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22 januari 2020 ... min. Luister

ITIL Manager

Medewerker | Informatie Technologie | Ervaren | 2020-01-14 | 058534


The ITIL Manager is part of the support organisation within Tech. He/she is not part of a squad, but operates across squads, within a specific domain, or within a central team of people with a common role, operating across domains (cfr CMIM or UAM). The ITIL Manager consists of the following roles: User Access Manager (UAM), Service Level Manager (SLM), Change Manager, Central Major Incident Manager (CMIM), Software Asset Manager, Process Manager and Capacity Manager.


The ITIL Manager reports to a Chapter Lead.




The ITIL Manager has the purpose of enabling the Engineers and the IT organisation to become more effective, more efficient, and more productive.


Part of the responsibilities of the ITIL Manager roles, is to provide the Engineers/squads and ITL/ITAL with the correct information to allow them to make the correct decisions in terms of resource optimisation, efficiency and technical solutions (all ITIL).




  • As ITIL Manager – Change Management
  • Understands and challenges agreed methods and procedures related to Change Management;
  • Provides guidance and support to use documented and agreed methods and procedures, in order to effective and timely handle all changes in one or multiple domains and minimize the impact of incidents resulting from the implementation of these changes and therefore improve daily operation;
  • Validates that all documented policies are adhered to by all parties involved and provides support for the identification, registration and progress on improvement actions;
  • Is mandated, for low and medium changes, to overrule rejecting or non-responding Change Advisory Boards (final go/no decision), but only with an (auditable) registration of the justification. For high change he/she will act on senior advice;
  • Has a view on all changes of any type for the squad/tribe/domain;
  • Checks, validates and approves (where applicable) the requests for changes on completeness, realization of all pre-requisites (tests, preprod, …), etc;
  • Has authority on the authorization of the deployment of a change in production based on auditable proof from within the domain;
  • Collects data for the creation of the annual change plan (e.g: Global Calendar) and suggests updates during the Change Advisory Board taking into account potential arbitration and dissemination related to conflicts;
  • Prepares and chairs the Change Advisory Board (if applicable) for his/her domain and prepares/collects data for Cross Domain Control Board and Change Control Board;
  • Maintains a list of standard change requests pre-approved by the Change Advisory Board for his/her domain;
  • Advises squads on an operational level in change matters;
  • Enables the smooth implementation of changes for his/her domain, via the DCAB’s, steering on minimum disruption to IT services;
  • Reviews the post-implementation, coordinates the lessons learned exercise and follows up on the implementation of the lessons learned;
  • Follows up execution and closure of changes in the tool. Reports/analyses quality of changes on basis of their final result;
  • Coaches Associate Change Managers;
  • Produces reports by collecting raw data and transforming them into consumable information.


  • As ITIL Manager - CMIM
  • Is responsible as LMIM1 under supervision of a senior profile for managing the resolution of critical incidents. The objective is to expedite the resolution of outages by ensuring that the proper teams are engaged;
  • Provides communication under supervision of the LMIM1 or the L2MOD to our stakeholders and senior management;
  • Minimizes the adverse impact during a major incident on the business caused by internal or external events, IT or business related by minimizing the time to resolution;
  • Creates an EMIR (Extended Major Incident Report) ready for publishing but to be reviewed by a senior profile based on input before and during the evaluation meeting;
  • Collects structural remediations based on root cause analysis of incidents, logs and distributes the actions to improve or correct the situation (target date and PTA included);
  • Ensures effective implementation of the Incident Management process and carries out the corresponding reporting (CMIM) and identifies ad hoc opportunities for improvements on existing MIM process;
  • Reports periodically on the process performance to Infra squads.


  • As ITIL Manager - Capacity Management
  • Measures the capacity usage of the different applications by looking at CPU, memory, storage, …;
  • Reports the capacity metrics towards the appropriate stakeholders;
  • Analyses more complex capacity performance statistics and trends;
  • Identifies ad hoc opportunities for capacity improvements.


  • As ITIL Manager - Software Asset Management
    • Gathers the current and future software asset demand for ING Belgium;
    • Coordinates optimization of entitlement volumes and costs;
    • Acts as facilitator between Procurement, Finance, IT Custodians and Global SAM;
    • Consolidates software asset consumption based on the metrics defined by Specialist and Advisory ITIL Managers;
    • Consolidates IT expert proposals into requirements for contract negotiations;
    • Follows-up contract, support and subscription run outs and renewals;
    • Consolidates software asset consumption, entitlements and compliance position;
    • Consolidates information in case of vendor audits on products in his/her scope.


