UXCConsulting Resource ITIL2011 Roles Responsibilities PDF

ITIL® 2011 Lifecycle Roles and Responsibilities
UXC Consulting
Date November 2011

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

TABLE OF CONTENTS
Executive Summary........................................................................................................................... 1
1. Generic roles ................................................................................................................................. 2

1.1 What is a Service Manager?................................................................................................................... 2
1.2 Generic Service Owner Role................................................................................................................... 2
1.3 Generic Process Owner Role .................................................................................................................. 4
1.4 Generic Process Manager Role .............................................................................................................. 5
1.5 Generic Process Practitioner Role.......................................................................................................... 5
2. Service strategy roles .................................................................................................................... 6

2.1 Strategy Management for IT Services Roles .......................................................................................... 6
2.1.1 Strategy Management for IT Services Process Owner ................................................................ 6
2.1.2 Strategy Management for IT Services Process Manager ............................................................ 6
2.1.3 Other Roles Involved in the Strategy Management for IT Services Process ............................... 7
2.1.4 Business Strategy Manager ......................................................................................................... 7
2.1.5 IT Director or Service Management Director .............................................................................. 7
2.2 Service Portfolio Management Roles..................................................................................................... 8
2.2.1 Service Portfolio Management Process Owner .......................................................................... 8
2.2.2 Service Portfolio Management Process Manager ....................................................................... 8
2.3 Business Relationship Management Roles ............................................................................................ 9
2.3.1 Business Relationship Manager .................................................................................................. 9
2.3.2 Business Relationship Management Process Owner .................................................................. 9
2.3.3 Business Relationship Management Process Manager .............................................................. 9
2.4 Financial Management for IT Services Roles ....................................................................................... 10
2.4.1 Financial Management for IT Services Process Owner ............................................................. 10
2.4.2 Financial Management for IT Services Process Manager.......................................................... 10
2.4.3 Budget Holders .......................................................................................................................... 10
2.5 Demand Management Roles ............................................................................................................... 11
2.5.1 Demand Management Process Owner ..................................................................................... 11
2.5.2 Demand Management Process Manager.................................................................................. 11
2.5.3 Sourcing Roles ........................................................................................................................... 11
2.5.4 Chief Sourcing Officer – an example ......................................................................................... 11
3. Service design roles ..................................................................................................................... 12

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

4.1 Transition Planning and Support Roles ................................................................................................ 27
4.1.1 Service Transition Manager ...................................................................................................... 27
4.1.2 Transition Planning and Support Process Owner ...................................................................... 27
4.1.3 Transition Planning and Support Process Manager .................................................................. 27
4.1.4 Transition Planning and Support Practitioner ........................................................................... 27
4.2 Change Management Roles ................................................................................................................. 28
4.2.1 Change Management Process Owner ....................................................................................... 28
4.2.2 Change Management Process Manager ................................................................................... 28
4.2.3 Change Initiator ......................................................................................................................... 28
4.2.4 Change Practitioner................................................................................................................... 28
4.2.5 Change Authority ...................................................................................................................... 29
4.2.6 Change Advisory Board (CAB) Member .................................................................................... 29
4.2.7 CAB Chair ................................................................................................................................... 29
4.3 Service Asset and Configuration Management Roles .......................................................................... 30
4.3.1 Service Asset and Configuration Manager Process Owner ....................................................... 30
4.3.2 Service Asset and Configuration Manager ................................................................................ 30
4.3.3 Configuration Analyst ................................................................................................................ 30
4.3.4 Configuration Librarian ............................................................................................................. 31
4.4 Release and Deployment Management Roles ..................................................................................... 32
4.4.1 Release and Deployment Management Process Owner........................................................... 32
4.4.2 Release and Deployment Management Process Manager ....................................................... 32
4.4.3 Release Packaging and Build Practitioner ................................................................................. 32
4.4.4 Deployment Practitioner ........................................................................................................... 33
4.4.5 Early Life Support Practitioner .................................................................................................. 33
4.4.6 Build and Test Environment Manager ...................................................................................... 33
4.5 Service Validation and Testing Roles ................................................................................................... 34
4.5.1 Service Validation and Testing Process Owner ......................................................................... 34
4.5.2 Service Validation and Testing Process Manager ..................................................................... 34
4.5.3 Service Validation and Testing Practitioner .............................................................................. 34
4.5.4 Contribution of other Roles to Service Validation and Testing ................................................. 34
4.6 Change Evaluation Roles ...................................................................................................................... 35
4.6.1 Change Evaluation Process Owner............................................................................................ 35
4.6.2 Change Evaluation Process Manager ........................................................................................ 35
4.6.3 Change Evaluation Process Practitioner ................................................................................... 35
4.7 Knowledge Management Roles ........................................................................................................... 36
4.7.1 Knowledge Management Process Owner ................................................................................. 36
4.7.2 Knowledge Management Process Manager ............................................................................. 36
4.7.3 Knowledge Management Process Practitioner ......................................................................... 36
4.7.4 Knowledge Creator.................................................................................................................... 36
5. Service operation roles ................................................................................................................ 37

5.1 Incident Management Roles ................................................................................................................ 37
5.1.1 Incident Management Process Owner ...................................................................................... 37
5.1.2 Incident Management Process Manager .................................................................................. 37
5.1.3 First Line Analyst ....................................................................................................................... 37
5.1.4 Second Line Analyst................................................................................................................... 38
5.1.5 Third Line Analyst ...................................................................................................................... 38
5.2 Problem Management Roles ............................................................................................................... 39
5.2.1 Problem Management Process Owner ..................................................................................... 39
5.2.2 Problem Management Process Manager.................................................................................. 39
5.2.3 Problem Analyst ........................................................................................................................ 39
5.3 Request Fulfilment Roles ..................................................................................................................... 41
5.3.1 Request Fulfilment Process Owner ........................................................................................... 41
5.3.2 Request Fulfilment Process Manager ....................................................................................... 41
5.3.3 Request Fulfilment Analyst ....................................................................................................... 41
5.4 Event Management Roles .................................................................................................................... 43
5.4.1 Event Management Process Owner .......................................................................................... 43
5.4.2 Event Management Process Manager ...................................................................................... 43
5.4.3 Other Event Management Roles ............................................................................................... 43
5.5 Access Management Roles .................................................................................................................. 44
5.5.1 Access Management Process Owner ........................................................................................ 44
5.5.2 Access Management Process Manager..................................................................................... 44
5.5.3 Other Access Management Roles ............................................................................................. 44
5.6 Service Desk Roles................................................................................................................................ 45
5.6.1 Service Desk Manager ............................................................................................................... 45
5.6.2 Service Desk Supervisor ............................................................................................................ 45
5.6.3 Service Desk Analyst.................................................................................................................. 45
5.6.4 Super User ................................................................................................................................. 45
5.7 Technical Management Roles .............................................................................................................. 47
5.7.1 Technical Manager / Team Leader ............................................................................................ 47
5.7.2 Technical Analyst / Architect..................................................................................................... 47
5.7.3 Technical Operator .................................................................................................................... 47
5.8 IT Operations Management Roles ....................................................................................................... 48
5.8.1 IT Operations Manager ............................................................................................................. 48
5.8.2 Shift Leader ............................................................................................................................... 48
5.8.3 IT Operations Analyst ................................................................................................................ 48
5.8.4 IT Operator ................................................................................................................................ 48
5.9 Application Management Roles ........................................................................................................... 49
5.9.1 Applications Manager / Team Leader ....................................................................................... 49
5.9.2 Applications Analyst / Architect ................................................................................................ 49
6. continual service improvement roles ........................................................................................... 50

