Head of IT Service Management

Summary

A head of IT service management is responsible for setting the vision and strategy for service management, ensuring processes are owned and maturing.

At this role level, you will:
• lead a team, ensuring adequate resources and capacity
• represent the IT service management function at a senior level
• act as an escalation point for business stakeholders

Background

Background Components

Description	Background
Has a deep understanding of the concepts and practices of human resources and people management. Understands processes and procedures of performance management and how they support the achievement of strategic organisational objectives. Demonstrates a responsible and disciplined approach under pressure and at times of significant change. Has excellent and developed communication and negotiation skills. Understands the legal and best practice requirements of human resource development and management. Has a positive attitude towards diversity principles.	Prior Knowledge and Skills
Has wide and detailed IT knowledge. Demonstrates up-to-date knowledge of the organisation’s policy framework, organisational relationships, business processes, procedures for service delivery, reporting procedures, and existing and planned information systems and services. Displays a comprehensive understanding of the commercial and other needs and objectives of the users of the services provided. Displays good interpersonal skills at all levels of contact and in a wide variety of situations. Demonstrates the ability to make, and take responsibility for, sound and far-reaching decisions on service level management and related service management process issues.	Prior Knowledge and Skills

Description

Background

Has a deep understanding of the concepts and practices of human resources and people management. Understands processes and procedures of performance management and how they support the achievement of strategic organisational objectives. Demonstrates a responsible and disciplined approach under pressure and at times of significant change. Has excellent and developed communication and negotiation skills. Understands the legal and best practice requirements of human resource development and management. Has a positive attitude towards diversity principles.

Prior Knowledge and Skills

Has wide and detailed IT knowledge. Demonstrates up-to-date knowledge of the organisation’s policy framework, organisational relationships, business processes, procedures for service delivery, reporting procedures, and existing and planned information systems and services. Displays a comprehensive understanding of the commercial and other needs and objectives of the users of the services provided. Displays good interpersonal skills at all levels of contact and in a wide variety of situations. Demonstrates the ability to make, and take responsibility for, sound and far-reaching decisions on service level management and related service management process issues.

Prior Knowledge and Skills

Work Activity Components

Title	Details
Implementation and controls	Ensures implementation of information, and records management policies and standard practice, ensuring that information is protected, available and accessible, and can be retrieved as required. Complies with all relevant information and data security policies and procedures.
Management	Takes management responsibility for an area or complete function within IT, where the measure of success depends on achieving business goals, performance targets and agreed service levels as well as on the successful technical implementation or use of information systems.
Working practices	Develops new methods and organisational capabilities (including automation) for the management of systems and services.
Service operation	Plans and manages implementation of processes and procedures, tools and techniques for continuous monitoring and managing the performance of any automated systems and services, in respect of their contribution to business performance and benefits to the business, where the measure of success depends on achieving clearly stated business/ financial goals and performance targets.
Operational performance	Monitors performance and takes corrective action where necessary and in line with policies.
Lead, manage and supervise	Leads, supports and guides the work of senior staff, including allocation, to senior individuals, of management and supervisory responsibilities.
Probationary period and contract	Defines and manages probationary periods for senior staff, setting out the requirements of the job, monitoring progress (e.g., regular interviews) and reacting to variances from expectations, organising training and development as required within appropriate timescales.
Work allocation, support and delegation	Initiates strategic work packages and aligns these with the skills and abilities of senior staff teams. Supports senior staff in the delivery of high impact work packages. Determines and delegates work to individuals and teams, taking full account of skills and capabilities. Influences senior staff teams and is sensitive towards team dynamics.
Guidance, performance and feedback	Optimises performance of senior staff, measuring and reporting on performance against agreed high level strategy and key performance indicators. Collects data on the performance of senior staff. Gives regular feedback to senior teams as to their contribution towards organisational performance and strategy.
Formal appraisals	Conducts formal appraisals of the performance of senior staff. Facilitates a dialogue with senior staff about expectations, progress, performance and development needs. Leads on formal processes such as compensation negotiations, grievance procedures, and disciplinary
Empowerment and role model	Facilitates effective working relationships within and between senior staff. Motivates, engages with, influences and empowers senior staff. Acts as a role model for senior staff and staff at all levels across the organisation, setting a high standard, acting professionally at all times and working to the highest levels of conduct and ethics.
Team dynamics	Champions the importance of skill mix and the understanding of team dynamics to successful team creation, development, operations, and delivery.
Career paths and mentoring	Mentors and influences senior individuals in consideration of their career opportunities and contribution to the organisation talent pool. Advises on their career paths and encourages pro- active development of skills and capabilities.
People processes	Participates, as appropriate, in formal processes such as compensation negotiations and disciplinary procedures.
Transformation and change	Leads the organisation during times of change, aligning change programmes with the skills and capabilities of key senior staff. Support senior staff, through difficult and challenging change programmes.
Service level monitoring and reporting	Ensures that service delivery is monitored effectively. Reviews service delivery to ensure that agreed targets are met.
Customer relationships and negotiations	Develops effective relationships with customers. Negotiates with relevant parties in respect of disruptions and major amendments to the provision of services. Ensures that service level requirements are determined and that service level agreements, contracts and negotiations with customers and underpinning parties are agreed.
Customer service assessment	Works with customers to establish a qualitative assessment of the service provision, from the customers’ perspective, and initiates actions for improvement where appropriate.
Service level agreement maintenance	Prepares proposals to meet forecast changes in the levels or types of services. Negotiates with relevant parties in respect of disruptions and major amendments to the provision of services.
Operational management	Ensures that operational methods, procedures, facilities and tools are established, reviewed and maintained.

