Which Of The Following Is The Nest Description Of It Service Managemtn

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(This article is office of our ITIL v3 Guide. Use the right-hand menu to navigate.)

IT Service Management roles & responsibilities

No It Service Management (ITSM) initiative tin ever work without people. In fact, the iv Ps of ITIL^® Service Design include People, then that should say something well-nigh how important it is to structure and organize the people involved in delivery of It services.

People plant part of the resources and capabilities required to evangelize quality It services to users and customer akin. And since quality service delivery is all about dealing with customers, users, and suppliers, the value of instituting proper roles and responsibilities in Information technology cannot exist understated.

A role is a set of responsibilities, activities and government granted to a person or squad. A role is divers 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 unmarried person.

Roles are often confused with job titles merely information technology is important to realize that they are not the aforementioned. Each organisation will define appropriate job titles and job descriptions which adapt their needs, and individuals property these job titles tin perform one or more than of the required roles.

(Explore the people, product, technology trifecta & the missing fourth component.)

Organizational structures

There is no single best manner to organize your IT structure. Best practices described in ITIL^® need to exist tailored to arrange individual organizations and situations. Any changes fabricated volition demand to take into account:

Resource constraints
The size, nature, and needs of the business and its customers

The starting point for organizational design is strategy, equally it sets the direction and guides the criteria for each stride of the blueprint process. For strategy to exist successful, an organization will need to clearly define the roles and responsibilities required to undertake the processes and activities.

An organisation's historic period, size, geographical spread and technology utilise bear on its structure. As the system 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 pb to greater formalization and complexity.

In a small organization multiple roles may exist combined under one person. In larger organizations there may be many different people carrying out each of these roles, split by geography, engineering science or other criteria.

The differences between small and large IT system can be:

Pocket-size It Organization	Large IT System
Roles are combined	Roles are separate
Segregation of duties express	Segregation of duties maximized
Generalization of skills	Specialization of skills
Less complexity	More complexity

Example of a small-scale IT department structure

For a pocket-size section, multiple roles tin can be combined as shown. While the numbers are few, the people can be charged with owning multiple services and processes. This construction is simple in nature.

(Go ITIL advice for small- and medium-size businesses.)

Instance of a large IT department structure

For a large department, specialization can accept place as defended service and process roles can be assigned to individuals and teams where necessary. Accept care to prevent a silo mentality and complexity managed due to the diverse links between multiple units and persons.

Roles in Information technology service management

In ITSM, roles can be categorized or combined in a number of unlike ways, depending on the organizational context:

Some roles directly collaborate with people (front facing).
Others deal directly with technology but (back cease).
Some roles are a hybrid of the two based on their specialist nature.
Other roles directly relate to services and related processes.

Clear definitions of accountability and responsibleness are essential for constructive service direction. To help with this task the RACI (Responsible, Accountable, Consulted, Informed) model or "authority matrix" is oft 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, curtailed, piece of cake method of tracking who does what in each procedure and information technology enables decisions to be made with footstep and confidence. When using RACI, there is only one person accountable for an activeness for a defined telescopic of applicability.

Hence, there must exist only one process possessor for each procedure and 1 service owner for each service.

R – Responsible	The person or people responsible for right execution – for getting the chore done
A – Accountable	The person who has buying of quality and the end consequence. Only ane person can be accountable for each task
C – Consulted	The people who are consulted and whose opinions are sought. They have interest through input of knowledge and information
I – Informed	The people who are kept upwards to date on progress. They receive information well-nigh procedure execution and quality

For the sample roles outlined beneath, 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 organisation is to ensure that, based on your construction, service offerings, and processes, you identief, document, assign, and review relevant roles constantly.