6.1 Continual Service Improvement Manager ........................................................................................... 50
6.2 Seven Step Improvement Roles ........................................................................................................... 51
6.2.1 Seven Step Improvement Process Owner ................................................................................. 51
6.2.2 Seven Step Improvement Process Manager ............................................................................. 51
6.2.3 Reporting Analyst ...................................................................................................................... 51
6.2.4 Other Roles Involved in the Seven Step Improvement Process ................................................ 52
ITIL 2011 Lifecycle Roles and Responsibilities
EXECUTIVE SUMMARY
Definition: Role
A role is a set of responsibilities, activities and authorities granted to a person or team. A role is
defined in a process or function, and one person or team may have multiple roles.
Overview of Roles
A number of roles need to be performed in support of the service lifecycle, and it is important
that organisations shape their roles to suit them accordingly, at times combining or separating
them.
This section provides guidance and examples of role descriptions.
It is important to note that roles and job titles are two different things, but are often confused
with each other. Position titles (job titles) and position descriptions will vary from organisation to
organisation, however, individuals holding whichever title can perform one or more of the
required roles.
It should also be noted now that an individual may perform a single task that signifies
involvement in more than one process. For example,
Roles fall into two main categories – generic roles and then specific roles that apply only within
a particular lifecycle stage or process. All and any roles can be combined or separated in a
number of different ways depending on the organisational structure. In small organisations
many roles may be combined such as Service Desk Manager, Incident Manager and Problem
Manager. In larger organisations these roles may be divided across three different individuals.
The only exception to this is that there must only be one process owner for each process and
one service owner for each service.
Roles are accountable or responsible for an activity, and they can also be consulted or informed
about something. The RACI (responsible, accountable, consulted, informed) model provides a
useful way of defining and communicating roles and responsibilities.
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ITIL® is a registered trademark of the Cabinet Office 1 Version 1.4
1. GENERIC ROLES
1.1 What is a Service Manager?
The term Service Manager is a generic term for any manager, and it is commonly used to refer
to a Business Relationship Manager (BRM), a Process Manager or a Senior Manager. In
addition, a Service Manager is often assigned several roles such as BRM, Service Level
Manager and Continual Service Improvement (CSI) Manager.
1.2 Generic Service Owner Role

To ensure that a service is managed appropriately, a Service Owner provides a single point of
accountability, absolutely necessary to achieve the required delivery whilst maintaining a
business focus. They are accountable for the delivery of a specific service to the IT Director (or
similar), but they are also responsible for other aspects such as maintenance, enhancements
and general operation. A single person may fulfil the Service Owner role for one or more
services.
The Service Owner has the following responsibilities:
 Ensure the ongoing service delivery and support meet agreed customer
requirements;
 Liaise with the BRM to understand and translate customer requirements;
 Ensure adequate communication with the customer(s) for all service-related
enquiries and issues;
 Assist in defining service models and in assessing the impact of new services or
changes to existing services;
 Liaise with the appropriate Process Owners throughout the service lifecycle;
 Solicit required data, statistics and reports for analysis and facilitate service
monitoring and performance;
 Provide input into service performance, availability etc;
 Represent the service across the organisation and in CAB meetings;
 Serve as the point of escalation for major incidents;
 Participate in internal service review meetings (within IT) and external service
review meetings (with the business);
 Ensure that the service entry in the service catalogue is accurate and is
maintained;
 Assist with Service Level Agreements (SLAs) and Operational Level Agreements
(OLAs) relating to the service;
 Identify improvement opportunities for inclusion in the CSI register and assist
with these improvements.

The Service Owner is a primary stakeholder in all of the underlying IT processes which enable
or support the service they own. For example:
 Incident Management is involved in (or perhaps chairs) the crisis management

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

1.3 Generic Process Owner Role

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

1.4 Generic Process Manager Role

The Process Manager role is accountable for operational management of a process. There
may be several Process Managers for one process, for example regional Change Managers or
IT Service Continuity Managers for each data centre.
This role is often combined with the Process Owner role, but not always.
The Process Manager’s accountabilities include:
 Liaise with the Process Owner to plan and coordinate all process activities;
 Appoint people to the required roles and manage resources assigned to the
process;
 Work with Service Owners and other Process Managers to ensure the smooth
running of services;
 Monitor and report on process performance;
1.5 Generic Process Practitioner Role

A Process Practitioner is responsible for carrying out one or more process activities.
This role can be combined with the Process Manager role or sometimes there may be large
numbers of practitioners carrying out different parts of the process.
The Process Practitioner’s responsibilities typically include:
 Carry out one or more activities of a process;

 Understand how their role contributes to the overall delivery of service and
creation of value for the business;
 Liaise with other stakeholders to ensure their involvement is beneficial;
 Ensure that inputs, outputs and interfaces for their activities are correct;
 Create or update records to show that activities have been carried out correctly.

2. SERVICE STRATEGY ROLES

2.1 Strategy Management for IT Services Roles
This section describes a number of roles that need to be performed in support of the Strategy
Management process. Many organisations will have a person with the job title ‘IT Strategy
Manager’. This job typically combines the roles of strategy management for IT services
Process Owner and strategy management for IT services Process Manager.
2.1.1 Strategy Management for IT Services Process Owner

The Strategy Management for IT Services Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the strategy management for IT services
process;
 Liaise with other Process Owners to ensure that the organisation’s overall IT
strategy is effectively reflected in their processes.
2.1.2 Strategy Management for IT Services Process Manager

The Strategy Management for IT Services Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the strategy management for IT services
process;
 Formulate, document and maintain the organisation’s overall IT strategy, to best
support the business strategy;
 Assist in informing and promoting the IT strategy so that all stakeholders are
aware of the IT strategy and how it will move forward;
 Responsible to the IT steering group for the implementation and operation of the
IT strategy;
 Review the operation and performance of the IT strategy and makes any
necessary adjustments;
 Plan and manage support for strategy management tools and processes;
 Coordinate interfaces between strategy management for IT services and other
processes.

2.1.3 Other Roles Involved in the Strategy Management for IT Services Process
In addition to the roles described above, many roles are performed by senior managers of the
service provider and in the wider organisation. Examples of some important individuals and
groups and the role they play in service strategy are discussed below, although their actual
titles may differ between organisations.
2.1.4 Business Strategy Manager

The Business Strategy Manager’s responsibilities typically include:
 Formulate, document and maintain the organisation’s overall business strategy;

 Assist in informing and promoting the business strategy so that all stakeholders
are aware of the strategy and how it will move forward;
 Responsible to all stakeholders for the successful implementation and operation
of the business strategy;
 Review the operation and performance of the business strategy and makes any
necessary adjustments.
2.1.5 IT Director or Service Management Director

Larger organisations may have a need to appoint an IT Director or a Service Management
Director, and/or establish a Service Management Office (SMO).
The IT Director or Service Management Director’s responsibilities typically include:
 Overall responsibility for the successful implementation and operation of the

organisation’s ITSM processes;
 Propose, initiate and manage improvement initiatives;
 Liaise with Process Owners/Managers to detect issues and possible
developments;
 Manage capabilities and resources between the processes and functions;
 Be responsible for staff development and training.

2.2 Service Portfolio Management Roles

This section describes a number of roles that need to be performed in support of the Service
Portfolio Management process.
2.2.1 Service Portfolio Management Process Owner

The Service Portfolio Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Service Portfolio Management process;
 Liaise with Process Owners to ensure there is an integrated approach to the
design and implementation of Service Portfolio Management.
2.2.2 Service Portfolio Management Process Manager

The Service Portfolio Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Service Portfolio Management
process;
 Manage and maintain the organisation’s portfolio;
 Manage the adjoining processes to ensure the portfolio maintains appealing to
customers and is current;
 Promote the portfolio, especially the service catalogue detailing all operational
services;
 Assist with service packages and alternatives to ensure that services can be
grouped accordingly to created marketable products.

