6. Organizing for Service Design
For Service Design to be successful, it is essential to define the roles and responsibilities within the organization of the various activities.
When designing a service or a process, it is imperative that all the roles are clearly defined. A trademark of high performing organizations is the ability to make the right decisions quickly and execute them effectively. Whether the decision involves a strategic choice or a critical operation, being clear on who has input, who decides and who takes action will enable the company to move forward rapidly.
The RACI model will be beneficial in enabling decisions to be made with pace and confidence. RACI is an acronym for the four main roles of
- Responsible - the person or people responsible for getting the job done
- Accountable - only one person can be accountable for each task
- Consulted - the people who are consulted and whose opinions are sought
- Informed - the people who are kept up-to-date on progress.
Occasionally an expanded version of RACI is used called RACI-VS, with two further roles as follows:
- Verifies - the person or group that checks whether the acceptance criteria have been met
- Signs off - the person who approves the V decision and authorizes the product hand-off. This could be the A person.
A third variation of the RACI model is RASCI, where the S represents Supportive. This role provides additional resources to conduct the work, or plays a supportive role
in implementation, for example. This could be beneficial for IT service implementation.
The RACI chart in Table 6.1 shows the structure and power of RACI modelling with the activities down the left-hand side including the actions that need to be taken and decisions that must be made. Across the top, the chart lists the functional roles responsible for carrying out the initiative or playing a part in decision making.
Whether RACI or some other tool or model is used, the important thing is to not just leave the assignment of responsibilities to chance or leave it to the last minute to decide. Conflicts can be avoided and decisions can be made quickly if the roles are allocated in advance.
To build a RACI chart the following steps are required:
- Identify the activities/processes
- Identify/define the functional roles
- Conduct meetings and assign the RACI codes
- Identify any gaps or overlaps - for example, where there are two Rs or no Rs (see analysis below)
- Distribute the chart and incorporate feedback
- Ensure that the allocations are being followed.
|Director Service Management||Service Level Manager||Problem Manager||Security Manager||Procurement Manager
|Table 6.1 Example RACI matrix |
6.1 Functional Roles Analysis
- Many As: Are duties segregated properly? Should someone else be accountable for some of these activities? Is this causing a bottleneck in some areas that will delay decisions?
- Many Rs: Is this too much for one function?
- No empty spaces: Does this role need to be involved in so many tasks?
- Also, does the type or degree of participation fit this role's qualifications?
6.2 Activity Analysis
- More than one A: only one role can be accountable.
- No As: at least one A must be assigned to each activity.
- More than one R: too many roles responsible often means that no one takes responsibility. Responsibility may be shared, but only if roles are clear.
- No Rs: at least one person must be responsible.
- Many Cs: Is there a requirement to consult with so many roles? What are the benefits and can the extra time be justified?
- No Cs and Is: Are the communication channels open to enable people and departments to talk to each other and keep each other up-to-date?
6.3 Skills And Attributes
The specific roles within ITIL Service Management all require specific skills, attributes and competences from the people involved to enable them to work effectively and efficiently. However, whatever the role, it is imperative that the person carrying out that role has the following attributes:
- Awareness of the business priorities, objectives and business drivers
- Awareness of the role IT plays in enabling the business objectives to be met
- Customer service skills
- Awareness of what IT can deliver to the business, including latest capabilities
- The competence, knowledge and information necessary to complete their role
- The ability to use, understand and interpret the best practice, policies and procedures to ensure adherence.
The following are examples of attributes required in many of the roles, dependent on the organization and the specific role:
- Management skills - both from a person management perspective and from the overall control of process
- Meeting skills - to organize, chair, document and ensure actions are followed up
- Communications - an important element of all roles is raising awareness of the processes in place to ensure buy-in and conformance. An ability to communicate at all levels within the organization will be imperative
- Articulate - both written, for reports etc., and verbal
- Negotiation - required for several aspects, such as procurement and contracts
- Analytical - to analyse metrics produced from the activity.
More information about the skills and competences of these roles can be found within the Skills Framework for the Information Age (SFIA - www.sfia.org.uk).
6.4 Roles And Responsibilities
The following sections document the roles and responsibilities of the various roles within Service Design. In some organizations this could be a full-time individual and in others it could be several people, or it could be a part-time role. In smaller organizations many of these roles may be performed by a single person. This will depend on the size and volatility of the organization. The roles or job titles often vary between organizations. However, what is important is that the roles, responsibilities, processes, dependencies and interfaces are clearly defined and scoped for each individual organization. (See Appendix C for an example process document template.)