The specific roles inside ITIL service management all crave specific skills, attributes, and competences from the people involved to enable them to work finer and efficiently. However, whatever the role, it is imperative that the person carrying out that part has the post-obit attributes:

Awareness of the business priorities, objectives and business organisation drivers
Awareness of the part Information technology plays in enabling the business concern objectives to exist met
Customer service skills
Awareness of what IT can deliver to the business, including latest capabilities
The competence, knowledge and information necessary to complete their part
The power to use, sympathize and translate the best practice, policies and procedures to ensure adherence

For this text, the following sample roles have been divers:

People Facing Roles	Technology Facing Roles	Other Roles
Service Desk	Incident Manager	Strategy Analyst
Concern Relationship Manager	Problem Director	Finance Analyst
Supplier Relationship Managing director	Modify Manager	Need Analyst
	Enterprise Builder	Service Portfolio and Catalogue Managing director
	Project Manager	Service Delivery Manager
	System Developer
	System Support
	Configuration and Deployment Manager
	Quality Assurance and Testing Director
	IT Security Manager
	It Service Continuity Managing director
	Network and Service Operations Centre Analyst

People facing roles

Service Desk-bound

The principal aim of the service desk is to provide a single signal of contact betwixt the services being provided and the users. A typical service desk manages incidents and service requests, and also handles advice with the users. Service desk-bound employees execute the first line incident management, access management, and request fulfilment processes.

Co-ordinate to the ITIL^® Service Operations 2011 publication (pg. 158), the responsibilities for this role are typically:

Logging all relevant incident/service request details, allocating categorization and prioritization codes
Providing first-line investigation and diagnosis
Resolving incidents/service requests when start contacted whenever possible
Escalating incidents/service requests that they cannot resolve within agreed timescales
Keeping users informed of progress
Closing all resolved incidents, requests and other calls
Conducting client/user satisfaction phone call-backs/surveys every bit agreed
Communication with users – keeping them informed of incident progress, notifying them of impending changes or agreed outages, etc.
Updating the CMS under the direction and approval of service asset and configuration management if and so agreed

(Learn more well-nigh the service desk & support levels.)

Business Human relationship Director (BRM)

The BRM role tin can vesture several hats including account director and service level managing director. The activities handled include those under the business organization relationship management and service level management processes.

Co-ordinate to the ITIL^® Service Strategy (pg. 334) and Service Blueprint (pg. 260-261) 2011 publications, the responsibilities for this office are typically:

Establishing and maintaining a constructive human relationship between the service provider and the client based on understanding the customer and their business drivers
Identifying changes to the customer surround and applied science trends that could potentially impact the type, level or utilization of services provided
Establishing and articulating business organisation requirements for new services or changes to existing services
Mediating in cases where there are conflicting requirements for services from different business units
Ensuring that the current and future service level requirements (service warranty) of customers are identified, understood and documented in SLAs (Service Level Agreements) and service level requirements (SLR)
Negotiating and agreeing levels of service to be delivered with the customer (either internal or external); formally documenting these levels of service in SLAs
Negotiating and agreeing OLAs (Operational Level Agreements) and, in some cases, other SLAs and agreements that underpin the SLAs with the customers of the service
Assisting with the production and maintenance of an accurate service portfolio, service catalogue, application portfolio and the respective maintenance procedures
Ensuring that targets agreed inside underpinning contracts are aligned with SLA and SLR targets
Ensuring that service reports are produced for each client service and that breaches of SLA targets are highlighted, investigated and actions taken to prevent their recurrence
Ensuring that service performance reviews are scheduled, carried out with customers regularly and documented, with agreed actions progressed
Ensuring that improvement initiatives identified in service reviews are acted on and progress reports are provided to customers
Reviewing service telescopic, SLAs, OLAs and other agreements on a regular basis, ideally at least annually
Ensuring that all changes are assessed for their impact on service levels, including SLAs, OLAs and underpinning contracts, including attendance at change advisory lath (CAB) meetings if advisable
Identifying all customers and other key stakeholders to involve in SLR, SLA and OLA negotiations
Managing customer complaints including their recording, management, escalation (where necessary) and resolution
Measuring, recording, analysing and improving client satisfaction

(See how BRM supports the rest of the It organization.)

