Joined: Sep 16, 2006 Posts: 3525 Location: London, UK
Posted: Tue Jan 22, 2008 2:15 am Post subject:
As a change manager, I can say that that being responsible for Configuration and change at the same time can be a bit of a struggle - especially if neither process is in place at all.
The 3 processes - Change, Configuration and Release go well to gether for a management team
You need at least a config librarian / data master who is DB oriented and very pedantic and ordered
Like the clerk at the state office where you trying to turn in a form and they dont like the spelling in some words
As change feeds into configuration mgmt (ie the cmdb) using release, the roles for the 3 can be done by 1 person with some help - assistants or clerks that can take soem duties _________________ John Hardesty
ITSM Manager's Certificate (Red Badge)
Change Management is POWER & CONTROL. /....evil laughter
it can be done but there will can be a conflict of interests between the two. SMall org's may do it. If you planning an audit it can be an issue unless you have clear boundaries set. _________________ Mark O'Loughlin
ITSM / ITIL Consultant
Don't get hung up on seeing roles in the books and then feeling you need to apply them to your organisation. ITIL is a best practice 'pick n mix' so you take as much or as little as appropriate in relation to your organisation's requirements.
Anyone who says you must have someone for each ITIL management role probably hasn't actually run an IT department or has the luxury of a cash rich and overly generous board.
In time, by developing your processes in small chunks, they'll become sophisticated enough that they may require dedicated managers/supporting staff.
But to answer the question 'is it feasible'? Well yes, because you design the role(s) as you (and your org) see fit to run the processes. Then by determinining the reporting against the two processes you can measure the effectiveness of the individual(s) undertaking those roles.
You might find it works and offers you a nice rounded function in your department, or you might find it's overwhelming or leads to conflicting interests. But that's going to be defined in the job spec so it's all about the practical management of expectations. Everything else is just pedantic text book theory...
I owned 4 processes and managed then at the some time once (not boasting). It cna be done and in smaller teams is sometimes required if you dont have the bodies. However if you want to look at ISO20000 certification (I don't think you are there yet) you will find conflicts of interest which you have to address.
Look to see if any other team members can take on a role but as mentioned above they can be done by the same people. _________________ Mark O'Loughlin
ITSM / ITIL Consultant
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