Knowledge/Skills

Knowledge/Skills Components

Title	Depth	Details	Type
Decision Making		Making decisions at the appropriate time, taking into account the needs of the situation, priorities, constraints, known risks, and the availability of necessary information and resources.	Behavioural Skills
Commercial Orientation		Understanding commercial considerations and ensuring alignment with them when making decisions or recommending actions.	Behavioural Skills
Organisational Awareness		Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers.	Behavioural Skills
Cross-Functional and Inter-Disciplinary Awareness		Understanding the needs, objectives and constraints of those in other disciplines and functions.	Behavioural Skills
Interacting with People		Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences.	Behavioural Skills
Influence, Persuasion and Personal Impact		Conveying a level of confidence and professionalism when engaging with stakeholders, influencing positively and persuading others to take a specific course of action when not in a position of authority.	Behavioural Skills
Teamwork		Working collaboratively with others to achieve a common goal.	Behavioural
Leadership		Clearly articulating goals and objectives and motivating and leading others towards their achievement.	Behavioural Skills
Providing Direction		Directing others to undertake specified tasks within a defined timescale.	Behavioural
Delegation		Delegating tasks, responsibilities and authorities effectively.	Behavioural
Follow-up and Monitoring		Checking progress against targets, taking action to resolve exceptions/ issues and reporting and escalating where necessary.	Behavioural Skills
National/International Standards	Proficient in	Current and emerging standards associated with IT practice nationally and internationally, published by authorities such as IEEE, IEC, BSI, ISO.	Technical Knowledge and Skills
Corporate, Industry and Professional Standards	Proficient in	Applying standards, practices, codes, and assessment and certification programmes relevant to the IT industry, and the specific organisation or business domain.	Technical Knowledge and Skills
Business Continuity Planning	Proficient in	Methods and techniques for risk assessment, business impact analysis, establishment of countermeasures and contingency arrangements relating to the serious disruption of IT services.	Technical Knowledge and Skills
Business Environment	Proficient in	The business environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners and competitors), in particular those aspects of the business that the specialism is to support (i.e. localised organisational awareness from a technical perspective).	Technical Knowledge and Skills
IT Environment	Proficient in	The IT environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners), in particular own organisation’s technical platforms and those that interface to them through the specialism, including those in closely related organisations.	Technical Knowledge and Skills
Value Chain Concepts	Proficient in	Identification and representation of the primary and support activities required to deliver a product or service in order to analyse aspects such as inefficiencies and costs.	Other Knowledge and Skills
Presentation Techniques	Proficient in	Methods and techniques for delivering effective and accessible presentations, either face-to-face or online within various contexts and to a variety of audiences.	Other Knowledge and Skills
Appraisal Techniques	Expert in	Methods and techniques for appraising an individual’s performance and potential.	Other Knowledge and Skills