Supplier Relationship Manager

This role is responsible for beingness the interface betwixt the It department and third party suppliers of avails and services, who are external to the system. This role may exist in a procurement or supply chain function and be seconded to IT.

According to the ITIL^® Service Pattern 2011 publication (pg. 266-267), the responsibilities for this role are typically:

Analogous interfaces between supplier management and other processes, especially service level management and corporate vendor management and/or procurement processes
Providing assistance in the development and review of SLAs, contracts, agreements or whatsoever other documents for third-party suppliers
Ensuring that value for coin is obtained from all It suppliers and contracts
Ensuring that all It supplier processes are consistent and interface with all corporate supplier strategies, processes and standard terms and weather
Maintaining and reviewing a supplier and contract management information system
Reviewing and making take a chance assessments of all suppliers and contracts on a regular basis
Ensuring that whatever underpinning contracts, agreements or SLAs adult are aligned with those of the business concern
Ensuring that all supporting services are scoped and documented and that interfaces and dependencies betwixt suppliers, supporting services and supplier processes are agreed and documented
Ensuring that all roles and relationships between lead and whatsoever sub-contracted suppliers are documented, maintained and field of study to contractual agreement
Performing contract or SLA reviews at least annually, and ensuring that all contracts are consistent with organizational requirements and standard terms and weather condition wherever possible
Maintaining a procedure for dealing with contractual disputes, and ensuring that whatever disputes are dealt with in an efficient and constructive manner
Monitoring, reporting and regularly reviewing supplier functioning confronting targets, identifying improvement actions equally advisable and ensuring these actions are implemented
Ensuring changes are assessed for their impact on suppliers, supporting services and contracts and attending CAB meetings when appropriate
Coordinating and supporting all individual IT supplier and contract managers, ensuring that each supplier/contract has a nominated possessor within the service provider organization

Engineering facing roles

Incident Manager

This part is responsible for overall coordination of the incident direction process, in particular whenever in that location are major incidents.

Co-ordinate to the ITIL^® Service Operations 2011 publication (pg. 194-195), the responsibilities for this role are typically:

Planning and managing back up for incident management tools and processes
Coordinating interfaces between incident management and other service management processes
Driving the efficiency and effectiveness of the incident direction process
Producing management information
Managing the work of incident support staff (first- and 2d-line)
Monitoring the effectiveness of incident management and making recommendations for improvement
Developing and maintaining the incident management systems
Managing major incidents
Developing and maintaining the incident management procedure and procedures

(Look at the dissever role of Incident Commander.)

Problem Managing director

Once incidents are solved, the ball is passed to the problem manager to coordinate investigation into the root crusade, identifying workarounds, and following up for permanent resolution.

Co-ordinate to the ITIL^® Service Operations 2011 publication (pg. 195-196), the responsibilities for this function are typically:

Reviewing incident information to analyse assigned problems
Analysing issues for correct prioritization and classification
Investigating assigned problems through to resolution or root cause
Coordinating actions of others as necessary to assist with analysis and resolution actions for problems and known errors
Raising RFCs to resolve problems
Monitoring progress on the resolution of known errors and advising incident management staff on the best available workaround for incidents
Updating the KEDB with new or updated known errors and workarounds
Assisting with the treatment of major incidents and identifying their root causes

Change Manager

During service transition, this key function exists to coordinate the review and approval of planned changes to the Information technology infrastructure and services.

According to the ITIL^® Service Transition 2011 publication, the responsibilities for this function are typically:

Planning and managing support for change management tools and processes
Maintaining the modify schedule and projected service outage
Analogous interfaces between change direction and other processes
Reviewing specific categories of RFC
Planning, scheduling, managing and chairing CAB meetings
Formally authorizing changes at agreed points in the modify lifecycle
Participating in the change review before changes are closed

(Wait at all roles involved in change management.)

