Service Managers

Service managers

Service managers individually manage services. Ideally, the service manager would have the capability to deliver every element of their service - designing it, building or buying it, and then running it - however, in practice, they must build and manage a team capable of doing all of those things.

In some instances, Service Managers may be responsible for more than one service. Where that occurs, it is happenstance. The individual services maintain their independence from each other and any relevant allocations - staff, budget, etc should be maintained within each individual service.

Service managers:

1. Are accountable for their service
2. Use the allocated service budget wisely
3. Build the team they need
4. Decide the way they run their team
5. Publish Correction of Error documents when problems arise
6. Publish measurements for their service
7. Highlight where their service is not meeting user needs

Service managers are accountable for their service

Each service has a contract that defines the service, the needs it meets, and how users consume it. Service managers are accountable for delivery against that contract. Within the bounds of that contract, they are free to deliver the service as they see fit. The service is autonomous and operates independently.

Service managers use the allocated service budget wisely

Each service is allocated a budget by the executive and is responsible for ensuring it is used wisely. This budget should allow the service manager to build the team they need and perform any activities needed for its lifecycle stage.

Service managers build the team they need

Services need different capabilities at different times. For example, a service in discovery will have more user researchers than a live service; a service in alpha or beta will probably have more developers than a service that is live.

It is up to the service manager to staff the team as they see fit, with the people they need to perform the required activities. The cost of the team needs to be met from the budget that the service has been allocated.

Members of the team are line-managed by the service manager, or by the management structure that the service manager puts in place. In all cases, the performance of team members should be considered in accordance with guidance from the community of practice that represents their profession.

Service managers decide the way they run their team

Different types of services require different approaches for different stages of evolution, and different lifecycle phases. A novel service that addresses user needs in a completely new way requires different project methodologies, people, and techniques from the operation of a product or the management of a contract from a third-party supplier.

For example, a service team building a beta web-based front-end that interacts with end-users requires a different set of approaches to an infrastructure cloud service that provides the front-end team with the machines it uses.

The service manager is accountable for deciding the most appropriate way to run their team for their particular service.

Service managers publish Correction of Error documents when problems arise

Building and running a service is challenging at times, and issues and problems occur regularly. To help the organisation learn in a methodical, systematic way, service managers write about the problems they face in Correction of Error documents.

Publish measurements for their service

Each service has relevant measurements recorded in its service contract. The service manager has to ensure that the values for those measurements are captured regularly, and reported in an appropriate way.

Highlight where their service is not meeting needs

In some cases, the users of a service may express a desire to have additional needs met by the service. The service manager should not unilaterally decide to meet those needs but should highlight the opportunity as it is presented to the executive during future Service Assessments.

Service manager role

Being a service manager is not a job, it is a role.

While some services may require specialist service managers frequently they start their careers in other professions. Consequently, a service manager may perform additional duties on a service team. For example, delivery managers and lead engineers both may be suitable candidates to perform the service manager role alongside their other duties.

Purpose

Each service has a contract that defines the service, the needs it meets, and how users consume it. Service managers are accountable for delivery against that contract. Within the bounds of that contract, they are free to deliver the service as they see fit. The service is autonomous and operates independently.

The service manager understands the service’s users. They are able to identify who they are and what their user needs are. They can translate user stories and propose or consider approaches to meeting these needs. They engage in meaningful interactions and relationships with users, always putting them first.

Responsibilities

The organisation’s executive requires services managers to:

• Use the allocated service budget wisely. Each service is allocated a budget by the executive and is responsible for ensuring it is used wisely. This budget should allow the service manager to build the team they need and perform any activities needed for its lifecycle stage.
• Staffing & line management. It is up to the service manager to staff the team as they see fit, with the people they need to perform the required activities. The cost of the team needs to be met from the budget that the service has been allocated. Members of the team are line-managed by the service manager, or by the management structure that the service manager puts in place. In all cases, the performance of team members should be considered in accordance with guidance from the community of practice that represents their profession.
• Choose appropriate methods. Different types of services require different approaches for different stages of evolution and different lifecycle phases. A novel service that addresses user needs in a completely new way requires different project methodologies, people, and techniques from the operation of a product or the management of a contract from a third-party supplier. The service manager is accountable for deciding the most appropriate way to run their team for their particular service.
• Publish Correction of Error documents. Building and running a service can be challenging, issues and problems occur regularly. To help the organisation learn in a methodical, systematic way, service managers write about the problems they face in Correction of Error documents.
• Publish measurements for the service. Each service has relevant measurements recorded in its service contract. The service manager ensures that the values for those measurements are captured regularly, and reported in an appropriate way.
• Ultimately be responsible for the successful operation and continuous improvement of the service

Relevant skills (SFIA)

A service manager may not have each of these skills, but in order for a service to operate it is likely the team will be able to display them.

