SOA Roles and Responsibilities Tutorial

SOA Roles and Responsibilities

Welcome to lesson 9 ‘SOA Roles and Responsibilities’ of the ITIL Intermediate SOA tutorial, which is a part of the ITIL Intermediate SOA Foundation Certification course. This lesson deals with the roles and responsibilities which contribute to SOA practices.

Let us look at the objectives of this lesson.

Objectives

By the end of this ‘SOA Roles and Responsibilities’ lesson, you will be able to:

  • Describe the responsibilities of the various roles which are associated with each SOA process.

Process Owner

The process owner role is accountable for ensuring that a process is fit for purpose. This role is often assigned to the same person who carries out the process manager role, but the two roles may be separate in larger organization’s. 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:

  • Sponsoring, designing and change managing the process and its metrics

  • Defining the process strategy

  • Assisting with process design

  • Ensuring that appropriate process documentation is available and current

  • Defining appropriate policies and standards to be employed throughout the process

  • Periodically auditing the process to ensure compliance with policy and standards

  • Periodically reviewing the process strategy to ensure that it is still appropriate and change as required

  • Communicating process information or changes as appropriate to ensure awareness

  • Providing process resources to support activities required throughout the service lifecycle

  • Ensuring 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

  • Reviewing opportunities for process enhancements and for improving the efficiency and effectiveness of the process

  • Addressing issues with the running of the process Identifying improvement opportunities for inclusion in the CSI register

  • Working with the CSI manager and process manager to review and prioritize improvements in the CSI register

  • Making improvements to the process.

In the next section, we will learn the process manager’s accountabilities.

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Process Manager

The process manager role is accountable for the 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 center. The process manager role is often assigned to the person who carries out the process owner role, but the two roles may be separate in larger organizations.

The process manager’s accountabilities include:

  • Working with the process owner to plan and coordinate all process activities

  • Ensuring that all activities are carried out as required throughout the service lifecycle

  • Appointing people to the required roles

  • Managing resources assigned to the process

  • Working with service owners and other process managers to ensure the smooth running of services

  • Monitoring and reporting on process performance

  • Identifying improvement opportunities for inclusion in the CSI register

  • Working with the CSI manager and process owner to review and prioritize improvements in the CSI register

  • Making improvements to the process implementation.

The next section will explain the responsibilities of process owner as well as the manager for service portfolio management.

Key Roles For Service Portfolio Management

This section describes some roles that need to be performed in support of the service portfolio management process as follows:

Service Portfolio Management Process Owner

The service portfolio management process owner’s responsibilities typically include:

  • Carrying out the generic process owner role for the service portfolio management process

  • Working with other process owners to ensure there is an integrated approach to the design and implementation of service portfolio management.

Service Portfolio Management Process Manager

The service portfolio management process manager’s responsibilities typically include:

  • Carrying out the generic process manager role for the service portfolio management process

  • Managing and maintains the organization’s service portfolio

  • Managing the surrounding processes for keeping the portfolio attractive to customers and up to date

  • Marketing the portfolio, and in particular the service catalog, so that customers and potential customers are aware of the services available

  • Helping formulate service packages and associated options, so that services can be combined in logical groupings to produce products that can be marketed, sold and consumed to best meet customers’ needs.

Let us discuss the key roles of process owner as well as process manager for Service Catalogue Management.

Key Roles For Service Catalogue Management

This section describes some roles that need to be performed in support of the service catalog management process. These roles are not job titles, and each organization will have to define appropriate job titles and job descriptions depending on its needs.

Service Catalogue Management Process Owner

The service catalog management process owner’s responsibilities typically include:

  • Carrying out the generic process owner role for the service catalog management process

  • Working with other process owners to ensure there is an integrated approach to the design and implementation of service catalog management, service portfolio management, service level management, and business relationship management.

Service Catalogue Management Process Manager

The service catalog management process manager’s responsibilities typically include:

  • Carrying out the generic process manager role for the service catalog management process.