Projection Manager

In ITSM, the projection managing director'southward 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 blueprint likewise as the service transition stages of the service lifecycle, and would manage the design coordination as well every bit transition planning and support processes.

According to the ITIL^® Service Pattern (259-260) and Service Transition (pg. 227) 2011 publications, the responsibilities for this role are typically:

Coordinating interfaces between design coordination, service transition planning and reporting and other processes
Ensuring the consistent blueprint of appropriate services, service management information systems, architectures, technology, processes, information and metrics to run across current and evolving business outcomes and requirements
Coordinating all design activities beyond projects, changes, suppliers and support teams, and managing schedules, resources and conflicts where required
Planning and analogous the resource and capabilities required to pattern new or changed services
Ensuring that advisable service designs and/or SDPs are produced and that they are handed over to service transition as agreed
Managing the quality criteria, requirements and handover points between the service pattern phase and service strategy and service transition
Ensuring that all service models and service solution designs conform to strategic, architectural, governance and other corporate requirements
Improving the effectiveness and efficiency of service design activities and processes
Coordinating service transition activities across projects, suppliers and service teams
Ensuring that the terminal commitment of each service transition meets the agreed customer and stakeholder requirements specified in the service design package

(Explore the part of the project direction office.)

Enterprise Architect

An IT designer/architect is responsible for the overall coordination and design of the required engineering science.

Co-ordinate to the ITIL^® Service Design 2011 publication (pg. 268-269), the responsibilities for this office are typically:

Producing a procedure map of all of the processes and their loftier-level interfaces, to ensure integration, consistency and continuity across all processes
Designing secure and resilient engineering architectures that meet all the current and anticipated hereafter Information technology requirements of the arrangement
Ensuring that the blueprint of all processes, roles, responsibilities and documentation is regularly reviewed and audited for efficiency, effectiveness and compliance
Designing measurement methods and metrics to support the continual improvement of service provision and all supporting processes
Producing and go on up to date all It design, architectural, policy and specification documentation
Producing and maintaining all aspects of IT specification, including the overall designs, architectures, topologies and configurations of the infrastructure, environment, applications and data, and the design documentation of all IT systems
Recommending proactive, innovative IT solutions for the improvement of IT design and operation whenever and wherever possible
Translating logical designs into concrete designs, taking business relationship of business organisation requirements, target environments, processes, performance requirements, existing systems and services, and whatsoever potential safety-related aspects
Creating and maintaining Information technology blueprint policies, philosophies and criteria, covering all areas including connectivity, capacity, interfaces, security, resilience, recovery, access and remote admission, and ensuring that all new services meet their service levels and targets
Working with capacity management and reviewing IT traffic volumes and requirements, identifying trends in traffic flows and levels of service
Proposing blueprint enhancements to IT infrastructure, capacity changes, continuity, backup and recovery arrangements, as required, and beingness enlightened of operational requirements, especially in terms of service levels, availability, response times, security and repair times
Reviewing Information technology costs against external service providers, new developments and new services, initiating proposals to change It design where advisable price reductions and benefits can exist achieved, in consultation with financial management for Information technology services
Providing advice and guidance to direction on the blueprint and planning phases of Information technology systems, to ensure that requirements (peculiarly chapters, recovery, performance and security needs) are reflected in the overall specifications
Providing communication and guidance to all areas of IT and business management, analysts, planners, designers and developers on all aspects of Information technology pattern and technology
Interfacing with designers and planners from external suppliers and service providers, ensuring all external IT services are designed to meet their agreed service levels and targets
Playing a major office in the selection of any new It infrastructure or engineering solutions
Assuming technical responsibility for It standards, policy and design for all significant projects or major application areas, assisting with the impact cess and evaluation of major new IT design options
Taking full responsibility for the design aspects of all stages of the lifecycle of Information technology systems, including investigation, analysis, specification, design, development, construction, testing, maintenance, upgrade, transition, operation and comeback
Amalgam, interpreting and monitoring test plans to verify correct operation of completed systems against their design objectives
Where required, assessing changes for their conformance to the design principles, including attendance at CAB meetings if appropriate

