ITIL roles are used to define responsibilities. In particular, they are used to assign owners to the various ITIL processes, and to define responsibilities for the activities in the detailed process definitions.

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The role definitions suggested here are intentionally kept short, capturing the main characteristics of the key ITIL roles.

• 3ITIL roles and responsibilities
  • 3.1ITIL roles - Service Strategy
  • 3.2ITIL roles - Service Design
  • 3.3ITIL roles and boards - Service Transition
  • 3.4ITIL roles and boards - Service Operation
  • 3.5ITIL roles - Continual Service Improvement
  • 3.6ITIL roles outside the IT organization

Popular ITIL roles

Incident Manager

The Incident Manager is responsible for the effective implementation of the Incident Management process and carries out the corresponding reporting. [.]

Problem Manager

The Problem Manager is responsible for managing the lifecycle of all Problems. His primary objectives are to prevent Incidents from happening, and to minimize the impact of Incidents that cannot be prevented. [.]

Change Manager

The Change Manager controls the lifecycle of all Changes. His primary objective is to enable beneficial Changes to be made, with minimum disruption to IT services. [.]

Business Relationship Manager

The Business Relationship Manager is responsible for maintaining a positive relationship with customers, identifying customer needs and ensuring that the service provider is able to meet these needs with an appropriate catalogue of services. [.]

Project Manager

The Project Manager is responsible for planning and coordinating the resources to deploy a major Release within the predicted cost, time and quality estimates. [.]

Service Level Manager

The Service Level Manager is responsible for negotiating Service Level Agreements and ensuring that these are met. [.]

ITIL 4 roles

The roles described here follow the specifications of ITIL V3 and are grouped by Service Lifecycle stage.

Organizations that wish to adopt ITIL 4 will find that the latest edition of ITIL is less prescriptive about processes - and roles. Instead of specifiying a fixed set of processes, ITIL V4 introduces a holistic approach and shifts the focus on 34 'practices'. For each practice, ITIL 4 describes the key activities, inputs, outputs and exemplary roles. This gives organizations more freedom to define tailor-made processes and responsibilities.

Organizations looking for a set of ITIL 4 roles and responsibilities can still use the roles defined here in the IT Process Wiki, since the processes and roles defined in ITIL V3 have not been invalidated with the release of ITIL V4.

What is more, in our YaSM Wiki we describe leaner set of 19 service management processes that are more in tune with ITIL 4 and its focus on simplicity and 'just enough process'. The YaSM service management model includes a complete set of service management roles that is a good starting point for organizations that wish to adopt ITIL 4.

In the YaSM Service Management Wiki you can learn more about these roles. You can also download a complete RACI matrix for service management roles and processes.

ITIL roles and responsibilities

ITIL roles - Service Strategy

Business Relationship Manager

• The Business Relationship Manager is responsible for maintaining a positive relationship with customers, identifying customer needs and ensuring that the service provider is able to meet these needs with an appropriate catalogue of services.
• The Business Relationship Manager works closely with the Service Level Manager.

Demand Manager

• The role Demand Manager has been introduced to perform the activities in the Demand Management process.
• The Demand Manager is responsible for understanding, anticipating and influencing customer demand for services.
• The Demand Manager works with capacity management to ensure that the service provider has sufficient capacity to meet the required demand.

Financial Manager

• The Financial Manager is responsible for managing an IT service provider's budgeting, accounting and charging requirements.

IT Steering Group (ISG)

• The IT Steering Group (ISG) sets the direction and strategy for IT Services. It includes members of senior management from business and IT.
• The ISG reviews the business and IT strategies in order to make sure that they are aligned.
• It also sets priorities of service development programs/ projects.

Service Portfolio Manager

• The Service Portfolio Manager decides on a strategy to serve customers in cooperation with the IT Steering Group, and develops the service provider's offerings and capabilities.

Service Strategy Manager

• The Service Strategy Manager supports the IT Steering Group in producing and maintaining the service provider's strategy.
• This role is also responsible for communicating and implementing the service strategy.

