies and documents changes that by-pass the Change Management

process and provides information to the Change Process Owner to address

compliance requirements

Management Reporting – KPIs

Assists the Process Owner in identifying and prioritizing process improvements

Ensures adherence to the process

Approves or rejects applications for Standard Pre-Approved Changes (SPACs)

after CAB review

Conducts Post Implementation Reviews

Approves acceptable changes endorsed by the CAB or Senior Management for

Significant and Major changes

Initiates and facilitates Senior Management meetings for Major RFC reviews and

endorsement



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4.2.2 Key Skills



Facilitation skills


Leadership skills

Influential

Business savvy


Understanding of statistical and analytical principles and processes



Negotiating skills


General Financial skills

4.3 Role: Change Coordinator


Develops an agenda for CAB meetings, decide attendees, then circulates RFCs

for prior consideration

Documents minutes of CAB meetings

Issues and maintains Forward Schedule of Change (FSC)

Conducts ongoing review of all RFC(s) after Local Change Manager review

Verifies initial prioritization of RFC(s)

Verifies initial Change Category



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Verifies initial RFC Urgency

Verifies completeness of RFC

Identifies potential Urgent Changes and advises Change Analyst of Urgent

Change process

Supports Local Change Managers in Final Approval of acceptable Minor

Changes

Initial approval of Significant and Major Changes

Routes Significant and Major Changes to Global Change Manager for CAB or

Senior Management review

In conjunction with Local Change Managers, authorizes approved RFCs

Updates the Change log with all progress

Reviews implemented Changes to ensure they have met their objectives

Reviews PIRs within assigned areas to ensure completeness

Reviews outstanding RFCs awaiting consideration or awaiting action

Back-up for other Local Change Managers

Advises Global Change Manager and Change Process Owner of process

improvement opportunities

4.3.2 Key Skills



Facilitation skills


Leadership skills

Influential



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Business savvy





Negotiating skills



4.4 Role: Local Change Manager


Conducts initial Change Management review of all RFC(s)

Validates initial prioritization of RFC(s)

Validates initial Change Category

Validates initial RFC Urgency

Validates initial completeness of RFC

Identifies potential Urgent Changes and advises Change Analyst of Urgent

Change process

Final Approval of acceptable Minor Changes

Initial approval of Significant and Major Changes

Routes Significant and Major Changes to Global Change Manager for CAB or

senior Management review

In conjunction with other Local Change Managers, authorizes approved RFCs



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Communicates with all necessary parties to coordinate Change build, test and

implementation (Manage Implementation)

Updates the Change log with all progress

Reviews implemented Changes to ensure they have met their objectives

Reviews PIRs within assigned areas to ensure completeness

Reviews outstanding RFCs awaiting consideration or awaiting action

Back-up for other Local Change Managers

Advises Global Change Manager and Change Process Owner of process

improvement opportunities

4.4.2 Key Skills



Facilitation skills


Leadership skills

Influential

Business savvy





Negotiating skills





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4.5 Role: Change Initiator


Initiates Request for Change (RFC)