2.3 Business Relationship Management Roles

This section describes a number of roles that need to be performed in support of the BRM
process.
2.3.1 Business Relationship Manager

Many organisations will have a BRM, perhaps combining the roles of Business Relationship
Management Process Owner and Business Relationship Management Process Manager.
The BRM might also represent a number of individuals working within BRM and focused on
different customer segments or groups. In some organisations, this role may be combined with
the role of Service Level Manager.
There can also be confusion between the role of the BRM, and the process of Business
Relationship Management. Business Relationship Managers are often required to execute
activities from other processes simply because of their customer-facing position. This does not
make those activities part of the Business Relationship Management process.
2.3.2 Business Relationship Management Process Owner

The Business Relationship Management process owner’s responsibilities typically include:
 Perform the Process Owner role for the Business Relationship Management
process;
design and implementation of Business Relationship Management.
2.3.3 Business Relationship Management Process Manager

The Business Relationship Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Business Relationship Management
process;
 Identify customer requirements and ensures that these are being met;
 Manage customer expectations prior to agreeing to deliver any services;
 Ensure high customer satisfaction;
 Establish and maintain a positive relationship between all customers and the
service provider;
 Keep abreast of changes within the customer/s environment that could possibly
impact the services required/provided;
 Keep abreast of technology trends/enhancements that could possibly impact the
services required/provided;
 Assist with new services or changes to existing services and ensures they match
the business requirements;
 Mediate when there are conflicting requirements for services from different
business units.

2.4 Financial Management for IT Services Roles

This section describes a number of roles that need to be performed in support of the Financial
Management for IT Services process.
Many organisations will have a person with the job title ‘IT Financial Manager’ and will
sometimes be combined of Financial Management Process Owner and Financial Management
Process Manager.
2.4.1 Financial Management for IT Services Process Owner

The Financial Management for IT Services Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Financial Management for IT Services
process;
design and implementation of Financial Management for IT services.
2.4.2 Financial Management for IT Services Process Manager

The Financial Management for IT Services Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Financial Management for IT Services
process;
 Prepare the annual IT budgets and submit them for review and approval by the
IT Steering Group;
 Manage the IT budgets on an ongoing basis, including improvements to balance
income and expenditure in line with the budgets;
 Produce recurring statements for reporting purposes to permit areas to manage
their own budgets;
 Prepare and administer charging systems for customers;
 Examine value for money on all activities, projects and expenditure within IT.
2.4.3 Budget Holders

Miscellaneous IT Managers may be appointed as budget holders to estimate and manage the
budgets for their own particular area(s).
Budget Holder responsibilities typically include:
 Calculate and submit budget estimate;

 Negotiate, agree and manage their budget on an ongoing basis;
 Report against budget outcomes on a regular basis.

2.5 Demand Management Roles

This section describes a number of roles that need to be performed in support of the Demand
Management process.
2.5.1 Demand Management Process Owner

The Demand Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Demand Management process;
design and implementation of Demand Management.
2.5.2 Demand Management Process Manager

The Demand Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Demand Management process;
 Identify and analyse Patterns of Business Activity (PBA) to understand the
varying levels of demand from the business;
 Identify and analyse User Profiles to understand the typical profiles of demand
for services from the business;
 Help design services to ensure they meet business requirements;
 Ensure sufficient resources exist at the appropriate times to meet the demands
from the business, maintaining a suitable balance between cost and value;
 Predict, prevent and manage circumstances where the demand for a service
exceeds the capacity to deliver it.
2.5.3 Sourcing Roles

Sourcing roles are defined more or less formally in different organisations. In the most formal, a
sourcing office may be established and the role of Chief Sourcing Officer (CSO) defined.
Any sourcing strategy should involve and be executed through the Supplier Management
process within ITIL® Service Design.
2.5.4 Chief Sourcing Officer – an example

The CSO:
 Market the associated sourcing strategy and the sourcing office;

 Work closely with the CIO to develop a sourcing strategy that determines the
roles and responsibilities best held by internal staff and when external resources
should be utilised;
 Set principles for governance;
 Interact at many levels, including the executive and delivery levels.

3. SERVICE DESIGN ROLES
3.1 Design Coordination Roles

This section describes roles that need to be performed in support of the Design Coordination
process.
3.1.1 Design Coordination Process Owner

The Design Coordination Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the design coordination process;
 Set the scope and policies for Service Design;
 Oversee the overall design of all Service Design processes to ensure that they
will work together to meet the needs of the business.
3.1.2 Design Coordination Process Manager

The Design Coordination Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Design Coordination process;
 Manage interfaces between Design Coordination and other processes;
 Ensure that service strategies are reflected in the service design practice;
 Ensure the consistent design of services, service management information
systems, architectures, technology, processes, information and metrics to meet
current and future business requirements;
 Coordinate design activities and manage conflicts as required;
 Plan and coordinate all resources and capabilities required to design new or
changed services;
 Produce Service Design Packages (SDPs);
 Ensure that adequate designs and/or SDPs are produced and delivered to
Service Transition as agreed;
 Manage requirements and transfer points between the Service Design stage and
Service Strategy and Service Transition;
 Ensure models and designs correspond to strategic, architectural, governance
and any other corporate requirements;
 Improve the overall success of the Service Design activities and processes;
 Ensure a common framework is adopted regarding activities and procedures.
3.1.3 Service Design Manager

Many organisations will have a person with the job title ‘Service Design Manager’. This job
typically combines the roles of Design Coordination Process Owner and Design Coordination
Process Manager. It may also include some degree of line management of the people involved
in service design.

3.2 Service Catalogue Management Roles

Catalogue Management process.
3.2.1 Service Catalogue Management Process Owner

The Service Catalogue Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Service Catalogue Management
process;
design and implementation of Service Catalogue Management, Service Portfolio
Management, Service Level Management and Business Relationship
Management.
3.2.2 Service Catalogue Management Process Manager
The Service Catalogue Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Service Catalogue Management
process;
 Coordinate interfaces between Service Catalogue Management and other
processes, especially Service Asset and Configuration Management, and
Release and Deployment Management;
 Ensure that all operational services and those being prepared to be run are
recorded within the service catalogue;
 Ensures that all information in the service catalogue is complete, up to date,
protected and backed up;
 Ensure that all required parties have access to the service catalogue.

3.3 Service Level Management Roles

Level Management process.
3.3.1 Service Level Management Process Owner

The Service Level Management process owner’s responsibilities typically include:
 Perform the Process Owner role for the Service Level Management process;
 Liaise with the Business Relationship Management Process Owner to ensure
adequate coordination and communication between the two processes;
design and implementation of Service Catalogue Management, Service Portfolio
Management, Service Level Management and Business Relationship
Management.
3.3.2 Service Catalogue Management Process Manager
The Service Level Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Service Level Management process;
 Coordinate interfaces between Service Level Management and other processes,
especially Service Catalogue Management, Service Portfolio Management,
Business Relationship Management and Supplier Management;
 Keep abreast of changing business needs;
 Ensure that the current and future business requirements are identified,
understood and documented in the appropriate documents (SLAs, etc);
 Negotiate and agree service levels with customers (either internal or external)
and then document these in SLAs;
 Negotiate and agree OLAs that underpin SLAs with the customers;
 Assist other relevant areas with the production and maintenance of a service
portfolio, service catalogue and an application portfolio;
 Ensure that Underpinning Contracts (UCs) are aligned with other targets in the
SLAs;
 Ensure that customer reports are generated appropriately and that any breaches
are addressed accordingly to prevent recurrence;
 Ensure that service performance reviews are scheduled and completed regularly
and any agreed action items are followed through;
 Ensure that all improvement initiatives are followed through and progress reports
provided to customers;
 Review, at least annually, all agreements;
 Ensure involvement and appropriate assessment across all proposed changes
and their possible impacts; this includes attendance at CAB meetings also, if
appropriate;
 Identify all appropriate stakeholders to involve in negotiations and maintain
relationships with all;
 Be involved in managing complaints including any required escalation/s and
resolution/s;
 Measure, record, analyse and improve customer satisfaction.
These next two roles, while not directly Service Level Management roles, typically play a part in
the successful execution of the process.
3.3.3 Service Owner Role in Service Level Management

Persons assigned to the role of Service Owner participate in the Service Level Management
process by:
 Ensure that the ongoing service delivery and support meet agreed customer
requirements;
 Ensure regular communication with customer/s for service-related matters;
 Participate in external service review meetings (with the business);
 Gather required data and reports for analysis to assist with service monitoring
and performance;
 Participate in negotiating SLAs and OLAs relating to the service.
3.3.4 Business Relationship Manager Role in Service Level Management

Persons assigned to the role of Business Relationship Manager participate in the Service Level
Management process by:
 Ensure high customer satisfaction;

 Retain constructive relationships between the service provider and the customer
at a strategic level;
 Confirm high-level customer requirements;
 Ensure the correct customer representatives participate in Service Level
Agreement negotiations;
 Identify opportunities for improvement.

