Organization models to support Service Transition

Many people and processes are involved in Service Transition. Some of the key organization requirement s that support the application of ITIL best practice s for Service Transition are described in this section.

Management of Service Transition

Service Transition requires active management, with recognition of its key role in delivering effective IT service s within an organization. One key element of this recognition is the allocation of the role of Service Transition manager.

An example of a function or organizational structure for Service Transition is shown in Figure 6.3.

Figure 6.3 Example of an organization for Service Transition

Service Transition roles and responsibilities

The specific roles and responsibilities covered within this section relate primarily to Service Transition, although they will be used to some extent by other processes within the Service Management lifecycle. These are:

• Service Transition management
• Planning and support
• Service Asset and Configuration Management and Change Management
• Performance and risk evaluation
• Service Knowledge Management
• Service test management
• Release and deployment
• Release packaging and build
• Deployment
• Early life support
• Build and test environment management.

Depending on the size of the organization and the scope of the service being transitioned, some of these roles will be combined and performed by one individual. However, service test management and physical testing must always be performed by resource s independent of other function s or processes.

It is essential to recognize that all staff involved in Service Transition are responsible for:

• Identifying and raising risks and issues, which may directly relate to their process area or may be something that they observe elsewhere within or outside of Service Transition
• Being constantly aware of and understanding the business context in which they are working and understanding the customer’s business needs of the services they are providing
• Being fully aware of project s under way and the expected service delivery of those projects, including potential impact on their area of responsibility
• Ensuring that they follow the published standard s for documentation, change, asset and Configuration Management and Knowledge Management processes as well the incident and Problem Management processes. Where standards do not exist, raising this as a risk at the earliest opportunity.

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