Completes all mandatory information for an RFC

4.5.2 Key Skills


Business Knowledge

Technical knowledge


4.6 Role: Change Analyst


Receives, logs and filters submitted RFCs in collaboration with the Change

Initiator

Initial assessment of the RFC and returns incomplete or incorrect RFCs to

Change Initiator

Determines if the RFC is a Standard Change

Participates in the Post Implementation Review as necessary

Participates in the CAB meetings as needed

Participates in the CAB/EC meeting as needed

4.6.2 Key Skills






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Strong Analytical Skills

Data Collection Experience/Skills

Strong Technological Skills specific to environment, back-end systems

4.7 Role: Change Advisory Board (CAB)


Reviews RFCs that are submitted to the CAB

Evaluates modified Significant and Major Changes for schedule impact

Participates in all Change Advisory Board (CAB) meetings

Assesses likely impact to the live environment of the RFC

Assesses the implementation resources required of the RFC

Assesses the ongoing costs of the RFC as appropriate

Assesses the impact of not doing the RFC

Participates in the scheduling of Significant and Major RFCs

Validates the prioritization and Change Category

Reviews applications for Standard Pre-Approved Changes (SPACs) and advises

the Change Manager to approve/reject the application

Considers all Changes on the agenda and advises the Change Manager about

which RFCs should be approved

Participates in Post Implementation reviews as needed

Reviews Post Implementation Reviews as needed

4.7.2 CAB Membership

The Change Advisory Board (CAB) is a group of people who have authority for

assessing and advising on the implementation of Major and Significant changes. The



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Change Advisory Board (CAB) has permanent members and an ad hoc membership

based on the CAB meeting agenda.

Permanent Members:

Global Change Manager (chair)

Service Desk

Telecommunication Services

Computing Services

Enterprise Solutions

IT Security

Service Level Management

Ad hoc membership can include:

IT Facilities

IT Planning

Desktop Operations

IT Operations

IT Finance

Account Manager from the Line of Business

Local Change Managers

Business Analysts

Change Analyst

Process Owners

Other Service Process Managers

Service providers as deemed necessary by the Change Manger or the CAB

members



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Vendors as deemed necessary by the Change Manger or the CAB members

Others as deemed necessary by the Change Manager or the CAB members

4.7.3 Key Skills

Members of the CAB should possess the following skills:

Communication Skills


Facilitation skills


Leadership skills

Business savvy


Presentation skills


Negotiating skills

Extensive Technical knowledge

Financial skills

4.8 Role: Change Advisory Board/Emergency Committee (CAB/EC)


Reviews Urgent RFCs

Participates in all relevant Change Advisory Board/Emergency Committee

(CAB/EC) functions

Quickly assesses if the Urgent RFC is in fact an Urgent RFC

Quickly assesses likely impact to the environment of the Urgent RFC



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Quickly assesses the implementation resources required of the Urgent RFC

Quickly assesses the impact of not doing the RFC

Advises the Global Change Manager if the RFC should be approved

Participates in a Post Implementation Review if necessary

4.8.2 (CAB/EC) Membership

The Change Advisory Board /Emergency Committee (CAB/EC) is a subset of the full

Change Advisory Board (CAB) which handles Urgent Change requests.

The membership of the CAB/EC consists of:

Global Change Manager (chair)

Senior IT Management (most affected, back-up or designated individual)

Change Analyst

Additional members of the CAB/EC (if required based on the Urgency of RFC).

These may include:

Problem Manager

Incident Manager

Others as deemed necessary to assess the Urgent RFC

4.8.3 Key Skills

Members of the Change Advisory Board/Emergency Committee should possess the

following skills:

Authority to make quick, accurate decisions about Urgent RFCs that could affect

the business and IT

Communication Skills

RACI for Change Management

Refer to the artifact # 3: RACI for Change Management



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5. Release Management

5.1 Release Management Process

Seven process roles specific to Release Management have been identified as

follows:

1. Release Management Process Owner

The Process Owner has overall organizational process accountability.

2. Release Management Process Coordinator

This individual has process accountability for their specific IT group and is

accountable to the Process Owner for organizational compliance.

3. Local Release Coordinator

The Local Release Coordinator is accountable to the Release Coordinator for

coordinating activities for a specific Release.

4. Release Team Members

Release Team members include anyone who has the technical proficiency or

expertise to fulfill the required working activities specific to Release Management.Within the organization these roles may be assigned to whoever has the

functional expertise to do the work.

5. Test Manager

This role has overall accountability for the test lab and the manpower required for

testing.

6. Software Librarian

This process role is responsible for managing the Definitive Software Library.