3.4 Availability Management Roles

This section describes a number of roles that need to be performed in support of the Availability
Management process.
3.4.1 Availability Management Process Owner

The Availability Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Availability Management process;
 Liaise with managers of all areas to ensure agreement of the Availability
Management process as the single point of coordination for all availability related
issues;
design and implementation of Availability Management, Service Level
Management, Capacity Management, IT Service Continuity Management and
Information Security Management.
3.4.2 Availability Management Process Manager

The Availability Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Availability Management process;
 Coordinate interfaces between Availability Management and other processes,
especially Service Level Management, Capacity Management, IT Service
Continuity Management and Information Security Management;
 Ensure that all services provide the agreed levels of availability to the business;
 Oversee the design of new services to ensure they are able to deliver the
detailed levels of availability to the business, including validation of the final
design;
 Assist with the diagnosis of any incidents or problems relating to availability
issues or unavailability;
 Assist with the design of the IT infrastructure, hardware and software
requirements;
 Identify the requirements for new or enhanced systems relating to Event
Management for monitoring the availability of IT components;
 Identify all reliability, maintainability and serviceability requirements for
components sourced by internal and/or external suppliers;
 Responsible for monitoring actual availability achieved against targets stipulated
in SLAs;
 Ensure adequate availability reporting is received by all areas of the business on
an ongoing basis;
 Proactively improve and optimise all areas of availability that deliver substantial
benefits to the business;
 Hold complete ownership of the Availability Management Information System, a
forward looking availability plan and an availability testing schedule;
 Keep abreast with all process components including reviews, audits and
improvements;

 Produce availability and recovery design criteria for new or improved

infrastructure design;
 Perform all availability and test plans after every major business change;
 Assist Information Security Management and IT Service Continuity Management
with the assessment and management of risk;
 Assist Change Management with the impact of change against all aspects of
availability, the availability plan and attend any CAB meetings as required.

3.5 Capacity Management Roles

This section describes a number of roles that need to be performed in support of the Capacity
Management process. These roles are not job titles, and each organisation will have to define
appropriate job titles and job descriptions depending on its needs.
3.5.1 Capacity Management Process Owner

The Capacity Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Capacity Management process;
 Liaise with managers of all areas to ensure agreement of the Capacity
Management process as the single point of coordination for all capacity and
performance related issues;
 Work with Process Owners to ensure there is an integrated approach to the
design and implementation of Capacity Management, Availability Management,
IT Service Continuity Management and Information Security Management.
3.5.2 Capacity Management Process Manager

The Capacity Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Capacity Management process;
 Coordinate all interfaces between Capacity Management and other processes,
especially Service Level Management, Availability Management, IT Service
Continuity Management and Information Security Management;
 Ensure that adequate capacity exists to match required service levels for the
current and future needs of the business and to ensure that existing capacity is
optimised;
 Identify the capacity requirements for the business along with the Service Level
Manager;
 Understand capacity thresholds relating to services and the infrastructure;
 Forecast requirements for future capacity based on trends, sizing, plans, etc;
 Responsible for complete ownership of the capacity plan in line with the business
planning cycle;
 Ensure monitoring of resources and system performance is always arranged,
and from there, analysis of usage and performance data;
 Raise incidents and problems when breaches of capacity or performance
thresholds are detected, and assist with the investigation and diagnosis of
capacity-related incidents and problems;
 Any tuning activities to optimise and improve capacity or performance;
 Assist Change Management with the impact of change against all aspects of
capacity and performance, the capacity plan and attend any CAB meetings as
required;
 Assess, test and size all new services, systems and technology in terms of
performance versus cost;
 Produce regular reports covering usage, resources, trends, targets and
forecasts;

 Provide recommendations on the tuning of services and on the design and use
of systems to improve performance.

3.6 IT Service Continuity Management Roles

This section describes a number of roles that need to be performed in support of the IT Service
Continuity Management process.
3.6.1 IT Service Continuity Management Process Owner

The IT Service Continuity Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the IT Service Continuity Management
process;
 Liaise with the business to ensure adequate facilitation between Business
Continuity Management and IT Service Continuity Management;
 Liaise with managers of all areas to ensure acceptance of the IT Service
Continuity Management process;
 Liaise with other Process Owners to ensure there is an integrated approach to
the design and implementation of IT Service Continuity Management,
Information Security Management, Availability Management and Business
Continuity Management.
3.6.2 IT Service Continuity Management Process Manager

The IT Service Continuity Management Process Manager’s responsibilities typically include:
 Perform the process manager role for the IT Service Continuity Management
process;
 Coordinate interfaces between IT Service Continuity Management and other
processes, especially Service Level Management, Information Security
Management, Availability Management, Capacity Management and Business
Continuity Management;
 Perform Business Impact Analysis for all existing and new services;
 Implement and maintain IT Service Continuity Management process in
accordance with the overall business requirements;
 Ensure that all plans, risks and activities support the Business Continuity
Management plans, risks and activities;
 Perform risk assessment and risk management;
 Responsible for the ownership of the continuity strategy for the organisation;
 Assess prospective issues and invokes the IT continuity plan if required;
 Manage all aspects of the continuity plan once executed, included fail over to a
secondary location and restoration to the primary location;
 Perform investigations of continuity tests, invocations and initiates corrective
actions as required;
 Develop and manage the continuity plans to ensure that the recovery objectives
can always be achieved;
 Ensure that the business and all IT personnel are educated to respond
appropriately to the invocation of the plans, including ongoing communication
and awareness;
 Uphold and complete IT testing schedule/s in line with business requirements;

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

3.7 Information Security Management Roles

This section describes a number of roles that need to be performed in support of the
Information Security Management process.
3.7.1 Information Security Management Process Owner

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

3.8 Supplier Management Roles

This section describes a number of roles that need to be performed in support of the Supplier
Management process.
3.8.1 Supplier Management Process Owner

The Supplier Management process owner’s responsibilities typically include:
 Perform the Process Owner role for the Supplier Management process;
 Liaise with the business to ensure adequate coordination and communication
between corporate Vendor Management and/or procurement and Supplier
Management;
design and implementation of Supplier Management, Service Level Management
and corporate Vendor Management and/or procurement processes.
3.8.2 Supplier Management Process Manager

The Supplier Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Supplier Management process;
 Coordinate interfaces between Supplier Management and other processes,
especially Service Level Management and corporate Vendor Management
and/or procurement processes;
 Assist in the development and review of agreements, contracts and any other
documents concerning third party suppliers;
 Ensure value for money is always obtained concerning any suppliers and
contracts;
 Ensure all processes relating to Supplier Management are consistent, including
strategies, terms and conditions;
 Ownership of the supplier and contract management information system;
 Ongoing management of risk assessments for all suppliers and contracts;
 Ensure all agreements, underpinning contracts or any other documents are
aligned with the business and reviewed at least annually;
 Ensure all interfaces and dependencies are scoped appropriately;
 Ensure all roles, responsibilities and relationships concerning Supplier
Management are documented appropriately and maintained;
 Follow the Change Management process for any changes required to any
agreements or contracts;
 Maintain a process for dealing with disputes relating to contracts and ensure all
disputes are dealt with appropriately;
 Maintain a process for dealing with the expected end, early end or transfer of a
service;
 Produce regular reports and conduct analysis for supplier performance against
set targets, including the identification of any improvement actions;
 Assess the impacts of change in relation to suppliers, supporting services and
contracts and attend Change Advisory Board (CAB) meetings when appropriate;

 Be the focal point for any supplier issues and ensure that each supplier/contract
has a nominated owner within the service provider organisation.