ITIL roles - Service Design

Applications Analyst

• The Applications Analyst is an Application Management role which manages applications throughout their lifecycle.
• There is typically one Applications Analyst or team of analysts for every key application.
• This role plays an important part in the application-related aspects of designing, testing, operating and improving IT services.
• It is also responsible for developing the skills required to operate the applications required to deliver IT services.

Availability Manager

• The Availability Manager is responsible for defining, analyzing, planning, measuring and improving all aspects of the availability of IT services.
• He is responsible for ensuring that all IT infrastructure, processes, tools, roles etc. are appropriate for the agreed service level targets for availability.

Capacity Manager

• The Capacity Manager is responsible for ensuring that services and infrastructure are able to deliver the agreed capacity and performance targets in a cost effective and timely manner.
• He considers all resources required to deliver the service, and plans for short, medium and long term business requirements.

Compliance Manager

• The Compliance Manager's responsibility is to ensure that standards and guidelines is followed, or that proper, consistent accounting or other practices are being employed.
• This includes to make sure that external legal requirements are fulfilled.

Enterprise Architect

• The Enterprise Architect is responsible for maintaining the Enterprise Architecture (EA), a description of the essential components of a business, including their interrelationships.
• Bigger organizations may opt to introduce specialist EA roles like Business Architect, Application Architect, Information Architect, or Infrastructure Architect.

Information Security Manager

• The Information Security Manager is responsible for ensuring the confidentiality, integrity and availability of an organization’s assets, information, data and IT services.
• He is usually involved in an organizational approach to Security Management which has a wider scope than the IT service provider, and includes handling of paper, building access, phone calls etc., for the entire organization.

IT Service Continuity Manager

• The IT Service Continuity Manager is responsible for managing risks that could seriously impact IT services.
• He ensures that the IT service provider can provide minimum agreed service levels in cases of disaster, by reducing the risk to an acceptable level and planning for the recovery of IT services.

Risk Manager

• The Risk Manager is responsible for identifying, assessing and controlling risks.
• This includes analyzing the value of assets to the business, identifying threats to those assets, and evaluating how vulnerable each asset is to those threats.

Service Catalogue Manager

• The Service Catalogue Manager is responsible for maintaining the Service Catalogue, ensuring that all information within the Service Catalogue is accurate and up-to-date.

Service Design Manager

• The Service Design Manager is responsible for producing quality, secure and resilient designs for new or improved services.
• This includes producing and maintaining all design documentation.

Service Level Manager

• The Service Level Manager is responsible for negotiating Service Level Agreements and ensuring that these are met.
• He makes sure that all IT Service Management processes, Operational Level Agreements and Underpinning Contracts are appropriate for the agreed service level targets.
• The Service Level Manager also monitors and reports on service levels.

Service Owner

• The Service Owner is responsible for delivering a particular service within the agreed service levels.
• Typically, he acts as the counterpart of the Service Level Manager when negotiating Operational Level Agreements (OLAs).
• Often, the Service Owner will lead a team of technical specialists or an internal support unit.

Supplier Manager

• The Supplier Manager is responsible for ensuring that value for money is obtained from all suppliers.
• He makes sure that contracts with suppliers support the needs of the business, and that all suppliers meet their contractual commitments.

Technical Analyst

• The Technical Analyst is a Technical Management role which provides technical expertise and support for the management of the IT infrastructure.
• There is typically one Technical Analyst or team of analysts for every key technology area.
• This role plays an important part in the technical aspects of designing, testing, operating and improving IT services.
• It is also responsible for developing the skills required to operate the IT infrastructure.

ITIL roles and boards - Service Transition

Application Developer

• The Application Developer is responsible for making available applications and systems which provide the required functionality for IT services.
• This includes the development and maintenance of custom applications as well as the customization of products from software vendors.

