Supports and coaches more than 150 IT Staff in change, release and problem management activities.

Transcription

1 Job Title: Change, Release and Problem Manager Grade: 8 Salary: 43,267 to 48,677 per annum Department: IT Services Hours/Contract: Full Time and Permanent Reference: 660 Role Purpose The Change, Release and Problem Manager manages these three key processes within IT Services and supports their use and implementation across IT Services. They are accountable for all IT Services changes including hardware and software releases, ensuring that standardised methods and procedures are adhered to; and for ensuring that problems with our services are identified and prioritised for intervention alongside other planned work. Effective management of all change, release and problem activity is an essential component in ensuring that the University s business operations are protected against disruption caused by unauthorised or unplanned change, and undiagnosed problems. Resources Managed Supports and coaches more than 150 IT Staff in change, release and problem management activities. Principal Responsibilities Long Term Planning and Development: % Time 40% Lead IT Services Change, Release and Problem Management activities. Devise and set operational policy whilst maintaining cost effective and operationally efficient process. Continue the development and implementation of each process to the appropriate standard and level of maturity, aligned with ITIL and IT Service Management best practice. Ensure opportunities for continuous improvement are identified and acted upon. Be the advocate for the processes within both IT Services and the wider organisation. Champion them and ensure that managers of processes (e.g. Project Management) take them into account and understand how to interact with them. Continually influence others in the adoption of change and release controls. Develop and maintain relationships with key stakeholders within both IT Services and the wider organisation to enable this. Define and continually improve metrics and key performance indicators across all three processes. Produce well designed management information reports based these and disseminate information to key stakeholders via appropriate channels. Version Number: 1 Page 1 of 5 Date of Issue: 04/01/2019

2 Lead the development and maintenance of the training and awareness programme to support effective operation of the processes. Create robust and workable training opportunities, identifying and arranging production of training material, FAQ s, quick guides etc. utilising the latest diverse training mechanisms for delivery. Identify and use externally accredited courses where appropriate. Define and deliver communications for change, release and problem that are timely, transparent and widely disseminated. Take accountability for ensuring that all stakeholders are kept informed. Day to Day Process Management 50% Manage the business as usual activities required for effective change and release management. Collaborate with and support change initiators in order to: o Ensure receipt, logging and prioritisation of planned change. o Ensure critical path items, milestones and interdependencies are identified and accounted for. o Reject incorrect, incomplete, impractical or conflicting changes. o Ensure records are recorded with accurate and timely information through the change lifecycle. o Identify measure and report on implemented changes, ensuring they have met their objectives. o Record where changes have been backed out or have failed and carry out post change reviews where appropriate. o Provide mentoring and support to ensure delivery of effective, efficient and risk-averse changes. Chair the Change Advisory Board (CAB) and ensure weekly meetings are conducted efficiently. o Produce and distribute the detailed agenda for each CAB in advance for prior consideration. o Produce appropriate management reports for the Change Advisory Board (CAB) to give visibility of all activity. o o Ensure records of meetings and decisions are maintained. Invoke emergency CAB meetings for urgent changes which cannot wait for the next scheduled meeting. Schedule and monitor change and release reporting. o Specify, design and generate reports containing emergency, major, significant and minor change activity. o Produce key performance metrics for senior management review. o Identify change trends such as recurring timescales and fixed events which could result in change conflict or postponement. Timetable actions for workaround or implementation of change exception/freeze windows. Invoke these in conjunction with senior management. Version Number: 1 Page 2 of 5 Date of Issue: 04/01/2019

3 o Manage and disseminate the IT Services Forward Schedule of Change (FSC). Manage the business as usual activities required for effective problem management. Work with stakeholders in order to: o Ensure all teams across IT Services are aware of problem management reporting mechanisms. o Receive, assess and prioritise known errors and potential problems. o Gather information to allow data driven decisions to be taken regarding prioritisation of possible intervention work. o Determine with appropriate service owners and other stakeholders the likely resource needed to carry out root cause analysis work. o Raise planned work through the IT Services Demand process to carry out both RCA and where necessary subsequent technical interventions. o Ensure, with the Service Desk and IT Operations leads, that any workarounds to known errors are documented and accessible to operations staff. Developing Self 10% Maintain own skills in line with needs of IT Service Management and continually align skills to current market place. Maintain ITIL knowledge and skills to current levels by identification of suitable external organisations/professional associations taking an active part in networking opportunities and events Internal and External Relationships The ability to establish and maintain excellent relationships with internal and external customers is key Communication is needed with: IT Services staff and management on a daily basis Frequent key client contact in relevant business areas Key communication channels from demand and incident management Key communication channel with project management Communicate and solicit updates from project reviews, project teams and board meetings as necessary Communicate performance reporting to IT Services and Senior Management Team The role is expected to make connections with opposite numbers in other organisations via ITSMF and other professional associations in order to build best practice. Planning and Organising Version Number: 1 Page 3 of 5 Date of Issue: 04/01/2019

4 The role is responsible for planning and managing the IT Services Forward Schedule of Change. As the change and release advocate the individual will play a role in the planning of IT resources (not limited to people) requirements for the coming months The role also has key responsibility to contribute to the annual planning cycle and to the translation and capture of critical events for inclusion in the forward schedule of change Qualifications, Knowledge and Experience Essential Significant experience working in a complex IT organisation with a service management / project management background* Educated to degree level in an IT related discipline or with equivalent additional experience* Successful track record managing services* Excellent conceptual knowledge of the major components constituting a modern IT environment ITIL intermediate certificate in Release Control and Validation (RCV), ITIL intermediate certificate in Service Transition (ST) or BCS Specialist Certificate in Change Management* Desirable PRINCE2 Project Management Foundation Experience of supporting projects ITIL Expert accreditation *Criteria to be used in shortlisting candidates for interview Skills, Abilities and Competencies Essential Excellent interpersonal skills able to influence at all levels of staff Excellent verbal and *written communication skills Excellent team player. Able to lead a small team.* Able to work with minimal supervision. Self-confident and self-motivated. Able to organise, prioritise and plan own work and the work of others Positive personal qualities including delivery focus, drive, professionalism, integrity and teamwork A highly self-motivated and driven individual exhibiting a confident and mature style. Significant levels of energy and enthusiasm Adaptable and results oriented puts top priority on getting results; conveys urgency when appropriate and persists in the face of obstacles Mature document control practices Focused on delivering customer outcomes and quality services *Criteria to be used in shortlisting candidates for interview Version Number: 1 Page 4 of 5 Date of Issue: 04/01/2019

5 VITAL The University encourages all staff to live our VITAL values which are: Valuing People, Innovators, Together, Accountable, Leaders. Equality and Diversity We believe that equality, diversity and inclusion is integral to a successful modern workplace. By developing and implementing policies and systems that challenge stereotypes across all aspects of our work, we have a culture that recognises and values the diverse contributions of our staff which benefits everyone. Our strong values of inclusivity and equality support our efforts to attract a diverse range of high quality staff and students, and identify our University as a progressive and innovative workplace that mainstreams equality, diversity and inclusion. Version Number: 1 Page 5 of 5 Date of Issue: 04/01/2019