Systems Developer

When 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:

Helping to design the release bundle, during the service design stage of the service lifecycle, in conjunction with personnel from other teams and functions
Establishing the final release configuration, including knowledge, information, hardware, software and infrastructure
Building the release
Testing the release prior to independent testing
Establishing and reporting outstanding known errors and workarounds
Providing input to back up alter authorization for cheque-in of the release to the DML (definitive media library)
Providing early on life support for the deployed service

Systems Support

This role performs the operational activities which ITIL defines should be carried out by the technical management and application management functions, being the second line back up role.

Co-ordinate to the ITIL^® Service Operation 2011 publication (pg. 201-203), the responsibilities for this role are typically:

Participating in the design and development of new services
Participating in projects, non only during service design and service transition, but too for CSI or operational projects
Assessing risk, identifying critical service and arrangement dependencies and defining and implementing countermeasures
Designing and performing tests for the functionality, functioning and manageability of IT services to back up service transition activities
Participating in resolution of incidents and problems
Providing information for, and operationally maintaining, the CMS (Configuration Management Organisation) and its data
Attending CAB meetings
Supporting service deployment activities
Ensuring that all system and operating documentation and cognition is up to date and properly utilized

Configuration & Deployment Managing director

This role covers the ITIL^® processes of Service Asset and Configuration Direction (SACM) as well as Release and Deployment Direction.

According to the ITIL^® Service Transition 2011 publication (pg. 229-231), the responsibilities for this function are typically:

Answerable to the organization for stewardship of fixed assets of the arrangement that are nether the command of Information technology
Defining and agreeing the service assets that will be treated as configuration items
Ensuring that configuration data is available when and where it is needed to support other service management processes
Planning and managing support for SACM tools and processes
Coordinating interfaces betwixt SACM and other processes
Defining the construction of the configuration direction system, including CI types, naming conventions, required and optional attributes and relationships
Training staff in SACM principles, processes and procedures
Performing configuration audits
Planning and analogous all resources needed to build, examination and deploy each release
Planning and managing back up for release and deployment management tools and processes
Ensuring that modify authorization is provided before whatever activity that requires this, for example before a release is checked in to the definitive media library (DML) and earlier it is deployed to a alive environs
Coordinating interfaces between release and deployment management and other processes, particularly alter management, SACM, and service validation and testing

Quality Balls & Testing Managing director

Once 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:

Helping to design and program testing conditions, test scripts and examination data sets during the service design phase of the service lifecycle, to ensure appropriate and adequate coverage and control
Allocating and overseeing test resource, ensuring that examination policies are adhered to
Verifying tests conducted by release and deployment management or other teams
Managing test environment requirements
Planning and managing support for service testing and validation tools and processes
Providing management reporting on exam progress, test outcomes, success rates, problems and risks
Conducting tests every bit defined in the examination plans and designs, and documented in the service design bundle
Recording, analysing, diagnosing, reporting and managing test events, incidents, issues and retest dependent on agreed criteria
Administering test avails and components
Building, delivering and maintaining required exam environments

Information Security Manager

In today'southward age securing the confidentiality, integrity and availability of data avails, data security, has become a mandatory role for whatsoever It organization.