3.9 Other Service Design Roles

This section describes a number of roles that may exist in an organisation to support the service
design stage of the service lifecycle. Some of these roles may also include responsibilities that
associate with other service lifecycle stages. Responsibilities described may also be
reorganised into other roles based on the organisation’s needs and objectives.
3.9.1 IT Planner
An IT planner is responsible for the production and coordination of IT plans. The main
objectives of the role are as follows:
 Develop IT plans that align with business requirements;

 Facilitate, review and evaluate the implementation progress of all IT strategies
and plans;
 Produce and maintain the overall set of IT standards, policies, plans and
strategies, covering all aspects of IT required to support an organisation’s
business strategy;
 Assume responsibility for all aspects of IT standards, policy and strategy
implementation;
 Assume responsibility for the management, planning and coordination of IT
systems and services;
 Recommend policies for the effective use of IT throughout the business;
 Review IT costs against budgets;
 Obtain and review proposals from suppliers;
 Recognise internal and external influences and future requirements;
 Support research, development and long term planning relating to IT
architectures, products and services;
 Examine overall performance with other areas and instigate any required
improvements;
 Responsible to provide assistance with prioritisation and scheduling of new or
changed services;
 Liaise with senior management for IT plans and decisions;
 Identify appropriate systems and services that meet business requirements;
 Develop initial plans for the implementation of IT new services, applications and
infrastructure support including constrains, costs and benefits;
 Monitor existing plans relating to business requirements and IT strategy to
identify improvement opportunities;
 Produce feasibility studies, business and IT models, business cases, Statement
of Requirements (SOR) and Invitations to Tender (ITT);
 Coordinate programmes of planned IT project implementations and changes;
 Perform post implementation reviews for projects and changes;
 Liaise with all other IT teams and processes to plan for immediate and future
requirements;
 Provide advice on recognised standards, regulations, protocols and tariffs;
 Ensure all documentation (plans, processes, roles and responsibilities) is
frequently reviewed and audited;
 Keep abreast of all knowledge on IT capabilities and technologies.
3.9.2 IT Designer / Architect

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

4. SERVICE TRANSITION ROLES

4.1 Transition Planning and Support Roles
This section describes a number of roles that need to be performed in support of the Transition
Planning and Support process.
4.1.1 Service Transition Manager

Many organisations will have a person with the job title ‘Service Transition Manager’. This job
typically combines the roles of Transition Planning and Support Process Owner and Transition
Planning and Support Process Manager.
4.1.2 Transition Planning and Support Process Owner

The Transition Planning and Support Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Transition Planning and Support
process;
 Sets the scope and policies for Service Transition;
 Oversees the overall design of all Service Transition processes to ensure that
they will work together to meet the transition needs of the business.
4.1.3 Transition Planning and Support Process Manager

The Transition Planning and Support Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Change Management process;
 Manage the financials for all Service Transition activities;
 Manage requests for resources and act as the prime contact for all interfaces;
 Facilitate all Service Transition activities relating to projects, suppliers and
service teams;
 Oversee all Service Transition deliveries and ensure they match business
requirements.
4.1.4 Transition Planning and Support Practitioner

The Transition Planning and Support Practitioner’s responsibilities typically include:
 Amalgamate plans for service transitions;

 Supervise Service Transition changes, issues, risks and deviations;
 Provide reporting on resource usage, project/transition progress and financials;
 Communicate with stakeholders.

4.2 Change Management Roles

This section describes a number of roles that need to be performed in support of the Change
Management process.
4.2.1 Change Management Process Owner

The Change Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Change Management process;
 Design change hierarchies, criteria, change models and workflows;
 Liaise with Process Owners to ensure that there is an integrated approach to the
design and implementation of Change Management, Service Asset and
Configuration Management, Release and Deployment Management, and Service
Validation and Testing.
4.2.2 Change Management Process Manager

The Change Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Change Management process;
 Prepare and manage Change Management tools and processes;
 Manage the Change Schedule (CS) and Projected Service Outage (PSO);
 Coordinate key interfaces between Change Management and other processes –
in particular, Service Asset and Configuration Management and Release and
Deployment Management.
4.2.3 Change Initiator

Many individuals typically perform this role, but usually not by people working within the process
itself. Each change will only have a single Change Initiator.
The Change Initiator’s responsibilities typically include:
 Recognise the necessity for a change;

 Complete and submit change proposals and/or RFCs;
 Be present at Change Advisory Board (CAB) meetings for additional information
if required;
 Review change outcomes.
4.2.4 Change Practitioner

The Change Practitioner’s responsibilities typically include:
 Validate incoming Requests for Change (RFCs);

 Assign RFCs to correct authorities based on criteria;
 Be involved in the change evaluation process;
 Communicate change decisions to all affected;
 Oversee all activities relating to changes, including builds and tests;

 Issue the Change Schedule (CS) and Projected Service Outage (PSO)
documents.
4.2.5 Change Authority

There will typically be different change authorities for each category of change, and this could
also vary from organisation to organisation.
The Change Authority’s responsibilities typically include:
 Review all categories of RFCs;

 Authorise changes at varying points in the change lifecycle;
 Take part in the final change reviews before closure;
 Participate in CAB meetings as necessary.
4.2.6 Change Advisory Board (CAB) Member

The CAB can be either a change authority or an advisory board, depending on the organisation.
The CAB Member’s responsibilities typically include:
 Represent a specific group;

 Partake in CAB meetings, including any preparation and coordination relating to
their group;
 Provide approval recommendations on proposed RFCs;
 Review and provide feedback on unauthorised changes, successful changes,
failed changes, Change Schedule/s (CS) and Projected Service Outage (PSO)
documents.
4.2.7 CAB Chair

In situations where only one CAB exists, the Change Manager is usually the CAB Chair, or
various Change Managers/Change Chairs when there are multiple CABs.
The CAB Chair’s responsibilities typically include:
 Facilitate required CAB meeting attendees;

 Prepare, schedule, manage and chair CAB meetings;
 Select RFCs for review and distribute RFCs prior to CAB meetings;
 Assemble Emergency CABs (ECABs) relating to emergency changes;
 Select and be involved in change reviews for CAB meetings.

4.3 Service Asset and Configuration Management Roles

Asset and Configuration Management (SACM) process.
4.3.1 Service Asset and Configuration Manager Process Owner

The SACM Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the SACM process;

 Agree and document the scope for the process, incorporating the policy for
determining which Service Assets should be treated as Configuration Items
(CIs);
design and implementation of SACM, Change Management, Release and
Deployment Management and Knowledge Management.
4.3.2 Service Asset and Configuration Manager

The SACM Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the SACM process;

 Ownership of the assets that are under control of IT;
 Identify and classify Service Assets that will be regarded as Configuration Items
(CIs);
 Ensure all data relating to SACM is available when required;
 Prepare and manage SACM tools and processes;
 Coordinate key interfaces between SACM and other processes, in particular,
Change Management, Release and Deployment Management and Knowledge
Management.
4.3.3 Configuration Analyst

Depending on the size of the organisation, the Configuration Analyst role will typically be
combined with the SACM Process Manager, or the Configuration Librarian.
The Configuration Analyst’s responsibilities typically include:
 Suggest the scope for the SACM process;

 Assist the Process Owner and Process Manager with the establishment of
principles and procedures;
 Determine the construction of the Configuration Management System (CMS),
including Configuration Item (CI) types, naming conventions, attributes and
relationships;
 Educate staff in SACM principles and procedures;
 Perform SACM audits.