The following are illustrations of the main activities within each of the Service Design roles.
6.4.1 Process Owner
A process owner is responsible for ensuring that their process is being performed according to the agreed and documented process and is meeting the aims of the process definition. This includes such tasks as:
- Documenting and publicizing the process
- Defining the Key Performance Indicators (KPIs) to evaluate the effectiveness and efficiency of the process
- Reviewing KPIs and taking action required following the analysis
- Assisting with and being ultimately responsible for the process design
- Improving the effectiveness and efficiency of the process
- Reviewing any proposed enhancements to the process
- Providing input to the ongoing Service Improvement Plan
- Addressing any issues with the running of the process
- Ensuring all relevant staff have the required training in the process and are aware of their role in the process
- Ensures that the process, roles, responsibilities and documentation are regularly reviewed and audited
- Interfaces with line management, ensuring that the process receives the necessary staff resources. (Line management and process owners have complementary tasks - they need to work together to ensure efficient and effective processes. Often it is the task of line management to ensure the required training of staff.)
6.4.2 Service Design Manager
The key role and responsibilities of the Service Design Manager are covered throughout this publication and they are responsible for the overall coordination and deployment of quality solution designs for services and processes. Responsibilities of the role over and above those of line management of all people involved in Service Design roles include:
- Taking the overall Service Strategies and ensuring they are reflected in the Service Design practice and the Service Designs that are produced to meet and fulfil the documented business requirements
- Designing the functional aspects of the services as well as the infrastructure, environment applications and data management
- Producing quality, secure and resilient designs for new or improved services, technology architecture, processes or measurement systems that meet all the agreed current and future IT requirements of the organization
- Producing and maintaining all design documentation, including designs, plans, architectures and policies
- Producing and maintaining all necessary SDPs
- Measuring the effectiveness and efficiency of the Service Design process.
6.4.3 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 meet and continue to meet the IT requirements of the business.
- Coordinate, measure and review the implementation progress of all IT strategies and plans.
- Produce and maintain the overall set of IT standards, policies, plans and strategies, encompassing all aspects of IT required to support an organization's business strategy. IT planning includes participation in the creation of SLAs and the planning of all aspects of infrastructure - internal and external, public or private, internet and intranet - necessary to ensure that the provision of IT services satisfies business.
- Assume responsibility for all aspects of IT standards, policy and strategy implementation for IT as a whole and for significant projects or major new strategic applications.
- Recommend policy for the effective use of IT throughout the organization and work with IT Designers to ensure that overall plans and strategies are developed in conjunction with IT design for all areas of IT.
- Review IT costs against budgets and new developments, initiating proposals to change IT plans and strategies where appropriate, in conjunction with Financial Management.
- Assume full responsibility for the management, planning and coordination of IT systems and services, including investigation, analysis, specification, design, development, testing, maintenance, upgrade, transition and operation. It is essential that while performing these activities, the business, IT Management and all the Service Management processes are kept up-todate with the progress of projects.
- Obtain and evaluate proposals from suppliers of equipment, software, transmission services and other services, ensuring that all business and IT requirements are satisfied.
- Identify internal and external influencing factors, forecast future needs and set plans for the effective use of IT within the organization.
- Sponsor and monitor research, development and longterm planning for the provision and use of IT architectures, products and services
- Review IT performance with all other areas and initiate any improvements in organization to ensure that service levels and targets continue to be met in all areas.
- Take ultimate responsibility for prioritizing and scheduling the implementation of new or changed services within IT.
- Work with senior management and other senior specialists and planners in formulating plans and making procurement decisions applicable to all areas of IT.
- Recognize the key business drivers and those areas of business need that are not adequately supported by current and planned IT services, developing the plans and IT response to the business requirements.
- Identify suitable applications, services and products, together with their environments, to meet business needs within the required planning timeframe.
- Develop the initial plans for the implementation of authorized new IT services, applications and infrastructure support, identifying budgetary, technical and staffing constraints, and clearly listing costs and expected benefits.
- Monitor the existing IT plans in relation to business needs and IT strategy to determine opportunities for improving business processes through the use of new technology, and to identify unforeseen risks to the achievement of forecast business benefit.