Operations Management	Proficient in	Methods, techniques and tools for planning, organising, resourcing, directing, co- ordinating and monitoring ongoing (non-project) activities.	Other Knowledge and Skills
Budgets	Proficient in	Principles, methods, techniques and tools for the preparation and monitoring of budgets to manage costs and ensure cost-effectiveness and value for money.	Other Knowledge and Skills
Risk Management	Proficient in	Methods and techniques for the assessment and management of business risk including safety-related risk.	Other Knowledge and Skills
Techniques for Effective Meetings	Proficient in	Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants.	Other Knowledge and Skills
Coaching Techniques	Proficient in	Methods and techniques for coaching individuals or groups by a balanced combination of support and direction, including use of virtual learning environments plus add-ons to augment feedback specific to work items, workflow or career plans.	Other Knowledge and Skills
Project Planning and Control Techniques	Proficient in	Methods and techniques associated with planning and monitoring progress of projects.	Other Knowledge and Skills
Own Organisation’s Learning and Development Procedures	Proficient in	The procedures used within own organisation for staff learning and development.	Other Knowledge and Skills
Resource Allocation	Proficient in	The effective and efficient routine deployment of resources, (but also including reassessment and reallocation in a dynamic multi-project environment), to achieve optimum results.	Other Knowledge and Skills
Service Delivery Economics	Proficient in	The economics of service delivery, such as the cost per service line in terms of hardware, software, and manpower used to deliver the service.	Other Knowledge and Skills
Service Level Agreements	Expert in	The purpose and composition of a service level agreement (SLA); the relationship between an SLA, an OLA (Operational Level Agreement) and an underpinning contract for the supply of services.	Other Knowledge and Skills
Financial Management	Proficient in	Knowledge of Financial Management and Management Accounting. Competent management of costs, budgets and cash flow.	Other Knowledge and Skills
Performance Monitoring	Expert in	Identifying, agreeing and monitoring (usually by face-to-face interviews) objectives and deliverables with individuals. Identifying under-performance issues against agreed quality standards and performance criteria. Identifying gaps in capability and causes, disciplinary or ability-related (needing assistance, training or other support).	Other Knowledge and Skills
Disciplinary Issues and Procedures	Proficient in	Managing episodes of unsatisfactory behaviour or performance in accordance with appropriate policies and legislative conformance. Includes changes to circumstances, such as sickness, disability and other personal issues.	Other Knowledge and Skills
Team Dynamics	Proficient in	Knowledge and understanding of the psychological and environmental forces that influence the direction of team behavior and performance and the tools and techniques to improve team cohesion and performance.	Other Knowledge and Skills
Information Assurance	Proficient in	Information assurance methods, tools and techniques (including the Caldicott Principles) used to protect the integrity, availability, authenticity, non-repudiation and confidentiality of user data and manage the risks related to the use, processing, storage, and transmission of information.	Other Knowledge and Skills