7. Definitive Hardware Store Librarian

This process role is responsible for managing the Definitive Hardware Store



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5.2 Role: Release Management Process Owner


Accountable for the overall quality of the Release Management processOversees design and ongoing maintenance of the Release Management process

Identification and provision of the necessary metrics for the process

Conduct ongoing process assessment of opportunities for improvement as

suggested by metrics and customer feedback

Ensure that the people, process and technology aspects within the process are

aligned

Ensure that process Critical Success Factors (CSF) are identified and that

corresponding Key Performance Indicators (KPI) are put in place

Ensure that necessary reports about the process activities and the process itself

are generated, communicated and that data contained in the reports is used to

improve overall process efficiency and quality

Holds a holistic view of the organization as a whole and ensures proper

alignment between the Release Management process and the functional teams

Ensure that the required training is both available and utilized by the process

team members

Act as the process champion in promoting the process to senior management

Ensure alignment with other Service Management processes


Possesses well-rounded knowledge of the organization as a whole with the

ability to operate at an enterprise level within that organization

Possesses strong knowledge of process driven approach to providing services

Has the aptitude, ability and motivation to provide coaching and mentoring to

Release

Management personnel and to IT functional managers interfacing with the

process



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Good overall working knowledge of Information Technology

Possesses ITIL Foundation Certification and participates in continuing ITIL

process

education

In depth knowledge of ITIL processes

5.3 Role: Release Management Process Coordinator


Ensure the Release Management process is applied in the most appropriate

manner possible within the organization

Ensure that standardized methods and techniques are used in the preparation,

building, testing and implementation of releases

Maintain ongoing information concerning all Releases throughout the Release

lifecycle, including updates of information about specific Releases, closure of

Release records and tracking of Releases through the stages within the lifecycle

Review Forward Schedule of Changes to identify RFCs that should be Full, Delta

or Package releases

Produce Forward Schedule of Releases from FSC and review with Change

Management

Work with Change Management to produce and maintain an up-to-date Forward

Schedule of Change

Produce reports by Release Type and also for emergency Releases

Work with Service Desk for stakeholder communication

Oversee all activities of the Release Management process throughout the

Release life cycleEnsure the required communication within the process and between other

processes occurs



37

Monitor the Critical Success Factors (CSF) and the Key Performance Indicators

(KPI) for Release Management and ensuring that the Key Performance

Indicators (KPI) are met

Delegate authority to the Release Management team as necessary to perform at

peak

efficiency and effectiveness

Take the necessary steps to ensure the fit between people, process and

technology is

optimized as much as possible

Act as the focal point operationally for all proposed changes or modifications to

any Release Management process activity

Provide hands-on coaching and leadership to process team members

Ensure the required training programs are in place for both IT and the user

community

Act as the central point of escalation for members of the process team. Also

ensure that escalation to the process owner and other key process owners is

executed as required

Produce the reports about the process Key Performance Indicators (KPI)

Provide a review and auditing function for continuous improvement of the

process

Leads the development of Release Policies for

Manages process documentation


Clear knowledge of the services that IT delivers to the business and its users

Knowledgeable about IT and about the process

Ability to influence and negotiate with co-workers who are not direct reports


process education




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5.4 Role: Local Release Coordinator


Supports the Release Coordinator role in carrying out activities that have beendelegated to that role

Work with Release Coordinator to produce and maintain appropriate

communications to all stakeholders regarding Releases

Support Release Coordinator in managing activities throughout the Release life

cycle

Develops Release Plans to manage the lifecycle of individual Releases assigned

to them

Responsible for ensuring all required documentation as defined in the Release

policy is

included in the RFC

Coordinate all activities of the Release Management process throughout the

Release life cycle for releases assigned to them

Coordinates the actions of Release Team Members as they execute specific

process activities

Maintain ongoing information concerning local release lifecycle, including

updates of

information about specific Releases, closure of Release records and tracking of

Releases through the stages within the lifecycle

Provide input to the Forward Schedule of Release

Provide information to Release Management with respect to the Request For

Releases they are managing

Analysis of the process to identify bottlenecks, opportunities for improvementthrough

compiling data against established process Key Performance Indicators (KPI)