- Investigate major options for providing IT services effectively and efficiently and recommend new innovative solutions, based on new approaches to processes, provision, recruitment and retention, and global supply contracts.
- Produce feasibility studies, business models, IT models, business cases, SoRs and ITTs for recommended new IT systems, identifying the business impact, the probability of satisfying business needs, the anticipated business benefits and the risks and consequences of failure.
- Oversee and coordinate the programme of planned IT project implementations and changes, taking appropriate action to identify and overcome problems and resolve conflict.
- Conduct Post Implementation Reviews (PIRs) in conjunction with Change Management of those information systems introduced in pursuit of the plans, to assess the extent to which expected business benefits were realized.
- Liaise with Strategy, Transition and Operations teams and processes to plan for their immediate and future needs.
- Provide authoritative advice and guidance on relevant national and international standards, regulations, protocols and tariffs.
- Document all work using required standards, methods and tools.
- Ensure that all IT planning processes, roles, responsibilities and documentation are regularly reviewed and audited for efficiency, effectiveness and compliance.
- Maintain a good overall knowledge of all IT product capabilities and the technical frameworks in which they operate.
- Where required, assess changes for their conformance to the design strategies, including attendance at CAB meetings if appropriate.
6.4.4 IT Designer/Architect
An IT Designer/Architect is responsible for the overall coordination and design of the required technology. Often Designers and Architects within large organizations would
specialize in one of the five aspects of design (see section 3). However, an integrated approach to design should always be adopted, therefore Designers and Architects need to work together within a formal method and framework to ensure consistent and compatible designs are produced. In smaller organizations, some or all of the roles are usually combined, and this is less of an issue, although a formal approach should still be used. Whenever designs are produced, they should always adopt an integrated approach, covering all areas, and should be accepted and signed off by all areas. All designers need to understand how architectures, strategies, designs and plans fit together and all the main aspects of design.
The Designer/Architect should produce a detailed process map that documents all the processes and their high-level interfaces. This ensures that the overall structure is not unnecessarily complex, that the process's central 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:
- Produce and review the designs of all new or changed services, SLAs, OLAs and contracts.
- Produce a process map of all of the processes and their high-level interfaces, to ensure integration, consistency and continuity across all processes.
- Design secure and resilient technology architectures that meet all the current and anticipated future IT requirements of the organization.
- Ensure that the design of all processes, roles, responsibilities and documentation is regularly reviewed and audited for efficiency, effectiveness and compliance.
- Design an appropriate and suitable Service Portfolio, supporting all activities within the complete Service Lifecycle.
- Design measurement systems and techniques to support the continual improvement of service provision and all supporting processes.
- Produce and keep up-to-date all IT design, architectural, policy and specification documentation.
- Produce and maintain all aspects of IT specification, including the overall designs, architectures, topologies and configurations of the infrastructure, environment, applications and data, and the design documentation of all IT systems. This should include not just the technology, but also the management systems, processes, information flows and external services.
- Recommend proactive, innovative IT solutions for the improvement of IT design and operation whenever and wherever possible.
- Translate logical designs into physical designs, taking account of business requirements, target environments, processes, performance requirements, existing systems and services, and any potential safetyrelated aspects.
- Create and maintain IT design policies, philosophies and criteria, covering all areas including connectivity, capacity, interfaces, security, resilience, recovery, access and remote access, and ensuring that all new services meet their service levels and targets.
- Work with Capacity Management and review IT traffic volumes and requirements, identifying trends in traffic flows and levels of service.
- Propose design enhancements to IT infrastructure, capacity changes, continuity, backup and recovery arrangements, as required, and be aware of operational requirements, especially in terms of service levels, availability, response times, security and repair times. All these activities are performed in liaison with all of the Service Management processes.
- Review IT costs against external service providers, new developments and new services, initiating proposals to change IT design where appropriate cost reductions and benefits can be achieved, in consultation with Financial Management.
- Provide advice and guidance to management on the design and planning phases of IT systems, to ensure that requirements (particularly capacity, recovery, performance and security needs) are reflected in the overall specifications.
- Provide advice and guidance to all areas of IT and Business Management, analysts, planners, designers and developers on all aspects of IT design and technology.
- Interface with designers and planners from external suppliers and service providers, ensuring all external IT services are designed to meet their agreed service levels and targets.