  • Coordinating interfaces between service catalog management and other processes, especially service asset and configuration management, and release and deployment management

  • Ensuring that all operational services and all services being prepared for operational running are recorded in the service catalog

  • Ensuring that all the information within the service catalog is accurate and up to date

  • Ensuring that appropriate views of the service catalog are maintained and made available to those for whom they are targeted

  • Ensuring that all the information within the service catalog is consistent with the information within the service portfolio

  • Ensuring that the information within the service catalog is adequately protected and backed up.

In the next section, let us discuss the main roles and responsibilities of process owner for Service Level Management.

Key roles for Service Level Management

This section describes some roles that need to be performed in support of the service level management process. These roles are not job titles, and each organization will have to define appropriate job titles and job descriptions depending on its needs.

Service Level Management Process Owner

The service level management process owner’s responsibilities typically include:

  • Carrying out the generic process owner role for the service level management process

  • Liaising with the business relationship management process owner to ensure proper coordination and communication between the two processes

  • Working with other process owners to ensure there is an integrated approach to the design and implementation of service catalog management, service portfolio management, service level management and business relationship management.

Service Level Management Process Manager

The service level management process manager’s responsibilities typically include:

  • Carrying out the generic process manager role for the service level management process

  • Coordinating interfaces between service level management and other processes, especially service catalog management, service portfolio management, business relationship management and supplier management

  • Keeping aware of changing business needs

  • Ensuring that the current and future service level requirements (service warranty) of customers are identified, understood and documented in SLA and service level requirements (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 on 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 catalog, application portfolio and the corresponding maintenance procedures

  • Ensuring that targets agreed within underpinning contracts are aligned with SLA and SLR targets

Let us learn some additional responsibilities of process manager for the service level management in the next section.

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Service Level Management Process Manager

Some additional responsibilities of the process manager for service level management typically include:

  • Ensuring that service reports are produced for each customer service and that breaches of SLA targets are highlighted, investigated, and actions are taken to prevent their recurrence

  • Ensuring that service performance reviews are scheduled, carried out with customers regularly and documented, with agreed actions progressed

  • Ensuring that improvement initiatives identified in service reviews are acted on, and progress reports are provided to customers

  • Reviewing service 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 change advisory board (CAB) meetings if appropriate

  • Identifying all customers and other key stakeholders to involve in SLR, SLA and OLA negotiations

  • Developing relationships and communication with customers, key users, and other stakeholders

  • Defining and agreeing complaints and their recording, management, escalation (where necessary) and resolution

  • Definition recording and communication of all complaints Measuring, recording, analyzing and improving customer satisfaction

In the next section, we will look into the roles of the process owner and process manager in support of the demand management process.

Key Roles for Demand Management

This section describes some roles that need to be performed in support of the demand management process. These roles are not job titles, and each organization will have to define appropriate job titles and job descriptions for their needs.

Demand Management Process Owner

The demand management process owner’s responsibilities typically include:

  • Carries out the generic process owner role for the demand management process

  • Works with other process owners to ensure there is an integrated approach to the design and implementation of demand management.

Demand Management Process Manager

The demand management process manager’s responsibilities typically include:

  • Carries out the generic process manager role for the demand management process

  • Identifies and analyses patterns of business activity to understand the levels of demand that will be placed on a service

  • Defines and analyses user profiles to understand the typical profiles of demand for services from different types of user

  • Helps design services to meet the patterns of business activity and the ability to meet business outcomes

  • Ensures that adequate resources are available at the appropriate levels of capacity to meet the demand for services, thus maintaining a balance between the cost of service and the value that it achieves

  • Anticipates and prevents or manages situations where demand for a service exceeds the capacity to deliver it

  • Gears the utilization of resources that deliver services to meet the fluctuating levels of demand for those services.

Let us now discuss the key roles for Supplier management process owner and process manager in the next section.

Key Roles For Supplier Management

This section describes some roles that need to be performed in support of the supplier management process. These roles are not job titles, and each organization will have to define appropriate job titles and job descriptions depending on its needs.

Supplier Management Process Owner

The supplier management process owner’s responsibilities typically include:

  • Carrying out the generic process owner role for the supplier management process

  • Working with the business to ensure proper coordination and communication between corporate vendor management and/or procurement and supplier management

  • Working with other process owners to ensure there is an integrated approach to the design and implementation of supplier management, service level management and corporate vendor management and/or procurement processes.