Change Advisory Board (CAB)

• A group of people that advises the Change Manager in the assessment, prioritization and scheduling of Changes.
• This board is usually made up of representatives from all areas within the IT organization, the business, and third parties such as suppliers.

Change Manager

• The Change Manager controls the lifecycle of all Changes.
• His primary objective is to enable beneficial Changes to be made, with minimum disruption to IT services.
• For important Changes, the Change Manager will refer the authorization of Changes to the Change Advisory Board (CAB).

Configuration Manager

• The Configuration Manager is responsible for maintaining information about Configuration Items required to deliver IT services.
• To this end he maintains a logical model, containing the components of the IT infrastructure (CIs) and their associations.

Emergency Change Advisory Board (ECAB)

• A sub-set of the Change Advisory Board who makes decisions about high impact Emergency Changes.
• Membership of the ECAB may be decided at the time a meeting is called, and depends on the nature of the Emergency Change.

Knowledge Manager

• The Knowledge Manager ensures that the IT organization is able to gather, analyze, store and share knowledge and information.
• His primary goal is to improve efficiency by reducing the need to rediscover knowledge.

Project Manager

• The Project Manager is responsible for planning and coordinating the resources to deploy a major Release within the predicted cost, time and quality estimates.

Release Manager

• The Release Manager is responsible for planning and controlling the movement of Releases to test and live environments.
• His primary objective is to ensure that the integrity of the live environment is protected and that the correct components are released.

Test Manager

• The Test Manager ensures that deployed Releases and the resulting services meet customer expectations, and verifies that IT operations is able to support the new service.

ITIL roles and boards - Service Operation

1st Level Support

• The responsibility of 1st Level Support is to register and classify received Incidents and to undertake an immediate effort in order to restore a failed IT service as quickly as possible.
• If no ad-hoc solution can be achieved, 1st Level Support will transfer the Incident to expert technical support groups (2nd Level Support).
• 1st Level Support also processes Service Requests and keeps users informed about their Incidents' status at agreed intervals.

2nd Level Support

• 2nd Level Support takes over Incidents which cannot be solved immediately with the means of 1st Level Support.
• If necessary, it will request external support, e.g. from software or hardware manufacturers.
• The aim is to restore a failed IT Service as quickly as possible.
• If no solution can be found, the 2nd Level Support passes on the Incident to Problem Management.

3rd Level Support

• 3rd Level Support is typically located at hardware or software manufacturers (third-party suppliers).
• Its services are requested by 2nd Level Support if required for solving an Incident.
• The aim is to restore a failed IT Service as quickly as possible.

Access Manager

• The Access Manager grants authorized users the right to use a service, while preventing access to non-authorized users.
• The Access Manager essentially executes policies defined in Information Security Management.

Facilities Manager

• The Facilities Manager is responsible for managing the physical environment where the IT infrastructure is located.
• This includes all aspects of managing the physical environment, for example power and cooling, building access management, and environmental monitoring.

Incident Manager

• The Incident Manager is responsible for the effective implementation of the Incident Management process and carries out the corresponding reporting.
• He represents the first stage of escalation for Incidents, should these not be resolvable within the agreed Service Levels.

IT Operations Manager

• An IT Operations Manager will be needed to take overall responsibility for a number of Service Operation activities.
• For instance, this role will ensure that all day-to-day operational activities are carried out in a timely and reliable way.

IT Operator

• IT Operators are the staff who perform the day-to-day operational activities.
• Typical responsibilities include: Performing backups, ensuring that scheduled jobs are performed, installing standard equipment in the data center.

Major Incident Team

• A dynamically established team of IT managers and technical experts, usually under the leadership of the Incident Manager, formulated to concentrate on the resolution of a Major Incident.

Problem Manager

• The Problem Manager is responsible for managing the lifecycle of all Problems.
• His primary objectives are to prevent Incidents from happening, and to minimize the impact of Incidents that cannot be prevented.
• To this purpose he maintains information about Known Errors and Workarounds.