Co-ordinate to the ITIL^® Service Design 2011 publication (pg. 265-266), the responsibilities for this role are typically:

Developing and maintaining the data security policy and a supporting set of specific policies, ensuring appropriate authorization, commitment and endorsement from senior Information technology and concern management
Communicating and publicizing the information security policy to all appropriate parties
Ensuring that the information security policy is enforced and adhered to
Identifying and classifying IT and information assets (configuration items) and the level of control and protection required
Profitable with business impact analyses
Performing security risk assessment and adventure direction in conjunction with availability and Information technology service continuity management
Designing security controls and developing security plans
Developing and documenting procedures for operating and maintaining security controls
Monitoring and managing all security breaches and handling security incidents, taking remedial action to prevent recurrence wherever possible
Reporting, analysing and reducing the impact and volumes of all security incidents in conjunction with problem direction
Promoting education and awareness of security
Maintaining a prepare of security controls and documentation, and regularly reviewing and auditing all security controls and procedures

IT Service Continuity Manager

In IT, this role can also exist called business continuity manager, if the main organization has non implemented a business continuity framework. This role ensures that IT is prepared for whatever eventuality that could significantly impact running of business services including disasters.

According to the ITIL^® Service Pattern 2011 publication (pg. 264-265), the responsibilities for this role are typically:

Performing business impact analyses for all existing and new services
Implementing and maintaining the It service continuity management process, in accord with the overall requirements of the organization's concern continuity management process, and representing the IT services office within the business organisation continuity management process
Ensuring that all IT service continuity management plans, risks and activities underpin and align with all business organization continuity management plans, risks and activities, and are capable of meeting the agreed and documented targets under whatsoever circumstances
Performing risk assessment and risk direction to foreclose disasters where cost justifiable and where practical
Ensuring that all IT service areas are prepared and able to respond to an invocation of the continuity plans
Maintaining a comprehensive It testing schedule, including testing all continuity plans in line with business concern requirements and later on every major business concern change
Undertaking quality reviews of all procedures and ensuring that these are incorporated into the testing schedule
Communicating and maintaining awareness of IT service continuity management objectives within the business areas supported and IT service areas
Undertaking regular reviews, at to the lowest degree annually, of the continuity plans with the business areas to ensure that they accurately reverberate the business needs
Negotiating and managing contracts with providers of 3rd-political party recovery services
Assessing changes for their impact on service continuity and continuity plans
Attending CAB meetings when appropriate
Developing and maintaining the organization'due south continuity strategy
Assessing potential service continuity issues and invoking the service continuity programme if necessary
Managing the service continuity program while it is in operation, including neglect-over to a secondary location and restoration to the primary location
Performing mail-mortem reviews of service continuity tests and invocations, and instigating cosmetic deportment where required
Developing and managing the Information technology service continuity management plans to ensure that, at all times, the recovery objectives of the business organization tin be accomplished

Network & Service Operations Centre Analyst

Continuous monitoring of IT infrastructure and services has become a daily chore 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:

Console direction/operations bridge management
Job scheduling, or the management of routine batch jobs or scripts
Backup and restore on behalf of all technical and application management teams and departments and often on behalf of users
Print and output management for the collation and distribution of all centralized printing or electronic output
Performance of maintenance activities on behalf of technical or application management teams or departments
Management of the physical It environment, typically a data centre or server rooms and recovery sites together with all the power and cooling equipment

(Empathize how the NOC works.)

Other roles

Strategy Analyst

No IT organization will function effectively without a strategy that is aligned to the one of the corporate organisation.

According to the ITIL^® Service Strategy 2011 publication (pg. 332), the responsibilities for this role typically include:

Formulating, documenting and maintaining the system's overall IT strategy, so every bit to best underpin the business organisation strategy
Assisting in informing, publicizing and marketing of the key aspects of the IT strategy so that all customers, potential customers, staff members, suppliers and other relevant groups are enlightened of the IT strategy and how it will be taken forward
Being responsible to the Information technology steering group for the successful implementation and operation of the IT strategy
Reviewing the operation and functioning of the Information technology strategy and makes any necessary changes or adjustments to the Information technology strategic plans or the way they are implemented or operated
Planning and managing back up for strategy management tools and processes
Analogous interfaces between strategy management for It services and other processes

Finance Analyst

This financial function, mostly plant in a Finance Department or tin be seconded to It, is responsible for managing the accounting, budgeting and charging activities relating to Information technology services and infrastructure.

