ITIL Processes - Roles & Responsibilities

ITIL Framework
Incident
Problem
Change
Release
Availability
Capacity
Management
Management
Management
Management
Management
Management
Roles and Responsibilities
TABLE OF CONTENTS
1
2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3
3.1
3.2
INTRODUCTION
INCIDENT MANAGEMENT
INCIDENT MANAGEMENT RESOURCE PROFILE (ROLES)
Role: INCIDENT MANAGEMENT PROCESS OWNER
6
6
7
2.2.1
RESPONCIBILITIES
2.2.2
KEY SKILLS AND COMPETENCIES
Role: INCIDENT MANAGER

2.3.1
RESPONSIBILITIES
7
8
2.3.2
Role: SERVICE DESK ANALYST
2.4.1
RESPONCIBILITIES
2.4.2
Role: TIER TWO SUPPORT MANAGER
10
2.5.1
RESPONSIBILITIES
10
10
2.5.2
11
Role: TIER TWO SUPPORT ANALYST

2.6.1
RESPONCIBILITIES
12
12
2.6.2
12
Role: CUSTOMER
2.7.1
RESPONSIBILITIES
13
13
2.7.2
13
Role: USER
13
2.8.1
RESPONCIBILITIES
13
2.8.2
14
Role: TIER THREE VENDOR SUPPORT

2.9.1
RESPONSIBILITIES
14
14
2.9.2
14
PROBLEM MANAGEMENT
PROBLEM MANAGEMENT RESOURCE PROFILE (ROLES)
Role: PROBLEM MANAGEMENT PROCESS OWNER
16
16
16
3.2.1
16
RESPONSIBILITIES
3.2.2
3.3
3.4
3.5
3.6
Role: PROBLEM MANAGER

3.3.1
RESPONCIBILITIES
18
18
3.3.2
19
Role: PROBLEM ANALYSTS

3.4.1
RESPONSIBILITIES
19
19
3.4.2
20
Role: SUBJECT MATTER EXPERTS

3.5.1
RESPONCIBILITIES
21
21
3.5.2
21
Role: IT MANAGERS OR TEAM LEADS

3.6.1
RESPONCIBILITIES
21
22
3.6.2
22
CHANGE MANAGEMENT
4.1
4.2
4.3
4.4
4.5
4.6
4.7
17
Role: CHANGE PROCESS OWNER
23
23
4.1.1
RESPONSIBILITIES
23
4.1.2
23
Role: GLOBAL CHANGE MANAGER

4.2.1
RESPONSIBILITIES
24
24
4.2.2
25
Role: CHANGE COORDINATOR

4.3.1
RESPONSIBILITIES
25
25
4.3.2
26
Role: LOCAL CHANGE MANAGER

4.4.1
RESPONSIBILITIES
27
27
4.4.2
28
Role: CHANGE INITIATOR

4.5.1
RESPONSIBILITIES
29
29
4.5.2
29
Role: CHANGE ANALYST

4.6.1
RESPONSIBILITIES
29
29
4.6.2
29
Role: CHANGE ADVISORY BOARD (CAB)
31
4.8
4.7.1
RESPONSIBILITIES
31
4.7.2
CAB MEMBERSHIP
31
4.73
32
Role: CHANGE ADVISORY BOARD / EMMERGENCY COMMITTEE (CAB/EC)

4.8.1
4.8.2
4.8.3
5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
RESPONSIBILITIES
MEMBERSHIP
32
32
33
33
RELEASE MANAGEMENT
RELEASE MANAGEMENT RESOURCE PROFILE (ROLES)
34
Role: RELEASE MANAGEMENT PROCESS OWNER
35
5.2.1
RESPONSIBILITIES
35
5.2.2
35
34
Role: RELEASE MANAGEMENT PROCESS COORDINATOR
36
5.3.1
RESPONSIBILITIES
36
5.3.2
37
Role: LOCAL RELEASE COORDINATOR
38
5.4.1
RESPONSIBILITIES
38
5.4.2
39
Role: RELEASE TEAM MEMBERS

5.5.1
RESPONSIBILITIES
39
39
5.5.2
40
Role: RELEASE TEST MANAGER

5.6.1
RESPONSIBILITIES
40
40
5.6.2
41
Role: DEFINITIVE SOFTWARE LIBRARIAN

5.7.1
RESPONSIBILITIES
41
41
5.7.2
42
Role: DEFINITIVE HARDWARE STORE LIBRARIAN

5.8.1
RESPONSIBILITIES
42
42
5.8.2
43
AVAILABILITY MANAGEMENT
6.1
AVAILABILITY MANAGEMENT RESOURCE PROFILE (ROLES)
44
44
6.2
Role: AVAILABILITY MANAGEMENT PROCESS OWNER
44
6.2.1
44
RESPONSIBILITIES
6.2.2
5.3
5.4
45
Role: AVAILABILITY MANAGER
45
6.3.1
RESPONSIBILITIES
45
6.3.2
46
Role: AVAILABILITY ARCHITECT

6.4.1
RESPONSIBILITIES
46
46
6.4.2
47
CAPACITY MANAGEMENT
48
7.1
CAPACITY MANAGEMENT RESOURCE PROFILE (Roles)
48
7.2
Role: CAPACITY MANAGEMENT PROCESS OWNER
48
7.2.1
RESPONSIBILITIES
48
7.2.2
49
7.3
7.4
7.4
Role: CAPACITY MANAGER
49
7.3.1
RESPONSIBILITIES
49
7.3.2
50
Role: CAPACITY ANALYST