Coordinate training schedules and plans with Release Coordinator for specific

requirements of Releases



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Administrative support to the Release Coordinator and the process (e.g.

scheduling meetings, logistics, sending out notifications of meetings)

Adhere to the policies, procedures and standards as defined within the Release

Management process


Strong communication skills

Sound knowledge of the Service Management approach and the necessary

reporting tools in use

Clear understanding of the end-to-end process and the interfaces and

dependencies with other processesLeadership abilities to build consensus and influence others

Results oriented with a focus on getting the job done


process

education


Possesses the knowledge required to assess the possible impacts of Releases

and what aspect of the infrastructure is involved in a Release

5.5 Role: Release Team Members


Create and execute work instructions as part of the overall Release Plan. These

tasks may include build, test, and/or implementation activities depending on the

nature of the individual Release

Responsible for creating and providing all required documentation as defined in

the Release policy is included in the RFC

Adhere to the standards, policies, and procedures as defined within the Release

Management process



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Identify opportunities for improvement within the Release Management process

Communicate ongoing information about the progress and status of scheduled

releases as required

Acquire and maintain technical knowledge to support Releases


Overall good understanding of the technology involved in the release

A strong understanding of the Release Management process itself and the

interdependencies with other IT Service Management processes

Good analytical, problem solving skills

Possesses ITIL Foundation Certification and participates in continuing ITILprocess

education


5.6 Role: Release Test Manager

5.7 Responsibilities

Ensure the requirements for testing of specific Releases is planned for in relation

to the stated acceptance criteria of the Release

Manage testing resources and maintain testing schedule

Maintain the testing environment in a state of readiness and prepare the test

environment for testing of upcoming Releases according to the Release schedule

Completion of all required tests, including testing of the back-out plan

Collect all test results and create test result summary

Communicate all test results, including Known Errors, to specified stakeholders

Contribute to the final go/no-go decisions for the Release



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5.8 Key Skills and Competencies

Sound knowledge and expertise in the testing requirements of all types ofReleases within the context of the technological and business environments

Sound understanding of the Release Management process as well as the

interrelationships with other processes such as Change and Configuration

Management

Clear understanding of the specific acceptance criteria for each Release


process

Education


5.9 Role: Definitive Software Librarian


Maintain libraries or other secure storage areas to hold software

Manage all master copies of software, application code, licenses, keys and their

software associated documentation

Ensure only authorized copies of software and application code are registered in

the

Definitive Software Library (DSL)

Supervise and control the receipt, identification, storage, and withdrawal of all

software in the DSLMaintain and provide information on the status of software versions

Assist in conducting audits

Promote copies of software to the live environments according to process

procedures and policies



42

Report DSL issues to the Release Management Process Coordinator





Management


process

education

In depth knowledge of ITIL processesHave a basic understanding of the IT Infrastructure and the software maintained

in the DSL

5.10 Role: Definitive Hardware Store Librarian


Manage the processes for the day-to-day operation of the Definitive Hardware

Store (DHS)

Maintain secure storage areas to hold spare hardware

Maintain stored hardware according to the set procedures as defined

Report to the Release Process Manager about issues regarding the DHS

Follow procedures, work instructions and policies

Supervise and control receipt of new or returned, identification, storage and

withdrawal of all hardware in the Definitive Hardware Store (DHS)

Maintain and provide information on the status of the hardware in the DHS

Act as a single point of contact for escalations regarding the DHS

Escalate issues regarding the DHS to the Release Management Process

Coordinator



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Recommend any improvements regarding processes, reporting, communication,

training and tools





Management


process

education


Have a basic understanding of the IT Infrastructure and the hardware maintained

in the DHS

RACI for Release Management

Refer to the artifact # 4: RACI for Change Management



44

6. Availability Management

6.1 Availability Management Process

Three process roles specific to availability Management have been identified as

follows:

1. Availability Management Process Owner

The Process Owner has overall organizational process accountability for

availability management.

