Background
The information systems management library was formulated in the 1990's out of concern for the burgeoning number of management systems that were vastly incompatible with one another. Those times immediately succeeded the birth of computerized systems for both non-profit organizations and businesses. At the start, it was not foreseen that the lack of a common standard for automated management systems would constitute a major issue in a few years.
As it turned out, in the years preceding the 1990's, the difficulties encountered when organizations had to coordinate with each other were becoming a major obstacle for smooth and fruitful collaboration. With similar job designations referring to different functionalities, mix-ups were bound to occur. With the ITIL in implementation, all company functions are grouped under one of four main offices. Any interaction between companies using the ITIL is only a matter of bringing together the appropriate managers.
In actual practice, there are, in ITIL, three practitioner activities and one managerial activity. Anyone who completes his ITIL course will need to master at least one practitioner course. This allows him to hold a key position in any ITIL-based organization. To get to the managerial level needs him to know all three practitioner disciplines.
The release manager
The first key practitioner takes responsibility for designing and encoding the automated system. His job is designated as release manager. He starts with creating a proposal for the system and follows the system through until it is implemented. But even after the program has left his direct control, he is still obligated to provide support for resolving any of the system's future issues.
The configuration manager
The second pivotal practitioner is called a configuration manager. He defines the actual parameters that the release manager has to use in creating the modules of the program. For instance, in a payroll system, he could rule that anyone arriving after the first 15 minutes of the hour will forfeit the rest of that hour and be timed in for the next hour. Throughout the development stage, he coordinates closely with the release manager during the testing phases. When the system has been implemented, he continues to monitor the efficiency of the values he configured it with.
The change manager
The third key practitioner is designated as a change manager. Any alterations that have to be made on the system when it is already live have to be approved by him. His job, therefore, is to be devil's advocate to any changes that the configuration manager may suggest. In case, the change turns out to be unavoidable, he sees to it that its implementation by the release manager should be inconspicuous to the users of the system. The change manager also actualizes any behavioral or attitudinal changes that will be imposed on employees.
The supervising manager
The managerial office coordinates the operations of the three practitioners.
The information systems management library was formulated in the 1990's out of concern for the burgeoning number of management systems that were vastly incompatible with one another. Those times immediately succeeded the birth of computerized systems for both non-profit organizations and businesses. At the start, it was not foreseen that the lack of a common standard for automated management systems would constitute a major issue in a few years.
As it turned out, in the years preceding the 1990's, the difficulties encountered when organizations had to coordinate with each other were becoming a major obstacle for smooth and fruitful collaboration. With similar job designations referring to different functionalities, mix-ups were bound to occur. With the ITIL in implementation, all company functions are grouped under one of four main offices. Any interaction between companies using the ITIL is only a matter of bringing together the appropriate managers.
In actual practice, there are, in ITIL, three practitioner activities and one managerial activity. Anyone who completes his ITIL course will need to master at least one practitioner course. This allows him to hold a key position in any ITIL-based organization. To get to the managerial level needs him to know all three practitioner disciplines.
The release manager
The first key practitioner takes responsibility for designing and encoding the automated system. His job is designated as release manager. He starts with creating a proposal for the system and follows the system through until it is implemented. But even after the program has left his direct control, he is still obligated to provide support for resolving any of the system's future issues.
The configuration manager
The second pivotal practitioner is called a configuration manager. He defines the actual parameters that the release manager has to use in creating the modules of the program. For instance, in a payroll system, he could rule that anyone arriving after the first 15 minutes of the hour will forfeit the rest of that hour and be timed in for the next hour. Throughout the development stage, he coordinates closely with the release manager during the testing phases. When the system has been implemented, he continues to monitor the efficiency of the values he configured it with.
The change manager
The third key practitioner is designated as a change manager. Any alterations that have to be made on the system when it is already live have to be approved by him. His job, therefore, is to be devil's advocate to any changes that the configuration manager may suggest. In case, the change turns out to be unavoidable, he sees to it that its implementation by the release manager should be inconspicuous to the users of the system. The change manager also actualizes any behavioral or attitudinal changes that will be imposed on employees.
The supervising manager
The managerial office coordinates the operations of the three practitioners.
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