Training Activities

Training Components

Title	Details
Service Delivery	The service delivery processes: the systems, products, services, hardware and software environment.
Stakeholder Relationship Management	Negotiation, presentation and engagement skills to adapt and address the needs of different stakeholders to develop and maintain strong stakeholder relationships.
Strategic Planning for Information and Communications Systems	The process of defining the ICT strategic plan of an organisation in a methodical way based on business aims and objectives thereby enabling the specification of options and associated action plans for the use of IT-enabled business processes.
Advanced Techniques for Business Process Improvement	More complex tools and techniques associated with the analysis, modelling and streamlining of business processes.
Contract Negotiation	Methods and techniques for negotiating contracts for the supply of IT-enabled products, services and contract personnel.
Human Resource Planning	Techniques and practices involved in planning the numbers and types of personnel needed over time by a particular skillset, department or function within an organisation.
Career/Talent Development Methods and Tools	The background, purpose and approach of the organisation’s career/talent development strategies and programmes. Their fundamental elements — competency and L&D frameworks, such as SFIAplus; talent management and development planning processes and tools; scheme administration and management; roles and responsibilities; and communication of the benefits.
Data Protection and GDPR	Data protection legislation, regulatory framework and compliance, including GDPR (General Data Protection Act).
Mentoring	Methods and techniques for providing mentoring support to less experienced individuals.
Latest Cyber Security Threats for Senior Execs	Short, high-level, up-to-date and to-the-point briefing on the latest threats and vulnerabilities in cyber security.
Diversity and Inclusion	Raise diversity in-the-workplace awareness in order to better understand how the world looks through the eyes of people of a different age, race, gender, sexuality, etc, improve communications with people from diverse backgrounds and reduce the levels of unconscious bias in decision-making.
Health and Safety	Understanding statutory health and safety requirements relating to the working environment and/or the tools and techniques to promote, communicate, implement and maintain a health and safety culture.

PDAs

PDA Components

Title	Details
Job Shadowing and Special Assignments	Undertaking temporary periods or secondments in other roles, inside or outside IT, particularly those that offer a new perspective on own function or exposure to other environments and cultures.
Project Assignments	Participating in a project team, working group or task force established to deliver a solution to a specific problem or issue – especially valuable if the group is inter-disciplinary.
Mentoring	Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development.
Gaining Knowledge of Broader IT Issues	Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc.
Gaining Strategic Knowledge of Employing Organisation	Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to industry, country and global issues.
Gaining Knowledge of Standards and Legislation	Gaining and maintaining knowledge of relevant national and international standards and legislation.
Participation in Professional Body Affairs	Taking an active part in professional body affairs at branch, specialist group, committee or board level.
General Management	Continuing learning and development in general management skills, such as effective communication, leadership styles and skills, team building and team roles, motivation and delegation, planning and resource scheduling, influencing, persuasion and negotiation, so as to be in a position to accept greater responsibility at senior management or director (including non-exec) level.

Qualifications

Qualification Components

Title	Awarding Body
ITIL 4 Leader Digital and IT Strategy (ITIL 4 Strategic Leader Module)	AXELOS
CMgr Chartered Manager	Chartered Management Institute
ITIL 3 Managing Across the Lifecycle	AXELOS
Chartered IT Professional (CITP)	BCS – The Chartered Institute for IT
ITIL 3 Expert	AXELOS
ITIL 4 Strategic Leader	AXELOS
FEDIP Leading Practitioner	FEDIP