2. Availability Manager



3. Availability Architect

This individual incorporates the specific architecture for the availability

management process

6.2 Role: Availability Management Process Owner


Single point of accountability for Availability

Responsible for ensuring that all activities defined within the process are

undertaken

Defines the process strategy

Defines appropriate policies and standards to be employed throughout the

process

Assists and will be accountable for the process design

Documents and publicizes the process

Defines and reviews the KPIs to evaluate the effectiveness and efficiency of the

process



45

Interfaces with line management to ensure that the process receives the needed

resources

6.2.2 Key skills and Competencies







The ability to interact successfully with all levels of Customers and internalassociates



6.3 Role: Availability Manager


Optimize the availability of the IT infrastructure to deliver cost effective

improvements that deliver tangible benefits to business units and customers

Provide a range of IT availability reporting to ensure that agreed levels of

availability, reliability and maintainability are measured and monitored on an

ongoing basis

Provide holistic management of availability that includes people and processes

as well as technology

Take actions to achieve reductions in frequency and duration of incidents that

impact IT availability

Ensure shortfalls in IT availability are recognized and appropriate corrective

actions are identified and progressed



46

Create and maintain a forward looking availability plan aimed at improving the

overall availability of IT services and infrastructure components to ensure that

existing and future availability requirements can be met

Provide regular reports on availability to the Service Manager

Organize and maintain a regular availability review process with both key

business and IT representatives

Agree appropriate actions to maintain or improve availability levels

Initiate and coordinate actions required to maintain or improve availability across

IT units

Act as a coordination point for changes to availability levels when needed


To have practical experience of process management

To have a good understanding of the ITIL disciplines

To have practical experience of continuous improvement methods and

techniques

To have a good understanding of statistical and analytical principles and

processes

To possess good interpersonal skills for written, oral and face to face

communications

To possess skills in influencing and negotiation methods and techniques

To have reasonable numeric skills

To have a good understanding of available and emerging IT technologies

To have the ability to understand how the IT availability supports the business

To have a reasonable understanding of Cost Management principles.

6.4 Role: Availability Architect


Determine the availability requirements from the business for new or enhanced

IT services



47

Create availability and recovery design criteria to be applied to new or enhanced

infrastructure design

Ensure the levels of IT availability required are cost justified

Document availability blueprints and designs as needed

Establish measures and reporting that reflect business, user and IT support

organization requirements

Monitor actual availability achieved versus targets and to ensure shortfalls are

addressed

Participate in Change Control meetings to assess and authorize changes from an

availability perspective

Conduct availability risk assessment for existing services

Assist in SLA negotiation efforts from an availability capability standpoint

Define the key targets of availability required for the IT infrastructure and its

components that underpin a new or enhanced IT service as the basis for an SLA

agreement

Analyze and review actual availability levels achieved against SLAs and OLAs

and UCs

Maintain an awareness of technology advancements and best practices that

support availability

Gather availability data as needed for reporting and communications


To have practical experience of availability process management



processesTo have reasonable numeric skills

To have a good understanding of available and emerging IT availability

technologies

To have a reasonable understanding of Cost Management principles.



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7. Capacity Management

7.1 Capacity Management Process

Four process roles specific to capacity Management have been identified as

follows:

1. Capacity Management Process Owner / Capacity administrator

The Process Owner has overall organizational process accountability for capacity

management.