  • As ITIL Manager - User Access Management
  • Knows and understands the Bank User Access Control Minimum Standard and other relevant regulatory requirements (e.g. Sarbanes-Oxley);
  • Ensures compliance with the applicable user access control framework;
  • Knows the IT environment and more specifically the user access control models (DAC, RBAC) and technologies (AD, ISIM, Aveksa…);
  • Applies and manages the user access management processes, covering Identity Management, Authentication Management, Authorization Management based on role-based access control, throughout the lifecycle of identities and authorizations;
  • Manages and ensures the maintenance of the role-based authorization matrices of simple assets (i.e. EASY or AD based) by organizing their regular reviews by the various stakeholders within the organization;
  • Establishes fruitful partnership with user access stakeholders;
  • Validates and executes user access and role change requests if compliant with UAM controls (least privilege, segregation of duties…);
  • Solves user access problems and incidents.


  • As ITIL Manager - Service Level Management
  • Responsible for the development and monitoring of one or multiple Service Level Agreements;
  • Reports results and potential exposures, related to Service Level Performance, in a timely manner;
  • Helps to ensure quality of service and support the initiation of service improvement processes in case of bad quality;
  • Reports on cost of delivery by looking at better ways to provide/obtain service in a cost efficient manner;
  • Participates in the follow up of the overall service delivered in risk management, contract management, incident management,… and reports to the management of the domain;
  • Follows up Service Level Agreements and monitors the service to ensure that SLA’s are met;
  • Verifies that all IT Service Management processes, Service Level Agreements and underpinning contracts are appropriate for the agreed service level targets and organizes operational meetings with suppliers to follow up SLA's;
  • Monitors closely that services sold/purchased are correctly handled from a budgeting, accounting and charging point of view.


  • As ITIL Manager – Process Management
  • Designs and maintains more complex ITIL processes within a large department;
  • Defines more complex metrics to measure process performance;
  • Reports periodically on the process performance;
  • Identifies ad hoc opportunities for improvements on existing processes;
  • Trains people on the use of the processes.




Area of responsibilities


The ITIL Manager function consists of a combination of different areas of responsibilities, with each area more specifically attributed to a role (relevant role each time mentioned between brackets) or common to all roles.


  • Change Management (Change Manager)
  • Problem and Major Incident Management (CMIM)
  • Capacity Optimization (Capacity Manager)
  • Software Asset Management (SAM)
  • User Access Management (UAM)
  • Service Level Management (SLM)
  • Process Managing and Optimisation (Process Manager)
  • Promoting the agile way of working in the IT organisation
  • Acts as an advisor to the Engineers of his her/domain in his/her specific role/expertise
  • Represents his/her domain towards colleagues of other domains, related to his/her specific role
  • Functions as a back up to his/her colleagues

Possible consequences of incorrect decisions and/or wrongly performed activities


  • Impact on the quality and continuity of services to customers and business partners, mainly within own domain;
  • Impact on the results and efficiency of his/her department;
  • Risks relating to Audit, Risk and Compliance and the increase in the domains overall risk;
  • Financial consequences limited to own domain.


Consequences emerge in the short to medium term.


Knowledge and Complexity/problem solving


  • Is able to work in contexts with medium complexity and within own domains;
  • Knowledge of standard and specific software;
  • Good knowledge of communication techniques and stakeholder management;
  • Good knowledge of ITIL related practices related to his/her role and good knowledge of other ITIL standards in general;
  • Master level or equivalent by experience;
  • Good written and spoken knowledge of English;
  • 3 to 5 years work experience in a similar environment and industry;
  • Understands future trends within his/her area of expertise;
  • Ability to handle resistance of users and senior managers;
  • Ability to keep track of future trends and creatively apply the relevant ones;
  • Proactively uses a network of colleagues, business partners to accomplish objectives;
  • Ability to multi-task and set and manage priorities.


Communication and consultation


Internal contacts

  • Engineers in the squads;
  • ITAL;
  • Regular contacts with stakeholders (up to ITAL) within related and other domains of activities to exchange information, integrate processes;
  • Contributes to the process community (or other process improvement bodies).


External contacts

  • External can mean outside of ING BE as well as within ING Group;
  • Ad hoc contacts with external suppliers or partners to exchange information about solving problems, modifying or creating processes and the evaluation of processes and services.


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David Follen | Chapter Lead

David Follen | Chapter Lead

De wereld van ING Tech

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