Change Management and Operational Acceptance Lead *

Location

Thane | India

Job description

Summary:

The Change Management and Operational Acceptance Lead is responsible for ensuring that the Change management process governs all changes in the environment to ensure business risk is minimized and understood. This role will be responsible for the design, execution and ongoing improvements of the change process.

Role:

• Responsible for a standardized process which fits the requirements of the organization and is measurable.
• Responsible for the CAB agenda, weekly RFC review prior to CAB, successful management of weekly CAB meetings and Change compliance controls
• Responsible for the design of Key Performance Indicators (KPI’s)
• Act as the expert for Change
• Responsible for the design and execution of Operational Acceptance through the change process  to ensure modified and new services are transitioned successfully into business-as-usual support

Requirements:

• Previous management of ITIL process areas.
• 10-12 years’ experience in an ITIL role in a global organization.
• Ownership of ITSM processes at the enterprise level
• Retain neutral position during process design, reporting, and continuous improvement
• Propagate culture of excellence
• ITSM Subject Matter Expertise in a global support operating environment. 
• Demonstrated IT service operations management leadership within a Fortune 500 scale operation or major international service solutions provider in a global 24 x 7 service delivery environment.
• Proven ability to identify and customize industry best practices to fit the organization.
• Strong analytical qualities with an eye for details
• Semi-technical Proficiency and Strong soft skills
• Ability to be decisive articulating process accountability, failure to process adherence, review feedback and analysis decision driving appropriate CAB member votes
• Strong understanding of Key Performance Indicators (KPIs) and how they impact operational performance
• Intimate understanding of the financial trade-off of Key Performance Indicators (KPIs)
• Previous change process ownership in a global hybrid support model with matrixed outsourced and insourced resources.
• Previous configuration management t process ownership in a global environment using matrixed resources.
• Demonstrated ability to apply governance, regulatory / legal, and financial constraints to incident and request processes.
• Balance the interest of the enterprise and operational design in continuous improvement activities.

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