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BACKGROUND
The ITIL Guidelines give some guidance on specific ITIL based roles &
responsibilities but actually include very little specific guidance surrounding
actual IT organisational structure or head count. This is because each
organisation is unique and it is difficult to give generic advice, which would
be relevant to every size and type of IT organisation.
The Standard structures shown below are for reference only, and would
generally apply to a large and a smaller IT organisation. However they do
reflect the main areas required to support a service-focussed ITIL based
operation.
Any recommendations or suggestions documented here should be used as
a basis for discussion internally within your own organisation, perhaps with
the help of external consultants, to establish the best fit for your own needs
and business responsibilities now and in the future.
This document assumes a basic knowledge of the ITIL principles and
familiarity with related terms e.g. Incidents, Problems & Changes,
Availability Management, Capacity Planning etc.
In our experience, unless there are compelling reasons to justify radical
change, evolution rather than revolution is advisable for most organisations
so that disruption to delivery of business as usual is kept to a minimum
during any period of extensive change. By publishing the proposed new
structure in advance, allocating roles and giving staff time for preparation
and training - and gradually phasing in the actual changes, any disruption
can be minimised.
GENERAL DEFINTIONS
First Level Support
Dedicated and managed Support area/telephone access
Routine call and incident taking, logging and classification
Initial fast resolutions to Routine Incidents e.g. password resets
Short term support to keep lines open and provide access to IT
Calls within target guidelines before escalation e.g. 5 - 10 minutes
Generally at least 40% - 50% of calls resolved
Second Level Support
Dedicated and managed Support area
Longer resolution Incidents e.g. more than 5-10 minutes
Incidents that require greater technical knowledge or system access
Fast Response and Target resolution times support is highest priority
Task to build Knowledgebase to ensure future response in Incident
Management/1st Level
Involvement in the technical analysis and resolution of underlying Problems
Generally 40% - 50% of calls resolved
Third Level Support
Long Term Problem resolution
Incidents/Problems that require high level of technical knowledge or system
access
Task to build Knowledgebase to ensure future response in Incident
Management/1st or 2nd Level
Generally less than 10% of calls handled
STRUCTURE
The first organisation chart represents a standard ITIL structure, which would normally
require a large (100 fte +) IT Department to be able to implement fully. The second
chart represents an ITIL based adaptation better-suited to a smaller IT organisation.
Head of IT
IT Service
Manager
Development
Manager
Strategy
Manager
Service Support
Service Delivery
Business
Teams
Account
Management
Service Desk
SLA Manager
Application
Development
Security
Problem Manager
Testing Manager
Application
Support (?)
IT Architect
Tech Support
Availability
Manager
Special
Projects
Operations
Capacity Manager
Contracts/
Procurement
Desktop Support
IT Continuity
Network Support
Financial Manager
Change/Config
/Release
Application
Support (?)
Service
Management
Business
Teams
Programme
Management
Service Desk
Infrastructure
Business Analysis
Systems
Incident Mgmt
Problem Mgmt
Service Requests
Business Analysis
Application
Support
Change Co-ordination
Project Management
Change Management
Commercial Mgmt
SLA Reporting
Account Management
Vendor Mgmt
Problem Resolution
Contracts/Procurement
2. Incident Management: recording and managing the life-cycle of all Incidents that
affect the service provided to IT Customers, allocating Incidents that cannot be
resolved by the Service Desk to second or third line support resources and coordinating the response of these resources;
5. Service Desk Team: managing resources to ensure the Service Desk team meets
its objectives, providing guidance and assistance and meeting the development
needs of the individuals (including own needs), controlling and managing expenditure
related to team's activities;
Problem Management
This role is responsible for both reactive root-cause analysis and proactive trend
analysis. It would be unusual for this to be a full-time role in smaller organisations but in
a large organisation there may well be a requirement for a team of Problem Managers
each with responsibility for a location, business or technical area. Where the team has
split responsibilities it is important that someone within the function has a more overall
responsibilities to ensure that duplication of effort is not made for similar or identical
Problems. In some smaller organisations this function could also be merged with other
roles such as Availability Manager, Capacity Manager or IT Service Continuity Manager.
Only in the very smallest of organisations should it be shared with the Service Desk or
across Support Groups to prevent conflicts of objectives or timescales. Typically if
combined with either of these groups reactive responsibilities will always take
precedence and the pro-active responsibilities of such a role will be neglected for a time
when we are not so busy, which of course will never come.
The Problem Manager should also be a strong individual with the ability to
communication and negotiate at all levels. Good organisational skills plus the ability to
motivate people across the organisation to provides solutions.
Change Management
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