- Play a major role in the selection of any new IT infrastructure or technology solutions.
- Assume technical responsibility for IT standards, policy and design for all significant projects or major application areas, assisting with the Impact Assessment and evaluation of major new IT design options.
- Provide technical advice and guidance on relevant national and international standards, regulations, protocols and tariffs.
- Take full responsibility for the design aspects of all stages of the lifecycle of IT systems, including investigation, analysis, specification, design, development, construction, testing, maintenance, upgrade, transition, operation and improvement.
- Work with IT colleagues where appropriate, producing or updating IT and corporate design documentation and models.
- Update or provide input to cost-benefit analyses, risk analyses, business cases, SoRs and ITTs and development plans, to take account of design decisions.
- Obtain and assist with the evaluation and selection of proposals and solutions from suppliers of equipment, software and other IT service and product providers.
- Construct, interpret and monitor test plans to verify correct operation of completed systems against their design objectives.
- Document all work using required standards, methods and tools.
- Maintain a good technical knowledge of all IT product capabilities and the technical frameworks in which they operate.
- Where required, assess changes for their conformance to the design principles, including attendance at CAB meetings if appropriate.
|Note: Often Designers and Architects within large organizations would specialize in one of the five aspects of design (see sections 3 and 4 for more detail). However, an integrated approach to design should always be adopted, therefore Designers and Architects need to work together within a formal method and framework to ensure consistent and compatible designs are produced. In smaller organizations, some or all of the roles are usually combined, and this is less of an issue, although a formal approach should still be used. Whenever designs are produced, they should always adopt a holistic approach, covering all areas, and should be accepted and signed off by all areas. All Designers need to understand how architectures, strategies, designs and plans fit together.
6.4.5 Service Catalogue Manager
The Service Catalogue Manager has responsibility for producing and maintaining the Service Catalogue. This includes responsibilities such as:
- Ensuring that all operational services and all services being prepared for operational running are recorded within the Service Catalogue
- Ensuring that all the information within the Service Catalogue is accurate and up-to-date
- Ensuring that all the information within the Service Catalogue is consistent with the information within the Service Portfolio
- Ensuring that the information within the Service Catalogue is adequately protected and backed up.
6.4.6 Service Level Manager
The Service Level Manager has responsibility for ensuring that the aims of Service Level Management are met. This includes responsibilities such as:
- Keeping aware of changing business needs
- Ensuring that the current and future service requirements of customers are identified, understood and documented in SLA and SLR documents
- Negotiating and agreeing levels of service to be delivered with the customer (either internal or external); formally documenting these levels of service in SLAs
- Negotiating and agreeing OLAs and, in some cases, other SLAs and agreements that underpin the SLAs with the customers of the service
- Assisting with the production and maintenance of an accurate Service Portfolio, Service Catalogue, Application Portfolio and the corresponding maintenance procedures
- Ensuring that targets agreed within underpinning contracts are aligned with SLA and SLR targets
- Ensuring that service reports are produced for each customer service and that breaches of SLA targets are highlighted, investigated and actions taken to prevent their recurrence
- Ensuring that service performance reviews are scheduled, carried out with customers regularly and are documented with agreed actions progressed
- Ensuring that improvement initiatives identified in service reviews are acted on and progress reports are provided to customers
- Reviewing service scope, SLAs, OLAs and other agreements on a regular basis, ideally at least annually
- Ensuring that all changes are assessed for their impact on service levels, including SLAs, OLAs and underpinning contracts, including attendance at CAB meetings if appropriate
- Identifying all key stakeholders and customers
- Developing relationships and communication with stakeholders, customers and key users
- Defining and agreeing complaints and their recording, management, escalation, where necessary, and resolution
- Definition recording and communication of all complaints
- Measuring, recording, analysing and improving customer satisfaction.