7.4.1
RESPONSIBILITIES
51
51
7.4.2
52
Role: CAPACITY AUDITOR

7.5.1
RESPONSIBILITIES
52
52
7.5.2
53
ARTIFACTS RACI MATRICES
54
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.
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
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)
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 skills
Reasonable 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 organizations limits (resource, budgetary, legal etc).
ITIL Foundation Level Training or knowledge required
2.4
Role: Service Desk Analyst
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
10
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 and
update their required skill sets

Customer and User service oriented
11
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
12
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 preapproved 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
13
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 DESK
Super 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
14
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
15
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
16
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 Managers 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
17
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 activities
Ensures 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
18
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
19
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 Instructions
Knowledge 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
20
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
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.
21
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
Strong Analytical skills balanced with effective communication skills
Technical Support Experience
RACI for Problem Management
Refer to the artifact # 2: RACI for Problem Management
22
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
23
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
24
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
25
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
26
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
27
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
28
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

29
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
30
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
31
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
32
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
33
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
34
5.2
Role: Release Management Process Owner
Accountable for the overall quality of the Release Management process
Oversees 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
35
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 cycle
Ensure the required communication within the process and between other
processes occurs
36
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
37
5.4
Role: Local Release Coordinator
Supports the Release Coordinator role in carrying out activities that have been
delegated 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 improvement
through
compiling data against established process Key Performance Indicators (KPI)
Coordinate training schedules and plans with Release Coordinator for specific
requirements of Releases
38
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 processes
Leadership 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
39
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
process
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
40
5.8
Key Skills and Competencies

Sound knowledge and expertise in the testing requirements of all types of
Releases 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 DSL
Maintain 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
41
Report DSL issues to the Release Management Process Coordinator

Management
process
education
Have 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
42
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
43
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
44
Interfaces with line management to ensure that the process receives the needed
resources
6.2.2 Key skills and Competencies
associates
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
45
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
46
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
processes
To have a good understanding of available and emerging IT availability
technologies
To have a reasonable understanding of Cost Management principles.
47
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 / Capacity

Administrator
Single point of accountability for Capacity Management
Ensuring 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
48
capacity Management activities
Ensures compliance across ITIL processes
Maintains a Continuous Process Improvement plan for capacity Management
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
49
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
50
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
51

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
52

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.
53
Artifacts
Artifact # 1: RACI for Incident Management
54
Artifact # 2: RACI for Problem Management
55
Artifact # 3: RACI for Change Management
56
Artifact # 4: RACI for Release Management
57

ITIL Processes - Roles &amp; Responsibilities

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ITIL Processes - Roles &amp; Responsibilities

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ITIL Framework

Roles and Responsibilities

KEY SKILLS AND COMPETENCIES

Role: INCIDENT MANAGER

KEY SKILLS AND COMPETENCIES

Role: SERVICE DESK ANALYST

KEY SKILLS AND COMPETENCIES

Role: TIER TWO SUPPORT MANAGER

KEY SKILLS AND COMPETENCIES

Role: TIER TWO SUPPORT ANALYST

KEY SKILLS AND COMPETENCIES

KEY SKILLS AND COMPETENCIES

KEY SKILLS AND COMPETENCIES

Role: TIER THREE VENDOR SUPPORT

KEY SKILLS AND COMPETENCIES

KEY SKILLS AND COMPETENCIES

Role: PROBLEM MANAGER

KEY SKILLS AND COMPETENCIES

Role: PROBLEM ANALYSTS

KEY SKILLS AND COMPETENCIES

Role: SUBJECT MATTER EXPERTS

KEY SKILLS AND COMPETENCIES

Role: IT MANAGERS OR TEAM LEADS

KEY SKILLS AND COMPETENCIES

Role: CHANGE PROCESS OWNER

KEY SKILLS AND COMPETENCIES

Role: GLOBAL CHANGE MANAGER

KEY SKILLS AND COMPETENCIES

Role: CHANGE COORDINATOR

KEY SKILLS AND COMPETENCIES

Role: LOCAL CHANGE MANAGER

KEY SKILLS AND COMPETENCIES

Role: CHANGE INITIATOR

KEY SKILLS AND COMPETENCIES

Role: CHANGE ANALYST

KEY SKILLS AND COMPETENCIES

Role: CHANGE ADVISORY BOARD (CAB)

KEY SKILLS AND COMPETENCIES

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

Role: RELEASE MANAGEMENT PROCESS OWNER

KEY SKILLS AND COMPETENCIES

Role: RELEASE MANAGEMENT PROCESS COORDINATOR

KEY SKILLS AND COMPETENCIES

Role: LOCAL RELEASE COORDINATOR

KEY SKILLS AND COMPETENCIES

Role: RELEASE TEAM MEMBERS

KEY SKILLS AND COMPETENCIES

Role: RELEASE TEST MANAGER

KEY SKILLS AND COMPETENCIES

Role: DEFINITIVE SOFTWARE LIBRARIAN

KEY SKILLS AND COMPETENCIES

Role: DEFINITIVE HARDWARE STORE LIBRARIAN

KEY SKILLS AND COMPETENCIES

AVAILABILITY MANAGEMENT RESOURCE PROFILE (ROLES)

Role: AVAILABILITY MANAGEMENT PROCESS OWNER

Role: AVAILABILITY MANAGER

KEY SKILLS AND COMPETENCIES

Role: AVAILABILITY ARCHITECT

KEY SKILLS AND COMPETENCIES

CAPACITY MANAGEMENT RESOURCE PROFILE (Roles)

Role: CAPACITY MANAGEMENT PROCESS OWNER

KEY SKILLS AND COMPETENCIES

KEY SKILLS AND COMPETENCIES

Role: CAPACITY MANAGER

ITIL Processes - Roles & Responsibilities

ITIL Processes - Roles & Responsibilities