Organisation Skills

Framework » Organisation Category » Subcategory	Skill Name and Description	Level
DDaT » IT Operations Job Family	IT Ops – Asset and configuration management You can conduct life cycle management for assets including hardware, software, intellectual property, licences and warranties. You can manage usage, disposal, compliance, inventory, sustainability, cost optimisation and protection of the asset portfolio. You can help to improve investment decisions and capitalise on opportunities. You can comply with international standards for asset management. You can document information relating to assets including identification, classification and specification of all items, and information related to storage, access and versions. You can apply status accounting and auditing in line with	4 – Expert You can manage configuration management for the organisation, ensuring value for the business and adherence to company policies. You can ensure that changes to assets are recorded and controlled appropriately. You can advocate organisational commitment to asset control.
DDaT » IT Operations Job Family	IT Ops – Business analysis (IT Operations) You can visualise and articulate complex problems and concepts. You can apply logical thinking and solve complex problems. You can make disciplined decisions based on available information. You can gather and analyse information using comprehensive tools and techniques. You can use data to formulate both short-term day-to-day and long-term strategic plans. You can identify and analyse options, and assess feasibility and operational impact. You can ensure that the business solution aligns with the vision, mission, objectives, strategy, business and user needs. You can identify a viable solution or control.	3 – Practitioner You can lead investigative work into problems and opportunities in existing processes. You can lead the collection of information and creation of recommendations for improvements. You can absorb large amounts of conflicting information and use it to produce solutions.
DDaT » IT Operations Job Family	IT Ops – Continual service improvement You can identify and explore opportunities for service and business improvement. You can produce analysis and identify, prioritise and implement improvements and efficiencies, ensuring that the organisation derives maximum value from services. You can recognise the potential for automation of processes, determine costs and benefits of new approaches, and manage change or assist implementation where	3 – Practitioner You can analyse current processes, and identify and implement opportunities to optimise them. You can lead and develop a team of experts to deliver service improvements. You can help to evaluate and establish requirements for the implementation of changes by setting policy and standards.
DDaT » IT Operations Job Family	IT Ops – Ownership and initiative You can take ownership of problems and proactively resolve technical problems, ensuring that technical solutions continue to meet business requirements. You can take full accountability for the actions taken and decisions made.	3 – Practitioner You can take accountability for issues that occur and be proactive in searching for potential problems. You can achieve excellent user outcomes.
DDaT » IT Operations Job Family	IT Ops – Service management framework knowledge You can show an in-depth understanding of service management framework principles and processes. You can apply the technical knowledge in project or programme activities.	4 – Expert You have an expert certificate in the service management framework qualification. You can demonstrate an industry understanding of how to implement the framework into numerous environments.
DDaT » IT Operations Job Family	IT Ops – Service reporting You can use management information to consolidate agreed Key Performance Indicators (KPIs) into product or service measures, to underpin the service management of a specific product or service.	4 – Expert You can use prediction methodologies to derive and maintain a holistic view of important trends across multiple processes.
DDaT » IT Operations Job Family	IT Ops – Stakeholder relationship management (IT operations) You can identify, analyse, manage and monitor relationships with and between stakeholders. You can clarify mutual needs and commitments through consultation and consideration of impacts. You can co-ordinate all promotional activities for one or more customers, to achieve satisfaction for the customer and an acceptable return for the supplier. You can assist the customer to ensure that maximum benefit is gained from the products and services supplied.	4 – Expert You can determine strategic vision and direction. You can positively influence important senior stakeholders. You can provide an arbitration function.
DDaT » IT Operations Job Family	IT Ops – Strategic thinking You can take an overall perspective on business issues, events and activities, and discuss their wider implications and long-term impact. You can determine patterns, standards, policies, roadmaps and vision statements. You can effectively focus on outcomes rather than solutions and activities.	4 – Expert You can lead the design and implementation of strategy, directing the evaluation of strategies and policies to ensure business requirements are being met.
DDaT » IT Operations Job Family	IT Ops – Technical understanding You can demonstrate knowledge of the specific technologies necessary to fulfil the responsibilities and tasks of the role. You can apply the required breadth and depth of technical knowledge. You can actively keep informed of industry developments to make cost-effective use of new and emerging tools and technologies.	3 – Practitioner You can show a thorough understanding of the technical concepts required for the role and can explain how these fit into the wider technical landscape.
DDaT » IT Operations Job Family	IT Ops – User focus You can understand users and identify who they are and what their needs are, based on evidence. You can translate user stories and propose design approaches or services to meet these needs. You can engage in meaningful interactions and relationships with users. You can show that you put users first and can manage competing priorities.	4 – Expert You can give direction on which tools or methods to use. You can demonstrate experience in meeting the needs of users across a variety of channels. You can bring insight and expertise in how user needs have changed over time to ensure they’re met by the business. You can apply strategic thinking to provide the best service for the end

Framework » Organisation
Category » Subcategory

Skill Name and Description

Level