6.4.7 Availability Manager
An Availability Manager has responsibility for ensuring that the aims of Availability Management are met. This includes responsibilities such as:
- Ensuring that all existing services deliver the levels of availability agreed with the business in SLAs
- Ensuring that all new services are designed to deliver the levels of availability required by the business, and validation of the final design to meet the minimum levels of availability as agreed by the business for IT services
- Assisting with the investigation and diagnosis of all incidents and problems that cause availability issues or unavailability of services or components
- Participating in the IT infrastructure design, including specifying the availability requirements for hardware and software
- Specifying the requirements for new or enhanced event management systems for automatic monitoring of availability of IT components
- Specifying the reliability, maintainability and serviceability requirements for components supplied by internal and external suppliers
- Being responsible for monitoring actual IT availability achieved against SLA targets, and providing a range of IT availability reporting to ensure that agreed levels of availability, reliability and maintainability are measured and monitored on an ongoing basis
- Proactively improving service availability wherever possible, and optimizing the availability of the IT infrastructure to deliver cost-effective improvements that deliver tangible benefits to the business
- Creating, maintaining and regularly reviewing an AMIS and a forward-looking Availability Plan, aimed at improving the overall availability of IT services and infrastructure components, to ensure that existing and future business availability requirements can be met
- Ensuring that the Availability Management process, its associated techniques and methods are regularly reviewed and audited, and that all of these are subject to continual improvement and remain fit for purpose
- Creating availability and recovery design criteria to be applied to new or enhanced infrastructure design
- Working with Financial Management, ensuring the levels of IT availability required are cost-justified
- Maintaining and completing an availability testing schedule for all availability mechanisms
- Ensuring that all availability tests and plans are tested after every major business change
- Assisting Security and IT Service Continuity Management with the assessment and management of risk
- Assessing changes for their impact on all aspects of availability, including overall service availability and the Availability Plan
- Attending CAB meetings when appropriate.
6.4.8 IT Service Continuity Manager
The IT Service Continuity Manager is responsible for ensuring that the aims of IT Service Continuity Management are met. This includes such tasks and responsibilities as:
- Performing Business Impact Analyses for all existing and new services
- Implementing and maintaining the ITSCM process, in accordance with the overall requirements of the organization's Business Continuity Management process, and representing the IT services function within the Business Continuity Management process
- Ensuring that all ITSCM plans, risks and activities underpin and align with all BCM plans, risks and activities, and are capable of meeting the agreed and documented targets under any circumstances
- Performing risk assessment and risk management to prevent disasters where cost-justifiable and where practical
- Developing and maintaining the organization's continuity strategy
- Assessing potential service continuity issues and invoking the Service Continuity Plan if necessary
- Managing the Service Continuity Plan while it is in operation, including fail-over to a secondary location and restoration to the primary location
- Performing post mortem reviews of service continuity tests and invocations, and instigating corrective actions where required
- Developing and managing the ITSCM plans to ensure that, at all times, the recovery objectives of the business can be achieved
- Ensuring that all IT service areas are prepared and able to respond to an invocation of the continuity plans
- Maintaining a comprehensive IT testing schedule, including testing all continuity plans in line with business requirements and after every major business change
- Undertaking quality reviews of all procedures and ensuring that these are incorporated into the testing schedule
- Communicating and maintaining awareness of ITSCM objectives within the business areas supported and IT service areas
- Undertaking regular reviews, at least annually, of the Continuity Plans with the business areas to ensure that they accurately reflect the business needs
- Negotiating and managing contracts with providers of third-party recovery services
- Assessing changes for their impact on Service Continuity and Continuity Plans
- Attending CAB meetings when appropriate.
6.4.9 Capacity Manager
A Capacity Manager has responsibility for ensuring that the aims of Capacity Management are met. This includes such tasks as:
- Ensuring that there is adequate IT capacity to meet required levels of service, and that senior IT management is correctly advised on how to match capacity and demand and to ensure that use of existing capacity is optimized
- Identifying, with the Service Level Manager, capacity requirements through discussions with the business users
- Understanding the current usage of the infrastructure and IT services, and the maximum capacity of each component
- Performing sizing on all proposed new services and systems, possibly using modelling techniques, to ascertain capacity requirements
- Forecasting future capacity requirements based on business plans, usage trends, sizing of new services, etc.