Service Request Fulfilment Group

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• Service Request Fulfilment Groups specialize on the fulfillment of certain types of Service Requests.
• Typically, 1st Level Support will process simpler requests, while others are forwarded to the specialized Fulfilment Groups.

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ITIL roles - Continual Service Improvement

CSI Manager

• The Continual Service Improvement (CSI) Manager is responsible for managing improvements to IT Service Management processes and IT services.
• He will continually measure the performance of the service provider and design improvements to processes, services and infrastructure in order to increase efficiency, effectiveness, and cost effectiveness.

Process Architect

• The Process Architect is responsible for maintaining the Process Architecture (part of the Enterprise Architecture), coordinating all changes to processes and making sure that all processes cooperate in a seamless way.
• This role often also supports all parties involved in managing and improving processes, in particular the Process Owners. Some organizations combine this role with the Enterprise Architect role.

Process Owner

• A role responsible for ensuring that a process is fit for purpose.
• The Process Owner’s responsibilities include sponsorship, design, and continual improvement of the process and its metrics.
• In larger organizations there might be separate Process Owner and Process Manager roles, where the Process Manager has responsibility for the operational management of a process.

ITIL roles outside the IT organization

Customer

• Someone who buys IT services.
• The Customer of an IT service provider is the person or group who defines and agrees the service level targets.

Service User

• A person who uses one or several IT services on a day-to-day basis. Service Users are distinct from Customers, as some Customers do not use IT services directly.

Documenting ITIL roles and responsibilities: The RACI-Matrix

Ibarcoder 3 11 13. A RACI matrix ('responsibility assignment matrix') provides a summary of the ITIL roles and their levels of responsibility in the ITIL processes; it defines the following responsibilities: R - Responsible, A - Accountable, C - Consulted and I - Informed.

→ Details: The RACI matrix

→ More on responsibility matrices, following the RACI model .

Roles in previous ITIL versions

4-2-3-1 Formation Player Roles

• Emergency Committee (EC)
  • The Emergency Committee represents the body for the approval of changes in emergencies which, due to their urgency, do not allow an orderly convening of the CAB. It is convened by the Change Manager or his representative for emergencies, whereby the constitution is determined by each individual situation. In order that the EC is definitely in a position to act in an emergency, rules for availability and temporary replacements must be reached with the members.
  • Corresponding board in ITIL V3 (2007 and 2011): ECAB.

• Application Manager
  • The Application Manager is responsible for the creation, upgrading and supporting of an application or application-class. In the main he is Service Provider for the IT Service Management processes, i.e. he ensures the frictionless operation of the applications and supports application-related project activities.
• ITC Infrastructure Manager
  • The ITC Infrastructure Manager is responsible for the provision and operation of certain infrastructure components. He is mainly Service Provider for the IT Service Management processes, i.e. he ensures the frictionless operation of the Infrastructure and supports project activities pertaining to changes in the infrastructure.
• Test and QS Manager
  • As an unbiased body, the Test and QS Manager has the task of ensuring the high quality of the result of a process. This role is therefore always used when applications or infrastructure components must be subjected to testing.
  • Corresponding role in ITIL V3 (2007 and 2011): Test Manager.

Notes

Is based on: ITIL role definitions from the ITIL Process Map

By: Stefan Kempter and Andrea Kempter , IT Process Maps.

Popular ITIL roles ›ITIL 4 roles ›ITIL roles and responsibilities ›Service design roles

By Ann Porteus

Table of Contents

People play different roles in groups. And people play multiple roles in groups. Task roles, maintenance roles and hindering roles are all important roles for facilitators to be aware of and recognize.

Task Roles

Task roles refer to the actions of individuals that help move the project, decision, task along.

Initiating

• What: Proposing task or goals; defining a group problem; suggesting procedure or ideas for getting the task accomplished.
  
• When: At the beginning of a meeting, when the meeting bogs down, or when the group needs direction or new direction.
  