According to the ITIL^® Service Strategy 2011 publication (pg.332-335), this role has typically the post-obit responsibilities:

Compiling and formulating the annual Information technology budgets and submits them for scrutiny and approval by the IT steering group
Managing the IT budgets on a daily, monthly and almanac footing, initiating corrective actions to residual income and expenditure in line with the budgets
Producing regular statements of accounts for management information and to allow relevant managers to manage their own areas of the budgets
Formulating and managing whatever recharging systems for It customers
Examining and reporting on value-for-money of all major activities, projects and proposed expenditure items within IT

Demand Annotator

This strategic function is critical when it comes to understanding, anticipating and influencing customer demand for services. It unremarkably works with roles handling capacity management to ensure that It has chapters to encounter this need.

According to the ITIL^® Service Strategy 2011 publication (pg. 335), the responsibilities for this role are typically:

Identifying and analyzing patterns of business action to understand the levels of need that will be placed on a service
Defining and analyzing user profiles to empathize the typical profiles of demand for services from unlike types of user
Helping design services to meet the patterns of business activity and the power to meet business concern outcomes
Ensuring that adequate resources are available at the appropriate levels of chapters to encounter the demand for services, thus maintaining a remainder between the cost of service and the value that information technology achieves
Anticipating and preventing or managing situations where demand for a service exceeds the capacity to deliver it
Gearing the utilization of resource that deliver services to meet the fluctuating levels of demand for those services

Service Portfolio & Catalogue Manager

This role would be responsible for managing the service portfolio which consists of the planned, live and retired services. The live services are commonly documented in a service catalogue. This role cuts beyond the Service Portfolio Direction and Service Catalogue Management processes.

Co-ordinate to the ITIL^® Service Strategy (pg. 333) and Service Pattern (pg. 260) 2011 publications, the responsibilities of this function typically include:

Managing and maintaining the organization'due south service portfolio
Managing the surrounding processes for keeping the portfolio attractive to customers and up to date
Marketing the portfolio, and in item the service catalogue, and so that customers and potential customers are aware of the services available
Helping formulate service packages and associated options, then that services tin can exist combined in logical groupings to produce products that can be marketed, sold and consumed to all-time see customers' needs
Ensuring that all operational services and all services being prepared for operational running are recorded within the service catalogue
Ensuring that all the information within the service catalogue is accurate and upwards to engagement
Ensuring that appropriate views of the service catalogue are maintained and fabricated available to those for whom they are targeted
Ensuring that all the data within the service catalogue is consistent with the information within the service portfolio
Ensuring that the information within the service catalogue is adequately protected and backed upwardly

(What'southward the difference between service catalogs & portfolios?)

Service Commitment Manager

This role would encompass 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 part are typically:

Ensuring that all noesis items are fabricated attainable to those who need them in an efficient and effective manner
Planning and managing support for knowledge direction tools and processes
Encouraging people throughout the service provider to contribute knowledge to the service knowledge management system (SKMS)
Interim as an adviser to business and IT personnel on knowledge direction matters, including policy decisions on storage, value, worth etc.
Identifying, controlling and storing any information accounted to be pertinent to the services provided that is not available by other means
Maintaining controlled noesis items to ensure that they are electric current, relevant and valid
Monitoring publicity regarding the noesis information to ensure that information is not duplicated and is recognized equally a central source of information etc.
Setting management and providing a framework through which comeback objectives can be delivered
Communicating the vision of CSI across the Information technology organization
Designing the CSI annals and associated activities
Defining and creating reports on CSI critical success factors (CSFs), central performance indicators (KPIs) and CSI activity metrics
Ensuring that CSI activities are coordinated throughout the service lifecycle

Roles in service management

To make the almost of your service management roles, consider getting certified. You can look for ITIL-specific certifications and trainings, or expand more widely to agnostic service direction certifications.