2. Capacity Manager



3. Capacity Analyst

This individual performs the in-depth analysis and brings out the optimal capacity

requirements to be included in a capacity plan for executing capacity

management process

4. Capacity Auditor

This individual who performs the verification of a capacity plan

7.2 Role: Capacity Management Process Owner / CapacityAdministrator


Single point of accountability for Capacity ManagementEnsuring that the Capacity plan is Fit for Purpose

Ensures that the Capacity Management process is followed correctly at the

account and by the customer and user community

Ensures the quality of satisfaction of customers and users based on the proper

functioning of the process



49


capacity Management activities

Ensures compliance across ITIL processes

Maintains a Continuous Process Improvement plan for capacity Management










The ability to interact successfully with all levels of Customers and internal

associates



7.3 Role: Capacity Manager


Produce capacity plans in line with business planning cycles; identifying

requirements early enough to accommodate procurement and approval lead

times

Document need for increases and reductions in hardware based on service level

requirements, targets and cost constraints

Provide regular management reports which include current usage of resources,

trends and forecasts

Coordinate and oversee performance testing of new systems and solutions



50

Provide holistic management of capacity that includes people and processes as

well as technology

Oversee decisions and actions to utilize Demand Management for controlling

capacity when necessary

Ensure shortfalls in capacity are recognized and appropriate corrective actions

are identified and progressed on a timely basis

Create and maintain forward looking capacity forecasts to predict future

hardware/software spend

Provide regular reports on capacity to the Availability Manager

Organize and maintain a regular capacity review process

Agree appropriate actions to maintain or improve capacity levels

Initiate and coordinate actions required to maintain or improve capacity across IT

units

Act as a coordination point for changes to capacity levels when needed


To have practical experience of process management


To posses with a Senior Leadership experience and strong performance

management skills

To posses organizational skills including experience with metrics

of capacity management

Strong verbal presentation and written communications skills with

experience in executive level reporting


processes


Client service oriented

To possess skills in influencing and negotiation methods and techniques




51

To have the ability to understand how the IT capacity supports the business


7.4 Role: Capacity Analyst


To analyze capacity and performance issues and to determine ways to improve

capacity and performance at acceptable cost levels.

Size all proposed new systems to determine computer and network resources

required taking into account hardware utilizations, performance service targets

and cost implications

Report on performance against service targets contained in Service Level Agreements

Model impacts of changes in business volumes and new technologies to predict

needed capacity

Translate business events and drivers into IT workloads and volumes

Determine performance targets and service levels that are achievable and cost

justified

Conduct ad-hoc performance and capacity and performance studies on request

Analyze and review actual Capacity levels achieved against SLAs and OLAs and

UCs

Provide a range of IT capacity reporting to ensure that agreed levels of capacity

and performance are measured and monitored on an ongoing basis

Monitor actual capacity usage versus targets and to ensure shortfalls are

addressed

Participate in Change Control meetings to assess and authorize changes from a

capacity and performance perspective

Gather capacity and performance data as needed for reporting and

communications

Maintain and examine logs, journals and system state histories

Determine system performance under natural and artificial conditions



52


To posses very strong customer service skills

To posses the ability to manage multiple and diverse technology issues to

resolution, with minimal supervision

To have working knowledge of application tuning techniques and tools.

To be well versed with various capacity modeling skills.

Strong relationship building skills with face-to-face customer interaction.



7.5 Role: Capacity Auditor


Capacity Auditor has to assess and verify the completeness and appropriateness

of a capacity plan

Should Define the scope of the capacity audit

Should identify the gap in between the capacity plan in aligning with the optimal

capacity requirements

Has the onus of Identifying and defining the indicators to help achieve capacity

audit objectives

Should Identify sources of data to maximize on the time and the available

resources in order to conduct the capacity audit

Monitor actual capacity usage versus targets and to ensure shortfalls are

addressed

Has the responsibility of appraising the gap analysis findings to the capacity

management process owner and the capacity manager



53


To posses strong analytical skills

To possess strong statistical analysis and numerical methodologies

To possess various capacity process adherence norms

To have knowledge on various process audit guidelines and standards

To be well versed with various capacity modeling skills.

Strong relationship building skills with face-to-face customer interaction.




54

Artifacts

Artifact 1: RACI for Incident Management



55

Artifact 2: RACI for Problem Management



56

Artifact 3: RACI for Change Management



Artifact 4: RACI for Release Management