4.3.4 Configuration Librarian

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

4.4 Release and Deployment Management Roles

This section describes a number of roles that need to be performed in support of the Release
and Deployment Management process.
4.4.1 Release and Deployment Management Process Owner

The Release and Deployment Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Release and Deployment Management
process;
 Design release models and workflows;
design and implementation of Change Management, Service Asset and
Configuration Management, Release and Deployment Management and Service
4.4.2 Release and Deployment Management Process Manager

It is key that this role is assigned to a different individual responsible for Service Validation and
Testing to prevent conflicts of interest.
The Release and Deployment Management Process Manager’s responsibilities typically

include:
 Perform the Process Manager role for the Release and Deployment
Management process;
 Prepare and organise all resources required to build, test and deploy releases;
 Prepare and organise all support for Release and Deployment Management
tools and processes;
 Ensure the authorisation of changes is granted prior to any activity being
completed that requires it;
 Coordinating key interfaces between Release and Deployment Management and
other processes, in particular, Change Management, SACM and Service
4.4.3 Release Packaging and Build Practitioner

This role will typically be combined with the role of Release and Deployment Manager Process
Manager but it may also be combined with the role of the Deployment Practitioner, depending
on the size of the organisation.
The Release Packaging and Build Practitioner’s responsibilities typically include:
 Assist with release package designs;

 Create the final release configuration, including all required knowledge,
information, hardware, software and infrastructure;
 Build the release;
 Test the release;
 Assist and support outstanding known errors and workarounds.

4.4.4 Deployment Practitioner

This role may be combined with the role of Release Packaging and Build Practitioner. It may
also be carried out by personnel from the Technical Management or Application Management
functions.
The Deployment Practitioner’s responsibilities typically include:
 Assist to plan the deployment and ensure all aspects have been authorised by
Change Management;
 Perform the physical delivery of deployment;
 Organise release documentation, communications and training;
 Provide guidance and support throughout the release process;
 Record and report deployment metrics to ensure they are aligned with agreed
Service Level Agreements (SLAs).
4.4.5 Early Life Support Practitioner

This role will typically be carried out by personnel from the Technical Management or
Application Management functions. It may also be combined with the roles of Release
Packaging and Build Practitioner or Deployment Practitioner.
The Early Life Support Practitioner’s responsibilities typically include:
 Provide support from deployment to final acceptance;

 Ensure appropriate support documentation is available;
 Assist the Service Desk with providing support as required and monitor incidents
and problems;
 Be involved with Problem Management during the release and deployment;
 Be involved with final transition of the service into operation;
 Provide performance reporting of the service;
 Undertake risk assessment of the service based on performance.
4.4.6 Build and Test Environment Manager

This role will often be carried out by personnel from the Technical Management or Application
Management functions. It may be combined with the Deployment Practitioner role.
Build and Test Environment Manager responsibilities typically include:
 Certify all service infrastructure and application are built to accurate design
specifications;
 Plan the acquisition, build, implementation and maintenance of ICT
infrastructure;
 Ensure all components are from controlled sources;
 Develop an integrated application software and infrastructure build;
 Deliver appropriate documentation for the build and test environments as
required;
 Build, deliver and maintain test environments.
4.5 Service Validation and Testing Roles

Validation and Testing process.
4.5.1 Service Validation and Testing Process Owner

The Service Validation and Testing Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Service Validation and Testing process;
 Define the overall test strategy for the organisation;
 Liaise with other Process Owners to ensure that there is an integrated approach
to the design and implementation of Change Management, Change Evaluation,
Release and Deployment Management and Service Validation and Testing.
4.5.2 Service Validation and Testing Process Manager

It is important that this role is assigned to a different person than Release and Deployment
Management, to avoid conflicts of interest.
The Service Validation and Testing Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Service Validation and Testing
process;
 Assist with the design and plan testing conditions, test scripts and test data sets
to ensure adequate coverage and control;
 Coordinate test resources, ensuring test policies are followed;
 Validate testing conducted by any other team/s;
 Managing test environment requirements;
 Coordinate support for testing and validation tools and processes;
 Provide reports on test progress, outcomes, success rates, issues and risks.
4.5.3 Service Validation and Testing Practitioner

The Service Validation and Testing Practitioner’s responsibilities typically include:
 Perform tests as described in plans and designs;

 Record, analyse, report and direct test events, incidents and problems;
 Oversee test assets and components.
4.5.4 Contribution of other Roles to Service Validation and Testing

A number of other roles play a significant part in Service Validation and Testing. These include:
 Change Management Personnel – ensure adequate testing is developed for all

authorised changes and the testing strategy and policy are adhered to.
 Developers/Suppliers – ascertain the root cause for all test failures.
 Service Design Personnel – design tests for the overall design.
 Customers and Users – perform acceptance testing.

4.6 Change Evaluation Roles

This section describes a number of roles that need to be performed in support of the Change
Evaluation process.
4.6.1 Change Evaluation Process Owner

The Change Evaluation Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Change Evaluation process;
 Liaise with other Process Owners to ensure that there is an integrated approach
to the design and implementation of Change Management, Change Evaluation,
Release and Deployment Management and Service Validation and Testing.
4.6.2 Change Evaluation Process Manager

The Change Evaluation Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Change Evaluation process;
 Manage all required resources for evaluating changes;
 Ensure all change evaluations deliver reports in a timely manner.
4.6.3 Change Evaluation Process Practitioner

The Change Evaluation Process Practitioner’s responsibilities typically include:
 Develop evaluation plans (using the service design and release package) as
input to Service Validation and Testing;
 Ascertain any risks and issues associated with the service transition;
 Produce an evaluation report as input to Change Management.

4.7 Knowledge Management Roles

This section describes a number of roles that need to be performed in support of the Knowledge
Management process.
4.7.1 Knowledge Management Process Owner

This role will typically be combined with the Knowledge Management Process Manager.
The Knowledge Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Knowledge Management process;
 Design the complete architecture for identification, capture and maintenance of
required knowledge within the organisation.
4.7.2 Knowledge Management Process Manager

The Knowledge Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Knowledge Management process;
 Ensure all knowledge is made available to those that require it, in a proficient
manner;
 Arrange and coordinate all support for any related tools and processes;
 Ensure and encourage everyone participates to the contribution of the Service
Knowledge Management System (SKMS);
 Be the advisory to everyone on all Knowledge Management matters.
4.7.3 Knowledge Management Process Practitioner

This role can also be referred to sometimes as the ‘Knowledge Librarian’. The Knowledge
Management Process Practitioner’s responsibilities typically include:
 Identify, control and store all information relating to all services;

 Maintain approved knowledge to ensure they are up to date and applicable;
 Be responsible for the accuracy and cleansing of all data on a regular basis.
4.7.4 Knowledge Creator

This role is typically carried out by many different people in the organisation.

5. SERVICE OPERATION ROLES

5.1 Incident Management Roles
This section describes a number of roles that need to be performed in support of the Incident
Management process.
5.1.1 Incident Management Process Owner

The Incident Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Incident Management process;
 Create incident models and workflows;
the design and implementation of Incident Management, Problem Management,
Event Management, Access Management and Request Fulfilment.
5.1.2 Incident Management Process Manager

The Incident Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Incident Management process;
 Design and coordinate support for any Incident Management tools and
processes;
 Coordinating interfaces between Incident Management and other service
management processes;
 Guide and monitor the success of the Incident Management process and provide
input for improvements;
 Provide reporting;
 Manage major incidents;
 Oversee the work of Incident Management support staff;
 Develop and maintain the process, procedures and any Incident Management
systems.
Typically the role of Incident Manager is assigned to the Service Desk manager or supervisor,
except when larger volumes of incidents are occurring a separate role may be required.
Regardless of the organisational structure, the Incident Manager must have the authority to
manage incidents successfully throughout all areas of support personnel.
5.1.3 First Line Analyst

This role provides first line support for incidents when they occur, and is typically (but not
always) combined with the Service Desk Analysts role. Key responsibilities include:
 Recording incidents and assigning them to specialist groups as required;

 Analysing for accurate prioritisation and classification;
 Provide ownership, monitoring, tracking and communication of incidents;
 Provide resolution and recovery of incidents as able;

 Close incidents;
 Escalate incidents as required.
5.1.4 Second Line Analyst

Some organisations choose to have a second line support group comprised of staff with greater
technical skills than the Service Desk. This group tends to concentrate on more deep rooted
incidents or incidents requiring more time. It can be beneficial to physically locate this group
close to the Service Desk for ease of training/awareness and for staff relocations during busy
periods or staff shortages.
Key responsibilities would be similar to the First Line Analyst role.
5.1.5 Third Line Analyst

Third line support groups are typically provided by a number of internal technical groups and/or
third party suppliers. The group is likely to include, but not limited to:
 Network support;
 Voice support;
 Server support;
 Desktop support;
 Application management;
 Database support;
 Hardware engineers;
 Environmental equipment suppliers.