• How: Define the task; suggest a method or process for accomplishing the task; provide a structure for the meeting.
  

  'It seems like we are being asked to .',
  'Does it seem like a good idea to begin by.?'

Information or Opinion Seeking

• What: Requesting facts; seeking relevant information about a question or concern; asking for suggestions, ideas or opinions.
  
• When: Problem solving, decision making, action planning, group discussion.
  
• How: Ask for more facts; collect data; seek individual opinions, ideas and suggestions.

  'What are the likely solutions?',
  'Mary, what do you think of that idea?',
  'What else do we need to know before we can proceed?'

Clarifying

• What: Interpreting or reflecting ideas and suggestions; clearing up conclusions; indicating alternatives and issues before the group; giving examples, defining terms.
  
• When: Any time the group discussion becomes too vague, too general or lacks focus; when a lot of information has been put out.
  
• How: Ask for clarification of an example; build on the ideas of others; clarify an idea based on your understanding; try to develop timid suggestions and half stated ideas into fully developed possibilities.

  'What I think I hear you saying is ___',
  'Robert, can you explain your idea a bit more,'
  'Cecilia, do you see how that idea relates to what Luis said earlier?'

Summarizing

• What: Pulling together related ideas; restating suggestions after the group has discussed them; offering a decision or conclusion for the group to accept or reject.
  
• When: At each transition in the meeting, when many different ideas or proposals are being considered, when the group gets off track; at the end of a meeting/ discussion.
  
• How: Restate the points, decisions, action plans or common themes of the discussion; remind the group of the process or method being used.

  3d architecture software free. Airflow tutorial. 'Let's take a minute to look at the main themes that are arising in our discussion'
  'It looks like the main points being raised are ___'
  'Remember that each person needs to offer a suggestion before we begin an open discussion.'

Consensus Testing

• What: Checking with the group to see how much agreement has been reached and how ready the group members are to consider a decision.
  
• When: Problem solving, decision making, action planning.
  
• How: Poll the group on an issue or decision to determine whether a consensus already exists.

  'Are there any objections to using creative brainstorming to identify potential solutions for our problem?'
  'Is there agreement that.?'

Maintenance Roles

Maintenance roles refer to the actions of individuals that help preserve the relationships in a group.

Encouraging

• What: Being friendly, warm, and responsive to others; accepting others and their contributions; regarding others by giving them an opportunity to contribute or be recognized.
  
• When: Regularly.
  
• How: Give recognition for contributions to the group, point out the accomplishments of the group.

  'That was a really good suggestion, Chris. Thanks.'
  'We have accomplished a lot today. Thanks.'

Harmonizing

• What: Attempting to reconcile disagreements; reducing tension, getting people to explore their differences.
  
• When: When the group cannot reach consensus, when conflict of ideas, opinions or personality is preventing progress.
  
• How: Articulate the common elements in conflicting points of view.

  'What can we do to get you to support this? What can we all agree on?'
  'We seem to be stuck. What can we do to move the discussion along?'

Expressing Group Feelings

• What: Sensing feelings, mood, relationships within the group; sharing one's own feelings with other members.
  
• When: When the group is having trouble making a decision, when you sense a conflict in the group, as a check-in to see how the group is doing.
  
• How: Verbalizing what you see as the feelings, mood, tension in the group. Openly acknowledging your own feelings about what is going on in the group.

  'I am sensing that there is some tension in the room. does anyone else feel it?'
  'It seems like some people have withdrawn from this discussion. Is that something we need to discuss?'

Gatekeeping

4-2-3-1 Player Roles

• What: Helping to keep communication channels open: facilitating the participation of others, suggesting procedures that permit sharing remarks.
  
• When: Whenever you want to hear from the more silent members of the group, whenever you want to prevent a participant from dominating the discussion.
  
• How: Ask an individual for their opinions or the information; be sensitive to the non-verbal signals indicating that people want to participate; when a person monopolizes the conversation, ask others for input

  Etrecheck pro 5 26. 'Jeff, did you want to share something?'
  'Thanks for your input, Robin. I would like to know what the rest of you think.'