Supplier Management Process Manager

The supplier management process manager’s responsibilities typically include:

  • Carrying out the generic process manager role for the supplier management process

  • Coordinating interfaces between supplier management and other processes, especially service level management and corporate vendor management and/or procurement processes

  • Providing assistance in the development and review of SLAs, contracts, agreements or 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 with all corporate supplier strategies, processes and standard terms and conditions

  • Maintaining and reviewing a supplier and contract management information system

Let us learn some additional responsibilities of Supplier process manager.

Supplier Process Manager

Some additional responsibilities of Supplier process manager are:

  • Reviewing and making risk assessments 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.

The next section will describe the responsibilities of the process owner and the process manager for the financial management for IT services.

Key Roles For Financial Management Of IT Services

This section describes some roles that need to be performed in support of the financial management for IT services process. These roles are not job titles, and each organization will have to define appropriate job titles and job descriptions for their needs.

Many organizations will have a person with the job title ‘IT financial manager.’ This job typically combines the roles of financial management for IT services process owner and financial management for IT services process manager.

Financial Management For IT Services Process Owner

The financial management for IT services process owner’s responsibilities typically include:

  • Carries out the generic process owner role for the financial management for IT services process

  • Works with other process owners to ensure there is an integrated approach to the design and implementation of financial management for IT services.

Financial Management For IT Services Process Manager

The financial management for IT services process manager’s responsibilities typically include:

  • Carries out the generic process manager role for the financial management for IT services process

  • Compiles and formulates the annual IT budgets and submits them for scrutiny and approval by the IT steering group

  • Manages the IT budgets on a daily, monthly and annual basis, initiating corrective actions to balance income and expenditure in line with the budgets

  • Produces regular statements of accounts for management information and to allow relevant managers to manage their own areas of the budgets

  • Formulates and manages any recharging systems for IT customers

  • Examines and reports on value-for-money of all major activities, projects, and proposed expenditure items within IT.

Budget Holders

Various IT managers may be nominated as budget holders, to estimate, agree and manage the budgets for their own particular area(s). Budget holder responsibilities typically include:

  • Submits an annual budget estimate

  • Negotiates and agrees their annual budget

  • Manages their budget on an ongoing basis

  • Reports budget activities and outcomes on a regular basis.

The next section will explain what does the job title of Business relationship manager means, the responsibilities of process owner and process manager for the business relationship management process.

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Key Roles For Business Relationship Management

This section describes some roles that need to be performed in support of the business relationship management process. These roles are not job titles, and each organization will have to define appropriate job titles and job descriptions for their needs.

Business Relationship Manager

Many organizations will have a person with the job title ‘business relationship manager’ (BRM). This job may combine the roles of business relationship management process owner and business relationship management process manager and allocate it to one person. ‘Business relationship manager’ may also represent some individuals working within business relationship management and focused on different customer segments or groups.

In some organizations, 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.

BRM Process Owner

The business relationship management process owner’s responsibilities typically include:

  • Carrying out the generic process owner role for the business relationship management process

  • Working with other process owners to ensure there is an integrated approach to the design and implementation of business relationship management.

BRM Process Manager

The BRM process manager’s responsibilities typically include:

  • Carrying out the generic process manager role for the business relationship management process

  • Identifying customer needs and ensures that the service provider is able to meet these needs with an appropriate catalog of services

  • Ensuring that customer expectations do not exceed what they are willing to pay for and that the service provider is able to meet the customer’s expectations before agreeing to deliver the service

  • Ensuring high levels of customer satisfaction, indicating that the service provider is meeting the customer’s requirements

  • Establishing and maintains a constructive relationship between the service provider and the customer based on understanding the customer and their business drivers

  • Identifying changes in the customer environment that could potentially impact the type, level or utilization of services provided

  • Identifying technology trends that could potentially impact the type, level or utilization of services provided

  • Establishing and articulates business requirements for new services or changes to existing services

  • Ensuring that the service provider is meeting the business needs of the customer

  • Mediating in cases where there are conflicting requirements for services from different business units.

Conclusion

We have already covered the various roles and responsibilities needed to execute the SOA activities in this unit.

Let us go to the next lesson to discuss the SOA Technology and Implementation Considerations.

  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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