Methods

• Project management. Delivering agreed outcomes from projects using appropriate management techniques, collaboration, leadership and governance. applicable to all project management techniques and life cycles — which can be on a continuum from predictive (plan-driven) approaches to adaptive (iterative/agile) approaches. (Level 4+)
• Programme management. Identifying, planning and coordinating a set of related projects and activities in support of specific business strategies and objectives. (Larger services only: Level 6)
• Methods and tools. Ensuring methods and tools are adopted and used effectively throughout the service. (Level 4+)

Finance

• Financial management. Supporting the effective use and control of financial resources. (Level 4)
• Investment appraisal. Assessing the attractiveness of possible investments or projects. (Level 4)

Operations

• Service level management. Analysing and proactively managing business demand for new services or modifications to existing service features or volumes. (Level 7)
• Demand management. Analysing and proactively managing business demand for new services or modifications to existing service features or volumes. (Level 5+)
• Measurement. Developing and operating a measurement capability to support agreed organisational information needs. (Level 3-4)
• Problem management. Managing the life cycle of all problems that have occurred or could occur in delivering a service. (Level 5)
• Information security. Defining and operating a framework of security controls and security management strategies. (Level 3)
• Quality management. Defining and operating a management framework of processes and working practices to deliver the organisation's quality objectives. (Level 3+)
• Contract management. Managing and controlling the operation of formal contracts for the supply of products and services. (For services that outsource only. Level 6)

Product

• Product management. Managing and developing products or services through their full life cycle from inception, growth, maturity, decline to retirement. (For services with products only. Level 4+)

Management

• Organisation design & implementation. Planning, designing and implementing an integrated organisation structure and culture. (Level 4 for small services, Level 6-7 for large services)
• Performance management. Improving organisational performance by developing the performance of individuals and workgroups to meet agreed objectives with measurable results. (Small services: Level 4; Large services: Level 5-6)
• Competency assessment. Assessing knowledge, skills, competency and behaviours by any means, whether formal or informal, against frameworks such as SFIA. (Level 3+)

SFIA levels of responsibility

The following SFIA levels of responsibility are appropriate for Service Managers. They represent a minimum rather than a level of attainment.

This text has been copied verbatim from the SFIA site.

Autonomy

Level 6 - Initiate, influence

Has defined authority and accountability for actions and decisions within a significant area of work, including technical, financial and quality aspects. Establishes organisational objectives and assigns responsibilities.

Influence

Level 5 - Ensure, advise

Influences organisation, customers, suppliers, partners and peers on the contribution of own specialism. Makes decisions which impact the success of assigned work, i.e. results, deadlines and budget. Has significant influence over the allocation and management of resources appropriate to given assignments. Leads on user/customer and group collaboration throughout all stages of work. Ensures users’ needs are met consistently through each work stage. Builds appropriate and effective business relationships across the organisation and with customers, suppliers and partners. Creates and supports collaborative ways of working across group/area of responsibility. Facilitates collaboration between stakeholders who have diverse objectives.

Complexity

Level 3 - Apply

Performs a range of work, sometimes complex and non-routine, in a variety of environments. Applies a methodical approach to routine and moderately complex issue definition and resolution. Applies and contributes to creative thinking or finds new ways to complete tasks.

Business skills

Level 3 - Apply

• Demonstrates effective oral and written communication skills when engaging on issues with colleagues, users/customers, suppliers and partners.
• Understands and effectively applies appropriate methods, tools, applications and processes.
• Demonstrates judgement and a systematic approach to work.
• Effectively applies digital skills and explores these capabilities for their role.
• Learning and professional development — takes the initiative to develop own knowledge and skills by identifying and negotiating appropriate development opportunities.
• Security, privacy and ethics — demonstrates appropriate working practices and knowledge in non-routine work. Appreciates how own role and others support appropriate working practices.

Knowledge

Level 5 - Ensure, advise

Is fully familiar with recognised industry bodies of knowledge both generic and specific, and knowledge of the business, suppliers, partners, competitors and clients. Develops a wider breadth of knowledge across the industry or business. Applies knowledge to help to define the standards which others will apply.