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(This article is part of our ITIL v3 Guide. Use the right-hand menu to navigate.) IT Service Management roles & responsibilitiesNo IT Service Management (ITSM) initiative can ever work without people. In fact, the 4 Ps of ITIL® Service Design include People, so that should say something about how important it is to structure and organize the people involved in delivery of IT services. People constitute part of the resources and capabilities required to deliver quality IT services to users and customer alike. And since quality service delivery is all about dealing with customers, users, and suppliers, the value of instituting proper roles and responsibilities in IT cannot be understated. 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. One person or team may have multiple roles. For example, the roles of incident manager and problem manager may be carried out by a single person. Roles are often confused with job titles but it is important to realize that they are not the same. Each organization will define appropriate job titles and job descriptions which suit their needs, and individuals holding these job titles can perform one or more of the required roles. (Explore the people, product, technology trifecta & the missing fourth component.) Organizational structuresThere is no single best way to organize your IT structure. Best practices described in ITIL® need to be tailored to suit individual organizations and situations. Any changes made will need to take into account:
The starting point for organizational design is strategy, as it sets the direction and guides the criteria for each step of the design process. For strategy to be successful, an organization will need to clearly define the roles and responsibilities required to undertake the processes and activities. An organization’s age, size, geographical spread and technology use affect its structure. As the organization grows and matures, changes in roles and relationships must be made or problems will arise. This is particularly important for organizations adopting a service orientation, as pressures for efficiency and discipline inevitably lead to greater formalization and complexity. In a small organization multiple roles may be combined under one person. In larger organizations there may be many different people carrying out each of these roles, split by geography, technology or other criteria. The differences between small and large IT organization can be:
Example of a small IT department structureFor a small department, multiple roles can be combined as shown. While the numbers are few, the people can be charged with owning multiple services and processes. This structure is simple in nature. (Get ITIL advice for small- and medium-size businesses.) Example of a large IT department structureFor a large department, specialization can take place as dedicated service and process roles can be assigned to individuals and teams where necessary. Take care to prevent a silo mentality and complexity managed due to the various links between multiple units and persons. Roles in IT service managementIn ITSM, roles can be categorized or combined in a number of different ways, depending on the organizational context:
Clear definitions of accountability and responsibility are essential for effective service management. To help with this task the RACI (Responsible, Accountable, Consulted, Informed) model or “authority matrix” is often used within organizations to define the roles and responsibilities in relation to processes and activities. According to ITIL® Service Strategy 2011 publication (pg. 337), the RACI matrix provides a compact, concise, easy method of tracking who does what in each process and it enables decisions to be made with pace and confidence. When using RACI, there is only one person accountable for an activity for a defined scope of applicability. Hence, there must be only one process owner for each process and one service owner for each service.
For the sample roles outlined below, some of them are based on ITIL processes while others are based on common IT practices, and the names and combinations may vary depending on the organization. The key thing for every IT organization is to ensure that, based on your structure, service offerings, and processes, you identief, document, assign, and review relevant roles constantly. The specific roles within ITIL service management all require specific skills, attributes, and competences from the people involved to enable them to work effectively and efficiently. However, whatever the role, it is imperative that the person carrying out that role has the following attributes:
For this text, the following sample roles have been defined:
People facing rolesService DeskThe primary aim of the service desk is to provide a single point of contact between the services being provided and the users. A typical service desk manages incidents and service requests, and also handles communication with the users. Service desk employees execute the first line incident management, access management, and request fulfilment processes. According to the ITIL® Service Operations 2011 publication (pg. 158), the responsibilities for this role are typically:
(Learn more about the service desk & support levels.) Business Relationship Manager (BRM)The BRM role can wear several hats including account manager and service level manager. The activities handled include those under the business relationship management and service level management processes. According to the ITIL® Service Strategy (pg. 334) and Service Design (pg. 260-261) 2011 publications, the responsibilities for this role are typically:
(See how BRM supports the rest of the IT organization.) Supplier Relationship ManagerThis role is responsible for being the interface between the IT department and third party suppliers of assets and services, who are external to the organization. This role may exist in a procurement or supply chain function and be seconded to IT. According to the ITIL® Service Design 2011 publication (pg. 266-267), the responsibilities for this role are typically:
Technology facing rolesIncident ManagerThis role is responsible for overall coordination of the incident management process, in particular whenever there are major incidents. According to the ITIL® Service Operations 2011 publication (pg. 194-195), the responsibilities for this role are typically:
(Look at the separate role of Incident Commander.) Problem ManagerOnce incidents are solved, the ball is passed to the problem manager to coordinate investigation into the root cause, identifying workarounds, and following up for permanent resolution. According to the ITIL® Service Operations 2011 publication (pg. 195-196), the responsibilities for this role are typically:
Change ManagerDuring service transition, this key role exists to coordinate the review and approval of planned changes to the IT infrastructure and services. According to the ITIL® Service Transition 2011 publication, the responsibilities for this role are typically:
(Look at all roles involved in change management.) Project ManagerIn ITSM, the project manager’s role is to define and maintain the service provider’s project management standards and to provide overall resources and management of IT projects. This role is actively involved in the work of the service design as well as the service transition stages of the service lifecycle, and would manage the design coordination as well as transition planning and support processes. According to the ITIL® Service Design (259-260) and Service Transition (pg. 227) 2011 publications, the responsibilities for this role are typically:
(Explore the role of the project management office.) Enterprise ArchitectAn IT designer/architect is responsible for the overall coordination and design of the required technology. According to the ITIL® Service Design 2011 publication (pg. 268-269), the responsibilities for this role are typically:
Systems DeveloperWhen it comes to software development and systems configuration, the system developer role comes into play. According to the ITIL® Service Transition 2011 publication (pg. 230-231), the responsibilities for this role are typically:
Systems SupportThis role performs the operational activities which ITIL defines should be carried out by the technical management and application management functions, being the second line support role. According to the ITIL® Service Operation 2011 publication (pg. 201-203), the responsibilities for this role are typically:
Configuration & Deployment ManagerThis role covers the ITIL® processes of Service Asset and Configuration Management (SACM) as well as Release and Deployment Management. According to the ITIL® Service Transition 2011 publication (pg. 229-231), the responsibilities for this role are typically:
Quality Assurance & Testing ManagerOnce development and configuration takes place, it’s up to the Quality Assurance and Testing Manager role to manage the testing and validation of the new services and infrastructure based on the business requirements. According to the ITIL® Service Transition 2011 publication (pg. 231-232), the responsibilities for this role are typically:
Information Security ManagerIn today’s age securing the confidentiality, integrity and availability of information assets, information security, has become a mandatory role for any IT organization. According to the ITIL® Service Design 2011 publication (pg. 265-266), the responsibilities for this role are typically:
IT Service Continuity ManagerIn IT, this role can also be called business continuity manager, if the main organization has not implemented a business continuity framework. This role ensures that IT is prepared for any eventuality that could significantly impact running of business services including disasters. According to the ITIL® Service Design 2011 publication (pg. 264-265), the responsibilities for this role are typically:
Network & Service Operations Centre AnalystContinuous monitoring of IT infrastructure and services has become a daily job for IT departments who provide critical services. And that’s what a NOC engineer does. According to the ITIL® Service Operation 2011 publication (pg. 202), the responsibilities for this role typically include:
(Understand how the NOC works.) Other rolesStrategy AnalystNo IT organization will function effectively without a strategy that is aligned to the one of the corporate organization. According to the ITIL® Service Strategy 2011 publication (pg. 332), the responsibilities for this role typically include:
Finance AnalystThis financial role, mostly found in a Finance Department or can be seconded to IT, is responsible for managing the accounting, budgeting and charging activities relating to IT services and infrastructure. According to the ITIL® Service Strategy 2011 publication (pg.332-335), this role has typically the following responsibilities:
Demand AnalystThis strategic role is critical when it comes to understanding, anticipating and influencing customer demand for services. It usually works with roles handling capacity management to ensure that IT has capacity to meet this demand. According to the ITIL® Service Strategy 2011 publication (pg. 335), the responsibilities for this role are typically:
Service Portfolio & Catalogue ManagerThis role would be responsible for managing the service portfolio which consists of the planned, live and retired services. The live services are usually documented in a service catalogue. This role cuts across the Service Portfolio Management and Service Catalogue Management processes. According to the ITIL® Service Strategy (pg. 333) and Service Design (pg. 260) 2011 publications, the responsibilities of this role typically include:
(What’s the difference between service catalogs & portfolios?) Service Delivery ManagerThis role would cover the ITIL® processes of Knowledge Management and Continual Service Improvement (CSI). According to the ITIL® Service Transition (pg. 233) and Continual Service Improvement (pg. 132-133) 2011 publications, the responsibilities for this role are typically:
Roles in service managementTo make the most of your service management roles, consider getting certified. You can look for ITIL-specific certifications and trainings, or expand more widely to agnostic service management certifications. Related reading
See an error or have a suggestion? Please let us know by emailing . Who is accountable for the overall process performance in ITIL?2. Process Manager. Process managers should collaborate with the owner of the process to work out how activities will be carried out and are then accountable for ensuring they take place. Depending on the size of the organization, the process manager might be the same person as the process owner.
Who is accountable for development performance improvement of a group of related services?Product Manager: The Product Manager is responsible for the performance, improvement, and quality check of the group of related IT services. 20.
What is availability management responsible for?Availability manager tasks and responsibilities
Analyzes service and component availability, reliability, maintainability and serviceability. Ensures that services and components meet and continue to meet all agreed performance targets and service levels.
Who of the following is responsible for managing day to day implementation of a process?This is one of the process owner responsibilities. Who is responsible for ensuring the right numbers of staff are assigned to the various roles within the process and that they understand what is required of them? A. Managing a process requires resources; therefore, the process manager is responsible for this.
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