Compromising

• What: When your own ideas or status is involved in a conflict, offering a compromise which yields status; admitting error, modifying ideas in interest of group cohesion or growth.
  
• When: When the group is stuck, when trying to make a decision and there are opposing views.
  
• How: Offering suggestions for getting unstuck; asking the group members to figure out a compromise.

  'I guess this method may not be the best for accomplishing this task. Shall we try Kim's idea?'
  'I feel like we are stuck with two opposing views, what can we do to reach a compromise?'

Football Manager 4-2-3-1 Player Roles

Standard Setting and Testing

• What: Checking whether the group is satisfied with its procedures; suggesting new procedures when necessary.
  
• When: When the group first meets together, whenever the norms that are developing prevent the group from functioning effectively.
  
• How: Help group define its ground rules; remind group of the standards they established for themselves anytime when those rules are ignored or broken.

  'How do we want to operate as a group?'
  'Seems like our ground rules have been forgotten. Should we take a few minutes and revisit them?'
  'I just want to remind you of the ground rules we set up in the beginning.'

Hindering Roles

Hindering roles refer to actions of individuals that hinder the group's process and progress.

Dominating

• Behavior: Asserting authority or superiority to manipulate the group or certain members; interrupting contributions of others; controlling through use of flattery or patronization.
  
• Solution: Establish a procedure whereby each person contributes one idea to the discussion and then must wait until every other group member does the same before contributing again; interrupt the dominator, ask him/her to summarize the point quickly so that others can add their ideas, too.

  'Thank you for giving us all those ideas, Erin. Let's hear from others in the group now.'

Withdrawing

• Behavior: Removing self psychologically or physically from the group; not talking; answering questions only briefly.
  
• Solution: Do not let conflicts remain unresolved; talk with the person privately to find out what is happening; direct questions to and solicit ideas from the avoider so this person stays involved.

  'Carol, I have noticed that you haven't been as involved in the group lately. Is everything O.K.?'
  

Degrading

• Behavior: Putting down others' ideas and suggestions; deflating others' status; joking in a barbed or sarcastic way.
  
• Solution: When your group first gets together, review your contract and ground rules with them, highlighting the rule that all ideas will be accepted; the first time someone criticizes another person, reinforce this rule.

  'You have a point, but we need to solve our problem, not attack each other's ideas.'

Uncoooperative

• Behavior: Disagreeing and opposing ideas; resisting stubbornly the group's wishes for personally oriented reasons; using hidden agenda to thwart group progress.
  
• Solution: Incorporate statements in the original guidelines that deal with cooperation and interruptions, encourage this person to explain reasons behind his/her objection; look for any aspect of the position that supports the group's ideas so that this person moves from left to center field; refocus his/her participation as a recorder or process observer; ask the group to deal with this uncooperative behavior.

  'It seems like we may be forgetting the ground rules we set up as a group. Should we take a few minutes to revisit them now?' 'Sandy, that is an interesting view. Could you explain how you came to those conclusions?'

Side Conversations

• Behavior: Whispering, giggling and having private side conversations with another person.
  
• Solution: Set guidelines and expectations at the beginning of the meeting, stop the meeting and ask those involved in the side conversation to share what they are talking about with the group, stop the meeting and comment that it is difficult for you to hear the other discussion or to concentrate on the topic at hand with side conversations occurring; privately talk with the distracters and discuss their expectations for the meeting's topics; empower others to confront the distracters with how these side conversations keep everyone from concentrating on the group's discussion.

  'I am having trouble focusing on the discussion with the side conversations going on. Is anyone else experiencing this?'
  'It is difficult to focus on the discussion with side conversations going on. Can we agree that we will all focus on the main discussion?'
  'I sense we are losing people's attention and interest, can we do a check-in to see where people are on this topic?' Free play real money casino.