- Production, regular review and revision of the Capacity Plan, in line with the organization's business planning cycle, identifying current usage and forecast requirements during the period covered by the plan
- Ensuring that appropriate levels of monitoring of resources and system performance are set
- Analysis of usage and performance data, and reporting on performance against targets contained in SLAs
- Raising incidents and problems when breaches of capacity or performance thresholds are detected, and assisting with the investigation and diagnosis of capacity-related incidents and problems
- Identifying and initiating any tuning to be carried out to optimize and improve capacity or performance
- Identifying and implementing initiatives to improve resource usage - for example, demand management techniques
- Assessing new technology and its relevance to the organization in terms of performance and cost
- Being familiar with potential future demand for IT services and assessing this on performance service
- Ensuring that all changes are assessed for their impact on capacity and performance and attending CAB meetings when appropriate
- Producing regular management reports that include current usage of resources, trends and forecasts
- Sizing all proposed new services and systems to determine the computer and network resources required, to determine hardware utilization, performance service levels and cost implications
- Assessing new techniques and hardware and software products for use by Capacity Management that might improve the efficiency and effectiveness of the process
- Performance testing of new services and systems
- Reports on service and component performance against targets contained in SLAs
- Maintaining a knowledge of future demand for IT services and predicting the effects of demand on performance service levels
- Determining performance service levels that are maintainable and cost-justified
- Recommending tuning of services and systems, and making recommendations to IT management on the design and use of systems to help ensure optimum use of all hardware and operating system software resources
- Acting as a focal point for all capacity and performance issues.
6.4.10 Security Manager
The Security Manager is responsible for ensuring that the aims of Information Security Management are met. This includes such tasks and responsibilities as:
- Developing and maintaining the Information Security Policy and a supporting set of specific policies, ensuring appropriate authorization, commitment and endorsement from senior IT and business management
- Communicating and publicizing the Information Security Policy to all appropriate parties
- Ensuring that the Information Security Policy is enforced and adhered to
- Identifying and classifying IT and information assets (Configuration Items) and the level of control and protection required
- Assisting with Business Impact Analyses
- Performing Security Risk Analysis and risk management in conjunction with Availability and IT Service Continuity Management
- Designing security controls and developing security plans
- Developing and documenting procedures for operating and maintaining security controls
- Monitoring and managing all security breaches and handling security incidents, taking remedial action to prevent recurrence wherever possible
- Reporting, analysing and reducing the impact and volumes of all security incidents in conjunction with Problem Management
- Promoting education and awareness of security
- Maintaining a set of security controls and documentation, and regularly reviewing and auditing all security controls and procedures
- Ensuring all changes are assessed for impact on all security aspects, including the Information Security Policy and security controls, and attending CAB meetings when appropriate
- Performing security tests
- Participating in any security reviews arising from security breaches and instigating remedial actions
- Ensuring that the confidentiality, integrity and availability of the services are maintained at the levels agreed in the SLAs and that they conform to all relevant statutory requirements
- Ensuring that all access to services by external partners and suppliers is subject to contractual agreements and responsibilities
- Acting as a focal point for all security issues.
6.4.11 Supplier Manager
The Supplier Manager has responsibility for ensuring that the aims of Supplier Management are met. This includes tasks such as:
- Providing assistance in the development and review of SLAs, contracts, agreements or any other documents for third-party suppliers
- Ensuring that value for money is obtained from all IT suppliers and contracts
- Ensuring that all IT supplier processes are consistent and interface to all corporate supplier strategies, processes and standard terms and conditions
- Maintaining and reviewing a Supplier and Contracts Database (SCD)
- Review and Risk Analysis of all suppliers and contracts on a regular basis
- Ensuring that any underpinning contracts, agreements or SLAs developed are aligned with those of the business
- Ensuring that all supporting services are scoped and documented and that interfaces and dependencies between suppliers, supporting services and supplier processes are agreed and documented
- Ensuring that all roles and relationships between lead and any sub-contracted suppliers are documented, maintained and subject to contractual agreement
- Reviewing lead suppliers' processes to ensure that any sub-contracted suppliers are meeting their contractual obligations
- Performing contract or SLA reviews at least annually, and ensuring that all contracts are consistent with organizational requirements and standard terms and conditions wherever possible
- Updating contracts or SLAs when required, ensuring that the Change Management process is followed
- Maintaining a process for dealing with contractual disputes, and ensuring that any disputes are dealt with in an efficient and effective manner
- Maintaining a process for dealing with the expected end, early end or transfer of a service
- Monitoring, reporting and regularly reviewing supplier performance against targets, identifying improvement actions as appropriate and ensuring these actions are implemented
- Ensuring changes are assessed for their impact on suppliers, supporting services and contracts and attending CAB meetings when appropriate
- Coordinating and supporting all individual IT supplier and contract managers, ensuring that each supplier/contract has a nominated owner within the service provider organization.