5.2 Problem Management Roles

This section describes a number of roles that need to be performed in support of the Problem
Management process.
5.2.1 Problem Management Process Owner

The Problem Management process owner’s responsibilities typically include:
 Perform the Process Owner role for the Problem Management process;
 Create problem models and workflows;
the design and implementation of Problem Management, Incident Management,
Event Management, Access Management and Request Fulfilment.
5.2.2 Problem Management Process Manager

There should be a designated person or team (depending on the size of the organisation)
responsible for Problem Management. In smaller organisations, Problem Management roles
may be absorbed into other roles. Regardless of the structure within the organisation, there
should be a single point of coordination and an owner for the process.
The Problem Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Problem Management process;
 Prepare and manage support for the Problem Management tools and processes;
 Coordinate interfaces between Problem Management and other service
 Coordinate all problem resolution groups to ensure efficient resolutions of
problems within SLA targets;
 Complete ownership of the Known Error Database (KEDB);
 Formal closure of all problem records;
 Liaise with external parties in relation to any problems that require third party
assistance and/or expertise;
 Coordinating all activities relating to major problem reviews.
5.2.3 Problem Analyst

Many different support groups/technicians will typically come together to undertake problem
resolution activities, under the coordination of the Problem Manager.
The Problem Analyst’s responsibilities typically include:
 Assess incident data to analyse assigned problems;

 Assess problems for accurate prioritisation and classification;
 Examine assigned problems through to resolution, root cause or closure;
 Raise RFCs to resolve problems;
 Observe progress on all problems and known errors and advise Incident
Management staff on available workarounds;

 Update and maintain the KEDB with any new or updated information, errors or
workarounds;
 Aid with major incidents and identify their root causes.

5.3 Request Fulfilment Roles

This section describes a number of roles that need to be performed in support of the Request
Fulfilment process.
5.3.1 Request Fulfilment Process Owner

The request Fulfilment Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the request fulfilment process;
 Create Request Fulfilment models and workflows;
the design and implementation of Request Fulfilment, Incident Management,
Event Management, Access Management and Problem Management.
5.3.2 Request Fulfilment Process Manager

The Request Fulfilment Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Request Fulfilment process;
 Plan and manage support for the Request Fulfilment tools and processes;
 Coordinate interfaces between Request Fulfilment and other service
 Oversee all staff, customer and management requests, issues and enquiries;
 Ensure all activities occur within the SLA agreed targets;
 Review all Request Fulfilment reports to seek improvement opportunities;
 Seek feedback from users and customers to improve the quality of the Request
Fulfilment process;
 Oversee all requests to ensure they are being fulfilled in a timely manner;
 Represent Request Fulfilment at CAB meetings, if required;
5.3.3 Request Fulfilment Analyst

In smaller organisations, this role will typically be combined with Service Desk Analysts
performing both Incident Management and Request Fulfilment. In larger organisations, this role
will be carried out solely, perhaps in a Request Fulfilment team dedicated to fulfilling service
requests only.
This role performs activities to fulfil service requests and acts as a single point of contact until a
service request has been fulfilled.
The Request Fulfilment Analyst’s responsibilities typically include:
 Ensure that service requests are appropriately recorded;

 Responsible for ensuring that all submitted service requests are processed and
what resources are required to fulfil them;
 Communicate service requests that require other groups to be involved;
 Escalate service requests as required to ensure completion within SLA targets.

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

5.4 Event Management Roles

This section describes a number of roles that need to be performed in support of the Event
Management process.
It is typically unusual for an organisation to assign an ‘Event Manager’ as events tend to occur
in multiple contexts and for various reasons.
5.4.1 Event Management Process Owner

The Event Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Event Management process;
 Plan and manage support for Even Management tools and processes;
the design and implementation of Event Management, Incident Management,
Request Fulfilment, Access Management and Problem Management.
5.4.2 Event Management Process Manager

The Event Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Event Management process;
 Plan and manage support for Event Management tools and processes;
 Coordinating interfaces between Event Management and other service
management processes.
5.4.3 Other Event Management Roles
The Service Desk is not usually involved in Event Management unless an event requires a
response from the Service Desk that falls within their scope of work. The Operations Bridge is
usually responsible for Event Management activities, unless the Operations Bridge and the
Service Desk have been combined.
Any events that have been identified as incidents will be passed onto the Incident Management
team for attention.

5.5 Access Management Roles

This section describes a number of roles that need to be performed in support of the Access
Management process.
5.5.1 Access Management Process Owner

The Access Management Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Access Management process;
 Create access request workflows;
the design and implementation of Access Management, Incident Management,
Event Management, Request Fulfilment and Problem Management.
5.5.2 Access Management Process Manager

The Access Management Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Access Management process;
 Plan and manage support for Access Management tools and processes;
 Coordinate interfaces between Access Management and other service
management processes.
5.5.3 Other Access Management Roles

Access Management is the execution of Security Management and Availability Management, so
these areas are responsible for defining the exact roles and agreeing on a single set of policies
related to managing rights and access.

5.6 Service Desk Roles

Desk function.
5.6.1 Service Desk Manager

The Service Desk manager’s responsibilities typically include:
 Appoint and manage Service Desk personnel, including the supervisor(s) and/or
team leader(s);
 Act as an escalation point for all matters;
 Report any concerns that could negatively effect the business to senior
managers;
 Manage all Service Desk activities;
 Attend CAB meetings;
 Responsible for incident and service request handling;
 Monitor and report Service Desk performance to IT and the business;
 Identify opportunities for improvements.
5.6.2 Service Desk Supervisor

Depending on the size of the organisation, you may have many Service Desk Supervisors, or
none. Alternatively, you may have a Senior Service Desk Analyst who can also act as a
Service Desk Supervisor when required.
The Service Desk Supervisor’s responsibilities typically include:
 Assist with maintaining adequate staffing and skill levels;

 Act as an escalation point prior to the Service Desk Manager;
 Act as a technical escalation point for Service Desk Analysts;
 Prepare statistics and management reports;
 Arrange staff training and awareness sessions;
 Chair Service Desk meetings and/or briefings to Service Desk staff regarding
workload, changes or deployments, known errors, workarounds, etc.
5.6.3 Service Desk Analyst

This role concerns first line support through taking calls and handling the resulting incidents or
service requests. Depending on the size of the organisation, this role will typically be combined
with Request Fulfilment Analyst.
5.6.4 Super User

Super Users are situated in the business and liaise directly between the business and IT, but in
particular the Service Desk.
The Super User’s responsibilities typically include:
 Assist with communications between the business and IT;

 Administer staff trainers for users in their direct area, when appropriate;
 Provide basic support for incidents and service requests;

 Can be involved with new changes, releases and deployments.

5.7 Technical Management Roles

This section describes a number of roles that need to be performed in support of the Technical
Management function.
5.7.1 Technical Manager / Team Leader

A Technical Manager or Team Leader may be required for each technical team or department,
depending on the organisation.
The Technical Manager/Team Leader’s responsibilities typically include:
 Responsible for guidance and operation of the technical team or department,

including resources;
 Provide technical expertise relating to their team or department;
 Arrange staff training and awareness to maintain optimum technical skill sets;
 Report to senior management on all technical issues transpiring from their team
or department.
5.7.2 Technical Analyst / Architect

Technical Analysts/Architects refers to any staff member within technical management who
performs any technical roles. The Technical Analyst/Architect’s responsibilities typically
include:
 Liaise with users, sponsors and any other stakeholder relating to their technical
requirements;
 Liaise with Application Management to establish the highest level of system
requirements needed;
 Define and maintain appropriate technical knowledge;
 Ascertain the best technique to achieve stated requirements by performing cost
benefit analysis;
 Develop operational models;
 Ensure the infrastructure is configured to be efficient and effective, whilst
delivering the required level of service to the business;
 Contribute to the design of the configuration data.
5.7.3 Technical Operator

Technical Operator is a term used to describe any staff member that performs day to day
operational tasks within Technical Management.

5.8 IT Operations Management Roles

This section describes a number of roles that need to be performed in support of the IT
Operations Management function.
5.8.1 IT Operations Manager

IT Operations Manager is responsible for the overall activities within the IT Operations
The IT Operations Manager’s responsibilities typically include:
 Responsible for guidance and operation of the IT Operations Management

teams and/or department, including resources;
 Report to senior management on all IT operations issues.
5.8.2 Shift Leader

Shift Leader’s will be required when IT Operations work extended hours covering multiple shifts.
The Shift Leader’s responsibilities typically include:
 Provide guidance and leadership during the shift period;

 Ensure all required activities are performed within the agreed targets;
 Liaise with other personnel to ensure a smooth handover and consistency
between shifts.
5.8.3 IT Operations Analyst

IT Operations Analysts are typically combined with Technical Management but larger
organisations may require this role separately.
Examples include job scheduling and the definition of a backup strategy and schedule.
5.8.4 IT Operator
IT Operators are the personnel responsible for performing the day to day operational activities
that are defined in Technical or Application Management, and sometimes, IT Operations
Analysts.
The IT Operator’s responsibilities typically include:
 Perform backups;
 Console operations;
 Manage batch jobs, archiving, etc;
 Complete schedule maintenance tasks;
 Installations of standard equipment for the data centre.

5.9 Application Management Roles

This section describes a number of roles that need to be performed in support of the Application
5.9.1 Applications Manager / Team Leader

An Application Manager or Team Leader, depending on the size of the organisation, will
typically be required for each of the applications teams or departments.
The Application Manager/Team Leader’s responsibilities typically include:
 Responsible for guidance and leadership for the applications team or

department;
 Provide technical expertise relating to the applications covered by that specific
team;
 Ensure technical expertise are maintained for all resources within the team or
department;
 Communicate with customers and users on an ongoing basis regarding
application performance and business requirements;
 Report any relevant concerns relating to the applications to senior management.
5.9.2 Applications Analyst / Architect

Application Analysts and Architects are responsible for matching requirements to application
specifications.
The Application Analyst/Architect’s responsibilities typically include:
 Liaise with customers, users, sponsors and any other stakeholders to determine
changing business requirements;
 Liaise with technical management to ensure adequate system requirements to
meet business requirements, within budget constraints;
 Establish the most suitable means to ensure the stated requirements are met by
performing cost benefit analyses;
 Ensure the best use of resources by developing operational models;
 Ensure that applications can be effectively managed by accurate designs;
 Create and maintain standard for application sizing, performance modelling, etc;
 Create a set of acceptance test requirements;
 Provide input into the design of configuration data.

6. CONTINUAL SERVICE IMPROVEMENT ROLES

6.1 Continual Service Improvement Manager
The CSI Manager role is critical to the success of any improvement programmes and is
accountable for all improvement activities. This role may be combined with the role of the
Seven Step Improvement Process Owner/Manager.
The CSI Manager’s responsibilities typically include:
 Develop CSI domain;

 Communicate the CSI vision throughout IT;
 Design CSI register and all associated tasks;
 Work with all other areas of Service Management (Service Owners, Process
Owners and Managers, etc) to identify and manage with improvements (identify
improvements, review and prioritise improvements and build improvement
plans);
 Liaise with Service Level Managers to ensure targets are being met;
 Ensure appropriate monitoring tools are in place to gather data, and are working
effectively;
 Ensure baseline data is being captured so as to measure improvements against
it;
 Define and create reports relating to CSI critical success factors and key
performance indicators;
 Distinguish other frameworks, standards and models that could assist CSI
activities;
 Ensure that adequate Knowledge Management is being completed;
 Recommend high level improvements to senior management;
 Provide overall direction and guidance for improvement objectives;
 Coach, mentor and assist all other personnel working within service
improvements.

6.2 Seven Step Improvement Roles

This section describes a number of roles that need to be performed in support of the Seven
Step Improvement process.
6.2.1 Seven Step Improvement Process Owner

The Seven Step Improvement Process Owner’s responsibilities typically include:
 Perform the Process Owner role for the Seven Step Improvement process;
 Liaise with the CSI Manager, Service Owners, Process Owners and functions to
assist with improvements.
6.2.2 Seven Step Improvement Process Manager

The Seven Step Improvement Process Manager’s responsibilities typically include:
 Perform the Process Manager role for the Seven Step Improvement process;
 Plan and manage support for tools and processes;
 Liaise with the CSI Manager, Service Owners, Process Owners and functions to
maintain the CSI register;
 Coordinate interfaces between the Seven Step Improvement process, other
processes, Service Managers and functions.
6.2.3 Reporting Analyst

The Reporting Analyst role is a pivotal role within CSI and will often work in conjunction with
Service Level Management (SLM). The role is focused heavily at data interpretation and trend
analysis to establish positive and negative results and a true end to end service achievement.
The Reporting Analyst’s responsibilities typically include:
 Work closely with CSI and SLM to ensure validity around the reporting metrics;
 Responsible for merging data from many sources (components, systems, sub
systems, etc);
 Produce trend analysis and provide feedback;
 Produce reports, as required.
The Reporting Analyst’s key skills and competencies typically include:
 Thorough understanding of statistical and analytical principles and processes;

 Solid technical focus within the reporting tool(s);
 Excellent communication skills;
 High quality technical foundation and the ability to translate technical
requirements into reporting requirements.

6.2.4 Other Roles Involved in the Seven Step Improvement Process

In addition to the specific CSI roles and activities described, a great deal of the Seven Step
Improvement process occurs in all other processes and functions, and is required in order for
successful improvements.

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


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ITIL® 2011 Lifecycle Roles and Responsibilities

Date November 2011

ITIL® is a Registered Trademark of the Cabinet Office

1. Generic roles ................................................................................................................................. 2

2. Service strategy roles .................................................................................................................... 6

3. Service design roles ..................................................................................................................... 12

4. Service transition roles ................................................................................................................ 27

5. Service operation roles ................................................................................................................ 37

6. continual service improvement roles ........................................................................................... 50

This section provides guidance and examples of role descriptions.

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1.2 Generic Service Owner Role

The Service Owner has the following responsibilities:

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 Incident Management is involved in (or perhaps chairs) the crisis management

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1.3 Generic Process Owner Role

The Process Owner’s accountabilities include:

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1.4 Generic Process Manager Role

The Process Manager’s accountabilities include:

1.5 Generic Process Practitioner Role

The Process Practitioner’s responsibilities typically include:

 Carry out one or more activities of a process;

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2. SERVICE STRATEGY ROLES

2.1.1 Strategy Management for IT Services Process Owner

2.1.2 Strategy Management for IT Services Process Manager

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2.1.4 Business Strategy Manager

 Formulate, document and maintain the organisation’s overall business strategy;

2.1.5 IT Director or Service Management Director

The IT Director or Service Management Director’s responsibilities typically include:

 Overall responsibility for the successful implementation and operation of the

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2.2 Service Portfolio Management Roles

2.2.1 Service Portfolio Management Process Owner

2.2.2 Service Portfolio Management Process Manager

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2.3 Business Relationship Management Roles

2.3.1 Business Relationship Manager

2.3.2 Business Relationship Management Process Owner

2.3.3 Business Relationship Management Process Manager

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2.4 Financial Management for IT Services Roles

2.4.1 Financial Management for IT Services Process Owner

2.4.2 Financial Management for IT Services Process Manager

2.4.3 Budget Holders

Budget Holder responsibilities typically include:

 Calculate and submit budget estimate;

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2.5 Demand Management Roles

2.5.1 Demand Management Process Owner

2.5.2 Demand Management Process Manager

2.5.3 Sourcing Roles

2.5.4 Chief Sourcing Officer – an example

 Market the associated sourcing strategy and the sourcing office;

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3. SERVICE DESIGN ROLES

3.1 Design Coordination Roles

3.1.1 Design Coordination Process Owner

3.1.2 Design Coordination Process Manager

3.1.3 Service Design Manager